A THRIVING COMMUNITY ON A JOURNEY TOWARDS CONTINUED VIBRANCY AND INNOVATION VOLUME 5, ISSUE 04 | APR 2024 AMESBURY MASSACHUSETTS Kassandra Gove, Mayor Also in this issue COVENTRY, RI • PANAMA CITY BEACH, FL • CULLMAN CITY SCHOOLS
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
EDITOR’S NOTES Most of us are familiar with the saying that April showers bring May flowers. This expression has always amused me because the weather can be unpredictable in the Spring as winter may be reluctant to lessen its grip, and summer is still more than a spring step away. The month is one, however, that does give us a feeling of renewal, and if you are not cleaning out a cupboard in your house somewhere, you most likely have spring cleaning on your mind. Many are busy taking stock and welcoming what comes next. The staff at Business View Publications are taking stock of what has been a great first quarter so far, and springing forward with top-tier features covering organizations, businesses, and municipalities from coast to coast. Covering a cross-section of business sectors and profiling leading villages, towns, and cities throughout the continent, we bring the very latest developments that our business readers are keen to learn about. We also reach new heights with toptier aviation coverage of some of North America’s leading regional and municipal airports. The residential sector is continuing to feel the squeeze as many areas around the continent are in short supply of available housing stock and first-time home buyers are continuing to feel the financial sting of soaring house prices. New construction is in high demand and we sat down with several leading home builders who have risen to the challenge and are building homes to match their clients’ wishlist. We profiled Custom Builders, Dimora Homes, and MATRIX Construction. All three leading home builders provide unique design options and put the client relationship first above the bottom line. We are also continuing our in-depth sector-focused series profiling some of North America’s most dynamic school districts and the impact the new economy is having on curriculum direction. We sat down with Superintendents and academic staff from Miami Trace Local School District, Toronto Catholic District School Board, Steilacoom Historical School District to Peninsula School District among other progressive school districts. Economic growth is ripe and infrastructure initiatives spearhead the master plan for the many municipalities that we interviewed for our March issue. We sat down with city officials from Panama City Beach, Florida, Princeton, Texas, Newberry, Florida, Marianna, Florida to Upland, California among other fast-growing municipalities. As business retention and attraction numbers continue to rise and upgrades to vital municipal services are in full swing for these regions, all without exception are ensuring that the needs of their residents remain in full focus. With all our profiles we hope that our valued business leaders learn a little something new about their relevant business sector as well as keeping on top of key developments at municipalities across the country as well as taking in the view of how flights are continuing to serve as a key economic gateway. As we continue to bring you features covering the very best in business, aviation, and municipal developments, we hope that you have a little extra time to get outside and welcome the warm spring weather ahead! Karen Surca Editor in Chief Dear Readers, 2 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
49 VOLUME 05, ISSUE 04 89 CITY VIEW 19 MARYLAND’S MAIN STREET DEVELOPMENT PROGRAM Empowering Communities: Inside Maryland’s Main Street Development Program 25 AMESBURY, MA A Thriving Community on a Journey Towards Continued Vibrancy and Innovation 39 ARCHBALD, PA Where natural beauty meets preparedness 49 CALVERT COUNTY, MD Balancing Growth with Tradition COVER AMESBURY, MA 2 EDITOR’S NOTES 7 OPENING LINES 59 COVENTRY, RI Bright Prospects for Rhode Island’s Largest Town 69 EASTHAMPTON, MA Rich with Beauty and Opportunity 79 FAIRMONT, MN A Quiet Economic Powerhouse 89 HAWLEY, MN A Minnesota Jewel With Much to Offer 99 GREENVILLE, MI A Year-Round Community in Bloom 109 JONES COUNTY, NC A County Offering the Best of Both Worlds 119 LAKE PARK, FL Pioneering Progress and Sustainable Development CALVERT COUNTY, MD HAWLEY, MN 3 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
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VOLUME 05, ISSUE 04 133 MARIANNA, FL A City as Charming as it is Dynamic 143 NEWBERRY, FL Rooted in Tradition, Cultivating Business Growth 153 PANAMA CITY BEACH, FL A Gem of Growth, Community, and Innovation 167 LITTLE CHUTE, WI Growth and Community Spirit in Spades 177 PRINCETON, TX Hats Off To One of Texas’s Fastest Growing Cities 187 UPLAND, CA The City of Gracious Living 197 WEYBURN, SK A vibrant City Welcoming Growth and Opportunities 143 153 NEWBERRY, FLORIDA PANAMA CITY BEACH, FLORIDA 5 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
243 209 The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. EDUCATION 209 CULLMAN CITY SCHOOLS Empowering Tomorrow’s Innovators 223 DALE COUNTY SCHOOLS Innovating Education for Tomorrow’s Workforce 233 LANSING SCHOOL DISTRICT Creating programs that work 243 MIAMI TRACE LOCAL SCHOOL DISTRICT Nurturing Meaningful Connections 253 PENINSULA SCHOOL DISTRICT A welcoming lifestyle supported by a dynamic school district awaits in Pierce County, Washington 267 STEILACOOM HISTORICAL SCHOOL DISTRICT Inspiring Minds and Hearts 277 TORONTO CATHOLIC DISTRICT SCHOOL BOARD Educating the whole child MIAMI TRACE LOCAL SCHOOL DISTRICT CULLMAN CITY SCHOOLS 6 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
GULFSTREAM DELIVERIES SET TO TAKE OFF IN 2024 Source- www.ainonline.com, Chad Trautvetter, First Published, April 24, 2024 Gulfstream deliveries edged up slightly in the first quarter but did not nearly double from a year ago as planned, since FAA certification came too late to start handing over G700s before April, Phebe Novakovic, chair and CEO of parent company General Dynamics, said this morning during an investor call. The Savannah, Georgia aircraft manufacturer shipped 24 jets (21 large-cabins and three super-midsize G280s) in the quarter, up from 21 (17 large-cabins and four G280s) in the first three months of 2023. According to Novakovic, Gulfstream had planned to deliver 15 to 17 G700s in the first quarter but will still meet its target of handing over 50 to 52 of the ultra-long-range jets by year-end. What she called Lot 1—the first 20 G700s—needed unspecified post-certification modifications but are now ready for delivery to customers, with another seven to eight of the twinjets ready by June. Novakovic said G700 Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
shipments will be evenly paced throughout the year, meaning around 17 per quarter. Gulfstream expects to deliver about 160 aircraft in total this year, up from 111 in 2023. Meanwhile, General Dynamics’ aerospace division, which includes Gulfstream and Jet Aviation, reported revenues of $2.084 billion and operating earnings of $255 million in the quarter, both up by more than 10 percent from a year ago. Novakovic termed the sales pipeline at the division “robust,” with strong demand for new-production Gulfstreams and aircraft maintenance services. Book-to-bill was 1.2:1 in the first three months at the aerospace division, with backlog up slightly quarter-over-quarter, to $20.454 billion. Supply-chain issues continue to weigh on Gulfstream—with parts shortages still occurring on the production lines—but are “getting better,” Novakovic said. 8 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
OPENING LINES Source- www.simpleflying.com, Justin Foster, First Published, April 22, 2024 On Tuesday, April 23, Gulfstream officially announced that it had begun customer deliveries of its recently certified Gulfstream G700 aircraft. The first two G700s off the production line were delivered to customers and were introduced into service. On Tuesday, April 23, Gulfstream officially announced that it had begun customer deliveries of its recently certified Gulfstream G700 aircraft. The first two G700s off the production line were delivered to customers and were introduced into service. Certification of the aircraft officially allowed deliveries to begin. During the certification process, Gulfstream had begun steady production of G700s. Approximately fifty aircraft were nearing completion during certification, which means the company will be ready to continue deliveries quickly. Per Aerotime, Gulfstream expects to deliver 50 G700s in 2024, and a total of 160 aircraft by the end of the year. The Gulfstream G700 will join the ultra-long-range market, rivaling the existing Bombardier Global 7500 and the future Dassault Falcon 10X. However, the G700 will surpass both of these aircraft in total range, which means it is the business jet with the longest range. The G700, overall, can reach a range of 7,750 nautical GULFSTREAM INTRODUCES THE G700 INTO SERVICE 9 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
• Cabin length: 56 feet eleven inches • Cabin height: six feet three inches • Cabin width: eight feet two inches The aircraft can fit a maximum of 19 total passengers or ten passengers in a sleep arrangement. This long cabin fits twenty of the famous Gulfstream panoramic windows. It has a best-in-class cabin altitude, which is set to 2,840 feet when the aircraft is flying at 41,000 feet. miles (8,919 miles). The aircraft surpassed its original projected range of 7,500 nautical miles (8,630 miles) during flight testing. Gulfstream also realized several other improvements that surpassed initial estimates during the flight testing process. The flight testing process helped the aircraft reach new top speeds of Mach 0.935 (717 miles per hour). Gulfstream also recently confirmed a new takeoff distance of just 5,995 feet and a new required landing distance of 3,150 feet. Both of these new performance specifications were improvements to what was originally anticipated. The newly certified G700 also has one of the best cabins in the business jet market. It has the following cabin measurements: 10 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
Source-www.americancityandcounty.com, Tod Hurley, First Published 8th April, 2024 AI (artificial intelligence) had a big year last year. A topic once reserved for tech circles, it became a frequent news headline and a regular dinner table conversation piece. Governments across the world began shaping policies for AI. In the U.S., President Joe Biden enacted his executive order in October, which created several initiatives to promote transparency, safety and security. While this is likely just the beginning of more regulation to come, presently, local government agencies are more or less faced with creating their own nuanced approaches to AI policy. While AI’s uses and implications are just being figured out, for local governments AI could create security issues because AI search becomes public, which can put sensitive information at risk (security protocols, etc.).And while some municipalities have banned AI outright for this reason, the city of Grove City, Ohio, is taking a different approach. They are creating a model for how other local governments can create and share an AI policy for safe and appropriate use. LAY THE GROUNDWORK Grove City’s approach is grounded in proactive governance and risk mitigation. However, before creating an AI policy, the city first took a hard look at its policy management practices. At a high level, they wanted to ensure that employees had a clear understanding of acceptable conduct and performance from day one of their career journey. Upon review, the city realized it lacked formal policies for several aspects of employee conduct and performance. As a result, the city adopted a policy management system already utilized and proven by the Grove City Police Department, to lay the foundation, transfer its existing policies into the cloud, then establish new policies and add them into the mix, helping them to accomplish a more formalized sense of compliance and communication. With this simple move, Grove City immediately added an enhanced layer of professionalism to its HR processes. When employees start their career at the city, they now have clear expectations and accountability for a wide range of policies, from the appropriate use of assets to the city’s drone policy. Employees acknowledge and sign off on these policies as well, so when the city must undergo an audit, it has a direct record of signatures to establish compliance. Additionally, and perhaps most importantly, when a policy is updated or a new policy created to adapt to an evolving technology, Grove City has a simple, straightforward way to communicate with employees in real-time and ensure they have a comprehensive understanding of what the policy means for them. UNDERSTAND THE NUANCES OF NEW TECHNOLOGY According to a 2024 HR Trends report by NEOGOV released earlier this year, “operational efficiency is important for any organization, but especially for government agencies struggling with staffing shortages and high turnover. The majority of agencies say their operational efficiency, which is defined as the ability to deliver high-quality service at scale with few resources, is good (46 percent), and even excellent (10 percent). To improve these operational inefficiencies, agencies are turning to technology.” AI is a good example of a technology that can be used to improve efficiencies, yet it also highlights why policy and systematic policy management is necessary. As a relatively new and rapidly evolving technology it is a welcome tool, especially when it comes to the HR function. It is clear that there are many advantages of AI, however for local governments, it is crucial to understand that there are also risks to consider. HOW ONE CITY IS PROACTIVELY MANAGING AI USE—AND WHAT LOCAL GOVERNMENTS CAN LEARN FROM IT OPENING LINES 11 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
Take ChatGPT. It is now one of the most widely used AI tools, according to Forbes. And with good reason. It has proven to be incredibly effective for many individuals and organizations, streamlining many otherwise tedious and time-consuming tasks. But using a tool like ChatGPT comes with inherent risk. For example, hypothetically, if Grove City’s HR team was interested in changing the city’s dress code, it could easily ask the free-to-use AI ChatBot, ChatGPT, to write a policy that explains that a blue polo is now required. However, what many don’t realize is that the data fed into ChatGPT is now no longer proprietary; it is now in the public domain. This essentially means that this data could be used by others outside of the organization, and potentially in ways that were not intended. In this hypothetical example, the data is not sensitive, therefore risk is low. However, local governments deal with a large amount of sensitive information that should not be shared publicly. This is where the right policy comes into play. According to the same HR Trends report referenced earlier, a whopping 78 percent of government agencies do not have documented policies or procedures surrounding AI, even though it is already being used to help agencies automate routine tasks, develop data-driven policies, and improve service delivery. CREATE A POLICY THAT WORKS In Grove City, the information systems department took all of this into consideration and championed the development of a policy to ensure the city could embrace the operational efficiencies that come with AI, while ensuring its sensitive data remained protected. First, the city took a detailed look at its data and classified it accordingly. Generally, it fell into four classification levels: public data, internal data, confidential data and restricted data.The city then determined that AI fit into the appropriate use policy and updated that policy with the core consideration that all uses must be approved by the information systems department. Employees must sign off on this policy at the time of hire, and then on an annual basis. When considering a request to use AI, the information systems team reviews what classification of data a department is using and if it will put the city’s data at risk. For example, any information that would need to be redacted upon reporting, i.e. personal identifiable information (PII) or victim information would not be approved for AI use. Additionally, Grove City’s information systems department manages IT for five township fire departments in the city, so in that case healthcare considerations come into the equation. For example, patient information and HIPAA considerations. While the above scenarios are mostly a common sense take on what would qualify as sensitive information, there are often scenarios that are more nuanced. For example, sharing information about the city’s infrastructure, and the potential for cybersecurity risk.According to Forbes,“global cybercrime damage costs are expected to grow by 15 percent per year over the next two years, reaching $10.5 trillion USD annually by 2025.” This is a crucial consideration. Water, sanitary, stormwater, communication, IT infrastructure in the state of Ohio is protected infrastructure and should not be disclosed as they can put a municipality at high cybersecurity risk. AN EVOLVING TECHNOLOGY LANDSCAPE Whether local governments decide to enact a formal policy or more informal guidelines, it is important that they recognize that AI is a growing force in our technology landscape—one that must be given careful consideration. The efforts in Grove City serve as a model for local governments grappling with the complexity of AI governance. As the nature of AI changes, and experts learn more about its many pros and cons, the policies can and will shift as well. Having a strong framework in place will help adapt to an ever-changing technology environment to continue to ensure the safety and security of employees, citizens, and municipalities as a whole—now and in the future. 12 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
resources and achieve an ROI that will meet the demands of local government officials, stakeholders and taxpayers.” The fleet software from Uptake can help managers maximize fleet readiness through predictive maintenance. The firm’s offering streamlines asset operations and maintenance; optimizes parts inventory; and improves labor efficiency by making the right vehicle repair the first time. Uptake’s tools help fleet directors leverage data to quickly improve operational systems, reduce downtime, maximize asset lifespan and deliver ideal outcomes for each jurisdiction’s constituents. The software also helps turn unplanned maintenance into planned maintenance. Here are some of the solutions the software provides: CITIES-COUNTIES NEED TO MONITOR FLEET MAINTENANCE AND CAREFULLY SPEND TAX DOLLARS OPENING LINES Source- www.americancityandcounty.com, Michael Keating, First Published 24th of April The public sector faces high debt levels, stressed budgets and wide-ranging priorities, says Brian Fairweather, vice president of public sector at Uptake, a developer of fleet maintenance software used by all levels of government to help reduce maintenance costs, maximize asset lifespan and improve operational systems. Fairweather says government officials have been getting the following messages from taxpayers: • Do more with the same, or do the same with less. • Be more efficient. • Stretch every dollar while being able to justify every dollar you spend against arguments for investments elsewhere. Taxpayers want fleet administrators in public agencies to become more efficient, Fairweather says: “For fleet managers overseeing assets with significant public visibility (e.g., public transit buses or public works vehicles), the pressure to deliver despite these challenges is heightened even further.” Fairweather says a good first step to improve fleet maintenance and operations is to put better information in the hands of senior, experienced vehicle maintainers. He adds that the high-quality fleet information will enable the senior maintainers “to provide better tools and support for the junior maintainers who will have their hands on these vehicles.” Outlining the benefits of quality vehicle operations information, Fairweather says: “Readily available data, from both the output of on-vehicle sensors and input from systems that track work orders, offers the raw materials necessary to optimize fleet operations in 2024.” Fairweather adds this cautionary note: “However, leveraging such data to successfully shift from preventive to predictive (or condition-based) maintenance is the only way to truly optimize 13 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
prevent catastrophic failures and optimize spending by the jurisdiction. Lastly, users can integrate Uptake products into existing workflows. UPDATED GOVERNMENT FLEET COUNTS Government fleet counts from the Federal Highway Administration’s (FHWA) 2022 Publicly Owned MotorVehicles table show sizable increases in government ownership of trucks and truck tractors. State, county and municipal agency fleets added 108,000 trucks and truck tractors in the latest year reported. When compared with year-earlier data, federal agency fleets grew by 100,000+ trucks and truck tractors. Special district forms of local government are not included in this fleet table, which was released in Nov. 2023. • It helps bundle repairs together to minimize shop visits and maximize time on the road. • It reduces the operational impact of unplanned or unscheduled downtime. • It lessens diagnostic downtime; the system helps managers know precisely when an asset will need to be evaluated. • It helps managers analyze trends in equipment failure to more rapidly understand and address asset-wide impact. The system allows administrators to obtain knowledge about all of a jurisdiction’s fixed and mobile assets to plan for the future. The setup also helps identify upcoming maintenance needs.This will enable managers to improve operational readiness, 14 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
OPENING LINES US MANUFACTURING GETS A BOOST FROM SMALL CITIES Source- www.supplychain247.com, Amy Wonderlin, First Published 04th of March In various cities across the U.S., manufacturing is experiencing a resurgence, creating job opportunities for many Americans and bolstering the economy. A recent survey by Zetwerk identified the top cities and states for manufacturing jobs. Statewide, Nevada had the largest increase in manufacturing employment growth since 2018, up 17%. Hawaii by contrast has seen the biggest decline, decreasing nearly 12% since 2018. “One surprising trend we uncovered in this study is the significant increase in manufacturing employment in smaller metropolitan areas like Bloomington, Illinois, and El Centro, California, which outpaced larger, more established hubs. This suggests that smaller cities are becoming unexpected growth hotspots in the manufacturing sector, challenging traditional notions of where manufacturing activity thrives. Citywide, Bloomington, Illinois, had the largest surge in manufacturing employment, up nearly 150% since 2018.This is likely attributed to Rivian, an American electric vehicle manufacturer that is headquartered just north of the city in Normal. Data from the Illinois 15 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
Department of Employment Security (IDES) shows the area added more than 2,400 manufacturing jobs since January 2022, and 2,900 jobs overall. “One surprising trend we uncovered in this study is the significant increase in manufacturing employment in smaller metropolitan areas like Bloomington, Illinois, and El Centro, California, which outpaced larger, more established hubs,” said Anirudh Reddy, business head, Zetwerk-North America.“This suggests that smaller cities are becoming unexpected growth hotspots in the manufacturing sector, challenging traditional notions of where manufacturing activity thrives. Reddy attributed this trend to several different factors, most promising economic diversification. “In regions like Nevada and Las Vegas, where manufacturing employment has seen substantial growth, there may be efforts to diversify the economy beyond tourism and entertainment,” he said. “Manufacturing offers opportunities for job creation and economic stability, prompting policymakers and businesses to invest in this sector to create a more balanced economy.” 16 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATION OF FLORIDA COMMUNITY DEVELOPERS ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE CALVERT COUNTY, MD BALANCING GROWTH WITH TRADITION FAIRMONT, MN A QUIET ECONOMIC POWERHOUSE JONES COUNTY, NC A COUNTY OFFERING THE BEST OF BOTH WORLDS AMESBURY, MASSACHUSETTS ON A JOURNEY TOWARDS CONTINUED VIBRANCY AND INNOVATION MARYLAND’S MAIN STREET DEVELOPMENT PROGRAM EMPOWERING COMMUNITIES COVENTRY, RHODE ISLAND BRIGHT PROSPECTS FOR RHODE ISLAND’S LARGEST TOWN HAWLEY, MN A MINNESOTA JEWEL WITH MUCH TO OFFER LAKE PARK, FLORIDA PIONEERING PROGRESS AND SUSTAINABLE DEVELOPMENT ARCHBALD, PA WHERE NATURAL BEAUTY MEETS PREPAREDNESS EASTHAMPTON, MA RICH WITH BEAUTY AND OPPORTUNITY GREENVILLE MI A YEAR-ROUND COMMUNITY IN BLOOM MARIANNA, FLORIDA A CITY AS CHARMING AS IT IS DYNAMIC 17 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
PRINCETON, TEXAS HATS OFF TO ONE OF TEXAS’S FASTEST GROWING CITIES WEYBURN, SK A VIBRANT CITY WELCOMING GROWTH AND OPPORTUNITIES PANAMA CITY BEACH, FLORIDA A GEM OF GROWTH, COMMUNITY, AND INNOVATION NEWBERRY, FLORIDA ROOTED IN TRADITION, CULTIVATING BUSINESS GROWTH LITTLE CHUTE, WI GROWTH AND COMMUNITY SPIRIT IN SPADES UPLAND, CA THE CITY OF GRACIOUS LIVING 18 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
MARYLAND’S MAIN STREET DEVELOPMENT EMPOWERING COMMUNITIES: INSIDE MARYLAND’S MA DEVELOPMENT PROGRA AT A GLANCE MARYLAND’S MAIN STREET DEVELOPMENT PROGRAM WHAT: A statewide program revitalizing Maryland’s historic downtown districts and neighborhoods, strengthening economic potential, and fostering community development. WHERE: Over 50 state-designated Main Street Maryland communities. WEBSITE: www.mainstreetmaryland.org 19 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
PROGRAM AIN STREET AM Revitalization efforts are paying off in a focused housing strategy In 1998, the Main Street Maryland Program embarked on a journey to breathe new life into the state’s historic downtowns and neighborhoods. As the state coordinating program for the National Main Street Center, a National Trust for Historic Preservation subsidiary, Main Street Maryland has emerged as a cornerstone of community development and revitalization efforts statewide. 20 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
What began with just three communities has blossomed into a statewide initiative spanning over 50 communities, representing some of Maryland’s strongest and most resilient business districts. Housed within the Maryland Department of Housing and Community Development, Main Street, Maryland, stands as a potential for communities striving to preserve their heritage while fostering economic growth. Designated Main Street Maryland communities have steadfastly committed to enhancing their traditional downtown business districts’ economy, appearance, and image. Christine McPherson,Assistant Director of Community & Economic Development Partnerships, offers valuable insights into the Main Street Maryland program’s inner workings and impact on communities statewide. COMMUNITY DEVELOPMENT McPherson emphasizes that “the program serves as the key catalyst for community development and the revitalization of Maryland’s historic downtowns.” However, as with any ambitious undertaking, challenges are sure to arise. McPherson illuminates the primary hurdles these communities face in economic development, which mirror those encountered nationwide.“Filling vacant storefronts, assisting small businesses in transitioning to an online presence, and cultivating a loyal customer and visitor base are among the foremost challenges,” she explains. Vacant storefronts detract from these areas’ visual appeal and signify lost economic potential and community vibrancy. Furthermore, the shift towards online commerce presents a unique set of obstacles for small businesses rooted in traditional brick-andmortar establishments. LEVERAGING RESOURCES “In response to these challenges, the Department of Housing and Community Development has allocated substantial resources,” McPherson continues, “Over the past two years, we’ve deployed over $40 million in funds to support small business growth and expansion in Main Street communities statewide.” 21 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04 MARYLAND’S MAIN STREET DEVELOPMENT PROGRAM
These funds are not merely monetary; they represent a lifeline for communities striving to navigate the complexities of modern economic landscapes while preserving the heart of their historic districts. Both state and national programs offer an excess of resources and training to local Main Street managers, equipping them with the tools necessary to navigate the shifting economic landscape and bolster the vitality of their respective districts. As McPherson outlines, the Main Street Maryland program features diverse initiatives and thrives on strategic partnerships that amplify its impact. “We have a portfolio of operating and capital programs to support these initiatives,” McPherson notes. Strategic partnerships play a huge role in the program’s success, with collaboration extending beyond the Department of Housing and Community Development to encompass various state agencies and organizations. The symbiotic relationship with entities such as the Department of Commerce, which houses tourism—a crucial component complementing Main Street communities, is emphasized. Additionally, partnerships with state highways are essential because many Main Streets fall within state highway rights-of-way. The program’s affiliation with the National Main Street Center adds another layer of collaboration, enabling access to resources and expertise on a broader scale. Locally, organizations like the Maryland Economic Development Association (META) and Preservation Maryland serve as invaluable partners, further enriching the program’s reach and effectiveness. McPherson highlights a particularly noteworthy partnership with the Baltimore City Main Streets program. “Baltimore City runs several Main Street communities, totaling eight or nine, within its jurisdiction,” she explains. “Given Baltimore City’s pivotal role in our state, we collaborate closely with them to support these communities.” MILESTONES AND ACHIEVEMENTS Transitioning from partnerships to tangible outcomes, McPherson passionately delves into the program’s 25-year journey, eager to share the 22 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
impactful stories and notable achievements that have characterized its evolution. “Last year marked a significant milestone for us as we celebrated our 25th anniversary, signifying a quarter-century of dedicated efforts and transformative initiatives.” Throughout its illustrious history, the program has catalyzed over $1 billion in public and private investments, paving the way for developing more than 4,000 new small businesses statewide. These businesses, in turn, have given back to Main Street districts across the region, breathing new life into once-neglected areas and fostering lively communities. But the program’s impact extends far beyond mere economic figures. McPherson emphasizes the role played by volunteers, whose time and dedication have translated into nearly a million volunteer hours over the past 25 years. This commitment, valued at $29 million, underscores the deep-rooted sense of community spirit that defines the program’s success. TOURISM AND SOCIAL BENEFITS Drawing from Maryland’s tourism economy’s rebound from the challenges posed by the COVID-19 pandemic, Main Street, Maryland, is primed for a strong year ahead. With nearly $19.4 billion in customer spending in 2022, the state’s tourism sector reflects a promising trajectory, setting the stage for vibrant Main Street communities to thrive. “Main Street Maryland communities rely heavily on customers that focus their spending locally and visitors looking for one-of-a-kind experiences,” McPherson emphasizes. “With Maryland Tourism’s economic impact data showing a rebound from COVID, we are optimistic that this coming year will be strong for Main Street.” Outdoor enthusiasts flock to the Main Street communities, drawn by the promise of unparalleled recreational opportunities. From fishing in serene bay waters to hunting in expansive forests teeming with wildlife, there’s no shortage of ways to commune with nature in Maryland’s Main Street towns. Miles of pristine trails beckon hikers and bikers to explore the state’s natural beauty.At the same time, kayakers and paddleboarders glide along tranquil waterways, soaking in the sights and sounds of the Chesapeake Bay region. These unique features converge to create immersive visitor experiences that leave a lasting impression on all who venture into Maryland’s Main Street communities. THE MAIN STREET APPROACH In adapting its approach to address the diverse needs and characteristics of communities across Maryland, Main Street Maryland adheres to a timetested model known as the Main Street Approach. Developed by the National Main Street Center, this framework encompasses four pillars of work: design, promotions, economic vitality, and organization. “Each pillar plays a crucial role in guiding community revitalization efforts,” McPherson explains. “From 23 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04 MARYLAND’S MAIN STREET DEVELOPMENT PROGRAM
enhancing the visual appeal of Main Street districts to promoting individual businesses and fostering economic development, the Main Street Approach provides a structured framework for communities to achieve their goals.” Central to this approach is the engagement of stakeholders within each community, empowering them to shape the vision and strategy for revitalization efforts. By leveraging local expertise and adopting collaboration, Main Street Maryland ensures that initiatives are tailored to each community’s unique needs and aspirations. MEASURING SUCCESS, METRICS, AND INDICATORS Measuring impact and effectiveness is paramount to evaluating the success of Main Street Maryland’s initiatives. McPherson highlights various metrics to assess the program’s impact, including public and private investment, business openings and closures, job creation, and volunteer engagement. “Tracking these metrics allows us to gauge the tangible outcomes of our efforts and identify areas for improvement,” McPherson remarks.“By leveraging data-driven insights, we can refine our strategies and ensure that Main Street communities continue to thrive and evolve.” SHAPING THE FUTURE Main Street Maryland is committed to nurturing communities that honor Maryland’s heritage and fuel economic growth. Through collaboration, innovation, and tangible results, Main Street, Maryland, is positioned to shape the future of downtowns and neighborhoods across the state for generations. Above all, McPherson calls upon citizens and visitors to engage with their local Main Street communities. Supporting small businesses and prioritizing local spending are highlighted as crucial, as these businesses are vital in fueling community initiatives, such as youth sports programs. Furthermore, McPherson encourages others to plan trips to explore the diverse experiences of Maryland’s Main Street communities. From the breathtaking beauty of Western Maryland’s mountains to the abundance of historical and cultural landmarks statewide, Maryland offers a wealth of attractions waiting to be uncovered. “Investing time and resources in experiencing what our state has to offer not only enriches our own lives but also contributes to the vitality of Main Street communities,” McPherson concludes.“By immersing ourselves in local experiences and supporting small businesses, we become active participants in the ongoing revitalization efforts.” 24 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
AMESBURY, MASSACHUSETTS AT A GLANCE AMESBURY, MASSACHUSETTS WHAT: A city experiencing growth and transformation WHERE: Essex County, MA WEBSITE: www.amesburyma.gov Keeping its historical r a dynamic future A THRIVING COMMUN TOWARDS CONTINUED INNOVATION 25 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
roots firmly intact while embracing NITY ON A JOURNEY D VIBRANCY AND Gracing Boston’s north shore lies the friendly and welcoming community of Amesbury, Massachusetts, a small city with a rich history and a vibrant present. From its roots as a former mill, farming, and automobile town, to its current status as a hub for creativity and entrepreneurship, Amesbury is a city that is continuously evolving, inviting transformation Photo Credit: Kate Donovan Photography 26 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
while preserving its heritage. “We have this very robust and vibrant city center with period architecture, really great mill buildings that have been repurposed for incubator spaces and small businesses, artists, creative entrepreneurs. We have wide brick sidewalks, and period lamp posts, and we’re a walkable community, but we’re surrounded by farmlands, which makes us unique,” describes Mayor Kassandra Gove. Open space is valued in the community, which is located on two rivers and has several lakes within its boundaries. “We have a lot of recreational opportunities here too. We have a predominantly residential community, a great school system, and we are just a great place for people to live and raise a family,” Gove continues. PRESERVING HISTORY, EMBRACING CHANGE A few years ago,Amesbury embarked on a rebranding effort, which included the design of a new logo.This bright and contemporary city emblem was designed with intention, as William Donohue, Communications Director explains,“It is a nod to our history, in both our economics and the history of automobile production, factories, and fabric production, which is still evident in Amesbury today. But it is also looking towards the future of the development of Amesbury and where we can go from here.” In addition to the logo, the city has adopted a slogan, ‘Make History Here’.“It’s sort of like an invitation. We want you to be here and be part of what we’re doing. Start a business, raise a family, whatever that might look like for you to leave your fingerprint on our community and be part of what’s happening,” Mayor Gove expands,“We have a lot of young people who want to live here and there’s a lot of activity. It’s an exciting place to be. It’s not a sleepy historical town.” REVITALIZING DOWNTOWN As Amesbury continues its rebranding efforts, the focus is on revitalization, especially in the downtown area. Nicholas Cracknel, Director of the Office of Community Development, highlights, “This is an old mill town, with strong New England character. Amesbury has a fantastic and well-preserved environment from the late 18th to early 19th century. 27 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04 AMESBURY, MASSACHUSETTS
Photo Credit: Kate Donovan Photography 28 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
Our focus is on revitalizing and recapturing this entrepreneurial spirit, and the sense of energy that Amesbury had during its early industrial era.” He highlights the city’s efforts to rejuvenate its historic structures and create a vibrant business atmosphere in the heart of the community. Centered on preserving Amesbury’s heritage while adapting to modern needs, initiatives include sidewalk and facade improvements, and attracting a diverse range of businesses. Mayor Gove emphasizes the ongoing efforts to refresh downtown amenities and engage both existing and potential businesses. Noting that there is a strong spirit of collaboration in the business community, she mentions that Downtown Amesbury is home to four breweries, which are a popular attraction. “We have a live music venue called The Space in one of those old mill buildings and they’re all finding a way to work together,” she maintains.“They’ve been creative. One of the events was the kickoff of the concert series at The Space. They had Tall Heights there as the opening act.They’re a big name, and they came in and then the record store got their records, and they were able to sell them at the record store. And the local brewery was there selling beer. So, you had all these businesses working together for this great event and adding to that energy of downtown.” Photo Credit: Kate Donovan Photography 29 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04 AMESBURY, MASSACHUSETTS
PREMIER BUSINESS BANKING Let’s Talk 877-487-2977 bankprov.com Member FDIC | Member DIF Copyright © BankProv 2024. All rights reserved. your deposits are insured in full. strengthening the communities we serve. Visit bankprov.com to learn more. We are committed to strengthening the economic development of the regions we serve by working closely with businesses to provide future-ready banking solutions and high-touch services tailored to meet all their banking needs. Fully Insured Deposits Cash Management Services Commercial Lending Solutions Banking-as-a-Service Amesbury Branch Locations: Main Office 5 Market Street Rte 110 1 Haverhill Road We’re more than just a bank. We’re your partner.
BankProv: A Trusted Partner in Business Growth BankProv, a subsidiary of Provident Bancorp, Inc., proudly stands as the nation’s 10th oldest bank, rooted in a legacy of trust and reliability. Our commitment to our community extends beyond mere banking services; we are steadfast in our mission to cultivate financially strong and thriving communities, investing in the success of our clients, and nurturing the growth of local businesses. Understanding businesses’ need for tailored banking solutions, BankProv provides fully insured business accounts and cash management tools to optimize cash flow, payment processing, fraud prevention, and financial efficiency. In addition, clients benefit from the reassurance of 100% deposit insurance through FDIC and DIF, without any additional cost or complexity. Our commitment to entrepreneurship doesn’t end there. With expertise in small business lending, real estate lending, acquisition finance lending, warehouse lending, and renewable energy lending, we’re not just bankers – we’re partners in your success story. With nearly two centuries of banking expertise, we credit much of our steady growth in commercial banking to our commitment to listening to clients. By understanding their needs, we carve out specialized products and services, ensuring BankProv remains a trusted partner on their journey. For more information, please visit bankprov.com We would love to see something for those outdoor enthusiasts who are paddling on the lake or driving through town with the bike rack on the car, or they’ve got the dog and the family all piled in and they’re going out to the trails. We don’t have one of those independent outdoor recreation suppliers, and we’d love to see one in our downtown. AMESBURY, MASSACHUSETTS
water main, part of the ongoing effort to complete subsurface work before surface work.“We are an old community and that comes with old infrastructure. We don’t want to pave a road before we do the water main below that we know needs to be done. So, we are focused on getting our ducks in a row to make sure that that happens,” says Gove. Amesbury has been fortunate to see significant improvements in its main throughways, with two out of three already redone or renovated. “Market Street is our next big one. And we are talking about that with our Regional Planning Association,” Gove reports. “We’re approaching that with some urgency so that we can make improvements to the neighborhood for walkability, and because it is a major connection from Southern New Hampshire.” The city is also prioritizing infrastructure needs in areas slated for new housing development, as identified by the growth potential, or the MBTA Communities Act. “The infrastructure is critical to be able to support the type of housing that Amesbury is looking at for Amesbury is home to other new additions and unique collaborations, including a doula agency, which is partnering with a children’s clothing store and a toy store, and a cookie boutique partnering with a balloon bar. A home decor store has been set up in a large former insurance agency, anchoring the Market Square. As for what businesses Amesbury would like to attract to the downtown, Mayor Gove acknowledges, “We would love to see something for those outdoor enthusiasts who are paddling on the lake or driving through town with the bike rack on the car, or they’ve got the dog and the family all piled in and they’re going out to the trails. We don’t have one of those independent outdoor recreation suppliers, and we’d love to see one in our downtown.” INVESTING IN INFRASTRUCTURE FOR FUTURE GROWTH With continued growth on the horizon, infrastructure development plays a crucial role in supporting Amesbury into the future. Utilizing federal funding, the city has recently received funding to replace a Photo Credit: Aeropex Media 32 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04
the next 5 to 10 years,” suggests Cracknel. “I think what’s equally important is that the code in the community, the land use regulations need to be commensurate with that infrastructure capacity.” He says the city has streamlined its processes to encourage adaptive reuse of abandoned buildings, relaying,“We have made a concerted effort to make sure the zoning code and the land use regulations are conducive without a lot of red tape for somebody to be able to come in and make an investment to repurpose these buildings.” Amesbury is exploring higher density housing opportunities, taking an innovative approach with local developers to create new mixed-income neighborhoods with a mix of housing types. “We’re trying to build a slightly lower density with a larger footprint,” Cracknel details. “They will have a mix of single family, multi-family rowhouses, and some larger corridor buildings with 24-32 units.” These neighborhoods will include community buildings with a range of recreational amenities, to be enjoyed by all. The plan emphasizes connected communities, not only through the road network but Photo Credit: Dinisco Design 33 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 04 AMESBURY, MASSACHUSETTS
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Institution for Savings is widely recognized as one of the oldest and most stable mutual banks in the country, with assets totaling approximately $5 billion. With 15 retail and loan offices throughout the North Shore, it is the largest mutual savings bank on the North Shore of Massachusetts, offering great rates and a competitive menu of commercial and personal banking products and services. The Bank’s well-deserved reputation as communityminded is due in large part to its trustees, officers and employees who are active in their communities. As a mutual savings bank, the Institution for Savings has always believed in dedicating part of its assets toward making its communities better places in which to live and work. In the last five years, the Foundation collectively donated and pledged more than $15 million to community organizations and causes. Financial education is another key component of the Bank’s mission. The Bank offers comprehensive community-wide financial literacy programs to educate all ages on the importance of solid money management skills. The Bank has also been named a Boston Globe Top Place to Work for 16 consecutive years, and a Best Place to Work by Boston Business Journal for eight straight years. AMESBURY, MASSACHUSETTS
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