As the name suggests, the hybrid work model is a combination of work that takes place in the traditional, physical workspace and remotely, typically in an employee’s home. And now the hybrid work model has become the standard for nearly 100 million employees in Europe and North America.

A Forbes article highlights data from Owl Labs, a video conferencing company which released its 2024 State of Hybrid Work report, which surveyed 2,000 workers. The report revealed that time spent in the office went down by six percent in 2024 from 2023. Frank Weishaupt, CEO of Owl Labs, noted that employees want to go into the office on their terms regardless of the job market and they continue to want flexibility in how they work. “Common deterrents in today’s offices that employers should be aware of include political chats, distractions during time needed for solo deep work, and expensive commutes,” he stated.

The report also reveals that workers cite a commute to an office costing them an average of $42 dollars daily.

But ask the question “is the hybrid model a good thing?” and you will get many different answers depending on whether you are an employee or an employer. Several prominent companies like Amazon, the Washington Post, and Apple have asked their team members to come back to the office. Often reasons like productivity, creativity, and collaboration are used to back up the return to the office request. Moreover, in a Fast Company article, a 2022 survey of more than 1,000 executives and managers on freelance platform Fiverr noted that about 33 percent felt that employees are more motivated if they know they are being watched, and a quarter of them wanted employees in the office so that they would take shorter breaks.

With that said, currently, neither the fully remote nor the fully in-office model has come out on top following the pandemic. It’s also worth noting that one person’s hybrid may be different from another’s. While the most common definition is when employees divide their work time between the office and remotely, it can also be outcome-based, where employees work remotely if they meet specific performance criteria or project deadlines. However, findings from the Financial Post show that the larger a company is, the more likely it will have a hybrid working model. There are also differences based on geography; for instance, while North America tends to choose in-office set ups, Asian Pacific regions tend to offer more remote work, while Europe tends to have combinations of the two.

There is one study that is often cited when talking about the benefits of the hybrid model for work, conducted by Harvard. The Havard Business Review outlined the results. The study randomly selected employees of Trip.com, a large company with 40,000 employees, for a three-day and a five-day in-office work week. In all, 1,600 employees were placed into the two groups based on their birthdays. Interestingly, before the experiment started, managers estimated production would drop 2.6 percent. However, after the six-month trial was completed, productivity went up one percent and those working under the hybrid model had a higher satisfaction rate, while attrition was lowered by 35 percent. This lowered attrition rate was especially notable as it was estimated that for Trip.com, each person who would quit cost the company approximately $30,000 and the lowered attrition rate could save them millions of dollars a year.

Nicholas Bloom, an economist at Stanford University and one of the foremost researchers on hybrid policies, comments on the results in a Stanford news report, “This study offers powerful evidence for why 80 percent of U.S. companies now offer some form of remote work and for why the remaining 20 percent of firms that don’t are likely paying a price,” Bloom writes.

And there is one group of employees who make up roughly half of the working population and particularly benefit from the flexibility that comes with a hybrid work model—women. That’s because it’s women who take on a disproportionate share of home and childcare responsibilities.

Polls indicate that women prefer either fully remote or partial remote work at a rate 10 percent above men. And a study conducted by International Workplace Group found that 72 percent of women would look for a new job if their employer moved away from a hybrid work model. This is not only a statement about how women view a hybrid work model, but also a bright flashing neon sign for employers trying to attract and retain talent.

The International Workplace Group study uncovered that 90 percent of women say that hybrid work “serves as an equalizer in the workplace.” Half of the respondents reported being a caregiver and that because of that, flexible work arrangements allow them more opportunity to balance their role as an employee and the many responsibilities that come with caregiving.

A CNBC article quoted Sallie Krawcheck, Ellevest co-founder and CEO, as she spoke to a group of CFOs in New York City about remote work and the push to return employees to the office. “If we want to go back to the way it was, then acknowledge that you know it works mainly if you’re a man and have a wife at home.”

Although employee satisfaction can increase and attrition rates can drop with a hybrid model, it is clear that not everything can be done as well remotely as it can when people are in the office. Some CEOs are convinced that collaboration and impromptu meetings are more likely to take place when employees are in an office. There is also additional effort needed to coordinate work with remote colleagues, which can lead to missing out on subsequent conversations and minor decisions.

Most agree that there is also a feeling of disconnect that can come from working remotely. The Harvard Business Review recently looked at loneliness in the workplace and how companies need to address it with communal lunches and happy hours rather than more team meetings. And consider the impact on creativity that comes from remote working. While people can have brainstorm sessions using technology, important parts of the creative process—like a fluid conversation in a room or spontaneous sidebars between participants that can lead to new ideas—are not easy to replicate through a computer screen.

Another quality that is critical to the health of a company—but hard to pull off remotely—is creating and maintaining a work culture that makes a company distinct. Both during the pandemic and coming out of it, many employees would have worked together in the office and knew how to work effectively with one another. The question is, how does this culture survive if new employees work remotely? This issue is further complicated as those longer-tenured employees move on. This not only impacts culture but also corporate knowledge, values, expectations, and how to socialize new employees. All of this is important not only for retaining employees, but for recruiting new ones.

So, if neither a complete return to office nor a fully remote approach seems to be the choice of most companies, the question for employers becomes, how do they make the most of a hybrid work model for their business? There are a few things employers should consider. Firstly, the hybrid work model is not a one-size-fits-all approach. Factoring in employees, the work, and the team will make it easier to understand what elements are necessary and what are not. And once a hybrid model is in place, it’s important to avoid mixed messages such as saying that meeting in-person is “preferred.”

Finally, there is always the question of how to motivate employees who work remotely. Intrinsic motivation does not come from a games room, a free lunch, or online team games. It’s built on pride and purpose in the work and trust in the relationship. Companies need to make it a point to use sincere compliments and encouragement to motivate employees wherever they are working. And going into the future, it’s important to acknowledge that there are new norms that must be clearly communicated to help sustain the corporate culture and keep employees productive, motivated, and happy to be at work—wherever that is.

The post The New World of Work<p class="company">Helping Hybrid Teams Deliver</p> appeared first on Business In Focus Magazine.

At first, the current state of the Canadian real estate sector may not seem immediately troubling. According to national statistics gathered by the CREA (Canadian Real Estate Association), Canadian home sales activity increased 7.7 percent month-over-month as of October, the highest since April 2022. Home sales in the Greater Toronto Area (GTA) and the Lower Mainland area of British Columbia saw the greatest increases; however, this is in conjunction with both the number of newly listed properties decreasing by 3.5 percent and the actual national average sale price increasing year-over-year by 6 percent.

When one delves a bit deeper, there are some aspects that are not as positive. Margaret Craig, a real estate advisor for international firm Engel & Volkers, says that, while more expensive markets like Vancouver or the GTA are transitioning to buyers’ markets as of 2024, more affordable markets like Halifax, Nova Scotia or Regina, Saskatchewan are still sellers’ markets. “Higher home prices in the former areas continue to price many Canadians out of the market,” Craig says, with affordability being an even greater concern for younger Canadians who face increased barriers to home ownership due to rising property prices. As a result, many young Canadians are deciding to delay purchasing a home or are choosing to rent instead.

In late 2024, two announcements were made that promise to impact prospective homeowners, as well as the country at large. In October, an initiative called the 2025-2027 Immigration Levels Plan was introduced by the Honourable Marc Miller, Canada’s Minister of Immigration, Refugees and Citizenship. In a press release, the plan was described as one that will pause Canadian population growth on a short-term basis by introducing controlled targets for temporary residents and permanent residents alike. This is a response to the country’s intentional influx of workers from outside Canada, who were sought out to help businesses recover from the economic impact of the COVID-19 pandemic.

Some four years after the height of pandemic lockdown measures, the Canadian government is looking to institute the plan to create a marginal population decline of 0.2 percent in the coming two years, a difference of more than 100,000 permanent residents and over 400,000 temporary residents. This temporary reduction is being made with the intention of eventually returning national immigration to a steady incline, with further goals to transition temporary residents into permanent ones. In a statement, Miller says that, “While it’s clear our economy needs newcomers, we see the pressures facing our country, and we must adapt our policies accordingly.”

Craig says that immigration has been important in offsetting Canda’s aging population while simultaneously being the most significant factor in the Canadian housing crisis. As Canada welcomes three times more immigrants per capita than the United States, “the massive scale of in-migration makes it extremely difficult for housing supply to keep up.” Therefore, the federal government’s plan to slow down immigration may help to reverse this problem without creating new difficulties.

On December 11, 2024, the Bank of Canada issued a press release announcing that it had reduced its target for the overnight key interest rate to 3.25 percent, a basis point cut of 50. In the third quarter of the year, BoC says that the Canadian economy grew by 1 percent, which was below its projections and came in front of projected weakness in the fourth quarter. “Third-quarter GDP growth was pulled down by business investment, inventories and exports,” the press release says. However, consumer spending and housing activity both picked up (data supported by the CREA), which suggests that lower interest rates are beginning to boost household spending.

Several factors are cited by the Bank of Canada as being influential to its December decision. One is that the federal unemployment rate rose to 6.8 percent as of November, as employment grew slower than the actual jobs available. Also, reduced immigration levels through initiatives like the Immigration Levels Plan may cause GDP growth in 2025 to be below the Bank’s forecast. “The effects on inflation will likely be more muted, given that lower immigration dampens both supply and demand,” the Bank of Canada says. Temporary suspension of GST and changes to mortgage rules will likely affect demand and inflation further as well. It also says that the possibility of the incoming Trump presidential administration in the United States imposing new tariffs on Canadian exports will further cloud the economic outlook.

Accounting firm PwC (PricewaterhouseCoopers) Canada reports that the housing industry’s future is decidedly mixed, with a litany of factors contributing to the strength or weakness of a particular area’s real estate outlook. The report goes on to say that when it comes to the condo market, “While some interviewees noted Canada’s rapid population growth will support an eventual recovery for the condo sector in subsequent years, there’s added uncertainty about the outlook for consumer demand.” This is especially because of initiatives like the 2025-2027 Immigration Levels Plan that are looking to address immigration.

The report says that these current trends in real estate reflect a larger shift in the market because of how long national interest rates have been high. Real estate is currently seen by many potential investors as not worth the risk or investment, leading to other avenues being preferred over it. Other factors and trends influencing current attitudes toward Canadian real estate include housing affordability, demographics, supply and demand, environmental sustainability (especially as it relates to natural disasters and insurance), and even the rise of technology like generative AI. This has also led to investors in real estate branching out to more niche opportunities, such as data centres and student housing, to provide greater yield on investment.

New mortgage rules announced by the Canadian government are targeted toward improving affordability for first-time home buyers and providing relief to current homeowners. The changes include insured mortgages for up to $1.5 million, dropping the minimum down payment to $75,000 down from $200,000 on homes priced at $1,000,000, and the ability for lenders to offer 30-year amortizations on insured mortgages for first-time homebuyers purchasing new builds. Craig says that anyone with a variable mortgage would see relief because of the recent rate reduction, but fixed rates were stable as they are primarily tied to bond yields, which are performing well.

While making changes to immigration is a strategy that Canadian officials hope will encourage greater spending in the real estate sector, time will tell whether this plan will bear fruit in the way that the government foresees. The Bank of Canada’s announcement in late January 2025 will surely set the tone for what will likely be a critical year for all involved and for those watching intently from outside the homeowner’s perspective.

The post Canada’s Real Estate Crossroads<p class="company">Navigating Policy Shifts, Immigration, and Market Trends</p> appeared first on Business In Focus Magazine.

The county enjoys a strategic location along the east coast’s I-95 corridor, which cuts directly through the community. “We’re nestled right between New York and Washington, DC,” says County Executive Robert Cassilly. “We’re an hour and a half from DC and another hour and a half from Philadelphia, a little bit more to New York. We’re just about 30 minutes from the port of Baltimore and the BWI Airport.”

Aberdeen Proving Ground (APG) is the county’s number one employer. Spread over 72,000 acres, the remarkably diverse megabase is a center for research, development, and testing for the U.S. Army. “We were a farming community up until about 1911, when the Defense Department chose us for Aberdeen Proving Ground and Edgewood Arsenal,” Cassilly says. “So, we’ve had 100-plus years of mixing the local farming community with a really international community.”

As a leading center for science and technology, the base draws industry experts from all over the world. “That has enriched our community in so many ways,” says Cassilly.

And these scientists and engineers are primarily civilians. “They’re only about five percent active military,” says Economic Development Director Karen Holt.

Many of these industry experts choose to remain in the area, contributing to the local economy. “They like it here, so they’re going to stick around,” Cassilly says. “We’ve got a lot of great high-tech engineering; it’s not all necessarily defense.” Indeed, local workers are developing everything from airport security scanners to a better blood transfusion system. “You name it, there are just so many areas that these engineers are involved in,” he says. “And of course, each one of them spawns more jobs because they all have people working with them. So APG has benefited us tremendously and it’s made us a unique community with the capabilities that we have to support employers. I think a lot of employers appreciate that you’re getting a really good workforce when you come to Harford County.”

This tech-focused community supports a strong education sector. “We have a wonderful public school system throughout the entire county,” Cassilly says, “and we have a wonderful community college that is focused on workforce development but also supporting our businesses and their educational needs.”

In addition, Towson University, part of the University System of Maryland, has a campus in Harford County. “Our school system produces a great workforce,” Cassilly summarizes. “Families turn out kids who are responsible, hard workers, well-disciplined, and then our schools match that up with a strong education in the STEM areas. We’re gifted on the economic development front just walking in the door.”

Residents also enjoy a high quality of life in Harford County, where recreational opportunities abound. “We’ve got a number of great state parks and large preserves,” Cassilly tells us, and the community has made a concerted effort to keep land undeveloped for public use. “We preserved 65,000 acres of farmland, so we’ve got some beautiful open spaces out there for people to enjoy.”

Trails run throughout the community—some converted from old railroad tracks and others that follow the county’s scenic waterfront. Designated a National Historic Trail, the Washington–Rochambeau Revolutionary Route runs through the county, marking where George Washington and Jean-Baptiste de Rochambeau marched their armies.

The Chesapeake Bay borders Harford County, so residents have ample opportunity to fish, boat, crab, and enjoy gorgeous views. The Susquehanna River, Gunpowder River, and Bush River all flow through the county and into the Chesapeake, providing even more options for water recreation. Deer Creek, a smaller body of water that runs through the center of the county, is ideal for kayaking, canoeing, tubing, fishing, and swimming.

Havre de Grace is arguably the county’s best-known waterfront attraction. Set where the Susquehanna River runs into the Chesapeake Bay, this quaint, historic town is a tourist’s delight, offering everything from locally owned shopping and dining to bird watching, fishing, boating, watersports, and quaint strolls down the scenic boardwalk. Popular sites to visit include the Concord Point Lighthouse, the Decoy Museum, and a number of historical sites showcasing the town’s role in the War of 1812, local African American culture, and the community’s maritime history.

The county is also known for its sports history, which has led to a substantial amount of sports tourism. “We have a strong foundation in athletics,” Cassilly says. Baseball legend Cal Ripken Jr. is from the city of Aberdeen and World Champion figure skater Kimmie Meissner started skating in Bel Air, another municipality in Harford County. And the county’s park system includes fields utilized for soccer and lacrosse tournaments, drawing a large number of visitors each year.

Agricultural tourism is also booming in Harford County. “We’ve really blossomed in our agricultural tourism, where a number of our farms serve as breweries or wineries, wedding venues, and the like,” Cassilly says. Performing arts enthusiasts will also find a wealth of entertainment, including a local symphony orchestra and live theater.

Perhaps most importantly, Harford County residents are eager to welcome newcomers. “[We have] a very friendly population,” says Cassilly. And this population is eager to get involved at the local level. “Our volunteer base is just second to none—from volunteer firefighters to church volunteers, parks and rec volunteers, PTA volunteers. I think that’s probably our biggest selling point.”

Looking ahead, County leaders are eager to continue to support the local tech industry. The Harford County-owned CONVERGE Innovation Center has recently received funding for upgrades including a biomanufacturing incubator. “We are part of a regional designation as a tech hub in the Greater Baltimore region,” says Holt. “We see real opportunity to leverage these assets in our backyard and make the CONVERGE center an area where we can commercialize and look at tech transfer for these technologies.”

Located near Aberdeen Proving Ground, the center connects the government and private sector. “CONVERGE is where they converge—the high-tech government and those private sectors,” Cassilly explains. “They can come together and work together… We can bring speakers in, we can have classes, folks on post can come off post to either teach or attend a course or a lecture, and the folks off post can do the same thing. So, it’s a great location for all these people to work toward success, and it’s right off I-95. You’re probably 30 seconds away; once you pull off the interstate, you’re in the parking lot.”

Bringing industry together certainly makes sense for a community committed to supporting local businesses and workers. “We’re really focused on trying to provide support to the employers who want to be here and also the employees who want to remain here, so that they can align the skills that the employer needs with the folks in the job market,” Cassilly says. “We are working very hard on that.”

This mission will include an effort to spread the word about all that Harford County has to offer, so that it keeps attracting the best and brightest. “We really need to continue to get our story out,” Cassilly says. “Because it’s a great story.”

The post A Tech and Recreation Destination<p class="company">Harford County, Maryland</p> appeared first on Business In Focus Magazine.

Kleen-Tech’s story began humbly in the mid-1990s. As Vaughan explains, “Kleen-Tech was started in the mid-90s by a couple that had a relatively small janitorial company.” The business aimed to provide reliable and consistent janitorial services to local clients, growing steadily through word-of-mouth and repeat business. In the early 2000s, Brad Brandt joined the team and led the company to significant growth, achieving $27 million in revenue over two decades. Brandt’s leadership helped secure major state, local, and federal government contracts, including one with the Department of Energy. However, the company’s trajectory shifted in 2019 when Vaughan, alongside a group of investors, purchased Kleen-Tech. Since then, it has undergone rapid expansion, completing eight acquisitions and scaling to approximately $100 million in revenue.

One of the key factors behind Kleen-Tech’s success is its comprehensive range of services. Vaughan highlights the company’s primary focus, saying, “The majority of our work is nighttime janitorial and day porter services.” These core services are complemented by specialized offerings such as high-rise window cleaning, light tenant improvement work, cleanroom cleaning, and even landscaping services. By covering such a diverse range of needs, Kleen-Tech has established itself as a one-stop solution for many clients.

A critical aspect of Kleen-Tech’s success lies in its people. With a workforce of approximately 2,000 employees spanning 20 states, the company’s culture is deeply rooted in its guiding principles. Vaughan says, “The most important thing we do day in and day out is making sure our people are known and cared about—we’re in a people business.” This ethos has driven initiatives like Kleen-Tech Cares, a program that provides financial support to employees facing emergencies such as car repairs or rent shortfalls.

“It’s about knowing your people and teaching them how to be their best,” says Vaughan. By fostering a supportive and transparent work environment, Kleen-Tech has created a culture where employees feel valued and motivated.

Employee development is another cornerstone of Kleen-Tech’s culture. The company focuses on promoting from within, ensuring that employees have opportunities to grow and advance their careers. “One of our Vice Presidents started off as a janitor in the company six years ago,” shares Vaughan, and such achievements underscore the company’s dedication to employee development and its belief in recognizing and nurturing talent from all levels of the organization.

These efforts have paid off, with Kleen-Tech enjoying a significantly lower turnover rate than the industry average. While the typical turnover rate for janitorial staff exceeds 200 percent, Kleen-Tech’s rate is under 90 percent.

Transparency and continuous improvement are also integral to Kleen-Tech’s operations. The company employs a system called “Raise the Flag” (RTF), which ensures that any incident or issue is promptly reported, documented, and addressed with a long-term solution. Vaughan explains, “We want any incident to be reported and find a permanent, long-term fix so that it doesn’t happen again.” This proactive approach not only enhances service quality but also instills confidence in clients who can trust that their concerns will be handled promptly and effectively. This system has been a game-changer in reducing repetitive issues, which Vaughan describes as “building trust not just for the present but for the future.”

Kleen-Tech’s ability to differentiate itself from competitors lies in its unique combination of strong systems, skilled people, and a commitment to excellence. Vaughan notes, “In some ways, janitorial services are often viewed as a commodity, but we set ourselves apart by performing at a high level and taking care of our people.” This dedication to quality and care extends to every aspect of operations, from hiring and training to client interactions. For example, Vaughan describes a recent instance where a team went above and beyond to accommodate a client’s urgent request for additional services, showcasing the company’s adaptability and commitment to customer satisfaction. “A client needed last-minute service adjustments for a high-profile event,” he explains. “Our team stepped in, not just meeting the request but exceeding expectations.”

Looking to the future, Vaughan envisions continued growth through both acquisitions and organic development. Over the past five years, Kleen-Tech has scaled from $27 million to $96 million in revenue, with much of this growth driven by strategic acquisitions. Vaughan emphasizes the importance of professionalizing smaller companies during acquisitions, stating, “We’re able to put in systems and processes that help clients and employees alike, giving employees opportunities for growth they wouldn’t have had with a smaller company.” He cites a recent acquisition in the Midwest as a prime example of how integrating new teams into Kleen-Tech’s systems has improved both employee satisfaction and client outcomes.

As Kleen-Tech builds on its successes, the company plans to expand its sales team and strengthen its emphasis on organic growth. Vaughan expresses confidence in the company’s trajectory, saying, “We think we can be a $300 to $400 million company in the next five years.” By leveraging its established expertise in acquisitions and maintaining its commitment to quality and innovation, Kleen-Tech is well-positioned for continued success. This ambitious goal is rooted in the company’s belief that strong operational foundations enable scalable growth.

The janitorial and facilities management industry is rapidly evolving, with increasing demand for sustainable practices and technology integration. Vaughan believes that Kleen-Tech is uniquely equipped to address these challenges thanks to its forward-thinking approach and dedication to continuous improvement. “We’re always looking at ways to incorporate greener practices and smarter technologies into our services,” he says. “It’s not just about meeting client expectations; it’s about exceeding them.” Innovations include adopting eco-friendly cleaning products and exploring robotic automation for repetitive tasks, enabling better resource allocation and efficiency.

Vaughan also stresses the importance of client education in this changing landscape. Many clients focus on cost alone, missing out on the added value a company like Kleen-Tech provides. “When you’re thinking about your janitorial services, it’s important to think about the people who will be in your buildings and interacting with your employees daily,” he notes, adding that prioritizing culture and employee care directly translates to better outcomes for clients. This holistic approach ensures that Kleen-Tech’s clients receive not only exceptional service but also a partnership built on trust and mutual respect.

Another key area of focus is sustainability, with Vaughan highlighting Kleen-Tech’s ongoing efforts to reduce environmental impact. “Clients are increasingly looking for partners who align with their sustainability goals, and we’re ready to meet that demand,” he says. Kleen-Tech has invested in green certifications and training programs to ensure its teams are equipped to meet these expectations.

Ultimately, Kleen-Tech’s success can be attributed to its unwavering commitment to its people, processes, and principles. From humble beginnings to a thriving enterprise, the company’s journey reflects a dedication to excellence and a vision for a better future. With Vaughan at the helm, Kleen-Tech continues to set the standard for the janitorial and facilities management industry. As the company looks to the future, its focus on growth, innovation, and employee care promises to keep it at the forefront of the industry for years to come. By creating a blueprint for excellence in a challenging sector, Kleen-Tech has not only solidified its position but has also set an inspiring example for others in the industry.

The post From Humble Beginnings to Industry Leadership<p class="company">Kleen-Tech</p> appeared first on Business In Focus Magazine.

As pretty as a picture in Autumn with millions of trees gleaming in every shade of amber, this exquisite part of America is every bit as rewarding to live in as it is welcoming. Bordering Massachusetts, New Hampshire, Connecticut, New Jersey, and New York, its name was inspired by the two shire towns that form its county seats, the North Shire of Manchester and the South Shire of Bennington in the southwest. These days, it is also sometimes known as Bennington County. While Manchester is known for outstanding recreation and shopping, Bennington is the center of industry, with sectors in healthcare, government, professional services, and higher education.

The region is so hospitable that its Chamber of Commerce, which has served 17 towns throughout the region since 2020, leads by building inclusion, engagement, and collaboration amongst community members and their businesses. As part of its drive to achieve a series of impressive development goals by 2027 and beyond, it recently appointed a relocation and retention specialist, Luis Lascari, who is in charge of the office’s specialty concierge service for people looking to move here. Acting as a link between the recruitment agencies and human resource departments of local businesses and potential newcomers, the service not only aims to bring people to the area; it also establishes a sincere friendship with those who take the leap. In the process, Lascari supports potential newcomers and their families with everything they could possibly need to get established and integrate into the community.

Local businesses join in the efforts, providing vouchers and small tokens of welcome which people receive on Lascari’s first visit to their new homes. “People know their neighbors here,” he says. “From afar, it looks like a Hallmark movie.” Himself a recent new arrival from Texas, Lascari understands the challenges of arriving in a new place without established networks. “I’ve been working here for eight months, and I feel like I know half the town already,” he shares.

The idea of such a personalized service is to help people understand what life here is like once they are settled. But the service goes beyond that, creating a genuine sense of belonging for newcomers by rehumanizing the entire relocation experience through sincere interaction and community gatherings. Learn more information about the program by visiting relocatetovermont.com.

One of several such programs that were created to connect people across the area’s towns is the Shires Young Professionals organization. With over 100 members, the group helps new young Vermonters connect for some well-deserved rest and relaxation, play dates for their children, and other social encounters.

“There are many reasons why people move around. But we believe that the reason they stay is that they have at least three to five friends in town,” says Matt Harrington, Executive Director of the area’s Chamber of Commerce.

Offering outstanding quality of living, the area’s easy access to Boston, New York City, the Capital Region of New York, Western Massachusetts, and other economic centers makes it a no-brainer for many searching for a richer, gentler pace. From taking a quick glide down a ski slope to walking to work with a friend or a partner to enjoying one of the area’s famous festivals, outdoor living is part and parcel of everyday life here. And, with hybrid working models becoming the norm, having the time to actually enjoy such pleasures is becoming increasingly possible for more people.

The area is by no means stuck in time, however. A growing number of big names, including Hoffman Car Wash, VIP Tires & Service, Starbucks, Chipotle, Harbor Freight, Marshalls, Ocean State Job Lot, and more have tapped the region for new franchises while KFC, Taco Bell, Walmart, and Burger King have spruced up their local facilities.

Harrington adds, “I think when major brands like Starbucks, Chipotle, and Marshalls choose to invest in our region, it’s a clear signal of the area’s potential and viability. These companies conduct extensive market research and site selection before making a move, and their presence paves the way for even more investment and growth. When they take notice, others should too—now is the time to invest and be part of the momentum.”

Considering the in-depth research that precedes such large investments, all economic indications point toward robust growth in recent years. While Vermont’s current population is 650,000, the various state partners aim to increase this number by about 150,000 over the next few years to reach 802,000. “This region is positioning itself as a hub for economic vitality as part of the state’s initiative to increase the population,” says Harrington. And while there are concerns amongst some that big internationally-known franchises could cost the area its rural charm, the Chamber of Commerce’s research shows that strategically placing such stores means that younger generations traveling between big metropoles are more likely to turn into the area if they know there is a Starbucks nearby—especially if it is the only one for 30 miles.

Even more interesting is that Bennington’s sister town, Manchester, which was once known as an outlet mall for big brands, has seen a dramatic shift in its retail landscape as online shopping drove big brands out of stores and onto the internet. The surprising result is that small, local brands like Vermont Teddy Bear, Vermont Flannel, Danforth Pewter, Teasel Wood Design, and many others are moving in, answering people’s need for authenticity and boutique-style quality.

The area has made a strong recovery from COVID, but it’s not entirely back to business as usual. The lasting effects of recent challenges are starting to emerge, highlighting what Harrington describes as a counterbalance to the hard-edged global trends—such as artificial intelligence replacing personal service in large national and multinational companies. This shift underscores people’s growing need for genuine human connection. “That’s the world we’re moving toward,” he says. “One-on-one, heart-to-heart, human-to-human connection.”

It is against this backdrop of taking sincere stewardship of its region that the Chamber of Commerce makes the health and well-being of local businesses its business. To this end, the Chamber stays abreast of what is happening with the workforce—recruitment, entrepreneurship, training, succession, and more. With regard to the latter, the Chamber of Commerce ensures that it retains legacy businesses in the area by giving existing owners the tools they need to secure a smooth transition between current and future owners.

The Chamber has also responded to member feedback by getting involved in a new leadership institute that will be launched next year, providing the region’s younger workforce with the skills they need to successfully lead local businesses into the future.

In addition, the Chamber is committed to transforming diversity into a superpower by creating opportunities for its communities to gather. It is on a mission to facilitate and encourage open conversations that get people to understand and overcome their differences. “We are asking questions like, ‘How do we bring more community together to heal and to grow from one another?’” explains Harrington, making it clear that the exercise is not about being politically correct per se; instead, wholesome civic discourse is the way forward for the region to prosper.

“In entrepreneurial systems… diverse thought is more powerful than having a homogenous company or community,” he says, pointing out that there is tremendous value in embracing diverse thought.

Soon to come is an entrepreneurship boot camp called Start Up Academy that will teach participants how to develop business plans and employ other strategies for success. Word has it, there could even be cash prizes at the end to help launch such new enterprises.

Of course, in response to all this rapid growth, local contractors are up to their elbows in housing construction. With phase one of the $50,000,000 Putnam Block redevelopment complete and phase two coming up next year, the region is being treated to an upmarket mixed-use development over four acres of safe and bustling downtown space, complete with healthcare, retail, dining, shopping, and easy living like no other development around. There is also a high school that was converted into 100 living units, amongst other projects close to being ready for occupants. Looking to further establish Bennington as the region’s anchor city, the Chamber is very enthusiastic about the town’s future.

With the health and happiness of local communities and their businesses as its ultimate focus, the Chamber of Commerce and its agents are genuinely passionate about their mission. And considering how well the region embraced new ideas and technology during COVID, it is clear that everyone else is equally passionate. The Chamber’s confidence is rooted in the area’s strong sense of community, its progressive values, and its exceptional public safety rankings, which place it among the top four regions in the country—key factors driving people’s interest in relocating to the area.

By empowering old and young alike to work, play, and stay together, and above all to develop the leadership skills the region needs to create sustainable prosperity, the Chamber of Commerce is dedicated to the region’s future in a mindful and pragmatic way. As such, Harrington and his team are committed to the concept of teaching collaboration as a business and social skill. “We don’t just move people here and throw them to the wolves,” he says. “We want you to fall in love with Vermont.”

The post Your Best Friends in Vermont<p class="company">The Shires of Southwestern Vermont</p> appeared first on Business In Focus Magazine.

In August 2023, the organization officially changed its name to Go Goshen to unify the branding of its four areas of service: economic development, Chamber of Commerce, Main Street program, and tourism. CEO Brian Young says that having these four key aspects under one umbrella is important for the new branding to communicate, as the previous name was felt to emphasize only the economic development aspect of its operations.

Indeed, when it comes to the city of Torrington, as well as Goshen County’s other four municipalities, Go Goshen has so much more than just economic development to offer its corner of Wyoming.

The Go Goshen name change came about after several other entities in Wyoming and nationally began using names that expressed forward momentum and a focus on action (Forward Cody, Advance Casper, Cheyenne Leads). Also, being a much shorter name, the crisp “Go Goshen” rebrand will help businesses and visitors alike. On top of the rebrand, the organization hired a marketing firm to help spread the word, along with commissioning a new website to suit its revitalized image. So far, the rebrand has achieved the goal of bringing the agency’s various programs under one roof, which represents a symbolic coming together as well as a large step forward for ease of access, advertising of local businesses, and brand recognition.

A boom in Goshen County
Much has changed for the better for Go Goshen, beyond its new name, since Business in Focus’ previous article in 2019. Only five years ago, Goshen County boasted just one business in its expansive Cold Springs Business Park; now, ground has been broken on a fourth new business in the park, the second within the past year.

Bomgaars, a farm and ranch supplier, is one of those four. Each site ranges in size from around 1.5 to 3.35 acres and with plenty of room for neighboring businesses. Activity is picking up as well as awareness, Young says, with more enterprises and a growing population making the area more attractive to new businesses. The development is slated to continue, and with over 20 lots available, Young anticipates more success to come.

In the meantime, the downtown area of Torrington has continued to thrive. Despite many other small-town Main Streets across America taking a hit due to new business drying up, Young says Torrington’s Main Street has only continued to flourish. Thanks to Go Goshen’s Progress Program, a local matching grant for economic development projects, many businesses can now afford renovations like remodeling and new signage, creating a vibrant downtown area distinct from other locations in the country.

Building on success
Community activities continue to bring life and presence to the various areas comprising Goshen County. Young says that between two and three thousand people were recently on hand for Halloween festivities in the Main Street area, and a similar number were present at the Christmas parade. He also shares with us the success of a recent summer concert series in Torrington and other municipalities, thanks in no small part to local community sponsors.

The continuation of the quarter-penny sales tax, too, has been advantageous for the community after originally being implemented in 2006. Young says that it continues to be important in a political environment where it’s tough to get new taxes passed, and that Go Goshen’s ability to do so reflects its role as the steward of these funds.

For new businesses seeking a home, Young says that Goshen County is a business-friendly environment, especially with its relaxed zoning requirements. “The State of Wyoming has no personal or corporate income taxes, which is big, especially if you live and work here,” he says, noting that this tax opportunity is rarely offered in America today. And Goshen County sports an abundance of natural resources with low land prices, especially compared to its neighboring states and nearby metropolitan areas. One can locate a business in Goshen County, enjoy a tax and zoning-friendly environment, and still be close to big-city amenities.

Through it all, Goshen County maintains a small-town feel that so many areas regret losing. The past five years have been tumultuous for countless businesses across the world thanks to COVID-19 and its repercussions. Thankfully, the county was able to weather the storm far better than many other communities, says Young.

Most counties in Wyoming saw a decrease in sales tax revenue during the pandemic, while Goshen did not. This may have been because Goshen County is largely agricultural and less susceptible to the cycles of boom and bust that the oil, gas, or mining industries bring. While the exact reason is still unclear, Young says that the big lesson of it all is that the economic climate in Goshen County has survived many ups and downs. “We can rise through economic challenges of any size,” he says.

Careful growth
Having begun his tenure as CEO on September 1, 2024, Young has big plans for Go Goshen but is mindful of impacting the precious small-town feel of the five communities in the county. Nevertheless, heading into 2025, Go Goshen will look to grow the businesses already present while welcoming new ones—especially from industries that will provide work for young people from the area who want to stay close to home.

Having been in Wyoming for a while himself, as well as a business owner in a state that imposed both corporate and personal income taxes, Young says that this makes a huge difference for people in his former position. He also refers to Goshen County’s smaller population but sizeable land area when he adds, “This is a really good state and county to do business in.”

To be sure, Goshen County has a good story and a new brand that can get that story out. It offers an affordable environment in a nation rapidly becoming increasingly unaffordable. There are so many reasons to Go Goshen.

The post A Rebrand That’s Putting the ‘Go’ in Goshen<p class="company">Go Goshen</p> appeared first on Business In Focus Magazine.

“I can’t even put it into words,” said Mayor Colberg to the Drumheller Mail when she was first elected in October 2017 in a landslide. “It’s such a surreal feeling. I wanted the best job in Drumheller, and I got it.” She secured a second win in 2021, and the next municipal election will be held this October.

Saying that she didn’t have an agenda when she was first elected into office, Mayor Colberg—who comes from an entrepreneurial family—immediately tapped into her business skills, people skills, and years of community involvement to make Drumheller an ideal place to live, do business, and become “the Cleanest, Friendliest, Most Sought-After Community in Alberta,” Every day she strives to reach this vision.

And it seems all her efforts, and those of the Town’s six councillors and staff, are paying off.

“I was actually giving back on behalf of my family,” says Mayor Colberg. “We are all part of this incredible adventure, and I can say I have the best job in the valley, and I truly do. What we have set up for the future of this community—this Administration, and these past two Councils—is a great roadmap, so there are things in place for the next five years. We set the future up for great success, and that’s the one thing I’m most proud of.”

Past meets present
For decades, coal mining was the area’s main economic driver and made Drumheller what it is today. Active from 1936 until its closure in 1979, the Atlas Coal Mine is today a National Historic Site. Welcoming thousands of visitors annually, the mine—Canada’s most complete historic mine and home to the nation’s last remaining standing coal tipple —is famous for its exciting tours and exhibitions.

In addition, last year saw the reopening of the Star Mine Suspension Bridge. Originally built for coal miners in 1931, the 383-foot-long (117 m) pedestrian bridge is an important part of the area’s history.

An enormously popular tourist destination, Drumheller boasts the historic mine and many other attractions. The Royal Tyrrell Museum of Palaeontology is the country’s sole museum dedicated to studying ancient life and has a massive collection of over 160,000 catalogued fossils. Standing high above the Drumheller Valley is Tyra, the world’s biggest dinosaur. Measuring 86 feet (25 m) tall and 151 feet (46 m) in length, Tyra is big enough to hold a dozen people at once in their formidable jaw.

“We pride ourselves on being the ‘Dinosaur Capital of the World,’” says Drumheller’s Manager of Economic Development, Reg Johnston. “That started with the Royal Tyrrell Museum, a world-class museum that continues to add exhibits.” To promote the area, the Town works closely with Travel Drumheller and Travel Alberta.

Not to be outdone, Drumheller is also home to the Badlands Amphitheatre. Better known as the Badlands Amp, it remains Canada’s largest outdoor stage. On a site spanning over 400 acres (1.62 square km), it is home to rock and classical concerts, and events like the Roots, Blues & Barbecue festival, the Badlands LightFest complete with fireworks, and many more.

“We are so full in the summer that we swell from 8,000 people to a million, and we are trying to encourage people to our shoulder seasons because we are so blessed to be as congested as we are in the summer,” says Mayor Colberg, adding that one out of every 6.7 jobs in the region is related to tourism.

A place to grow
With a population of 8,430 and rising, the Town of Drumheller is fast becoming popular with new residents and businesses alike. In 2017, the Town had 171 listings on the MLS (Multiple Listing Service); this past December, there were just 26 houses for sale.

“It’s a sellers’ market now,” says Johnston. “Our current vacancy rate for rentals is under one percent. We’ve been working hard on housing strategy for about two years, trying to encourage new building, and have seen lots of growth.” Today, it isn’t uncommon to see bidding wars and prospective buyers making sight unseen offers.

“People really want to live here,” adds Communications Officer, Erica Crocker. “We’ve had young couples and families move out of city centres to our Valley to increase their quality of life. They purchase these homes with smaller mortgages and can transform them into the home of their dreams.”

The cost of living is also lower than that of larger centres like the cities of Chestermere and Calgary, which are only an hour to an hour and a half away. Indeed, affordability, accessibility, reduced congestion, and a laid-back, stress-free lifestyle are just some reasons why young and old alike are coming to the area. Seniors are coming for the many amenities, including a first-class hospital with a cancer clinic and dialysis, a golf course suitable for older persons, and the Drumheller Pioneer Trail Senior Centre for persons 50 and over.

Stating publicly that there is a need for developments like condos or townhouses designed for people to transition out of their homes, the Town of Drumheller is also making way for future development. This includes cleaning up the site of an old hospital, the former public works yard, and an old school.

The Mayor and Council are specific on who they want to build on these lots, since tax dollars paid for the property and clean-up. “We want to make sure that anything that goes there is very dense,” states Mayor Colberg. “We want the right investors and builders to develop the sites.”

Setting the stage for business
The area is home to two business parks, the Rosedale Industrial Park Subdivision—for which the Town is a developer—and Hy Grade Industrial Park. Both have seen plenty of momentum, with vacancies under five percent. Recently, two businesses, including an energy sector company, purchased lots in Hy Grade for development.

“Once we’ve got an established business in our industrial areas, they tend to stick around quite a long time,” says Crocker. “Our tax rates for businesses are competitive, and we have some incentives for new development as well. Drumheller is a thriving and wonderful community with a lot of family-operated businesses, and people who are not from the area fall in love with its charm and plant roots. We don’t see a massive turnover in our industrial areas; once they are here, they stick around, which is amazing.”

In Drumheller, business retention is not an issue. The Town is home to a hotel headquarters, a strong manufacturing sector including a plastics cluster, a transportation and logistics company, agriculture, energy sector companies, and many others, all providing a steady and diverse employment base. And much like the historic downtown area, vacancy rates are low because of strong demand.

Two years ago, Drumheller embarked on a major downtown revitalization and is now almost midway through the five-year plan, which will include a five-star hotel targeting the discerning traveller. “Over the past two councils, we have set the groundwork to get everything into play and programs ready to go,” says Mayor Colberg. “There are exciting years ahead, that’s for sure.”

Planning for the future, the downtown revitalization coincides with an $80 million flood mitigation program and the Rails to Trails project. The downtown and area improvements, which include beautifying roads into the valley, erecting new signage, and cleaning up derelict buildings, will be the culmination of all these efforts, and this summer will also see the connection of a major highway to the downtown core.

Harmony of life
At 108 square kilometres total (41.5 square miles), Drumheller is Alberta’s largest town. Covering such an extensive area has presented some issues with service and Internet connectivity, particularly in rural areas, but Drumheller was one of the first communities in Alberta to get 5G fibre-optic technology. This positions the Town to serve as an important technological hub, making it easier for work-at-home residents and businesses alike to stay connected. “Telus is a big supporter of us,” says the Mayor. “They’ve actually done commercials with Drumheller involvement.”

For many, Drumheller is synonymous with a superior, stress-free quality of life. A former Ontario resident, Drumheller’s Communications Officer Crocker moved to the Town 11 years ago and began working for the municipality. Like others, Crocker recognized Drumheller’s potential and work/life balance (which allows her to get to work in just three minutes!).

“It is such a great, harmonious size,” she says. “Everything you need is here. Anything outside the Valley walls is an adventure in the best of ways. This is the shortest commute to a job I have ever had, and I wouldn’t trade anything for it.”

To be sure, Drumheller is a year-round destination to live, work, and play. In the summer, you can get home quickly, go for a bike ride around the Valley, or go tubing on the river. In the winter, skiing and snowshoeing are at your doorstep.

Now, with less than a year remaining in her term, Mayor Colberg is excited to see the plans her administration has worked on over the years come to fruition. “The beauty is, we take these plans—they don’t go on a shelf and get dirty—and we go through them,” she says. “We make sure things are getting done, and that’s why it will be so great for the future council and administration—they don’t have to reinvent the wheel. It is super exciting. I really love my job.”

The post Turning Plans into Reality<p class="company">Town of Drumheller, Alberta</p> appeared first on Business In Focus Magazine.

Malcolm Fleming, Town Manager, emphasizes Erie’s commitment to creating “a vibrant and inclusive community where every resident feels connected, valued, and proud to call Erie home.” This vision is supported by a mission to deliver exceptional public service with honesty, efficiency, and compassion. These principles are further reinforced by core values such as “trust, reach, uplift, and embrace.” Together, they form the cornerstone of Erie’s organizational culture, reflecting the dedication and excellence of its staff.

“Our mission goes beyond providing services. We aim to foster a sense of belonging and pride among all residents,” Fleming shares, underscoring the town’s holistic approach to community building.

Fleming attributes the town’s success to the collaborative and service-oriented culture cultivated within its workforce. Staff are committed to delivering value for residents while adhering to the town’s vision and values, ensuring that every day is a step toward building a better community.

This focus on community pride and engagement is evident in various initiatives aimed at fostering a sense of belonging among residents. From welcoming new homeowners to ensuring long-term residents feel supported, Erie prioritizes creating connections that enhance the overall quality of life. The town’s leadership believes that when residents feel a sense of ownership and pride, it leads to stronger neighborhoods and a more cohesive community.

Julian Jacquin, Director of Economic Development, outlines the significant steps Erie has taken to address emerging community needs through comprehensive planning and resident engagement. In October 2024, the town updated its Elevate Erie Comprehensive Plan, a project two years in the making. The extensive process involved over 800 hours of advisory group time, 1,150 community touchpoints, and 33 public events. This robust engagement ensured the plan reflects the diverse needs and aspirations of Erie’s residents and businesses.

“Hearing from nearly 3,000 residents was pivotal,” says Jacquin. “Their voices shaped every aspect of the Elevate Erie Comprehensive Plan, ensuring it truly represents the community’s vision.”

The Plan serves as a blueprint for managing growth, preserving natural resources, and enhancing public spaces. By integrating feedback from thousands of residents, the plan ensures that decisions align with the community’s collective vision. Topics such as housing affordability, transportation, and environmental sustainability are addressed with actionable goals that aim to balance growth with maintaining the town’s character.

In addition to the comprehensive plan, Erie is updating its Parks, Recreation, Open Space, and Trails (PROST) master plan, last revised in 2017. This update reflects the town’s commitment to providing high-quality recreational opportunities for its growing population. Parks and trails play a vital role in promoting health, wellness, and social interaction among residents, making these updates a priority.

The town is also focusing on its unique asset, the Erie Municipal Airport. A recently updated Airport Economic Development Strategy aims to maximize opportunities for business and employment growth around the airport. By leveraging this asset, Erie hopes to attract industries that align with its economic goals while creating new jobs for residents. Finally, Erie’s biannual community survey provides valuable insights into residents’ priorities, further guiding policy decisions and resource allocation.

Erie’s recent transition to a Home Rule Charter marks a historic milestone. Approved by voters in 2023, this change allows the town greater flexibility in governance and economic development. As Jacquin explains, Home Rule enables Erie to utilize creative financing tools and expanded tax mechanisms that were previously unavailable.

“The transition to Home Rule is a game-changer,” says Jacquin. “It empowers us to pursue initiatives which support community programs while maintaining rigorous standards.”

One example is the recent approval of a five percent excise tax on retail cannabis sales, which lifts a longstanding moratorium and paves the way for up to two dispensaries. This initiative is expected to generate new revenue while maintaining strict zoning and licensing regulations. These funds can be reinvested into community programs, infrastructure, and public safety initiatives.

Another potential development includes a lodging tax to support the town’s first hotel, reflecting Erie’s strategic focus on enhancing both residential and commercial infrastructure. A hotel would not only meet the needs of visitors but also bolster the local economy by creating jobs and generating additional tax revenue. The move to Home Rule provides Erie with the autonomy to pursue these initiatives in a way that aligns with the community’s goals.

Indeed, Erie’s commitment to building excellence from the ground up has earned it several accolades. The town was named a Top Workplace by the Denver Post, a recognition based on employee surveys highlighting Erie’s positive workplace culture. This accolade underscores the town’s investment in its staff and their professional growth, which directly translates to better service for residents.

“Being named a Top Workplace speaks volumes about our culture,” Fleming shares. “It’s a testament to the dedication of our employees and their commitment to serving the community.”

Additionally, the Downtown Excellence Award from Downtown Colorado Inc. celebrated the innovative Town Center project, a mixed-use development that is reshaping the heart of Erie. This project exemplifies how public-private partnerships can drive economic growth while creating spaces that foster community engagement.

Additionally, both the Erie Police Department and Parks and Recreation Department achieved reaccreditation, affirming their adherence to rigorous standards and best practices. These achievements reflect Erie’s dedication to providing exceptional services while fostering community pride and engagement.

At present, Erie is experiencing remarkable growth, adding over 900 new residential units in 2024 alone, including 658 single-family homes. With a population now exceeding 40,000, the town anticipates doubling its size by 2050, reaching between 73,000 and 80,000 residents. This growth is being supported by strategic infrastructure planning, including water resources and utilities, to ensure sustainable development.

“Smart growth is our priority,” Jacquin emphasizes. “We’re not just adding homes; we’re building a community with the infrastructure and resources to support it.”

Indeed, the town’s housing strategy aims to address the needs of diverse demographics, including young families, professionals, and seniors. By offering a mix of housing options, Erie strives to create a community where individuals from all walks of life can thrive. And the emphasis on smart growth ensures that development does not outpace the town’s capacity to provide essential services.

On the commercial front, Erie has maintained a historically low vacancy rate of 0.5 percent, underscoring the high demand for business space. In 2024, the town welcomed 26 new businesses, building on the success of projects like the 9 Mile Corner development. This 45-acre mixed-use site features a Lowe’s, a King Soopers, other high-demand retail outlets, and 287 multi-family apartments, demonstrating the effectiveness of public-private partnerships.

Erie’s approach to commercial growth prioritizes attracting businesses that align with the community’s needs and values. From small local shops to larger retail establishments, the town’s diverse commercial landscape enhances residents’ quality of life while boosting the local economy.

Looking ahead, Erie is focused on two major development projects: the Town Center and the I-25 Erie Gateway. The Town Center, a 150-acre mixed-use development, will feature a specialty grocery store, retail spaces, a hotel, and a civic space envisioned as a performing arts center. Construction is expected to begin in 2026 on this transformative project for the community.

“The Town Center is not just a project; it’s a vision for Erie’s future,” Jacquin explains. “It will be a space where residents and visitors alike can gather, shop, and connect.”

The I-25 Erie Gateway, meanwhile, represents Erie’s next frontier. Spanning 1,200 total acres along the town’s I-25 corridor, and 253 acres of town-owned land, this future urban center will include retail, lodging, high-density housing, and employment hubs. The project is in the early planning stages, with construction anticipated within the next five years and openings within the next decade. This development will solidify Erie’s position as a dynamic and accessible community within the Front Range.

These projects are designed with sustainability and long-term growth in mind. By incorporating green building practices, efficient transportation systems, and public spaces, Erie is setting a benchmark for future development in the region.

To be sure, Erie’s vibrant community life is enriched by numerous events throughout the year. From the Erie Town Fair and the Parade of Lights to summer concerts and weekly farmers markets, these gatherings bring thousands of residents together. The town also hosts Pride and Juneteenth celebrations, reflecting its commitment to inclusivity and diversity. Local businesses play an active role in these events, fostering a strong sense of community and mutual support.

“Community events are the heartbeat of Erie,” Fleming observes. “They bring people together, celebrate our diversity, and create lasting memories.”

In addition to larger events, Erie encourages grassroots initiatives and neighborhood activities. From block parties to volunteer clean-up days, these smaller-scale efforts strengthen bonds between neighbors and promote a culture of collaboration. The town’s support for both large and small community-building activities highlights its dedication to fostering meaningful connections among residents.

Erie’s vision of building a vibrant and inclusive community is coming to life through strategic planning, resident engagement, and innovative developments. With a strong emphasis on sustainable growth and exceptional public service, the town is well-positioned to meet the challenges of the future while preserving its unique character. As Erie continues to evolve, it serves as a model for communities seeking to balance growth, inclusivity, and quality of life.

Through visionary leadership, robust community engagement, and a commitment to excellence, Erie is paving the way for a brighter future. Whether through groundbreaking development projects, cultural celebrations, or initiatives to enhance daily life, Erie exemplifies what it means to be a town that’s not just growing but thriving. The efforts and achievements of its leaders and residents stand as a testament to what can be accomplished when a community comes together with purpose and determination.

The post Erie’s Vision for a Thriving and Inclusive Community<p class="company">Town of Erie, Colorado</p> appeared first on Business In Focus Magazine.

At age 67, he continues giving back to the entire community. Despite his many accomplishments, Mayor Velto is quick to credit his team at City Hall, including Economic Development Coordinator Melecio Picazo, Public Works Director Chris Alanis, and long-time friend and Upland native Robert D. Dalquest, Upland’s Development Services Director.

The Mayor and his staff are, as he likes to say, “working together to make Upland a better place to call home.” Respecting Upland’s historic past, he remains focused on what the city will be like long into the future. Located in the scenic foothills of the San Gabriel Mountains, Upland was incorporated as a city in 1906.

For decades, it was world-famous for its many lemon groves. Although few remain, the city still pays respect to its past with the Lemon Festival, a popular event drawing over 100,000 attendees annually. Taking place every April or June since 1997, the Festival has become a citywide event featuring craft vendors, food competitions, the annual Lemon Idol vocal contest, and more. Popular with local and visitors alike, it is just one of many reasons to visit Upland, along with its unique, thriving downtown area.

“In recent years, Upland has witnessed a revival of its historic downtown, thanks to the dedicated efforts of city staff, city council, and community leaders,” states the city in its ‘The City of Gracious Living’ brochure. “From revitalizing old buildings to promoting local businesses, the renaissance of downtown Upland reflects a deep-seated pride in preserving the city’s downtown core for future generations to cherish.”

Upland’s downtown is well over 100 years old; in fact, it pre-dates the city’s 1906 incorporation. Over the decades, it suffered the same fate as many other downtowns in smaller communities. As the area grew, big box stores set up in the suburban area, leaving the downtown a hodgepodge of businesses with no central vision. Around 2017, two programs were developed by the city to aid downtown revitalization: the Commercial Rehabilitation Program and the Business Assistance and Attraction Program.

“Since 2019, we’ve brought in seven new restaurants, two microbreweries, and a couple more food businesses, and that has really helped a lot,” states Development Services Director Dalquest. Three residential projects have also been approved around and in the downtown. One is now being developed, a 32-townhome project for sale just one block from the main downtown area. “Overall, those three projects are over 300 units, and that’s going to go a long way toward patronizing those businesses and creating a vibrant downtown.”

To make the downtown a thriving dining and entertainment district, the city is looking beyond bricks and mortar. Recognizing a lack of public space downtown, Upland secured several grants to create small pocket parks downtown, which were recently completed, and is going out to bid on the Tom Thomas Magnolia Plaza, a 0.69-acre urban space which will serve as a central gathering area. “What’s key about that site is a major Class 1 trail goes through there,” says Dalquest. “It acts as an urban plaza where people can congregate and enjoy the downtown, but with the trail, it will also become a trailhead.” Along with erecting a restroom, the site will also feature an entertainment stage to create more community event space.

The city has also been successful in securing federal grants—three grants to cover two urban space projects, with another $850,000 earmarked for restoring the Historic Santa Fe Depot Station. Currently, there are two buildings on the site with three tenants, including a wine merchant and cigar lounge, a restaurant, and a vacant space. Staff are proactively working to fill the vacant space with a quality tenant. The move will not only make the Station more inviting but also increase the number of riders.

“In the last three years, we have helped 14 businesses,” states Economic Development Coordinator Picazo. “And since inception in 2016/17, we have assisted over 30 businesses in the downtown with Community Development Block Grant (CDBG) investment of over a million dollars. It’s been a great program that’s revitalized the downtown and made it a vibrant place to dine and shop.” These businesses include seven restaurants, two breweries, one small market, two food businesses, and an axe-throwing entertainment company.

Along with the Lemon Festival, Upland is home to farmers markets, March’s Irish Festival, October’s Scary-a-faire, winter events, and more. The city is also considering closing Second Avenue one night a month starting in April for outdoor dining. Goals include creating a more walkable area, erecting a parking structure, and bringing in more housing to increase downtown foot traffic.

Certainly, Upland’s downtown is home to unique businesses. These include a candy store, a thrift store and novelty shop, a jewelry store, and Six Feet Under. A world-famous tattoo parlor, Six Feet Under is owned by Corey Miller, a tattoo artist featured on the show LA Ink. Specializing in black-and-grey designs, Miller’s clients include Metallica’s James Hetfield and former pro baseball player Jason Giambi. Along with his shop, Miller has a museum of collectibles. “I’m trying to talk him into opening a place called Burgers, Brews, and Tattoos,” jokes Mayor Velto. “Corey’s a creative guy.”

Both Velto and Dalquest grew up in Upland and share the same goal for its downtown: truly making it a destination. “The idea is to make it more appealing to a larger group of residents,” says Velto. “So, I share with people that my vision of downtown is not for me; my vision is for the 20 to 40-year-olds and the 40 to 60-year-olds. It is really the next two generations who will see the value. The revitalization is to create that vacuum for the people to come to.” With a median age of 38, the area is already home to many younger persons interested in the area’s restaurants, shops, nightlife, and attractions.

For the city’s population of nearly 79,000, Upland is known as The City of Gracious Living. For Mayor Velto, the tagline has a lot of meaning. His birthplace, Yonkers New York, is also known as ‘The City of Gracious Living,’ and was the place where he lived before his family moved to Upland.

The expression goes back decades and encompasses Upland’s tree-lined streets, beauty, and kindness toward others. “We are known as the City of Gracious Living partly because of our attractive residential neighborhoods and beautiful historic homes, including turn-of-the-century Victorian and craftsman bungalows,” says Picazo. “There are over 27,000 households in Upland, with a median home value of $680,000.”

Just 32 miles from Pasadena and 37 miles from Los Angeles, Upland is quieter, safer, and far less congested than other larger centers. At the heart of it all, Upland is famous for its scenic beauty and outstanding quality of life.

Mayor Velto and his team continue to set goals and objectives for the future of the City of Upland. This includes transforming four former citrus packing facilities, repurposing them into food courts and other businesses, and working on new apartment spaces. Several years ago, a consultant was hired, and a five-year action plan was created for economic development. The process included extensive public outreach, workshops, and a mail-in survey. Some highlights included the need for more department stores offering a variety of products, furniture shops, electronic businesses, and more sit-down, white cloth restaurants.

Says Mayor Velto: “Bob and Melecio make dreams come true, but they keep us in line to make sure we are not going to impact the environment.” He would like to see the few microbreweries in the city grow to seven to 10 in the entire downtown, along with a couple of wine shops. “We are right along the railway,” he states. “There is no other city in Southern California along the railway that’s known for microbreweries. With microbreweries come the small, mom-and-pop-type restaurants. We are not looking for the chain restaurants to come to our downtown; it’s just not structured for them… That’s not to say we’re not interested, but that our small town/small business feel is what we are trying to keep up.”

Eager to get businesses up and running, Upland has a great staff active in development services, including planners who process entitlements. “We have next-day building inspection services,” says Dalquest. “It’s really a team effort, and our department is involved in all aspects of development.” These include entitlements and project approval, followed by plan check reviews and building inspections. “So we operate on all cylinders, and shepherd projects through the system.” If there are any issues during the three phases of development, the team looks into them immediately and will act as an intermediary with developers.

“Bob’s department has done a tremendous job,” states Velto. “We get nothing but accolades from the developers that come into our city. Bob has found a way, with his team, to fast-track as much as possible and stick to their guns. Bigger developers understand the process and are willing to work within the confines of the city.”

Along with its gorgeous scenery and historic downtown, the City of Upland is famous for its new, 7.5-million-gallon water reservoir. Replacing a 48-year-old facility, Reservoir 15 was primarily funded by the city’s utility rate and a portion of its water bond.

“The reservoir—and we have several of them—is the actual storage capacity of all of our potable water,” says Public Works Director Alanis. “This benefits industrial and residential users, firefighters, things of that nature.” Most remarkable is that Upland owns almost 74 percent of the water company. “We are one of a number of municipalities in California that actually owns a water company,” states Velto. “We’ve got an abundant supply of water, because it comes from the mountains and is very high quality. And we control the majority of it, because we are the super-majority shareholder of the stock. So we control our own destiny when it comes to water.”

Into his second term as Mayor, Bill Velto is not content to rest on his achievements but is eager to keep improving the City of Upland for residents and businesses alike. “The legacy I am trying to leave is one where I am just giving back,” he says. “I’ve gotten so much from the city in my lifetime that this is all about giving back to the community… The city staff and employees are the lifeblood of this community. They keep the heartbeat going. And their dedication and loyalty to the city is not found anywhere else.”

Instead of micromanaging, Velto has faith in his experienced people, trusting them to do their jobs and do them well. If anything, he believes his legacy will be that of someone who stayed out of the way. “My tagline will always be: ‘Working Together to Make Upland a Better Place to Call Home,’” he says.

The post A Place to Call Home<p class="company">City of Upland, California</p> appeared first on Business In Focus Magazine.

And this natural paradise is only a short drive to urban amenities. “Newaygo County is such a hidden gem, in part, due to our proximity to the metro Grand Rapids area,” says Senior Economic Development Director Julie Burrell. “We are very commutable in almost every corner of the county to larger urban areas, allowing for a much wider variety of job opportunities for our residents. Our quality of life tips us over the top, providing additional opportunities for outdoor recreation that cannot be found in urban areas. We have thousands of acres of publicly accessible land, two river systems, over 230 lakes, tons of trails for hiking, biking, or RVing, and we are within about 30 minutes of Lake Michigan! Newaygo County has an opportunity for pretty much anyone looking for adventure.”

Word of this desirable destination has gotten out and tourists are eager to take advantage of all this scenic getaway has to offer. “We certainly see a lot of positive tourism impact within Newaygo County,” Burrell says. “Through all four seasons, we enjoy an influx of visitors,” and the distinct communities within the county combine their efforts to accommodate these tourists. “We see a lot of collaboration and each community works together to provide a unified visitor experience,” she says.

An active and dedicated nonprofit organization leads tourism development in Newaygo County, and the team is celebrating recent achievements such as a new birding trail with stops throughout the county. “We will also launch some additional tourism signage that will further enhance the visitor experience within each community,” says Burrell. “So, it doesn’t matter if you’re in the biggest community or the smallest community, you’re going to have that consistency throughout the county. We’re really excited about these enhancements and are looking forward to continuing to welcome new visitors, year after year.”

Indeed, Newaygo County relies on tourism for major economic support, but manufacturing far exceeds other sectors as the largest contributor to Newaygo County’s economy. The county has five major communities, three of which boast industrial parks, home to companies like White River Knife & Tool and Magna Mirrors. “A few of our major employers have developed fairly large campuses within the Newaygo Industrial Park, and it is officially out of developable space,” Burrell says of the large park located in the city of Newaygo.

A smaller park in White Cloud still has some available space for incoming industry, with about two to five acres of land per parcel. “There is close proximity to rail, and also close proximity to an interstate within about 15 miles,” she says. The city of Fremont, in the west end of the county, has an industrial park with approximately 50 acres available. “It’s not all contiguous, but there are some larger parcels of property ready for development, featuring full infrastructure—wastewater, sewer, natural gas, really great electric capacity, great wastewater capacity,” Burrell says. “Fremont is a great spot for food processing, although other uses would be great there as well. [It is in] close proximity to a lot of local farms and just down the road from Gerber Products, which is owned by Nestlé.”

Currently underway are key infrastructure expansions in Fremont that will make the area even more desirable for incoming businesses, including additional upgrades to the wastewater capacity. “This will further support food processing or other heavy wastewater users,” Burrell says. “It has been really exciting and most upgrades were completed late 2024.”

Businesses also have exciting expansions underway. “GM Wood Products announced an expansion early in 2024. They are looking to enhance their capacity and add new product lines and, of course, add some new positions as well. We also continue to see additional investment from Nestlé/Gerber in their Fremont facility.”

The community has come together to complete an in-depth Community Action Plan, further bolstering the area’s business environment. “That project was a collaborative opportunity with the Fremont Area Community Foundation and the Newaygo County Economic Development Partnership, in conjunction with all of the cities and villages within Newaygo County and our chamber partners,” says Burrell. “We were able to obtain some funding through Michigan’s Office of Rural Prosperity.”

The team examined each individual community within Newaygo County to find the specific needs they needed addressed. This effort included “looking at all of the data that exists for that community, obtaining some input from students and from the community stakeholders, and going through an actual walking tour of the communities to get boots on the ground to further enhance identification of opportunities. Our consultant, Fishbeck, was able to put together a fairly robust plan that is individualized for each community.”

The end result is “an actual action plan of suggested tasks to complete,” says Burrell. There is heavy emphasis on downtown improvement, which includes beautification efforts as well as filling vacancies. “Of course, each community is at different levels of their journey, whether that’s development or just revitalizing their downtown. And so, each plan really is unique to each community.”

These specific, targeted suggestions make the plan exceedingly practical and comprehensive. “It goes through who’s responsible for different things, what resources are needed, and what are some expected challenges or obstacles. So that way, it’s really a plan that can be utilized versus just a study that was done that just sits on a shelf. It’s broken down in a way that is tangible and digestible by communities that may have a one-person staff or only volunteers.”

When looking toward the future, county leaders want to “prioritize being innovative,” Burrell says. To make that happen, they are putting a strong focus on the development of future leaders. This includes “working with our local school districts and our ISD to really ensure that we’re developing and producing high-quality employees to be able to fill vacancies and just be great leaders for the future of our community.”

In addition, “we also launched a leadership program in 2024. [We are] trying to be intentional about developing those skills, so that way we don’t run into issues in 10 years or have turnover of folks who’ve been in leadership roles for a long time.”

The second focus will be on housing. “That’s not a crisis that’s unique to Newaygo County by any means,” says Burrell. “It’s certainly across Michigan and across the rest of the country. But Newaygo County has been very innovative in addressing this challenge by partnering very intentionally with the Fremont Area Community Foundation and others, and we have made great strides in addressing the housing challenges in Newaygo County. While we still have a ways to go, we have really been focusing on making a dent in the housing gap that exists today.”

Ultimately, the ongoing goal is “making sure that we continue our momentum, focusing on the small businesses and the major employers that are within our community now, and continuing to make sure that they are able to thrive and grow and that Newaygo County remains a great place to live, build a career, raise a family, or retire in.”

The post Michigan’s Hidden Gem for Nature, Industry, and Community Growth<p class="company">Newaygo County, Michigan</p> appeared first on Business In Focus Magazine.