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With the new year upon us, it’s time for local government officials to take advantage of emerging trends in 2024 and beyond. Some of the most pertinent ones relate to sports tourism, recreational facilities, technology in local government, workforce development, ARPA, and our aging population. While not an exhaustive list of all the latest trends impacting municipalities, this article will provide local government leaders with some insights into how they can use these focus areas to promote economic development, increase tourism, fund projects, and better serve their communities.
There was a time not long ago when a recreation center was just a recreation center. It was a basketball court, some multipurpose rooms, and maybe a workout room. Typically, a park was a patch of greenspace for pick-up soccer matches or to sit around on a beautiful day.
Now parks and recreation centers are all these things, along with a concert space, an aquatics center, a sports tourism destination, a place for trade shows, and so much more. These spaces provide many more purposes for a community, including serving as an economic impact driver for a region.
This convergence can be found in the community of Albertville, Alabama, where Sand Mountain Park & Amphitheater has not only put this town of 22,726 residents on the map but is also an example of a facility that can both drive tourism income and serve the needs of residents. The 120-acre complex has an indoor component with four basketball courts, two competition pools (indoor and outdoor), four baseball fields, five softball fields, five multipurpose fields, a 16-court tennis center, an 8,000-seat amphitheater, a miracle field, and an RV park. The complex has hosted several concert series featuring the likes of Brantley Gilbert and Ludacris, an open ice-skating rink, tons of leagues, and countless sporting events and tournaments.
“There’s a collision between sports tourism and local recreation. You’re seeing a race among cities and suburban towns of all shapes and sizes to develop complexes as people are trying to find new, creative ways to boost their economies,” Mike Kelly, executive vice president of The Sports Facilities Companies (SFC), told Community Playmaker. Kelly leads venue operations for SFC’s SF Network, a collection of nearly 50 sports, recreation, events, and aquatics facilities throughout the United States. While few facilities match the size of Sand Mountain, a growing number of them are developed to delight residents and drive tourism revenue.
“There’s become a demand for venues that serve all purposes,” said Jim Arnold, national director of business development at SFC. “People see the venue, and they want to be able to use it beyond competitions. They don’t want to feel like it’s never available to them. So, we focus on the community’s needs in the planning stages, which influence the design, programming, and operations.”
Arnold says this shift in thinking can be seen in the emergence of non-sports amenities and programming at sports complexes. Family entertainment centers, concert spaces, and playgrounds are becoming more commonplace. And facilities are increasingly opening themselves up to community groups for meetings and hosting a creative array of events like drive-in movies.
“I think the facility that is doing it the best in the entire country right now is Paradise Coast Sports Complex,” said Arnold. The sports tourism facility, located in Naples, Florida, is a hub for outdoor sports in southwest Florida and hosts various community events.
“You go out there on a Wednesday night, and you look around those fields, and, yes, they have football and soccer. But at the same time, they have spaces where food is served. They have a bar. There may be a Chamber of Commerce networking event happening. They have tailgates for college football games and they provide for those in need. They were also the center for hurricane relief in their region. Paradise Coast has found a way to serve different demographics, age groups, interests, and seasons of life while driving tourism.”
Few industry segments have proved as resilient as the sports tourism sector. Both the Great Recession and the COVID-19 pandemic failed to deter growth, and some would argue that the industry became stronger in the wake of both crises.
John David, president and CEO of Sports ETA, a sports tourism industry trade association, offers these insights on sports tourism participation in the wake of COVID-19.
“In 2019, spending in tourism for sports specifically was about $45 billion. [In 2021], it was almost $40 billion, close to a full recovery. What we’re going to see in upcoming [2022 and 2023 data] is… numbers that far exceed 2019,” David said.
While sports participation took a major hit during 2020 and much of 2021, many sports organizations “had a massive bump in membership and participation once sport came back to play,” according to David.
Participation growth in events that drive sports tourism was already steady and consistent over the past ten years. After COVID-19, there was a strong bounce back, and the return to in-person activities “got a lot of families involved in sports that probably wouldn’t have [otherwise].”
The increase in sports participation is a continuation of trends seen before COVID-19. It can also be attributed to a pent-up desire to participate in events once there was a return to in-person activities. David mentioned that sports participants typically take a couple of years until they are ready to participate more competitively in tournaments as opposed to simply competing on a local level. Because of that, “participation in sports tourism is at a very high level, and you see those trends continuing in 2024 and 2025 with the maturity of those new [participants] into sports”.
Sports participation and tourism will continue to increase, but participants on a budget must contend with soaring hotel rates for sporting events. David said that in 2019-2020, the average daily rate for sporting events was around $130 a night for a family, but in August 2023, it grew to about $188. Rising hotel prices could open opportunities for smaller cities to attract sporting events.
“[Event organizers] could go to a larger city with a $215 rate in a high-demand market. They could also pick a smaller market with a $149 rate,” David said.
Sports tourism is also becoming a focal point for municipalities across the country because many places now see its true potential as a means to promote economic development and attract visitors. For example, in Louisville, Kentucky, a major convention city in their region, “sports tourism has now superseded all of the other verticals,” according to David.
More and more communities are turning to technology solutions to create operational efficiency and enhance the quality of life for residents. Technologies like artificial intelligence (AI), drones, and license plate recognition (LPR) cameras are being implemented throughout the United States to aid vulnerable populations and support public safety efforts. Data, especially from geographic information systems (GIS), are being used to develop more equitable zoning and attack climate change issues.
The futuristic flying cars of The Jetsons aren’t so far off for some American municipalities — just look at how the city of Arlington, Texas, delivers food to the needy.
Thanks to a matching federal grant, city officials are using drones to bypass traffic and gas stations to bring boxes of farm-fresh produce straight to the front door of those who struggle with reliable mobility.
Arlington’s $1.6 million project, which will deliver 300 boxes while researching the feasibility of battery-powered drones, is just one of the latest examples of how cities are using technology for creative solutions to otherwise challenging problems.
While not everyone is comfortable with the rise of AI and other novel innovations, high-tech tools could help some communities save resources and money, reduce pollution, and improve the lives of residents.
Feeding the hungry isn’t the only thing a drone can do. Some cities, like Riviera Beach, Florida, and Salinas, California, have adopted a drone-based program called Shot Spotter. Drones identify the sound of a gunshot and alert authorities to the nearly exact location of the gun — saving lives and increasing the chances of catching criminals.
Drones have also been used for surveillance when a high volume of people congregate, such as over the recent Labor Day holiday in New York City. Cameras, which use license plate recognition software, have been used to collect fees for parking and monitor highway usage. These tools reduce costs and risks to humans.
Meanwhile, other cities are using robotic process automation, or RPA, to alleviate employees from simple, repetitive tasks. RPA “bots” are designed to improve the accuracy and speed of jobs like approving license renewals or verifying documents. These systems could help with payroll management, data entry, and monitoring for regulatory agencies.
Often, this technology is connected with wireless communications and office upgrades known as SaaS, or software as a service. Governments are storing information in the “cloud,” rather than servers in administration offices, for enhanced safety and accessibility.
Image credit: Adobe stock/Oană Liviu
GIS, which is short for geographic information system, can transpose a variety of data into zoning maps, property information maps, and lot boundary maps. Planners and engineers then use this technology to provide information elected officials need when envisioning future development concepts.
Some municipalities are also exploring the benefits of AI. They use AI’s real-time data to make informed decisions, create machine-learning programs to track federal grants or determine priorities for public infrastructure needs.
Perhaps the most challenging part of integrating this kind of technology isn’t overcoming the fear of the unknown but seeing beyond the current horizons to how governments can improve the lives of citizens in the future.
Libraries are evolving to keep pace with the evolution of cultural preferences. To remain relevant, libraries are investing in technology, changing up their offerings, and embracing their opportunity as a community “third place.”
Maureen DeLong, chief marketing officer at Library Systems & Services, noted that a significant trend impacting libraries is the rise of consumer data, which can come from the library system or by communicating directly with the public. Like many other businesses, libraries collect data through means such as social media, email marketing, and census data.
Librarians today harness the power of technology to enhance and streamline their services in ways that have a deeper impact when visiting your local branch. They employ advanced cataloging systems and database management tools to organize and access vast collections of digital and physical resources. Librarians also leverage online databases, e-books, and e-journals to give patrons easy access to information from anywhere.
Additionally, they are increasing access to events, services, and resources using social media platforms and websites. Moreover, librarians are skilled in assisting patrons with technology-related inquiries, such as helping them navigate research databases, e-readers, and computer software. In essence, technology has become an integral tool in the modern librarian’s toolkit, enabling them to adapt to the evolving information landscape and efficiently meet their patrons’ diverse needs.
Libraries are increasingly implementing technologies such as virtual reality (VR), 3D printing, and AI to enhance programs and learning opportunities. DeLong noted that libraries want to allow community members who don’t have these technologies at home a chance to experience them.
Homestead, Florida, a suburb of Miami, is home to one of the nation’s most innovative libraries. The “Cybrarium” is a 23,000-square-foot, multi-floor high-tech facility that features a children’s theater, a VR cube, a maker space with a 3D printer, a Steampunk Lounge with an 1896 Chandler and Price letterpress and Book Mountain, and an interactive sculpture that rises from the first floor to a ceiling-high solar system. The Cybrarium aims to meet patrons’ emerging needs by offering traditional library services in an innovative environment.
Society’s concept of “third place” is a term coined by sociologist Ray Oldenburg. In addition to homes (the first place) and workplaces (the second place), libraries are emerging as a welcoming and inclusive environment as a third place where individuals can gather, connect, and engage. They provide a neutral ground that encourages social interaction, learning, and community building through a wide range of events and programs. On any given day, your local library may host a book club, a financial or career workshop, a lecture from a world-renowned thought leader, or story time for kids. Furthermore, libraries often offer flexible seating arrangements, access to information and technology, and a quiet space for studying or contemplation, all for free, making it stand apart from bookstores or coffee houses, which perform similar functions at a cost.
Image credit: Adobe stock By C Davids/peopleimages.com
The ongoing pandemic and the resulting shift in work dynamics have sparked a mass exodus of workers, popularly dubbed “The Great Resignation.” As a result, many local government sectors struggle to fill vacancies, with the most significant impact felt in essential service departments, such as sanitation, public safety, and healthcare. However, the problem is not unique to any particular department or location. The aging population of government employees is retiring in droves, leaving alarming gaps that will continue to grow in the coming decade.
Because of “The Great Resignation” and the “Silver Tsunami” of retiring employees, workforce development has become a top priority for local and state governments in the U.S. Enhancing the skills of current staff and developing the next generation of government employees is a vital aspect of attracting and retaining talent during this time of labor market upheaval. The emphasis is on providing opportunities for continuous learning and professional growth, which helps improve the existing workforce and serves as an attractive proposition for potential recruits.
Local and state governments are becoming more creative in their recruitment strategies to attract new talent. There’s a shift towards offering competitive compensation packages, flexible work arrangements, and opportunities for career advancement. These strategies aim to attract a diverse pool of candidates, including recent graduates, mid-career professionals looking for a change, and retirees seeking part-time or consultancy roles.
In Panama City Beach, Florida, Mayor Mark Sheldon told Community Playmaker that they have the “gold standard” of pension plans, an important part of retaining employees. According to Mayor Sheldon, Panama City Beach also provides free health insurance for employees and instills a pay study every two years.
Moreover, governments are investing in partnerships with educational institutions to attract young talent. Internship, apprenticeship, and job shadowing programs provide students with real-world experience and a taste of public service. This early exposure can inspire students to consider government careers, thereby helping replenish the talent pool.
On the national level, the Department of Energy has a robust internship initiative called the Omni Technology Alliance Internship Program. The 10-week program is aimed at college and graduate students interested in cybersecurity. The internship offers a stipend that covers the students’ living wages, housing, transportation, and relocation expenses while providing them with industry knowledge and experience. By offering the internship program with a stipend, more students can afford to participate, and the Department of Energy has an even larger talent pool from which to recruit.
Some community leaders are coming into 2024 with a major sense of urgency. The American Rescue Plan Act (ARPA), which provides federal aid to state, county, tribal, and local governments to support a variety of projects in the wake of the COVID-19 pandemic, has a December 31, 2024 deadline for all funds to be obligated by its recipients. The funds must be spent by December 31, 2026, or returned to the U.S. Treasury Department. The term “obligated” is defined as “an order placed for property and services and entering into contracts, sub-awards, and similar transactions that require payment,” according to the U.S. Treasury Department.
On the surface, it appears that cities must determine their ARPA plans and launch them before the end of this year. The reality is much more challenging. In a study by the National League of Cities, 54 percent of cities, towns, and villages start their fiscal year on July 1. Those communities have a few more months to obligate ARPA funds. However, the complexity of certain projects, including infrastructure or housing projects, must be considered as vendor selection or contracting may take a lengthy amount of time. If your fiscal year started a few weeks ago, on January 1, it may already be too late.
While the communities that have not taken advantage of available ARPA funds may be considered laggards, several notable challenges may stand in the way of implementation. A study and interviews conducted by the Brookings Institute found that barriers to utilizing ARPA funds included timelines for spending ARPA funds, differing opinions among city leaders on how to use funds, and uncertainty about program guidelines. Additionally, there was concern about spending ARPA funds on new staff and programs in many cities without the prospect of future revenue beyond the program.
To overcome these challenges, Michael Gleeson, legislative director of finance, administration, and intergovernmental relations for National League of Cities, suggests in his article on the ARPA deadline that cities classify State and Local Fiscal Recovery Funds (SLFRF) as “lost revenue,” allowing them to use the money for government services.
While these challenges hampered some communities, others nimbly rose above them in ways that drove recovery and long-term economic growth. In El Paso, Texas, SLFRF funds were used to develop a program called Financial Assistance for Safety, Technology, and Economic Resilience (FASTER). FASTER provides grants, loans, and technical assistance to small, women-owned, and minority-owned businesses throughout rural and unincorporated areas. The city also uses ARPA funding to rebuild water and sewer infrastructure in communities near the US-Mexico border.
Public-private partnerships, or P3s, are an emerging way for municipalities to fund projects. “The biggest [P3 trend] I’ve seen so far is all the funding available from the bipartisan infrastructure law that has really jump-started infrastructure projects of all kinds, including solar, transportation, water utilities, etc.,” according to Mary Scott Nabers, president/CEO of Strategic Partnerships Inc. and author of “Inside the Infrastructure Revolution – A Roadmap for Rebuilding America.”
“Several [of those projects] are adopting P3 models, as seen in the U.S. Army Corps of Engineers inaugural North American P3 project for the Red River flood and the District of Columbia’s street lighting initiative. New York’s Metropolitan Transportation Authority may also pursue its first P3. Despite some states reducing their reliance on private finance due to enhanced tax revenues and federal stimulus, the trend towards P3 is expected to continue, supported by new state legislation,” Nabers said.
“Though fiscal challenges persist, P3’s value remains high, particularly if economic conditions stabilize. The attention now shifts from financial capital to assembling skilled teams for successful infrastructure development through P3s”, Nabers added.
It’s not just your town or your President: The American population is getting older.
According to the U.S. Census Bureau, by the beginning of the next decade, everyone in the Baby Boomer generation will be older than 65. Add in that the birth rate is declining, and the average age of U.S. citizens is higher than ever.
By 2030, the average American is predicted to be 39 years old, with 21 percent of residents being 65 and older.
This reality is causing government officials to plan new infrastructure and policies while working with private and nonprofit sectors to support the aging population.
Perhaps few are as aware of the needs of seniors as Howard Duvall, a city council member-at-large for Columbia, South Carolina. He will retire at age 80 in 2024 after 50 years of public service. He’s been working for decades to create the kind of community where he, his wife, and other residents his age can stay active and healthy for years to come.
Recently, the city hosted a workshop on ways to be a “blue zone,” regions studied by scientists for residents with exceptional longevity.
“We’ve created opportunities for older generations who want to be active,” Councilmember Duvall said. “We’re trying to replicate the success of other cities around the world with elements that make the blue zones blue.”
Ways that cities support their aging populations include:
Councilmember Duvall said many of these initiatives required creative collaboration among government, private, and nonprofit agencies. For example, city officials are supporting a mobile food pantry that partners with regional farms and a delivery program to bring affordable food to those with transportation challenges.
Duvall is a year younger than President Joe Biden, who is running for re-election at age 81. Still, the long-time council member said he looked forward to staying physically and mentally active, just like so many do in the blue zones around the world.
“Another common denominator in the blue zones is drinking red wine,” he laughed. “I was happy to see that!”
Cities must stay on top of trends and citizen preferences to ensure continued growth, relevance, and overall well-being. As urban centers evolve, staying attuned to changing demographics, technological advancements, and societal shifts is crucial for effective urban planning and governance. By understanding the preferences and needs of their residents, cities can make informed decisions regarding infrastructure, transportation, public services, and community development. This proactive approach fosters inclusivity, enhances quality of life, and promotes economic vitality. Ultimately, a city’s ability to adapt to evolving trends and citizen desires is integral to its ability to thrive and provide its residents with a high standard of living.
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