VOLUME 6, ISSUE 03 | MAR 2025 MIAMI BEACH BUSINESS MEETS PARADISE F L O R I D A Also in this issue COCHRANE, ON • LAWTON FORT SILL, OK • BRYAN CITY SCHOOLS
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia 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 03
EDITOR’S NOTES As we spring forward to March we face many developments that the world is keeping an eye on and an economy that is in full gear throughout North America. With St Patrick’s Day marking this month, a little luck is always a good thing, however, the companies, cities, school districts, and organizations that we covered for our March issue are going from strength to strength and do not need any luck to continue with their path to success. We had the good fortune to bring to you success stories and initiatives that have led to a winning remainder of the year and a recipe that will ensure a solid footing moving forward. It remains an exciting experience to gain a bird’s-eye view into such productive business models. For our March issue, we touched down at Big Sandy Regional Airport. A thriving and forward-thinking airport that is working hard to ensure a seamless and welcoming customer experience, this airport is taking off as we move through 2025. With a master plan in place, the meeting continued aviation growth, and the vital economic link to the region, this airport continues to see aviation growth. We also had the opportunity to cover a diverse group of municipalities for March’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 fascinating features with city officials from Dania Beach, Florida, Dacula, Georgia, Eagle Point, Oregon, Green Bay, Wisconsin, Hornell, New York, Miami Beach, Florida and Springfield, Minnesota among other fast-growing municipalities. Every one of the municipalities that we covered this month shows continued growth numbers, residential projects to address the ongoing housing shortage as well as thought-out master plans that address everything on their residents’ wish list. For our March issue, we also caught up with a number of fascinating and fast-growing companies and organizations including Vintage Homes, Utility Net, Landmarks West, LBK Design Build, Indian River Transit Go Line BRYGO Roofing and Remodeling among others. As we welcome the spring months ahead, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and rev their economic engines towards further growth. Our March issue also continues with 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 Bryan City School District, Canton City Schools, Franton-Lapel Community Schools, Honeoye Falls-Lima Central School District, and Madison Consolidate Schools among others. Each school district is thriving and ensuring the holistic academic and social development of each and every one of its valued students. As we bring you the very best sector and industryfocused features, we hope a little luck is on your side as we continue to provide you with the best business view. Karen Surca Editor in Chief Dear Readers, 2 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
CITY VIEW 19 MINISTER VIC FEDELI - MINISTER OF ECONOMIC DEVELOPMENT An Introduction: The Hon. Victor Fedeli 25 MICHIGAN ECONOMIC DEVELOPMENT CORPORATION Foreword 31 AMHERST, NS Connector of the Maritimes 41 ARMSTRONG COUNTY, PA A Rising Star in Western Pennsylvania 51 COCHRANE, ON A Small Town with Big Ambitions 61 DANIA BEACH, FL From Coastline to Skyline VOLUME 06, ISSUE 03 COVER MIAMI BEACH, FL 2 EDITOR’S NOTES 7 OPENING LINES 75 MIAMI BEACH, FL Business Meets Paradise 89 OKEECHOBEE, FL Four Square Miles of Opportunity 99 DACULA, GA A Dynamic City on the Verge of Transformation 113 INDIANA DESTINATION DEVELOPMENT CORPORATION (IDDC) How the IDDC is Transforming Perceptions and Boosting Tourism 123 DEKALB COUNTY, IN An Impressive Private Investment Boom 133 DECATUR COUNTY, IN An Ambitious view ahead with a Homegrown Flare 143 JAY COUNTY, IN A Thriving Hub of Industry, Infrastructure, and Innovation ARMSTRONG COUNTY, PA JAY COUNTY, IN 41 143 3 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
GO-TO COLLECTION WHEREVER YOU PLAY
VOLUME 06, ISSUE 03 153 NEW HAVEN, IN Charming and on the Right Path 163 HORNELL, NY Forging a Bright Future Through Growth and Innovation 173 EAGLE POINT, OR Where Small-Town Charm Meets Big Opportunity 183 FORT ERIE, ON Perfectly Situated and Looking Ahead 193 LAWTON FORT SILL, OK A City of Progress and Prosperity SPRINGFIELD, MN HORNELL, NY 217 163 207 GREEN BAY, WI Small City, Big League Vision 217 SPRINGFIELD, MN Keeping Hallmark Charm While Driving Growth 227 WISCASSET, ME Lincoln County’s Pretty Town of Progress 237 UNION GAP, WA Where Heritage Meets Progress 247 WILSON, TN Preparing a Pathway to Prosperity 5 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
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 259 BRYAN CITY SCHOOLS Building on Educational Excellence 269 CANTON CITY SCHOOL DISTRICT Where Education Meets Opportunity 279 HONEOYE FALLS-LIMA CENTRAL SCHOOL DISTRICT The Right Educational choice BRYAN CITY SCHOOLS 259 289 FRANKTON-LAPEL COMMUNITY SCHOOLS A School District Embracing Progress in the Heart of Rural Indiana 299 MADISON CONSOLIDATED SCHOOLS Building Success One Student at a Time 309 METROPOLITAN SCHOOL DISTRICT OF MARTINSVILLE Innovation Intersects with Community 6 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
ACCEPTING CRITICISM CAN HELP IMPROVE RESULTS, HOWARD COUNTY EXECUTIVE SAYS Opening Lines Source: https://www.naco.org/, Charlie Ban, First Published Feb 03, 2025 For county elected officials, the margin for error is small. The electorate will decide just how much slack to cut when it comes to professional judgement and policy decisions, and those decisions come every four years. But there’s a faster ecosystem that defines an administration, for better or worse, and it’s built on the far murkier foundation of public sentiment. But the lessons can be direct. “You’re not allowed to have a bad day,” said Calvin Ball, Howard County, Md.’s second-term executive. “We can’t cuss someone out in anger, or get upset with a waiter if we get the wrong order or the food is cold. Those are things you shouldn’t do anyway, but we definitely can’t do.” Then there’s the criticism. Ball calls them “The Howard Hundred,” the people who always have something to say, some kind of criticism regardless of its relevance to a policy or the care with which it was crafted. As a public servant, he always wants to hear how the county can do a better job or craft better policy. 7 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
mine that are tipping the county off to something wrong? “You can acknowledge that maybe there are things that we can do better, maybe there is some validity to the concerns, or we need to communicate better,” Ball said. “Maybe there’s a nugget of truth to the criticism and so I look inward and then to that point, try to communicate even more effectively and be transparent. “I used to tell a lot of young elected officials, if you’re not able to deliver the product that people want, you have to at least deliver the process. Allow them extra hearings, be transparent, talk about how we got to the decision, the data inputs that we use and then talk about the data. If people are saying,‘you’re not funding education enough,’ ‘you’re not funding public safety enough,’ ‘you’re doing nothing for the environment,’ talk about the longitudinal data about the investments and the progress that you’ve made.” Howard County has dealt with repeated floods and Ball found that addressing those infrastructure liabilities was as much about selling the solution as it was engineering one. “We can explain our commitment to flood mitigation by telling people that our retention ponds hold about 13 million gallons of water during severe storms, but we make that accessible to people by showing that that’s equivalent to a football field filled with water that’s 30 feet deep,” he said. Through it all, Ball advises acknowledging one’s own humanity and not losing sight of that in the effort to meet the moment. “It’s important to keep in mind that as elected officials, we want to do a good job, we are good people and we have feelings, too,” he said. “We call them the Howard Hundred, but Howard County has 350,000 residents,” he said. “Having anywhere from 50-100 people who are never happy, that’s just statistically going to happen, no matter where you are. You can’t win them all, as hard as you try.” Few candidates earn 100% of the vote, so perfection is an unreasonable standard. “At any point, there’s 29%-49% of the population that didn’t support us for whatever reason.” What if these residents are the canaries in the coal 8 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
OPENING LINES Source: https://www.naco.org/ ,Meredith Moran, First Published Feb 03, 2025 If youth have something to say, Polk County, Minn. wants to hear it. Members of the Polk County Public Health Youth Advisory Board provide feedback on existing and new public health programming and make the county aware of emerging community needs for youth. In return, the teens get a better understanding of how policy works and the government’s role in public health, according to Sarah Reese, Polk County Public Health administrator and director. “By engaging youth in our policies, our practices, our services, our procedures, we’re getting a fresh perspective, energy, information and certainly knowledge that we wouldn’t have otherwise,” Reese said. “Our work, much of the time, is with youth or partners that work with youth, so it was important for us to hear it right from their lived experience.” Public health priorities that have been identified by Youth Advisory Board members include mental health and reproductive and sexual health, according to Reese. Halle Nicholas, a high school junior on the Youth Advisory Board, said the board’s discussions around youth mental health and substance use have been particularly powerful for her. “I think that being able to use my voice to advocate for those that may feel like they are not heard is very important,” Nicholas said. Polk County Public Health also uses the youth perspective to tailor their social media content and messaging, Reese said. “What speaks to them? Are we speaking the language and appealing to them in the way that they want to?” “It could be marketing, it could be messaging, it could be a program that people are thinking about, so whatever is on the minds of public health staff, they can bring that to the Youth Advisory Board for them to provide feedback.” Thirtyyears ago,Reese served as a youth representative on Polk County’s health services advisory committee (the committee was made up of adults and had one designated position for youth). In 2018, health services advisory committees were no longer required as part of governance, and Polk County Health took a step back to assess the county’s public health needs. As a result, the department created the Youth Advisory Board, seeing it as an opportunity to merge civic engagement and leadership development, Reese said. “One of the key things from the beginning was to give back to the students too, in some way, shape or form,” said Kirsten Fagerlund, who is a member of the Polk COUNTY TAPS INTO YOUTH POWER FOR PUBLIC HEALTH ENGAGEMENT 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
current members share who among their peers could potentially bring a new perspective to the board, as well, Reese said. “We are one of the largest geographic counties in Minnesota and really have some unique differences across the county,” Reese said. “So, we’ve been really intentional to try and have representation from all school districts in Polk County.” Polk County Public Health staff also use Minnesota Student Survey data to assess what youth are wanting to see in the public health space, according to Reese. The 2019 Minnesota Student Survey found that adult mentorship was important to youth, particularly those who struggled with mental health issues, so the Youth Advisory Board created a “Safe Places to Land” initiative, which provided adults in school settings with a kit on what to do when a student confides in them and how to show they care — at some schools, Youth Advisory Board members identified teachers or coaches, but others identified janitors, cafeteria staff and receptionists as that “safe person,” Reese said. “Surprisingly enough, a lot of times, it’s those other people that are in the building every day that create that culture of safety,” she said. Youth Advisory Board members are encouraged to listen to their peers and share their perspectives as well,“to bring all youth voices to the table,” Fagerlund said. “We’re pretty clear in that they are representing their peers, so to listen and open their eyes at the culture of their school and their environment a little differently, and to bring that back to us,” Fagerlund said.“And then also just to think wide, as youth. “They’re thinking about their school, their peers, but then also to think about peers in their county, in Northwest Minnesota, and then to think globally too — especially when we talk about justice and ethics and thinking about the plate of life that another student might have that they’re not familiar with, but to put themselves as much as they can into that person’s world, and to think about the services and the world that helps them be healthier.” County Health community wellness team. “Speaking to what’s current and what’s on the minds of the youth, but also providing some leadership development, public speaking, maybe some parliamentary procedures, how to run a meeting, how to mediate and moderate differences amongst them.” The Youth Advisory Board is made up of high school students across Polk County— public health staff aim to engage two to three students per school district to get a more comprehensive youth perspective, according to Reese. Students at public and private high schools, as well as teens at the Red River Valley Juvenile Center in the county, are encouraged to participate. Some members have been nominated by their school counselors or school leadership team, and 10 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
OPENING LINES FEDEX FIRMS OPTIONS ON MORE 777FS AND PUSHES BACK MD-11F RETIREMENT SCHEDULE Source: https://www.flightglobal.com/, David Kamininski-Morrow, First Published 23rd March, 2025 US express freight firm FedEx has exercised options on a further eight Boeing 777 freighters, but pushed the retirement of Boeing MD-11Fs back by four years. The carrier says it expects to receive three of the 777Fs in 2026 with the remaining five to be delivered the following year. FedEx states in a financial filing that it firmed the options in March. “We have several aircraft modernisation programmes under way that are supported by the purchase of [777Fs] and [767-300Fs],” it says. “These aircraft are significantly more fuel-efficient per unit than the aircraft types previously utilised, and these expenditures are necessary to achieve significant long-term operating savings and to 11 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
FedEx still has 37 MD-11Fs in its fleet, which also includes 57 777Fs, 143 767Fs, 92 757s and 65 Airbus A300-600s.dvert At the end of February the carrier had commitments for another nine 767Fs. FedEx’s fleet modernisation also includes firming options on 10 more ATR 72-600 freighters, which are set for delivery over 2027-29. replace older aircraft.” FedEx says it only has “limited” room to delay the investment in additional aircraft without modifying purchase agreements, which would result in “significant” costs. The company also discloses that it has extended the retirement schedule for its entire MD-11F fleet, pushing it back from 2028 to the end of 2032. 12 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
REAL ID DEADLINE APPROACHING; CHARTER OPERATORS SHOULD UPDATE POLICIES, PROCEDURES AND TRAINING OPENING LINES Source: https://nbaa.org/ News Editor, First Published March 18th, 2025 Beginning May 7, 2025, adult travelers using commercial air transportation within the United States, including Part 135 charter, will be required to carry identification compliant with the Real ID Act. This requirement includes passengers of all commercial flights subject to Transportation Security Administration (TSA) security programs, including the Twelve Five Standard Security Program. While a Real IA-compliant driver’s license or stateissued identification card is the primary document to meet Real ID Act requirements, the following forms of identification also are acceptable: • U.S. passport or a passport card • DHS trusted traveler cards (such as Global Entry, NEXUS, SENTRI, and FAST) • U.S. military ID (active duty, retiree and reserve) • Permanent resident card or other official U.S. government-issued IDs • Foreign government-issued passport (if applicable) • Border crossing card, for certain travelers from neighboring countries • Federally recognized tribal-issued photo ID • HSPD-12 PIV card (Personal Identity Verification) “The enforcement of Real ID requirements for 13 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
will inform member companies immediately. In the meantime, commercial operators, including Part 135 charter operators, should update their policies and training programs so individuals responsible for verifying ID prior to boarding know how to identify a Real ID-compliant document,” Everington added. Minors are not required to present identification. Also, Real ID-compliant identification is not required for private flights conducted under Part 91. domestic air travel within the United States has been delayed several times,” said Laura Everington, NBAA director of international operations and regulations.“As of the latest update, the Department of Homeland Security (DHS) set the enforcement date for May 7. On that date, travelers will need a Real ID-compliant driver’s license, state-issued ID or an alternative form of acceptable identification, such as a passport to board domestic commercial flights and access certain federal facilities.” The Real ID compliance date was originally set for 2008 but has been postponed multiple times. “We are not aware of any additional delays at this time, but if new guidance is provided by DHS, we 14 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
OPENING LINES WORKING TO ALLEVIATE ALASKA’S AVGAS ANXIETY Source: https://nbaa.org/ News Editor, First Published March 17th, 2025 As part of its goal to achieve net-zero carbon emissions by 2050, the aviation industry is working to find and implement a replacement for 100 lowlead fuel.The uncertainty of what that final solution will look like is causing apprehension among Alaska’s business aircraft operators. At the recent 2025 Alaska Air Carriers Association Convention, the two sessions that received the most attention – at least from piston-engine aircraft operators – were the EAGLE (Eliminate Aviation Gasoline Lead Emissions) presentation and the Alaska Unleaded Avgas Transition Forum. Unlike most of the U.S., where freight carriers primarily operate turbine-powered aircraft, the need to operate from many of Alaska’s shorter, unimproved runways requires the use of a variety of pistonengine aircraft, ranging from small Piper Super Cubs to large cargo DC-3s and -6s. “Alaska is totally unique in business aviation due to its strong dependence on piston-engine aircraft,” explained Phil Derner, NBAA director, Western region. “A significant majority of the rural villages don’t have any access by road, so everything they need for daily life must be delivered by ‘air mail.’ Any disruption would have catastrophic effects.” “Alaskan aircraft operators view the EAGLE initiative as a proactive, problem-solving effort aimed at finding a safe, reliable, and cost-effective replacement for 100 low-lead before it becomes unavailable,” said Will Day, executive director of the Alaska Air Carriers Association. “Without a dependable source of avgas, many Alaskans would lose their only access to numerous critical services, including medical care, groceries, and mail.” While many wish the solution to be a drop-in 100LL replacement, it’s not that simple. With the wide array of engine types in use throughout Alaska, operators are worried that whatever the final replacement fuel is, it won’t be immediately approved for all these engine types. This is a common concern for operators of legacy aircraft. It is possible that these engines will not achieve optimal performance on a new fuel or may require expensive modifications to achieve the required performance and reliability requirements. “To provide an alternative in Alaska, the candidate fuel must be thoroughly tested and approved to meet safety standards,” Day said.“Alaska is unique in its infrastructure. In many remote locations, aviation fuel is often stored for up to a year in temperatures 15 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
they are certain it is safe, stable and affordable. “An unproven transition could lead to safety risks, increased costs, and operational disruptions, affecting essential services in Alaska,” he said. Derner added that while many questions remain, meetings like this are critical to keeping NBAA members and all operators informed about the evolving situation. “These sessions offered us a great opportunity to personally engage with our Alaskan friends and partners to show them what EAGLE is working on,” he said. “And to assure them of our dedication to finding a safe and accessible solution that will satisfy all of Alaska’s unique needs.” ranging from minus 50 to above 100 degrees. It must be very stable. “Because much of the fuel reserves have to be barged or flow into the villages, the statewide fuel infrastructure cannot support multiple Avgas types,” he added.“And that will make it impractical to offer 100 low-lead alongside an unleaded alternative. It would just be too difficult and expensive.” Both Derner and Day stressed that one of the strongest messages shared during the event was that whatever the final alternative fuel is, it will only be selected after passing a battery of safety and performance tests. Day emphasized that regardless of the final fuel selection,Alaskan operators will only utilize it when 16 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATION OF FLORIDA COMMUNITY DEVELOPERS ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE CALIFORNIA COMMUNITY ECONOMIC DEVELOPMENT ASSOCIATION ONLINE ARTICLE MIAMI BEACH, FL BUSINESS MEETS PARADISE INDIANA DESTINATION DEVELOPMENT CORPORATION TRANSFORMING PERCEPTIONS AND BOOSTING TOURISM DEKALB COUNTY, IN AN IMPRESSIVE PRIVATE INVESTMENT BOOM COCHRANE, ON A SMALL TOWN WITH BIG AMBITIONS MINISTER VIC FEDELI - MINISTER OF ECONOMIC DEVELOPMENT AN INTRODUCTION:THE HON. VICTOR FEDELI MICHIGAN ECONOMIC DEVELOPMENT CORPORATION FOREWORD AMHERST, NS CONNECTOR OF THE MARITIMES ARMSTRONG COUNTY, PA A RISING STAR IN WESTERN PENNSYLVANIA OKEECHOBEE, FL FOUR SQUARE MILES OF OPPORTUNITY DANIA BEACH, FL FROM COASTLINE TO SKYLINE DACULA, GA A DYNAMIC CITY ON THE VERGE OF TRANSFORMATION 17 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
NEW HAVEN, IN CHARMING AND ON THE RIGHT PATH WISCASSET, ME LINCOLN COUNTY’S PRETTY TOWN OF PROGRESS WILSON, TN PREPARING A PATHWAY TO PROSPERITY SPRINGFIELD, MN KEEPING HALLMARK CHARM WHILE DRIVING GROWTH DECATUR COUNTY, IN AN AMBITIOUS VIEW AHEAD WITH A HOMEGROWN FLARE UNION GAP, WA WHERE HERITAGE MEETS PROGRESS EAGLE POINT, OR WHERE SMALL-TOWN CHARM MEETS BIG OPPORTUNITY FORT ERIE, ON PERFECTLY SITUATED AND LOOKING AHEAD LAWTON FORT SILL, OK A CITY OF PROGRESS AND PROSPERITY GREEN BAY, WI SMALL CITY, BIG LEAGUE VISION JAY COUNTY, IN A THRIVING HUB OF INDUSTRY, INFRASTRUCTURE, AND INNOVATION HORNELL, NY FORGING A BRIGHT FUTURE THROUGH GROWTH AND INNOVATION 18 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
AN INTRODUCTION: THE HON. VICTOR FEDELI MINISTER VIC FEDELI - MINISTER OF ECONO The Honourable Victor Fedeli is a lifelong entrepreneur, serving the Ford government as Minister of Economic Development, Job Creation and Trade. His business experience led his firm Fedeli Corporation to be ranked in the Top 50 Best Places to Work in Canada in 1989. In 2011, he was elected and is now serving his fourth term as the Member of Provincial Parliament for Nipissing. GROWING ONTARIO’S ECONOMY At the heart of Ontario’s economic strategy lies a commitment to creating a thriving business environment that encourages businesses to invest, expand, and create good-paying jobs. When we came to office in 2018, we knew the high cost of doing business was one of the primary barriers for companies looking to locate in the province. 19 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
I OMIC DEVELOPMENT 20 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
We took immediate action to lower the cost of doing business in Ontario, by cutting over 500 pieces of red tape, lowering taxes, and reducing the unnecessary regulatory burden that was stifling business growth and investment. Through the tax actions our government has taken, the annual cost of doing business in Ontario has been reduced by $8 billion. This has allowed for businesses to invest, expand, and create over 850,000 good-paying jobs for communities across the province. In Ontario’s auto sector, we landed over $45 billion in new investments over the last four years, positioning the province to be a global leader in electric vehicle production for decades to come. Our life sciences sector is growing rapidly, with over $5 billion in new investments from global biomanufacturers and health sciences companies. Invest Ontario, our provincial investment attraction agency, has been crucial in helping to land important, job-creating investments. Whether it’s advanced manufacturing, cutting-edge technology, or transformative life science discoveries, Invest Ontario connects global businesses to Ontario’s diverse and dynamic economy. In just a short time, Invest Ontario has helped secure more than $4 billion in investments, creating over 4,000 jobs across the province. These strategic investments are driving economic growth and ensuring that Ontario remains globally competitive. DELIVERING RESULTS: SUCCESS STORIES IN ONTARIO’S AUTOMOTIVE AND LIFE SCIENCES SECTORS Since we took office, we have seen significant growth in Ontario’s automotive and life sciences sectors, key drivers of economic growth in our province. In 2019, global automakers planned to spend $300 billion globally to ramp up the production of electric vehicles, but not a single dollar was planned for Canada. 21 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 MINISTER VIC FEDELI - MINISTER OF ECONOMIC DEVELOPMENT
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At that time, the jobs of the 100,000 men and women who worked in the auto sector were at risk. Our government was not going to simply watch as our auto manufacturing sector, an industry that Ontario had an historic competitive advantage, was eliminated as global automakers shifted to electric vehicle production. We worked to land $45 billion in transformative auto and electric vehicle investments in just the last four years. That is more than any U.S. state has landed in that same period. In April, we welcomed Honda’s $15 billion investment to build an end-to-end electric vehicle supply chain in Ontario, the largest automotive investment in the province’s history. As part of this investment, Honda will establish four new manufacturing plants in Ontario, including a new stand-alone battery manufacturing plant in Alliston, which will create over 1,000 good-paying direct jobs. Through two joint venture partnerships, Honda will also build a separator plant with Japan’s Asahi Kasei in Port Colborne, and a cathode active material and precursor processing plant with Korea’s POSCO.These investments will create thousands of additional direct and indirect jobs across Ontario. In Windsor, Stellantis and LG Energy Solution invested $5 billion to build an electric vehicle battery manufacturing plant, creating 2,500 goodpaying local jobs for the region. In October 2024, the plant began module production, a pivotal landmark for their operations, with full production expected to be underway by late 2025. In St. Thomas, Volkswagen is investing $7 billion to build their first overseas electric vehicle battery plant, which will create 3,000 good-paying direct jobs, and up to 30,000 indirect jobs across the supply chain. Through these strategic investments, tens of thousands of good-paying jobs are being created across the province. Ontario’s success is not limited to auto manufacturing. Since 2018, Ontario has attracted $5 billion in life sciences investments that have helped to create over 5,000 good-paying jobs. That includes companies like Sanofi, who opened their $800 million Toronto vaccine manufacturing facility in May. The 200,000 square foot state-ofthe-art facility will employ 200 people and produce life-saving vaccines for domestic and global markets. OmniaBio, a leading biotechnology company, built a $580 million cell and gene therapy manufacturing facility in Hamilton, which led to the creation of 250 new jobs. The facility will help advance innovative medicine with the potential to cure many forms of cancer, cardiovascular disease, Parkinson’s disease and diabetes. AstraZeneca,one of the world’s largest pharmaceutical companies, invested $500 million to advance their research on cures for cancer and rare diseases in Mississauga. Their investment created 500 new, scientific and research jobs. 23 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 MINISTER VIC FEDELI - MINISTER OF ECONOMIC DEVELOPMENT
These are just some of the many life sciences companies who have chosen Ontario to expand their operations in. Our government has set an ambitious target of growing employment in the life sciences sector to 85,000 by 2030, up from 72,000. To achieve this target, we released Ontario’s Life Sciences Strategy, Taking Life Sciences to the Next Level, the first strategy in over a decade. We recently announced Phase 2, an all-of-government approach that will position Ontario to be a leading life sciences hub for decades to come. Ontario’s automotive and life sciences sectors are just some of the sectors that have seen rapid growth since we came to office. Our government remains laser-focused on ensuring the conditions are there for companies to invest, expand, and create jobs in every sector and every region of our economy. LOOKING FORWARD Today, there are 850,000 more men and women working than before. Investments from domestic and global companies are flowing into our province at unprecedented levels. Businesses and investors look to Ontario as a beacon of hope. They know our province has everything they need to be successful and that is why we are seeing so many companies choosing Ontario as the destination to grow their operations. While our economy has made significant progress since 2018, there is more work to be done. We are going to continue to ensure the conditions are there for businesses to succeed and create more good-paying jobs for local communities across the province. Our message to companies from across the world has been clear: Ontario is open for business and there is no better place to invest and expand. 24 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
FOREW MICHIGAN ECONOMIC DEVELOPMENT CORP BUSINESS VIEW MAGAZINE RESPONSES By Quentin L. Messer What are the economic challenges that the state has faced over the past few years? Michigan has faced its share of economic challenges in recent years, but we’ve met them head-on with grit, determination and strategic investments. Like the rest of the nation, we navigated the impacts of the COVID-19 pandemic, which claimed countless lives, disrupted supply chains, strained small businesses and reshaped workforce dynamics. We’ve also tackled the ongoing transition from the internal combustion engine to other propulsion systems in the automotive sector in the last decade, ensuring that our manufacturers—large and small—are equipped to compete amid the shifting mobility landscape. Globally, inflationary pressures and economic uncertainty presented hurdles, but through bipartisan collaboration, targeted economic 25 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
WORD PORATION development initiatives and historic investments in our communities, we’ve positioned Michigan for long-term success. The MEDC will continue to execute our ‘Make It in Michigan’ economic development strategy focusing on People, Places, and Projects to ensure that we are well-positioned to navigate potential challenges as they may arise. We’ve addressed workforce shortages, expanded talent pipelines and ensured that every Michigander has greater access to good-paying jobs in growing industries like clean energy, semiconductors and advanced manufacturing. According to Climate Power, Michigan is no. 1 in the nation for winning projects funded by the Inflation Reduction Act, wrestling in more than $27.84 billion in new investment and supporting over 26,000 goodpaying jobs. Work remains, but I’m confident that Michigan’s best days are ahead as we build an economy that works for everyone. 26 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
What are some examples of innovation and/or pivots that the MEDC and/or Michigan businesses adopted to get past said challenges? Michigan’s economic resilience is built on our ability to innovate, adapt and compete. At the MEDC, we’ve worked alongside businesses to embrace new technologies and invest in our future.A prime example is the Michigan Auto Supplier Transition Program that helps small and mid-sized manufacturers pivot to electrification and clean energy, ensuring they remain competitive in the rapidly evolving mobility sector. This Auto Supplier Transition Program builds upon work that the MEDC has undertaken to assist manufacturers, especially small and medium sized ones, take advantage of the opportunities afforded by Industry 4.0 and continuing productivity gains. As part of the State’s overall clean energy goals and priorities, Michigan’s Governor Gretchen Whitmer announced the MI Healthy Climate Plan in 2020, which lays out a pathway for Michigan to reach 100% carbon neutrality by 2050 to avert the worst impacts of the climate crisis, create good-paying jobs, and build a healthier and more prosperous, equitable, and sustainable Michigan. Working with public and private stakeholders, including Michigan’s two major energy providers, Consumer’s Energy and DTE Energy, we are collectively and aggressively working toward a clean green future. In addition, Governor Whitmer has reinforced a commitment to clean energy investments within the state’s budget, including for the re-opening of the Palisades nuclear powerplant.This effort would save 600 good-paying, high-skill jobs, continue delivering clean power to approximately 800,000 homes, and support an economic engine in Southwest Michigan. This is yet another way that Michigan is leading by example for the rest of the nation, as Palisades remains on track to becoming the first successfully restarted nuclear power plant in American history. In doing so, we are showing the world that Michigan will be an epicenter of clean energy production and will do what it takes to save jobs, protect local communities, and deliver reliable power to homes and small businesses. We’ve also doubled down on talent development through MEDC’s Talent Action Team, which works together with the state’s educational institutions and regional, dedicated workforce development boards to deliver the talent solutions required by businesses to succeed. Working in conjunction with our talent attraction and retention efforts, we are focusing on our Make It in Michigan strategy that is based on the belief that everyone should have the opportunity to succeed right here in our state. Our statewide placemaking efforts invest in projects that make our communities more inclusive and prosperous while adding affordable housing options in communities across Michigan. Additionally, over the past two years,Team Michigan added senior executives to spearhead creating innovative policy and programming for the state, namely, the nation’s first Chief Growth Officer, Hilary Doe, who led the Growing Michigan Together Council focused on devising strategies for growing the state’s population; and the state’s first Chief Innovation Ecosystem Officer, Ben Marchionna, who is charged with growing Michigan’s growing 27 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 FOREWORD (MICHIGAN ECONOMIC DEVELOPMENT CORPORATION)
jobs. Fortescue is revitalizing Detroit’s historic Piquette plant to establish its first U.S.Advanced Manufacturing Center to become the producer of greener manufacturing practices and clean energy growth. • EcoG (EV/Mobility) – $14.4 million in private investment creating 45 new jobs. EcoG is establishing a U.S. headquarters in Detroit’s Corktown neighborhood to expand its EV fastcharging capabilities and continue to position Michigan not just as a leader in automotive technology – but the equipment that charges it as well. • Corning (Clean Energy) – $90 million in private investment, creating over 1,100 new jobs. Corning is building a new solar component manufacturing facility in Saginaw County, adding jobs in the clean energy sector while filling a critical gap in the United States’ solar supply chain. • Clean Hydrogen Hub – Represents $1 billion in investment by the U.S. Department of Energy and 13,360 jobs. The Clean Hydrogen Hub is an alliance between the Michigan-backed clean hydrogen hub project and the Midwest Alliance for Clean Hydrogen with the goal of growing the Midwest’s regional hydrogen value chain to deliver positive climate and community impact. • Peterson Farms (Agribusiness) - Over $30 million of private capital investment to grow their agribusiness operations on the West Coast of Michigan. • New Vision Lansing (Placemaking) - Community revitalization project investing over $315 million in the heart of the state’s capital, Lansing, MI. What are some key investments and developments happening in the state and what does this mean for the local economy? Our ongoing investments and developments are evidence that Team Michigan’s bipartisan “Make It In Michigan” economic development strategy focuses on attracting and developing people, cultivating and revitalizing places and competing for and winning projects. Executing this strategy will grow Michigan’s prosperity—and population. I’m pleased that we started 2025 with impactful entrepreneur community and venture capital-backed companies. Further, the Chief Innovation Ecosystem Office houses the following initiatives dedicated to developing innovative solutions: • Office of Future Mobility and Electrification • Office of Defense and Aerospace Innovation What are some success stories of Michigan businesses over the past few years? While Michigan continues to be the global epicenter of the mobility sector, Michigan’s diverse economy has always been anchored in Michiganders’ ability to grow things and do hard tech/deep tech well. Michigan’s inventiveness continues to accelerate innovation from semiconductors and batteries, to clean energy, fintech and life sciences, to aerospace, agriculture and defense. Projects showcasing Michigan’s innovation include: • Fortescue (EV/Mobility) – $210 million in private investment creating 560 new clean energy 28 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
housing efforts that will directly help Michiganders by providing the peace of mind that comes with a physical space and community they can call home. Additionally, Michigan has always been at the forefront of advancements in mobility, including driving innovation in autonomous drone technology. Leveraging that leadership, Michigan has launched the Uncrewed Triple Challenge, a state-sponsored competition tasking entrants with using unmanned, autonomous drones to seamlessly transport a package across Michigan — traversing water, air and land. Companies across the nation, including many in Michigan, are working on the next generation of drones for a wide variety of defense, civilian, and commercial uses. These drones deliver medicine to isolated communities, support military personnel on the front lines, and transport critical manufacturing components to cut down on production delays. With the Uncrewed Triple Challenge, Michigan is making its mark in this sector, which will help drive investment and job growth and continue our leadership in all things mobility. How important is industry diversification AND what are some new industries that are growing in/coming to the state? While Michigan has long had a diverse economy, continuous industry diversification is critical to Michigan’s long-term economic success. By expanding beyond our traditional strengths in agribusiness, automotive manufacturing and other advanced manufacturing sectors, we are building a more resilient, future-ready economy that creates employment and entrepreneurial opportunities. Michigan is seeing tremendous growth in industries like semiconductors, electric vehicle battery manufacturing, life sciences and clean energy technology. We are also emerging as a leader in industries like defense and aerospace, which are bringing good-paying jobs to Michigan and strengthening our position as a hub for innovation and investment. Through strategic initiatives and partnerships, we’re ensuring that businesses of all sizes—especially small and mid-sized companies— can thrive in this evolving economic landscape. What makes Michigan unique from a growth and development perspective? Michigan stands out as a national leader in growth and development because of our unmatched combination of innovation, talent and strategic investments. We have a rich deep tech/hard tech legacy that has seen Michigan evolve into a hub for advanced manufacturing industries like mobility, clean energy, semiconductors and life sciences. With our competitive business climate, worldclass universities and commitment to workforce development, we’re ensuring businesses, entrepreneurs and researchers have the resources they need to succeed. We’re leveraging historic federal and state investments to create good-paying jobs, strengthen local communities and build a more sustainable, resilient economy. Home to the Great Lakes, Michigan offers residents and visitors alike the ideal four-season destination to live, work and play. With low costs of living, and excellent quality of life, both talent and employers see Michigan as a top state for business and leisure. Selected 29 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 FOREWORD (MICHIGAN ECONOMIC DEVELOPMENT CORPORATION)
stats presenting the Michigan Advantage that sets Michigan apart: Location: • Proximity to 20 percent of the world’s freshwater • Home to the Ambassador Bridge, North America’s most active trade corridor Industry: • Over 95% of the Top 100 automotive suppliers have a presence in Michigan • Home to the second most diverse agricultural sector, Michigan serves as a base for addressing global food security • The birthplace of life-changing technology, from the invention of the automobile to the home of the Arsenal of Democracy, to the development of the three vaccines which allowed us to emerge from the COVID-19 pandemic. Place: • 10% lower than the average cost of living in the U.S. People: • Top 10 state for America’s Best Employers for New Grads • Top 10 state for total STEM degree completions in the nation What does the economic future look like for Michigan? The economic future of Michigan is bright, and it’s being built on the foundation of our state’s legendary innovation, world-class workforce and bold bipartisan leadership. We are doubling down on the industries that made us great—automotive, agribusiness and advanced manufacturing—while securing Michigan’s place as a national leader in clean energy, advanced mobility and high-tech job creation in newer sectors like financial and insurance tech. Our work always remains; however, by leveraging marketing and perception management opportunities like our ‘You Can In Michigan’ talent attraction campaign, and our successful Pure Opportunity business attraction campaign, we are changing the narrative about Michigan, and as a result driving job and entrepreneurial growth. As Team Michigan executes the ‘Make It In Michigan’ economic development strategy focused on People, Places and Projects, we will build more vibrant communities and attract, retain and develop one of the most diverse and qualified workforces in North America. Through strategic investments, business-friendly policies and strong partnerships across public and private sectors, we are making Michigan the best place to start, grow and invest. Thanks to the leadership of Governor Whitmer and bipartisan legislative collaboration and ethos of teamwork across all levels of government and economic development, Team Michigan is competing—and winning—major projects that bring high-paying jobs and transformational opportunities to communities across all 83 counties while revitalizing communities that are more and more appealing to long-term residents and new Michiganders. 30 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
AMHERST, NS CONNECTOR OF T AT A GLANCE AMHERST, NOVA SCOTIA WHAT: A historic town celebrated for its vibrant community, heritage architecture, and proximity to stunning natural landscapes. WHERE: Northern Nova Scotia, near the border with New Brunswick, serves as a key gateway between the two provinces. WEBSITE: www.amherst.ca A REGIONAL HUB THAT IS BLESSED WITH NATURAL BEAUTY AND FIRMLY LOOKING FORWARD 31 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
THE MARITIMES Amherst, a town that serves as a vital connector in the Maritime provinces of Canada, is a hub for regional collaboration, deeply rooted in history and natural beauty. Known for its charming downtown, vibrant arts scene, and proximity to the breathtaking Bay of Fundy and Northumberland Strait. Amherst offers both residents and visitors an exceptional quality of life. 32 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
A SAFE AND TIGHT-KNIT COMMUNITY Rob Small, Mayor of Amherst, describes the town as a safe and active community where residents feel a strong sense of belonging. “When you speak to people on the street, they often mention that one of the most important things is feeling safe walking the streets of Amherst and knowing each other,” Mayor Small shares.This sense of security and camaraderie contrasts the hustle and bustle of larger cities, making Amherst an appealing destination for those seeking balance and community connection. Mayor Small emphasizes the town’s appeal to families and individuals looking to escape the fast-paced city lifestyle. “Amherst is a place where families grow together, and generations often stay because of the strong community bonds. It’s about finding peace without giving up a sense of activity and opportunity,” he says. This strong sense of community is evident in the everyday interactions among Amherst’s residents. People greet each other warmly on the streets, participate in local events, and collaborate to make the town welcoming. Whether it’s neighbours sharing stories over coffee or families gathering for local festivals,Amherst thrives on connections that foster a deep sense of pride and belonging. SUPPORTING A HYBRID WORK MODEL Amherst has embraced the rise of hybrid and remote work, adapting to the growing prevalence of flexible job opportunities. “We try to make the balance work, not just in government but also in personal industries within our town,” Mayor Small explains.This adaptability aligns with lifestyle shifts accelerated by the COVID-19 pandemic, enhancing the town’s appeal. Local businesses and government offices recognize the need for flexibility. “Industries here strive to create environments where employees can achieve work-life balance.That’s what people are looking for, and Amherst delivers,” Mayor Small adds. Amherst’s ability to cater to a modern workforce while maintaining its small-town charm positions it as a leader among communities navigating the postpandemic world. By offering reliable infrastructure 33 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03 AMHERST, NS
and a supportive community, the town creates an ideal environment for professionals seeking to combine productivity with a high quality of life. The town’s Community Credit Union Business Innovation Centre offers community working spaces equipped with high-speed internet and shared resources to support remote workers. These spaces offer freelancers, entrepreneurs, and hybrid workers an opportunity to collaborate, network, and grow professionally within the supportive Amherst community. PRESERVING HISTORIC DOWNTOWN Amherst’s historic downtown, known for its heritage buildings, is a foundation of the town’s charm. Mayor Small remarks,“Tourists with cameras in hand often gravitate to our downtown to capture the beauty of these heritage sites.” Churches, the train station and other architectural treasures highlight the town’s rich history. The town’s “Center First” strategy supports this historic area through infrastructure improvements, such as sidewalk and parking upgrades, free Wi-Fi, and community events like Thursday night markets and movies in the park. Jason MacDonald, Chief Administrative Officer (CAO), notes,“These initiatives make the downtown more inviting and economically vibrant.” Leadership also collaborates with developers to balance historic preservation with modern growth. “We ensure downtown remains a hub of activity while honoring our roots,” MacDonald says. This balance is further reinforced by Amherst’s investment in programs that engage the community. Events celebrating the town’s history and culture draw visitors while reinforcing residents’ pride in their heritage. Such efforts ensure that Amherst’s downtown remains vibrant and relevant, appealing to people of all ages. FOSTERING ENTREPRENEURSHIP AND INNOVATION Economic development extends beyond the downtown core. Jeff Bacon, Business Development Officer highlights the success of the Downtown 34 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 03
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