VOLUME 5, ISSUE 03 | MAR 2024 Also in this issue BROWN DEER, WI • SWIFT CURRENT, SASKATCHEWAN • HOBOKEN PUBLIC SCHOOLS Also Featuring GLOBE, ARIZONA GOLDEN GLOBE Al Gameros, Mayor
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
EDITOR’S NOTES I always tend to get a little giddy with the prospect of spring just around the corner. March lies on the cusp of one of the most beautiful times of the year, and is traditionally a month that should bring good luck to many with St Patrick’s Day celebrations anticipated around the continent. All of my colleagues also have a little extra spring in their steps as we pull together another winning issue of Business View Magazine, proudly bringing more interesting profiles to our many readers spanning a multitude of business sectors. We are also gearing up to continue to profile some of the continent’s leading regional and municipal airports as well as the cities and towns dotted between each aviation hub. Capturing the momentum of the housing sector coming out of the pandemic, many home builders are enjoying a healthy bottom line as well as spreading their design wings to give their clients their dream homes. We were fortunate to profile Landmarks West, Lone Creek Custom Home Builders, Sky House Company, and Scot-Build Developments Inc., showcasing their impressive residential projects and their ability to pivot to capitalize on the building sector’s high demand through 2024. We are also showcasing the remarkable achievements of some of North America’s most dynamic school districts for our sector series focused on educational initiatives for the new economy. We sat down with Superintendents and academic staff from Algoma School District, Glen Ridge Public Schools, Greater Jasper Consolidated Schools, Hoboken Public Schools, and Lakeville Public School District among others. Economic growth is ripe and infrastructure initiatives have taken center stage for the many municipalities that we interviewed for our March issue. We sat down with city officials from Beaver Falls, PA, Brown Deer, WI, Globe, Arizona, Lebanon, PA to Sweet Home, Oregon. As business retention and attraction numbers continue to rise and upgrades to vital municipal services are in full swing for these regions, all without exception are ensuring that the needs of their residents remain in full focus. March skies are looking bright for the airports we profiled for our current issue. We spoke with Airport Directors at Georgetown County Airport, Kapuskasing Airport, and Rocky Mount-Wilson Regional Airport among others. We have learned that flight numbers and aviation traffic are back to near pre-pandemic levels across the country and each airport’s master plan is taking off for 2024 ensuring a pleasant touchdown at all of these dynamic aviation hubs. With all our profiles we hope that our valued business leaders learn a little something new about their relevant business sector as well as keeping on top of key developments at municipalities across the country as well as taking in the view of how flights are continuing to serve as a key economic gateway. As we continue to bring you features covering the very best in business, aviation, and municipal developments, we hope that you have a little extra time to get outside and welcome the warm spring weather ahead! Karen Surca Editor in Chief Dear Readers, 2 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
51 SPRINGFIELD, MN V O L U M E 0 5 , I S S U E 0 3 121 ESTEVAN, SASKATCHEWAN CITY VIEW 21 ANNANDALE, MN A Gem by the Lakes 31 BEMIDJI, MN Diverse Interests and Cultures Growing Together in the Northwoods 41 ROSEAU, MN Expertly Redefining the Meaning of Small-Town 51 SPRINGFIELD, MN Where visions become reality−one brick at a time 61 STAPLES, MN The City Pulse of a Thriving Region COVER GLOBE, AZ 2 EDITOR’S NOTES 7 OPENING LINES 71 BROWN DEER, WI A small village offers big opportunities 81 TREMPEALEAU COUNTY, WI Where Community Thrives 91 BEAVER FALLS, PA Laying the Foundation for Tomorrow’s Community 101 CATASAUQUA, PA Navigating Challenges Toward Economic Resurgence 111 LEBANON, PA A City on the Rise 121 ESTEVAN, SASKATCHEWAN Unveiling the Future with Innovation and Resilience 131 SWIFT CURRENT, SASKATCHEWAN History intersects with the Pulse of Present-day Commerce 3 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
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V O L U M E 0 5 , I S S U E 0 3 141 WARMAN, SASKATCHEWAN Pioneering Growth and Community Well-being in Saskatchewan 151 ST. CLAIR TOWNSHIP, ONTARIO A Beacon of Economic Growth and Prosperity. 161 GLOBE, AZ GOLDEN GLOBE 175 OKEECHOBEE, FLORIDA Growth and Connectivity in the Heart of Florida 185 SPRINGFIELD, OR A Thriving Community of Growth and Vitality 199 SWEET HOME, OR A Sweet Spot in an Already Beautiful State 209 THE DALLES A Delicate Balance of Growth, Culture, and Nature 219 WISCASSET, ME Rich in History and Beauty SWIFT CURRENT, SASKATCHEWAN 131 THE DALLES 209 5 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
GREATER JASPER CONSOLIDATED SCHOOLS 311 LEHIGH UNIVERSITY 291 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 235 ALGOMA DISTRICT SCHOOL BOARD, ON Building Educational Bridges to the Future 249 GLEN RIDGE PUBLIC SCHOOLS, NEW JERSEY Modern education moving 21st-century learners into the future 259 HOBOKEN PUBLIC SCHOOLS, NEW JERSEY A First-Class Education 277 LAKEVILLE PUBLIC SCHOOL DISTRICT A Student-Focused Strategy 291 LEHIGH UNIVERSITY Pioneers of Academic Growth and Procurement 301 MEDFIELD PUBLIC SCHOOLS Student-Centered Education at Its Best 311 GREATER JASPER CONSOLIDATED SCHOOLS Preparing Students for what lies ahead 321 SUNMAN-DEARBORN COMMUNITY SCHOOLS A Visionary Approach to Education 331 WEST LAFAYETTE COMMUNITY SCHOOL CORPORATION A Shining Example of Excellence, and Engagement 6 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
AI AND THE ESSENTIAL ROLE OF DATA CLASSIFICATION AND GOVERNANCE Source- americancityandcounty.com, Dr. Alan R. Shark, First Published 15th March, 2024 In an era where artificial intelligence (AI) is reshaping the landscapes of various sectors, its implementation in the public sector stands out for its potential to enhance efficiency, decision-making, and service delivery. However, the cornerstone of any effective AI system lies in its ability to process and analyze data accurately. This is where data classification becomes pivotal. Data classification is not just a technical procedure; it’s a strategic imperative that underpins the responsible and effective use of AI in public services. And this is always the centerpiece of AI discussion. Some struggle with the meaning of data classification; after all, isn’t most stored data already organized into categories? This leads to better defining exactly what data classification is in the context of AI. Data classification involves categorizing data into different types, based on its nature, sensitivity, and the impact of its exposure or loss. This process helps in data management, governance, compliance and security. For AI applications, data classification ensures that algorithms are trained on well-organized, relevant and secure data sets, leading to more accurate and reliable outcomes. Today, data managers in the public sector should focus on several key elements to ensure effective O p e n i n g L i n e s 7 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
data classification, which includes the following: • Accuracy and consistency: Ensuring data is accurately classified and consistently managed across all departments is crucial. This minimizes the risk of data breaches and ensures compliance with legal and regulatory requirements. • Privacy and security: Sensitive data, such as personal information, should be identified and classified with the highest security measures to protect against unauthorized access and breaches. • Accessibility: While securing sensitive data, it’s equally important to ensure that non-sensitive, public information remains accessible to those who need it, fostering transparency and trust in public services. • Scalability: As data volumes grow, classification systems should be scalable to manage increased loads without compromising efficiency or accuracy. Implementing effective data classification in the public sector requires a comprehensive approach, where clear data governance is paramount. This involves developing a clear data classification policy and defining what data needs to be classified and the criteria for classification. In addition, data governance should be aligned with legal and 8 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
regulatory requirements and communicated across all departments. The principles of data classification apply equally to existing data and new data acquisition, although the approaches and challenges might differ for each. For existing data, the primary challenge is assessing and categorizing data that has already been collected and stored, often under various formats, standards and sensitivity levels. This process involves: • Auditing and inventory: Conducting comprehensive audits to identify and catalog existing data assets. This step is crucial for understanding the scope of data that needs to be classified. • Cleansing and organizing: Existing data might be outdated, duplicated or stored in inconsistent formats. Cleansing and organizing this data is a preparatory step for effective classification. • Retroactive classification: Implementing classification schemes on existing data can be time-consuming and require substantial manual effort, especially if automated classification tools are not readily available or cannot be easily retrofitted to legacy systems. New data acquisition, by contrast, allows for the opportunity to embed data classification processes at the point of entry, making the process more seamless and integrated. This involves: • Pre-defined classification schemes: Establishing and integrating classification protocols into the data collection process ensures that all new data is classified upon acquisition. • Automation and AI tools: Leveraging advanced technologies to automate the classification of incoming data can significantly reduce manual labor and improve accuracy. • Data governance policies: Implementing strict data governance policies from the outset can ensure that all newly acquired data is handled OPENING L INES 9 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
according to predefined classification standards. Both existing data and new data acquisition require attention for several reasons: • Compliance and security: Both data sets must comply with legal, regulatory and security requirements. Misclassification or neglect could lead to breaches, legal penalties and loss of public trust. • Efficiency and accessibility: Proper classification ensures that data, whether old or new, is easily accessible to authorized personnel and systems, thereby improving operational efficiency and decision-making. • Scalability: As new data is acquired, systems that handle existing data must be scalable to accommodate growth without compromising classification standards or processes. While developing and managing a sound data classification policy is essential, it can be laborintensive to go back to decades of data and records management, often operating under different conditions and policies. Here, automation and technology can play a pivotal role. This is where one can leverage AI and machine learning tools to automate the data classification process. These technologies can handle large volumes of data efficiently and can adapt to changing data landscapes. The good news is that several tools and technologies are available that can automate much of the data classification process, making it more efficient and effective. These tools typically use rule-based systems, machine learning, and natural language processing (NLP) to identify, classify and manage data across various dimensions (e.g., sensitivity, relevance, compliance requirements). Some prominent examples include: • Data loss prevention (DLP) software: DLP tools are designed to prevent unauthorized access and transfer of sensitive information. They can automatically classify data based on predefined criteria and policies and apply appropriate security controls. • Information governance and compliance tools: These solutions help organizations manage their information in compliance with legal and regulatory requirements. They can automatically classify data based on compliance needs, and help manage retention, disposal and access policies. • Machine learning and AI-based tools: Some advanced tools use machine learning algorithms to classify data. They can learn from past classification decisions, improving their accuracy and efficiency. These tools effectively handle large volumes of unstructured data, such as text documents, emails and images. • Cloud data management interfaces: Many cloud storage and data management platforms offer built-in classification features that can be customized according to the organization’s needs. These tools can automatically tag and classify new data as it is uploaded, based on predefined rules and policies. Implementing these tools requires a clear understanding of the organization’s data classification needs, including the data types handled, regulatory requirements, and the information’s sensitivity level. It’s also crucial to regularly review and update the classification rules and machine learning models to adapt to new data types, changing regulations and evolving security threats. Data classification is not a one-time activity. Regular reviews and updates are necessary to ensure the classification reflects the current data environment and regulatory landscape. To sum up, data classification is a foundational element for successfully integrating AI in the public sector. It ensures the protection of sensitive information and enhances the efficiency and effectiveness of public services. By prioritizing accuracy, privacy, accessibility and scalability, data managers can lay the groundwork for responsible and effective AI applications that serve the public good 10 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
OPENING L INES Source- americancityandcounty.com, Gary Barlet, First Published 22nd March, 2024 The 2023 Local Government Cybersecurity National Survey found that more than 60 percent of IT officials at state and local organizations believe their budgets are inadequate to support their cyber programs. And only about half of their employees continually participate in cybersecurity training throughout the year, revealing a lack of engagement in IT security programs across their organizations—including from elected officials. Among these concerns, IT officials stated that an increase in sophisticated threats and lack of cybersecurity staffing are the top barriers their organizations face when addressing cybersecurity challenges. Despite perpetual constraints in cyber resources for state and local governments, organizations can proactively address these barriers. By prioritizing strategic investments and maximizing existing resources, they can enhance their cyber defenses against threats and maximize their return on investment (ROI) in cyber. Cultural shift: Assume breach mindset While state and local governments are not mandated to meet a Zero Trust deadline, as required for federal government agencies, there are still proactive steps that they can take to improve cyber defenses and put themselves in a better position to defend against potential cyber threats. To start, it’s crucial for everyone to adopt an “assume breach” mindset—meaning accepting that breaches are inevitable and that our world is more hyperconnected than ever before. When we typically think of defending against cyber threats, we think of preventing them. However, as our hybrid, hyperconnected world has evolved, prevention can no longer be the only goal, as it is not always attainable in this new threat landscape. As the threat landscape has grown more severe and unrelenting, the goal must take it up a level and ensure critical information remains safeguarded and operations continue in the face of inevitable attacks and breaches. The crucial need for organizational participation Similar to federal agencies’ adoption of Zero Trust, the cultural shift of assume breach goes beyond technology implementation, requiring active involvement from SecOps teams to CIOs to the entire C-Suite to prepare for breaches and ensuring operations aren’t impeded. Leadership buy-in and participation is essential BEYOND THE BARRIERS: MAXIMIZING ROI IN CYBERSECURITY IN LOCAL GOVERNMENT ORGANIZATIONS 11 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
As the staff does their part to practice basic cyber hygiene and resilience, CIOs and the IT team can guide them on the importance of crossorganization visibility, strategic asset segmentation, and tools and practices for comprehensive threat modeling and understanding and, most importantly, eliminating the risk of their organization being stagnant in their cyber practices. This shared understanding allows the IT team to propose and embrace a customized strategy aligned with the organization’s specific needs and vulnerabilities. IT teams can outline the desired outcome of their cyber strategy, such as network visibility, stopping the spread of ransomware and breaches, and improving incident response. When proposing a customized cyber strategy, the IT team can choose to leverage data from existing technology. Alternatively, they can make the case for an investment in new technology. When they present their customized cyber strategy to leadership, they will have assurance that leadership understands threat vulnerabilities and recognizes the cruciality of having a customized cyber strategy and technology to be effective. The cyber resilience and ROI journeys Bad actors are constantly evolving their tactics, but their desired outcomes remain the same: to exploit and disrupt. Embracing an assume breach mindset and fostering active engagement from every level of the organization is essential. As staff continually participates in cybersecurity training, understanding deepens, and an educated cyber environment flourish. IT teams, guiding strategic efforts, can turn concepts into actionable defenses. The journey toward cyber resilience is ongoing and requires daily participation. As organizations continue to grasp a comprehensive understanding of the importance of organizational participation and active engagement, these actions pave the way for maximizing their ROI in cyber, even with limited resources. As everyone increasingly recognizes the ROI in cyber investments, strategies and involvement, the steps to overcome barriers will fall into place, and cyber resilience practices will come more naturally. for fostering a culture where the priorities include preparing for breaches to ensure operations aren’t impeded, and the organization can respond effectively to cyber threats. In 2023, state and local governments experienced a significant increase in various types of cyberattacks, including a 148 percent increase in malware attacks, a 51 percent increase in ransomware incidents, and a 313 percent rise in endpoint security services incidents, such as data breaches, unauthorized access and insider threats. Recognizing the severity of these statistics is acknowledging that the responsibility and understanding of cyber threats can no longer fall solely on IT teams. While the IT team is responsible for the actual implementation process of technologies, building cyber resilience and being aware of cyber threats is the responsibility of the entire organization. The impact of active engagement Active engagement is integral to organizationwide participation. To adopt an assume breach mindset and make that cultural shift, organizations must also require their entire staff to participate in cybersecurity training continually instead of the annual training that most organizations require. Providing regular training on concepts, such as phishing, ransomware and cloud breaches, to the entire staff enhances their understanding of modern cyber criminals’ tactics, contributing to the prevention of attacks and breaches, and fostering a more cyber-literate environment. It also reinforces the importance of daily cyber hygiene and resilience practices. At the end of the day, it will increase the staff’s awareness of how to identify a potential threat. To ensure staff remains actively engaged in their trainings, it is crucial organizations establish a system to hold staff accountable if they fail to adhere. Currently, many organizations lack an accountability system for employees who neglect their training responsibilities. Implementing a system, and repercussions, not only holds staff accountable, but it emphasizes the seriousness of trainings and their ability to educate staff on how to detect cyber threats. 12 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
Source- americancityandcounty.com, Michelle M. Havich, First Published 5th February, 2024 Being able to own a home is a goal for many, but the pandemic, inflation, high home prices and high mortgage rates have made that goal difficult for younger people on entry-level salaries. Gen Z (born between 1997 and 2012) are finding that better options are available in the Midwest and the South, instead of coastal living. To look at the feasibility of Gen Z owning a home, Point2 recently rated the U.S.’s 100 major cities (including the five New York City boroughs) and ranked them based on seven metrics: • Home price-to-income ratioto see how many household incomes—where the householder is under 25—would be needed to reach the median home price in a market. • Median sale price difference to understand how home 2023 prices are more impactful compared to 2022. • Inventory (per 10,000 residents) to see how many housing options are available. • Share of homes sold above listing price to assess bidding and competitivity in a market. • Days on the market to determine how quickly homes sell and measure competitivity • Homeownership rate to assess the real probability of adults under 25 achieving homeownership. • Unemployment rate to see where young adults have lower chances of financing homeownership. Point2 then used weighted averages of the metrics to calculate where Gen Z have a chance at homeownership, and ranked the 100 cities in order. Click the gallery above to see the top 10 cities offering Gen Z the best chance at home ownership. 10 BIG U.S. CITIES WHERE IT’S EASIER FOR GEN Z TO BECOME HOMEOWNERS OPENING L INES 13 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
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more aviation-friendly taxation environments. Despite significant increases in GA traffic to New York airports over the past nine years, which also drove new investments to those facilities, a recent state senate budget proposal calls for abolishing the program. “These positive business decisions to ramp up investments in New York airports are a direct response to the enactment of AJA which significantly reduces taxes on aviation related sales and maintenance in New York,” noted the March 20 letter signed by the Aircraft Owners and Pilots Association (AOPA), New York Aviation Management Association (NYAMA), New York State Association of Counties (NYSAC) and NBAA. GROUPS URGE NEWYORKGOVERNOR TO MAINTAIN PRO-GENERAL AVIATION TAX PROGRAM OPENING L INES Source- nbaa.org, News Editor, First Published 21st March, 2024 NBAA has joined with other aviation and state economic groups in an appeal to New York Gov. Kathleen Hochul to preserve a vital incentive package that has been “an unqualified success” in bringing new aviation jobs and economic contributions, and greater regional competitiveness, to the Empire State. Enacted in September 2015, the New York Aviation Jobs Act (AJA) reversed years of detrimental tax policies aimed at general aviation (GA) aircraft, which put New York at a significant disadvantage compared to other Mid-Atlantic states with 15 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
growth” proposal to abolish it reach her desk. “On behalf of the tens of thousands of New York-based members and affiliate members, commercial service and general aviation airports, fixed based operators, consultants, engineers, pilots, corporations and various aviation industries and professionals, and county employees among our combined organizations, thank you for your steadfast support for New York’s Aviation industry,” the letter concluded. Read the group’s Letter to Hochul. “Instead of celebrating and advertising this successful economic and business development strategy, some want to repeal the AJA, which threatens to cripple the state’s aviation industry and send a signal to businesses that New York can’t be trusted to commit long term to tax policies that provide financial certainty to would-be investors in the New York economy,” the letter continued. Noting the governor’s “tremendous support for aviation through the Upstate Airport Economic Development and Revitalization Initiative and myriad of other pro-aviation programs and policies,” the groups urged Hochul to demand reinstatement of the AJA should the “anti-job, anti16 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
OPENING L INES NEXT MONTH’S SOLAR ECLIPSE MAY POSE OPERATIONAL CHALLENGES Source- nbaa.org, News Editor, First Published 19th March, 2024 The upcoming solar eclipse over a swath of the central and Northeastern U.S. may bring unique challenges to business aircraft operators flying in those areas. On April 8, a rare total solar eclipse will pass over 14 U.S. states and across two time zones. The eclipse will be seen over San Antonio, TX, at approximately 1:33 p.m. CDT; Austin, TX, just three minutes later; and over the Dallas/ Fort Worth metroplex at 1:40 p.m. CDT. The eclipse also will be seen over Indianapolis, IN, at 3:06 pm EDT before passing over Toledo and Cleveland, OH; Erie, PA; Buffalo, NY; and Burlington, VT, then crossing Newfoundland and Labrador and into the North Atlantic. While the eclipse will pass over the continental U.S. in less than one hour and will only be visible for about three minutes in any one location, NBAA Air Traffic Services (ATS) cautions operators to be prepared for arrival, routing and departure delays along the eclipse path. “More than 450 public-use airports lie within 50 nautical miles on either side of the eclipse track,” said Mike Schwab, NBAA ATS specialist. “Weather permitting, it’s possible those airports will see at least some increase in traffic, and some could experience substantial increases. “With numerous general aviation ‘fly the eclipse’ 17 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
events planned across the eclipse path, we also expect much heavier-than-usual VFR traffic at lower altitudes,” he added. “That may impact availability of flight following and other air traffic control services. Ground operations and parking space may also be affected.” View a list of airports on either side of the eclipse track. Additionally, operators should be prepared for holds and possible reroutes if crossing the path of the eclipse, with possible traffic management initiatives, and expect departure clearance times at major airports. The FAA also cautioned operators of possible special security provisions and TFRs in some areas. Schwab encouraged operators to be diligent in their preparations for flying during the eclipse, including a thorough review of NOTAMs and consulting with their flight planning providers, and NBAA ATS, before traveling April 8 near the eclipse path. “The good news from an operational perspective is that this won’t last long at all,” he said. “Even though the eclipse’s impact on business aviation operators should be fairly minimal, we should all be prepared for the unexpected.” 18 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
city view INTERNATIONALCITY/COUNTY MANAGEMENTASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATIONOFFLORIDA COMMUNITYDEVELOPERS ONLINE ARTICLE INTERNATIONALECONOMIC DEVELOPMENTCOUNCIL ONLINE ARTICLE ROSEAU, MN EXPERTLYREDEFINING THE MEANING OF SMALL-TOWN BROWNDEER,WI A SMALL VILLAGE OFFERS BIG OPPORTUNITIES CATASAUQUA, PA NAVIGATING CHALLENGES TOWARD ECONOMIC RESURGENCE ANNANDALE, MN A GEM BY THE LAKES SWIFTCURRENT, SASKATCHEWAN HISTORY INTERSECTS WITH THE PULSE OF PRESENT-DAYCOMMERCE SPRINGFIELD, MN WHERE VISIONS BECOME REALITY−ONE BRICK AT A TIME TREMPEALEAUCOUNTY,WI WHERE COMMUNITY THRIVES LEBANON, PA A CITYON THE RISE BEMIDJI, MN DIVERSE INTERESTS AND CULTURES GROWING TOGETHER STAPLES, MN THE CITYPULSE OF A THRIVING REGION BEAVERFALLS, PA LAYING THE FOUNDATION FOR TOMORROW’S COMMUNITY ESTEVAN, SASKATCHEWAN UNVEILING THE FUTURE WITH INNOVATION AND RESILIENCE 19 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
GLOBE, AZ GOLDEN GLOBE SPRINGFIELD, OR A A THRIVING COMMUNITYOF GROWTH AND VITALITY WARMAN, SASKATCHEWAN PIONEERING GROWTH & COMMUNITY WELL-BEING IN SASKATCHEWAN SWEETHOME, OR A SWEET SPOT IN AN ALREADY BEAUTIFUL STATE ST. CLAIRTOWNSHIP, ONTARIO A BEACON OF ECONOMIC GROWTH AND PROSPERITY. OKEECHOBEE, FLORIDA GROWTH AND CONNECTIVITY IN THE HEART OF FLORIDA THEDALLES A DELICATE BALANCE OFGROWTH, CULTURE, AND NATURE WISCASSET, ME RICH IN HISTORYAND BEAUTY 20 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
ANNANDALE, MN AT A GLANCE ANNANDALE, MINNESOTA WHAT: A city enveloped by many pristine lakes provides a serene environment that enhances residents’ quality of life and spurs economic growth. WHERE: Located in central Minnesota, in Wright County, 50 miles northwest of Minneapolis. WEBSITE: www.annandale.mn.us Where community unity inspires progress and dyna AGEMBY THE LAKE 21 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
amic growth Y ES Boast ing an enviable sett ing surrounded by the tranquil beauty of Minnesota’s lakes, Annandale exudes a captivating charm as well as possessing dynamic optimism. Situated in the heart of the North Star State, Annandale is a close-knit community rooted in a steep history, yet poised to welcome commercial and residential growth for its valued residents to enjoy. JOURNEY THROUGH ANNANDALE’S HISTORY Established in 1888, the city derived its name from Annan, Scotland, and its growth owes much to the expansion of the Great Northern Railway. This railway ushered in commerce and attracted settlers to the area, catalyzing its transformation into a thriving center of activity and trade. Even today, Annandale bears the imprints of its storied past, evident in the architectural beauty of its downtown structures and the nostalgic ambiance of its streets.The city’s historical legacy is commemorated through nearby Pioneer Park, 22 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
which allows residents and visitors to step back in time and immerse themselves in its rich heritage. Annandale owes much of its unique character to the abundance of lakes that grace its vicinity. With 26 lakes within a 10-mile radius, it’s no surprise that this city is synonymous with lake living. This natural wonder contributes to the city’s scenic beauty and attracts a significant seasonal population. While the year-round population hovers around 3,400 residents, it can swell to 8,000-10,000 during the summer, thanks to the influx of lake enthusiasts. Mayor Shelly Jonas and Kelly Hinnenkamp, City Administrator, emphasize the city’s distinctive character and the robust sense of community nurtured by permanent and seasonal residents. RECENT STRIDES IN INFRASTRUCTURE DEVELOPMENT As part of its ongoing commitment to enhancing the quality of life for residents and visitors, Annandale has been diligently improving its infrastructure. In recent years, several significant projects have been successfully completed. One sizable project was the Hemlock project, which saw the installation of the city’s first roundabout.This project involved multiple stakeholders, including the state, local schools, and a nonprofit assisted living facility. Funding for the project was secured through federal and state grants totaling $2.4 million. Hinnenkamp states, “The city played a vital role in leading that collaborative effort.” The successful completion of the Hemlock project has greatly improved transportation safety and convenience, particularly for students and families in the school district. Another ongoing project that has been transforming Annandale is the downtown redevelopment initiative. The project, completed in 2020, aimed to revive the city’s Main Street, which required extensive reconstruction. While it posed challenges for local businesses, the city council took proactive measures to support them during this transition. The project focused on infrastructure and encouraged 23 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 ANNANDALE, MN
businesses to update their facades through a grant program, creating a more modern yet charming downtown area. “Downtown is really important to the community, and they take a lot of pride in it,”Mayor Jonas states. GROWTH IN ANNANDALE’S HOUSING SECTOR Annandale took proactive measures to stimulate growth after the recession and the housing market crash. The city initiated a housing incentive program to encourage new residential activity by waiving certain fees. This calculated move proved highly successful and instrumental in boosting the number of newhomes starting in the area.Under the program, the city waived connection fees for new home starts, which resulted in over 50 homes being constructed over a 5 year period. One significant housing development is the Triplet Farms project, which has recently added 82 singlefamily home lots to the city’s housing stock. This development has met with remarkable success, with over half the lots already built upon. Additionally, Annandale annexed a farm property located on Lake John just outside city limits, which extended sewer and water services to the area, resulting in the creation of 23 single-family lots, with 11 of them overlooking the lake.The anticipates construction on these lots to start in 2024. As emphasized by Hinnenkamp, this expansion reflects the city’s good fortune in having interested developers, strong demand, and the necessary infrastructure to address the city’s growing housing needs. The city has acknowledged the demand for marketrate rental housing and has greenlit plans for two apartment complexes, one with 90 units and another with 65 units. Construction on these projects is set to begin soon, addressing the rising need for rental properties. PROSPECTS FOR INVESTMENT In addition to being a desirable place to live, Annandale offers substantial investment 24 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
opportunities. Its strategic location and commitment to infrastructure development make it an appealing prospect for businesses and investors. In recent discussions, the city has explored transforming into a more live-and-work-friendly community. The COVID-19 pandemic underscored the viability of remote work, and Annandale’s serene environment makes it an attractive option for those seeking an escape from urban life. For a small town, Annandale offers all the necessary amenities like strong schools, attractive parks and trails, health care options, a pharmacy, grocery store, hardware store and many restaurant and retail options. While COVID shut down many businesses, Annandale was fortunate to open several new retail businesses during 2020 including an ice cream shop and a clothing retailer. Its proximity to lakes and recreational amenities also creates various business opportunities for outdoor enthusiasts. Alongside thriving housing developments and a growing population, the area 25 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 ANNANDALE, MN
provides an ideal setting for businesses looking to serve the expanding community. A THRIVING ARTS SCENE Annandale offers a surprising array of cultural experiences for those passionate about the arts. The town boasts an active beautification committee. This group’s passion for the arts enriches the community’s cultural landscape by encouraging public art and aesthetic improvements like public flowers, trees and lighting projects. Additionally,Annandale is home to Annandale Arts & Textile Center a 501c3 non-profit vocational weaving facility that provides jobs to those with a variety of learning abilities and sells unique woven items as well as the work of local artists. In 2023, AATC expanded to offer classroom space for those interested in weaving, painting and sketching. The Southbrook Golf & Country Club is another cherished attraction in Annandale. This scenic 18hole golf course offers a challenging round of golf and breathtaking views of the surrounding lakes and countryside. Golf enthusiasts can enjoy the beautiful Minnesota summers on the green, and the clubhouse is an ideal spot for socializing and enjoying a meal with friends. COMMUNITY-CENTRIC EVENTS Annandale’s vibrant community is celebrated through various annual events and gatherings, with the Annandale Chamber of Commerce playing a considerable role in organizing and coordinating many activities. Showcasing local talent and shopkeepers as well as creating a community focus, Annandale’s many events bring locals together with pride for their community. Kicking off the year in April, the annual expo attracts approximately 1,000 visitors and showcases local businesses, fostering a strong sense of community engagement. The city also hosts a beloved tradition, the Chilli Cook Off, that continues to draw visitors from the local community and beyond. Participants enjoy delicious chili from various local businesses in a friendly competition. One of the most beloved events is the Annandale 26 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
Fourth of July celebration, a week-long extravaganza of parades, fireworks, and family fun. The streets come alive with the vivid colors of the parade floats, and the night sky is illuminated with fireworks that reflect off the shimmering waters of Pleasant Lake. The mayor also draws attention to the Farmers Market held every Saturday during the summer, which reflects the community’s spirit as residents come together to support local farmers and artisans. Other notable events include the Downtown Art Crawl, A Classic Car Cruise In, Downtown Trick or Treating, Main Street Holiday, the CP Rail Holiday Train, and ending the year with a bang, the New Year’s Eve event features a dramatic ball drop at 9 p.m., allowing residents of all ages to join in the festivities. A FOCUS ON THE FUTURE As Annandale looks toward 2024 and beyond, it envisions a series of key development initiatives 27 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 ANNANDALE, MN
and projects.The city’s primary objective is to finalize its ongoing redevelopment projects, enhancing the downtown area and making it even more appealing to residents and businesses. Recognizing the crucial role of infrastructure, the city is committed to consistent investments, encompassing transportation improvements, upgraded lighting systems, and utility replacements. Annandale also has ambitious plans to designate a 40-acre parcel for new businesses within the community, aiming to invigorate economic growth. An exciting upcoming project involves the construction of pickleball courts; as Jonas enthusiastically states, ‘We’re building pickleball courts this year, and it’s likely the most exciting development for many in our community.’ Annandale, Minnesota, offers more than just picturesque lakeside beauty; it’s a place where traditional charm seamlessly blends with modern development.With a focus on infrastructure, housing, 320-274-3055 city@annandale.mn.us www.annandale.mn.us Live, Work, Play in the Heart of the Lakes 28 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
29 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 ANNANDALE, MN
and community engagement, Annandale is poised for continued growth and prosperity in the years to come. Whether you’re seeking a peaceful lakeside retreat, a place to start a business, or an investment opportunity, Annandale’s “The Heart of the Lakes” holds a special place in the hearts of those who call it home. PREFERRED VENDOR/ PARTNER nAnnandale City/Chamber www.annandalechamber.org Welcome to The Heart of the Lakes! Discover networking opportunities, business support, and growth resources with the Annandale Area Chamber of Commerce. Connect, collaborate, and elevate your business. 30 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
BEMIDJ I , MN DIVERSE INTEREST CULTURESGROWIN INTHENORTHWOO AT A GLANCE THE CITYOF BEMIDJI, MINNESOTA WHAT: One of PC Magazine’s Top 10 Teleworking Communities in North America. WHERE: Beltrami County, North-central Minnesota, U.S.A. WEBSITE: www.bemidji.mn.us 31 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
TSAND NGTOGETHER ODS A Charming town set in a region that boasts 10,000 lakes. Boasting a fascinating history and looking forward to dynamic growth while enjoying an enviable landscape, the town of Bemidji has much to be proud of. The town’s original settlers were Indigenous peoples, arriving in Northern Minnesota after the glaciers’ retreat 10,000 years ago. In the late 1600s, the Dakota Nation established 32 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
itself, but the Ojibwe westward migration in the 1700s prompted the Dakota’s southwest relocation. The name Bemidji comes from the Ojibwe “bemijigamaag”meaning “lake with crossing waters,” referring to the Mississippi River flowing across Lake Bemidji on its way east. From 1874 to 1897, lumber magnates Thomas Barlow Walker, Charles Ruggles, and John and Charles Pillsbury invested millions in timber claims. Lumber production became the dominant business until disastrous sawmill fires swept through in the 1910s and 1920s. By this point, loggers had cleared the northern forests and the town’s lumber industry moved to the Pacific coast. This district is now home to 14,400 citizens. Bemidji functions as the regional hub for Northwest Minnesota. Serving 60,000 customers in a 60-mile (97-kilometer) radius, the city’s daytime population swells to 45,000, three times its official number. In 2023, Bemidji’s job market increased by 1.9%, with a predicted 29.5% ten-year growth rate. While all commercial enterprises contribute to the city’s economic vitality, Dave Hengel, Executive Director of Greater Bemidji, credits three anchor businesses for their positive fiscal impact. “One is Sanford Health. This 118-bed healthcare provider has been a part of the town since 1898.” As the region’s largest employer, Sanford draws in professionals and invests heavily in the community’s well-being and services. “They have contributed hundreds of millions in the last five years,” says Hengel. Another crucial enterprise tipping the scales of success is Paul Bunyan Communications (PBC), which the region relies on for its high-speed internet network. PAUL BUNYAN COMMUNICATIONS: FORESEEING FIBER’S FUTURE Not-for-profit Paul Bunyan Communications is the 33 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 BEMIDJ I , MN
state’s largest broadband cooperative, servicing 6,000 square miles (9,656 square kilometers) in Northwestern and North Central Minnesota. “Since 1952, our mission has been to deliver critical communication services not offered by other providers,” says Gary Johnson, CEO, and General Manager of Paul Bunyan Communications. Supporting remote workers and companies that use extreme data amounts, PBC future-proofs technology, giving Bemidji a competitive national advantage in broadband and speed. Fiber is state-of-the-art technology and a farreaching goal for some communities, but Paul Bunyan has installed nothing else since 2004. Johnson states, “Our decision to prioritize the new fiber technology 20 years ago was a bold and successful strategy.” In 2014, the member-owned cooperative rolled out GigaZone, which offers unprecedented 10 Gbps download speeds. “Over the last few years, we have invested $20 million in fiber. It started here in Bemidji, our hometown,” states Johnson. PBC provided complimentary broadband to 180 families during COVID-19. It also established a dozen freeWi-Fi hotspots for residents beyond the network’s reach. This initiative ensured internet connectivity for distance learning and telecommuting. Bemidji native and entrepreneur Erik Hokuf, General Manager of AirCorps Aviation, founded the third financial stimulus. AIRCORPS AVIATION: A HOMETOWN BOY GIVES BACK AirCorps Aviation (ACA) specializes in the restoration, maintenance, and rebuilding of vintage World War II (WWII) aircraft. Since 2011, Bemidji native Hokuf and three other restoration experts, have manufactured parts for all WWII airplane types, current military craft, commercial airliners, and every industry segment.This internationally recognized, award-winning enterprise is celebrated for its unwavering commitment to authenticity and unparalleled craftsmanship. 34 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
Hokuf says three assets influence ACA’s bottom line the most. “We touched on one. Paul Bunyan’s fiber internet reliably hooks up our global customers. Gary Johnson’s operation is key.” The second financial impactor is Bemidji Regional Airport (BJI), also praised for connecting the world. The last weapon in AirCorps’ arsenal is its people. Their exceptional customer service skills and untapped talent push Hokuf to seek revolutionary innovations.“During our 12-year operation, we have grown from the original four to a team of 63, with a target to add 16 employees next year,” says Hokuf. WORKFORCE DEVELOPMENT: EDUCATING AND KEEPING TALENT Bemidji undeniably benefits from area resources. The four-year Bemidji State University (BSU) and the two-year Northwest Technical College (NTC) provide the education for the city’s burgeoning employment requirements. The schools draw professionals, young entrepreneurs, and fresh, bright minds into the community. Prince states, “That is a tremendous asset. Our workforce situation would look quite different without these schools.” Besides Bemidji’s talent pool, the city is central to three Indigenous nations. The trio of communities each have training centers and expertise at increasing tribal members’ skills. The municipality is unique and fortunate in its partnerships between higher education institutions and native peoples. Bemidji High School promotes career academics and dabbling in different fields to narrow a student’s interests. Hengel explains how these programs tie 35 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 BEMIDJ I , MN
into the region’s forecast for employment needs. “We have educated and exported Bemidji’s talent for years, and this aims to stop that trend.” COMMERCIAL INVESTOR RECRUITMENT: BECOMING AN AVIATION HUB Understanding what advantages Bemidji offers compared to other municipalities and which industries will recognize the region’s competitive edge is crucial when planning corporate recruitment. The fallout from the COVID pandemic included the mass move to telecommuting and a dire need for broadband or anything data-related. Hengels acknowledges the amazing benefits Paul Bunyan Communications gives Bemidji. “Gary Johnson had the foresight to begin laying fiber a decade ago. That has been a plus for our remote workers and the companies that employ them for a long time.” As the wood basket of the upper Midwest, the district’s forests and sawmills create opportunities in wood product manufacturing, sawdust, bark residuals, and biochar. The thermal treatment of biomass materials like non-salvageable timber, slash, or animal manure produces biochar. Biochar’s diverse applications include water treatment, land reclamation, and carbon sequestration. These natural resources allow the city to not only enter the emerging world of bio-economy but to conquer it. Poor location, labor shortages, mismanagement, and other factors often limit midwestern airstrips’ growth 36 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03
potential. But, through its partnership with Delta Air Lines, the city has the potential to transform Bemidji Regional Airport into an aviation hub. Delta’s commercial services enhance the economy, expand connectivity, and attract new business to Minnesota’s fourth busiest airport. With Delta’s established 60-country network, the airport gains visibility and accessibility. Hengel says, “This increased traffic bolsters the economy and positions Bemidji as a business nucleus.” RESOURCES AND RECREATION: SHARING THE LAND Workforce shortages, inflation, and interest rates impact Bemidji’s ability to develop affordable residential properties.Although the city is developing neighborhoods, it struggles to meet the demand. From Hengel’s perspective, an imbalance exists between what the city can build and what is affordable to current residents and new workers. 37 CIVIL AND MUNICIPAL VOLUME 5, ISSUE 03 BEMIDJ I , MN 4 1
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