Top priorities identified by the Fayetteville Board of Mayor and Aldermen in the final report of its strategic planning session for 2019 include the following:

  • Public restrooms downtown
  • Drainage issues and regulations
  • Sidewalk repair and expansion
  • Street repair and maintenance coordination with Fayetteville Public Utilities
  • New recreation center
  • Recycling center upgrade
  • Relocation of the Farmers Market
  • South Main streetscape
  • Citywide fleet maintenance plan
  • Fire Department study
  • Employee wage review
  • Regional recreational tournament recruitment
  • Building the capital reserve fund and the establishment of minimums
  • Annual review of the employee handbook
  • A formal documented retention plan
  • Refresh and expand the city website
  • Re-establish the city planner’s position
  • Expansion of the fireworks show and Christmas activities in the park
  • Improving community outreach
  • Residential recycling curbside pickup
  • Business incentives and recruitment

The priorities, highlighted in the final report adopted by the Board of Mayor and Aldermen during their April session, were identified as officials met in its annual goal-setting retreat, held earlier this year at Fayetteville Public Utilities.

With each board member present, the daylong meeting was facilitated by Joe Cosentini, a management consultant with the Municipal Technical Advisory Service (MTAS), and by Scott Collins, Fayetteville’s city administrator.

In addition, the board reviewed its established mission and vision statements, which are designed to guide the overall direction of the strategic decision-making process. Its mission is, “The City of Fayetteville shall provide municipal services to maintain and grow the city in a fiscally responsible way for the benefit of our citizens,” and its current vision statement is, “Where tradition meets tomorrow.”

Officials did discuss an alternative vision statement – “In the City of Fayetteville, we believe in supporting our community. We promote and foster our local economy by assisting current and potential residents, businesses, and partners with ways to increase and strength their quality of life.” The use of an expanded statement, however, is expected to be made at some point in the future.

As part of the meeting, officials assessed the city’s strengths, weaknesses, opportunities and threats.

Strengths numbered at well over 50, ranging from its central location, highways, regional airport, strong utilities system, to educational opportunities, historic downtown, greenway projects and low property tax rate.

Weaknesses ranged from the need for sidewalk and street improvements, current low income levels, to blighted areas, ability to annex, retail leakage to Alabama, and the desire for new higher-end restaurants, retail or grocery stores.

Opportunities for the future included Camp Blount Historic Site, riverwalk and greenway development, expanded vocational training, incentives to recruit industries, educational opportunity zones, and the expanded use of grant funds.

Among the threats cited were the impending loss of a major industry, suicide, fringe area growth to the south, recreational competition, natural disasters, general drug use, and deterioration of downtown buildings.

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