JUNE 2025 VOL 06 BUSINESS VIEW CIVIL & MUNICIPAL DAYTON PUBLIC SCHOOLS EDUCATION WITH PURPOSE ALSO IN THIS ISSUE AMITYVILLE, NY • LA VERGNE, TN • HOBOKEN PUBLIC SCHOOL DISTRICT
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 Dylan Tenbrink Clementine Walton Caroline Verner Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President 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 06, ISSUE 06
EDITOR’S NOTES Dear Readers, June always seems to arrive with a great deal of excitement. Families are gearing up for summer holidays and warm leisurely days are just one afternoon in the park away. This June is no different. Schools are winding down for the summer months ahead and thoughts turn to a little more time to spend with family and a cold drink on the back porch. As we interviewed for this month’s features we could also feel the same type of optimism for the summer months ahead in all the entities we had the opportunity to profile despite developments taking place this year around the world that may have some wondering what’s next. Every one that we covered for our June issue has come out on top in every way. Regardless of the current challenges we face, these cities, counties, school districts, organizations, and companies are all thriving and dedicated to rolling out new initiatives to help ensure future success. All signs indicated that it has been a winning second fiscal quarter as we got a glimpse of their recipe for success. For our June issue, we touched down at Jackson Regional Airport, Mineral Wells Regional Airport and Northeast Philadelphia Airport. We caught up with both Aviation Directors from these dynamic aviation hubs. With a master plan in place, confidently meeting continued aviation growth, and playing a vital economic link to the region, these airports continue to see aviation growth and are part of the overall vision propelling these airports through 2025. We also had the opportunity to cover a diverse group of municipalities for this month’s issue. As our in-depth profiles revealed, dedicated master plans, bold initiatives, and critical infrastructure upgrades top the agenda. Civic and county officials continue to put their residents first. Business View’s pages are filled with engaging features with city officials from Amityville, New York, Buffalo, Minnesota, Greece, New York, Huntsville, Tennessee, Johnston, Iowa, Palmview, Texas, Plattsburgh, New York, Tallahassee, Alabama and Vernon, Texas among other fast-growing municipalities. Each municipality we covered in June showed continued growth numbers and ambitious plans to push further towards continued success for the third financial quarter of 2025. In our June issue, we also covered impressive and fast growing companies and organizations including Bronze Craft Corporation, Forrest St. Builders, MD Squared Property Group, and MetraPark among others. As June takes flight, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and point their economic GPS towards further growth. Our June issue also continues to bring you our popular school district series. We had the opportunity to sit down with school officials from several leading school districts to discuss the pivot to the changing demands of the economy and their innovative approaches to ensure students are college and career-ready while always being put first. We spoke with the New Rochelle City School District, Niagara-Wheatfield Central School District, The Seine River School District, Seven Oaks Schools, and Dayton Public Schools. With thriving masterplans, each school division shows strides and is adapting to the challenges ahead. As we continue to bring you sector and industryfocused features, we will keep a keen eye on current economic developments and business readiness to provide the best business view. Karen Surca Editor in Chief 2 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
CITY VIEW 19 AMITYVILLE, NY The Friendly Bay Village 29 GREECE, NY Balancing Growth with Character 39 NISKAYUNA, NY A Beautiful Gem of a Town VOLUME 06, ISSUE 06 COVER DAYTON PUBLIC SCHOOLS 2 EDITOR’S NOTES 7 OPENING LINES 49 PLATTSBURGH, NY A New York Gem 63 RENSSELAER, NY A City on the Rise 73 BUFFALO, MN Building a Future Rooted in Community and Innovation 83 COBOURG, ON ‘Ontario’s Feel Good Town’ AMITYVILLE, NY COBOURG, ON 19 83 3 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
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VOLUME 06, ISSUE 06 93 EDWARDSBURGH CARDINAL, ON Strategic Growth with Small-Town Roots 107 GARFIELD HEIGHTS, OH Infrastructure Driving Growth 117 HUNTSVILLE, TN A Rural Success Story 127 LA VERGNE, TN Building a Complete Community 141 JOHNSTON, IA Where Nature Trails Meet Corporate Campuses 151 MILLBROOK, AL A Perfectly Balanced Approach SHELBY TOWNSHIP, MI JOHNSTON, IA 205 141 165 TALLASSEE, AL Building a Sustainable Economic Future 175 NASH COUNTY, NC Where Business Meets Opportunity 185 PALMVIEW, TX South Texas Growth, Powered by People 195 VERNON, TX A Sizzling Town Where the Real West Begins 205 SHELBY TOWNSHIP, MI A Rooted Township 5 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
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 217 NEW JERSEY MUSIC EDUCATORS ASSOCIATION Empowering NJ’s Musical Landscape 227 DAYTON PUBLIC SCHOOLS Education With Purpose 237 HOBOKEN PUBLIC SCHOOL DISTRICT Rigor, Relevance, and Relationships 251 CITY SCHOOL DISTRICT OF NEW ROCHELLE Celebrating Strength Through Student Diversity 261 NIAGARA-WHEATFIELD CENTRAL SCHOOL DISTRICT Where Community Investment Meets Educational Excellence 271 SEINE RIVER SCHOOL DIVISION Prepping for Tomorrow Through Vocational Innovation 281 SEVEN OAKS SCHOOL DIVISION Reimagining Education Through Equity and Reconciliation CITY SCHOOL DISTRICT OF NEW ROCHELLE DAYTON PUBLIC SCHOOLS 251 237 6 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
STUDY: BUSINESS AI POWER CONSUMPTION HIGHEST IN THESE 10 STATES Source: www.americancityandcounty.com, Ryan Kushner, First Published June 13th, 2025 The use of artificial intelligence is rising, and so is the amount of electricity needed to power the new technology. States across the country are seeing surges in electricity usage from businesses incorporating AI, according to a recent study by internet marketing company DesignRush. The study analyzed how much electricity these businesses use to run AI tools in each state on average annually. Maine ranked the highest with an average of 8,642.51 kilowatt-hours used per business per year. By comparison, the average U.S. household Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
“Maine has just over 74,000 businesses, and around 5,000 of them use AI tools,” the study stated. “With an average of 11.5 employees each, that’s nearly 58,000 people using AI at work.” The average annual energy used by businesses to power AI in Maine is enough to power approximately 4,158 homes, according to DesignRush. In late 2024, Maine Gov. Janet Mills established an AI task force to explore ways of leveraging and regulating the technology in the state. Maine was followed in average annual AI energy use per business by Virginia and Colorado, where businesses used an estimated 8,394.08 and 8,289.57 kilowatt-hours, respectively. The drain on electricity from AI tools is not expected to slow down any time soon. The electricity usage of data centers around the globe is set to more than double by 2030 to 945 terawatt-hours, and AI is anticipated to be “a significant driver” of the surge, according to a report by the International Energy Agency. Nearly half of that power usage is expected to come from the U.S., which is on track to use more electricity for processing data in 2030 than it currently uses to manufacture aluminium, steel, cement and chemicals combined, according to the IEA. uses 10,791 kilowatt-hours of electricity per year, according to 2022 U.S. Energy Information Agency data. TOP 10 STATES FOR AI POWER USAGE BY BUSINESSES 10 states ranked based on the average amount of electricity used by businesses to power AI each year STATE AI ENERGY PER BUSINESS (KWH/YEAR) 1 Alaska 7,994.30 2 Colorado 8,289.57 3 Hawai'i 8,126.17 4 Louisiana 7,865.98 5 Maine 8,642.51 6 Maryland 7,849.04 7 Massachusetts 8,009.60 8 Mississippi 7,656.20 9 Virginia 8,394.08 10 West Virginia 8,202.23 8 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
OPENING LINES THESE 10 STATES HAVE THE HIGHEST FIBER BROADBAND AVAILABILITY Source: www.americancityandcounty.com, Ryan Kushner, First Published June 28th, 2025 The most notable increases in fiber-to-the-home availability per capita were in central, southwestern and New England states, according to a recent study. Fiber broadband availability in the U.S. has come a long way in the past decade, but some states have seen more progress than others, according to a recent study published by the Fiber Broadband Association (FBA) and conducted by RVA LLC, a market research and consulting agency. The most notable increases in fiber-to-the-home availability per capita were in central, southwestern and New England states, according to the study, which analyzed data from 2013, 2016 and 2024. Rhode Island, the smallest state, along with North Dakota and Nebraska, led the U.S. in fiber broadband availability per capita at 83.2%, 81.9% and 80.6%, respectively.The bottom three states for availability as of 2024 were Alaska (13.0%), New Mexico (21.5%) and Arizona (23.4%). “This data confirms that fiber deployment is accelerating across much of the country, but also shows there is still significant opportunity ahead,” Deborah Kish, vice president of research and workforce development at the FBA, said in a press release. “State-level progress underscores the vital role that policy, competition and local initiatives play in advancing broadband access.” The study also highlighted states that have seen some of the most significant improvements in fiber broadband availability over the past 11 years, such as Arkansas and Mississippi, which saw availability jump from 1.8% and 3.1% in 2013 to 62.8% and 66.9% in 2024, respectively. The number of fiber broadband deployments in 2024 set a new annual record at 10.3 million homes, FBA found. However, an estimated 25 million Americans remain without high-speed internet access, according to the National Telecommunications and Information Administration (NTIA). The FBA also noted recent challenges for states seeking funding through the NTIA’s Broadband Equity, Access and Deployment (BEAD) program. 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
“Furthermore, NTIA hasn’t provided the necessary guidance on what changes are expected,” Bolton added in a statement issued after the pause. “Delaying a program that’s ready to deliver highspeed, reliable broadband slows progress for the communities BEAD was designed to help and has a chilling effect on additional private and public investments.” The $42.45 billion program, which provides states grants to improve high-speed internet access, is under scrutiny by the Trump administration, which issued a 90-day pause on the funding in April. Impacted states include West Virginia (35.5% fiber broadband availability per capita) and Nevada (28.6% availability per capita), according to FBA. FBA President and CEO Gary Bolton said the pause “jeopardizes deployment plans the states have spent years tailoring to individual communities.” 10 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
SECURING OUR WATER FUTURE THROUGH STRATEGIC ACTION OPENING LINES Source: www.americancityandcounty.com, Ryan Kushner, First Published June 28th, 2025 How utilities can overcome aging infrastructure, unfunded mandates and emerging contaminants. Across the U.S., water utilities are standing at a critical junction. The convergence of aging infrastructure, rising regulatory demands and the persistent appearance of emerging contaminants are creating a perfect storm. Layered atop this challenge is a looming financial conundrum: utilities must comply with increasingly stringent mandates — many unfunded — while working within tight budgets, hesitant public sentiment on rate increases and some communities resistant to change. Despite these hurdles, the path forward is not only possible, but also already being forged. With the right mix of strategic planning, technology adoption and public education, utilities can chart a course toward resilience, reliability and sustainability. A bold, incremental, proactive approach is now essential. As utilities contend with an evolving landscape, the most immediate and pressing force reshaping their priorities is the steady escalation of regulatory requirements and the evolving appearance of emerging contaminants. THE REGULATORY TIDE IS RISING At the heart of the issue are regulatory pressures that continue to expand in both scope and complexity. Federal laws like the Safe Drinking Water Act and Clean Water Act set the baseline, but states — especially in places like New Jersey — often implement even more rigorous standards in advance of the EPA regulations. Emerging contaminants, particularly per- and poly-fluoroalkyl substances (PFAS), reshape the water treatment landscape. Utilities are now required to identify these contaminants, obtain permits, design specialized treatment systems and integrate them into operations — frequently without preestablished operating procedures and with limited or conditional funding. The stakes are high. Contaminants like PFNA are being addressed with cutting-edge methodologies such as ion exchange resins and granular activated carbon (GAC) — yet even these solutions require careful vetting. No two water sources are alike, and pilot testing using local water chemistry is essential. Naturally occurring compounds like ammonia, iron, and magnesium and pH levels can dramatically influence treatment outcomes. That’s why utilities are turning to simulations and collaborations with manufacturers to fine-tune solutions before investing at scale. These pilot programs are critical. They reflect an urgent reality: utilities must ensure no degradation in water quality and operational stability as regulations quickly evolve. While navigating compliance challenges is daunting, they are compounded by another unavoidable reality: America’s water infrastructure is aging rapidly, and the cost of inaction is rising. THE INFRASTRUCTURE CLIFF Beyond regulatory pressures lies the more profound challenge of aging infrastructure.Treatment plants, pumping stations, elevated tanks and — perhaps most invisibly but critically— miles of underground piping are reaching or exceeding their intended lifespans. Utilities often lack detailed records of system conditions, let alone the resources to conduct comprehensive replacements. Here, prioritization is key. Replacing every pipe or pump is unrealistic. Instead, utilities must evaluate infrastructure based on condition, user impact, failure risk and environmental context. For instance, acidic soil, fluctuating pressures or recurring customer complaints may indicate hidden weaknesses in the system. Artificial intelligence (AI) and machine learning advancements are now accelerating this triage process. By analyzing system-wide data — soil type, pipe age, flow rates and more — AI tools can generate predictive models and provide a 10-year roadmap for improvements. These tools not only replace the retiring workforce’s institutional knowledge but also create a consistent, data-backed approach to decision-making. What was once an estimation process is becoming a science. But even with a clear understanding of what needs to be fixed and in what order, the question remains: how can utilities afford to act when mandates grow and budgets shrink? THE FUNDING GAP — AND THE UNFUNDED MANDATE DILEMMA Unfunded or partially funded mandates — such as the federal requirement to replace all applicable lead and galvanized service lines, depending on location, by 2037— are putting enormous strain on local governments. For many small and mid-sized utilities that don’t qualify for funding, these costs are untenable. This financial stress leads to a critical tipping point. Without proactive investment, utilities fall into reactive cycles. Emergency repairs become the norm, and failures become more frequent.And the cost? Emergency repairs and response are often twice that of planned improvements, compounded by public dissatisfaction and staff burnout. The only viable solution is multifaceted: identify every available source of funding — federal grants, low-interest state loans, infrastructure allocations — and use them strategically. Organizations serving smaller populations or disadvantaged communities may qualify for 11 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
public, utilities must have financial projections, system assessments and honest evaluations of short- and long-term costs. With this clarity, leadership can decide whether selling or investing in the system is the best route forward.The right choice isn’t universal, but it should always be informed. Yet whether choosing to privatize or remain public, utilities must adopt a strategic mindset grounded in data, technology and transparent communication to build long-term resilience. A ROADMAP TO RESILIENCE Despite the complexity, there is a clear path forward for utilities ready to act: • Use data to drive decisions. AI and predictive analytics can replace guesswork with insight, providing an informed and defensible foundation for capital planning. • Invest early and steadily. Prioritizing and funding critical infrastructure now saves exponentially in emergency costs and reduces future failures due to lack of preventative maintenance. • Leverage every funding source. Proactive grant and loan applications are essential to close the gap between needs and resources. • Communicate with transparency. When the needs are explained clearly and tied to tangible improvements, rate increases can gain broader acceptance. • Evaluate all options — including privatization — with rigorous analysis. Every community is different. To protect the health, safety and welfare of the public, decisions must be grounded in facts, not fear. THE COST OF DELAY IS TOO HIGH The future of America’s water infrastructure hinges on one truth: delay compounds risk. Regulatory demands will only intensify. Contaminants will continue to emerge. Infrastructure will keep aging.And the costs — financial, environmental, and human — will escalate. But with strategic foresight, modern tools and a willingness to face and make the hard conversations, utilities can turn the tide. They can maintain safe and reliable service and leave behind a system stronger than the one they inherited. Securing our water future isn’t just about engineering. It’s about leadership, vision and the courage to strategically act. special programs and funding. Yet access isn’t guaranteed. Securing these funds requires experience with the various funding mechanisms and relentless advocacy. And even then, many utilities still face the hard truth: rate increases are unavoidable. The answer often leads to a difficult but necessary conversation that utilities and governing bodies can no longer afford to avoid: the need to revisit customer rate structures. BREAKING THE SILENCE ON RATE INCREASES Elected officials and utility purveyors often struggle with how best to validate and communicate ratepayer increases. Many utilities have deferred minor, incremental adjustments for years only to find themselves forced into sudden, drastic hikes when systems begin to fail and require major improvements. The smarter path is gradual, data-backed change. Financial analyses incorporating Capital Improvement Plans, projected funding availability, and a risk matrix tied to infrastructure conditions can illustrate the actual cost of delaying projects. When governing bodies and the public understand that modest, phased increases can prevent system-wide failure, the conversation shifts from resistance to realism. This is where communication becomes a cornerstone of success. Rate studies presented in public meetings, backed by clear graphics and explained in plain language, build trust. When customers understand the tradeoffs — pay a little more now or face higher rates and degraded service later — they’re more likely to support long-term investment. For some communities, however, the financial burden and community resistance to rate increases have opened the door to a growing alternative: selling the utility to private entities. PRIVATIZATION: A TEMPTING BUT COMPLICATED PATH The strain on municipal utilities has led to a growing wave of privatization. In many regions, private firms are purchasing water systems outright, offering municipalities a lump sum to eliminate debt and offload the burden of infrastructure management. It’s an enticing offer, especially for towns that have exhausted bonding capabilities or failed to raise rates over time. However, while privatization may be the best option for some, privatization has other challenges: long-term rate control is shifted from the public to private and accountability may shift unless there is strong alignment between stakeholders. The key is transparency. Whether exploring privatization or staying 12 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
OPENING LINES PLANNING FOR THE UNPREDICTABLE: EXTREME WEATHER AND BASE LOCATION Source: nbaa.org, News Editor, First Published June 13th, 2025 A growing trend of unpredictable and damaging weather is forcing some business aircraft operators to reconsider where they base their aircraft. Today’s regional weather patterns are a key consideration, experts say, impacting everything from insurance to infrastructure planning. During the past decade, the frequency and severity of extreme weather events in the United States have surged. According to the National Centers for Environmental Information, the 1980s saw a total of 33 natural disaster events blamed for more than a billion dollars in damages, while in the 10 years leading up to 2023 that number rose to 173. While the most prominent risks stem from thunderstorms, cyclones, hurricanes and tornadoes, flooding and wildfires are becoming increasingly disruptive, said Andy Eggert, a flight planner and meteorologist at International Trip Planning Services. The National Weather Service (NWS) Aviation Weather Center (AWC) produces warnings and advisories for aviation hazards in the form of SIGMETs and graphical AIRMETs. SIGMETs are issued for severe risks such as widespread sandstorms, volcanic ash and tropical cyclones. AIRMETs depict areas of moderate turbulence, moderate icing, low ceilings/ visibility, and strong surface winds. Hazard threats can vary regionally and seasonally, said Jennifer Stroozas, warning coordination meteorologist, NWS AWC. “Needless to say, this means AWC is busy all year round in every season watching for aviation weather hazards,” she said. CONTINUITY PLANNING AND PREPAREDNESS Eggert recalled a “near worst-case scenario” ahead of Hurricane Milton’s landfall in October 2023. A South Florida-based operator debated whether to relocate their aircraft. Although South Florida was outside the hurricane’s forecast cone, the operator ultimately opted to move the aircraft as a precaution. “It turned out to be a wise decision,” Eggert noted. “Milton produced an unusually high number of tornadoes across Florida, particularly along the Atlantic coast – directly affecting the area where the operator had been based – despite the eye making landfall more than 150 miles away, just south of Tampa Bay.” The incident was discussed at the 2025 NBAA Schedulers & Dispatchers Conference in March, where Eggert presented alongside Richard Weiss, quality assurance manager at World Fuel Services. “You need to make sure you have a continuity plan in place so that, after the storm, your business is ready to resume operations or effectively manage the aftermath,” Weiss said. “That includes being prepared for impacts not just to your facilities, but also to your workforce.” World Fuel has dedicated teams positioned to work 13 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
weather data collection and coordination efforts with airport authorities. Real-time weather intelligence is becoming a standard component of safety management systems (SMS). Many companies now employ in-house or contracted meteorologists to support decisionmaking during dynamic weather situations. Infrastructure also plays a role in mitigating risk. “The equipment available depends on the size and location of the airport,” Eggert said. “For example, northern airports may have snowplows, while some locations even use jet dryers to manage wet runways – similar to what you’d see at a NASCAR track.” However, Eggert emphasized that beyond accurate forecasting, there is often little that can be done to keep operations running during the most severe weather events. MITIGATING RISK To better understand the most prominent risks to aviation, AWC’s Stroozas said her office hosts a National Oceanic and Atmospheric Administration Corps officer, who can fly scientific missions like hurricane hunting to provide expertise and input from a pilot perspective. AWC also has a research and development arm that’s laser-focused on advancing the science of aviation hazards. “This includes joint research projects with our FAA partners,” said Stroozas. “AWC also hosts testbed experiments to evaluate new models, research methods and techniques before they are incorporated into operations.” Echoing AWC’s work, both Weiss and Eggert underscored the importance of integrating weather preparedness into a larger SMS framework – a system that includes planning, logistics, insurance, meteorological resources and employee safety. “At the end of the day, whether you’re the aircraft owner, broker, trip support provider or handler, it’s about mitigating the risk to your part of the business,” Weiss said.“And working together to ensure that plan is executed effectively.” remotely or from unaffected locations to ensure operational continuity. Weiss recommends FBOs and aviation businesses – regardless of size – develop similar strategies. WEATHER INTELLIGENCE AND INFRASTRUCTURE One of the most effective tools in weather preparedness, Weiss noted, is a robust weather detection system. Eggert agrees, he said even smaller airports should maintain stations that report key aviation weather metrics, such as wind, temperature, barometric pressure, cloud cover and precipitation. Larger airports often benefit from nearby NWS offices, which provide radar coverage and contribute to the Automated Surface Observing System (ASOS) network. Jointly operated by the NWS, FAA and Department of Defense, the ASOS network supports 14 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
OPENING LINES NBAA WELCOMES FIVE-COUNTRY PARTNERSHIP TO COLLABORATE ON GLOBAL ADVANCED AIR MOBILITY GROWTH Source: nbaa.org, Dan Hubbard, First Published June 17th, 2025 The National Business Aviation Association (NBAA) today welcomed a new, U.S.-led partnership with Australia, Canada, New Zealand and the UK to coordinate as the countries take steps to integrate advanced air mobility (AAM) into their aviation systems. Department of Transportation Secretary Sean Duffy and acting Federal Aviation Administration (FAA) Administrator Chris Rocheleau joined other government and industry leaders in signing a declaration at the Paris Air Show today committing to implement the Roadmap for Advanced Air Mobility Aircraft Type Certification. The roadmap aims to align on the countries’ AAM airworthiness and certification standards by sharing data, research and safety information, with the aim of harmonizing and streamlining the certification and safe deployment of electric vertical takeoff and landing (eVTOL) aircraft. “This global partnership moves advanced air mobility forward and fosters the collaboration needed to bring AAM to our skies safely and efficiently,” NBAA President and CEO Ed Bolen said. The partnership announcement comes just months after the FAA unveiled a Special Federal Aviation Regulation (SFAR) for AAM at NBAA’s Business Aviation Convention & Exhibition (NBAA-BACE) to guide companies as they work through certification 15 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
# # # Founded in 1947 and based in Washington, DC, the National Business Aviation Association (NBAA) is the leading organization for companies that rely on general aviation aircraft to help make their businesses more efficient, productive and successful. The association represents more than 10,000 company and professional members and provides more than 100 products and services to the business aviation community, including the NBAA Business Aviation Convention & Exhibition (NBAA-BACE), the world’s largest civil aviation trade show. toward operations in the U.S. NBAA and a group of industry stakeholders have been informing the work of government leaders to chart a course for the integration of AAM technologies into airports and airspace for years. NBAA’s AAM Roundtable, which includes the world’s leading manufacturers developing eVTOL vehicles and other AAM aircraft, helped shape the SFAR introduced by the FAA last year. NBAA and its members also played a role in ensuring the five-year FAA reauthorization bill signed into law last year included language encouraging the government to harmonize international regulations to bring AAM aircraft to market and strengthen U.S. leadership in aviation. 16 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATION OF FLORIDA COMMUNITY DEVELOPERS ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE ECONOMIC DEVELOPMENT PARTNERSHIP OF NORTH CAROLINA ONLINE ARTICLE NEW JERSEY ECONOMIC DEVELOPMENT AUTHORITY (NJEDA) ONLINE ARTICLE TEXAS MUNICIPAL LEAGUE ONLINE ARTICLE NORTH CAROLINA LEAGUE OF MUNICIPALITIES ONLINE ARTICLE TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE RENSSELAER, NY A CITY ON THE RISE NISKAYUNA, NY A BEAUTIFUL GEM OF A TOWN AMITYVILLE, NY THE FRIENDLY BAY VILLAGE GREECE, NY BALANCING GROWTH WITH CHARACTER BUFFALO, MN BUILDING A FUTURE ROOTED IN COMMUNITY AND INNOVATION PLATTSBURGH, NY A NEW YORK GEM COBOURG, ON ‘ONTARIO’S FEEL GOOD TOWN’ 17 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
EDWARDSBURGH CARDINAL, ON STRATEGIC GROWTH WITH SMALL-TOWN ROOTS GARFIELD HEIGHTS, OH INFRASTRUCTURE DRIVING GROWTH HUNTSVILLE, TN A RURAL SUCCESS STORY MILLBROOK, AL A PERFECTLY BALANCED APPROACH SHELBY TOWNSHIP, MI A ROOTED TOWNSHIP VERNON, TX A SIZZLING TOWN WHERE THE REAL WEST BEGINS LA VERGNE, TN BUILDING A COMPLETE COMMUNITY NASH COUNTY, NC WHERE BUSINESS MEETS OPPORTUNITY PALMVIEW, TX SOUTH TEXAS GROWTH, POWERED BY PEOPLE JOHNSTON, IA WHERE NATURE TRAILS MEET CORPORATE CAMPUSES TALLASSEE, AL BUILDING A SUSTAINABLE ECONOMIC FUTURE 18 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
THE FRIENDL VILLAGE AMITYVILLE, NY AT A GLANCE VILLAGE OF AMITYVILLE, NY WHAT: A bayside community blending maritime culture, vibrant arts, and strategic development WHERE: Suffolk County, Long Island, NY WEBSITE: www.amityville.com 19 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
LY BAY A BAYSIDE COMMUNITY CELEBRATING ITS NAUTICAL ROOTS WHILE NAVIGATING SMART GROWTH AND CULTURAL VIBRANCY. Nestled along the south shore of Long Island, Amityville, NY, lives up to its slogan as “the Friendly Bay Village” with a rich nautical heritage, a vibrant music scene, and a tightly woven community. Mayor Dennis Siry describes it as “one of those communities where people that are born here are here for a long time, and people that move here become a big part of the community.” 20 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
Strategically positioned with a Long Island Railroad station and Route 110 transit corridor, Amityville offers seamless connectivity to Manhattan in just 60 minutes, making it an attractive hub for commuters. Recent growth initiatives, including a $10 million Downtown Revitalization grant and new mixed-use developments, signal a forward-moving vision. As Siry puts it, “we need to change and adapt to keep growing,” ensuring Amityville balances small-town charm with modern progress. THE HEART OF AMITYVILLE: COMMUNITY AND CULTURE Amityville’s identity is rooted deeply in its nautical traditions and tight-knit community. Siry describes it as “a very nautical type village” with a long history of sailing, boating, and duck hunting, where outdoor living and cultural arts thrive side by side. “We definitely have a lot of people that are into the music and cultural arts around here,” he says, pointing to local venues like the Amityville Music Hall and The Warehouse as pillars of the vibrant scene. The Village’s interconnectedness shines brightest in times of adversity.“In times of need, like Superstorm Sandy, and any type of events that we’ve had like that, the community just comes together as one,” Siry explains. This closeness is woven into daily life, where, as the mayor jokes, “you have to be careful who you’re talking to because they’re probably related to somebody you’re talking about.” Whether through shared traditions or collective resilience, Amityville’s culture remains its greatest asset. DOWNTOWN REVITALIZATION AND ECONOMIC GROWTH Amityville’s downtown is undergoing a transformation, fueled by a $10 million Downtown Revitalization Initiative (DRI) grant from New York State with a focus on creating a more walkable and vibrant core. “We’re working on traffic calming as our overall thing,” says Siry, noting the need for a “road diet” along the state highway that cuts through downtown. Collaborating with the NYS Department of Transportation, the village aims to improve pedestrian safety while attracting new businesses like Mesita, a high-end Mexican restaurant that recently held its grand opening. While the village itself can’t offer tax rebates, it partners with the Town of Babylon’s Industrial Development Agency (IDA) to provide incentives. “The IDA helps out businesses that are coming in, and we work with the IDA to give them the tax incentives,” Siry explains. The village instead focuses on removing bureaucratic hurdles, like fasttracking outdoor dining permits during COVID, to support local businesses.“We love to work with the businesses, I think the best thing you can do for 21 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 AMITYVILLE, NY
have been against it,” Siry admits.“But now I realize you need the people in here to bring more businesses “The shift is working.“Once we started talking about bringing in development, we started getting a lot of interest from restaurants and stores --wanting to come here.You’re not getting one without the other.” The Chamber of Commerce amplifies these efforts through events such as the July 3rd celebration, which Maureen Pecorella, Chamber President, calls “one of a village is to have a good relationship with the Chamber,” he adds. Mixed-use developments are key to this growth. A former movie theater now houses a ground-floor restaurant with 33 apartments above, blending commerce and residential living. This “feet on the street” approach, initially met with resistance from some long-time residents, has proven essential. “Years ago when I was on the Zoning Board, I might 22 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
the best days for downtown businesses.” Seasonal draws like October’s Haunted Harvest further boost foot traffic. “We have a very good relationship with the village,” Pecorella notes. “If you own a business in Amityville, you’re going to feel supported, whether it’s through the chamber or through the Village, and I think that’s a priceless thing.” This publicprivate partnership, combined with infrastructure upgrades and community-focused events, positions Amityville’s downtown for lasting revitalization. ADDRESSING HOUSING AND AFFORDABILITY Like much of Long Island, Amityville faces the dual challenges of rising housing costs and limited inventory. “The affordability part is definitely a big thing everywhere on Long Island,” acknowledges Siry. The Village’s approach focuses on increasing supply to meet demand, with recent developments including a 119-unit complex and a larger 339-unit project, both incorporating some affordable units. While these units may not represent traditional “affordable housing,” they reflect the village’s strategy to ease pricing pressures through increased availability. “The philosophy on Long Island is that if we have housing, it will help bring the pricing down because of the supply and demand part of it,” explains Siry. Looking ahead, Amityville is embracing mixeduse development as a sustainable growth model. “We definitely encourage mixed-use,” says Siry, noting these projects create vibrant, walkable neighborhoods while addressing housing needs. As the Village balances growth with community character, its housing strategy remains focused on practical solutions to a regional challenge. INFRASTRUCTURE AND CONNECTIVITY Amityville’s infrastructure provides a solid foundation for growth, with reliable utilities and strategic transit links. The Village connects to the South West SewerDistrict, ensuring modern wastewater C M Y CM MY CY CMY K 23 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 AMITYVILLE, NY
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management, while updated water mains from the county water authority support current and future development. “We’re all ready for any growth,” says Siry, noting these systems can handle expanded capacity. Connectivity remains a key asset, with the Long Island Railroad station offering direct access to Manhattan and Route 110 serving as a vital northsouth corridor. Plans for enhanced rapid bus transit along this route promise enhanced mobility.“We are like a perfect little intersection right here,” notes Siry. The Village is also focused on improving wayfinding through its NYS Downtown Revitalization Grant , with a soon-to- be launched wayfinding,signage and branding effort. A creative proposal is under discussion for a local “hopper pass” for train travel between nearby villages like Babylon, which could further stimulate commerce. “That would help bring people out and give them different options,” Siry explains, envisioning easier access to Amityville’s restaurants and music venues. These investments position the Village as both a destination and a well-connected hub. WORKFORCE DEVELOPMENT AND PARTNERSHIPS Amityville is bridging the gap between education and employment through innovative school-business partnerships. The Village provides summer jobs with the Department of Public Works, while local students also gain real-world experience through the Chamber, performing photography at ribboncuttings to participating in art projects decorating storefronts. “We reached out to the school to see if they had a student photographer,” says Pecorella, highlighting these collaborative efforts. “While we don’t have a contract with them, we definitely still find ways to partner with them.” The Chamber plays a key role in supporting both businesses and the community. Beyond connecting entrepreneurs with grants, initiatives like Earth Day cleanups foster civic engagement.“We partner a lot with the village,” Pecorella notes, underscoring how 25 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 AMITYVILLE, NY
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these alliances strengthen Amityville’s workforce and quality of life. LEADERSHIP THROUGH ADAPTABILITY Amityville’s leadership has clear priorities for the next two years, anchored in infrastructure, fiscal health, and cultural growth. Siry emphasizes completing the downtown traffic-calming project, noting, “it’s going to be a two-year project .” The Village also aims to sustain its hard-won fiscal stability while fostering arts and community. “I’d love to have a larger cultural art center in the Village,” Siry adds, though he acknowledges the challenge of finding the right space. Together, these goals reflect a balance of pragmatic investment and community vibrancy. Critical to this progress is the Chamber of Commerce under Pecorella. “With Maureen as the president of the Chamber right now, I can see a growth in it already,” Siry affirms. “She’s been doing a great job.” The Chamber plans to continue focusing on growing membership and community initiatives. “Another thing would be to make sure that the businesses are educated on available grants that they can apply for, and besides supporting our businesses, I want to find ways to also support the community,” she says, aligning business growth with civic investment. At the core of Amityville’s vision is leadership that values adaptability and shared wisdom.“I like to learn from other people’s mistakes,” says Siry, reflecting on lessons from his 16 years in elected positions.“If you don’t take that and learn from their mistakes, you’re going to make your own..”This philosophy, applied to collaborations with the Chamber, state agencies, and developers, informs the Village’s balanced approach. As Siry adds,“every second is a learning experience... If you think you know it all, that’s a shame.” It’s this mindset that allows Amityville to honor its heritage while embracing necessary change. STEERING TOWARD A BALANCED FUTURE Amityville stands as a compelling model of how communities can evolve while preserving their GRIFFSBARBERSHOP.SQUARE.SITE 631.532.5322 | GRIFFSBARBERSHOP5@GMAIL.COM 520 BROADWAY | AMITYVILLE, NEW YORK 11701 Step into Grii’s Barbershop where classic cuts meet modern style. Whether you’re after a fresh fade, a clean shave, or a full restyle, our expert barbers deliver precision and personality every time. Book your chair today and walk out feeling like your best self. a Statement Not Just a Cut 27 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 AMITYVILLE, NY
essence. From its nautical roots to its thriving arts scene, the village maintains its identity as “the Friendly Bay Village” even as it embraces new development, transit improvements, and housing solutions. What sets Amityville apart is its culture of collaboration. As Mayor Siry’s partnership with the Chamber of Commerce demonstrates, the Village thrives when government, businesses, and residents work together. Looking ahead, Amityville’s balanced approach positions it as a blueprint for other municipalities. With leaders who view every challenge as a learning opportunity and every success as a collective achievement, Amityville isn’t just preparing for the future, it’s shaping it. LOCAL ADVERTISERS n Albion Ventures LLC www.albionventuresllc.com Albion Ventures is a leading system integrator and technology company. Albion has been serving clients across the US and Canada since 2008. Our products, platforms and services include: Managed POTS Replacement Solution, RES-Q (5G Fixed Wireless Access Solution), Albion Cloud Solution, Professional Services, Service Desk, Network Modernization and Strategy and Advisory. n Imperial Cleaning www.imperialcleaning.com Always providing a seamless client experience, Imperial Cleaning is an award winner of Best of LI (four of last 5 years) and named a Top Place to Work. To learn more, visit our website n Griff’s Barbershop www.griffsbarbershop.square.site 28 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
GREECE, NY BALANCING G WITH CHARA AT A GLANCE TOWN OF GREECE WHAT: S econd-largest town in western New York with innovative approaches to economic development, waterfront revitalization, and residential planning WHERE: Monroe County, New York WEBSITE: www.greeceny.gov 29 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
GROWTH ACTER A WATERFRONT COMMUNITY TRANSFORMS ITS ECONOMIC LANDSCAPE THROUGH ADAPTIVE REUSE, TARGETED INFRASTRUCTURE, AND TECHNOLOGY INTEGRATION With nearly 100,000 residents and 17.1 million square feet of commercial space, Greece is the second-largest town in western New York. Located along the shores of Lake Ontario, this suburban community combines waterfront living with diverse economic opportunities spanning industrial parks to recreational boating. “We’re a large municipality,” explains Scott Copey, 30 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06
Director of Planning and Economic Development for the Town of Greece.“We’re a waterfront community, which is of importance, especially when you mentioned resiliency, that definitely has been a key thing for the town in the last five years. Lake Ontario flooding created major events in terms of being responsive and becoming more resilient.” The geographic diversity of Greece provides unique planning challenges and opportunities. From Eastman Business Park’s heavy industrial sectors to rural residential areas and agriculture, the town encompasses the full spectrum of land uses. Founded in 1822 and named during a period of sympathy toward Greeks fighting for independence from Turkish rule, the town has evolved from its agricultural roots into a modern suburban community. Recent census data confirms Greece’s position as a mature suburban community with a median age of 41.9 years and a predominantly white population (75-82%), though with growing diversity among Black/African American (8-10%) and Hispanic (78%) residents. Nearly 30% of residents are over 55, influencing community planning priorities and recreational offerings. ZONING INNOVATIONS AND BUSINESS GROWTH The 2020 Comprehensive Plan marked a turning point in Greece’s economic development strategy, focusing on four key areas: local economy, housing, infrastructure and technology, and waterfront development. This forward-looking approach has already yielded impressive results with commercial occupancy rates rising from 93.5% to 96.7%, representing over 16.5 million square feet of occupied commercial space. “Prior to 2020, we didn’t have an economic development office per se. We deferred to Monroe County to handle economic development incentives,” Copey explains.“Following the adoption of that comprehensive plan, we broke economic development into two pieces—retail, commercial and industrial aspects. We’ve focused on commercial occupancy, tracking it through a robust database, and we play a more active role now.” 31 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 GREECE, NY
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