Bentonville economic development strategic plan lists infrastructure, retail and enhancing assets as focus areas – Northwest Arkansas Democrat-Gazette

Bentonville Strategic Plan for Sustainable Urban Development

1.0 Introduction and Strategic Context

The Bentonville Area Chamber of Commerce, in collaboration with municipal and community stakeholders, is advancing an economic development strategic plan, titled “Bold Bentonville.” This initiative represents a multi-stakeholder partnership, aligning with Sustainable Development Goal 17 (Partnerships for the Goals), to proactively manage urban expansion. The primary objective is to guide growth in a manner that preserves community identity while addressing the economic and social challenges that accompany it, directly supporting the aims of SDG 11 (Sustainable Cities and Communities). The plan seeks to reconcile the disparity between a tax base of approximately 60,000 residents and the extensive community assets it must support.

2.0 Data Analysis and Alignment with Sustainable Development Goals

The plan’s foundation is built on comprehensive data analysis, focus group consultations, and a resident survey involving 1,400 participants. The findings highlight several areas of concern that intersect with key SDGs.

• Demographic and Economic Profile: Bentonville is characterized by a young, educated, and high-income population, with a 2024 median household income of $104,355.
• Challenges to Inclusive Growth and Sustainability:
  • Housing Affordability: With a median home value of $368,688 and median rent of $1,143, housing costs exceed national and regional averages. This presents a significant challenge to SDG 11.1 (Safe and Affordable Housing) and risks exacerbating social stratification.
  • Income Disparity: A widening gap between high-income professionals and the local workforce threatens social cohesion and is a direct concern for SDG 10 (Reduced Inequalities). The plan prioritizes shrinking this gap to ensure essential workers can afford to live within the community.
  • Infrastructure Strain: Rapid growth is placing considerable pressure on essential services, including water, sewer, roads, and education. This underscores an urgent need for investment in resilient systems as outlined in SDG 9 (Industry, Innovation and Infrastructure) and SDG 6 (Clean Water and Sanitation).
• Community Priorities: The resident survey identified cost of living and housing affordability as primary concerns, reinforcing the plan’s focus on creating an inclusive and sustainable urban environment.

3.0 Core Pillars of the Strategic Plan

The “Bold Bentonville” plan is structured around three strategic pillars designed to foster balanced and sustainable development.

1. Developing Sustainable Infrastructure

   This pillar calls for a collaborative, business-supported approach to address infrastructure deficits. The goal is to build resilient systems capable of supporting long-term economic and population growth, directly contributing to SDG 9 and SDG 11.

2. Fostering Inclusive Economic Growth through Retail and Tourism

   The plan aims to attract new retail development to enhance the quality of life, boost tourism, and increase sales tax revenue. This strategy promotes SDG 8 (Decent Work and Economic Growth) by creating local employment and generating public funds necessary for infrastructure improvements and community services.

3. Enhancing Community Assets for Shared Prosperity

   This pillar focuses on leveraging Bentonville’s significant assets—including major corporations, cultural institutions like Crystal Bridges Museum of American Art, and emerging health and wellness campuses. The objective is to catalyze economic development that benefits all residents while protecting the community’s cultural heritage and charm, aligning with SDG 11.4 (Protect the World’s Cultural and Natural Heritage) and SDG 8.

4.0 Implementation, Funding, and Governance

• Review and Finalization: The strategic plan is currently under review by key business stakeholders and the City Council to refine objectives and establish Key Performance Indicators (KPIs).
• Funding Model: The implementation strategy relies on a public-private partnership model, consistent with SDG 17. The goal is to raise $1.5 million annually over a five-year period to fund staffing, marketing, and programmatic activities.
• Stakeholder Endorsement: The plan has received support from municipal leaders and tourism officials, who recognize its potential to drive sustainable investment, support local entrepreneurs, and enhance community vitality for both residents and visitors.
• Official Launch: A formal presentation of the plan to regional chief executive officers is scheduled for December 4.

Sustainable Development Goals (SDGs) Addressed in the Article

SDG 8: Decent Work and Economic Growth

• The article focuses on the “Bold Bentonville” economic development strategic plan, which aims to manage and facilitate economic growth. This aligns with SDG 8’s goal of promoting sustained, inclusive, and sustainable economic growth. The plan seeks to leverage major assets like Walmart and the Crystal Bridges Museum to create more economic development and generate sales tax revenue, directly contributing to local economic vitality.

SDG 9: Industry, Innovation and Infrastructure

• One of the three main themes of the strategic plan is infrastructure. The article explicitly mentions the need to address the strain growth is having on “water, sewer, roads, trails and the education system.” This directly connects to SDG 9’s objective of building resilient infrastructure to support economic development and human well-being.

SDG 11: Sustainable Cities and Communities

• The core issue discussed is managing urban growth to maintain community character while addressing challenges like housing affordability and transportation. The plan aims to make Bentonville a more inclusive and sustainable community by addressing the “widening gap between the influx of high-income professionals… and the rest of the city’s workforce.” This directly relates to SDG 11’s goal of making cities and human settlements inclusive, safe, resilient, and sustainable.

Specific Targets Identified

Targets for SDG 8: Decent Work and Economic Growth

1. Target 8.2: Achieve higher levels of economic productivity through diversification, technological upgrading and innovation. The plan’s strategy to “leverage these and other assets in a way that creates more economic development” by focusing on tourism, retail, and major local institutions like the Alice L. Walton School of Medicine points towards diversifying the local economy and enhancing productivity.
2. Target 8.3: Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation. The “Bold Bentonville” plan itself is a development-oriented policy. The article mentions that the plan “supports local entrepreneurs and enhances the quality of life for residents,” aligning with this target.

Targets for SDG 9: Industry, Innovation and Infrastructure

1. Target 9.1: Develop quality, reliable, sustainable and resilient infrastructure… to support economic development and human well-being. The article states that a primary theme of the plan is to “improve infrastructure” and calls for the business community to “be a part of the solution” in addressing strains on roads, water, and sewer systems caused by growth.

Targets for SDG 11: Sustainable Cities and Communities

1. Target 11.1: By 2030, ensure access for all to adequate, safe and affordable housing. The article highlights housing affordability as a major challenge, noting that the “median home value in 2024 was $368,688.” A key part of the strategic plan is to shrink the affordability gap to “enable some of these essential workers to afford to live in Bentonville.”
2. Target 11.3: By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management. The entire article describes a process of sustainable urban planning. The plan’s development involved “soliciting input from 14 local focus groups and conducting a resident survey,” demonstrating a participatory and integrated approach to managing Bentonville’s growth.

Indicators Mentioned or Implied

Indicators for SDG 8: Decent Work and Economic Growth

• Sales Tax Revenue: The plan’s focus on bringing more retail is explicitly meant to “generate more sales tax revenue,” which can be used as an indicator of economic activity and growth.
• Per Capita Income: The article provides the city’s per capita income ($52,029) as a measure of its economic status.

Indicators for SDG 11: Sustainable Cities and Communities

• Median Home Value: The article explicitly states Bentonville’s median home value is “$368,688,” which serves as a direct indicator for measuring housing affordability challenges.
• Median Contract Rent: The city’s median rent is cited as “$1,143,” another direct indicator related to housing affordability.
• Household Income Levels: The article provides the average ($137,352) and median ($104,355) household incomes, which are used to analyze the affordability gap for the local workforce.
• Resident Survey Results: The use of a resident survey, which identified “cost of living and housing availability/affordability” as top concerns, implies that resident satisfaction and perception are key indicators for measuring the plan’s success in improving livability.
• Key Performance Indicators (KPIs): The article mentions that stakeholders will “develop key performance indicators — standards by which the plan’s success can be measured,” implying that a formal set of metrics will be established to track progress on infrastructure, retail, and asset enhancement goals.

Summary of Findings

Source: nwaonline.com