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

Strategic Economic Development Plan for Bentonville: Aligning Growth with Sustainable Development Goals

1.0 Introduction

The Bentonville Area Chamber of Commerce, in collaboration with the City of Bentonville, Visit Bentonville, and Downtown Bentonville Inc., is finalizing a five-year economic development strategic plan titled “Bold Bentonville.” This initiative aims to proactively manage the area’s significant growth, ensuring it aligns with principles of long-term sustainability and community well-being. The plan represents a multi-stakeholder partnership, reflecting the core tenets of SDG 17 (Partnerships for the Goals), to address both the opportunities and challenges presented by rapid economic and demographic expansion.

The primary impetus for the plan is the growing disparity between the city’s tax base of approximately 60,000 residents and the world-class assets it supports. This strain necessitates a strategic framework to guide development, preserve the community’s character, and ensure equitable progress.

2.0 Strategic Objectives and SDG Alignment

The “Bold Bentonville” plan is structured around three core themes, each directly contributing to the United Nations Sustainable Development Goals (SDGs).

• Infrastructure Development: The plan calls for collaborative investment from the business community to address strains on essential public services, including water, sewer, roads, trails, and the education system. This objective is central to achieving SDG 9 (Industry, Innovation and Infrastructure) and SDG 11 (Sustainable Cities and Communities) by building resilient infrastructure and supporting sustainable urbanization.
• Retail Sector Enhancement: A key focus is attracting unique retail establishments to improve the quality of life for residents and increase tourism. This strategy supports SDG 8 (Decent Work and Economic Growth) by creating local jobs and generating sustainable sales tax revenue, which in turn funds essential public services and infrastructure improvements.
• Leveraging Community Assets: The plan seeks to strategically leverage major assets such as Walmart, Crystal Bridges Museum of American Art, and the Alice L. Walton School of Medicine. This approach aims to foster innovation and economic diversification, creating a vibrant local economy that supports community well-being, in line with SDG 8 and SDG 11.

3.0 Data Analysis and Community Feedback

The plan was developed over a nine-month period using data analysis, input from 14 local focus groups, and a survey of approximately 1,400 residents. The findings highlight key challenges that directly impact local sustainability targets.

3.1 Demographic and Economic Profile

• Population: Bentonville is characterized as a young, wealthy, and highly educated community with a median age of 33.6.
• Income: The median household income in 2024 was $104,355.
• Education: 59% of the population aged 25 or older holds an associate degree or higher.

3.2 Key Challenges to Sustainable Development

• Affordability and Inequality: A significant challenge is the widening income gap and the high cost of living. The 2024 median home value ($368,688) and median contract rent ($1,143) exceed regional and national averages. This affordability crisis poses a direct threat to SDG 1 (No Poverty) and SDG 10 (Reduced Inequalities) by making it difficult for essential workers to live in the community they serve.
• Housing Availability: Residents identified housing availability and affordability as top livability concerns, underscoring the need for strategies aligned with SDG 11 to ensure access to adequate, safe, and affordable housing.
• Infrastructure Strain: Transportation infrastructure was cited as a top challenge, reinforcing the plan’s focus on SDG 9.

4.0 Implementation and Funding Framework

The successful execution of the “Bold Bentonville” plan will follow a structured, collaborative process.

1. Final Review and KPI Development: The draft plan is currently under review by 19 funding partner businesses and the City Council. Feedback will be used to establish Key Performance Indicators (KPIs) to measure progress toward strategic goals.
2. Securing Investment: The initiative seeks to raise $1.5 million per year for the plan’s five-year duration. Funding will be solicited from both public and private sectors, exemplifying the partnership model of SDG 17.
3. Resource Allocation: The secured funds will be used to hire dedicated staff, conduct marketing campaigns, and implement the plan’s various programs.
4. Official Launch: A formal launch event is scheduled for December 4 to present the finalized plan to regional chief executive officers and community leaders.

5.0 Conclusion

The “Bold Bentonville” strategic plan provides a critical framework for guiding the city’s growth in a manner that is economically robust, socially inclusive, and environmentally sustainable. By directly addressing issues of affordability, infrastructure, and equitable economic opportunity, the plan aligns Bentonville’s local development priorities with the global Sustainable Development Goals. Endorsements from city officials and tourism leaders confirm that the plan is viewed as a vital tool for driving investment, supporting entrepreneurs, and enhancing the quality of life for all residents, ensuring that tourism and economic expansion serve as catalysts for community vitality and long-term resilience, consistent with the vision of SDG 11 (Sustainable Cities and Communities).

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

The article on Bentonville’s strategic plan, “Bold Bentonville,” addresses several Sustainable Development Goals by focusing on managing urban growth, promoting economic development, ensuring affordability, and fostering partnerships. The primary SDGs connected to the issues are:

• SDG 8: Decent Work and Economic Growth – The core of the article is about a new economic development strategic plan aimed at managing growth, generating revenue, and improving the local economy.
• SDG 10: Reduced Inequalities – The article explicitly mentions the “widening gap between the influx of high-income professionals… and the rest of the city’s workforce” and states a key goal is to “shrink that gap.”
• SDG 11: Sustainable Cities and Communities – This is the most prominent SDG, as the plan directly tackles issues of urban planning, including housing affordability, infrastructure (water, sewer, roads, trails), and creating a sustainable and livable community.
• SDG 17: Partnerships for the Goals – The development and implementation of the plan are based on a multi-stakeholder partnership involving public entities (the city), private sector organizations (Chamber of Commerce, local businesses), and civil society groups (Downtown Bentonville Inc.).

2. What specific targets under those SDGs can be identified based on the article’s content?

Based on the details of the “Bold Bentonville” plan, several specific SDG targets can be identified:

1. Target 8.3 (Promote development-oriented policies): The entire “Bold Bentonville” initiative is a development-oriented strategic plan designed to “support productive activities, decent job creation, entrepreneurship, creativity and innovation.” The plan aims to leverage assets like Walmart and the Crystal Bridges Museum to create more economic development.
2. Target 10.2 (Promote universal social and economic inclusion): The plan directly aims to address the economic disparity within the city. The article states, “A key part of the strategic plan is to help shrink that gap to enable some of these essential workers to afford to live in Bentonville,” which aligns with promoting economic inclusion.
3. Target 11.1 (Ensure access to adequate, affordable housing): The resident survey identified “housing availability/affordability” as a top concern. The plan acknowledges the high median home value and rent, and addressing affordability is a central theme.
4. Target 11.3 (Enhance inclusive and sustainable urbanization and planning): The process of creating the plan, which involved “soliciting input from 14 local focus groups and conducting a resident survey,” exemplifies participatory and integrated human settlement planning. The goal is to “dictate that growth in a way that maintains the community’s brand and charm.”
5. Target 11.a (Support positive economic and social links through development planning): The plan aims to strengthen the city’s economic base by attracting retail to “generate more sales tax revenue to allow the city and county to provide necessary services, such as infrastructure improvements.” This demonstrates a clear link between economic planning and funding social and infrastructural needs.
6. Target 17.17 (Encourage effective public, public-private and civil society partnerships): The article details a collaboration between “The chamber, city, Visit Bentonville and Downtown Bentonville Inc.” along with “about 19 businesses that helped fund the plan.” This multi-stakeholder approach is a direct example of this target.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article mentions several quantitative and qualitative indicators that can be used to measure progress:

• For Housing Affordability (Target 11.1):
  • Median home value: The article provides a baseline of $368,688 for 2024. Progress could be measured by tracking this value relative to local income levels.
  • Median contract rent: A baseline of $1,143 for 2024 is given. Tracking this figure would be a key indicator of rental affordability.
• For Economic Inclusion (Target 10.2):
  • Income Gap: The article highlights the gap between high-income professionals and the rest of the workforce. While not fully quantified, the baseline median household income ($104,355) and per capita income ($52,029) are provided. Progress would be measured by a reduction in the disparity between the highest and lowest earners.
• For Economic Growth and Planning (Targets 8.3 & 11.a):
  • Sales tax revenue: The plan’s focus on attracting retail is explicitly meant to “generate more sales tax revenue.” An increase in this revenue would be a direct indicator of success.
  • Funding for the plan: The goal to raise “$1.5 million for every year of the plan’s five-year span” is a financial indicator of the plan’s implementation and support.
• For Participatory Planning and Partnerships (Targets 11.3 & 17.17):
  • Stakeholder Engagement: The involvement of “14 local focus groups,” a survey with “about 1,400 residents,” and a partnership between at least 23 entities (chamber, city, 2 other groups, and 19 businesses) are indicators of a participatory process.
  • Development of Key Performance Indicators (KPIs): The article explicitly states that stakeholders will “develop key performance indicators — standards by which the plan’s success can be measured,” which is a direct commitment to creating measurable indicators.

4. Summary Table of SDGs, Targets, and Indicators

Source: arkansasonline.com