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HomeMy WebLinkAbout241-25 RESOLUTION Page 1 113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 Resolution: 241-25 File Number: 2025-2011 A RESOLUTION TO AUTHORIZE THE APPLICATION FOR AN IMPLEMENTATION GRANT FROM THE NATIONAL LEAGUE OF CITIES IN THE AMOUNT OF $60,000.00 TO PILOT A HOUSING PRESERVATION-FOCUSED WORKFORCE DEVELOPMENT PROGRAM WHEREAS, on May 6, 2025, the City Council authorized the acceptance of a Southern Cities Economic Initiative Planning Grant in the amount of $15,000.00 to participate in the Southern Cities Economic Initiative that aimed to generate community-driven housing solutions for municipal implementation, making the City eligible to apply for up to $60,000.00 in implementation funding; and WHEREAS, in partnership with Circles NWA, staff hosted the Housing Co-Create, a two-day public workshop and housing pitch competition where a panel of judges including City staff; asset-limited, income-constrained, employed residents; and local housing industry experts awarded a 1st place prize to the Development2 pitch; and WHEREAS, the Development2 pitch proposed cataloging and reactivating vacant properties to preserve affordable housing, and creating a workforce development program focused on increasing the pipeline of residents in construction, preservation, or residential development careers; and WHEREAS, staff from the Housing and Community Services Department along with the Long-Range Planning Division will collaborate to identify strategic community partners to launch a pilot program for the Development2 model to begin in January 2026. 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 authorizes Mayor Rawn to submit an application for an implementation grant from the National League of Cities in the amount of $60,000.00 to pilot a housing preservation-focused workforce development program. PASSED and APPROVED on October 21, 2025 Approved: _______________________________ Molly Rawn, Mayor Attest: _______________________________ Kara Paxton, City Clerk Treasurer Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov CITY COUNCIL MEMO 2025-2011 MEETING OF OCTOBER 21, 2025 TO: Mayor Rawn and City Council THRU: Keith Macedo, Chief of Staff FROM: Marlee Stark, Chief Housing Officer SUBJECT: 2026 National League of Cities SCEI Implementation Grant Application RECOMMENDATION: Staff request approval to apply for a $60,000 implementation grant from the National League of Cities (NLC) to pilot a housing preservation-focused workforce development program. BACKGROUND: In April 2025, the City’s Economic Development Department secured a $15,000 planning grant from NLC to participate in its Southern Cities Economic Initiative (SCEI). The funded project aimed to generate community-driven housing solutions for municipal implementation. The City is now eligible to apply for up to $60,000 in implementation funding. DISCUSSION: In partnership with Circles NWA, staff hosted the Housing Co-Create, a two-day public workshop and housing pitch competition. A panel of judges including City staff, asset-limited, income-constrained, employed (ALICE) residents, and local housing industry experts awarded the 1st place prize to the Development2 pitch, which proposes • Cataloguing and reactivating vacant properties to preserve affordable housing • Creating a workforce development program focused on increasing the pipeline of residents in construction, preservation, or residential development careers Staff from the Housing and Community Services Department as well as the Long Range Planning division would collaborate to identify strategic community partners and launch a pilot program for the Development2 model. While the implementation period would begin in January 2026, the City would have until November 2027 to supply the full required local match. BUDGET/STAFF IMPACT: NLC requires participating municipalities to secure a 1:1 local match (cash or in-kind support) equal to 100% of the implementation grant award. ATTACHMENTS: 3. Staff Review Form, 4. NLC Implementation Grant Narrative, 5. Budget - NLC Implementation Grant Application, 6. Development Squared Resident Pitch Presentation Page 1 City of Fayetteville, Arkansas Legislation Text 113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 File #: 2025-2011 A RESOLUTION TO AUTHORIZE THE APPLICATION FOR AN IMPLEMENTATION GRANT FROM THE NATIONAL LEAGUE OF CITIES IN THE AMOUNT OF $60,000.00 TO PILOT A HOUSING PRESERVATION-FOCUSED WORKFORCE DEVELOPMENT PROGRAM WHEREAS, on May 6, 2025, the City Council authorized the acceptance of a Southern Cities Economic Initiative Planning Grant in the amount of $15,000.00 to participate in the Southern Cities Economic Initiative that aimed to generate community-driven housing solutions for municipal implementation, making the City eligible to apply for up to $60,000.00 in implementation funding; and WHEREAS, in partnership with Circles NWA, staff hosted the Housing Co-Create, a two-day public workshop and housing pitch competition where a panel of judges including City staff; asset-limited, income-constrained, employed residents; and local housing industry experts awarded a 1st place prize to the Development2 pitch; and WHEREAS, the Development2 pitch proposed cataloging and reactivating vacant properties to preserve affordable housing, and creating a workforce development program focused on increasing the pipeline of residents in construction, preservation, or residential development careers; and WHEREAS, staff from the Housing and Community Services Department along with the Long-Range Planning Division will collaborate to identify strategic community partners to launch a pilot program for the Development2 model to begin in January 2026. 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 authorizes Mayor Rawn to submit an application for an implementation grant from the National League of Cities in the amount of $60,000.00 to pilot a housing preservation-focused workforce development program. 10/2/2025 Submitted Date No -$ -$ V20221130 Budgeted Item? Does item have a direct cost? Is a Budget Adjustment attached? Total Amended Budget Expenses (Actual+Encum) Available Budget Item Cost Budget Adjustment Remaining Budget -$ -$ No No -$ -$ TBD Project Number Budget Impact: NLC SCEI Implementation Grant Fund GeneralTBD Account Number Project Title City of Fayetteville Staff Review Form 2025-2011 Item ID 10/21/2025 City Council Meeting Date - Agenda Item Only Staff request approval to apply for a $60,000 implementationgrant from the National League of Cities (NLC) to pilot a housing preservation-focused workforce development program N/A for Non-Agenda Item Action Recommendation: Submitted By Marlee Stark COMMUNITY RESOURCES (642) Division / Department Comments: Purchase Order Number: Change Order Number: Previous Ordinance or Resolution # Approval Date: Original Contract Number: Note: As a continuation of participation in the planning grant phase of the National League of Cities Southern Cities Economic Initiative (NLC SCEI), participants were required to submit a business plan utilizing NLC’s template. Grant narrative prompts and responses have been extracted below for ease of reading. Executive Summary (/500 words) Provide a concise summary of your project’s key components. Include a concise outline of your primary goals–what the project aims to accomplish and why it matters for your city. The City of Fayetteville is requesting $60,000 in Southern Cities Economic Inclusion (SCEI) implementation grant funding and continued participation in the National League of Cities (NLOC) SCEI cohort to create a housing preservation-focused workforce development program that aims to provide residents with sustainable career opportunities while activating vacant residential properties. This proposal draws on one of the community-driven housing solutions pitched by residents during the Housing Co-Create, which was made possible by a $15,000 SCEI planning grant. The Development2 pilot program will ensure that residents can play an active role in building our community’s future alongside their own, regardless of background, income, or phase of life. Ensuring Fayetteville has a robust supply of workers trained in construction, preservation, and development trades is critical to closing the City’s affordable housing gaps and promoting housing choice. City staff from the Department of Housing and Community Services and the Long Range Planning division will collaborate on this pilot program in three key phases: 1. Map target areas in Fayetteville with higher incidences of vacant residential properties and identify priority properties for strategic reactivation 2. Identify existing or cultivate new partnerships with regional training providers to development curriculum focused on housing preservation, renovation, and construction 3. Pilot a workforce development program for residents to gain experience in renovating existing homes to preserve affordable housing Deploying Circles NWA’s Innovative Poverty Solutions model during the planning phase to convene, educate, inspire, and empower residents to propose common sense housing solutions through the Housing Co-Create event was a foundational opportunity to encourage a whole-of-community approach to the City’s housing work. Similarly, the Development2 pilot program will provide a replicable model for advancing joint housing and workforce development goals that honor Fayetteville’s character while realizing a future defined by shared prosperity. Introduction A strong project name should be clear and concise and reflect the initiative’s core focus, making it easily recognizable and meaningful to all stakeholders. Summarize your project purpose in one to three sentences. Focus on the need the project addresses (the why), explain what the project will do to meet that need (the what), and conclude with the intended benefit or outcome (the impact). Project Name: Development2: Building Fayetteville’s Future Project Purpose: Building on resident-driven solutions identified during the City’s Housing Co-Create workshop, the proposed project will pilot the winning resident pitch, Development2. This pilot program will support the City’s efforts to preserve existing affordable housing, reactivate underutilized properties, and grow Fayetteville’s construction workforce. Implementing a community-generated solution that addresses workforce and housing needs will provide the City with a replicable model for municipal action that leverages expertise from staff, community organizations, and residents’ lived experiences. SMART Goal Statement Clearly articulate the project’s SMART goals–those that are specific, measurable, achievable, realistic, and time-bound–to define success and guide implementation. By the end of 2027, the City of Fayetteville will work with trusted community partners to launch a pilot workforce development program aimed at strengthening the local construction and residential development workforce as well as reactivating vacant homes. Simultaneously, the City will continue to work with Fayetteville residents and community-based organizations to identify other community-generated housing solutions that: 1. Proactively address the needs of Fayetteville’s target resident populations who are most critically impacted by rising housing cost burdens and housing access challenges a. At-risk or chronically unhoused individuals and families b. Low- and moderate-income households, including Fayetteville’s asset-limited, income-constrained, employed (ALICE) population c. Renters d. Senior residents 2. Cultivate new or strengthen existing cross -sector partnerships in Fayetteville’s local and regional housing ecosystem 3. Create ongoing opportunities for meaningful, accessible civic engagement Success will be defined by increased resident participation in City-driven housing work, creating a predictable feedback loop for integrating lived experience in municipal housing strategy. SWOT Analysis Clearly assess your strategy’s strengths (internal, positive), weaknesses (internal, negative), opportunities (external, positive), and threats (external, negative). Consider internal and external factors such as community demographics, organizational capacity, leadership, and strategic partnerships. Strengths. The City has invested in its internal housing capacity with the introduction of the Chief Housing Officer role, providing central coordination for an issue that requires cross-divisional collaboration. The proposed strategy will be implemented by a department with a dual mandate (housing and community services), positioning it to lead innovative work at the intersection of housing and workforce development. The Chief Housing Officer and the Long Range Planning team have previously collaborated on housing-related analysis and policy changes. Weaknesses. The Chief Housing Officer is in the process of reviewing action items from the Economic Vitality Plan related to workforce development and housing and will identify opportunities to realign this work in the context of the Department of Housing and Community Services. Opportunities. This strategy will require cultivation of partnerships with training providers, the local development community, and community-based organizations to ensure target resident populations can benefit from the Development2 model. The team can draw on multiple construction workforce development programs supported by local or regional government (e.g., Syracuse Build, Kentuckiana Builds, CityBuild). Threats. While skilled trades -focused workforce development programs generally continue to receive state and federal support, there is ongoing uncertainty about longer term funding to support workforce initiatives. Background Define the specific problem, challenge, or unmet need that your economic inclusion strategy seeks to address. Explain why this issue is critical to the well-being and long-term prosperity of your community. Whenever possible, support your description with relevant data to highlight the scope and urgency of the problem. Identify the specific group(s) of residents, communities, or businesses your project is designed to support. Explain why this population has been prioritized and how the project will address their unique needs and barriers to economic inclusion. Problem Statement. While Fayetteville and Northwest Arkansas have experienced remarkable population and economic growth over the past two decades, ongoing analysis of housing and income data as well as conversations within our community underscore that the benefits of this growth are not always equally experienced. With housing as one of the largest expenditures in most household budgets, accessibility challenges in our community present in terms of generally closing our production gaps as well as expanding housing choice for residents across phases of life and income ranges. Median household income has not kept pace with median home values and rents, leaving 42% of households cost-burdened in 2023. As noted in the City’s data profile provided by the Federal Reserve Bank of Atlanta, there are sub-city geographic variations in household income that further demonstrate the need for units affordable below 80% AMI and can provide guidance on where the City may anticipate increasing displacement pressure of existing residents who are vital to our local economy and cultural fabric. Clusters of households at the threshold between very low-income and low-income likewise suggest there are opportunities to boost income trajectories by connecting residents to new career pathways. Figure 1. Tract-Level Median Household Income as a Percentage of Area Median Income (2023) Source: Federal Reserve Bank of Atlanta, Community and Economic Development Department, 2023 5-Year ACS estimates The first two releases of our citywide housing needs assessment and the City’s Economic Vitality Plan have underscored the need to invest in efforts that increase household incomes, preserve existing affordable housing stock, and mainstream the inclusion of mixed-income housing choice in new development. Relative to its peer regions, 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 programs and technical schools, and focusing on in-demand industries like skilled trades and infrastructure. Figure 2. Comparison of Workforce Development Programs in Peer Regions Job skills training programs are a key tool to advance shared economic prosperity, and the City aims to lead in creating opportunities for its residents at the intersection of the community’s housing and workforce development needs. With the Development2 program, we aim to create a sustainable model for placing more residents in construction career pathways that can be utilized to preserve and produce local housing. Target Population. The Fayetteville-Springdale-Rogers MSA had 19,729 construction and extraction jobs in 2021 with about 11.8% of those jobs located in Fayetteville. The city’s construction workforce is notably less diverse in terms of race and sex than the entire MSA (respectively, 66% and 43.7% of these workers were white males). Three percent of Fayetteville’s construction workforce was female, all of whom were white, positioning us well below the national average of 11%. The Development2 project provides an opportunity to centralize and identify gaps in available training resources that meet the needs of low- and moderate-income individuals. Preliminary conversations with the pitch competition team and community organization leaders have also identified this project as an opportunity to provide a stable career pathway for at-risk or chronically unhoused residents, utilizing the City’s Pick Me Up program (a bridge-to-work opportunity that has employed over 130 unhoused residents to maintain City trails and outdoor spaces) as a baseline proof of concept. Economic Inclusion Approach Solution The City’s Housing and Community Services Department will collaborate with the Long Range Planning division to 1) map target areas in Fayetteville with higher incidences of vacant residential properties, 2) identify existing or cultivate new partnerships with regional training providers to develop renovation-specific curriculum, and 3) pilot a workforce development program for residents to gain experience in renovating existing homes to preserve affordable housing. The proposed sequence allows City staff to use a data-informed approach to scoping a housing challenge identified by residents (vacant homes) while advancing municipal efforts to preserve Fayetteville’s existing affordable housing stock and increase median household incomes. In the words of the team who pitched this idea, Development2 can support the “restoration of our neighbors and neighborhoods to create a more beautiful and flourishing Fayetteville for all.” Policy and Systems Change Plan As we entered the planning phase, our primary objective was to increase local capacity to co-develop community-led solutions to improve housing affordability as a driving quality-of-life factor. While developing the Housing Co-Create workshop, the team viewed this work as an opportunity to increase public trust in local government’s ability to address the regional housing crisis by experimenting with new methods for meaningful, accessible engagement with residents outside of traditional formats. Applying Circles NWA’s Innovative Poverty Solutions model to the City’s community engagement around an issue as complex as housing has provided a critical feedback loop to translate lived experience into local policy leadership. Alignment with City’s Strategic Plan As outlined in the City’s 2024 Economic Vitality Plan, our highest economic vitality priority is raising median household income for Fayetteville’s residents with an emphasis on supporting targeted policies and programs that build financial and social capital for residents of color, women, and families. The proposed project also aligns with our commitment to investing in strategies that increase the number of residents working in high-wage, high-skill, and high-demand (H3) careers like construction and infrastructure, which is one of the City’s ten target industry sectors. The Economic Vitality Plan, City Plan 2040, and the annual housing assessment have outlined an overarching housing-related goal to reduce housing cost burdens for residents making under 120% of Fayetteville’s AMI while prioritizing direct municipal intervention to create, maintain, or mitigate barriers to accessing housing units affordable at or below 80% AMI. By addressing housing and workforce needs, the proposed project aligns with the City’s vision to grow with purpose. We build for tomorrow, protect what matters, and keep quality of life at the heart of every decision. Annie E. Casey Foundation Assessment Tool The economic inclusion inventory tool has precipitated meaningful internal conversations about strategies to advance our community’s housing goals. The City can play an important role in encouraging voluntary participation in best practice solutions (e.g., a good landlord program, incentivizing mixed-income housing on City-owned land), and the Chief Housing Officer is using the tool to identify new housing efforts (e.g., eviction prevention resources). More narrowly, the inventory tool was also helpful in how we framed our Housing Co-Create workshop, which had a dedicated evening of panels with local experts to elucidate the extent to which state law can limit local interventions that may seem common-sense to residents. Stakeholders Internal Team Previously on staff in the City’s Economic Development Department, Marlee Stark was appointed by Mayor Molly Rawn as the City’s first Chief Housing Officer in September 2025. In this role, she also serves as the director of the City’s Housing and Community Services Department (previously known as Community Resources). Marlee is responsible for crafting the City’s housing policy agenda and goals, aligning municipal programs with the Rawn Administration’s housing vision and expanding community services to better support our growing community’s needs. With a background in infrastructure workforce development research, Marlee will steer the day-to-day program development of the Development2 pilot, including identification of local training and supportive services providers. Mayor Rawn has directed this department to take an increased housing focus, so it is possible that one of the Department’s existing project coordinators will also shift into supporting this work in 2026. Britin Bostick leads the City’s Long Range Planning division and will support preliminary identification of vacant properties for the pilot, coordinating with the Development Services Department and other teams critical to data collection like GIS. With a wealth of local planning knowledge and a strong understanding of the local development community’s needs, Britin has been a key driver behind multiple large-scale planning efforts to close the City’s housing production gaps and promote housing choice (71B Corridor rezoning, targeted UDC revisions, annual housing assessment). Internal City Team Name Title Department Role Marlee Stark Chief Housing Officer Housing and Community Services Policy and program manager Britin Bostick Long Range Planning/Special Projects Manager Development Services Technical advisory and vacant property identification External Team Building on the success of the first Housing Co-Create model, Circles NWA will continue to lead efforts to facilitate future Co-Create events to provide the City with ongoing feedback about the community’s housing priorities and ideas for resident-driven solutions. Given the timing of the Housing Co-Create in early September, City staff are in the process of establishing additional external partners for the Development2 pilot program, and we are encouraged by the level of enthusiasm this idea received during the community pitch from a mix of residents, local leaders, developers, and community organizations. Initial conversations with other local and regional stakeholders have indicated there may be potential for the program to integrate with efforts to support small-scale developers or historic preservation. External Partners Name Title Organization Role Christina Williams Founder + Executive Director Circles NWA Executive leadership and advocacy for ALICE residents in Northwest Arkansas Ana Hurley Director of Advocacy Circles NWA Co-Create program management Organizational Structure City staff, Circles NWA, and other community partners will continue to convene regular planning meetings to discuss and direct progress on the pilot program as well as the advancement of other resident pitches (e.g., strengthening landlord-tenant relationships). While Circles NWA is the creator and owner of the Co-Create/Innovative Poverty Solutions model, City staff look forward to continued collaboration to ensure the City serves the ALICE community and other resident populations most vulnerable to Fayetteville’s housing challenges. Role of City Leadership As the Mayor continues to direct City staff to propose new ideas related to the City’s housing work, we are eager to continue to draw on the SCEI resources as well as NLC’s wealth of research to identify best practices used in other mid-size or southern cities. The Chief Housing Officer will be responsible for managing the direction of the Development2 pilot, a critical tool for advancing the City’s affordable housing preservation goals. Her work will continue to be informed by the Economic Vitality Plan and a holistic vision for economic growth. Outreach, Engagement, and Promotion Plan Provide an overview of the key goal(s) in outreach, engagement of target populations and of the overall community to secure buy-in and support and share successes, and project promotion, including through earned or paid media and/or involvement of elected officials and/or other city leaders. Outreach, Engagement, and Promotion Goals The City’s outreach and engagement strategy for the Development2 pilot program is guided by two core goals: 1. Ensuring equitable access to residents entering into career pathways that advance housing preservation and construction 2. Demonstrating the role strategic community partnerships can play in protecting Fayetteville’s existing housing stock Target Population Outreach The project’s target population includes residents who are underemployed, unemployed, or seeking to gain new skills to enter a locally in-demand career pathway. Continuous engagement will occur through direct outreach in neighborhoods with higher concentrations of vacant properties, partnerships with community-based organizations, and collaboration with local workforce training providers. Recruitment will be supported by data from the City’s housing vacancy analysis and strategic outreach to residents through City-owned communications channels as well as existing nonprofit partners trusted by target resident populations. These outreach efforts will align housing rehabilitation priorities and resident employment opportunities. Local partnerships with property owners, training providers, the development community, and supportive services providers will be central to sustaining outreach strategies and maximizing benefit for the community. Incentives The City would like to provide stipends for residents who complete training to eliminate a barrier to participation for individuals looking to transition into housing preservation, construction, or residential development. We also aim to publicly highlight program partners who participate in the pilot, underscoring the power of cross -sector participation to address Fayetteville’s housing challenges. From Vision to Results: Outcomes & Evaluation As part of developing a strong business plan, cities are encouraged to identify key performance indicators (KPIs) that align with their initiative’s goals and intended outcomes. What short-term outcomes –at both the program and population levels –are you aiming to achieve within the next 6 to 12 months? Please also describe any early indicator you plan to track to evaluate the initial impact of your initiative. What are the expected longer-term program and population-level impacts of your initiative (2-5 years or longer)? Please describe the data-informed approach you will use to evaluate the success of your strategy. Outline the strategies and mechanisms established to ensure your team stays on track and achieves defined project goals. Expected Outcomes/Impact The City of Fayetteville is committed to achieving measurable outcomes that reflect both short-term pilot program progress and long-term community impact. In the first 12 months, the City aims to meet the following program-level outcomes: ● Identify and catalogue vacant properties with potential for renovation ● Formalize partnerships with local training providers and industry stakeholders ● Develop a training program and curriculum focused on housing preservation ● Execute a targeted outreach campaign in neighborhoods with lower median household incomes and higher incidences of vacant properties At the population level, short-term outcomes will include increased awareness of training resources and preliminary buy-in of property owners and members of the development community who are interested in partnering with the City for housing preservation or rehabilitation work. Early indicators will include partnership formation and applicant interest in the program. Identification of potential barriers to full participation in the program should also be assessed. Longer-term impacts will likely be dependent upon the willingness of vacant property owners to voluntarily participate in the program. After completing the assessment of vacant property concentrations in Fayetteville, City staff will remain flexible to explore alternative projects for workforce program participants to gain hands -on experience in local construction and development work. Monitoring and Evaluation The City will utilize a data-informed evaluation approach that combines quantitative and qualitative measures to track progress and guide decision-making. The Development2 pilot program will require KPIs for both the housing preservation and workforce development elements of the program. These KPIs include: ● Number of residents enrolled in the workforce development program ● Percentage of residents enrolled/completing program who identify as one of the program’s target resident populations ● Percentage of program participants who complete the program ● Average increase in income after completing the program (longer-term KPI) ● Number of housing units preserved City staff will continue to utilize the annual housing assessment as an opportunity to set short- and long-term housing goals, putting the results of the pilot program in conversation with our core housing indicators associated with housing cost burden levels, available housing stock, and imputed housing demand. Participant demographic data will be collected at the start of program enrollment, and participant surveys can be used to track ongoing program benefits. Mid-course evaluations will allow for adjustments in outreach, curriculum, and resource allocation, and the City is eager to continue working with the NLC team and other strategic partners to strengthen its capacity for program evaluation. Evaluation findings will be summarized in quarterly reports and shared with project stakeholders in addition to the NLC team. Pilot program progress will likewise be reported to City Council on an annual basis through the Department of Housing and Community Services to ensure local investment in the program advances the City’s housing and workforce goals. Sustainability and Long-Term Impact Outline your long-term plan for sustaining your economic inclusion strategy. How will your strategy be sustained after the conclusion of the SCEI initiative? What additional funding sources will you pursue during and after the initiative to ensure continued support? What systemic, policy or programmatic changes within local government or the community will be implemented or advocated to promote long-term sustainability? How will you capture and share lessons learned from your project to support broader regional collaboration and encourage economic inclusion in other cities or communities? The City of Fayetteville is committed to ensuring that this pilot program, which sits at the intersection of our community’s housing and employment needs, extends beyond the timeframe of the SCEI implementation grant. Our long-term strategy for program sustainability is grounded in three interconnected priorities: institutionalizing the program within local government and community systems, securing diverse and durable funding streams, and leveraging lessons learned to influence broader practices across the region. The City is encouraged by the existence of multiple local and regional models for construction workforce development (e.g., Syracuse Build, KentuckianaBuilds), and we aim for the results of this pilot program to demonstrate similar potential in southern states. Our recent transition from the Community Resources Department to the Housing and Community Services Department underscores our commitment to institutionalizing new and creative programs that respond to interconnected, evolving community needs. This program will be aligned with ongoing efforts to address underutilized housing stock, ensuring residents have opportunities to be directly involved in the City’s housing and neighborhood preservation goals. By embedding the program in municipal housing work, we aim to create continuity that allows future cohorts of residents to be trained and deployed for maximum, durable community benefit. Building on promising participation of community organizations during the Housing Co-Create, City staff look forward to formalizing program commitments to ensure ongoing collaboration and reduce reliance on temporary grant funding. To sustain the initiative, the City will explore multiple funding avenues. While the future of federal funding remains uncertain, City staff are prepared to pursue funding through the U.S. Department of Labor, the Arkansas Office of Skills Development, local philanthropic foundations, regional employers in construction and housing trades, and other key anchor institutions. As the City continues to develop its long-term housing strategy, diversified funding mechanisms will be critical to mitigate risk and strengthen long-term program viability. By demonstrating the potential to couple housing preservation work with resident skill-building, the City will advocate for regional policies and investments that prioritize intentional growth management and shared economic prosperity. The City aims to capture and disseminate lessons learned through pilot program evaluations, documenting resident outcomes and the impact on housing preservation goals. Findings will be shared with local stakeholders, the National League of Cities network, and peer municipalities in Northwest Arkansas. By sharing program models, outreach strategies, and evaluation tools, Fayetteville seeks to contribute to a broader regional movement to pursue place-based economic growth, keeping quality of life at the heart of the City’s work. These lessons have the potential to serve as a replicable framework for similarly situated cities, ensuring the pilot generates impact beyond Fayetteville. NLC's Southern Cities Economic Inclusion (SCEI) Initiative Proposed Budget Template Fayetteville Arkansas 10/2/25 IMPLEMENTATION GRANT PROPOSED BUDGET Planning Grant (up to $15,000) IMPLEMENTATION GRANT PROPOSED BUDGET Actual $ Spent Implementation Budget ($30,000–$60,000) Matching Funds (in-kind or monetary) Total Project Cost 1. PERSONNEL Salary $0)$0)$0)$0) Fringe $0)$0)$0)$0) Total Personnel Costs:$0)$0)$0)$0) 2. PROGRAM COSTS Office Equipment & Computers $0)$0)$0)$0) Data Collection $0)$5,000)$3,000)$8,000) Technology $0)$0)$0)$0) Marketing & Outreach $158)$5,000)$0)$5,000) Materials & Supplies $1,507)$15,000)$0)$15,000) Printing & Postage $417)$2,000)$0)$2,000) Travel (project related)$0)$0)$0)$0) Travel (NLC convenings)$0)$0)$5,000)$5,000) Training $6,000)$23,000)$40,000)$63,000) Subcontract to Partner Organization $0)$10,000)$12,000)$22,000) Consultant Fee $0)$0)$0)$0) Food $2,968)$0)$0)$0) Meeting costs $1,700)$0)$0)$0) Conference Speakers & Facilitators $0)$0)$0)$0) Other (please specify )$2,250)$0)$0)$0) Iniatiative implementation costs (please specify )$0)$0)$0)$0) OEV Contribution $0)$0)$0)$0) Total Program Costs:$15,000)$60,000)$60,000)$120,000) TOTAL ANTICIPATED EXPENSES $15,000)$60,000)$60,000)$120,000) Budget Narrative Briefly describe any major changes to your original planning grant (Column C) Key adjustments to the budget included: *Received free advertising through KUAF and Fayetteville Flyer *Adjusted event format to be a larger event over two weekend days rather than original format of multiple shorter convenings *Additional food required for two-day event *Low-cost venue (Fayetteville Public Library) was unavailable on selected dates, so paid more for venue than anticipated *Set prize money at lower, sustainable levels for future Co-Create events Provide a brief description of major costs in your implementation grant request (column E) Data collection: software or data management systems, evaluation support Marketing and outreach: recruitment campaigns, community engagement, advertising Materials and supplies: equipment, tools, or supplies for training labs or on-the-job learning Printing and postage: flyers, mailings, or printed workshop materials Travel: travel costs to attend in-person NLC convening Training: curriculum development, instructor fees, certifications, participant stipends, on-site training costs Subcontracting to partner organizations: worforce development partners to deliver specialized training; outreach and recruitment support; subrecipient agreements to community-based organizations for community engagement work on housing solutions identification Development 2 Topic Here: Creative Use of Existing Spaces Group Number: 2A Problem Areas ●Existing, unoccupied residential and mixed-use properties ●Lack of workforce development opportunities ●Deficit of low- and middle-income housing ●Unhoused and ALICE community with a lack of development and housing opportunities Using a workforce development program to identify and renovate existing vacant properties for the purpose of creating affordable housing opportunities for low-middle income families and individuals. Solution ●Combining Workforce development and Affordable housing ●People building their own affordable housing ●Dealing with the blight of abandoned properties ●Helping property owners to recover the value of their homes How it works Big View Property Identification and Classification ●Identify vacant properties in the City of Fayetteville ●Determine the reason for vacancy ●Create a ranking/rating system for properties ●Create Categories for the properties ●Establish a management plan for the property: ○Determine if original owner will retain ownership or sell to a CLT ○Obtain permission/rights for renovation and affordable housing ○Commitment to providing affordable housing How it works Steps Toward Implementation - Property Creating Workforce Development Program Aimed at Construction and Real Estate Industry ●Identify individuals in need of workforce development and affordable housing ●Partner with the City, local developers, schools, unions, and service providers to create a workforce development program ●Create Affordable housing options for those in the program ●Provide transitional living and supportive services for those participating How it works Steps Toward Implementation - Workforce How it works Timeline (in Months) 0 6 12 18 24 30 36 42 Program Formation Property ID & Selection Pilot Completion ScalingProgram Conception Financial -Renovation Funding -Staff Costs -Workforce development -Property Obtainment -Grants -Partnerships -Specialty Loan Products with Local Lenders -Investors -Tax Incentives -Fund Raising How it works Necessary Resources Human -Participants -City Staff -Outreach Specialist -Education & Development -Service Providers -Social Workers -Site Foreman & Construction Professionals -Housing Specialists -Mentors This program is holistically helpful to the entire community: -City of Fayetteville -Original Property Owners -Unhoused & ALICE Community -Developer Community -Neighborhoods impacted by blight of vacant properties Who it helps -Zoning & Code Enforcement -Funding -Property Owner and Community Buy-In -Property Identification and Availability -ADA Compliance Anticipated Barriers In Fayetteville we have the combined issue of multiple unoccupied homes and properties along with a growing population of individuals and families facing the experience (or threat) of being unhoused. This program takes the resources that are already existing (Human and Property) and combines them to seek a sustainable solution to providing affordable housing in conjunction with workforce development. The result is a restoration of our neighbors and neighborhoods to create a more beautiful and flourishing Fayetteville for ALL. Why it matters Thank you!