This is no short order as the organization remains on the leading edge of the market, the regulatory environment, and ever-evolving technologies and innovations, moving the needle forward in terms of the safety, performance, and sustainability of commercial furniture.

The voice of the industry
The North American business and institutional furniture market represents more than $22 billion, a figure that continues to grow year over year; as a result, so too does BIFMA’s size and impact.

While North American membership has remained stable over the last four years, there has been a marked increase in international membership, which speaks volumes to the organization’s ability to influence the industry globally. There is also a growing number of international manufacturers testing to BIFMA standards to compete in the North American market and become eligible for the BIFMA Compliant^® program, which provides a registry of standards-conforming furniture products worthy of deep consumer confidence.

“BIFMA is fortunate to be an association that the marketplace trusts. We’ve earned that over 50 years of focused work in defining safety, durability, and sustainability baseline requirements through the BIFMA standards and LEVEL Certification,” notes Director of Outreach and Learning, Jennifer Wammack.

BIFMA Compliant^® is a program that is designed to support the marketplace. It serves as a one-stop resource to verify product compliance with safety and durability standards. The registry includes nearly 3,400 products and 87 manufacturers who have voluntarily complied and tested to one or more of the ANSI/BIFMA standards.

Another market facing program is LEVEL^® by BIFMA, which is viewed as “The Furniture Sustainability Label.” Products are measured against the criteria set out in ANSI/BIFMA e3 Furniture Sustainability Standard and evaluated by third-party certifiers to ensure products are manufactured responsibly. The latest version of the standard was published in 2025 for greater clarity and transparency and expanded scope. With the introduction of a fourth level of sustainability, the revisions create a greater distinction between the four levels. Further, the certification period was extended from three to five years.

“The revision committee went into this revision process and set objectives to refine requirements to meet market demands because, as we know, sustainability means different things to different people,” explains Steve Kooy, Director of Health and Sustainability.

Now in its sixth iteration, the e3 Standard, which covers social responsibility in the supply chain, material sourcing, and environmental impacts to reward those who seek to produce a socially responsible, climate-positive product, BIFMA has levelled up the industry standard with a fourth level of achievement.

The industry is up to the challenge, too. Certifications are up 37 percent and the e3 standard is now recognized by Amazon’s Climate Pledge Friendly program and aligned with USGBC LEED V5 and WELL programs.

Setting the industry standard
For 50 years, BIFMA has developed and maintained relevant and sound standards through multistakeholder engagement to ensure market relevance and compliance with ANSI’s revision cycle, whereby standards are reviewed and revised or reaffirmed every five years.

“BIFMA has made a decision that we will only reaffirm a standard once; we will open a standard for revision every 10 years. We feel that there is enough change in the industry that it warrants an update,” explains President and CEO, Deirdre Jimenez.

As it stands, there are several standards at various stages of development or revision. Among them, the M7.1 standard related to Low Emitting Furniture is currently in the final revision stages, which will move it closer to harmonization with European emissions standards both in terms of the measurement of emissions and the establishment of a threshold for low emitting furniture.

Further, approval is near for the revised X5.1 General Purpose Office Seating, X5.11 Large Occupant General Purpose Office Seating, and X6.1 Educational Seating standards, which seek to harmonize methods and clarify requirements across all three standards. “Revising all three chair standards at the same time was a big lift but will ensure consistency and alignment going forward,” states Anthony Serge, Director of Safety and Performance.

Updated guidelines for X8.1 Furniture Surfaces: Design and Durability for Cleaning, Sanitizing, and Disinfecting have also been published, which provide guidance beyond healthcare environments, establishing performance and testing criteria across multiple industries and sectors. With consideration for both healthcare and commercial settings, the guideline provides performance tiers that support manufacturers, specifiers, and users in selecting surfaces based on expected lifecycles for intended use and cleaning frequency, a challenge that gained predominance during the pandemic when surfaces were cleaned more frequently using stronger cleaners that over time could damage materials.

Likewise, the X9.2 Privacy Pods Standard aims to ensure safety, stability, ventilation, and acoustical privacy for individual and group pod use. The association has targeted the end of 2026 for publication of this new standard.

Empowering standards adoption through education
Standards are adopted most effectively when paired with education and outreach, which is why BIFMA continues to expand its learning platform to communicate new, revised, or reaffirmed standards.

BIFMA Learning provides complimentary education via continuing education units (CEUs) to design professionals, students, customers, and members via four major educational deployment channels, including free CEUs to the general public, Design Firm Direct, Classroom Direct, and industry conferences.

For Wammack, CEUs serve as a vehicle by which the educational content is packaged and delivered to fulfill accreditation requirements for BIFMA content in the learning environment. “It is a great way for BIFMA to be able to educate those market stakeholders who really need to know about the BIFMA standards and our programs like LEVEL^® and Compliant^®,” she says.

CEUs, like standards, are updated, reaccredited, and revised, and new CEUs are developed alongside market needs, which also serves professionals seeking continuous learning.

New CEUs include “Being Compliant” and “Understanding the BIFMA Standard for Furniture Ergonomics.” Three others have recently undergone revisions for reaccreditation including “LEVEL^® by BIFMA: The Definitive Certification Program for Sustainable Furniture;” “Why Standards Matter;” and “Sustainability Standards Through Furniture.”

Convening the industry
Education not only benefits the marketplace and the industry through information transfer, but also by virtue of bringing people together. Multistakeholder engagement is one of the most effective ways the association achieves this, by hosting industry-leading events. The 360 Leadership Conference is one of those events. The hallmark event of the season brings industry leaders together to hear from leading business experts and reflect on the future of the industry.

“One of the most requested topics for the conference is technology. This year we’re moving the AI discussion from adoption to adaptation and looking at how AI is changing how people work. That will change what furniture products are needed to support that new form of working,” Jimenez explains. Noting that, the association seeks to monitor and address the cultural shift that is resulting from the rate of technological advancement and its implications on its members and the market.

There is also growing interest in the association’s Furniture Summit, which brings the industry and its members together to share success stories, address pain points, and work collaboratively to determine the best path forward.

“At a very high level, one of the goals of BIFMA, one of the reasons BIFMA exists, and one of the services that BIFMA provides best, is to convene the community, reaching out to make sure voices from all interested parties have a seat at the table as we look at moving the industry forward,” Jimenez shares.

Forward trajectory
BIFMA has grown in terms of both impact and size. In addition to maintaining its foundational standards, its learning program, and the events it convenes, the association has grown its capacity through the addition of three key roles.

Membership Services was added in 2023 to focus on membership recruiting, engagement, education, events, and the popular Industry Statistics program. “BIFMA members are extremely supportive of the association. They understand the work of the association benefits all industry manufacturers and suppliers. Assisting members to map into the programs and make introductions is a key part of growing the community,” shares Andrew Kotman, Director of Membership Services.

Other new roles include Marketing and Communications and Auditing for the Compliant Program. Together these new roles, working with the established team, will support the association’s goals to expand testing and sustainability certification; establish LEVEL^® as the baseline requirements for project specifications; stay abreast of market trends and technology advancements while increasing engagement; growing membership; and continuing to lead, advocate, educate, collect actionable data, and identify opportunities to push the industry forward.

The post Setting the Standard for Safety, Performance, and Sustainability<p class="company">BIFMA</p> appeared first on Business In Focus Magazine.

In the United States, it is reported that an estimated 2.1 million skilled trades openings across 135 core professions are posted each year, but a talent gap of 1.3 million persists, meaning that for every single person completing a relevant training program, three new openings are posted.

Driven by retirement and attrition, and decades of discourse that promoted a degree over hands-on work and the removal of hands-on learning from classrooms, the renewed push to promote careers in the trades is reactionary at best and will take years to produce the necessary results. According to research by JLL, by 2030, 2.1 million skilled trades positions could remain chronically unfilled, the economic losses from which could reach $1 trillion annually, which means action needs to be taken, and taken swiftly, if a turnaround is possible.

And, if you ask Dr. Temple Grandin what needs to change, it has everything to do with updating education, attitudes, and approaches to embrace different ways of thinking.

Thinking differently
Sometimes the best way to solve a problem is to think about it from a different perspective, which is exactly how Dr. Temple Grandin approaches her work and the world.

Many people are unaware that there are three distinct cognitive styles of processing information (visual, verbal, and pattern) and while most people use a combination of these to interact with the world, as all three are important to the function of our market and society, some individuals experience one or another in a more dominant sense.

Visual thinkers or object visualizers like Dr. Grandin have an innate capacity to solve problems. Using images or diagrams to organize, comprehend, and communicate thoughts and ideas, they often notice fine details that others might miss. Visual thinkers make great diagnosticians, artists, mechanical designers, architects, and similar, excelling in roles that require spatial recall, though they may struggle with abstract concepts like higher mathematics or long-form essay writing, skills that are heavily weighted in academics.

Despite the odds being against her as a person on the spectrum in the 1950s, Dr. Grandin did not let her diagnosis stand in the way of becoming a world-renowned scientist, animal behaviorist, autism advocate, and award-winning author. At a time when children with disabilities were institutionalized, Temple was engaged and empowered to find her place in the world.

Non-verbal until the age of three and a half, she has been a professor of animal science at Colorado State University since 1990, served as an industry consultant, and tours the world addressing auditoriums of people who pay to hear her insights; remarkably, through this work she has revolutionized animal handling practices to create a more humane world for animals and people alike.

This was not without struggle. Dr. Grandin has noted that she faced more barriers in industry as a woman than she did as someone on the spectrum, but believes she would not have the same success in today’s standardized educational system.

“I don’t think I could pass an algebra test today but I know how to do all my practical math like find the volume of a tank, figure out the square footage of the cattle pens, and things of those sorts, and I think education has really gotten off-kilter with some of this stuff,” says the woman who couldn’t become a veterinarian because of higher math requirements but educates future veterinarians today.

Barred access
For visual thinkers like Dr. Grandin, the very systems that are meant to educate can also be the source of barriers to access to career paths that would suit their capabilities and interests. Hiring practices, too, can bar access for many.

While Dr. Grandin was able to build a portfolio of drawings to sell herself and her skills in the market, online applications and AI screening tools paired with more stringent educational and job requirements make it much more difficult to break through into a career, especially if you are neurodivergent.

“I’m very concerned that our visual thinkers—the ones that I call the clever engineers, really good with mechanical—we’re screening them out and we’re screening out all the best diagnostic people,” she says of the higher math requirements.

Dr. Grandin notes that there are two parts to engineering: the mathematical engineers and what she refers to as “the clever engineers who tend to be the mechanical geniuses that just figure out how to make something or make something work,” she explains. “I can remember when I worked out in industry, the ‘weird’ guy in the shop who could fix anything, definitely was autistic, but we don’t have that guy anymore, and we need them. We need the weird guy in the shop.” Traditional educational and career pathways, however, have changed, as have attitudes and liabilities, which limits how far some people can go.

True diversity, equity, and inclusion
As employers and education systems have worked to integrate policies around diversity, equity, and inclusion (DEI), in many ways they have failed to address the systemic barriers that prevent full and equal participation in learning environments and the workforce, particularly for those on the spectrum. In Dr. Grandin’s opinion, changes need to be instituted earlier to ensure that children, both neurodiverse and neurotypical, are exposed to more at a younger age, which begins in the home. Children are taught to build with blocks but seldom graduate to hand tools, which leads to a concerning loss of skills. Dr. Grandin has encountered some students who have never even used a ruler.

“We need to get these hands-on things back into the schools and we need to do it at younger ages. I realize we can’t take an eight-year-old on a construction site, but there are places where they can watch safely,” she explains, from which they can still be engaged and inspired.

Dr. Grandin was given responsibility at an early age and encourages parents to do the same with their children, be it a dog walking job or selling candy for charity. She encourages kids to get off the computer and get outside doing something with their hands where they can build social skills as well. And, acknowledging that access to formal therapies can be limited or costly, Dr. Grandin suggests parents do something similar and call it by a different name: riding clubs as equine therapy, intergenerational experiences at seniors’ residences, church groups—they all have a role to play.

“I think a lot of parents get too much into the Autism box. I think that’s a very big problem,” explains Dr. Grandin, which can limit the possibilities for children. Moving past this requires a great deal of advocacy and understanding the rights of the child to help them find a place to fit in the economy based on their unique interests and abilities.

Advocating for change
For Melanie McIntyre McGregor, RN, BScN, a registered nurse, mother, and advocate who completed Orton-Gillingham classroom training to support her child with dyslexia when the educational system could not, “Access often depends on parents who know how to navigate the system,” noting that this in itself creates inequity.

The role of educators is to meet children where they are, but with limited funding and strained resources, many children with special needs tend to slip through the cracks.

“One of the most difficult realizations has been seeing how much time, money, and energy families spend fighting for services that research has already shown are effective,” McGregor shares. “Parents shouldn’t have to become investigators, educators, legal researchers, advocates, and fundraisers simply to ensure their child learns to read or receives an appropriate education,” she says.

“Foundational literacy, writing, communication, and numeracy will always matter. Those are essential life skills. But beyond those foundations, I believe education should spend far more time helping students discover who they are, how they learn best, what they’re passionate about, and how those strengths can contribute to their communities.”

Says McGregor, “Imagine if schools invested as much energy into identifying children’s strengths as they do identifying their weaknesses. Imagine if every child left school believing they had something valuable to contribute,” beyond test scores that emphasize memorization over critical thinking skills.

And, if a child isn’t learning, try teaching in a different way. For McGregor, accommodations are important, but “they should never replace effective instruction.”

Similarly, if a child is accustomed to receiving accommodations throughout their educational journey, it is reasonable to expect those accommodations to continue through their professional careers, though much of the support available ceases to exist once an individual turns 18.

When it comes to accommodations, employers who hire individuals on the spectrum must be aware of their limitations, but also their strengths. Dr. Grandin notes that they will likely pour themselves into their jobs for the right employer and the right environment and will become superior performers, but a few things need to happen first. They must be insulated from social situations that may lead to breakdown and be guided by what Dr. Grandin refers to as on-the-job “pilot’s checklists” that break down the various tasks chronologically using simple to understand language and steps which are repeatable, referenceable, and can set individuals up for career success (rather than simply being given oral instructions).

Bridging the gap in skills and society
Certainly, there are individuals on the profound end of the spectrum who are not able to fulfill the requirements of jobs, particularly the skilled trades, but there are many more who are being screened out because of test results or the inability to learn in a standardized environment, though they have the skills and capacities so sorely needed in the market.

By systematically barring entry to these positions, many of the best and brightest minds are being eliminated from roles where they can shine. The loss of economic benefit therein cannot be ignored either, as many of these roles come with high wages and a sense of pride in workmanship, enabling these individuals to add tremendous value to the economy and to their own lives.

Espousing equality and operating with equity are two different things, and at the end of the day we need to do better to engage the entirety of the workforce. This can only be done if we start at an earlier age, reintroducing hands-on learning in the classroom and rethinking how we view those on the spectrum, especially at a time when addressing the skilled labour gap is so critical.

This article was inspired by An Evening With Temple Grandin hosted by the Algoma Autism Foundation (AAF) in Sault Ste. Marie, Ontario. A big thank you goes out to AAF and like organizations, including Future Horizons, for their work to reshape discourse around, and improve outcomes for, those who are on the spectrum, their families, and their carers. Different, not less.

The post Visualizing Change in Workforce Development<p class="company">In Conversation With Dr. Temple Grandin</p> appeared first on Business In Focus Magazine.

Led by Director, Libby Lear, under the directive of county officials in partnership with local, regional, and state stakeholders, this collective is dedicated to advancing Chesterfield County in a way that makes sense, growing opportunity while protecting the quality of life the community so reveres.

Leveraging assets and celebrating wins
Key to economic development and social investment in Chesterfield County is its firmly grounded sense of what it is, what it wants to be, and how it intends to get there. The goal is to continue to elevate the population of 45,000 and growing while leaning into the county’s rural charm, history, and natural endowments, including its cost of living, available land, and a business-friendly approach to development.

Located along the eastern seaboard halfway between New York and Miami, with access to a market of 1.6 million people within a 60-mile radius, Chesterfield County is not far to markets, mountains, metros, and the beach, which all serve as the backdrop for its exceptional quality of life and economic strength.

“We can be at Charlotte Douglas International Airport in an hour from our industrial park in Pageland, and to companies, that makes a big difference,” explains Lear. “We really have good proximity to Charlotte, Columbia, and Florence. We’re right in the middle of those three cities. The area that’s growing is primarily Pageland because of its proximity to Charlotte.”

Regionalism is part of the development strategy in the county given the layout. The center of the county is known as “the wildlife refuge.”

“One fifth of our county is state and national forests—over 100,000 acres,” says Lear. The county is fortunate, though, that the eight municipalities pull together for common goals and events.

Many landowners have their property planted in pines also. The lumber industry has taken a hit in the southeast recently so that has been a challenge for anyone involved in the timber business.

Cheraw is the largest town in the county and home to several large manufacturers. The downtown has been revitalized, especially since Springhill Suites built there. “That was a huge catalyst for rejuvenating Cheraw, so now if you go downtown, there’s nightlife,” Lear says of the restaurants and other exciting additions that prove attractive to residents, visitors, and investors alike.

Economic diversity and strength
The county is home to automotive, aerospace, and defense suppliers. In addition to advanced manufacturing, there’s agribusiness, food and beverage and specialty textile companies.

Foreign direct investment (FDI) remains a focus of the county, but also the state. A memorandum of understanding was recently signed between South Carolina and Ontario, Canada to expand trade and collaboration. “Foreign direct investment in the state of South Carolina right now is huge. We’re represented by many different countries around the world,” explains Lear, including Dutch, German, Chinese, French, and Canadian companies.

While the loss of Stanley Black & Decker was a major hit several years ago, the strength of industries like Milliken-Highland, Aalberts, ATI, Carpenter Technology, Carolina Canners, Doman Tucker Lumber, Screwmatics, and Schaeffler Group, the largest employer in the Pee Dee Region, is the county’s backbone. The recent announcement by Canadian company, Cyclic Materials, is a major win for the region as well as the environment. This $82 million investment will reclaim the rare earth elements (REEs) from end of life items, separate the rare earth elements, and prepare them to be made into permanent magnets again.

“It’s really put South Carolina and Chesterfield County on the map because they’re going to be recycling rare earth elements. Less than one percent of REEs are being recycled right now, so it’s going to change the whole environment around that,” reducing the need to mine and import these critical materials, Lear explains. The company has already been recognized as a company to watch in climate tech.

Cyclic Materials signed a 10-year agreement with Vacuumschmelze (VAC) of Sumter that will be making new permanent magnets out of the recycled rare earths that Cyclic provides for use in aerospace, defense, and medical applications. That 37-mile supply chain is a huge improvement over relying on China for these elements.

Getting to work
Chesterfield County has a lot of the qualities that companies are looking for: communities with rural and historic charm, a competitive cost of living and doing business, a quality of life that can elevate the value it offers its employees, and of course, available workforce. “We have a higher concentration of metal workers than any place in the state, the sixth most in the country,” explains Lear, which proves ideal for automotive, aerospace, defense, and other advanced manufacturing clusters.

To ensure that the talent needs of industry are being met, Lear works with the countywide school district as well as Northeastern Technical College to understand and address those needs.

One such effort is in McBee, where the goal is to introduce a branch of the community college to support the various employers there including A.O. Smith, Carpenter Technology, and MAR-MAC Industries.

“We’ve got a lot of industry in McBee, but we don’t have the higher ed piece, so people have to drive—that’s one of my goals,” says Lear. “Making sure we are teaching the things that industry needs is another goal.”

Partnership as the foundation
Of course, economic development is not possible without partnership, and relationship building is foundational to the work of Chesterfield County Economic Development. “A big portion of what we do is relationship building and talking to stakeholders,” says Lear. “We don’t always do the thing ourselves, but we try to help promote it and help make it work,” she explains.

Not only does her office work with municipalities and the county; she is also tasked with managing relationships with employers, potential investors, and even cross-border allies to maximize the benefits to the region. “We maximize our memberships,” she says, which include the North Eastern Strategic Alliance (NESA), the Charlotte Regional Business Alliance, the South Carolina Department of Commerce, cooperatives (telecommunications and electric), and many more.

Lear credits the work of the cooperatives and utilities in getting projects off the ground. “At Lynches River Industrial Park in Pageland, we could not have gotten it completed without the South Carolina Power Team; I’m talking almost a million dollars and a lot of money from Lynches River Electric Cooperative, which has really helped us get the water, sewer, and the road built.” Duke Energy has also been a big supporter in the county, making a difference in helping cover due diligence on industrial parks and contributing to the area parks and non-profits.

On the topic of roads, Chesterfield County Economic Development continues to push for investments in highway infrastructure, chiefly the four-laning of Highway 9, which runs across the county along the border with North Carolina. The goal is to get it to four lanes from Chesterfield to Pageland, something that Lear is personally committed to. She also hopes to gain support for improving the condition of the bridge over the Pee Dee River into Marlboro County. She notes, “I didn’t think about the importance of such things before getting into economic development.”

She is also committed to replicating the success the team has had with a speculative building. “That was finishing up just as I came onboard, and it took six months or so, but we attracted a Fortune 1000 company, ATI,” she explains. “They make custom titanium alloy sheets for the aerospace and defense industry, so that was very exciting. We’re hoping to do that again.” Lear considers Lynches River Industrial Park a great location. Clearing and grading activities have already commenced on a 30-acre lot right across from ATI.

While water is plentiful, as Chesterfield County sits on the recharge center of an aquifer, guaranteeing water at a time when it is becoming increasingly scarce can pose a challenge. Other resource and infrastructure challenges persist, specifically regarding sewer capacity and natural gas availability, which has a limiting impact on development. “If we look at requests for information (RFIs), companies need gas and we have to really look at that and see if that’s even a possibility, so that’s a long term goal,” shares Lear, who hopes to bolster available resources and infrastructure to support growth where possible. “My number one goal all the time is to assist the existing industries that we have right now. We’ve got to keep them happy,” she says. Having the additional resources they need for expansions is crucial.

Putting Chesterfield County on the map
Despite the challenge of managing the various regional priorities and relationships, at the heart of the work of Lear and the Chesterfield County Economic Development team is the imperative to continue to shine a light on the beauty and character that is Chesterfield County. The community sells itself. “There’s a lot of hunting and fishing, equestrian activities—we are sports crazy here,” Lear says of the natural backdrop that supports the region’s rich quality of life.

There are very friendly and helpful people in the county. “Companies considering the county seem surprised by how friendly we are.” One of the most memorable assets is the historic district in Cheraw. “We have some lovely homes in our eight municipalities, but Cheraw has the largest neighborhood of stately homes.” Lear states that she loves the 1884 “Old Courthouse” in Chesterfield too.

Chesterfield County is also home to H. Cooper Black Memorial Field Trial and Recreation Area, a state park that serves as one of the premier field trial facilities in the country, as well as ClubMX, which is one of the top 10 training facilities for motocross in the world. Such amenities demonstrate the diversity of Chesterfield County and the reputation it has earned at home and around the world. Cheraw State Park has just rebuilt the greens on their course. White Plains Golf Course outside of Pageland is a wonderful place for a day of golf or to enjoy the restaurant there.

By continuing to leverage its many advantages, seizing opportunities that present themselves, and utilizing tried and true methods of development, Chesterfield County continues to set and achieve development goals that will add value for everyone who calls the region home. Lear stresses that all progress is the result of teamwork. “We’re fortunate that Chesterfield County Council recognizes the value of a strong economic development office.” This says a lot about a rural community with big dreams and the potential for growth, as well as its ability to make its visions a reality through setting goals and developing strategies to see them through.

The post A Rural Community With Big Dreams and Even Greater Potential<p class="company">Chesterfield County, South Carolina</p> appeared first on Business In Focus Magazine.

Communities that are rich in both history and potential for the future drive this growth with their low cost of living, access to the beach, quality healthcare, and gainful employment—and also endless amenities to enrich the quality of life.

“We offer a strong sense of community, historic towns, local businesses, and most importantly, room to enjoy the outdoors,” says Marion County Administrator, David Price, emphasizing that these are features the community seeks to preserve as it grows.

A plan and a way forward
Guided by a five-year comprehensive economic development strategic plan, Marion County 2025, Marion County has a strong sense of what it is, what it wants to be, and how it plans to get there.

As Zachary McKay, Executive Director of the Marion County Economic Development Commission (EDC), notes, “The dominoes are starting to fall,” and the economic development team is beginning to “see the forest through the trees.”

Home to a robust manufacturing landscape including automotive components, healthcare, and agribusiness, the region offers growth potential that can build on its existing success. While high-paying jobs are sought after, the county still balances development with the community’s agricultural roots, which fuel the regional supply chain.

“Our number one employer in the county is SOPAKCO, a food manufacturer. They actually manufacture MREs for the Department of Defense,” says McKay, who also names MUSC Health Marion Medical Center and PSI Molded Plastics as leading regional employers.

While the economy is strong, Marion County EDC has sought to boost it further through such developments as the Willoughby site, which has been the economic development team’s key focus and an exciting development for the county. “We’re partnering with R.J. Corman and CSX,” McKay explains. “They have broken ground within the last 45 days, beginning with rehabilitating a former rail line to bring back rail access in the county.”

The 220-acre site is county-owned and is ideally located across from the Marion County Airport, adjacent to Highway 76, six miles from a CSX interchange and less than 20 miles from Interstate 95 and Dillon Inland Port. It is also less than a mile from the proposed lines for Interstate 73, a project that appears to be gaining momentum.

“That’s going to be our first rail-served site,” notes McKay of the CSX Select Site Bronze Designation for rail-served industrial potential. “That rail extension was able to happen because we received a two-and-a-half-million-dollar grant from the State Department of Commerce.”

Growth in partnership
Proximity and good connections are vitally important logistically for the kinds of industry at home in Marion County, but also in attracting a talented and educated workforce and working with other regional stakeholders to leverage that asset. “We have a workforce of just under half a million within a 60-minute drive,” notes McKay.

To make the most of that asset, Marion County EDC is working in strategic partnership with local industry and workforce partners like the Academy of Careers and Technology and local career centers and educational partners (like Florence Island Technical College) to create a functioning talent pipeline for the growing industry and target sectors.

On the private side, Marion County Progress serves as a member-based organization to support economic development through private investment and stakeholder engagement. One such member is Marion County Healthcare Foundation, whom McKay praises: “They were a huge supporter of the strategic plan, a huge supporter of Marion County Progress and again, a huge supporter of Marion County as a whole.” Indeed, he confirms that the predominant attitude of stakeholders in Marion County, who are working together to improve the collective lot of all, is that “a rising tide lifts all ships.”

Celebrating wins
Part of Marion County’s efforts to preserve its character amid vigorous growth is deliberate forethought in setting priorities. Through comprehensive studies, it has identified goals and mapped out pathways to success.

Accommodation, both temporary and permanent, has also been a focus of the development team to ensure that economic development and quality of life go hand in hand. Last year, a feasibility study was conducted that uncovered a need for extended hotel accommodation, and as a result, with the support of the Rural Development Initiative through the Department of Commerce, downtown Marion will soon be home to Hotel Marion.

Further, a housing feasibility study has provided the county with actionable data that can support the addition of housing stock of all categories to ensure that Marion County remains “a county where young people can see a future for themselves,” notes McKay.

“Ultimately, it told us we have a true need for housing. We have a need for short-term units. We have a need for residential units. So, we are taking that data and we’re working with some developers. The county has identified a piece of land that is county-owned, so now we’re going to be able to leverage that,” he says, although planning is still at an early stage and will depend on development partners.

With the Willoughby site, plus a new hotel and housing underway, there is plenty to celebrate but still more to do. “In the near term, we need to support existing businesses, prepare competitive sites, strengthen the workforce pipeline, and move promising infrastructure projects forward,” says Price, who notes that over the long term, the goals are economic diversity and more high-paying jobs in the logistics and manufacturing sectors.

For Price, “The measure of success is whether growth creates lasting opportunities for Marion County residents. We want to create something that will last forever, or as long as it possibly can.”

This is the kind of thoughtful development that McKay believes will “create a community that we all want to live, work, and play in.”

The post Making Investments for a Life Well Lived<p class="company">Marion County, South Carolina</p> appeared first on Business In Focus Magazine.

Incorporated as an industry town in the 1950s—the first community without residents to do so in the province—Kitimat continues to leverage its resources and its relationships to push the economy forward and preserve the enviable way of life it affords—a way of life that is due in large part to industry partners.

As Mayor Philip Germuth explains, “Kitimat is a very industry-friendly community when things are done properly,” and the investments that have taken place in the community are evidence of that.

Industry first
As an industry town, Kitimat, British Columbia had an interesting start.

The community was founded when the Aluminum Company of Canada (Alcan, now Rio Tinto BC Works) identified the area for what was a massive engineering undertaking at the time. The Alcan Project ran from 1951 to 1954. Through the construction of the Kemano hydroelectric dam, a 16-kilometre-long tunnel, a deep-sea terminal, an aluminum smelter, and the surrounding community, Kitimat came to be.

Considered the most expensive private project in Canadian history at the time, this was an intentional effort for industry and community to thrive alongside one another. Alcan brought renowned city planner Clarence Stein out of retirement to execute a vision for a planned garden city that existed separately from industry. Stein looked at prevailing wind patterns to isolate the community from the impacts of industry and found a way to design a community that is well connected, aesthetically pleasing, and could support the needs of the individuals and families that keep industry functioning.

Boom and bust
At its peak in the 1970s and 1980s, Kitimat had grown to a population of 13,000 people, but not unlike the rest of the world, the global financial crisis took its toll, and the market became incredibly challenging. For instance, Methanex, which established its ammonia and methane operations in the 1980s, sadly closed in 2005, while Eurocan Pulp and Paper Co., which had operated in the community for 40 years, closed in 2010, taking with it hundreds of jobs and leaving industrial lands sitting idle.

Industry boom and bust cycles are never easy to weather, but luckily for Kitimat, the hard times were short lived thanks to new investment partners who ushered in a new wave of growth and opportunity.

“Since the final investment decision by LNG Canada in 2018, the community has seen significant population growth,” notes Walsham Tenshak, Director of Economic Development and Communications for the District of Kitimat, who referred to this growth as “astounding.”

Over the last five years, Kitimat has experienced a nearly 20 percent increase in population, going from around 8,500 in 2020 to 10,000 people today, according to BC Stats. As such, Tenshak notes, “Council has had to work with industry to look at how we can expand the services that we provide to care for more people as they come to the community, and industry partners have been excellent corporate citizens.”

Indeed, there have been several milestone moments in Kitimat’s history that have altered the trajectory of the community. Rio Tinto’s acquisition of Alcan in 2007 was one of them. The Rio Tinto Alcan acquisition breathed new life into the community, not only through a major investment to modernize the smelter, but through other investments in infrastructure that support the community.

“In 2015, they completed a multi-billion-dollar investment in a modernized smelter, which now has us producing the greenest aluminum anywhere in North America,” explains Mayor Germuth. He tells us that another key move came from LNG Canada in establishing Kitimat as a global natural gas export hub.

Having recently completed its hundredth shipment, LNG Canada is now considering proceeding with Phase Two of the project, a $33 billion CAD expansion of its export facility which will double production from 14 to 28 million tonnes of LNG (liquefied natural gas) annually.

Mayor Germuth also highlights the value and impact of the Cedar LNG project, which showcases the unique nature of partnership and collaboration between industry and the community.

Cedar LNG is valued at around $4 billion USD and is not only regarded for the magnitude of its investment but also the fact that it is the world’s first Indigenous majority-owned LNG facility, developed in partnership between the Haisla and Pembina Pipeline Corporation. Designed to operate using renewable energy from BC Hydro and to connect to the Coastal GasLink pipeline and local power grids, construction activities commenced in 2024 with completion expected in 2028, when it expects to deliver its first shipments of low-carbon LNG overseas to the Asian market.

As many communities know, investment breeds investment—and that is certainly the case in Kitimat. As Mayor Germuth notes, “The investment by Rio Tinto into modernizing the smelter plus the LNG Canada and Cedar LNG projects have given a lot of other people the courage to reinvest in their properties,” which is leading to a new wave of revitalization including new residential developments as well as retail, hospitality, and commercial investments.

Maximizing industry’s impact
The high wage opportunities in Kitimat not only afford an exceptional quality of life; they also enable a higher rate of entrepreneurship, as families have the economic freedom to pursue their interests with efforts that have the full support of the community behind them.

For those who take the chance, organizations like the Kitimat Chamber of Commerce and programs like Business Bootcamps and Entrepalooza, as well as industry programs like the LNG Business Growth Fund, are there to make the leap into business ownership a success.

In fact, industry is behind a lot of the growth and success taking place in Kitimat, with the Haisla Bridge project serving as a perfect example. Built in 1954, this critical infrastructure was in dire need of replacement. “That’s the main bridge that connects the community to the industrial area and it’s the only way to get to the industrial area,” explains Mayor Germuth. “LNG Canada was able to lobby the government to have them take care of the whole thing for us, so we were very thankful.”

Completed through a joint partnership, the Ledcor-Haisla Limited Partnership, the bridge was opened in 2023 and not only showcases the connectivity between industry and the community but also pays tribute to Haisla through traditional art, serving as a physical reminder that industry in Kitimat is strong, but community is stronger.

To be sure, companies like LNG Canada find countless ways to give back to the community in a very big way. The company committed more than one million dollars in funding to support the Kitimat General Hospital Foundation and the Kitimat General Hospital to purchase a computed tomography (CT) scanner as well as an electrocardiogram (ECG) machine, which improve patient outcomes locally and contribute to physician attraction and retention efforts.

The company also supported the community’s Dementia Home Project currently underway, and the construction of a kayak launch at Minette Bay West Park that gave the community its first saltwater access point, which is attractive to residents and visitors alike. “Rio Tinto donated the land in the bay in 2014 and then LNG Canada gave us money to develop it,” explains Mayor Germuth.

Being a safe community with abundant services, recreational opportunities, and amenities, a good school system, and a strong economy make Kitimat an attractive community to call home, but also make for an attractive place to visit, which is evident in the latest tourism figures.

“Tourism in our region grew by about 35 percent last year, and we’re welcoming more visitors than ever through our doors. What’s really interesting is that many of them are just as eager to learn about Kitimat’s industry as they are to experience our natural attractions,” explains Laurel D’Andrea, Executive Director of the Kitimat Chamber of Commerce.

Supporting the movement of goods, people, and opportunities
Access, proximity, and connectivity are other key parts of the overall value proposition offered by the District of Kitimat. With water, highway, and air infrastructure, from Kitimat, you can get anywhere! “We like to say that we are the very start of the highway, so you literally start here and can go everywhere,” says Tenshak of this connectivity. “We have great road networks, the province and the district invest heavily in ensuring that people stay connected, and we have an airport that’s just 30 minutes away,” she says. “You get to have the world as your oyster.”

This is what happens when a community is intentionally designed and thoughtfully developed: it is rewarded with continued growth and development and an unmatched quality of life, something that would not be possible without partnership.

“There’s lots of opportunity here, and again, you have a community that wants to work with industry,” Mayor Germuth says of a commitment that has long served the community and will continue to do so for decades to come.

The goal at its core, he notes, is to make Kitimat “a balanced, desirable community that people want to call home and where they can pursue their opportunities,” a place where everyone is welcome and where individuals and businesses thrive.

The post Built for Business, Designed with Intention<p class="company">District of Kitimat, British Columbia</p> appeared first on Business In Focus Magazine.

No longer a niche offering, the concept of “farm to table” has evolved into a movement whereby consumers seek to create direct relationships with the producers from whom their food is derived. From individuals and families to restaurateurs who build their menus around seasonally available fare and economic development departments who structure entire tourism strategies around these local food systems, the sourcing of local goods has become an experience unto itself: one with cascading economic and social benefits that reach far beyond the farm.

Leveraging local
While the concept of “local” varies, across North America it is generally accepted that local food systems are those that take place within a 400-mile radius. Sourced via farm stands, farmers markets, and other platforms, and supported by the connective power of social media, consumers are increasingly taking advantage of direct sales from local agricultural and agri-food producers.

Between 1997 and 2015, national sales of local foods from direct marketing channels in the U.S. grew from $511 million to an astounding $8.7 billion, demonstrating the strength of the market and the potential of local purchasing power.

The removal of distributors and middlemen offers consumers direct access to the freshest fruits and vegetables, meat and poultry, eggs, dairy, and other goods, while improving profit margins for producers, enabling them to reinvest in their operations. Greater demand means greater capacity to grow on-farm diversity and include a wider selection of crops or goods, often including heirloom varieties that are slowly being erased by more genetically viable crops. This helps to safeguard soil health and decreases the need for long-term synthetic inputs, which, again, improves the overall quality and nutrition of the outputs. And of course, shorter transportation times promote optimal quality and freshness while minimizing the carbon footprint and avoidable food waste that results from longer transportation times and the movement of goods.

Figures from Second Harvest show that avoidable food waste contributes approximately 25.7 million metric tonnes of carbon emissions annually. While much of this waste occurs at the household level, localized food systems reduce the waste incurred during long shipping distances and time spent on grocery store shelves, all while creating jobs and driving the economy.

The multiplier effect
Farm to table not only tastes good; it feels good to support, which is why more people are turning to locally sourced foods to promote individual health and wellbeing, as well as economic and community wellbeing.

The girls’ weekend at the winery, apple picking with the family, or simply a stop at a local farm stand or farmers market has a resounding impact on local job and wealth creation. Local and regional food systems are primary employers, but they also support secondary and tertiary sectors like delivery and logistics, food production, tourism, retail, and hospitality, meaning that for every dollar spent, the impact is multiplied.

A study by the United States Department of Agriculture (USDA) found that local food systems have an economic multiplier on jobs of 1.41 to 1.78, meaning that for every job created in local food systems, an additional 0.41 to 0.78 jobs are created in other sectors in the region. These findings are reinforced by a study by Schmit et al. (2013), which found that local food hubs can have an economic multiplier impact ranging from 1.63 to 1.82 for every dollar invested, though the figures differ by region.

Local demand, regional and national growth
Scale is one of the most important elements of the farm-to-table movement. From markets to artisanal food production, tourism, and hospitality, agriculture has a relatively low barrier to entry, but a resounding payoff. In fact, some of the brands consumers know and love got their start at stalls in local farmers markets.

Certainly, a great deal of knowledge and overhead is required to produce agriculture, but secondary goods and spinoff businesses can be incubated and tested before they are scaled and sustainably grown with demand, which is strong. Nationally, Canadian consumers spend $213.6 billion on food, beverage, tobacco, and cannabis each year, the third-largest household expenditure behind shelter and transportation, and increasingly these dollars are being spent locally and regionally, with tangible impact.

According to a 2024 report by the Ontario Federation of Agriculture (OFA), The Economic Impacts of Farming in Ontario, farming revenue in Ontario in 2020 was an astounding $18.2 billion, representing nearly 300,000 jobs, labour income of $7.8 billion, tax revenue of $1.27 billion, and a contribution of $15.3 billion to provincial GDP.

On the food production side, in 2020 the food manufacturing sector generated $51.5 billion in initial revenue and 584,577 jobs, with labour income of $19.9 billion, tax revenue of $2.8 billion, and GDP contribution of $35.99 billion, which goes to show that agriculture feeds the population and fuels the greater economy.

Canada is one of the world’s largest agricultural producers, ranking as the ninth-largest agri-food exporter, representing $100.3 billion in exports in 2024. Canadian products can be found in over 200 countries worldwide, which wouldn’t be possible without the nearly 190,000 farms nationwide that support these markets, near and far. The Canadian agriculture and agri-food sector demonstrates exceptional growth potential due to the availability of land and resources, access to international markets, and a reputation for stewardship, quality, and relationships built on trust, which originates locally and extends outward.

Strengthening community through local food systems
Agriculture is without a doubt a pillar of the economy, but also of the community, and it serves as a mechanism of equity, meaning its benefits must be accessible to all, not reserved solely for those who can afford it.

In 2018, 7,206 markets and direct-market farmers in the U.S. accepted the Supplemental Nutrition Assistance Program’s Electronic Benefit Transfer (SNAP EBT), resulting in $24 million spent, meaning greater access to fresh foods for those who would have otherwise been excluded, and more support for local producers.

However, the strength of local food systems relies not only on for-profit producers, but also on the non-profit organizations that work to bridge the gap in access for all. Community gardens, culturally competent foraging efforts, and local food resource programs also have a role to play in ensuring equity and sustainability across the system.

Harvest Algoma is an example of a regional food resource centre that seeks to connect local food systems to those who need it most, diverting waste and maximizing impact in the process. Each year, the Great Pumpkin Rescue appeals to local residents to donate unpainted and undecorated pumpkins to be used for food, compost, and animal feed in the region, ensuring that the two-thirds of the 80,000 metric tonnes of nutritious pumpkins produced each year in Canada aren’t wasted solely on seasonal displays.

While this is just one example of the collaborative power of local food systems, countless efforts are taking place at the local and regional levels to create sustainable, equitable, and viable systems that extend the bounty of the harvest to all. And while these systems feed the population with fresh and nutritious food, they are also driving the strength of local, regional, and national economies in a way that prioritizes profit alongside people and the planet.

The post Farm to Table’s Ripple Effect<p class="company">How Local Food Strengthens Economy and Community</p> appeared first on Business In Focus Magazine.

A leader in the North American geoexchange market, Geosource Energy is a relatively small second-generation Canadian operation that is having a significant market impact by providing Earth Powered Solutions™ to clients across North America and beyond.

Using geothermal energy, which is generated and stored beneath the Earth’s surface, the company’s geoexchange systems provide cost-effective and highly efficient heating, cooling, and hot water for new construction and retrofit projects that seek to set the bar for sustainability and performance.

Backed by proprietary technology and a unique approach, over its 20-plus year history Geosource Energy has drilled over six million linear feet for more than 400 successful projects across Canada and the United States, establishing itself as a leader in the field and a true champion of geothermal.

Why choose geothermal?
An investment in geothermal is an investment in reduced energy use, and thus, lower demand on the grid, fewer emissions, lower life cycle costs, more predictable monthly rates, and optimal year-round comfort; it’s a win for both people and the environment, which is why a greater number of utilities and government entities are doubling down on these investments.

Geothermal systems are proven more sustainable versus conventional HVAC systems, while also being more cost-effective over the long term. In fact, users can experience 25 to 50 percent lower energy costs as a result of the investment, while the underground infrastructure can outlast the structure itself. As CEO Stan Reitsma notes, studies have shown that, “For every dollar that’s saved there, there’s nine dollars saved on the grid.”

In a market marred by volatility and unpredictability, particularly where energy is concerned, the untapped potential of geothermal to add capacity to the grid is something worth exploring. Studies are underway to better understand how geoexchange systems can be used to support the grid as it faces unprecedented demand, particularly in the wake of mass data centre expansion.

Naturally, a big driver in the U.S. is from utilities as they seek to meet this growing demand—more specifically, they are investigating the role of geothermal in cooling storage and demand side power management for data centres as they continue to come online at an impressive pace. “If they can start proving out geothermal for data centres, that’s going to create a whole different type of expansion in the market,” says Vice President Kate Cheng, an area that Geosource Energy is prepared to undertake.

Why choose Geosource?
With more than 20 years of experience offering utility grade construction services and best-in-class drilling and expertise, Geosource Energy is not only a leader in geothermal but also a technology leader who sets the bar and continues to drive the industry forward.

“One of the big differentiators we have is our drill rigs. Geosource has worked with Novamac, our drill manufacturer, for many, many years now and we have only one type of drill rig that we use across our entire company,” says Cheng of the highly flexible dual rotary drill rig which enables work to be done in even the most challenging conditions.

Since 2008, Geosource Energy has been positioning the bore field below a building’s footprint, a proprietary process referred to as At Grade, which allows the drilling to take place before excavation starts (though it can come at any point during new construction or retrofits thanks to angle drilling). Angle drilling enables Geosource Energy to go beneath infrastructure like roadways, buildings, or greenspace without disturbance, using a central location and a concentrated workspace to minimize the impact of its operations.

“When you’re in urban environments drilling next to multifamily buildings with balconies five feet from where you’re drilling, we really limit the acoustic impact of our drill rigs and we’ve developed specialized equipment that allows us to containerize all of our operations so we’re not a big messy site with spoils and grout flying around in the air,” Cheng explains.

This enables the team to get maximum capacity from a limited area, which is particularly useful for retrofit projects like 240 Markland in the Greater Toronto Area, where geoexchange not only improved overall energy efficiency, but also reduced the property’s energy reliance.

“We try to limit the amount of space that we’re actually using to do the geo by putting them very close together at surface and then spreading it out underground,” explains Reitsma, who notes space requirements can be reduced by upwards of 95 percent. “If we had not angle drilled, they would not have been able to retrofit those buildings. They didn’t have enough space.”

This patent-protected process optimizes the trade sequence and drives value from a project’s outset, and to ensure that the benefits of its use are not limited by Geosource’s own capacity, which has been tested by growing demand, the company will license out the technology to other drillers to ensure that industry best practices are being implemented.

This drive to advance geothermal is part of the company’s DNA. According to Cheng, “Our core innovation tenets being equipment innovation, process innovation, and data-driven operations means design improvements based on real performance data, new tools for geothermal field analysis, and intelligence for operational systems,” which enables the company to undertake industry-leading projects that move the needle forward for geothermal and sustainable construction.

Setting the bar
Geosource Energy has a rich portfolio of projects highlighting the value it brings to the market. At the University of Toronto’s St. George campus, Geosource Energy drilled 372 boreholes at 250 meters per borehole (approximately half the height of the CN Tower) to complete the largest operational urban geothermal/geoexchange system in Canada. The project boasts an energy capacity with a storage equivalent of 250,000 electric vehicle batteries and it has cut greenhouse gas emissions by up to 17,000 tonnes annually.

The demonstrated value for institutional operations is incredible, which is why more and more such clients are integrating geoexchange into their projects. There is a desire to reap the long-term benefits, deemed worthy of their upfront costs.

This was also the case recently at the new Western Memorial Regional Hospital in Corner Brook, Newfoundland and Labrador where Geosource designed and installed the geothermal system, which included 375 boreholes spanning 600 feet below the parking lot. Recognized as North America’s largest hospital geothermal system, the geoexchange system provides 100 percent of the hospital’s heating, replacing electric baseboards with a more efficient system that has resulted in a 50 percent reduction in electricity use.

These are the kinds of results Geosource has delivered in Canada over its 20-plus year history, and now it continues to make history south of the border as well. Selected by Lendlease for the 1 Java Street project, a residential development in Brooklyn comprising 834 rental units—30 percent of which are designated as affordable housing—as well as nearly 13,000 square feet of neighbourhood-oriented retail space, Geosource’s expertise and ability to execute is in high demand, and for good reason.

Upon completion, 1 Java Street became the largest geothermal residential project in the United States, thanks to Geosource Energy’s vertical closed loop geoexchange system comprising 321 boreholes at a depth of 500 feet. This system will reduce annual carbon emissions from heating and cooling by 53 percent compared with typical residential systems and as an all-electric building, emissions will be eliminated.

This project also set the stage for additional work in the U.S. and as such, Geosource made the decision to establish a U.S. headquarters in Manhattan to support growth in demand.

For instance, Geosource recently partnered with Honeywell on the John F. Kennedy Elementary School project in Boston, the city’s first geothermal retrofit of a school in the area. Certainly, the geology of the area presents unique challenges, but Geosource was up to the task.

Cheng credits the rigs as “a big part of what makes us so flexible in different geologies because no matter what the geology is, we can tool up to do rotary drilling.”

It’s a good thing, too, because interest is being generated out west with other major projects like Oracle Global Headquarters in Nashville, which means neither geology nor geography is going to stop the company’s success.

The growing push for decarbonization
For clients, geothermal can serve as a component part of achieving net zero/low-carbon outcomes and Geosource Energy, with its acute awareness that only a percentage of the market has been spoken for, continues to push on.

“We all work together trying to decarbonize the industry and we have a solutions mindset related to that,” explains Cheng, which is why Geosource continues to experience growth in demand for its expertise around North America, and even the world.

According to Cheng, “We have the practicality and work ethic of a field-driven construction company but with the analytical approach of an engineering and technology organization.” This is backed by an unmatched depth of experience in the field, actionable data, and technology leadership that enables the company to find success no matter where projects may take it.

With interest even being generated overseas, where there is growing recognition of the potential impact of geoexchange, Geosource Energy is a Canadian company who has become a global authority in geothermal. This is a team that continues to advance the market through exceptional projects and unmatched performance, raising the bar for an entire industry in the process.

The post Raising the Standard for Geothermal<p class="company">Geosource Energy</p> appeared first on Business In Focus Magazine.

This is still true, but paired with the low taxes and affordable housing, the area’s population continues to grow as well, with young people and families seeking out the quality of life this oceanside retreat has to offer. For several years running, Myrtle Beach has been ranked amongst the fastest growing metros in the United States, momentum that the Myrtle Beach Regional Economic Development Corporation (MBREDC) continues to ride as it locks in new investments and a sound economic future for the region.

Tending to growth
Growing for growth’s sake is one thing, but tending to that growth is quite another, and since 2013, Sandy Davis, President and CEO of the Myrtle Beach Regional Economic Development Corporation (MBREDC), has not only sowed the seeds of growth herself but also nurtured the work of her predecessors to ensure their work is done.

Nowhere is that more evident than at Bucksport Marine Park, which has sat vacant since before her time—until recently, that is. Now, with the addition of a new road making the area more attractive to potential investors, a new partner in Ocean Craft Marine is expected to bear fruit.

“The company visited different sites in several locations in various states and we were the last stop, and they really loved the Bucksport Marine Park site. They loved the area,” says Davis. “We toured the HGTC boat building program and they said, ‘This is it. You have everything that we wanted. You have a great community. You have the skills for the workforce we need. We’ve met with all your leaders in the area and they’re really supportive.’”

While the deal for the land has yet to close, it is underway and the anticipation is growing, especially given the fact that the land has been vacant for so long. This will serve as a beacon of economic growth and prosperity for the community and will free Davis to seek out new deals with an even greater impact.

Big deals, big impact
The Myrtle Beach region is no stranger to big announcements that come with big investments. That is certainly true of the relationship it has with DC BLOX, which has been located in Horry County’s International Technology and Aerospace Park since 2023. It offers connected data center infrastructure, including its first subsea cable landing station (CLS), the largest on the Eastern Seaboard, with the capacity to host up to five subsea cables.

From Davis’s perspective, “DC BLOX has been a huge asset to our area. They continue to grow, continue to invest in the Myrtle Beach region, and continue to bring in more subsea cable customers.” This includes Segra, which will be taking a fiber line from the subsea cable line from Myrtle Beach to Charlotte.

Noting that, “it is a lot of investment for our area,” there is still further room to grow and economic impact to be had. What started as 20 acres for DC BLOX has now expanded to 40, with more growth potential in the future.

Initially there were opponents to this development, but Davis reaffirms that there has been no strain on local utilities or infrastructure. In fact, many people are unaware that a data center exists in the community.

One investment that people are aware of, however, is Amazon. Home to a 165,000-square-foot, same-day delivery facility that opened in 2024, which sped up deliveries and improved service, a second last-mile delivery center is planned and underway for early 2027 operation. “The community loves Amazon,” says Davis of what has been the most popular project over her 13 years at EDC.

Discussing the second project, she notes, “It will be a lot more product, a bigger distribution area, and more jobs than what we saw with the first one.”

Acknowledging concerns around the strain on infrastructure, as the facility will be located proximate to Highway 501, one of the most utilized roads in the county, Davis explains that Amazon has been a true community partner, working to schedule departures from the facility around the existing traffic patterns to alleviate strain on transportation infrastructure in the region.

Still searching for a hole in one
Further to these big economic wins, any discussion about the Myrtle Beach economy would be remiss to not mention the role of retail and hospitality in the strength of the region, driven by tourism, which is being viewed in a new light.

Golf has long had a respected presence in the community, but beyond its value in tourism dollars, there is untapped potential to grow the economic impact of the sector. For instance, while golf is certainly a regional draw, Davis is exploring the notion of bringing in a golf manufacturer or similar kind of operation that could further reinforce the region as the golf capital of the world.

“It makes so much sense in the golf capital of the world to look at recruiting a golf manufacturer in our area that we can support. That would definitely be a company we have the visitors and the locals to support, and we even have golf courses who are happy to say, ‘If we can get one here, we would love to showcase them at our golf course,’” says Davis of the full-circle potential of such a strategy.

Whether it is a golf ball, a grip, or even carts, there are so many components of the golf industry that can be leveraged to maximize the region’s economic potential. “We are actively searching for that. We attended our first PGA trade show in Orlando in January, and it was the most successful trade show that we have been to in probably the last two years,” explains Davis. To advance the concept, MBREDC is working with Golf Tourism Solutions as a strategic partner to increase attention to the region and help showcase the skills and available workforce that could support investments in this sector.

A place to call home
Strategic partnerships, like that with Golf Tourism Solutions, are a big part of the economic success of the Myrtle Beach region. From the various municipalities to the local Chambers of Commerce, educational institutions, local, county, and state legislators, The Department of Commerce, and the North Eastern Strategic Alliance (NESA), a nine-county regional economic development organization, it is truly a group effort to advance the interests of the region.

Investments continue to be made to keep pace with growth to preserve and elevate the area’s quality of life; this includes investment in housing to ensure that the missing middle has access to affordable and adequate housing, as well as infrastructure.

Regarding housing, Davis notes, “We have a lot of housing, but affordable housing may be the issue, so we have started something new for our target companies that we need to provide for called a Community Land Trust, where we focus on housing for the incomes between the $45,000 to $72,000 range.” This is the group most struggling to secure housing due to the rising rents and home costs in the area.

This is certainly not a problem unique to the Myrtle Beach region, but it is exacerbated by the growing population causing housing prices to rise.

Further to economic development and growth, the region is also focused on the provision of infrastructure and services to sustain the quality of life that has proven so attractive to so many. “We have a lot of plans for our infrastructure as far as roads,” Davis shares. “Our utilities are robust and we’re working on some new projects with utilities as far as gas and electricity. We recently had a gas company and utility company team up to build a generation station together,” which will serve the area well as it seeks to attract manufacturers with high power demands.

Downtown Myrtle Beach is also beginning to see the positive outcome of years of revitalization efforts. These efforts are intended to not only enrich the aesthetic of the city’s core but also improve traffic flows and walkability. And through the creation of opportunity zones and tax credits, more work will be undertaken to breathe new life into the city’s already vibrant energy.

A long-term strategy
Crediting the Myrtle Beach region for how far it has come, Davis continues to be mindful about the future, planting the seeds of change with hopes that they will be tended to and given the opportunity to bloom.

While she acknowledges that she might not see some things come to fruition while she is at the helm of MBREDC, she will continue to advocate for change, particularly around matters like Interstate 73, which could benefit from investment and could further open up the area to opportunities in manufacturing, industry, and other high-wage sectors.

“My long-term goal is to have a footprint on the progress of bringing manufacturing, distribution, and technology into our areas,” she shares. “That will create a lot more opportunity for people moving here, having children, to be able to keep their children here to build the skills that diversify our economy.”

This diversity has been the area’s strength—not just economically but also from a population standpoint. Now, never resting on its laurels, MBREDC and its partners are working to ensure there will always be opportunities for all, making the Myrtle Beach region a great place to visit and to stay.

The post Planting the Seeds of Change and Reaping the Rewards of Investment<p class="company">Myrtle Beach Regional Economic Development Corporation (MBREDC)</p> appeared first on Business In Focus Magazine.

Carroll County is a true Appalachian community, with a quality of life rich in the assets of community and humanity paired with a low cost of living. Perhaps that’s why its residents are so clear that the goal is to strike a balance in development, ensuring that the area’s agricultural legacy remains part of their future while welcoming the growth that preserves their way of life.

Rich in community
One of the biggest draws to Carroll County, Ohio is its small-town charm and easy way of life.

At a time when many people are raising their own families away from the community where they were born and raised, there is a stark realization that it takes a village to raise a child. For many, that village no longer exists, but in Carroll County, this approach still holds true. According to Carroll County Economic Development Director, Lynda Wickline, “One of the things that Carroll County does well is community. We are a close-knit community, and it’s one of those old-fashioned places that’s a great place to raise a family.”

With a deeply rooted sense of community and a small-town feel, marked by picturesque lakes, rolling hills and forests, and trails like the historic Great Trail as a backdrop, Carroll County continues to be a preferred one-tank trip for those living nearby for the very same reasons that people continue to call it home. An outdoor playground, it is perfect for those drawn to four seasons of fun, particularly those who value every minute spent in the great outdoors—but also those who enjoy festivals, food, and history.

For Chelsa Slutz, Director of the Carroll County Chamber of Commerce, “It’s based around outdoor activities, local homestyle food, recreational activities that you can go out and do. That’s what we’re strong in and what we’re known for.”

It’s for this very reason that growth in Carroll County must be deliberate and carefully thought through as locals seek to preserve the way of life and sense of community that are so much a part of its identity. As Wickline explains, “We are working to find that perfect business that comes here and fits into our community.”

Rich in assets
Without question, some of the greatest assets Carroll County possesses are the sense of togetherness and the collaborative approach to advancement that shows itself in the community. However, many other reasons also make the county an attractive focus for serious investment.

Of particular importance is that it sits atop the natural gas and oil of the massive Utica Shale play. As a premier drilling location, given its condensate window and the number of permits it holds, Carroll County continues to benefit from an abundance of natural resources. Completed in December 2017, the Carroll County Energy Power Plant is a 750 MW, $900 million investment, and a fine example of regional activity.

Small but mighty, the strongest sectors in the county include construction, education, and agritourism, with the potential for a growing manufacturing base, given the availability of workforce. In fact, many operations are working to bring their manufacturing in-house, demonstrating that expansion activities are underway.

Further to expansion, new investments are making their way into the community. Most recently, Carroll County became home to Dango & Dienenthal USA Inc., which chose Carrollton for its U.S. sales headquarters, a strong indication that the area is on the radar of companies in search of a solid community to invest in and call home.

Logistically, the county is proximate to major metros like Pittsburgh and Cleveland, but the absence of a four-lane highway can be a detriment, which is why, as the county looks to improve transportation of goods and workforce in the region, the current activity around Route 30 is so timely and relevant.

“The Route 30 project we’re working on has been in the process for many, many years, but we are starting to see that they’re buying the property. They’re getting things going to where we have better access to the highway, making it a more direct route,” Wickline explains. The improvements will benefit businesses and residents alike.

She adds, “From Carrollton, which is the hub of our county, it’s a 45-minute drive in any direction to bigger cities like Steubenville, New Philadelphia, and Canton, but once they open up that highway, it’s going to shorten that by 15 minutes.” The northern parts of the county will benefit even more, which should hasten development and investment in the region.

Rich in untapped potential
From the fossil fuels that lie beneath to the natural beauty on the surface, countless facets draw people to Carroll County. The low cost of land and living is surely one of the strongest draws, while the way of life has proven attractive to those looking for life away from the big cities while still enjoying proximity to urban amenities.

“We’re kind of off the beaten path. So, if you’re looking to get away from the hustle and bustle, we’re a good location,” says Slutz.

The area is also home to a growing Amish population who come for the affordability and way of life, to which they contribute through agriculture, food, and their own unique culture and lifestyle.

Amongst all this, there is also a drive to retain existing residents by ensuring that they take full advantage of the benefits already available to them in the county. From Wickline’s perspective, “Our goal is to get people to stay in the community instead of moving out into the bigger cities, which a lot of the Appalachian areas are finding difficult to do. We’re working diligently to keep those young folks here.”

Land acquisitions are underway to make good on some of the county’s goals, which include development opportunities for future investment as well as housing, which is a need nationwide, and quality-of-life improvements to ensure that families, including their furry members, have a place to go.

The county is working to secure a grant to build a dog park adjacent to the dog pound, which will hopefully have a two-fold impact: it will enrich the lives of those in the community while improving the outcome for shelter pets who deserve a better life. This, of course, is the ultimate goal of economic development—to improve community outcomes through mindful growth.

In Carroll County, Ohio, ongoing investments and developments are dedicated to one overarching goal: thoughtful, considered development that will ensure that the quality of life and the area’s endowments are sustained. The idea is to continue to build on what is already in place, buoyed by the knowledge that Carroll County has something special to offer residents and businesses, and that opportunities to grow must enrich the community’s way of life and its vision of the future.

The post Rich in Resources and Community<p class="company">Carroll County, Ohio</p> appeared first on Business In Focus Magazine.

Together with partners and stakeholders, the county is working to maintain the best of both worlds—attracting, retaining, and growing the region’s economic potential, taking advantage of the low cost of living and room to grow, and simultaneously paying homage to the county’s agricultural roots and rich quality of life.

Open for business
Located in the southwestern part of the state, near Dayton and accessible to Columbus, Cleveland, Cincinnati, and even Indianapolis, Greene County is home to more than 170,000 residents who enjoy the services and amenities proximity affords.

“We have Interstate 71,” says Development Director, Jason Foster, “which is a north-south route from Cleveland all the way through Louisville and beyond. That’s a major interstate that crosses Interstate 70 in Columbus and also crosses Interstate 75 just south of Cincinnati, running all the way to Canada. That’s ideal from a supply chain and logistics standpoint, but also accessibility to the major metro areas.” This is a draw for residents and investment alike, he notes.

The county is home to Wright-Patterson Air Force Base, which has over 38,000 personnel and covers more than 8,000 acres. Not surprisingly, it’s the largest single-site employer in the state, highly valued for its economic impact, particularly by the secondary and tertiary suppliers and service providers that support its operation.

“There’s a lot of employment opportunity here,” says Foster, “a tremendous amount of manufacturing opportunity, and educational opportunities as well.” This is largely thanks to the seven universities located in the county which strengthen the talent pipeline for major employers like Resonant Sciences, MRL, and GE.

Room to grow
Of course, development often brings its own challenges, particularly when it comes to adequate infrastructure to support it. “There is simply not all the infrastructure we need in the eastern part of the county, so our goal as a development department is to manufacture ways to create infrastructure,” notes Foster.

Acknowledging that agriculture “is the backbone of what Greene County was built on,” Foster is seeking a marriage between agriculture and industry. “How can we bring new development and increase the tax base of the county, but also respect the history on which the county was built? It’s a fine line.”

Development is not only supported through investments in infrastructure but also through the provision of incentives, grants, and the establishment of enterprise zones, as well as close collaboration with the various economic development organizations of the area’s cities and townships. From Foster’s perspective, “The smaller townships, particularly in the eastern part of the county, don’t have the resources to have their own folks, so we assist in economic development the best we can for what they need and, in most cases, that’s not a lot. These are farming communities, but hopefully, with some planning over the next 15 to 30 years, we’ll see significant growth.”

Further to their relationships with the various communities within the county lines, Foster and his team work in partnership with the Dayton Development Coalition, which is the JobsOhio regional partner, as well as several other organizations that are working collaboratively to address the county’s needs. From workforce development efforts with the University of Dayton Research Institute (UDRI) and other local education partners to the communities themselves, Greene County is working together with diverse stakeholders to secure desired development outcomes.

“We also have a CIC and a Port Authority that are active and willing to help us with projects as best they can, so we have all the tools in place; it’s just a matter of maintaining what we have now, while supporting growth to where we want to be,” Foster explains.

Maximizing curb appeal
The population in Greene County is growing, and for good reason. The low cost of living, connectivity and access, vibrant parks and recreational opportunities, as well as strong educational offerings, all work in the county’s favor, making it attractive to those who value these qualities and the lifestyles they afford.

“We have a fantastic park system in Greene County and a fantastic trail system,” says Foster of the energy surrounding life, work, and recreation in the community. “It will allow someone from Beaver Creek or Fairborn or Xenia, which is the county seat, to get to those farmers markets and out to the agricultural areas very quickly.”

As there is demand for housing stock at all price points, efforts are underway to see housing projects get off the ground and ensure that everyone has a place to call home in Greene County. This includes workforce housing, which will further support the economic growth taking place. “At heart, I’m a job creator,” explains Foster. “Manufacturing and industrial types of jobs, but also residential. We as a county need residential [development] in all forms.”

In Greene County, the focus on housing goes beyond new stock to include maintenance for the protection of existing housing stock and those who reside there, which adds value to the community and uplifts those who need support.

“There’s a community development manager here who manages somewhere between six and seven million dollars in grant funding a year, from brownfield remediation to demo,” Foster explains. “It’s an Ohio program called CHIP, and what it does is allow homeowners who may not be able to afford the necessary repairs an avenue to have those repairs made.”

“It’s allowing those seniors to stay in place to improve their home, and that’s one of the more rewarding parts of the department. It’s great when you have a $400 million investment with 300 new jobs come to the county, but to help a senior stay in their home is one of the more rewarding parts.”

Future-forward growth
In Greene County, economic developers have the unique challenge—and opportunity—to generate momentum in the present that will have implications long into the future. As Foster notes, “I’m not going to be here for 20 more years, so whoever comes after me, how can I set them up to succeed? How can we leave this better than when we got it for everyone that’s here and everyone that will be here in the future?”

And with that, the goal becomes striking a balance between growth and development, finding ways to respect and pay homage to the agricultural roots upon which the county has grown while securing the development that will sustain quality of life in the county for the long term.

This is the promise that will assure Greene County’s growing base of taxpayers of a true return on their investment.

The post Agriculture or Industry? How About the Best of Both Worlds<p class="company">Greene County, Ohio</p> appeared first on Business In Focus Magazine.