STERLING COLLEGE ALSO IN THIS ISSUE TIOGA STATE BANK • WARD MEMORIAL HOSPITAL • MCALESTER REGIONAL AIRPORT FEB 2026 VOL 13 BUSINESS VIEW MAGAZINE DEVELOPING LEADERS CALLED TO SERVE IN A CHANGING WORLD
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Dylan Tenbrink Clementine Walton Caroline Verner Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
EDITOR’S NOTES Dear Readers, A lot is going on in the world right now that is both unpredictable and warrants a pause and a chance to reflect. Events, however, both at home and abroad, have not put the brakes on the path to success for the organizations we covered in our February issue. Now that we have sunk our teeth into the new fiscal year and January is in our rearview mirror, our February issue dives into how 2026 plans are playing out among the organizations, municipalities, and airports we covered for our current issue. Flying firmly into the second month of the new calendar year, February’s issue set its flight path towards McAlester Regional Airport and Dodge City Regional Airport for an aviation clear view. We had the opportunity to speak at length with both Airport Directors about dynamic airport improvement plans, infrastructure upgrades, and both airports’ commitment to providing a happy landing every time. As airports gear up for growth, so too are municipalities throughout North America. Each municipality, covered in our February issue, is prioritizing residents and remains committed to implementing master plans that range from downtown street scapes to offering a choice of amenities and new business and industrial expansion for the year ahead. In this issue, we profiled Dumas, Texas, Hudsonville, Michigan, La Grange Park, Illinois, Lakeville, Minnesota, Loves Park, Illinois, Plainville, Texas, Sun Land Park, New Mexico, Villa Rica, Georgia, and Westville, Washington, among other municipalities and counties. Without exception, city officials are doing what is needed to ensure top housing, business, and infrastructure projects to ensure a seamless transition to 2026. Turning to business growth, we also covered impressive and fast-growing companies and organizations, including Koru Health and Sapphire Metal Finishing, Ward Memorial Hospital, and Tioga State Bank. These companies continue to demonstrate leadership, innovation, and produce noteworthy projects to expand their growing business foothold. Our February issue continues to bring you our popular school district series. We spoke with Alleghany County Schools, Andover Regional School District, Basehor-Linwood School District, East Baton Rouge Parish School System, Freehold Borough Schools, Great Meadows Regional School District, Lloydminster Public School Division 99, Mendon-Upton School District, Peery County Schools, Ruch County Schools, Sampson County Schools, St Charles Parish Public Schools, Waterford School District and Sterling College among other top school districts. All of these educational powerhouses are providing students with hands-on educational opportunities and real-world experiences as they proudly serve their communities As the economy continues to evolve rapidly, Business View Magazine keeps on top of it all. As always, we look forward to bringing the very best B2B features every month. Karen Surca Editor in Chief 2 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
21 VOLUME 13, ISSUE 02 COVER STERLING COLLEGE 2 EDITOR’S NOTES 7 OPENING LINES STERLING COLLEGE TIOGA STATE BANK 33 EDUCATION 21 STERLING COLLEGE Developing Leaders Called to Serve in a Changing World FINANCE 33 TIOGA STATE BANK Rooted in Relationships 3 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
GO-TO COLLECTION WHEREVER YOU PLAY
VOLUME 13, ISSUE 02 WARD MEMORIAL HOSPITAL KORU HEALTH 55 45 HEALTHCARE 45 KORU HEALTH Raising the Bar in Senior Living 55 WARD MEMORIAL HOSPITAL Where Innovation Meets Care MANUFACTURING 71 SAPPHIRE METAL FINISHING Precision, Process, and Growth 5 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine 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. AVIATION VIEW View these features in our newest magazine CITY VIEW PLAINVIEW, TEXAS DUMAS, TEXAS BERTIE COUNTY, NC VILLA RICA GA LA GRANGE PARK, IL LOVES PARK, IL ROBINSON, IL HUDSONVILLE, MI MIDLAND, MI LAKEVILLE MN SUNLAND PARK NM WASHINGTON COUNTY, OH ROCKWOOD RM EDUCATION LLOYDMINSTER PUBLIC SCHOOL DIVISION WEST HARVEY DIXMOOR PUBLIC SCHOOL DISTRICT WEST HARVEY-DIXMOOR PUBLIC SCHOOL DISTRICT 147 PERRY TOWNSHIP SCHOOLS RUSH COUNTY SCHOOLS WESTFIELD WASHINGTON SCHOOLS BASEHOR-LINWOOD UNIFIED SCHOOL DISTRICT EAST BATON ROUGE PARISH SCHOOL SYSTEM, LA ST. CHARLES PARISH PUBLIC SCHOOLS ANDOVER REGIONAL SCHOOL DISTRICT ESSEX COUNTY SCHOOLS OF TECHNOLOGY FREEHOLD BOROUGH SCHOOLS GREAT MEADOWS REGIONAL SCHOOL DISTRICT ALLEGHANY COUNTY SCHOOLS SAMPSON COUNTY SCHOOLS MENDON-UPTON REGIONAL SCHOOL DISTRICT, MA WATERFORD SCHOOL DISTRICT DODGE CITY REGIONAL AIRPORT 83 83 DODGE CITY REGIONAL AIRPORT Navigating Growth Ahead 93 MCALESTER REGIONAL AIRPORT Pointing Skyward 6 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
THE TRUMP ADMINISTRATION MOVES TO REQUIRE 100% DOMESTIC MATERIALS IN EV CHARGERS Opening Lines accelerate the installation of a national charging network and prevent bottlenecks with domestic producers of steel, iron and other materials. The temporary waiver applied to all EV chargers manufactured by July 1, 2024, and whose installation began by Oct. 1, 2024. Companies like Tesla, Love’s and Francis Energy Charging have greatly benefited from EV charging aid in recent years, securing $37.4 million, $57.1 million and $107.8 million, respectively, as of Feb. 12, according to data compiled by the National Association of State Energy Officials. The new waiver proposal, if finalized, would restrict funding for EV chargers unless they were primarily Source: www.smartcitiesdive.com, Nathan Owens, First Published Feb 13th, 2026 Renewable energy advocates say the proposal would further delay the buildout of charging station infrastructure and undermine U.S. competitiveness. The Federal Highway Administration designed the proposal as an incentive for manufacturers to shift their production domestically. The Trump administration said it believes that companies today are able to produce EV chargers in U.S. facilities, in part, because 2023 supply chain issues have subsided. The Biden administration allowed waivers to the existing 55% “Buy America” requirement to help 7 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
“essentially blocks the implementation of critical infrastructure” as the automotive industry shifts to EV production, she added. The waiver update would also affect the implementation of charging stations along America’s highways, funded under the National Electric Vehicle Infrastructure initiative. This $5 billion program, enacted in 2021, has been under attack by the Trump administration since the president took office. The administration abruptly and indefinitely froze the NEVI program last February, blocking the flow of federal funds to several states. A group, led by Washington, Colorado and California, subsequently sued the Transportation Department. A preliminary injunction lifted the freeze in June and the agency issued revised guidance for the program in August. Less than three weeks ago, a federal judge ruled the Trump administration violated federal law and ordered the Transportation Department to release obligated funds. Katherine García, director of the Sierra Club’s Clean Transportation for All campaign, said in a statement that the new waiver update was just another attempt to kill NEVI and block the buildout of EV chargers. “Supporting American manufacturing is essential — but sabotaging a major infrastructure program and undermining U.S. competitiveness is not ‘America First,’” García said. The Federal Highway Administration will consider public comment on the waiver update over the next 30 days. made of materials produced in the U.S. Renewable energy experts say this is not feasible with today’s global supply chain. “Without corresponding domestic production capacity in place, this proposal would undermine the very manufacturing growth it seeks to promote,” Trisha Dellolacono, head of policy at Calstart, a Californiabased nonprofit focused on renewable transportation, said in a statement. The waiver’s existing 55% requirement reflects the reality that components like LCD displays, transformers, charging cables, circuit boards and other materials cannot be manufactured at scale in the U.S., Dellolacono said. Setting a 100% requirement 8 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
OPENING LINES MORE CITIES ARE LOOKING TO EXPAND MULTILINGUAL ACCESS TO SERVICES. COULD AI SPELL THE ANSWER? Source: www.smartcitiesdive.com, Ryan Kushner, First Published Feb 11th, 2026 Wordly launched an AI platform designed to expand real-time captioning and translations for local government operations. Multilingual communities are on the rise in the U.S. In Wordly’s survey, 61% of local governments reported an increase in non-native English speakers. To meet growing translation needs, many local governments are turning to AI. After Los Angeles County used AI translation tools for press conferences during the January 2025 wildfires, the Board of Supervisors started using the translation service during board meetings later that year. San Jose, California, Mayor Matt Mahan said the city council has seen a surge of Spanish speakers participating in meetings since the council started using Wordly AI services in 2024. Kansas City, Missouri, last year incorporated AI for real-time interpretation services during city meetings through its Office of Language Access, established in 2024. In June, Maryland launched a bilingual AI chatbot under Anthropic’s Claude Sonnet model for accessing information about the state’s SUN Bucks food benefits program. New Orleans started offering AI translation services through Boostlingo at regular city council meetings in December. Whether residents will accept and trust AI translation services remains to be seen. A 2025 survey found 50% of U.S. residents were “uncomfortable” with government agencies using AI for public services. 9 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
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OPENING LINES LIBRARIES ARE CENTRAL TO COMMUNITY LIFE. MANY ARE IN AGING BUILDINGS THAT ARE FALLING APART. The researchers found that libraries offer much more than books, he said. “We heard stories about the high demand for meeting spaces in libraries, how some are emergency centers during extreme weather and how many are a resource center for unhoused individuals,” he said. “A library often has a central role and importance [in a municipality] these days.” However, maintenance and repair issues are keeping libraries from carrying out those missions, the report finds. Elevators, HVAC systems, flooring and roofs are most often flagged for replacement or repair — especially in older library buildings, which also are less resilient to natural disasters and extreme weather.The report estimates that 47% of the nation’s libraries are over 60 years old. Source: www.smartcitiesdive.com, Vicky Uhland, First Published Feb 11th, 2026 Most U.S. library buildings face deferred maintenance, aging systems and limited funding options that put core civic services at risk, a new GAO report found. The GAO report was based on a survey of about 16,400 public libraries in all 50 states; Washington, D.C.; and four territories. The GAO also visited 23 public and tribal libraries and conducted interviews with local, state and national library stakeholders for the report. About 81% of Americans live within a 10-minute drive of a public library, the report states. This “shows the extent to which libraries are important institutions across the country,” Marroni said. 11 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
and National Endowment for the Humanities funding for historic buildings. The biggest source of federal funding for libraries — the Institute of Museum and Library Services— provides grants for library programs and services but not for building construction or repairs. Marroni said libraries can also seek state, territorial or tribal funding and money from nonprofits and foundations that specialize in cultural institutions. For the most part, larger cities are aware of the issues with their library facilities, Marroni said. “But we did hear in many cases that smaller and medium-sized municipalities didn’t have a detailed account of the state of their library building because the people working there aren’t facilities managers — they’re librarians,” he said. “We heard anecdotally from smaller and medium-size libraries that they are more or less able to get by, but when something does break, that becomes a large issue because they don’t have the budget” to fix it. Although the large majority of libraries rely on local funding for maintenance and repairs, some federal financing is available, the report notes, including money from the American Rescue Plan Act, a U.S. Department of Agriculture program for rural libraries 12 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
6 INVESTMENTS TO MAXIMIZE CLIMATE RESILIENCE OPENING LINES to manage a typical disaster. Half of the respondents said resilience efforts between the public and private sectors are poorly coordinated, and 59% said clearer processes and better resource allocation would have the greatest impact on improving those partnerships. DeCourcey said his first piece of advice for local community leaders is to engage the business community in disaster preparedness.“It’s in their selfinterest, too,” he said. “This isn’t any one sector’s responsibility,” Loconte said. “It has to happen across the board. We have to have a broad coalition of partners in order to effect change.” INVESTMENT OPPORTUNITIES The report outlined six “levers of resilience” that communities should invest in to maximize the impact of their disaster preparedness spending: Source: www.smartcitiesdive.com, Robyn Griggs Lawrence First Published Feb 10th, 2026 Cities can get the most economic return on their preparedness spending — while protecting jobs and businesses — with these strategies, new research says. As the Federal Emergency Management Agency’s future hangs in the balance, cities and states are taking on more responsibility for disaster preparedness and recovery. And even in this era of tight municipal budgets, now is not the time to reduce preparedness spending, research from Allstate, the U.S. Chamber of Commerce and its foundation found. Every dollar not invested in disaster resilience today could result in up to $33 of lost future economic activity after a disaster, according to “Beyond the Payoff: How Investments in Resilience and Disaster Preparedness Protect Communities.” Furthermore, the research found that resilience funding stabilizes local labor markets. In hurricane-prone areas, it can prevent the loss of more than 70,000 jobs. “Before now, no one’s really put a dollar figure to this — where there is a return on investment,” Marc DeCourcey, senior vice president of the U.S. Chamber of Commerce Foundation, told Smart Cities Dive. “Preparedness seemed like a good thing to do, but how do you quantify it? That’s where we dug in — and we made some really remarkable discoveries that it’s not just about physical damages, but it’s also economic impact. And that’s the real eye-opener.” “For local towns and communities and cities, the message that has to get through is that these are investments in the economy,” Rich Loconte, senior vice president of government and industry relations at Allstate, told Smart Cities Dive. A survey of emergency managers, risk professionals and state and local officials conducted for the report found that only 15% believe the U.S. is “very prepared” 13 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
4. Governance and cross-sector leadership. Establish mutual aid agreements, streamline interagency coordination and align resilience strategies with local priorities to improve operational efficiency and ensure cohesive disaster response and recovery. 5. Civic engagement. Launch public awareness campaigns, engage community-based organizations and promote household-level preparedness to build trust, strengthen social cohesion and empower communities to act. Performance measurement and accountability. Implement resilience scorecards, conduct risk modeling and integrate performance metrics into planning and budgeting to support evidencebased decision-making and demonstrate return on investment. 1. Risk-informed design. Adopt and enforce hazardresistant building codes, improve access to risk data and incentivize compliance to reduce structural vulnerability and long-term recovery costs. 2. Infrastructure and pre-disaster mitigation. Modernize infrastructure using resilient design principles and nature-based solutions and integrate resilience into capital improvement planning to minimize service disruptions and reduce response costs. Every dollar invested in mitigation can save an average of $6 in future disaster costs, according to the report. 3. Economic continuity and diversification. Support small business resilience and contingency planning, expand insurance coverage, invest in workforce development and strengthen supply chains to enhance economic stability and accelerate recovery. 14 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
OPENING LINES FAA RECOMMENDS SPATIAL DISORIENTATION TRAINING FOR BUSINESS AIRCRAFT PILOTS aircraft was in a steep dive. However, the more complex and sophisticated the aircraft being flown, the more difficult it is to recognize the approach of spatial disorientation. “Unfortunately, there are very few signs of spatial disorientation,” said Thomas Zeidlik, director of aerospace physiology at the University of North Dakota. “According to the FAA, 80% of all aircraft accidents involve some sort of spatial disorientation, and the majority of those are unrecognized disorientation.The pilot is flying along thinking everything is fine until suddenly the ground, or a hill comes out of the mist.” AWARENESS IS KEY At UND, students have access to state-of-the-art fullSource: nbaa.org.,New Editor, First Published Jan/Feb Issue The rare, good thing to come out of aircraft accidents is that they can lead to recommendations to prevent future accidents. A fatal helicopter crash in 2020 attributed to spatial disorientation has prompted the FAA to recommend that pilots operating under Part 91, 91K and Part 135 receive training that helps them recognize and avoid conditions where spatial disorientation can occur. According to the recently released FAA Information for Operators (InFO) 26003, the training will be done using scenario-based exercises in a combination of ground school, simulator application and inflight instruction. Unusual attitudes and recovery are taught early in primary flight training. It often involves the pilot applicant closing their eyes while their instructor rolls the airplane into a 30-degree bank or initiates nose-up or nose-down pitch, then having the pilot applicant open their eyes, note the horizon and recover to level flight. This same procedure is part of instrument training while the student is wearing a view-limiting device. After recognizing the unusual attitude, they recover. WHAT IS SPATIAL DISORIENTATION? If a pilot does not recognize they are in a nose-high or nose-low situation, they are likely experiencing spatial disorientation – a condition where there is a conflict between visual references and the body’s sensory system, such as the inner ear. Without visual references, such as a horizon, it is easy to become confused about which way is up. Without situational awareness, the pilot may try to “correct” a perceived issue and do the opposite of what is required – for example, “correcting” a nosehigh attitude by pushing the nose down when the 15 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
to take prompt and correct action before the situation becomes unrecoverable,” he said. “This is done by learning when disorientation is likely to occur and being ready for it. The worst thing a pilot can do is assume it will never happen to them.” TRUST THE INSTRUMENTS NBAA Safety Committee member Norman Dequier, director of flight operations at Aviation Performance Solutions, noted that APS has been providing the type of training referenced in the FAA InFO for many years, emphasizing the basic mantra of “trust the instruments,” which has been drilled into pilots since primary training. “When a pilot becomes overloaded in a spatial disorientation event, the ability to ‘trust the instruments’ becomes far more difficult, as pilots may be interpreting and relying on instrument indications they have never previously experienced in flight,” Dequier said.“This increases the likelihood of reverting to instinct and sensory input rather than instrument data. “Notably, approximately 90% of loss-of-control inflight events occur while operating on instruments,” added Dequier. “If pilots are to be adequately prepared for this reality, they must be exposed to upset recognition and recovery while flying on instruments – not solely in visual conditions.” Instrument-based upset recovery training is essential, Dequier said, both to build competence in interpreting unfamiliar instrument presentations and to develop the confidence required to act decisively when visual cues are absent or misleading.That includes training pilots to rapidly diagnose the situation and execute a predefined recovery sequence to return the aircraft to a stabilized condition. “While simulation is an essential component, a blended approach using both simulator and in-aircraft training is markedly more effective,” Dequier said. “Inflight training exposes pilots to the sensory effects of load, pitch and bank excursions under instrument conditions, while simulators allow safe exposure to class-specific scenarios that cannot be practiced airborne, such as IMC, night or proximity to terrain.” As with all flight training, the more pilots practice a scenario, the better they become at addressing it in the real world. motion simulators where they can experience spatial disorientation in a controlled environment. Scenarios culled from actual accidents – like the California accident that killed basketball legend Kobe Bryant, his daughter and seven others in 2020 – are used in the training.Awareness of the situations that can lead to spatial disorientation is key, Zeidlik said. “We constantly drive home the phrase ‘recognize and recover,’” Zeidlik added, noting that even when students know something is coming, they can still end up in a situation where they fight hard to recover but are unsuccessful. “The focus of the training is to get to the point that you can recognize spatial disorientation early enough 16 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
OPENING LINES EPA FOREWORD REDUCING EMISSIONS AND CREATING A CLEAN FUTURE • www.epa.gov/brownfields/r1-success-storyunion-station-springfield-mass • www.epa.gov/brownfields/r1-success-storybartlett-station-boston-mass • www.epa.gov/brownfields/denver-copromoting-transit-oriented-development-todand-affordable-housing In addition, a recent case study of the Shipyard Project in Green Bay, WI, was made into a video published this summer.This video is an example of a transportation hub that integrates land redevelopment and community engagement, as well as the importance of sustainability as it pertains to growth. A script is available if desired. PORTS -The EPA Ports Initiative is focused on reducing emissions from diesel equipment operating at ports. The program promotes clean air best practices at U.S. ports that improve efficiency, enhance energy security, save costs, and reduce harmful health impacts. The Ports Initiative website offers a wide variety of technical tools and resources for port stakeholders to reference when adopting next-generation technologies and planning practices at ports, as there is a significant range of older equipment in operation at ports across the country. In particular, the Best Clean Air Practices for Port Operations page provides information and case studies about best practices at ports to reduce diesel pollution, including outcomes and lessons learned. Building on the EPA Ports Initiative, the Clean Ports Program (CPP) awarded nearly $3 billion for clean port equipment and infrastructure, as well as planning activities at U.S. ports across 26 U.S. states and territories. These projects will improve air quality at ports while bolstering America’s industrial base and creating high-quality and good-paying jobs. Funded projects are ongoing and outlined on the Clean Ports Program Awards webpage. Updates on technology deployment and other project outcomes will be made publicly available as projects are completed. TRANSIT - EPA’s Brownfields Program provides grants that are instrumental in transforming brownfields sites into community assets, including for public transit and transportation. Brownfields sites are often located within developed areas where the infrastructure needed for public transit already exists. EPA’s Brownfields Program presents a wide range of success stories describing projects that converted once neglected sites to boost local economies and enhance the quality of life for nearby residents. Here are a few examples of Brownfields public transit and transportation successes: • www.epa.gov/brownfields/r1-success-storyfonda-site-st-albans-vt 17 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
• www.semspub.epa.gov/work/02/372925.pdf • www.epa.gov/superfund-redevelopment/ superfund-sites-reuse-utah#midvale • www.epa.gov/superfund-redevelopment/ superfund-sites-reuse-michigan#pmc EPA’s Superfund program is responsible for cleaning up some of the nation’s most contaminated land and responding to environmental emergencies, oil spills, and natural disasters. EPA’s Superfund Redevelopment program works with communities to provide sitespecific reuse support and help return Superfund sites to productive use, including for public transit and transportation. The Superfund Program offers a few examples of the many cleanup success stories throughout the history of the Superfund Program. A number of Superfund success stories relate to transportation and reuse, for example: • www.cumulis.epa.gov/supercpad/ SiteProfiles/index.cfm?fuseaction=second. redevelop&id=0100580 18 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
education 19 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
STERLING COLLEGE DEVELOPING LEADERS CALLED TO SERVE IN A CHANGING WORLD 20 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
STERLING COLLEGE DEVELOPING LEA TO SERVE IN A CH AT A GLANCE STERLING COLLEGE WHAT: A faith-based liberal arts institution dedicated to developing thoughtful, servant-minded leaders. WHERE: Sterling, Kansas WEBSITE: www.sterling.edu EDUCATING WITH A CLEAR SENSE OF PURPOSE 21 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
ADERS CALLED HANGING WORLD E AND A FOCUS ON ITS STUDENTS For nearly 140 years, Sterling College has been educating students with a clear sense of purpose and a deep commitment to service. Founded in 1887 and rooted in a Christian liberal arts tradition, the college has built its reputation on developing graduates who are thoughtful, engaged, and prepared to lead in both their professions and their communities. That purpose is evident across a campus where learning 22 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
extends well beyond the classroom. Sterling’s academic programs combine intellectual rigor with real-world application, while its close-knit environment ensures students are known personally, challenged consistently, and supported throughout their journey.The result is an educational experience that intentionally shapes character while building knowledge. “Our mission is to develop creative and thoughtful leaders who understand a maturing Christian faith,” says Scott Rich, President of Sterling College. “That mission is lived out through our core values of faith, calling, learning, integrity, service, and community.” Those values, Rich explains, are not abstract ideals. They actively guide how Sterling teaches, partners with its community, and prepares students to navigate a future that demands both adaptability and purpose. LIVING OUT SERVICE LEADERSHIP THROUGH COMMUNITY Service is not an extracurricular option at Sterling College. It is an expectation that begins the moment students arrive on campus. “Servant leadership is intrinsically valuable to us,” Rich explains.“When students and families come to campus, we hope they feel that value immediately in the way they are welcomed and served.” Each student is required to complete volunteer and service hours throughout the academic year, many of which are fulfilled through off-campus partnerships. Located in a town of approximately 2,500 residents, Sterling College plays a significant role in the local community, and that relationship is reciprocal. One of the most visible expressions of this commitment is Love Sterling, an annual day of service in which the entire campus pauses normal operations to focus on community projects. “Faculty, staff, and students work together across town on projects for schools, retirement communities, and residents who may not be able to help themselves,” Rich notes.“It is a powerful reminder that education and service are inseparable.” 23 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 STERLING COLLEGE
Another hallmark of Sterling’s community engagement is its host family program, which connects students with local families. “We have families who essentially adopt students,” Rich adds.“They invite them for home-cooked meals, laundry days, or simply a place to belong. Over time, many of these relationships become lifelong.” With students representing more than 30 countries and 37 states, the program helps bridge distance and fosters a sense of home for those far from family. FACILITIES DESIGNED FOR PARTNERSHIP A strong sense of partnership also shapes Sterling College’s approach to its physical campus, with facilities designed to support both the institution and the broader community. Rather than operating in isolation, the college views its spaces as shared assets that help strengthen long-standing local relationships. “Our facilities are very much a combined effort,” Rich says.“The community is always invited to use them.” The college’s indoor pool is open to residents during the winter months, and Sterling maintains a decadeslong partnership with the local public school district, USD 376, sharing football, track, and field facilities. Rich notes that these cooperative arrangements reflect a mutual commitment to serving students at every stage of their education and continue to grow stronger over time. That collaborative spirit extends naturally into academics. RAISING THE BAR WITH DUAL ENROLLMENT Sterling College’s relationship with local school districts is particularly strong in dual credit and concurrent enrollment. “We treat concurrent enrollment faculty as our own,” Rich explains. “They attend our trainings, receive faculty IDs, and teach to the same standards and learning outcomes.” In addition, Sterling places a significant number of student teachers in the local district, many of 24 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
whom secure full-time teaching positions before graduation. “Education has historically been one of our strongest programs,” Rich says. “Our graduates are in high demand, and many are already teaching in the region.” Through early exposure to college-level coursework and meaningful interaction with Sterling students and faculty, high school students gain a clear sense of what post-secondary education can look like. “We hope that experience gives them a taste of Sterling,” Rich adds, “and encourages them to continue their education with us.” DEVELOPING WELL-ROUNDED STUDENTS At Sterling College, athletics and the arts are not competing priorities. They are complementary components of a holistic education. “Collegiate athletics is often the front door to our campus,” Rich says. “But it is really about activities overall.” Students are encouraged to pursue multiple interests, whether in the field, on the stage, or in the classroom. “A student might play football and sing in the choir or participate in theater,” Rich explains.“We want them to continue doing what they are passionate about.” This philosophy reinforces the college’s emphasis on developing well-rounded individuals. “So much learning happens outside the classroom,” Rich notes.“On the court, on the stage, and through teamwork and discipline.” INFRASTRUCTURE THAT REFLECTS A LONGTERM VISION One of Sterling College’s most significant recent QUALITY ADJUVANT & FERTILIZER PRODUCTS TRUSTED BY GROWERS, APPLICATORS, AND AG PROFESSIONALS ACROSS THE COUNTRY www.egebio.com 888-679-5013 25 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 STERLING COLLEGE
accomplishments is the expansion and renovation of the Gleason Physical Education Center. “That project included the Dudrey Health Science Center, the Wilkey Fieldhouse, a fitness center, pool renovations, and additional parking,” Rich says. Athletic training and sports medicine remain among the college’s most popular and respected programs, supported by state-of-the-art facilities funded largely through local donors. Looking ahead, Sterling is preparing for its next major capital project. “We have a lead donor who has pledged $10 million toward a science and research center,” Rich explains. The future facility is expected to support STEM education, mathematics, and applied research, potentially including collaboration with industry professionals who work alongside students. “That real-world research excites me,” Rich adds. “Students learning shoulder to shoulder with experts is transformative.” In addition, the college is working with the local school district on plans to install a new turf football field and replace the track, reinforcing the shared investment in community infrastructure. ACADEMIC STRENGTHS WITH REAL-WORLD RELEVANCE Sterling College offers a range of academic programs aligned with both tradition and emerging workforce needs. “Our strongest areas include athletic training and sports medicine, criminal justice, business, and education,” Rich says. The college also supports students pursuing preprofessional pathways in physical therapy, medicine, 26 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
“They may take jobs that did not exist when they were freshmen,” he says.“Our goal is to prepare them for that reality.” EDUCATIONAL EXPERIENCES DEFINED BY RELATIONSHIPS While Sterling meets all accreditation and disciplinary standards, faculty are intentionally given the freedom to bring their expertise, professional insight, and lived experience into the classroom, keeping coursework relevant and responsive to the world students are preparing to enter. and chiropractic studies, with many completing undergraduate work at Sterling before transitioning to graduate programs elsewhere. Despite evolving job markets, Sterling remains committed to its liberal arts foundation. “We want graduates who can think critically and learn continuously,” Rich explains. “Employers consistently tell us they want people who can adapt, communicate, and make decisions.” That adaptability, Rich notes, often leads graduates into careers outside their original discipline. 27 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 STERLING COLLEGE
“That relational conduit is how education really happens,” Rich adds. ALIGNING ACADEMIC VISION WITH WORKFORCE NEEDS Sterling College is actively evaluating future academic offerings while remaining mindful of its identity. “We are looking at cultural and workforce trends,” Rich notes. “And we are also open to sunsetting programs that have served their purpose.” One of the most promising opportunities on the horizon involves a major manufacturing company relocating its global headquarters near campus. “They are bringing hundreds of jobs to the area,” Rich says. “Our focus now is understanding how we can support their workforce development needs.” Through partnerships with the Chamber of “I trust our faculty,” Rich says.“They teach our mission while staying current with their fields.” That approach is reinforced through small class sizes that foster both accountability and meaningful connection. “Faculty notice when a student is missing,” Rich explains. “They know their students by name.” Those relationships often extend beyond the classroom, with many faculty members welcoming students into their homes for meals, study sessions, or conversation. 200 East D St Hillsboro, KS 67063 800.551.1547 Toll Free info@mbfoundation.com www.mbfoundation.com Partnering with faith-based nonprofits to offer lending and investment solutions for greater mission impact. GATHER. MANAGE. DISTRIBUTE. 28 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
29 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 STERLING COLLEGE
PREFERRED VENDOR/PARTNER n EGE Products www.egebio.com EGE Products is a proud American-made and family-owned manufacturer of high-quality adjuvants and fertilizer solutions. Trusted by growers, applicators, and ag professionals across the country, we deliver innovative products, consistent performance, and exceptional service. n MB Foundation www.mbfoundation.com For more than a decade, we have served Sterling College as one of our ministry partners, providing financial solutions for their longterm growth. Our shared values and mission create a strong foundation for collaboration and partnership. Discover how we can help you steward your resources and maximize your impact for Christ. Commerce, county leadership, and local businesses, Sterling maintains a clear lens on economic drivers while preserving its liberal arts foundation. “Internships, workforce readiness, and community leadership all intersect here,” Rich adds. A COMMITMENT TO LEARNING AND LEADERSHIP At its core, Sterling College views education as the cornerstone of economic, cultural, and civic life. “Education is the foundation for the future,” Rich says. “It shapes everything.” By continuing to produce high-quality educators, leaders, and lifelong learners, Sterling College ensures that its impact extends far beyond campus boundaries. “Our students leave here prepared to serve, to learn, and to lead,” Rich concludes.“That has been true for more than a century, and it remains our calling today.” 30 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
31 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 finance
TIOGA STATE BANK ROOTED IN RELATIONSHIPS 32 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
ROOTED IN RELATIONSHI TIOGA STATE BANK AT A GLANCE TIOGA STATE BANK WHAT: A community bank rooted deeply in the region and putting its customers at the center of its business model WHERE: Spencer, Tioga County, New York WEBSITE: www.tiogabank.com 33 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
IPS HOW THIS LEADING BANK STRENGTHENS COMMUNITIES THROUGH PEOPLE, PURPOSE, AND PERSONALIZED BANKING For more than a century and a half, Tioga State Bank has played an integral role in the economic and social fabric of upstate New York. Headquartered in Tioga County and serving Tioga, Broome, Chemung, and Tompkins counties—along with portions of northern Pennsylvania—the institution has remained steadfast in its commitment to community banking since its founding in 1864. 34 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
Today, under the leadership of President and CEO Robert (Bob) Fisher, Tioga State Bank continues to differentiate itself through a relationship-driven model that places people before transactions. While the financial services landscape grows increasingly digitized and consolidated, the bank has stayed true to a philosophy that values personal connection, local decision-making, and long-term community investment. A COMMUNITY BANK WITH BROAD REACH AND FOCUSED PURPOSE At its core, Tioga State Bank specializes in one-tofour family residential lending and small business financing—two areas that are foundational to local economic vitality. According to Fisher, the bank takes particular pride in its ability to work beyond rigid lending templates, offering non-conforming loan solutions that reflect the real-world circumstances of its customers. “Within the regulatory framework we operate in, we try to be as creative and flexible as possible,” Fisher explains. “Our goal is always to find a way to help customers succeed, rather than defaulting to a ‘no.’” That mindset is especially valuable for self-employed individuals, contractors, and small business owners whose financial profiles may not fit neatly into standardized underwriting models. By taking the time to understand each customer’s situation,Tioga State Bank has built lasting relationships that extend well beyond individual transactions. GIVING BACK AS A CORE RESPONSIBILITY Community investment is not an afterthought at Tioga State Bank—it is embedded in the institution’s operating philosophy. Several years ago, the bank formalized that commitment through the creation of the TSB Foundation, to which five percent of annual net income is donated each year. Those funds are reinvested directly into local nonprofits and initiatives designed to improve quality of life across the bank’s service area. Beyond financial contributions, the bank actively encourages hands-on involvement. Employees are provided with Volunteer Time Off (VTO), enabling them to support local causes during work hours. From breast cancer awareness campaigns and prostate cancer fundraisers to Salvation Army bellringing competitions and community builds, Tioga State Bank’s presence is felt well beyond its branch walls. Importantly, much of the money raised through these 35 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 TIOGA STATE BANK
Manager Raven Pompa-Beeman plays an active role in outreach to local school districts, working directly with students to demystify personal finance concepts that are often overlooked in traditional curricula. From classroom presentations and after-school programs to a unique student-run branch in Johnson City, the bank helps young people learn initiatives stays local, supporting nearby healthcare organizations and community programs—ensuring that the impact is both meaningful and measurable. BUILDING FINANCIAL CONFIDENCE FROM AN EARLY AGE Another pillar of Tioga State Bank’s community engagement is financial literacy. Community Office 36 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
37 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 TIOGA STATE BANK
about budgeting, credit, and responsible banking in practical, accessible ways. These efforts are especially impactful for students who may not have access to financial guidance at home, offering them tools that can shape lifelong habits. “Financial confidence should start early,” PompaBeeman notes. “We want students to understand how their decisions today affect their opportunities tomorrow.” CULTURE AS A COMPETITIVE ADVANTAGE In an industry facing increasing competition for talent,Tioga State Bank has made employee culture a strategic priority.The results speak for themselves: the bank has been recognized by American Banker as one of the Best Banks to Work For for eight consecutive years. That culture is intentionally cultivated through regular recognition, quarterly celebrations, and bankwide events that bring together employees from Thank You, TIOGA STATE BANK RIGER.COM ADVERTISING • MEDIA • PUBLIC RELATIONS 38 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
different departments and locations. Vice President of Marketing Sarah Rayle explains that these gatherings foster camaraderie, reinforce core values, and ensure that employees feel both appreciated and connected. At a time when employee retention is a growing challenge across the financial sector, Tioga State Bank’s emphasis on engagement, recognition, and shared purpose has become one of its strongest assets. TECHNOLOGY THAT ENHANCES, NOT REPLACES, RELATIONSHIPS While relationships remain central, Tioga State Bank has also embraced technology where it adds value. The bank was an early adopter of tools like DocuSign and has partnered with fintech firms through initiatives associated with the Independent Community Bankers of America to enhance efficiency and security. One notable innovation is the implementation of Interactive Teller Machines (ITMs), which blend digital convenience with personalized service. Customers can complete transactions from their vehicles while still speaking directly with a live service representative—offering a hybrid experience that reflects evolving customer preferences. “Not everyone wants to walk into a branch, and not everyone wants to do everything online,” Fisher says. “Our job is to offer every access channel and let customers choose what works best for them.” ADDRESSING MODERN CHALLENGES HEADON As fraud becomes increasingly sophisticated, Tioga State Bank has intensified its focus on prevention and education. Through seminars, social media outreach, in-branch messaging, and one-on-one customer support, the bank works proactively to protect its most vulnerable customers. This hands-on approach requires time, patience, and expertise from frontline staff—but it also reinforces trust. Customers know they can rely on their bank not only to safeguard their finances, but to guide them through complex and stressful situations. 39 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 TIOGA STATE BANK
40 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
41 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 TIOGA STATE BANK
PREFERRED VENDOR/PARTNER n Riger Marketing www.riger.com Riger Marketing has been Tioga State Bank’s agency for more than 12 years. We are proud of our partnership with this leading independent community bank. Riger strategizes, researches, writes, designs, produces, media-buys, and optimizes marketing that keeps minds moving toward your brand, your people, and your products. LOOKING AHEAD Strategic planning at Tioga State Bank is firmly anchored in continuity rather than disruption. Over the next 18 to 24 months, the bank plans to continue growing its residential and non-conforming lending portfolios, deepen relationships with small businesses, and invest further in its people, facilities, and digital marketing capabilities. For Tioga State Bank, success is not measured solely by balance sheets or branch counts. It is reflected in long-standing customer relationships, empowered employees, and communities that are stronger because the bank is part of them. In an era of rapid change, Tioga State Bank stands as a reminder that community banking—when done with intention—remains both relevant and resilient. 42 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
43 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 healthcare
KORU HEALTH RAISING THE BAR IN SENIOR LIVING WARD MEMORIAL HOSPITAL WHERE INNOVATION MEETS CARE 44 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
DART TRANSIT AGENDA AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: w DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success KORU HEALTH RAISING THE B SENIOR LIVING AT A GLANCE KORU HEALTH WHAT: A progressive and community based senior living and assisted living organization focused on best health outcomes WHERE: Wauwatosa, Wisconsin WEBSITE: www.koruhealth.org 45 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
T COMPAN The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and BAR IN G EXPERTLY SCALING A-CLASS COMMUNITIES, STRENGTHENING WORKFORCE CULTURE, AND EXPANDING WITH PURPOSE In a senior living sector facing rising demand, labor constraints, and increasing complexity, Koru Health is building its growth strategy around a clear belief: better outcomes start with better people, better environments, and a stronger overall experience for residents and staff alike. Headquartered in Wauwatosa, Wisconsin, Koru Health operates an owner-operator model that includes both owned communities and 46 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02
managed contracts, serving independent living, assisted living, memory care, and higher-acuity services that bridge the gap between traditional assisted living and skilled nursing. President Andy Lange describes Koru Health’s evolution as intentional and disciplined. The company began with a single managed contract in Racine, Wisconsin, and expanded to a peak of 14 communities, most within a manageable operating radius of Milwaukee, with two communities in Minnesota extending its footprint into the Twin Cities region. From the start, Koru’s strategy blended select managed operations with acquisition activity, while prioritizing a core focus on new construction and what Lange calls an A-class property approach. In the Wisconsin markets the company targeted, Koru believed there was room to reset expectations by delivering stronger physical assets and a higher standard of service in environments where supply constraints can sometimes breed complacency. That focus on physical quality has been paired with growth metrics that reflect scale and momentum. With communities under construction and a resident base nearing the 1,000 mark, Koru’s longer-range plan targets approximately 5,000 units over a 15-year horizon. In the near term, Lange says the company is positioning itself for acquisition opportunities, anticipating that industry-wide transaction activity will accelerate into late 2026 and 2027 as market conditions evolve. Geographic expansion plans include western Wisconsin and continued growth in the outer tiers surrounding the Twin Cities. While the portfolio strategy is clear, Lange emphasizes that Koru’s differentiator begins with a less common starting point in senior living: the internal customer. He describes Koru as a company built first around the employee experience, with the belief that service quality, resident satisfaction, and operational performance all improve when staff are supported, developed, and retained. One of Koru’s earliest hires was in human resources, a decision Lange acknowledges is not always typical for growing operators, but one that reflects the organization’s priorities. In his view, there is no 47 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 KORU HEALTH
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