HomeMy WebLinkAbout92-18 RESOLUTION113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Resolution: 92-18
File Number: 2018-0190
WELCOMING FAYETTEVILLE PLAN:
A RESOLUTION TO APPROVE AND ADOPT THE WELCOMING FAYETTEVILLE PLAN
WHEREAS, in the Fall of 2016, Mayor Jordan was first introduced to the Welcoming City concept as a
way to harness and foster the significant economic impact of new Americans in the region; and
WHEREAS, beyond the economic impact, there is value in the cultural diversity that new Americans
bring to our school and workplaces including better problem -solving and critical thinking skills; and
WHEREAS, Mayor Jordan announced in his 2017 State of the City Address his intention to create a
Welcoming Plan for the City of Fayetteville; and
WHEREAS, throughout 2017, City staff met with stakeholders in various sectors and held multiple public
input sessions to identify existing conditions, barriers, and areas to improve in order to present 25
recommendations for action in three categories - The Community, The Economic Impact, and The
Future; and
WHEREAS, adopting and implementing the Welcoming Fayetteville Plan is a natural extension of
Fayetteville's values and hospitality and serves as a way to memorialize where we've been and where
we are going as a diverse university City that brings cultures together.
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
Welcoming Fayetteville Plan, a copy of which is attached to this Resolution.
Page 1 Printed on 414118
Resolution: 92-18
Ek—r- 2016-0190
PASSED and APPROVED on 4/3/2018
Approved:
Attest:
Sondra E. Smith, City Clerk Treasurer
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Page 2 Printed on 414118
City of Fayetteville, Arkansas
I
Text File
File Number: 2018-0190
Agenda Date: 4/3/2018 Version: 1
In Control: City Council Meeting
Agenda Number: C. 6
WELCOMING FAYETTEVILLE PLAN:
113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Status: Passed
File Type: Resolution
A RESOLUTION TO APPROVE AND ADOPT THE WELCOMING FAYETTEVILLE PLAN
WHEREAS, in the Fall of 2016, Mayor Jordan was first introduced to the Welcoming City concept as a way
to harness and foster the significant economic impact of new Americans in the region; and
WHEREAS, beyond the economic impact, there is value in the cultural diversity that new Americans bring to
our school and workplaces including better problem -solving and critical thinking skills; and
WHEREAS, Mayor Jordan announced in his 2017 State of the City Address his intention to create a
Welcoming Plan for the City of Fayetteville; and
WHEREAS, throughout 2017, City staff met with stakeholders in various sectors and held multiple public
input sessions to identify existing conditions, barriers, and areas to improve in order to present 25
recommendations for action in three categories - The Community, The Economic Impact, and The Future; and
WHEREAS, adopting and implementing the Welcoming Fayetteville Plan is a natural extension of
Fayetteville's values and hospitality and serves as a way to memorialize where we've been and where we are
going as a diverse university City that brings cultures together.
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
Welcoming Fayetteville Plan, a copy of which is attached to this Resolution.
City of Fayetteville, Arkansas Page 1 Printed on 41412018
City of Fayetteville Staff Review Form
2018-0190
Legistar File ID
4/3/2018
City Council Meeting Date - Agenda Item Only
N/A for Non -Agenda Item
Susan Norton 3/16/2018 COMMUNICATIONS/MARKETING (055)
Submitted By Submitted Date Division / Department
Action Recommendation:
Staff recommends approving a resolution adopting the Welcoming Fayetteville Plan developed by City staff with
stakeholder and public input.
Account Number
Project Number
Budgeted Item? NA
Does item have a cost? NA
Budget Adjustment Attached? NA
Budget Impact:
Current Budget
Funds Obligated
Current Balance
Item Cost
Budget Adjustment
Fund
Project Title
$ -
Remaining Budget $ -
V20180209
Previous Ordinance or Resolution #
Original Contract Number:
Comments:
Approval Date:
CITY OF
FAYETTEVILLE
ARKANSAS
Pro'-,',.
MEETING OF APRIL 3, 2018
TO: Mayor and City Council
CITY COUNCIL MEMO
THRU: Don Marr, Chief of Staff
Susan Norton, Director of Communications and Marketing
FROM: Augusta Branham, Welcoming Fayetteville Project Manager, Communications
DATE: March 9, 2018
SUBJECT: Welcoming Fayetteville Plan
RECOMMENDATION:
Staff recommends approving a resolution adopting the Welcoming Fayetteville Plan developed
by City staff with stakeholder and public input.
BACKGROUND:
In the fall of 2016, Mayor Lioneld Jordan was introduced to the Welcoming City concept during a
meeting with the Northwest Arkansas Council and other Northwest Arkansas mayors to discuss
a report on the economic impact of new Americans in the region, Global Talent: The Economic
Engine of Northwest Arkansas. Subsequently, the group convened to discuss the opportunity for
Northwest Arkansas municipalities, chambers of commerce, and stakeholders to work together
on a regional welcoming effort. Mayor Jordan announced in his 2017 State of the City Address
his intention to create the City's own Welcoming Fayetteville Plan. In July 2017, Fayetteville
joined Welcoming America, the national organization that leads these efforts, as the first
designated Welcoming City in Arkansas. Throughout 2017, City staff met with stakeholders in
various sectors and held multiple public input sessions to identify barriers, existing conditions,
and areas to improve.
DISCUSSION:
The mission of the Welcoming Fayetteville Plan is to create a plan focused on the inclusion and
integration of new Americans in our community, so that Fayetteville can help break down
barriers and make everyday life easier for those who are new to our country and our community..
The plan consists of 25 recommendations for action in three categories: The Community, The
Economic Impact, and The Future. These items are based on research done in the region and
state, discussions with dozens of stakeholders in key sectors, an online survey in both English
and Spanish, and five public input sessions with community members from all backgrounds.
Fayetteville is currently home to a foreign -born population of 7.1 percent. However, the foreign -
born population is larger in other Northwest Arkansas cities. Fayetteville's neighbor to the north,
Springdale, has the largest percentage of foreign -born individuals in Northwest Arkansas — 26
percent. While this population may not live in Fayetteville, they certainly enjoy the City's
Mailing Address:
113 W. Mountain Street www,fayetteville-ar.gov
Fayetteville, AR 72701
services, parks, retail, restaurants, and the university. Census data reveal that the Northwest
Arkansas region has experienced significant demographic changes in recent decades. In 2000,
6.9 percent of the region's population was foreign -born. Today, 11.2 percent of the region is
foreign -born. Additionally, in 1990, nearly 96 percent of the population was white and 1.3
percent was Hispanic/Latino. Today, 73 percent of the population is white and 16 percent is
Hispanic/Latino. Projections show the region's population becoming even more diverse in
coming years.
New Americans make significant contributions to the economy by starting new businesses that
create local jobs, supporting the workforce of the region's key industries, buying homes, and
paying taxes. Additionally, Canopy NWA — the region's nonprofit agency for refugee
resettlement and support — was founded in 2016 and has welcomed 55 individuals with another
50 on the way in 2018.
As a result of this plan, among other outcomes, the City wants to see the 7.1 percent foreign -
born population increase. This plan is a natural extension of Fayetteville's values and
hospitality, and a way to memorialize where we've been and where we are going as a diverse
university City that brings cultures together. The importance of this plan goes beyond the
economic impact that has been reported. There is value in the diversity that new Americans
bring to workplaces and schools, and studies have shown the positive effects related to problem
solving and critical thinking. Fayetteville must meet the needs of the individuals who live, work,
visit, and play in the City.
BUDGET/STAFF IMPACT:
Most of the recommendations in the Welcoming Fayetteville Plan can be implemented for little
to no cost, with the help of community partnerships and within the City's current CIP budget. As
the Welcoming Fayetteville Plan is implemented over time, staff will seek partnerships, grants,
and other funding opportunities to help offset potential implementation costs and advance the
mission of this plan.
Attachments:
Welcoming Fayetteville Plan with Appendices
G
ALAN
L SIVE,
)M-" UNITY
WHAT YOU'LL
FIND HERE
2
INTRODUCTION
3 MAYOR'S MESSAGE
4 WELCOME
5 INTRODUCTION
6 THE WHY
7 PUBLIC INPUT
8 DEVELOPMENT TIMELINE_
10 FRAMEWORK
11 OUR MISSION
12 THE OUTCOMES
13 IMPLEMENTATION TIMELINE
THE COMMUNITY
15. DRAFT STRATEGIES
THE ECONOMIC IMPACT
24 DRAFT STRATEGIES
THE FUTURE
32 DRAFT STRATEGIES
THANK YOU
39 ACKNOWLEDGMENT
APPENDICES
41 ENDNOTES
43 PUBLIC INPUT SUMMARIES
MAYOR'S
MESSAGE
I've always believed in an open heart,
open door and open mind, and I see
this plan as an extension of those
values. When new Americans arrive in
Fayetteville, they face barriers that are
unique and, sometimes, complicated.
It's up to us to evaluate and ask our-
selves, `Are we really doing everything
we can to make Fayetteville a place
that's easy for everyone to call home?"
Most of all, no matter the color of your
skin, where you're from, who you love,
or your religious beliefs, know that we
welcome you here in Fayetteville. Today
and every day.
virson
LIONELD JORDAN
Mayor, City of Fayetteville
3
I "I
4
WELCOME
[wel-kuh m] verb
to greet (someone) in a warm and friendly manner
INTRODUCTION
Take a walk around the downtown square during a Saturday farmers'
market, or a stroll through campus or the public library, and you'll
see Fayetteville's heart: a passionate community that cares deeply
about equality, involvement, and creating a strong sense of place.
As a natural extension of Fayetteville's values and hospitality, the City has created a deliberate
plan to welcome new Americans to our community. We are proud of this City's diversity and
distinctiveness, and we think it's time to encourage growth through intentional efforts that
support integration and inclusion. When new Americans arrive in our City, we want them
to do more than just survive - we want to see them thrive and flourish in our community
and in their neighborhoods. And we want to do this to create increasing diversity in our
community.
Over the last decade, the City of Fayetteville has made great strides in its efforts to be a City
for all people. Under the leadership of Mayor Lioneld Jordan, the City regularly acknowledges
and celebrates women, LGBT people, indigenous people, immigrant heritage, black history,
and many others. In 2015, the City passed a civil rights ordinance, which extends federal and
state protections regarding discrimination to lesbian, gay, bisexual and transgender citizens
and visitors.
While Fayetteville's foreign -born population is small compared to that of the metro area, it
plays an important role in the region's diversity as the home to the University of Arkansas.
The City's foreign -born population sits at 7.1 percent, according to the 2016 American
Community Survey, and we see this fact as an opportunity for significant growth in the
coming years.
This welcoming plan outlines 25 recommendations for action in three categories based
on research done in the region and state, discussions with dozens of stakeholders in key
sectors, an online survey, and five public input sessions with community members from
all backgrounds. These recommendations address areas for improvement in the following
sectors:
• Learning, teaching, education
• Community, culture, arts
• Health, transportation, housing
• Government and policy
• Business and economic development
THE WHY
It was in the fall of 2016 that Mayor Jordan was first introduced to the Welcoming City
concept. He and other Northwest Arkansas mayors met with the Northwest Arkansas Council
to discuss a report on the economic impact of new Americans in the region, Global Talent.-
The
alent:The Economic Engine of Northwest Arkansas. The study highlights how new Americans make
significant contributions to the economy "by starting new businesses that create local jobs,
supporting the workforce of the region's key industries, buying homes, and paying taxes."'
Also in late 2016, Canopy NWA - the region's nonprofit agency for refugee resettlement and
support - welcomed its first family.
After that initial meeting, the group convened again to discuss the opportunity for Northwest
Arkansas municipalities, chambers of commerce, and stakeholders to work together on a
larger, regional welcoming effort. In June 2017, the Northwest Arkansas Council established
WelcomeNWA, which is working to develop a plan to advance inclusion of all members of
the regional community. ,
Fayetteville has joined Welcoming America, the national organization that leads these efforts,
as the first designated Welcoming City in Arkansas. More than 100 local governments and
nonprofit organizations around the country have joined the Welcoming America network.
Fayetteville is also working with the WelcomeNWA office on the regional inclusion effort.
The Northwest Arkansas collaboration will put Arkansas in the spotlight at a national level,
demonstrating Fayetteville and other communities are leaders in this effort.
We know there's a significant positive economic impact when new Americans are fully
integrated and included in the communities in which they live and work, but these efforts
also go beyond developing the economy. There is value in the cultural diversity that
new Americans bring to our schools and our workplaces. We all benefit from engaging
conversations and experiences with people whose backgrounds differ from ours, and
this leads to better problem solving skills, more open minds, and the ability "to navigate
adulthood in an increasingly diverse society - a skill that employers value .112
Ultimately, these efforts help "us work together to make sure that all of us - white, black,
Christian, Muslim, or any faith - are part of making a community a great place to live. By giving
each person an equal opportunity to contribute, it makes the entire community stronger.113
Census data reveal that the Northwest Arkansas region has experienced significant
demographic changes in recent decades. In 2000, 6.9 percent of the region's population
was foreign -born. Today, 11.2 percent of the region is foreign -born. Additionally, in 1990,
nearly 96 percent of the population was white and 1.3 percent was Hispanic/Latin0.4 Today,
73 percent of the population is white and 16 percent is Hispanic/Latinos Projections show
the region's population becoming even more diverse in coming years.
Simply put: We are growing and changing. Most of all, we are embracing these changes with
intention.
PUBLIC INPUT
Language was noted by survey Five public input
respondents as the top barrier sessions were
held at the.
for new Americans in Fayetteville FARMERS MARKET
r
PUBLIC LIBRARY
HISPANIC
HERITAGE
FESTIVAL
CITY HALL LOBBY
UNIVERSITY
OF ARKANSAS
STUDENT UNION
COURTYARD
r
When asked in which sectors they
would like to see resources invested,
the public prioritized education,
housing, transportation & healthcare
Transportation & affordable
housing were frequently
mentioned as top barriers by
survey respondents
More than 200
people turned
out at the in-
person sessions,
and the online
survey, which
was distributed
in English and
Spanish, received
a combined 472
responses, with
224 completing the
survey
DEVELOPMENT TIMELINE
The majority of this plan was developed over the course of 2017 with the help of a great
number of experts, stakeholders, community members, and City staff,
JANUARY 2011
JANUARY- JUNE 2011
NOVEMBER - DECEMBER 2011
8
EARLY 2011
MAP EXISTING
CONDRIONS
JULY - OCTOBER 2011
MARCH 2018
0
m
t.
0
m
41
rR
FRAMEWORK
The recommendations in this plan are split into three
categories, noted below. Within each of these categories,
recommendations fall into one or more of the sectors listed
to the right. This list was guided by the sector checklist in
Welcoming America's Community Planning Process Guide.
A successful community creates a sense of belonging. It
embraces and shifts with its changing population. It celebrates
diversity through avenues that are accessible to everyone.
A community breaks down barriers and makes everyday life
easier.
THE ECONOMIC
IMPACT
As seen in recent reports, the economic impact of new
Americans on our region is undeniable. This means more jobs,
more contributions, and a more diverse and well-educated
working population.
The future is our youth and our overall education system. The
future means thinking ahead and building today for a better
tomorrow. The future demands patience, nurturing and open
ears.
ffel
OUR MISSION
TO CREATE A PLAN FOCUSED ON
THE INCLUSION AND INTEGRATION
IN
OUR
COMMUNITY,
SO
THAT
WE
CAN
HELP
A N D M A K E
FOR THOSE WHO ARE NEW TO
OUR COUNTRY AND OUR COMMUNITY.
11
THE OUTCOMES
As a result of this plan, in the next 5 years we want to see...
11 ...an increase in Fayetteville's foreign -born population.
..more multilingual materials available in City government, local organizations, and
` from services providers.
Li_a diverse demographic participating in local government.
...strong, trusting relationships between new Americans and local government,
communities, neighbors, service providers, and public safety departments.
..intentional, thoughtful approaches to programs that take into consideration all
residents.
...Fayettevillians who are more educated about the value that new Americans and
cultural diversity brings to our City.
...ongoing conversations between the City and organizations that frequently work
with new Americans.
11 ...efforts to attract and retain talent, including international students.
...increased access to housing and transportation services.
12
IMPLEMENTATION TIMELINE
THE COMMUNITY
THE ECONOMIC IMPACT
THE FUTURE
SHORT TERM
1 TO 2 YEARS
Identify long-term funding
6 MONTHS Explore barriers and
Develop marketing plan to
Ensure schools can connect new
TO 1 YEAR encourage civic engagement
feature Immigrant business
families with other services and
for new Americans who wish
success stories
resources In the community
to participate in boards,
information, such as route maps,
committees, commissions and
Create a welcoming business
Create a course for adults to
other leadership positions
designation program
take an introduction to city
government
Host and attend events to
Identify and evaluate existing
celebrate immigrant culture and
opportunities to expand child
heritage
entrepreneurs
care and pre -K programs
Create a chart that identifies the
first steps to make when a non-
English speaker makes contact
with the City
Create commercials, signs,
and other marketing materials
that promote Fayetteville's
welcoming efforts
Establish welcoming hubs to
share information, offer classes,
and serve as congregating spaces
MID TERM
1 TO 2 YEARS
Identify long-term funding
Task entrepreneurial resource
Work with Fayetteville Public
solution for transit route
providers to offer comprehensive
Schools to host financial literacy
expansions and ensure basic
support for Immigrant -owned
classes for Immigrant parents
information, such as route maps,
startup companies
charts and apps, is multilingual
Support multilingual parental
Identify community mentors
engagement and identify
Identify and evaluate existing
to pair with immigrant
opportunities to expand child
health and social services
entrepreneurs
care and pre -K programs
directories
Explore opportunities to expand
Expand Immigrant -friendly job
English as a Second Language
Implement citywide cultural
fairs
(ESL) programs
awareness training
Create an independently
managed International student
ambassador program
LONG TERM
3 TO 5 YEARS
Explore barriers to obtaining a
Focus on workforce development
Explore barriers for new
driver's license
and ensure access to training
Americans who have
resources
professional degrees/
Offer key documents and forms in
certifications that cannot be
other languages
used in the United States
Continue to create opportunities
for affordable housing
Consider registering as an
E -Verified employer
13
THE COMMUNITY: OVERVIEW
This plan would not be possible without the
support ofourstrongwelcoming community.
When Fayettevillians care deeply about an
initiative, they join together with a special
determination, they spread the word, and
they find resources.
-`rong community is one that welcomes
i open arms, listens closely and thinks
itively: To create the 2016 Cisneros
ter report New Americans in Northwest
3nsas: A Qualitative Community
essment, more than 300 new Americans
-ed their thoughts on life in the region. The
earth reveals a widespread enthusiasm
greater community integration. New
ericans express desires to communicate
-e effectively with their new neighbors
...service providers seek to better reach
serve new Americans."6
recommendations in this section will
nge the way new Americans integrate
Fayetteville's community, with the goal
making services more accessible and
rmation widely available.
is
1. Explore barriers and encourage civic engagement for new America=ns who wish
to participate in boards, committees, commissions and other leadership positions
2. Identify a long-term furiding solution for transit route expansions and ensure basic
information, such as route maps/charts, is multilingual
3. Explore barriers to obtaining a driver's license
4. Offer key documents and forms in other languages
S. Host and attend events to celebrate immigrant culture and heritage
6. Create a chart that identifies the first steps t6 make when a non-English speaker
makes contact
7. Create commercials, signs, and other marketing materials that promote Fayetteville's
welcoming efforts
8. Identify and evaluate existing health and social services directories
9. Implement citywide cultural awareness training
10. Establish welcoming hubs to share information, offer classes, and serve as
congregating spaces
THE COMMUNITY: RECOMMENDATIONS
1. Explore barriers and encourage civic engagement for new Americans who wish
to participate in boards, committees, commissions and other leadership
positions SHORT TERM
The City of Fayetteville seeks to encourage new Americans to pursue leadership
positions and join in making Fayetteville a City where all people can succeed regardless
of their race, gender, or religious beliefs. Diverse local leadership is essential for well-
rounded decision making. Studies have shown the positive effects of diversity and
multiple perspectives in groups, such as innovation, creativity, and better problem
solving.
The City will enable new Americans to participate in boards, committees, and
commissions by removing barriers they face related to citizenship requirements.
Currently, Fayetteville City Code § 33.329 restricts appointments to "registered voters
within the corporate limits of Fayetteville." To be a registered voter, an individual must
be a U.S. citizen. This restricts visa or green card holders who may have expertise in
a certain field and care about the future of Fayetteville.
The City will amend this requirementforCity-created advisory boards and commissions,
including: Active Transportation Advisory Committee, Airport Board, Animal Services
Advisory Board, Audit Committee, Civil Rights Commission, Environmental Action
Committee, Fayetteville Arts Council, Keep Fayetteville Beautiful Committee, Parks
and Recreation Advisory Board, Telecommunications Board, Town and Gown Advisory
Committee, Urban Forestry Advisory Board, and Walton Arts Center Council, Inc. The
City will also explore requirements for the Northwest Arkansas Regional Planning
Commission and state -created boards.
After amending the requirements, City staff will identify and reach out to community
organizations that can help advertise quarterly openings. The City's Communications
Department will also create educational brochures and flyers to encourage
engagement.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, City Attorney's Office
17
THE COMMUNITY: RECOMMENDATIONS
2. Identify a long-term funding solution for transit route expansions and ensure
basic information, such as route maps, charts and apps, is multilingual MIDTERM
Identified by the public and stakeholders as one of the top barriers for new Americans
in Fayetteville, transit plays an important role in the lives of those new to the City.
Transit is used to travel to school, job interviews, work, grocery stores, the library,
parks and recreational venues, and more. In a 2015 survey, 25 percent of students,
staff, and faculty traveling to the University of Arkansas used transit to get to campus.'
The University of Arkansas recently completed a transportation master plan in which
recommendations were made to reorganize routes, create bi-directional service
and increase number of buses.$ Additionally, the City of Fayetteville will adopt a
new mobility plan in 2018, which will make recommendations about the future of
transportation. Also in 2018, City administration and Ozark Regional Transit will
evaluate route design, with a focus on changing routes based on a distance or place
to routes based on ridership and frequency. This evaluation will take into account key
areas that people want to go to maximize the funding effectiveness and to establish
the funding shortfalls.
As a financial supporter of both of Fayetteville's transit providers, the City will advocate
for integrated route data in map applications. Ozark Regional Transit recently placed
its data in Google Maps, but Razorback Transit has yet to make its route information
available in a widely used map application. The City will work with Razorback Transit
to explore the feasibility of putting route data in Google Maps, so that riders can plan
efficient routes regardless of transit provider.
GROUP(S) RESPONSIBLE: City administration, Development Services Department, Engineering Division, University of Ar-
kansas, Ozark Regional Transit
3. Explore barriers to obtaining a driver's license LONGTERM
In a City where nearly 90 percent of individuals use a car, truck, or van to get to
work, the ability to obtain a driver's license is crucial. And while biking, walking, and
transit conditions are constantly improving, living without a car and driver's license in
Fayetteville can be difficult. A driver's license allows independence and the ability to
get to and from work, school, and the amenities of daily life. The City of Fayetteville
will explore barriers to obtaining a license, such as the availability of education
resources and translations of the written drivers' test, and look for ways to work with
the state and community organizations to improve the process.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Arkansas Department of Finance and Adminis-
tration
18
THE COMMUNITY: RECOMMENDATIONS
4. Offer key documents and forms in other languages LONGTERM
To make communication with non-English speakers friendlier, City staff will identify
and prioritize forms, policies, and other documents used most frequently by the
public. Popular forms, such as the application for utility services, will be translated
first. in recent years, the City migrated to a website platform that offers a translation
tool, which supports numerous languages. However, PDF documents and online
forms using a third -party system lack this ability. This initiative coincides with the
City's recent efforts to modernize its forms, simplify processes, eliminate technical
jargon, and consider the devices the public uses to access City resources. As the
City's technology evolves, it will also explore the possibility of offering utility bills in
more than one language. This initiative serves as a simple, but impactful way to ensure
those who aren't yet proficient in English have equitable access to key information
offered by the City.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Information Technology Department
5. Host and attend events to celebrate immigrant culture and heritage SHORT TERM
The Mayor will recognize and celebrate immigrant culture and heritage, emphasizing
its importance in making us a stronger City. Every September, cities across the
country join Welcoming America in celebrating Welcoming Week as a way to
change the rhetoric, shape the immigrant experience, and affirm values. Cities are
encouraged to host festivals, volunteer projects, or classes that bring native- and
foreign -born communities together. The City of Fayetteville will celebrate Welcoming
Week every year and will seek ways to unite neighbors. Additionally, the Mayor will
support ongoing events during this time of year, such as the Fayetteville Chamber of
Commerce's annual Hispanic Heritage Festival.
Currently, naturalization ceremonies are held four times a year at the John Paul
Hammerschmidt Federal Building in downtown Fayetteville. The Mayor and staff will
reach out to new citizens to celebrate their achievement, share resources, and build
awareness about Fayetteville's welcoming efforts. Oftentimes, the road to becoming
a citizen can be difficult to navigate, presenting many challenges and barriers along
the way. This commitment to our country deserves recognition and appreciation.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, City administration
19
We are in this period of
profound demographic
change.
BILL SCHWAB
University Professor / University of Arkansas
Zt
THE COMMUNITY: RECOMMENDATIONS
8. Create a chart that identifies the first steps to make when a non-English speaker
makes contact with the City SHORT TERM
Training employees who frequently interact with the public to know the first step
to make when a non-English speaker calls or visits an office is the first step to good
customer service. The ability to serve everyone, regardless of their English language
proficiency, is a priority for City departments that offer essential services to the
public, such as utility billing, recycling and trash pickup, development services, and
public safety. The City of Fayetteville will create a standard operating procedure and
chart that can be used in these departments and during training.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Human Resources Department, all City divi-
sions
7. Create commercials, signs, and other marketing materials that promote
Fayetteville's welcoming efforts SHORT TERM
As part of the marketing efforts for this plan, the City will look for opportunities
to place signage or advertisements around Fayetteville to promote the plan and
welcoming efforts. These materials will highlight the City's work with the community
and organizations, and will build awareness about the contributions of new Americans
in Fayetteville. Most importantly, marketing campaigns will focus on educating new
and lifelong citizens about the importance of diversity in our City.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Media Services Division
8. Identify and evaluate existing health and social services directories MIDTERM
Oftentimes resources are available, but finding them can be the greatest obstacle.
The City will identify current resource providers and existing directories that pull
together helpful information. These directories should identify providers that have the
capacity to serve new Americans. Staff will develop relationships with organizations
that provide this information and explore ways to improve. Additionally, staff will
promote and share these resources in an effort to ensure they are accessible through
print and digital outlets.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department
21
-
THE COMMUNITY: RECOMMENDATIONS
9. Implement citywide cultural awareness training MIDTERM
The Mayor will implement a citywide cultural awareness training program that will
focus on employee education, with an emphasis on those who work directly with the
public. For the past two decades, the Fayetteville Police Department has trained its
officers in racial diversity. New officers receive cultural diversity and racial profiling
training at the Arkansas Law Enforcement Training Academy and the department
holds annual training sessions on various diversity topics. However, City employees
in departments outside the police department have yet to receive regular training.
Because of their leadership and experience in these programs, City staff will work
with the Police Department to develop curriculum and best practices for all City
departments and staff. Additionally, the City will explore opportunities to work with
organizations such as the Human Rights Campaign that may offer diversity training
for employees. This training will focus on developing cultural competency, sensitivity,
and an understanding and respect for racial, religious, and cultural differences.
Employees will receive training in working closely with individuals with diverse
backgrounds and those who aren't yet proficient in English.
GROUP(S) RESPONSIBLE: City administration, Communications and Marketing Department, Human Resources Department,
Police Department, all City divisions
10. Establish welcoming hubs to share information, offer classes, and serve as
congregating spaces SHORT TERM
Language and cultural barriers can be some of the first roadblocks when arriving in a
new country, and these divisions can make it difficult to lead a successful life in a new
home. To ease some of this shock, the City of Fayetteville will identify and establish
welcoming hubs to share information, offer classes, and serve as congregating spaces.
Fayetteville is a growing City with several services already in place that can be of use
to new Americans; however, finding this information and piecing it together can be
complicated. Welcoming hubs serve as a central location to disseminate resources,
hold classes, and serve as the community's integration center. A welcoming hub should
be a friendly, community -minded location where individuals can feel comfortable
asking for information or attending a class. Potential locations include community
centers and the Fayetteville Public Library. Ultimately, these hubs will serve as an
approachable space for new Americans first arriving in Fayetteville and those looking
to learn more about the City and its services.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Fayetteville Public Library, Yvonne Richardson
Community Center
22
-14
THE ECONOMIC IMPACT: OVERVIEW
We cannot ignore the positive economic impacts of new Americans.
As seen in the 2016 report Global Talent: The Economic Engine
of Northwest Arkansas, immigrants accounted for 42 percent of
Northwest Arkansas's population growth between 2009 and 2014.
New Americans contribute to our economy as business owners,
workers, consumers, and home buyers.
According to research by the Kauffman Foundation, immigrants are
more than twice as likely to start a business as the native born.9
And, despite accounting for approximately 13 percent of the U.S.
population in 2014, 28.5 percent of new entrepreneurs were
immigrants - up from 13.3 percent in 1997.10
Northwest Arkansas is nostrangertoentrepreneurs.
and research shows that immigrants are not
more likely to start businesses, but also
many of the most successful businesses it
country were founded by them. The Cente
American Entrepreneurship reported thai
percent of Fortune 500 companies were fou
or co-founded by an immigrant or the chi
an immigrant. "The findings of CAE's anal,
demonstrate the remarkable and persi
importance of immigrants to the creation
growth of America's largest, most successful
most valuable companies.""
The Northwest Arkansas region also
relies on immigrants who play an
important role in supporting industries
such as construction;
manufacturing; transportation and
warehousing; and information and
communication. The recommendations
in this economic impact section will look
at ways to support immigrants in
entrepreneurial efforts and ensure
equitable access to resources - whether
that's affordable or attainable housing,
job fairs, or a business mentor.
11. Task entrepreneurial resource providers to offer comprehensive support for
immigrant -owned startup cor-panies
12. Focus on workforce development and ensure access to training resources
13. Develop marketing plan to feature immigrant business success stories
14, Identify community mentorsto pair with immigrant entrepreneurs
15. Continue to create opportunities for affordable housing
16. Create a welcoming business designation program
17. Expand immigrant -friendly job fairs
18. Consider registering as an E -Verified employer
THE ECONOMIC IMPACT: RECOMMENDATIONS
11. Task entrepreneurial resource providers to offer comprehensive support for
immigrant -owned startup companies MIDTERM
The City of Fayetteville contracts with Startup Junkie Consulting to implement
the entrepreneurship and innovation aspects of its economic development plan,
Fayetteville First. As seen in reports, new Americans are more likely to possess an
entrepreneurial spirit and start a business than native-born individuals. However,
language barriers, lack of familiarity with development processes and City ordinances,
and access to resources may hinder success. The City will identify gaps in its services
for these entrepreneurs and will task resource providers to offer comprehensive,
considered support for immigrant entrepreneurs who seek guidance in starting a
business in Fayetteville.
GROUP(S) RESPONSIBLE: City Economic Vitality Department, Fayetteville Chamber of Commerce, Startup
Junkie Consulting
12. Focus on workforce development and ensure access to training resources LONG TERM
Fayetteville is growing at an average of one new business a day, so providing a
pipeline of talent for existing and prospective companies is a top priority for the City.
New Americans support key industries that also overlap with the targeted sectors
outlined in the City's economic development plan, such as manufacturing, retail, and
specialized technology. These sectors, among others, have been identified as those
in which Fayetteville will have success and are the top opportunities that the City will
focus its time and effort. In 2018, the City will begin development of its first workforce
development plan that will focus on attracting, developing, and maintaining a diverse
talent pipeline that will fill positions in its growing industry sectors.
Additionally, the City of Fayetteville is committed to ensuring all citizens have access
to the information they need to equip themselves with the skills and education to
achieve employment at a sustainable living wage. The City will evaluate the Fayetteville
workforce center's ability to assist individuals with a low English proficiency through
training, education, and supportive services and will look for opportunities to
expand apprenticeship programs in the area. Ensuring accessible resources exist
in our community will allow new Americans to be equipped with the skill sets they
need to thrive in our workforce and employers to hire the talent needed to thrive
and expand.
GROUP(S) RESPONSIBLE: City Economic Vitality Department, Fayetteville Chamber of Commerce, Startup
Junkie Consulting
26
THE ECONOMIC IMPACT: RECOMMENDATIONS
13. Develop marketing plan
to feature immigrant business
success stories SHORT TERM
The City's economic development
plan identifies marketing and
communications as a strategic
focus area that will increase
awareness of Fayetteville and
promote the community's
strengths. As part of these efforts,
the City has developed a series
of success stories and video
features. The City will build on
this existing effort to identify
immigrant business owners who
can share their stories of success
in Fayetteville. This will allow
the City to highlight individuals
making significant contributions
to the economy, and it will position
Fayetteville as an attractive, ideal
place to find a career or start a
business.
GROUP(S) RESPONSIBLE: City Economic Vitality
Department and Communications and Marketing
Department
J,,yMearvr�`I'i' lane+
14. Identify community mentors to pair with immigrant entrepreneurs MIDTERM
The City will work with its contracted economic development service providers to
identify successful mentors from the private and public sectors who can provide
advice, support, and guidance for immigrant entrepreneurs. These relationships will
help immigrants navigate the process of starting a business and may prevent hiccups
or barriers that would otherwise hinder success for a new business owner.
GROUP(S) RESPONSIBLE: City Economic Vitality Department, Fayetteville Chamber of Commerce, Startup
Junkie Consulting
27
Immigrants are some of
the hardest working, most
motivated members of
our community.
WELCOMING FAYETTEVILLE
Survey Respondent
_ w
_ . —_r-
mak:
THE ECONOMIC IMPACT: RECOMMENDATIONS
15. Continue to create opportunities for affordable housing LONGTERM
Increasingly, the need for affordable and attainable housing in Fayetteville is identified
as a point of concern for those who live and work in Fayetteville. So, it's no surprise
that the public also identified this need as a top barrier for new Americans in our
community. As property values increase and the public voices concern, the City is
constantly discussing this matter and looking for ways to create opportunity. In 2016,
City Council approved a $1 million cost -share agreement for the construction of public
infrastructure for a mixed -income development focused on creating sustainable and
attainable housing. In 2017, the City asked the public for help in identifying the biggest
challenge facing Fayetteville, and housing climbed to the top of the list; more than
a third of respondents mentioned either affordable housing, low income housing or
homelessness as the top challenge in our City. As a result, City staff and community
stakeholders worked together in late 2017 to brainstorm ideas and solutions on the
topic. In keeping with subsequent efforts, such as the Housing Northwest Arkansas
symposium, the City will continue to join and lead conversations related to finding
innovative ideas to address attainable and affordable housing in the region.
This subject was also established in 2011 as one of six goals in City Plan 2030: "We
will create opportunities for attainable housing." City Council reaffirmed the goal in
its Strategic Plan 2050. The ability to access affordable and attainable housing affects
how much discretionary income a family has to spend in our community, the stability of
a child's housing environment and their chance at success, the likelihood that a family
becomes homeless, and the ability to save for the future. "Across the U.S., 18.4 million
low-income households pay more than 50 percent of their income on housing, and
face difficult trade-offs with regard to other essential needs, such as food, clothing,
transportation and health care."12
Going forward, the City will continue to identify and pursue opportunities to create
affordable and attainable housing. City staff will work to find innovative, sustainable
solutions and will keep an open dialogue with community organizations that support
new Americans to ensure awareness about existing programs.
GROUPS) RESPONSIBLE: City Communications and Marketing Department, City Media Services Division,
City Development Services, City Planning, City Administration
W
THE ECONOMIC IMPACT: RECOMMENDATIONS
16. Create a welcoming business designation program SHORT TERM
In an effort to create an integrated community -wide approach, the City will work with
local businesses to become designated as a welcoming business. This designation
will create awareness around the community -wide effort to support the plan,
foster advocates, and hopefully generate compassionate neighbors. The City will
implement a pledge for businesses to take, or set criteria to meet, before a business
becomes designated as welcoming. Businesses that meet the criteria may display
a City -designed sticker or cling in a storefront window as a recognizable symbol of
their designation.
GROUP(S) RESPONSIBLE: City Economic Vitality Department, Fayetteville Chamber of Commerce, Startup
Junkie Consulting
17. Expand immigrant -friendly job fairs MIDTERM
City staff will work with community organizations, businesses, and the University of
Arkansas to expand immigrant -friendly job fairs in Fayetteville. Job fairs can help
new Americans transition into new careers in an unfamiliar location. Fair organizers
should consider transit route access to event locations and multilingual marketing
materials. These events can help connect new Americans with their first job in
Northwest Arkansas and to companies with a need to fill gaps in employment.
GROUP(S) RESPONSIBLE: City Economic Vitality Department, Fayetteville Chamber of Commerce, Startup Junkie
Consulting, University of Arkansas, Fayetteville Public Schools
18. Consider registering as an E-Verif lied employer LONGTERM
The City of Fayetteville will research and consider registering as an E -verified employer
with the United States Department of Homeland Security. E -Verify processes an
employer's 1-9 forms and verifies employment eligibility. The system compares data
in the form to data from the DHS and Social Security Administration. As home to the
University of Arkansas, the City of Fayetteville is more likely than other Northwest
Arkansas cities to garner employment interest from recent international student
graduates. However, international students who choose to participate in Optional
Practical Training, which means they can remain in the country for 12 to 36 months to
gain degree -related experience prior to filing for an H -1B petition, must be employed
by an E -Verified entity. While E -Verify is a free, web -based system, it will require staff
training and time from the City's Human Resources Department.
GROUP(S) RESPONSIBLE: City Human Resources Department
30
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p.V..: .. ..
THE FUTURE: OVERVIEW
Immigrant families face unique barriers when they first arrive here in our country and state.
Access to a strong, supportive education system is vital to the success of immigrant children
and their parents.
Oftentimes immigrant children, some as young as five years old, serve as translators for
their parents - an exhausting task when they must carry the burden of learning about health
care plans or college and financial aid processes. As seen in a recent report that looks at
challenges for immigrant families, the more than 80,000 immigrant children in Arkansas
"are more likely to live in or near poverty than their peers in other states.1113 Additionally,
they are less likely than children in U.S.-born families to be enrolled in preschool, which "can
make all the difference in preparing children to succeed in school, especially those who may
not speak English at home."14
The public and stakeholders in Fayetteville have identified education and language, for
children and adults, as the top barrier for families new to our country and city. At both the
in-person sessions and in the online survey, respondents selected as the top priority the
strategy to advocate for effective resources of children of immigrants, including child care,
pre -K and multilingual parental engagement.
Welcoming new Americans into our schools benefits the children as they have access to a
quality education, and it also benefits children born right here in Fayetteville. "Researchers
have documented that students' exposure to other students who are different from
themselves and the novel ideas and challenges that such exposure brings leads to improved
cognitive skills, including critical thinking and problem solving."15 Simply put, "diversity
makes us smarter."16
The recommendations in this section touch on ways the City of Fayetteville, Fayetteville
Public Schools, and other planning partners can connect families, improve service- and
19. Explore opportunities to expand English as a Second Language (ESI.) programs
20. Support multilingual parental engagement and identify opportunities to expand
child care and pre -K programs
21. Ensure schools can connect new families with other services and resources in
the community
22. Work with Fayetteville Public Schools to host financial literacy classes for
immigrant parents
23. Create a course for adults to take an introduction to city government
24. Create an independently managed international student ambassador program
25. Explore barriers for new Americans who have professional degrees/certifications
that cannot be used in the United States
THE FUTURE: RECOMMENDATIONS
19. Explore opportunities to expand English as a Second Language (ESL)
programs MID TERM
English language tutoring and classes are currently offered at a multitude of entities
throughout Fayetteville, including the Ozark Literacy Council, Fayetteville Public
Schools and the Adult Education Center, and the University of Arkansas's Spring
International Language Center. The City of Fayetteville will work with these entities
to identify gaps, barriers, and solutions to English language education. Needs
identified by stakeholders include funding for additional staffing, satellite locations
and online courses, transit routes that bring students closer to facilities, and childcare
availability.
GROUP(S) RESPONSIBLE: Fayetteville Public Schools, City Communications and Marketing Department
20. Support multilingual parental engagement and identify opportunities to
expand child care and pre -K programs MIDTERM
In 2010, children of immigrants accounted for 10 percent of children in Arkansas,
compared to 5 percent in 2000." Public input for this plan revealed access and
engagement for children of immigrants as the top priority in this category. The City
will identify and explore existing pre -K and child care programs in Fayetteville and
will advocate for multilingual and cultural engagement in schools, outreach materials,
and events, as Fayetteville Public Schools is home to more than 50 languages and
approximately 1,000 English language learners. As identified in stakeholder meetings,
the City will also explore education voucher programs and opportunities to expand
and promote pre -K programs.
GROUP(S) RESPONSIBLE: Fayetteville Public Schools
21. Ensure schools can connect new families with other services and resources in
the community SHORT TERM
The first step to equitable access is education - simply knowing where to start.
Oftentimes, schools serve as the first point of contact for immigrant families. Schools
are a gateway for distributing helpful information related to health, transportation,
community, business, housing, and education. The City will work with Fayetteville
Public Schools to develop and distribute comprehensive information about services
and resources available in the community. To ensure this information is accessible, it
should be multilingual to reflect the diverse population served by the schools.
GROUP(S) RESPONSIBLE: Fayetteville Public Schools, City Communications and Marketing Department
34
think that we have quite a
few resources in place but we
need to do more to link them
together so that if one place
doesn't have what someone
needs they can send them to
the right person.
WELCOMING FAYETTEVILLE
Survey Respondent
IT
THE FUTURE: RECOMMENDATIONS S
22. Work with Fayetteville Public Schools to host financial literacy classes for
immigrant parents MIDTERM
The City of Fayetteville will coordinate with Fayetteville Public Schools to host financial
literacy classes for immigrant parents. The City will research best practices and work
with partners, including banks and community organizations, to develop curriculum
and a multilingual course. Additionally, an emphasis will be made on college savings
education, as "research has found that parents' savings efforts for their children's
post -secondary education is positively associated with college attendance and that
parental financial support increases the odds of college corn pletion."18
This initiative corresponds with the creation of the Personal Finance and Job
Readiness Act in 2017, which requires students in Arkansas high schools, grades 10
through 12, to receive personal and family finance instruction in these areas: income,
money management, spending and credit, saving and investing, and preparing for
employment. Financial literacy at all levels in families is vital to successful and healthy
futures for Fayetteville's youth.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, Fayetteville Public Schools, local banks
23. Create a course for adults to take an introduction to city government SHORT TERM
Government has many tentacles and can sometimes be difficult to fully grasp, even
for those who are frequently engaged. The City of Fayetteville is made up of more
than two dozen divisions and departments that involve everything from roads and
parks, to utilities and animals. Getting to know your local government and its inner
workings is the first step to becoming an involved, well-informed resident. The City
will create an introduction course for adults to learn the basics: what the City does,
how decisions are made, the organizational structure, how to find information about
current projects and items coming to the City Council, and how the City works with
other groups and entities. After creating the course, the City will find ways to make
it accessible to anyone who is not yet proficient in English.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department
36
THE FUTURE: RECOMMENDATIONS
24. Create an independently managed international student ambassador
program MIDTERM
Thanks to the University of Arkansas's location in the city, Fayetteville is home to
a diverse student population. These students serve as a valuable component in
attracting and retaining international students at the university and in the city. An
international student ambassador program will further the City's goal of positioning
Fayetteville as a study destination. The City will work with organizations every year
to solicit applications for the program and select students who can provide updates,
posts, and blogs about life in Fayetteville, which will be posted online and then
shared on the students' social media platforms. The students will also be invited
to spend time in the community, getting to know how local government works
and interacting with related organizations. Lastly, the Mayor will hold a friendship
ceremony for international students every year to reiterate the City's support of
a diverse student population. Building lasting relationships with students and
attracting new international students to Fayetteville further supports the goal of the
City's economic development plan to focus on retention of University of Arkansas
graduates.
GROUP(S) RESPONSIBLE: City Communications and Marketing Department, University of Arkansas
25. Explore barriers for new Americans who have professional degrees/certifications
that cannot be used in the United States LONGTERM
As stated in Untapped Talent: The Costs of Brain Waste among Highly Skilled
Immigrants in the United States, immigrants are more likely than native-born
individuals to experience underemployment. In fact, one in four college-educated
immigrants work in low -skilled jobs or are unemployed.19 As a result, when highly
skilled, college educated immigrants experience this "brain waste," they miss out on
significant earnings, which results in lost tax revenues.20 The City of Fayetteville's
economic development plan highlights the importance of attracting, developing,
and maintaining a diverse workforce, and the City recognizes the value in seeking
this untapped talent. The City will explore barriers and look for ways to connect
highly skilled new Americans with resources and organizations that can provide
employment guidance.
GROUP(S) RESPONSIBLE: City Communications Department, City Economic Vitality Department
37
CONTRIBUTORS
Augusta Branham, Welcoming Fayetteville Project Manager
Susan Norton, Communications Director
Devin Howland, Economic Vitality Director
Julia Reynolds, Communications Intern
ADOPTION
This Welcoming Fayetteville Plan was adopted by City Council Resolution XX -XX on
XX-XX-XXXX
ACKNOWLEDGMENTS
The creation of this plan was truly a community effort. We are deeply thankful for
everyone who responded to the community surveys, made time to visit our input
sessions, shared information with friends and posted flyers, met for one-on-one
meetings, and shared honest stories from the heart. This engaged, compassionate
community is what makes Fayetteville a special, welcoming place to live, work, and
visit.
A special thank you to our stakeholder group and those who took the time to meet
with us individually. These individuals played an important role in helping us identify
our existing conditions and solutions: Emily Linn, Michael Freeman, Mireya Reith, Mark
Osterle, Steve Clark, Chris Decker, Jenny Fish, Jennifer Irwin, Renee Deshommes,
Sonia Gutierrez, Matthew Ramsey, Anita Hodges, Joel Gardner, Jeff Hatley, Donna
Davis, Robbie Cornelius, Devin Howland, Joy Shirley, Bill Schwab, Kathy Grisham, Terry
Bankston, Carlos Chicas, Christen Graham, Margot Lemaster, Adam Waddell, Rachael
Schaffner, Megan Godfrey, Erick Sanchez, Chung Tan, Stephen Coger, Jeremy Hudson,
and Cynthia Smith.
W
r
APPENDIX A: ENDNOTES
1. New American Economy, Winthrop Rockefeller Foundation, and Engage NWA, Global
Talent: The Economic Engine of Northwest Arkansas, 4.
2. Amy Stuart Wells, Lauren Fox, and Diana Cordova-Cobo, How Racially Diverse Schools
and Classrooms Can Benefit All Students, 2.
3. Welcoming America, "How Do Welcoming Communities Benefit Us?",
https://www.welcomingamerica.org/about/faq
4. Northwest Arkansas Council, Diversity: A Look at How Northwest Arkansas' Population
is Changing, 3.
5. Ibid
6. Cisneros Center for New Americans, NewAmericans in NorthwestArkansas: A Qualitative
Community Assessment, 19.
7. University of Arkansas, Transportation Plan Update 2015, 10.
8. University of Arkansas, 2015 Summary Report: University of Arkansas Campus
Transportation Plan.
9. Ewing Marion Kauffman Foundation, The Economic Case for Welcoming Immigrant
Entrepreneurs, 2.
10. Ibid
11. Center for American Entrepreneurship, Immigrant Founders of the 2017 Fortune 500,
http://startupsusa.org/fortune500/
12. Enterprise Community Partners, Impact of Affordable Housing on Families and
Communities: A Review of the Evidence Base, 4.
13. Arkansas Advocates for Children and Families, Report: Arkansas Children in Immigrant
Families Face Toughest Climb, http://www.aradvocates.org/report-arkansas-children-in-
immigrant-families-face-toughest-climb/
14. Ibid
15. Amy Stuart Wells, Lauren Fox, and Diana Cordova-Cobo, How Racially Diverse Schools
and Classrooms Can Benefit All Students, 2.
41
APPENDIX A: ENDNOTES
16. Ibid
17. Winthrop Rockefeller Foundation, A Profile of Immigrants in Arkansas, 8.
18. Molly Dondero and Melissa Humphries, The College Savings Behavior of Foreign -born
Parents in the United States, 1.
19. Jeanne Batalova, Michael Fix, and James D. Bachmeier, Untapped Talent: The Costs of
Brain Waste among Highly Skilled Immigrants in the United States, 26.
20. Jeanne Batalova, Michael Fix, and James D. Bachmeier, Untapped Talent: The Costs of
Brain Waste among Highly Skilled Immigrants in the United States, 1.
42
APPENDIX B: ONLINE PUBLIC INPUT SUMMARY
Which of the following education strategies do you think the City of
Fayetteville and its stakeholders should prioritize? Please order them
with 1 being the "most important."
Expand child care and pre -K
Financial literacy workshops
Introduction to City government classes
Expand ESL programs
Explore barriers for professional
degrees that cannot be used
Student ambassador program
0 1 2 3 4 5 6 7 8 9 10
Which of the following economic strategies do you think the City of
Fayetteville and its stakeholders should prioritize? Please order them
with 1 being the "most important."
Share immigrant business
success stories
Welcoming business designation
Pair entrepreneurs with mentors
Job fairs
Entrepreneurial support "
Workforce development
Affordable housing
0 1 2 3 4 5 6 7 8 9 10
43
APPENDIX B: ONLINE PUBLIC INPUT SUMMARY
Which of the following community strategies do you think the City of
Fayetteville and its stakeholders should prioritize? Please order them
with 1 being the "most important."
Diverse commercials &
marketing materials
Municipal ID program
Welcoming signage
Host events to celebrate
immigrant culture
Barriers to obtaining
drivers' license
Barriers to boards,
committees, commissions
Chart that identifies
first step'
Cultural awareness
program
Multilingual forms
Transit expansions and
multilingual services
Welcoming hubs
Health &social
services directory
0 1 3 3 4 5 6 7 S 9 10
44
APPENDIX B: IN-PERSON PUBLIC INPUT SUMMARY
For this exercise, people were asked to place 5 sticky dots on the
community strategies that they'd like the City and its stakeholders to
prioritize.
Barriers to obtaining
drivers' license
Chart that identifies
First step
Host events to
celebrate immigrant
culture
Diverse commercials &
marketing materials
■ Welcoming signage
Municipal ID program
For this exercise, people were asked to place 3 sticky dots on the
economic strategies that they'd like the City and its stakeholders to
prioritize.
Affordable housing
Workforce development
Job fairs
0 Entrepreneurial support
Pair entrepreneurs
with mentors
Welcoming business
designation
Share immigrant
business success
stories
4S
Health & social services
directory
Transit expansions and
multilingual services
Cultural awareness
program
Welcoming hubs
Multilingual forms
Barriers to boards,
committees, commissions
Barriers to obtaining
drivers' license
Chart that identifies
First step
Host events to
celebrate immigrant
culture
Diverse commercials &
marketing materials
■ Welcoming signage
Municipal ID program
For this exercise, people were asked to place 3 sticky dots on the
economic strategies that they'd like the City and its stakeholders to
prioritize.
Affordable housing
Workforce development
Job fairs
0 Entrepreneurial support
Pair entrepreneurs
with mentors
Welcoming business
designation
Share immigrant
business success
stories
4S
--
APPENDIX B: IN-PERSON PUBLIC INPUT SUMMARY
For this exercise, people were asked to place 3 sticky dots on the
education strategies that they'd like the City and its stakeholders to
prioritize.
46
Expand child care and
pre -K
Financial literacy workshops
Ensure FPS can connect
families with resources
Expand ESL programs
-.7L
- - - , •, -
Introduction to City
24*/*
government classes
Student ambassador program
u
46
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