The recent article “Tourism is up, but downtown is hurting” (April 23) captures a reality many Springfield residents and business owners feel every day: change is underway, and not all of it has been easy. Empty storefronts, the closure of a major downtown hotel and the lingering effects of a devastating fire have created real challenges for the heart of our capital city.
But that is not the whole story. And it’s important we don’t mistake a period of transition for a narrative of decline.
Springfield is evolving, as cities across the country are, and substantial investments are being made to ensure its downtown remains not only relevant, but resilient.
Start with the role of state government. For generations, downtown Springfield depended heavily on a daily influx of state workers. That model has shifted, accelerated by the pandemic and the rise of remote and hybrid work. But contrary to the notion that the state is pulling back from Springfield, the opposite is true.
In Sangamon County alone, the state workforce has grown 31% over the past decade. And over the last four years, 33-35% of all state of Illinois job postings are headquartered in Sangamon County, compared to 17-20% for Cook County. The number of state employees headquartered in Sangamon County has increased every year under Gov. JB Pritzker – the state’s commitment to a stronger Springfield is unchanged.
At the same time, we’ve modernized how state government hires new talent. Just a few years ago, it could take nearly nine months to hire a state employee. Today, that process is faster and has reduced hiring cycle times by 65%. It’s also more accessible and more equitable: cutting hiring timelines dramatically and expanding opportunity to applicants across the state. Applications have surged, vacancies have dropped and critical agencies that serve vulnerable residents are now far better staffed.
Those changes matter. They mean more efficient government and better services. But they also mean the traditional rhythms of downtown – built around an 8:30-to-5, in-person workforce – are different than they once were.
That shift is not unique to Springfield. Cities nationwide are rethinking what downtown looks like in a post-pandemic economy. The question isn’t how to return to 2010. It’s how to build something stronger for 2030 and beyond.
That’s where Illinois’ broader investments come into focus.
The state has committed more than $1 billion to renovations and improvements across the Capitol Complex – projects that modernize infrastructure, preserve historic buildings and ensure state government maintains a strong, long-term presence in the city center. Through state initiatives like the Surplus to Success program, we are also working to convert unused or underutilized state-owned properties into economic development assets.
We’ve also been strategic about where and how we locate state facilities. The CMS Regional Complex on Springfield’s west side, for example, provides modern and accessible office space for multiple agencies. But it does not replace downtown operations. Core leadership and many agency functions remain firmly rooted in the city center.
These decisions are about more than office space. They’re about stewardship of taxpayer resources and ensuring state government operates effectively in a changing world.
At the same time, we recognize that government alone cannot, and should not, define downtown Springfield’s future.
Tourism is one piece of that future, and the outlook is strong. With major milestones like the Route 66 Centennial and the nation’s 250th birthday, Springfield is poised to welcome record numbers of visitors. New attractions are bringing in entirely new audiences.
But tourism, by its nature, fluctuates. A vibrant downtown needs more: residents, small businesses, cultural destinations and third spaces, and consistent foot traffic that isn’t tied to any single sector. And since most downtown Springfield office buildings are privately owned, many by out-of-state owners, the state is not responsible for capital improvements to those properties. No single policy – or single entity – can make the needed changes overnight.
What we can do is stay focused on the bigger picture: building a Springfield that is more diversified, more dynamic and less dependent on any one driver of economic activity.
That’s the work underway today. The story of Springfield is not one of abandonment. It is one of adaptation. Investments are being made by state government, not withdrawn. And while the path forward may look different than the past, it holds real opportunity.
Downtown Springfield has always been the symbolic and civic heart of Illinois. With thoughtful planning, continued investment and strong local partnerships, it can also be a model for how capitals across the country navigate this moment of change. A thriving downtown Springfield reflects investment across the board: increased residential options, more eateries, green space and the level of walkability that makes a downtown a destination to be explored time and time again.
The challenges are real. But so is the momentum – and the commitment to ensuring Springfield’s best days are still ahead.
Andy Manar is the Illinois deputy governor for budget and economy. Prior to joining the governor’s administration in January 2021, he was a member of the Illinois General Assembly. Manar was elected to the Illinois Senate in 2012 to serve the 48th district, which encompasses parts of Sangamon, Christian, Macoupin, Madison, Macon and Montgomery counties.
Raven A. DeVaughn is director of the Illinois Department of Central Management Services. She was appointed to her position in January 2023 by Gov. JB Pritzker and oversees 800 employees and an $8 billion portfolio of responsibilities including statewide hiring and personnel, purchasing, property management and fleet management.
This article appears in May 7-13, 2026.
