Advertising & Promotion Commission — Fayetteville, AR
Date: 2025-08-25
Time: 15:00

Fayetteville Advertising and
 Promotion Commission
 August 25, 2025

 Location: Fayetteville Town Center, 15 W. Mountain Street


 Commissioners: Elvis Moya, Chair, Tourism & Hospitality Representative
 Katherine Kinney, Tourism & Hospitality Representative
 Elliot Hunt, Tourism & Hospitality Representative
 Chrissy Sanderson, Tourism & Hospitality Representative
 Sterling Hamilton, Commissioner at-large
 Sarah Bunch, City Council Representative
 Mike Wiederkehr, City Council Representative

 Staff: Ryan Hauck, CEO

 Agenda

I. Call to order at 2:00p.m.

II. Administration
 A. Review and approval of July meeting minutes.

 B. Approve Visitor Guide Invoice
 • Memo and Invoice included


III. Reports
 A. CEO Report, Ryan Hauck. An executive overview of the previous month

 B. Financial Report, Jennifer Walker, VP of Finance

 C. Freedom of Information Act Overview & Updates, Blake Pennington, City of Fayetteville
 Senior Assistant City Attorney

 D. Clinton House Museum Update and Funding Request, Joshua Youngblood, Clinton House
 Museum Board President

 E. Ozark Folkways Presentation, Abby Hollis, Ozark Folkways board member

 F. Downtown Fayetteville Coalition Update and Funding Request, Kelly Rich, DFC Executive
 Director


IV. Old Business

 A. Vote. Changes to Bylaws to include CEO transition policy and FOIA Updates Ryan
 Hauck, CEO
 • Memo and Proposed Bylaw updates included

 B. Discussion and Vote. Favoriteville Festival Fund. CEO Ryan Hauck
 • Memo included

 C. Discussion about Walker Stone House. CEO Ryan Hauck
 1 • Memo and P&L included
 D. Discussion and Vote. Letter of Intent for lease agreement with Ozark Folkways.
 CEO Ryan Hauck
 • Letter of Intent and Ozark Folkways at Walker Stone House Proposal included.



V. New Business

 A. Discussion about Clinton House Museum Funding Request, CEO Ryan Hauck
 • Memo and support history included

 B. Discussion about Downtown Fayetteville Coalition Funding Request, CEO Ryan
 Hauck
 • Memo included

 C. Discussion about Renewal of Town Center Office Lease Agreement
 • Memo included

 D. Additions to the agenda may be added upon request from a majority of the
 commissioners.

 E. Good of the Order / Adjourn
 • Mural on FTC Parking deck and airwalls in main ballroom

VI. Adjournment




 2
 Fayetteville A&P Commission Meeting Minutes
 July 28 – Fayetteville Town Center – 2:00 p.m.

 Present: Chair Elvis Moya, Sterling Hamilton, Mike Wiederkehr, Sarah Bunch,
 Chrissy Sanderson (virtual), Elliot Hunt

 Absent: Katherine Kinney

 Staff: Ryan Hauck, CEO

 I. Call to Order
 Chair Moya called the meeting to order at 2:00 p.m.

 II. Approval of Minutes
 Motion: Sanderson | Second: Hunt | Vote: Passed via roll call

 III. Reports
 A. CEO Report – Ryan Hauck

 - Events: 507 events listed on June’s calendar
 - Branding: New downtown banners installed; Woo Pig Sooie banners to be
 installed before Razorback football season.
 - Restaurant Week: 75+ participating restaurants; anecdotal positive feedback;
 detailed report in August.
 - Sales & Tourism: Assisted in 8 June events, including Hazel Valley Rally and
 Advantage 5v5 Soccer Tournament; gained 137 LinkedIn followers (total 5,142);
 Visitors Center traffic down 38% YoY.
 - Town Center: Hosted multiple events including Dream Big Charity Gala;
 ballroom airwalls replacement will close venue for much of August
 - Staffing: Hired Steve Harrelson as Tourism Services Coordinator, staffing the
 Visitors Center
 - Shared openings and one closure in local restaurant scene.
 - Lodging: Hotel occupancy down; HMR and sales tax collections up.

 B. Financial Report – VP Jennifer Walker

 - YTD through June: Revenue at 50% of budget (on target); expenses at 45%
 (under budget)
 - HMR collections: $2,563,566; net income: $338,489; cash/investments: $5.2M;
 unearned revenue: $240K.
 - Walker Stone House listed at $1.1M; Walker to research fair market value per
 Chair Moya’s request.



3
 C. 2024 Audit Report – Cynthia Burns, CPA, Forvis Mazars

 - Clean audit; no material weaknesses; consistent with prior years.
 - Only notable change: new liability to City for solar panels ($20K/year; savings
 not yet equal to payment).
 - Commended staff for timely materials despite staffing changes.

 D. Marketing Report – VP of Marketing and Communications Sarah King & Anne
 Davis, Outright

 - Preview of Visitors Guide cover featuring Mt. Sequoyah overlook.
 - Restaurant Week marketing included influencer partnerships and regional
 media coverage.
 - Commissioner feedback: Hunt suggested avoiding Sunday start; Sanderson
 reported strong reservations and many suggested two-week format, a lot of
 positive feedback.
 - King to send survey to participants.

 IV. Old Business
 A. Favoriteville Festival Fund – CEO Hauck

 - Decision postponed for CEO review.
 - Next meeting: review application and vote on reallocating certain percentage of
 funds from Community Incentive Fund to Favoriteville Festival Fund.

 V. New Business
 A. Updating Bank Account Authorized Signers – VP Jennifer Walker

 Add CEO Ryan Hauck to three First Security accounts and one Arvest account.

 Motion: Bunch | Second: Wiederkehr | Vote: Passed unanimously via roll call

 B. Changes to Bylaws – VP Jennifer Walker

 - Amendments include CEO transition policy and Arkansas FOIA updates.
 Bylaws amended to reflect we will be compliant with Arkansas Code Annotated
 25-19-106 (e) (6) and 25-19-106 (f-h) addressing Freedom of Information Act
 updates, specifically that we will be able to continue remote attendance for
 commissioners by making the public Zoom meeting link available.
 - Action: Vote scheduled for August meeting.




4
 C. Community Incentive Fund Approval Process – Hauck

 - Reviewed draft application; discussed commissioner role with leanings toward
 commissioners reviewing funding decisions.
 - Clinton House Museum potential 2026 funding to be discussed next meeting
 with data on attendance, budget, and past investments. Clinton House Museum
 will be asked to present.

 D. Walker Stone House Lease – Walker

 - Folk School leadership leaving and are proposing that Ozark Folkways take
 over programming.
 - Lease expired Feb. 2025; unclear if extension was signed but intent to renew
 lease to February 2026 understood.
 - Commission requests from staff: fair market value from 2–3 estimates,
 comparable lease rates, past/projected maintenance costs, lease status
 confirmation from attorney. It was determined that the commission would like
 further clarity on the option of having a lease to offer Ozark Folkways.
 - General consensus to explore shorter lease terms and increased monetary
 return.

 VI. Adjournment
 Meeting adjourned at 3:47 p.m. by Chair Moya; meet-and-greet with city team
 followed in Town Center lobby.

 Minutes prepared by: Amy Stockton, Experience Fayetteville




5
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

 Date: August 15, 2025

 Re: Visitor Guide Increase In Cost




 Information:

 This line item in total was budgeted at $120k. However, the two costs came in well
 under budget with design at $46k and printing at $28k. Because of this, we were able
 to add a couple more important pages regarding mountain biking into the guide along
 with a commemorative map. These two additions let us feature the top outdoor
 recreation activity in NW AR and also allows us to insert a unique feature that will set
 our guide above others. These additions increased the cost of printing to $36k, still
 keeping our total budget well under the original $120k. The marketing team and I felt it
 was well worth the small cost increase. However, because of the urgency to get this to
 the printer, EF had to approve this additional cost before the August commission
 meeting, otherwise it would have delayed printing an additional 2-1/2 months.




6
The Roark Group
1600 N 35th St Rogers, AR 72756
(479) 636-1686

http://www.roarkgroup.com


Quote 73677 SALES REP INFO
 House Account
 QUOTE DATE
 08/01/2025
 house@roarkgroup.com QUOTE DUE DATE
Experience Fayetteville Visitor's Guides with Map 08/12/2025
 QUOTE EXPIRY DATE
 08/31/2025
 TERMS
 Net 30

 REQUESTED BY CONTACT INFO
 Fayetteville A&P Comm. Sarah King
 21 South Block Avenue, PO Box 4157 sking@experiencefayetteville.com
 Fayetteville, AR 72701-4157

 # ITEM QTY UOM U.PRICE TOTAL (EXCL. TAX) TAXABLE

 1 Experience Fayetteville Visitor's Guide Opt.2: 80lb Cover 20000 Each $1.7611 $35,222.00 N
 with soft touch
 Width: 7 Inches
 Height: 10 Inches
 # of Cover Pages: 4
 Cover Colors Front: 4
 Cover Colors Back: 4
 # of Text Pages: 40
 Text Colors Front: 4
 Text Colors Back: 4
 Matte Aqueous Coating with soft touch on the cover
 70Lb Dull Text - 23X35
 80Lb Dull Cover - 23X35
 Proof - Softproof
 Proof - MPI & Blueline Proof

 Finished Size (in inches): 7"W x 10"H
 Special Notes: Apply soft touch aqueous to the cover and matte aqueous to the text
 Fold, collate cover, text, folded map, perfect bind on 10" side, and trim to size
 F.O.B Fayetteville, AR


 Experience Fayetteville Visitor's Guides with Map
 Pages: 1
 Width: 13.04 Inches
 Height: 10 Inches
 Ink Colors Front: 4
 Single Sided
 100Lb Dull Cover - 26X40
 Matte Aqueous Coating
 Proof - MPI & Blueline Proof
 Proof - Softproof

 Special Notes: Score, perf, trim to size, and fold for reverse tear out


 2 7.5 x 10.5" Booklet Envelopes 1/0 Pantone Ink 3000 Each $0.2483 $744.90 N
 Ink Colors Front: 1

 Notes: Envelope price is standard coverage with no bleeds.
 F.O.B Fayetteville, AR




 7
PRINTED ON 08/07/2025 02:10 PM BY LG CREATED BY LG 1/2
QUOTE 73677, FAYETTEVILLE A&P COMM., 08/01/2025




Please read our full terms & conditions at www.roarkgroup.com/terms
 Subtotal: $35,966.90
 Sales Tax (9.5%): $0.00
 Total: $35,966.90


SIGNATURE: DATE:

 8
PRINTED ON 08/07/2025 02:10 PM BY LG CREATED BY LG 2/2
 CEO Updates
 July Updates for August A&P Commission Meeting


 Marketing and Communications
 • Fayetteville Restaurant Week (July 20–26) – see full report
 • 77 Restaurants participated
 • 80% of survey respondents reported that FRW brough in new customers
 • Majority appreciated the mid-Summer bump with a few flagging January
 and February as months that could use a boost
 • Influencer partnerships garnering 186K views across multiple platforms
 • Garnered earned media coverage from almost a dozen features
 • Captured 2.1 million impressions from paid advertising
 • Fayetteville Visitors Guide – at press, delivery expected first week of
 September
 • Sarah King and José Romero attended SEC Football Media Days in Atlanta
 as part of Cities of the SEC coalition
 • Website traffic – 90,000+ sessions in July (+36% YoY, boosted by Restaurant
 Week)
 • Hosted Northwest Arkansas Tourism Association at Mount Sequoyah – Sarah
 King elected VP; group discussed annual ad plan and regional guide updates
 • Experience Fayetteville event calendar redesign in progress – AI-driven event
 listings, launching next month
 • Trademark application filed for “Favoriteville” (response expected in several
 months)


 Sales and Tourism Activity
 Prospective Business Highlights:

 • American Junior Golf Tournament – Spring 2026, 150+ participants, 120+
 room nights
 • College Golf Experience – 2026/27, 300+ participants, 100+ room nights
 • Hurricane Jr Golf Tournament – 2026, 150+ participants, 120+ room nights
 • 5x5 Soccer 2026 – 2026, 250 participants, 50 room nights
 • Southwestern Fire Chiefs Association – October 2025, 100 participants, 300
 room nights, $134k Est EI
 • Arkansas Cannabis Times – November 2025, 1,500 attendees, 40 room
 nights, $277k Est EI




9
 • American Concrete Pipe Assoc.= October 2026, 100 attendees, 210 room
 nights, $74K Est EI
 • Association of Collegiate Schools of Architecture – November 2025, 220
 participants, 231 room nights, Est EI $73K
 • Urban Land Institute- ULI Annual Place Summit – November 2025, 400
 participants, 75 room nights, Est EI $140K
 • National American Association of Central Cancer Registries- Annual
 Conference- June 2027, 400 participants, 256 room nights, Est EI $314K
 • Adventure Travel Trade Association – April 2027, 450 participants, 636 room
 nights, $329k Est EI

 Definite July Events:

 • Southern Golf Association – 275 participants, 125 room nights, $408k Est EI
 • 5v5 Soccer Tournament – 250 participants, 50 room nights, $78k Est EI
 • (Ozark Offroad Cyclist) Summer Slay Ride – 200 participants, 0 room nights,
 $17K Est EI
 • Ozark Enduro Lite – 100 participants, 55 room nights, $136k Est EI
 • Presbyterian Women Gathering – 125 attendees, 45 room nights, $50k Est EI

 Lost Business:

 • American Junior Golf – Stacey Lewis Classic (rain cancellation)


 Destination Services
 • Promoted Fayetteville Restaurant Week – numerous restaurant visits and
 deliveries
 • Ordered fall/Razorback season merchandise for Visitor Center
 • Hard Hat tour of Moxy Hotel opening Sept. 11
 • Accompanied Sales team to Arkansas State Tourism Department Meetup in
 Little Rock


 Performance Metrics
 • LinkedIn – +164 new followers, now 5,306
 • Hotel Occupancy (June 2025) – 73.4% (-13% YoY)
 • ADR (June 2025) – $138.81 (+1% YoY)
 • Visitor Center – 878 visitors (-40% YoY); $2,690 sales (-50% YoY)
 • International visitors in July included France, South Africa, Puerto Rico,
 Japan, UK, Virgin Islands, Ireland, India, Mexico & Germany




10
 Special Events
 • Firefly Fling – Botanical Gardens of the Ozarks
 • Fayetteville Restaurant Week – July 20–26


 New Restaurant Welcomes
 • Wildberry Smoothie Company – 3484 W. Wedington Drive
 • Onyx Coffee Lab – Fayetteville Square, 26 W. Center Street
 • Slim Chickens – reopened original location as “Fly Through” at 2120 N.
 College Ave.
 • Coming soon: Savory Hibachi (September) 113 W. MLK Jr Blvd; Fuego
 Tortilla Grill (November) 2190 MLK Jr Blvd

 Of note:
 • JJ’s Live renamed Ozark Music Hall – 2,000 seat venue at 3615 N. Steele
 Blvd


 Fayetteville Town Center
 July Events – hosted 28 events, 6,200 estimated total attendance

 • Notably, Boots & Badges Blood Drive

 Operations Updates

 • 4 setups / 5 teardowns – 30 staff hours
 • 6 contracted setups / 6 contracted teardowns – 48 hours billed
 • 15 events scheduled for August; most client planning is for October
 • Internal documentation and UGC captured in July
 • Short-term projects: digital signage, alcohol trainings, safety trainings
 • Long-term projects: Training manual refresh, Experience Survey

 Sales Activity

 • Incoming/Outgoing Calls: 27/33
 • Emails Sent: 79
 • In-Person Meetings: 5


 Contracts & Bookings

 • New Events Secured: 5
 • Notable Wins: Successfully accommodated two last-minute event bookings
 this month.




11
 Pipeline Snapshot

 • Prospective Contracts in Negotiation: 35 tentative; 90 dates on hold
 • Estimated Value of Prospective Contracts: $445,697.59
 • Key Opportunities Likely to Close Next Month: None identified


 Revenue Performance

 • July revenue: $22,533
 • YTD revenue: $401,860 (vs. $384,335 same period 2024)

 Key Wins & Successes

 • Griffin Stroupe accepted into Leadership Fayetteville Class XXXIX




12
 2025 Monthly A&P Tax Collections**
 $405,262 5.93%

 July Collections $369,258 5.58%
 (June Activity)
 $387,971
 $401,088 -3.15%
 -3.27%
 $70,370 + $354,313 $416,573$448,150 -4.31%
 0.44%
 Lodging Restaurant
 $410,352 $465,579 -6.09%
 1.87%
 $24,757
 Prior Dues Collected $444,020 $487,346 0.89%
 4.56%

 $419,784$449,440 2.09%
 7.06%
 $449,440 $394,928 1.89%
 Total HMR Collected
 $453,844 11.86%

 $476,619 3.24%
Previous YTD (Jan-Jul) HMR A&P Tax Collection Totals
2021 2022 2023 2024 2025 $546,090 24.04%
$2,182,175 $2,576,978 $2,876,318 $2,922,497 $3,013,005
 $473,720 9.79%
29.25% 18.09% 11.62% 1.61% 3.10% % change
 from
 Change over previous year 2024

 13 **This represents half of total HMR tax collections. The other half goes to Fayetteville Department of Parks, Natural Resources, and Cultural Affairs
 Memo
 To: Jennifer Walker, Interim CEO, Experience Fayetteville
 Fayetteville Advertising & Promotion Commissioners
 From: Jennifer Walker, VP Finance, Experience Fayetteville

 Date: August 15, 2025

 Re: Financial Statements – July 2025


 This packet contains Experience Fayetteville Financial Statements for the month ended
 July 31, 2025. The following reports are included in the packet:

 • Summary P&L Financials for month ended July 31, 2025
 • Balance Sheet for month ended July 31, 2025

 Target Budget July – 58%
 Revenue target 58% of budget or higher by the end of July 2025.
 Expenditures target 58% or lower at July 2025.

 Total Revenue YTD: $3,689,786 or 59%; We are 1% ahead of target.
 Tax Receipts - $3,013,006 (0% variance; on budget ytd)
 Town Center - $413,074 (0% variance; on budget ytd)
 Other - $263,706

 Total Operating Expenditure YTD: $3,277,648 or 52%; this is 6% under budget.
 EF Main - $2,673,507
 Town Center - $604,142

 HMR tax – YTD July Collections (June activity) are 1.7% above the seasonally
 adjusted budget.

 Operating Net Income is $412,137 year to date.




14
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ July 31, 2025


 CONSOLIDATED
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Hotel, Motel, Restaurant Taxes Revenue 3,013,006 5,231,140 (2,218,134) 57.6%
 Rental Revenue 384,010 650,500 (266,490) 59.0%
 Event Revenue 51,307 53,700 (2,393) 95.5%
 Visitor Center Store Revenue 14,672 30,000 (15,328) 48.9%
 Parking Revenue 25,867 48,000 (22,134) 53.9%
 Advertising Revenue 2,025 3,500 (1,475) 57.9%
 Grant/Other Revenue 156,100 206,000 (49,900) 75.8%
 Interest and Investment Revenue 42,799 50,100 (7,301) 85.4%
 Total Revenue 3,689,786 6,272,940 (2,583,154) 58.8%


 Expenses
 Operating Expenses
 Rental Expenses 47,754 126,000 (78,246) 37.9%
 Event Expenses 46,426 146,175 (99,749) 31.8%
 Visitor Center & Museum Store 8,695 27,750 (19,055) 31.3%
 Personnel 1,140,461 2,228,707 (1,088,246) 51.2%
 Sales & Marketing 848,143 1,481,925 (633,782) 57.2%
 Office and Administrative 447,593 913,133 (465,540) 49.0%
 Bond Payments 407,050 702,000 (294,950) 58.0%
 Contribution to Capital Reserves - 100,000 (100,000) 0.0%
 Other Tourism Support - Community, Art Court, DFC 131,526 347,250 (215,724) 37.9%
 TheatreSquared Contribution 200,000 200,000 - 100.0%
 Total Operating Expenses 3,277,648 6,272,940 (2,995,292) 52.3%


 Net Operating Income/(Loss) 412,137 - 412,137 0.0%


 Other Income
 Unrealized Gain/(Loss) on Investments (8,522) 0.0%
 Other Expenses
 FFE & Improvements 263,721 1,081,500 (817,779) 24.4%
 Depreciation Expense 168,703 0.0%
 Cost of Goods Sold - 0.0%

 Net Income/(Loss) (without CX Grants) (28,809) (1,081,500) 1,061,213 2.7%




 15
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ July 31, 2025


 Experience Fayetteville
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Hotel, Motel, Restaurant Taxes Revenue 3,013,006 5,231,140 (2,218,134) 57.6%
 Rental and Event Revenue 48,180 45,000 3,180 107.1%
 Visitor Center Store Revenue 14,672 30,000 (15,328) 48.9%
 Advertising Revenue 2,025 3,500 (1,475) 57.9%
 Grant & Other Revenue 156,100 206,000 (49,900) 75.8%
 Interest and Investment Revenue 42,729 50,000 (7,271) 85.5%
 Total Revenue 3,276,712 5,565,640 (2,288,928) 58.9%


 Expenses
 Operating Expenses
 Event Expenses 40,835 121,175 (80,340) 33.7%
 Visitor Center & Museum Store 8,695 27,750 (19,055) 31.3%
 Personnel 740,646 1,419,605 (678,959) 52.2%
 Sales & Marketing 843,823 1,460,305 (616,482) 57.8%
 Office and Administrative 300,932 541,593 (240,661) 55.6%
 Bond Payments 407,050 702,000 (294,950) 58.0%
 Contribution to Capital Reserve - 100,000 (100,000) 0.0%
 Other Tourism Support - Community, Art Court, DFC 131,526 347,250 (215,724) 37.9%
 TheatreSquared Contribution 200,000 200,000 - 0.0%
 Total Operating Expenses 2,673,507 4,919,678 (2,246,171) 54.3%


 Net Income/(Loss) Before Other Revenue and Expenses 603,205 645,962 (42,757) 93.4%


 Other Income
 Unrealized Gain/(Loss) on Investments (8,522) - (8,522) 0.0%
 Other Expenses
 FFE & Improvements 263,668 460,000 (196,332) 57.3%
 Depreciation Expense 56,920
 Cost of Goods Sold -


 Net Income/(Loss) 274,095 185,962 96,655 147.4%




 16
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ July 31, 2025


 Town Center
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Rental Revenue 384,010 650,500 (266,490) 59.0%
 Event Revenue 3,127 8,700 (5,573) 35.9%
 Parking Revenue 25,867 48,000 (22,134) 53.9%
 Interest and Investment Revenue 71 100 (30) 70.5%
 Total Revenue 413,074 707,300 (294,226) 58.4%


 Expenses
 Operating Expenses
 Rental Expenses 47,754 126,000 (78,246) 37.9%
 Event Expenses 5,590 25,000 (19,410) 22.4%
 Personnel 399,815 809,102 (409,287) 49.4%
 Sales & Marketing 4,320 21,620 (17,300) 20.0%
 Office and Administrative 146,661 371,540 (224,879) 39.5%
 Total Operating Expenses 604,142 1,353,262 (749,120) 44.6%


 Net Income/(Loss) Before Other Revenue and Expenses (191,068) (645,962) 454,894 29.6%


 Other Expenses
 FFE & Improvements 53 621,500 (621,447) 100.0%
 Depreciation Expense 111,783 0.0%
 Net Income/(Loss) (302,904) (1,267,462) 964,558 23.9%




 17
 Fayetteville A&P Commission
 Balance Sheet
 As of July 31, 2025
 ASSETS
 Current Assets
 Cash 3,845,270
 Investments 1,295,318
 Accounts Receivable 663,440
 Prepaid Expenses 43,264
 Deposits 40,838
 Inventory Asset 21,449
 Total Current Assets 5,909,580

 Other Assets
 Capital Assets
 Furniture & Fixtures 300,660
 Equipment 761,581
 EF/CVB Building 940,410
 EF/CVB Land 198,621
 Building Additions 1,844,537
 Walker-Stone House 1,179,152
 Vehicles 122,860
 Construction in Progress 456,456
 Accumulated Depreciation (1,914,102)
 Total Other Assets 3,890,175

 TOTAL ASSETS 9,799,755

 LIABILITIES AND EQUITY
 Current Liabilities
 Accounts Payable 30,521
 Unearned Revenue 333,766
 Total Liabilities 364,286

 Long Term Liabilities
 Notes Payable - City of Fayetteville Solar 386,825.75
 Total Liabilities 386,825.75

 Equity
 Unreserved Fund Balance 8,091,663
 Operating Reserve 1,000,000
 Capital Reserve -
 Temporarily Restricted Funds 45,558
 Net Revenue
 Gain/(Loss) on Investments 8,203
 Net Revenue (96,781) (88,578)
 Total Equity 9,048,643

 TOTAL LIABILITIES AND EQUITY 9,799,755



18
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

 Date: August 19, 2025

 Re: Vote on Amendments to A&P Commission Bylaws




Background:

At the July commission meeting, staff proposed amendments to the A&P Commission Bylaws
to address the following items. The bylaws are included with highlighting to reflect proposed
changes.

 1) Clarification of commission’s authority to appoint an interim CEO, the full policy was
 approved at June 2025 commission meeting and is inserted into the employee
 handbook

 2) The 95th General Assembly updated the Freedom of Information Act. We have
 updated our bylaws to be compliant. These changes will allow remote attendance at
 meetings for commissioners to continue and ensure we are in compliance with
 Arkansas Code Annotated 25-19-106(e)(6).

 We will be able to continue remote attendance for commissioners as we will publish the
 public Zoom meeting link when we publish the meeting agenda.

 3) We have also added clarification to acknowledge that discussing voting or positions on
 agenda items between staff and commissioners is prohibited, in accordance with Ark.
 Code Ann. 25-19-106(f)-(h).

Recommendation:

Staff recommends a vote to approve the proposed amendments to A&P Commission bylaws.




19
 Fayetteville, Arkansas Advertising and Promotion Commission
 By-Laws

 I. Creation and Membership of Commission

 Section 1. Creation of the Commission. The Fayetteville Advertising and Promotion
 Commission, hereafter referred to as “the Commission,” has been created by and in
 accordance with provisions of Acts of Arkansas 185 of 1995, 123 of 1969, and 58 of 1970,
 codified as Arkansas Code Annotated §26-75-605 et seq., (“the Statute”); and City
 Ordinance No. 2310 (passed and approved March 1, 1977), which formally established the
 Commission.

 Section 2. Purpose of the Commission. To operate in accordance with all applicable laws,
 including without limitation the Statute and City Ordinance No. 2310, in using proceeds of
 the City of Fayetteville’s hotel, motel, and restaurant tax (“HMR tax”) to advertise and
 promote the City of Fayetteville and its environs and for any other lawful, appropriate
 purposes.

 Section 3. Membership of the Commission. The membership of the Commission will be
 composed in accordance with the Statute, and unless preempted by conflicting provisions
 of the Statute, the seven (7) members will include:

 i. Four (4) members that shall be owners or managers of businesses in the
 tourism industry, at least three of whom shall be owners or managers of
 hotels, motels, or restaurants and shall serve for staggered terms of four (4)
 years;
 ii. Two (2) members that shall be members of the governing body of the City
 of Fayetteville, selected by the governing body, and shall serve at the will of
 the governing body; and,
 iii. One (1) member that shall be from the public at large and shall serve for a
 term of four (4) years.

 Section 4. Officers of the Commission. At the first meeting of each year, the Commission
 will elect one of its members as its Chair whose term will be for one (1) year. The Chair
 can be elected for succeeding terms.

 Section 5. Vacancies on the Commission. A vacancy in any of the tourism industry
 positions or in the at-large position shall be filled by appointment of the Commission with
 the approval of the governing body of the City of Fayetteville. A vacancy may result from
 the expiration of a regular term or be declared by the Chair if at any time a Commissioner
 resigns, dies, or is absent from three (3) consecutive meetings without just cause.

 II. Duties of the Commission

 Section 1. Essential Function. The Commission is the body that determines the use of the
 City of Fayetteville’s advertising and promotion fund resulting from the HMR tax.

 Section 2. Hiring of Staff. The Commission will be responsible for the hiring, supervision,

20
 and continued employment of an Executive Director a CEO. The Commission delegates to the
 Executive Director all authority and responsibility necessary to properly administer the business of the
 Commission and its agencies, within policies set by the Commission and subject to its review,
 including financial policies specifically addressing spending and budgeting activities. The
 Commission has the authority to appoint an interim CEO when necessary; full details of this
 policy are available in the employee handbook.

 Section 3. Regular Meetings. The Commission will hold meetings regularly on a consistent
 day and time, either in-person or virtually, notice of which shall be published. The time, place
 and method of meetings are subject to change at the discretion of the Chair, upon published
 notice.
 Section 4. Hybrid meetings. Whenever possible, in-person commission meetings will be
 made available for virtual attendance. Commissioners should make every effort to be
 present for in-person meetings. When circumstances prohibit in-person attendance,
 commissioners may participate virtually so long as their virtual attendance at in-person
 meetings does not exceed three meetings in a calendar year. Remote attendance will be via
 means that comply with all applicable provisions of Arkansas Code Annotated 25-19-
 106(e)(6); we will publish the public virtual attendance meeting links when we publish
 public meeting agendas.


 Section 5. Special meetings. Special meetings of the Commission may be called, for any
 purpose, by the Chair or any three members of the Commission at such times deemed
 necessary, provided:

 i. Advance notice, and corresponding agenda, of every special meeting of
 the Commission shall be distributed for each Commissioner not less than
 three (3) days before such meeting; and,

 ii. No business shall be transacted in special meetings, other than business
 referred to in the agenda.

 Section 6. Quorum. No formal business shall be conducted without a quorum of the
 Commission, defined as a majority of the Commissioners.

 Section 7. Proxy. No Commissioner may vote by proxy.

 Section 8. Budget. The Commission will annually approve a budget for the operation of
 the Commission and its agencies.

 Section 9. Freedom of Information Act Arkansas state law outlines that business must be
 conducted in a public meeting and this code further defines communication parameters outside of
 public meetings. Discussions between commissioners and staff concerning voting or positions on
 agenda items, outside of public meetings, are prohibited. This is in compliance with Ark. Code Ann.
 25-19-106(f)-(h). Commissioners and staff will adhere to state code regarding Freedom of Information
 Act.

 III. Reporting

 Section 1. Meeting Schedule. The Commission’s meeting schedule will be published and
 accessible to the public.
21
 Section 2. Meeting Agendas. The agenda and supporting documents for meetings of the
 Commission will be distributed no later than three (3) business days before the scheduled
 meeting.


 Section 3. Tax Summaries. The consolidated HMR tax report summaries will be published
 and accessible to the public.

 IV. Financial Policies and Conflicts of Interest

 Section 1. Financial Policies. Through its Executive Director, the Commission will
 develop financial policies, implement financial procedures in accordance with those
 policies, and ensure the practices of the Commission and its agencies are carried out in
 accordance with those policies.

 Section 2. Conflict of Interest. No Commissioner may participate in, vote on, influence, or
 attempt to influence an official decision of the Commission, unless the pecuniary interest
 that may accrue to the Commissioner is incidental to their vocation or accrues to the
 Commissioner to no greater extent than the pecuniary interest could be foreseen to accrue
 to all other members of the vocation.


 V. Amendment of the By-Laws

 Amendments. Amendments to these By-Laws shall be proposed in writing at a regular
 meeting of the Commission and voted on at a subsequent meeting. Amendments to these
 By-Laws shall be effective with an affirmative vote of 2/3 of the members of the
 Commission. If the proposed, written amendment has been distributed to all
 Commissioners, a special meeting for the purpose of voting on the proposed amendment
 can be called after ten (10) days following distribution to the Commissioners of the
 proposed amendment.




22
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Elvis Moya, Chairperson

 Date: August 25, 2025

 Re: Favoriteville Festival Fund




 The Favoriteville Fund represents an exciting opportunity to encourage and incentivize
 signature events in Fayetteville, in alignment with our Destination Master Plan
 imperative: “Bring Out the Best.” This initiative supports key objectives, including:

 • Increasing visitor satisfaction ratings to 65% within four years.
 • Improving Fayetteville’s product development effectiveness rating to 70% within
 four years.

 As we consider approval of the fund, three questions have been identified to ensure
 clarity, accountability, and effective oversight:

 1. Unused Funds: If an event is successful and meets its projected profit margin,
 how will any unused funds be handled?
 2. Program Differentiation: What specific needs or gaps does the Favoriteville
 Fund address that are not covered by the Community Incentive Program?
 3. Verification of Outcomes: How will the A&P Commission and Experience
 Fayetteville’s CEO verify the grantee’s reported profits, ensuring the accuracy and
 validity of financial results?

 Answers to these questions will be incorporated into the Favoriteville Fund Policy to
 ensure transparency and proper stewardship of allocated funds.




23
 Memo
 To: Ryan Hauck, CEO, Experience Fayetteville
 Fayetteville Advertising & Promotion Commissioners
 From: Jennifer Walker, Interim CEO

 Date: August 15, 2025

 Re: Walker Stone House Discussion


 Background
 The Walker-Stone House, located at 207 W. Center Street in Fayetteville, was
 constructed in 1845 by Judge David Walker and later sold to Stephen K. Stone in
 1850. It was listed on the National Register of Historic Places (NRHP) in 1970 (SHPO
 Site ID: WA0388, Criteria: C, Area of Significance: Architecture).


 The property is also included in the Fayetteville Heritage & Historic Preservation Plan
 (2023), which identifies Experience Fayetteville as a preservation partner in its
 operation. The Plan highlights the following relevant goals:


 • Encourage compatible development that prioritizes historic preservation.
 • Identify and protect historic properties.


 While the City designates historic districts (not individual properties), the Walker-Stone
 House is not located within a historic district. It is, however, subject to a conservation
 easement through the Arkansas Historic Preservation Program (AHPP). This easement
 is primarily honorary and does not carry regulatory requirements. The property is
 exempt from county property tax as public property used exclusively for public
 purposes.


 The current lease for the Walker-Stone House expires in February 2026.


 Acquisition History
 Experience Fayetteville acquired the property in 2016 through a bargain sale
 agreement, structured as part purchase and part charitable gift:
 Total Sale Price (recorded asset value): $975,000
 Gifted Portion: $225,000
 Cash Sale Price: $750,000


 Closing documents reference a $750,000 purchase, though the full value was added to
 organizational assets at $975,000.


24
 Market Valuation Efforts


 To support upcoming Commission discussions, staff requested Fair Market Value and
 rental revenue estimates from local commercial real estate firms. Two companies have
 provided preliminary estimates at no cost. A formal, paid appraisal could be obtained in
 the future if needed, but these estimates will provide useful context for initial
 discussion.


 Final Fair Market Valuation and rental revenue estimates will be provided to
 Commissioners prior to the August meeting as soon as they are received.




25
 Walker Stone House
 Profit & Loss
 January 2019 through 2025



 2025
 2019 2020 2021 2022 2023 2024 estimate

60000 · Personnel Charges $ 27,000 $ 27,200 $ 27,500 $ 27,600 $ 18,500 $ 18,300 $ 18,500
 64000 · Contract Labor $ - $ - $ - $ - $ 487 $ - $ -


  Program Support $ - $ - $ - $ - $ 30,000 $ - $ -


  76100 · Insurance $ 4,633 $ 4,533 $ 5,188 $ 5,943 $ 7,047 $ 9,114 $ 9,400

 77000 · Facilities
  77100 · Rent $ 950 $ 960 $ - $ - $ - $ - $ -
  77200 · Internet/Telephone $ 772 $ 1,465 $ 1,620 $ 1,729 $ 534 $ - $ -
  77300 · Utilities
 77310 · Electric $ 625 $ 594 $ 869 $ 920 $ 662 $ - $ -
 77320 · Gas $ 948 $ 1,587 $ 1,723 $ 2,202 $ 1,395 $ - $ -
 77330 · Water $ 398 $ 639 $ 535 $ 540 $ 240 $ - $ -

  Total 77300 · Utilities $ 1,971 $ 2,820 $ 3,127 $ 3,663 $ 2,297 $ - $ -
  77400 · Repairs and Maintenance $ 1,673 $ 12,821 $ 5,648 $ 6,344 $ 15,393 $ 28,988 $ 25,000
  77500 · Janitorial Expense $ 114 $ - $ - $ - $ - $ - $ -
  77600 · Maintenance Contracts $ 1,921 $ 1,510 $ 2,142 $ 1,424 $ 6,690 $ 6,835 $ -

 Total 77000 · Facilities $ 7,401 $ 19,576 $ 12,537 $ 13,159 $ 24,914 $ 35,823 $ 25,000

Total Expense $ 39,034 $ 51,309 $ 45,225 $ 46,702 $ 80,948 $ 63,237 $ 52,900


 NOTES:
 **Annual depreciation $23k



 Capital Investment Summary: FIVE YEAR PROJECTED CAPITAL NEEDS:
 2016 WSH Purchase $ 975,000
 2017 Lighting $ 1,160 2026 - Windows Replacement $ 80,000
 2017 HVAC $ 17,850 2027 - Back Terrace $ 150,000
 2018 Renovation costs $ 174,400 2028 - Property Fence $ 50,000
 2023 Kitchen Cabinets $ 6,850 2028 - Floors Refinishing $ 100,000
 2024 Front Balcony / Gutters $ 19,600 2029 - Parking Area Gravel to Hard Surface $ 60,000

 Total Capital Investment $ 1,194,860 $ 440,000



 TOTAL INVESTMENT TO DATE: $ 1,574,216




 26
Ozark Folkways at Walker Stone House Proposal

To: Fayetteville A&P Commission

From: Ozark Folkways

Date: August 19, 2025

 OVERVIEW

Dear A&P Commission,

Thank you for the opportunity to work together to continue and expand the programming started
by the Folk School of Fayetteville at the Walker Stone House. Ozark Folkways recognizes the
value that the A&P Commission and the Folk School of Fayetteville have provided to the
Fayetteville community through this public-private partnership. We look forward to continuing
this partnership by progressing the work started by the Folk School of Fayetteville, as well as
advancing our unified goals through the unique programming we offer.

This proposal is intended to provide additional information on Ozark Folkways, the historical and
potential value of community arts space in Fayetteville, and how Ozark Folkways intends to fill
gaps in artistic opportunities and cultural attractions in Fayetteville, in partnership with the A&P
Commission.

Ozark Folkways

Ozark Folkways is a nonprofit organization dedicated to the preservation, development,
instruction, and celebration of Ozark arts, crafts, and music.﻿We have operated out of the
historic Muxen Building in Winslow, AR, since 1972. At the Muxen Building, we host a variety of
craft workshops, concerts featuring local musicians, traditional social dances, kids camps, fiber
art and pottery makerspaces, a gallery featuring local artists, an annual Fiber Fest, and other
celebrations of regional arts and crafts.

Although Ozark Folkways is currently based in Winslow, AR, six out of twelve of the Ozark
Folkways board of directors reside in Fayetteville. Two Ozark Folkways board members either
are serving or have served on the Fayetteville Arts Council. The board is hopeful about the
opportunity to bring the Folkways “dream” to downtown Fayetteville and to build bridges
between rural and urban Arkansans and across artistic disciplines.




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27
Folk School of Fayetteville

The Folk School of Fayetteville was a community music space in downtown Fayetteville run by
Bernice Hembree. From 2023 through August 2025, Folk School of Fayetteville operated out of
the Walker-Stone House through a public-private partnership with Experience Fayetteville. The
Folk School of Fayetteville served, like other folk schools, as a way for communities to learn
from each other, a model especially vital to communities that don’t have access to “formal
education.” During its time at the Walker-Stone House, the Folk School of Fayetteville hosted
many free, open-to-the-public events including musical jams, open mics, songwriting circles,
and dances. Additionally, they hosted a variety of concerts, musical workshops, a teachers
cooperative, and other special events.

In the fall of 2024, the Folk School of Fayetteville created an economic impact report which
reported on programming between May 15, 2023 and October 15, 2024. The document reports
the following:

 ●​ 152 jams, 77 workshops, 23 concerts, 5 community events on the lawn, 3 summer
 camps, and 12 community meetings and misc events, including $58,800 worth of free
 community programming (based on $20/person average value)
 ●​ 1,902 private lessons at the Folk School of Fayetteville, taught by 10 teachers and
 serving 106 students.
 ●​ $81,895 paid to musicians ($52,305 direct to musicians through lessons taught at the
 Walker-Stone house and $29,590 through the Folk School via concerts and workshops)
 ●​ An estimated $133,875 spent outside of the Folk School in the Fayetteville economy as
 a result of Folk School programming (based on Americans for the Arts Economic Impact
 Study AE6, $29.77 local resident spending * 4497 total attendees)
 ●​ Partnerships with organizations including Soldier Songs & Voices, Cache, NWA Jazz
 Society, NWA Collective, City of Fayetteville Waste & Recycling, UA School of Art,
 Walton Arts Center, George’s Majestic, Ozark Folkways, and KUAF.

The Transition from Folk School of Fayetteville to Ozark Folkways

Bernice Hembree, who has run the Folk School of Fayetteville since its inception, is embarking
on an exciting move to pursue her masters degree. Her decision to go to graduate school was in
part due to uncertainty regarding the ability to get a long term lease on the Walker-Stone House
to continue the mission of the Folk School of Fayetteville.

Ozark Folkways, in partnership with a group of dedicated Folk School volunteers, has agreed to
continue and expand the mission of the Folk School of Fayetteville at the Walker-Stone House,
pending proposal approval from the Fayetteville A&P Commission. Under this agreement, Ozark
Folkways would continue the mission of community music space, continue to operate the
teachers cooperative, maintain accessibility to instruments and educational programs, and




 2
28
incorporate a variety of new programming including craft workshops, a gallery, makerspace(s),
and markets.

To aid in this transition, the Folk School of Fayetteville 501c3 has agreed to donate assets
essential to historical Folk School of Fayetteville programming to Ozark Folkways 501c3. The
assets to be donated include 75 instruments, 190 chairs, a variety of PA equipment, 8
appliances, security system hardware, and more for a total estimated replacement value of
$47,735.

Mission Alignment

The mission of Ozark Folkways is to preserve, develop, instruct, and celebrate Ozark arts,
crafts, and music.﻿Ozark Folkways is a natural fit to continue the community arts space created
by Folk School of Fayetteville due to intrinsic alignment with the Folk School of Fayetteville’s
mission to connect the community through music by fostering opportunities for learning and
connection.

Given the proven idea that arts, crafts, and music both enhance quality of life and stimulate
hospitality economies (see pg 5), Ozark Folkways programming is also in alignment with
Experience Fayetteville's mission is to elevate the quality of life for the community of
Fayetteville, Arkansas through tourism promotion, partnerships, and programs.

Due to Ozark Folkways’ mission alignment with both Folk School of Fayetteville and Experience
Fayetteville, we expect this to be a fruitful transition and partnership.




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29
 THE NEED FOR COMMUNITY ARTS AND MUSIC SPACE IN FAYETTEVILLE

2023 Memo from Molly Rawn (as CEO of Experience Fayetteville)

“Music is an important part of our creative and tourism economy, and is also a critical piece of
Fayetteville' s authentic identity.

Experience Fayetteville has been listening to our local musicians and those in the music
industry speak of significant challenges present in the musical ecosystem. Many of these
challenges, while exacerbated by the pandemic, were threats prior to 2020. Chief among these
is that Fayetteville has a lack of smaller venue space for emerging musicians to develop their
skills. Additionally, we have a lack of affordable space for music instructors.

A physical space for music, for musicians and music organizations to gather, to collaborate and
organize, to share resources, to teach lessons and for professional development, is essential for
a thriving music community.

Drawing on lessons learned at 2019' s Music Cities Conference attended by Experience
Fayetteville and City of Fayetteville Staff, Experience Fayetteville has engaged in multiple
conversations with Bernice Hembree of Folk School of Fayetteville. It is the belief of the CEO of
Experience Fayetteville and the city of Fayetteville' s Arts and Culture Director, that EF is
uniquely positioned to alleviate some of these challenges.

The Walker Stone House is an ideal location for a music space in Fayetteville. Folk School of
Fayetteville leadership have toured the space and believe it to be well suited for workshops,
lesson space, and eventually small concerts by Folk School of Fayetteville and other local arts
organizations.”

2025 Fayetteville Arts and Culture Plan Key Findings

“The artist community needs more informal hubs for multidisciplinary collaboration to drive
innovation and connectivity. Youth under 21 also need creative spaces to express themselves
and as a talent retention thread. The loss of such spaces has affected the cohesion of
Fayetteville’s arts scene. Gaps in the arts ecosystem include studios and workspaces, mid-sized
music venues, rehearsal and performances spaces, galleries and affordable commercial spaces
for arts-adjacent small businesses, including retail stores that sell locally-made goods and
wares and host workshops, events, and/or pop-up markets.”

“On-going efforts should focus on activating unique gathering spaces throughout the city with
public art and community-focused activities, while preserving, highlighting and celebrating
historic and culturally significant areas. Collaborative placemaking will be key to protecting and
enhancing Fayetteville’s special places.”




 4
30
“Fayetteville is poised to advance arts and culture not only within the community, but also in
the region, the state and beyond. Currently, the city lacks a strong arts and culture brand that
differentiates it from its neighbors. Advocacy for the sector has been, until recently,
uncoordinated and signature defining arts events have been lost, reducing cultural attractions.”

From Creative Economy Experts, including Americans for the Arts, National Endowment
for the Arts, and the Bureau of Economic Analysis

“Arts & Economic Prosperity 6 (AEP6) is an economic and social impact study of the nonprofit
arts and culture industry. In the Northwest Arkansas Region, the sector generated $232.7 million
in economic activity during 2022—$157.4 million in spending by arts and culture organizations
and an additional $75.2 million in event-related expenditures by their audiences. That economic
activity supported 3,434 jobs, provided $136.6 million in personal income to residents, and
generated $35.2 million in tax revenue to local, state, and federal governments.” (Arts and
Economy Prosperity 6 (AEP6): The Economic & Social Impact Study of Nonprofit Arts & Culture
Organizations & Their Audiences in Northwest Arkansas pg 4).

“Arts and culture drives commerce to local businesses. When people attend a cultural event,
they often make an outing of it—dining at a restaurant, paying for parking or public
transportation, enjoying dessert after the show, and returning home to pay for child or pet care.
Overall, in the Northwest Arkansas Region, attendees spend $31.63 per person per event,
beyond the cost of admission. These dollars represent vital income for local merchants and a
value-add with which few industries can compete.” (Arts and Economy Prosperity 6 (AEP6): The
Economic & Social Impact Study of Nonprofit Arts & Culture Organizations & Their Audiences in
Northwest Arkansas pg 4).

“Arts and culture strengthens the visitor economy. In the Northwest Arkansas Region, 12.0% of
attendees are nonlocal visitors who traveled from outside Benton and Washington Counties;
they spend an average of $63.33. Additionally, 87.4% of nonlocal attendees reported that the
primary purpose of their visit was specifically to attend the performance, event, exhibit, venue,
or facility where they were surveyed.” (Arts and Economy Prosperity 6 (AEP6): The Economic &
Social Impact Study of Nonprofit Arts & Culture Organizations & Their Audiences in Northwest
Arkansas pg 4).

“A vibrant arts and culture community keeps local residents—and their discretionary dollars—
in the community. When attendees were asked what they would have done if the event
where they were surveyed had not been available, 41.4% of attendees who live in Benton
and Washington Counties said they would have ‘traveled to a different community to attend a
similar arts or cultural activity.’” (Arts and Economy Prosperity 6 (AEP6): The Economic & Social
Impact Study of Nonprofit Arts & Culture Organizations & Their Audiences in Northwest
Arkansas pg 4).




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31
Nationally, arts & culture contributed $1.2T (4.2% of U.S. GDP) and grew twice the rate of the
overall economy in 2023. (National Endowment for the Arts and the Bureau of Economic
Analysis)

Recent Public Opinion

“There are plenty of ways to fill a budget. There are far fewer ways to fill a city with music, with
meaning, with the kind of magic that draws people not just to visit, but to stay. To plant roots. To
raise kids. To start bands. You want Fayetteville to be a destination? Make sure it stays
Fayetteville.” (Philip Martin, “Keep Fayetteville’s Folk School alive,” NWA Democrat Gazette)

“I want to write more stories and songs to preserve the memory of my Fayetteville life because
so much of what it was has been lost…I think many lifelong natives are considering leaving this
place because it no longer feels like home…We need to preserve what is left of our home…The
Folk School is about the last place that feels like home to me.” (Carol Widder, “NWA Letters:
Save historic house, cultural gem inside,” NWA Democrat Gazette)

“The Folk School of Fayetteville has taken the historic Walker-Stone House and made it a
vibrant, safe haven for musicians, songwriters and people who enjoy great music and dance.
The Folk School of Fayetteville has enriched my life and the lives of the veterans I help serve
through the partnership with Soldier Songs and Voices…it’s not just a place. It is a tradition of
community and caring…Music is the home in our hearts.” (Lee Haight, “NWA Letters: Folk
school closing, musicians will stay,” NWA Democrat Gazette)

“This vibrant, joyful community space is like no other in the city of Fayetteville. It supports old
time music and local creativity with a welcoming, open heart…I first got to know this community
at square dances…These dances brought together young and old, students from the University
of Arkansas, musicians, callers … everyone welcome and dancing together. The Folk School
continued and expanded this tradition with jams, original songs, dances, a rental of instruments,
classes, summer camps and so much more…Support this valuable community resource, part of
what makes Fayetteville a unique and desirable place to live.” (Jan M Vanschuyer, “NWA
Letters: Folk school valued for its community,” NWA Democrat Gazette)

“Fayetteville has and always will have a special place in my heart, but with all that’s happening
in Northwest Arkansas I find myself in Fayetteville less and less often. The folk school has been
one of the last few things that draw me to the city and the concerts, dances, and lessons I’ve
attended at folk school have made a great starting point to try the great restaurants and
entertainment Fayetteville has to offer.” (Jake Kowalewski, a University of Arkansas alumnus
and current resident of Bella Vista, in his letter to the A&P Commission)




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“The Folkschool has been a beacon of hope for a 'scene' that was showing signs of fizzling out.
It has been wonderful to see all the FS programs come to life and to see the community
embrace and participate in the events … To pull the rug out from under them could be the end
of one of the best examples of a real grassroots community uprising.” (Kelly Mulhollan,
Fayetteville musician, in his letter to the A&P Commission)

“It's pretty much impossible to sum up everything that the Folk School means to me and my
community … Hundreds of musicians have been able to use the space for free, something that
is practically impossible to find, especially for high school and college students. Over a hundred
music students of all ages have been able to call this place their second home, as do I myself.
Week after week I've watched people of all ages and backgrounds come through those doors
while their faces light up as they realize this is a space for them, for anyone and everyone,
because "Folk Means People", as the Hembrees always say. We are losing creative community
spaces left and right to big business real estate and tourism while lifelong residents like myself
struggle to find a single place to perform at or teach from. This fight isn't new to creatives and
community organizers, but that doesn't make it any less disheartening and exhausting. The one
silver lining is the community that has formed through our love of and investment in this space
and mission. We will never stop fighting for accessible creative education and community.”
(Milcah Hulen-Posnak, Executive Director of the NWA Collective, in a comment to NWA
Democrat Gazette)

“For over two years, since the opening of the Folk School, I have hosted a monthly event [at the
Folk School of Fayetteville] - the Songwriters Open Mic, where writers and musicians - young
and old - have been coming to perform original works for a growing, energized Fayetteville
audience of music-lovers. Some songwriters have come from Ft. Smith, Springfield, Bartlesville,
and Mountainburg, along with occasional touring artists who chose to perform for our great
community from Albuquerque, Detroit, and Tampa. The word from these folks has been that
they wish their communities had such a valuable asset and enthusiastic audience for local and
regional artists' work. The room is almost always filled to capacity for every performance, which
has featured as many as 30 songwriters … When [Bernice and Bryan Hembree] arranged to
use the Walker Stone House for the Folk School, it almost immediately became a beloved
focal-point for the regional music community - artists as well as listeners - and a beacon of
learning and growth for young artists and for artistic communication and interaction by all
musicians in the region.” (Jack Williams, Leader of Songwriters Open Mic, in his letter to the
A&P Commission)

In Summary

Fayetteville, a town historically known for its thriving arts scene, is at a critical juncture in
development. Although art spaces and, as a result, local arts culture have been displaced by
new development and the fast pace of growth, beacons of hope such as the Folk School of
Fayetteville community remain. At this juncture, the city of Fayetteville and other entities




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33
supported by tax dollars have a window of opportunity to invest in what remains of its authentic
arts and culture identity in order to foster the regrowth of the cultural attractions that have long
drawn people to Fayetteville. Furthermore, public support of the arts serves an investment not
only in the creative economy but the economy at large, particularly the hospitality economy.




 8
34
 OZARK FOLKWAYS FAYETTEVILLE STRATEGY

Ozark Folkways will continue and expand the mission of the Folk School of Fayetteville in the
Walker Stone House and fill critical gaps in the arts ecosystem including “studios and
workspaces, mid-sized music venues, rehearsal and performances spaces, galleries and
affordable commercial spaces for arts-adjacent small businesses, including retail stores that sell
locally-made goods and wares and host workshops, events and/or pop-up markets.” (2025
Fayetteville Arts and Culture Plan, pg. 28). Through this strategy, Ozark Folkways will
strengthen the broader Fayetteville community both culturally and economically.

Commitment to Community Music Space

Under Ozark Folkways, the Walker-Stone House will continue to serve as a community music
space by continuing programs started by the Folk School of Fayetteville including
 ●​ Free, open-to-the-public opportunities for musicians to gather and learn from one
 another
 ●​ A music teachers cooperative that provides shared, affordable classroom space for
 teachers
 ●​ Accessibility to instruments through an instrument lending library
 ●​ Accessible music educational programs
 ●​ Rehearsal and performance space

Expansion of Programs to Incorporate Visual Arts and Crafts

Ozark Folkways has long been known as a place where artists and craftspeople of varied
disciplines exchange skills and ideas. Over time, Ozark Folkways would introduce new
programs at the Walker-Stone House to welcome artists of all disciplines. These programs may
include:
 ●​ Visual arts and crafts workshops (single and multi-day)
 ●​ A gallery featuring local artists
 ●​ Makerspace(s)
 ●​ Pop-up markets
 ●​ Programs to increase programmatic reach through collaboration with
 ○​ Arts and culture organizations, including the city’s Parks, Natural Resources, and
 Cultural Affairs department
 ○​ The University of Arkansas
 ○​ Organizations uplifting marginalized cultures
 ○​ Music venues
 ○​ Organizations specializing in local history, including the Washington County
 Historical Society
 ○​ Experience Fayetteville (collaboration on new and existing events)
 ○​ Local hotels, motels, and restaurants




 9
35
 ○​ Other organizations with mission alignment
 ●​ A signature event or series which would highlight Ozark arts, crafts, and music and serve
 as a cultural attraction for residents and visitors to Fayetteville




 10
36
 A TWO-PART PROPOSAL

Part One:

Ozark Folkways enters into a $1/yr lease with Experience Fayetteville on the Walker-Stone
House with similar terms to the existing Folk School of Fayetteville lease. This lease begins
October 1, 2025 and ends December 31, 2026. Ozark Folkways uses this time to reestablish
the community music space at the Walker-Stone House and to pilot new programming and
partnerships. By September 2026, Ozark Folkways reports back to the A&P Commission with a
summary of executed programs and a letter of intent regarding part two (details below).

Due to the voting timeline of the A&P Commission, this lease begins October 1, 2025. For the
month of September 2025, assets donated from Folk School of Fayetteville 501c3 to Ozark
Folkways 501c3 will remain in the Walker-Stone House. During this time, Experience
Fayetteville will maintain an internal temperature between 65°F and 75°F and will insure the
assets.

Part Two:

Pending Ozark Folkways’ successful demonstration of its role as a community arts and music
space which fosters Fayetteville’s creative culture and economy, Ozark Folkways has the option
to enter into a 5 year lease on the Walker-Stone House. Under this lease, Experience
Fayetteville has the option to collect 10% of all event revenue from Ozark Folkways events
occurring at the Walker-Stone House, up to 30% of the total operational expenses related to
Ozark Folkways’s activities at the Walker-Stone House location, to be paid quarterly.

During this 5 year partnership, Ozark Folkways continues to expand programming and
organizes a signature event with advertising support from Experience Fayetteville and
programmatic support from other collaborating organizations.

The lease described above will be voted on by the A&P Commission no later than October 2026
for a January 1, 2027 start date.

Timeline:

 ● August 2025 A&P Commission Meeting - The A&P Commission votes on a Letter of
 Intent to move forward with part one of this proposal. The A&P Commission also votes
 on a Memorandum of Understanding related to part two of this proposal.
 ● September 2025 A&P Commission Meeting - The A&P Commission votes on the lease
 document for part one of this proposal.
 ● October 1, 2025 - Ozark Folkways’s part one lease on the Walker-Stone begins.




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37
 ●​ September 2026 A&P Commission Meeting - Ozark Folkways reports back to the A&P
 Commission with a summary of executed programs and a letter of intent regarding part
 two. The A&P Commission votes on a letter of intent to proceed with part two.
 ●​ October 2026 A&P Commission Meeting - The A&P Commission votes on the lease
 document for part two of this proposal.
 ●​ December 31, 2026 - Ozark Folkways part one lease ends.
 ●​ January 1, 2027 - Ozark Folkways part two lease begins.
 ●​ Ozark Folkways delivers an annual report to Experience Fayetteville which details
 programming and highlights opportunities for collaboration.
 ●​ May 2031 - Conversations about a third lease begin by this date.
 ●​ August 2031 - A vote on a third lease takes place by this date.
 ●​ December 31, 2031 - Ozark Folkways part two lease ends.
 ●​ January 1, 2032 - Potential third lease begins.




 12
38
 APPENDIX

Please find the following documents in the coming pages:

 ●​ 6 year budget projection for Ozark Folkways operations and programming at the
 Walker-Stone House
 ●​ Ozark Folkways 2025 YTD Financials
 ●​ A recap of May 15, 2023 - October 15, 2024 Folk School of Fayetteville programming at
 the Walker Stone House, provided by the Folk School of Fayetteville
 ●​ 2025 Fayetteville Arts and Culture Plan, Section 3: Key Findings
 ●​ Arts and Economy Prosperity 6 (AEP6): The Economic & Social Impact Study of
 Nonprofit Arts & Culture Organizations & Their Audiences in Northwest Arkansas,
 Takeaways




 13
39
 Ozark Folkways Fayetteville Budget Projections through 2031
 Please note, the figures below are highly subject to change throughout Ozark Folkways initial lease and beyond. More accurate figures will be available for review by September
 2026.
 2026 2027 2028 2029 2030 2031
 longterm lease yr longterm lease yr
 initial lease longterm lease yr 1 longterm lease yr 2 longterm lease yr 3
 4 5
 grow grow
 grow programming, grow programming, grow programming,
 establish baseline programming, programming,
 begin planning for host first signature grow signature
 programming grow signature grow signature
 signature event event event
 event event
 Income

concerts $3,000.00 $4,800.00 $6,000.00 $7,200.00 $7,200.00 $7,200.00

workshops $4,320.00 $6,000.00 $7,680.00 $9,360.00 $12,240.00 $15,120.00

gallery sales $4,000.00 $5,000.00 $6,000.00 $7,000.00 $8,000.00 $10,000.00

signature event revenue $0.00 $0.00 $10,000.00 $25,000.00 $50,000.00 $50,000.00

donations $6,000.00 $10,000.00 $12,000.00 $15,000.00 $20,000.00 $30,000.00

govt funding and grants $5,000.00 $10,000.00 $15,000.00 $25,000.00 $50,000.00 $50,000.00

TOTAL $22,320.00 $35,800.00 $56,680.00 $88,560.00 $147,440.00 $162,320.00

 Operating Expenses

Utilities $5,018.00 $6,523.40 $8,480.42 $11,024.55 $14,331.91 $18,631.48

Subscriptions (Internet, phone, website, alarm) $1,345.00 $1,748.50 $2,273.05 $2,954.97 $3,841.45 $4,993.89

Building Insurance $2,860.00 $3,718.00 $4,833.40 $6,283.42 $8,168.45 $10,618.98

Facility Coordinator $2,000.00 $4,000.00 $6,000.00 $12,000.00 $35,000.00 $35,000.00

$ to A&P for maintenance of house* $0.00 $1,580.00 $2,968.00 $4,856.00 $7,744.00 $8,232.00

TOTAL $11,223.00 $17,569.90 $24,554.87 $37,118.93 $69,085.81 $77,476.35

 Programming Expenses

concert artist payout $2,100.00 $3,360.00 $4,200.00 $5,040.00 $5,040.00 $5,040.00

workshops artist payout $3,024.00 $4,200.00 $5,376.00 $6,552.00 $8,568.00 $10,584.00

workshop supplies $1,512.00 $2,100.00 $2,688.00 $3,276.00 $4,284.00 $5,292.00

gallery artist payout $2,800.00 $3,500.00 $4,200.00 $4,900.00 $5,600.00 $7,000.00

signature event(s) $0.00 $1,000.00 $5,000.00 $12,000.00 $25,000.00 $25,000.00

new artist-oriented programs $0.00 $1,000.00 $5,000.00 $10,000.00 $10,000.00 $10,000.00

other $1,000.00 $2,000.00 $3,000.00 $5,000.00 $5,000.00 $5,000.00
free programming opportunity cost (only used to
calculate opex %) $45,000.00 $48,000.00 $48,000.00 $51,000.00 $51,000.00 $51,000.00

TOTAL $10,436.00 $17,160.00 $29,464.00 $46,768.00 $63,492.00 $67,916.00

 Net

Total Net $661.00 $1,070.10 $2,661.13 $4,673.07 $14,862.19 $16,927.65




 40
 Statement of Activity
 Ozark Folkways
 January 1-August 15, 2025

 % of Income/
 Distribution account Total Expenses
Income
  Class & Workshop Revenue $9,735.00 21.21%
  Donations* $10,764.98 23.46%
  Event Revenue $10,565.00 23.02%
  Gallery Sales $8,362.82 18.22%
  Grants $7,266.00 15.83%
  Other Income $36.94 0.08%
  Unapplied Cash Payment Revenue -841.37 -1.83%
Total for Income $45,889.37
Expenses
  Total for Operating Expenses $28,984.27 63.06%
  Total for Programming Expenses $15,238.43 33.16%**
  Sales Tax (State and Local) 1,523.05
  Uncategorized Expense 119.70
 Reconciliation Corrections 9.31
  Total for Uncategorized Expense $129.01
Total for Expenses $45,959.75
Net Operating Income -$70.38


 Cash Basis Saturday, August 16, 2025 01:12 AM GMTZ


*This represents only monetary donations and not in-kind donations.
**Over the next 5 years, Folkways intends to grow programming investment to >50% of total expenses. This will
be made possible by program expansion, new donor programs, and greater investment in grantwriting.




 41
RECAPPING 17 MONTHS OF FOLK SCHOOL OF FAYETTEVILLE PROGRAMMING
@ WALKER STONE HOUSE
May 15, 2023 - Oct 15, 2024

COMMUNITY ORGANIZATIONS WE HAVE COLLABORATED WITH DURING THIS PERIOD
 Soldier Songs & Voices
 Cache
 NWA Jazz Society
 NWA Collective
 City of Fayetteville Waste & Recycling
 UA School of Art
 Walton Arts Center
 George’s Majestic
 Ozark Folkways
 KUAF

WORKSHOPS, CONCERTS, JAMS, OPEN MICS & COMMUNITY EVENTS ON THE LAWN
MAY 15 - OCT 15 (17 Months)
283 Events or Event Days
65-70% of Events are Free Community Events
4497 Attendees

$58,800 in Free Community Programming Value ($20 per person average value)
$133,875 Economic Impact of Event Related Spending (Based on Americans for the Arts Economic Impact
Study AE6, $29.77 local resident spending)

152 Jams (15 People on Average, 2280 Musicians/Participants)
77 Workshop (6 People on Average, 462 Participants)
23 Concerts (40 People on Average, 920 Attendees)
5 Community Events on the Lawn (660 Attendees)
3 Summer Camp (25 Students Attended)
12 Community Meetings & Misc Events (150 Attendees)

$29,590 Direct Economic Impact to Musicians
(75% to Artist on Paid Events)


TEACHERS COOP @ FOLK SCHOOL OF FAYETTEVILLE
JULY 15 - OCT 15
15 Months
1902 Private Lessons
127 Lessons per Month
10 Teachers in the Coop
106 Students
$52,305 Direct Economic Impact to Musicians


TOTAL ECONOMIC VALUE & IMPACT
Folk School of Fayetteville generated $274,570 in Economic Impact & Value over 17 Months

Experience Fayetteville’s Investment over for 2023 - 2024
$146,112

 Direct Support




42
 $30,000
 $6000 in Year 1 Supplemental Utilities support

 Facilities Maintenance
 (Including EF staﬀ, insurance, Repairs & Maintenance)
 $110,112



Folk School of Fayetteville’s pilot at Walker Stone House represents a $128,458 positive net in
Economic Impact and Value




43
 SECTION 3

 Key Findings




26
 44
I
 t is clear Fayetteville has remarkable arts and culture attributes and that the
 community cares deeply about protecting Fayetteville’s unique and authentic creative
 identity. The arts and culture sector is primed to grow and continue to be a defining feature of
Fayetteville. However, there is a simultaneous fear of losing what makes Fayetteville special–from
the pressures of the rising cost of living, new development and the fast pace of growth.

A key task in developing the Fayetteville Arts and Culture Plan was to identify gaps and needs
within the existing Fayetteville arts and culture ecosystem. The identified needs also offer insights
into opportunities to support and advance arts and culture, and differentiate Fayetteville vis-a-vis
Northwest Arkansas. Through a variety of community engagement methods, additional research
and peer cities benchmarking, the following key findings acknowledge the needs and areas of
potential growth for Fayetteville.



What we heard:

Fayetteville’s Arts and Culture Sector Needs Nurturing.
The artist and creative community expressed some challenges about living and working in
Fayetteville. The city is home to working, creating, making artists and creatives, but there is a fear
that artists will be forced to move away as property values increase beyond affordability. A decline
in the number of galleries downtown and some missing key venues and creative spaces impacts
steady creative development, production and visibility. There is also strong sentiment that artists
are underpaid and undervalued, with limited access to resources, funding and promotion. Like any
other economic sector, the creative sector needs inclusion in the city’s workforce retention and
development efforts, and artists and creatives can benefit from more connectivity to one another
and more opportunities for collaboration.



 Top five barriers to artists and Top three concerns of Fayetteville
 creatives making a living from their artists and creatives:
 art or creative work in Fayetteville
 • Artists/creatives not earning a
 • Not enough venues living wage
 • Not enough places to exhibit or • Lack of affordable venues to work/
 sell create/practice
 • Not connecting with audiences/ • Housing affordability/artists and
 patrons/collectors/customers creatives getting priced out
 • Not enough paying gigs
 • Not enough marketing




 45 CITY OF FAYETTEVILLE | Arts & Culture Plan 2025 27
 Arts and Culture Needs Sustainable Gaps in the arts ecosystem include studios
 Funding and Support. and workspaces, mid-sized music venues,
 Although there has been significant targeted rehearsal and performances spaces, galleries
 public investment for arts and culture, from and affordable commercial spaces for arts-
 funding new facilities to murals and free adjacent small businesses, including retail
 summer concerts, these funds have not been stores that sell locally-made goods and wares
 strategically or uniformly deployed across the and host workshops, events and/or pop-up
 sector. Ongoing direct and consistent funding markets.
 for arts and culture has been limited. A major
 source for arts and culture funding has been The community wants more
 from several large regional foundations, opportunities to participate and
 but philanthropy overall tends to to be less engage in arts and culture.
 diversified. There are a number of economic The community expressed the importance it
 tools available to the city to help incentivize places on arts and culture and emphasized
 and promote arts and culture sector the need for community involvement, cultural
 development, which will require coordination diversity and integrating art into daily life
 and consensus to deploy. that is accessible and affordable, for youth
 and adults, for residents and visitors. The
 The community survey revealed that the community wants more variety and higher
 majority of people surveyed think the City quality arts and culture activities and
 should spend more on arts and culture in experiences. Specifically they mentioned
 Fayetteville. wanting more live music, outdoor concerts,
 62% stated that the City should spend more or festivals, art exhibits, museums and films–
 much more without having to leave Fayetteville. They
 would like to see more public art throughout
 27% spend “about the same” Fayetteville and spaces to participate in art-
 4% stated that the City should “spend less or making of all types.
 much less.”
 Over 90% of people surveyed said arts
 and culture opportunities in Fayetteville
 The Need for More Creative Spaces are “Important (16%) or Very Important
 in Fayetteville. (74%).”
 Despite Fayetteville’s superb arts and culture
 facilities and nearby spaces like the Medium “There are enough opportunities for
 in Springdale, critical spaces are missing me to participate in arts and cultural
 that could better support artists, musicians, activities in Fayetteville”: 65% Somewhat
 and creatives. These missing spaces hinder or Definitely Agree.
 growth, career development and the
 community’s engagement with the arts. “We need to improve the quality of arts
 The artist community needs more informal and cultural activities in Fayetteville”:
 hubs for multidisciplinary collaboration to 81% Somewhat or Strongly Agree.
 drive innovation and connectivity. Youth
 under 21 also need creative spaces to When asked “Do you attend arts and
 express themselves and as a talent retention cultural events in nearby communities?”
 thread. The loss of such spaces has affected 82% responded that they did, and only
 the cohesion of Fayetteville’s arts scene. 18% did not.



28
 46 CITY OF FAYETTEVILLE | Arts & Culture Plan 2025
Fayetteville Needs to Activate and Preserve its Unique Spaces and Places.
Fayetteville has invested in cultural spaces like the Upper and Lower Ramble, showcasing a
commitment to placemaking through memorable gathering areas, murals and publicly available
art. With careful planning and programming, these accessible spaces can enhance the city’s
vibrancy and liveability and support the creative community. On-going efforts should focus on
activating unique gathering spaces throughout the city with public art and community-focused
activities, while preserving, highlighting and celebrating historic and culturally significant areas.
Collaborative placemaking will be key to protecting and enhancing Fayetteville’s special places.

Fayetteville Needs to Retain and Build its Authentic Arts and Culture Identity.
Fayetteville is poised to advance arts and culture not only within the community, but also in
the region, the state and beyond. Currently, the city lacks a strong arts and culture brand that
differentiates it from its neighbors. Advocacy for the sector has been, until recently, uncoordinated
and signature defining arts events have been lost, reducing cultural attractions. While Fayetteville
tends to focus hyper-locally, it could benefit from more cross-cultural engagement with creatives
and advocates outside the city. Bringing in outside artists creates valuable opportunities for local
artists to exchange ideas, learn new techniques, and expand their networks, enriching the creative
landscape and connecting them with wider audiences and new opportunities.”

PEER CITIES | This chart compares key elements of arts and culture in peer cities to Fayetteville.


 A &C
 A ici
 &C p a
 fa l o
 D ep  ar
 M ci w
 lit ne
 ie d tm  en
 un  ic s/ /o
 ve pe t
 M ip al M nu ra
 es te d
 un
 to ici us  e  um
 A pa
 &C l bno uil /H  isto
 N on
 C -M np in  d
 ro g ri c Si
 ul u
 tu ni
 ra cip fi t as le ed te
 M un lF aac lili
 N ici
 on p-M al S ti es
 St at un pic ci  e
 ip al
 or e-L
 R ev
 eb e al EC ve
 ul n
 at l F
 e ilm ral Su tu ts
 Lo ca  lF P  rog n I
 ra cen Fa pp
 ci or
 lit t/
 ilm O m ti ve ie C
 s oo rd
 To ur is ffi c e in at io
 m Su n
 %  fo pp  or  t
 r  Pu  bl
 M un ic  A  rt
 ic ip al Pr  og  ra
 D es G ra nt m
 ig na in g  Pr
 al  C te d C og ra
 ip re at iv r ea  ti ve m
 ic e  B us or  A
 un un in es  s rt s D  is
 Su  pp tr ic ts
 M M or t


Asheville,
 X X X X X X 1% X X
North Carolina

Boise,
 X X X X X X 1.2% X X
Idaho

Boulder,
 X X X X X X X 1% X X
Colorado

Fort Collins,
 X X X X X X X 1% X X
Colorado

Lawrence,
 X X X X X X 2% X X
Kansas

Little Rock,
 X X X X
Arkansas

Oklahoma City,
 X X X X X X 1% X X
Oklahoma

Fayetteville,
 X X X X X X
Arkansas



 47 CITY OF FAYETTEVILLE | Arts & Culture Plan 2025 29
 The Economic & Social Impact Study
 of Nonprofit Arts & Culture Organizations
 & Their Audiences in


 Northwest Arkansas
 Supporting jobs.
 Generating revenue.
 Building community vibrancy.




48
TOP AEP6 TAKEAWAYS
in the Northwest Arkansas Region
1. Arts & Economic Prosperity 6 (AEP6) is an economic and social impact study of the nonprofit
 arts and culture industry. In the Northwest Arkansas Region, the sector generated $232.7
 million in economic activity during 2022—$157.4 million in spending by arts and culture
 organizations and an additional $75.2 million in event-related expenditures by their
 audiences. That economic activity supported 3,434 jobs, provided $136.6 million in personal
 income to residents, and generated $35.2 million in tax revenue to local, state, and federal
 governments.
2. Nonprofit arts and culture organizations are businesses. They employ people locally,
 purchase supplies and services from nearby businesses, and engage in the marketing and
 promotion of their cities and regions. Their very act of doing business—creating, presenting,
 exhibiting, engaging—has a positive economic impact and improves community well-being.
 In the Northwest Arkansas Region, nonprofit arts and culture organizations spent an
 estimated $$157.4 million which supported 2,300 jobs and generated $23.6 million in local,
 state, and federal government revenue.
3. Arts and culture drives commerce to local businesses. When people attend a cultural event,
 they often make an outing of it—dining at a restaurant, paying for parking or public
 transportation, enjoying dessert after the show, and returning home to pay for child or pet
 care. Overall, in the Northwest Arkansas Region, attendees spend $31.63 per person per
 event, beyond the cost of admission. These dollars represent vital income for local
 merchants and a value-add with which few industries can compete.
4. Arts and culture strengthens the visitor economy. In the Northwest Arkansas Region, 12.0%
 of attendees are nonlocal visitors who traveled from outside Benton and Washington
 Counties; they spend an average of $63.33. Additionally, 87.4% of nonlocal attendees
 reported that the primary purpose of their visit was specifically to attend the performance,
 event, exhibit, venue, or facility where they were surveyed.
5. A vibrant arts and culture community keeps local residents—and their discretionary dollars—
 in the community. When attendees were asked what they would have done if the event
 where they were surveyed had not been available, 41.4% of attendees who live in Benton
 and Washington Counties said they would have “traveled to a different community to attend a
 similar arts or cultural activity.”
6. Arts and culture organizations contribute to community pride in the Northwest Arkansas
 Region.
 ▪ 91.6% of arts and culture attendees agree that the activity or venue where they were
 surveyed “is inspiring a sense of pride in this neighborhood or community.”
 ▪ 92.3% agree that “I would feel a great sense of loss if this activity or venue were no
 longer available.”
 ▪ 90.8% agree that the venue or facility where they were surveyed is “an important
 pillar for me within my community.”




Page |4 Americans for the Arts | Arts & Economic Prosperity 6
49
 August ___, 2025

Abby Hollis
Board of Directors, President-Elect
Ozark Folkways
22733 N. Highway 71
Winslow, AR 72959

 RE: Letter of Intent concerning proposed Lease Agreement between Fayetteville
 Advertising and Promotion Commission, a governmental agency (“A&P
 Commission”), and Ozark Folkways, an Arkansas nonprofit corporation, for real
 property located at 729 S. School Ave., Fayetteville, Arkansas 72701 (the
 “Premises”).

Dear Ms. Hollis:

 This Letter of Intent (“LOI”) sets forth certain of the terms and conditions pursuant to
which A&P Commission proposes to lease to Ozark Folkways (“Tenant”) the Premises known
colloquially as the “Walker-Stone House.” Please note that this LOI is non-binding as it is subject
to approval by the A&P Commission’s Commissioners, which must be provided through a vote of
the commissioners in a public meeting (regular or “special”) pursuant to the Arkansas Freedom of
Information Act. And any approval by the commissioners for the terms of this LOI does not
guarantee the commissioners’ subsequent approval of a formal Lease Agreement that must be
agreed upon between A&P Commission and Tenant. A&P Commission’s commissioners must
approve the terms of any such Lease Agreement in another public meeting.

 The Premises: The Walker-Stone House with a street address of 729
 S. School Ave., Fayetteville, Arkansas 72701.

 Lease Term: Sixty (60) months, commencing the 1st day of
 October, 2025, and ending the 30th day of
 September, 2030 (the “Duration”).

 Rental: Year 1: (October through December 2025): $1
 annually (to be paid on or before December 31,
 2025);
 Year 2: (January through December 2026): $1
 annually (to be paid on or before December 31, 2026)
 Years 3-5: (January 2027 through September 2030):
 At or below fair market price (to be paid on or before
 December 31 for years 3 and 4 and on or before
 September 1, 2030 for year 5).

 Utilities and Refuse Removal: Tenant shall be responsible for both the procurement
 and payment of all utilities including, but not limited
 to, water, sewer, electricity, gas, internet,




50
 telecommunications, and other data services, and for
 all charges connected with removal of refuse from
 the Premises.

 Lawn/Grounds Care: Tenant shall be responsible for providing regular
 lawn/grounds care and maintenance, including
 landscaping and mowing.

 Alterations/Improvements: Ozark Folkways may not make any changes,
 alterations, additions or major repairs to the
 Premises, including any existing or future structures,
 including existing artistic pieces, unless all plans and
 specifications for such changes, alterations, additions
 or major repairs have been approved by A&P
 Commission or its agent and by any agency of the
 State of Arkansas required by law to review or
 approve such projects. Furthermore, such projects
 shall be performed by persons, companies or
 agencies which are properly trained and licensed to
 perform such repairs and maintenance, and which are
 approved in advance by A&P Commission’s
 facilities management department, provided that
 such approval will not be unreasonably withheld.
 A&P Commission, its officers, officials, employees,
 and agents, may inspect any such project to ensure
 that plans and specifications are followed, and that
 the construction, repairs or renovation meets the
 requirements of state law and applicable codes, and
 may require changes to be made in order to comply
 with the plans, specifications, state law or applicable
 codes.

 A&P Commission may inspect the Premises at any
 time upon adequate notice and without any
 interruption of Tenant’s use of Premises, including
 the house and all leasehold improvements, and may,
 if necessary, designate necessary maintenance and
 repairs to be made by Tenant.

 Capital Improvements: Beginning on January 1, 2027, and running through
 the remainder of the lease term, Tenant
 acknowledges that certain capital improvements to
 the building located on the Premises (the “Capital
 Improvements”) may be required to accommodate
 Tenant’s contemplated use, comply with all




51
 applicable laws, or maintain the Walker-Stone House
 in a first-class condition.

 Tenant agrees to cooperate with, and to provide
 reasonable assistance to, A&P Commission in the
 planning, permitting, scheduling, and completion of
 all such Capital Improvements. Without limiting the
 foregoing, Tenant shall (i) promptly furnish A&P
 Commission with all operational information, space
 plans, and technical specifications reasonably
 requested by A&P Commission; (ii) designate a
 single point of contact empowered to confer with
 Landlord’s architects, engineers, and contractors;
 (iii) review and either approve or provide detailed
 written comments on all plans and cost estimates
 within five (5) business days after receipt; and (iv)
 coordinate its own improvements, fixturing, and
 move-in activities so as not to interfere unreasonably
 with A&P Commission’s completion of the Capital
 Improvements.

 A&P Commission shall have sole discretion with
 respect to the selection of contractors, the sequencing
 of the work, and the construction means and
 methods, provided that A&P Commission shall
 perform the Capital Improvements in a diligent and
 commercially reasonable manner. The total, out-of-
 pocket, hard and soft costs incurred by A&P
 Commission in connection with the Capital
 Improvements (including design fees, permitting
 fees, construction costs, contractor overhead and
 profit, insurance, and a construction management fee
 to Landlord or its affiliate not to exceed three percent
 (3%) of such costs) are referred to herein as the
 “Capital Costs.”

 Commencing January 1, 2027, and continuing until
 the expiration of the Lease Term, Tenant shall
 contribute a negotiated amount before the end of year
 2 of the Capital Costs, provided that A&P
 Commission gives Tenant at least thirty (30) days’
 prior written notice describing the scope, estimated
 cost, and anticipated commencement date of such
 improvements, and Tenant shall remit its required
 contribution within fifteen (15) days after receipt of




52
 an invoice therefor or pursuant to a reasonable
 payment schedule established by Landlord.

 Tenant may pay its contribution for the Capital Costs
 in equal monthly installments, amortized on a
 straight-line basis over the remaining term of the
 Lease Agreement. Tenant’s obligation to pay such
 amortized installments shall be absolute and
 unconditional and shall survive any early termination
 of the Lease Agreement to the extent unpaid. All
 Capital Improvements shall be and remain the sole
 property of A&P Commission, and nothing herein
 shall be construed to give Tenant any ownership
 interest therein. The parties acknowledge and agree
 that, except for the obligations expressly set forth in
 this paragraph, neither party shall have any further
 liability or obligation with respect to the Capital
 Improvements until a mutually acceptable Lease
 Agreement is executed.

 Major Repairs: A&P Commission shall be responsible for any costs
 associated with major structural improvements,
 system failure, or improvements necessary to resolve
 life safety issues. Such responsibility shall include
 the heating and air conditioning system, roof,
 exterior walls, exterior plumbing, foundation,
 structural components of the Premises, and pavement
 that becomes defective or damaged at any time
 during the Duration due to ordinary wear and tear
 and not due to the negligence of Tenant or Tenant’s
 agents or invitees. Upon notice from Tenant, A&P
 Commission will promptly cause repairs to be made
 and restore the defective portions to good condition.

 Climate Control: A&P Commission will maintain the Walker-Stone
 House’s internal heating and air conditioning system
 between 65 to 75 degrees Fahrenheit from the date
 the current tenant, Folk School of Fayetteville, Inc.,
 vacates the Premises until Tenant assumes
 possession of the Premises.

 Property Insurance: The Premises shall be included on A&P
 Commission’s fire and casualty insurance policy,
 and the premium charges shall be paid by A&P
 Commission. Tenant shall be responsible for renter’s
 insurance coverage on Tenant’s personal property




53
 and equipment and Tenant acknowledges and agrees
 that Tenant shall not be responsible and shall hold
 A&P Commission harmless for any loss or damage
 to Tenant’s personal property for any reason.

 Folk School Assets: A&P Commission agrees to keep the assets being
 left by the former tenant, Folk School of Fayetteville,
 Inc., stored in the Walker-Stone House pending
 either (1) the execution of a formal Lease Agreement
 between A&P Commission and Tenant; or (2)
 Tenant’s arrival at the Premises to enter the Walker-
 Stone House and to remove the former Folk School
 assets if no formal Lease Agreement is ever
 executed. If no formal Lease Agreement is ever
 executed, and Tenant needs to remove the former
 Folk School assets, Tenant shall provide twenty-four
 hours’ written notice by electronic mail to A&P
 Commission’s Chief Executive Officer. A&P
 Commission shall then provide Tenant access and
 entry to the Walker-Stone House to obtain and
 remove the old Folk School assets from the Premises
 at a date and time mutually agreeable to the parties.

 Lease Agreement: To be prepared and approved by A&P Commission’s
 commissioners (at a public meeting) within 20
 business days from the date of final execution of this
 LOI (i.e., the date the last signatory executes this
 LOI).

 The Lease Agreement shall contain further
 provisions not specifically addressed in this LOI,
 including (but not limited to) termite policy and
 security, ordinary repairs and maintenance,
 destruction by fire or other casualty, liability
 insurance, taxes, licenses, fees, and assessments,
 lawful uses, right of entry, prohibition against
 creation of lien, assignment/subletting, delivery at
 end of lease, default, remedies in the event of default,
 holding over, waste, space heaters, notices,
 applicable law.

 If A&P Commission’s commissioners approve the
 prepared Lease Agreement, the commissioners shall
 also vote to have the Lease Agreement presented to
 Tenant for Tenant’s review and approval.




54
 Additional Conditions: This LOI is conditioned upon final approval by A&P
 Commission’s commissioners.




 [Remainder of page intentionally left blank. Signature page to follow.]




55
 A&P COMMISSION

 FAYETTEVILLE ADVERTISING AND
 PROMOTION COMMISSION


 By:
 Ryan Hauck, Chief Executive Officer

 Date:

 OZARK FOLKWAYS

 OZARK FOLKWAYS, an Arkansas nonprofit
 corporation


 By:

 Name:

 Title:

 Date:




56
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

 Date: August 25, 2025

 Re: Clinton House Museum



As the CEO of Experience Fayetteville, I am pleased to submit this recommendation for your
consideration: that the Commission approve a grant of $17,500 to the Clinton House Museum
for Fiscal Year 2026.

The Clinton House Museum remains a vital part of our community’s cultural and historical
landscape. As the first home shared by President Bill Clinton and Secretary Hillary Rodham
Clinton, it attracts visitors from across the nation and serves as a unique point of interest for
heritage tourism in Fayetteville. The museum plays a key role in promoting our city’s identity
and historical significance while contributing to local economic development through tourism.

It’s important to note that this funding request of $17,500 for fiscal year 2026 represents a
reduction from this year’s allocation of $25,000, reflecting the museum’s ongoing efforts to
operate efficiently while still expanding its reach and impact furthering its transition to
independence. The requested funds will support essential operations, enhance programming,
and continue targeted marketing efforts to attract both regional and national visitors.

Supporting the Clinton House Museum aligns with Experience Fayetteville’s mission to elevate
Fayetteville as a premier travel destination, while also preserving and sharing the stories that
shape our community. We believe this investment will provide strong cultural and economic
returns.

Thank you for your thoughtful consideration of this recommendation.

feel your memo should include information on this being another step in helping the museum
transition to independence.




57
 Fayetteville A&P Commission
 Clinton House Museum Support
 January 1, 2019 through August 17, 2025




 Year Type of Support Amount
 2019 In House (incl. wages) $ 230,100
 2020 In House (incl. wages) $ 146,670
 2021 In House $ 49,135
 2022 In House $ 45,600
 2022 Vendor Payment $ 16,798 $ 62,398
 2023 Vendor Payment $ 60,000
 2024 Vendor Payment $ 50,000
 2025 Vendor Payment $ 25,000




 CHM Support History
 $300,000



 $200,000



 $100,000



 $-
 2019 2020 2021 2022 2023 2024 2025

 Amount




58
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

 Date: August 25, 2025

 Re: Recommendation for Multiyear Funding for the Downtown Fayetteville
 Coalition


As the CEO of Experience Fayetteville, I respectfully recommend that the Commission move
forward with the financial support of the Downtown Fayetteville Coalition’s (DFC) salaries and
benefits for Kelly Rich and Chloe Bell along with agreed upon initiatives for the next three fiscal
years, beginning in Fiscal Year 2026 and continuing through Fiscal Year 2028.

The DFC has demonstrated a strong track record of creating vibrant, inclusive, and
economically beneficial programming in our downtown district. Their initiatives directly support
our mission at Experience Fayetteville by drawing both residents and visitors to the city’s core
through signature events, placemaking efforts, business support, and strategic promotion of
Fayetteville’s unique downtown culture. Events like Sundays on the Square, Phantasma,
Fayetteville Strawberry Festival, Fayetteville Falltoberfest, and Lights of the Ozarks bring
thousands attendees and dollars spent throughout our private business owners locations.

This three-year funding commitment will provide the Coalition with the financial stability
necessary to plan long-term, invest in sustainable growth, and build on the momentum of recent
successes. It will also ensure that Fayetteville remains competitive within Northwest Arkansas
that are investing heavily in their downtowns as hubs of tourism, commerce, and community life.

By investing in the Downtown Fayetteville Coalition at this level, we are not only supporting a
proven partner, we are reaffirming our collective commitment to the continued growth, vibrancy,
and appeal of our city center.

Thank you for your thoughtful consideration of this multi-year funding recommendation.




59
 Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

 Date: August 15, 2025

 Re: Town Center Offices


 Information

 Our three-year lease agreement with 21 Mountain, LLC is coming to and end for the
 Town Center staff offices. Our current lease agreement includes a $1,725.50/mo
 payment with utilities included. The new agreement would go up to $3,320.25/mo with
 an additional payment of 7.2% of the building’s utilities for a 1 year deal, or
 $3,320.25/mo with utilities included for a 2 year deal. This new lease agreement would
 begin October 29. This office space is 2,097sqft, includes 6 offices, and has a kitchen.

 Decision

 The new lease agreement will increase our cost over $20,000, so we will need to
 decide on if we are going to stay or search for a new property for the Town Center staff
 to office out of. Currently, the increase is still $3-$5sqft less than the market average in
 the immediate area. Beyond cost, some other things to consider will be moving costs,
 and proximity to Town Center, Experience Fayetteville, and the downtown square.




60

Fayetteville A&P Commission Meeting Minutes – August 25, 2025
Location: Fayetteville Town Center, 15 W. Mountain St.


Commissioners Present:
Chair Elvis Moya, Elliot Hunt, Chrissy Sanderson, Sterling Hamilton, Sarah Bunch, Mike
Wiederkehr

Absent:
Katherine Kinney

Staff:
CEO Ryan Hauck

I. Call to Order
• Meeting called to order by Chair Moya at 3:00 p.m., delayed one hour due to UA
 lockdown.
• Roll call: all commissioners present except Kinney.

II. Administration
• Approval of July Minutes – Motion: Hunt, Second: Bunch. Approved unanimously.
• Agenda Changes (Hauck): Town Center office survey results added; Walker Stone
 House address corrected; DFC item moved to September agenda.
• Visitor Guide Invoice – Invoice ~$7,000 higher than initial approval due to addition of
 a detailed map. Still under the total project budget. Motion: Hamilton, Second: Hunt.
 Approved unanimously.

III. Reports
• CEO Report (Hauck): EF event calendar redesign (AI), 'Favoriteville' trademark filed,
 sales funnel data added. LinkedIn +163 followers; hotel occupancy down, ADR up.
 Several new restaurants announced. Town Center secured 5 events, strong
 revenue. Griffin Stroupe in Leadership Class 39. HMR +3%.
• Finance Report (VP Walker): Revenue +1% over, expenses -6% under July targets;
 overall 1.7% above seasonal budget. Operating income $412,137. Cash &
 investments $5.2M. TC unearned revenue: $272K (2025), $334K total.
• Updated FOIA Overview (Blake Pennington, City of Fayetteville attorney): Clarified
 polling rules, remote participation requirements, roll call identity checks. Reviewed
 prohibited scenarios
• Clinton House Museum (Joshua Youngblood, Clinton House Museum board
 president): Avg. 60–65 weekly visitors (120+ summer). 10K social followers, 15K
 website visits. Partnerships: Shiloh Museum, UA Special Collections, FHS. Current
 exhibit by Andrew Kilgore. Open Wed–Sun with intern/board coverage. Preparing
 fundraising campaign, diversifying board. Request for continued A&P funding.
 Youngblood was asked about the museum being used as event space, what the UA
 does for maintenance, and grants (being explored). Commissioner Bunch asked if
 the A&P funded this request if the museum planned for this to be the last request for
 funding and Youngblood affirmed that.
• Ozark Folkways (Abby Hollis, incoming board president): $60K in free programming,
 strong music/arts history. Transition plan with Folk School Fayetteville & Experience
 Fayetteville includes visual arts and expanded programming. Community support
 expressed through several letters/testimony. Request: (1) favorable lease terms in
 2026, (2) below-market lease + revenue share + signature event beginning 2027.

IV. Old Business
• Bylaws Update presented at July meeting (CEO Transition policy + FOIA language)
 – Motion: Wiederkehr, Second: Sanderson. Approved unanimously.
• Favoriteville Festival Fund – Discussion: unused funds roll to next year; fund
 supports sustaining large events; cap at 30% event budget; staff recommend events
 to commission. Motion: Sanderson, Second: Hunt. Approved unanimously.
• Walker Stone House – Hauck reviewed appraisal ($975K value, purchased for
 $750K in 2016). Total investment to date ~$1M; expected maintenance $500–600K
 over 5 years. Tax credits have not been pursued. Renter makes minor repairs only.
• Ozark Folkways Letter of Intent (Walker Stone House) – Year 1–2 lease $1/year;
 Years 3–5 below-market rent + event requirement. Motion: Wiederkehr, Second:
 Bunch. Approved unanimously.

V. New Business
• Clinton House Museum Funding – Hauck recommended $17,500 for FY2026.
 Motion: Sanderson, Second: Hamilton. Approved unanimously.
• FTC Office Lease Renewal – Lease up Oct. 29; new rate $19/sq ft (+$20K, still
 below market). Commissioners supported 3-year renewal. Conflict noted in property
 offerings: alternative property owned by Hamilton would not be considered. Motion:
 Wiederkehr, Second: Hunt. Approved unanimously for CEO to negotiate and execute
 3-year lease.

VI. Good of the Order
• Updates: FTC mural and ballroom airwalls.
• Baum Walker 'Party Animals' event: Fri – 10,600 tickets (9,200 scanned); Sat –
 10,200 tickets (9,200 scanned).

VII. Adjournment
• Motion: Sanderson, Second: Hamilton. Approved unanimously.
• Meeting adjourned at 5:28 p.m.