CONWAY, SC VOLUME 5, ISSUE 10 | OCT 2024 Also in this issue BERNARDSVILLE, NJ • LOVEJOY, GA • DANBURY PUBLIC SCHOOLS SOUTHERN CHARM WITH A MODERN TWIST Scot Young (Western) Ltd. Your Trusted Commercial Cleaners Pg. 371 Conway Chamber of Commerce Experience Conway, SC Pg. 143 Buffalo Builders Full Service Construction Firm Pg. 275
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
EDITOR’S NOTES Dear Readers, I have a particular affection for October. I can never put my finger on why it specifically appeals to me so I have determined that it boils down to several seasonal offerings. The fall leaves are at their peak, the kids are gearing up for Halloween and the cold and crisp nights provide a sense of renewed optimism that fall can bring us. It is not just families that sense that change is in the air, companies across the continent, municipalities, counties, and airports also have shifted priorities to meet the autumn months. At Business View Publications, it is always a pleasure to capture some of the fall momentum in our profile features, bringing up-to-the-minute information to our business readers. As we fully embrace the season in our October issue, the top priorities for municipalities and organizations across North America continue to be the best practices, sound initiatives, and infrastructure upgrades needed to sour through the second half of the fourth fiscal quarter of 2023. Focusing on key policies while adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands take center stage for the municipalities, business organizations, and airports that we covered for this issue. We landed at several leading regional airports and sat down with Airport Directors including Alpena County Regional Airport, Jamestown Regional Airport, and Rick Husband Amarillo International Airport to discuss their airport master plans, meeting continued aviation growth and their economic link to the community and region they serve. In-depth profile features filled our pages with city officials from Bernardsville, New Jersey, Calabasas, California, Conway, South Carolina, Lovejoy, Georgia, Dixon, California, Springdale, Arizona, and Terrell, Texas among other fast-growing municipalities. Each region is embracing the fourth fiscal quarter of 2024 and firmly focusing its civic efforts towards infrastructure projects and business growth as well as providing residents 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 Augusta Lawn Care Service, AvenueWest, Canadian Energy Protection Corporation, Elettric80, and Stern Laboratories Inc. among other leading businesses and organizations. Looking ahead, all these companies show leadership and produce unparalleled projects to increase their business foothold. All these companies are 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 soak in the early fall air, sit down, and enjoy our sector-focused features. Karen Surca Editor in Chief 2 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
CITY VIEW 21 MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT Forging Ahead In Maine 27 INDIANA HOUSING AND COMMUNITY DEVELOPMENT AUTHORITY Community Strong 33 BERNARDSVILLE, NJ A Century of Community 43 DUNELLEN, NJ Small but Strategically Located 53 THE VALLEY ECONOMIC ALLIANCE Supporting Growth and Innovation in the Heart of Los Angeles VOLUME 05, ISSUE 10 COVER CONWAY, SC 2 EDITOR’S NOTES 7 OPENING LINES 59 CALABASAS, CA A Model of Sustainable Growth and Community Excellence 69 DIXON, CA Small Town Spirit Meets a Bright Future 79 COLLINSVILLE, OK A Historic Heart Embracing Modern Growth 89 MCALESTER, OK Forging a Path New Development and Opportunity 103 COLUMBIA HEIGHTS, MN A Strong Identity with a Unique Vibe 113 COLUMBUS, WI A Gateway to Opportunity and Community 119 MAUSTON, WI Meeting the Future CALABASAS, CA COLLINSVILLE, OK 59 79 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
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VOLUME 05, ISSUE 10 129 SPARTA, WI Putting A Growing City on The Map 139 CONWAY, SC Southern Charm with a Modern Twist 157 ELIZABETH CITY, NC A former trading hub becomes an economic center 167 CYNTHIANA, KY A Strategic Civic Hub 177 DAHLONEGA, GA A Dynamic Civic Story 187 JEFFERSON, GA A Blueprint for Thoughtful Growth and Community Excellence 197 LOVEJOY, GA ‘Where Love Meets Joy’ 207 FAIRVIEW, TN Naturally Embracing Growth and Change 217 GREENEVILLE, TN An historic town plans for smart growth 227 HAGERSTOWN, MD From Revitalization to Thriving Urban Hub WINDSOR, CO HAGERSTOWN, MD 329 227 241 KNOX COUNTY, OH Roadmap for Growth 251 MANASSAS PARK, VA The Little City That Could 261 MENA, AR Driven by Community and Vision 271 SPRINGDALE, AR The City of Legacy and Economic Vision 289 CROWLEY, TX Small But Surging Ahead With Growth 299 TERRELL, TX “Build Your Legacy” 309 UNIVERSAL CITY, TX Strategic Growth and Community Vision in Action 319 WHITE ROCK, NM High Quality of Life 329 WINDSOR, CO A Vibrant Blend of Small-Town Charm and Big-City Opportunities 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
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 341 ALBERTA SCHOOL BOARDS ASSOCIATION Advocating for Excellence 347 CHINOOK’S EDGE SCHOOL DIVISION Shaping the Future with Innovation and Community Engagement 357 CHRIST THE REDEEMER CATHOLIC SCHOOLS A Thoughtful Academic Approach 367 FOOTHILLS SCHOOL DIVISION A Flourishing District of Community-Led Learning 377 GRANDE YELLOWHEAD DISTRICT SCHOOLS Redefining Rural Education 387 DANBURY PUBLIC SCHOOLS Top of the Class GRANDE YELLOWHEAD DISTRICT SCHOOLS FOOTHILLS SCHOOL DIVISION 377 367 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
NBAA: SUSTAINABILITY IS CREATING EXCITING NEW OPPORTUNITIES FOR TOMORROW’S AVIATION PROFESSIONALS Source: https://nbaa.org/, News Editor, First Published Oct 11, 2024 Sustainability efforts championed by NBAA and its industry partners will drive growth in business aviation and create new opportunities for the next generation of aviation professionals, NBAA Northeast Regional Director Brittany Davies said during a recent Management Speaker Series presentation hosted by Vaughn College of Aeronautics and Technology students. During the virtual presentation, Davies along with industry veterans Christopher Bing and Delray Dobbins, provided deep insights into business aviation’s critical role in the sustainability movement, both as a technology incubator and vocal advocate for environmentalism through programs like CLIMBING. FAST. “CLIMBING. FAST. is part of an industry-wide effort by the business aviation community to reach net-zero carbon emissions by 2050. On that journey, we will be creating jobs that don’t exist today, producing new opportunities to connect communities across the country in new and sustainable ways and elevating Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
engine manufacturing field for the past 30 years, most recently as head of sales and global strategy for Pratt & Whitney Canada’s Eagle Service Plan. “All the major engine manufacturers have said their powerplants are approved for 50% [SAF], which is the maximum blend currently allowed by regulators. That means you can take an engine designed in the 1960s and use the same 50% SAF blend as a brand-new engine,” Dobbins said.“That older engine obviously will have gone through several overhauls, but being able to use an emerging fuel type in any turbine engine built in the past 60 years is a remarkable milestone.” That adaptability and inherent foresight will generate new opportunities for today’s students, said Bing, chief pilot for aerospace and defense company RTX. “When you mention aviation as a career, most people’s minds jump to a pilot, but a dozen different jobs have to be completed before the pilot gets involved,” Bing said.“With the increase in sustainability, we are already seeing the introduction of electric hybrid technologies, advanced air mobility and new fuels, and over the next 10 to 15 years, who knows what opportunities will be created.” Business aviation will be at the cutting edge of these advancements, Davies added. “Business aviation is a vital contributor to our country’s economic growth and with the advancements in technologies powered by our drive for a more sustainable future, we have the potential to create over 300,000 jobs, if not more, in the coming years,” she said.“We as a community have already achieved so much, and we will continue to make our communities more accessible and bring time-critical services to the next level.” our industry’s already critical role in proving lift for humanitarian efforts,” Davies said. “Business aviation has a proven track record of success in emissions reduction, and through a structured plan based on the four levers of sustainable aviation fuel (SAF), modern technology, improved operations and out-of-sector measures, we will achieve our netzero goals,” she added. Those efforts build on the industry’s longstanding commitment to sustainability and its constant pursuit of efficiency, noted Dobbins, who has worked in the 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
OPENING LINES GETTING STARTED: WHAT ANY MUNICIPALITY CAN DO NOW ABOUT EPA’S PFAS RULING FOR WATER SYSTEMS Source: americancityandcounty.com, Dan Schneider, First Published Oct 09, 2024 There is help for municipalities and community water providers overwhelmed by the April 2024 U.S. Environmental Protection Agency announcement of its requirement that water systems remove six “forever chemicals” present in drinking water supplies across the country.The U.S. Geological Survey indicates as much as 45 percent of current drinking water supplies are impacted by PFAS. With three years to complete monitoring and, if there is an exceedance, another two years to install equipment designed to filter out PFAS (perfluoroalkyl and polyfluoroalkyl) substances, there is a challenge in just knowing where to begin. However, there are two initial steps municipalities of any size can take to start to get a handle on this environmental mandate. The first step involves getting help to secure a portion of the multi-billion-dollar funding available to address PFAS and other emerging contaminants in drinking and wastewater. The Bipartisan Infrastructure Law, which includes $10 billion in grants that primarily flow through states, is just one of the funding sources. The second step acknowledges municipalities are passive recipients of materials carrying PFAS and are in the unwelcome position of having to invest significant money and manpower to monitor and treat contaminants produced by and received from other entities. As part of the process, a practical, data-driven approach to build lines of evidence as to whether municipally driven activities or those from other sources (industrial, etc.) may have contributed to PFAS found in a community’s drinking water could be considered. These two items are discussed further below. A FUNDING ROADMAP While funding for water systems to better understand how to achieve compliance with recent EPA PFAS regulations is available, time is of the essence.These initial funding channels have a sunset, while the EPA ruling is forever. Understandably, municipalities are hesitant. No one entity in the funding chain that moves PFAS-dedicated Bipartisan Infrastructure Law dollars to positive community impact has figured out how to streamline the process and water system operators, especially for smaller systems, say they don’t have the resources or expertise to go after funding. Estimates for the cost of compliance—testing as well as the installation and maintenance of new treatment technologies— vary widely. Depending on what entity is sourced (such as the U.S. EPA, the American Water Works Association, the Environmental Business Journal), the estimates vary so widely as to be unhelpful. In any case, costs to most water and wastewater treatment facilities could be in the millions. Help is at hand.There are several organizations with qualified PFAS experts who understand the complex funding process. They know that the Bipartisan Infrastructure Law’s $10 billion is available through fiscal year 2026 and is administered via grants through each state’s Clean Water State Revolving Fund, the Drinking Water State Revolving Fund and the Emerging Contaminants – Small Disadvantaged Communities Grants program. These consultants can take on the writing of the differing program grant applications and typically do so at no cost to the municipality. If the grant is successful and recipient municipalities bid out aspects of the grant implementation, 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
of PFAS could help municipalities in this instance. Fortunately, there is a guide and screening tool to accomplish this. Developed for a wide spectrum of users, including lay people, the PFAS Source Differentiation Guide for Airports presents a lines-of-evidence approach to help differentiate between PFAS sources. Federally funded research, led by contributors Janet Anderson, Dan Schneider, Mat Knutson and Zachary Puchacz, used machine learning to gather 800,000 publicly available data points in PFAS sampling results throughout the U.S., and consolidated the research. Recommended practices that use a data-driven lines of evidence approach were then identified based on the research. Although the research focused on airports, municipalities impacted by PFAS contamination levels could follow a similar lines of evidence approach to collaboratively obtain relevant PFAS data, analyze potential contributing PFAS sources, and pursue more detailed site analysis or determination of treatment options and assignment of PFAS liability. Reader friendly, the guide presents a wealth of information from PFAS 101 to PFAS Sampling Protocols and Best Practices. The lines of evidence approach are summarized in three steps: 1. DESKTOP REVIEW This is just what it sounds like—a search of news clippings, records and more that begins to tell the story of likely PFAS sources and geologic factors that suggest potential PFAS migration pathways. This work informs the next step. 2. CONVENTIONAL SAMPLING The PFAS Source Differentiation Guide offers options on screening methods and data evaluation using standard PFAS analysis available in most commercial laboratories. Results from sampling further builds lines of evidence regarding PFAS sources. 3. ADVANCED ANALYSIS Should it be necessary, advanced forensic methods to identify potential PFAS sources would involve additional laboratory methods and forensic analyses. These tend to be less standardized and widely accepted since they are more costly and take longer timeframes to complete than typical PFAS laboratory analyses. Many local governments lack the resources in expertise, tools and personnel to comply with EPA’s 2024 PFAS drinking water standard. Knowing how to access funding to help fill these gaps and methods to generate evidence-based data, if needed, that informs on PFAS source differentiation, are two steps any municipality can begin implementing today. the consultants can participate in the competitive bid response. THE RATIONALE FOR PFAS SOURCE DIFFERENTIATION As to enforcement, EPA has indicated that significant contributors to PFAS release in the environment will be its focus. In its PFAS Enforcement Discretion and Settlement Policy under CERCLA memo, EPA stated: “EPA does not intend to pursue entities where equitable factors do not support seeking response actions or costs under CERCLA, including, but not limited to, community water systems and publicly owned treatment works, municipal separate storm sewer systems, publicly owned/operated municipal solid waste landfills, publicly owned airports and local fire departments…” However, absent legislative protections, parties found responsible for PFAS contamination could move to include other parties—like local government water, wastewater and solid waste operations—into CERCLA’s “polluter pays” model. Developing data that provides evidence of different sources 10 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
AMERICA IS AT A CROSSROADS WITH ITS INFRASTRUCTURE FUTURE OPENING LINES Source: americancityandcounty.com, Maria Lehman, First Published August 23, 2024 The first step to solving a problem is admitting there is a problem in the first place. Much of America’s infrastructure was built 50 to 100 years ago and has not been replaced or modernized to meet current needs and doesn’t address the needs of the future. Since 1998, the American Society of Civil Engineers (ASCE) has released the Report Card for America’s Infrastructure, which, every four years, does a deep dive into the state of various infrastructure categories. It provides both a letter grade and a narrative to explain how we need to work for future infrastructure needs. Simply put, for the past three decades, the grades have not been the kind you want to bring home to your parents. You cannot build a modern economy on top of crumbling infrastructure. Across the country, we are experiencing disastrous consequences in terms of human health and safety as well as economic impacts in insuring assets, along with the cost of rebuilding in the wake of a disaster. It does not matter if it is climate change-related or manmade. In response to these consequences, the ASCE released the Sustainable Infrastructure Standard, ASCE 73-23, a tool that provides guidance for infrastructure owners to develop and implement sustainable solutions throughout a project’s entire life cycle. It’s designed for a range of civil projects from energy to water to transportation systems and acts as a guide for engineers to develop and implement practices that promote sustainability and long-term reliability of infrastructure projects. It was introduced in October 2023, and we are starting to see the benefits of its implementation in projects across the country. Nonetheless, America’s communities are at a crossroads. A new survey and report released in July by GHD, a global engineering firm, reveals a mix of optimism and pessimism about the future needs of America’s infrastructure.Thirteen thousand people worldwide were surveyed, including 4,000 in the U.S., with a focus on responses from California, Florida, New York and Texas. It presents a comprehensive and nuanced understanding of intergenerational equity, which is focused on creating fair and just spaces that prioritize all generations, both now and in the future—all through an infrastructure lens.The survey results and report highlight the need for public infrastructure owners and consultants to listen carefully to their stakeholders to make better infrastructure development decisions. Resilience and adaptability of infrastructure are vital in mitigating the impacts of climate change, population growth and redistribution and economic fluctuations. In the past few years, there have been several bills, such as the Bipartisan Infrastructure Law (BIL), the CHIPS and Science Act, the Inflation Reduction Act (IRA), and the Water Resources Development Act (WRDA), that have significantly increased the federal share of infrastructure funding for the first time in decades. It is a recognition that the state of our current infrastructure needs to improve. Roads, bridges, water lines and other public infrastructure are a fundamental right, not a privilege, in a modern society. It should be noted that there has been support on both sides of the political spectrum for these bills. Not only were the votes bipartisan, but even those who may not have been supportive in the past are now seeing the positive 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
the benefits of infrastructure investment to almost every industry. Here’s a link to the report. Take a minute and check it out. With the supplemental funding and focus on better delivery for the future, we must understand the needs for the next 50 years to deliver more durable and sustainable infrastructure. With the increase in funding and activity, we must ensure that the work is engineered to meet the current and future needs for not only the design and useful life of an asset but also for its financial life. There are many examples of infrastructure that is not meeting its financial life, where disasters are destroying assets before the general municipal bonds have matured. Or Public Private Partnerships that are renegotiated because there are serious challenges to a project’s financial viability. The solution to our infrastructure challenges is funding and financing by both the public and private sectors at all levels, so true risk-sharing partnerships are vital to unleashing private capital, as we have seen in many areas around the world. We desperately need to work together. The future is bright if we collaborate! impacts on their constituents and their communities. Today’s Congress disagrees on many policy or funding topics, but infrastructure is the exception. A recent great example is the Water Resources Development Act. WRDA is a bi-annual authorization bill that authorizes the U.S. Army Corps of Engineers to continue implementing key projects and studies that address water resource challenges nationwide. The Senate passed its bill by unanimous consent in August, and the House passed its version in July. WRDA is now off to a conference committee and will hopefully be signed into law before the current authorization expires in December. In May, the ASCE released an economic report, Bridging the Gap, which reinforced the need for continued federal infrastructure investment to save jobs and grow the economy. It finds that recent federal legislation addressing the nation’s rapidly growing infrastructure needs will save American families an average of $700 per year and save U.S. industries more than $1 trillion in gross output, including $637 billion in savings to the Gross Domestic Product if these newly established funding levels are maintained through 2033. That means lawmakers need to consider the next round of infrastructure investment since the BIL funding expires in 2026. The report shows 12 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
OPENING LINES AS CALIFORNIA MOVES TO CLEAR HOMELESS ENCAMPMENTS, IT’S ENCOURAGING LOCAL GOVERNMENTS TO FOLLOW SUIT Source: americancityandcounty.com, Ryan Kushner, First Published July 29, 2024 California Gov. Gavin Newsom has issued an executive order for state agencies to begin “urgently” developing policy to remove homeless encampments from state property. The order was also designed to provide a blueprint for local governments to adopt similar policies addressing encampments in their own jurisdictions, according to Newsom. The July 25 executive order follows a Supreme Court decision that overturned a lower court ruling that prohibited city governments from banning homeless encampments if there were no available shelter alternatives. Newsom issued a statement of support for the high court’s ruling that allowed for the banning, calling it a measure to “protect the safety and well-being of our communities.” California, the largest state in the union, also accounts for 28% of the country’s total homeless population at 181,399 people, according to a 2023 report by the U.S. Department of Housing and Urban Development. Newsom stated that his executive order “directs state agencies to move urgently to address dangerous encampments while supporting and assisting the individuals living in them—and provides guidance for cities and counties to do the same.” The order is based on the California Department of Transportation’s (Caltrans) existing policy regarding homeless encampments and requires providing 48 hours of notice for people in encampments to disburse from state property. Since July 2021, the California Department of Transportation has removed 11,188 encampments and cleared more than 248,000 cubic yards of debris from encampments along the state rights of way, according to the state. As part of the push to disband encampments in cities and counties within the state, as well, Newsom also encouraged localities to apply for the state’s $3.3 billion in competitive grand funding to address mental health care and substance abuse disorders. 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
“emphasis on urgency” regarding the encampments. “He rightfully points out that local government remains at the helm of homeless encampment removals,” Barger stated. “Cities have an obligation to develop housing and shelter solutions in tandem with support services provided by county government. This formula, which is largely based on partnerships, is how we can deliver permanent results.” Since taking office in 2019, Newsom said he has invested more than $24 billion toward addressing the homelessness crisis in the state, including allocating $4.85 billion for homeless, housing assistance and prevention grants for local governments. “The state has been hard at work to address this crisis on our streets,” Newsom added. “There are simply no more excuses. It’s time for everyone to do their part.” The grant funding for cities and counties was announced July 17, with an application deadline of Dec. 13, 2024. The decision of how and whether to ban homeless encampments has long been controversial. A day after Newsom’s executive order, the National Alliance to End Homelessness, a Washington, D.C.-based charity organization, sharply criticized the approach, calling it a “deeply flawed model.” “The blanket order to clear encampments without addressing the immediate and long-term needs of their residents will displace thousands and increase their risk of harm,” the organization’s CEO Ann Oliva said in a statement.“It will also hinder the progress of California’s deeply under-resourced providers who are working day and night to rehouse the state’s unsheltered population.” Kathryn Barger, a board of supervisors member in Los Angeles County, where the unhoused population exceeds 75,300, issued a statement lauding Newsom’s 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
OPENING LINES NEVADA HAS A LARGE BACKLOG OF UNEMPLOYMENT BENEFITS APPEALS. IT’S BANKING ON AI TO HELP. Source: americantownandcountry.com, Ryan Kushner, First Published September 16, 2024 Nevada has been buried in a backlog of unemployment benefits appeals that began flowing into the state’s Department of Employment,Training, and Rehabilitation (DETR) during the pandemic.The state thinks artificial intelligence (AI) may be the answer to digging itself out. Nevada recently became the first state government to utilize a generative AI system developed by Google to analyze transcripts from unemployment appeals hearings and generate recommendations, according to a report by Gizmodo that was confirmed by the DETR. All recommendations issued from the new AI tool will be reviewed by humans, according to Christopher Sewell, director of the DETR.The project is currently underway, DETR told AC&C. The goal of the pioneering initiative is to streamline the process and get through appeals quicker—a task that would take up to three hours for one employee could be done in as little as five minutes using the AI system, according to a report by the Nevada Independent in June. Such time savings could have huge benefits for the DETR, which has been facing “unforeseen staffing shortages” that have had a “substantial impact” on maintaining regular operations, according to a July memo.The contract with Google AI, approved by the state’s Board of Examiners in August, cost $1 million. To maintain privacy of those whose appeals are being processed, the contract prevents Google from accessing “personally identifiable information” that is frequently used in unemployment claims. Google is also prohibited from using confidential data in the transcripts for uses outside the contract, according to the Gizmodo report. “The technology employed is well-established and successfully implemented in other projects and represents the cutting edge of IT development, albeit with limited prior deployments,” Lisa Jean, the Nevada’s Technology Investment Notifications administrator, stated in a memo in June. 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
security and privacy. “AI tools must be used ethically, avoiding biases and ensuring fairness and transparency in decisionmaking processes,” the guidelines state. In April, the Biden administration issued its own federal AI guidelines that advocated human scrutiny when it comes to the administration of public benefits programs. “AI should be used for business functions that are well understood and where staff have the knowledge and skills to evaluate performance,” the U.S. Department of Agriculture’s AI guidelines state.“AI should not be used for immature business functions with a goal of an AI discovering new approaches or efficiencies.” As of this past summer, the DETR’s backlog of unemployment appeals exceeded 10,000, according to the Nevada Independent, but if all goes according to plan for Nevada, that number could dwindle faster than expected. Timothy Galluzi, Nevada’s chief information officer, has championed AI technology and its use in government operations, recently leading a State AI Roundtable to engage in discussion about the technology and how Nevada can become a leader in its usage. Not everyone is convinced, however. Critics have raised concerns over bias and questionable accuracy in emerging AI technology, which Google itself has noted poses a risk of “unfair bias.” Nevada State Senator Skip Daly (D-Reno) has also urged caution regarding states’ use of AI, telling the Nevada Independent that he was “dubious” of overreliance on the new tool. “I hope that we are cautious about it, and think before we just say, ‘We got to be faster or better than the next guy,’” Daly said. Nevada released state guidelines for the use of AI last year, stating, among other things, that such systems should undergo regular audits to maintain 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
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 TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE CALABASAS, CA A MODEL OF SUSTAINABLE GROWTH AND COMMUNITY EXCELLENCE MCALESTER, OK FORGING A PATH NEW DEVELOPMENT AND OPPORTUNITY DUNELLEN, NJ SMALL BUT STRATEGICALLY LOCATED MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT FORGING AHEAD IN MAINE INDIANA HOUSING AND COMMUNITY DEVELOPMENT AUTHORITY COMMUNITY STRONG BERNARDSVILLE, NJ A CENTURY OF COMMUNITY DIXON, CA SMALL TOWN SPIRIT MEETS A BRIGHT FUTURE THE VALLEY ECONOMIC ALLIANCE SUPPORTING GROWTH & INNOVATION IN THE HEART OF LOS ANGELES COLLINSVILLE, OK A HISTORIC HEART EMBRACING MODERN GROWTH 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
COLUMBIA HEIGHTS, MN A STRONG IDENTITY WITH A UNIQUE VIBE SPARTA, WI PUTTING A GROWING CITY ON THE MAP JEFFERSON, GA A BLUEPRINT FOR THOUGHTFUL GROWTH & COMMUNITY EXCELLENCE FAIRVIEW, TN NATURALLY EMBRACING GROWTH AND CHANGE KNOX COUNTY, OH ROADMAP FOR GROWTH DAHLONEGA, GA A DYNAMIC CIVIC STORY COLUMBUS, WI A GATEWAY TO OPPORTUNITY AND COMMUNITY LOVEJOY, GA ‘WHERE LOVE MEETS JOY’ GREENEVILLE, TN AN HISTORIC TOWN PLANS FOR SMART GROWTH MANASSAS PARK, VA THE LITTLE CITY THAT COULD HAGERSTOWN, MD FROM REVITALIZATION TO THRIVING URBAN HUB ELIZABETH CITY, NC A FORMER TRADING HUB BECOMES AN ECONOMIC CENTER CYNTHIANA, KY A STRATEGIC CIVIC HUB MAUSTON, WI MEETING THE FUTURE CONWAY, SC SOUTHERN CHARM WITH A MODERN TWIST 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
city view CROWLEY, TX SMALL BUT SURGING AHEAD WITH GROWTH TERRELL, TX “BUILD YOUR LEGACY” WHITE ROCK, NM HIGH QUALITY OF LIFE UNIVERSAL CITY, TX STRATEGIC GROWTH AND COMMUNITY VISION IN ACTION WINDSOR, CO A VIBRANT BLEND OF SMALL-TOWN CHARM AND BIG-CITY OPPORTUNITIES MENA, AR DRIVEN BY COMMUNITY AND VISION SPRINGDALE, AR THE CITY OF LEGACY AND ECONOMIC VISION 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
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FORGING AHE IN MAINE MAINE DEPARTMENT OF ECONOMIC AND CO AT A GLANCE MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT WHAT: S tate agency focused on fostering economic growth through workforce development, housing initiatives, and business incentives WHERE: Maine, USA WEBSITE: www.maine.gov/decd SPEARHEA STRATEGIE AND MODE 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
EAD OMMUNITY DEVELOPMENT ADING ECONOMIC GROWTH WITH INNOVATIVE ES IN WORKFORCE DEVELOPMENT, HOUSING, ERNIZED INCENTIVES. The Department of Economic and Community Development (DECD) in Maine is at the forefront of tackling economic challenges, with a particular focus on workforce development.As the state’s economic engine, DECD is responsible for creating a robust economic climate that supports business growth, job creation, and community prosperity. Under the guidance of Commissioner Heather Johnson, the department is navigating the complexities of the postpandemic landscape with innovative strategies and initiatives. Commissioner Johnson points out that Maine’s economic challenges mirror many other states, particularly workforce shortages.“Pre-pandemic, we were already projecting a workforce shortage,” she explains.This looming issue has driven state officials to act proactively.“The governor and our 22 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
legislature have been partnering to invest in Maine’s workforce over the last five years,” she notes. The approach is twofold: removing barriers for Maine residents to join the workforce and attracting talent from outside the state. Since 2022, these efforts have increased the workforce by approximately 20,000 people, significantly boosting the state’s economy. Workforce development in Maine is, however, not a one-size-fits-all solution. Commissioner Johnson describes a comprehensive strategy that includes a range of initiatives aimed at different population segments. For instance, Maine offers one of the nation’s most competitive student debt relief packages. “If you have student debt, regardless of your age, and you live and work full-time in Maine, there’s a tax credit available,” she says. LEVERAGING EDUCATION FOR GROWTH Education is another pillar of the DECD’s strategy. “The governor and the legislature have invested in making community college free for pandemicimpacted students,” Commissioner Johnson states. This initiative has led to a 12% increase in community college enrollment, indicating that removing financial barriers can directly impact workforce development. Furthermore, the department is promoting partnerships with the private sector through apprentice programs that represent a shared investment between the state and businesses to build a skilled workforce ready to meet Maine’s economy’s demands. Commissioner Johnson also mentions an innovative program targeting high school juniors and seniors, offering them paid work experiences. “They have an opportunity to learn about careers and build professional networks in Maine’s economy,” she explains. Concomitantly, higher education institutions are also involved in this multifaceted approach. According to Commissioner Johnson, there’s a concerted effort to integrate internships and professional partnerships into the academic experience.“We want to make sure that the students are learning the skills that are competitive and needed,” she says, highlighting the need for Maine to ensure that its students are job-ready and aware of the diverse career paths available within the state. HOUSING AND GROWTH: ADDRESSING CRITICAL NEEDS In recent years, Maine has experienced an influx of new residents, creating opportunities and challenges for the state’s economic development. This trend has intensified the need for a strategic approach to housing, an issue that Commissioner Johnson says has become a pivotal part of the state’s overall economic strategy. “Affordable housing at all income strata in Maine is one of the things that we are focused on in partnership 23 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10 MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT
Commissioner Johnson outlines a comprehensive study conducted across all counties to pinpoint housing shortages, identify cost bands where gaps exist, and understand how these limitations affect workforce availability.“We had a piece of legislation that went in around accessory dwelling units,”she says. Enabling property owners to build accessory dwelling units will create more housing opportunities while allowing residents to remain in their communities. This approach serves economic and social goals, supports Maine’s growing population, and maintains the character of its neighborhoods. UNIQUE ASSETS AND BUSINESS SUCCESS STORIES Maine’s uniqueness includes its economic growth and development potential. Commissioner Johnson emphasizes that the state is rich in natural resources that are critical to solving global challenges, particularly in climate and technology. “These heritage industries create a solid base,” she says, referencing sectors like sustainable building materials and food production. Maine’s expertise in areas such as farming and fishing positions it well to meet the evolving demands of markets in the Northeast, especially in sustainable protein production. This focus on sustainability is attracting young talent into Maine’s workforce.“We have a really bold climate strategy that is attracting young people into green tech jobs,” Commissioner Johnson explains, noting that there has been a significant increase in community college enrollment, with students pursuing careers in construction, green energy, and utility expansion. The state’s climate initiatives and emphasis on renewable energy work are driving growth in these sectors, offering a variety of opportunities for both new and existing residents. Maine’s economic strategy also includes revitalizing former industrial sites and boosting rural communities. Commissioner Johnson shares the success story of TimberHP, a company that repurposed a dormant paper mill.“They are offering great job opportunities to people in a rural community,” she adds, a nod to the multifaceted benefits of this project. Reemploying former mill workers and contributing to Maine’s green initiatives makes TimberHP a prime with communities and developers,” she explains.The demand for housing has surged, particularly between 2020 and 2022, when about 34,000 people relocated to Maine. Maine’s attractiveness partly drives this influx of people seeking a different quality of life. “People are interested in our climate work and some of the other visionary work that we’re doing here,” the commissioner notes, highlighting the appeal of Maine’s forward-thinking approach. While this interest is a positive sign, it has stressed the existing housing stock considerably. 24 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
example of how the state’s economic strategies are being implemented. Other sectors in Maine are also experiencing growth, particularly those focused on sustainability. Commissioner Johnson notes that businesses are exploring new packaging solutions to replace singleuse plastics, and the aquaculture industry is gaining momentum.“We’re seeing the development of oyster farming grow and bring in young, talented farmers,” she says, an outcome that meets the growing demand for sustainable protein while positioning Maine as a key player in the market. With the current situation where products like salmon are imported from abroad, Maine’s potential for local, sustainable growth continues to attract investment and innovation. THE STRATEGIC BLUEPRINT: EVOLVING ECONOMIC GOALS Maine’s economic development strategy, launched in January 2020, has been a cornerstone of the state’s growth efforts to address critical challenges. Crafted with input from over 1,300 Maine residents, including community leaders, business professionals, and academics, this plan sets out a vision for the state with a ten-year horizon. Commissioner Johnson explains that this collaborative approach was essential in a state where collective action is highly valued. “The governor came into office and there was not an economic plan for the state,” she recalls. The need for a cohesive strategy was evident, prompting the creation of a plan that wasn’t just the governor’s vision but one representing the aspirations and input of the entire state. “We set out to build this strategic plan for the state,” she says. This plan focused on three key goals, each designed with a long-term perspective. Alongside these goals, the plan outlined specific actions, creating a roadmap for implementation. Since its inception, the strategy has guided various project streams, offering a framework for action across sectors. “People could work together to actively engage,” she notes, indicating that the strategy provided a clear direction for public and private entities to align their efforts. However, Maine’s economic development strategy is not static; it’s a living document that adapts to the changing economic landscape. Commissioner Johnson emphasizes that while the state measures its growth internally, it also benchmarks against other states to gauge competitiveness. “We had a four-year period where our economy was growing 11th fastest,”she says proudly.Though Maine may not become the largest economy, this growth demonstrates the state’s ability to achieve significant GDP gains compared to other competitive states.“It’s good to see us able to be competitive at that level,” Commissioner Johnson adds, acknowledging that while there is still work to be done, the progress has been encouraging. The commissioner also sees the state’s role as an enabler. “State government is an enabler, and its focus remains on supporting workforce skills, facilitating productivity, and collaboration among businesses,” she says. Moreover, she points out the unique advantage of being a smaller state: the ease of collaboration.“People will come to the table and 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10 MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT
want to work together in general,” she says. This willingness to engage and partner across sectors— academia, government, or private industry—creates fertile ground for initiatives that fuel growth. LOOKING AHEAD: MODERNIZING ECONOMIC INCENTIVES AND HOLISTIC DEVELOPMENT As Maine progresses with its economic development strategy, the state will implement a modernized incentive package to stimulate growth while enabling collaboration between businesses and communities. Commissioner Johnson outlines this new approach, which takes effect on January 1st, as a significant leap toward a more integrated economic framework. “We are excited to have a new, modernized economic incentive tool that really looks at capital investment and workforce skills as the two primary levers,” she says. This marks a departure from previous datadriven tools, emphasizing instead the importance of tangible investments and the cultivation of a skilled workforce. The new incentive package is designed to create synergy between private sector growth and community development. Commissioner Johnson states that the goal is to facilitate mutual benefits for businesses and the communities in which they operate. “There’s an opportunity for both the community and the private sector to work together to see that kind of growth together,” she explains.The tool has garnered interest from developers eager to leverage it for projects that might have previously fallen outside traditional economic incentives. “It also helps these medium-sized projects that often get left out of economic incentive tools,” the commissioner adds, pointing out that small and midsized businesses heavily drive Maine’s economy. For example, the recent development of 18 housing units near a new industrial site proved vital in securing the workforce needed for the investment.“That made all the difference,” she notes, illustrating how even smaller-scale projects can substantially impact local economic ecosystems. This modernized approach to economic incentives is part of a broader strategy to create comprehensive support structures for economic growth. “All of the pieces have to fit together for success,” the commissioner says. In recent years, Maine has emphasized these “supportive elements” of economic development, recognizing their critical role in attracting and retaining investment. “They are key to the stickiness of that investment,” Commissioner Johnson adds, including factors like housing and childcare that contribute to a thriving business environment. Maine’s approach to economic development continues to evolve, focusing on creating tools and strategies that are adaptable and responsive to the needs of businesses and communities. Implementing modernized incentive packages and considering the holistic needs of its workforce will enable Maine to create a robust economic environment that benefits all stakeholders. Commissioner Johnson and the broader leadership’s vision for the future is one where economic growth and community wellbeing go hand in hand, driven by collaboration and a shared vision for inclusive and sustainable progress. 26 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
INDIANA HOUSING AND COMMUNITY DEVELO COMMUNITY AT A GLANCE THE INDIANA HOUSING AND COMMUNITY DEVELOPMENT AUTHORITY (IHCDA) WHAT: A state agency responsible for promoting affordable housing and community development throughout Indiana. WHERE: Indiana WEBSITE: www.in.gov/ihcda INDIANA’S PATH TO AFFORDABLE, SUSTA 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
OPMENT AUTHORITY Y STRONG AINABLE HOUSING Indiana faces a critical moment in its efforts to address affordable housing as the gap between housing availability and economic growth widens. Jacob Sipe, Executive Director of the Indiana Housing and Community Development Authority (IHCDA), leads this effort and is focused on tackling these challenges with a clear vision. Sipe’s approach centers on fostering partnerships, driving innovation, and using data to shape solutions for the state’s housing needs. 28 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10
While the housing supply has struggled to keep pace with job growth and rising construction costs have added pressure, there is hope for progress. Through collaborative efforts, innovative programs, and a deep understanding of Indiana’s communities, the state positions itself as a leader in affordable housing and community development. TACKLING HOUSING AFFORDABILITY The Indiana Housing and Community Development Authority (IHCDA) is the state’s housing finance agency, but its scope extends far beyond financing. “We are the housing finance agency for Indiana,” Sipe explains. “Every state has a housing finance agency, but what sets us apart is the diversity of our programs and how we approach housing challenges.” At the heart of IHCDA’s efforts are three major programs. First, the single-family mortgage product provides down payment assistance for first-time homebuyers, helping to make homeownership more accessible. Second, the Low-Income Housing Tax Credit (LIHTC) program, Section 42, is the state’s most powerful tool for creating affordable rental housing. “It’s a critical program for us,” Sipe says.“It allows us to create affordable housing at a scale that would not be possible without it.” Lastly, IHCDA manages the bond program for multifamily housing, which helps finance larger-scale developments across the state. In addition to these core programs, IHCDA runs several anti-poverty initiatives in collaboration with community action agencies. These programs aim to address homelessness and provide housing stability for vulnerable populations. “We’re working hard to prevent and end homelessness in Indiana,” Sipe notes.“Our agency is diverse, and we’re involved in everything from financing new developments to working with community organizations on poverty reduction.” RISING CONSTRUCTION COSTS Despite its many programs, IHCDA faces significant challenges. Sipe explains that one of the biggest hurdles is the rising construction cost.“Construction costs have escalated significantly, making it harder for us to create and preserve affordable housing,” he says. “It’s a challenge not just for us as a state but for our builders and developers, too.” The increasing cost of building materials, labor, and other expenses has made it more challenging to develop new housing units, particularly in high demand. Rising interest rates have compounded this, making borrowing more expensive for developers and homebuyers. “Higher interest rates are putting 29 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 10 INDIANA HOUSING AND COMMUNITY DEVELOPMENT AUTHORITY
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