“NO LIMITS ON IMAGINATION”
AGENDA
Strategic Plan Overview
Ray Gibson, City Manager 2. Comprehensive Plan Update
Julie Brown, Planning & Zoning Director 3. Economic Development Strategy
Lori Funderwhite, Economic Development Director 4. Communications Updates
GlenNeta Griffin, Communications Director
STRATEGIC PLAN
MAYOR & CITY COUNCIL
Scan to Download the Strategic Plan
WHY DO STRATEGIC PLANNING?
COMPONENTS OF A STRATEGIC PLAN
STRATEGIC FOCUS AREAS
SWOT ANALYSIS
SWOT: Strengths, Weaknesses, Opportunities, Threats
As part of the annual retreat, City leadership consisting of City Council and the main management team, are asked to complete a SWOT Analysis. SWOT Analysis help our organization create a data-driven, actionable strategic plan that aligns resources with community needs. It helps identify internal capabilities, improve services, and anticipate external challenges, which promotes economic growth, enhances quality of life, and ensures effective, transparent decision-making. It’s important that we identify the issues that either promote or hinder the City’s ability to meet the strategic goals/action items.
SWOT ANALYSIS
Motivated, cohesive team
Unified vision
Forward-looking team
We must maintain a staff that is motivated and engaged so they can carry out their goals and action items.
Having a shared vision is critical for the City to move forward in the right direction. We are intentional about fostering strong bonds among all stakeholders.
Being future ready is a critical part of the City being successful in the accomplishment of all strategic goals an action items.
Inclusive leadership
It is important to the culture of the City that all departments participate in the decision-making process.
INTERNAL STRENGTHS
Content with short-term fixes as opposed to long-term solutions
Long-term plans that are implemented over a period of time need to be developed to eliminate costly Band-Aid fixes.
Time to train on new and existing software to improve efficiency
Integration of new software
The City needs a process for the training of employees on both new and existing software platforms.
The necessary stakeholders with the City need to be a part of the discussion for the integration of new software programs.
Lack of clear communication Directions or approvals for projects often do not align with the end product. Project recommendations /expectations are not being met.
Lack of defined downtown vision Council is unable to make clear decisions about projects in the downtown as a result of not having a clear plan or direction.
INTERNAL WEAKNESSES
Land availability
We are fortunate to have open land for the development and we will encourage wise use of that asset.
Customer service
Stakeholder engagement
We will continue to enhance our customer service program with the need for an overall customer service strategy.
We will continue to enhance the process of engaging, managing, and actively communicating with stakeholders.
Safe environment
Educated population
The City continues to be one of the safest communities in the State of Georgia, but we will continue to find ways to be even safer.
The City will best utilize the strong educational base of the community to better promote economic development initiatives.
EXTERNAL OPPORTUNITIES
Tourism With U.S. Soccer/NTC, Trilith LIVE and Fun Spot expansions and relocations, Fayetteville has tremendous opportunity to position the city to capitalize on Sports, Arts and Entertainment tourism/economic growth, encourage downtown hotel growth, invest in downtown revitalization/arts/ placemaking /connectivity to activity centers (downtown to Trilith to Soccer).
Downtown Revitalization Refresh/refine downtown development plan/vision that will assist in attracting the investment we want to see.
Mental health services Enhanced access to mental health services/resources.
EXTERNAL OPPORTUNITIES
Public perception Perception can sometimes negatively impact the overall vision within a community.
Lack of housing options
Conflicting visions/motivations
A lack of housing options ranging in price and product type can negatively impact our economy.
Deterioration of older neighborhoods
Letting others tell our story
There are many exciting development throughout the City, each with its own vision and motivation, which could impact the City’s overall vision.
This can lead to socio-economic issues that negatively impact the quality of life and aesthetics of the overall community.
Continuing to allow others to tell our story and take the credit, as well as allowing other entities to make plans for the City. We need to be out in front.
EXTERNAL THREATS
Neglect of older retail, office, and industrial centers
Redevelopment strategies and property maintenance efforts will be enhanced in these areas.
Lack of available downtown commercial space Space becoming limited for new businesses and for existing business expansion within the downtown area.
Rising construction costs for new development This can negatively impact the economy and the overall City vision.
Economic environment
Ever-changing economic conditions can impact City operations in many ways.
Annexations/Growth
Boundaries
The city should take a proactive approach to determining what properties should be annexed and how they should be developed as opposed to reacting to desires of developers.
EXTERNAL THREATS
GOALS & ACTION ITEMS
QUALITY OF LIFE/ECONOMIC VITALITY
2027 UPDATE OF THE COMPREHENSIVE PLAN
STATE LAW REQUIRES THAT ALL LOCAL GOVERNMENTS UPDATE THEIR COMPREHENSIVE PLAN EVERYFIVE (5) YEARS.
(GA STATE PLANNING ACT OF 1989)
FAYETTEVILLE'S NEXT UPDATE MUST BE APPROVED BY CITYCOUNCIL NO LATER THAN JUNE 30, 2027
THERE WILL BE SEVERAL OPPORTUNITIES FOR PUBLIC ENGAGEMENT
QUICK FACTS
• 20 -year p lan used to guide future growth, land use and development
• Update required every five years to maintain the City’s Qualified Lo cal Government status
• Assess conditions, anticipate growth, and implement strategies to achieve the orderly growth and development consistent with the goals, objectives and vision of the community
WHAT IS A COMPREHENSIVE PLAN?
• Community Goals
• Needs and Opportunities
• Community Work Program
• Broadband Service Element
• Capital Improvement Element
• Economic Development Element
• Land Use Element
REQUIRED ELEMENTS OF THE
• Transportation Element
• Housing Element
• Community Facilities & Services
• Demographic Data
• State and Regional Review of Plan
PLAN
• Timeline: May 2026 - June 2027
• Comprehensive Plan Kickoff Announcement and appointment of Steering Committee by City Council May 7
• The City of Fayetteville will host several Public Engagement Events and Stakeholder Meetings - Dates TBD
• The Steering Committee will meet 8 -10 times over the next 12 months to review data and make recommendations for the Comprehensive Plan Update. First Meeting May 19
• The Draft Plan will be presented to the Planning and Zoning Commission and then City Council for approval
• The Plan will be sent to the Department of Community Affairs (DCA) and the Atlanta Regional Commission (ARC) for review and approval
• The Updated Comprehensive Plan will be presented to City Council for adoption by June 30, 2027
HOW LONG DOES IT TAKE TO UPDATE THE
COMPREHENSIVE PLAN?
• Guide for land use decisions
• Guide for capital improvements
• Guide for the City’s budget
• “To do” list for city staff
HOW WILL THE PLAN BE USED?
• Creates an environment of predictability for businesses, investors, developers, property owners, and the public
• Helps to recognize and implement important economic development and revitalization initiatives
• Communicates the citizens’ vision to elected officials so they can make decisions that implement the plan
COMMUNITY BENEFITS
• Apply to be on the Steering Committee (Apply by May 1 st))
• Take the Community Survey
• Check the City’s website and social media for updates and details on public engagement events
• Attend community workshops/public meetings
• Review draft plan when complete - provide feedback
GET INVOLVED! LET
YOUR
VOICE BE HEARD
Scan the QR code for a link to the application! (Apply by May 1 st )
GET INVOLVED! LET YOUR VOICE BE HEARD
WEBSITE NAVIGATION
ECONOMIC DEVELOPMENT STRATEGY
INDUSTRY TARGETS FOR FAYETTEVILLE
Sports Tourism
• Sports facilities
• Outdoor tour & activities operators
• Sports & equipment retailers, distributors
• Location of U.S. Soccer Federation Headquarters and National Training Center in Fayetteville
• $544 billion today and projected to reach nearly $2.0 trillion by 2032
• 2026 FIFA World Cup in Atlanta (one host city)
• Trilith Live hosting premier World Cup events and watch parties
• Mild climate and accessibility
• Economic benefits from sports – all ages – spectator or participant
• Factor in quality of place, helping to retain and attract talent
• Employment grew by 21% in Fayette County (10-Years)
Creative Services
• Location of Trilith Studios and Trilith Live
• Production companies
• Tour production & promotion agencies for artists
• Postproduction film, video & sound
• Key element of Fayetteville’s identity and strength in Georgia/ATL
• Business Facilities Magazine ranked GA No. 1 in Film Production (2024)
• Existing film, sound and related talent in area
• Leverage creative ecosystem in Fayetteville
• Creative services (design, casting, crew)
• Equipment rental
• Video streaming is 82% of all consumer internet traffic
• Production opportunities for video and sound across multiple markets
• Employment grew by 153% in Fayette County (10-Years)
• Average wage is $62,717
• Local and unique boutique retail
• Fine dining restaurants
• Breweries/distilleries
• Specialty stores Retail & Hospitality
• Top two desired targets from stakeholder input
• Complementary to Sports Tourism
• Recommendations for growing visitor traffic and creating well-rounded retail offerings
• Established retail sector @ 16% of Fayetteville’s employment base
• Top occupations include sales, wait staff, cooks and food prep
• Fayetteville has strong workforce with retail and hospitality experience
• Focus on experience – microbreweries, boutiques, etc.
• Key in adding to the charm and quality of place for residents and visitors alike
• Business & shared services
• Engineering services
• IT networking & support
• Software programming
• App development
• AI development & application
• HealthTech
• FinTech/InsureTech Technology & Professional Services
• Location, location, location – Atlanta & airport
• Fostering innovation in emerging tech
• Technology is changing business and consumer interactions
• HealthTech
• FinTech/Insuretech
• Consumer-facing apps/GIS
• Grew by 44.5% in Fayette County (10 years), projected 17.5% future
• Average salary of $78,553
• Strength in workforce – admin, managers and financial professionals
TRANSFORMATIVE PROJECT RECOMMENDATIONS
Focused on Fayetteville’s PEOPLE, PRODUCT AND PLACE
1 Develop a City Sports Complex
Stakeholder Feedback: Top 5 Targets
• Develop a city sports complex for sports tourism and local use
• Consider city-owned facility or partnership with private sector
• Sports Tourism is $544 billion industry and expected to grow to $2.0 trillion by 2032
• Top 5 desired target by stakeholders
• Leverage U.S. Soccer Federation HQ & Training Center
Create and Staff a CVB
• Support sports tourism (recommendation #1)
• Attract conventions and promote events – U.S. Soccer Complex, Trilith Live & Studios, Historic Main St., etc.
• Fayette County generated $206.2 Million from visitor spending in 2023
• CVB can tell Fayetteville’s story to diverse audiences
1. Analyze best practices of relevant-sized CVBs for budget and staffing design
2. The city should change the name of the economic development department to Office of Economic Development & Tourism (OED&T).
3 Develop Attainable Housing Options
• Develop lower cost, yet quality affordable housing options
• Need for affordable & attainable housing
• Essential for first responders, teachers, nurses, law enforcement, etc.
• Starter homes
• Critical for sustaining economic vitality
• Pre-built, cottage style homes as a solution
• Low-cost, quality, and aesthetically pleasing
• Eligible for conventional financing programs
• Appreciate in value similar to site-built homes
$475,000
City of Fayetteville
Median listing price 2025
$2,124
City of Fayetteville
Median monthly rent 2024
Stakeholder Feedback: Obstacles
What do you think are some of the biggest obstacles that inhibit Fayetteville in its ability to attract, expand, or retain businesses and investment?
Top 10 Response: Housing Availability and Cost
Conduct a Comprehensive Beautification Gateways Plan
• Part of Capital Improvements funding
• Importance of aesthetics in economic development
• Charm factor!
• Professional Landscape/Streetscape Architect
• Focus on Hwy 85 N Glynn and S Glynn entrances
• Historic Town Square/CBD
• Keep Fayetteville Beautiful Program
• Affiliate with Keep America Beautiful for resources and funding
• Address litter prevention, recycling, and beautification
• Façade Improvement Plan
Stakeholder Feedback: Obstacles
Stakeholder Feedback: Infrastructure
