UTAHCOUNTY, UTAH Also in this issue DAVIE, FL • MARATHON, ON • GILCHRIST COUNTY SCHOOLS THE COUNTY EMBRACING GROWTH AND INNOVATION VOLUME 5, ISSUE 07 | JUL 2024
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 07
EDITOR’S NOTES Already halfway through summer and it is hitting many that the long and hazy summer days may not linger on forever. Many are already gearing up for back-to-school and work commitments, while companies from coast to coast are looking ahead to the fall, and are busy implementing some key objectives. Cities and counties across North America are also not fooled into thinking that summer will linger on and are also planning resident-focused projects while looking ahead to key commercial and residential developments taking place in the fall. 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. A sector of interest continues to be education and July’s issue of Business View brings additional indepth features covering leading school districts across North America. Education remains the cornerstone to future success and with a new economy comes a shift in curriculum for many school districts across the US and Canada. Prioritizing technology training and focusing on work and co-op experiences for their students, school districts are successfully pivoting to meet the needs of jobs and careers of the future. We sat down with school officials from Bethel School District, Evansville Vanderburgh School Corporation, Gilchrist County School District, Imlay City Community Schools, James Bay Lowlands Secondary School, Lincoln County School District and on the post secondary end, Linn-Benton Community College 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. July 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 Bisbee, Arizona, Black Diamond, Washington, Davie, Florida, Coolidge, Arizona, Farmington, Minnesota, Manor, Texas to Marathon, Ontario among other fast-growing 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 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, we sat down with Brock Group Canada, Consolidated Minerals Inc, Hargrave and Associates, Hotel Eastland, and Living Stone Design among other organizations covering a cross-section of business sectors. 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 07
CITY VIEW 21 CANADIAN CREDIT UNION ASSOCIATION Banking With the Community at its Heart 31 MARYLAND DEPT. OF COMMERCE - CHILD CARE SUPPORT FUND Building the Future of Childcare 41 MINISTER NICOLAIDES - OP ED The Alberta Advantage 51 NEBRASKA HOSPITALITY ASSOCIATION Leading the Way in Advocacy and Innovation in a Constantly Evolving Industry 57 US SOCCER FEDERATION Scoring every time 63 BISBEE, AZ Bridging History and Modernity in Arizona’s Most Eclectic Town V O L U M E 0 5 , I S S U E 0 7 COVER UTAH COUNTY, UT 2 EDITOR’S NOTES 7 OPENING LINES 73 COOLIDGE, AZ Building for Tomorrow in the ‘Sun Corridor’ 83 BLACK DIAMOND, WA Balancing Growth and Community in Washington’s Fastest Growing City 101 COLD SPRING, MN Small-Town Charm with Big-City Amenities 111 EAST BETHEL, MN Welcoming New Opportunities 121 FARMINGTON, MN A warm welcome in the agricultural heartland 131 SARTELL, MN A Striking City Transformation 141 BUTNER, NC A quaint small town that is primed to grow 155 CROSSFIELD, AB A Small Town Experiencing Big Growth 165 GIBBONS, AB The Hidden Gem of Sturgeon County 175 LETHBRIDGE, AB A Prairie Jewel COOLIDGE, AZ BUTNER, NC 73 141 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
Google & Iowa: Building a Future Together. Learn More:
V O L U M E 0 5 , I S S U E 0 7 185 DAVIE, FL A Special Place to Call Home 195 ORLANDO, FL A Beacon of Innovation, Growth & Collaboration 205 HOLYOKE, MA A planned city with plenty of room to grow 215 JACKSONVILLE, AL A Stunning City View 225 LA POCATIÈRE, QC Community-First and Forward-Thinking 235 LAMBTON SHORES, ON A Thriving Community on the Rise 249 MARATHON, ON Building a Thriving Future 259 MEAFORD, ON A Growing Hub of Community Spirit and Sustainable Development 269 NORTH DUNDAS, ON Building a Dynamic Future PRESCOTT, ON LAMBTON SHORES, ON 279 235 279 PRESCOTT, ON The “Fort Town” charts a new course 289 LEONARDTOWN, MD A Revamped Downtown Primed for a Dynamic Future 299 MANOR, TX A City Blueprint for Sustainable Growth and Community Development 309 MOUNT LAUREL, NJ All roads go through Mount Laurel 319 SULPHUR, LA Southern City Charm 333 UTAH COUNTY, UT The County Embracing Growth and Innovation 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
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 349 BETHEL SCHOOL DISTRICT Top of the Class 363 IMLAY CITY COMMUNITY SCHOOLS Building Strong Connections 373 JAMES BAY LOWLANDS SECONDARY SCHOOL BOARD & MOOSONEE DISTRICT AREA SCHOOL BOARD Two Leading School Boards work together for better student outcomes 383 LINCOLN CONSOLIDATED SCHOOL DISTRICT Top of the Class 393 NORWELL PUBLIC SCHOOLS The Home of Holistic Education 403 ROCKY RIVER CITY SCHOOL DISTRICT Cultivating Excellence and Regional Success 413 GILCHRIST COUNTY SCHOOLS Celebrating Academic Achievement 423 SCHOOL DISTRICT OF INDIAN RIVER COUNTY Setting the Educational Standard 433 SUPERIOR NORTH CDSB A Student-First Learning Experience 443 WEST GEAUGA LOCAL SCHOOL DISTRICT A Student-Centered Approach 453 EVANSVILLE VANDERBURGH SCHOOL CORPORATION Committed to continuous improvement ROCKY RIVER CITY SCHOOL DISTRICT BETHEL SCHOOL DISTRICT 403 349 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
APPLYING TECHNOLOGY TO FLIGHT RISK ASSESSMENT TOOLS Source-https://nbaa.org/ Editor, First Published July/August 2024 A flight risk assessment tool (FRAT) can be an extremely effective and powerful resource to improve pilot decision making and complement a flight operation’s safety management system, or SMS. Increasingly, business aircraft operators are turning to new technologies to move the FRAT beyond a simple checklist. “Risk management is essential to an effective safety program,” said Flying W Aviation, LLC Founder Jeff Wofford, CAM Fellow and former chair of the NBAA Safety Committee. “If a FRAT is too complicated, though, a pilot won’t use it. So, we must look at methods that are fair, effective and efficient.” FRATs come in many forms, including paper checklists that rely on the pilot to determine the level of risk for a given flight based on relatively easily defined metrics such as weather, fatigue and pilot experience. Answers may be ranked by number; the higher the final total, the “riskier” the flight. “We need to take this process more seriously,” Wofford added. “There have been a lot of accidents over the years in which the outcomes would’ve been a lot better had the pilots sat down and truly performed a flight risk assessment.” “I think of FRATs as a two-pronged tool,” said Robbie Moon, captain for a Fortune 100 company and member of the NBAA Domestic Operations Committee (DOC). “First, they’re a way for the company at large to ascertain risk at the tactical level and limit exposure to those risks. And they’re also a way to communicate those risks to other people within the organization.” More advanced examples include tablet and smartphone apps that follow the basic layout of paper FRATs, either as O p e n i n g L i n e s 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
standalone software or as part of an electronic flight bag. Most third-party flight planning providers also include FRATs as part of their services. With the proliferation of artificial intelligence (AI) across many aspects of the industry and society at large, it’s not surprising to also see automation applied to the FRAT process. New programs pull weather conditions, airport information and other metrics and provide a largely automated risk assessment for a given flight. While flight crews may balk at the thought of an AI-generated FRAT, David Keys, chair of the NBAA DOC and chief pilot for Peace River Citrus Products, noted the advantage of objective results over subjective assessments. “We started with a traditional FRAT at our operation, in which we’d come up with a number for runway conditions, for example, or crew rest,” he said. “Those numbers would then give us a final score of ‘green,’ ‘yellow’ or ‘red.’ “The problem with that,” he continued,“is that we’re a missionfocused industry. It soon became clear to us that our FRAT was basically a game of, ‘How can I adjust the numbers to let me go fly?’” The application of AI to the risk assessment process removes that element of temptation to provide an objective perspective, adding integrity to the results. It may also yield other benefits. “Automation is really the big difference maker in my mind,” said Matthew Simmonds, vice chair of the NBAA DOC. “An integrated risk assessment tool pulls available information as soon as a trip is scheduled and flags possible risk factors weeks before pilots even know there’s a trip coming.” For example,such tools can quicklymatch aircraft performance data against available runway lengths, even weeks ahead of time, and continually monitor NOTAMs for possible closures and other relevant factors. Weather forecasts, crew proficiency and rest, and other operational requirements may also be factored in, providing additional time to mitigate any risks and match the most qualified flight crew to the trip. “FRATs are great tools to help flight crews and managers identify risks and improve their decision making,” Simmonds added.“But it’s my opinion that automation and technological advancements are leading the way toward better ways of accomplishing that task.” Keys noted his operation uses one such platform that automates the data gathering process. “It provides factual observations over arbitrary assessments,” he said. “The program knows our performance limitations. If it’s going to be rainy, it warns us that our aircraft’s wet performance limits don’t allow us to use the shorter runway at the airport. “It’s still up to us to make the final decision,” he added, “but it brings a welcome added perspective.The platform also shares observations from other users, like if there’s wildlife on the airport. That information would never show up on my paper FRAT, but it pops right up on my [automated] risk briefing.” While acknowledging that “there is room for technological improvements and automations in the process,” Moon recommended the approach taken by one Part 135 operator that merged FRATs with crew briefings to review and discuss flight conditions and risk factors. “The captain might ask the first officer, ‘What risks do you see today?’ and that prompts a discussion,” he said. “Some crew members may not see the same risks, while others have the chance to voice their concerns. A briefing is a great way to clarify everybody’s thoughts and concerns and then address how to mitigate those risks. “Maybe the greatest risk of a FRAT is that it’s easy for the process to become rote,” Moon added. “A dedicated briefing slows down that process and gives pilots the chance to get centered on the task at hand.” Establishing a FRAT may seem daunting to flight operations that lack a formal risk assessment process. “Getting from zero all the way to a customized FRAT is a big ask for a lot of operations,” Moon said, “and may not be appropriate or possible for smaller outfits. “A good first step might be simplifying things to just two questions,” he added. “Before the flight, the captain might ask the first officer, ‘what risks do you see today?’ And then after the flight, ask each other ‘what can I do better next time?’ Keys suggested AI-assisted FRATmodels may offer advantages for small flight operations.“If one pilot in a two-pilot operation identifies a ‘yellow’ risk, odds are the other pilot will say ‘let’s go,” he said. “There is no chief pilot or director of operations to prompt another look at it and identify the need to mitigate that risk. “As AI rolls out it just makes sense that it will add to the safety dynamics of SMS,” Keys added. Regardless of what form a risk assessment may take, Wofford emphasized the need for standardized industry criteria throughout the process. “One flight department might assign a risk factor of ‘3’ for a condition that another might consider a ‘2’ or ‘4,’” Keys said. “Those numbers become arbitrary or subjective. “On the opposite side of that coin,” he continued, “we can’t make the FRAT so routine that pilots are just going down the line and checking off boxes without paying attention to what they’re doing. It can never be something pilots do just for the sake of doing it, or because the flight department requires one.” Simmonds also emphasized the need for flight operations to identify a risk assessment method that matches their needs. “There’s a gradient from ‘paper and pencil’ FRATs up to advanced AI-assisted programs,”he concluded.“In between are Excel spreadsheets and flight planning providers. Whatever you choose, it comes down to the user and the culture of the 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
OPENING L INES GENERAL DYNAMICS BUSINESS JET REVENUE JUMPS 50% environment,” CEO Phebe Novakovic said in a statement. General Dynamics delivered 37 business jets in the quarter, compared with 21 in the same period a year ago representing a more than 50% increase. The Federal Aviation Administration certified the G700 business jet just days before the quarter began, unlocking a surge of deliveries. In the first quarter, the company delivered 24 business jets. Despitecostpressuresowingtoabudgetconstrained U.S. defense budget, defense firms continue to see strong demand for military equipment amid Source-https://nbaa.org/ Aatreyee Dasgupta in Bengaluru and Mike Stone, First Published July 24, 2024 WASHINGTON (Reuters) -General Dynamics reported an 18% rise in second-quarter revenue on Wednesday, helped by higher demand for its ammunition and nuclear-powered submarines and a 50% year-on-year jump in revenue from business jets. “In the Aerospace segment, we are continuing to ramp up the pace of our G700 deliveries and our defense businesses continue to grow, reflecting increased demand in response to the threat 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
It reported net income of $905 million for the quarter ended June 30, compared with $744 million a year earlier. The $95 billion Ukraine-Israel aid bills passed by Congress earlier this year were expected to boost the order backlog for General Dynamics, which makes some of the artillery which is in heavy use in Ukraine. Other major companies that receive government contracts, such as Lockheed Martin, RTX Corp and Northrop Grumman should also eventually expect a lift from the funds. ongoing geopolitical conflicts. Profits at General Dynamics’ combat systems unit, which makes vehicles and tanks, were $313 million in the quarter, up 25% versus the same period a year ago. General Dynamics reported quarterly earnings per share of $3.26, just belowanalyst estimates of $3.27, but revenue of $11.9 billion was well above analyst estimates of $11.4 billion according to LSEG data. The Reston, Virginia-based company reported a quarterly revenue of $11.98 billion, up from $10.15 billion a year ago. 10 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
CIRRUS DELIVERS 10,000TH SR SERIES AIRCRAFT—EXPANDING INDUSTRYREACH OPENING L INES Source-https://www.avweb.com/ Amelia Walsh, First Published July 22, 2024 Cirrus is celebrating a major milestone as the company has delivered 10,000 SR series aircraft and 560 SF50 vision jets—making it the third largest aviation manufacturer in the world. The company’s 10,000th SR Series aircraft, appropriately named N10000, is on display at AirVenture this week. “From the Cirrus Airframe Parachute System (CAPS) to the Perspective Touch+ flight deck, Cirrus continuously innovates to provide owners with personal aircraft that set the industry standard for aviation safety, luxury, convenience and ease of ownership.We are honored to celebrate 10,000 SR Series aircraft deliveries with our team members, partners and stakeholders,” said Cirrus CEO Zean Nielsen in a July 22 press release. Cirrus says achieving the 10,000th milestone is a testament to the company’s innovation and ability to develop industry-leading products. One of the latest technologies Cirrus has introduced is the Apple Vision flight training goggles, which enable augmented reality walkarounds of aircraft. During a press briefing at AirVenture, Cirrus Aircraft President of Customer Experience Todd Simmons highlighted the company’s expansion, noting new aircraft programs in Kissimmee, Florida; Scottsdale, Arizona; and McKinney, Texas. Simmons mentioned that most of the customers in the Cirrus management program are Vision Jet owners. Simmons also noted that prior to the pandemic, some 13% of customers coming to Cirrus were new to aviation. He said that number spiked to around 40% during the height of the pandemic but today it’s about 29% who are new to aviation. 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
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OPENING L INES DATA TOOL DESIGNED TO HELPSTATES AND LOCALITIES PROVIDE MEDICAL DEBT RELIEF available for purchase at a discount, states and localities are often able to purchase this debt for pennies on the dollar,” the administration added in a statement. Pittsburgh, Pa., used its ARP funding to purchase and discharge $115 million in medical debt in August 2023, impacting 40,000 residents. “Providing relief at this scale, where $1 can Source-https:/americancityandcounty.com/ Ryan Kushner. First Published July 22, 2024 More than 15 million Americans have medical debt on their credit scores and a collective $49 billion in outstanding medical bills, according to a recent report by the Consumer Financial Protection Bureau. The Biden-Harris administration announced the elimination of $7 billion in medical debt by the end of 2026 through its American Rescue Plan (ARP) and recently called upon more states and localities to leverage the public funding to alleviate medical debt, which disproportionately impacts people in low-income communities. To help local governments determine the most impactful use for the funding, the Urban Institute launched a data tool designed to provide information about the status and history of medical debt in each locality. The dashboard provides details such as the percentage of people currently in medical debt and how that percentage has fluctuated over time, with data spanning from 2011 to 2023 for counties and states, according to the Urban Institute, a Washington, D.C.-based think tank for economic and social policy. The tool also shows the median medical debt in collections and the average household income in each area. “Potential debt drivers,” such as hospital concentration and hospital closures and mergers, are also available for each locality to see, as is the percentage of people who are uninsured. For example, the dashboard found that in Haskell County, Texas, 20% of residents lacked health insurance in 2022, data that could potentially help explain the area’s high number of residents experiencing medical debt. Medical expenses are currently the leading cause of personal bankruptcy in the U.S. and eliminating outstanding debt can have huge impacts for communities, according to the Biden-Harris administration. “Because past-due medical debt is frequently 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
debt for its residents by the end of 2024. “Unlike other debts, medical bills are rarely something people can plan ahead or shop around for,” Cleveland Mayor Justin M. Bibb stated. “No one should feel like they are being punished for getting sick and the immediate relief this program provides will be widely felt.” discharge up to $115 of burdensome medical debt, is plain common sense,” Pittsburgh City Councilman Bobby Wilson said in a statement at the time. “Coming out of a global pandemic, Pittsburghers deserve such direct relief.” Cleveland, Ohio, was also highlighted by the BidenHarris administration for its elimination of $81 million in medical debt last year. The city is on track to eliminate an additional $100 million in medical 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
OPENING L INES BIDEN ADMINISTRATION ANNOUNCES $1.8B IN TRANSPOR GRANTS FOR ‘COMMUNITIES OF EVERYSIZE’ “ThroughPresident Biden’s Bipartisan Infrastructure Law, we’re funding projects across the country to make roads safer, make it easier for people to move around their community, make transportation infrastructure more resilient to extreme weather, and improve supply chains to keep costs down for consumers,” Buttigieg said in a statement, adding that the grants followed “decades of underinvestment” in the country’s infrastructure. Among the grants, one of the largest, at $25 million, will go toward restoring around 45 miles of the Alaska Highway that have been degraded by thawing permafrost in Fairbanks, Alaska. In Maine’s Washington, Penobscot and Hancock counties, $23.5 million will go toward the addition of 24 electric buses and chargers. Another $24.9 million will go toward constructing a 300-foot bridge over a rail line in Sharpsburg, Pa., along with additional Source-https:/americancityandcounty.com/ Ryan Kushner. First Published June 26th, 2024 The Biden administration announced it has awarded $1.8 billion in grants for 148 transportation projects across the country. The funding, awarded through the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) program, is split equally between urban and rural areas in the U.S. and includes projects in all 50 states, as well as the Northern Mariana Islands,American Samoa, Guam and Puerto Rico, according to the administration. U.S. Transportation Secretary Pete Buttigieg said the funding will go toward a wide range of transportation initiatives and span “communities of every size.” 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
RTATION and bus fleet modernization to bridge construction to more pedestrian and bike lane planning. “This is a big deal,” stated U.S. Rep. Derek Kilmer (D-Wash.). “These investments in projects across Washington state will help move people and freight better. That’s important for our local economies, for quality of life, and for helping community connectivity. Having the federal government provide this grant funding means we will see improvements without the cost being borne entirely by taxpayers in our neck of the woods.” The Biden administration opened applications for this round of RAISE grants in December 2023. The program aided more than 160 projects in all 50 states in 2023. roadway and a multi-use trail. In Montana, the Blackfeet Reservation will receive $3.6 million for the planning and design of a street reconstruction project to increase access and decrease dependency on motor vehicles. The percentage of high-function rural roads considered to be in “poor” condition was over 5 in 2020, up from just under 5% in 2011, according to the Bureau of Transpiration Statistics’ 2023 report. For high-function urban roads in the U.S., 19.8% were considered “poor” in 2020, down from 21.4% in 2011. The percentage of the country’s bridges considered to be in “poor condition” fell from 59,305 (around 10%) in 2010 to 42,966 (6.9%) in 2022. Washington received more funding than any other state with nearly $90 million in grants awarded for projects ranging from a transit maintenance facility 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
city view INTERNATIONALCITY/COUNTY MANAGEMENTASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATIONOFFLORIDA COMMUNITYDEVELOPERS ONLINE ARTICLE INTERNATIONALECONOMIC DEVELOPMENTCOUNCIL ONLINE ARTICLE CALIFORNIACOMMUNITYECONOMIC DEVELOPMENTASSOCIATION ONLINE ARTICLE ECONOMICDEVELOPMENT PARTNERSHIPOFNORTHCAROLINA ONLINE ARTICLE NEWJERSEYECONOMIC DEVELOPMENTAUTHORITY(NJEDA) ONLINE ARTICLE NORTHCAROLINALEAGUEOF MUNICIPALITIES ONLINE ARTICLE TEXASASSOCIATION OFBUILDERS (TAB) ONLINE ARTICLE NEBRASKAHOSPITALITY ASSOCIATION LEADING THE WAY IN ADVOCACY COOLIDGE, AZ BUILDING FOR TOMORROW IN THE ‘SUN CORRIDOR’ MARYLANDDEPT. OFCOMMERCE - CHILDCARESUPPORTFUND BUILDING THE FUTURE OF CHILDCARE CANADIANCREDITUNION ASSOCIATION BANKINGWITH THE COMMUNITYAT ITS HEART USSOCCERFEDERATION SCORING EVERY TIME MINISTERNICOLAIDES - OPED THE ALBERTA ADVANTAGE BISBEE, AZ BRIDGING HISTORYAND MODERNITY IN ARIZONA’S MOST ECLECTIC TOWN 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
ORLANDO, FL A BEACON OF INNOVATION, GROWTH & COLLABORATION LAPOCATIÈRE, QC COMMUNITY-FIRST AND FORWARD-THINKING BLACKDIAMOND,WA BALANCING GROWTH AND COMMUNITY IN WASHINGTON FARMINGTON, MN A WARMWELCOME IN THE AGRICULTURAL HEARTLAND LETHBRIDGE, AB A PRAIRIE JEWEL GIBBONS, AB THE HIDDEN GEM OF STURGEON COUNTY HOLYOKE, MA A PLANNED CITYWITH PLENTY OF ROOM TO GROW COLDSPRING, MN SMALL-TOWN CHARMWITH BIG-CITYAMENITIES DAVIE, FL A SPECIAL PLACE TO CALL HOME JACKSONVILLE, AL A STUNNING CITY VIEW EASTBETHEL, MN WELCOMING NEWOPPORTUNITIES BUTNER, NC A QUAINT SMALL TOWN THAT IS PRIMED TO GROW CROSSFIELD, AB A SMALL TOWN EXPERIENCING BIG GROWTH SARTELL, MN A STRIKING CITY TRANSFORMATION LAMBTONSHORES, ON A THRIVING COMMUNITYON THE RISE 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
city view NORTHDUNDAS, ON BUILDING A DYNAMIC FUTURE MOUNT LAUREL, NJ ALL ROADS GO THROUGH MOUNT LAUREL LEONARDTOWN, MD A REVAMPED DOWNTOWN PRIMED FOR A DYNAMIC FUTURE SULPHUR, LA SOUTHERN CITYCHARM MANOR, TX A CITYBLUEPRINT FOR SUSTAINABLE GROWTH&COMMUNITYDEVELOPMENT UTAHCOUNTY, UT THE COUNTYEMBRACING GROWTH AND INNOVATION PRESCOTT, ON THE “FORT TOWN” CHARTS A NEW COURSE MEAFORD, ON A GROWING HUB OF COMMUNITY SPIRIT & SUSTAINABLE DEVELOPMENT MARATHON, ON BUILDING A THRIVING FUTURE 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
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CANADIAN CREDIT UNION ASSOCIATION BANKINGWITH THECOMMUNI AT ITSHEART AT A GLANCE THE CANADIAN CREDIT UNION ASSOCIATION WHAT: The voice for Canadian-Based Credit Union representing its members concerns WHERE: Ottawa, Ontario Putting banking back in the hands of its valuedmembers 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
H ITY Credit unions distinguish themselves from other financial institutions through their steadfast dedication to cooperative principles and community engagement. Since their inception, these institutions have been driven by a mission to enrich the communities that sustain them. THE FORMATION OF THE CREDIT UNION MOVEMENT The credit union movement in North America began with Father Georges-Antoine Belcourt of St. Augustine’s Parish of Rustico in Prince Edward Island. Belcourt’s establishment of the Farmers’ Bank of Rustico served the economic needs of 22 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
a small rural population who were in danger of losing their property and were being evicted from their farms. For thirty years, he taught community members financial knowledge including how to invest and open savings and showed them how to operate the institution. Regarded as Champion of the People, Father Belcourt inspired the formation of the credit union movement. Building off the example set by the Farmers’ Bank, Alphonse Desjardins introduced the first caisse populaire in Quebec in 1900 to offer affordable credit to working-class families. This foundational spirit of community aid has carried through to today, driving credit unions to continually invest in local initiatives that benefit members, employees, and the broader community. Since then, credit unions have been a steady source of support for their members and communities. “The essence of the credit union movement is rooted in community, cooperation and conscientious banking,” explains Jeff Guthrie, President and CEO of the Canadian Credit Union Association (CCUA), a national trade association for Canada’s credit unions and caisses populaires outside Quebec. THE CREDIT UNION ETHOS After founding the first caisse populaire in Quebec, Alphonse Desjardins rapidly expanded the network, establishing 148 caisses populaires across Ontario and Quebec within 14 years. Today, Canada’s 197 credit unions serve over 10 million members nationwide, firmly establishing themselves as trusted financial institutions. Credit unions are committed to the seven cooperative principles, central to which is a profound concern for community welfare. Their success is measured not by profit alone but by the tangible benefits they deliver to the communities they serve. Through various social and economic initiatives, credit unions significantly impact their members, communities, and employees, consistently prioritizing community welfare in their operations. A STRONG COMMUNITY PRESENCE Driving down a rural, northern Canadian town, one 23 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 CANADIAN CREDI T UNION ASSOCIAT ION
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doesn’t find much in the way of a wide array of financial institutions to pick from, but credit unions see this as an opportunity. Establishing a strong community presence, especially in underserved areas is one of the first key standout factors that define credit unions. In 2021, there were 2,214 credit union locations, including rural areas where, in 380 communities, credit unions were the only financial institutions operating. The most recent example of credit unions’ dedication to providing support to remote areas is Atlantic Edge Credit Union (AECU), which is finalizing its plans to offer banking services and open a branch for residents living in the Eastern Canadian community of Fogo Island in Newfoundland and Labrador. “Credit unions are passionate about serving all communities, especially members in rural or marginalized communities that do not have the same level of access to banking services as those in well-served areas, which includes Indigenous peoples, visible minorities, lower income Canadians and more,” says Bolu Omidiji, Manager, Community Impact and ESG at CCUA. “This is why, for credit unions, breaking those barriers to provide a multitude of products and services, such as home ownership solutions, digital banking, loans, and financial literacy programs, is so crucial.” HELPING ALL CANADIANS REALIZE THEIR HOME OWNERSHIP DREAMS Many Canadians have removed the prospect of homeownership off their lists due to unaffordability and overall high cost of living. However, credit unions are proving the dream of home ownership can be a reality. In 2022, credit unions provided $146.7 billion in residential mortgages to members and were recognized for being among the largest lenders to homeowners, accounting for a total of 16.5%. While home ownership may be regarded as unachievable to many young Canadians, newcomers and marginalized communities, credit unions have made it their mission to offer assistance and support those looking to fulfill their homeownership dreams as well as newcomers and rural and Indigenous 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 CANADIAN CREDI T UNION ASSOCIAT ION
communities where members do not have access to affordable housing. One example of this is Kindred Credit Union, which has made strides in helping their members work towards attaining affordable housing. The credit union partnered with Waterloo Region Community Foundation (WRCF) to pilot an Affordable Housing GIC and Loan. This GIC allows depositors to invest their money knowing the funds are matched with a lending solution for long-term and permanent affordable housing. Assiniboine Credit Union’s (ACU) has also proved that homeownership can be attainable. Its partnership with the Manitoba Real Estate Association (MREA) and local leaders through the Manitoba Tipi Mitawa (MTM) homeownership program has helped 25 First Nations families in buying their first homes and experiencing financial stability. BUILDING A BETTER FUTURE FOR ALL CANADIANS Credi t unions ’ suppor t extends beyond homeownership, helping all community members access resources that enable them to achieve their goals. With small businesses accounting for 98% of all businesses in Canada, only half of these businesses have made it more than five years due to lack of capital. Credit unions have helped small and medium-sized business owners cross these obstacles and have thus been regarded for being among the largest lenders to small and mediumsized businesses in Canada. Northern Credit Union is one of many Canadian credit unions to have implemented programs that have helped small business owners get started. Its program, Small Business Rocks Line of Credit, helps small businesses just starting out borrow up to $75,000 and access their account anywhere and at any time. The commitment of all credit unions to help small businesses doesn’t go unnoticed. A recent study conducted by the Canadian Federation of Independent Business (CFIB) surveyed over 11,000 small businesses across the country on their satisfaction with their financial institutions within 26 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
the areas of financing, fees, account manager, and service. Credit unions achieved the highest overall score, as well as attaining high scores in each area of evaluation. Credit unions are committed to assisting small and medium-sized businesses across various industries, with a particular focus on agriculture, forestry, and fishing. This sector remains a top priority due to credit unions’ recognition of agriculture’s vital role. Their support extends equally to both male and female farmers, underscoring a deep commitment to the agricultural community. Credit unions in Alberta, for example, have taken significant steps to ensure female farmers are getting the support they need to grow their agricultural businesses. Recognizing the challenges women face, such as insufficient access to capital and financing, Credit Unions of Alberta offers its Ag Grant. This grant allows Alberta-based women working in or planning to enter the agriculture industry to apply for funding, with the winning candidate receiving a $10,000 grant to get started. “Female recognition, especially in an industry dominated by men, is so crucial,” Omidiji says. “Providing these resources to help women thrive and give them these opportunities to succeed is just one of the many ways credit unions stand out as top financial institutions on both social and economic levels.” PROVIDING KEY FINANCIAL KNOWLEDGE TO ALL CANADIANS Credit unions are dedicated to helping members overcome obstacles to their financial goals, including the often-overlooked challenge of limited access to financial literacy resources.They are actively working to address this by providing essential financial education. “Credit unions’ primary focus is to be transparent with their members and establish a relationship with healthy dialogue, enabling the member to communicate about any concern with their finances, their long and short-term goals, and answer questions they may be hesitant to ask other financial 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 CANADIAN CREDI T UNION ASSOCIAT ION
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institutions,” Guthrie says. A recent poll carried out by CCUA also concluded that credit union members were less likely to worry about their finances compared to their financial counterparts, felt more comfortable with their personal debt levels, and had enough saved for six months in case of emergency. The Each One Teach One Financial Literacy Program is a prime example of the work Canada’s credit unions do in sharing their knowledge with members who are keen on improving their financial literacy without being tied to a product or service. “There are members who do not come from a financial background or were not educated in finance management, which is why having volunteer credit union staff meet and work with thousands of members from coast-to-coast to help them increase their financial knowledge, skills and confidence is so important,” Guthrie says. By providing accessible resources to members 29 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 CANADIAN CREDI T UNION ASSOCIAT ION
struggling with lack of financial literacy, credit unions have been successful in ensuring financial mistakes are resolved, leading to overall optimal financial wellbeing for members and communities. THE CREDIT UNION MISSION Credit unions are dedicated to enhancing the prosperity of all their members and the broader community. This commitment manifests through targeted support for diverse groups including small business owners, female entrepreneurs, future homeowners, newcomers, Indigenous peoples, and other underrepresented groups. Driven by a deepseated ethos of equity and inclusion, credit unions continuously strive to pay it forward, reinforcing their foundational principles and making a tangible difference in the communities they serve. 30 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
MARYLAND DEPT. OF COMMERCE - CHI LD CA BUILDINGTHE FUTUREOF CHILDCARE AT A GLANCE MARYLAND DEPT. OFCOMMERCE - CHILD CARE SUPPORT FUND WHAT: A financial assistance program aimed at supporting childcare providers through interest-free loans for renovations, expansions, and facility improvements WHERE: Maryland, USA WEBSITE: www.commerce.maryland.gov/fund/child-care-capital-support-revolving-loan-fund SUPPORTING CHILDCARE BYPROVIDING CRUCIAL FINANCIAL ASSISTANCE TO PROVIDERS ACROSS THE STATE. 31 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
ARE SUPPORT FUND The Maryland Department of Commerce’s Child Care Support Fund addresses a crucial need within the state, especially highlighted in the aftermath of the COVID-19 pandemic. Designed to facilitate access to reliable childcare, this initiative, deeply rooted in legislative action, operates through a revolving loan program that benefits childcare providers by offering unsecured, interest-free loans, making it easier for them to establish and maintain quality childcare facilities. 32 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
“Emerging from the pandemic, it became clear there were significant obstacles for parents either returning to work or entering the workforce for the first time,” Andy Fish, Senior Director at the Office of Finance Programs within the Maryland Department of Commerce, explains. “One major hurdle was the lack of trustworthy and accessible childcare facilities. We saw that ensuring such facilities were available and appealing was a way to alleviate some of these challenges.” Fish elaborates on the Child Care Support Fund: “The fund is a simple revolving loan program.As payments are returned to the fund, we can re-loan those to other childcare providers, ensuring the program’s sustainability. These loans are unsecured and interest-free, making them very borrower-friendly.” This approach is especially beneficial since many childcare providers struggle to secure financing from traditional commercial banks or other sources at reasonable rates and terms. THE IMPACT OF THE PANDEMIC ON PROGRAM GENESIS The Child Care Support Fund’s roots can be traced back to the period following the COVID-19 pandemic. The global crisis emphasized the need for robust childcare solutions, catalyzing the creation of this vital program. “We’re in the second year of the program right now,” Fish states, reflecting on its relatively recent inception. In its first year, 67 childcare providers qualified for a loan from across the state.” “This year, 2024, is the second year for it,” Fish continues, “and the applications have been very robust, with over 106 complete applications and $10 million of funding available.” The program’s design is inherently sustainable; as Fish explains,“With the payments that come back into the fund over time, we hope to continue this resource and be able to loan those funds to additional projects that providers might have in the future.” The popularity of the Child Care Support Fund has been overwhelmingly positive. “It’s been mostly on the existing facilities, particularly those that needed to renovate and maybe freshen up to ensure their facility was vibrant,” Fish notes. Many of these 33 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 MARYLAND DEPT. OF COMMERCE - CHI LD CARE SUPPORT FUND
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facilities had been “starved for capital historically over several years,” lacking the resources to make necessary improvements. The feedback has been exceptionally positive, with providers appreciating the program’s accessibility and lack of financial burdens. “People recognize the program’s value with no fees to apply and no interest rate attached,” Fish says.“They recognize the benefits are worth going through the application process.” This user-friendly approach has made the program a lifeline for many childcare providers, helping them to thrive in challenging times. EXPANDING ACCESS AND ENSURING EQUITY In the wake of the pandemic, the Maryland Department of Commerce’s Child Care Support Fund aims to ensure that all communities, particularly underserved ones, have access to quality childcare. This goal aligns with the fund’s broader vision of supporting public and private childcare providers, ensuring a comprehensive approach to meet diverse needs across the state. “The childcare provider just has to have a current license through MSDC and participate in the MSDC child care scholarship program,” Fish explains, highlighting the essential eligibility criteria. He also emphasizes the fund’s focus on equity, stating, “We’ve got to give priority to those located in childcare deserts or other underserved communities.” This approach ensures that low-income areas and children with special needs are not overlooked, providing critical support where needed. Regarding eligibility, Fish mentions, “Providers serving children ages two and younger get priority in that ranking.” This focus on the youngest age group is driven by a priority list from MSDC, ensuring that those in the most formative stages of development receive the necessary support. The fund’s inclusivity extends to various childcare 35 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 MARYLAND DEPT. OF COMMERCE - CHI LD CARE SUPPORT FUND
scenarios.“As long as they’ve got that current license through MSDC and make slots available to parents using the child care scholarship program, providers serving half-day kindergarten or daycare would be eligible,” Fish explains. This flexibility is vital in accommodating the wide range of childcare needs across different communities. CAPITAL IMPROVEMENTS AND BEYOND In the changing panorama of dual-income households, access to quality child care is a necessity and a linchpin of economic stability. The Maryland Department of Commerce’s Child Care Support Fund addresses this by providing financial assistance for a range of capital expenses, ensuring that facilities can meet the growing demand and standards of care. “So, in terms of what the funds can be used for,” Fish begins, “we’ve seen applications mainly focusing on renovations to current facilities. This includes repairs, replacing equipment like tables, chairs, toys, and upgrading playground facilities.” These updates are crucial, ensuring children have a safe and enriching environment. Moreover, the fund supports expansions, allowing providers to add capacity, which is increasingly important as more families require childcare services. Beyond the apparent benefits of renovations and upgrades, the program also advances broader community support. “Overall, the biggest benefit ties into the support of the local community,” Fish emphasizes. “It ensures that people are networking in the ecosystem for their career interests while their children are well-served and well-cared for. It all comes down to peace of mind.” Regarding safety, Fish highlights that while the Maryland State Department of Education (MSDE) ensures providersmeet extensive safety requirements, the loan can be used for further safety enhancements. “If there’s a need to upgrade plumbing, electricity, or other safety aspects, the loan proceeds can be utilized to make those improvements,” he says. This ensures that facilities meet regulatory standards and provide the safest possible environment for children. FINANCIAL BENEFITS AND APPLICATION SIMPLICITY One of the most compelling aspects of the Child Care Support Fund is its financial accessibility. Designed to be user-friendly and supportive, the program offers several fiscal benefits, making it an attractive option for childcare providers across Maryland. “The application is straightforward,” Fish notes. “It’s through an online portal, and we open that application window at certain times throughout the year. We advertise that on our website.” This straightforward approach ensures that providers are well-informed about the process and requirements. Fish continues, “We do our best to outline the requirements and materials the applicant needs to provide so they are ready to enter the portal. They’ve readied all their materials, attachments, etc., and hopefully, it can be a brief experience going through that application portal.” Convenience extends to the loan settlement process as well. “The completion of the documents is all 36 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
through DocuSign, so electronically,” Fish explains. This eliminates the need for providers to visit a location to settle a loan physically, enhancing the program’s accessibility. Addressing the financial specifics, Fish points out, “There are no rates of interest attached to the loan, and there’s no penalty for prepayment. It’s amicable in that regard.” This structure encourages providers to repay the loan as their finances allow, without the burden of additional costs.“We encourage those who have the means to prepay early to feel free to do so,” Fish adds, highlighting the program’s flexibility. For those who cannot, the loan can be repaid over five years through manageable monthly payments. SPREADING THE WORD: OUTREACH AND COMMUNITY ENGAGEMENT The Maryland Department of Commerce has implemented a strategic marketing approach to ensure the Child Care Support Fund reaches its intended audience. “There are two leading industry associations for the childcare community in Maryland,” Fish explains.“One of our colleagues visits their annual events twice yearly and talks about the program and what it can be used for.”This face-to-face interaction allows the department to address questions directly and gather feedback to improve the application process. Fish emphasizes, “That boots-on-the-ground approach to talk about it and get the word out through the industry association has been crucial.” Beyond industry events, the department maintains robust community ties, ensuring that information about the fund permeates Maryland.“The committees are really what commerce is all about because we’ve got to be neutral in that regard,” Fish notes. With representatives in all counties and Baltimore City, the department ensures that local economic development offices are well-informed about available state resources, including the Child Care Support Fund. Fish emphasizes the impor tance of these relationships, saying, “The regional representatives from Commerce are out and about meeting with their peers in the county and city of Baltimore 37 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07 MARYLAND DEPT. OF COMMERCE - CHI LD CARE SUPPORT FUND
economic development offices. They talk about different resources the state has to make sure they’re all aware of them.” VISION FOR THE FUTURE: EXPANDING CAPACITY AND ENHANCING ACCESSIBILITY As the Child Care Support Fund continues to garner positive reception, the Maryland Department of Commerce is focused on its future growth and refinement. Fish outlines the department’s ambitions, saying, “We’re hoping to see the continued expansion of the capacity of the available childcare slots. As our workforce grows, we’d like to see the number of slots grow.”This growth is essential to meet the increasing demand for childcare services as more parents return to the workforce. Collaboration with the Maryland State Department of Education (MSDE) remains a cornerstone of the program’s strategy.“We’re going to work closely with MSDE to hear their feedback and what else might be needed in that regard,” Fish explains.This partnership ensures the program adapts to the evolving needs of childcare providers and maintains its relevance. Additionally, input from industry associations is invaluable. Fish emphasizes the importance of this feedback loop, stating, “When you combine those facets along with the feedback that we get from the industry associations, we’ll reassess things and look at where we can tweak things while remaining within the guardrails of the program itself.” This iterative process aims to continuously enhance the program, focusing on underserved communities and simplifying the application process. Looking ahead, Fish is optimistic about the long-term benefits and sustainability of the Child Care Support Fund. “Each loan can be a five-year maximum, and we’re in the program’s second year,” he notes. “As new loans are made and payments come back to the fund, you can see a vibrant future for it.” Fish also reveals plans for the near future, sharing, “We hope to open the program in the fall for another round of loans. That would be delivered in 2025, marking the program’s third year.” 38 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 07
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