From the worldwide disruption set in motion by the COVID-19 pandemic to ongoing geopolitical tensions and tariff-fueled uncertainty, the global market and its deeply integrated supply chains have had their vulnerabilities laid bare, necessitating a period of adaptation to face these challenges head-on.

In a 2021 article for the Financial Times, authors Brooke Masters and Andrew Edgecliffe-Johnson describe how what was once a “just-in-time” system, designed to anticipate and meet market demand, has evolved into one focused on “just-in-case” scenarios that seek to mitigate risk and prepare for worst-case outcomes in order to remain viable long-term.

A system built on efficiency
The very nature and function of supply chains are rooted in efficiency, quality, and competitive cost. As the global economy became increasingly interconnected and interdependent, supply chains grew more complex, and so too did their management, giving rise to an entirely new term and discipline for the coordination of sourcing and supply.

The term “supply chain management” was formally coined by Keith Oliver nearly 50 years ago when he was discussing the integration of materials, information, and products as functions of a business’s operations and profitability. Since then, greater effort has gone into understanding and optimizing these relationships and commodity flows. Today, supply chain management no longer treats logistics and inventory management as separate functions, but rather as component parts of a cohesive, integrated business system. As a result, it has become a significant industry with considerable untapped potential.

According to a report by Monika Darandale and Eswara Prasad published by Allied Market Research, the supply chain management market’s value reached $35.7 billion last year, with expectations that it will grow to $91 billion by 2034.

Part of the reason for this growth is the sector’s capacity to adapt to challenges. Currently, the global supply chain is undergoing one of the most significant periods of transformation in its history—one heavily influenced by rapid technological advancement and a reorganization of global operations and relationships.

Survival of the fittest
During times of challenge, even the smallest competitive advantage can be monumental. Without question, efficient supply chain function is paramount to an operation’s performance and profitability. Operations that elevate supply chains to a strategic function, through the creation of interdepartmental councils comprising Finance, Operations, Procurement, Compliance, and IT, can leverage that structure to develop comprehensive solutions that optimize the flow of goods and strengthen the trade relationships central to their success.

This requires internal capacity to monitor and forecast, as well as reliable partnerships with suppliers and logistics providers who understand their role in their customers’ operational efficiency.

To build that capacity, significant investments are being made in automation, artificial intelligence (AI), and the Internet of Things (IoT), reducing reliance on error-prone and costly manual labour at a time when skilled workers are in high demand and short supply. From early technologies like the forklift to AI-driven tools such as IoT sensors, GPS, and real-time visibility software, technology has long empowered the ability to accurately forecast supply and navigate ever-changing regulatory environments.

Technology also enables the collection of actionable data from which informed decisions can be made, resulting in more resilient, agile, and ultimately profitable supply chains.

Growing closer to home
One of the greatest lessons of the pandemic was the exposure of deep vulnerabilities in the highly integrated global supply chains upon which companies and countries depend. Bottlenecks and the inability to satisfy “just-in-time” market expectations demonstrated how quickly these complex global networks could be disrupted and sparked a push for reinforcement through stronger local and regional capacity.

Global economies of scale certainly offer more competitive pricing and access to materials that cannot always be replicated locally or regionally, but local and regional networks help insulate supply chains from geopolitical instability, climate risks, extreme weather events, and the rising costs of transportation, fuel, and labour.

Particularly at a time when tariffs and deteriorating geopolitical relationships continue to threaten supply, there is growing momentum to re-shore and near-shore operations to strengthen local and regional footprints. This is no easy task, however, especially for a country like Canada, where regional cohesion is under strain. With the future of trade agreements like the Canada-United States-Mexico Agreement (CUSMA) in question, decision-makers are tasked with identifying new market horizons and new supplier relationships to diversify and strengthen their position.

With a focus on critical minerals, technology sectors, and agri-food export diversification, Canada is seeking to move beyond traditional markets and secure its economic future through new partnerships in the Indo-Pacific, Asia, and Europe, while bolstering the national economy through strategic investments in local capacity.

A path forward
Times of challenge present a valuable opportunity to strengthen existing trade relationships and reevaluate suppliers and logistics partners. Comfort and complacency can breed inefficiency, which means decision-makers at all levels must remain vigilant, plan for the worst, and be prepared for any scenario.

Resilience can be built into operations through financial and insurance risk mitigation, sustainable practices that support long-term outcomes, and a consistently proactive approach. Contingency plans and buffer stock are no longer optional; they are a requirement.

Ultimately, operations that adopt a framework of prevention, preparedness, response, and recovery (PPRR) are more likely to prevail, regardless of what supply chain challenges emerge, especially when they are tech-enabled and guided by knowledgeable decision-makers. Equipped with data, empowered by strong relationships across local, regional, national, and international supply chains, and guided by a strategy that supports nimbleness and agility, operations can withstand today’s challenges and mitigate those that may arise tomorrow.

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This first-of-its-kind synthetic burger was cooked by a chef named Richard McGeown. It was sampled by food critics Josh Schonwald and Hanni Rützler, who gave relatively positive reviews.

“There is quite some intense taste; it’s close to meat but it’s not that juicy,” stated Rützler, according to BBC News online coverage.

“I miss the fat; there’s a leanness to it, but the general bite feels like a hamburger,” added Schonwald.

The type of cuisine presented at the press conference goes by many names: cultured meat, in-vitro meat, clean meat, synthetic meat, cell-cultivated meat, or slaughter-free meat. As the name implies, cell-cultivated meat is derived from stem cells taken from live animals, and then grown into chewable portions in bioreactor tanks. It is a very different category than veggie or soy-based meat alternatives which are derived from plants.

Besides saving livestock from slaughter, cell-cultivated meat can reduce greenhouse gas emissions and speed the process of getting meat to market. Drawbacks include price, taste, texture, and public disdain.

Research and development for the burger served in London was paid for by Sergey Brin, co-founder of Google. This deep-pocketed source underlines the vast resources currently going into cell-cultivated meat. Such products are seen as a sustainable way of coping with rising meat consumption around the world.

“The Food and Agriculture Organization of the United Nations (FAO) anticipates that by 2032, global consumption of meat proteins will increase, as compared with 2020-2022, from 339 million metric tons of meat protein consumed to 382 million metric tons (13 percent increase). FAO attributes this potential increase in meat consumption to population growth and increased household incomes,” reads Cell-Cultivated Meat: An Overview published September 19, 2023, by the Congressional Research Service in the United States.

Creating cell-cultivated meat is a complicated process but can be reduced to some basic steps. First, a small number of stems cells—the building blocks for organ growth—are removed from a live animal such as a chicken, cow, or hog. Importantly, the animal is not killed during this process. Stem cells are then placed into bioreactors—large tanks that mechanically simulate the atmosphere found inside an animal body. Appropriate nutrients are also added during this stage. The stem cells diverge to form the basis of fat, muscle, or connective tissue—the main elements of meat. Cells are then separated and put through a procedure using scaffolding on which the meat grows.

“A scaffold is an edible material that supports the organization of meat cells into the desired shape, for example, a steak or mincemeat. The scaffold does more than just hold cells together. It also carries nutrients and helps them differentiate even further,” explains the article, Cell-based Meat and Other Cell-Based Foods posted December 3, 2025, on the European Food Information Council website.

If sparing livestock is the most obvious benefit of cell-cultivated meat, other advantages include a reduction in food-borne pathogens, improved food safety, and enhanced nutrition, as cultivated meat can be designed to have less fat and healthier attributes than traditional meat. Cell-cultivated meat requires drastically less land and water than farm-raised meat, and production is speedier and more convenient. It can take years for animals such as cows or pigs to reach maturity and be ready for slaughter. By contrast, the burger at the London press conference was cultivated over three months. As the technology improves, scientists will become even faster at developing meat.

Cell-cultivated meat could also solve storage problems in situations with limited space and minimal opportunity for resupply. Examples include long space missions, bunker situations during wartime, and isolated scientific or military bases. In such scenarios, meat products could simply be made on the spot so food supplies do not run low.

Cell-cultivated meat could be acceptable to vegans and vegetarians, and the concept might even broaden people’s palates. Using stem cells, scientists could in theory create choice cuts from endangered or rare animals without having to kill them. This in turn might put a dent in the exotic animal meat trade, which targets at-risk species to appease people’s taste buds.

As with any food products, regulatory approval based on stringent testing is required before this meat can be sold to the public. By mid-2025, four countries had granted such approvals, with a few other nations close to giving the okay.

Singapore proved to be a pioneer in this area, granting authorization for cell-cultivated meat sales in 2020, followed by the United States three years later. In July 2023, GOOD Meat and UPSIDE Foods began selling cell-cultivated chicken at Washington, D.C. and San Francisco restaurants, respectively. A year later, Israel approved the sale of cell-cultivated meat, followed by Australia in 2025. Legislators in the UK have also approved cell-cultivated meat, but only for pet food. Switzerland, Spain, and the Netherlands are poised to grant permission for commercial sales. In Canada, cell-cultivated meat is considered a novel food and subject to case-by-case health and safety assessments and approvals.

For all these regulatory and marketplace triumphs, however, there remains considerable pushback to cell-cultivated meat. The biggest hurdle currently is price; while the cost of making these foods has gone down considerably in recent years, it is still an expensive option. Part of the problem is that the kind of huge agribusiness infrastructure that supports the traditional meat sector is largely nonexistent.

The Congressional Research Service document points to a study that pegs the wholesale production cost of cell-cultivated meat at $28 a pound ($63 a kilo). To be profitable, such meat would have to retail at around $45 a pound (over $100 per kilo). Such prices might not deter dedicated foodies or wealthy environmentalists but would be extremely off-putting to average consumers.

Taste, texture, and an overall ‘ick’ factor also present major obstacles. The burger prepared in London initially had a pale appearance and bland taste. Beetroot juice and seasonings were added for colouring and flavour before the patty was presented to the food critics. But many people seem unwilling to even consider eating cell-cultivated meat, regardless of flavouring. Half of all respondents in a 2023 poll noted by the Congressional Research Service expressed little or no interest in consuming such products.

In May 2024, Florida Governor Ron DeSantis cited the ‘ick’ factor—along with off-the-wall conspiracy theories—in announcing a ban on cell-cultivated meat sales in the Sunshine State. Such products represent “the global elite’s plan to force the world to eat meat grown in a petri dish or bugs to achieve their authoritarian goals,” stated the governor. Yet while Governor DeSantis clearly is no fan, insect-eating, or entomophagy as scientists call it, has been an accepted dietary habit in certain parts of the world for thousands of years. Crickets, grasshoppers, ants, and beetles are commonly consumed in Mexico, Asia, and Africa.

Insects can be highly nutritious, are found in abundance, and might help address food insecurity, notes the paper Edible Insects as Future Food published September 2021 in the Journal of Future Foods. As with cell-cultivated meat, producing meals from insects rather than livestock could reduce water use and greenhouse gases while sparing animals from death.

For all that, bug-eating is generally regarded with intense distaste in Western nations, a fact readily acknowledged by the paper. Popular television programs such as Survivor and Fear Factor often feature gross-out contests where people are challenged to eat food items containing live insects, a taste trial portrayed as the ultimate ordeal. To some food pundits, such gruesome spectacles miss the point. Insects can offer another alternative to traditional, farm-raised meat, in that they can be ground into paste and turned into burgers, hotdogs, and sausages. Convincing Westerners to eat meat products made from creepy crawlies, however, might be a bridge too far.

Big Agriculture has been investing in insect-based food, but primarily as feed for livestock or pets. When it comes to human consumption, the big money is on cell-cultivated meat, not grasshopper burgers. The gamble is that once cell-cultivated meat becomes more commonplace, the public will become more willing to try it.

In June 2025, the United States Food and Drug Administration (FDA) approved the sale of cell-cultivated seafood made by a firm called Wildtype. Wildtype had previously raised $100 million in funding, some of which came from Cargill, one of the biggest agribusinesses in the world. Between 2010 and 2022 alone, roughly $3 billion of private capital was invested in cell-cultivated seafood and meat companies, estimates a group called the Good Food Institute. All of which suggests that, in a few years, grocery shoppers and restaurant patrons alike will have the opportunity to select poultry, fish, pork, or beef that was raised in a factory, not on a farm.

The post The (Alternative) Meat Market<p class="company">Cell-Cultivated Meat Enters the Marketplace</p> appeared first on Business In Focus Magazine.

Out of Michigan’s 1,240 townships and 275 cities, Canton ranks as the ninth-largest municipality and second-largest township. Canton Township Supervisor, Anne Marie Graham-Hudak, explains that as Canton has around 100,000 residents, it is ranked as a township, and so its municipality provides the level of service one would expect from a large metropolitan area. That includes having independent and fully-fledged fire and police departments, while maintaining a township management structure where a supervisor replaces the position of mayor, supported by a treasurer, clerk, and trustees rather than councilors, as one would typically see in the management structures of cities.

Canton’s biggest employers are the healthcare and automotive industries, which support a thriving middle class keeping three school districts alive and growing. With an annual median income of $107,000, the township outperforms national averages on a number of statistics, including its below-average unemployment rate. While many businesses and industries drive its prosperity, Ford remains one of its greatest anchors, both economically and socially.

Having a strong Chamber of Commerce also means a strong workforce and favorable business conditions, especially as the Chamber supports local municipal leaders in keeping community ties and the economy strong. One example is an extensive events calendar the Chamber created showcasing annual festivals and gatherings. In terms of its economic strengths, Canton is also easily accessible from other parts of the country via I-275 and is just 15 minutes from Detroit Metro Airport.

Many large companies have headquarters based here, including a large Amazon warehouse; however, many Canton residents work in downtown Detroit due to its proximity. As industrial outfits and the retail sector continue growing, local authorities are collaborating with the South Michigan Transit Authority (SMART) to ensure that public transportation infrastructure becomes more sophisticated and can accommodate growing numbers of commuters.

“All of that makes it very, very efficient for a business and very wholesome for somebody to live and work and play and be able to travel when they need to,” says Dr. Gavin Beckford, Economic and Downtown Development Manager.

Canton is known for its hospitality and welcoming attitude toward outsiders and those in need of protection. To this end, it is proactive in ensuring everyone has food on the table through its local food banks, and city officials don’t hesitate to present their cases at a higher level when necessary to secure grant funding for important causes such as creating care facilities for abused children. Local businesses—especially restaurants—are also well-known for their philanthropy.

Thanks to its demographic mix, Canton’s food scene could, quite fairly, be compared to a foodie paradise, but that is not the only aspect that makes this township different. It also hosts a popular annual LGBTQ pride festival and takes special care of the wellbeing of its youth by keeping them meaningfully engaged in healthy activities and projects. Canton’s parks and recreation department, for instance, hires around 200 high school students annually—all of whom are mentored and trained in maintenance and other useful skills while contributing to their community.

Naturally, children in Canton learn about diversity from a young age, with 6,300 children speaking a combined 66 languages and dialects. This is a place where hospitality and progressive values are more than taglines. Instead, local government has made it an official mandate for its teams to familiarize themselves with the customs and cultural norms that should be considered and respected when engaging with locals from the many faiths and cultures represented here.

Canton’s sense of inclusion is the result of a 20-year commitment toward consciously facilitating meaningful change. “When you look at the rest of the world and all of the issues that are happening between some of these faiths or cultures, I think Canton is like a model to show how we can all live together in peace and how we should live together in peace,” Graham-Hudak says. To mark this achievement, three years ago a peace pole was installed exemplifying Canton’s mission, with ‘Peace on Earth’ in 13 of its major languages written on it.

Indeed, its absolute freedom of faith is one of the area’s most appealing features as Sikh, Hindu, Christian, Muslim, and many other faiths are represented and supported by one another here. One example is an innovative new bakery in Cherry Hill Village, SAJ, home to delectable Lebanese fare, which serves customers until 3 a.m. to accommodate those observing Ramadan. “The owner, Hussein Siblini, does such a nice job, and it’s a beautiful store. He spared no expense on the finishes,” says Jon LaFever, certified parks and recreation professional and Manager of Community Services.

Despite its size, Canton has never really had a downtown area. More recently, developers and town planners decided to change that. Today, the historic commercial area is a Downtown Development Authority district based around Ford Road, where statisticians have identified traffic from as many as 30,000 vehicles per hour across 22 intersections. It is not surprising, then, that nearly every large chain and restaurant imaginable, including Swedish furniture giant Ikea, can be found here. Interestingly, this same store has brought with it an unexpected destination element that Canton is only too pleased with.

The township is also home to the first Raising Cane’s restaurant in the region, a shop that sees some of its highest annual profits in June, when data shows that a large portion of an estimated 100,000 carnival attendees visit its local outlet. As a result, it has become one of the event’s largest sponsors.

As Ford Road feeds into Canton’s major shopping area and Michigan Avenue at the southern part of its commercial district ultimately connects Detroit and Chicago, Canton often boasts more than one branch of a big chain; in such a comparatively small community, this is evidence of its popularity as a commercial tourist destination. This road has also been the focus of the Michigan Avenue Innovation Network (MAIN), a technology corridor stretching from Detroit to Canton.

The MAIN will also be used as a tool to maintain the integrity of the commercial endeavors in the area by focusing on clean industries. “We’re looking at the MAIN as a way to positively increase and enhance our communities,” says LaFever.

Since many people recognize these advantages and the wide variety of real estate on offer, growth has been consistent. Years ago, Canton Township went from a community of around 35,000, when development was on the rise in the ’90s, to its current booming population that lives across six square miles. The speed of Canton’s growth has taught its leaders to think on their feet, making them responsive, efficient, and resilient change makers. Over time, as everywhere else in the United States, some areas developed in more economically conducive ways than others. Now, thanks to a welcome cash injection through the American Rescue Plan Act, the township has revitalized areas in need of fresh visions.

One such area is Cherry Hill Village to the west. Described as a neo-traditional development and perhaps its most popular area, this is one of Canton’s most charming places to live and play, as Cherry Hill Village was developed around the original Cherry Hill School in a beautiful, historic area now re-envisioned for modern lifestyles while maintaining its character.

The project was undertaken to regenerate the township at large. As Canton was a residential hub with lively communities but lacking a definitive downtown zone, the extensive improvements to Cherry Hill Village solve this and keep the social scene buzzing. In the process, planners are creating more places for residents to gather, joining an existing performing arts center with an active theatre that welcomes audiences from across the region nearly every day of the year.

This initiative was achieved in collaboration with a nonprofit, Partnership for the Arts and Humanities, which has been a part of the community for over 20 years. This group is now mandated to actively maintain the cultural and activity programs in a number of new spaces, including weekly concerts, yoga in the park, and myriad other events.

There is also a new farmers market pavilion that hosts over 1,000 people on Sunday mornings, where fresh produce, flowers, and delicious treats are on sale. The township also has a new town square—a lovely park right in the center of the village, opposite the theatre, where residents and visitors can enjoy each other’s company and the beauty of the setting. “The leadership here in Canton had a vision to utilize some of the Rescue Plan Act dollars to infuse into that area, to create places for people to gather and stay, give people a reason to go there and be there and spend time there,” says LaFever. An old Ford factory building—with its original wooden floors—is also being transformed into a small community center which will welcome locals and their activities seven days per week.

The result of all this meticulous planning and diligent development is growing commercial development as new businesses all want their slice of the Cherry Hill Village pie. Achieving their goals in good time, it stands to reason that the township’s management teams are proud of the achievement, with every empty plot of land accounting for a new development set to take off over the next two years or so. And the effort is getting Canton noticed, with a delegation from the National Planning Conference in Detroit booked to visit.

Against this backdrop, residents also take great pride in maintaining Canton’s heritage. Committed to preserving and sharing its history with locals, the next generation, and visitors alike, the Historic Society maintains storyboards throughout the area. There are also many recreational options to choose from: apart from a generous sports complex, people can enjoy two golf courses and 10 parks that are well managed and maintained, benefitting from large investments in all of Canton’s amenities.

Moreover, Canton is undertaking a project that will see the creation of a portal that identifies parcels of real estate eligible for possible redevelopment, aiming to optimize the area’s use of land and infrastructure while helping property owners earn more from their investments. Canton identifies properties that are “eligible for certain types of investment vehicles, eligible for certain types of tax incentives, which can then attract developers who are looking for those types of developments,” Beckford explains. The overhaul will include ensuring that every area has strong internet connectivity and other services that support robust economic frameworks.

There is no doubt, the area has momentum. Looking at the many plans in place in Canton, one thing is clear: as the economic landscape continues shifting, Canton Township and its remarkable people continue to meet change with the same sense of welcome with which they meet one another.

The post Real Peace, True Progress<p class="company">Canton Township, Michigan</p> appeared first on Business In Focus Magazine.

Founded in 1951 as the first county in Alberta and located on Treaty 8 Territory, the County of Grande Prairie is home to a diverse mix of urban and rural communities. The region, originally inhabited by the Beaver and Cree First Nations, has a long and rich history, with archaeological evidence of human settlement dating back thousands of years. Today, it remains a resource-rich area where industries such as energy, forestry, agriculture, manufacturing, tourism, and retail continue to drive economic activity, supported by a strong sense of community and access to both indoor and outdoor recreation.

“The Northwest Alberta region is experiencing strong growth and momentum,” says Reeve Amanda McDonald. Ideally situated near the Montney and Duvernay formations, the County benefits from proximity to two of North America’s most significant natural gas plays. “With our natural resources, agriculture, and specifically our regional collaboration initiatives over the past four years, we’ve seen significant investment in all of the sectors we support.”

That growth is clearly visible across the region. Through collaboration within the Grande Prairie–Greenview Corridor, the area recorded 579 housing starts in 2025, representing more than 60 percent growth year over year and one of the highest rates outside Alberta’s major metropolitan areas. This increase reflects both population growth and continued confidence in the region’s economy.

“With our work alongside neighbouring municipalities, we’re seeing housing starts move in the right direction,” says McDonald. “We’ve seen population growth over the last four years, which is helping to support our infrastructure base and position us for continued growth.”

Alongside residential development, industrial investment continues to advance. New energy infrastructure projects have increased natural gas processing capacity, while planned pipeline expansion will further strengthen transportation capacity and improve market access across Alberta and into broader North American markets. The region is also exploring emerging opportunities, including growing interest in data centres, with municipalities working to ensure infrastructure and services are in place to support future development.

Forestry remains a key pillar of the regional economy. “On the forestry side, the three local mills are not showing any signs of slowing down,” says Rory Tarant, General Manager of Corporate Services. “They’re doing quite well and continue to support the area’s vibrant forestry sector.” Despite broader industry challenges, local operations continue to provide stability and employment across the region.

Agriculture also continues to play a significant role in the region’s success. With a strong contribution to Alberta’s canola production and a well-established agricultural base, the sector supports both local communities and the broader provincial economy. “We hope to continue seeing crops being exported and to see that value being felt throughout the region,” Tarant adds.

Supporting this level of economic activity requires strong and reliable infrastructure. The County directs nearly 70 percent of its capital budget toward transportation, recognizing its importance to both residents and industry. This includes maintaining almost 3,700 kilometres of roads, including 562 kilometres of paved roads, which support transportation and logistics across the region.

Major highway improvements completed in 2025 have strengthened connections across northwest Alberta, improving the movement of goods and supporting supply chains that extend across Canada and into the United States. The County also continues to advocate for future infrastructure, including the proposed Highway 40X Bypass, which would improve traffic flow, reduce congestion, and support long-term industrial growth.

As development continues, the County remains focused on ensuring that growth is both strategic and sustainable. “We want to make sure we’re making or supporting things that are going to be there for the long term,” says McDonald. “It’s not just about how fast we can do things, but whether we are doing it in the right place, at the right time, and in a way that supports long-term success.”

This long-term perspective is reflected in ongoing planning efforts, including updates to the Municipal Development Plan, which will guide land use and development across the County for years to come.

Workforce development is another key priority. Through Work NW Alberta, the County is working with neighbouring municipalities, industry partners, and educational institutions such as Northwestern Polytechnic to attract and retain skilled workers. Aligning training opportunities with industry needs remains an important part of supporting both employers and the future labour force.

Regional collaboration continues to play a central role in this work. Through Invest NW Alberta, the County works alongside the City of Grande Prairie and the Municipal District of Greenview to promote the region as a unified investment destination. “We’re focused on growing the region as a whole, recognizing that investment in any one of our municipalities benefits us all,” says McDonald. This coordinated approach ensures the region presents a strong and consistent message to potential investors while supporting shared growth.

While the region continues to experience progress, it has also faced challenges. In recent years, drought conditions, lower rainfall, and higher summer temperatures have increased wildfire risk across northwest Alberta. In 2025, major wildfire activity affected the region, including a fire that burned more than 26,000 hectares.

In response, municipalities work together through the Grande Prairie Regional Emergency Partnership, coordinating emergency response and strengthening preparedness across the region. The County has also expanded tools such as Voyent Alert, which provides real-time emergency notifications to residents, helping ensure timely communication during emergencies.

Industry challenges have also required attention, particularly in forestry, where tariffs have had an impact in recent years. “When our forestry partners reach out and ask for advocacy support, we’re there for them,” says McDonald, reinforcing the County’s commitment to supporting its key industries.

Despite these challenges, there is much to celebrate. The County of Grande Prairie is marking its 75^th anniversary in 2026, an important milestone that reflects decades of growth, resilience, and community development.

“You can’t talk about tourism in Alberta without mentioning dinosaurs, and in particular, the renowned Philip J. Currie Dinosaur Museum,” says McDonald. Located at the Pipestone Creek bonebed, the museum is internationally recognized and continues to draw visitors from around the world. In 2024, researchers excavated a 600-pound Pachyrhinosaurus skull known as “Big Sam,” one of the largest ever discovered, further highlighting the global significance of the site.

Visitors to the museum can see researchers at work, including lead paleontologist Dr. Emily Bamforth and her team, offering a unique, hands-on experience that connects people directly to the science and history of the region.

With so many unique aspects to appreciate, it’s easy to see why the County of Grande Prairie draws both residents and visitors to the area. But for McDonald, it’s a little more personal. “I was born in Grande Prairie. My great-grandfather homesteaded in 1911. My parents live here. I live here. My kids live here,” she says. “Why would you come here? The resounding answer is that we just have everything, and if we don’t have it, it’s close. It’s something we’re very proud to be able to say.”

For McDonald, the appeal of the County is both professional and personal. With strong economic opportunities, access to outdoor recreation, and a high quality of life, the region offers something for everyone.

“This is a place where you can build a career, raise a family, and enjoy everything in between,” she says. “If you want to live in an urban centre, you can, and if you want to live on an acreage, you can. You can build the lifestyle that works for you while still having access to everything you need.”

With continued investment, strong partnerships, and a focus on long-term sustainability, the County of Grande Prairie remains well-positioned for the future.

The post Sustainable, Safe, Prosperous: Live and Work in County of Grande Prairie No. 1<p class="company">The County of Grande Prairie No. 1, Alberta</p> appeared first on Business In Focus Magazine.

Determined to make decisions with inclusivity, cooperation, and communication to meet the changing requirements and goals of Southeast New Brunswick, the Southeast RSC honours public opinion, encourages candid discussion, and welcomes suggestions, fostering a spirit of collaboration and transparent culture.

Caring for the natural environment is also vital, primarily achieved through sustainable and forward-thinking decisions. In fact, the Economic Development service at Southeast RSC bases its activities and projects on the concept of sustainability, striving for a comprehensive approach that strikes a balance between social, economic, and environmental factors.

Serving Westmorland and Albert Counties in Southeastern New Brunswick, Southeast RSC’s various mandates include solid waste management, land planning, economic development, community and social development, regional transportation, tourism marketing, infrastructure cost-sharing, and a public safety committee, as well as supporting communities in cooperating, pooling resources, and addressing shared needs.

“We were given an explicit regional leadership role in economic development, tourism, transportation planning, and public safety,” says Francesco Calazzo, Regional Economic Development General Manager. “What that means in practice is we are facilitators and enablers. We don’t replace municipalities or local development organizations; we help them work from a shared vision, remove friction between actors, and connect the region with partners at the provincial, federal, and international levels.”

The goal is never the spotlight, Calazzo stresses, but is instead the quiet, enduring success of the regional ecosystem as a whole.

When it comes to shaping the region’s future, Southeast RSC’s vision is vibrant. “Regional economic development, the way I think about it, is never about a single project or announcement,” says Calazzo. “It’s about building the conditions that allow businesses, talent, and communities to succeed over time—and then getting out of the way.”

One aspect that makes Southeast New Brunswick distinctive is its bilingual character. Not only is New Brunswick Canada’s only officially bilingual province, but within the province itself, Southeast RSC’s region is by far the most bilingual, almost by design. “Everything we do is built to work across both linguistic identities, straddling both dimensions to maximize reach and impact,” Calazzo adds. Far from constraining, it’s a strategic advantage that very few regions in North America can claim.

Another critical part of the organization’s success is its ongoing commitment to data and evidence-based decision-making. “Too many regional development efforts are driven by intuition or political momentum,” says Calazzo. “We invest seriously in understanding labour market trends, demographic shifts, and sector-level opportunities—not because data is an end in itself, but because it allows communities and partners to make better decisions and allocate limited resources where they’ll have the most impact. That rigour is part of what we bring to the table.”

Workforce and talent are where that approach becomes most concrete. The region is growing, but growth only translates into prosperity if people have access to the right skills and employers can find the talent they need. Southeast RSC works deliberately at the intersection of workforce development, post-secondary institutions, and business, helping to align what is being trained with what the economy actually needs, today and over the next decade.

“That connection doesn’t happen automatically,” Calazzo says. “Someone has to hold the thread, and that’s part of what we do.”

Committed advocates for the success of Southeast New Brunswick, the Economic Development service department of the Southeast RSC advances the strategic plans and potent instruments intended to promote economic expansion, with staff as the first and most important point of contact for businesses and entrepreneurs making the crucial decisions to launch, move, or grow. Providing a clear path to success via direct contact with important partners, financial incentives, and local intelligence, this support is demonstrated through extensive entrepreneurship services, which provide a full range of tools, coaching, and hands-on learning opportunities to assist new businesses in navigating the early phases of development and building a solid, long-lasting presence in the area.

One of these invaluable tools, the Connector Program, is designed to link newcomers, recent graduates, and aspiring entrepreneurs (Connectees) with established local professionals (Connectors) for a one-time, in-person meeting intended to expand collaborative connections and build capacity. Strengthening the local economy by increasing graduate and newcomer retention creates a more inclusive and varied workforce while expanding talent networks to assist companies in meeting labour market demands.

In order to facilitate informed decision-making, the Business Intelligence (BI) Service gathers, examines, and reports on important data. Offering trustworthy information that assists organizations, politicians, and leaders in making plans by monitoring employment trends, company activity, and demographic shifts, the BI Service ensures decisions are supported by solid information and useful intelligence, helping the region’s strategic growth, workforce planning, and economic development.

In order to address common labour market issues in Southeast New Brunswick, the Southeast Labour Market Partnership (SLMP) unites municipalities, employers, educators, workforce organizations, and government partners. Established in April 2020 to offer workforce development initiatives in Southeast New Brunswick regional leadership, coordination, and accountability, 12 communities and one rural district were assigned to the Southeast RSC’s mandate by the Province of New Brunswick in January 2023: Moncton, Riverview, Dieppe, Fundy Albert, Strait Shores, Cap-Acadie, Shediac, Maple Hills, Memramcook, Tantramar, Salisbury, and Three Rivers. Due to this expansion, current projects were reviewed to ensure they reflected the region’s shared labour priorities and larger economic landscape.

Programs that raise awareness of local businesses and job prospects are also crucial to the success of young people, who will make up a significant portion of the region’s future workforce. The IDEA Centre Moncton and Centre IDÉE are two current efforts that provide high school students with practical, project-based entrepreneurial learning opportunities. Students gain leadership, critical thinking, and problem-solving abilities through mentoring, teamwork, and real-world challenges, preparing them for a workplace that is always changing.

Although these programs offer a solid basis, the objective is to increase opportunities by creating new projects and forming alliances with other groups that encourage adolescent involvement in the workforce. To that end, the commission is proud to collaborate with partners such as Skills Canada, Youth Impact, Youth Quest, CCNB, NBCC, Anglophone East School District, Place aux compétences, Centres of Excellence, District scolaire francophone Sud, Crandall University, Oulton College, Mount Allison University, and Université de Moncton.

When it comes to long-term planning and regional collaboration, the most important work underway is the development of a holistic, place-based regional economic development strategy for the coming decade, says Calazzo. But that strategy doesn’t exist in isolation; it is informed by Vision 2035, the first major initiative Southeast RSC launched back in 2023.

Touted as a foresighting exercise, regional in scope but designed to speak to individual communities as well, Vision 2035’s purpose is to inform both regional and local strategic decisions—not through the narrow lens of current events, but with a long view toward economic sustainability and a shared vision for the future.

“Too much planning in our field is reactive,” explains Calazzo. “Vision 2035 is deliberately the opposite,” adding that anyone interested can explore it at ede.nbse.ca/vision-2035.

Major economic development milestones include the region’s sustained population growth, driven significantly by immigration, which has strengthened the labour market and diversified the community in meaningful ways. The Dieppe-Moncton-Riverview area is now among the fastest-growing urban centres in Atlantic Canada, and that momentum is creating opportunities across the broader region.

“We have also seen real expansion in transportation and logistics, manufacturing, digital services, and entrepreneurship,” adds Calazzo. “And increasingly, the bilingual dimension of the region is becoming a magnet for talent, investment, and organizations looking to operate effectively across both of Canada’s official languages.”

A significant marker of the region’s growing international profile was the commission’s role in attracting and co-organizing the first international conference on place-based regional economic development in Canada, held in partnership with the Organisation for Economic Co-operation and Development (OECD), the international organization of developed, market-based economies (38 member countries including all of the G20) established in 1961 to promote economic growth, prosperity, and sustainable development through policy forums, data analysis, and setting international standards.

“That was not a small feat,” says Calazzo. “It placed Southeast New Brunswick on the map as a serious participant in global conversations about regional development, and it reflected the kind of regional leadership that comes from years of quiet, consistent work.” Full details and key resources from the conference are available at oecd-events.org/e/2025-oecd-new-brunswick-conference.

Of course, growth, while welcome, creates pressure as much as opportunity, and housing, infrastructure, and labour supply are real constraints that require foresight and coordination at the regional level. Another challenge is ensuring growth benefits the full territory, not just urban centres. “A region is only as strong as its whole,” says Calazzo. “Making sure smaller communities and rural areas are genuine participants in the economic story—not observers—is something we work on deliberately. That is where the enabler role matters most.”

While the Economic Development department of the Southeast RSC has enjoyed a number of impressive accomplishments during its tenure, Calazzo is most proud of its cultural achievements, particularly building genuine trust among municipalities and partners who are then willing to align priorities, share resources, and work toward a common vision. “It takes years and doesn’t make headlines,” he says. “That foundation is now in place, and it’s what makes everything else possible.”

The commission has also made real progress in positioning Southeast New Brunswick as a coherent, distinctive economic region that is bilingual by design, strategically located, and increasingly connected internationally. While the OECD conference partnership was one visible expression of that, the future rests on a much deeper foundation of regional collaboration and long-term thinking.

Southeast New Brunswick boasts many admirable assets: a bilingual workforce, strong logistics infrastructure, a growing innovation ecosystem, and a quality of life that is attracting both businesses and newcomers. Southeast RSC’s role is to bring the right actors to the table—municipalities, post-secondary institutions, industry, federal and provincial partners (ACOA, ONB, CBDC, BDC, Invest in Canada and more)—and create the conditions for alignment.

“When that works well, no single organization takes credit. The region moves forward together.”

Southeast RSC’s dedication to enhancing the future economic environment of the area goes beyond starting new businesses to developing a skilled, dynamic labour force. It actively oversees important talent programs such as the award-winning Connector Program, necessary for forming a competent and diverse community.

“We make sure our area continues to be a thriving and appealing destination to invest and expand by effortlessly providing both startups and well-established companies with this all-encompassing support and access to top personnel,” says Calazzo. “When the region succeeds, the work has succeeded, and that is exactly the point.”

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