VOLUME 5, ISSUE 11 | NOV 2024 Also in this issue ATHENS, AL • PERKINS TOWNSHIP, OH • PEWAUKEE SCHOOL DISTRICT ERIE COUNTY OHIOBUILDING A YEAR-ROUND HUB
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 Shane Williams Javier Robles Contributing Writers Ian Gyan Michelle Mahoney Al Krulick Dan Macharia Veronica Enair Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
EDITOR’S NOTES A late fall chill is in the air as we look towards the Christmas season which is quite literally right around the corner. The autumn has flown by and it is hard to believe that we are just a matter of weeks away from a new year. At Business View Publications, it is always a pleasure to capture the change of season and lead-up to a new year. As late October leaves give way to frosty mornings, we consider it a privilege as always to bring our avid business readers an inside view into how municipalities, organizations of different sizes, and the many bustling airports throughout the continent are wrapping up their fall fiscal lineup as they gear up for 2025. For our November issue, we touched down at several leading regional airports and sat down with their Airport Directors including Conroe-North Houston Regional Airport and John Murtha Johnstown Cambria Airport to discuss each of their airport master plans, meeting continued aviation growth and the vital economic link to the community and region these air hubs serve. Looking at the municipalities we covered for our November issue, it is clear that continued best practices, bold initiatives, and critical infrastructure upgrades top the agenda at this time of the year. Civic officials continue to focus on key policies while adapting to economic challenges and putting residents first. In-depth profile features filled our pages with city officials from Athens, Alabama, Edson, Alberta, Forest Park, Georgia, Gatesville, Texas, Glens Falls, New York, Half Moon Bay, California, Mableton, Georgia, Perkins Township, San Leandro, California among other fast-growing municipalities. Each region is embracing the fourth fiscal quarter of 2024 by providing residents with what is on their wish list. Continued commercial and industrial growth coupled with residential growth have propelled these municipalities into representing some of the fastest-growing regions across North America. Companies profiled this month included CRM Properties, IPS Integrated Power Services, Prestige Pools, and Redline Athletics among other leading businesses and organizations. Looking ahead, all these companies show leadership and produce unparalleled projects to increase their business foothold, revving their economic engines towards further growth as we head towards 2025. As we continue to bring you the very best sector and industry-focused features, we hope that you take time for yourself to embrace the thought of the festive season that is just a few short weeks away as we, as always, provide you with the best business view. Karen Surca Editor in Chief Dear Readers, 2 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
CITY VIEW 23 ATHENS, AL Alabama’s Rapid Rising City 33 BELIZE CITY, BLZ Coastal Transformation 43 CIBOLO, TX From Railroads to Renewal 53 GATESVILLE, TX Preserving Tradition While Embracing Progress 63 EDEN VALLEY, MN Fueled By Entrepreneurial Spirit 73 EDSON, AB Rural living Surrounded by Breathtaking Beauty VOLUME 05, ISSUE 11 COVER ERIE COUNTY, OH 2 EDITOR’S NOTES 7 OPENING LINES 83 ERIE COUNTY, OH Building a Year-Round Hub 105 PERKINS TOWNSHIP, OH A Thriving Community Balancing Growth and Quality of Life 115 STOW, OH Strength in Diversity 129 WASHINGTON COUNTY, OH A sprawling County with a Great Quality of Life 139 FOREST PARK, GA The City of Inclusive Development 149 HALL COUNTY, GA A County With A ‘Whole lot to offer’ 159 MABLETON, GA At the Crossroads of History and What Lies Ahead WASHINGTON COUNTY, OH CIBOLO, TX 129 43 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
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VOLUME 05, ISSUE 11 177 VILLA RICA, GA A Thriving Georgia Hub Balancing Growth and Tradition 191 GLENS FALLS, NY A Small City with a Big Sense of Place 201 HALF MOON BAY, CA A Coastal Community Reimagines Growth and Connection 211 SAN LEANDRO, CA A Vision for Economic Development, Innovation, and Quality of Life 221 LEXINGTON, NC Roots of Revival 235 TRAVELERS REST, SC TR-Charming and Naturally Beautiful 245 FLIN FLON, MB A Northern Hub on the Cusp of Transformation 255 MORDEN, MB Ancient fossils and future growth SOUTHWEST RANCHES, FL TRAVELERS REST, SC 299 235 265 SPRINGFIELD, MB 151 Years of Rich History and Significant Development 279 THOMPSON, MB A Northern Hub Reinventing Itself Through Collaboration and Innovation 289 ONEIDA COUNTY, WI A Destination for All Seasons 299 SOUTHWEST RANCHES, FL The Freedom of Wide-Open Living 309 WINCHESTER, TN A Small Town with Big Plans for the Future 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
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 321 CANDLER COUNTY SCHOOL DISTRICT Where Success Beyond Graduation is a Clear Path Forward 331 FORT MCMURRAY PUBLIC SCHOOL DIVISION Leading Alberta Education with Vision 341 HORIZON SCHOOL DIVISION Shaping Future Leaders with Innovation, Inclusivity, and Resilience HORIZON SCHOOL DIVISION 341 351 LLOYDMINSTER PUBLIC SCHOOL DIVISION Bridging Provinces and Building Futures 361 PEWAUKEE SCHOOL DISTRICT Education Designed for the Students’ Road Ahead 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
OPENAI SHARES ITS FIVE-PILLAR BLUEPRINT FOR BUILDING AI INFRASTRUCTURE IN THE U.S. Opening Lines Source: https://www.americancityandcounty.com/, Ryan Kushner, First published 14th November 2024 Numerous local governments have taken huge strides in just the past year to embrace emerging artificial intelligence (AI) technology, whether applying it to streamline government tasks or simply establishing guidelines for its usage. But OpenAI believes the technology’s potential is bigger. The creator of ChatGPT and one of the leading purveyors of AI, OpenAI has shared what it described as its blueprint for building AI infrastructure in the U.S.—and federal, state and local community buy-in for the plan is key. The blueprint, published Nov. 13, includes five “ambitious” pillars that could reshape American cities and counties. In an interview with the Center for Strategic & International Studies Wednesday, OpenAI VP of Global Affairs Chris Lehane likened the AI company’s five pillars to major U.S. infrastructure initiatives such as the National Highway Act of 1956 and Telco Act of 1996. “We need to start to think big and act big in the same way that we have done in the past,” Lehane said. The influential company’s five pillars of building AI infrastructure included the following: The development of AI economic zones. The first pillar envisions federal and state initiatives to “speed 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
require expanding transmission, fiber connectivity, a natural gas pipeline and a framework for wireless AI connectivity. Lehane said such an Act would address the planning, permitting and payment needed to “build out a transmission grid [that] is optimized for the delivery of the type of commerce that can be generated by AI information and AI deployment,” said Lehane. Securing government backstops for high-value AI public works. For the infrastructure to take hold, the third pillar cites the need for investment. “The government can encourage private investors to fund high-cost energy infrastructure projects by committing to purchase energy and other means that lessen credit risk,” the blueprint states. “Such privately funded projects would serve the public as strategic national assets.” Lehane also pointed out the need to fund training.“There’s going to be a whole class of workers in and around the building of these facilities and serving of these facilities,” Lehane said. Develop a “North American Compact” for AI. The fourth pillar of the infrastructure blueprint suggests the U.S. team up with allies to better support its vision for AI and also to counter China’s emerging AI infrastructure.“Amongst the things that this compact could support was making our supply lines more resilient,” Lehane added. Reinvigorate the nation’s nuclear power sector. OpenAI views nuclear power as a key to powering AI technology in the future, and the company’s fifth pillar to building AI infrastructure seeks to strengthen and rebuild the country’s nuclear power capabilities. Lehane pointed to the U.S. Navy’s ongoing incorporation of nuclear power to power submarines as a sign of its potential.“Navy has been doing this for 75 years,” Lehane said.“They know how to do it. If we can put these things on subs, it seems like we should be able to figure out a way to put them in different places in the U.S. to help provide us that energy.” up permitting and approvals” for the development of wind farms, solar arrays and nuclear reactors that would be used to power AI infrastructure. “To help incentivize local communities, a portion of the compute [the computational resources required for AI systems to perform tasks] that would be generated by these data centers would be allocated for public use,” Lehane said.“It could support public universities. It could support the build out of developer ecosystems, so that those communities would really benefit from the economic activity in and around the AI data center.” The passing of a “National Transmission Highway Act.” To expand access to AI technology from sea to shining sea, the second pillar of OpenAI’s blueprint calls for a “nationwide ‘AI highway,’” that would 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
OPENING LINES Source: https://www.americancityandcounty.com/, Ryan Kushner, First published 04th November 2024 Political polarization is having a substantially negative impact on the nation, according to 87% of local government leaders recently surveyed by CivicPulse and Carnegie Corporation of New York. However, only 31% of those same city and county leaders felt that polarization was seriously impacting their local communities. In a politically divisive time nationwide, the limited negative impact of political polarization on local governments was a “surprising” discovery, according to Nathan Lee, founder and managing director of CivicPulse, a nonprofit research organization. “We find compelling evidence that the majority of local governments remain a haven for cooperative politics,” Lee said in a statement. The survey, conducted between August and September 2024 and published Oct. 23, polled 727 local civil service leaders and 685 local elected policymakers. “We are encouraged to see that in many respects, local government is navigating political polarization much better than federal government,” added Louise Richardson, head of Carnegie Corporation of New York, a philanthropic foundation. “Clearly there is much to learn from local leaders about how to make government work for all of us.” THE SMALLER THE LOCAL, THE LESS THE DIVIDE Population played a large role in polarization’s negative impact, according to the survey results. In communities of 50,000 or more, 46% of respondents viewed “substantial” negative impacts of polarization. In communities with LOCAL GOVERNMENTS ARE LESS IMPACTED BY POLARIZATION, SURVEY FINDS 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
NEWS DESERTS AND MISINFORMATION Poor quality reporting and a lack of local news outlets altogether have also heightened misperceptions about local government, according to survey respondents. “People just don’t exactly know what the facts are,” one elected New Jersey official stated.“Our local reporting is very poor, we [barely have] a newspaper, and it does not really ever give you a full picture. Even when you do try to stay up to date, stay informed, it’s just not always the clearest picture.” The turn to social media has also contributed to the spread of misinformation and polarized views about local government. “In person, it’s much more difficult to say the things that ‘Keyboard Warriors’ do via social media channels and outlets,” stated one head of economic development for a mid-sized city in Ohio.“I hope that we don’t devolve into a society where that in-person filter disappears.” HOW LOCALITIES COMBAT POLARIZATION The survey also pinpointed three ways local governments have found success tackling the challenge of political polarization, which have helped lead to a lessening of polarization’s impact within their communities: 1. Participating in local activities: “Both scheduled and unscheduled interactions among local government officials and staff create opportunities to identify commonalities and build mutual respect that foster effective policymaking,” according to the survey. 2. Focusing on local issues that improve the community: The survey noted that local officials “believe that their ability to focus on issues where the connection to community well-being is clear is a powerful force in reducing polarization.” 3. Reducing emphasis on political affiliation: “Several survey respondents expressed beliefs that, whether during local elections or day-to- day proceedings of government, deemphasis on party affiliations helps foster an environment where practical problemsolving and community-focused decision-making take precedence over partisan politics,” the survey stated. populations between 10,000 and 50,000, 29% of respondents reported negative impacts from polarization. Where populations ranged between 1,000 to 10,000, only 28% of respondents cited significant impacts. EFFECT ON RELATIONSHIPS ‘LIMITED’ Among city and county leaders surveyed, 16% said polarization was negatively affecting relationships between local government staff and constituents. Only 15% said relationships between elected officials and staff was negatively impacted by political polarization, and among government staff members, 11% said polarization negatively affected relationships. Party affiliation also plays less of a role in local government polarization than one might expect, according to the report. “In fact, the limited impact of polarization on elected officials’ relationships is consistent across Republicanmajority communities, Democratic- majority communities, and communities that have a similar number of Republicans and Democrats,” the report stated. DIVISIVE NATIONAL RHETORIC LEADS TO ‘MISTRUST’ Despite less negative impacts, divisive state and federal rhetoric still trickles down to local governments and can cause tension in communities, particularly during elections, according to many surveyed. “Polarizing statements lead to a lot of mistrust between constituents and county election offices,” a local elected official surveyed stated. Even if a local government “finds unity” across the table locally, polarization in state government can hamper a county’s funding and projects. “Our county is mostly Democrat and our state is Republican,” the head of economic development in a small Texas municipality stated in the survey.“We are constantly encountering hurdles whereby there is hesitation to promote and support projects in our county.” Heated national debates also “create flashpoints” of polarization in smaller communities. The head of communications for a municipality in Wisconsin found that conversations concerning LGBTQ+ programming have “become more of an inflection point” over the past four years. “Conversations about immigration and diversity initiatives have also taken a more polarized tone,” the respondent added. 10 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
OPENING LINES IS THE PUBLIC SAFETY DEPARTMENT MODEL THE FUTURE OF MUNICIPAL EMERGENCY SERVICE? Source: https://www.americancityandcounty.com/, Dr. Randall Bauer, First Published 30th October 2024 The undeniable fiscal constraints associated with local governance has challenged contemporary public administrators to achieve more with less. Budgets are stretched thin, and local government managers face increasingly complex service delivery demands from an electorate that loathes the idea of paying higher taxes. Traditionally solely a function of the police, contemporary public administrators are cognizant of the fact that community safety through effective emergency service delivery plays a prominent role in their citizenry’s standard of living. Additionally, they are very much aware of the reality that emergency service delivery is often their municipalities preeminent annual expenditure. One innovative option that stakeholders and municipalities have available to them is the adoption of the public safety department model. Wherein, a municipality’s police department, fire department and EMS agency is consolidated into a singular public safety department. Additionally, police officers, fire fighters and paramedics are replaced by public safety officers (PSOs) that are cross trained across all three vocations via their graduation from the police academy, fire academy and state certified emergency medical technician (EMT) program. A foreign concept in some states, others (such as Michigan) are amid a public safety department proliferation of sorts.And the concept of transitioning to the public safety department model of emergency service delivery continues to garner attention and gain traction nationally. The overarching goal of adopting the public safety department model is cost savings driven by the reduction of emergency service employees. Cross training employees to handle multiple forms of emergency services allows municipalities to hire less police/fire/ EMS personnel and thus utilize their limited resources more efficiently. In addition to cost reduction, additional benefits of the public safety department model include improved service delivery. PSOs that possess the ability to respond to multiple forms of emergencies equates to less nonproductive time among all three emergency services. Personnel will no longer be waiting around for the next fire, robbery or heart attack to occur. Rather, PSOs can respond to all these calls, which increases both response times as well as the number of individuals on scene at emergencies. The notion is not without merit, as police officers are often the first on scene at both fire and EMS calls simply because they are out patrolling as opposed to sitting at a station. If they are cross trained and thus take the appropriate action to control the blaze or address the medical concern, as opposed to simply radioing to incoming fire and EMS units the status of the emergency, property damage would lessen and lives could be saved. It is a more efficient use of a municipality’s emergency service resources. Resource allocation is of the utmost importance to contemporary public administrators, and this model is viewed as prudent in that respect. However, while the public safety department model certainly can be an efficient and cost-effective mode of municipal emergency service delivery, much must be taken into consideration by public administrators prior to its adoption. Completely altering the structural delivery of a municipality’s emergency services is a laborious process that takes years of planning, research, analysis and evaluation.Additionally, the decision also carries with it significant political consequences if the public safety department cannot meet emergency service demands. There is a myriad of factors that must be contemplated prior to any consolidation efforts: SIZE MATTERS Size is perhaps the most salient feature with regards to sustained public safety department model success. In a research project that I conducted in 2023, I interviewed current public safety directors, administered surveys to current public safety officers and acted as a participant observer within a fully consolidated public safety 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
service agencies value results over statistics, and their members describe themselves as having a guardian as opposed to warrior mentality. Enduring public safety departments are results driven agencies led by results driven individuals. The fully consolidated public safety department model does not lend itself to a statistically driven approach or attitude. PSOs switching job functions numerous times each shift (police/fire/EMS) simply do not have time to chase statistics via traffic stops, citations, arrests or medical transports. The rationale behind this conclusion is the fact that many of the services provided by PSOs are extremely time-consuming events (arrests/ active fires/medical emergencies). THE IMPORTANCE OF POLYMATH LEADERSHIp The unique nature of public safety director position requires any municipality considering adopting the public safety department model to place great emphasis on leadership development and succession management programs. It is undeniably a laborious post that requires an individual with a truly comprehensive skillset. This individual simultaneously oversees the operation of three emergency service entities. Thus, he or she is required to display superior knowledge, skill and abilities in all three vocations via verbal and written presentation. They must continuously stay up-to-date on the modern principles and practices of police/fire/EMS operations, prepare and administer an annual budget, and exhibit knowledge of the principles of effective administration with a focus on police, fire and EMS policies and practice. Additionally, he or she is forced to make three times the decisions of a singular police chief, fire chief or EMS director with regards to staffing, resource allocation and the overall wellbeing of the agency. An individual that has spent his/her entire career working in a municipal police department (like myself) may not be well suited to manage a public safety department with full time fire and EMS capabilities.Thus, it behooves these agencies to focus on succession management and internal leadership development. When adopted under the correct circumstances, the public safety department model can provide municipalities with efficient and cost-effective emergency services. However, it is not appropriate in all locales, and the ability of public administrators to properly future forecast their municipality’s growth potential is of the utmost importance. It will be viewed as a significant policy failure if stakeholders make the decision to consolidate their municipality’s emergency services, only to be forced into deconsolidation a few years later as the model cannot adequately meet their citizenry’s specific emergency service needs. department. The overall goal of the project was to determine the factors that contribute to the continued operation of the public safety department model within municipalities.The three most prominent themes derived via qualitative analysis of collected data all related to size. Those being small service area, low annual call volume and a small population to serve. What makes the public safety department model such an attractive option to smaller municipalities, the efficiency associated with one PSO’s ability to do the job of three, is exactly why the model is not appropriate in an urban setting or a sprawling jurisdiction. The model loses all its efficiency when PSOs are forced to respond distances regardless of the call type (police/fire/EMS). Proponents of the public safety department model tout the dynamism of PSOs and the fact these officers are never simply sitting at the station.Therefore, PSOs respond to all police calls for service in an extremely expeditious manner.And while working in a small service area, PSOs possess the ability to quickly drive to the station in their patrol car, jump into the fire engine or ambulance depending on the respective call for service, and respond accordingly. OUTCOME-BASED EMERGENCY SERVICE Both public administrators choosing to adopt the model as well as those chosen to lead the agency (public safety director/chief/etc.) must adhere to an outcome-based service delivery model. Outcome-based emergency 12 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
COMMUNITY TRUST IS A FIREFIGHTER’S GREATEST ASSET OPENING LINES Source: https://www.americancityandcounty.com/, Robbi King, First Published 5th November 2024 Firefighters are society’s first line of defense against natural disasters. When catastrophes like wildfires, floods or earthquakes ensue, these professionals aren’t just tasked with preventing the disaster from spreading; they’re also responsible for keeping community members safe from harm and maintaining order under high-stress situations. As climate change wreaks havoc on the planet, both the impact and frequency of severe weather events are growing by the day. Firefighters are leaders in their communities charged with setting expectations during emergency situations, but this takes significant relationship-building and cultivating the trust of residents. The burden on firefighters will only increase as climate change persists. That means they need ample resources and training to ensure they’re fully equipped to keep their communities safe when disasters unfold. Let’s explore how firefighters can use risk management strategies to stay prepared and build trust with the folks they’re responsible for protecting. WHY DOES TRUST MATTER? While firefighters are the ones doing the grunt work during natural disasters, the community at large has an important role to play, too. Preventing a fire from spreading or conducting a risky search and rescue is already difficult enough without facing pushback from community members. Nobody wants to evacuate their home before a storm, or be told that it’s unsafe for firefighters to enter a burning building because the flames have left it structurally unsound. But disaster response is a coordinated effort, which means it requires buy-in from everyone who might be affected. In my tenure as a firefighter, for example, I encountered homeowners who were unhappy to see firefighters cutting holes in their roof while a fire raged below. And I never blamed them—who wants to see even more damage done to their home during a fire? This is why it’s imperative for fire services professionals to be accessible members of the community. We attend public events and meetings as a way of both educating folks on the ins and outs of disaster response and making ourselves available to answer pressing questions. It’s a simple way to foster relationships with the people we serve, set expectations, and let them know that everything we do during a disaster is, ultimately, in their best interest. PREPARING THE COMMUNITY FOR EVERY SCENARIO As a former firefighter, I can confidently say that becoming better risk managers is crucial for navigating changing environmental conditions. Evaluating the potential impact of storms is the best place to start. As a department, begin by identifying the risks specific to your region. For coastal communities like mine, this looked like educating locals and our internal team on the risks of tropical storms and hurricanes. 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
organization/its community during a potential risk. As natural disasters become at once more common and more severe, risk management becomes an even greater necessity for emergency preparedness. KEY ACTIVITIES OF RISK MANAGEMENT INCLUDE: • Communicating and consulting • Establishing a context • Identifying • Analyzing • Evaluating • Treating • Monitoring • Reviewing Risk management should first and foremost be approached as a partnership.After a disaster ensues, re-entry teams, for example, might be made up of firefighters and law enforcement professionals. But it’s the utility companies in public works who are responsible for clearing the road when a power line is down or when a gas line must be shut off. This requires a significant amount of training that aligns with departmental and community needs. Firefighters can lay the groundwork for a coordinated response via community engagement and education, but it must be supplemented by ample training.When they have access to resources that train them on real-world scenarios, firefighters are better equipped to lead their communities and counterparts through emergency situations. Risk management requires community members and emergency responders to work together as a cohesive group, no matter what emergency they’re forced to face. As natural disasters increase in frequency and severity as a result of climate change, firefighters must develop an obsession with building trust in their communities in order to keep people safe. It’s an uncomfortable conversation to have, but we need to confront the realities of what happens when there’s no relief. When emergency preparedness groups and our personal circles are aware of what the worst-case scenario looks like, they’re more likely to get on board with the processes that ensure prevention. It’s not easy to tell your spouse, for example, that she might have to pack up and evacuate your home one day so that you can do your job effectively, but the emotional aspects of risk management cannot be ignored. Being honest about the harshest realities of navigating a natural disaster is key to building trust within your community. Locals want to know that their fire department is prepared for anything that might threaten their safety, so don’t sugarcoat for the sake of avoiding unpleasantness. THE POWER OF RISK MANAGEMENT Risk management can be defined as a series of coordinated activities to direct and control an 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
OPENING LINES Source: https://nbaa.org/, Editor, First Published 07 Nov 2024 The Department of Transportation’s (DOT’s) Aerospace Supply Chain Resiliency (ASCR) Task Force issued a congressionally commissioned report this week citing the industry’s essential role in the U.S. and global economies, and setting forth actionable recommendations offered by NBAA and other stakeholder groups represented in the work of the task force. The report comes as the industry has been beset by supply chain challenges, especially in the years following the COVID pandemic, caused in part by the sector’s unique attributes, which are noted in the study. For example, the report’s authors note that the “aerospace supply chain is vulnerable to labor shortages, obstacles in critical materials, and the health of supporting infrastructure.” Furthermore, the industry is among the nation’s most regulated sectors, subject to requirements from the FAA, DOT and a host of other government agencies. Additionally, aerospace is a global industry, accountable to interoperability requirements, multilateral agreements and other rules governing the critical flow of parts and products across international boundaries. The issue of supply chain disruption has been among the top concerns for business aviation – a topic in focus at NBAA’s National Business Aviation Convention & Exhibition and other events. NBAA has also brought together expert guidance offered in the association’s magazine, podcasts and other content. Doug Carr, NBAA senior vice president, safety, 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
NEW INDUSTRY SUPPLY CHAIN REPORT REFLECTS GUIDANCE FROM NBAA, OTHERS The Task Force also recommended implementation of a Congressional mechanism to ensure continuity of funding for the FAA and other federal agency functions, including funding for anticipated personnel needs and refreshed technology. Review the full Aerospace Supply Chain Resiliency Task Force Report to Congress (PDF) “While aerospace is the most regulated industry in the United States with obligations to aviation safety agencies internationally, it can also become the most resilient to shortages if the ability to pivot rapidly is allowed without undue consternation or restraint,” the task force concluded, adding that implementing the report’s recommendations will “enhance the American economy and the overall health, safety, and security of the nation.” security, sustainability and international regulation, participated in the work of the ASCR Task Force, and brought the industry’s perspectives to its work and recommendations. Carr commended the group for the study, which accurately diagnoses the main drivers of the supply chain challenge, and sets forth concrete solutions. “The task force proposed bold and critical recommendations that will set the U.S. up for continued aerospace leadership globally,” Carr said. “Of particular importance, the report focuses on workforce development beyond traditional sources of talent, and recommends making important investments toward modernization with processes including digitization of certificates and other streamlining initiatives.” 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
OPENING LINES BATTLING MAINTENANCE COMPLACENCY REQUIRES DOUBLE-CHECKS, ENGAGEMENT, ACCOUNTABILITY Source: https://nbaa.org/, Editor, First Published Nov/Dec Issue 2024 In the fast-changing, increasingly technical world of business aircraft maintenance, there’s simply no place for complacency or resting on past knowledge and practices. As anyone working in aviation knows, safety is paramount, and regular aircraft maintenance is a critical component of that safety commitment. Highly trained aircraft maintenance technicians (AMTs) literally hold the lives of passengers and crew in their hands with every turn of the wrench. For that reason, keeping AMTs engaged and focused on following proper procedures requires constant monitoring of maintenance crews and their work environments, as well as completed tasks. Operators and flight departments must also ensure AMTs are regularly kept abreast of changes in maintenance procedures and practices. Often, that requires offering off-site training opportunities. “I think it’s important to allow technicians to engage outside of the organization as much as possible,” said Stewart D’Leon, CAM, NBAA director, environmental and technical operations. “Things like proficiency training are extremely important, because it gets [AMTs] back into focusing on some of the basics, whether that be aircraft-specific upgrade training or recurrent training. It also gives them the ability to work with other technicians in other departments where they can benefit from the trading of information that takes place.” Combating Complacency In the area of aircraft maintenance, complacency occurs when technicians become content with existing practices, which can cause them to be less focused on detail. It typically occurs when technicians become too comfortable with routine tasks, especially if they’re working on the same aircraft for long periods. They may miss potential risks or cut corners to expedite processes. According to experts, complacency can result from: • Performing routine, repetitive maintenance tasks which can create a sense of familiarity, causing decreased attentiveness • Experienced technicians who may become overconfident over time and aren’t as thorough • Deadline pressures and time constraints sometimes 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
Elston said no aircraft is returned to work before these inspections take place. “If somebody’s here working alone, that’s fine; but we ask that they text or call somebody to let them know when they’re starting work and when they’re finishing work,” he said. “That way somebody knows at all times that they’re okay; their personal safety is intact, but also that the aircraft is preserved, so there are no gaps that way.” ‘Holding Each Other Accountable’ Andy Kiehl, vice president of fleet maintenance at Executive Jet Management (EJM), based in Cincinnati, OH, said pilots and maintenance technicians always work on dedicated aircraft.“We get people who have been doing things for a really long time, so sometimes complacency can creep in,” said Kiehl who, along with two other vice presidents, oversees a maintenance staff of 200 across various locations. Their AMTs typically work on brand-new aircraft, he said, which often don’t require the detailed, labor-intensive work of older jets. “Things are running well, and maybe you do 200 postflight inspections in a year, and that’s really it,” Kiehl added.“You’re just making sure that leaks-and-seeps and wear-and-tear items are monitored and taken care of, but you’re not really taking care of big catastrophes or ripping the gear out from under the airplane or doing an engine change. For that reason, complacency is something we’re attuned to and always raising awareness of.” Inspecting work is paramount at EJM, which operates a maintenance control office that reviews and audits all work orders and completed maintenance. “All that paperwork is checked and sent back here, and we make sure that parts tags are complete and look good, and references are used and checklists are filled out,” Kiehl said.“We also go on-site and audit the airplanes in our fleet and make sure that our maintenance crews out in the field are keeping up our maintenance standards.” In short, Kiehl said EJM has created a culture where everyone inspects everyone. “And if a maintenance technician wants to ask a question of a crew member or a pilot wants to ask the question of the maintenance technician, it’s all done in a safe place where you can ask or you can challenge,” he said. “It’s about holding each other accountable to create a good culture.” will compel maintenance personnel to focus on speed over precision • A lack of consistent feedback makes it difficult to identify and correct complacent behaviors • A workplace culture that fails to emphasize the importance of thoroughness and the need for ongoing training and improvement also can lead to workplace complacency. All this can lead to regulatory issues, poor maintenance procedures, technical issues in aircraft and worse. Combating complacency requires creating a sense of engagement and staying vigilant, knowing that there are distractions that can cause AMTs to lose focus, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, Inc. “Some of the things that we’ve done in our organization or with our team here are simplistic, but they are built around the buddy system, if you will,” Elston said. “We create a set of checks and balances where, if somebody’s working on the airplane, we’ll always have a second set of eyes come behind them. We verify the workspace is clean and clear before we close up work or return an aircraft to service.” 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE BELIZE TOURISM INDUSTRY ASSOCIATION (BTIA) ONLINE ARTICLE BELIZE CHAMBER OF COMMERCE & INDUSTRY (BCCI) ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE CALIFORNIA COMMUNITY ECONOMIC DEVELOPMENT ASSOCIATION ONLINE ARTICLE ECONOMIC DEVELOPMENT PARTNERSHIP OF NORTH CAROLINA ONLINE ARTICLE NEW JERSEY ECONOMIC DEVELOPMENT AUTHORITY (NJEDA) ONLINE ARTICLE NORTH CAROLINA LEAGUE OF MUNICIPALITIES ONLINE ARTICLE TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE CIBOLO, TX FROM RAILROADS TO RENEWAL EDSON, AB RURAL LIVING SURROUNDED BY BREATHTAKING BEAUTY ATHENS, AL ALABAMA’S RAPID RISING CITY GATESVILLE, TX PRESERVING TRADITION WHILE EMBRACING PROGRESS BELIZE CITY, BLZ COASTAL TRANSFORMATION EDEN VALLEY, MN FUELED BY ENTREPRENEURIAL SPIRIT 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
STOW, OH STRENGTH IN DIVERSITY VILLA RICA, GA A THRIVING GEORGIA HUB BALANCING GROWTH AND TRADITION HALF MOON BAY, CA A COASTAL COMMUNITY REIMAGINES GROWTH AND CONNECTION TRAVELERS REST, SC TR-CHARMING AND NATURALLY BEAUTIFUL MABLETON, GA AT THE CROSSROADS OF HISTORY AND WHAT LIES AHEAD ERIE COUNTY, OH BUILDING A YEAR-ROUND HUB GLENS FALLS, NY A SMALL CITY WITH A BIG SENSE OF PLACE SAN LEANDRO, CA A VISION FOR ECONOMIC DEVELOPMENT, INNOVATION, AND QUALITY OF LIFE FLIN FLON, MB A NORTHERN HUB ON THE CUSP OF TRANSFORMATION LEXINGTON, NC ROOTS OF REVIVAL FOREST PARK, GA THE CITY OF INCLUSIVE DEVELOPMENT HALL COUNTY, GA A COUNTY WITH A ‘WHOLE LOT TO OFFER’ PERKINS TOWNSHIP, OH A THRIVING COMMUNITY BALANCING GROWTH AND QUALITY OF LIFE WASHINGTON COUNTY, OH A SPRAWLING COUNTY WITH A GREAT QUALITY OF LIFE MORDEN, MB ANCIENT FOSSILS AND FUTURE GROWTH 20 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
city view ONEIDA COUNTY, WI A DESTINATION FOR ALL SEASONS SOUTHWEST RANCHES, FL THE FREEDOM OF WIDE-OPEN LIVING WINCHESTER, TN A SMALL TOWN WITH BIG PLANS FOR THE FUTURE SPRINGFIELD, MB 151 YEARS OF RICH HISTORY AND SIGNIFICANT DEVELOPMENT THOMPSON, MB A NORTHERN HUB REINVENTING ITSELF 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
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ALABAMA’S RAPID RISING CITY ATHENS, AL AT A GLANCE ATHENS, ALABAMA WHAT: A historic city known for its charming downtown area and rich heritage dating back to the early 19th century, serving as a hub for education, with Athens State University at its center. WHERE: In the northern region of Alabama, approximately halfway between Birmingham, Alabama, and Nashville, Tennessee. WEBSITE: www.athensalabama.us 23 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
AS THE FASTEST-GROWING CITY IN THE STATE, THIS CITY JEWEL GREETS A DYNAMIC FUTURE WITH SOUTHERN CHARM Athens, Alabama, the fastest-growing city in the state, offers a unique blend of Southern hospitality and rapid transformation. An influx of residents and businesses have energized the community, yet Athens retains its small-town charm, where neighbors greet each other by name, local businesses thrive, and milestones are celebrated together. “Athens becomes part of your family,” says Holly Hollman, Grants Coordinator and Communication Specialist for the City of Athens.“It’s where your memories are made—whether taking your child to see Santa downtown for the first time or cheering on the local football team at a pep rally in the square,Athens is at the heart of those moments.” “The energy right now is unbelievable,”adds Mayor 24 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
William R. “Ronnie” Marks. “Much of it comes from the growth of Huntsville, but Athens is maintaining its unique identity. We still gather around the square for music and art while welcoming new industries and opportunities.” SOUTHERN HOSPITALITY Athens is a city that makes newcomers feel like lifelong residents. For many who relocate here, the transition is seamless. Hollman, a transplant herself, shares how quickly Athens became home.“I’m not a native—I came here for a job, but Athens becomes part of your family,” she says. “The community is so welcoming that you begin associating all the key moments in your life with this city.” Pammie Jimmar, President and CEO of the Athens Limestone County Chamber of Commerce, echoes this sentiment. “I’m originally from Georgia, and Athens has that Southern charm and hospitality,” she says.“You can go out on the weekend, and everyone is friendly and supportive—it’s one of the friendliest cities I’ve ever lived in.” Dr. Catherine Wehlburg, President of Athens State University, moved to Athens from Fort Worth, Texas, and has also been impressed by the community. “Athens has all the charm and beauty of a small town but with the amenities of a larger area.There’s shopping, entertainment, and a thriving cultural scene,” she explains. “And the hospitality here is unmatched—I was accepted from day one.” In Athens, Southern hospitality goes beyond friendliness—it’s woven into every aspect of life. Whether local businesses open their doors with a warm smile or community members come together to support each other, this spirit creates a unique atmosphere that welcomes residents and visitors alike. The balance between tradition and modernization ensures that Athens remains a place people love to call home. Athens’ hospitality is reflected in its thriving downtown.Visitors can explore the charming streets with boutiques, restaurants, and cafes, offering a glimpse into the city’s vibrant culture. From dining experiences showcasing Southern cuisine to art galleries highlighting local talent,Athens’ downtown 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11 ATHENS, AL
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is a hub for creativity and connection. INCLUSIVE GROWTH As Athens continues to grow, city officials are investing in infrastructure to ensure that the quality of life keeps pace with expansion. One exciting development is the construction of Sunrise Park, a 32-acre recreational space developed in phases. “We’re kicking off phase one of Sunrise Park,” says Hollman. “It will include a splash pad, an allaccessible playground, and a welcoming entrance.” The park will be a gathering place for families and outdoor activities. In addition to Sunrise Park, Athens plans to redesign Swan Creek Park, which will feature 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11 ATHENS, AL
develop a special needs ball field. “We want to make sure everyone in our community has access to recreational opportunities,” says Hollman.“That’s a big priority for us.” While recreation is an important focus, Athens’ growth spans multiple areas. City leaders are committed to aligning economic development with the community’s needs. This involves expanding infrastructure to accommodate the rising population and increasing the availability of affordable housing. The city’s leadership has prioritized educational opportunities by collaborating with Athens State University, ensuring students and residents benefit from quality learning experiences. TIMELESS TRADITIONS Founded in 1818, a year before Alabama became a state, Athens is proud of its deep-rooted history. As the city grows, leaders are committed to maintaining its small-town charm and preserving its past. expanded pickleball facilities to meet the growing sports demand. “Recreation is becoming more of a necessity,” Mayor Marks explains.“People want access to recreational facilities, and we’re responding to that need.” The city prioritizes accessibility and inclusivity, partnering with the Make-A-Way Foundation to Photo Credit: Sergeion Hobbs 28 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
Dr. Wehlburg emphasizes the role of Athens State University in promoting the city’s history. “Athens State is a 200-year-old institution, founded in 1822,” she says.“Our campus is beautiful, with crepe myrtles and historic buildings. People love to visit for events or to enjoy the scenery.” The university recently opened a walking trail to allow residents and visitors to explore the campus and learn about its history. Athens is also known for its vibrant arts and cultural scene. Hollman, president of the Athens Arts League, notes the growing demand for arts programs.“We’re seeing more requests for art classes and concerts,” she says.Athens Main Street,Tourism and Athens Arts League organize concerts on the square, and Athens State hosts performances on campus. The arts are becoming a significant part of our community.” One of the city’s most beloved traditions is the Fiddlers Convention, a three-day festival that draws bluegrass and country music fans nationwide. “We get anywhere from 10,000 to 15,000 people yearly,” says Dr. Wehlburg. “It’s been a tradition for over 50 years and brings the community together.” 29 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11 ATHENS, AL
its growth. “We’ve been fortunate to have a diverse economy,” says Hollman. “Gregory Industries, which manufactures guardrails, is expanding, and the healthcare sector is also growing.” One initiative supporting economic development is the LaunchBox program at Athens State University. “LaunchBox helps create new business ideas and opportunities in Athens,” explains Dr. Wehlburg.“It’s a fantastic program that brings energy and innovation to our community.” Located on the square, it’s easily accessible to students and residents. Athens’ low unemployment rate reflects its strong economy. “More industries are coming in, which is driving job growth,” says Dr. Wehlburg. “We’re also working to ensure our education and training programs align with the needs of local employers.” Residential development is also booming, with thousands of new housing units under construction. “Our busiest year for building permits was 2022, with over 3,700 issued,” Hollman notes.“We’re already at Events like the Fiddlers Convention remind residents of Athens’ strong sense of tradition and community pride. Whether residents enjoy a local festival, explore the city’s historical landmarks, or participate in the arts, Athens’ cultural richness is celebrated year-round. ECONOMIC MOMENTUM Athens isn’t just a great place to live—it’s also a great place to work and do business. The city’s economy is thriving, with industries ranging from automotive manufacturing to healthcare driving VALUE & INTEGRITY SINCE 1926 ENGINEERING BIRMINGHAM | DAPHNE HUNTSVILLE | MONTGOMERY | NEWNAN www.krebseng.com | 205.987.7411 ALABAMA'S WATER & WASTEWATER RESOURCE At KREBS, we provide clients with the flexibility and responsiveness of a small firm, and the expertise and experience of a large firm. Our client relationships and engineering solutions have stood the test of time. We are 100% client driven and employee owned. Water Supply, Wastewater, Storm Water Planning, Permitting, Life Cycle Cost Analysis Facility Evaluation/Asset Management Detailed Design and Construction Administration Mapping and Hydraulic Modeling 30 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11
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