MAY 2025 VOL 06 BUSINESS VIEW CIVIL & MUNICIPAL ALSO IN THIS ISSUE UNALASKA, AK • TAUNTON, MA • RM ST. CLEMENTS, MB ZEPHYRHILLS, FL Southcoast Health The Experts in Heart & Vascular Pg. 209 Gallup-McKinley County Schools Elevating Student Success Pg. 257 A COMMUNITY ON THE RISE IN THE HEART OF PASCO COUNTY, FLORIDA
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 05
EDITOR’S NOTES Dear Readers, If there is one thing that is most associated with May it is a renewal of sorts as we shed winter layers and look forward to the summer months that lie before us. This year may be a little different than years gone by as there are a number of developments taking place around the world that have everyone wondering what next. One thing that we are certain about, however, is that every one of those that we were privileged to profile for our May issue has come out on top in every way. Despite the current challenges we face, these cities, counties, school districts, organizations, and companies are all thriving and dedicated to rolling out new initiatives to help ensure future success. We had the good fortune to bring you success stories and initiatives that have led to a winning second fiscal quarter. All those we interviewed shared their recipe for success, solidifying a solid footing moving forward. It remains an exciting experience to gain a bird’s-eye view of such productive business models. For our May issue, we touched down at Indianapolis Executive Airport and Knox County Regional Airport. We caught up with both Aviation Directors from these dynamic aviation hubs. With a master plan in place, confidently meeting continued aviation growth, and playing a vital economic link to the region, these airports continue to see aviation growth and are part of the overall vision propelling these airports through 2025. We also had the opportunity to cover a diverse group of municipalities for this month’s issue. As our in-depth profiles revealed, dedicated master plans, bold initiatives, and critical infrastructure upgrades top the agenda. Civic and county officials continue to put their residents first. Business View’s pages are filled with fascinating features with city officials from Cabot, Arkansas, Greenville, Texas, Helotes, Texas, Marcy, New York, Mount Olive, New Jersey, Taunton, MA, Tillsonburg, Ontario, Valley Stream, New York, Wappinger, New York, West Springfield, MA, and Zephyrhills, Florida among other fast-growing municipalities. Each municipality we covered in May showed continued growth numbers, residential projects to address the ongoing housing shortage, as well as thought-out master plans addressing everything on their residents’ wish lists. In our May issue, we also covered impressive and evolving companies and organizations including Case Facilities Management, Dekra-Lite Industries, John S. Knight Center, Mr. Softee, Parametrix, and WESTPAK, among others. As May flies by, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and point their economic GPS towards further growth. Our May issue also continues to bring you our popular school district series. We had the opportunity to sit down with school officials from several leading school districts to discuss the pivot to the changing demands of the economy and their innovative approaches to ensure students are college and career-ready while always being put first. We spoke with the Binghamton City School District, Gallup McKinley County Schools, New Albany-Floyd County Consolidate School Corporation, Paradise Valley Unified School District, the New Prairie United School Corporation, and the South Dearborn Community School Corporation. With thriving masterplans, each school division shows strides and is adapting to the challenges ahead. As we continue to bring you sector and industryfocused features, we will keep a keen eye on current economic developments and business readiness to provide the best business view. Karen Surca Editor in Chief 2 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
CITY VIEW 19 CHENANGO COUNTY, NY Looking Forward While Celebrating the Community Spirit 29 MARCY, NY Out in the Middle of Nowhere, Right in the Middle of Everything 39 VALLEY STREAM, NY Building a Sustainable Future at 100 49 WAPPINGER, NY Strong Roots and a Clear Vision VOLUME 06, ISSUE 05 COVER ZEPHYRHILLS, FL 2 EDITOR’S NOTES 7 OPENING LINES 59 FRANKLIN COUNTY, OH Building a Diverse Economy Through Innovation 69 CABOT, AR A City Gearing Up for Generational Growth 79 UNALASKA, AK At The Edge of The Continent 89 GREENVILLE, TX Where Growth Meets Hometown Heart MARCY, NY UNALASKA, AK 29 79 3 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
GO-TO COLLECTION WHEREVER YOU PLAY
VOLUME 06, ISSUE 05 99 HELOTES, TX The Gateway to the Hill Country 109 HALIBURTON, ON Balancing Rural Character with Focusing on Future Development 119 LASALLE, ON A Blend of Heritage, Innovation, and Community Spirit 129 ST. CLAIR TOWNSHIP, ON Thriving on Industry and Innovation 139 TILLSONBURG, ON Highway 3: Ontario’s Expanding Industrial Corridor 149 WEST LINCOLN, ON A Rural Gem Poised for Thoughtful Growth 159 JONES COUNTY, NC A Blend of Rural Charm and Strategic Growth MOUNT OLIVE, NJ ST. CLAIR TOWNSHIP, ON 183 129 173 MEDFORD TOWNSHIP, NJ Historic Heart, Modern Pulse 183 MOUNT OLIVE, NJ A Picturesque Township with a lot Going On 193 RM ST. CLEMENTS, MB A Journey from Rural Roots to Modern Municipality 203 TAUNTON, MA A Big City Vision with Small Town Appeal 217 WEST SPRINGFIELD, MA The Crossroads of New England 231 ZEPHYRHILLS, FL A Community on the Rise in the Heart of Pasco County, Florida 5 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
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 243 BINGHAMTON CITY SCHOOL DISTRICT Believing in Educational Excellence 253 GALLUP-MCKINLEY COUNTY SCHOOLS Reimagining Rural Education 267 NEW ALBANY-FLOYD COUNTY SCHOOLS (NAFCS) Innovation in Education 281 NEW PRAIRIE UNITED SCHOOL CORPORATION Learning Without Limits 291 SOUTH DEARBORN COMMUNITY SCHOOL CORPORATION Driven to Succeed 301 PARADISE VALLEY UNIFIED SCHOOL DISTRICT Excellence in Learning BINGHAMTON CITY SCHOOL DISTRICT NEW ALBANY-FLOYD COUNTY SCHOOLS (NAFCS) 243 267 6 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
NBAA LAUDS INCLUSION OF INDUSTRY PRIORITIES IN HOUSE-PASSED BUDGET BILL Source: https://nbaa.org/, Dan Hubbard, First Published May 22, 2025 The National Business Aviation Association (NBAA) today welcomed passage by the U.S. House of Representatives of multiple initiatives supporting the growth, safety and sustainability of the nation’s aviation industry and infrastructure included in a budget reconciliation bill. The bill includes $12.5 billion to fund airport and air traffic control (ATC) projects over the next four years. These include replacement of aging radar systems, control towers and terminal radar approach control facilities, as well as expanded controller recruitment and training. The air traffic funding provision, unveiled by House leaders in April, has the support of NBAA and more than 50 other industry stakeholders, including international aviation associations, trade unions, manufacturers and others united in a newly formed “Modern Skies” coalition launched to support the plan. “We commend the House for recognizing the importance of improving ATC infrastructure and strengthening the controller workforce to enhance Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
“Immediate expensing for purchases of capital equipment, including business aircraft, has been included in bipartisan congressional tax policy for decades, reflecting a longstanding consensus among leading economists that it helps American companies upgrade assets they rely on to be competitive in a global marketplace,” Bolen said. Bolen noted that the policy also fosters job creation in business aviation, an industry that supports 1.3 million high-skill, high-paying manufacturing and service jobs, accounts for $340 billion in economic activity each year and makes a positive contribution to the nation’s balance of trade. The reconciliation bill also includes an extension by four additional years of the Section 45Z Clean Fuel Production Credit incentivizing production of sustainable aviation fuel (SAF) to 2031. This credit is among the initiatives that contributed to the doubling of U.S. SAF production from December 2024 to February 2025. “Clearly, this provision has proven critical to the increased production, availability and use of SAF as part of business aviation’s goal of achieving net-zero carbon emissions by 2050,” Bolen said. “Equally important, the creation of clear incentives for suppliers and producers of SAF will give the U.S. a competitive edge in this promising global sector. “As the House reconciliation bill moves to the Senate for consideration, we look forward to working with lawmakers on both sides of the aisle to advance these forward-looking provisions that bolster an essential industry, support countless workers and promote American competitiveness,” Bolen concluded. safety and efficiency in the National Airspace System,” said NBAA President and CEO Ed Bolen. “Business aviation’s ability to serve citizens, companies and communities is only possible because the U.S. leads the world in aviation. The strategic priorities identified in this provision will be key to preserving our global leadership in the years to come.” The House reconciliation legislation also contains a provision for reinstatement of 100% immediate expensing on purchases of factory-new and preowned aircraft. Part of the Tax Cuts and Jobs Act of 2017, the percentage of claimable depreciation is currently phasing down to zero in 2027. 8 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
OPENING LINES Source: https://nbaa.org/, New Editor, First Published May 20, 2025 With news headlines and industry discussions alike dominated by systems outages across the busiest airspace over the Northeastern U.S., an NBAA News Hour webinar delved into the reasons for – and solutions to – these issues and offered guidance and resources to help operators navigate disruptions. FAA Deputy Chief Operating Officer Frank McIntosh acknowledged recent communications and radar outages have further exacerbated issues following the July 2024 relocation of the N90 air traffic control (ATC) sector overlying multiple New York City-area airports to the Philadelphia terminal radar approach control (TRACON) Area C. “The FAA was able to work with our [telecommunications] vendors to put in the appropriate mitigations to make sure if [outages] were ever to occur, that the redundancies worked like they were supposed to,” he said, adding “the second pathway came on like it was close to and there was no loss of critical services” during a brief data systems outage on May 11. McIntosh emphasized increased staffing is needed, noting “every single [classroom] slot” is filled through summer 2026.“Our pipeline is filled … with experienced CPCs (certified professional controllers) and the intent is to shave the certification time from two and a half years to less than a year and a half,” he said. The return of several controllers currently on leave should offer “some immediate relief” by the middle of June, McIntosh added, with plans in place for more robust telecommunications and data systems longer term. NBAA NEWS HOUR: EXPERT TIPS FOR NAVIGATING NE AIRSPACE DISRUPTIONS 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
“After receiving your clearance and becoming aware of a delay, you can then begin to negotiate – for lack of a better term – [and] communicate that you are fueled to accept an alternate departure gate,” he said. “[That] gives clearance delivery and the air traffic control system additional flexibility that may allow you to minimize your delay.” Panel moderator Heidi Williams, NBAA senior director for air traffic services and infrastructure, noted operators “may experience some short-term pain for the long-term health of the system. “That does not mean safety is compromised,” she emphasized. “Our system is safe; we stand by that wholeheartedly. [And] we recognize that long-term health of the system is what we’re all working toward. I think we can all get there together.” Arrivals to the area should consider alternate airports while also being mindful of possible congestion at these locations. To speed departures, Lakisha Price, vice president, systems operations at the FAA Air Traffic Organization suggested overwater departure routes and initial low-level clearances that “tunnel” departures below busier airspace sectors. “It’s helpful to know what you’re capable of [and] what you’re filed for,” Price added. “Those low-level routes will require you to put on more fuel before we can get you up and out and on your way.” Operators should also regularly review FAA resources including nasstatus.faa.gov and fly.faa.gov for the latest updates. Teterboro Users Group President Dave Belastock also urged operators to be “fueled and flexible” to help minimize delays, and to work with local ATC on mitigations rather than filing alternate flight plans. 10 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
OPENING LINES TECH HUBS: THESE 10 CITIES ARE ‘BEST PREPARED’ FOR A SMART CITY FUTURE Source: www.americancityandcounty.com, Ryan Kushner, First Published May 12, 2025 Atlanta beat out coastal tech havens like San Jose, Calif., and Boston to rank as the top city for a “smart city future” in ProptechOS’s 2025 Smart City Index. The annual ranking is based on metrics related to tech infrastructure and connectivity, sustainability and each city’s tech job market. “Some of the benefits of scoring highly on these metrics for local citizens are that they can enjoy better public services, transport, security, economic opportunities and less air pollution,” according to ProptechOS, a software company based in Stockholm. Atlanta climbed from tenth place in last year’s index, where Seattle took the top spot. In the latest ranking, Atlanta scored 88 out of 100 for tech infrastructure, and scored 82 for its tech job market, with 643 tech jobs advertised per 10,000 people, according to the study. “Atlanta has the fourth-highest internet download and upload speeds of any major U.S. city,” ProptechOS stated. “Relative to its population size, Atlanta also boasts the third-highest number of companies dedicated to the Internet of Things (IoT) and the fifthhighest number of artificial intelligence companies.” Atlanta has long been on a path toward strengthening its smart city status, joining the White House’s Smart Cities Initiative in 2015 and partnering with the Georgia Institute of Technology on smart city initiatives to ease traffic congestion, promote public safety and improve the city’s environmental sustainability.The city’s North Avenue Smart Corridor Project has been internationally recognized as a “living lab for active, multi-modal traffic management through technology deployment and data analytics.” Atlanta also met its Better Buildings Challenge goal two years ahead of schedule, reducing the city’s energy consumption by 20% in 2019 and saving 1.3 billion gallons of water. In May 2024 the city began enhancing the customerfacing digital products, including station screens and the mobile app for its Metropolitan Atlanta Rapid 11 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
highest on the index for its number of tech jobs (98 out of 100), with 889 tech jobs per 10,000 people — enough tech jobs for approximately 10% of the city’s population, according to the study. The index also ranked European smart cities in 2025, awarding Paris top billing, followed by Stockholm; Amsterdam; Munich; and Lisbon, Portugal. Transit Authority (MARTA), a project expected to wrap up this June. While Atlanta dominated overall in the 2025 Smart City Index, San Francisco won out for cities with the best environmental metrics due in part to its number and density of EV charging stations and LEEDcertified green buildings. Oakland, Calif., scored the 12 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
STRATEGIC BUDGETING: WHY IT MATTERS FOR EVERY TAXPAYER OPENING LINES Source: https://www.americancityandcounty.com/, Tom Amburgey, Mark Funkhouser and Nick Mastronardi, First Published May 21st, 2025 State and local budgets are under pressure. Rising costs, aging infrastructure and growing demand for public services have stretched resources thin, making challenges even harder due to the economic fallout from the pandemic. While many governments are seeing their finances stabilize, this doesn’t mean the tough decisions are over. In today’s environment, every dollar must work harder. That’s why communities are shifting away from traditional budgeting models and adopting strategies that connect spending with tangible results. When money is tight, it’s not just about balancing the books. It’s about making meaningful progress on what matters most. Strategic budgeting helps governments do just that. It’s not just a financial framework. It’s a way to link resources to goals, improve transparency and ensure that public funds are used where they will have the most impact. WHAT IS STRATEGIC BUDGETING? How cities and states manage their budgets directly impacts daily life, influencing everything from road conditions and park maintenance to public safety and school funding. Strategic budgeting is a financial planning method that aligns government spending with clear, community-driven goals.Although it may sound technical, strategic budgeting is deeply relevant to taxpayers — it affects the quality of public services and the effectiveness of government responses to community needs. Unlike traditional approaches that rely on static spreadsheets and outdated accounting practices, strategic budgeting connects funding directly to results. This allows cities to adjust their spending in response to changing priorities. When every dollar is tied to a clear goal, it means government services support real needs, projects get completed and transparency makes residents feel their concerns are being heard. It’s a way to ensure that, even in tough economic times, government can still make meaningful progress on the issues that matter most — including public safety, affordable housing and community wellbeing. FROM STAGNATION TO STRATEGY Traditional budgeting methods allocate funds based on historical spending, which can lock governments into outdated priorities. Budget adjustments typically happen only once yearly, limiting the ability to pivot quickly when new needs arise. In contrast, strategic budgeting ties each expenditure to specific, measurable goals, enabling a government to be more responsive and efficient. Consider a city that wants to improve its transportation infrastructure. Under a traditional budgeting system, funds might be allocated based on past spending, with adjustments made infrequently. This can result in continued funding for underperforming programs and limited flexibility for innovation. With strategic budgeting, that same city would set a goal to reduce traffic congestion by, say, 30% over five years. Funds would be allocated to key initiatives, such as expanding public transit, creating bike lanes and implementing smart traffic management systems. Progress would be tracked using metrics like public transit ridership and average travel times. If certain initiatives prove more effective than others, funding can be reallocated to scale successful programs or modify underperforming ones. This adaptive approach allows governments to pivot as needed, ensuring that resources are used efficiently. HOW TECHNOLOGY MAKES A DIFFERENCE Modern technology is a game changer for how cities manage these fiscal challenges.Tools that support artificial 13 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
budget process from a basic financial exercise to a strategic tool for growth. They include: • Engage stakeholders for input: Effective strategic budgeting begins with meaningful community engagement. By involving residents, local businesses and city employees early in the process, governments can ensure the budget reflects real community priorities. Public trust improves when people see their voices matter. Tools such as public hearings, surveys and digital budget simulators help gather feedback, promote transparency and build stronger relationships between city officials and the people they serve. • Define strategic priorities and objectives: Once input is collected, the next step is to set clear strategic priorities aligned with the city’s long-term vision.These priorities should translate into measurable objectives with defined outcomes. Doing so ensures accountability and better tracking of progress. For example, prioritizing public safety might involve increased funding for first responder training. With expert guidance, governments can use advanced tools to design resilient, forwardlooking financial strategies tailored to real community needs. • Link budget line items to strategic priorities: To transform budgeting into a strategic tool, each line item should be tied to a specific goal.This prevents disjointed spending and strengthens alignment between investments and outcomes. Platforms like Euna Budget help governments clearly connect resources with objectives, enabling smarter decisions. Linking funding directly to priorities also creates a structure that supports adaptability— so cities can respond effectively to new developments without losing sight of long-term goals. • Implement continuous review and adjustment: Strategic budgeting doesn’t end with budget approval — it thrives through continuous evaluation. As financial conditions or community needs shift, governments must revisit and adjust their budgets accordingly. This ongoing review process supports agility in responding to economic changes, policy shifts or emerging challenges. A flexible, full-cycle budgeting approach keeps spending sustainable, ensures relevance over time and positions city leaders to make informed, timely decisions that reflect evolving realities. Strategic budgeting might seem like a niche topic, but it touches on the everyday experiences of millions of Americans. As cities navigate rising costs and uncertain revenues, strategic budgeting offers a way forward that puts community needs at the center of the conversation. For state and local governments, it’s about doing more with less. For the rest of us, it’s about seeing our tax dollars used in ways that build a better future for everyone. intelligence (AI), real-time data reporting and compliance are helping city officials work smarter by automating routine and repetitive tasks and providing clearer insights into how resources are used. These technologies don’t just make government operations more efficient; they help taxpayers see where their money is going by building transparency and trust in the process. It’s about showing that every dollar spent is a step toward a better, more sustainable future. Other tools like scenario planning software allow cities to model different financial paths, showing both officials and residents how today’s decisions will shape the future. This transparency helps residents understand trade-offs and builds support for investments that will pay off in the future. With the guidance of skilled consultants or service providers, cities can unlock the full potential of these advanced tools and create fiscal strategies that are both forward-thinking and resilient. SMART BUDGETING IN THE COMMUNITY For state and local governments looking to adopt full-cycle, strategic budgeting, several key steps can help transform the 14 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
OPENING LINES WHY MANY CITY AND COUNTY FLEETS STILL LACK THE TOOLS TO TRULY MANAGE TOTAL COST OF OWNERSHIP Source: https://www.americancityandcounty.com/, Ian Gardner, First Published May 12th, 2025 Across the country, municipal fleet operators are under increasing pressure to do more with less — yet many are still operating without the advanced tools needed to effectively manage total cost of ownership (TCO). Outdated systems, siloed data, budget constraints, unique depreciation and tax considerations and a lack of realtime visibility often force city and county fleet managers into a reactive mode, making it difficult to plan proactively or allocate resources efficiently. Without access to modern platforms that leverage artificial intelligence (AI), predictive analytics and machine learning, municipalities face roadblocks in forecasting maintenance needs, managing vehicle life cycles and optimizing asset usage. This is especially critical as local governments push toward sustainability goals, including greater adoption of electric vehicles (EVs), which bring their own set of sustainability, cost and performance variables. To truly take control of TCO, public sector fleet leaders need smarter, more agile solutions — tools that can provide full visibility into operating costs, reduce unnecessary downtime, and support data-driven budgeting, compliance and procurement strategies. As infrastructure demands grow and accountability increases, embracing nextgeneration fleet management technology is no longer optional — it’s essential. For cities and counties, effective vehicle fleet management isn’t just a logistical concern — it’s a cornerstone of delivering public services. From sanitation and public works to emergency response and transit, local governments depend on reliable vehicles to meet resident needs and maintain daily operations and support a healthy environment. 15 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
to modernize fleet operations, improve transparency, and deliver better outcomes to residents, advanced data decisioning isn’t a luxury — it’s a necessity. TCO VISIBILITY IN MUNICIPAL FLEET EV ADOPTION As municipalities across the U.S. move toward cleaner, more sustainable transportation, EV adoption is gaining traction in city and county fleets. However, while the benefits of EVs—such as reduced fuel and maintenance costs — are well known, many local governments are finding the transition more complex than expected, particularly when it comes to managing the full financial picture. Unlike traditional vehicles, EVs introduce new cost variables that demand real-time visibility and strategic oversight. Without modern tools that incorporate predictive cost modeling, telematics, and infrastructure analytics, municipal fleet managers risk making decisions that hinder rather than help long-term savings and operational performance. Issues like underutilized charging stations, unexpected downtime or inefficient deployment can quickly erode the perceived advantages of EVs. A recent Cox Automotive report points to a sharp increase in EV adoption among fleet operators — but also notes a distinct learning curve for organizations new to electrification. Municipalities that lack in-house EV experience are especially vulnerable to missteps without the support of intelligent, data-driven systems designed to monitor TCO in real time. To meet sustainability mandates and budget constraints, local governments need fleet management solutions purpose-built for the EV era. This includes AI-powered platforms that offer predictive maintenance alerts, optimize vehicle routing based on charging needs, and deliver clear, real-time TCO insights across mixed-fuel fleets. It also means partnering with providers who can help with EV infrastructure planning, charging strategy development and compliance tracking. Proactive fleet management is no longer optional — it’s essential for delivering reliable, uninterrupted municipal services. By embracing AI, advanced analytics and a deeper understanding of EV fleet dynamics, cities and counties can navigate the challenges of electrification while ensuring financial accountability and operational excellence. Yet many municipalities, hampered by resource constraints or technology expertise, are still relying on outdated fleet practices that lack the real-time data and operational intelligence required to stay ahead of costly disruptions. Without live, actionable insights supported by advanced AI and machine learning analysis fleet teams often operate in a reactive mode — responding to breakdowns, unplanned maintenance and route delays after they occur rather than preventing them. This reactive approach leads to increased vehicle downtime, rising operational costs and diminished service delivery. The inability to predict and proactively address issues undermines not only the performance of the fleet itself but also the community-facing services those fleets support. As local governments strive to modernize and stretch limited budgets, smarter, more predictive fleet management systems are essential to achieving greater transparency, efficiency and control over long-term costs. THE NEED FOR GREATER MUNICIPAL FLEET DATA DECISIONING Many municipal fleets are still operating with legacy systems that weren’t built for today’s data-centric environment. As cities and counties face rising pressure to stretch limited budgets and meet higher service expectations, the lack of intelligent, AI-powered tools is holding fleet teams back from making the most informed and cost-effective decisions. Without access to predictive analytics, real-time telematics and machine learning algorithms, local governments are missing out on opportunities to anticipate vehicle maintenance needs, proactively manage fuel and charging strategies, and optimize fleet deployment. The result? Unplanned breakdowns, inefficient resource allocation, unnecessary noise and air pollution and increased strain on public budgets. One of the most pressing challenges is the inability to accurately forecast TCO — a critical metric that goes beyond sticker price to include long-term costs like maintenance, fuel, insurance, depreciation and downtime. Without predictive modeling capabilities, municipal fleet managers are forced to rely on incomplete data or outdated estimates, which can lead to budget overruns and reduced operational efficiency. Smarter, AI-enabled fleet management systems that can ingest data from a wide range of physical and digital systems empower municipalities to identify cost trends, make real-time adjustments and plan strategically for future investments. For city and county leaders looking 16 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATION OF FLORIDA COMMUNITY DEVELOPERS ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE MASSECON ONLINE ARTICLE NEW JERSEY ECONOMIC DEVELOPMENT AUTHORITY (NJEDA) ONLINE ARTICLE TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE TEXAS MUNICIPAL LEAGUE ONLINE ARTICLE UNALASKA, AK AT THE EDGE OF THE CONTINENT FRANKLIN COUNTY, OH BUILDING A DIVERSE ECONOMY THROUGH INNOVATION CHENANGO COUNTY, NY LOOKING FORWARD WHILE CELEBRATING THE COMMUNITY SPIRIT MARCY, NY OUT IN THE MIDDLE OF NOWHERE, RIGHT IN THE MIDDLE OF EVERYTHING VALLEY STREAM, NY BUILDING A SUSTAINABLE FUTURE AT 100 WAPPINGER, NY STRONG ROOTS AND A CLEAR VISION GREENVILLE, TX WHERE GROWTH MEETS HOMETOWN HEART CABOT, AR A CITY GEARING UP FOR GENERATIONAL GROWTH 17 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
HALIBURTON, ON BALANCING RURAL CHARACTER WITH FOCUSING ON FUTURE DEVELOPMENT LASALLE, ON A BLEND OF HERITAGE, INNOVATION, AND COMMUNITY SPIRIT WEST LINCOLN, ON A RURAL GEM POISED FOR THOUGHTFUL GROWTH TAUNTON, MA A BIG CITY VISION WITH SMALL TOWN APPEAL ZEPHYRHILLS, FL A COMMUNITY ON THE RISE IN THE HEART OF PASCO COUNTY, FLORIDA RM ST. CLEMENTS, MB A JOURNEY FROM RURAL ROOTS TO MODERN MUNICIPALITY ST. CLAIR TOWNSHIP, ON THRIVING ON INDUSTRY AND INNOVATION WEST SPRINGFIELD, MA THE CROSSROADS OF NEW ENGLAND HELOTES, TX THE GATEWAY TO THE HILL COUNTRY MEDFORD TOWNSHIP, NJ HISTORIC HEART, MODERN PULSE MOUNT OLIVE, NJ A PICTURESQUE TOWNSHIP WITH A LOT GOING ON TILLSONBURG, ON HIGHWAY 3: ONTARIO’S EXPANDING INDUSTRIAL CORRIDOR JONES COUNTY, NC A BLEND OF RURAL CHARM AND STRATEGIC GROWTH 18 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
LOOKING FORWA WHILE CELEBRA COMMUNITY SP CHENANGO COUNTY, NY AT A GLANCE CHENANGO COUNTY, NY WHAT: A county undergoing growth and revitalization WHERE: Southern Tier of New York State WEBSITE: www.chenangocountyny.gov A DYNAMIC COUNTY ENJOYING A RENAISSANCE 19 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
ARD ATING THE PIRIT Nestled in the Southern Tier of New York State, Chenango County brings together strong community ties, scenic landscapes, and forwardthinking planning, to create an ideal place for residents and businesses to call home. With a population of close to 47,000 and a strong industry presence, this dynamic county is 20 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
positioning itself for a future that balances growth with quality of life. “We are an aging population that’s looking to make a comeback with our vast amount of manufacturing companies and rural resources,” describes Shane Butler, Director of Planning and Airport Administrator for the county. “We want to become a vibrant place to live, work and play.” A PLAN FOR THE FUTURE The Chenango County 2050 Vision Plan is a longrange strategy that updates the county’s earlier 2020 blueprint. One exciting project is a $10 million Downtown Revitalization Initiative grant awarded to the city of Norwich. “Realistically, we’re trying to revitalize the entire county,” explains Butler. “Other areas and villages have also applied but have so far been unsuccessful. That isn’t going to stop us from really trying to keep pushing forward and revitalizing those areas as well.” As the official tourism promotional agency for the county, Commerce Chenango plays a central role in driving the visitor economy, an area that has seen impressive momentum in recent years. “Right now, that’s probably the biggest line item in our budget, and I’m proud to say that the biggest source of our funding from the county comes from people who visit, and the local bed tax,” says Sal Testani, President and CEO of Commerce Chenango. With support from both county and state resources, the organization promotes Chenango County as a destination for travelers across New York and beyond. He reports that visitor numbers are up 23% over the past two years, fueled by the county’s natural and cultural offerings, from 70,000 acres of state land, scenic gravel biking roads, and snowmobile trails, to a packed calendar of popular events like the Chenango Blues Festival, Unadilla Motocross, Colorscape Chenango Arts Festival, Greene Apple Fest, and Golden Artists Colors Art Retreat. “We have some amazing things here that are part of the fabric of our community, and we need to do an even better job of marketing those to not only the people that are visiting here, but people that want to live here,” Testani emphasizes. “Why would 21 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 CHENANGO COUNTY, NY
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you ever want to live anywhere else when you can have access to the number of things we have here and still have one of the lowest costs of living in the United States.” To support this, the county has hired a consultant team to assess existing attractions and identify gaps, helping shape a more strategic approach to growing the visitor economy.“The vision (plan) is a wonderful thing, and it’s great because it takes an assessment of where we are, and it talks about where we want to be, but we really need a plan of action to get there, and the visitor economy will be one element of that,” says Testani. MEETING HOUSING CHALLENGES On the housing front, Chenango County is in a similar situation to many rural regions, with plenty of housing stock, but much of it currently uninhabitable. “We have thousands of empty dwellings in Chenango County,”Testani details.“Part of the challenge is that many of those have fallen into disrepair and need 23 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 CHENANGO COUNTY, NY
to be worked on and rehabilitated, but they would cost far more than the value of the property to be able to do that.” In order to meet the demand, Chenango County will need to introduce diverse options, from low income and senior housing to workforce and executive level homes. “There’s an extreme shortage of housing throughout the county,” he admits. “Pursuing those strategies is complicated, and there’s not one formula that helps you address all of those.” Efforts are underway to tackle the issue through public-private partnerships, land banks, and the involvement of agencies like Greater Opportunities for Broome and Chenango, which is investing millions in affordable housing projects throughout the region. “It’s going to take a lot of effort by a multifaceted team: the county, the Chenango County IDA, the Development Chenango Corporation, and our alvogen.com 607.335.3000 6826 State Highway 12, Norwich, New York 13815 Setting a new standard for the future of pharma Alvogen has an innate passion for performance and growth and has become a major player driving change in this ever-changing industry. Our passionate team is committed to continue growing our business and build a leading generic pharmaceuticals player. A unique portfolio of high-quality and difficult-to-make pharmaceutical products fuels our targeted growth strategy. 24 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
municipalities. We’re going to have to work together to try to solve it,”Testani stresses.“It’s a challenge that we’re going to need to address if we want to meet the needs of our community, which is to try to get people to live here. The key to economic revitalization is to have people living in your downtowns and living in your communities.” INFRASTRUCTURE INVESTMENT While water and sewer utilities continue to meet existing needs, Chenango County is proactively planning for future expansion and sustainability. “We are adjusting our permits in the municipality levels to service our flow requirements, but there are no major expansions to service new areas. We are studying the ability to do that and how we might service new geography in adjacent areas to our city and town centers,” depicts Mike Flanagan, Chairman of the Development Chenango Corporation. He says the focus, for now, is on upgrading and reinvesting in existing infrastructure, including wastewater and water treatment projects, lead pipe replacement, and distribution system improvements. Roads are also a focus, and municipalities are working to secure state CHIPS funding and other sources for resurfacing and repair work. Butler highlights a new initiative supported by a grant from the New York State Department of Homeland Security and Emergency Services to update the Chenango County All-Hazard Multi-Jurisdictional Mitigation Plan. “That (plan) brings together all 30 municipalities UN I SONINDUSTRIES . COM A leading provider of aerospace electrical & mechanical systems, serving OEM and aftermarket customers worldwide with technology that performs in the harshest environments. SOLUTIONS TO IGNITE A NEW ERA IN AEROSPACE 25 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 CHENANGO COUNTY, NY
with local employers. The center will offer nondegree, skill-focused training tailored to immediate workforce needs. “We piloted a program here,” elaborates Testani. “It was a six-week cohort centered around manufacturing, the introduction to manufacturing basics. It included things like OSHA certification, CAD drawing awareness, business tool measurements. It was developed with the help of Unison, a GE Aerospace Company, their trainers taught the class. We had 20 kids who took it from BOCES, and I’ve in Chenango County to really look at what hazards we have in play, whether it’s severe winter storms, summer storms, tornadic activity, the effects of hurricanes, whatever it may be, to see what we as municipalities can do to make ourselves more resilient,” he conveys. WORKFORCE DEVELOPMENT FOR A STRONG CHENANGO Chenango County is working to establish a Workforce Development Center at the SUNY Morrisville campus in Norwich, a project designed in collaboration 26 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
been told that three of them are going to be offered jobs coming out of that class.” Building on that success, the goal is to launch two ongoing cohorts, one focused on manufacturing, and another centered around essential employment skills, covering topics like professional communication, resume writing, punctuality, and business etiquette. Local employers such as Preferred Mutual Insurance Company, NBT Bank, and Rentals To Go have already expressed strong interest in hiring from this talent pipeline. “Ultimately if we can retain our current employers by providing them with a skilled workforce, it would give us an opportunity to attract new employers, because we’d have that same capability to train their potential employees as well,”Testani suggests. “We’ve met with a cross-functional group of almost every business segment that we have here, with representatives from small businesses to large businesses, healthcare, the school districts, nonprofits, and large major employers, Chobani, Unison, a GE Aerospace Company, and Raymond Corporation.” These conversations identified the need for “operators” in entry-level roles across industries and underscored the value of being able to deliver flexible, responsive training programs to meet evolving needs. PRIORITIES WITH PURPOSE As Chenango County looks to the future, the focus is on revitalizing what exists, building what’s needed, 27 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 CHENANGO COUNTY, NY
and fostering a sense of shared responsibility for the region’s success. For Flanagan, housing revitalization stands out as a critical short-term goal. “The housing is there,” he relays. “We need a system in place to rehabilitate it, get it back up to market condition, and get people living in those vacant houses, mostly in our downtowns, because that’s a key part to revitalization and the economy.” Testani echoes the sentiment, expanding, “If you really wanted to boil it down, retaining our existing business is the most important priority we have.And if we can do the things to retain them, then we can attract new ones.” He points out the interconnected nature of infrastructure, housing, and digital connectivity, and the importance of attracting more childcare options to the county, encouraging more young families to relocate. Behind all the strategic planning, there’s also a belief in community and in making a difference. “Realistically, any project that we work on that hits the most members of our community, that’s a big thing,” remarks Butler. He continued, “Anytime you can really change your community for the better, that’s rewarding.” With a clear plan, and enthusiastic leadership, Chenango County is positioning itself as an ideal place to visit, work, and call home. PREFERRED VENDOR/PARTNER n Amazon Hub Delivery www.amazon.com/hubdelivery Amazon Hub Delivery partners with local businesses to assist with package delivery. When you join, you’ll get paid for every package you deliver and create another stream of income. It’s easy to get started with no upfront cost and no long-term contracts required. n Norwich Pharmaceuticals – An Alvogen Company www.alvogen.com Alvogen is headquartered in Morristown, New Jersey with significant inhouse manufacturing capacity in Norwich, NY. Alvogen is built on the strong foundation of Norwich Pharmaceutical Services, an U.S. company with a 130-year history and an unsurpassed regulatory track record. n Unison, a GE Aerospace Company www.unisonindustries.com Unison, a GE Aerospace company, supplies advanced gas turbine engine components and systems for aviation, space, and defense markets. With over 2,000 employees across nine major locations, Unison supports nearly every engine and airframe program globally. Discover more and explore career opportunities at unisonindustries.com. 28 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
MARCY, NY OUT IN THE MIDDLE RIGHT IN THE MIDDL AT A GLANCE MARCY, NY WHAT: A progressive small town with much to offer WHERE: Oneida County, NY WEBSITE: www.townofmarcy.org WITH INFRASTRUCTURE IN PLACE AND A VISION OF THE FUTURE, GOOD THINGS ARE IN STORE FOR THIS LIVELY TOWN 29 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
E OF NOWHERE, LE OF EVERYTHING The town of Marcy, located in Oneida County, New York, might be a quiet municipality with a population just under 9,000, but it is also a community rich with infrastructure and vision. With roots going back to the 19th century and a location shaped historically by the Erie Canal and agricultural development, the Marcy of today is looking towards growth and future possibilities. 30 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05
“One thing Marcy has over any other town in our area is our infrastructure. We pretty much have every amenity that a city would have,” says Town Supervisor Brian Scala. Notably the town has achieved an extraordinary 33 tax decreases in 34 years. Economic Development Coordinator, Zoning Board Chairman and Deputy Supervisor Carl Annese shares, “The state holds 72% of the non-taxable parcels. So, 72% of the property in town is tax exempt because it’s state owned. It’s $1.8 billion in assessments that are not taxed in Marcy.” ECONOMIC DEVELOPMENT AND DOWNTOWN IDENTITY Despite its modest size, Marcy is ideally located, both geographically and economically. . Major highways like the New York State Thruway, Routes 49 and 12, intersect the town.“One thing we always say is that we’re out in the middle of nowhere, but we’re right in the middle of everything,” portrays Annese “You have to work very hard if you don’t want to pass through the town.” Marcy is positioned with proximity to surrounding communities, making it unnecessary to bring many retail offerings into the town. Scala details, “We always say we’re closer than you think, because of all the retail.You go 1.2 miles and you’re into a retail hub. We’re so close to everything, so that’s why a lot of it can’t get duplicated in our town, because the businesses are that close.” Although the municipality does not have a traditional downtown, plans are underway to revitalize the main street area.“We definitely have a master plan,” Annese remarks.“Our main street, it’s more of a main thoroughfare where there’s a little bit of retail. It’s starting to build a little bit, but it’s a lot of wholesale businesses, a lot of supply houses for contractors, and a little bit on the very light industrial side. Most of the retail is in neighboring towns.” Marcy even boasts a regional radio network, with three stations operating out of the same building on the town’s Main Street. “What is interesting is that it is a major network of radio stations for all of Central New York, all of Oneida County, and that is done out of Marcy,” boasts Annese. 31 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 MARCY, NY
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A DIVERSE BUSINESS LANDSCAPE Marcy is perfectly located for facilities like the Walmart distribution center. The town is also home to Wolfspeed, the country’s first silicon carbide microchip manufacturer. “Right across the street from Wolfspeed is Danfoss, another chip plant,” details Annese. “They are on the campus of SUNY Polytechnic. One of their big courses now is chip manufacturing. So, they have a pretty good workforce graduating every year.” When it comes to business attraction Marcy welcomes all types of companies, from small local enterprises to the largest corporations. “You need them all really,” remarks Annese. “If all you rely on are the intermediate and the bigger ones, and one of them goes out, you’re hurt pretty badly. Mom and pops are always going to be the core of any economic area, because they’re working for their living, and they have to make it.” A COMMITMENT TO SERVICES Quality of life is a priority in Marcy, and public services are a point of pride. Jim Cheyne, Highway Superintendent, who oversees critical operations, conveys, “Basically, the highway, sanitation, our parks department, everything runs pretty much right through us. Our sanitation is really second to none. I mean, there’s many towns that actually are trying to shadow what we do.”This dedication was recently put to the test, when the municipality experienced 64 straight days of snow and ice.“That really stressed his department to the max, but like a well-oiled machine, they did phenomenal,” touts Scala. 33 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 05 MARCY, NY
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