HARPER WOODS SCHOOL DISTRICT BUILDING A $3 MILLION INSTITUTE FOR STUDENTS WHO WILL FILL JOBS THAT DON’T EXIST YET NOV 2025 VOL 06 BUSINESS VIEW CIVIL & MUNICIPAL ALSO IN THIS ISSUE RAYTOWN, MO • SALINE CITY, MI • STAFFORD COUNTY PUBLIC SCHOOLS STEVEN MCGHEE, SUPERINTENDENT Palos Heights Senior Living Rewriting the Rules of Retirement Pg. 177 MICHAEL CARRAUTHERS, INTERIM CHIEF ACADEMIC OFFICER
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Dylan Tenbrink Clementine Walton Caroline Verner Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
EDITOR’S NOTES Dear Readers, As I headed out of my driveway this morning and felt a chill in the late fall air, there was no denying that we are a short hop and skip away from winter. Depending on where you live, for many, the first frosts have already surfaced and thoughts are turning to Christmas holidays that are not that far away. In the halls of Business View Publishing, we are laser-focused and looking ahead to the final lap of 2025, as we proudly bring to you our November issue. With pages full of in depth profiles covering municipalities and counties to leading companies, thriving airports as well as dynamic school districts, we leave no stone unturned. This issue is brimming with features that offer the best view on business news throughout North America. Setting our GPS towards everything aviation, November’s issue landed at John Murtha JohnstownCambria County Airport, Paine Field Airport, Pitt Meadows Regional Airport as well as Sandusky Regional Airport. We had the opportunity to speak at length with all four of these dynamic Airport Directors to talk about what lies ahead down the flight path. Implementing initiatives that put the passenger first, each airport is capitalizing on its strengths and reaching higher heights as we fly towards 2026. Airports are not the only ones taking off, municipalities throughout North America are also flying high. Capturing economic and housing growth, each municipality is putting its residents first. Implementing master plans that range from downtown street scapes to offering a choice of amenities and new business options, every municipality is embracing growth ahead. Business View’s November pages are filled with captivating features with city officials from Albemarle, North Carolina, Monta Vista, California, Hagerstown, Maryland, Holyoke, Massachusetts, Iola, Kansas, Kerrville, Texas, Lexington, North Carolina, Magnolia, Arizona, Osage County, Palos Heights, Illinois, Raytown, Missouri, Saline City, Minnesota, and Westfield Indiana. From coast to coast and everywhere in between these municipalities highlight that growth is on the horizon. City officials are doing what is needed to ensure top housing, business and infrastructure projects reflect a progressive path ahead. Turning to business growth, we also covered impressive and fast-growing companies and organizations, including Capital Auto Group, Colliers Engineering International, Eclipse Construction, Laricy Group, Great American Bank, JA Tech Powersystems, Simpson Strong -Tie and United Bank & Trust. These companies continue to demonstrate leadership and produce noteworthy projects to strengthen their business foothold . Our November 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 Calhoun County Public Schools, Dare County Schools, Friends University, Harper Woods School District, Jackson County Public SchoolsMagnolia Independent School District, Nederland Independent School District, Navasota Independent School District and Stafford County Public Schools. Providing students with handson educational opportunities and real-world experiences is propelling these school districts into leading roles within their communities and beyond. As we continue to bring you leading sector and industry-focused 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 11
CITY VIEW 19 ALBEMARLE, NC The Power of Place 29 LEXINGTON, NC Attracting Major Employers with Strategic Infrastructure Investment 39 CHESTERFIELD, MO Where Entertainment, Commercial Growth and Community Values Intersect 49 RAYTOWN, MO A Dynamic Town Growing with Purpose 59 DUFFERIN COUNTY, ON A Caring and Engaged Community VOLUME 06, ISSUE 11 COVER HARPER WOODS SCHOOL DISTRICT 2 EDITOR’S NOTES 7 OPENING LINES 69 MUNICIPALITY OF BROCKTON, ON A Rural Hub with a Plan for Progress 79 EDEN VALLEY, MN Manufacturing Momentum: The Engine of Growth 89 KERRVILLE, TX A Community Shows Heart, Healing and Growth Through Joint Planning and Recovery Efforts Months After Deadly Floods 99 HAGERSTOWN, MD Strategic Growth for a City on the Rise 113 HOLYOKE, MA America’s Paper City Is Writing a Clean Energy Future 123 MAGNOLIA, AR Southern Charm with a Blueprint for Progress MAGNOLIA, AR CHESTERFIELD, MO 123 39 3 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
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VOLUME 06, ISSUE 11 133 MONTE VISTA, CO The Future Is Local: Building a Sustainable Valley Economy 143 PUEBLO WEST, CO A Community with Room to Grow 153 IOLA, KS A Small City with Big Plans 163 OSAGE COUNTY, KS Explore, Discover, Renew 173 PALOS HEIGHTS, IL A Calm and Connected Suburban Treasure 183 CENTER LINE, MI One and three- quarter Square Miles, Strength in Sustainability 193 SALINE CITY, MI Open for Business, Focused on Community 203 WESTFIELD, IN Building a Sports Technology Empire While Preserving Small-Town Character 213 WYOMING COUNTY, PA A County Blessed With Unparalleled Beauty PALOS HEIGHTS, IL WESTFIELD, IN 173 203 5 CIVIL AND MUNICIPAL VOLUME 06, 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 225 SKILLSUSA Building America’s Future Workforce 235 CALHOUN COUNTY PUBLIC SCHOOLS Believing in the Best 245 DARE COUNTY SCHOOLS Teaching What Tomorrow Demands 255 FARMINGTON PUBLIC SCHOOLS Leading the Educational Pathway 265 HARPER WOODS SCHOOL DISTRICT Building a $3 Million Institute for Students Who Will Fill Jobs That Don’t Exist Yet 275 JACKSON COUNTY PUBLIC SCHOOLS Building Practical Graduate Pathways in North Carolina’s Mountain Tourism Economy DARE COUNTY SCHOOLS QUITMAN INDEPENDENT SCHOOL DISTRICT 245 315 285 MONTGOMERY INDEPENDENT SCHOOL DISTRICT Where Community and Career Education Meet 295 NAVASOTA INDEPENDENT SCHOOL DISTRICT Building Big-School Opportunity in a Small Hometown 305 NEDERLAND INDEPENDENT SCHOOL DISTRICT Building Better Every Day 315 QUITMAN INDEPENDENT SCHOOL DISTRICT Building Career Pathways That Match East Texas Workforce Demands 325 STAFFORD COUNTY PUBLIC SCHOOLS Cultivating a Dynamic Workforce in Virginia 6 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
NEW ORLEANS’ HOUSING MARKET IS STAGNATING. AFFORDABILITY MANDATES ARE HOLDING IT BACK, A STUDY SAYS. Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 17th, 2025 DIVE BRIEF: • A new analysis is recommending that New Orleans end a mandatory inclusionary zoning requirement that new residential developments with 10 or more units in certain city districts make 10% of units affordable — meaning affordable to residents at or below 60% of the area median income. • In the current market, the mandate is too costly for developers, according to the analysis by HR&A Advisors. Since 2021, the MIZ policy has yet to lead to any new affordable units in mix-income projects, and only two such units are currently in the pipeline. • Instead, the report recommends the city ask developers to voluntarily set aside 5% of units for residents who earn up to 80% of the AMI and offer additional incentives to cover the gap between market pricing and below-market pricing. DIVE INSIGHT: A declining population and premium rents recently Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
Locally, the city is shrinking, recording 15,000 fewer residents in 2023 compared with 2020. Residential vacancies climbed from 7.5% in 2018 to 11.5% in 2024. “In a weak market, multifamily development will need more/deeper incentives to close the feasibility gap created by adding affordability requirements,” the analysis states. While the MIZ policy has yet to see success in mixed-income multifamily projects, it has supported development of 100% affordable housing projects in the city, the report notes, with 260 affordable units built since 2021 and 563 in the pipeline. earned New Orleans the title of “toughest city in America for real estate” in a University of Mississippi study. Since the city implemented its MIZ to boost affordable housing options,“there’s been a sea change, and the market has shifted,” Phillip Kash, a partner at HR&A, told the city’s planning commission at a presentation Nov. 11. Construction costs have soared 47% nationwide since 2018, according to the HR&A analysis, and sharp rises in interest rates since 2021 have increased borrowing costs. 8 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
OPENING LINES STATES AGREE ON AI’S ECONOMIC ADVANTAGE — WHETHER THEY’RE READY FOR IT IS ANOTHER STORY Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 18th, 2025 DIVE BRIEF: • As many as 88% of state economic and workforce development leaders view artificial intelligence as important for their economy and workforce, but only 6% of respondents reported their state had a defined plan to monitor and act on AI’s economic impact, according to a new survey by Boston Consulting Group. • The survey also found that 55% of states have leadership ready to oversee strategic initiatives involving AI and have a taskforce in place to address AI’s impact on their state’s economy. • The lack of a cohesive economic strategy was cited by 39% as a barrier to pursuing AI technology, while 27% blame low public trust and slow business adoption for hampering major AI transformations in their states. DIVE INSIGHT: AI is expected to have a major impact on the U.S. workforce, including the public sector. Internally, 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
Mississippi is one state that has taken proactive steps toward AI education, offering residents workshops and free courses through partner colleges and public schools, according to BCG. The state’s AI talent accelerator program awarded $9.1 million in grants to universities to expand AI programs. San Jose, California, has also worked to be at the forefront of the AI economy. In August, the city announced a city-run AI incentive grant program to support early-stage AI companies focused on addressing issues such as maternal health and food waste. Grant recipients are awarded up to $50,000. “Some of society’s biggest challenges are also great opportunities for innovation and job creation,” San Jose Mayor Matt Mahan said in a statement. “San Jose’s first-in-the-nation AI grant program is funding local startups building businesses that make our city stronger, safer and more vibrant for everyone.” The city also launched an AI upskilling program to train city staff to use AI “responsibly and effectively.” It plans to expand the program to more than 1,000 city employees in 2026. In its report, BCG suggests five steps that state governments can take to upskill their workforce, including integrating AI learning into student journeys and expanding on-demand training for incumbent workers. The firm also suggests creating public access points for AI, such as terminals and learning hubs in libraries and community centers, offering specialized training for experts and aligning upskilling initiatives with capital investment. more than 80% of state chief information officers say their employees are already using AI daily, largely for improving workplace efficiency. Cities like Dallas and San Francisco have also embraced AI in their respective workforces. Altogether, AI is expected to impact around 40% of all work hours, according to BCG, as the new technology takes over repetitive digital tasks. As a consequence, three-fifths of employees will require upskilling for AI-enabled positions over the next two to five years, according to BCG. 10 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
AI TOOLS FOR LAW ENFORCEMENT ARE PROLIFERATING. NOW CITIES AND STATES ARE SETTING GUARDRAILS FOR THEIR USE. OPENING LINES Source: www.smartcitiesdive.com, Robyn Griggs Lawrence, Editor, First Published Nov 07th, 2025 A cruise around the expo floor at last month’s International Association of Chiefs of Police conference in Denver revealed AI at every turn. From surveillance systems and facial recognition tools to software that writes police reports and triages 911 calls, the exhibits made clear that artificial intelligence can be deeply embedded in modern policing. During the conference, Oracle unveiled a platform that uses AI-driven analytics and voice controls to automate police reporting and, it says, improve first responder decision-making.Also on display: a digital evidence management system designed to accelerate investigations, an AI desk officer that reportedly can handle up to 1,000 non-emergency calls at a time and take reports in 25 languages, a chatbot that aims to improve suspicious activity reporting and a video analysis program that says it transforms body camera data into reports in seconds. Booth after booth showcased AI tools for nearly every aspect of police work — even officer wellness. “A couple years ago, the question was, do we fight AI or do we work with it?” said Doug Kazensky, a former training sergeant at the Longview, Wash., police department, now senior solutions engineer at Vector Solutions, who was at the show.“Well, guess what? It’s coming, and it isn’t stopping anytime soon.” This year’s Public Safety Trends Report, a national survey of first responders, found that 90% of survey respondents support their agencies using AI, a 55% increase over last year’s survey. The majority — 88% — said they trust that their agencies will use the technology responsibly, a 29% increase since last year. “We’re not going to gamble with personal liberty” AI solutions are intended to make law enforcement more effective and efficient, Kazensky said, “and those are noble things.” “But sometimes,” he added, “there are unintended consequences.” Just days before vendors and law enforcement officers converged in Denver, California Gov. Gavin Newsom, D, signed a law designed to start addressing those potential consequences. SB 524 requires law enforcement agencies to disclose whether AI was used to generate any part of official reports and maintain an audit trail for as long as the report is retained. In March, Utah Gov. Spencer Cox, R, signed a similar bill. “We’re not going to gamble with personal liberty,” 11 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
camera, but not witnessed by an officer, being entered into reports.“It’s not that it didn’t happen,” Kazensky said. “It’s just a question of, if I didn’t see it, should it be in my police report?” Law enforcement agencies must be open and transparent about how and why they’re using AI, Kazensky said. Local government leaders can help ensure that happens. “There is a part for city and county government leaders to play in getting law enforcement agencies tools that improve their processes, but they need to do it in a way that’s open and fair and communicative with everyone,” he said.“Not everyone’s going to love it.There’s always going to be some contingency that says absolutely not. So, you have to listen to as many voices and address as many concerns as you can.” California State Sen. Jesse Arreguín, who wrote SB 524, said in a statement. “AI hallucinations happen at significant rates, and what goes in a police report can influence whether or not the state takes away someone’s freedom.” AI hallucinations — false or misleading outputs delivered as facts — are a threat not only to individuals’ freedom but to the public’s trust in law enforcement, Kazensky said. To keep these at bay, agencies need to vet AI tools as diligently as they would officer recruits and put procedures in place to ensure officers are checking their output. AI tools trained on internal data are safer than those that scoop up data from the internet, Kazensky said. He called the latter a quagmire of disinformation that can lead to hallucinations. He’s also concerned about data captured by a video 12 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
OPENING LINES HUD IS BACK ONLINE — AND IS MAKING CUTS TO ITS HOMELESSNESS PROGRAM Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 14th, 2025 Housing and rental assistance programs are returning after the federal government shutdown, but funding for permanent housing is getting the ax. The federal government resumed full operations yesterday morning as the 43-day government shutdown ended Wednesday night with President Donald Trump’s signature on funding legislation. Housing and rental assistance programs overseen by the Department of Agriculture are returning, but a provision that would have required the Department of Housing and Urban Development to award eligible Continuum of Care Program renewals for 12 months is absent from the legislation, according to the National Alliance to End Homelessness.The CoC program provides funding to local governments and nonprofits with the goal of ending homelessness. Instead, HUD on Thursday announced policy changes that will redirect the majority of CoC funding from permanent housing to transitional housing and supportive services. The move could put as many as 170,000 people at risk of experiencing homelessness, according to a Politico report. HUD’s new policy will also require 70% of CoC projects to compete before determining the best programs,“ending the status quo that automatically renewed funding without measuring success.” HUD said in a press release that the Biden administration had some 10% of such projects compete during its four years in office. “Our philosophy for addressing the homelessness crisis will now define success not by dollars spent or housing units filled, but by how many people achieve long-term self-sufficiency and recovery,” HUD Secretary Scott Turner said in a statement announcing the policy change. CoC funding applications opened Nov. 13 and will close Jan. 14, 2026. The program expects 7,000 awards with $3.9 billion in funding available. The legislation that reopened the federal government included funding for three spending bills for fiscal 2026 that included $26.65 billion for USDA discretionary spending programs. These include rural housing programs for single and multifamily 13 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
them,” Shannon McGahn, chief advocacy officer and executive vice president of the National Association of Realtors, said in a statement. The legislation funds most federal agencies until Jan. 30, 2026. housing, rental assistance and more, according to the National Council of State Housing Agencies.The bill also includes funding for military family housing. However, that funding may be difficult to obtain quickly as the federal government restarts operations.“There is a six-week backlog with many of these programs, so I would expect there to be some additional delays as they work through 14 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
OPENING LINES ANOTHER AVIATION EXPERT WARNS AGAINST ATC PRIVATIZATION Source: www.nbaa.org, Editor, First Published Nov 03rd, 2025 Although the federal government is now reopened, its effects continue to ripple across the aviation system.A flight safety expert who has worked around the world says recent calls to privatize America’s air traffic control (ATC) system are shortsighted and risky. Chris Metts, who has worked on aviation issues in the private sector and government for 35 years, says the reason for concern is simple: privatized systems are vulnerable to economic pressures that force costcutting at the expense of safety and efficiency. Metts spent more than a dozen years at the FAA in the U.S. and Asia. He served as the agency’s VP of U.S. Air Traffic Operations during the 9/11 attacks. He has also worked on flight safety internationally as the transportation specialist at the U.S. embassies in China, Japan and Singapore. “As we’ve watched other countries privatize, it would be important for us to just watch how those [air traffic] organizations are subject to the economy,” he recently told Salt Lake City’s CBS station, KUTV. That’s evident in Canada, the United Kingdom, Australia and New Zealand – all of which have privatized their ATC systems and grappled with chronic controller shortages, technology gaps, operational delays and safety concerns. 15 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
the Modern Skies Coalition, calling for strategic investment in a brand-new ATC system, rather than privatizing the current one. Industry leaders are unified: the answer isn’t privatizing ATC but investing in what already works. Others have made an effective case for modernization and against privatization in recent days, including a longtime advocate for free-market policies who told the Wall Street Journal this week that calls for ATC privatization “distract from real solutions. NBAA President and CEO Ed Bolen made this point during a recent appearance on Bloomberg TV. “When we look at countries around the world which have privatized their air traffic control system – we see a number of challenges in terms of their air traffic controllers, their technology, their delays and most importantly, safety issues,” Bolen told Bloomberg’s “Wall Street Week.” The right approach, experts and aviation stakeholders say, is maintaining the government-industry partnership that has kept American airspace the safest in the world while continuing to invest in modernization. NBAA and nearly 60 other aviation groups formed 16 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL 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 MARYLAND DEPARTMENT OF COMMERCE ONLINE ARTICLE MUNICIPALITY OF BROCKTON, ON A RURAL HUB WITH A PLAN FOR PROGRESS RAYTOWN, MO A DYNAMIC TOWN GROWING WITH PURPOSE ALBEMARLE, NC THE POWER OF PLACE LEXINGTON, NC ATTRACTING MAJOR EMPLOYERS CHESTERFIELD, MO ENTERTAINMENT, COMMERCIAL GROWTH & COMMUNITY VALUES INTERSECT EDEN VALLEY, MN MANUFACTURING MOMENTUM: THE ENGINE OF GROWTH DUFFERIN COUNTY, ON A CARING AND ENGAGED COMMUNITY KERRVILLE, TX A COMMUNITY ACCELERATES RECOVERY EFFORTS HAGERSTOWN, MD STRATEGIC GROWTH FOR A CITY ON THE RISE 17 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
HOLYOKE, MA AMERICA’S PAPER CITY IS WRITING A CLEAN ENERGY FUTURE IOLA, KS A SMALL CITY WITH BIG PLANS PUEBLO WEST, CO A COMMUNITY WITH ROOM TO GROW WESTFIELD, IN BUILDING A SPORTS TECHNOLOGY EMPIRE SALINE CITY, MI OPEN FOR BUSINESS, FOCUSED ON COMMUNITY MAGNOLIA, AR SOUTHERN CHARM WITH A BLUEPRINT FOR PROGRESS WYOMING COUNTY, PA A COUNTY BLESSED WITH UNPARALLELED BEAUTY PALOS HEIGHTS, IL A CALM AND CONNECTED SUBURBAN TREASURE CENTER LINE, MI ONE AND THREE- QUARTER SQUARE MILES, STRENGTH IN SUSTAINABILITY MONTE VISTA, CO THE FUTURE IS LOCAL: BUILDING A SUSTAINABLE VALLEY ECONOMY OSAGE COUNTY, KS EXPLORE, DISCOVER, RENEW 18 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
THE POWER O ALBEMARLE, NC AT A GLANCE ALBEMARLE, NORTH CAROLINA WHAT: A growth-minded small city blending historic charm with evolving industry and educational opportunities. WHERE: Located in central North Carolina, about 40 miles east of Charlotte. WEBSITE: www.albemarlenc.gov ADVANCING ALBEMARLE’S DOWNTOWN VISION TO MEET RESIDENT NEEDS 19 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
OF PLACE In Albemarle, North Carolina, progress feels personal. It is a place where city leaders greet residents by name, where downtown buildings tell stories of industry and renewal, and where growth is guided not by chance but by vision. Surrounded by scenic lakes and a landscape rich in history, Albemarle has found its stride as a community that welcomes change without losing its sense of home. Mayor Ronnie Michael says that balance is at the heart of 20 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
Albemarle’s success. “We have tremendous parks and lakes around us,” Mayor Michael says.“We have a lot to offer, not just from a lifestyle standpoint but from a business perspective as well. Our community has many opportunities ahead, and we are very intentional about planning for them.” That sense of intention runs through every part of the city’s growth. Guided by an award-winning strategic plan and shaped by strong community engagement, Albemarle is moving confidently into the future, blending the warmth of a small town with the innovation and momentum of a modern city. SMART GROWTH THROUGH STRATEGIC PLANNING City Manager Darren Rhodes explains that Albemarle’s evolution is not accidental but deeply rooted in deliberate planning. “Our council set out a mission and vision through our strategic plan, which we review annually,” Rhodes says.“It is guided by community input, staff expertise, and council leadership.” The plan centers on five key goals: organizational capacity, safety and security, infrastructure, community and economic growth opportunities, and inclusive community engagement. “We develop tangible actions each year,” Rhodes continues.“These tactics become part of the annual budget, so every initiative has a clear path from idea to implementation.” Albemarle’s land use plan, a comprehensive blueprint informed by more than 700 community responses and over a dozen public meetings, defines how the city will grow over the next two decades. “Growth is coming to Albemarle on a historic level,” Rhodes says. “This plan helps us ensure that development enhances our community while preserving what makes it special.” Mayor Michael emphasizes that transparency has been essential to the process.“We do not want to do anything without the public knowing what we are doing,” she says. “Having the community involved from the beginning was very important to us.” A PRO-BUSINESS MINDSET For Lindsey Almond, Albemarle’s Economic Development Director, the city’s success lies in its ability to attract new businesses while keeping costs manageable and supporting local enterprise with ease. “Within the Charlotte region, Albemarle offers lower operating costs, affordable land, and a highly engaged workforce,” Almond says. “We have a pro-business mindset at City Hall. Because all of our municipal utilities are managed locally, we can streamline timelines and keep rates competitive.” The Albemarle Business Center, located just minutes from downtown, has become a cornerstone for industrial and advanced manufacturing growth. “We have ample water and sewer capacity on site, and we are expanding our electrical capacity to 25 megawatts by 2028,” Almond explains. “That 21 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 ALBEMARLE, NC
REVITALIZING THE HEART OF THE CITY Downtown Albemarle has emerged as a vibrant showcase of the city’s commitment to preserving its character while fostering new opportunities. Through the Downtown Catalyst Grant, small grants are turning into big wins.“Last year, we leveraged 1.5 million dollars in private investment for just 90,000 dollars in grants,” Almond says.“One great example is Uwharrie Brewing, which used the grant to add a canning operation, bringing micro-manufacturing back downtown.” Historic preservation plays a defining role in Albemarle’s revitalization strategy. “We have 33 years of Main Street accreditation, which focuses is especially important for industries driven by automation and artificial intelligence.” Albemarle is also making sustainability part of its economic identity. “Our electrical source is 99 percent carbon-free,” Almond adds. “For companies focused on environmental responsibility, that is a major advantage.” Situated within a foreign trade zone and opportunity zone, the Business Center offers local, state, and federal incentives. “When you combine all of those opportunities,” Almond says, “it makes Albemarle a very competitive place for companies looking to expand or relocate.” 22 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
on economic development through historic preservation,” Almond explains. “We practice what we preach. Our former fire department is now Uwharrie Brewing, a former bank became our Police Department headquarters, and an old Coca-Cola bottling plant now houses our fire and community police station.” The city has also invested in Courthouse Plaza, one of downtown’s oldest spaces, transforming it into a welcoming place for events, shopping, and dining. “It is about giving people reasons to come downtown, linger, and enjoy the city after business hours,” Almond says. Looking ahead, Mayor Michael sees continued momentum.“We are going to see more apartments and second-floor living as these buildings are redeveloped,” she says. “With Pfeiffer University’s presence, we expect to see more medical and educational growth as well.” A GREEN FOCUS FOR ITS RESIDENTS The city, as part of its overall masterplan is devoting time, planning and resources to ensure that the beautiful green spaces and recreational opportunities are plentiful and kept to the very best standards. “We recently completed a 10-year Parks and Recreation master plan. What are some of the top priorities or signature projects outlined in this plan? We had a few top priorities. The community really wants a splash pad so that from the community is a top priority.” Lisa Kiser, Parks and Recreation Director states. “ We’re looking at a property to do some potential sports tourism. So, that is also a top priority, and the third priority was greenways and 23 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 ALBEMARLE, NC
ENGINEERING EFFICIENCY AND INNOVATION Infrastructure drives Albemarle’s forward momentum. “We are a full-service city,” Rhodes says.“We manage our own water, sewer, and electric services, which gives us control and flexibility.” Major projects are underway, including a significant wastewater plant upgrade and the replacement of a 75-year-old raw water line to increase capacity.“We are also adding a new water line to provide more redundancy to our system,” Mayor Michael notes. The city’s commitment to modernization extends to its use of technology.“We are installing smart meters for water and electric services,” she says.“That gives us real-time information about outages and usage, improving communication and efficiency.” trails throughout the city, so those are the top three big priorities.” Kiser adds that, “ When you’re thinking about attracting people to a city, you want to make sure that there’s stuff to do in the city and the parks and recreation in those cities are what makes a city alive and brings the community together.” “ You want to have nice parks. You want to have plenty of recreation programs for the children to be involved in, and then those special events where the family can get together and meet up with the community, that’s important. When they come to see us and visit our parks, they’ll also visit restaurants and other retail locations and spend money in Albemarle,” she elaborates. 24 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
Albemarle’s broadband infrastructure supports both residents and businesses in a world increasingly shaped by remote work. “We are in a great position for remote work,” Mayor Michael adds. “People can live here, enjoy a lower cost of living, and still have all the access they need to connect anywhere.” THOUGHTFUL GROWTH FOR EVERY GENERATION Housing demand in Albemarle continues to rise, and city leaders are focused on ensuring development remains balanced and sustainable.“We assess every new project to make sure it pays for the services it uses,” Rhodes explains. “We are working to create a mix of single-family, multi-family, and mixed-use developments that serve everyone from first-time homebuyers to retirees.” Mayor Michael acknowledges that supply remains a challenge.“We are working to increase affordable housing, but we also need market-rate options,” she says. Homes are selling as fast as they are built, which shows how much demand there is. We are addressing it through careful, forward-thinking planning.” The city’s new land use ordinance will help shape future residential development, ensuring it aligns with the city’s infrastructure capacity and long-term goals. The Pfeiffer University Center for Health Sciences in Albemarle, NC 25 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 ALBEMARLE, NC
BUILDING SKILLS FOR A STRONGER FUTURE Albemarle’s approach to growth includes investing in the people who make it possible.“We have great partnerships with Pfeiffer University and Stanly Community College,”Almond says.“That is one of the advantages of being in a smaller city. Collaboration comes naturally.” Stanly Community College recently opened a 33,000-square-foot trades facility, featuring labs for mechatronics, welding, machining, HVAC, and construction trades. “The state and community college invested heavily in this facility,”Almond says. “It is an incredible resource for both students and local employers.” The city is also nurturing its future workforce through dual enrollment pathways that let high school students earn certifications in engineering technology and information technology. “These programs give students hands-on experience in high-demand fields such as cybersecurity and network management,” Almond says. Albemarle’s Career Connection platform and apprenticeship programs connect students directly with local businesses. “Our largest manufacturer, Preformed Line Products, worked with the college to train employees in hazardous material response and leadership,” Almond explains. “These partnerships strengthen our workforce and keep talent right here in the community.” BUILDING TRUST THROUGH PARTICIPATION Community input is not just welcomed in Albemarle, it is essential.“We have worked with the Centralina Council of Governments to facilitate surveys and meetings,” Mayor Michael says. “We have had PFEIFFER ISHOME Pfeiffer University, a mainstay in Stanly County, is educating healthcare professionals, teachers, business leaders and entrepreneurs who are making a difference across North Carolina. Pfeiffer has helped students become servant leaders in our region and the world for over 130 years. Pfeiffer – a small university with a big impact. To support Pfeiffer, and make our state and community stronger, go to pfeiffer.edu/give or scan the QR code. Apply now at pfeiffer.edu/apply pfeiffer.edu CONNECT WITH US 26 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
excellent participation, much higher than most cities. Many responses come anonymously, which helps people share their honest opinions.” Rhodes adds that this feedback shapes tangible outcomes.“We identified neighborhoods with unique needs, some historic and some new, and learned what residents want in terms of recreation, transportation, and retail,” he says.“Our role is to find the tools and strategies to make those ideas possible.” Transparency and collaboration remain central to every major decision the city makes, reinforcing trust between residents and local government. FUTURE-FOCUSED: THE NEXT CHAPTER OF ALBEMARLE Looking to the future, Albemarle’s leaders see a city set for continued growth and innovation. “We want everyone to know that we are future-focused,” Mayor Michael says. “Our community offers great opportunities to live and work. We are a city that 27 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 ALBEMARLE, NC
welcomes anyone looking to invest, start a business, or build a life here.” Rhodes echoes that optimism with a clear sense of direction. “Our biggest opportunities come from our location, natural resources, and affordability,” he says. “Our challenge is to diversify our economy and manage growth in a way that complements the vibrant downtown community we already have.” In Albemarle, progress does not mean leaving the past behind. It means building on it.Through vision, planning, and the power of community, this North Carolina city continues to chart a course defined by purpose and pride, ensuring that the best of smalltown life thrives in a modern and forward-looking future. PREFERRED VENDOR/PARTNER n Stanly Community College www.stanly.edu Stanly Community College, with locations in Albemarle and Locust, NC, empowers students through affordable, high-quality education, and training. Offering 30+ programs in healthcare, technology, skilled trades, business, and university transfer, SCC is dedicated to student success while fueling workforce development and lifelong learning. n Pfeiffer University www.pfeiffer.edu Pfeiffer University delivers a transformational, personalized education wherein students are shaped by a gifted, diverse, and committed community of mentors. Graduates are prepared to lead, have the disposition to serve, and possess the wisdom and skills to facilitate health and prosperity throughout the region and the world. 28 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
ATTRACTING MAJOR E STRATEGIC INFRASTR LEXINGTON, NC AT A GLANCE LEXINGTON, NORTH CAROLINA WHAT: A city transitioning from textile and furniture manufacturing to a diversified economy WHERE: Davidson County, North Carolina WEBSITE: www.lexingtonnc.gov THIS CITY IS PROVING THAT IT CAN HAVE IT ALL WITH A STAGGERING $340 MILLION IN MANUFACTURING INVESTMENTS WHILE MANAGING 1,200 HOUSING UNITS UNDER CONSTRUCTION. 29 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
EMPLOYERS WITH RUCTURE INVESTMENT In the heart of North Carolina’s Piedmont Triad, a city of 20,000 residents is experiencing what Mayor Jason Hayes describes as “unprecedented growth.” Lexington, known as the “Barbecue Capital of the World” since Sid Weaver opened the first barbecue restaurant here in 1919, has transformed from a textile and furniture manufacturing hub into a diversified economic powerhouse. 30 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
The annual Barbecue Festival, now in its 41st year, draws over 200,000 visitors each October and appears in “1000 Places to See in the USA & Canada Before You Die.”Yet behind the smoky aroma of pork shoulders lies a city reinventing itself for the 21st century. For Mayor Hayes, this transformation holds deep personal significance.“My folks moved here in 1965. They both met at the school for the deaf in Morganton, North Carolina, and so they were both deaf and my sister and I were both hearing,” he explains.“We had a lot of community members, teachers, coaches that really wrapped their arms around us and supported us as we moved our way up through the local school system here.”After spending approximately 30 years in the pharmaceutical and biotech business, Mayor Hayes saw an opportunity to give back. “I felt like I could apply some of the knowledge that I had built in the business environment and be able to help my community move forward.” The numbers tell a compelling story. Where roughly a hundred building permits were issued in 2018, today over a thousand housing units stand under construction, with another thousand approved and awaiting groundbreaking. This residential surge follows a deliberate economic diversification strategy that has attracted major employers including Siemens Mobility’s $220 million rail manufacturing facility and US Foods’ 220,000-square-foot distribution center.“Folks move here from all over,” Mayor Hayes notes.“They visit and then they come back and some even decide that they want to move here.” REVITALIZING THE DEPOT DISTRICT The transformation of Lexington’s Depot District is one of the most ambitious urban revitalization projects in the region. In 2011, city leaders purchased former furniture manufacturing buildings with a vision that took what Mayor Hayes acknowledges as longer than anticipated. “Sometimes it doesn’t happen as quickly as we all would like, and I’m sure the folks who decided as city leaders back in 2011 to purchase all of those buildings probably couldn’t have anticipated that it might take 14 or 15 years to completely build that area out,” he reflects. “But it is happening.” The catalyst arrived in 2020 when Lexington secured a $25 million BUILD grant from the U.S. Department of Transportation for a passenger rail station. The project, scheduled for completion by October 2027, includes two boarding platforms, renovation of the historic freight depot, and a vehicle tunnel under the railroad at Fifth Avenue. Norfolk Southern is currently conducting a Rail Traffic Controller Simulation 31 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 LEXINGTON, NC
Brooks event center now anchors the area, while a building currently under roof will become a distillery. Edgewood Lofts will add up to 100 residential units, and the former Lexington Home Brands site spanning nearly three acres will feature a food hall, high-end townhomes, multifamily dwellings, and a micro park. “Really just a variety of opportunities in that area,” Mayor Hayes says. Analysis to integrate three northbound and three southbound daily train stops with existing freight operations. The station will connect Lexington to Charlotte, Greensboro, High Point, and Raleigh. Around this transit hub, the district has gained the Breeden Insurance Amphitheater, Goose & the Monkey Brewhouse, and Bull City Ciderworks. Holland 32 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
“The Depot district will have the passenger rail stop as a hub there, really providing an opportunity for folks to live in that area, to eat in that area, and then hop on the train and access work opportunities, educational opportunities or healthcare.” UNPRECEDENTED RESIDENTIAL GROWTH The surge in residential construction signifies a fundamental shift in Lexington’s economic trajectory. From approximately 100 building permits issued in 2018, the city now has roughly 1,200 units under construction with dirt being moved on sites across the community. The mix encompasses singlefamily homes, townhomes, multifamily apartments, and housing designed for residents aged 55 and older. Another 1,000 to 1,100 approved units await construction starts, positioning Lexington for sustained population expansion based on the city’s calculation of 2.5 residents per unit. Mayor Hayes points to a pattern the city has observed between employer recruitment and housing demand. “Usually what we see is that if we’re successful in recruiting a company that is going to be an employer in the area, we see an 18-month lag in additional residential growth and additional retail growth as well,” he explains. The community’s uptown area now features extensive second and third-floor residential conversions in buildings that served as storage for decades, while the Depot District follows a similar model with 33 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 LEXINGTON, NC
retail occupying ground floors and apartments rising above. The growth hasn’t come without resistance. “Some folks are resistant to change and sometimes resistant to growth, which I understand,” Mayor Hayes acknowledges. “However, if you look at where our community has come from with a loss of textile and furniture opportunities and jobs, we had a void that really needed to be filled.” The diversification now taking shape addresses that void while creating opportunities across skill levels. Advanced manufacturing jobs today differ markedly from decades past, offering pathways through credentialing and certifications available at Davidson-Davie Community College, which graduated 1,120 students this past May. A greenway plan currently in development will connect the city’s 25 parks, supporting the walkability focus central to uptown and Depot District planning. The average commute time of 22 minutes sits well below the national average of 26.6 minutes, with proximity remaining a defining characteristic as new developments take shape. STRATEGIC APPROACH TO ATTRACTING THE RIGHT MIX Lexington’s approach to economic development balances aggressive recruitment with careful consideration of industry mix and workforce sustainability. Mayor Hayes, who serves as vice chair of the Davidson County Economic Development Commission, notes that companies considering investments above $50 million typically expect local incentives.The city and county have responded by offering half of tax obligations for three to Nucor’s new reinforcing bar (rebar) micro mill in Davidson County, Nucor Steel Lexington, produces clean, sustainable steel for our modern U.S. economy. With 200 teammates in the county – and over 900 teammates across the state, Nucor is proud to be a part of the Davidson, North Carolina community. Locally made steel, locally made impact – Davidson County’s future is built here. Learn more at www.nucor.com BUILT HERE. STRONG EVERYWHERE. 34 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
five years, calibrated to investment size and job creation numbers. At the state level, the Economic Development Partnership of North Carolina provides workforce development funding for customized training through Davidson-Davie Community College. The workforce dynamics favor employers. Currently, 49% of Davidson County’s workforce leaves the county daily for employment elsewhere. “What’s been encouraging to potential employers is the opportunity to be able to capture the workforce that’s leaving the county on a day-to-day basis,” Mayor Hayes explains. “Having the availability of a workforce here locally has been a huge draw for us.” The city offers a 750-acre industrial site plus additional parcels scattered throughout the county, supported by electric utility service that positions Lexington among just 19 consortium cities in North Carolina providing this capability. Siemens Mobility’s $220 million rail manufacturing facility typifies the caliber of investment Lexington now attracts. The 200-acre campus, featuring over 11,000 feet of rail track, will create 506 jobs by 2028 at an average salary of $51,568. Production began in 2024 at the carbon-neutral facility, which incorporates robotic welding, 3D printing, and virtual reality welder training. The operation will serve as 35 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 LEXINGTON, NC
INNOVATION IN STREET RESURFACING AND BEYOND Mayor Hayes identifies three priorities for the next 18 months: increasing tax base, expanding workforce opportunities, and ensuring infrastructure can support both goals. The city’s 126 miles of streets, rated poor for years, now receive unprecedented investment through a strategic three-pronged approach. One application, Pressure Pave, is a first for North Carolina municipalities. “Usually, it’s kind of a mill and fill where they get down to the bed level and then asphalt it,” Mayor Hayes explains. “Well, this Siemens’ East Coast hub and will be the city’s largest taxpayer in history. US Foods followed with a 220,000-square-foot Stock Yards distribution center expected to open in early 2026, bringing 100 jobs by late 2027. Divert, the state’s first food waste diversion and renewable natural gas company, adds approximately 50 positions. “After we landed the Siemens mobility opportunity, then next came US Foods,” Mayor Hayes says. “Having a diversity of businesses is important and also having a diversity of needs from an employee standpoint as well.” 36 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11
pressure pave application is one in which you kind of leave the existing street, but it’s a slurry, an epoxy that goes over the street and has a lifespan of about 12 to 15 years.” The technique allows the city to extend pavement life on streets not requiring full reconstruction.“The great thing about that is that just from an equity standpoint, everybody in all parts of the city is seeing something new done with their streets,” Mayor Hayes notes. “It’s not just choosing one particular or an affluent area and making sure those folks are happy. It’s really ensuring that everyone across the city is seeing infrastructure improved.” Water and wastewater treatment upgrades also loom on the horizon, requiring strategic capital reserve building for major facility investments. Infrastructure readiness has become critical for site selection. Mayor Hayes observes that quality of life metrics, once third or fourth on employer evaluation lists, now rank first or second. “It’s 37 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 11 LEXINGTON, NC
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