Crucial offerings had to become digital, and technology became a necessity. They haven’t looked back. In the years since, our towns have developed faster and more efficient ways of reaching their citizens and providing services. Through those trying times, and in the years that followed, we saw our towns commit to the use of technology through “smart” investments, such as smart utility meters, updated vehicles, and cybersecurity programs. NCLM as an organization is also leveraging technology through its new Municipal Accounting Software program (see ARP Service Line article page TK), which will bolster and support the administrative capacity of small towns across North Carolina. GOAL 4: MUNICIPALITIES WIDELY PRACTICE PRODUCTIVE PARTNERSHIPS WITH COUNTIES, OTHER GOVERNMENTS, AND THE PRIVATE SECTOR. and GOAL 5: URBAN AND RURAL MUNICIPALITIES ROUTINELY WORK TOGETHER FOR ECONOMIC SUCCESSES. These two goals go hand-in-hand, and they are seen clearly through the pressing investment need of our time: water and wastewater infrastructure. Due in large part to the changing economic landscape of North Carolina over the past several decades, nearly every region of this state faces the problem of aging infrastructure. Our towns have responded through flexibility, leadership and, most importantly, partnerships. Regionalization has proven incredibly successful in our cities and towns. By partnering (Goal 4) and working together to pursue economic successes (Goal 5), cities have found an attainable solution to a large problem. Bethel and Greenville provide a great case study. By regionalizing their water systems, those municipalities have developed both a sustainable and cost-efficient arrangement to addressing the water needs of their communities. For examples of partnerships with counties and the private sector, we can look to the incredible downtown investments happening across North Carolina. The City of Kannapolis provides a strong example. By working with private investors and Cabarrus County, the city was able to undergo a massive and ambitious downtown renovation. Take a visit to Kannapolis sometime soon, and the results speak for themselves. GOAL 6: MUNICIPALITIES ARE ABLE TO QUICKLY ADAPT TO CULTURAL AND DEMOGRAPHIC CHANGES IN THEIR COMMUNITIES. Small towns have shown themselves to be nimble and flexible over the past several years, and large towns have expertly navigated the challenge of growth. Notable towards this goal are our cities’ and the League’s strides in the area of racial equity. NCLM released at CityVision in 2021 its report on “City Leadership and Racial Equity,” which examined and offered policy recommendations on the areas of housing, policing, infrastructure location and leadership development. Shortly after, we launched DIRECT—Diversity, Inclusion and Racial Equity for Cities and Towns—programming that helped strengthen communities by identifying and addressing racial disparities at the local level. Seven years in, we’re well over halfway there. Now, just seven more to go to finish these goals off strong. There are certainly many more successes ahead. Vision 2030: At the Halfway Point, A Look at How Far We’ve Come NCLM.ORG 29
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