This trend was significantly accelerated by the pandemic and the shift to remote work, which sparked an exodus from the hustle and bustle of major metropolitan areas. People began seeking more affordable, laidback communities with natural beauty, shorter commutes, and close-knit communities, which are often found in rural areas.

With available land, affordable housing, and a growing demand for talent, it’s no surprise rural communities have experienced population growth. However, this growth brings a new set of challenges.

Growing demand, rising prices
As the laws of supply and demand dictate, increased demand for housing leads to rising prices and lower inventory. For rural areas, this could result in a cost of living that rivals urban centres while also threatening the very character and lifestyle that make them desirable.

Take Texas, for example. It builds more homes than any other state, yet in 2022 it still faced a shortage of 320,000 homes, according to a report by housing policy organization Up For Growth.

When multibillion-dollar investments such as Samsung’s chip manufacturing facility are announced, it’s exciting for small towns like Taylor, where life is affordable. However, a surge in population and demand for services and housing could drive up costs, changing the community’s character and disrupting the balance of local economies.

Many people choose rural life for a sense of community and a slower pace, yet this often comes at the expense of the service delivery and amenities that urban centres offer, such as access to healthcare and modern infrastructure. Governments are responding by investing in healthcare, social services, education, and infrastructure. These elements are critical to the vitality of any community, and the goal is to attract and retain both a strong workforce and developers who can meet rising demand.

Strategies for growth
Rural communities serve as feeder towns to cities and agricultural hubs. They also offer country living within reach of urban centres. Though they make up nearly 97 percent of U.S. land area, they are home to only about 20 percent of the population.

The same story plays out across Canada. Rural, remote, coastal, and northern regions make up a significant portion of the country’s landmass and contribute over 25 percent of its GDP. These areas are rich in resources—mining, forestry, agriculture, fisheries, energy, and more—and now face a growing need for skilled talent.

Governments at all levels are actively trying to attract and retain workers. In Ontario, for example, programs like the Rural Economic Development Program and the Regional Economic Development through Immigration (REDI) pilot help enable local and international talent to fill high-demand roles in healthcare, technology, and skilled trades. Internationally trained newcomers could add up to $100 billion to Ontario’s GDP over five years while supporting rural areas that are dealing with demographic decline and an aging workforce.

The province is also investing in retraining programs like Better Jobs Ontario, which covers expenses such as tuition, transportation, and childcare. Programs such as the Trade-Impacted Communities Program, offering $40 million in grants, further support local industries that have been disrupted by global trade.

Addressing housing needs
Still, housing remains one of the biggest barriers to attracting rural talent.

Workforce housing is a widespread challenge in rural areas, with Alberta a striking example. While it is easy to promote as a great place to live, a shortage of workforce housing presents a major barrier to attracting and retaining talent.

In the resource sector, temporary on-site housing with amenities is common. But in high-demand tourist destinations such as Banff, employers struggle to house staff. During peak season, many businesses operate at reduced capacity because new hires simply have nowhere to live.

While some employers offer staff lodging, these residences can quickly reach capacity. Some even rent hotel rooms for employees, which reduces availability for tourists and increases accommodation costs. Others are forced into inadequate living situations, similar to students in urban centres living in overcrowded, overpriced housing.

Organizations like the Tourism Industry Association of Alberta (TIAA) are stepping up. They have released a Workforce Housing Strategy to ensure the tourism sector, which is vital to Alberta’s economy, has the housing support it needs.

Alberta is projected to need 100,000 additional employees by 2035 to meet its $25 billion tourism target. This puts pressure on housing markets such as Banff and Canmore, where living costs have outpaced wages. Short-term rentals and limited entry-level housing have worsened the issue, while new construction has not kept pace with demand.

TIAA is also pushing for workforce housing strategies in towns like Jasper, which is still recovering from devastating wildfires. Recommendations include adjusting employee lodging deductions to reflect market conditions, removing barriers to investment in employee housing, and exploring cooperative housing models. There is also a push to regulate short-term rentals more fairly and to incorporate housing needs into regional development plans.

Just one province over, British Columbia’s tourism industry faces similar pressures. With rising housing costs and limited availability, both visitors and residents are increasingly living in vehicles. In Squamish, a hotspot for outdoor tourism, full campsites have driven people to camp in unsanctioned areas without basic services. This has led to waste and pollution issues that are reducing the quality of life for local residents.

A way forward
From municipal policies to provincial programs and federal frameworks, all levels of government must collaborate to ensure rural growth is sustainable. As rural populations rise, investment in healthcare, education, and social infrastructure must keep pace. These services are not only essential to quality of life but also key to attracting new residents.

While housing remains a major issue, employers also have a role to play. Beyond staff accommodations, they can offer competitive wages, career development opportunities, and inclusive workplace cultures. This is especially important in rural settings where isolation can be a challenge both personally and professionally.

For the right person, rural living offers a unique balance of nature, opportunity, and affordability. However, sustainable growth will require a coordinated strategy that builds capacity and avoids the challenges faced by many urban centres.

The post A Place to Call Home<p class="company">Rural Strategies for Talent Attraction and Retention</p> appeared first on Business In Focus Magazine.

Actively identifying, organizing, and employing coastal adaptation techniques helps safeguard communities while informing and guiding infrastructure investment plans, reducing development uncertainty, and creating long-term economic viability.

The ability of a building to endure severe weather and mitigate risks is measured by its resilience, which entails evaluating the risks associated with emergencies, long-term climate change, and natural disasters, says The Constructor. Evaluating the risks associated with possible extreme weather events and other dangers is a key component of resilience, and developers and architects can reduce the economic, social, and environmental losses brought on by catastrophic events by planning resilient buildings that anticipate how people and buildings will react, recover, and adapt.

Adaptation is a crucial component of creating durable structures for harsh weather, with stricter rules being added to building codes to guarantee structural soundness. Building designs in areas with a history of erratic weather events need to be extremely flexible to handle sudden and swift weather changes, with features that enable the building to be reconfigured in response to climatic change. Buying better-quality building supplies than what the code calls for is a proactive step that guarantees a structure is made of materials that are less likely to be negatively impacted by strong winds, flooding, or other severe weather events.

Stricter testing requirements to replicate extreme weather events are already a part of many building standards, adds The Constructor, making it possible to verify that building materials have been tested in relation to a region’s expected weather.

To fight climate change and create resilient buildings, Texas county governments and school districts are being urged to think about decarbonizing their buildings. Recent weather events around the state, including Winter Storm Uri and Hurricane Beryl, have clearly shown the damaging effects of climate change, whether social, economic, or environmental.

According to a Texas Climate Jobs Project assessment, up to 40 percent of global carbon emissions come from existing structures, and minor adjustments like adding solar panels, replacing windows and doors, and improving insulation can increase a building’s efficiency and reduce emissions. Additionally, the interdisciplinary research teams of Planet Texas 2050—comprising architects, archaeologists, city planners, public health specialists, geologists, engineers, biologists, computer scientists, artists, and numerous community-based partners—are currently engaged in an eight-year sprint to develop solutions that will strengthen, fortify, and better prepare local communities for present and future challenges.

Despite being the most dangerous, coastal cities are home to 11 percent of the world’s population, are the hub of the majority of global economic activity, have vital infrastructure, and are popular tourist destinations, according to Arch Daily. In order to manage coastal hazards and increase resilience, the IPCC (Intergovernmental Panel on Climate Change) has offered a number of suggested interventions, including a combination of institutional, nature-based, infrastructural, and sociocultural measures to mitigate the various dangers, including vulnerability reduction strategies, avoidance, hard and soft protection, integrated multi-level coastal zone governance, proactive planning, and facilitating behavioural change.

Governments and non-governmental organizations have already implemented numerous measures to save coastal towns as the climate deteriorates. By integrating rivers, canals, parks, and woods to form a natural infrastructure, the “Sponge City” strategy—where the ground absorbs the extra water like a sponge and uses it to cultivate the land rather than creating a rainwater channel with concrete that diverts the water to another location—looks beyond large-scale engineering solutions like building banks and flood walls and instead leverages nature itself.

Governments are also choosing to utilize a Blue Urban Agenda, which emphasizes how flooding extends beyond the shoreline and acknowledges the duality and ongoing interchange between land and sea.

A long-term outlook and an openness to change are necessary when making plans for inevitable sea level rise, says HoGo Next. For instance, in locations susceptible to flooding and sea level rise, imposing setback zones or development limitations is vital, as seen in many Florida coastal municipalities, to restrict building in flood-prone areas, along with raising infrastructure and structures above anticipated flood levels.

In order to prepare for future storms, New York City is putting flood-proofing measures in place for vital infrastructure such as power plants and subway stations, while Philadelphia is using green infrastructure techniques like rain gardens, green roofs, and permeable pavements to reduce flooding, enhance water quality, and control stormwater runoff in low-lying areas.

In California, the Coastal Conservancy is reducing susceptibility to the effects of climate change through sustainable land use practices, preserving natural habitats such as woods, dunes, and wetlands to protect open spaces that serve as natural barriers against erosion and storms. Portland, Oregon encourages compact, mixed-use development to minimize the impact on natural resources and prevent sprawl, giving public transportation and infill construction top priority.

In Canada, steps are being taken to create resilience moving forward, says the Canadian Climate Institute. By 2030, an estimated 5.8 million homes—a 35 percent increase in Canada’s current housing stock—will need to be constructed in order to satisfy housing affordability targets. Governments have an opportunity to significantly reduce the risk of flooding and wildfires and contribute to affordability by implementing policy reforms that direct a portion of new dwellings to safer ground. Canada’s flood risk to new dwellings could be significantly reduced—by nearly 80 percent—if roughly 3 percent of the residences planned for construction by 2030 were redirected to safer ground and away from high flood danger locations.

The nation can thus better satisfy its housing demands while ensuring public safety in the face of climate change, as demonstrated in the Institute’s report, Close to Home: How to build more housing in a changing climate, the first study of its type in Canada to measure the financial risks associated with constructing new homes near potential floods and wildfires. The paper offers suggestions for constructing new homes outside of the most hazardous areas, which would help protect Canadians from disruptive events and save the country billions of dollars.

By 2030, annual flood losses could rise by $330 million in the best-case scenario and up to $2 billion in the worst-case scenario, says the Institute. The majority of Canada’s new financial losses from floods and wildfires occur in British Columbia, which has the potential to construct a substantial number of new dwellings in high-hazard areas.

The greatest number of new homes will be built in Ontario, including in high-risk areas. Nonetheless, Ontario’s strict laws have lowered the risk of flooding for many years and will continue to keep damages per property among the lowest in the nation, and building on this foundation further could reduce risk in the future. One of the four provinces where the biggest increases in total flood damages are predicted to occur is Quebec, where damages could reach $210 million annually. With laws for coastal and riverine flooding as well as steps to limit disaster aid for new construction in regions vulnerable to hazards, the province has also made strides in mitigating risks.

As climate change continues to escalate and affect all areas of life, including housing, a diversified strategy that tackles the interrelated issues of social justice and environmental degradation is needed to build resilient and sustainable coastal communities. Preserving natural ecosystems, preparing for sea level rise, bolstering infrastructure, encouraging sustainable land use, diversifying the economy, fostering community resilience, and funding research and innovation are all part of this. In the end, cooperation between governments, corporations, communities, and individuals is essential to the success of these initiatives.

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An upscale western suburb of the Chicago Metropolitan Area on the boundary of Chicago, the roots of the Village of Oak Park reach back almost 200 years. Initially settled in 1835, the area became incorporated in 1902 after it separated from Cicero, Illinois. Booming in the 1870s with the expansion of railways and streetcar lines, the area soon became known as the ‘World’s Largest Village.’ Over the years, its reputation grew, and The Village is known for its formidable residents including Frank Lloyd Wright, Ernest Hemingway, research chemist Percy Julian, former Illinois Senate President Phillip Rock, and author Edgar Rice Burroughs.

Today, the Village of Oak Park proudly celebrates its history. Thousands of visitors come to the area every year to see the world-famous Frank Lloyd Wright home and others designed by the respected architect, or to take a tour of Ernest Hemingway’s house of birth, at 339 Oak Park Avenue. Other popular attractions include the Wonderworks Children’s Museum, Oak Park Conservatory, Pleasant Home—a 19^th-century mansion used for weddings, celebrations, and corporate events—Rickshaw Rick Tours & Taxi, Oak Park Farmers’ Market, and many more.

Economic vitality
Recently, the Village of Oak Park engaged Camoin Associates, a full-service economic development consulting firm, to undertake an economic vitality strategy study. “The consultants recommended the Village establish the Office of Economic Vitality and have this department oversee and coordinate all Village departments,” says Assistant Village Manager of Economic Vitality, John C. Melaniphy. With almost 40 years dedicated to economic development, real estate market analysis, public-private partnerships, and site selection, Melaniphy previously served as Director of Economic Development for the Village of Niles.

The Village hired Melaniphy and recruited two Economic Vitality Administrators and an Office Coordinator in mid-June, and a new office outside the Village Hall in the heart of downtown Oak Park was established to be part of the business fabric. “The primary objectives were to make economic vitality the centerpiece of the Village strategy in all departments,” says Melaniphy.

For businesses of all sizes, Oak Park has much to offer. The Village generated retail sales of over $640 million in 2024, and there are 12 distinct business districts, all of them offering their own unique charm and character and a mix of restaurants, retailers, salons, galleries, and various professional services.

“Oak Park is fortunate to have so many active business districts and community organizations,” says Melaniphy. The districts include Downtown Oak Park, Pleasant District, Hemingway District, Madison Street, Chicago/Harlem Historic District, Chicago Avenue at Austin Boulevard, North Avenue, Garfield Street at Harlem Avenue, Southtown, Roosevelt Road, Oak Park Arts District, and Lake Street at Austin Boulevard. According to Melaniphy, the Office of Economic Vitality regularly meets and collaborates with the Oak Park River Forest Chamber of Commerce, Downtown Oak Park (DTOP), Explore Oak Park & Beyond, the Business Association Committee (BAC), Hemingway District, Arts District, and the Oak Park Civic Committee, among others.

“These organizations were generally incorporated to enhance and improve the business districts and business climate in their respective areas,” he explains. “There are a variety of special events that occur in the respective business districts to generate customers and repeat visits. Oak Park is a special place thanks to all the businesses and residents that elevate the quality of life in the community.”

Within the Village Manager’s office, the Office of Economic Vitality now directs Oak Park’s business attraction and retention efforts. With economic vitality staff going “on offense,” they are actively engaged in attracting new businesses to the Village. Representatives of the Village also attend trade shows and work with a variety of economic development agencies including World Business Chicago, the Illinois Department of Commerce and Economic Opportunity (DCEO), the Cook County Department of Economic Development, the Small Business Development Center, the Cook County Workforce Partnership, Triton College, the International Council of Shopping Centers, and many others.

“The Office of Economic Vitality will also aggressively conduct business retention visits to Oak Park businesses. The objective of these visits is to ensure that local businesses understand they are valued by the Village, and are notified of all the Village resources, façade grants, and incentives that are available to them to help grow their business.”

Strong business growth
Oak Park residents have much to be proud of, from the area’s history to its many businesses. From local shops to neighborhood restaurants, there is a strong ‘shop local’ philosophy, and residents take pride in their downtown areas and commercial corridors. To make restaurants even more inviting, many have added a significant amount of outdoor seating for seasonal use.

Along with restaurants and stores, Oak Park is also home to the new Comedy Plex Comedy Club, while for film buffs, there is Classic Cinemas Lake Theatre. A fully restored historic movie theater in the heart of downtown, the seven-screen venue boasts 7.1 surround sound and 4K digital projection. “These add to the nightlife in Oak Park,” says Melaniphy.

For Melaniphy and the team at the Office of Economic Vitality, their efforts are paying off. This year alone has seen the opening of approximately 80 new businesses in the Village and counting. Some of the latest additions to downtown Oak Park include Seoul Avenue, Breakfast House, Pure Green juice bar, The Book Loft Oak Park bookstore, and Ruby Fine Hibiscus Tea, among others.

Next year, Barnes & Noble will establish a new store in the former Marshall Field and Company building, at 1144 Lake St. The owners of the historic building are undertaking a major renovation of the structure. With plans to anchor this iconic location at the western gateway into Oak Park, Barnes & Noble will lease 25,000 square feet on two levels, which will include a store and café.

Along with Barnes & Noble, a new 55,000-square-foot Pete’s Market grocery store is under construction at 640-728 Madison St. Mindful of local history, the new store is incorporating original architectural features from the property. Set to open in early 2026, the Market will serve Oak Park consumers and become a major sales tax generator for the Village.

The area will also soon be home to a new Holiday Inn Express. Initially approved in 2019, the project was delayed because of COVID-19. Currently under construction in the historic Oak Leaves Building at 1140 Lake St., the hotel will offer 68 rooms on the second through fifth floors, with other hotel rooms in the building’s annex. Expected to open this year, the hotel “will provide modern overnight accommodations in downtown Oak Park in proximity to all the shopping, dining, and entertainment establishments,” says Melaniphy.

Of course, accessibility is key for residents and visitors alike to take advantage of all that Oak Park has to offer. The area is easily accessible by transit, and “there has been a significant amount of new, transit-oriented mixed-use development in downtown Oak Park in recent years, with the addition of nearly 1,000 new housing units,” adds Melaniphy.

Proud of the area and all it has to offer businesses, residents, and tourists, he takes an optimistic view of the future. “President Vicki Scaman and the entire Village Board understand the needs of business owners, and the business owners themselves understand the challenges businesses face every day,” he says. “The Village of Oak Park is a great community in which to own a home, raise a family, and open a business.”

The post A Place Where Growth Comes Naturally<p class="company">Village of Oak Park, Illinois</p> appeared first on Business In Focus Magazine.

Located northwest of Chicago, Illinois, the Village of Hanover Park has a population of 36,850 people. The community is part of a swath of land nicknamed “The Golden Corridor” thanks to the fast-paced growth happening within its borders. Since being profiled by Business in Focus in November 2016, Hanover Park has adopted a new tagline reflecting its widely diverse community. “America’s Global Village” remains as devoted as ever to mindful growth and meeting the needs of the community.

“Since 2016, we’ve not only continued with our business-friendly approach, but we’ve also opened our doors to development and businesses that are family-friendly and an asset to our community,” says Community and Economic Development Director Shubhra Govind.

Happy people, busy business
Just over six square miles in size, Hanover Park features seven school districts and four townships and is split between DuPage and Cook Counties. As befitting its new tagline, Village residents represent 80 nationalities who speak 30 different languages. To be as accommodating as possible, language translation services are available for residents and visitors who need to speak with Hanover Park officials.

On the economic front, the Village features three major business parks and three Tax Increment Finance (TIF) districts (in a TIF district, some property tax gets reinvested in the area). Altogether, Hanover Park features roughly five million square feet of Class A industrial space, and properties within TIF districts can apply for a Façade Improvement Grant that covers half the cost of spiffing up their exterior and property.

Hanover Park officials regularly touch base with business owners to get a sense of their plans and concerns, says Economic Development Coordinator Adela Boesel. “We meet them in their stores, we meet them in their restaurants, or we have a meeting in our office and ask, ‘What are the challenges that you’re dealing with? What is it you want to see in your business?’”

With such feedback in mind, recent economic development initiatives include a multi-million dollar streetscape improvement project, part of a broader effort to beautify a downtown space called the Village Center. The goal is to create a thriving center with high-density residential housing, a strong commercial presence, and a comprehensive transportation infrastructure. It helps that Village staff know how to be flexible, adjusting zoning when necessary to support economic and residential development and greater use of public transit.

All roads lead to a great labor pool
Asked why a business would want to set up in Hanover Park, Govind emphasizes, “location, location, location.”

Indeed, the Village is situated near several transportation hubs and routes. These include roadways such as Illinois Route 390 (previously the Elgin O’Hare Expressway), O’Hare International Airport, DuPage County Airport, Schaumburg Regional Airport, and two rail lines, the Chicago Central and Pacific Railroad and Soo Line Railroad. Hanover Park also maintains a busy commuter station for the Metra Milwaukee District/West Line passenger railway—an express train leaving this station can whisk people to downtown Chicago in 45 minutes.

“When it comes to a business making a decision to locate in Hanover Park, it’s not just about access to highways, roads, Metra, the bus, but also access to the great labor pool that we have here. When companies are looking to locate in Hanover Park, they know that they can hire locally,” adds Govind.

The area boasts a well-educated workforce, as nearly one quarter of Hanover Park residents hold a bachelor’s degree, while 10 percent have graduate degrees and 17 percent have some college education. As for the latter, the Village is home to three community colleges: College of DuPage, Harper Community College, and Elgin Community College. Unemployment is low at four percent, with manufacturing, health care/social assistance, and retail representing the three top occupation categories.

Leading employers in the Village include computer hardware firm Insight Enterprise Inc., with 285 employees, precision part manufacturer Camcraft, Inc., with 279 employees, and equipment firm Fisher Scientific, with 275 employees. The American branch of Japanese photo and image reproduction giant FUJIFILM maintains a regional headquarters in Hanover Park with 165 employees.

Mayor Craig points to Round Ground Metals (RGM) as a particularly noteworthy success story. Based in Hanover Park, this firm employs 140 people and specializes in the manufacture of precision steel rods used in oil wells and firearms, among other products. RGM “has grown from a small business to owning three major buildings in our industrial park,” says the Mayor.

Family-friendly
The question arises: job opportunities aside, why do individuals want to move to Hanover Park?

The Village is “a family-oriented community” that’s “blessed with excellent school districts,” says Mayor Craig, and it’s a safe place to raise kids. “People are happy with our low crime rate. I’ll challenge any other community to match our low crime rate.” He adds, “A quality police department helps.”

This isn’t just local boosterism either: Hanover Park earned a safety score of 98 out of 100 in a listing on Nextdoor.com. In 2022, the Village of Hanover Park had a violent crime rate of 0.35 offences per 1,000 residents and a property crime rate of 0.03 offences per 1,000 residents (compared with 18.56 per 1,000 residents and 18.23 per 1,000 residents, respectively, for the state of Illinois). The overall crime rate in Hanover Park in 2022 was 0.38 offences per 1,000 residents, drastically lower than the overall Illinois rate (36.79 per 1,000 residents) and national rate (33.37 per 1,000 residents).

The Village is not only safe but affordable, particularly when compared to the metropolis of Chicago. In 2023, the average median household income in Hanover Park was $92,263, the median property value was $260,900, and the average commuting time was just under half an hour.

As part of its family-friendly ethos, Hanover Park also offers ample recreational opportunities and community events. The Village counts nearly two dozen playgrounds and parks and boasts vast forest preserves, popular spots for hiking, picnicking, biking, horseback riding, boating, and bird watching. A sports complex hosts Little League games, and a plaza in the Village Center welcomes a variety of events. Residents enjoy Movies in the Park, Juneteenth celebrations, a Fire Department Open House, and a “Doggie Eggtravaganza (featuring a canine egg hunt with dog treats), and Boesel tells us that the Village partners with nonprofit groups, churches, and other organizations to ensure that most community events are either free or low-cost.

Keeping connected
Hanover Park is also a place where local government is transparent and accessible. Village officials make a point of being “very involved with our community. We want to understand what their needs are,” continues Boesel.

Mayor Craig is constantly about, meeting with legislators, administrators, businesspeople, members of the public, and schoolkids. Hanover Park staff also host community meetings with the public to discuss various issues. One such meeting was held in February of this year, while a second took place this May. “We want to know what you want to see in Hanover Park. We want the community to feel welcome,” says Boesel.

To keep the community informed and engaged, Hanover Park actively promotes its charms to prospective businesses and residents alike via social media, trade shows, and tourism events. The Village government issues regular press releases offering updates and information, and publishes a community magazine for residents. An economic development committee featuring representatives from local businesses and institutions brainstorms ideas to better the Village.

“As you can tell, we’re very proud of our community and the people that live in it,” says Boesel.

Mayor Craig agrees. “We have a great relationship with our neighboring communities. We support one another and work together. I really enjoy that collaborative component,” he says.

Looking ahead, the Mayor would like to see more “quality, transit-oriented development” in the Village.

While eager to enhance opportunities for businesses and residents alike, nobody wants the Village of Hanover Park to grow so large that it loses its essential character. “Our community definitely has heart,” Boesel says. “Anyone who comes to Hanover Park will see that right away. It’s a place where not only families but businesses feel welcome.”

The post America’s Global Village: Where You Want to Be<p class="company">Village of Hanover Park, Illinois</p> appeared first on Business In Focus Magazine.

When World Business Chicago came to life through the vision of Mayor Richard M. Daley 25 years ago, it was intentional about the change and evolution the organization wanted to witness in its time. As Chicagoland is one of the three top economies in the United States and number 2,122 in the world, the organization aims to expand the economy to $1.4 trillion by 2034. The goal is set to be achieved by ensuring optimal inclusion across the region, improving overall prosperity for all, including historically disadvantaged groups.

With hard work etched into every square inch of this city’s dynamic landscape, Chicago’s most recent rise to success did not come overnight. Establishing the Economic Plan for Growth and Jobs in 2012, World Business Chicago knew that it was time to get local business and civic leaders together to craft a revised growth strategy informed by the prevailing zeitgeist. Chicago 2050 is the two-chapter plan it developed, the first of which was recently released. The strategy will serve as the city and region’s mission statement for building a bright, sustainable economic future. “Everybody should read it. It’s going to roll out throughout the years ahead,” says Andrew Hayes, Vice President and Director of Marketing & Communications.

Led by the question of what the city will be in 2050, the project entailed collaboration with locals and other stakeholders on what is working and what is not. Envisioning the city’s economic future naturally demanded a fresh look at housing, education, public spaces, transportation, industry, and every other aspect that contributes to its well-being, so the team interviewed over 300 individuals, gathering feedback and recording people’s points of view. This process was considered imperative to the plan’s success.

“Chicago 2050 is a roadmap to turn our structural strengths into measurable outcomes,” says Phil Clement, President & CEO of World Business Chicago. “Chicago delivers both scale and balance, with nearly $900 billion in regional output, the most diversified economy in the nation, and a talent pipeline of more than 145,000 college graduates each year. Together, these assets are powering what we call the ‘Wow! Corridor,’ representing $18 billion in transformative projects stretching from the Obama Presidential Center to Google’s new Midwest headquarters and O’Hare’s modernization,” he explains. “Through Chicago 2050, our focus is clear: accelerate growth, attract global capital, and strengthen the assets that make Chicago one of the world’s most reliable, resilient, and investable markets for long-term value.”

With technology evolving at lightning speed, the task remains complex. “Thinking through even five years ago, I couldn’t have told you what 2025 would look like when I was in 2020,” says Hannah Loftus, Vice President of Research. “We’re setting a big vision that will allow us to organize folks to rally around this vision that we can see the city moving toward.”

“We have really strong strategies in place that are guiding growth and expansion in Chicago,” Hayes agrees.

“At World Business Chicago, our goal is growth,” says Loftus. “We have a clear strategy to achieve that,” she says, underscoring the role of industry in the organization’s vision. “Our manufacturing industry is number two in the nation, both by the amount of goods that are produced and the number of people that are employed,” she tells us. “We’re maintaining that leadership status.”

Now, Chicago 2050’s first part of Chapter 1’s five-year approach focuses on its four legacy industries, namely manufacturing; transportation; logistics; and professional services, insurance, and finance. Some of the city’s largest employers, ensuring that these sectors are well-maintained and provided with everything they need in terms of technological and other infrastructure to continue growing is pivotal to economic security. Some considerations include how people work, when they work, and how they commute, if at all—and how to accommodate these needs in the most efficient ways possible.

“I’m proud to be leading one of the first strategies emerging from Chicago 2050—ChiForward, Chicago’s new front door for global investment,” says Charles E. Smith, Vice Chair, World Business Chicago, Founder/CEO, CS Insurance Strategies, Inc., a division of MMA. “This initiative is designed to drive impact across all communities, connecting capital not only to marquee projects downtown but also to transformative opportunities in neighborhoods and industrial corridors throughout the city. We’re building on strengths investors can quantify—like $295 billion in trade through O’Hare last year and access to a quarter of North America within a day’s drive. In a changing global economy, ChiForward will ensure that growth reaches farther, builds broader, and strengthens Chicago’s position as one of the world’s most reliable and accessible markets for investment and inclusive prosperity.”

By maintaining support for its strongest industries, Chicago is able to spread its wings and reach into promising new fields such as clean energy, quantum technology, life sciences, digital technology, and artificial intelligence. Its particular focus on clean energy and all things quantum drew PsiQuantum, a tech startup building quantum computers, to break ground here a little over a month ago in a dedicated space for this industry in the Illinois Quantum & Microelectronics Park (IQMP). The city is also committed to preparing a ready and able workforce in this field, from high school to the college and university levels, ensuring that any quantum-related companies looking to set down roots here have a top crop of professionals to choose from.

Creating quality employment options was part of the reason World Business Chicago worked to ensure that all Chicagoans have a voice in the city’s future. “We want everyone to have a stake in making Chicagoland the best place, where people want to be,” says Loftus. “As we’re thinking through economic development and growing our region, we’re imagining it through the eyes of people who want to live here.”

The organization also pays close attention to the well-being of residential areas located close to industrial zones. “We are making sure that as we’re attracting businesses, we’re growing those economies,” Loftus says, highlighting the team’s collaboration with universities to ensure that all demographics are thoroughly considered and accommodated according to their unique needs. World Business Chicago is also inviting architectural and civic groups into conversation at the famous Millennium Park on Randolph Street. “We really see this as the jumping off point for the next big idea,” says Hayes. Home to many proud educational institutions and blessed with a large and diverse population, Chicagoland has what it takes to continue building on the legacy of prosperity it inherited from its founders and all those who ceaselessly work toward its success.

The area’s hospitality to newcomers is noteworthy, and World Business Chicago welcomes businesspeople in need of support to set up and get settled in the city. As a result, the city’s downtown is the fastest-growing in the country. Home to its financial and professional services industries, it is not the only area with room for new arrivals, though—working closely with Chicagoland Economic Partnership, an alliance of seven surrounding counties throughout the region, the teams gladly do the legwork for new companies in search of the ideal property to establish their business. “Ultimately, we want companies to thrive here. They know what they need and we likely have what they need. We’ll make sure that those two are connected correctly,” Loftus says.

The rapid recent expansion of the city’s downtown is also due in part to its post-COVID-19 strategy which saw Chicago turn many of its empty office spaces into residential blocks, complete with affordable housing. These developments are especially popular amongst companies looking to retain a younger workforce alongside distribution and logistics facilities.

Perfectly positioned to connect with all sectors and industries across the city, World Business Chicago also works hard at identifying global audiences to invite into negotiations. To this end, it most recently sent delegations to Mexico and China in the hopes of garnering new trade partners for the city. “It’s a very powerful approach to prospecting,” Hayes says of its Sister City project. As part of these efforts, Chicago now has 28 international sister cities that act as bilateral economic development partners.

“We are an economic super region. Therefore, we are considering how we fit into the global economy on a world stage,” says Loftus.

Local giants are also paying attention, and the city will soon be home to Universal Studios’ permanent exhibit, Universal Horror Unleashed. The immersive experience will introduce visitors to the movie studio’s monsters from over the decades, complete with restaurants and other entertainment offerings. The building will be located in the city’s entertainment area on the West Loop, right opposite the new Bally’s casino. More exciting developments are currently under wraps but in the pipeline.

The city’s strategic location, alongside its international airport, ideal highway network, and proximity to waterways, make it ideal for business travel, warehousing, and distribution for companies looking to reach as much of America as possible. World Business Chicago also sees the city’s location as ideal for providing manufacturers with climate change resiliency. “We can reach around a quarter of the nation within one day’s trucking drive; 25 percent of freight goes through our railways; and in 2024, we traded $295 billion worth of goods through here,” Loftus says, confirming that figures place the city at number one in the country’s warehouse inventory race.

For World Business Chicago, there is only one way for the city to go. “We plan to grow the region into a $1.4 trillion economy and grow jobs to 1,000,005,” Hayes confirms. As Carl Sandburg described this breathtaking place in his timeless 1914 poem, Chicago, the city promises to remain every bit as proactive and future-forward as a century ago when he called it “Tool Maker, Stacker of Wheat, Player with Railroads and the Nation’s Freight Handler.” It is a formidable task, but one this team is greatly looking forward to executing.

The post Forging the Future<p class="company">World Business Chicago</p> appeared first on Business In Focus Magazine.

At the helm today are Founder and Chairman Michael James and Chief Executive Officer Dan Gable, who together bring both legacy and fresh vision to the company. Their story reflects strategic foresight and a deep commitment to people, residents, employees, and investors alike.

The story of J+G began in California under its original name, James Management Group. Michael James, who founded the business, specialized in identifying and revitalizing multifamily housing opportunities in the San Francisco Bay Area down to Bakersfield. For years, the company focused on acquiring, rehabilitating, and managing properties that needed fresh investment and professional oversight.

By 2005, however, the California market had shifted. Property values were soaring, competition was fierce, and future growth looked less predictable. James saw the writing on the wall. “In 2005, we sold our California portfolio and moved the company to Indianapolis,” he recalls. “It was about identifying where stable growth was happening and positioning ourselves for the long term.”

That move was anything but random. James had spent significant time researching emerging markets across the U.S., looking for places where economic fundamentals were strong and long-term prospects were steady. Indianapolis, with its stable job market, affordability, and low levels of speculative development, stood out.

Dan Gable points out that this strategic pivot was crucial. “Michael did an incredible job of transferring the gains from California into a market that was more stable and predictable,” he explains. “That decision to move into Indianapolis and focus on value-add opportunities really set the foundation for what J+G is today.”

By 2011, the company had returned to self-managing its properties, simultaneously giving it tighter control over resident experience and investor returns. That focus on independence continues to define the firm.

What makes J+G stand out in a crowded industry is putting residents at the center of everything. While many multifamily operators are focused on squeezing maximum financial returns, J+G takes the opposite view: when residents are satisfied, investors ultimately benefit.

“Residents pay the rent, and the rent is what supports our employees and creates returns for investors,” Gable explains. “For us, it starts with residents. When you prioritize their satisfaction, the returns follow.”

It is a people-first model that has become the company’s hallmark. Employing just under 100 team members across its portfolio and corporate offices, J+G invests heavily in training, mentorship, and professional development. Employees are encouraged to see themselves as servant leaders, doing a job while genuinely caring for the communities they serve.

From the ground up, this philosophy shapes the resident experience. Maintenance teams are trained in professionalism, courtesy, and communication in addition to technical skills. “We try to make residents feel like they’re at home, not just in a rental,” James says. “They should feel wanted and indispensable to us.” This commitment is more than good service; it is a long-term strategy. By cultivating loyalty and satisfaction among residents, J+G reduces turnover, strengthens occupancy rates, and builds communities that thrive.

The company’s growth has never been about chasing volume. Instead, it is about finding properties with strong fundamentals, cash-flowing communities under 30 years old, in markets with limited new supply and steady job growth. Currently, the firm’s footprint spans Indiana, Northern Kentucky, and Ohio, with ambitions to expand further. “We have some pretty big growth goals, because we think that we do things really, really well and serve people really well,” Gable says. “We want to maximize that impact as broadly as we can.”

A major component of this expansion strategy is the company’s partnership with Sullivan Development, a firm focused on building affordable housing through the federal Low-Income Housing Tax Credit program. This partnership allows J+G to diversify its portfolio beyond acquisitions, extending into ground-up development. In many cases, these affordable housing projects create additional opportunities. Leftover land parcels can be used for market-rate housing, while managing affordable properties introduces the company into new geographic areas. As James puts it: “Affordable housing gives us a presence in new states. From there, more opportunities naturally follow,” and the ripple effect is powerful. Through Sullivan Development, J+G is now poised to expand into several new states, establishing a basis for future acquisitions and a broader management presence.

As conversations about sustainability grow louder, J+G is taking a measured, practical approach. While full-scale certifications like LEED are not always financially viable, the company regularly incorporates efficiency measures into both new builds and renovations. Such initiatives include low-flow toilets, water-saving fixtures, LED lighting, and other upgrades designed to reduce utility costs for residents while supporting environmental responsibility. “It all ties back to resident satisfaction,” Gable explains. “The more efficient the property, the lower the costs and the better the experience for residents.”

As the multifamily sector has experienced turbulence in recent years, with rising interest rates, maturing loans, and uneven demand creating uncertainty, J+G is approaching the moment with patience and discipline. “You’ve caught us at the end of a really shaky multifamily market,” James shares with us. “We’re being very picky about what we purchase right now. There’s a lot of property with loans coming due, and we’re just waiting for the right opportunities.”

That deliberate approach reflects the company’s broader standards of measured, strategic growth, never chasing deals just for the sake of activity.

For investors, the approach is equally distinctive. Regular updates, investor portals, and clear reporting provide confidence and ease of use. “If you spoke with one of our investors, the first thing they’d mention is transparency,” says James. “We’ve worked hard over the last five years to continually improve communication and make the experience seamless.”

The company primarily targets high-net-worth individuals seeking alternative assets, particularly those interested in stable, income-producing multifamily real estate. For many, this combination of transparency, accountability, and reliable returns has led to repeat investments. And beyond the numbers, J+G also spends time educating its investors. “We’re always open to conversations that help people understand why multifamily can be such a strong long-term investment,” Gable explains. “For us, it’s about building trust and helping investors feel confident in the choices they make.”

At the heart of J+G’s success is its culture, and James and Gable stress that the company is a family-oriented business. Employees are viewed as partners in service, empowered through leadership training and encouraged to approach their roles as more than just jobs. “We spend a lot of time on leadership training and professional development,” Gable says. “We’re multiplying leaders throughout the organization.”

With strong roots and a growing footprint, J+G Companies is prepared for ongoing success. Expansion into new states, diversification through affordable housing partnerships, and a disciplined acquisition strategy position the company well for its next chapter. But at the end of the day, James and Gable are quick to point out that success is not just measured in numbers; it is measured in relationships with employees who feel valued, residents who feel at home, and investors who feel secure. That cycle is central to the company’s mission of building vibrant communities that stand the test of time.

As Gable puts it: “We believe that when you care for residents, employees, and investors with equal integrity, the business naturally grows. That’s been our formula, and it’s what sets us apart.”

With a track record built on trust and a vision firmly set on building vibrant, welcoming communities, J+G Companies is proving that multifamily investment can be profitable while being profoundly human.

The post Building Communities, Building Trust<p class="company">J+G Companies </p> appeared first on Business In Focus Magazine.

So that was how, in May of this year, Cloward H₂O personnel returned to Glenwood for Hot Springs Connection, the official conference of the Hot Springs Association. Between seminars, attendees took time to relax and enjoy the storied waters of the historic facility, which first opened in the 19th century.

“It was a unique opportunity for us to experience firsthand some of our creations,” says Dan Aldred, Associate Principal and engineer at Cloward H₂O. “We designed three distinct waterfalls, each offering a different sensory experience—and all three perform beautifully. One falls with a thundering roar, like you’re standing under Niagara. Another creates a very light, silky texture that feels good when you put your neck and hands in it. The third is a quiet trickle that slips gently down a wall—you barely feel it until you lean your back against the stone.”

Masters of aquatic engineering
Working closely with architects, developers, and designers, Cloward H₂O handles the engineering responsibility for pool structures and ancillary mechanical systems alike. The company’s services include conceptual design and planning, water treatment and circulation engineering, structural engineering, power distribution and controls, hydraulic analysis and modeling, aquatic life support design, and more.

Cloward H₂O works on swimming pools, waterparks, splash pads, whitewater rafting sites, fountains, aquariums, large lagoons—essentially all things recreational water. The company handled around 90 projects last year, primarily for the hospitality and resort markets, with around half of them outside the United States.

Since our previous profile, Cloward H₂O has opened a new satellite office in Colorado, expanded its workforce, enhanced its skills, and received recognition for its work. This summer, for example, Aquatics International magazine announced Montgomery Whitewater as a 2025 Dream Design. Cloward H₂O worked extensively on Montgomery Whitewater, which covers 120 acres in Alabama and features manmade channels for whitewater rafting and kayaking.

The facility’s whitewater course was “built to Olympic standards,” says a July 9, 2025, post on the Aquatics International website, which also praises Cloward H₂O’s engineering acumen. “The project was unique and presented a lot of really great engineering challenges. It was fun to overcome them and great to be recognized for that work,” says Associate Principal and Engineer Rob Cloward, son of company founder Greg Cloward and brother of current President/Principal Corry Cloward.

The latest and greatest
In terms of ongoing work, artificial lagoons are a burgeoning trend. These bodies of water can be compared to oversized swimming pools. “We have several of these in development right now,” says Cloward. “Instead of building a community around a golf course, a lot of developers are building these communities around a lagoon.”

These man-made bodies of water function like swimming pools on a grand scale—but with the size, beauty, and recreational variety of a natural lagoon. Continuous filtration and water-quality management keep conditions swimmer-safe. Some developers complement lagoons with retail stores, hotels, additional pools, and other amenities, adds Aldred.

Stainless steel and concrete remain the primary materials the company works with when engineering its water features for the construction teams, but Cloward H₂O also employs specialized liners for lagoon developments and granite or precision-cut stone for specialty pools and fountains, along with a variety of finishes including plaster, tile, and other safety coatings, with the team maintaining a keen focus on following developments in waterproofing materials and technologies. “There are a lot of great additives that they’re putting in concrete coatings, and they also have a lot of polymer coatings. We look at new technologies and construction materials regularly to see what might improve a project’s efficiency, integrity, and long-term value to the client,” notes Aldred.

In addition, water facilities are increasingly sporting sensors, elaborate lighting systems, wireless networks, and Internet of Things (IoT) connectivity. These systems can be used to adjust lights, water flow, and water temperature using an iPad or other computerized controls. Given these developments, clients are increasingly requesting “bigger and better effects—more waterfalls, water shooting up higher, water flowing in different directions,” says Project Manager and Engineer Zach Robinson.

It’s Cloward H₂O’s job to accommodate such demands whenever possible. At times, the company needs to remind customers about some basic principles: “The first rule is, we have to obey the laws of physics. As long as we can obey the laws of physics, let’s see what we can do,” says Robinson.

The possibilities are impressive as technology keeps advancing. Cloward H₂O is currently working on a project that involves “an articulating robot, basically an eyeball if you will, that will shoot water and be able to control the flow of water and move it around. Pair that with lights, you get really cool effects,” notes Robinson.

Behind the scenes, Cloward H2O continues to use 3D modeling software and computational fluid dynamics (CFD) technology. The 3D software gives the team a better impression of what a proposed design will look like while CFD technology forecasts the flow of water and other fluids. Ironically, 3D software solutions generate so much data that Cloward H₂O has to carefully limit the information passed on to the client so as to keep them informed but not overwhelmed.

It all starts with the soil
Cloward H₂O matches these high-tech tools with common-sense guidance. Before anything gets built, the firm conducts a geotechnical survey to analyze the soil conditions at potential building sites.

“The structural engineer bases all their calculations upon these soil conditions,” Aldred explains. “I’m working on a project now—a fairly good-sized waterpark in Manila, Philippines—and the site had poor soil and high water tables. So, nearly the entire site was built on piles to provide the structural integrity for all the pool shells, slide towers, and buildings that will be placed on top of it.”

Modular construction, in which segments of a building are put together in factories, shipped to building sites, and then assembled, is gaining momentum throughout the world, but within the aquatic engineering world, these methods have been reliably used for decades with prefabricated fiberglass or stainless-steel pools. Large segments of a stainless-steel pool “can be shipped out and craned into place, and then piped up and installed within about three days,” says Robinson. Cloward H₂O is currently working on some swimming pool projects that also entail the use of prefabricated concrete.

Modular methods can drastically shorten construction times and provide contractors with more control over the building process. The downside is a lack of flexibility; wild shapes and unusual pool designs “are not applicable for the pre-cast world. But if you just want a basic square or rectangle, it might be a really good option for you,” says Aldred.

Part of something great
With engineering at the core of what Cloward H₂O does, new applicants must, of course, be technically proficient. But beyond that, “I like looking for soft skills,” says Cloward. “I want to see people with good, solid work ethics, who want to be part of creating something great, who show up on time and think the process through—who understand that what they do impacts other disciplines, and who understand how they fit into the bigger picture.”

Integrity, morals, and communication skills are also valued. If problems occur during a project, staff are expected to be upfront and honest with the client, even if the news is upsetting, adds Aldred.

This same dedication to integrity underlines Cloward’s participation in industry efforts to set NSF and ASTM standards for its sector. Established in 1944 as the National Sanitation Foundation, the NSF establishes safety, health, and design benchmarks for everything from food and beverages to waterparks and pools. ASTM International, meanwhile, is a renowned organization that has set approximately 13,000 quality standards in a variety of fields.

Promotion-wise, Cloward H₂O plans to display a new booth at the International Association of Amusement Parks and Attractions (IAAPA) conference in Florida this November.

“For about six years, we’ve used our old booth, but this year we’re excited to unveil an entirely new one,” says the Business Development Manager, Jacob Clawson. “The new booth features a screen showcasing videos of our projects—most of which can also be found on our YouTube channel—along with one exclusive video highlighting one of our most unique and technically complex projects to date. It’s exciting to finally share that at the event, along with the interactive whitewater model that was unveiled at last year’s show. Overall, it’s a bigger and better display of our work. But beyond the visuals, the main goal of IAAPA is to connect with our clients and partners, so we’ve designed the space to encourage collaboration and meaningful conversations.”

Solving problems nobody knew existed
Going forward, the company plans to stick to its core competencies while enhancing existing skills and augmenting its post-design construction support services. Including a post-design construction support phase in a project “gives the contractors and those on site the ability to ask questions about our design and to clarify and help solve problems that nobody knew existed. We like to call it the owner’s insurance policy on the design,” says Robinson.

Other company goals include becoming “a little smarter, a little wiser” and growing the staff, says Cloward.

“It would be great if we could open one or maybe two more satellite offices; it would help extend our reach around the globe a little better,” adds Aldred. “But we don’t want to grow too fast. Overall, another 10 to 20 percent on our staff would be wonderful.”

The post Pools, Waterparks, and Award-Winning Projects – Doing Wonderful Things with Water<p class="company">Cloward H2O</p> appeared first on Business In Focus Magazine.

“Our mission is to help our members grow and be successful,” she says. “That can be through opportunities to connect with mine contractors, with mines specifically, or helping members access resources they may not know about, helping them with whatever resources and contacts they need as a business.”

Described as Ontario’s Mining Supply & Services Association, MineConnect was initially known as SAMSSA, the Sudbury Area Mining Supply & Service Association. It was rebranded to be more inclusive, reflecting all of Northern Ontario, and reintroduced to the world as MineConnect, fittingly announced at the annual Prospectors & Developers Association of Canada (PDAC) Conference in Toronto in March 2020.

For the newly christened Association, the declaration of the COVID-19 pandemic just days later could have been catastrophic; instead, it proved to be an opportunity to build strong, successful relationships with mining suppliers.

Mines, governments, suppliers, and services—brought together
Before taking on her role as MineConnect’s Executive Director, Tremblay served on the Association’s board and was familiar with its structure and direction. Today, she is proud of her successes and those of MineConnect. In just a few years, MineConnect’s membership has tripled, and the organization has gone from 600 followers on LinkedIn to 8,000.

“To have an industry following of people seeking us out is a pretty big achievement,” she says. “I feel like we announce a new member almost every day. We’re not knocking down doors anymore, because we’ve proven what we do is worth being a part of, so people are finding us, which is fantastic.”

A stronger presence now than ever, MineConnect is experiencing a surge of members referring others and sharing the benefits of joining the Association. “That is huge,” says Tremblay. “That means we are doing what they need us to be doing. If a member refers somebody and says, ‘Hey, you need to be part of this,’ that’s gold.”

Along with members, MineConnect has a seat at government tables, including with the Ministry of Energy and Mines. These ministries actively reach out to MineConnect for input on bills and to ensure they themselves are meeting the needs of mine suppliers. It’s a message Tremblay and her team have been pushing for years, and it’s paying off.

“They want to know what suppliers need, and it’s a crucial part of the equation: you can’t have mines without suppliers. SMEs built the economy. They finally understand that and call us to check with them on their input. And that’s a huge success.”

Strong governance
MineConnect is a not-for-profit, completely self-sustainable organization. It operates with a diverse Board, including members with backgrounds in mining engineering, business development, technology, geoscience, Indigenous representation, and more. All are from the private sector, owners, directors, and other high-level people within their organizations who serve as advisors.

Working with a three-year strategic plan, the Board will soon meet to create a new plan and map out the direction of the organization. “It’s very much a governance board, not an ‘in the weeds’ or working board,” comments Tremblay. “They are there to provide advice, oversee our strategy, and ensure we are meeting strategic objectives.”

As Executive Director, Tremblay reports to the board and develops an annual work plan and yearly budget with the team. The work plan naturally reflects MineConnect’s current strategy and objectives. The Board also reflects the geography of Ontario, since strategies differ from one area to another, and what may work well in one market may not be as successful in another.

Diverse membership
Much like the Board, MineConnect’s membership is diverse, including suppliers who provide goods and services that mines need to operate such as automation and software; electric vehicles; communications infrastructure and services; environmental, health, and safety services; transportation; ventilation; and other areas.

MineConnect members come in all sizes, from multinationals to mom-and-pop operations. “We have some firms that are just two people,” Tremblay shares. “Those are the ones that really need the support.”

Some members get their start working for larger mines and decide to branch out on their own, creating a product or service; they understand the industry but don’t have enough people. As MineConnect members, they can share information about their companies which is then communicated to a broader base, helping build their brand.

By improving MineConnect’s recognition as an organization, Tremblay and her team also establish credibility, which is valuable to up-and-coming SMEs building their own brands and presence in the mining market. “If we work with them, you know they are vetted. If they are a member, they are a credible company,” she says. “That also gives comfort to procurement people at mines, especially if they are looking for something new, different, or local, because of geopolitics. Now they know if they can find it on our site, it’s a credible company.”

With current tensions around tariffs and other global issues, some mines are now considering regional Canadian suppliers.

MineConnect has also been working on building relationships domestically with British Columbia, Quebec, and other provinces. “I’m glad we did that, because this has demonstrated how important it is to work domestically,” says Tremblay. “And having the government looking to change some laws concerning inter-provincial work will be helpful. We’ve gone from being a Sudbury organization to being a complete provincial organization. It’s just under a year since we announced we would go province-wide.”

While welcoming new members across Ontario, Tremblay emphasizes the importance of partnering with others but not duplicating efforts. “We are here to work with people and benefit our members and partners,” she says. “If there are organizations across the country that have something of value for our members, we want to work with them. To us, that’s the whole point.”

One of the organization’s greatest successes has been MineConnect USA in Elko, Nevada. Launched in 2021, this was a three-year partnership between the Nevada Governor’s Office of Economic Development, the Northeastern Nevada Regional Development Authority (NNRDA), and MineConnect. Conceived as a business incubator for Nevada’s legendary mining industry, the project helped form many new, fruitful business relationships.

“The best thing that came out of that is our partnership is very strong, and we have a brand in Nevada,” says Tremblay. “When people show up, they’ve heard of us, and that adds to our credibility.” There is still a presence in Elko, including resources, contacts, and access to meeting space. “It’s still benefiting our members, and that’s the whole objective.”

Membership advantages
In MineConnect’s experience, the benefits of building relationships cannot be overstated. From generating opportunities to market intel, trade programs, e-news and social media promotion, networking events, and more, the benefits of membership are many.

Recently, MineConnect hosted its first golf tournament in Thunder Bay, Ontario, which was a huge success. When the day’s play was through, Tremblay was surprised at how many participants she saw enthusiastically introducing themselves to one another, when she had believed that everybody there already knew everybody else. This underscores the value of creating partnerships. On occasion, when she is in a meeting or talking to a supplier, someone mentions another company. “The next moment, they have a partnership going gangbusters,” she says. “It’s that introduction piece [that is our point of difference]—being involved in many things, talking to other people and seeing the big picture, where those connections are,” she explains. “It is extremely valuable, and sometimes it’s the person right next door. They don’t know they could be getting one of their parts from someone just down the street.”

As Tremblay approaches her fifth anniversary with MineConnect Canada, she sees the organization continuing to support its growing membership base and build valuable relationships.

A wider membership
“I would like more people from outside of the North to be part of the organization and become members, because it gives us more strength on a global level,” she says. Some of the groups she works with educate young people, parents, and schools about well-paying industry careers, helping to shift the perception of mining in the public’s mind. “Our job is to help our members, and we’re looking everywhere in the world for them,” she says.

Indeed, MineConnect regularly works with provincial and federal trade commissioners, investigating markets and gleaning information on current opportunities to share with members.

“We need to provide that information to them so they can make intelligent decisions that are valuable to their companies,” says Tremblay. “That’s why we’re so keen to provide ongoing discussion with our partners. We have those relationships and work with the provinces, the feds, and all our partners across the country. By talking to them all the time, we bring that intelligence back to our membership, because they look to us for that market intel. And that’s really important to us.”

The post In the Contact Sport That Is Mining, MineConnect Has the Contacts<p class="company">MineConnect</p> appeared first on Business In Focus Magazine.

The Town’s Economic Development Manager, Frank Miele, describes Grimsby, Ontario as a “thriving business community that boasts a diverse business ecosystem and has perfected the art of collaboration and networking. The Town is also strategically located less than 45 minutes from the GTA (Greater Toronto Area) and right next to Hamilton, with direct access to Ontario’s GO Transit coming soon,” he says. “Combined with very low real estate and operating costs, Grimsby offers the advantages of a metropolitan location without the high-end overhead.”

Strengthening communication between businesses and local government has been a key focus in recent years. The Town is currently undergoing internal restructuring to improve collaboration and avoid duplication of efforts, addressing challenges as a team rather than as separate departments. This approach aligns with the Town’s commitment to proactive economic development, a priority that has guided Miele’s work since he joined the team in 2021.

Along with this favourable and productive business environment, Grimsby sports a talented workforce—a skilled labour pool that is experienced and educated in agriculture, manufacturing, and technology.

Perhaps most importantly, Miele says, “Grimsby has an outstanding quality of life.” It is a safe community surrounded by the scenic Niagara Escarpment, with a welcoming populace, rich in lifestyle choices and attractive to prospective employees and their families to live and work in. Grimsby is the kind of town that Canadians are proud to call home, and its continued evolution has been made possible with Strategic Priorities developed by Grimsby’s Town Council. The Strategic Priorities have been meticulously developed, with specific goals, objectives, action steps, and KPIs (key performance indicators), many of which the town has gone on to exceed.

Ambassadors for business
One of the key objectives of the Town’s economic strategy is to align with the priorities of other departments. As Miele notes, 80 to 90 percent of new jobs in a community come from existing businesses, and that is why the Town is deeply committed to supporting and strengthening its established enterprises.

To this end, Grimsby has instituted initiatives to leverage local business talent in the continued growth and development of the Town’s economic prospects. Grimsby’s concierge service program sees Miele visiting businesses regularly to find out how the Town can help supercharge development and growth, opening lines of communication and breaking through obstacles that get in the way of expansion and development.

A recent highlight of Grimsby’s economic development efforts is the launch of its Business Ambassador Program. The initiative brings together respected members of the local business community to collaborate with the Town in attracting and supporting new businesses in a coordinated way. Originally conceived and developed by Miele during his time with the City of Scarborough in the 1980s, the program recognizes that prospective business owners place great value on the insights and experiences of those already thriving within the community.

Miele revived the project in Grimsby and has made it more robust, selecting 10 Business Ambassadors to engage with and represent the community and support economic development for the next four-year term. Ambassadors include CEO of VTR Feeder Solutions, Jim Hills, and President of 360 Energy Inc., David Arkell, among other local business leaders.

These and other ambassadors will be expanding their businesses locally and have been proactive since their onboarding in June. For example, Jim Hills’ company will be looking to inshore their China-based production back to Grimsby in a $10 million machinery investment that will employ more people, while David Arkell will be helping the Town to coordinate the first Grimsby Energy Summit in November to help potential incoming businesses reduce their power loads and costs.

In collaboration with the Tourism Partnership Niagara (TPN), Grimsby has completed its first Tourism Strategy 2026-2031. The strategy has identified specific goals and objectives that will focus on strengthening existing tourism offerings and creating innovative opportunities. One is with the Niagara Gateway Information Centre at the crossroads of the Queen Elizabeth Highway and Casablanca. With more than 3.5 million visitors stopping there annually, persuading even three to five percent of them to explore existing Grimsby tourism assets could help usher in a new era of tourism development.

Space to grow
The Town is certainly not short of land and growth opportunities for those who want to take the initiative. Miele says that Grimsby has two to three large pieces of land that are prime for potential new investment.

One of these is 36 acres of greenfield investment located in the westerly portion of Grimsby, next to Hamilton. Anatolia Business Park is currently going through a site plan agreement and hopes to launch its 650,000-square-foot industrial buildings in the spring of 2026, creating about 500 new jobs for the community.

The second major land investment is 12 acres on Main Street West, the site of an old cannery that has been closed for decades. This land is underdeveloped, but several well-known developers are interested in making an investment in it.

A place for people
Grimsby also has new residential developments in the pipeline, with more than 85 units in a geothermal-equipped award-winning condo building being built downtown by DeSantis Homes. DeSantis and Valery Group are also building the first purpose-built rental building in the Town, with 130 units in a unique and affordable development close to the hospital, with construction to start this fall. An important focus for the community is preserving its heritage, and the Town is investing $2 million in restoring a key heritage property as part of this redevelopment site.

An interesting opportunity has come about through the Grimsby Business Ambassador Program. Breckon Husband, Senior Vice President of Aon Canada, has helped to connect the Town of Grimsby with Grimsby, Lincolnshire, England. Known as the twinning project, this opportunity could inspire joint projects, cultural exchanges, and new ventures. Miele says that the twinning process has already begun, with Mayor Jordan and CAO Sarah Kim having visited Grimsby, UK in October to kickstart how the two municipalities can work together in the future, an example of how keen local ambassadors are to make the Town where they live better in every way.

To celebrate ongoing local networking, Grimsby held an Economic Gala in September. Held at the Commisso Estate Winery, the Economic Gala, was conceived to achieve several objectives: celebrating and strengthening the business community; positioning Grimsby as a regional economic leader; and providing meaningful community impact through charitable contribution to McNally House Hospice. Over 140 businesses participated in the event, which was fully aligned with the long-term strategic priorities to strengthen business engagement.

Miele says that cross-developmental coordination is very important in economic growth because industries go where they are invited and usually stay and expand where they are treated well. “If Grimsby looks after its issues efficiently rather than putting up roadblocks, then the Town has done its job,” he says. Roadblocks to development, he says, are largely created not by municipalities but by the development process in Ontario itself, which can involve some slow-moving procedures. However, Grimsby has identified these challenges and knows how to work within and around them, and things are improving.

Already blessed with a great quality of life, the Town of Grimsby, as it grows by leaps and bounds, has much to offer anyone who wants to be part of it—including a warm welcome.

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Lawrence was also the site of the historic Bread and Roses Strike of 1912, where immigrant mill workers, many of them women, stood together to demand fair wages and better working conditions. This landmark labor movement underscored the city’s legacy as a place where working people have long fought for dignity, equity, and opportunity.

Fast forward to today, and Lawrence continues to be a city of immigrants. But the demographics have shifted. Mayor Brian A. DePeña, who has been at the helm since 2021, tell us, “Lawrence has always been known as a city of immigrants, but today that diversity looks different. While our roots include Irish, Italian, Polish, and French families, we now have a strong Dominican, Puerto Rican, and Central American community. More recently, we’re welcoming Haitian, African, and Asian families too. Each group brings its own culture, and we’re proud to honor that history while building a shared future.”

This blend of cultures is more than a demographic statistic; it is the heartbeat of Lawrence, visible in its festivals, businesses, food, and daily life. And it’s a foundation that city leadership is determined to build upon as they shape the next chapter in Lawrence’s growth.

Lawrence is what Massachusetts calls a “Gateway City,” a smaller urban center with untapped potential for economic and community growth. Its location, affordability, and transit access make it an attractive option for families and businesses alike.

Octavien Spanner, Senior Advisor, points out that affordability is a major advantage. Compared to Boston, Somerville, or Cambridge, Lawrence offers lower housing costs and more affordable rentals while still being connected to Greater Boston by rail and highway. “People who come here can find housing that fits their budget without sacrificing access to jobs or quality of life,” he says.

This balance of affordability and accessibility has helped Lawrence attract new residents, particularly immigrant families looking for opportunity and stability.

Culture is woven into the very fabric of Lawrence, and nowhere is that more evident than in the city’s vibrant calendar of festivals. Each year, residents come together to honor their heritage, strengthen community bonds, and support local businesses through a series of large-scale celebrations. Longstanding traditions like the Feast of the Three Saints pay tribute to the city’s Italian roots, while Semana Hispana, or Hispanic Week, highlights the richness and diversity of Latino culture. The Puerto Rican Movement Festival adds another layer of identity and pride, showcasing the contributions and traditions of Lawrence’s Puerto Rican community.

Most recently, Mayor DePeña introduced the Sea Festival, a family-centered summer gathering that not only provided entertainment for residents but also brought renewed energy to downtown. By featuring local restaurants and retailers, the festival offered a chance for businesses to shine while giving families a reason to explore and enjoy their own city.

Andrea McCann, Enforcement Officer for the city, emphasizes the role these events play in Lawrence’s broader identity. She notes that they are more than cultural showcases; they are opportunities for residents to rediscover downtown as a lively place to eat, shop, and gather while reinforcing the city’s reputation as a place where diverse cultures thrive side by side.

If festivals represent Lawrence’s spirit, redevelopment represents its future. At the heart of Mayor DePeña’s vision is a plan to transform underutilized areas of the city into vibrant hubs of housing, retail, and community life.

Working through the Lawrence Redevelopment Authority (LRA), the city identified eight key downtown properties for redevelopment. Developers were invited to submit letters of interest and formal proposals, leading to 20 serious bids. After a public process that included citizen input, eight projects were selected.

“Most of the projects are mixed-use, housing combined with retail and commercial space. The goal is to keep residents shopping and dining here in Lawrence, rather than going to neighboring communities. That’s how we retain wealth, create new opportunities, and strengthen our city.” This emphasis on “live, work, play” development is designed to make Lawrence a more self-sustaining community where prosperity is shared equitably.

Spanner underscores the importance of inclusivity: “The Mayor’s vision is rooted in equitable prosperity. Every project we pursue is designed to uplift residents, not just bring in outside investment.”

One of Lawrence’s quiet strengths lies in its abundance of green space. Though the city spans just 6.7 square miles, it boasts more tree coverage and urban parkland than many other communities of its size in Massachusetts. This natural advantage is something city leaders are determined to protect and enhance as Lawrence continues to grow.

Recent years have brought a series of strategic investments aimed at making the city more environmentally sustainable. A $700,000 initiative is underway to clean the Spicket River, a 3.5-mile stretch that winds through Lawrence and has long been a defining feature of the local landscape. New schools and even the police station have been built as “smart” structures, designed with energy efficiency in mind. At the same time, the city is preparing for the future by exploring the installation of electric vehicle charging stations in all new development projects.

Perhaps most ambitious of all is a $142 million proposal submitted under the state’s Environmental Bond Bill. This wide-ranging plan includes upgrades to water and sewer infrastructure, improvements to the city’s reservoir, and even the thoughtful expansion of cemetery space, acknowledging both the needs of a growing population and the role cemeteries play as large, green landscapes within the city.

As Spanner puts it, “We’re not just growing economically; we’re making sure our growth is sustainable. Lawrence has the chance to be a model for green urban living in Massachusetts.”

The city’s vision for growth is closely tied to the health and education of its residents. Lawrence is home to two hospitals, Lawrence General Hospital, a designated trauma center, and Holy Family Hospital, which also serves nearby communities. Both have partnerships with leading institutions in Boston, including Mass General and Brigham and Women’s Hospital.

On the education front, Lawrence has expanded capacity with two new schools, increasing student enrollment opportunities from 300 to 1,200. This year, the city will celebrate its largest-ever graduating class from Lawrence High School, an important milestone for a city focused on upward mobility.

Infrastructure investment has been another cornerstone of Mayor DePeña’s administration. In just one year, the city repaired 72 streets and made significant upgrades to its water and sewer systems. These improvements not only support redevelopment but also strengthen public confidence in Lawrence’s future.

Public safety is also at the center of the Mayor’s agenda. “You can’t promote a city if people don’t feel safe,” Spanner explains. Crime rates have declined, and the administration has worked closely with the police department and community organizations to ensure that residents feel secure.

One of the biggest drivers of Lawrence’s progress has been its ability to secure funding and build partnerships across all levels of government. Since Mayor DePeña took office, the city has brought in $463 million in funding, including $163 million in grants. These funds support redevelopment, infrastructure, and environmental projects.

Partnerships with Governor Maura Healey, Senators Ed Markey and Elizabeth Warren, and Congresswoman Lori Trahan have been instrumental in advancing Lawrence’s priorities. As McCann notes, these partnerships have elevated Lawrence’s status in Massachusetts: “For too long, other cities like Lowell, Haverhill, and Somerville surged ahead while Lawrence was left behind. This administration is determined to change that. The Mayor often says, ‘Why not Lawrence?’ and now we’re proving that Lawrence can lead.”

Beyond physical improvements, Lawrence has also made strides in financial management. For four consecutive years, the city has received outstanding audit reports. Its Standard & Poor’s credit rating has risen to A+ stable, a reflection of strong fiscal stewardship. These achievements may not generate the same excitement as a new festival or redevelopment project, but they are essential for attracting investment and ensuring long-term stability.

In many ways, Lawrence is returning to its roots. It is once again a city defined by immigrants, industry, and resilience. But this time, the focus is on inclusivity, sustainability, and equity. The administration’s combined efforts in redevelopment, infrastructure, environmental sustainability, education, healthcare, and public safety are laying the groundwork for a brighter future.

As Spanner reflects, the work is about more than just physical projects: “We’re building a Lawrence where residents don’t just live but thrive. A city where every community, every culture, and every generation feels invested in the future.”

Taken together, these initiatives reflect a city that is moving with purpose. Lawrence is proving that revitalization is about more than economic metrics; it is about creating a community where opportunity, sustainability, and quality of life come together. With bold investments, a focus on inclusivity, and a vision for the future, Lawrence is showing what is possible when a city embraces both its history and its potential.

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