HomeMy WebLinkAbout2023-09-20 - Agendas - FinalCITY OF
FAYETTEVILLE
%PF ARKANSAS
MEETING AGENDA
Fayetteville Arts Council
September 20, 2023
6:00 pm
Hybrid: City Hall 113 Mountain Street, Room 111
Register in advance for this webinar:
https://us06web.zoom. us/webinar/register/WN_ICIXVFpaTDuej l 6SaXgWQA
Webinar ID
818 4023 6137
Members: City Council Member (Vacant), Arts Council Chair, Chloe Bell, Arts and Culture Citizen -at
Large 06/30/25, , Jessica DeBari Citizen -at -Large 06/30/24;; Lara Hightower, Arts and Culture Citizen -
at -Large 06/30/25; Robert Stafford, Working Artist 06/30/25; Emily Miller, Working Artist 06/30/24;
Abigail Hill, Working Artist 06/30/26; Lakeisha Edwards, Arts and Culture Citizen -at -Large 06/30/26;
(Vacant), Working Artist 06/30/25
City Staff: Staff Liaison, Joanna Sheehan Bell, Arts and Culture Director — Parks, Natural Resources
and Cultural Affairs; Alison Jumper, Director — Parks, Natural Resources and Cultural Affairs
Meeting Agenda Order
1. Call to Order and Roll Call (6:00)
2. Approval of meeting agenda (6:02)
3. Approval of the August 16 minutes (6:04)
4. Proposal Reviews/Discussion:
a. Arts and Culture Plan Update / Cultural Brief —Joanna Bell (6:05)
b. Fay Jones Sculpture Update —Bob Stafford (6:20)
c. Annual Proposal Review Update —Chloe Bell (6:25)
5. Work Plan Report —Joanna Bell (6:40)
a. Work Plan Updates
b. 2023 Budget Projections
6. Notes from the Field/Opportunities/Current Calls for Artists (7:00)
7. Other business and public comment (7:10)
8. Adjournment
Mailing Address:
113 W. Mountain Street www.fayetteville-ar.gov
Fayetteville, AR 72701
ULTURE
BELONGS
TO EVERYONE
A BRIEF REGARDING CURRENT STATE OF
ARTS & CULTURE IN FAYETTEVILLE
Prepared by Public Sphere Projects for
In advance of the launch of
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The City of Fayetteville, Arkansas
The Fayetteville Arts & Culture Plans
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TABLE OF CONTENTS
INTRODUCTION
PART 1 State of the regional arts and culture
ecosystem in Northwest Arkansas
PART 2 Coalition building and engagement toward
a cultural plan for Fayetteville, Arkansas
CONCLUSION
SOURCES
APPENDIX
03
05
11
25
27
ME$
1 1 2
INTRODUCTION
IT IS IN THIS ENVIRONMENT
OF POSSIBILITY AND OPTIMISM
THAT AN EFFORT IS UNFOLDING
TO CREATE A NEW FAYETTEVILLE
ARTS & CULTURE PLAN
This document is a snapshot of arts and culture in
Northwest Arkansas. It is simultaneously more and less
than a comprehensive, objective record. It gives voice
to the passions and preoccupations of Fayetteville's arts
practitioners, civic leaders, and community advocates.
It articulates the ambitions of a diverse group of people
who are deeply enmeshed in the cultural life of the com-
munity. And it offers context— both as formal data and
as informal conversations —for those ambitions.
It is intended as a foundational document, not a
final one. We do not wish to presuppose the outcome
of the hard work ahead: the productive conversations;
the heartfelt engagement; the rigorous planning; the
inevitably challenging choices. On the contrary, we
wish to give fuel to that process.
When CACHE, the regional arts agency, formed in
2020, it brought to the fore ongoing conversations
among private, institutional, and government stakehold-
ers who all recognized the imperative for regional cul-
tural planning. In initial meetings, some twenty leaders
agreed that arts and culture were vital to the future of
the region— and that municipal governments had a role
to play by investing in the sector. They were clear-eyed
both about the extraordinary creative assets of North-
west Arkansas, and about the threats that the region
faced. Consequently, leaders from five cities — includ-
ing Fayetteville — came together as a community of
practice with the goal of setting a coordinated regional
agenda for cultural policy. Convening in earnest in late
2021 and throughout 2022, this community of practice
came to be known as the Municipal Arts Alliance, or MAA.
In the context of MAA, municipal and cultural leaders
shared ambitions and anxieties related to the future of
the creative ecosystem in Northwest Arkansas. They
exchanged ideas and best practices and welcomed
dozens of knowledgeable peers from across the US, who
brought national perspective to issues such as municipal
finance, creative workforce development, artist housing,
and more. Within this community of practice, leaders
drafted and workshopped tactical tools such as ordi-
nances and staffing plans. With the support of CACHE
and consulting partners, and with funding from the
Walmart and Walton Family foundations, the MAA cohort
undertook significant, tangible cultural policy initiatives
in the area. The results speak loudly: all five municipal
governments now have staff positions dedicated to
the advancement of arts and culture; three cities have
formed, or are in the process of forming, independent
arts advisory councils; and the first comprehensive
cultural plan in the region has been completed.
It is in this environment of possibility and optimism
that an effort is unfolding to create a new Fayetteville
Arts & Culture Plan. The case for the importance of
arts and culture has been embraced by the City of Fay-
etteville, under the leadership of Mayor Lioneld Jordan.
Chief of Staff Susan Norton and Director of Parks, Natural
Resources and Cultural Affairs Alison Jumper, both MAA
participants, enthusiastically supported a cultural plan
and lent significant resources. Joanna Bell, inaugural Arts
& Culture Director, provided strategic leadership for this
work. Notably, the City convened a steering committee
comprising a diverse cross-section of cultural and
community advocates. It is to their credit that this
brief contains a thoughtful beginning to citywide
community engagement.
This report was prepared in consultation with
CACHE public art and policy expert Lucas Cowan. It
was lovingly designed by Northwest Arkansas -based
graphic artist Millie Cooper. And it was prepared by
Public Sphere Projects, a national urban planning
and placemaking advisory.
On behalf of Public Sphere Projects, CACHE, and the
City of Fayetteville, we invite you to read this brief as a
provocation — a portal to what the city can become.
And we are deeply grateful to everyone who lent time
and talent that shines through the following pages.
In solidarity,
Philip Barash
Public Sphere Projects
Dillon Goodson
Public Sphere Projects
Lucas Cowan
CACHE
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OVERVIEW
Between 2015 and 2022, multiple studies attended
to the state of the arts and culture ecosystem in North-
west Arkansas. The first of these, entitled "Strengthening
the Cultural Infrastructure of Northwest Arkansas," was
commissioned by the Walton Family Foundation and
completed in early 2015. The study, prepared by Wolf -
Brown, described the need for a regional approach to
cultural placekeeping and investment at all levels of the
creative ecosystem. That report led to the establishment
of a regional arts agency, eventually incorporated as
the nonprofit CACHE, the Creative Arkansas Cultural
Hub and Exchange.
Subsequvent studies examined multiple aspects
of the arts and culture ecology in the region. Below,
we summarize three key studies that address (1) music
ecosystems in the region, (2) needs and opportunities
related to artist housing and real estate, and (3) a recent
bird's eye view of the creative economy overall. Addi-
tionally, in the appendix, wehave included several other
pertinent reports.
In aggregate, these studies describe an energetic,
growing sector coming to terms with an ongoing trans-
formation from a collection of small cities to a dynamic
metropolis. Northwest Arkansas is among the top five
fastest -growing regions in the U.S.; its population growth
is correlated with the expansion of a skilled workforce,
increasingly diverse ethnic and racial composition, and
the development of a cosmopolitan character of place.
In turn, the arts ecosystem is abundant with well -re -
sourced cultural institutions, philanthropic and corpo-
rate patrons, and creative opportunities. It is no surprise,
then, that the creative economy in the State of Arkansas
is the third largest employer statewide, after logistics
and perishable and processed foods (attributable to
the dominance of Walmart, Tyson, and J.B. Hunt in
the local economyY
ECOSYSTEM ASSETS
AND CHALLENGES AND
HIGHLIGHTS FROM CACHE
CANVAS SURVEY
In Northwest Arkansas, residents not only have
access to world -class cultural institutions, but embrace
them. In the first ten years of its operations, for example,
Crystal Bridges welcomed more than 5.6 million visitors
through its doors; nearly as many more visitors enjoyed
access to public art on its grounds.3 Alongside blockbust-
er museums and attractions, a strikingly diverse creative
scene is burgeoning. Some 22% of arts and culture
organizations in the region identify as BIPOC-led and
55% report a majority of women -identifying staff.' Art
forms and disciplines are likewise varied, with visual arts,
culture, and music accounting for roughly two-thirds of
the regional ecosystem, with the rest distributed among
theater, public arts, dance, literary arts, and multidisci-
plinarywork.s
Yet there are growing pains: among them is a sense of
cultural displacement, competition for funding, and lack
of technical assistance, venues, and housing for artists
and culture bearers. Additionally, artists surveyed by
CACHE in 2021 report that they cannot sustain them-
selves as full-time practitioners; only a quarter of their
income comes from creative practice. These structural
and individual needs are reflected in Fayetteville, as
elaborated in the following section. (see page 11
of this brief.)
6
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arts, cultural,
and recreational
offerings are
comparable to
at of a mai
ity or metro are
PROPOSED AND ONGOING
INVESTMENTS INTO THE
CREATIVE ECOSYSTEMAND
HIGHLIGHTS FROM HEART-
LAND FORWARD REPORT
A consensus regarding support for the creative
industries and the cultural ecosystem is emerging
among municipal leaders, cultural agents, and econ-
omic development experts. This position is summarized
in a set of recommendations delivered by Heartland For-
ward.6 Heartland acknowledges that Northwest Arkansas'
"arts, cultural, and recreational offerings are compara-
ble to that of a major city or metro area," but suggests
increasing investment — financial and otherwise —
into the system. It gives special importance to support-
ing "local and regionally sourced culture" ranging from
music, to craft, to culinary arts. Such investment is nec-
essary not only to cultivate and retain local talent, but
to ensure well-balanced regional growth across all
economic sectors.
MUSIC ECOSYSTEM
IN NORTHWEST ARKANSAS
AND HIGHLIGHTS FROM THE
SOUND DIPLOMACY REPORT
Entitled the "Northwest Arkansas Music Ecosystem
Strategy and Action Plan" and delivered in 2019 by the
London -based Sound Diplomacy, this document pro-
poses a strategy to invest in, network, and promote the
music ecosystem in the region. It is based on multiple
stakeholder interviews and surveys, review of comparable
markets, asset mapping, and economic impact analysis.
Like other reports, its articulated goals include creating a
strong regional ecosystem, progressive regulation, music
education at all levels, talent development, and tourism
attraction. Key findings include:
• Overall economic impact of the music sector
is $389 million in total output (appx 1.5% of
regional economy)
• Music and related economic activity generates
1.81 % of regional employment, lower than Austin
(2.55%), Nashville (2.74%), and Asheville (2.7%)
• Direct output grew at a slower rate (10.4%) than the
regional economy (116.8%) between 2002 and 2016
• Asset map suggests a high concentration of music
education (including 50 schools and 94 choirs). The
overall number of music venues is high, but only 5
are purpose-built whereas others are occasional
or multi -purpose (e.g., bars, nightclubs.)
• Regulations in the region suggest a lack of munici-
pal grantmaking, dedicated music staff, or tourism
strategy; entertainment districts hospitable to music
(aside from Fayetteville); and accessible workspaces
/ hubs (aside from Fayetteville.)
The report identifies top opportunities for the
music industry in a diverse talent pool and an inflow
of audiences. On the other hand, threats include
housing affordability and lack of "test and fail," or low -
risk, venues for emerging artists. It also notes that
respondents named funding support, technical and
administrative support, and public transit to music
venues as persistent threats to the vibrancy of the
region. Top recommendations included:
• Governance: scene is disconnected and siloed.
Requires a common strategy and dedicated
music office to serve as champion.
• Regulations: favorable permitting for events and
liquor, lack of entertainment districts, uneven zon-
ing and nuisance regulation. Requires an agent of
change principle, in which the latest building has
the responsibility for adequate soundproofing.
• Grantmaking: no dedicated grants or business
incentives currently exist in the region. Only 18%
of respondents have accessed grant funding.
• Artist development: 82% of artists don't have any
artist support (marketing, management, etc.). Few
opportunities for paid performances. Shortage of
development pipeline, promotions, music technolo-
gy. Requires fairer remuneration for artists.
• Audience: Gaps in music venue ladder, uneven
competition between local and national artists,
lack of coverage and promotion.
• Tourism: Music should be positioned as an asset
in tourism attraction strategies. A broader regional
scope (incl Huntsville or Chattanooga) may offer
new partnership opportunities.
7 8
ARTS SPACES AND REAL
ESTATE DEVELOPMENT
AND HIGHLIGHTS FROM
THE ARTSPACE REPORT
An arts market study was conducted as a follow-up to
an earlier assessment, in November 2018, by Artspace.
Artspace surveyed artists and creatives from Fayett-
eville, Bentonville, Rogers, and Springdale and focused
specifically on demand for artist space — residential,
live/work, and shared — in the context of community
development. The study's purpose was threefold: deter-
mine demand, inform planning and design, and energize
the community around the project. Some 811 people re-
sponded to the survey. The following findings are salient:
• New artist space creation, including 80 affordable
live/work units can be created to meet demand,
as well as 37 private studios. Additionally, shared or
flexible spaces for art and culture practitioners can
be incorporated into new real estate development.
Notably, Fayetteville was selected as the highest
priority for artist relocation, followed by Bentonville.
• Financing can be sourced from the Department of
Housing and Urban Development (HUD) financing
tools are available to make live/work space afford-
able, with 84 artists self -identified as meeting the
income threshold of up to 60%Area Median Income
(AMU. HUD financing offers an attractive subsidy to
practicing artists in Northwest Arkansas, given that it
is currently common for income -qualified artists to
rent space, and to pay higher rent than the amount
determined by HUD.
A NOTE ON
CONTRADICTIONS
The studies cited above supply useful background on
a dynamic, rapidly changing region. However, it should
be noted that some of the information is, at this point,
out of date. For instance, in the years since the publica-
tion of the Sound Diplomacy report, a number of venues
have been shuttered in the aftermath of the COVID-19
pandemic. And, according to feedback from Fayetteville
cultural leaders, many of the artists surveyed by Sound
Diplomacy have relocated from the region. It is likewise
notable that the findings of these reports demonstrate
inconsistencies. Consider one contradiction: while
the "Arts & The Economy" brief produced by the NGA
celebrates the creative economy as the third -largest
economic sector, ArtSpace points out that the over-
whelming majority of self -identified creatives are unable
to make a living from their practice, and have incomes
low enough to qualify for HUD assistance. Finally, the
data represented in this section does not always reflect
the lived experience of working artists, makers, and cul-
ture -bearers in the region. Conversations with cultural
leaders and other stakeholders revealed other crucial
points of debate. Among them were: the suggested
number of housing and work -live units for artists, which
was perceived as undercounted; the scale of the creative
economy, which was perceived to be exaggerated; and
the representative size of surveyed respondents, which
was perceived as narrow and limited. The contradictions
and flaws evident across this body of literature are
crucial data points for a cultural planning effort.
THE CONTRADICTIONS AND
FLAWS EVIDENT ACROSS THIS
BODY OF LITERATURE ARE CRUCIAL
DATA POINTS FOR A CULTURAL
PLANNING EFFORT.
CURRENT AND ONGOING
CONDITIONS AND OUTCOMES
Across the region, change has been catalyzed as a
result of these reports. However, progress is uneven.
Some priorities — such as clearing pathways for emerg-
ing musicians — have secured funding and are gaining
momentum. Others have become more urgent, such
as the creation of affordable housing. Yet others have
fallen by the wayside, due to shifting market demands
and grantmaker guidelines. Furthermore, the COVID-19
pandemic created a major disruption, notably shutting
down performing venues and making the livelihoods
of practicing artists more precarious.
Despite these challenges, since the publication of
the WolfBrown, Heartland Forward, Sound Diplomacy,
Artspace, and other related studies, significant mile-
stones have already been accomplished in Northwest
Arkansas. These include:
• Incorporation of the Creative Arkansas Community
Hub and Exchange as a regional arts advocacy
and support agency
• The first comprehensive cultural plan for
the City of Rogers, completed by WXY'
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• Dedicated cultural staff positions in the municipal
governments in the City of Rogers and the City
of Fayetteville
• Additional municipal staff capacity in Siloam
Springs, Springdale, and Bentonville
• Establishment of the Municipal Arts Alliance, a region-
al community of practice focused on art and culture"
• Philanthropic priorities at the Walton Family
Foundation and Tyson foundation shifting in
support of smaller -scale creative practices
These are promising vectors for the state of arts and
culture in Northwest Arkansas. As the City of Fayetteville
inaugurates the cultural planning process, this body of
support and knowledge will serve as a foundation for
greater understanding and engagement across the
creative ecosystem.
9 10
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In advance of launching a comprehensive cultural
planning effort, the City of Fayetteville engaged CACHE
to support a pre -planning process. This support enabled
CACHE to retain Public Sphere Projects, on behalf of the
City of Fayetteville, to structure an inclusive, citywide
community engagement process intended to create a
strong network of constituents, allies, and partners who
will contribute to the subsequent cultural planning effort.
Over a period of approximately six months, from
February through July 2023, the planning team devel-
oped actionable, measurable objectives for the engage-
ment process, identified community organizations, civic
leaders, and culture -bearers to serve as ambassadors
for the engagement process, convened a broad -based
steering committee, inclusive of community members,
artists, and city representatives, and mapped constituent
segments in order to focus engagement on traditionally
underrepresented audiences. The following pages of this
document summarize this work.
There are two aspects of the pre -planning process that
will be of particular relevance to the forthcoming cultural
planning effort. First, in consultation with the steering
committee, the planning team developed a comprehen-
sive engagement framework, specifying key audiences
and suggesting engagement modalities that can be uti-
lized to reach these audiences (see page 15 of this brief).
Next, the planning team conducted a series of interviews
with several of these stakeholders, including members
of the steering committee, which revealed high-level
observations about arts and culture in Northwest Arkan-
sas as well as goals and ambitions for the Fayetteville Arts
& Culture Plan (see page 23 of this brief).
Taken together, this preliminary research and en-
gagement can serve as the foundation for the cultural
planning process, facilitating a preliminary understanding
of the state of arts and culture in Northwest Arkansas and
offering key insights to ground the selected consultant's
work. While this work has been thorough, it is not exhaus-
tive. The cultural planning process will undoubtedly un-
cover additional insights that will ultimately inform how
they approach the cultural planning process. Therefore,
there must be flexibility within the framework that we
have created — and a shared commitment to evolve
and adapt the planning process as additional insights
are revealed.
11 12
PLANNING TEAM
NAME
AFFILIATION
CATEGORY
Joanna Sheehan Bell
Arts and Culture Director, City of Fayetteville
Staff
Allson Jumper
Director of Parks, Natural Resources,
Staff
and Cultural Affairs, City of Fayetteville
Susan Norton
Chief of Staff, City of Fayetteville
Staff
Philip Barash
Co-founder, Public Sphere Projects
Consultant
Dillon Goodson
Co-founder, Public Sphere Projects
Consultant
Lucas Cowan
Director of Cultural Policy, CACHE
Partner
Lisa Marie Evans
Director of Creative Development, CACHE
Partner
STEERING COMMITTEE
Britin Bostick
City of Fayetteville
Civic
Bryce Brisco
Community Creative Center
Art
Jessica DeBari
Fayetteville Arts Council
Community
Lakeisha Edwards
Art Ventures
Art
Heather Elzey
City of Fayetteville
Civic
Jeremy Hudson
Specialized Real Estate Group
Community
Milcah Hulen-Posnak
Student
Community
Sarah King
Experience Fayetteville
Civic
Jasper Logan
KUAF
Art
Steve Sheeley
City of Fayetteville, Parks and Recreation Advisory Board
Community
Olivia Trimble
Sleet City Signs & Murals
Art
Lia Uribe
Department of Music, University of Arkansas
Art
Nate Walls
Second Helping NWA
Community
13
KEY STAKEHOLDER GROUPS
The stakeholder groups identified in this section were crowd -sourced from multiple steering committee
conversations, including a stakeholder mapping exercise conducted in our inaugural meeting and subsequent
interviews with members. Like the rest of the research contained in this report, this list is not exhaustive. Instead,
it reflects the committee's best effort to identify demographic and psychographic profiles of stakeholder groups
that represent a diverse cross-section of Fayetteville. Therefore, it can serve as a starting point for further
exploration and deeper engagement with key audiences.
ARTIST
COMMUNITIES
The artist community in Fayetteville is a dynamic and
diverse hub of creativity that spans various disciplines,
including the visual and performing arts. Fueled by a col-
laborative spirit, the art scene thrives in eclectic galleries,
local festivals, and intimate performance venues. Educa-
tional institutions like the University of Arkansas inject
creative energy and resources into the community, while
the city's 150 public art installations enhance the city's
visual landscape.
Suggested outreach modalities:
• Leverage the wide reach of local arts organizations,
including the Walton Arts Center, TheatreSquared,
Fenix Arts, and the University of Arkansas School of
Art, to disseminate information about the cultural
planning process and gather feedback from artists
and patrons.
COLLEGE AND
UNIVERSITY
STUDENTS AND
ADMINISTRATORS
Located in Fayetteville, the University of Arkansas is
the state's largest university, with 30,936 students en-
rolled in undergraduate and graduate programs. It is also
one of the region's largest companies, employing 1,490
faculty and 3,350 staff.' Other colleges and universities
in the region include NorthWest Arkansas Community
College in Bentonville and John Brown University in
Siloam Springs, whose enrollments collectively
exceed 6,000 students.10
Suggested outreach modalities:
Host public meetings on college campuses, tapping
into student clubs and organizations (e.g. Art school,
Greek life, etc.).
• Explore digital solutions as an effective alternative
to in -person engagement.
Steering committee member Lia Uribe mentioned
she could make a connection to the University of
Arkansas to offer space for a listening session.
FAITH -BASED
ORGANIZATIONS
Arkansas ranks among the top five most religious
states in the country, according to the Pew Research
Center, with 2 in 5 residents attending religious services
at least once per week." The greater Fayetteville metro
area, encompassing the cities of Fayetteville, Benton-
ville, Rogers, and Springdale, is home to 470 religious
organizations and churches. Together, these institutions
employ 268 individuals and generate annual revenue
exceeding $31 million.12
Suggested outreach modalities:
• Advertise community surveys in religious institu-
tion newsletters. Identify an in -person engagement
method that reaches multiple congregations.
• Steering committee members Jasper Logan and
Steve Sheeley offered to facilitate introductions
to local religious institutions.
HISTORICAL
SOCIETIES
Northwest Arkansas is home to several historical
societies that play a vital role in preserving, promoting,
and educating the public about the region's history.
Organizations like the Washington County Historical
Society and the Ozark Society have a pronounced
presence in Fayetteville, hosting regular events such
as lectures, workshops, and tours to engage the
community and share knowledge about significant
events, influential figures, and cultural heritage.
Suggested outreach modalities:
• Present at a regular meeting of Fayetteville's local
historical societies. Steering committee members
Heather Elzey and Britin Bostick offered to help
identify and prioritize speaking opportunities.
15 16
MARSHALLESE
COMMUNITY
More than 15,000 Marshallese live in northwest Arkan-
sas, with the largest contingent living in Springdale. They
migrated seeking education and better opportunities
— and as a result of the U.S. government's use of the
Marshall Islands to conduct nuclear testing in the 1940s
and 1950s. The Marshallese community is close-knit,
with strong cultural and religious practices. They work in
various industries, particularly poultry (an estimated 30%
of Tyson Foods' workforce in Springdale is Marshallese).13
Suggested outreach modalities:
• Partner with the Arkansas Coalition of Marshallese to
conduct interviews and focus groups with members
of the Marshallese community.
• Located in Fayetteville, the congregation of the
Good Shepherd Lutheran Church has many Mar-
shallese members. Steering committee member
Olivia Trimble mentioned she would be able to
facilitate an introduction to the church.
NATIVE AMERICAN
COMMUNITY
Northwest Arkansas is home to several Native
v American tribes with rich cultural and historical
significance. Among the prominent tribes are the
Osage, Quapaw, and Caddo, as well as the Cherokee,
who traveled through the region on the Trail of Tears.
These tribes leave behind a legacy of vibrant traditions,
intricate craftsmanship, and a deep connection to the
land. Today, their cultural heritage continues to be
celebrated and honored by both tribal communities
and the wider population.
Suggested outreach modalities:
• Establish connections to various tribal organizations
that are present throughout Northwest Arkansas,
including student organizations at the University
of Arkansas.
• Planning team and steering committee members
Alison Jumper, Joanna Sheehan Bell, and Jessica
DiBari indicated they have connections to Native
American tribes within Northwest Arkansas. Addi-
tionally, members suggested reaching out to Sum-
mer Wilkie, who serves as youth programs coordina-
tor for the Indigenous Food & Agriculture Initiative
AMONG THE PROMINENT TRIBES
ARE THE OSAGE, QUAPAUF AND
CADDO, AS WELL AS THE CHEROKEE,
WHO TRAVELED THROUGH THE
REGION ON THE TRAIL OF TEARS.
NEIGHBORHOOD
ORGANIZATIONS
AND APARTMENT
Fayetteville is home to many different neighborhood
organizations that serve residents in established and
new communities. These organizations often organize
community events, facilitate communication with local
leaders, and work towards improving the quality of life
within their neighborhoods. Similarly, there are a number
of apartment communities located within rental build-
ings throughout Fayetteville, which are often home
to younger and more diverse audiences that can be
overlooked in traditional planning processes.
Suggested outreach modalities:
• Conduct outreach at neighborhood association
meetings and events.
• Reach apartment dwellers by contacting apartment
building management. Steering committee mem-
ber Jeremy Hudson offered to help identify building
management and facilitate introductions.
OLDER ADULTS
Fayetteville is home to approximately 9,000 residents
who are aged 65 years and over, making up about 9% of
the city's population. This proportion is roughly half of
the national average for the United States, as reported
by the U.S. Census Bureau, meaning that Fayetteville is a
young city by statistical standards.14 Still, engaging older
persons in community engagement is essential for har-
nessing their unique perspectives, ensuring inclusive de-
cision -making processes, and fostering intergenerational
connections for a more vibrant and creative community.
Suggested outreach modalities:
• Conduct outreach and host community meetings
at places where older adults gather, including the
Osher Lifelong Learning Institute (OLLI), the Fayette-
ville Newcomer's Club, pickleball clubs, volunteer
communities (e.g., Botanical Garden of the Ozarks,
Walton Arts Center, etc.), and senior centers.
• Offer accessible transportation to enable older
adults to attend offsite community meetings
vand workshops.
17 18
FAYETTEVILLE IS HOME TO
APPROXIMATELY9r000 RESIDENTS
WHO ARE AOED 6SYEARS AND OVER,
MAKINOUP ABOUT 9% OF THE
OTHER MINORITY
COMMUNITIES
Approximately 79% of Fayetteville's residents identify
as white alone, slightly higher than the national share.
Among the racial minorities present in Fayetteville, the
largest share (7.7%) identify by two or more races, 7.5%
identify as Hispanic or Latino, and 5.9% identify as Black
or African American alone. Meanwhile, 2.8% identify as
Asian alone.15 The Vietnamese community is especially
pronounced in Northwest Arkansas; the state was one
of four national entry points for the resettlement of
refugees who were provided a safe haven after assisting
American military forces during the Vietnam War.16
Suggested outreach modalities:
• Conduct listening sessions to gather feedback
and build trust with minority communities. Steering
committee member Jasper Logan offered to help
build a community engagement strategy toward
this objective.
Leverage news media (e.g., KDIV 98.7 FM,
the `Voice Of Diversity') and faith -based com-
munities (e.g. Temple Shalom) to reach racial
and religious minorities.
CITY'S POPULATION.
PRIMARY AND SECOND-
ARY SCHOOL STUDENTS
AND ADMINISTRATORS
Every day, Fayetteville Public Schools caters to the ed-
ucational needs of approximately 10,500 students. This
includes one high school, two junior high schools, two
middle schools, one combined middle and elementary
school, eight elementary schools, one virtual academy,
and one alternative learning environment." Mean-
while, 7 private schools accommodate 1,546 students,
meaning that approximately 13% of all K-12 students
in Fayetteville receive education in private schools. This
is significantly higher than the average for the state of
Arkansas, which stands at 6%.1$
Suggested outreach modalities:
• Host informal engagement events where youth
congregate, such as school clubs and organizations
(e.g., Scouts, sports programs, arts clubs, etc.). En-
gage students outside of an academic environment
to encourage genuine responses.
• Explore digital solutions as an effective alternative
to in -person engagement.
UNHOUSED PEOPLE
COMMUNITIES
Establishing trust and building relationships with
unhoused people during the cultural planning process
will shed light on how a stakeholder group that is tradi-
tionally overlooked by planning processes interacts with
—and perceives — the arts in Fayetteville. According to
a recent count, there were 343 individuals experiencing
homelessness in Northwest Arkansas in 2022. Among
them, Washington County accounted for 198, Benton
County had 81, Carroll County had 23. For 41 individuals,
the county data was unavailable. Out of the total count,
100 individuals were unsheltered, while 165 found ref-
uge in emergency shelters, and 78 were accommodated
in transitional housing."
Suggested outreach modalities:
• Connect with local homeless service providers,
shelters, and advocacy organizations to identify
individuals who may be interested in participating
in community planning discussions.
VETERANS
There are approximately 4,000 veterans living in
Fayetteville, according to the U.S. Census Bureau.20
Local veterans' service organizations include the VFW,
American Legion, and a federally -run Vet Center, which
offers confidential help for veterans, service members,
and their families, including counseling for needs such
as depression, post -traumatic stress disorder (PTSD), and
the psychological effects of military sexual trauma.
Suggested outreach modalities:
• Establish relationships with local veterans' service
organizations. Host community meetings at VFW
and American Legion halls.
19 20
KEY INSIGHTS FROM
PRELIMINARY OUTREACH
HIGH-LEVEL OBSERVATIONS
In June, Public Sphere Projects conducted a series of interviews with key stakeholders, including members
of the steering committee, to collect perspectives on the current arts and culture landscape in Fayetteville.
These conversations also revealed early insights about community members' goals and aspirations for the
Fayetteville Arts & Culture Plan. These conversations are summarized below.
As Fayetteville grows, many artists find themselves
priced out of the real estate market. That's a threat not
only to creative practitioners, but the identity of the
city as a funky, intersectional, irreverent place.
Mount Sequoyah is part of the creative geography
of the city. Its future is connected to the rest of the
ecosystem —working artists, academic institutions,
the tourism sector. These connections ought to be
strengthened, both programmatically and physically.
Key to Mount Sequoyah's work —and to sustaining
an ecosystem — is facilitating intergenerational cont-
act between older practitioners, who carry hippie and
back -to -land ethics, and emerging artists drawn by
the university.
Jessica DeBari
Historic preservation is lopsided, by definition. It is
challenged to honor the cultural identities of people who
historically lacked access to resources. A cultural plan
can help to fill the gaps of the historic preservation plan.
Change is inevitable and is reflected in the city's
built fabric. Residents of Fayetteville may resist change,
but they are beginning to understand the necessity of
managing it. An action -based plan may help to mitigate
losses of arts and culture.
The Fayetteville Arts & Culture Plan ought to identify
areas where the private sector can invest— and those
where it cannot. A plan has to be greater than a list of
goals, and amount to a truly shared vision.
Britin Bostick
THE FAYETTEVI LLE ARTS &
CULTURE PLAN OUGHT TO
IDENTIFY AREAS WHERE THE
PRIVATE SECTOR CAN INVEST -
AND THOSE WHERE IT CANNOT.
- JESSI CA DEBA RI
Fayetteville has plenty of young talent and energy —
particularly among high school and college students.
There is also a significant audience. But they have limited
opportunities to perform, connect, and grow in Fayette-
ville. More accessible venues, equipment, and other
resources are required.
Young artists are often not taken seriously enough;
this can lead to talent leaving the region.
An entire network of informal venues, producers,
events, festivals, etc. already serves the under-21 scene.
It is mostly underground — sometimes hidden from
view on purpose. Nevertheless, this network needs
more visibility and investment.
Milcah Hulen-Posnak
Fayetteville is unique in the region for being culturally
diverse, open-minded, and generally accepting of new
ideas. More than any one style of art or venue, this
attitude is at the core of the city's cultural character.
Beyond downtown and university districts, much of
Fayetteville lacks cultural infrastructure. New develop-
ments especially are disconnected from culture. Devel-
opment patterns should be centered on "third spaces"
such as libraries, small venues, coffee shops, and the like.
With multiple new cultural spaces and venues coming
online in downtown Fayetteville, there's an apparent
need for a dedicated organization to manage, maintain,
program, and market this growing collection of
civic assets.
Jeremy Hudson
21 1 22
GOALS FOR THE CULTURAL PLAN
Following a series of stakeholder interviews in June, the planning team facilitated a workshop inviting steering
committee members to express their individual goals for the Fayetteville Arts & Culture Plan. As part of this
discussion, the committee also co -created a unified goals statement, which is listed last, below.
Britin Bostick
"A cultural plan will craft a shared vision for the City of
Fayetteville's investment in arts & cultural expression
by elevating artists' voices, setting funding priorities,
identifying partners in this work, clarifying the support
structures needed to achieve the plan goals and the
City's role in creating or maintaining those structures,
and providing opportunities for artistic expression and
cultural representation in the public realm."
Jessica DeBari
"A cultural plan will support and strengthen an inclusive
creative community for creators, storytellers, and audi-
ences by preserving and expanding our creative ecosys-
tem through increased municipal and cultural invest-
ment in opportunities for creative spaces and resources
that connect us with each other, audiences, and patrons
to build a bright future grown from the vitality a thriving
arts ecosystem provides.
Lakeisha Edwards
"A cultural plan will embrace and integrate both new
residents and locals, ensuring everyone feels seen and
heard in our community by actively involving them in
cultural initiatives, providing platforms for their voices
to be heard, and fostering a sense of belonging through
inclusive arts and cultural programs. This plan aims to
create a vibrant and inclusive cultural ecosystem that
benefits and unites all members of the community."
Heather Ellzey
"A cultural plan will inspire and engage artists, residents,
and young people by developing and cultivating a con-
nection and interest in local art and artists."
This plan aims
to create a
vibrant and
inclusive
cultural
ecosystem
that benefits
and unites
all members of
the community.
Dr. Lia Uribe
"A cultural plan will identify cultural resources and de-
velop a case for the arts as a vehicle for social impact for
local artists and communities by measuring and collect-
ing data."
Co -created statement
"A cultural plan will encompass the full breadth of what
art can be. It will expand the definition of artists, cultural
practitioners, and self -identified creatives. It will embrace
people who are not traditional art and culture consum-
ers, extending an invitation to participate in the arts to
all Fayetteville residents. It will strengthen the identity of
the community, make a case for the work of administra-
tors and organizers, and build capacity among volun-
teers and supporters."
23 24
I
...PROVIDE A ROADMAP TO
POLICYMAKERS AND CITY AOENCIES
FOR OPERATIONALIZINO THE PLAN
In 2028, Fayetteville will mark the 200th anniversary
of when George McGarrah settled with his family at the
modern-day corner of Spring and Willow in a move that
gave birth to the city we know today. This will be an occa-
sion not for looking back — but for looking ahead —
to a future that is more innovative and inclusive.
In the same spirit, the Fayetteville Arts & Culture Plan
will be more forward -looking and aspirational. Through
engagement with a steering committee of a dozen
Fayettevilleians who came together because they reflect
a cross-section of the city's arts and culture ecosystem,
five commitments for the planning process have been
articulated. These should serve as north stars in Fay-
etteville's efforts to develop a cultural plan, circulated as
broadly as possible, to ensure that everyone involved in
developing the plan is doing so with the same collective
vision and shared commitment.
An effective cultural plan must...
• ...build the broadest possible
coalition of stakeholders
• ...create multiple entry points for people
regardless of language, ability, etc.
• ...acknowledge the growth and
evolution of this dynamic region
• ...honor the past, but be future -focused
• ...focus on Fayetteville, but recognize
its place within the region
• ...provide a roadmap to policymakers and
City agencies for operational izing the plan
As the city's legacy converges with the anticipation
of a dynamic future, Fayetteville's forthcoming cultural
plan invokes a profound sense of continuity and evolu-
tion. Its conception, informed by the voices of a diverse
ensemble of local artists and cultural contributors, fuels
an environment of shared ambition. These commit-
ments, acting as guiding constellations, illuminate the
collective trajectory toward a cultural blueprint that
resonates across the community.
26
1. Study of the Cultural Ecology in Northwest Arkansas. Walton Family Foundation. Accessed July 17, 2023
2. Arts & The Economy. NGA Center for Best Practices.
3. Crystal Bridges Museum ofAmerican Art Celebrates 10 Years of Expanded Arts Access in the Heartland.
Crystal Bridges Museum of American Art. Accessed July 12, 2023.
a. CACHE Canvas. CACHE.
5. CACHE Canvas. CACHE.
6. Northwest Arkansas Economic Recovery Strategy. Heartland Forward. Accessed July 12, 2023.
7. Rogers Cultural Plan. WXY architecture+ urban design.
8. Municipal Arts Alliance. CACHE. Accessed July 12, 2023.
9. Quick Facts. University of Arkansas. Accessed on July 12, 2023.
lo. College Scorecard. U.S. Department of Education. Accessed on July 12, 2023.
11. Howreligious is yourstate? Pew Research Center. Accessed on July 12, 2023.
12. Fayetteville, AR religious organizations. Cause IQ. Accessed on July 12, 2023.
13. Marshallese Communityin Arkansas. Marshallese Educational Initiative. Accessed on July 12, 2023.
14. QuickFacts. U.S. Census Bureau. Accessed on July 12, 2023.
15. QuickFacts. U.S. Census Bureau. Accessed on July 12, 2023.
16. Indochinese Resettlement Program. Encyclopedia of Arkansas. Accessed on July 12, 2023.
17. About Us. Fayetteville Public Schools. Accessed on July 12, 2023.
18. Best Arkansas Private Schools (2023). Private School Review. Accessed on July 12, 2023
19. Regional organizations, volunteers count residents experiencing homelessness in Northwest Arkansas.
Arkansas Democrat -Gazette. Accessed on July 12, 2023.
20. QuickFacts. U.S. Census Bureau. Accessed on July 12, 2023.
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