CARMEL, IN Also in this issue NATCHITOCHES, LA • RANCHO CUCAMONGA CA • ROMEO COMMUNITY SCHOOLS FOCUSED ON EXCELLENCE VOLUME 5, ISSUE 08 | AUG 2024 Cleland Constructors, Inc. We have the experience you need. Pg. 191 Mayor Finkam
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 05, ISSUE 08
EDITOR’S NOTES Back to school and back to work. These realities are facing families across North America as summer bids farewell and the fall takes center stage. Businesses and Cities large and small across the continent are also gearing up for the fall and the fourth financial quarter of 2024. Offering bold initiatives, adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands of the fall months that lie ahead. Business View continues to cover it all, bringing to our valued readers the very best sector-focus series and business success stories across the continent. We are proud to be bringing our valued readers leading coverage of leading school districts across the US and Canada as we continue with our special sector-focused series in our August issue. Education remains a major economic driver as school districts across North America prepare kids for the jobs of today as well as those jobs that will surface in the new economy. Adapting educational focus to meet the demands of today’s careers for youth remains a top priority as well as prioritizing technology training and focusing on work and co-op experiences for their students. It is clear from our deep dive series that school districts are successfully pivoting to meet the needs of jobs and careers of the future. We sat down with school officials from Ansonia Public Schools, Buffalo Public Schools, Jackson Local School District, Romeo Community Schools, and on the post-secondary end, Northern Industrial Training to discuss their work-focused education and training programs. All of those we spoke to highlighted the key role that core values, career readiness, and educational initiatives have played, in preparing our students for future success. August saw resident-focused economic projects swing into full gear for the municipalities we spoke with for this month’s issue. We sat down with city officials from Andover, Kansas, Benson, Arizona, Carmel, Indiana, Fillmore, California, Hardeeville, South Carolina, Kerrville, Texas among other fastgrowing municipalities. Commercial growth coupled with residential growth has propelled these municipalities into representing some of the fastest-growing regions across North America as they continue to implement core infrastructure initiatives for their residents. Our July issue also brings top-tier company profiles including Chroma Energy Group, Dockside Tow and Stow, Gib-San Pools, Kristian Electric, and Longs Drugs (CVS Hawaii) among others as we dove head first into some of the key attributes that make these companies leaders in their field. With a robust economy to propel them forward and the woes of the pandemic firmly behind them, all these companies are steering their economic engines towards further growth in the latter half of 2024. As we continue to bring you the very best sector and industry-focused features, we hope that you have a little extra time to get outside to read them and welcome the warm spring weather at your doorstep. Karen Surca Editor in Chief Dear Readers, 2 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
CITY VIEW 19 ANDOVER, KS Community of Possibilities 29 BARTLETT, TN Blending Small-Town Charm with Big-City Opportunities 43 BENSON, AZ Where Community Matters 53 BLACK DIAMOND, WA Balancing Growth and Community in Washington’s Fastest Growing City 75 CARENCRO, LA A Thriving Community Shaping Its Future While Preserving Its Past 85 DERIDDER, LA A Jewel In Beauregard Parish VOLUME 05, ISSUE 08 COVER CARMEL, IN 2 EDITOR’S NOTES 7 OPENING LINES 99 NATCHITOCHES, LA Weaving History with a forward-looking focus 113 CARMEL, IN Focused on excellence 127 CHETWYND, BC A Beautiful Community in a Spectacular Province 137 CROOKSTON, MN Paving the Path to City-Wide Prosperity 147 NEW ULM, MN An Idyllic Blend of Charm, Tradition, and Innovation 157 ST. FRANCIS, MN Urban Meets Natural Beauty 167 COALINGA CA A high quality of life and a desirable place to call home 177 FILLMORE, CA A Charming Rural City in Southern California 187 HARDEEVILLE, SC The Heart of Lowcountry CHETWYND, BC BARTLETT, TN 127 29 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
Google & Iowa: Building a Future Together. Learn More:
VOLUME 05, ISSUE 08 201 KERRVILLE, TX Small-Town Charm Meets Big-City Ambitions 211 KINGS MOUNTAIN, NC Where History Meets Modern Growth 221 MORRISVILLE, NC An “All-America City” 231 MOUNT AIRY, NC Mayberry Magic and a Forward-Thinking Vision 241 ROLESVILLE, NC Welcoming Growth While Preserving Small-Town Charm 251 PISCATAWAY, NJ Historic Foundations, Modern Ambitions RUSSELL, ON MORRISVILLE, NC 295 221 261 PORTSMOUTH, VA City on the Rise 271 RANCHO CUCAMONGA, CA A Hidden Gem that Shines Through 285 REXBURG, ID America’s Family Community 295 RUSSELL, ON A Dynamic Township on the Rise 305 VERMILION, AB Small Town, Big Impact 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
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 317 ONTARIO CATHOLIC SCHOOL TRUSTEES’ ASSOCIATION Championing Catholic Education 323 ANSONIA PUBLIC SCHOOLS An Innovative Approach to Education 333 BUFFALO TRAIL PUBLIC SCHOOLS Building on a Strong Foundation of Education and Community Partnerships 343 JACKSON LOCAL SCHOOL DISTRICT Top of the Class 353 ROMEO COMMUNITY SCHOOLS Top-Tier Education in Macomb County, Michigan JACKSON LOCAL SCHOOL DISTRICT BUFFALO TRAIL PUBLIC SCHOOLS 343 333 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
Source- https://www.americancityandcounty.com/ , Maria Lehman, First published Aug 23, 2024 The first step to solving a problem is admitting there is a problem in the first place. Much of America’s infrastructure was built 50 to 100 years ago and has not been replaced or modernized to meet current needs and doesn’t address the needs of the future. Since 1998, the American Society of Civil Engineers (ASCE) has released the Report Card for America’s Infrastructure, which, every four years, does a deep dive into the state of various infrastructure categories. It provides both a letter grade and a narrative to explain how we need to work for future infrastructure needs. Simply put, for the past three decades, the grades have not been the kind you want to bring home to your parents. You cannot build a modern economy on top of crumbling infrastructure. Across the country, we are experiencing disastrous consequences in terms of human health and safety as well as economic impacts in insuring assets, along with the cost of rebuilding in the wake of a disaster. It does not matter if it is climate change-related or manmade. In response to these consequences, the ASCE released the Sustainable Infrastructure Standard, ASCE 73-23, a tool that provides guidance for infrastructure owners to develop and implement sustainable solutions throughout a project’s entire life cycle. It’s designed for a range of civil projects from energy to water to transportation systems and acts as a guide for engineers to develop and implement practices that promote sustainability and long-term reliability of infrastructure projects. It was introduced in October 2023, and we are starting to see the benefits of its implementation in projects across the country. Nonetheless, America’s communities are at a crossroads. A new survey and report released in July by GHD, a global engineering firm, reveals a mix of optimism and pessimism about the future needs of America’s infrastructure.Thirteen thousand people worldwide were surveyed, including 4,000 in the U.S., with a focus on responses from California, Florida, New York and Texas. It presents a comprehensive and nuanced understanding of intergenerational equity, which is focused on creating fair and just spaces that prioritize all generations, both now AMERICA IS AT A CROSSROADS WITH ITS INFRASTRUCTURE FUTURE Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
and in the future—all through an infrastructure lens.The survey results and report highlight the need for public infrastructure owners and consultants to listen carefully to their stakeholders to make better infrastructure development decisions. Resilience and adaptability of infrastructure are vital in mitigating the impacts of climate change, population growth and redistribution and economic fluctuations. In the past few years, there have been several bills, such as the Bipartisan Infrastructure Law (BIL), the CHIPS and Science Act, the Inflation Reduction Act (IRA), and the Water Resources Development Act (WRDA), that have significantly increased the federal share of infrastructure funding for the first time in decades. It is a recognition that the state of our current infrastructure needs to improve. Roads, bridges, water lines and other public infrastructure are a fundamental right, not a privilege, in a modern society. It should be noted that there has been support on both sides of the political spectrum for these bills. Not only were the votes bipartisan, but even those who may not have been supportive in the past are now seeing the positive impacts on their constituents and their communities. Today’s Congress disagrees on many policy or funding topics, but infrastructure is the exception. A recent great example is the Water Resources Development Act. WRDA is a bi-annual authorization bill that authorizes the U.S. Army Corps of Engineers to continue implementing key projects and studies that address water resource challenges nationwide. The Senate passed its bill by unanimous consent in August, and the House passed its version in July. WRDA is now off to a conference committee and will hopefully be signed into law before the current authorization expires in December. In May, the ASCE released an economic report, Bridging the Gap, which reinforced the need for continued federal infrastructure investment to save jobs and grow the economy. It finds that recent federal legislation addressing the nation’s rapidly growing infrastructure needs will save American families an average of $700 per year and save U.S. industries more than $1 trillion in gross output, including $637 billion in savings to the Gross Domestic Product if these newly established funding levels are maintained through 2033. That means lawmakers need to consider the next round of infrastructure investment since the BIL funding expires in 2026. The report shows the benefits of infrastructure investment to almost every industry. Here’s a link to the report. Take a minute and check it out. With the supplemental funding and focus on better delivery for the future, we must understand the needs for the next 50 years to deliver more durable and sustainable infrastructure. With the increase in funding and activity, we must ensure that the work is engineered to meet the current and future needs for not only the design and useful life of an asset but also for its financial life. There are many examples of infrastructure that is not meeting its financial life, where disasters are destroying assets before the general municipal bonds have matured. Or Public Private Partnerships that are renegotiated because there are serious challenges to a project’s financial viability. The solution to our infrastructure challenges is funding and financing by both the public and private sectors at all levels, so true risk-sharing partnerships are vital to unleashing private capital, as we have seen in many areas around the world. We desperately need to work together. The future is bright if we collaborate! 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
OPENING LINES TEAMWORK BETWEEN LOCAL GOVERNMENT AND UTILITIE SPELLS SAFER, SWIFTER POWER RESTORATION Source- https://www.americancityandcounty.com/ , Mike Zappone, First published Aug 02, 2024 An East Coast electric utility manager recently shared that his organization created an online portal for local government leaders across its service territory. The goal of the portal, in part, is to request in advance of a storm (or major event) each locality’s top three priorities for restoring power. Through the portal, there is also two-way communication between the utility’s community liaison and government leaders and police and fire chiefs. The utility can also tap data from its outage management system to tell local officials which circuits, substations, pumping stations and other assets are without power and how many crews are working on restoration. Not every locality has the technological or financial means to communicate about power restoration to the extent mentioned above. But there are a variety of ways to foster closer ties with electric utilities and their trade allies, especially before trouble strikes. The benefit is safely speeding up power restoration and shortening the tail of a storm. For example, to help coordinate the work of damage assessment and restoration during storms, a Northeastern utility established a public safety unit as a branch of its emergency response team and incident command system (ICS).The unit liaises with local fire and police departments to make addressing blocked roads and downed wires a priority even before restoration. Here’s how it works: In the wake of a storm, police can contact their utility liaison about an emergency with a single call, text or email. The emergency might be a driver trapped in a car with a downed wire laying on the vehicle.The utility, in turn, would make this a priority-one response. A utility crew assigned to fire and rescue work would then head for the scene. With that alignment and streamlined communication, government leaders and utilities can safely expedite emergency response and ultimately power restoration. By designating liaisons, pre-staging equipment and rehearsing scenarios and roles, each entity knows the other’s capabilities before a storm or major event. If clearing roads is the priority, the utility will know how many apparatuses the local department of public works has for the job. The electric utility can then earmark resources to accompany each apparatus and manage downed power lines that would complicate debris removal. Joint planning also allows all the entities to speak with one voice in updating the community and other stakeholders about the estimated time of restoration, or ETR.This builds trust with constituents, too, because all parties are working with the same information. ADOPTING JOINT EXERCISES For a municipality, joint planning starts internally by assessing each department to ensure managers have their business continuity and emergency response plans. Once they have their plans, government managers would run drills (drawing on a utility’s past storm data related to numbers of outages, poles down, roads blocked, etc.) with their utility 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
ES government officials can take it upon themselves to meet with a utility’s incident commander and staff. The utility IC can bring these officials in to observe and participate in a utility’s annual exercises. Establishing community partnerships between government and incident commanders before a storm is a critical opportunity to set priorities for re-energizing assets. In these meetings, government officials can add or even elevate the importance of what might be a low-visibility location like a water or sewage treatment plant. Once government officials and utilities establish stronger relationships, the parties should be mindful of promotions and elections because these events may require introducing oneself to new members of the “government-utility team.” By keeping an eye on people who are changing roles,there is an opportunity to cultivate and educate a new contact who will benefit from understanding the government-utility team’s overall storm plan. Building and maintaining these connections before a major outage ultimately means faster restoration of services for constituents. counterparts to make sure the plans hold up. From there, government leaders and their utilities can share their plans with private sector counterparts and run simulations. PUT IN PLACE AN INCIDENT COMMAND SYSTEM Rehearsing for the worst-case scenarios is critical, but so is having a structure for directing resources. Utilities began adopting ICS in the early 2010s after major storms like Hurricanes Irene and Sandy battered the Northeast United States, and they needed to improve their response. With ICS, there is one incident commander for the utility, and the support teams are trained in specific functional areas. Objectives and deadlines are established from the outset to facilitate consistent communications internally, with the public, regulators, and local, state and federal officials, so everyone knows the extent of the issue and when they can expect power to be restored. Even long before a storm strikes, local and county 10 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
MANATEE COUNTY SHERIFF’S OFFICE TRANSFORMS PERFORMANCE MANAGEMENT TO IMPROVE SERVICE OPENING LINES Source- https://www.americancityandcounty.com/ , Julie Bechwith, First published Aug 16, 2024 Residents are flocking to Manatee County, Fla. From 2010 to 2021, the county’s population grew by a whopping 33% to 429,000. And while the number of citizens increases, the local sheriff’s office is faced with a familiar challenge: an ongoing shortage of officers. According to a 2024 survey by public sector HR management company, NEOGOV, which explored the effects of the ongoing hiring crisis on the public sector, 33% of agencies report impacts to service. The 700 public sector HR professionals and job seekers who were surveyed also note that law enforcement is one of the hardest areas to fill. Between 2019 and 2023, there was a 40% increase in the number of job openings for police officers.At the same time, the number of applications per job decreased by 39%. Understanding the nature of today’s job market and the importance of effectively recruiting and retaining its employees, the HR department at Manatee County Sheriff’s Office took important steps to transform the way it evaluates employees’ and managers’ performance. The goal: to bring accountability and consistency to the performance management process, boosting morale and improving retention over the long term. RECOGNIZING THE NEED According to the U.S. Census Bureau, the population in Manatee County increased “3.8% between 2021 and 2022.” The Manatee County Sheriff’s Office has experienced this growth first-hand. In the past nine years, the agency went from serving 360,000 citizens to more than 430,000 citizens today.As the population grows, so does the need to make processes more efficient to best serve the needs of the community and its employees. The Manatee County Sheriff’s Office’s HR team recognized that its method of performance evaluation, which was time-consuming and required extensive spreadsheets and paper forms, was no longer sustainable. Additionally, supervisors who are often responsible for 10 to 12 officers, some that require monthly evaluations, were tasked with manually drafting in-depth evaluations. This resulted in generic performance reviews and neglected the important relationship between supervisor and employee. With a focus on streamlining processes and improving employee retention in the face of hiring challenges, the HR team recognized a strong need to better engage with and provide consistent feedback to employees and managers alike. PREPARATION IS KEY TO SUCCESS Before choosing a system, the HR team took two key steps to prepare to transform the agency’s performance evaluation process: 1. Start with an audit. The HR team began by taking a detailed look at their existing employee evaluation processes to identify core strengths and weaknesses. Public sector agencies are often forced to adapt private sector technologies, despite their unique needs. The Manatee County Sheriff’s Office was no different. After initially deploying private sectorspecific software, it realized the technology was not well-equipped to handle the nuances of the public sector. An audit helped the team realize the gaps 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
that required extensive workarounds, the HR team eliminated dependency on spreadsheets and paper forms, streamlining operations and reducing the administrative burden. 2. Encourage ongoing communication: The new system emphasizes continuous communication between employees and managers to boost morale and foster success. This culture of ongoing feedback and collaboration enables individuals to receive timely, relevant guidance and support. 3. Leverage automation: By leveraging automation, the HR department significantly enhanced efficiency.The new system automates routine tasks and customizable workflows, providing HR professionals with more time to focus on strategic initiatives and employee development. The transformed approach to performance management has saved the sheriff’s office more than 2,100 hours of manual HR work, boosted evaluation completion rates by 30%, and given employees and managers alike a more meaningful way to collaborate and grow. Additionally, the transparency and visibility provided by this approach has fostered a more collaborative environment. Employees and managers now have a clearer understanding of performance expectations and can work together more effectively to achieve their goals. In the public sector, accreditation is always top of mind. In addition to enhanced efficiencies, the HR team can now rest assured that accreditation requirements are met with the accountability and consistency of performance evaluation processes and ensure all employee information is always up to date. LOOKING AHEAD As Manatee County continues to grow, the sheriff’s office is now well-equipped to handle the evolving needs of its community. The improved performance management system provides a solid foundation for ongoing development and improvement. By staying ahead of the curve and embracing a techforward approach, the agency is poised to better service its employees and its community and maintain its commitment to excellence in public service. it could not fill. For example, the system was not automatically updated when employee information changed, so employee payroll information, evaluation schedules and future promotional actions had to be updated by hand. 2. Determine the needs of supervisors and employees. An audit of the software system showed the obvious gaps in manual vs. automated workflows; however, no input is as valuable as the supervisors and employees in an agency. The HR team held roundtables with employees at all levels to learn about what they needed in preparation for an overhaul of their performance management system. EMBRACING A TECH-FORWARD APPROACH After identifying its specific needs, the HR team evaluated and chose a public sector-specific software system that could accommodate these nuances and simplify its performance management processes. By doing so, the HR team eliminated outdated spreadsheets and paper forms, encouraged ongoing communication, and leveraged automation to enhance efficiency. 1. Eliminate outdated practices: By moving away from the private sector-specific software system 12 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
OPENING LINES LEADERSHIP IN FOCUS IN NBAA’S SMALL OPERATOR LEARNING SERIES Source- https:nbaa.com/ , News, First published Aug 16, 2024 Leadership Series Part 2: Addressing Leadership in a Small Flight Department; Striving for Excellence called upon business aviation industry experts Jenny Showalter, founder and chief motivational officer at Showalter Business Aviation Career Coaching, and Jim Lara, founder of Gray Stone Advisors, to explore the nuanced challenges of leadership specific to small flight departments. The panelists, moderated by Dylan Miller, Challenger 604 captain and co-chair of NBAA’s Small Flight Department Subcommittee, shared practical strategies and empowering leadership practices aimed at achieving excellence in operational efficiency and team cohesion. Often, small flight department leaders just happen into the role, whether by convenience or seniority, panelists said.“Instead of looking at seniority, as an industry we need to start teaching leadership skills and developing people into leadership positions,” said Showalter. SHOWALTER ALSO SHARED HOW EXPECTATIONS OF A LEADER ARE CHANGING. “People today want an empathetic leader,” she said. “They look for leaders who understand their whole 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
Operator Learning Series are eligible for Certified Aviation Manager (CAM) credits toward application or recertification. The “Navigating Leadership in a Small Flight Department” series will culminate in a live, interactive session taking place prior to the 2024 NBAA Business Aviation Convention & Exhibition (NBAA-BACE), providing attendees of the Oct. 21 Small Operator Symposium with a unique opportunity to connect with industry experts in-person. Learn more about the symposium. self, not just their working self. Especially in business aviation with such demanding roles, both in terms of time and expertise, it’s important that leaders understand what’s going on with their team in the rest of their lives.” This session follows Part 1: Becoming a Great Leader, which shared principles of effective leadership: vision, integrity and adaptability. In that session, panelists shared strategies to cultivate a culture of safety within teams of any size and explored the nuances of leadership dynamics in diverse work environments. Those who complete all sessions of the Small 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
OPENING LINES WHAT WILL THE REMAINDER BUSINESS AIRCRAFT SALES Source- https://nbaa.org, News, First published Aug 24, 2024 Looking toward the final quarter of what has already been a very interesting year, an Aug. 21 NBAA Thought Leadership webinar examined what we might expect for business aircraft sales and industry growth for the remainder of 2024. Sponsored by Mesinger Jet Sales, “What Floats the Boats and Keeps Their Sales into the Wind?” examined past trends and current realities. For example, while “things tend to be slow in an election year cycle, with [buyers] sitting on the fence,” moderator Jay Mesinger said 2024 is shaping up to defy conventional wisdom. Jetcraft CEO Chad Anderson agreed. While sales have declined from the peaks of 2021-2022, “supply [of aircraft] has climbed and that’s exactly what we needed,” he said.“We finally have a balance of supply that our clients can logically select from.” “We were acutely aware in June that summer was upon us, but it made an abrupt turn in July,” added OGARAJETS President and CEO Johnny Foster.“We’re very bullish as we roll into Q4.” Lagging factors do remain, however. Panelists cited continued supply chain issues and the lack of available slots at maintenance facilities for pre-buy inspections. VIEW THE RECORDED NBAA THOUGHT LEADERSHIP WEBINAR “We’re seeing more and more creative solutions,” said Brian Proctor, president and CEO of Mente Group LLC. “We see it on scheduling, we see it on procurement, we see it on maintenance.” That may include guaranteed spare parts inventories as a stipulation in purchase contracts. Anderson noted buyers may also look to a nonmanufacturer maintenance provider or going outside the country. “Most buyers prefer a U.S. pre-buy,” he said, “but there are quality facilities outside the borders of the Americas. It will cost more, but [the pre-buy] can typically get done much quicker.” Despite the uncertainties surrounding the presidential election, panelists cited other factors weighing more heavily on purchase decisions. “Interest rates are the biggest change we’ve seen from an inventory perspective,” Proctor said.“There’s a significant delta between where we were four years ago and where we are today.” “This industry today is significantly more complicated than it was five years ago, and certainly more than 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
R OF 2024 BRING FOR S? Exhibition (NBAA-BACE), coming to Las Vegas, from Oct. 22-24. “We will celebrate all things business aviation, put buyers and sellers together, show the technologies and meet with all the government officials,” he said. “We’ll inspire people and fire imaginations.” 10 years ago,” Foster added, pointing to new FAA and IRS regulations impacting the industry, as well as decreases to bonus depreciation in 2025. NBAA President and CEO Ed Bolen thanked the panelists for their views on the “exciting” year underway, adding that prospective aircraft buyers can gain additional purchasing guidance and information at the NBAA Business Aviation Convention & 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE CALIFORNIA COMMUNITY ECONOMIC DEVELOPMENT ASSOCIATION ONLINE ARTICLE ECONOMIC DEVELOPMENT PARTNERSHIP OF NORTH CAROLINA ONLINE ARTICLE NEW JERSEY ECONOMIC DEVELOPMENT AUTHORITY (NJEDA) ONLINE ARTICLE NORTH CAROLINA LEAGUE OF MUNICIPALITIES ONLINE ARTICLE TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE CARENCRO, LA A THRIVING COMMUNITY SHAPING ITS FUTURE WHILE PRESERVING ITS PAST CARMEL, IN FOCUSED ON EXCELLENCE BARTLETT, TN BLENDING SMALL-TOWN CHARM WITH BIG-CITY OPPORTUNITIES ANDOVER, KS COMMUNITY OF POSSIBILITIES DERIDDER, LA A JEWEL IN BEAUREGARD PARISH BENSON, AZ WHERE COMMUNITY MATTERS NATCHITOCHES, LA WEAVING HISTORY WITH A FORWARD-LOOKING FOCUS BLACK DIAMOND, WA BALANCING GROWTH AND COMMUNITY IN WASHINGTON 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
ROLESVILLE, NC WELCOMING GROWTH WHILE PRESERVING SMALL-TOWN CHARM RANCHO CUCAMONGA, CA A HIDDEN GEM THAT SHINES THROUGH CHETWYND, BC A BEAUTIFUL COMMUNITY IN A SPECTACULAR PROVINCE COALINGA, CA A HIGH QUALITY OF LIFE AND A DESIRABLE PLACE TO CALL HOME ST. FRANCIS, MN URBAN MEETS NATURAL BEAUTY MORRISVILLE, NC AN “ALL-AMERICA CITY” KINGS MOUNTAIN, NC WHERE HISTORY MEETS MODERN GROWTH PISCATAWAY, NJ HISTORIC FOUNDATIONS, MODERN AMBITIONS CROOKSTON, MN PAVING THE PATH TO CITYWIDE PROSPERITY MOUNT AIRY, NC MAYBERRY MAGIC AND A FORWARD-THINKING VISION PORTSMOUTH, VA CITY ON THE RISE NEW ULM, MN AN IDYLLIC BLEND OF CHARM, TRADITION, AND INNOVATION HARDEEVILLE, SC THE HEART OF LOWCOUNTRY KERRVILLE, TX SMALL-TOWN CHARM MEETS BIG-CITY AMBITIONS FILLMORE, CA A CHARMING RURAL CITY IN SOUTHERN CALIFORNIA REXBURG, ID AMERICA’S FAMILY COMMUNITY RUSSELL, ON A DYNAMIC TOWNSHIP ON THE RISE VERMILION, AB SMALL TOWN, BIG IMPACT 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
ANDOVER, KS COMMUNITY OF AT A GLANCE ANDOVER, KS WHAT: A rapidly growing suburban city in Butler County known for its excellent educational system, family-friendly community, and proximity to Wichita. WHERE: In the south-central part of Kansas, sharing its western border with Wichita, the largest city in the state. WEBSITE: www.andoverks.com INNOVATION AND RESIDENT-FOCUS IS SPRING BOARDI 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
POSSIBILITIES ING THIS COMMUNITY TOWARDS A BRIGHT FUTURE Andover, Kansas, is experiencing a surge of development and innovation. City leaders, including Mayor Ronnie Price, Assistant City Administrator Jolene Graham, Public Information Officer Megan Schapaugh, and Andover Area Chamber of Commerce President Lori Cullum, tirelessly work to improve the community’s infrastructure and amenities.The commitment to creating a vibrant and welcoming environment for 20 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
residents and businesses is evident in every project and initiative underway. VIBRANT COMMUNITY HUB The Heritage Park Plaza embodies Andover’s dedication to establishing community spaces encouraging social interaction and enjoyment. The city recently marked the park’s grand opening with a ribbon-cutting ceremony and the unveiling of the Heritage Man sculpture. Mayor Ronnie Price expressed his excitement about the project, particularly noting the return of Livingston’s Cafe. “Livingston’s, a beloved Andover original, is making a comeback. We’re also in discussions with other excellent dining establishments about adding new restaurants in the next year,” he announces. Graham elaborates on the Skyloft apartments, a key element of the Heritage development. “The Skyloft apartments are resort-style, featuring a rooftop pool, communal grilling, patio areas, and spacious layouts designed to foster a vibrant community,” she says. The 100-acre development includes water features and walking trails, creating a picturesque setting for residents. Plans include a senior living facility, a hotel, and additional commercial spaces, enhancing the development’s appeal. The Heritage development also includes a linear city park stretching from Heritage Park Plaza to Douglas. Graham emphasizes its role in providing a serene environment for relaxation. “Ponds, trails, and plaza areas create a natural gathering spot for our community,” she explains. STATE-OF-THE-ART RECREATIONAL FACILITIES The re-imagined 13th Street Sports Park is another jewel in Andover’s crown. Set to open late-summer, the facility boasts five recreational ball diamonds, a splash pad, pickleball courts, sand volleyball, and more. Mayor Price highlights the park’s role in connecting the community through various transportation options, including walking trails and sidewalks. “This park is designed to create a lot of good times for both the Andover community and visitors from surrounding areas,” he states. Graham adds, “The 13th Street Sports Park was 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 ANDOVER, KS
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thoughtfully designed to allow families to monitor multiple activities simultaneously. Whether you’re watching a ball game or your children playing on the playground, it’s all about family-friendly, engaging spaces.” The park’s features are tailored to enhance the recreational experience for all age groups. The unique 40 feet tall “Luckey Climber”, splash pad, and half-court basketball area are just a few attractions encouraging physical activity and outdoor fun. Additionally, the park includes a walking trail that circles the entire area, providing a scenic route for joggers, walkers, and cyclists alike. FIRE STATIONS FOR ENHANCED SAFETY The city recently opened Fire Station 2, a stateof-the-art facility designed with firefighter health and safety in mind. Graham describes its advanced features: “From lighting and sleeping arrangements to decontamination areas, every aspect is designed with the health of our firefighters in mind; especially to reduce the risk of cancer and other occupational hazards for our firefighters.” The station will also include community-friendly amenities such as a playground and meeting spaces, fostering stronger ties between the fire department and residents. In addition to Fire Station 2, the city has also invested in remodeling Fire Station 1.Mayor Price adds,“The addition of decontamination areas ensures that firefighters can change into fresh clothes, preventing contamination throughout the station. Fire Station 2’s strategic location also allows us to respond to emergencies within four minutes, a critical factor in life-saving situations.” INFRASTRUCTURE PROJECTS Andover’s infrastructure projects are pivotal to supporting its growth.The expansion of Kellogg (US 54-400) to a six-lane freeway is a major undertaking, with Phase 2 recently greenlit. This project aims to alleviate traffic congestion and improve connectivity within the city and to surrounding areas. The city plans to develop backage roads to enhance safety and accessibility during the freeway expansion. 23 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 ANDOVER, KS
“The Kellogg expansion will stretch from 159th to the east side of Andover on Prairie Creek Road. This alleviates peak-time traffic congestion, benefiting both residents and commuters. Additionally, our wastewater treatment plant’s $40 million expansion is crucial for supporting residential and commercial growth,” Graham notes. Developing backage roads is a strategic move to ensure smooth traffic flow and enhance safety. Mayor Price explains,“These new backage roads will act as a safety corridor, ensuring efficient traffic management during construction and beyond.” DYNAMIC BUSINESS ECOSYSTEM The Andover Area Chamber of Commerce is important in supporting and attracting existing businesses. Cullum emphasizes the chamber’s efforts in fostering a connected and collaborative business community. “Our business community is a community.They want to be connected and support each other constantly,” she says. Mayor Price highlights various incentives for businesses, such as industrial revenue bonds and the neighborhood revitalization program, making Andover an attractive investment place. “We’re thinking outside the box on many things,” he states. “It’s not just about retail and commercial; we’ve recently worked with developers on a shipping and receiving logistics park, and unique projects along the Redbud Trail including a restaurant and a “Glamping” venue, as well as other diverse projects that will benefit our community.” Graham adds that Andover’s quality of life amenities, including parks, an amphitheater, and extensive trails, make it an appealing location for residents and businesses. “Our investment in quality of life is attractive to employers because they can offer their employees a great place to live, work, and play,” she says. COMMUNITY CELEBRATIONS Andover is known for its vibrant community events that bring residents together. Schapaugh details JonesCommercialDevelopment.com Developing Transformative, Engaging Places. Heritage Square | Andover, Ks • 186 Apartments • 55,000 SF Commercial • Heritage Park Plaza 24 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
several annual events that draw residents and visitors alike. Greater Andover Days, the city’s largest festival, features a carnival, food trucks, concerts, and fireworks, attracting nearly 5,000 attendees. Other notable events include the Hometown Christmas celebration, Police and Fire Community Cookout, and the Chamber of Commerce’s annual city-wide garage sale. Mayor Price speaks about the community’s enthusiasm for these events. “The parade during Greater Andover Days is always packed, and we’re excited to see people coming together to celebrate our city,” he says. “We’ve also contracted ASM to manage our Amphitheater, ensuring top-notch entertainment for our residents.” The city’s commitment to community engagement is evident in the range of events and activities. From family-friendly festivals to educational programs like the Citizens Police Academy, Andover ensures something for everyone.The Citizens Police Academy, in particular, provides residents with a behind-thescenes look at the department’s operations, fostering a deeper understanding and appreciation of law enforcement. FUTURE OUTLOOK Looking ahead, Andover’s strategic goals focus on completing major infrastructure projects and enhancing community amenities. Graham discusses the plans for a new activity center within the 13th Street Sports Park, offering expanded recreational programs. “The new activity center will bring many new recreational opportunities to our community,” she notes.“We’re very excited about the designs and concepts, which will be developed in the next few years. The city also anticipates opening new senior living facilities and an apartment complex, further supporting its growth. “We have a senior living facility being built between Dillon’s and Sunstone apartments,” Mayor Price says. “Additionally, we’re looking at a new apartment complex with around 245 units on US 54-400 at Onewood.” Graham accentuates the importance of these developments in supporting the city’s long-term growth.“Our focus is on creating a sustainable,vibrant community that meets the needs of all our residents,” she says.“From infrastructure improvements to new housing options, we’re committed to making Andover a premier suburb of Wichita.” EMPOWERING BUSINESS CONNECTIONS Cullum notes that Andover’s businesses are deeply committed to giving back to the community.Andover 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 ANDOVER, KS
Auto Body, K.Westphal Jewelers,Andover State Bank, Domino’s, and many others consistently support local events and initiatives. Cullum explains, “Our businesses are very focused on giving back, whether through donations to the chamber, sponsoring city events, or supporting the community in other ways.” Schapaugh adds, “Capitol Federal Bank sponsors our amphitheater, and many businesses support our major events like Greater Andover Days and Hometown Christmas. Their contributions are vital to our community’s success.” Mayor Price stresses the collaborative efforts between the city and the business community. “We work closely with businesses to create a supportive environment,” he says. “Our relationship with the Heritage Development team has been phenomenal, 26 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
and we’re always looking for ways to improve and attract new businesses.” The Chamber of Commerce offers a range of resources, from networking events to financing assistance, ensuring that businesses have the support they need to thrive. Cullum emphasizes the Chamber’s role in connecting businesses with the community. “We believe in making business fun and stress-free,” she proudly states. “Our goal is to create a supportive, enjoyable environment for all our members.” EMBRACING GROWTH AND DEVELOPMENT The city’s proactive approach to development is evident in its strategic planning and execution. Andover is focused on creating a well-rounded, thriving community,from major infrastructure projects to community events. The recent announcement of a QuikTrip in the Heritage and Yorktown corridor is another example of the city’s efforts to attract popular businesses and enhance local amenities. 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 ANDOVER, KS
Andover, Kansas is a city on the rise, driven by thoughtful planning and a strong sense of community. The city is well-equipped to support its growing population with major developments like the Heritage Park Plaza, 13th Street Sports Park, and new fire station. The proactive efforts of city leaders and the Chamber of Commerce ensure that Andover remains a desirable place to live, work, and play. As Andover continues to expand and evolve, it stands as a model of community-driven progress and innovation. PREFERRED VENDOR/PARTNER n Jones Commercial Development www.jonescommercialdevelopment.com Jones Commercial Development Company (JCDC) collaborates with private investors and the public sector to deliver market driven projects that are transformative and engaging for the communities in which they are developed. JCDC projects span a variety of categories including: suburban mixed-use, urban mixed-use, retail, entertainment, adaptive re-use and in-fill residential. 28 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
BLENDIN CHARM O AT A GLANCE BARTLETT WHAT: A thriving community focused on balanced growth, education, and innovative developments WHERE: Shelby County, Tennessee WEBSITE: www.cityofbartlett.org 29 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
NG SMALL-TOWN M WITH BIG-CITY OPPORTUNITIES BARTLETT, TN Preparing for future growth with innovative developments, robust education programs, and a community-focused vision. Bartlett,Tennessee, offers a unique blend of small-town charm and urban opportunities. As Mayor David Parsons explains, “We’re centrally located in Shelby County and are the largest municipality outside of Memphis. We began as an old railroad town, originally named Union Depot, before becoming Bartlett.” This rich history forms the bedrock of the community’s pride, encapsulated in their motto, “Hometown Proud.” 30 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08
“People often describe Bartlett as having a smalltown feel with big-city opportunities,” Mayor Parsons continues. This duality is evident in the amenities Bartlett offers. Despite its modest size, the town boasts police and fire departments, ambulances, and an impressive array of parks—29 in total.These parks are more than just green spaces; they are integral to the community’s quality of life, emphasizing how the town maintains a balance between growth and a close-knit community atmosphere. Living in Bartlett means enjoying the best of both worlds. Mayor Parsons elaborates,“You can still get employment in the big towns and enjoy amenities they bring, such as the Liberty Bowl and Beale Street, but come home to a tranquil,safe community.”A strong sense of heritage and community complements this tranquility. “You go to church on Sundays, and you’re sitting beside neighbors who have raised their families here,” he adds. This tight-knit atmosphere and modern conveniences make Bartlett an ideal place to live and raise a family. BARTLETT’S EDUCATIONAL ACHIEVEMENTS Education is a cornerstone of Bartlett, and Mayor Parsons eagerly highlights the town’s achievements in this area. “We were part of the Shelby County school system for a long time. This is our 10th anniversary of having our municipal school system,” he remarks. Establishing control over local education has allowed Bartlett to shape its future more directly. “You can’t talk about true quality of life without mentioning schools,” he asserts. Bartlett High School, a historical fixture in the community, symbolizes this. The school has been a cornerstone since the city’s early days, serving around 9,000 students across 11 buildings. As the mayor notes, this local control is crucial: “We have a hands-on approach to what we want the product to be in the future.” One key to Bartlett’s educational success has been hiring exemplary leadership. Mayor Parsons speaks highly of Dr. David Stephens, the Superintendent of Bartlett City Schools.“One of the first things we had to do was to elect a school board and then hire the right person to lead and guide that ship,” he says. This leadership is instrumental as the community prepares for significant investments, such as the 31 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 BARTLETT, TN
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The will to make it happen has never been a question. Opportunity was all you needed to open the door. At First Horizon, we’re proud to support women-owned and -led businesses that are bringing new perspective to Bartlett and unlocking opportunity for our next generation of girls. Jaime L. Deal Senior Vice President Private Client Relationship Manager, Sr. Office 901-681-2625 Let’s find a way. firsthorizon.com Personal Business Private Banking Where there’s an opportunity, there’s a way. ©2024 First Horizon Bank. Member FDIC.
BARTLETT, TN
nearly $6 billion in Blue Oval City, just 25 minutes away. Mayor Parsons also emphasizes the interconnectedness of education and the local economy.“People seeking employment at Blue Oval City, Ford’s latest creation, are looking for a safe city with a good school system,” he explains. Bartlett’s school programs are designed to meet these expectations. The town’s approach includes initiatives like the high school internship program, which started in his second year as mayor. This summer program places six to eight students in hands-on roles within the fire department, code enforcement, planning, performing arts, parks and public relations sectors, providing real-world experience. BRIDGING SCHOOLS AND INDUSTRY Dr. Stephens emphasizes a balanced educational approach tailored to the diverse future paths of students.“We know many of our students will go on to a four-year university, but we also know many of them will go straight from Bartlett High School into the workforce,” he says. This awareness has driven the creation of 17 career technical education (CTE) pathways, ranging from advanced manufacturing and coding to cybersecurity, digital design, health sciences, mechatronics, transportation, and culinary arts. “We want to ensure our students have a wide array of opportunities,” Dr. Stephens asserts.The district also offers 17 Advanced Placement and Honors courses and 13 dual credit enrollment courses, enabling students to earn college credits from institutions like the University of Memphis and Southwest Tennessee Community College. Collaboration with the Tennessee College of Applied Technology is also 35 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 08 BARTLETT, TN
Avenu Insights & Analytics partnered with the City of Bartlett to manage their first stand-alone library. After six months of preparations, the library opened on July 1st. Pre-launch activities included training sessions with Mayor David Parsons, City officials, the libraries technology team, and the Friends of the Library volunteer group. Managed by Avenu, in partnership with the City of Bartlett, the library offers books, audiobooks, DVDs, CDs, and magazines. Any local resident or property owner can receive a free library card, and non-residents may also be eligible for free or discounted library cards. The library also offers 20 public computers (featuring internet access, Microsoft Word, and Microsoft Excel). In addition, free Wi-Fi is also available for patrons bringing their own personal devices. Residents wanting to utilize the library, but unable to make it on-site, can access their account, renew books, place holds on materials, and use library catalogs and databases on-line, 24/7. Each Wednesday, story times are held. Sessions are broken up by age (0-24 months and 2-5 years old) and library’s Facebook page is often updated with pictures of children enjoying a story with their peers and caregivers. This partnership with Avenu has already provided the City of Bartlett, and its library patrons, many happy returns. succeed@avenuinsights.com | 5860 Trinity Parkway, Suite 120 | Centreville, VA 20120 | When state and local governments need a trusted partner, they turn to Avenu. Our experts work closely with elected and administrative officials to deliver software and services that boost revenue, optimize operations, and deepen community trust. Jury Solutions Payment Solutions Short-Term Rental Solutions Library Management Optimize your revenue streams with Avenu | RevQ+ while offering even more ways to pay with Avenu | Payments. Revolutionizing the jury process, our automated system simplifies jury management, minimizing paperwork and tasks. Full-service short-term rental monitoring, compliance, and administration. Enriching communities through library management and community engagement programs
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