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108-16 RESOLUTION
113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 Resolution: 108-16 File Number: 2016-0238 ECONOMIC DEVELOPMENT STRATEGIC PLAN: A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRST ECONOMIC DEVELOPMENT STRATEGIC PLAN. WHEREAS, the City Council approved a contract with Boyette Strategic Advisors in November, 2015, to create an updated economic development strategic plan. 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 Fayetteville First Economic Development Strategic Plan as submitted by Boyette Strategic Advisors. `����nnrrrrr� PASSED and APPROVED on 5/17/2016 `�`�GST Y O,c••;�G� FAYETTEVILLE:;Ij= Attest:/> -A NSP •.�%`�: Sondra E. Smith, City Clerk Treasurer Page 1 Printed on 5118116 City of Fayetteville, Arkansas 113 West Mountain Street _rf; ,';` _' Fayetteville, AR 72701 `'~e , '-,.a.,e-��• g y (479) 575-8323 ,� Text File �- File Number: 2016-0238 Agenda Date: 5/17/2016 Version: 1 Status: Passed In Control: City Council Meeting File Type: Resolution Agenda Number: C 5 ECONOMIC DEVELOPMENT STRATEGIC PLAN: A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRST ECONOMIC DEVELOPMENT STRATEGIC PLAN WHEREAS, the City Council approved a contract with Boyette Strategic Advisors in November, 2015, to create an updated economic development strategic plan. 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 Fayetteville First Economic Development Strategic Plan as submitted by Boyette Strategic Advisors. City of Fayetteville, Arkansas Page 1 Printed on 5/18/2016 City of Fayetteville Staff Review Form 2015-0238 Legistar File ID 5/17/2016 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item / Jeremy Pate 4/29/2016 Development Services Development Services Department Submitted By Submitted Date Division / Department Action Recommendation: A resolution to approve "Fayetteville First", a strategic plan that will guide the City's economic development efforts over the next five years. Budget Impact: Account Number Fund Project Number Project Title Budgeted Item? No Current Budget $ Funds Obligated $ Current Balance Does item have a cost? No Item Cost Budget Adjustment Attached? No Budget Adjustment Remaining Budget i V20140710 Previous Ordinance or Resolution # 201-15 Original Contract Number: Approval Date: Comments: CITY OF FaykP —Ile r ARKANSAS MEETING OF MAY 17, 2016 TO: Mayor Lioneld Jordan Fayetteville City Council THRU: Don Marr, Chief of Staff CITY COUNCIL AGENDA MEMO FROM: , Jeremy Pate, Development Services Director -T DATE: April 29, 2016 SUBJECT: Economic Development Strategic Plan RECOMMENDATION: Staff recommends approval of a resolution adopting "Fayetteville First", a strategic plan that will guide the City's economic development efforts over the next five years. BACKGROUND: In November of 2015, the City Council approved a contract with Boyette Strategic Advisors (Boyette) to facilitate the creation of an update to the City's economic development strategic plan; the last time this plan had been updated was during the recession years of 2008-2009. Much has changed in Fayetteville, Northwest Arkansas and the U.S. since that time, during which the Chamber of Commerce has been the contractor selected to perform economic development services for the city. DISCUSSION: As part of the update process, Boyette created online surveys, interviewed citizens, developers, business owners, entrepreneurs, educators, artists and others, and held a public input session, in all engaging with over 1500 stakeholders to provide the groundwork for Fayetteville First. In addition, Boyette compared demographic data of Fayetteville to five Arkansas cities (Bentonville, Conway, Jonesboro, Rogers and Springdale), as well as to the state and U.S. Five additional cities outside of the state were chosen as benchmark locations based on their population size and overall demographic characteristics, presence of a university, as well as the entrepreneurial and arts/cultural atmosphere. Those cities are Asheville, NC; Boulder, CO; Chapel Hill, NC, Fort Collins, CO; and Lawrence, KS. Comparison to the benchmark cities enabled Boyette and the City to understand best practices that could be utilized in Fayetteville, trends of economic development over time, organizational staffing and delivery models, and areas we need to strengthen to be a place of choice. Supported by this data, examples of best practices and the groundwork of public input, Fayetteville First is a strategic plan identifying five target business sectors, seven strategic focuses with related priorities and action items, as well as recommendations related to the economic development delivery system. An implementation/action plan is being delivered separately from the Fayetteville First plan, as a working document for the project team to utilize Mailing Address: 113 W. Mountain Street www.fayetteville-ar.gov Fayetteville, AR 72701 moving through implementation over the next five years. Through the implementation of the strategic focuses in the Fayetteville First plan, the city will set its course on becoming a place for creativity, innovation and culture that will attract, grow and retain knowledge-based assets for this 21st century economy. BUDGET/STAFF IMPACT: None at this time. Several of the action items contained within the plan, including the preferred delivery system for economic development services, will have a budget impact if/when the City Council chooses to move forward with those items. Attachments: Fayetteville First Economic Development Strategic Plan FAYETTEVILLE FIRST 2016 B2yAtte Strategic Advisors 4G°a C3 d G OO f� COO �]4C��74� INTRODUCTION 3 TARGETED BUSINESS SECTORS 5 Overview 6 Corporate Services 7 Entrepreneurs and Innovators 8 Legacy Manufacturers 9 Retail 10 Specialized Technologies 11 STRATEGIC FOCUSES 12 Overview 13 Arts and Culture 17 Business Retention and Attraction 22 Education/Workforce 31 Entrepreneurship and Innovation 36 Lifestyle Quality 43 Marketing and Communications 48 Sustainability 53 ECONOMIC DEVELOPMENT DELIVERY SYSTEM 57 END NOTES 60 All photos courtesy of the Fayetteville Flyer. INTRODUCTION 1 3 �.r 'U en:eviIle First. a tac plan. was Cieate_d to c;uidc- the economic v loomer'rt efft.".!Yt5 of theµ -Lily over the nextfivo yeais. While le the plan is full c pporirve data and r ar-iiples of best prcictices, Fayetteville first is grounded the input of more trian 1,500stakeholders. The res.i,ilt y>; this engagement is identification of five target business sectors, seven strategic focuse with ated priorities and action items, as well as reo mrlrr'e nlions related to the unomi,_ ,Jpv, ict nlenr delivery system. 1~r Favetteville First? Favetteville, the cultural epicenter of Northwest kansas, is first by a long iisi of attributes. Fayetteville is first geoQraphi-_ ally the Northwest Arkansas region, first in pcpu{.lion size and grcvvth, first in )ovation, hr s.I In St'al'ups and firsi. in 5ustaineti iIit '. _Stakeholders solidilled s moniker by describing Fayetteville as the'rirsst` community that dc.. eFop • Northwest Arkansas, Hence the name''Fayetteerlle Ferst' iii the presence of ttte University of Arkansas (J i 3.'! i ay i i le. a cAeq town, is also a major economic engine In the 3tirtl"1v'Lst Arkansas re iei'i Notwithstanding, laveti.eyllle is eclectic, and is often viewed by others in the state as rogue. but the very essence of this unique community characteristic will be the competitive advantage for its economic development en: future. Fayetievllle must caoitali2e on its unique and prooressive. easrarnat comes from its eclectic citizens ,t'ho represent a broad and diverse range of s le5- tastes. and philosophies INTRODUCTION 1 4 - ,'; r'`f (le Ilraa c_r ea3 c-; a Ibngst: ndIncj foothold ^+7 iostorin9 isri, I r:eloping as and CuftuFu Ins Walton ._enter, undrergol no a J21 rYll'ilron 4'.:.panSion, is n_„ns:•de.:r d cne it+tenni r+e -,erto. rr..inn art_ cent' r W AFtransa , „r`,, .yi:t,t...., ry 2611 as one of tha nation's 1 _} t osr pr rnlsing e i.. Fcin`_R tla t=rr5 1hea reSm.ii'red is a year-r.ound. ptofessior:al t:'1 : t-. ann it has 3n-IVOftnced a new S25 million facility that 'vii open in 201 a: LsHyette.'ilie s also considering estabhshin, an Arts L l t ::i. The cri !_ l+l continue ,'f ri €r r,a e rte, • lr:74.1 �,:r,91 _ t., �f;l :'l.,.ryry iii Tl; , and cural ion ment as a eey asset and quality of life amlity. While ceriri 'u rcJ to erCar..< ar en ,nme`nt than perceived (.mod as business frFt'•r;d{ and prey "i liraa pipeline of talent ra umintain its lensmcnLTra.tums and & Tf: Comp , .i_5, ! a.)+'cctirnba nu F aifo cttra t aaind i'ny r)taii:i conpaums ii the' cal, yi __ cervices, 1i a t naf'._{i-•s.-car f rn'Jc_r•.'":'t1le cl.1.,uln al a I CC'r-3..rr'. .it •3 -1 C,ii I r ce' C, In oiit1 'idQCf,-,i crniC deV-lc:..'pMent, po'l.e" _:a,, zs sLrC'C,QTt nth: ,uUr._`lnst and rer iriir.C1 Ju51ne sas and ,."okforc talent. That a It;. ". .i'i t`1 of the U of A l1 and tie lifestyle uuality ti'F ,t-. , ro r II _ si+c ft fzi r' l�r[Ime id: .,";ion for t't;. millennl r r t cia we'llv. s the future C'rr1 rWtEi5..`7 and attracting JCie otatrin'c that Il';%pu is:i[GI. must ha sHuns related to talent. k' it=lli5 Innovationar ' 5 { r � .'t'•=_ i f "+a+,2.� -lame t�+ .: I'.ul. L'O }ri;Iunity', the kil.1 was ranked a5 tne i.hr d he,ti plate 1e nr tion iof' nitp ,"Se..zirr._sse5 o de rt a lira :ll V aad lyi- "i:ri-:a 20 5. by ur.'r.ilafoi. t ith ctoer assets such as the Arkansas To ,'r iOUR; e , !pr;nr"uri;I support pro iri d 161'5: J fir -1. such .. gip. I, r'l:d, a1s ill planned creation of the Northwest Arkansas I tovafiors l .:b ra. 7..r ,ill= S5: purne to become roe f-o,reeern aiit location fo; . startup k. _ _.;'llt=] and i5 csrninci becoming known as the `fi r rum r_iiy of the C.OLltlL_ The lc - ain l rr'iiiirrzipon Ji a lieaRnr' Stsir uo :cosysterri depends 01.3 4_I[, ":I:"t' suppgcr of :starzuo companies and the erl}ance+' en'i. of cult'urc I ii I,•yi;'.a Add -ti nr!'.IIv,, Fayette' die rust maintain and r ate an a. rhentic culture I. ' .5 re0dents and student -population to remain in the city-, Area u[tei•iog an nutstaitdirsg lifestyle gnallty+, Weca, was named the third best pb ,e. to We n tht U.S.by tic. Nzviv, ,. ftc Fc 2av ort iii March of :16 Fav 'ttr=vlhc ;s a traiIulez r' in Ir. ,It . s -u -stainability and conservation ifli irltve5. A Alkansa_• only conimunitysa receive i&r_O5i it-ian as a 2 ST- R C.)r m and `aye r._ . `lb al a tnr tii r LTr A k innas to ish a : ore Assessed _lean Energy tPACE In pr" 'et- or [listric in 201 5. 5usroirrabiltiy a (forts to a rn-a jot dittec'n or Hr lb J3t"en io£_J ing o., artrat.tiny its LTilyHC Li i _ zf'•`� identified :Ursr.{an, to this l-wocess and defined in more cit _a I _1o'1+ }rgan;.rilo and vapitalizing on its suistaihiable envirorin'i::i . 4_Lali}vrsl.une lil ravat-tov(rIi J future. An i r'l liementari �r'a:astrori plan is being debvered _:CS;yi',,.=ly from _1.e E"aye.;.tevllly E-frPlat' rllr'r '.'rill IC- rr wrki1L doGore r"rt ti t he f:Iojec! i t l ze r: it : 7 d the i ar'- 9 i • n team to I I�_ mourn :hidun r. iil",l:!1C�ilC'ilt'.�''.l?n t�J'J`+_..��� ... eF the iset We y'eifs. T}SIs7;.TC7l} the in1olementatlors Jf the suate-tic focuses in the Fayetteville itist plat;. the city will Set As itOurse an becoming a place tter' creativity, inn0Vct,on and,uku.re.that 'a ill atsacm. aro'vo and re-:a+rt knowledge -based a ssrats f .r his 21 St Can t!Jry eCC u `- FAYETTEVILLE FIRST 2016 B2yette Strategic Advisors 4G°a C3 d G OO f� COO �]4C��74� INTRODUCTION 3 TARGETED BUSINESS SECTORS 5 Overview 6 Corporate Services 7 Entrepreneurs and Innovators 8 Legacy Manufacturers 9 Retail 10 Specialized Technologies 11 STRATEGIC FOCUSES 12 Overview 13 Arts and Culture 17 Business Retention and Attraction 22 Education/Workforce 31 Entrepreneurship and Innovation 36 Lifestyle Quality 43 Marketing and Communications 48 Sustainability 53 ECONOMIC DEVELOPMENT DELIVERY SYSTEM 57 END NOTES 60 All photos courtesy of the Fayetteville Flyer. INTRODUCTION 1 3 �.r 'U en:eviIle First. a tac plan. was Cieate_d to c;uidc- the economic v loomer'rt efft.".!Yt5 of theµ -Lily over the nextfivo yeais. While le the plan is full c pporirve data and r ar-iiples of best prcictices, Fayetteville first is grounded the input of more trian 1,500stakeholders. The res.i,ilt y>; this engagement is identification of five target business sectors, seven strategic focuse with ated priorities and action items, as well as reo mrlrr'e nlions related to the unomi,_ ,Jpv, ict nlenr delivery system. 1~r Favetteville First? Favetteville, the cultural epicenter of Northwest kansas, is first by a long iisi of attributes. Fayetteville is first geoQraphi-_ ally the Northwest Arkansas region, first in pcpu{.lion size and grcvvth, first in )ovation, hr s.I In St'al'ups and firsi. in 5ustaineti iIit '. _Stakeholders solidilled s moniker by describing Fayetteville as the'rirsst` community that dc.. eFop • Northwest Arkansas, Hence the name''Fayetteerlle Ferst' iii the presence of ttte University of Arkansas (J i 3.'! i ay i i le. a cAeq town, is also a major economic engine In the 3tirtl"1v'Lst Arkansas re iei'i Notwithstanding, laveti.eyllle is eclectic, and is often viewed by others in the state as rogue. but the very essence of this unique community characteristic will be the competitive advantage for its economic development en: future. Fayetievllle must caoitali2e on its unique and prooressive. easrarnat comes from its eclectic citizens ,t'ho represent a broad and diverse range of s le5- tastes. and philosophies INTRODUCTION 1 4 - ,'; r'`f (le Ilraa c_r ea3 c-; a Ibngst: ndIncj foothold ^+7 iostorin9 isri, I r:eloping as and CuftuFu Ins Walton ._enter, undrergol no a J21 rYll'ilron 4'.:.panSion, is n_„ns:•de.:r d cne it+tenni r+e -,erto. rr..inn art_ cent' r W AFtransa , „r`,, .yi:t,t...., ry 2611 as one of tha nation's 1 _} t osr pr rnlsing e i.. Fcin`_R tla t=rr5 1hea reSm.ii'red is a year-r.ound. ptofessior:al t:'1 : t-. ann it has 3n-IVOftnced a new S25 million facility that 'vii open in 201 a: LsHyette.'ilie s also considering estabhshin, an Arts L l t ::i. The cri !_ l+l continue ,'f ri €r r,a e rte, • lr:74.1 �,:r,91 _ t., �f;l :'l.,.ryry iii Tl; , and cural ion ment as a eey asset and quality of life amlity. While ceriri 'u rcJ to erCar..< ar en ,nme`nt than perceived (.mod as business frFt'•r;d{ and prey "i liraa pipeline of talent ra umintain its lensmcnLTra.tums and & Tf: Comp , .i_5, ! a.)+'cctirnba nu F aifo cttra t aaind i'ny r)taii:i conpaums ii the' cal, yi __ cervices, 1i a t naf'._{i-•s.-car f rn'Jc_r•.'":'t1le cl.1.,uln al a I CC'r-3..rr'. .it •3 -1 C,ii I r ce' C, In oiit1 'idQCf,-,i crniC deV-lc:..'pMent, po'l.e" _:a,, zs sLrC'C,QTt nth: ,uUr._`lnst and rer iriir.C1 Ju51ne sas and ,."okforc talent. That a It;. ". .i'i t`1 of the U of A l1 and tie lifestyle uuality ti'F ,t-. , ro r II _ si+c ft fzi r' l�r[Ime id: .,";ion for t't;. millennl r r t cia we'llv. s the future C'rr1 rWtEi5..`7 and attracting JCie otatrin'c that Il';%pu is:i[GI. must ha sHuns related to talent. k' it=lli5 Innovationar ' 5 { r � .'t'•=_ i f "+a+,2.� -lame t�+ .: I'.ul. L'O }ri;Iunity', the kil.1 was ranked a5 tne i.hr d he,ti plate 1e nr tion iof' nitp ,"Se..zirr._sse5 o de rt a lira :ll V aad lyi- "i:ri-:a 20 5. by ur.'r.ilafoi. t ith ctoer assets such as the Arkansas To ,'r iOUR; e , !pr;nr"uri;I support pro iri d 161'5: J fir -1. such .. gip. I, r'l:d, a1s ill planned creation of the Northwest Arkansas I tovafiors l .:b ra. 7..r ,ill= S5: purne to become roe f-o,reeern aiit location fo; . startup k. _ _.;'llt=] and i5 csrninci becoming known as the `fi r rum r_iiy of the C.OLltlL_ The lc - ain l rr'iiiirrzipon Ji a lieaRnr' Stsir uo :cosysterri depends 01.3 4_I[, ":I:"t' suppgcr of :starzuo companies and the erl}ance+' en'i. of cult'urc I ii I,•yi;'.a Add -ti nr!'.IIv,, Fayette' die rust maintain and r ate an a. rhentic culture I. ' .5 re0dents and student -population to remain in the city-, Area u[tei•iog an nutstaitdirsg lifestyle gnallty+, Weca, was named the third best pb ,e. to We n tht U.S.by tic. Nzviv, ,. ftc Fc 2av ort iii March of :16 Fav 'ttr=vlhc ;s a traiIulez r' in Ir. ,It . s -u -stainability and conservation ifli irltve5. A Alkansa_• only conimunitysa receive i&r_O5i it-ian as a 2 ST- R C.)r m and `aye r._ . `lb al a tnr tii r LTr A k innas to ish a : ore Assessed _lean Energy tPACE In pr" 'et- or [listric in 201 5. 5usroirrabiltiy a (forts to a rn-a jot dittec'n or Hr lb J3t"en io£_J ing o., artrat.tiny its LTilyHC Li i _ zf'•`� identified :Ursr.{an, to this l-wocess and defined in more cit _a I _1o'1+ }rgan;.rilo and vapitalizing on its suistaihiable envirorin'i::i . 4_Lali}vrsl.une lil ravat-tov(rIi J future. An i r'l liementari �r'a:astrori plan is being debvered _:CS;yi',,.=ly from _1.e E"aye.;.tevllly E-frPlat' rllr'r '.'rill IC- rr wrki1L doGore r"rt ti t he f:Iojec! i t l ze r: it : 7 d the i ar'- 9 i • n team to I I�_ mourn :hidun r. iil",l:!1C�ilC'ilt'.�''.l?n t�J'J`+_..��� ... eF the iset We y'eifs. T}SIs7;.TC7l} the in1olementatlors Jf the suate-tic focuses in the Fayetteville itist plat;. the city will Set As itOurse an becoming a place tter' creativity, inn0Vct,on and,uku.re.that 'a ill atsacm. aro'vo and re-:a+rt knowledge -based a ssrats f .r his 21 St Can t!Jry eCC u `- TARGETED BUSINESS SECTORS. 1 IrlolllI r E3IEJDLfl H TARGETED BUSINESS SECTORS. 1 IrlolllI r E3IEJDLfl H TARGETED BUSINESS SECTORS OVERVIEW 16 In identifying the targeted business sectors for Fayetteville, Boyette Strategic Advisors (Boyette), completed quantitative and qualitative research that included reviewing the Arkansas Economic Development Commission and the Northwest Arkansas Council targeted business sectors and projected growth for those targets_ Additionally, Boyette reviewed Fayetteville's existing industry base and recent project expansions and new investment. An economic base analysis, which included review of location quotients and a shift share analysis, was also completed for Washington County only, and Washington and Benton Counties combined, to determine business sectors that may provide future opportunities in Fayetteville. The targeted business sectors identified are corporate services; entrepreneurs and innovators; legacy manufacturers; retail; and specialized technologies. These are not the only targeted business sectors in which Fayetteville will have success but are the top opportunities on which the city should focus its efforts at this time. CORPORATE L- - SERVICES • ENTREPRENEURS AND INNOVATORS LEGACY O MANUFACTURERS RETAIL OSPECIALIZED TECHNOLOGIES zV* SKILLED WORKFORCE FAYETTEVILLE FIRST CO P O R 1A,f E _ OF AYETTEVILLE RESIDENTS I -SOLD A BACHELOR'S DEGREE SERVICES r ORHIGHCI? Corporate Services can broadly be defined as company -wide support services that may include legal, marketing, information technology, and other. With a highly -skilled workforce, a lower cost of doing business, and a high lifestyle quality, Fayetteville, Arkansas, has become the regional headquarters for many new business opportunities, and also has the physical and workforce infrastructure in place to support businesses in the information technology services and data center sectors. There are an estimated 4,000 people in Washington County employed in corporate services sectors with projected growth of 4 percent by 2020. COST OF DOING BUSINESS TARGETED BUSINESS SECTORS 1 7 �-- RANKED 27TH 27 BEST GRADUATE SCHOOL £, 0 0 0 PEOPLE FOR $U51NES5 IN WASIIINOTON COUNTY EMPLOYED 4 tar+IVFa,ITYboc nr.€nus'. • IN CORPORATE SERVSCES SECTORS, WAL ION COE1tL.EOv Elul ,., WITH PROJECTED GROWTH OF 4 PERCENT BY 2020 QUALITY OF LIVING 3RD BEST " WashingtonRegional PLACE TO LIVE IN THE A HEALTHCARE LEADER IN 5oAce, U.S. News& World Repu4 NORTHWEST ARKANSAS Ma,h2016 UNITED STATES t�. CENTER FOR ARTS SPORTS AND AND CULTURE ENTERTAINMENT HOME TO WALTON ARTS CENTER, THE UNIVERSITY OF ARKANSAS IS HOME ARKANSAS' PREMIER PERFORMING ARTS CENTER, AND rHEATRES0UARED, A NATIONALLY RECOGNIZED I TO RAZORBACK SPORTS' 17 VARSITY TEAMS PROFESSIONAL THEATRE 4 ENVIRONMENTAL SUSTAINABILITY THE CITY WAS RECOGNIZED AS A 3 -STAR SUSTAINABLE COMMUNITY, TILE ONLY CIT`! IN TI It STATE 10 RECEIVE TILE HONOR TARGETED BUSINESS SECTORS 1 8 C3 fll 4 o CENTERS FO€� RESEARCH & f ( OUTREACH THE UNIVERSITY OF ARKANSAS IS HOME To A DIVER5E GROUP OF rtE5EARCII FA{ILIYIE5 FAYETTEVILLE FIRST E.....I..REPR E N E U P S INNOVATORS ENTREPRENEURIAL ECOSYSTEM Northwest Ar ho ns as has o strong alliance of entrepreneurial srortups, as well as supper r enli tier include ny Ar kon.sas Research Technology Park, Startup Junkie and Hayseed Ventures. • UNIV ARK...AN SAS Is home to a distinguished Arkansas research alliance scholar in emerging technologies. FAY ETTECHILL Wolfspeed ACUMENBRANDS RI FFRAFF Lauren James SUCCESSFUL STARTUPS Fayetteville has a growing and diverse list of thriving startups that includes Riffraff, Lauren James, We (speed, Fayettechill, RluelnGreen (BIG), NanoMech and Acumen Broods, an e -commerce company that has raised $700 million In Venture capital, FAYETTEVILLE COST OF LIVING IS E 9% BELOW THE AVERAGE IN THE UNITED STATES RD BEST aJ PLACE FOR STARTUP BUSINESSES i FAYETTEVILLE WAS RANKED THIRD IN THE o► NATION FOR STARTUP BUSINESSES IN 2015 OUTSIDE OF SILICON VALLEY AND NEW YORK cn 3RD BEST PLACE TO LIVE IN THE UNITED STATES Source: U.S. News& World Report, March 2076 ENVIRONMENTAL SUSTAINABILITY Fl -St CITY WAS SR%E(E COMMUNITY, IT A 3 -STAR SUSTAINABLE COMMUNITY, III: oalr s Ito II151'.-AT( 111 o(KLIY& i'rE I N1o,-0 TARGETED BUSINESS SECTORS 1 9 FAYETTEVILLE FIRST LEGACY MANUFACTURERS Manufacturing has a long history of success in Fayetteville, with major manufacturers in sectors that include tool-making, food production and automotive. Supporting this sector for retention and expansion will continue to lead to success as manufacturers take advantage of a skilled workforce, a comprehensive transportation infrastructure, and a low cost of doing business. 1,1 23,000 TRAINING , EMPLOYED OPPORTUNITIES B Y REGIONALa Workforce training opportunities will include new Northwest Arkansas MANUFACTURING Robotics Training Center opening in the summer of 2016. Walmart)innae/e CENTRAL Save money. Live better. LOCATION A ST F S U C ES 5 Fayetteville's location in the heart of the U.S. and Pinnacle Foods Corporation, Superior Industries along Interstate 49 provides International, Tyson Foods, and Walmart Optical an expansive transportation Lab are just a few of the successful manufacturers foundation for manufacturing. in the area. FAYETTEVILLE COST OF LIVING IS O9% BELOW THE AVERAGE IN THE UNITED STATES FAYETTEVILLE FIRST As the fastest grassing city In Arkansas, Fayetteville offers retailers access to a dynamic consumer market that includes a student population of more than 26,000. With ideal available sites and a low cost of doing business, retailers can take advantage of a region with income levels much higher than the state average. Fayetteville and the MSA have retail gaps in clothing and clothing accessories; sporting goods, hobby, book and music stores; and electronics and appliance stores that present opportunity for growth. r _POPULATI0N Northwest Arkansas is one of the fastest growing regions in the United States. Ir $65,674 PkVERGE :,AGE, (Fayetteville -Springdale -Rogers MSA) COMMERCIAL DEVELOPMENT the city also offers a number of pofen[inily nvoiloble commercial buildings for new retail businesses 3.8 MEDIAN AGE (Fayetteville -Springdale -Rogers MSA) 4TH V TARGETED BUSINESS SECTORS 110 Fayetteville's population is growing faster than any other city in the state and is expected to increase 10% BY 2020. LAkii The University of Arkansas is home to the Center for Retailing Excellence, an internationally acclaimed center fat retail studies FAYETTEVILLE -- COST OF LIVING IS IN THE UNITED STATES TARGETED BUSINESS SECTORS 111 0`REGONAL1T ari 0/ 0WORKFORCE ZUU/o . O OF 7,000 PROJECTED Li ' OJECTE I GROWTH FAYETTEVILLE FIRST The workforce GROWTH OF COMPUTER eight percent over the next five years. OG S::,:'iWARE: 7f:Vf i.OPkR`> SYSTEMS ANALYSTS crr rfl 1 . I � E TE HNOL0 ES RESEARCH 0 EDUCATION The Supply Chain Management Research Center, at the University of Arkansas Sam M. Walton �} College of easiness, works with industry to develop curriculum and offer student internships 1` ' and roentoring opportunities. the Center lot Retailing Excellence, also located of the university, is an internationally acclaimed center for retail Ste dies. SUCCESSFUL TECHNOLOGY COMPANIES Businesses include Qbot, Metova and CaseStack. FAYETTEVILLE COST OF LIVING IS 9% BELOW THEAVERAGE IN THE UNITED STATES - Washington Regional A HEALTHCARE LEADER IN NORTHWEST ARKANSAS ENVIRONMENTAL SUSTAINABILITY THE CIIWAS ABLECOIZE❑ IT A 3 -STAR SUSTAINABLE COMMUtJITY, -li ,fHe, k I r I', Iri +1511 11: Itoe11YI IIII .10,101 STRATEGIC FOCUSES 1 12 u InS w1. lL�� STRATEGIC FOCUSES OVERVIEW 1 13 FOCUS: ARTS AND CULTURE FURTHER ENHANCE THE ARTS AND CULTURAL ENVIRONMENT STRATEGIC PRIORITIES Continue to support existing programs that enhance arts and culture locally Action Item: Pursue grant funding to support programs for the arts Action Item: Encourage public art installations Expand the arts focus in Fayetteville Action Item: Support Arts District development Action Item: Create additional live/work space for artists Action Item: Develop a Downtown Art Program Develop and support arts programs in public schools Action Item: Create an in -school residency program for artists Action Item: Pursue grants to support these programs Continue to support the craft beer industry Action Item: Partner to support existing breweries Action Item: Assess need for educational programs STRATEGIC FOCUSES OVERVIEW 1 14 FOCUS: BUSINESS RETENTION AND ATTRACTION SUPPORT, RETAINRETAiN AND ATTRACT € USI NESS STRATEGIC PRIORITIES Create a robust business retention and expansion (BR&E) program Action item: Clearly define role of contractor related to BR&E Action Item: Include a BR&E component focused on startup companies Action item: Include a BR&E component focused on legacy manufacturers Action Item: Develop a retention plan for regional headquarters Improve the business perception Action Item: Understand business perception issues Action Item: Set expectations for customers Action Itern: Further streamline permitting processes and document the process communications/outreach tool Action Item: Address broadband challenges Develop local incentive policy Action Item: Determine targeted areas of interest Action Item: Discuss incentive parameters Action Item: Explore potential funding mechanisms Meet property needs of targeted business sectors Action item: Determine available properties Action Item: Assess site and building needs of targeted business sectors Action Item: Intent real estate developers for certain targeted developments Develop a focused retail development strategy Action Item: Conduct a thorough inventory and analysis of Fayetteville's existing retail base and gaps Action Item: Examine local and regional demographic and retail trends Action item: Identify potential commercial properties Action Item: Identify potential specialty retail targets Action item: Consider attendance at the International Council of Shopping Centers (ICSC) convention Action Item: Explore potential "College Town" development with U of A FOCUS: EDUCATION/WORKFORCE ENSURE WORKFORCE TALENT IS ATTRACTED, DEVELOPED, AND RETAINED STRATEGIC PRIORITIES Further engage with higher education Action Item: Create a formalized partnership with the U of A Action item: Support UAMS Northwest with its future growth in Fayetteville Ensure workforce and training needs can be met Action item: Understand existing industry and targeted business sector needs Action Item: Research and conduct a survey of regional higher educational institutions Action Item: Convene regional educational leadership Action Itern: Initiate a career readiness program at the high school level Action Item: Ensure that appropriate skilled trade programs and training are available Action Item: Improve public school rankings Attract and retain the workforce of today and tomorrow Action Item: Create millennial programs Action Item: Focus on retention of U of A graduates STRATEGIC FOCUSES OVERVIEW 1 15 FOCUS: ENTREPRENEURSHIP L AND INNOVATION EMBRACE THE EN'T REPRENEURIAL SYSTEM AND SUPPORT STARTUP COMPANIES AND THE CULTURE TO RETAIN THEM LONGJERM STRATEGIC PRIORITIES Support a collaborative entrepreneurial/innovative environment Action item: Create an entrepreneurship support position at the City Action Item: Create the Fayetteville Innovation Council Increase high-tech job growth through University partnerships Action Item,: Partner with the University to expand the existing technology park Action Item: Create a Startup Village at ARTP Action Rein Partner with the University to further address capital needs Create innovative spaces and programs to support entrepreneurs Action Item: Develop and define an Innovation District Action Item: Create Collaborative Space Action item: Develop incentives for startup companies locating downtown Action Item: Create innovation housing Action item: Support maker space and robotics training center development FOCUS: LIFESTYLE QUALITY CONTINUE TO IMPROVE THE OUTSTANDING LIFESTYLE QUALITY IN FAYETTEVILLE STRATEGIC PRIORITIES Support attainable housing development Action Item: Assess attainable housing availability and need Action Item: Target and grow attainable housing developers Action Item: Explore incentives for developers Enhance and support public transportation Action Item: Work to improve local/regional transit system Action Items: Support idea of rapid transit or light rail in Northwest Arkansas Energize and support downtown Fayetteville Action Item: Develop and define the downtown boundary Action Item: Organize downtown business support effort Action Item: Seek downtown redevelopment opportunities Explore other redevelopment opportunities Action Item: Work to redevelop 71 Business (North College Avenue and South School Avenue) Action Item: Identify other areas for future redevelopment Expand entrepreneurship education programs Seek develop Action Item: Inventory and assess entrepreneurship education programs A. tion itern: Action Itern: Integrate entrepreneurship programs into public schools Action Item: Action Item: Action Item: Action Item: rent of hotel/conference center Initiate discussions with U of A Identify potential sites Gather supportive data Identify potential developers Explore potential funding options STRATEGIC FOCUSES OVERVIEW 1 16 FOCUS: MARKETING AND o COMMUNICATIONS ENHANCE FAYETTEVILLES PUBLIC. PROFILE AS A DYNAMIC BUSINESS LOCATION STRATEGIC PRIORITIES Build the Fayetteville First brand Action Item: Develop key messages that speak to the Fayetteville First positioning Action Stem: Secure and utilize appropriate Fayetteville First online handles Action. Item, Rebrand all marketing materials and activities with Fayetteville First logo ct:ir,„sra item: Incorporate Fayetteville First messaging into speeches and talking points for economic development leaders Develop a dynamic digital media presence Action Item: Develop an enhanced economic development web presence Action item: Re -focus social media messaging toward economic development priorities tition itmo: Monitor and engage in online discussions related to targeted sectors Action Item: Incorporate sustainability messaging into digital media Pursue recognition in key rankings Action item: Research methodology for targeted rankings Ai,t'ic Item: Identify and pursue recognition in rankings related to innovation, millennials and sustainability Action Item: Market recognition to key audiences increase publicity about key economic development efforts Action Item: Utilize local media [o communicate to local and regional audiences Action Item: Place guest editorials and news articles in key business and trade publications Action Item: Seek publicity about Fayetteville's sustainability initiatives Action (tern: Seek recognition as the Startup City of the South LZ,,) SUSTAINABILITY ORGANIZE AND CAPITALIZE ON FAYETTEVILLE'S SUSTAINABLE ENVIRONMENT STRATEGIC PRIORITIES Understand, promote and plan for the future of sustainability in Fayetteville Action Item: Update Sustainable Inventory annually Action Item: Market and promote sustainable activities Action Items: Develop a plan to guide future sustainable activities Promote and encourage ongoing sustainability activities in Fayetteville Public Schools (FPS) Action Item: Promote sustainability efforts in FPS Action Item: Work to expand sustainability programs across all schools Support the local food economy Action item: Form a Regional Food Economy Work Group Action Item: Seek grants to fund programs action items: Explore creation of a Food Hub or similar program STRATEGIC FOCUS: ARTS AND CULTURE 117 FOCUS: ARTS AND CULTURE FURTHER ENHANCE AND E N VI 1ggM3 E,,'\[ S to s,.; s^K,r« d s'an Q.P ."'c Y.m at w: acknowledging the incredible v1Jd≤le economic imoact of the onprofit art and culture, we must always remember their fundamental value. They foster beauty, creativity, originality, and vitality. The arts inspire a us, south US, provoke us, involve us, and connect us. But they also create Jobs and contribute to the economy." - i4obert r _ Lynch, President and CEO, Americans for the Arts The nonprofit arts and culture sector is a significant "industry" in the Northwest Arkansas area, generating over $45 million in total economic activity. This includes nearly $31 million by nonprofit arts and cultural organizations and more than $14 million in event -related spending by their audiences, supporting nearly 1,500 full-time jobs, generating nearly $30 million in household income to local residents, and delivering $4.0 million in local and state government revenue.' The support and further enhancement of the Fayetteville arts and cultural environment is critical. There are numerous organizations, programs and events that currently support arts and culture in Fayetteville. The Fayetteville Arts Council works to develop and recommend to the City Council policies and programs that would enhance and encourage the planning, placement and maintenance of public displays of art in locations open to the public within the community.' STRATEGIC FOCUS: ARTS AND CULTURE 1 18 The Walton Arts Center Council, Inc , is a non-profit corporation that was created to serve as an agent for the University and the city to construct, manage, operate, and maintain the Walton Arts Center, which is owned by the city and the University as tenants in common.' The mission of the Fayetteville Underground is to promote the visual arts it Fayetteville and Northwest Arkansas, support area artists, and contribute to the advancement of Fayetteville as a destination city for the arts,' The Walton Arts Center is considered the premier performing arts center in the state and has brought artists and entertainers from around the world to Northwest Arkansas. The facility opened April 26, 1992, as a cooperative effort between the U of A and the city. The Walton Arts Center celebrated its 20th anniversary in 2012.' Currently the Walton Arts Center is undergoing a $23 million expansion that will result in two theaters with backstage space and administrative offices.' With the support of Mayor Lioneld Jordan, voters passed a $10.9 million bond issue with $7.1 million committed to help pay for the expansion of the center, Construction is expected to be complete in 2017." TheatreSquared is a year-round professional theatre that was recognized in 2011 as one of the nation's ten most promising emerging theatres,10 In its tenth season, TheatreSquared has announced a new $25 million facility that will open in 2019.1' The city is working toward leasing TheatreSquared land in downtown Fayetteville. On the first Thursday of each month from April to October, First Thursday Fayetteville transforms the city's historic Downtown Square into a vibrant arts district, featuring the work of more than 40 visual artists, live music, street performers, food and drink, including a local craft beer garden, and children's activities, Public art continues to grow in Fayetteville, with a newly painted mural on the Square, a sculpture by a local artist on the Frisco Trail, and continuation of the University of Arkansas "Upstream Art" project, which involves the painting of storm drains to bring educational awareness of storm water pollution. Keep Fayetteville Beautiful is continuing its Utility Box Art program to combat graffiti, and City Parks is working with art students in Fayetteville Public Schools to display student art on the trails.1' In 2016 there are plans to expand the partnership with the University of Arkansas Art Department for the new Art and Design District to be established.73 The Fayetteville Chamber of Commerce created the Celebrate Arts in Fayetteville program, in which the Chamber will promote and showcase the works of four artisans every quarter beginning in 2016. Continue to support existing programs that enhance arts and culture locally Action iterrm. Pursue grant funding to support programs for the arts Action Item. Encourage public art installations Expand the arts focus in Fayetteville Action Item: Support Arts District development Action Item: Create additional live/work space for artists Action Item: Develop a Downtown Art Program Develop and support arts programs in public schools Action Item: Create an in -school residency program for artists Action Item: Pursue grants to support these programs Continue to support the craft beer industry Action Item: Partner to support existing breweries Action Item: Assess need for educational programs STRATEGIC FOCUS: ARTS AND CULTURE 1 19 CONTINUE TO SUPPORT EXISTING PROGRAMS THAT w, ENHANCE ARTS AND CULTURE LOCALLY Action Item: Pursue grant funding to support programs for the arts The organizations and activities that currently provide support for arts and culture in Fayetteville that were outlined in the introduction to this section, as well as others not referenced, should continue to be supported and expanded in Fayetteville. The Fayetteville Arts Council should seek funding from regional and state foundations to support existing and new art programs locally. Action Item: Encourage public art installations As previously described, public art is a focus in Fayetteville. In order to sustain this focus long-term, consider the passage of a Percent for Art Ordinance that allocates a percentage of selected capital projects for installation and maintenance of permanent works of public art. Funding for the project would be derived from each project's construction budget, which may include funding from the Federal, State, County or City level, as well as private support. See the Chapel Hill ordinance described to the right for an example of how this ordinance could be structured. : EXPAND THE ARTS FOCUS ,��F IN FAYETTEVILLE Action Item: Support Arts District development The Fayetteville Arts District (FAD) is a nonprofit organization working to revitalize, support, and expand the role that downtown Fayetteville plays in local commerce, art, and entertainment. The Fayetteville Arts District will promote and expand the ever- growing cultural impact of downtown by creating a single marketable district.' The development of the Fayetteville Arts District should be supported. The River Arts District in Asheville is an example of a successful arts district. Chapel Hill, North Carolina The Town of Chapel Hill, North Carolina, has a Percent of Art Ordinance, which allocates 1 percent of selected capital projects for the creation, construction and maintenance of permanent works oof public art. The Town Council selects sites for Percent for Art commissions and these projects are then administered by the Public and Cultural Arts Office and overseen by an Oversight Committee consisting of community stakeholders, local arts professionals, civic leaders, and relevant Town departments. Funding for Percent for Art projects comes from each project's construction budget, which can include Federal, State, County, Town, and private support. North Carolina artists are encouraged to apply. For more information: Chapel Hill Percent for Art Action Item: Create additional live/work space for artists The creation of living and working space for artists appears to be a focus of the Fayetteville Arts District Development. See information on the artists working studios in the River Arts District in Asheville. Action Item: Develop a Downtcwr, Art Program, Explore the creation of a Downtown Art Program, which encourages local artists to apply to conduct a project in downtown Fayetteville. All media and art forms should be considered, including performing arts, installations, and cultural or educational programming. STRATEGIC FOCUS: ARTS AND CULTURE 20 Asheville, North Carolina The River Arts District in Asheville, North Carolina, is comprised of an array of artists and working studios in 22 former industrial and historical buildings along a one -mile stretch of the French Broad River. More than 200 artists work in the River Arts District; and although there are no official "Open Hours," at any given time throughout the year, visitors will find a number of open studios and galleries. There are also a number of restaurants, cafes and a brewery in the district. For more information: River Arts District DEVELOP AND SUPPORT ARTS PROGRAM IN PUBLIC SCHOOLS Hem: , . a s y oacgran znr artists Create a program in Fayetteville similar to the Artists -in -Residence program in Chapel Hill, North Carolina, that involves professional artists working with students in the Fayetteville School District to create original programs of art. The support for this effort is already in place through the Arkansas Arts Council Arts in Education Artist Roster, which is an online listing of professional performers and visual or literary artists who are available to participate in a variety of Arts in Education programs. The Arts in Education (AIE) program is designed to strengthen the role of the arts in pre K-12 educational settings by fostering participation in the arts as an integral part of life and the basic education process.15 Local schools and community nonprofit organizations may sponsor individual teaching artists or teaching artists associated with a larger arts organization in preK-12 residencies at specific sites to demonstrate their art discipline and link their art form to other curriculum areas. During a residency, artists are based in a school or a community organization where they work with a site coordinator and key staff members to develop programs and activities based on the site's needs and facilities,'° STRATEGIC FOCUS: ARTS AND CULTURE 121 The AIE program initiates new arts programs, or enhances existing ones, in schools and local arts agencies by providing direct interaction with professional artists in residencies for pre K-12 students. All artists involved in AIE residencies must be selected from the Arts in Education Artist Roster Action Item: Pursue grants to support these programs The AIE program also offers three Arts in Education grants that could potentially be used to fund these and other programs, including the following: After-School/Summer Residency Program, Arts Curriculum Project Grants, and In -School Residency Program." CONTINUE TO SUPPORT THE CRAFT BEER INDUSTRY The craft beer business includes nano -breweries and micro -breweries, According to the Brewers Association, craft beer comprised 11 percent of the volume of beer sold in the U.S. last year, and the percentage has increased by double -digits every year for the past five or six years.'° In addition, the millennial generation is aging into the stage where their interests are on things that are hand-crafted and not mass-produced, so the growth in craft brewing has increased while the overall mass-produced beer market has flattened out. It was reported in September 2015 that craft beer production in Northwest Arkansas is up 778 percent since 2011. Most of the local craft beer companies in Northwest Arkansas, including Saddlebock, Foster's Pint & Plate, Core, Bike Rack, Ozark, Fossil Cove, Apple Blossom, Columbus House, West Mountain and Bentonville Brewing Company, didn't exist five years ago. In 2011, revenue from a $7.50 state per -barrel tax collected in Benton and Washington counties was $5,749 In 2014, seven breweries in the counties paid $50,478.19 The Fayetteville Visitors Bureau's self -guided Fayetteville Ale Trail, which was launched in August 2013, now promotes breweries in Fayetteville, Rogers, Springdale, and Bentonville and has provided more than 30,0O0 trail passports since the program started.21 Action Item: Partner to support existing breweries The City of Fayetteville should work with the Northwest Arkansas Council and the Fayetteville Visitors Bureau to ensure that this industry is supported and that any challenges to existing companies in Northwest Arkansas are addressed. The easiest way to determine any challenges of these companies may be a targeted online survey focused on understanding how the city and region can support their future growth and potentially attract larger operations in the future. Action Item: Assess need for educational programs The need for additional educational programs in the region to support the craft beer industry should be assessed as part of the online survey. This may be an area that could be addressed through the existing culinary program at Northwest Arkansas Community College (NWACC) and this should be explored. Asheville, North Carolina All around Asheville and through Western North Carolina, a brewery boom is underway with milions of dollars being pumped into the local economy. Asheville is home to more breweries per capita than any other city in the U.S. In addition to small batch breweries, the area is also home to large operations, including Sierra Nevada Brewing Company, Oskar Blues and New Belgium. New Belgium will be locating in Asheville's River Arts District and will create 154 new jobs and invest $140 million. To provide support for the industry and community support, Oskar Blues worked with the local community college to develop a brewing curriculum and offered space for use by students. For more information: Brewery Industry Enjoys Growth STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 22 FOCUS: BUSINESS RETENTION AND ATTRACTION SUPPORT, RETAiN AND ATTRACT 3USNESS In the world of sales, it has often been said that "Your best prospects for new business are with your existing customers." This mantra holds true in the world of economic development today. Therefore, economic development programs continue to have strong retention strategies to enhance private sector investment and job growth. This is particularly important for Fayetteville, considering the strong base of legacy manufacturers that Fayetteville wants to maintain and support, as well as the startup companies that need to continue to grow their operations in the city. As such, the creation of a robust business retention and expansion program is critical for Fayetteville. On a related note any business perception challenges must also be addressed both to support and retain existing business and industry, as well as attract new business. In Fayetteville, this includes addressing perceived challenges with the permitting process. Also, access to fiber -based, high speed, affordable broadband has been identified as an issue for area businesses. Fayetteville must also ensure that it is putting the infrastructure in place to attract and meet the needs of the targeted business sectors, which may include availability of local incentives and property to meet their needs. The retail sector is a different anomaly and, therefore, must be approached differently from a business attraction and retention perspective. STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 23 c 'r £7 h "Y" r ,' A s"' #" R £"3 R G"i s"➢ B 'r 3 r' el Create a robust business retention and expansion (BR&E) program Action Item: Clearly define role of contractor related to BR&E Action item: Include a BR&E component focused on startup companies Action item: Include a BR&E component focused on legacy manufacturers Action Item: Develop a retention plan for regional headquarters Improve the business perception Action item: Understand business perception issues Action Item: Set expectations for customers Action Item: Improve customer service Action item: Further streamline permitting processes and document the process as a communications outreach/tool Action item: Address broadband challenges Develop local incentive policy Action ₹skate: Determine targeted areas of interest Action Item: Discuss incentive parameters Attu? is Item:: Explore potential funding mechanisms Meet property needs of targeted business sectors Action Item: Determine available properties Action Item: Assess site and building needs of targeted business sectors Action Item: Intent real estate developers for certain targeted developments Develop a focused retail development strategy Action item: Conduct a thorough inventory and analysis of Fayetteville's existing retail base and gaps Act oo i ern: Examine local and regional demographic and retail trends Action Iter'n: Identify potential commercial properties Action Item: Identify potential specialty retail targets Action Item: Consider attendance at the International Council of Shopping Centers (ICSC) convention Action Item: Explore potential "College Town" development with U of A CREATE A ROBUST BUSINESS RETENTION AND EXPANSION (BR&E) PROGRAM Action Item: Clearly define role of contractor related to BR&E Future contracts for economic development services between the City of Fayetteville and the selected contractor should clearly define BR&E requirements and services. The program should include: Goals for the number of existing businesses to be visited each year Direction on the types of questions to ask during the visit A process for addressing any identified business needs or challenges following the visit Use of a project management data tool to track visits and employer input, with a summary of how any business needs or challenges were addressed following the visit A summary report of the accomplishments of the BR&E program that year, including the information above, as well as the number of new expansion projects, jobs created or saved, average wages and investment related to the program Action Item: inr,iude a BR&E component focused on startup companies One component of the formalized BR&E program for Fayetteville should include a specific focus on maintaining and supporting future growth of companies that started in the city, such as Acumen, Lauren James, Riffraff, Slim Chickens, Fayettechill, Oh Baby Foods, and many others. These companies should be identified in a separate listing and should be personally contacted on at least an annual basis. Discussions should include how the city can support their growth and development and ensure that they continue to call Fayetteville home, even as they may expand regionally, nationally or internationally. Startup companies recruited by Hayseed Ventures and others should be contacted at least quarterly to ensure their needs are being met and any planning and space needs are being addressed. Startup companies often have different needs than established companies, including the need for capital, lower -cost real estate options, and a millennial talent pool. Supporting and maintaining the companies that are created in Fayetteville is a key component of becoming a place for entrepreneurship and innovation, and also a major factor in the city's future growth. STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 124 i`i v goon include BR&E ..omp o runt ,oc_ s„d on iegac t mmtrrrers Legacy manufacturers located in Fayetteville, such as Elkhart Products Company, KeyTronlcEMS, Marshalltown Company, PACMAC/Packaging Specialties, Pinnacle Foods Corporation, Superior Industries International, Tyson's of Fayetteville and others, strongly contribute to the diversity of the city's economy. A focused BR&E effort should be established for these legacy manufacturers. A separate list of these legacy manufacturers should be generated, and questions should be designed more specifically to their needs, including probing for concerns related to facility expansion, new equipment investment, workforce attraction and training, and infrastructure, These companies should be visited at least once annually_ Action Ito o'. 0='ovr:io o e rot rrtion plan'for .ub jE,.,..,. heecicr'verters One of Fayetteville's recommended targets is corporate services, which includes regional headquarters. There are a number of existing regional headquarters in Fayetteville that need to be supported to ensure that they maintain their presence in the city long-term. Part of this strategy would be to develop good relationships with the local management team of all existing regional headquarters located in Fayetteville, as well as the management team located at that company's corporate headquarters, assuring them that the City of Fayetteville recognizes the importance of the regional headquarters continuing to expand in Fayetteville. IMPROVE THE BUSINESS PERCEPTION a, tlor' _m r„'eos u7 .. br.:.fi: sk oercrr,. ..>'5' Whether accurate or not, a perception exists in Fayetteville related to "business unfriendliness" A prevalent concern is the permitting process for construction and its difficulty and timeliness, These issues must be understood and addressed to encourage future development. See examples of best practices in permitting from the benchmark cities research. Autton tom. S ₹:,i.,, to: .....,.�',...,.., The development process is admittedly more complex and rigorous than some developers experience in cities throughout the region. In part this is due to ordinances and regulations that the citizens and elected officials have determined are necessary to maintain the quality of life that Fayetteville has come to expect. Fayetteville is situated uniquely, with a somewhat difficult topography and streams traversing the community with which development must be balanced; conversely, these are the very characteristics that make the city beloved, and enables Fayetteville to distinguish itself from competitors. Setting the right expectations and communicating Fayetteville's values to the development and business community is important, so that informed and intentional decisions can be made up front, rather than surprises and unexpected issues forcing decisions near the end of a project. Already begun, the City should continue to conduct regular or recurring public sessions related to development, construction and permitting review, process improvements and development challenges to create a venue for communicating opportunities for improvement and set expectations for customers. cticr Item: improve customer u'orOce Conduct customer service training and improve communications tools and techniques for all staff engaged in interacting with the public. STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 125 Action Item: Further streamline permitting processes and document the process as a communications/outreach tool A concierge service offering a single point of contact should be created to assist new and expanding businesses with permitting. This contact would coordinate with all city departments and divisions involved in the process. A weekly "one -stop shop" might also be created for businesses with limited needs to meet with city officials to discuss the project with the possibility of immediate approval of the submission or quick response on needed adjustments to expedite approval. Boulder, Colorado The City of Boulder uses a phased process for the review of building permits. For small projects such as fences, roofs, single-family electrical systems, and single-family heating and air-conditioning systems, a permit may be issued over the counter. For new multi -family dwellings and commercial buildings, the estimated review time is 60 days. If for any reason a permit is not granted within 180 days, the applicant can either file an extension or will have to submit a new application. An online permit status report allows an application to be tracked throughout the process. Chapel Hill, North Carolina The Town of Chapel Hill's permitting is handled through its Office of Planning and Sustainability.The Office of Planning and Sustainability is touting permitting improvements in 2015, including a simplified permit application; an updated, easy -to -read checklist and associated materials; improved web presence; implementation of a text message update service; improved building inspector availability; and improved average permit approval time approximately to 15 days for residential and 30 days for commercial. For more information: Boulder Permitting Process Boulder Permit Status Report Chapel Hill Permitting Process Chapel Hill Permitting Improvements STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 26 Action Item: Address i++rc'oda rra chaiieengn,, The City of Fayetteville is convening a local task force of educators, entrepreneurs, and city staff to set priorities for the Mayor's Strategic Broadband Plan for Fayetteville, which includes the creation of a competitive environment and plan for a next -generation, fiber -based service for government, residential, and business services. Mayor Jordan joined a collaborative coalition through Next Century Cities (nextcenturycities.org) last fall, and he and staff have been actively researching options. The city understands the need/requirement of affordable, accessible broadband as an economic development driver and is determined to define a long-range blueprint with community input to implement its broadband future. The effort is not about simple high-speed Internet access; but it is also about ensuring the development of an appropriate fiber -based infrastructure to support the city's efforts to attract and retain high-tech and entrepreneurial startups, to support local businesses, and provide quality connectivity to remote workers who handle big data modeling and visualization. Additionally, this type of infrastructure is required for a fundamental aspect of doing city business as the Internet of Things (IoT) evolves to support possible initiatives such as smart utility metering, transportation planning, and public safety. Staying with status quo is not going to work. Current available services in Fayetteville do not include pervasive, competitively priced access to high- speed reliable network services. The future of Fayetteville depends on staying competitive to give the creative class a sense of place to exceed others across the globe. Fayetteville First means becoming the city for high-tech, high -growth, high -paying jobs for people who have the options to locate anywhere they choose. In order to enhance Fayetteville as a center of innovation, creativity and collaboration, and provide access to next -generation broadband for development opportunities, Fayetteville needs to act now and be actively recruiting partners to join its efforts. "There's a significant interest in making sure that the infrastructure matches the growth The reality is that it's very hard to build scalable ventures that are relying on tech and good bandwidth capability if you don't have it," remarked Jeff Amerine, founder of Startup Junkie Consulting on the Square in Fayetteville. Fayetteville's research with benchmark cities, the 130 cities signed on to Next Century Cities, and active participation with the National League of Cities Chapel Hill, North Carolina Google Fiber -- Chapel Hill has been selected as one of the next destinations for Google Fiber, making the community among a handful in the nation to have this ultra -highspeed Internet service. Google Fiber will bring Chapel Hill residents access to "Gigabit" Internet connections up to 1,000 Megabits per second. Google will be working closely with Chapel Hill on the next steps to build a brand new fiber-optic network capable of delivering these gigabit speeds throughout Chapel Hill. In July 2015, Google Fiber announced its commitment to provide free Internet access to public housing neighborhoods in all Google Fiber cities, including Chapel Hill. This moves the Town closer to its goal of providing free Internet access to all public housing residents, while providing all residents with a variety of options to from which to choose. Concurrently, the Department of Housing and Urban Development is announcing a new initiative to wire a select number of cities, including Durham. Fort Collins, Colorado In an effort to determine local citizen and business needs and desires regarding broadband, the City of Fort Collins is initiating a study to: • Understand the communication needs of Fort Collins' residents, businesses and educational institutions, and whether existing services and networks are keeping pace. • Collect benchmark data from other communities. • Explore options for broadband services. Fort Collins will consider numerous options for being involved in broadband services. Options include leasing fiber to private entities, creating a public -private partnership to provide services, or directly providing services. Throughout 2016, the city will be conducting feasibility and market studies and will be engaging the public to determine what role, if any, they would like to see the city play in providing broadband. STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 27 Technology Leadership Committee shows there is no playbook for how to approach the issue. Each community has to look at the problem differently, depending on its goals for smart growth Fayetteville should consider five main areas of focus: Fiber -based, 1+Gig service among city facilities in an institutional network Explore public/private partnerships to provide Fiber -based, 1+Gig service for businesses and residential customers Policy considerations such as "dig once" for laying conduit and/or fiber where appropriate during infrastructure development Policy considerations at increasing access to city infrastructure and simplifying our permitting processes to facilitate the expansion of fiber -based service and increase broadband competition in our local market Equitable access for all citizens at competitive, affordable prices to close the homework gap and provide access for workforce training, certification, and job applications DEVELOP LOCAL INCENTIVES V POLICY Action Item: Determine targeted arses of Interest Fayetteville does not currently have a local incentives policy. The City of Fayetteville should explore the development of an incentives policy that may address targeted areas of interest, such as entrepreneurship and early -stage development, retail, local agriculture and food systems, as well as the potential needs of the other targeted business sectors, The Orange County Economic Development Grant is a good example of this kind of grant program that targets areas of interest. A grant to assist local farmers, like the Orange County Agriculture Economic Development Grant, should also be considered. Action item: Discuss incentive parameters Incentives should be offered only to projects meeting established parameters related to job creation, investment and wages. Very rigid requirements and guidelines for companies receiving incentives should also be established. BEST PRACTICE: Ii CENTIVES Asheville, North Carolina The City of Asheville offers Land Use Grant Incentives that provide property tax rebates to projects that fulfill public objectives outlined in the City Council's Strategic Plan. Those objectives include green building, affordable and workforce housing, and mixed -use and transit oriented projects. Qualification for the grants requires that projects obtain Energy Star certification; consist of two or more dwelling units; and be located within city limits and 1/4 -mile of major highways. Green and affordable housing projects may also qualify for a 50 percent rebate of water connection fees. Industrial Development Grants are also available to eligible businesses investing $1.5 million or more. Eligible companies would qualify for a grant paid annually, calculated as a percentage of property taxes for up to seven years. In addition to the investment requirement, companies must be consistent with long-range plans and development goals, create "quality jobs," and be engaged in eligible business activities that may include manufacturing, research and development or distribution. This incentive also requires all new and retained jobs pay a living wage as determined by the universal living wage formula. A Business Development Grant is available for projects with an investment of more than $250,000 but less than $1.5 million, For more information: Asheville Sustainability Incentives Asheville Development Incentives STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 128 Chapel Hill, North Carolina The Orange County Economic Development Grant Program includes a Business Investment Grant funded by a one -quarter -cent sales tax and managed by the County's Economic Development office. To support and encourage entrepreneurship, early -stage development, local agriculture and local food systems, small and large grants are available ranging from $1,500 to $10,000. An Agriculture Economic Development grant assists local farmers to develop new sources of agricultural income. For more information: Grow in Orange County! Action item: Extal£ore potential funding mech:,:nisr;.s Incentives could be funded through a grant of the non -educational portion of property tax revenues generated by the project, which is how the City of Asheville has funded its incentives. The City of Fayetteville may also want to explore the possibility of utilizing discretionary mills to fund a grant program. MEET PROPERTY NEEDS OF TARGETED BUSINESS SECTORS Action Item: Determine available properties As previously indicated, Fayetteville has a number of sites and buildings listed on the AEDC sites and buildings database as of March 2016. There are also private developers that own other sites and buildings in Fayetteville that may not be reflected on that database. A comprehensive inventory of all sites and buildings that are available for potential development must be created, and the AEDC sites and buildings database updated accordingly. Action ltermi: Assess site and building needs of targeted business sectors Assess the potential site and building needs of each of the targeted sectors and determine the need to identify additional sites and encourage the development of property in the future. The main need seems to be related to the availability of greenfield sites and office building or park development. Related to each target sector, the typical site and/or building needs would need to be determined based on what a typical project of that caliber needs. For example, a regional headquarters, IT services company, and those engaged in specialized technologies may require a greenfield site or Class A office space. A data center typically wants a greenfield site. Entrepreneurs and innovators want collaborative space that is available at little to no cost. Retail needs available commercial space or land to develop. Action Item- Identify and develop more property Based on the outcome of the comprehensive inventory of all sites and buildings and the assessment of available inventory to meet the needs of the targeted business sectors, work to identify and develop additional property. Action item: Incent real estate developers for certain targeted developments It may be necessary to provide incentives to developers to entice them to invest in sites or office space in Fayetteville, related to the targeted business sectors. Incentives that could be offered to developers may include a finder's fee or reduced land cost (if city -owned), property tax reductions, expedited permitting, impact and other fee reductions, sale -leaseback arrangements, or incentives for developers building to sustainable building standards. Once developed and vetted through the proper review process, the potential incentive offerings should be marketed to a list of targeted developers. DEVELOP A FOCUSED RETAIL DEVELOPMENT STRATEGY Action Item: Conduct a thorough inventory and analysis of Fayetteville's existing retail base and gaps As previously referenced, Fayetteville is the fastest -growing city in the State of Arkansas by population, and Northwest Arkansas is one of the fastest -growing regions in the U.S., with each city in the region adding more than 1,000 people in the last year, with a total population of more STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 29 than half a million.' The population of the region is expected to increase nearly 10 percent between 2015 and 2020." However, Fayetteville and the larger Fayetteville -Springdale -Rogers Metropolitan Statistical Area (MSA) have significant retail leakage in the categories of clothing and clothing accessories; sporting goods, hobby, book and music stores; electronics and appliance stores; and other.' These retail gaps must be addressed. Fayetteville must have an understanding of its existing retail base, including all businesses and centers, as well as any gaps, and should also work with the Northwest Arkansas Council to determine the existing retail base and gaps of the entire region. „tt€`F lterr. ,iJ: a.n, loc,a. ,,..O .J::ane'. bo,;corap ,<._ ef`dd retail trends Fayetteville should also understand the demographics of Fayetteville and the region, considering typical factors considered by the retail sector in its location decisions, which include population, population growth, educational attainment and income. This retail infographic should reflect this information and can be used to market Fayetteville and the region to potential retailers and retail developers. This information should appear on the city and Chamber websites. .. ;¥", its k l+:,. .. 'a'Y',`,"r"y `styo erY e e': 1;Yderclai properties As previously indicated, Fayetteville offers a number of sites and buildings potentially available for commercial development. These sites and buildings should be mapped and marketed to potential retailers and retail developers, In addition, potential redevelopment sites that may be appropriate for retail should be identified. Action ?terry: identify potential specialty rated targets Specialty retail stores are typically in smaller formats that are focused on specific product categories such as women's clothing, electronics or office products." Based on the outcome of the retail base and gap analysis, as well as the commercial property inventory, Fayetteville should identify potential specialty retailers to focus its marketing efforts. A niche market attractive to the University environment, such as Trader Joe's, Urban Outfitters and West Elm, should be considered. STRATEGIC FOCUS: BUSINESS RETENTION AND ATTRACTION 1 30 Action Item: Consider attendance at the International Council of Shopping Centers (ICSC) convention ICSC is the global trade association of the shopping center industry. Its more than 70,000 members in over 100 countries include shopping center owners, developers, managers, investors, retailers, brokers, academics, and public officials." The global convention occurs in Las Vegas each year, but there are also regional events that should be explored and considered for attendance, Action Item: Explore potential "College Town" development with U of A Universities today continue to look for ways to shape the environments around them and to work in partnership with the municipalities in which they reside to create spaces that can be enjoyed by students and residents alike. The city should discuss this idea with representatives of the U of A. North American Properties developed the College Town development in Rochester, New York, described to the right, and has invested heavily in the community. Other developers, such as Fairmont Properties, have University initiatives in which they focus on acquiring, constructing, developing, leasing, financing, owning and operating real estate assets either on, adjacent to, or affiliated with colleges and universities. These projects often result in revitalization of a downtown area or contribute toward efforts to initiate broader growth in a community Fairmount Properties invests its own capital into these projects, and often these developments provide a new source of revenue for the institutions around which they are built. One example of a Fairmont Properties development is the College Town Blacksburg, which is a 225,000 -square -foot town center located within walking distance of Virginia Tech University. The $35 million development includes a variety of regional and national retailers.26 Rochester, New York Once home to the Towne House Motor Lodge, the location of the $100 million College Town development in the City of Rochester was in need of reinvention. College Town is a one -million -square -foot mixed -use development on more than 14 acres of land owned by the University, which is anchored by a Barnes & Noble bookstore, features a Hilton Garden Inn Hotel with 150 rooms and a conference center, as well as restaurants, coffee shops, a bakery, a yoga studio, a grocery store, other shops, a parking garage with capacity for 850 vehicles, and 152 apartments. A CVS, Corner Bakery and Urban Outfitters are other retailers that have located in the neighborhood near the College Town development. The developer, North American Properties, has invested more than $87 million in the neighborhood. Neighborhood groups and the City of Rochester joined the University in planning the development. For more information: Rochester Review Rochester Builds a College Town STRATEGIC FOCUS: EDUCATION/WORKFORCE 1 31 ENSURE WORKEORCE TALENT1S ATTRACTED. u E" 's,E�' DEVELOPED, AND d5� 4.� � x`."i� z . u 1.., 4...' Being able to attract, develop, and maintain talent is critical for the retention and recruitment of business and industry. With the presence of the U of A and the Northwest campus of the University of Arkansas for Medical Science (UAMS) in the city, and NWACC and Northwest Technical Institute in the region, Fayetteville is positioned to provide young and educated talent, as well as access to R&D, to support existing and new business/industry. However, it is critical that the city continue to support and partner with the U of A and UAMS on educational and other initiatives in the future, and work to ensure the future growth of both institutions in Fayetteville. It is also critical that an understanding of the workforce and training needs of existing business/industry and the targeted business sectors be obtained. A review of existing programs at each institution of higher education in the region, as well as at the high school level, would then need to take place to ensure that the talent needs of the targeted business sectors can be met. The workforce of today and tomorrow, also known as millennials or Gen Y, and in the future Gen Z, must also be engaged in the hopes they will remain in Fayetteville. The strategic priorities below are meant to ensure that Fayetteville is able to attract, develop, and retain talent to support its existing business and industry. STRATEGIC FOCUS: EDUCATION/WORKFORCE 1 32 STRATEGIC PRIORITIES Further engage with higher education Action item: Create a formalized partnership with the U of A Action item: Support UAMS Northwest in its future growth in Fayetteville Ensure workforce and training needs can be met Action Item: Understand existing industry and targeted business sector needs Action Item: Research and conduct a survey of regional higher educational institutions Action item: Convene regional educational leadership Action Item; Initiate a career readiness program at the high school level Action Item; Ensure that appropriate skilled trade programs and training are available Ae:tioon €tern: Improve public school rankings Attract and retain the workforce of today and tomorrow Action ,trim; Create millennial programs Action Item: Focus on retention of U of A graduates FURTHER ENGAGE WITH HIGHER EDUCATION Action iai'nnC Create a formalized partnership with the U of A The University of Arkansas is the biggest asset in terms of attracting residents "Without the University, Fayetteville would not exist, but we are dependent on each other," according to one stakeholder. Because of this, stakeholders would like to see a stronger relationship between the city and the University. The Town and Gown Advisory Committee was created by Ordinance 5511 on July 3, 2012, to serve as a forum for collaboration between the City of Fayetteville and the U of A on mutually relevant issues including, but not limited to, campus expansions, the need for student housing both on and off campus, and parking and noise in the areas adjacent to or nearby the campus.27 The Committee is empowered to advise and make recommendations on a periodic basis to both the City Council and the U of A on such issues and to adopt rules for the conduct of its own business."d The City of Fayetteville should explore with the U of A the idea of formalizing the Town and Gown Advisory Committee. Its focus should be on overall commercial revitalization, community development, quality housing opportunities, workforce/education, talent retention and other areas in order to meet the needs of both the University and the city. The activities of the Town and Gown Advisory Committee may also include exploring a "College Town" development similar to the one described in the previous section related to retail development. Action Item: Support UAMS Northwest in its future growth in Fayetteville The City of Fayetteville should convene a meeting with representatives of UAMS to determine how the city can better support their growth and development. This should also include conversations related to the proposed UAMS dental school that could be located in Fayetteville or Little Rock, and a strategy should be developed related to encouraging the location of the dental school here in Fayetteville. There are several sites near the existing campus and downtown that are perfect for these projects. Support for UAMS may require something similar to what was done for the Walton Arts Center, where voters passed a $10.9 million bond issue with $7.1 million commited to help pay for the expansion of the center that was backed by the Hotel/Motel/Restaurant (HMR) tax ENSURE WORKFORCE AND TRAINING NEEDS CAN BE MET Action ltern; Understand existing industry and targeted business sector needs Review workforce analysis studies done for the region to gain an understanding of the workforce availability related to the occupations required of the targeted business sectors. There may be a need to partner with the Northwest Arkansas Council on this initiative. STRATEGIC FOCUS: EDUCATION/WORKFORCE 1 33 Action items: Research and, conduct a survey of regional higher educational institutions Develop an understanding of enrollment, degrees offered and graduates of regional institutions of higher education that may serve Fayetteville, including the U of A, Northwest Arkansas Community College (NWACC), John Brown University, and Northwest Technical Institute. This understanding may be obtained through research and by issuing an online survey to representatives of each institution to gather further detail on existing and planned programs. This should be done in partnership with the Northwest Arkansas Council_. ttion item: Convene rec.r,"; .'.ai educational a;wu .i ':shio Coordinate with the Northwest Arkansas Council to participate in discussions with local institutions of higher education, and determine whether the workforce and training needs of the identified target markets, as well as existing business and industry, can be met. Representatives of the Fayetteville School District should also be consulted as part of this process. Work with these institutions to determine possible new program development in the future to meet the needs of the targeted business sectors and existing business and industry. Action item: initiate a career readiness i ogram at the high school level The Fayetteville School District and/or local charter schools, such as Haas Hall, should explore, in partnership with U of A, the city and others, the creation of a career readiness program similar to the Blue Valley Schools Center for Advanced Professional Studies, This program would have the effect of providing students with real -world experience with local companies, which would result in not only a more trained and prepared workforce, but also could result in more students remaining in Fayetteville after graduation if they had a possible job waiting for them with the company for which they worked during the program. The City of Bentonville launched a similar program called Ignite in August 2015. STRATEGIC FOCUS: EDUCATION/WORKFORCE 1 34 Action €t+z- ,,.., Ensure that appropriate skk ,ed trade programs and tn'ai!':. Yl q are available Northwest Technical Institute and NWACC should be the institutions in the region that address skilled trades. Existing manufacturers in Fayetteville and throughout the region should be engaged working with the Northwest Arkansas Council to ensure that the appropriate skilled trade program offerings are in place to meet their needs. Action item: improve public school rankings In 2014-15, Fayetteville Public Schools (FPS) students performed better on state assessments in math, English language arts, and science than the other big five districts, which Include Bentonville, Springdale, Rogers, Siloam Springs and Fayetteville. The comparison may be somewhat indirect, however, because Fayetteville enrolls lower percentages of students at -risk (eligible for free/ reduced lunch programs, limited English and/or special education) than the 'big five' overall. When comparing the performance of just these at -risk (aka TAGG) students, Fayetteville continues to outperform its peers in the region. Even when compared with Bentonville Public Schools, which has fewer at -risk students enrolled, Fayetteville's performance is competitive. FPS meets or exceeds Bentonville's performance in the majority of tested areas. Although Fayetteville students performed well across the board in 2014-15, FPS should strive to have Fayetteville High School be identified as a "Best High School" by U.S. News & World Report. Fayetteville High School has been unranked for several years, while many other high schools in the region have ranked highly. Haas Hall Academy, a charter school with campuses in Bentonville and Fayetteville, remained the top high school in Arkansas for the fifth straight year and increased in the rankings of the nation's best in the latest rankings of high schools by U.S. News & World Report. Six of the state's top nine high schools are in Benton and Washington Counties. The state's top three remained unchanged from last year, with Bentonville High School ranking second and Rogers High School ranking third. Note that all of the information above related to FPS was provided by Sarah McKenzie, PhD, Executive Director, Office for Education Policy, University of Arkansas The availability of good public education can be a significant site location factor. FPS should work to improve its school rankings to be more in line with other communities in Northwest Arkansas. Overland Park, Kansas Blue Valley Schools' Center for Advanced Professional Studies (CAPS) is a nationally recognized high school program, where students are fully immersed in a professional culture, solving real world problems, using industry standard tools and are mentored by actual employers, all while receiving high school and college credit. CAPS is an example of how business, community and public education can partner to produce personalized learning experiences that educate the workforce of tomorrow. CAPS courses meet five days a week for a semester. Courses are two or three periods in length and are offered in both the morning and afternoon to better accommodate students' schedules. For more information: Center for Advanced Professional Studies STRATEGIC FOCUS: EDUCATION/WORKFORCE 1 35 ATTRACT AND RETAIN THE WORKFORCE OF TODAY AND TOMORROW Action Item: Create millennial pco≤7rems Millennials or Generation Y, who are typically categorized as those born between 1980 and 2000, were projected to be the largest generation in the workforce by the end of 2015, and will represent nearly 75 percent of the workforce by 2030. These millennials are entering the workforce and are bringing with them a new perception of what work/career life should be like and how relationships between employers and employees should be structured.30 Numerous studies have shown that millennials typically want walkable neighborhoods with commercial areas, including urban mixed -use developments, diversity, transportation alternatives and amenities like arts, culture and restaurants.31 They also tend to care about the environment and want to live in communities that practice sustainable development. With the presence of the U of A and the lifestyle quality the city offers, Fayetteville should be a prime location for the millennial population, as well as the future Generation Z. As such, the creation of a Fayetteville Millennial Advisory Panel should be pursued. This panel should be focused on gaining an understanding of and addressing the issues that concern the millennial population related to Fayetteville in order to ensure their retention long-term Action item: Pc;cus on ecentio,, of t o,. A e,=. ?',us.tes Another way to increase the millennial population in Fayetteville is by developing programs to retain graduates of the U of A long-term. One successful example is Philadelphia, with its Knowledge Industry Partnership and Campus Philly, an independent nonprofit established in 2004. Fayetteville should explore, with the U of A, the creation of programs such as these to encourage college graduates to remain in Fayetteville by showing them what the city has to offer beyond the university experience. This could be another initiative of the Town and Gown Advisory Committee. Philadelphia, Pennsylvania More than 15 years ago, Philadelphia city leaders developed a strategy to engage college students in the life of the city with a focus on retaining them after they graduated. The talent retention program began as the Knowledge Industry Partnership under Mayor Rendell and has grown under three additional mayoral administrations. Campus Philly was established as an independent nonprofit in 2004 with the mission to encourage college students to study, live and work in the Greater Philadelphia region, Campus Philly today has become a model nationally on how to retain college talent. Campus Philly works in partnership with 31 colleges and universities and over 25 corporate members that invest financially in the Campus Philly mission, In addition, 43 arts and culture organizations work in partnership with Campus Philly to bring off -campus experiences to college students. Campus Philly works to bring audiences together and ensure that Philadelphia meets its college students and college students meet the City of Philadelphia. Greater Philadelphia has shown tremendous success in retaining graduates, with 64 percent of college students staying in the region after graduation, which is significantly higher than other cities that measure this trend, including Boston, where approximately 50 percent of college graduates stay, and Baltimore, where an estimated 37 percent of college graduates stay. In addition, between 2006 and 2012, Philadelphia gained 100,000 new millennials, with this portion of the population twice as likely to have a college degree as the older population in the city. Philadelphia is also ranked number one among large cities in millennial growth. For more information: Campus Philly STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 36 FOCUS: ENTREPRENEURSHIP AND INNOVATION EM CE THE ENTREFRENEURAL ECOSYSTEM AND SUPPORT STARTUP COMPANES AND THE CULTURE TO RETAN THEM LONGTERM Fayetteville is a place for creativity, innovation, and culture. Support of an environment for entrepreneurship/innovation is one of Fayetteville's top economic development opportunities. With that said, an environment that supports entrepreneurship/innovation already exists in Fayetteville, as demonstrated by the success of startup companies that have launched in the city. The support system that currently exists in Fayetteville is strong but not well known or structured. For startup companies to continue to grow and thrive in the city, all of the existing resources must be brought together to truly create an ecosystem for startups, innovation, and ventures in Fayetteville. Currently there are at least two different tracks of entrepreneurship/ innovation occurring in Fayetteville, each of which needs to be fostered and brought together to further enhance the innovation economy. These two tracks include startups originating from research occurring at the U of A, developing from a robust platform of intellectual property that may take time to mature, and organic startup companies in Fayetteville that do not develop out of university research and may have a shorter time to market. STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 37 1 University -related startups in Fayetteville include companies such as APEI (now known as Wolfspeed); Biodetection Instruments, Inc.; Biologics MD, Inc.; Nanomatronix, LLC; Pacific Vet Group -USA, Inc.; and many others, which are primarily supported by the Arkansas Regional Technology Park (ARTP) and related organizations associated with the University system, as well as private companies such as VIC Technology Venture Development, LLC. VIC focuses on forming new technology companies with the purpose of commercializing licensed technologies, providing initial leadership and other support once formed."- Another University -related resource is the Office of Entrepreneurship and Innovation, which is part of the Walton College of Business and Research & Economic Development,33 The "Organic Startups" category includes companies such as Acumen Brands, Data Rank, FayetteChill, Field Agent, Lauren James, Overdrive Brands, RlfRaff, Slim Chickens, QBox, Oh Baby Foods, and many others that were founded locally in Fayetteville but did not originate out of research conducted at the University, although some were founded by University graduates. These types of companies may receive support through local organizations, such as Startup Junkie Consulting LLC and Hayseed Ventures LLC, both of which are located on the Square in downtown Fayetteville. Startup Junkie Consulting leads the NWA Venture Team/Ozarks Regional Innovation Cluster (ORIC)/Greater Retail Entrepreneurship Cluster (GREC). It specializes in supporting small businesses and startups with a focus on the retail, consumer packaged goods, supply chain, food, and data analytics clusters, Startup Junkie also provides support, consulting, and assistance to new ventures and small businesses from all sectors.3" In the past year, Startup Junkie has served over 500 unique small businesses and startups through consulting, mentoring, counseling, training, support, and assistance. Hayseed Ventures describes itself as a "Venture Capital Production Studio" that builds startups into businesses.i5 Hayseed may identify an early -stage startup, create its own startup, or take an equity stake in an existing company. It then refines the initial company concept to build a viable product and continues to support the company through Series A funding and more.36 In addition, it was announced in the summer of 2015 that the Northwest Arkansas Innovation Hub would be established on the Fayetteville Square, spearheaded by the Fayetteville Chamber of Commerce. The Innovation Hub is meant to be a space that enables innovators and entrepreneurs and will include a maker space or Fab Lab in a 4,800 -square -foot space, which will house "maker" machinery and equipment for invention and prototyping, including a CNC Routing Table, 3D printers and laser -cutting tools catering to entrepreneurs and startup companies, as well as artists and designers.31 The Chamber is now in the process of soliciting private and public funds to renovate and equip these spaces. Once this one-time expense is completed, the centers will be maintained through user fees. The Northwest Arkansas Fab Lab (NWA Fab Lab), which will be open six days a week, is expected to be operational by August 1, 2016.11 The NWA Fab Lab is part of the United States Fab Lab Network (USFLN) and a part of the Fab Foundation created at the Massachusetts Institute of Technology with a worldwide reach of 450 operating Fab Labs, The Fab Foundation was formed in 2009 to facilitate and support the growth of the international fab lab network, as well as the development of regional capacity building organizations. The advantage of being a part of the network is to enable the NWA Fab Lab to exchange knowledge, ideas, and resources to collectively empower people of all ages and backgrounds to experiment and invent new products to solve real - world problems at local, national and global levels.39 STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 38 The NWA Fab Lab plans to involve all the elementary and middles schools in Benton, Madison, and Washington Counties, as well as charter schools and home -schooled children by inviting students in the 5th through 7th grades to come to the center for classes and hands-on learning.° The Chamber is also partnering with Multi -Craft Contractors (MCC) and NorthWest Arkansas Community College (NWACC) in the development of the NWA Robotics Training Center, which will be located in approximately 3,500 square feet of space just off the Downtown Square. The Robotics Training Center will be funded by paying students sent by their employers to be certified in operating a robot. Other students who wish to receive robotics/automation training through workshops/seminars will also pay a fee to attend them. The NWA Robotics Training Center is also expected to be operational by August 1, 2016.-01 Ideas, talent, capital, and a culture of openness and collaboration are all vital to startup communities. The strategic priorities below are meant to ensure that Fayetteville has the proper system to support and retain startups long- term and truly become known as the Startup City of the South. STRATEGIC PRORTES Support a collaborative entrepreneurial/innovative environment Acton Item: Create an entrepreneurial support position at the city Action Items: Create the Fayetteville Innovation Council Increase high-tech job growth through University partnerships Action item: Partner with the University to expand the existing technology park Action Item: Create a Startup Village at ARTP Action Item; Partner with the University to further address capital needs Create innovative spaces and programs to support entrepreneurs Action Item: Develop and define an Innovation District Action Item: Create Collaborative Space Action Item: Develop incentives for startup companies locating downtown Action Item: Create innovation housing Action Item: Support maker space and robotics training center development Expand entrepreneurship education programs Action Item: Inventory and assess entrepreneurship education programs Action Item: Integrate entrepreneurship programs into public schools SUPPORT A COLLABORATIVE ENTREPRENEURIAL/ INNOVATIVE ENVIRONMENT Action item: Create an entrepreneurial support position at the city In order to coordinate the activities within the entrepreneurial/innovative environment in Fayetteville, there must be a single point of contact that handles entrepreneurship/innovation for the city. This Innovation Director role would coordinate with all entities involved in entrepreneurial efforts in the City of Fayetteville, and serve as the point person in addressing any city -related processes that affect entrepreneurs and truly become known as the Starup City of the South. STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 39 ,action Item: Create the Fayetteville Innovation Council Create an Innovation Council comprised of representatives of all organizations currently assisting entrepreneurs in Fayetteville described above, including the University of Arkansas, as well as successful entrepreneurs or representatives of startups based in Fayetteville. The new city Innovation Director should also staff the Council. The goal of this organization would be to bring all parties together in order to truly create a collaborative environment that addresses the needs and challenges of entrepreneurs and innovators in Fayetteville. This Council should meet monthly to discuss and work together to address these needs and challenges, INCREASE HIGH-TECH JOB GROWTH THROUGH UNIVERSITY PARTNERSHIPS Action Item: Partner with the UnUvet city to expand the existing technology park Research Triangle Park (RTP) in Raleigh, North Carolina, reinvented itself 50 years ago as one of the world's leading hubs for innovation, and transformed the area into one of the most -educated and highest -earning metros in the South. With all of its success, RTP is now facing the challenge of "evolving from a suburban office park into a new hub for creativity and economic growth," in order to continue to attract and retain the companies and talent it needs for future growth in the new economy ARTP in Fayetteville is comprised of three multi -tenant facilities and three multi -disciplinary research facilities comprising approximately 285,000 square feet of R&D capacity. The idea behind ARTP is to build clusters of companies around the core research strengths of the University. The U of A owns property near the existing ARTP campus, referred to as West Campus, which is comprised of 72 acres, and East Campus located on the east side of South School Avenue, which is comprised of 54 acres (22.3 acres and 32 acres, respectively) that is vacant. A partnership by and among the State of Arkansas, the Northwest Arkansas Council, the University of Arkansas, and the City of Fayetteville should be initiated with a focus on funding the expansion of ARTP supporting startups and attracting new companies in the technology field with the idea of developing a "mini-RTP" in Fayetteville. Once again, support for this project may require something similar to what was done for the Walton Arts Center, where voters passed a $10.9 million bond issue with $7.1 million commited to help pay for the expansion of the center that was backed by the Hotel/ Motel/Restaurant (HMR) tax. Action Item: Create a Startup Village at ARTP In order to provide affordable housing and encourage additional collaboration among U of A entrepreneurs who are working with the University and ARTP to launch a startup business, explore the creation of a Startup Village that would provide housing at reduced costs so that student entrepreneurs can funnel their time, energy and funds into their businesses. In addition to a Startup Village at ARTP, this idea could also be explored for other areas of Fayetteville. Colorado State University CSU Ventures, which is an affiliate of Colorado State University (CSU), a land grant institution, is focused on the business of technology transfer and commercialization at CSU with the intent on bringing innovations and technologies discovered at the University into the marketplace. CSU Ventures works to protect, manage and transfer University innovations by connecting individuals and companies with University researchers. CSU Ventures serves as a resource not only to CSU faculty and researchers, but also to industry, entrepreneurs, and investors seeking to further research or commercialize a technology. For more information: CSU Ventures STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 40 Actions, Item: Partner with the University to further a:ddr tt capital needs Even though there are private organizations in Fayetteville, such as Hayseed Ventures and VIC, that provide angel and venture capital to startup companies in the area, there is still a need for additional funding to support and retain the companies originating there. In addition, in order to successfully develop a "mini-RTP," availability of capital will become even more critical. The possibility of establishing a University venture capital fund should be explored, focused on funding companies that are established from research occurring at the University. CSU Ventures, an affiliate of Colorado State University, is one example of this type of arrangement. CREATE INNOVATIVE SPACES AND PROGRAMS TO SUPPORT ENTREPRENEURS Action I em : Dcvez:3p and define an I nno.n Jo n District Innovation Districts are creative ecosystems where innovative design and development patterns can help entrepreneurs, established companies, and leaders build unexpected relationships, resulting in transformative solutions These districts are designed to make unusual collaborations more likely to happen. There is already a burgeoning creative ecosystem in downtown Fayetteville with the presence of numerous startup companies, Startup Junkie Consulting, Hayseed Ventures, the proposed Innovation Hub, and the University of Arkansas Community Design Center (UACDC), which advances creative development through design, research, and education solutions from its downtown facility that houses a full-time design and planning staff who deliver professional services for communities and organizations nationwide."These businesses, all of which are located on the Fayetteville Square, are the epicenter of this creative ecosystem that is developing and should become part of the proposed Fayetteville Innovation District, Note that the Fayetteville Chamber of Commerce supports the idea of the development of an Innovation District, but defines the geography of the district starting at ARTP from the South/South School Road, up College Avenue to Garland, up north until 1-49, down 1-49 until Cato Springs, and back to ARTP" The geography of the proposed Innovation District should be further discussed and defined with involvement from all of the parties currently involved in the development of the entrepreneurial/startup ecosystem in Fayetteville as previously defined. Action Item: Create Collaborative Space Hayseed Ventures, which is located in the old Post Office building, has excess space that could be converted into collaboration space for startup companies. The city should explore the possibility of seeking historic preservation funds to support a restoration of that building into collaborative space. The idea behind this facility could be modeled on District Hall in Boston on a much smaller scale. Boston, Massachusetts District Hall is a dedicated civic space where the innovation community can gather and exchange ideas that is comprised of open workspace, classrooms, assembly space, flexible use 'pods,' writable surfaces throughout the facility, as well as a coffee shop. District Hall is the result of a collaborative public -private partnership that started with the idea of the Innovation District by the City of Boston and the Boston Redevelopment Authority, was funded and built by Boston Global Investors, and is operated by the Venture Cafe Foundation, a not -for-profit sister organization to the Cambridge Innovation Center and others. For more information: District Hall STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 41 Action €.ter.: Develop incencives.for startup companies locating downtown One of the biggest issues with further development of the entrepreneurial ecosystem in downtown Fayetteville is related to issues with parking. The city is already working on a solution to this issue by potentially creating parking options that would be available to startup companies and those that support them in the downtown area at low to no cost. The City of Fayetteville may also want to explore development of a low - interest loan or grant program to support startup companies locating in downtown Fayetteville similar to the City of Boulder Microloan Program, which provides funding up to $50,000 to businesses with annual gross revenue of less than $2 million", or the Orange County Small Business Loan Program, which is a revolving loan fund for companies with gross revenues of less than $3 million annually." ... «mare item: Daea inn -,:..on ousi, Smaller houses have proven popular in denser settings like downtowns and urban neighborhoods. This trend in housing has resulted in the development of pocket neighborhoods, which are clustered groups of neighboring houses or apartments gathered around a shared open space, such as a garden courtyard, a pedestrian street, a series of joined backyards or other, which can be in urban, suburban, or rural areas.46 Pocket neighborhoods are now found in several states, including Arizona, Indiana, Massachusetts, and Oregon.47 Smaller homes or apartments with shared facilities outside have broad appeal to young people who don't own much, are highly mobile, and don't mind living in close quarters, and may also appeal to retirees. During the stakeholder engagement process, many stakeholders mentioned a need for more attainable housing in Fayetteville. A housing component should be included in the plans for development of an Innovation District in Fayetteville that should be focused on development of pocket neighborhoods or communities, which would be more appealing to the entrepreneur/Innovator living in Fayetteville. STRATEGIC FOCUS: ENTREPRENEURSHIP AND INNOVATION 1 42 Action item: Support maker space and robotics training center development The first TechShop was created in San Francisco in 2006 and today has more than 3,300 members in six markets. For a small monthly membership fee, urban creatives can build anything, with past projects ranging from a laser hair loss treatment to an electric motorcycle to an incubation blanket for infants that might be on track to save 100,000 children's lives, TechShop is part of a larger maker movement called Fab Lab, which started at MIT, and today is a global network of nonprofit workshops, many associated with schools or universities.°" As previously mentioned, there are plans to establish the Northwest Arkansas Innovation Hub on the Fayetteville Square, which is being spearheaded by the Fayetteville Chamber of Commerce. The Innovation Hub is meant to be a space that enables innovators and entrepreneurs and will include a maker space or Fab Lab, as well as a robotics training center, A recent tour of the University of Arkansas School of Architecture's maker space labs revealed that there is citizen interest in a publicly accessible facility. EXPAND ENTREPRENEURSHIP EDUCATION PROGRAMS Action Item: Inventory and assess entrepreneurship education programs All entrepreneurship programs offered at the U of A and other institutes of higher education in the county and region should be inventoried and reviewed to determine potential gaps in the offerings that need to be addressed. Action i€ern: lnteg"z to entrepreneurship programs into p2,&Rliic s'chool's There may be small pockets of programs in Fayetteville Public Schools that offer a focus on entrepreneurship, but there does not appear to be a standard curriculum at all schools. As such, explore the establishment of a TYE chapter in Fayetteville in order to ensure entrepreneurship is taught at the high school level in Fayetteville Public Schools Starting entrepreneurship education at a younger age should have a long-term effect of creating a culture of entrepreneurship in Fayetteville, TiE Young Entrepreneurs (TYE) is a global program created in 2005, focused on fostering the future generation of entrepreneurs. TYE focuses on teaching entrepreneurship to high school students, leaving them with an understanding of the rewards and challenges of becoming an entrepreneur. During the program, the students form teams, go through classroom session modules focused on different aspects of business and entrepreneurship, then write their own business plans, competing at the chapter level. The winner of each chapter goes on to the Global Competition to compete for $10,000. TYE now has over 20 chapters throughout the TiE network participate each year. There is no TYE chapter in Arkansas, For more information: TiE STRATEGIC FOCUS: LIFESTYLE QUALITY 1 43 FOCUS: LIFESTYLE QUALITY CONTINUE TO IMPROVE THE OUTSTANDING LIFESTYLE QUALITY IN FAYETTEVILLE In today's highly competitive environment for talent, a compelling lifestyle quality has become a competitive advantage. In the tight labor market of today, companies are choosing locations that are attractive to the workforce of tomorrow; and many workers, especially recent graduates and young professionals, are selecting a place to live based on the lifestyle quality before securing employment. Quality of life/lifestyle was selected as an advantage in Fayetteville by 86 percent of the 1,000 resident survey participants. As such, Fayetteville needs to continue to build on its outstanding lifestyle quality by addressing any potential challenges and capitalizing on any opportunities to make the lifestyle quality even better. The strategic priorities below are focused on the future improvement of the lifestyle quality. STRATEGIC FOCUS: LIFESTYLE QUALITY 1 44 S a PA " G; I PRIORITIES Support attainable housing development Action Item: Assess attainable housing availability and need Action Iterr: Target and grow attainable housing developers Action item: Explore incentives for developers Enhance and support public transportation Action Item: Work to improve local/regional transit system Action €terra: Support idea of rapid transit or light rail in Northwest Arkansas Energize and support downtown Fayetteville Action. Item: Develop and define downtown boundary Action item: Organize downtown business support effort Action Item: Seek downtown redevelopment opportunities Explore other redevelopment opportunities Action tte::': Work to redevelop 71 Business (North College Avenue and South School Avenue) Action item: Identify other areas for future redevelopment Seek development of hotel/conference center Action ,ten: Initiate discussions with U of A Action Item: Identify potential sites Action Items: Gather supportive data Action Items, Identify potential developers Action item: Explore potential funding options SUPPORT ATTAINABLE HOUSING DEVELOPMENT Action Item: Assess attainable housing avadlability and need One challenge that was referenced many times during the stakeholder engagement process was the need for more affordable, attainable, or workforce housing in Fayetteville. Attainable housing is generally defined as housing that is affordable to households that earn 120 percent or less of median area -wide income. This group can also include the millennial generation, some of which have just finished college and are starting their first job S.41 There must be attainable housing available to support the middle class and millennials or young professionals that want to remain or locate in Fayetteville. A housing study should be conducted to identify the availability of and need for additional attainable housing, as well as other types of housing, in Fayetteville, as well as downtown Fayetteville, specifically Action Ite€n: Target and grow attainable ₹aousing developers Identify and engage in conversations with residential or attainable housing developers who have completed other projects in the region. Action Item: Explore incentives for c€eve.lopers Possible incentives, such as free or reduced -cost land, expedited permitting, fee waivers, and grants for developers of attainable housing developments in Fayetteville, should be explored. Many jurisdictions in the U.S. have adopted a "density bonus" program as an incentive for developers to construct new attainable housing units. In such programs, a developer obtains the ability to construct additional "market rate" units in exchange for including "attainable" units. The attainable housing bonus for market rate units may be higher if the developer commits to including very -low or low-income housing units (to be defined), and bonuses may be higher if the attainable units are located in areas preferred for development/ redevelopment, or are part of projects that will further land -use plan priorities. Another program to consider is something similar to the Vacants to Value program in Baltimore, Maryland, described on the following page, which focused on revitalization of distressed neighborhoods through development of quality workforce housing. STRATEGIC FOCUS: LIFESTYLE QUALITY 1 45 ENHANCE AND SUPPORT PUBLIC TRANSPORTATION Baltimore, Maryland This program has resulted in revitalization of many of Baltimore's distressed neighborhoods by providing quality workforce housing though a program of enhanced code enforcement, public/private partnerships and homebuyer incentives. The program, which is managed by Baltimore Housing, focuses its efforts on 24 distressed areas, designated by the city and called Community Development Clusters. The clusters were created in partnership with developers committed to creating new workforce housing opportunities through the acquisition and rehabilitation of vacant property within the cluster area, The program included: Receivership auctions that transfer underutilized vacant properties into the hands of capitalized developers; • Simplified processes and pricing that result in city -owned vacant properties being transferred to the developers quickly and affordably; • Partnerships that address public safety and infrastructure issues in transitioning neighborhoods; • Homeownership incentives, including down payment and closing cost assistance to targeted buyers As of June 2013, 350 units had been created, with another 175 in process of being rehabilitated. More than 95 percent of the housing has been affordable to families at or below 120 percent of AMI, and nearly $42 million in private investment has been leveraged, For more information: Vacants to Value Program Action Item:: Work to improve local/regional transit system Another challenge that was referenced many times during the stakeholder engagement process was the need for more public transportation options in Fayetteville and throughout Northwest Arkansas. Ozark Regional Transit, Inc., currently provides public transportation on 26 buses that travel 15 different routes to a four -county area within Northwest Arkansas, which includes Washington County and Fayetteville. Ozark Regional Transit currently serves more than 300,000 riders each year '° Razorback Transit provides fare -free transportation to U of A on -campus locations and major off -campus living and shopping areas,'' Work with Ozark Regional Transit to determine the need for additional bus routes in Fayetteville within the city and to other locations in Northwest Arkansas. Action Item: Support idea of rapid transit or light rail in Northwest Arkansas Over the years, there have been many discussions and studies completed related to the possibility of rapid transit and/or light rail in Northwest Arkansas. The city should support the Northwest Arkansas Council in this pursuit. ENERGIZE AND SUPPORT DOWNTOWN FAYETTEVILLE Action Item: Develop and define downtown boundary The Fayetteville Downtown Master Plan defines the downtown boundary. It needs to be determined if that should be the definition of "downtown" moving forward or whether the boundary should be defined differently. STRATEGIC FOCUS: LIFESTYLE QUALITY 1 46 Action Item: Organize downtown bust u.,.., sonport effect Having a vibrant downtown is an important characteristic in attracting and retaining business, as well as the Millennial Generation and others. The downtown and Dickson Street areas in Fayetteville are at the center of the arts and entertainment attractions in the city, with many boutiques, galleries, bars and restaurants, as well as music venues such as George's Majestic Lounge, and a farmer's market that runs every Saturday throughout much of the year." Although the Downtown Square is a vibrant, thriving area, there are other areas close to downtown Fayetteville in need of revitalization. All of the benchmark cities reviewed as part of this process have a downtown organization with one or more staff members that advocate for the ongoing vitality of the downtown area and its businesses. Fayetteville does not currently have this type of support for its downtown efforts, and the Fayetteville Visitor's Bureau seems to be the only organization that markets the downtown area. The City of Fayetteville should explore the possibility of creating a new organization to fulfill this role, contracting this role or at least forming a Downtown Business Association that works to address the needs of downtown businesses. Action Item: Seek downtown redevelopment opportunities It is improtant that strong ties be developed to the downtown and surrounding historic neighborhoods to promote revitalization and a healthy urban core. There are a number of historical buildings in downtown Fayetteville that are in need of redevelopment While the historical facade of these buildings should be maintained, it is also important that they be redeveloped into a useful facility so that they can provide both an aesthetic and financial benefit to the City of Fayetteville. As previously referenced in the Entrepreneurship/Innovation recommendations, Hayseed Ventures, which is located in the old Post Office building, has space left in that facility that could be converted into collaboration space for startup companies. It was recommended that the city explore the availability of historic preservation funds that could be used to support a restoration of that building into collaborative space EXPLORE OTHER REDEVELOPMENT OPPORTUNITIES r'^c`ic7n two: `U'f'o k to re eveiop 71 Business (North jCottege Avenue and South School Avenue) During the stakeholder engagement process, many mentioned that they would like to see redevelopment along 71 Business (defined as North College Avenue and South School Avenue). In line with the City 2030 plans to prioritize infill over sprawl, to accommodate growth, and to bring more people to 71 Business, Fayetteville is working on redeveloping and reinvesting in the area The city's plan anticipates the future 71 Business to have continuous sidewalks and destinations that encourage the community to come out, walk, interact and support the local businesses there, The city has a new College Avenue sidewalk project currently underway. Redevelopment of 71 Business is important for the city and should include not only improvement in walkabillty, but new retail, residential, and business developments. The Chamber of Commerce has recently identified this area as a priority and is investigating opportunities in both the public and private sector to realize this opportunity. Action Item: identify other areas for future redevelopment 71 Business should be the immediate focus, but other areas of the city should be identified as priorities for future redevelopment. SEEK DEVELOPMENT OF HOTEL/CONFERENCE CENTER Action 1 tern: Initiate discussion -,s with U of A, It was referenced many times during the stakeholder engagement process that there is a need in Fayetteville both for a full -service hotel and conference center space. STRATEGIC FOCUS: LIFESTYLE QUALITY 1 47 Partnerships involving hotels, universities, and developers are very common today.r3 This may present another great opportunity for the City of Fayetteville to collaborate with the U of A in encouragement of the development of a hotel/conference center near campus, and may be another area for the Town and Gown Advisory Committee to focus its efforts. Action item den`,: fit sotentia: site_:" The first step is to identify potential sites for a hotel and conference center. Locations near the downtown area should be a key focus. Action ten'i: Gl sthev suo _2ve data. Next, gather data to help support the need for a hotel and conference center development. Ac ion item: Identify potential developers Potential developers will then need to be identified to target for a hotel and conference center development in Fayetteville. n..ctUo:! ''."?mExplore potei.ti I funding options Potential funding options for the development will then need to be explored, which may include issuance of a bond or a public/private partnership. STRATEGIC FOCUS: MARKETING AND COMMUNICATIONS 1 48 FOCUS: MARKETING ING AND COMMUNICATIONS ENHANCE FAYET g EVILLE'S PUBLIC PROFILE AS DYNAMIC BUSINESS LOCATION At its core, economic development is a sales and marketing function. For that reason, effective marketing and communications tactics are essential to support other strategies in this plan that are focused on areas such as business retention and expansion, innovation and entrepreneurship, and sustainability, as well as recruitment of companies within the identified targeted sectors. Additionally, this planning process also included a comparative analysis that identified Fayetteville's key assets related to economic development success. Promotion of those assets to key target audiences will further support the city's economic development success. Strategic marketing recommendations that increase awareness of Fayetteville and exploit the community's strengths as a business location will serve to enhance overall effectiveness of the city's economic development efforts, Throughout this marketing effort, it is important to remember that most successful marketing programs begin with the community, which requires a marketing focus on internal audiences, in addition to those external prospects. However, the recommendations contained in this document are not intended to represent a comprehensive marketing plan for Fayetteville's economic development efforts. Rather, they are designed to enhance and support other ongoing marketing efforts. STRATEGIC FOCUS: MARKETING AND COMMUNICATIONS 149 .w� b s S J . t 3... .J YMe,. ! i 4 Build the Fayetteville First brand action item: Develop key messages that speak to the Fayetteville First positioning Action item: Secure and utilize appropriate Fayetteville First online handles Action item: Rebrand all marketing materials and activities with Fayetteville First logo Action item: m: Incorporate Fayetteville First messaging into speeches and talking points for economic development leaders Develop a dynamic digital media presence Action item: Develop an enhanced economic development web presence .r:rt_i 3n item: Re -focus social media messaging toward economic development priorities Action €F:eem: Monitor and engage in online discussions related to targeted sectors Action €tem: Incorporate sustainability messaging into digital media Pursue recognition in key rankings Action item: Research methodology for targeted rankings Action Item: Identify and pursue recognition in rankings related to innovation, millennials, and sustainability Action item: Market recognition to key audiences Increase publicity about key economic development efforts Action item: Utilize local media to communicate to local and regional audiences Action.. ?tern: Place guest editorials and news articles in key business and trade publications Action Item: Seek publicity about Fayetteville's sustainability initiatives Action Item: Seek recognition as the Startup City of the South Effective key messages have the following attributes: Concise: three to five messages of no more than one to three sentences in length. Strategic: define and speak to the benefits/value proposition. Relevant: a message of importance to the target audience. Compelling: important information that moves the audience to action. Simple: straightforward language free of jargon and acronyms. Memorable: easily recalled and shared. Tailored: adapted to various target audiences, with appopriate depth of information, STRATEGIC FOCUS: MARKETING AND COMMUNICATIONS 1 50 BUILD THE FAYETTEVILLE FIRST BRAND Action i:em: D'°eve€op key messages that speak to the F yi.a".i:ocliI... First positioning Key messages are used as the basis for an effective branding and communications program. The City of Fayetteville should develop a series of key messages about Fayetteville's economic develop assets that relate to the Fayetteville First positioning. These messages would include areas in which the city is a recognized leader, such as sustainability, entrepreneurship, and key educational offerings. All economic development communications activities should center on these messages, which will tell the Fayetteville First story. Action Item: Secure and utiiizc aporopriaus Fayetteville First online handles While the FayettevilleFirst-AR.com web domain has been purchased and is already in use for this strategic planning process, similar digital media handles should be secured for various social media tools, including Twitter, Llnkedln, and YouTube. Having a consistent handle across all online media platforms will help build equity in the Fayetteville First brand and will ensure that target audiences will easily locate and identify Fayetteville's economic development online presence. Action item: Rebrand all marketing materials and activities with the 's.teville Fist logo The Fayetteville First brand and logo should be extended to all marketing materials utilized for Fayetteville's economic development program. This should include the redesigned website, as well as print materials, online "brochures," RFI/RFP responses, signage, and news releases. In addition, a PowerPoint template should be developed using the Fayetteville First brand for all presentations related to economic development. Act:oa item: incorporate F ix'.revdie First maccaning in into sc,ce:....w,., and talking poin'ss for leaders The concept behind Fayetteville First, as described in the introduction to this document, as well as other key messages developed as part of this plan should be incorporated into speeches and talking points for the Mayor and other city leaders. These talking points should be provided to City Council members and city staff, in addition to the Mayor, and included in civic club presentations, Council meetings, and any other opportunities to discuss Fayetteville's economic development programs and successes. DEVELOP A DYNAMIC DIGITAL MEDIA PRESENCE Action item: Develop an enhanced economic development web p;esen e A new, dynamic web presence should be developed to promote Fayetteville as a business location. The website should use the FayettevilleFirst-AR.com web domain and be available through a link from the city's website. The site should be branded with the Fayetteville First brand and include sections on the city's targeted sectors; advantages of locating in Fayetteville; demographic and workforce data and maps; available buildings and sites; business climate and incentives; and living in Fayetteville. Action item: fie -focus social media messaging toward economic development priorities Current social media messaging related to Fayetteville economic development, particularly on Twitter, has a more general Chamber of Commerce message. Fayetteville should more effectively utilize social media platforms with messaging tied to the economic development priorities identified in the Fayetteville First plan. With a basis in the key messages recommended as part of this plan, a series of two or three hashtags should be developed to promote key initiatives around innovation/entrepreneurship, millennials, and sustainability. To ensure an appropriate focus on targeted sectors, a series of YouTube testimonials featuring successful Fayetteville businesses in each of the targeted sectors should be produced. Additionally, hashtags related to the targets should also be developed to bring Fayetteville to the forefront in conversations related to the targets. STRATEGIC FOCUS: MARKETING AND COMMUNICATIONS 1 51 Action Item Monitor e d engage In oriine discussions related to Key industry groups on Linkedln and industry chats on Twitter should be monitored, with Fayetteville leaders participating in those online discussions to further tell the city's story. Additionally, Fayetteville success stories should be posted and promoted on social media platforms and in industry interest groups, as appropriate. These stories should include topics specific to economic development, as well as other related organizations and topics in the community. 3;eti r ten: ,. Coip0sustainebitity ne as .� ` ir,io dint snenUe3 Fayetteville's history of aggressive support for sustainability initiatives should be promoted through social media. As described in the sustainability focus section of this document, sustainability is a critical issue for Corporate America, and Fayetteville can position itself to take advantage of the commitment the city has made to sustainability. To heighten awareness of Fayetteville's sustainability initiatives, the city should incorporate business -oriented sustainability programs into its social media messaging and on the city's economic development website. Additionally, sustainability interest groups on Linkedln should also be monitored, with Fayetteville initiatives shared in discussions that relate to local programs. PURSUE RECOGNITION IN KEY RANKNGS ACc,. 1, Fayetteville has been recognized by several publications, including U,S. News & World Report Best Places to Live, Forbes Best Places for Business and Careers, and Livability Top 10 Best College Towns. In an effort to continue receiving this recognition and being included on other similar lists, it is important to understand how those rankings are determined. Many rankings of this kind are based primarily on empirical data, which limits how those rankings can be influenced through a public relations effort. However, other rankings are more subjective and require an overall awareness of Fayetteville in order to be considered for recognition. In these cases, an ongoing public relations effort with key editors and/or reporters could potentially influence inclusion on these lists. STRATEGIC FOCUS: MARKETING AND COMMUNICATIONS 152 Action Item: Ident€fy a a ed purr; no Y'E'rein Non in ran ki Erpcy toio. TE^t;"< to €nnovation,. r 3iliennia.is, and r r:i "r,i;2'`.'5: 6 A variety of publications research and rank communities on various factors related to economic and community development. Fayetteville should explore some of these lists that are specific to the objectives and recommendations of this plan and determine the selection process and criteria for inclusion. Following are examples of the kinds of lists that might be pursued: • Forbes "Best Cities for Millennials" • Huffington Post"10 Best Cities to Live In If You're 35 and Under" • Niche "Best Cities for Millennials in America" • Nerd Wallet "Best Cities for Young Entrepreneurs" • Kiplinger "10 Great Cities for Starting a Business" • Inc. "America's 10 Best Cities to Live and Launch" • Mother Nature Network "Top 1 0 Green U.S. Cities" • Huffington Post"Top 10 Greenest Cities in America" • Wallet Hub "Greenest Cities in America" As Fayetteville is recognized in key rankings, this recognition should be promoted to targeted audiences. All rankings should be included in the city's social media messaging and added to the economic development website In addition, an e-mail template should be developed to utilize in sharing this news with selected prospects, existing businesses, and economic development partners. These e-mail blasts should be more targeted, with rankings in specific categories shared only with those contacts that would have a particular interest in the topic, while more general rankings are shared with all contacts. INCREASE PUBLICITY ABOUT KEY ECONOMIC DEVELOPMENT EFFORTS Actinn, to rot Utilize local media :c ,,,. rli:'W. cara to ;o` `l dnn 'e itsnni a€,.iUien$ces As mentioned, "internal" audiences — Fayetteville residents and partners — are very important players in an economic development marketing effort. For that reason, it is important to regularly communicate with those audiences about economic development initiatives and successes. One tool for accomplishing this would be to place a guest column authored by the Mayor in the Northwest Arkansas Business Journal on a bi-annual basis While "breaking news" successes would likely have been covered by local media, this column would provide a vehicle for summarizing those successes and discuss upcoming opportunities. A ;t:on item: Place quest eciiiito'ials and news articles in key business and trade p"uhiicaations While this plan does not recommend paid media in traditional publications, it is important to pursue news coverage in targeted business and trade publications This publicity effort should include both guest columns and news articles about important successes and programs in Fayetteville. In trade publications, the focus should be on unique opportunities within a targeted sector, along with potential testimonials from successful companies in that sector that are located in Fayetteville. For general business publications, the target should be on markets that have a cluster of companies within one or more of Fayetteville's targets or that otherwise align with the strategies recommended in the Fayetteville First plan. A guest column authored by the Mayor or other Fayetteville leader could be placed to point to the advantages of locating a business in Fayetteville or have a specific focus, such as the robust entrepreneurial ecosystem in the city. c in ..aim', S' ear, luisils:.i'y ..,.,out , ,yeteevlllea'.., .r;u tai!"a ili`i?, initiatives In addition to socialmedia messaging and pursuing recognition in rankings related to sustainability, Fayetteville should seek publicity placement about sustainability initiatives in some key business publications. This publicity should be focused on how sustainability impacts Fayetteville's corporate citizens and why companies find the city attractive as a result of its commitment to sustainability. Action item: Seek recognition as the Startup City of the South In the Entrepreneurship and Innovation section of this report, there are a number of action items focused on ensuring that Fayetteville has the proper ecosystem in place to truly support and retain startups long-term. The activities in this area must be publicly touted through social media and other means with the ultimate goal of establishing the message that Fayetteville is the "Startup City of the South."The phrase "Startup City of the South" should be trademarked by Fayetteville, if possible. STRATEGIC FOCUS: SUSTAINABILITY 1 53 FOCUS: SUSTAINABILITY ORGANIZE AND CAPITALIZE ON FAYE TEVILLE`S SUSTAINABLE ENVIRONMENT In recent years, corporate America's commitment to sustainability has grown exponentially Some of America's most high -profile companies have been recognized for their sustainability initiatives, A number of factors have played a role in the pervasive talk about sustainability among businesses both large and small, and across virtually every industry sector. Consumers are making purchasing decisions based on how sustainable a company or product is Younger talent is seeking cities and jobs that align with their own sustainable values. Many sustainable initiatives are more than just the "right thing to do" — they actually positively impact the bottom line. A recent survey by McKinsey showed that CEOs today are twice as likely to view sustainability as their top priority compared to their views in 2012. Most leading global companies today see sustainability as important, if not central, to their strategy for controlling costs, avoiding risks, enhancing brands, attracting talent, fueling innovation, and driving top - line growth. This commitment to sustainability has tremendous impact on economic development efforts. Companies want to locate and do business in communities that have a similar commitment to sustainability and have programs to support their internal initiatives. Fayetteville has in place comprehensive sustainability initiatives, which should be utilized as a competitive advantage for the community. These initiatives should be inventoried, promoted, and strengthened as part of this comprehensive economic development program. STRATEGIC FOCUS: SUSTAINABILITY 154 rryr ri�I- n ^1 Understand, promote, and plan for the future of sustainability in Fayetteville Action itei : Update Sustainable Inventory annually Action €team: Market and promote sustainable activities Action item: Develop a plan to guide future sustainable activities Promote and encourage ongoing sustainability activities in Fayetteville Public Schools (FPS) Action item: Promote sustainability efforts in FPS Action ltem: Work to expand sustainability programs across all schools Support the local food economy Action Item: Form a Regional Food Economy Work Group Action Item: Seek grants to fund programs A.c€ion It em: Explore creation of a Food Hub or similar program UNDERSTAND, PROMOTE AND PLAN FOR THE FUTURE OF SUSTAINABILITY IN FAYETTEVILLE Action Item: Update Sustainable Inventory annually As part of its recognition as a 3 -STAR Community, Fayetteville submitted information on its sustainable efforts. Ensure that this "sustainable inventory" is complete and updated annually. irece'.iee ,,.ern: tvtarket ad pro: ory.,. tz l7aoalam' u..ti!i.. ,:. Fayetteville is a leader in the area of sustainability in the State of Arkansas, and this accolade should be actively promoted through the city and Chamber websites, social media, and other outlets, Action Item: De.veiop a plan to g ciba tucra aus ain a bia z::., ., :ties The next step for Fayetteville is to develop a sustainable plan that outlines its strategic priorities related to sustainability over the next five years. PROMOTE AND ENCOURAGE ONGOING SUSTAINABILITY ACTIVITIES IN FAYETTEVILLE PUBLIC SCHOOLS (FPS) Action item: Promote sustainability efforts in FPS FPS is already ahead of the game related to its sustainability efforts. The FPS District Green Team is focused on educating students, parents, and community members on environmental issues and ways to improve the environment. The Center for Green Schools at the US Green Building Council (USGBC) has selected the Fayetteville School District as one of six school districts across the nation to receive year-round support from the Center for Green Schools and a broad network of school sustainability leaders, The School District Scholarship program provides real, on -the - ground opportunities for entire school districts to engage in sustainability improvements and ongoing education. FPS also has a Farm to School and school garden program called Seed to Student. These efforts should be inventoried and marketed as appropriate. Action Item: Work to expand sustainability programs across all schools Fayetteville has community gardens in some but not all public schools. There should be an organized and supported effort to ensure that there is school gardening program at all schools in the Fayetteville School District, and that other key programs referenced above are offered district wide, School gardens provide an opportunity for students to learn not only about how plants grow and where food comes from, but also history, math, science, and culinary arts. Students who participate in school gardens are also shown to have a greater likelihood of trying and liking fruits and vegetables, as school gardens tend to increase the proportion of local and healthy food on the school lunch tray. STRATEGIC FOCUS: SUSTAINABILITY 1 55 SUPPORT THE LOCAL FOOD ECONOMY The term "local food system" is used to describe a method of food production and distribution that is geographically localized, where food is grown or raised and harvested close to the home of the consumer, then distributed over much shorter distances than is common in the conventional global food system. In general, local/regional food systems are associated with sustainable agriculture," There is already a significant local food system that exists in Fayetteville that includes but is not limited to organizations such as Apple Seeds, which leads the movement of school garden education within Washington County and manages the educational component of the Fayetteville Public Schools Farm to School program, and Feed Fayetteville, which works to find solutions to local hunger and childhood obesity focusing on supporting local farmers and producers in the community. Even with the existing support, the Fayetteville local food system needs additional support to fully reach its potential. The following steps are recommended: Action item,: Form a Regional Food Economy ,Vor'ri Group Involve the Northwest Arkansas Council and the U of A in efforts to further develop the local and regional food economy, and suggest the formation of a Regional Food Economy Work Group. Action, item: Seek grants to fund program::; In March 2016, it was announced that The Horticulture Department in the Dale Bumpers College of Agricultural, Food and Life Sciences at the University of Arkansas received a $25,000 planning grant from the United States Department of Agriculture (USDA) Local Foods Program to promote the local food system in Northwest Arkansas The project, which is a partnership among the U of A, Fayetteville Farmers Market, and Fayetteville Public Schools, called "Building the Capacity of the Northwest Arkansas Food System," is using an advisory committee, surveys, and stakeholder meetings to determine challenges and opportunities associated with bringing local products to market 5tl Louisville, Kentucky A Local Food Economy Work Group, which was a collaboration of elected officials from Henry, Oldham, Shelby, Spencer and Trimble Counties and the Cities of Shelbyville and Louisville, started studying the issue of local food supply and demand in 2009. The Kentucky Department of Economic Development, working on behalf of this group, commissioned a Regional Farmers Market Feasibility Study, to understand what regional farmers needed in order to sell more local food in Louisville, and where local food was being sold. The study recommended key elements needed to increase Kentucky farmers' share of Louisville's food market system, specifically, calling for a broker to create relationships and connect suppliers with consumers, which led to the creation of the Louisville Farm to Table program. The program is focused on increasing the capacity of the local food system by working to increase production, marketing, distribution and sales of Kentucky edible agriculture products and to meet the demand of Louisville's market for local foods. The effort includes brokering deals and relationships, hosting public forums to identify and overcome barriers in the local food system, and working directly with institutions such as the public school system to support their local food purchasing goals. The program's objective is to make the flow of Kentucky -grown products into all types of markets more seamless. The Louisville Farm to Table program is made possible through grants and support from the Kentucky Agricultural Development Board. For more information: Louisville Farm to Table Loui ville Local Food STRATEGIC FOCUS: SUSTAINABILITY 156 The schools received the first three year grant that was a similar partnership in 2012. The USDA Farm to School Implementation Grant was for just over $99,000 and was used for kitchen equipment, training, staffing, and supplies to increase the ability to purchase and process local products, provide relevant nutrition and school garden learning opportunities for students, and develop community partnerships to expand the Seed to Student program. Other potential grants available through the USDA Local Foods Program should be explored. Action, item: Explore cation of a ,cod Nab or simi(aY program Seek support and funding from the Arkansas Agriculture Department and USDA Local Foods Program to explore the feasibility of creating a program in Fayetteville similar to the Louisville Farm to Table Program, described previously Fayetteville has already been exploring the idea of a "Food City" development, a concept developed by the University of Arkansas Community Design Center (UACDC) in association with the University of Arkansas Department of Biological and Agricultural Engineering. "Food City" devises a model for developing an urban food production system beyond the scale of the individual garden. The plan envisions the food shed as an ecological municipal utility, featuring green infrastructure, public growscapes, and urban spaces related to food processing, distribution, and consumption. "Food City" reclaims a "missing middle scale of agricultural and use between the backyard garden and the industrial farm, Since its release in 2013, the Food City project team has participated in creating a more permissive Fayetteville Urban Agriculture Ordinance, adopted in 2014 by the city. The city will incorporate urban agriculture land uses into Fayetteville's forthcoming updated master plan. The city's Food Policy Working Group was subsequently founded, and in fall 2015 the city launched a municipal composting pilot project 60 This idea seems to have some crossover with the Food Hub idea in Louisville. The feasibility of this should be further explored by engaging the Arkansas Agriculture Department, Northwest Arkansas Council, and the University of Arkansas Division of Agriculture. Louisville, Kentucky Food hubs, or networks that allow regional growers to collaborate on marketing and distribution, are growing in popularity around the nation, in part due to support from the U.S. Department of Agriculture (USDA). A 24 -acre site formerly occupied by the National Tobacco Company will soon become home to a local food hub in Louisville known as the West Louisville Food Hub. This project, which is a partnership between city government and Seed Capital Kentucky, a non-profit investor, is aimed at supporting small farmers and building a local food economy. The West Louisville Food Hub is a $45 million project. Seed Capital applied for New Markets Tax Credit to cover about 30 percent of the initial cost of getting the site ready. The hub is envisioned as a marketplace where farmers can monetize their entire crop. Local produce will first to go to restaurant and market buyers within the hub. What doesn't sell will go to an industrial food processor located next door. What's left will go to a food bank in the hub, And whatever cannot be eaten will go to an anerobic biodigester producing methane and heat from organic waste. The vision is to have a mix of tenants representing the entire food cycle, as well as a two -acre demonstration farm operated by the county agriculture extension service. The project was projected to be completed in mid -2016. "This project has the potential to transform one of Louisville's most distressed neighborhoods by bringing good food, good jobs, and good development to a vacant site," says Mayor Greg Fischer. For more information: Louisville Food Hub CREATE AN EFFECTIVE ECONOMIC DELIVERY SYSTEM ECONOMIC DELIVERY SYSTEM 1 58 There are various ways as to how a city can organize its delivery system for its economic development efforts What is most important is that there is a clear direction on which entities are responsible for the various functions and that there is accountability for those functions. In the case of Fayetteville, regionalism is also a critical factor related to the activities of the Northwest Arkansas Council. Economic development does not result from the efforts or actions of any single person, organization or institution, but rather through collective energies of multiple entities working together in partnerships toward consistent and mutually acknowledged objectives. In the benchmark locations reviewed as part of this process, which included Asheville, North Carolina; Boulder, Colorado; Chapel Hill, North Carolina; Fort Collins, Colorado; and Lawrence, Kansas; most of the city economic development departments, except one, Chapel Hill, have at least one dedicated staff member providing economic development services with the majority having two or three, and one, Asheville, having nine staff, many of which are focused specifically on economic development issues. I CURRENT STRUCTURE Economic development services in the City of Fayetteville are currently managed at the city level. The Development Services Department, which is the city's planning arm, manages the contract for economic development services. The Fayetteville Chamber of Commerce was contracted for business recruitment and retention services beginning in 2009 at a cost of $165,000 per year. The Office of Sustainability was created in 2007 to partner with city divisions to promote and incorporate ecological practices into city projects and planning." The Fayetteville Visitor's Bureau promotes tourism in Fayetteville. The Fayetteville Advertising and Promotion Commission was created in 1977 with the passage of the Hotel/Motel/Restaurant Tax in the city, which it administers today.°' The Northwest Arkansas Council is a private, non-profit organization that undertakes regional issues important to the growth of the regional economy. The Council is the regional economic development organization lead. Those economic development leads appropriate for Fayetteville are directed to the Chamber for follow-up and response. As previously referenced, the City of Fayetteville contracts with the Chamber for business recruitment and retention services. The Council also provides funding assistance to the Chamber to support existing industry. 'tea GENERAL OBSERVATIONS OF CURRENT ECONOMIC DEVELOPMENT DELIVERY SYSTEM Accountability is more important than ever in the economic development arena in order for organizations to create the environment of trust and respect that is critical to fulfilling their leadership role. Specific, realistic, and quantifiable metrics, such as increases in jobs, investment, and average wages, should be put in place related to Fayetteville's economic development efforts to measure success of business recruitment and expansion activities. These metrics will focus on results, rather than process, and provide a true barometer of performance. • Entrepreneurship and innovation present a significant opportunity for Fayetteville. There is not currently an organized economic development effort focused on this area, and this must be addressed by working with all of the parties currently involved in this area in Fayetteville. • Arts and culture is another area that needs focus in Fayetteville. • There is a need for at least one economic development position at the city that coordinates for all services. • There may also eventually need to be a position at the city that focuses on entrepreneurship/innovation. ECONOMIC DELIVERY SYSTEM 1 59 ECONOMIC DEVELOPMENT DELIVERY SYSTEM RECOMMENDATION Three functions of an economic development program are recommended moving forward: 1. Business Recruitment Services 2. Business Retention & Expansion (BRE) Services 3. Entrepreneurial/Startup Support Services Business recruitment and BRE services are two of the most critical components of economic development today and entrepreneurial/startup support services is a growing area of focus of an economic development program, and a significant opportunity for Fayetteville as previously noted. Responsibilities for each of these functions would need to be clearly defined. The city must ensure that each of these functions are properly addressed and that performance metrics are put in place to measure effectiveness of delivery of each role. Based on this, there should be two delivery system options: 1. The city can issue an RFP(s) to contract out these three services to one or more entities. 2. If the city does not get adequate or strength of responses in one or more of these areas, create a comprehensive economic development program at the City of Fayetteville to address these services. Regardless of the delivery system option put in place, there should be at least one new position created at the city that may be called the Director of Economic Vitality that coordinates all services, giving specific attention to entrepreneurship/innovation, and there may eventually need to be another new position at the city that focuses specifically on entrepreneurship/ innovation that may be called the Director of Innovation. Specific performance metrics will be developed related to each of the three services and delivered separately from this document, END NOTES 1 60 1 http://www.fayettevi leflyer,com/201.5/05'24/walton•arts-center-breaks-ground •on•fayetteville-expansion/ 2 http://www.americantheatre.org/2016/02/17/arkonsass-theatresquared-the-middle-of-somewhere/ 3 American for the Arts, "The Economic Impact of the Nonprofit Arts and Culture Industry in the Northwest Arkansas Area" 4 http://www,fayetteville-or.govl652/Fayetteville-Arts-Council 5 http:✓/www.fayetteville-or.gov/737/Walton-Arts-Center-Councif-Inc 6 http://firstthursdoyfayetteville.com/artlfoyetteville-undergroi.indl 7 http://www.waltonartscenter.org/about/general-information/mission-and-history/ 8 http//www.waltonartscenter.org/expansionJ 9 http://www.woltonartscenter.org.ktbout general-information/mission-and-history/ 10 http://thearre2.org/about/ 11 http://www.arnericantheatre,org/2016/02/17/arkcinsass-theatres qua red -the -middle -of -somewhere/ 12 http://www.fayetteville-or.gov/ArchiveCenter/ViewFile/ltem/1 198 13 http://www.fayetteville-ar.gov/ArchiveCet7ter/ViewFilelltemll?98 14 http://www,modusstudio,cam/projectJrem/fayetteville-arts-district/ 15 http:l/www.arkansasarts,org/Grants/Available-Grants/Arts-in-Education/Arts-in-Education-Artist-Roster/roster 16 http://www.nrkansasorts.org/Grants/Available-Gront5/Arts-in-Education/Arts-in-Education-Artist-Roster/roster 17 http://www.arkansasarts.org/Grants/Available-Grants/Arts-in-Education/home 18 http://weso.fmlpost/could-pittsburgh-become-craft-beer-clestination 19 http://www.nwacouncil.org/news/2015/sep/25/northwest-arkansas-craft-beer-production-778-perce/ 20 http://foyettevillealetrail.com/about/ 21 littp://www.nwacouncil,orglnewsl20l5lmay/26/census-confirms-fayettevilles-remarkable-growth-be/ 22 Esri, Business Analyst 23 Esri, Business Analyst 24 www.study.com/academy/lesson/specialty-.stores-examples-lesson-quiz,html 25 http://www.icsc.org/about 26 http://fairmountproperties.com/colleoeonduniversity/ 27 http://www.fayetteville-ar.gov/721/Town-Gown-Advisory-Committee 28 http://www.fayetteville-ar.gov/721/Town-Gown-Advisory-Committee END NOTES 61 29 http://wwnwooniinc.LOP ;/nev.s/2016/apr/21/northwest- region -rules -ranking -of-state/?news-arkansas-nwa 30 http://wv. . for es,crsm:`srtc$ljef{frcmin%2015/11/Ob/millennials-in- the -workplace -they -dons-need -trophies -but -they -want -reinforcement/#640659d05127 31 http://rniilennio!suPlantareojona#rom 32 http://www.victvd.com 33 http://entrepreneurship,uork.edu 34 http://www,startupjunkieconsul.ting.com/what-we-do/ 35 https://www.fncebook.com/hayseedventures/info/?tab=overview 36 http://www.hoyseedventures,coml#services 37 http://www.nwabusinessjotirna/.com/74866/center-of-it-all-innovation-hub-makes-its-way-to-fayetteville-square 38 Information provided by the Fayetteville Chamber of Commerce. 39 Information provided by the Fayetteville Chamber of Commerce. 40 Information provided by the Fayetteville Chamber of Commerce. 41 Information provided by the Fayetteville Chamber of Commerce. 42 http://uacdc.uark.edu/about/ 43 Information provided by. the Fayetteville Chamber of Commerce. 44 http:i/boulderca(oiado.gov/pages/rnfc,rofoon-proaram. 45 http:r;''c#rowinorc>rlgnr.carnrr�ews/orctr7c e. county revolving loan programs 46 hits://ws°ww.pocket--ne#ghborhoads.n etiwhatisaPN.htmi 47 hrtp://www.architectmagazine.,com/technology/black-apple-pocket-community-brings-high-performance-homes-to-suburban-arkar)sas_o 46 http:/ww.oio.org/aiaucmp,grcups/aIa/dc;cunr'pc/f/aiab ?OOO6.pd( 49 httpsllbrotrard.org/BrowardNext/Docun?eats,/0.7_-BiowordNEXi Artomobie-,N©using-.Vision.pdf 50 hrtp://www:ozork.org/!nde;xphp/9-nei's/7 53 -schematic -transit -map 51 http;//www. Fayetteville-or.gov/1.258/Sustaina✓ble-Transportation 52 'http://www.experiencefoy«-trevifle.comldo/irem/44-dickson-street-downtown 53 http://rt aryscottnabers.Comr'2016102.;r05?rtnavers:hies-find-hotels-conference-centers-good-partnership_prospects/ 54 http://district.,foyar.net/pages%Fuyettevitie, 5tOr'Departments. Programs/Sustorrnabii#tyr'1=PS_GreerLTeam 55..,http://district,foyar.net/pages/Favertevilie .SU/L epartmortts_Programs/Sustcrnabi!#ty.:Nev s' °S_Preceives Sustain abibtyy..Sc 56 http://district.fayar.net/pages/ oyetteviii=--_+0If€ponmenis_Programs/Sustainability/Seed_to_Studcnt 57 http/Ywww.srainab!erah/e.org/2S4ifoco/-regionai-food-systems 58 http:/news.unrk..'du 'erfic#e f3#Oi37/uscic=-ewarcls grant -to-horticulture-department- for -promoting -local -foods?utm_source=Newswire&utm_medium- mail?016-03-22&utm_canii,aign=u da-ait aids-yrant-to-horticulture-department- for -promoting -local -foods 59 http:.//uacdc.uarkedur'w;fork/!eyetret'ille-2030-food-•caty-scenario-plan 60 #3ttp://uacdcirarr.. du/worfc/foyertevr#te 2030 food -city scenario E l n 61 http://www,experiencefoyet,tevilte.com/hospitality-hero-blog/item/129-about-the-cvb 62 http://www.experiencefoyettleville.com/hospitality-hero-blog/item/548-history-of-the-cvb