BLACK MOUNTAIN NORTH CAROLINA SCENIC VIEWS MEET A HISTORIC DOWNTOWN FULL OF CHARM Also in this issue HARALSON COUNTY, GEORGIA • ALBEMARLE, NC • CONSEIL SCOLAIRE FRANCOSUD VOLUME 5, ISSUE 09 | SEPT 2024
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 09
EDITOR’S NOTES Dear Readers, The fall is in full swing as we put away the beach towels in our closets and the memories of family picnics and family holidays fuel us for the months ahead. As we embrace a new season, the fuel needed to propel municipalities and organizations across North American forward continues to be the best practices, sound initiatives and infrastructure upgrades needed to sour through the fourth fiscal quarter of 2023. Offering bold initiatives, adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands are in full focus for the municipalities, business organizations and airports that we covered for our September issue, With the headwinds behind them, we profiled a group of leading regional airports that have several infrastructure plans that are currently taking off. We sat down with Airport Directors with Billings Logan International Airport, Granbury Regional Airport, Mt. Vernon Outland Airport, Ogdensburg International Airport, Springfield Branson National Airport, and Waco Regional 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 Aiken, South Carolina, Albemarle, North Carolina, Avon Park, Florida, Corpus Christi, Texas, Dawson County, Georgia, Harrison, Arkansas Palmyra, New Jersey among other fast-growing municipalities. Each region is gearing up for the second half of 2024 looking to focus on infrastructure projects and business growth as well as providing residents what is on their wish list. Commercial growth coupled with residential growth has propelled these municipalities into representing some of the fastestgrowing regions across North America. Companies profiled this month included AC Moate, All American Pet Resorts, Bloomin Blinds, C&S Design and Engineering Inc., Hableman Bro’s, Hoffman Elite Enterprises, and the Loomex Group 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 steering their economic engines towards further growth in the latter half of 2024. 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 09
CITY VIEW 19 AIKEN, SC Southern Spirit, Modern Flair 29 ALBEMARLE, NC Textiles to Tech 39 BLACK MOUNTAIN, NC Scenic Views meet a Historic Downtown Full of Charm 49 NEW BERN, NC Everything Comes Together Here 59 AVON PARK, FL A Gem in the Heartland VOLUME 05, ISSUE 09 COVER BLACK MOUNTAIN, NC 2 EDITOR’S NOTES 7 OPENING LINES 69 BELOIT, KS Model of Resilient Rural Living 79 BRISTOL, WI A Village Balancing Growth and Resident Need 89 CORPUS CHRISTI, TX A Cultivated Gem Along a Beautiful Shoreline 103 DAWSON COUNTY, GA Expertly Balancing Growth and Heritage 113 HARALSON COUNTY, GA Balancing Growth with Small-Town Heart 127 WARNER ROBINS, GA Innovating for Tomorrow While Providing Residents What they Need Today 141 EAST RIDGE, TN Crafting a Thriving Community Through Strategic Development DAWSON COUNTY, GA AIKEN, SC 103 19 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
GO-TO COLLECTION WHEREVER YOU PLAY
VOLUME 05, ISSUE 09 151 HARRISON, AR Building a Vision of Prosperity and Community Development 161 MILAN, NM A Village Balancing Growth and Tradition 171 MONTVALE, NJ Within Reach of the Big Apple Without all the Hustle and Bustle 181 PALMYRA, NJ A small town spends its budget surplus wisely RIMOUSKI, QC MONTVALE, NJ 195 171 195 RIMOUSKI, QC A Certain Something 205 WAINFLEET, ON A Gleaming Jewel Nestled in the Stunning Niagara Region 215 COUNTY OF VERMILION RIVER, AB Building a Future Rooted in Growth and Sustainability 225 WALLINGFORD, CT A Visionary Town Balancing History and Innovation 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
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 237 CONSEIL SCOLAIRE FRANCOSUD Southern Alberta’s Francophone Education Region HAZLETON AREA SCHOOL DISTRICT 247 247 HAZLETON AREA SCHOOL DISTRICT A Bright Educational Future 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
HERMEUS TO BUILD HYPERSONIC TESTING FACILITY IN FLORIDA Source: https://www.ainonline.com/, Kerry Lynch, Editor, First Published Sept 13th, 2024 HYPERSONIC DEVELOPER IS INVESTING $135 MILLION IN THE JACKSONVILLE TEST SITE Aircraft developer Hermeus earlier this week broke ground for a hypersonic engine and flight test facility at Jacksonville (Florida) Cecil Airport (KVQQ). To become Hermeus’ largest and most technologically advanced site, the High Enthalpy Air-Breathing Test (HEAT) facility is anticipated to be the initial base for Hermeus’ high-Mach flight tests beginning in 2026. Plans call to build the facility in stages, with it ready for initial sea-level static engine tests before year-end. Hermeus is investing $135 million in the project, which is expected to culminate in 100 jobs being created. Hermeus celebrated the milestone during a ceremony at KVQQ with company executives and employees, who were joined by U.S. Reps.Aaron Bean (R-Florida) and John Rutherford (R-Florida); state senator Clay Yarborough R-Jacksonville); and other local dignitaries. As the name implies, the HEAT facility will provide continuous high flow rate, high enthalpy, and lowOpening Lines 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
hypersonic engines,” said Hermeus co-founder and CEO AJ Piplica.“The few test facilities available have years-long waitlists and are prohibitively expensive. The commercially operated testing services that we will offer at our HEAT facility are more economical and responsive to dynamic test requirements and are better suited to match the ever-changing needs of the warfighter.” Hermeus plans to field Halcyon, a 20-passenger Mach 5 aircraft that is planned for commercial markets, in the next decade. pressure conditions required for upper supersonic and lower hypersonic flight modeling. This will enable Hermeus to test hypersonic technologies for both the Department of Defense and commercial partners. Various engines and propulsion subsystems will be tested, from a Pratt & Whitney F100 engine to Hermeus’ hypersonic Chimera engine. Company executives also expect the location to serve as a flight test site. “The United States is lacking in the capability to rapidly and economically test air-breathing 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
OPENING LINES Source: https://nbaa.org/, Editor, First Published Sept 13th, 2024 The NBAA Safety Committee Workforce Challenges Group is looking for NBAA member experiences with workforce challenges and plans to use the information gathered to identify common safety risks and develop mitigation measures. Business aviation is still facing significant challenges meeting its needs for aviation professionals, including pilots, technicians, schedulers and dispatchers and more. These workforce challenges have resulted in hiring new professionals with less experience, retired professionals returning to the industry and recruiting retired airline personnel. “Organizations of all types and sizes are encouraged to share their experiences with the working group,” said Lee Rafalko, operational concerns team lead for the NBAA Safety Committee. “What safety issues, if any, have resulted from the industry-wide workforce challenges? How has your organization adapted to address these safety issues?” “We don’t want to assume we know what the industry is going through. We want to hear the true need,” said NBAA Safety Committee member Andrew Sedlacek, safety manager and senior captain at a Part 91 flight department.“We also want to help new entrants to business aviation to thrive in business aviation, not just engage in the industry.” NBAA SEEKS INDUSTRY INPUT ON HOW WORKFORCE CHALLENGES IMPACT SAFETY 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
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GOVERNMENTS SHOULD LOOK UNDER THE HOOD TO MAKE SURE THEIR IT SYSTEMS ARE SAFE FROM CYBER CRIMINALS OPENING LINES Source:https://www.americancityandcounty.com/ , Michael Keating, First Published Sept 12th, 2024 Cities and counties should take a close look at their entire IT setup to ensure security against cyber threats, says Josh Koenig, co-founder & chief strategy officer at Pantheon, a website operations platform that offers tools that enable building Drupal and WordPress cloud-based sites with streamlined workflows, scalable infrastructure, and a fast, efficient content delivery network. The company provides web-hosting solutions to governments. “The first step is to assess the current state of security: the surface area, the technical situation and the practices and processes that govern the human elements of security. Unless this has been done recently, or there’s been zero change or staff turnover since the last audit, the most important thing is to know where to focus. In all likelihood, there are multiple issues to address,” Koenig tells Co-op Solutions. The surface area, which can be susceptible to digital attack, encompasses all the equipment and software that connect to an organization’s network. These include applications, code, ports, servers and websites. It also encompasses unauthorized applications or devices that team-members and other users may install without management’s permission. Koenig says that if IT leaders don’t have a comprehensive picture of the state of security, they risk neglecting something that is important. “They might focus on the first thing they find and leave open other unknown gaps that could be far more critical.” Koenig says public-facing systems like websites have a much larger attack surface. “As more public services move online, the criticality of these systems goes up. A static website being knocked offline is embarrassing, but one that’s compromised can facilitate identity theft, spread misinformation and do other harmful activities.” He adds that another area of vulnerability is anything that’s Internet-connected but still managed via a legacy or on-premise approach. “While there’s psychological comfort in knowing where the systems are, the truth is that in most organizations, this infrastructure is the most likely to be outdated or suffer from human error in terms of maintenance.” A third area of vulnerability, according to Koenig, is where organizations have “moved to the cloud” but with a pure lift-and-shift approach, swapping out virtual for physical hardware. “Unless they have a very strong devops (development and operations) or cloud management practice, it’s very easy for human error and oversight to result in under-governed systems or orphaned nodes on the network.” 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
are in the process of moving to the cloud should seek to ‘move up the stack’ as far as possible to maximize gains from automation. Dropping manual system administration work for software-driven configuration management or moving all the way to Platform as a Service (PaaS) or Software as a Service (SaaS) solutions should be an active part of every roadmap conversation.” Koenig says government officials can also adopt a web-application-firewall (WAF) solution as part of their Internet-facing cloud strategy. “Anything exposed to the Internet will face automated exploit attempts within a matter of hours, so keeping the bots at bay is important, as more governments deliver their services digitally.” A WAF can help protect web applications by filtering and monitoring HTTP traffic between a web application and the Internet. Koenig suggests the following exercise for publicsector IT officials: “Local governments will typically want to assess vulnerabilities across two different axes: criticality (how damaging an exploit would be) and likelihood of breach. If you make a 2×2 matrix and plot your systems, the obvious place to focus is on the high/high upper right quadrant.” The 2×2 matrix is a decision-support tool that provides teams and managers with a visual framework that can aid in prioritizing tasks. According to Koenig, governments should adopt basic DevSecOps (development, security and operations) practices for applications deployed by IT to ensure the stability and security of updates.“This is the first line of defense against supply chain attacks, and it guards against edge-cases where minor bug fixes from an upstream source can manifest as regressions or stability issues in your particular implementation.” He also suggests: “Additionally, organizations that 12 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
FOR GOVERNMENT FLEET MANAGERS, THE SHIFT TO EVS TAKES PLANNING, TRAINING AND FUNDING OPENING LINES Source: https://www.americancityandcounty.com/, Michael Keating, First Published Sept 6th, 2024 Because of the urgent need for decarbonization and reducing climate change, local government fleet managers are facing several major trends. One of these is the shift from internal combustion engines to electric vehicles (EVs), says Sam Pournazeri, senior director of Clean Transportation & Energy at ICF, a global consulting and technology services company with approximately 9,000 employees that helps organizations, including public- and private-sector clients, solve their complex challenges. The firm aids organizations in transportation electrification, including the shift to EVs. “Many local governments across the country have set ambitious climate targets, recognizing the substantial contribution of their vehicle fleets to their overall carbon footprint. Transitioning these fleets away from internal combustion engines (ICEs) to EVs has become a key strategy in their efforts to reduce emissions,” Pournazeri explains. He says the transition to EVs offer a promising avenue for reducing operational and maintenance costs. “Compared to traditional internal-combustion-engine vehicles, EVs have fewer moving parts, which translates to lower maintenance needs and costs. Additionally, electricity as a fuel source is generally cheaper than gasoline or diesel, leading to further operational savings.” But as these fleet managers begin to pivot towards electric vehicles, they face a dual challenge.“On one hand, procurement of EVs, while familiar territory, introduces new considerations such as vehicle range and availability. On the other hand, a more daunting task lies in the build-out of charging infrastructure. This aspect of the transition is particularly challenging because it falls outside the traditional scope of fleet management,” Pournazeri tells Co-op Solutions. He notes that many fleet managers possess limited knowledge about the specifics of charging technology, installation requirements, and the logistical planning needed to ensure that infrastructure keeps pace with fleet electrification. Pournazeri says there’s another significant hurdle: the maintenance of these new-technology vehicles. “Traditional fleet maintenance shops and technicians are predominantly trained and equipped to handle ICE vehicles. The shift to EVs requires a different set of skills and knowledge, particularly in electrical systems and battery management. The lack of workforce development programs and a shortage of technicians trained to service EVs represent a critical challenge.” The ICF official adds: “This workforce gap not only affects the maintenance and operational readiness of the fleet, but also poses a barrier to the broader adoption of EVs within local government operations.” To improve fleet performance, Pournazeri urges fleet managers to conduct regular, thorough analyses of their fleet operations. “This proactive approach involves evaluating operational efficiency, vehicle utilization, and maintenance practices to identify any inefficiencies or areas for improvement. By assessing their fleet’s performance and needs regularly, local governments can make informed decisions about transitioning to more efficient technologies, rightsizing or downsizing their fleet, and implementing other strategic changes.” He says such an analysis not only helps pinpoint where resources may be underutilized or overspent, but also paves the way for adopting innovations that can lead to significant cost savings, enhanced operational efficiency, and reduced environmental impact. “Emphasizing continuous evaluation and adaptation ensures that fleet operations remain optimal and aligned with their evolving needs.” Pournazeri outlines a few key steps for fleet managers: • Conduct comprehensive fleet transition planning, including rightsizing.“Before embarking on significant changes, such as adopting new technologies or transitioning to EVs, it’s crucial to conduct a comprehensive fleet transition planning exercise. This planning should include a rightsizing analysis to ensure the fleet is optimally sized for its operational needs.”The ICF executive says rightsizing involves evaluating the current fleet to determine if each 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
approach not only extends the lifespan of the fleet but also ensures vehicles are operating efficiently and safely, reducing unexpected downtime and associated costs.” • Explore funding opportunities. Transitioning to more efficient fleet operations, especially with the adoption of EVs and the necessary charging infrastructure, requires significant investment.“To alleviate some of the financial burdens, fleet managers should actively explore federal and state grants, incentives, and partnerships. Many governments offer financial support for initiatives that reduce emissions and promote energy efficiency.” Pournazeri says these funds can be instrumental in covering the costs associated with the purchase of EVs, the build-out of charging infrastructure, and workforce development programs. • Focus on workforce development. As fleets evolve, particularly with the introduction of EVs and advanced technological systems, the need for a skilled workforce becomes more critical.“Investing in training and equipment upgrades is essential for preparing your maintenance facilities to handle new technologies. Developing partnerships with educational institutions and industry organizations can help create tailored training programs that equip technicians with the skills needed to maintain and repair modern vehicles, including EVs.” Pournazeri adds that this approach ensures that your workforce stays ahead of technological advancements and can efficiently manage the transition to and maintenance of EVs. • Engage in continuous improvement. Fleet management is an evolving field, with new technologies and practices popping out on a regular basis. “Staying informed about industry trends, attending workshops and conferences, and engaging with peer networks can provide valuable insights and ideas for further improving fleet operations.” Pournazeri says fleet managers should investigate programs and training courses that help local governments train, recruit and hire more fleet mechanics as mechanics retire.“These programs often focus on bridging the skills gap and ensuring that new hires are prepared to work with both traditional internalcombustion-engine vehicles and emerging technologies such as EVs.” Potential resources include: • National Institute for Automotive Service Excellence (ASE) certification programs. • National Association of Fleet Administrators (NAFA) fleet management certification. • Electric vehicle training programs. One example is the Electric Vehicle Infrastructure Training Program (EVITP). In addition, community colleges and vocational schools may offer specialized programs or courses on EV maintenance and repair. • Manufacturer-specific training. Pournazeri notes that many vehicle manufacturers offer training programs on the maintenance and repair of their vehicles. “This can be especially useful for fleets that utilize a significant number of vehicles from specific manufacturers, including EVs and hybrids.” vehicle is necessary, appropriately utilized and the right type for its intended purpose. • Implement fleet management and telematics systems. Leveraging technology such as fleet management software and telematics can significantly improve operational efficiency.These systems provide real-time data on vehicle location, fuel consumption, maintenance needs and driver behavior. Pournazeri says this information can be invaluable for optimizing routes, scheduling preventive maintenance, reducing fuel consumption and improving overall fleet safety. “Having access to detailed analytics, fleet managers can make informed decisions that lead to cost savings and enhanced operational efficiency.” • Adopt a preventive maintenance strategy. Implementing a preventive maintenance strategy, supported by data from telematics and fleet management systems, can prevent minor issues from becoming major problems. “This 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
OPENING LINES HOW TO BUILD AWARENESS OF FLOOD RISK AND GAIN BUY-IN FOR FLOOD CONTROL MEASURES Source: americancityandcounty.com, Katherine Osborne, First Published Sept 13th, 2024 Floods are one of the most devastating events to strike a community—costly in terms of lives lost, damaged or destroyed homes, economic disruption, and damage to critical infrastructure. However, improvements in technology are helping local governments provide accurate assessments of flood risk, so steps can be taken to provide early and accurate warning of flood events, minimize potential losses, and improve outcomes and overall resilience after a flood occurs. WHAT’S MISSING FROM CURRENT METHODS OF MANAGING FLOOD RISK? To understand how local governments can better manage flood risk, it is important to understand how this work is done at present. Many municipal and county governments rely primarily on Federal Emergency Management Agency (FEMA) Flood Insurance Rate Maps (FIRMs) and Flood Insurance Studies (FIS) for flood information. Per current standards, these flood hazard products use a deterministic assessment of six flood events: the 10% annual chance (10-year), 4% annual chance (25-year), 2% annual chance (50-year), 1% annual chance (100year), 1% annual chance “plus” (100-year plus), and 0.2% annual chance (500-year) flood events based on historic data. The 1% and 0.2% annual chance events, or the Special Flood Hazard Areas (SFHAs), are the mapped flood events shown on the FIRMs. However, extreme rainfall events, which are becoming much more prevalent, are not well depicted in the existing FEMA Risk Mapping, Assessment, and Planning (Risk MAP) datasets. Pluvial (rainfall-related, or “flash”) flood information is not generally available or accessible to communities. It is also rare that local governments have real-time flood risk information for decision support, especially in low population areas, disadvantaged communities or near un-gaged streams. THREE MAIN CHALLENGES LOCAL COMMUNITIES FACE ARE OBTAINING INFORMATION BASED ON: • Current conditions: Most available flood risk information is based on historical hydrologic data and does not account for extreme rainfall events. Current extreme rainfall events are often beyond the 1% or 0.2% annual chance events. Also, due to the large investment of funding and labor required for traditional modeling and mapping methods, analysis may not account for current infrastructure and impervious development. 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
constructed wetlands and other measures that can be considered nature-based solutions. THE ROLE OF INFORMATION TECHNOLOGY The technical aspects of flood management also play a major role in increasing awareness and gaining buyin and support for mitigation efforts. As mentioned, current flood risk management practices may not keep up with current development. This may mean that there are more hard surfaces with increased runoff than the latest FIRMs would indicate, and a higher risk of flooding. Major technological developments that can complement and enhance current methods of flood risk management are: • Artificial intelligence (AI) based flood modeling tools can quickly and accurately model current and future risks, such as increased storm frequency and severity, as well as multiple flood risks such as riverine (fluvial), rainfall-related (pluvial) and coastal flooding, which was previously costly and time intensive to model. Because these models can be effectively deployed, current condition inputs such as the latest LiDAR and land use datasets, can be incorporated as new data becomes available. • Internet of Things (IoT) data, such as gages or sensors, in public domains and commercial sources, can provide real-time information on potential risks and more accurate information on possible upstream impacts. • Quick response tools. With AI-based flood models, it’s possible to enter real-time IoT data such as weather or gage information and provide emergency responders a prognosis on when and where a flood is likely to develop over time In this way, AI-based flood modeling becomes a transparent, verifiable, data-driven method to perform readiness and preparedness actions, mitigation and resilience planning, capital spending, and real-time emergency response to protect lives, property, and infrastructure. It also provides a means for local communities with limited budget and schedules to assess best available data where there may be outdated information, no information, or no instrumentation data available. Pairing advanced technologies with local expertise and engagement creates a new level of understanding of the need to support measures that will protect our communities. • Pluvial or flash flood risk: Although a significant risk, pluvial analysis is not available to most communities in the United States. These types of events are often extremely costly because they affect infrastructure outside of the SFHAs. • Available resources: Most communities are unable to acquire floodplain studies or real-time warning tools due to limited resources and funding. It is also difficult for communities to prioritize flooding over other hazards that may impact the population. Municipal leaders may be aware of increased flood risk, but it can be challenging to obtain buy-in and associated financial support to protect against an event that may not happen. It’s hard to determine how much to allocate for flood mitigation measures. But the potential implications can’t be ignored, including considerations to health and safety, the economy and environment, and overall growth and advancement. SOLUTIONS LIE IN COMMUNITY INVOLVEMENT The solutions to managing flooding effectively come in two aspects—human and technical. Let’s start with “human.” • Look for community involvement and interest groups that share the vision and can support the municipality’s efforts. In addition, look to engage interested parties and groups that are not necessarily in alignment in order to better represent the unique profile of your community. Having diverse inputs and stakeholder priorities minimizes the risk of confirmation bias, while fostering partnerships to resolve meaningful change through real time solutions. Creating these groups or organizations can also provide resources and cost-sharing opportunities. • Look for ways to meet shared goals among municipal departments—e.g. Parks & Recreation may want to develop more parkland and multiuse trails, so they may support measures that limit development of floodplain areas. • Access state and federal funding through supporting priorities of agencies such as FEMA, U.S. Environmental Protection Agency (EPA), U.S. Department of Housing and Urban Development (HUD), and U.S. Department of Agriculture (USDA). For example, in your funding requests, highlight proposed flood control plans which involve 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE ASSOCIATION OF FLORIDA COMMUNITY DEVELOPERS ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE MANITOBA MINISTRY OF ECONOMIC DEVELOPMENT, INVESTMENT, TRADE AND NATURAL RESOURCES 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 NEW BERN, NC EVERYTHING COMES TOGETHER HERE BRISTOL, WI A VILLAGE BALANCING GROWTH AND RESIDENT NEED ALBEMARLE, NC TEXTILES TO TECH AIKEN, SC SOUTHERN SPIRIT, MODERN FLAIR AVON PARK, FL A GEM IN THE HEARTLAND BLACK MOUNTAIN, NC SCENIC VIEWS MEET A HISTORIC DOWNTOWN FULL OF CHARM BELOIT, KS MODEL OF RESILIENT RURAL LIVING 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
CORPUS CHRISTI, TX A CULTIVATED GEM ALONG A BEAUTIFUL SHORELINE WAINFLEET, ON A GLEAMING JEWEL NESTLED IN THE STUNNING NIAGARA REGION WARNER ROBINS, GA INNOVATING FOR TOMORROW PALMYRA, NJ A SMALL TOWN SPENDS ITS BUDGET SURPLUS WISELY COUNTY OF VERMILION RIVER, AB BUILDING A FUTURE ROOTED IN GROWTH AND SUSTAINABILITY MONTVALE, NJ WITHIN REACH OF THE BIG APPLE WITHOUT ALL THE HUSTLE AND BUSTLE DAWSON COUNTY, GA EXPERTLY BALANCING GROWTH AND HERITAGE RIMOUSKI, QC A CERTAIN SOMETHING WALLINGFORD, CT A VISIONARY TOWN BALANCING HISTORY AND INNOVATION HARRISON, AR BUILDING A VISION OF PROSPERITY AND COMMUNITY DEVELOPMENT MILAN, NM A VILLAGE BALANCING GROWTH AND TRADITION HARALSON COUNTY, GA BALANCING GROWTH WITH SMALL-TOWN HEART EAST RIDGE, TN CRAFTING A THRIVING COMMUNITY THROUGH STRATEGIC DEVELOPMENT 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
SOUTHERN S MODERN FLA AIKEN, SC AT A GLANCE AIKEN, SC WHAT: A city known for its rich equestrian heritage, historic architecture, and vibrant cultural scene. WHERE: Aiken, South Carolina, is in the western part of the state, near the Georgia border, and is part of the Central Savannah River Area. WEBSITE: www.cityofaikensc.gov A PICTURESQUE TOWN WITH GREAT THINGS UP ITS SLEEVE 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
SPIRIT, AIR Aiken, South Carolina is a city that beautifully blends Southern charm with an energetic mix of history, equestrian heritage, and modern economic vitality. Known for its picturesque streets, vibrant arts scene, and strong community spirit,Aiken offers residents and visitors a unique experience. Stuart Bedenbaugh, City Manager, and Mary Tilton, Assistant City Manager, describe Aiken’s bright and multifaceted nature. 20 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
HISTORY AND EQUESTRIAN TRADITION Bedenbaugh’s lifelong familiarity with Aiken contrasts with Tilton’s perspective, having moved to Aiken later in life.“Aiken is a unique southern town steeped in history with an interesting equestrian element,” Tilton describes. The city’s proximity to the Savannah River Site (SRS) brings a strong scientific presence, buffering the local economy from wider economic downturns. With its diverse tapestry of residents, Aiken blends historical charm and contemporary growth. Bedenbaugh echoes Tilton’s sentiments, emphasizing Aiken’s amenities typically found in larger cities. “We have a symphony, a playhouse, and a respected regional public university,” Bedenbaugh highlights. ECONOMIC DRIVERS Aiken’s economy thrives on several key sectors. The Savannah River Site is a significant employer, ensuring economic stability. Additionally, the burgeoning cyber sector at Fort Eisenhower is set to meld with Aiken’s economic and cultural landscape. Educational institutions also play a pivotal role. The University of South Carolina Aiken and Aiken Technical College contribute significantly to workforce development. Nearby industries such as Shaw Industries, Bridgestone, and Kimberly Clark, while not within city limits, add to the region’s economic vitality. “We enjoy many of the amenities typically found in larger communities,” says Bedenbaugh. “This is largely due to our rich equestrian heritage, the significant impact of the Savannah River Site, the intellectual capital it brings, and our strong educational resources.” Tilton remarks, “The equestrian heritage adds unique characteristics to Aiken.As the cyber industry expands just 30 minutes west at Fort Eisenhower, we’ll see it seamlessly integrate into our economy and culture over the next generation.” NAVIGATING GROWTH AND CONGESTION Aiken’s infrastructure development is poised for significant upgrades. The city is addressing congestion along the corridor between Aiken and the Savannah River Site with a $40 million bypass project set to commence within the year.“This project has been on the books since the mid-2000s, and it’s finally coming to fruition,” Bedenbaugh remarks, indicating the city’s strategic planning efforts. A new water treatment plant is also in the works 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09 AIKEN, SC
we have been proactive in planning for upgrading the city’s 70 year old water treatment plant. A TIGHT HOUSING MARKET Aiken’s residential real estate market has followed national trends, characterized by high demand and limited availability. “We have over 1,500 rooftops to accommodate growth towards the interstate. “The new plant will increase our daily capacity by about 35%, which will be very proactive in working with the growth coming to this part of the country,” Bedenbaugh adds. Tilton elaborates, “Recent trends in residential growth in Aiken are towards the interstate, and so 22 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
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in the pipeline to be constructed,” Tilton notes, underscoring the city’s robust housing market. Aiken’s lower cost of living and high quality of life fueled the influx of new residents. In response to the housing and commercial demands, the ongoing redevelopment of malls into multiuse developments is notable. “Availability at the moment is tight. Homes do not stay on the market very long here,” Tilton states. “We’re witnessing the transformation of the former Aiken mall site into multi-use developments that include multi-family housing, restaurants, and retail spaces.” BUILDING THE FOR THE FUTURE Aiken’s relationship with the Savannah River Site extends to educational and workforce development initiatives. The city received a $20 million appropriation from the State of South Carolina to construct a mixed-use building downtown, housing the Savannah River National Lab. “This will bring many new employees downtown with an average salary well above our median,” Bedenbaugh explains, underscoring the project’s potential to enhance the local economy. The consortium with major universities such as the University of South Carolina, Clemson University, South Carolina State University, University of Georgia, and Georgia Tech further strengthens Aiken’s educational and workforce development landscape. ENVIRONMENTAL CONSERVATION Aiken prides itself on its environmental efforts. The city has been a Tree City USA since the mid-1980s and partners with the Aiken Land Conservancy on projects like Aiken Streetscapes, which focuses on urban forest conservation. “City staff planted over 200 trees last year.As a city we also take pride in our renowned oak arboretum started by a local nursery called Woodlanders,” Tilton shares. The city also recently placed 2,500 acres around its reservoir and Shaw’s Creek in a conservation easement, ensuring the preservation of this natural oasis. “We received a $1.9 million grant from the South Carolina Conservation Bank to preserve this property in perpetuity,” Bedenbaugh mentions, highlighting the city’s commitment to sustainability. Tilton adds, “Another environmentally sensitive element about Aiken’s downtown is its many parkways. Our downtown grid is divided by streets with wooded medians, giving our downtown a unique feel.” Hitchcock Woods, Aiken’s expansive urban forest, is a an additional greenspace that is over twice the size of New York City’s Central Park, adjacent to Aiken’s downtown and several residential neighborhoods. This privately owned, but publicly accessible forest, provides trails, surrounded by wellmanaged native longleaf pine forests, for equestrians, hikers, and runners. CULTURAL VITALITY Aiken’s downtown area is a vibrant mix of independent 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09 AIKEN, SC
retailers, restaurateurs, and national franchises. “We support independent businesses while attracting major national retailers and franchises,” Tilton emphasizes. Both types of businesses contribute to a balanced and thriving economic environment. New franchises like Parker’s Kitchen are opening branches in Aiken, adding to the city’s dynamic commercial landscape. Aiken’s proactive approach to zoning and growth is also evident. The city has engaged a firm to update its zoning ordinance, a process expected to take up to two years.“This generational document will help us decide how we want the future of our city to look,” Tilton explains. Bedenbaugh adds, “This process has been needed for several years, and we’re finally tackling it with the help of a third-party firm.” A DRAW FOR VISITORS Equestrian events like the Steeplechase, Aiken Trials, and polo attract visitors from near and far. “The equestrian events are certainly big drivers for tourism,” Bedenbaugh notes. The city’s recent designation as a state cultural district adds another layer to its appeal. “This designation highlights our arts and culture destinations within downtown,” Tilton shares, indicating a concerted effort to promote Aiken’s cultural assets. 26 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
Tilton elaborates,“During the Masters Tournament, a world-renowned golf tournament in Augusta, about 30 minutes west of here, Aiken sees many people from all over the world because it is an easy drive to the golf course.” STEADY AND RELIABLE HEALTHCARE Aiken’s healthcare sector remains steady, with facilities like Aiken Regional Medical Center providing essential services. The region’s proximity to the Medical College of Georgia in Augusta enhances its healthcare infrastructure. “The local hospital remains strong, and we’re near good VA care for military retirees,” Bedenbaugh mentions. Tilton includes, “With the local Aiken Regional Medical Center and the Medical College of Georgia nearby, we have good medical care infrastructure. The presence of Fort Eisenhower also attracts military retirees due to the good VA care available.” 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09 AIKEN, SC
BUILDING STRONG PARTNERSHIPS Aiken’s community engagement efforts are robust and dynamic, bolstered by strong partnerships with various organizations. The Aiken Downtown Development Association (ADDA) actively promotes downtown businesses through vibrant events that enliven and activate the area. WesternSC, the local economic development partnership, also plays a pivotal role in supporting local industries, and their recent relocation to downtown Aiken underscores their commitment to being at the community’s core. “We have a very strong chamber of commerce that advocates for businesses throughout the area ,”Tilton shares.“The ADDA and WesternSC are also essential in supporting and promoting our local businesses.” Bedenbaugh adds, “WesternSC, previously located on the outskirts of town, is now moving to the heart of our downtown. This move signifies their dedication to being at the center of our community’s development efforts.” CELEBRATING AIKEN’S UNIQUE CHARACTER Aiken’s unique character seamlessly blends historical charm, equestrian heritage, and modern growth. The city’s leaders are committed to preserving this character while embracing new opportunities for development and progress. Tilton reflects, “Aiken is a diverse community of people from different places, each contributing to the unique essence of our city. Our rich history, equestrian tradition, economic vitality, and environmental stewardship make Aiken a remarkable place to live, work, and visit.” Bedenbaugh concludes,“We take immense pride in our city’s distinctive attributes and are dedicated to ensuring that Aiken remains a thriving community for generations to come.” PREFERRED VENDOR/PARTNER n Petronella Cybersecurity and Digital Forensics. wwww.ptgcyber.com Petronella Technology Group, Inc. (PTG), established in 2002, provides digital forensics, cybersecurity consulting, training, pen testing, and security risk assessments. Leveraging certifications like CJIS, CMMC, and HIPAA, PTG ensures clients exceed security and compliance standards with custom-built solutions. 28 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
TEXTILES ALBEMARLE, NC AT A GLANCE ALBEMARLE, NC WHAT: A lbemarle offers opportunity, affordability, and space to grow, making it an ideal place to find a forever home, or start a business, while surrounded by natural beauty and endless outdoor recreational opportunities. WHERE: A small city in the central part of North Carolina, known for its proximity to outdoor recreational areas such as the Uwharrie National Forest, Badin Lake, and Lake Tillery. WEBSITE: www.albemarlenc.gov A HUB OF INNOVATION STEEP 29 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
S TO TECH PED IN TRADITION Once a bustling textile town, Albemarle, North Carolina has evolved into a hub of education, healthcare, and diversified industry. Under the guidance of Mayor Ronnie Michael and Lindsey Almond, the Director of Economic Development, the city embraces this transition, fostering a dynamic community that values its rich history and promising future. TEXTILE ROOTS TO EDUCATIONAL HUB “Our city is in a transition from what used to be a textile town to now we think we’re becoming a little bit of a university town.” says Mayor Michael.With Pfeiffer University and Stanly 30 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
Community College, Albemarle is positioning itself as an educational center.“Pfeiffer University’s Health Sciences building, with programs in Physician’s Assistance and Occupational Therapy, is just one example of the investments we’re seeing,” Mayor Michael notes. Almond adds, “The $18 million investment in the Center for Health Sciences is helping diversify our local economy and demographics. We see young people walking downtown, contributing to a vibrant community.” The Health Sciences Center is a significant asset, fostering a university-town atmosphere that attracts students, educators, and healthcare professionals. Additionally, Stanly Community College constantly ranks as one of the nation’s best, further solidifying Albemarle’s reputation as a center for higher learning. ECONOMIC DIVERSIFICATION AND GROWTH Albemarle’s economic landscape continues to diversify. Quality Enclosures is bringing 36 new jobs with a $1.5 million investment. Albemarle Paper is also expanding, doubling its warehouse footprint. Almond emphasizes the importance of controlled growth: “We are growing steadily, not at an uncontrollable rate, which is great for our local infrastructure and schools. Following COVID-19 and the shift to remote work, we attracted individuals seeking more affordable living outside Charlotte.” The careful management of growth ensures that infrastructure, schools, and community services can keep pace with development, maintaining a high quality of life for residents. Albemarle has also seen interest from various sectors such as technology, healthcare, and advanced manufacturing. INFRASTRUCTURE AND WORKFORCE DEVELOPMENT One of Albemarle’s key advantages is its municipalowned business park, the Albemarle Business Center. “We own the business park, providing us with site control over the companies we recruit,” says Almond. “Our infrastructure is robust, with 10 megawatts of available power and over a million gallons of excess water capacity.” 31 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09 ALBEMARLE, NC
Mayor Michael elaborates on infrastructure projects: “We’ve received a grant from the Golden Leaf Foundation, making our site pad-ready for new businesses. Additionally, we’re upgrading our wastewater plant and expanding our water plant with support from the state.” The city’s consistency in upgrading and maintaining roads, bridges, and public transportation systems ensures that Albemarle remains competitive and appealing to potential investors. SUPPORTING LOCAL BUSINESSES Local businesses are the backbone of Albemarle’s economy.Almond describes the Downtown Catalyst Grant, which provides $90,000 annually to support local downtown businesses.“This grant helps speed up projects by providing upfront funds rather than reimbursements, enabling businesses to start working immediately,” she explains. “Developers appreciate working with our city. We’re small, nimble, and responsive, able to turn projects around quickly without many middlemen.” Lifelong resident, local developer and entrepreneur, Dusty Mason has been doing business in Albemarle for 20 years, bringing a Gold’s Gym to the community in 2004. “The support staff is probably the best of anywhere that we do business.As a developer and a business owner, when I feel like I have the support of Lindsey and her team, and the planning department, and it’s backed up by the city council, it makes me just want to do more business here.” says Mason. Supporting local businesses is a top priority for Albemarle.The Downtown Catalyst Grant is a prime example of the city’s commitment to fostering entrepreneurship and economic growth, removing financial barriers and providing upfront funding. REVITALIZING DOWNTOWN The historical downtown of Albemarle is undergoing significant revitalization.“We’ve seen investments in residential-commercial mixed-use projects, such as the $10 million renovation of the Lowder Hardware building into apartments over commercial space,” says Almond.“Our alleyway project, funded by ARPA, enhances walkability and activates spaces.” 32 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 09
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