On any given day, news articles document the declining state of health care, plagued by longer than average emergency room wait times and a primary care provider shortage. Wait lists and hallway health care are becoming the new norm nationwide.

Chronic underfunding and understaffing, exacerbated by the COVID pandemic, have left an already shaky system in ruins. The entire health care system is at a breaking point, and it is having negative implications on health outcomes and the delivery of care, particularly for birthing women and their children.

Perinatal care as an indicator of decline
While Canada’s health care system is provincially mandated, its national performance on the global stage is dwindling. At one time, Canada was recognized around the world for the quality of its health care system, but today, the reality is that it is being outperformed by many other developed nations in many areas, including its ranking as a good place to give birth.

To be a good place to give birth, many things are considered: the number of care providers, the availability of hospital beds, and the number of hospitals per population, but also maternal and infant mortality rates, the average length of hospital stay, costs associated with birth, post-natal follow-up, and maternity benefits.

In one study that considered these various metrics, Canada ranked 35^th while the U.S. ranked 36^th, with many European countries outperforming both. Non-European countries that outranked Canada and the U.S. include Japan, South Korea, Mexico, Australia, New Zealand, Iceland, and Israel.

A good indication of a decline is the country’s count of maternal deaths. Unfortunately, no one is sure of how many maternal deaths take place during or after birth, with reports by the World Health Organization (WHO), UNICEF, and the Society of Obstetricians and Gynaecologists of Canada (SOGC) estimating that these totals are upwards of 60 percent higher than what is published by StatsCan.

While these figures are still lower than many countries, for a developed nation it indicates a system in dysfunction. As a wealthy nation, Canada does not even rank in the top 10 of countries when it comes to maternal mortality rates. Similarly, Canada’s infant mortality rate is something to be considered. Canada was once in the top 10 out of more than 20 OECD countries just a few decades ago, but in 2021 it plunged to 30^th out of 38 nations.

Both maternal and infant mortality are public health indicators that are directly linked to the overall health of a country. As a country that prides itself on diversity and inclusion, our leaders should be concerned as health outcomes for people of colour, Indigenous peoples, immigrants, and low-income Canadians are even worse. Black women are three times more likely to die from a pregnancy-related complication than Caucasian women and are also more likely to be mistreated by their care providers. Similarly, Indigenous infant mortality in Canada was more than double the non-Indigenous mortality rate.

Improved access, standards, and performance of health care alone would not suffice to advance these rankings. The government must also focus on improving access to housing, education, food security, and expanded mental health supports, the social safety nets that support the overall health and wellness of a community. Health care is just a microcosm of a greater problem with the system.

A loss of trust
Increasingly so, women are losing trust in the Canadian health care system, as health care practitioners often fail to take their pain and their concerns seriously. Instead, birthing people turn to the care of midwives, the support and advocacy of doulas, and the calming environments offered by home births and birthing centers.

Unfortunately, not everyone has the resources or access to these alternatives and have no choice but to endure the conveyor belt health care system that has emerged in Canada where hospital birthing wards have become a sort of production line where women and babies are systematically processed through.

One in three births will be traumatic, some of which could be avoided. Certainly, birth can be traumatizing, but it doesn’t have to be. Treating birth as a medical event rather than a natural biological process in only one way to approach birth. While emergency situations will always be fraught with tension and uncertainty, most births go ahead without issue. The introduction of unnecessary or elective medical interventions (that often lead to secondary interventions) can be one of the causes of said trauma and appear to be more for the convenience of the birthing wards than they are for the birthing person.

Trauma at the hands of a care provider most commonly occurs when care providers place hospital policy above patient rights to coerce them into unnecessary or elective tests, procedures, or exams using threats or fear of death or harm to themselves or their baby. Being forced or coerced into doing something one does not want creates the same dynamic experienced in abusive relationships, except the abuser is now supposed to be a care provider whom a patient trusts.

A study by Harvard Medical School showed that those who experience sexual assault were more likely to have complications during birth due to traumatic stress response. What is worse, health care practitioners are usually unaware of and take no effort to know a patient’s compete history, particularly any history of sexual assault. Asking about this has become recommended practice by the American College of Obstetricians and Gynecologists since 2011, but it has not been adopted as it should and even if they did ask, there are limited resources to support the woman through this process in any case.

Traumatic births put women at a higher risk of postpartum depression or other issues related to post-traumatic stress disorder. While one in seven women are reported to experience post-partum depression, it must also be noted that these figures are also likely underreported given the number of women who suffer silently, most often because they have nowhere to turn. Why would they seek out the support of a care provider with no basis of trust?

If health care practitioners were to take a trauma-informed care approach, which is endorsed by bodies like the American College of Obstetricians and Gynecologists, outcomes could be immediately improved. By recognizing that their patients have experienced trauma and acknowledging the signs and symptoms of trauma as they manifest themselves, care practitioners could then integrate that knowledge into their practice to avoid re-traumatizing the patient.

Improvement is possible
Universal screening for trauma (both present and past) would elevate the level of care birthing people receive during their transition through matrescence. It does not take much to offer gentle care, be informative and respectful, and keep a birthing person apprised of the process and what can be expected along the way, offering support and empowering them to make the best decisions for themselves.

There is a belief that in the underfunded and overworked health care system there is no time for this level of inquiry, but to the contrary, it is necessary to overcome some of the dysfunction being experienced.

Likewise, better recruitment is needed. Right now, one of the biggest issues facing the health care system in Canada is a physician shortage, and recruitment, retention, and development efforts aren’t having an impact. The Ontario College of Family Physicians notes that 15 percent of the population—greater than two million people—are without access to a family doctor, a situation that continues to worsen.

An investigation conducted by The Globe and Mail identified that Canada is losing foreign-trained physicians to other countries where the barrier to entry is lower when it comes to licensing and recruitment. These barriers are why there are foreign-trained physicians and nurses who are working jobs outside of the health care field. Census records estimate that there are upwards of 13,000 foreign-trained physicians living in Ontario alone that are not working in their field. Likewise, fewer medical graduates are choosing to practice in Canada.

Improvement is desperately needed, and luckily it is possible. Securing more care providers is a key component of the effective delivery of health care in the country, but more needs to be done to hold this system accountable to ensure the delivery of a standard of care that the country can be proud of.

When a ship is sinking, women and children are saved first. If this is how we treat new mothers and the babies they birth, the newest caretakers and members of our society, how are the elderly or those with mental health and addictions issues treated? The time to do better is now and it is high time the government takes notice of the dysfunction that has become the norm in health care today.

The post Making a Mom<p class="company">A Look at Perinatal Care in Canada</p> appeared first on Business In Focus Magazine.

WBE Canada connects women-owned businesses to procurement opportunities through advocacy, certification, development, and promotion while helping corporations and governments deliver on their supplier diversity commitments. By working to remove existing barriers that have traditionally prevented women entrepreneurs from equal access within supply chains and by empowering and facilitating the success of women-owned businesses, WBE Canada is driving innovation, social value, and economic growth in communities across Canada.

Founded in 2009, by 2018 there were 220 certified WBEs in Canada, with 25 corporations supporting supplier diversity and one government organization—the City of Toronto.

“Since 2018, especially during the pandemic, we’ve seen an increase in implementation of supplier diversity,” says Silvia Pencak, President of WBE Canada. “Today we have 78 corporate members committed to buying from Canadian women-owned businesses and growing, and they’re coming quickly, with 11 of them government or Crown corporations, which is huge… it’s really nice to see women-owned businesses giving back and becoming corporate members and buying from other women.”

As WBE Canada corporate and government membership rises, so do the number of women-owned businesses looking to WBE Canada certification. Currently there are more than 600 certified WBEs (women business enterprises), with 40 percent located outside of Ontario.

“We’re now seeing a larger implementation of supplier diversity across the provinces, so Canada is taking notice and moving in the right direction,” says Pencak.

When asked whether the industry at large—particularly when it comes to women-owned businesses—is changing for the better, Bobbylynn Stewart, CEO of Breck Construction, a WBE Canada Certified company, responds.

“I’d say we still have a long way to go, but in the last five years, I’ve definitely seen a shift,” she says. “We’re seeing more commitment from large corporate buyers to expand their supply chain to be more diverse, including women-owned businesses. In the construction world, there aren’t a lot of us, but I am seeing more and more. Generally, if you’re going to start a business, it’s something you know something about.”

Encouraging women to enter the trades is challenging, however, and an idea that needs to be introduced early on to help young girls understand there’s a path forward for them in an industry that’s lucrative and rewarding, particularly on the business side. And challenges for women are different, especially if they have children, as they’re usually the primary caregivers. Often construction hours aren’t conducive to a child-rearing schedule, so examining that and finding creative ways to support women in the industry is vital and ongoing.

Attitudes are changing, though.

“I think we’ve gained respect in the industry,” says Stewart. “As a woman in business, it doesn’t matter what you do, you still have to do your job well, you have to do what you say you’re going to do. You have to prove yourself no matter who you are.”

Support is available, she adds. “We just need to get our foot in the door and get those opportunities,” Stewart says. “A lot of these business connections are made on the golf course in male-dominated activities. I’m not often invited to the golf games, and there’s a small group of women in construction. We have to be creative. I’m not saying it’s always easy, but it is very different than it was a decade ago.”

And WBE Canada is playing a vital role in supporting those changes. In 2023, WBE Canada received funding from the Women Entrepreneurship Strategy (WES) Ecosystem Fund at ISED (Innovation, Science and Economic Development Canada) to address barriers faced by women-owned businesses. Conducted in partnership with the University of Manitoba and the University of Calgary, the “Fast-Track to Supply Chains” project addresses practical gaps identified by previous research.

“We’re actually looking at the barriers women face to access supply chains,” says Pencak, referencing a series of discussions across the country in different provinces, including territories up north, asking women-owned businesses, corporations, and governments what they feel is lacking in Canada. Subsequently, WBE Canada is looking at how to improve its WBE database to make it easier for buyers to find the right suppliers for their procurement opportunities. At the heart of this improvement is WBE Canada Toolbox, which includes information and resources for corporations and governments on how to develop supplier diversity programs, improve them, and embed them into existing structures. It also includes programming for women-owned businesses who want to do business with corporations and governments, teaching them how to scale up and grow their business, how to export, collaborate, and partner, and how to respond to RFPs.

“Toolbox is constantly being updated and upgraded with new content being added,” says Pencak. “We’re super excited about the revamp. It’s going to be a very exciting and invaluable library of content for buyers as well as suppliers.”

Additionally, in honour of WBE Canada’s 15-year anniversary, a cross-Canada tour is planned with stops in Toronto, Halifax, Moncton, Montreal, Regina, Calgary, and Vancouver, finishing with its 15^th Anniversary National Conference in Toronto in November.

“Our national conference traditionally features a tradeshow where women-owned businesses as well as corporations can exhibit,” Pencak says. “They can mingle and interact with each other. We have businesswomen and corporations coming from all across Canada and from the U.S. This year we are even talking about some international delegations joining us.”

Conferences are invaluable for a number of reasons, adds Stewart, whose company recently won the 2023 Top WBE Supplier award.

“We worked hard, and to get that recognition for our entire team was pretty special, that’s for sure,” she says. “The conference was great; it’s hard to put into words. What’s come out of it has been pretty spectacular for us. We’re able to have access to a lot of buyers that we’ve been trying to connect with for years. To be at a conference where you get that face time with them and have these discussions is so valuable.”

While it is about business, it’s also about relationships, she adds, and meeting and having discussions so they understand what services you provide and how you can benefit them and work together is invaluable.

“Within a month of that conference we were invited for a meeting with one fairly major supplier in Ontario, to sit down and see how we could start working together,” Stewart says, adding they were issued their first RFP several weeks ago. “It’s very exciting. We’re really focusing on Ontario this year. It was great, and the support from WBE was pretty outstanding. They’re finding people for me and helping us come together and make that connection. They truly do care and want the best for us. It was a fantastic conference and just a great opportunity that everybody should take part in.”

The 2023 conference pulled in a 50/50 representation of buyers and suppliers—unheard of, says Pencak—with some of the top corporations across sectors including automotive, finance, tech, telecom, energy, government, and other.

“Every buyer who comes is actually looking for woman-owned businesses, and that makes our conference very different,” she says. “We have buyers and we’re connecting them to women-owned businesses coming from all across Canada.”

Once a year, she adds, members all meet and embrace the many networking opportunities. “Women-owned businesses are able to do business together, and that network is just exploding right now,” says Stewart. “We have great people. When I stand on the stage, I tell people, ‘It’s not me, it’s not us. It’s the community that we have.’ People want to work together; they want to do business together. You can feel it the moment you walk into the room.”

Recent challenges have most certainly pertained to barriers in supply chains, says Pencak.

“In 2018 when I came to this space, one of the challenges in supplier diversity was that supplier diversity was almost just a marketing stamp. That was the one thing I decided needed to change in supplier diversity, which is why we introduced training for corporations and governments, so they actually know what supplier diversity is and how to implement it. We decided supplier diversity needs to actually transform how we buy and how women get into the supply chain.”

That was a significant transformation inside Canada, but also externally for women in businesses and supply chains. But simply hearing the stories about all the backing behind supplier diversity wasn’t enough, so WBE Canada began advocating within its corporate and government community to institute tracking and reporting to measure the effectiveness and impact of supplier diversity programs.

“If we don’t measure it, we can’t improve it,” says Pencak. “If we don’t know what the starting point is, we will never be able to move the dial. Tracking and reporting needs to happen, and we need advocates, we need people to speak about it.

Stewart agrees. “A lot of these larger organizations definitely do walk the talk, but sometimes we do see that it’s plastered all over their website and in their promotional materials, but it doesn’t happen in reality,” she says. “It would be great to move toward that type of model.”

As for Pencak’s vision for the organization’s future, it’s bold, transparent, and, of course, honest.

“I would really like to see women just being in supply chains, and not even being a discussion or a question. That is why we exist at WBE Canada—to actually change how Canada buys,” she says. “It’s not easy because we’re talking about massive changes to operations, how companies operate. We’re talking about pushing against biases, we’re talking about pushing against barriers that exist for women, and we’re talking about transparency in all of that, so that the business doesn’t happen around beers or at the golf course, but it happens with transparency, and women are included.”

The post Leadership, Innovation, Integrity – Opening Doors for Women in Business<p class="company">WBE Canada</p> appeared first on Business In Focus Magazine.

With project experience ranging from mining sites to fertilizer and composting operations, warehouse and manufacturing facilities, retail stores, temporary housing, salt sheds, and more, Calhoun delivers engineered tension fabric structures solutions that meet the varied needs of businesses, public works professionals, and wholesalers across North America.

The company’s top-tier engineered fabric structures work for a host of industrial applications for more effective storage areas and production facilities while providing a stronger, longer-lasting structure that’s durable, energy-efficient, and easy to install. Additionally, because of the fabric’s natural light, clients immediately save on electricity bills compared to conventional steel or wood buildings.

Currently in its second generation of ownership, Calhoun Super Structure is a family-operated enterprise founded in 1992 and based in Canada under the direction of Jeremy Calhoun, the company’s President and CEO.

“Calhoun Super Structure began as Calhoun Agri Service Ltd. in Chesley, Ontario, founded by my father, Leonard Calhoun,” says Jeremy Calhoun. “The fabric structures were sold as hay covers to local farmers. As local farmers aged, they ran into difficulty pulling hay covers over the hay. Calhoun began building small, year-round structures up to 32 feet wide by 70 feet long and grew from there.”

After repeated requests for larger structures, Calhoun “really took off” in 2001 when it re-positioned itself as a manufacturing company that engineered custom fabric structures.

Calhoun Super Structure’s customer service is a vital part of its business and project execution. Through its customer-centric approach, the company is devoted to upholding its responsibilities and commitments in everything it does, and collaborates with all stakeholders to bring greater value to customers. Dedicated to providing satisfaction and peace of mind, Calhoun Super Structure challenges conventional thinking and takes pride in providing high-quality products and services to each client. This is particularly evident in the company’s approach to how the structures are designed and engineered.

The company’s engineers employ a rigorous, site-specific review process for every fabric structure Calhoun produces. Calhoun has demonstrated that a site-specific review is the only method to design an efficient and reliable fabric structure, so Calhoun engineers evaluate site pictures, satellite imagery, and terrain topography in relation to the orientation and location of each building to ensure that the correct building code parameters are applied. Calhoun goes well beyond the standard generally followed in tension fabric structures by using the most comprehensive analysis procedures in the industry.

Calhoun utilizes proprietary 3D Nonlinear Finite Element Analysis to simulate the behaviour of its structures. A nonlinear analysis is required to simulate the behaviour of tension-only bracing and deflections of the fabric membrane. Calhoun uses this advanced simulation to validate compliance with the relevant building code for each structure. Calhoun also uses the output of the simulation to provide accurate, detailed base reactions for the foundation designer.

Calhoun has developed its procedures over decades, in partnership with a team of industry expert designers and engineers. Finally, every Calhoun structure is reviewed by an independent, third-party engineer to ensure the impartiality of the design work.

“Calhoun’s own proprietary engineering methods set us apart from the competition and are our key competitive advantage,” says Dan Dalzell, Director of Sales & Operations. “We model the true behaviour of fabric relative to environmental factors using our unique 3D Nonlinear Finite Element Analysis. And our method produces the most reliable fabric structures to meet customers’ precise location requirements, resulting in a quicker return on investment and the longest-standing structure in the industry.”

Determined to maintain its position at the cutting edge of development and customer satisfaction, Calhoun’s new Compression Coupler Plus (CC+) Series was recently developed to provide even more cost-effective building solutions.

“Calhoun’s new Compression Coupler Plus (CC+) Series was built on similar principals to Calhoun’s popular Compression Coupler (CC) Series but engineered to take on larger widths and heavier loads in an economical manner,” says Dalzell.

Consisting of three profiles ranging from 80 to 100 feet wide and with different leg heights for applications where the adaptability of Calhoun’s VP Series isn’t required, this new line comes standard with 4-foot-deep trusses, 4-inch round chords, a classic rounded arch, hot-dipped galvanized steel frames, and 12 oz. high-density polyethylene keder-panel fabric cover.

“Optional 2- to 5-foot eave bunker covers and roof vent support systems can be added to the structure, and installed on I-beam legs, helical anchors, or various concrete mounts,” Dalzell adds. “The CC+ line is most suitable for customers looking for a robust yet cost-efficient option.”

In keeping with its commitment to ongoing expansion and innovation in the industry, Calhoun is also excited about the completion of sister company, Blue Mountain Covers’, new production facility in Dundalk, Ontario earlier this year.

“Blue Mountain Covers’ new facility has opened the doors to many possibilities,” says Sean Calhoun, owner of Blue Mountain Covers. “Our business has changed over recent years, with more covers being produced for larger-scale projects. Larger projects require larger covers which require more floor space.” The new facility allowed Blue Mountain Covers to increase its throughput by 25 percent in the first few months.

Blue Mountain Covers is also investing in a new cutting-edge machine that will support the company’s goal of producing covers three times faster while taking up less floor space, allowing the team to continue to produce standard and large covers simultaneously, improving throughput substantially.

“With the incredible gains in efficiency, the new machine will allow us to venture into different business sectors we might not have considered before,” Calhoun says. “We’re excited about how this will help grow the future of both Blue Mountain Covers and Calhoun Super Structure.”

This continued innovation and progression has been recognized within the industry as well. With impressive growth over the last three years, Calhoun continues to meet the demands of clients while serving a myriad of industries—from aviation to fertilizer.

“Since first being recognized in 2022 as one of Canada’s top growing companies, Calhoun has opened an additional 10,000-square-foot manufacturing plant to keep up with demand,” says Deanna Hope, Director of Marketing. “It’s an honour to be named as one of Canada’s Top Growing Companies by Report on Business magazine for the second year in a row. We’ve seen significant growth over the past few years, from our ever-growing dealer network to the expansion of our manufacturing plant. Calhoun earned its spot with three-year growth of 106 percent.”

To maintain this growth, the company is aiming to reach some other milestones shortly. “In the upcoming years, we aim to continue to improve the efficiency in our manufacturing, penetrate new industries, and expand our product base,” says Hope. The company also works hard to provide clients with additional value by offering flexible payment plans and a 25-year warranty on its elite fabric.

By listening to the needs of clients, establishing trust, offering superior customer service, and providing consistent quality in all products, Calhoun takes great pride in maintaining dedication to these principles.

The post Growth Driven by a Legacy of Quality and Service<p class="company">Calhoun Super Structure</p> appeared first on Business In Focus Magazine.

Having advanced a long way from its roots as a roofing company, this general contractor and project management firm has tradespeople who self-perform every job needed on most building projects in addition to providing specialty roofing. The company has a penchant for complex work and takes pride in successfully completing projects so challenging that other contractors typically avoid them.

“When you hire Mack Kirk, you hire a well-rounded general contractor. Mack Kirk is no longer a roofing company; we passed that years ago,” says Gino Laplante.

Beyond self-performing all trades and general contracting, the company also supplies customized sheet metal and all other roofing requirements. Laplante points out that, considering the complexities of seismic and safety codes, asbestos removal, and waterproofing installation, it is far more practical to have control over every process so that all aspects of the roofing project are done correctly and to industry standards to ensure the longevity of the buildings and roofs on which the company works. The company has also won several awards for Lower Mainland and all of BC.

Mack Kirk, based in Port Coquitlam, British Columbia, has a track record of 115 years, having opened its doors in 1908. Although much has changed since then, the company’s current team of over 150 employees is as committed to delivering quality work as its predecessors, and customers have benefitted tremendously from Gino and Christina Laplante’s years of industry experience.

“We have achieved a great vision. We weren’t sure how to get there but just created our own path, and it became what Mack Kirk is today,” says Christina Laplante. The company now has multiple divisions including flat, sloped, parkade waterproofing replacement, metal roofing and wall cladding, coatings and PMMA, custom fabrication, new construction, and repairs and maintenance. Typical projects include hospitals, universities, multi-family complexes, parkades, commercial, and industrial buildings.

The company’s fleet includes pickups, flat decks, dump trucks, cranes, Genie lifts and manlifts, demolition machinery, specialized tools and equipment—plus everything else needed to complete projects. It even has a landscaping team. Its evolution was driven by necessity. Working alongside consultants, engineers, and architects to erect weather-resistant buildings meant taking control of all variables and adding to its services whatever trades were needed to complete a job. “We always learn from our last job. If you are not learning from your jobs, you are not evolving,” says Gino.

With thousands of projects under its belt, Mack Kirk Roofing & Sheet Metal offers a fully qualified team of tradespeople who fully grasp how each trade process fits into the other, leading to better orchestrated, quality projects where detail matters. “That makes the production, which is what we excel at, phenomenal. We’re a well-oiled production machine,” says Christina, quoting her husband, who is famous for reminding everyone that “In life you are only acknowledged for what you successfully complete.”

As well as giving the firm the ability to execute better quality control and tighter timelines, this self-performing system also makes it far easier to trace any issues back to their source and correct them. The emphasis placed on building healthy relationships between teams and with customers is of the utmost importance. Naturally, the team is also acutely aware of how its presence affects surrounding residents and stakeholders and goes out of its way to ease the process for everyone involved.

Owners of unique or older buildings turn to Mack Kirk’s team of experts to repair and waterproof older concrete-based buildings where cracks caused by rusty rebar can cause structural damage over time. Here, too, the company’s operational swiftness results in clients returning to business as usual much faster than when projects are undertaken with clumsy collaborations of teams unfamiliar with each other’s systems and processes. Another benefit is the cost savings from getting back to business faster. Since its implementation, the approach has served the firm well.

In 2020, of course, the pandemic happened. Following a brief moment of regrouping in the initial stages, and despite the uncertainty of what was to come ahead, the company demonstrated resilience and innovation to survive and thrive in the face of unprecedented challenges. As always, Christina put a team together and came up with solutions. The company made and provided everything it needed for its employees while ensuring production deadlines were met.

Mack Kirk once again demonstrated its long history of tenacity, and that tenacity is even more evident in its initiative to welcome unskilled and skilled workers from other parts of the world in the wake of Canada’s severe labour shortage. By further training these professionals in local practices and helping them hone their skills, the company has established a solid labour base in tune with its ethos.

The solution has enabled Mack Kirk to develop its footprint and capabilities. By making the effort to bridge language barriers and cultural differences, it has also proven that the risk is worth it. While having a great team is certainly a plus, for Christina and Gino, the gift is improving lives through meaningful, gainful employment, especially when families start reuniting.

After more than three decades in roofing and construction, Christina sees being a woman in construction “as an opportunity for a hardworking person who really enjoys and loves what they do and does it well. I am very grateful to be in it and truly enjoy it,” she says. “Of course, there is the gender difference, but I have always felt very respected within the industry. I believe women face obstacles at times that can be rectified by promoting a healthy culture of fairness and inclusivity. Women bring a unique perspective into the workplace and given the chance can make significant impacts and thrive in fields where they are underrepresented,” she continues, highlighting that for her, construction is a rewarding place of camaraderie and friendship.

Bursting with sincere enthusiasm for people and the industry, Christina’s contagious positivity could spark even the most jaded construction professional. The couple’s shared integrity and commitment to excellence is a rare combination. “I have never considered myself the boss; there has never been a day where it comes across like that,” says Gino, who takes care of operations in the field. “Having a partnership where the trust is endless and knowing that everything Christina does is for the best of the company—it’s not a job for her—it’s the best way to do it.”

He also points out that part of the company’s health can be ascribed to the couple’s roles as field and office leaders, respectively. In this way, the pair ensures consistency across all systems, leaving no job or relationship under-served. As a result of her hands-on approach to working in the industry, Christina Laplante was honoured to become the first female Member Director to serve on the Board of Directors of the Roofing Contractors Association of British Columbia.

“As an insider, I am not surprised at all,” says Gino. “It is incredible. She has given the Roofing Contractors Association of British Columbia 15 to 16 years of service. Christina earned her vote on merit. She currently also sits on the Educational Committee.” Christina appreciates the opportunity to help make a significant difference and is spurred by the change that the association can realize for the greater good of the entire industry.

Mack Kirk Roofing & Sheet Metal has changed ownership only four times in over 10 decades. Buying the company in 2003 when it was considerably smaller, the Laplantes are joined by their three kids as the family works side by side. “Our children have been working in the company for numerous years now and are very keen and interested in growing and taking on bigger roles. To be honest, we are very grateful for this industry that serves us well, both professionally and as a family. We are proud of raising three good humans who understand what hard work is. We come from humble beginnings and started from nothing. We want to make sure that the legacy we leave behind is solid,” says Christina.

Their children have had a long introduction into the industry, as their father became a roofer at 16 and has built on his expertise since then. “Gino is a force to be reckoned with. He is the hardest working and toughest human I have ever met or seen in my life! He is often still found on worksites and the employees look up to him and admire his unique ability to complete projects so efficiently and effectively,” says Christina.

In a move toward further establishing itself as self-sufficient, the company recently appointed a civil engineer and licensed builder. Having a “civil engineer on our team is groundbreaking,” says Gino. “The reason people stay is because they know there is no limit to how far they can develop. There is space to be successful.” As everybody here is cross-trained, no two days are the same, as the company’s multi-disciplinary approach allows for a much wider scope of work than most general contractors offer their staff.

The company also sees its relationship with the RCABC, its external consultants, and engineers as a genuine partnership without which it could not do what it does as well as it does—or at all, for that matter. “The engineers and consultants are the ones who are brought to the table by their customers, and then we are the one solution for them. We send out a big thanks to our engineers and consultants and industry members who support us,” Gino says of the relationships that enable Mack Kirk to complete more than 50 complex projects every year.

To be sure, taking care of its people is vital to the company’s longevity. An in-person annual review of employee satisfaction also considers people’s work goals and where they would like to go within the business. The result is that Mack Kirk’s ownership is well-informed on what is needed to keep its people engaged and happy at work. The team is also proactive about feedback from its people; these discussions are good indicators of what is needed on-site to help the company grow. By ensuring that everyone is in alignment, the team can turn complex projects around efficiently.

Based on the unshakeable decision to remain the personable, warm, and friendly family team that it has always been, Mack Kirk’s future is gleaming. A gargantuan new facility is on the horizon within the next couple of months, and the company is currently looking to hire a top business development leader to take care of its professional relationships full-time—but Gino and Christina are adamant that the company will not become another corporation. For them, the heart of the business is about bringing genuineness to the table.

“What makes us successful and has helped us grow to this point is that we have a very skilled and knowledgeable management and estimating team bringing the jobs in. In my humble opinion, I believe we have the best estimators in the industry. Not only are they skilled with their estimates but they are personable and caring. From the top down to our newest field workers, we are a phenomenal team,” says Christina with a smile, noting how much it means when employees bring their family and friends to join the company.

“Sometimes in this line of work you have to make tough decisions, but ultimately, I like to lead with my heart. When you put your heart into it, you know the outcome is for the right reasons,” she continues. After all, there are not all that many workplaces with a red couch and a smiling director with broad shoulders ready to listen to whatever personal challenges staff face. “When they come out of her office, they’re fixed,” says Gino.

To the Laplantes, giving staff members a supportive and dynamic workplace and having happy customers are imperative aspects of being indispensable in business. As such, ensuring that employees’ mental health is taken care of is essential to their management approach.

To the Laplante family and for Mack Kirk, giving back is part of the family and company’s core values. Gino, a cancer survivor, along with Christina and with the help of their family, friends, and industry members, have raised over 1.5 million dollars for the BC Cancer Agency for cancer research. Gino and Christina, philanthropists by nature, continue to support and have donated hundreds of thousands to various local charities and other causes including Red Cross, Covenant House, Children’s Hospital, and Salvation Army to name a few.

As the company slogan, “Between the World and the Weather since 1908” says, Mack Kirk Roofing & Sheet Metal Ltd has stood the test of time, showing it can endure and withstand challenges and changes. “As leaders in the industry for over a century, we anticipate further success and growth in the many years to come.”

The post Leading With Heart<p class="company">Mack Kirk Roofing & Sheet Metal</p> appeared first on Business In Focus Magazine.

Whether customers need materials from Asia or beyond, this nimble and streamlined team of 14 people has access to everything necessary to keep North American manufacturing rolling, including active pharmaceutical ingredients fully certified under American and Canadian legislation.

Netchem’s strengths lie in its close relationships within the industry, its skill in conducting due diligence on behalf of its customers, its packaging requirements and paperwork knowledge, and ensuring that everything arrives according to plan while adhering to local laws. After over 30 years of lengthy negotiations and closing deals with foreign suppliers, the Netchem team knows the value in being what its customers need to keep their operations running smoothly without the hassle of navigating international procurement.

Netchem obtains silanes and silicones, plastic and electroplating additives, lubricant ingredients, flame retardants, personal care, and active pharmaceutical ingredients from manufacturers around the globe. Netchem handles all types of unique customer requirements including specific packaging, additional specifications, audit requirements, and country-of-origin requirements. “We sell ingredients that go into everything from your over-the-counter medications to your lawn chair,” says Stephanie Khurana, President. “Netchem aims to be the preferred supply chain partner to North American manufacturers of all sizes.”

The company also applies its thorough knowledge of port traffic to ensure that goods are routed efficiently to minimize time lost in overfull harbour situations where goods can be delayed.

In addition to its home in Brantford, Ontario, an hour away from Toronto, the company has warehouse facilities across North America as well as a dedicated business manager to serve clients in Latin America. The company is women-owned and proudly certified by Women Business Enterprises Canada (WBE Canada), which supports, promotes, and certifies women-owned companies by enabling better access to supply chains for women-owned businesses. Khurana also volunteers her time and knowledge to WBE Canada, which honoured her with a leadership award in acknowledgment of her impact. Khurana notes the importance of supplier diversity for providing meaningful, equal opportunity to people historically excluded from equitable access to work and business.

Khurana says, “being women-owned as well as immigrant-founded, we strongly believe in the importance of making sure everyone has a voice and a seat at the table, particularly those who traditionally haven’t had one. I am proud that many of our corporate clients have supplier diversity programs and initiatives and hope to see more mid-market businesses adopt similar programs in the future,” she adds, underlining this healthier direction toward fair business practices.

Stephanie’s father, the late Paul Khurana, was a chemical engineer who arrived in Canada in 1967 and later founded the company. Stephanie recently became a parent herself, and say that, rather than entirely changing her business outlook, motherhood has added to her passion for directing the firm responsibly, leading her to look at new ways to further improve how business is conducted in the industry. The Khuranas have developed a sixth sense for this business, which only makes sense as the early days lacked the technologies that make the world go ‘round today, like the internet.

Even so, it is a challenging trade. Having partners on the ground in other countries is critical and Netchem has spent decades building its relationships and reputation. Removing the risk and logistical headaches is, therefore, an undeniable value addition that makes big industry players turn to Netchem.

The company also supports its local community. Netchem runs an annual fundraiser for Feed Ontario and Food Bank Canada, through which it has raised around $20,000. These contributions had their roots in the hardships of COVID-19 when the vulnerabilities of working people became evident. Its most recent drive, at the end of last year, brought in more than $5,000, for which the team is equally proud and grateful.

The ecological challenges and dangers are not lost on Khurana, and being open about the realities of the industry is essential to solving its problems. In the meantime, she is committed to running her business well. “We are at the nexus of balancing commercial and environmental interests as manufacturers and manufacturing-adjacent businesses. This is actually a heavy topic because I don’t think that the industry is changing enough,” she says, pointing out that ‘greenwashing’ is quite prevalent.

Against this backdrop, Khurana is calling for change and is committed to doing what it takes to drive change within her organization. “Change to this industry requires both novel scientific innovations as well as government-led initiatives to improve clean energy infrastructure,” she says. The matter is serious. While buyers do try their best to make the optimal decision, price and geopolitics still largely drive decision-making.

From identified chemicals threatening salmon to big industry players legally manipulating legislation to their benefit at the cost of the environment, time is of the essence. To this end, Netchem is dedicating the following three years to taking a critical look at how it can further improve its own and its customers’ impact on nature. It has started this process through use of the Ecovadis platform. The platform, which is used by many of its clients, guides ecological responsibility through advisory and evaluation services. “It is good to have some sort of metric to start from. We follow its recommendations,” says Khurana.

Moving ahead, the company continues to search for solutions to the challenges of becoming more ecologically friendly. Helping its customers mitigate or even prevent environmental damage is Netchem Inc.’s primary aim for future development. “On the whole, people want to do it but they don’t know how. Nobody wants to feel like [they are] responsible for degrading the environment,” Khurana says.

She feels the company can leverage its buying power for good by ensuring its suppliers maintain best practices. One case in point: on a recent visit to Taiwan, Netchem was impressed by its Taiwanese suppliers going above and beyond to fulfill their environmental responsibility with measures like water salvaging and cleaning processes.

“The pursuit of the lowest cost has hurt overall supply chain elasticity and resiliency,” says Khurana, presenting an excellent example of international vitamin C (ascorbic acid) supply. While the company does not currently sell this material, there were, at one time, several fabricators around the world. When China severely undercut these companies by dropping its prices, they had to shut their doors. Today, China is the main exporter of many raw materials, including this essential nutrient, as described by Joe Gandelman for The Moderate Voice.

While this general situation continues, a positive aspect of doing business with China in terms of chemical supply is that the country takes chemical manufacturing seriously, with highly regulated chemical manufacturing parks being kept under close government watch.

Considering how much of the heavy lifting Netchem does for its clients, it soon becomes clear why its biggest customers consider this team an indispensable addition to their procurement operations. The company’s proactive approach to market changes has afforded it growth, further boosted by its move to strengthen customers’ supply chains. “Netchem helps businesses create resiliency by diversifying their supply chain,” Khurana says. “Our goal going into 2024 is to help ensure that our partners have a supply chain strategy that makes sense for the future.”

The post It’s All in the Chemistry<p class="company">Netchem</p> appeared first on Business In Focus Magazine.

Headed up by an all-female leadership team working from the Miami headquarters in Coconut Grove, Arquitectonica also has 11 offices in far-flung locations like Manila in the Philippines; Málaga in southern Spain; Paris, France; three offices in Latin America; and others in New York and Palm Springs. With such a wide reach its design scope is not only sophisticated but also well-informed and in touch with the zeitgeist. At home in a modern 15,000-square-foot building, where it opened its doors in 2005, designers take the firm’s ethos of creating resilient design seriously, and it shows. As such, ArquitectonicaSTUDIO is synonymous with sustainability and innovative design.

Supported by ArquitectonicaGEO and ArquitectonicaINTERIORS, this forward-thinking team is known for seeking out challenging, out-of-the-ordinary projects often overlooked by other designers. The result is an overall reputation for lateral thinking and excellence, and these two attributes have afforded Arquitectonica an impressive selection of awards. Laurinda Spear—American architecture laureate, landscape architect, founder, and principal of ArquitectonicaGEO, ArquitectonicaINTERIORS, and ArquitectonicaSTUDIO—is as much a mentor as she is a leader. Perhaps best known for the design of Miami Beach’s Ballet Valet parking garage, lusciously decked in natural greenery on the corner of Collins and 7^th, Spear’s visionary design of this repurposed legacy building features beautiful art deco design. Thanks to her, Miami has a proud, well-designed landmark that dazzles passersby with a purpose-specific selection of plants that mirror the waves beyond, offering a visual respite from the predominantly concrete-laden central business district.

Placing Spear amongst the region’s top architects, the building also served as a muse for Miami’s Perez Art Museum, designed by Herzog & de Meuron. While genuine humility is one of Spear’s greatest attributes, she is, without a doubt, a respected pioneer for women in Miami’s architectural landscape. ArquitectonicaSTUDIO’s boutique-style projects typically focus on sustainability and environmental responsibility, demanding the gamut of dually informed architectural, interior, and landscape design. “It’s typically not the classical type of architecture project that we go after; we are exploring other types of architecture that people tend to forget about that need attention as well,” says Juliana Touma, recently appointed Director.

As a woman in architecture, Touma considers herself fortunate to work in the Miami market, where women are well-represented in the industry. “In other parts of the U.S., you don’t find as many women. I feel very equal being within the Miami market. I don’t feel the same challenges as someone would, say 30 or 40 years ago,” she says of a profession where women generally also equal men in number on South Florida’s university campuses.

Due to its diversity, the company blends creativity and expertise into a design service that welcomes the future while leaving no stone unturned in delivering human-friendly spaces that work. This expert approach has led ArquitectonicaSTUDIO to develop a penchant for unusual projects like small-scale schools, animal shelters, and other unexpected spaces equally deserving of avant-garde design.

Since the team looks for projects where few others of its caliber care to do so, its project owners benefit from designs that not only stand the test of the elements and time but that come with modernity. “There are some really creative projects that we are looking at that people don’t even realize are out there,” Touma adds.

One such project is The Port in Port Saint Lucie. Aimed at providing quality family entertainment in Westmorland Park, The Port reimagines a formerly forgotten space by bringing five individual structures together in a single footprint, offering a selection of dining options complete with a waterfront amphitheater and a riverside mangrove boardwalk leading to play areas for children and botanical gardens.

On trend as a matter of course, the team applies technology in surprising ways. One novel way it uses artificial intelligence (AI), for instance, is by generating mood boards. Another example is reimagining buildings like an original single-story historic home currently being renovated. The process started by allowing AI to render two- and three-story images of the building.

“We are using AI to see how we can keep the historical language of the one-story home and how that would transfer into the current zoning code of a three-story structure [featuring] new materials,” Touma explains. She notes that clients and the team find the approach fun and exciting. And, while architects continue to treasure their large hardcopy architectural book collections, online resources like Pinterest, Instagram, and the like are additional creativity prompts often used in the field.

Being an integral part of the greater Arquitectonica group gives ArquitectonicaSTUDIO access to a vast human cache of knowledge and expertise. The company is a certified member of Leadership in Energy and Environmental Design, and registered with the National Council of Architectural Registration Boards. With sustainability driving ideas in a big way, every morning sees the team gather to pool thoughts on improving performance. That means the team is always ready to hatch new solutions to big problems, like how to reduce single-use plastics across airports.

In return, employees do more than just benefit from the opportunity to implement great ideas. Staff keen on professional development also get to travel to the company’s foreign locations to build experience and share notes with their colleagues abroad.

“We can always call on an office to help us. We have at our disposal a worldwide system of offices,” says Spear. As its global meetings are attended by professionals from 13 offices, the opportunity to learn from and share with others is an exciting one.

A recent collaboration between the offices resulted in a powerful, five-week business strategy development initiative in which people discussed each location’s current market trends and the skills available in-house at every office. “In my experience, when you have different offices, they tend to all be independent, but here, it’s as if COVID had never happened and that was what they were always doing,” says Touma of the Zoom meetings.

That generosity of spirit is visible in other areas of the business, too. The Miami office assists the United Way of Miami to ensure that the community of Coconut Grove also benefits from its successes.

As the role of AI and software continues to grow, its presence in design continues to expand, especially as new graduates enter the workforce. Arquitectonica wholeheartedly embraces this industry change, ensuring it stays in step with the times. As it expands its capabilities, the nimble on-trend creative team continues making its mark on the Miami landscape and far beyond.

The post Innovation by Design<p class="company">ArquitectonicaSTUDIO</p> appeared first on Business In Focus Magazine.

And grown it has; between 2000 and 2020, Windsor’s population more than doubled, adding 23,000 during that time to reach over 41,000 residents. Last year, it was named Colorado’s biggest boom town. It is a good thing that the town can support this growth and has well-thought-through plans for the future—and even more exciting, these plans also involve an emerging economic sector that shows huge promise: sports tourism.

A competitive edge
It’s not just residents who are drawn to life on the Front Range. Lately, Windsor has become a mecca for sports fans, athletes, and adventure seekers alike who travel to Northern Colorado’s new premier destination for all things sports.

“There’s an exponential growth in the tourism and tournament side of things and it’s only just begun. We’ve only started to scratch the surface,” says Stacy Brown, Windsor’s Director of Economic Development.

Windsor’s location doesn’t hurt either, as Deputy Director of Parks, Recreation, and Culture Tara Fotsch points out. “We’re fortunate to be located right next to I-25 and just a quick hour north of Denver International Airport. Northern Colorado is perfectly placed close to surrounding states, making it a drivable option for many.”

Future Legends today
One of the town’s major draws is Future Legends, a premier multi-purpose sports complex that brings in two million people annually. Opened in 2023, the 118-acre complex has breathed vibrant life into the community and has garnered the attention of people from all over the region, the state, and beyond.

“Tourism has grown exponentially because of the sports park,” says Brown. “We were getting tournament-based activities through sports tourism, but the park has magnified our ability to grow in sports across the board.”

The expansive complex is home to 10 baseball diamonds, 12 soccer pitches, and 16 volleyball courts. It hosts a broad range of sports that cover all age demographics, including baseball, softball, soccer, volleyball (traditional and beach), lacrosse, flag football, basketball, pickleball, frisbee, and even Quidditch.

The attention-grabbing Dome, an imposing 96-feet-tall structure at the sports complex, spans four acres, making it the largest of its kind in the U.S. and the third largest in the world.

Future Legends’ 6,500-seat main stadium, TicketSmarter Stadium, is home to professional soccer teams Northern Colorado Hailstorm FC, which plays in the USL League, and the newly minted Northern Colorado Rain FC, a professional women’s soccer club playing in the USL women’s league, as well as the NoCo Owlz of the Pioneer League.

For many years, Northern Colorado strived to secure a professional sports team to call its own, and now it has gained three since Brown took on economic development in Windsor. She credits the relationship with Future Legends with helping to make it possible.

“Our partnership with Future Legends is so valuable because that allowed us to bring this professional team into a region that’s been trying to get one for over 25 years.”

Always the good host, the Future Legends complex also features a 64-room dormitory that offers convenience and proximity, as well as hotel offerings on site that are perfect for families, fans, and spectators. Visitors can also look forward to expanded retail, restaurant, and entertainment offerings soon.

There are no plans to stop there, however. Just down the way from Future Legends is Blue FCU Arena which is part of The Ranch Events Complex in neighboring Loveland. The span that runs between the two is currently being eyed for an entertainment and hospitality corridor. As Brown notes, “There are opportunities for more hotels, more restaurants, and potentially even more entertainment options. Having that facility right across the street from Windsor will greatly benefit our community as well.”

Lively outdoor life
In Windsor, there is a strong focus on offering complementary amenities that service the community year-round. While facilities like Future Legends offer indoor and outdoor space for organized sports, the town’s location and optimal climate keep the calendar full of outdoor adventure over all four seasons.

“Our average temperatures are not that conducive to having a ski hill there, but our developer Martin Lind and Water Valley have invested in this ski hill, so we have this whole other activity. You don’t have to drive a couple of hours to the mountains because you’ve got the experience right in your backyard,” says Brown.

The ski hill Brown is referring to is Hoedown Hill, a spectacular draw right in town that offers skiing, tubing, and terrain parks that are reconfigured weekly for snowboarders to hone their skills. In addition, Hoedown has the longest tubing hill in North America, so there are opportunities for all ages and skill levels to enjoy some winter fun.

In the warmer months, residents and visitors can enjoy the Eastman River Experience, a river-mile devoted to non-motorized water sports and play, including kayaks, canoes, and tubes. The experience is complete with amazing views of the Cache la Poudre River and Longs Peak, a river plaza, and so much more.

Phase one of the project, offering river access, was completed in 2021, and Phase two is currently underway. The improvements, valued at $4.6 million, are being made in collaboration with the Northern Integrated Supply Project (NISP) and will include the dedication of nine acres of land for wetland restoration, in addition to more parking and play areas.

“Focusing on complementary uses at different times of the year will give a well-rounded approach to the whole tourism aspect of Windsor, taking advantage of its location and natural assets to be a destination of choice for many,” says Brown.

Talks are also underway to bring golf simulators to Windsor to complement the existing repertoire of golf courses that includes RainDance National Resort and Golf, the Falls Golf Club, Pelican Lakes Resort and Golf, Highland Meadows Golf Course, and Ptarmigan Country Club.

Sports tourism is a “cleaner economic dollar,” which results in direct benefits for the community. Investments in services, amenities, and infrastructure to support the sector have their payoff in an even better quality of life for its residents.

Sustainable quality of life
To take full advantage of its great central location in Northern Colorado and the natural assets that endow the area, Windsor has identified sustainable ways to grow that will preserve the hometown feel revered by its residents while elevating its offerings and amenities for all to enjoy.

Last year, Windsor saw a record level of investment with 67 different budgeted projects valued at $91 million, including a new police station to maintain the levels of safety and security the town is renowned for. Year after year, it has been acknowledged as one of the safest places in the state.

Discussions are also taking place around capitalizing on the growing number of visitors to the town each year with a tourism/lodging tax which will benefit residents and businesses. “We’re putting out a survey for residents to see if they want a tourism/lodging tax and, if that comes down, what do they want the money spent on,” says Brown, who believes the next logical step would be a local transit system.

“It would be a sustainable transit or shuttle system that serves both tourists and residents, reducing the numbers of cars on the road at any time but optimizing connectivity throughout the community and the growing offering of amenities,” she says. Hopefully, this system would also encourage people to stay longer and increase their local spend, while enjoying even higher levels of service.

The place to be
The objective for Brown is to “give them something fun and memorable too so that they enjoy their time in Colorado, and particularly in Windsor,” making Windsor the place to be in Northern Colorado, especially for sports and adventure.

“We’re fortunate that when outside teams come to our community, they have great opportunities for recreation with all our parks, trails, events, and programs. We’re fortunate to have a lake in the middle of our community that offers over 70 community events on an annual basis; an 85,000 square foot Community Recreation Center that sees over 400,000 annual users; a River Experience for families to enjoy during their off time at the sports complexes,” says Fotsch.

Whether it’s a tournament-turned-family vacation, a professional sports match, or one of the natural outdoor adventures Windsor has on offer, there are countless reasons to come and even more reasons to stay. With continued investment, there will be even more to come.

The post Putting Sports and Adventure in Their Place – A Beautiful Place<p class="company">Town of Windsor, Colorado</p> appeared first on Business In Focus Magazine.

Voted by The Globe and Mail in late 2023 as one of Canada’s “most liveable cities,” Whitchurch-Stouffville—mostly simply called Stouffville—comprises a township of 205 square kilometres in Ontario’s Greenbelt on the north side of Toronto.

The Globe and Mail’s evaluation considered 43 characteristics spread across 10 distinct categories including economy, housing, population, health care, safety, education, community, amenities, transportation, and climate. The town was ranked the 79^th most liveable city for newcomers and the 32^nd best place to retire in Canada based on the same criteria.

“The recognition echoes what we as residents have known all along—that Stouffville is an incredible place to live, work, and raise a family,” says Mayor Iain Lovatt.

With most of the town contained in the Oak Ridges Moraine—part of Ontario’s provincially designated Greenbelt—the region’s picturesque surroundings, undulating hills, and numerous kettle lakes entice thousands of tourists each year to make the trek to the town and also visit its wineries, golf courses, and equestrian facilities.

In addition, Stouffville is home to three conservation areas, one national park, and the verdant York Regional Forest. It is home to more than half of York Forest’s trails, which include three accessible routes.

The town’s local economy is varied and diverse, with thriving manufacturing, construction, agriculture, tech and knowledge-based sectors, and a robust tourism industry. With more than 26,000 workers, Stouffville’s robust labour force drives economic growth. The town expects a substantial rise in work prospects in the area and expansion to 28,400 jobs; an approximate increase of 11,400 jobs by 2051; and a 1.7 percent average yearly growth rate during that time. At the end of 2023, Stouffville boasted 964 physical businesses in addition to 350 online, home-based, and agricultural enterprises, with exciting growth anticipated for 2024.

This growth includes a strong focus on diversity. It is predicted that by 2051 the town’s population will be approximately 103,500 individuals, with various minority groups including South Asian, Chinese, Black, and Filipino comprising 46 percent of the population, a truly diverse community.

Alongside Stouffville’s population growth and dedication to promoting tourism, the town embraces an ongoing commitment to sustainability and green initiatives. By way of provincial land use policies, almost 90 percent of the town’s area is protected greenspace. A landscape of fun, Stouffville hosts more than 750,000 visitors annually who take advantage of its 16 golf courses, 160 kilometres of trails, and numerous horse farms. Treetop Trekking and UPLA—North America’s largest aerial trampoline—alone attract more than 200,000 people annually.

Despite growth constraints, Stouffville’s settlement areas have densified. The town is home to 52,000 people, which reflects a 300 percent increase since 1990. Nearly 11,000 new residential units were in Stouffville’s development pipeline by the close of 2023, ranging from compact townhome communities to 18-storey condominium buildings.

The town staffing complement too has had to keep pace with rapid growth. In recent years, 10 municipal planners have been hired, while back in 2016, Stouffville had only two staff members dedicated to Communications and Economic Development.

“We were short on help and long on tasks,” says David Tuley, Economic Development Officer, whose responsibilities include attracting new industries and retaining local businesses.

Tuley’s approach is simple: “We realized we needed to build the message from the inside out, arming our citizenry with information to disseminate within and beyond our borders.”

Consequently, the leadership of the town supported the launching of a local newspaper, On the Road, to communicate with residents, promote local businesses, support agriculture, develop tourism, and, most importantly, build community.

On the Road (OTR) originally began as an eight-page newspaper and has since evolved into a 32-page magazine. OTR is printed and mailed to every home, totalling 20,100, at the cost of approximately $.82 apiece.

In the last year, the magazine featured 337 businesses, 184 special events, and 123 matters of community importance. Tuley reports that when a business or event is featured, it results in increased sales or greater participation.

Local businesses agree. “OTR wrote a great feature on my clinic last fall. Almost immediately, we received calls asking to book as new patients,” says Dr. Trina Ting of Advanced Chiropractic + Wellness Centre.

“That effect continued for the rest of the year as the magazine circulated in town. I believe we got at least 10 new patients from that feature alone. Week after week, I couldn’t believe how many people found us through the magazine article; I truly did not expect such a response. This feature gave our business a boost when we needed it most, as we experienced a sharp decline during COVID.”

Each edition of OTR is developed organically through community demand, requests, and referrals, adds Tuley. Often, a common thread appears, embracing themes including heritage, food, environment, and events.

The most frequently recurring theme, dating back to the third edition, has been women in business, particularly women as entrepreneurs leading the way.

At the start of 2024, 12 women of influence, including authors, CEOs, clinicians, and global retailers, stepped forward with a request for coverage. The January edition was titled “Women of Influence” and contained an eight-page article on the subject.

Tuley attributes the community’s high ratio of female entrepreneurs to both the pandemic and time. “A lot of people opted out of the commute and generally lost the desire to spend that much time in a big city,” he says.

In another instance of unforeseen good results, the team from economic development posted a full-page recruitment advertisement in OTR—“Craft Brewery Wanted”—as the community seemed to be one of the few without a brewery. As a result, it received five inquiries from across the province.

“An internal advertisement never should have worked,” says Tuley, “but it did.”

He adds that many wondered if the original goal of arming the citizenry with information to disseminate beyond town borders was somewhat lofty and idealistic. It proved not to be: it turns out that those featured in the magazine often share their articles with relatives across Canada, something Tuley describes as a hidden distribution system.

In the end, the town did land a brewery—and not just any, but the one that took the “Brewery of the Year” title in 2023 at the Canadian Brewing Awards in Halifax. Muddy York Brewery is expected to open in Stouffville by April 2024.

Tuley says that a large part of Stouffville’s economic development portfolio is business retention and that economic developers spend a lot of time with the business community to assess their needs.

“One day I thought, ‘Why not share what I’ve learned with everyone?’” When interviewing businesses, Tuley guarantees them one new customer, although he understands that the wealth-building potential extends well beyond that.

“I haven’t found another community in North America that publishes a monthly,” he says. “There are plenty of e-newsletters, but these are limited in scope and distribution. People and their inboxes are e-fatigued, so instead of more e-news, we give them a high-quality, diverse magazine to read at their leisure.” It’s an old-school tactic, but something that’s working for Stouffville.

Although being editor, writer, and graphic designer all in one seems a tough call for one person, Tuley says that it only requires 22 percent of his time at work. “I still have my ‘day job’—rural broadband, downtown redevelopment, site selection, and recruitment—all these things and more need to be looked after too.”

While its rapid growth may mean Stouffville is moving beyond its small-town nature, publishing the magazine has enabled the town to maintain its sense of community and identity. And economic development by way of storytelling continues as Tuley begins work on Stouffville’s 80^th edition of OTR.

It seems The Globe and Mail’s statistics and accolades continue to resonate. “We’re honoured to be on this list alongside so many other beautiful communities across the country,” says Mayor Lovatt. “I’m so grateful for the dedication and commitment of everyone in Stouffville who helps create a welcoming and thriving community for all.”

The post Lively, Lovable, and One of Canada’s Most Liveable<p class="company">Town of Whitchurch-Stouffville, Ontario</p> appeared first on Business In Focus Magazine.

Through its efforts, NHA serves as a nexus between its members, who include hemp farmers, processors, manufacturers, entrepreneurs, and retailers; the scientific community; and government, to ensure evidence-based policies are drafted and implemented and sound regulations adopted to advance the hemp industry’s growth and the many benefits therein.

What is hemp and why does it matter?
Farmers have grown hemp for industrial use and consumption for thousands of years. A relatively easy crop to grow, hemp has the strongest natural fiber of any resource, making it extremely versatile.

From hemp paper, rope, and textiles to plastics, biofuel, human and animal feed, and stronger, more sustainable building materials, hemp shows great promise for applications across industries and sectors.

Hemp not only promises to transform products that we use in our everyday lives to be more sustainable; it also provides a livelihood to farmers and serves to strengthen rural communities through the promotion of more equitable economies of scale linked to a strong global market.

Impressively, hemp has a total addressable (global) market (TAM) of $15 trillion, but uncertainty about its legality has posed a major barrier to growth. The United States alone represents 90 percent of the global market for hemp products, a retail impact valued at around $620 million, with the capacity to grow 10 percent annually. Currently, it imports much of its hemp fiber, hurd and seeds.

Without clear guidance and a consistent framework for legality, the market will never reach its full potential, which is why NHA has focused on instituting better legislative language that will serve as a foundation for a clear, all-encompassing regulatory framework within which the industry can operate.

Geoff Whaling, Chair of NHA, notes, “If we’re really going to grasp the opportunity that’s before us on this sustainable commodity, we need a whole-of-government approach to industrial hemp because I spend most of my day working with people who say, ‘This is fantastic!’, ‘This fits part of our mandate!’, ‘We’d love to work with you on this!’ and then they follow up with, ‘But, is hemp legal?’”

A question of legality
The United States government legalized hemp with the passage of the 2018 Farm Bill, but the language used in this legislation has created uncertainty, and questions of hemp’s legality continue to persist as a result.

To circumvent assumptions of legality, NHA is working with government to update the definition of hemp to include the word ‘industrial,’ which legislators intentionally left out of the 2018 Farm Bill to ensure that the USDA would permit CBD extraction. This omission had serious implications for NHA members who were interested in growing and harvesting industrial hemp for fiber and grain, which represents 98 percent of the economic potential of the crop.

Currently, farmers who grow industrial hemp under both USDA and state permits are held to the same standards as cannabinoid growers. They are required to give their fingerprints and a background check to plant a crop that, to them, is no different from other rotations they grow.

To change this, the Industrial Hemp Act of 2023, which includes a sub-definition of hemp that reflects the industrial distinction, has been introduced to the United States House of Representatives and Senate. The hope is that the 2023 Farm Bill will enact these changes and two very different market segments will have regulatory frameworks that reflect these differences.

While farmers will still need to apply for permits, there will be two categories under which they can apply: one for cannabinoid production or floral hemp and a second for industrial hemp. Those who choose to grow industrial hemp will be subject to USDA regulations, and states and regulators can still test crops using visual and secondary methods if warranted.

The legislation has garnered the support of members in both the House and the Senate, which has given NHA confidence that the legislation will move forward early this year. As Whaling states, “we’ve got leadership on our side.”

A framework for regulation
The change in language in the 2023 Farm Bill will have no implications on the cannabinoid sector, but it does open the door for improvement. The 2018 Farm Bill mandated FDA oversight on anything produced from hemp—cannabinoids, seeds, grain, and fiber—but while fiber and grain are straightforward, the conditions around cannabinoids, their use, and their dosage are slightly more complicated.

NHA has worked closely with the FDA on this matter to develop a framework that will “meet the industry where it’s at today,” acknowledging that while the CBD market has come a long way in a short time, there are 150 to 175 minor cannabinoids that have yet to be commercialized.

“They want a framework that will allow them to not have to come back to congress every single time that there is a new development that comes out of the cannabinoid space,” says Whaling, who notes that more research is necessary to meet the requirements of the FDA. “At the end of the day, the FDA just wants to be able to ensure that anything that is being consumed by humans (and animals) is safe, and who can argue against that?”

The organization is advocating for a whole-of-government approach akin to the efforts during the Second World War. At the time, the Department of Defense was unable to source hemp for ropes, rigging, and canvas and growing hemp was prohibited, so the federal government, with the help of agencies like the USDA’s Commodity Credit Corporation, were able to “stand the hemp industry back up in six months,” says Whaling.

NHA is also working with the government to ensure that there are advantages for those who are contributing to the production of sustainable commodities like hemp. Under the Growing Climate Solutions Act, carbon credits will be available to producers that are contributing to the achievement of the U.S.’s climate goals and economic strength of the nation.

A report produced by NHA found that if over the next 10 years only five percent of farmers growing commodity crops in the U.S. added a rotation of hemp, it would result in 10 to 12 million acres of hemp. At present, there is limited infrastructure to process raw hemp in the U.S., but there are an increasing number of processors and decorticators coming online domestically. However, to process this volume of hemp, the U.S. would need approximately 524 more hemp facilities, as well as a capital investment of $18 billion.

On the matter of innovation
Without question, prohibition can have a stunting effect on innovation, but while the United States has been freeing the industry from the shackles of illegality, the rest of the world has continued to identify ways to utilize hemp’s natural fibers and proteins to improve economic and health outcomes for their people.

Whaling highlights a team in Scotland that is studying how to utilize the protein from industrial hemp to create plasma, and Bcomp out of Switzerland, which currently uses other natural, sustainable fibers but is seeking a supply chain for hemp, which they know is a far superior fiber.

“Those are the herculean success stories that are out there; we just need to bring them home to America,” he says. “So yes, [prohibition] has been harmful to the industry but I’m wondering, if hemp was not prohibited, what would it be today? I tend to think that it’s been to our advantage because now technology has really gotten to a point where people can break this commodity apart and use it to address many of the challenges that are facing the entire planet.”

Instead of waiting for guidance from the U.S. on hemp regulations, many countries around the world have made hemp a part of their overall national economic strategies. To date, 62 countries have adopted legislation and instituted regulations for the use of industrial hemp, like Malawi, which has declared hemp to be a commodity of significant importance.

Whaling goes on to discuss how hemp is helping to establish bio-economies around the world: “Africa Exim bank, the former African import-export bank, has decided that they are no longer going to wait for the U.S. and other countries to give them handouts. They are going to build the solutions to the challenges on that continent for themselves: from infrastructure to transportation and railroad systems, they want hemp to be part of that solution.”

Positive outcomes
As a sustainable natural resource with near-endless uses, hemp abounds with advantages. Hemp can contribute to improved individual and collective health outcomes, improved environmental stewardship, and economic strength. The opportunities and the commodities hemp can produce are immense.

“I think that there is going to be a day sometime very soon where that lightbulb is going to go off and some world leader is going to say we need to embrace industrial hemp as part of the solution to global climate challenges,” says Whaling.

In the meantime, NHA will continue to provide education and advocacy and to collaborate with government and stakeholders to ensure that its members and the industry have a solid foundation from which to grow.

“Membership has its benefits and if people are believers in all of the solutions that industrial hemp can bring, we welcome them to participate in this space,” says Whaling, who will continue to fight the good fight on behalf of NHA members and the industry to realize the many benefits and advantages derived from hemp.

The post Building a Better Framework for the Future<p class="company">National Hemp Association</p> appeared first on Business In Focus Magazine.

Having built a highly successful business since acquiring the company in the early 1980s, husband and wife co-owners Rhonda and Tim Kendrick want to maintain that.

“We are focusing this year on becoming more efficient with what we have. Because we’ve grown quickly, we have a lot of things we need to take care of,” explains Rhonda Kendrick. “We’re having our strategic planning meeting here in about three weeks, figuring out where we’re at and where we need to get to.”

The company—which still proudly has the largest sawmill in Iowa—offers sawing, harvesting, logging, grading, steaming, debarking, and drying services. It also emphasizes sustainability and safety and operates several ancillary businesses. The company’s services are generally self-performed. “We really have a strong belief that we need to do it ourselves so that we can maintain control and take care of the quality. If there’s something wrong, then it’s on us,” Rhonda notes.

KFP saws roughly 17 million board-feet per year—up from 15 million two years ago—and exports to nearly 30 countries. Finished goods include cabinets, wood signs, wood art, and home décor, and the team works with white and red oak, soft and hard maple, grey and red elm, ash, walnut, basswood, hickory, and cherry, among other varieties of lumber. And since we last spoke, the company bought a sawmill in Muscatine and a combined sawmill/dry kiln operation in Vinton, both in Iowa.

“The Muscatine facility was producing about 10,000 feet a day, and now we’re producing about 22,000 feet a day out of it. We more than doubled our production just by making some improvements that needed to be done… and working with the people by teaching them how to be more lean. It’s been a good move for us,” Rhonda says.

The relatively new Muscatine plant specializes in walnut, which made it very attractive as KFP wants to increase the amount of work it does with walnut. The Vinton business, meanwhile, was streamlined after it was acquired. The milling segment was not meeting efficiency benchmarks, so the company closed it and sold the equipment. A new steamer was purchased to improve the walnut steaming process as KFP refocused the Vinton operation to solely perform dry kiln work.

“All the walnut that’s sawn in Muscatine has been shipped to Vinton to be dried. From there, it’s either exported or shipped to our Edgewood facility,” Rhonda explains.

In the past two years, KFP also added a 36,000 square foot finished goods facility to its Edgewood base. A stacking line has been upgraded, new saws purchased, and a computerized tally system which measures lumber packs was introduced.

This is promising to be a pivotal year in the company’s history. Rhonda and Tim want to maintain a family ownership model, and the couple’s four adult children are all involved with the company. “We’re both 65, and we’re ready to cut back a bit, but they want to go, go, go. So, that’s where we’ve been in the last few years,” she says.

The company can trace its lineage to the 1950s, when Tim’s father, Don Kendrick, Sr., opened a logging and sawing business in Edgewood. That business flourished then in the early 1970s, he sold it. Sadly, the business closed just a few years after it was sold.

In the early 1980s, the shuttered sawmill was revived by Tim, his brother, and Rhonda. Dry kilns were added in the late 1980s and a cabinet company was acquired in 2001. A multi-million-dollar sawmill expansion ensued with new machinery, while new facilities, services, and businesses were added along the way.

One of those businesses, Shimlee, offers custom wood art wherein the team uploads a photograph provided by a customer and prints the image on a wooden surface. The company name is derived from shim board—a waste product from the sawing process.

Kendrick Home, which started in 2017, went through startup, then growth, and then COVID hit. Kendrick Home sales skyrocketed through online sales during the pandemic, and employment at the company reached about 160 people.

Demand for Kendrick Home art has settled down a bit, although that division—as well as other businesses including Forever Cabinets by Kendrick, Shimlee, and a printing operation—continues to thrive. KFP also sells compost, mulch, sawdust, and industrial products such as railway ties and pallet cants, and maintains a retail outlet.

Sustainability is key to KFP’s approach to business, and the company has sustainability verification certification from the National Hardwood Lumber Association (NHLA). While an ecologically friendly ethos is usually associated with opponents of logging, sustainability makes good business sense as far as this team is concerned.

“If we don’t take care of what we’ve got, what will our kids be cutting? There won’t be anything left to cut,” Rhonda states. “If we don’t manage the timber properly, we’ll get primarily maple back when it’s the oak we need. The oak gets shaded out by the maple, so you’ve got to make room for the sun to come through.”

The company harvests trees for its own use at a 1,300-acre site—100 acres more than it had two years ago—in Iowa. When possible, KFP aims to source local wood, as even the same species of tree can look different if harvested from widely dispersed areas. And, in addition to being good stewards of the forest, the company uses a biomass/steam turbine system that generates electricity by burning sawdust produced by the sawmill.

Kendrick Forest Products is a firm believer in lean manufacturing. The company uses a Kanban system and performs ‘clean sweeps’ of its facilities. In a Kanban system, work in progress is carefully tracked on a computer or board to facilitate transparency, efficiency, and communication. A clean sweep involves a comprehensive inspection of a work area to find ways to enhance operations.

“We’ve been doing lean for, I’d say, 20 years,” Rhonda shares. “When times got tough, I really credit lean for getting us through. We knew what to do, what to look for. We were focusing on efficiencies and stabilizing our growth.”

The company hired Lynn Thompson, from Toronto-based firm Quantum Lean, to visit its facilities and train staff members. The self-described ‘lean maniac’ has visited KFP on three occasions over the past year. During each of her week-long visits, Thompson trained staff and then spent time on the work floor taking notes, making observations, and suggesting ways to do things more efficiently. Rhonda was so impressed that, now, Thompson will be taking part in the company’s upcoming strategy meeting.

KFP runs tours for the public, so people can see its operations for themselves. Keeping in this same spirit, it attends trade shows in person to promote various aspects of its operations. Otherwise, the team does not do a huge amount of marketing, relying instead on its solid reputation and word-of-mouth referrals for much of its business.

Given that the company deals with saws, tall trees, and large pieces of lumber, safety is an obvious concern. Its loggers are fully insured and undertake Forest Industry Safety and Training Alliance (FISTA) instruction. Veteran loggers also teach new hires how to stay safe while working with huge trees.

In terms of challenges, Rhonda cites finding, developing, and maintaining “competent, capable people with the core values we feel are important. We try to treat our workers right.” Those values include loyalty, caring, and a good work ethic.

Other challenges include dealing with destructive insects. The emerald ash borer, a voracious beetle with a propensity for infesting then killing ash trees, remains a problem that the company deals with as best it can.

Over the next few years, Rhonda anticipates Kendrick Forest Products will focus on organization and family succession. As part of the organizational piece, a new human resources director is creating work charts showing exactly how profitable and productive the firm is every day. Rhonda would like to eventually see charts that report hourly results.

“It’s been a business that I’ve really truly enjoyed being part of,” she tells us. “I’ve met so many wonderful people. I am just really thankful I’ve had the opportunity to be involved in the company.”

The post A Family-Owned Lumber Business Looks to the Future<p class="company">Kendrick Forest Products</p> appeared first on Business In Focus Magazine.