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.

The Township’s strong Chamber of Commerce also contributes to its robust workforce and favorable business conditions, especially as the Chamber supports local municipal leaders in keeping community ties and the economy strong. 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 companies have headquarters based here, including Yazaki, NxLite, Professional Pump, voxeljet America, and E-XTEQ USA; 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 extend the public transportation infrastructure to facilitate Canton’s residents, visitors, and employees.

Canton is also known for its hospitality and welcoming attitude toward all, especially 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, Director of Parks, Recreation & Community Services.

Despite its size, Canton has never really had a downtown area. However, Canton has a vibrant Ford Road District, a 3-mile commercial area maintained by the Downtown Development Authority, 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 also enjoys the annual Liberty Fest, which sees thousands of visitors each summer and boasts carnival rides, midway games, live entertainment, marketplace vendors, a food truck rally, the annual Liberty Run, and more. Liberty Fest this year will be held on June 18, 19, and 20 in Heritage Park.

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.

“These features make Canton an ideal location for people to live, work, play, and visit,” says Dr. Gavin Beckford, Economic and Downtown Development Manager.

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 is also open to considering specific tax incentive vehicles, which can then attract developers who are seeking opportunities,” 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 Driving Growth in Northwest Alberta: The County of Grande Prairie Advantage<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 across several sectors, including 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, Three Rivers, and the Southeast Rural District. 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.”

The post Inclusivity, Cooperation, Communication: Building a Bright Future in Southeastern New Brunswick<p class="company">Southeast Regional Service Commission – Economic Development (EDE)</p> appeared first on Business In Focus Magazine.

Ignite’s teams support business owners through every step of the process, from launching a company, to expanding, to maintaining long-term success, using a variety of programs, tools, and professional guidance that make it simpler to succeed in the ever-evolving business world.

Part of Ignite’s drive to success involves Vision 2030: A Path Forward, a daring regional economic development plan intended to boost regional businesses, draw in capital, and establish long-term employment in Fredericton and New Brunswick’s Capital Region. The four priority sectors of the region—the knowledge economy, creative industries, defence, and natural resources—are the emphasis, with Vision 2030 representing the voices of the area and offering a framework for transitioning from strategy to action. More than just a blueprint, it’s a commitment to cooperation, innovation, and equitable progress.

“Vision 2030 is very much a regional strategy,” says CEO Sarah Corey Hollohan of the plan that took more than 18 months to develop. “We took the path of a collaboration model with many of the stakeholders and partners in the region, as well as private industry, whether that’s job seekers or employees.”

With Ignite responsible for moving the economic agenda forward in 13 communities and the surrounding rural district, it’s important not to lose focus, she stresses. “There are moments where we need to pivot and look at how we deliver items, but we must stay on the path to ensure we have momentum about where we should be building our future.”

That includes looking at the region’s strengths, current assets, and how to do a better job promoting, growing, accelerating, and not shooting for the moon. “We have to make sure our research institutions are engaged and our students, whether domestic or international, are engaged in the local market,” adds Hollohan.

The knowledge economy, in particular, is very much a foundational sector, with post-secondary and research institutions feeding into everything else. “The knowledge economy feeds into the local market, into a creative and cultural community, and into keeping youth here,” she says.

Traditional natural resources encompass goods and commodities, but also the technology that goes with it. Recently, the Sisson Mine—a major project out of the Federal Government in Ottawa that falls within the Capital Region—was announced, with Ignite tasked with finding a supply chain and making sure it is done in an environmentally responsible way. “It’s about getting our local suppliers engaged,” Hollohan says, “and it’s getting the community ready for housing development.”

The creative sector is well-established and continues to grow, supported by post-secondary institutions and cultural assets across the Capital Region. The fine arts field is very strong, especially in the Fredericton region, with the Beaverbrook Art Gallery as an anchor, but there are also great institutions at the University of New Brunswick, and as the area was very strong in film at one point, Ignite is aiming to bring that back as well.

Defence is a “no-brainer” for the area, with Base Gagetown located in nearby Oromocto. Where Ignite is doubling down is around cyber security, a “massive” sector. “It has always been anchored with what the University of New Brunswick is doing through the Canadian Institute for Cybersecurity,” Hollohan says. When you add national defence to the mix, “it gets interesting fast, because now all of their infantry needs to be trained in cyber, whether it’s deploying it, detecting it, or using it. It’s a huge opportunity for us.”

The team behind all of this is made up of passionate, community-focused professionals committed to driving impact across the region, says Hollohan. “The passion starts at the community level, and when I speak with colleagues at the provincial or federal level, I often say it’s easier to stay energized in this role, because we’re the ones connecting directly with people, businesses, and communities every day.”

That passion also comes in handy when supporting the area’s various urban and rural entities, she adds. “The synergy between urban and rural is really neat to watch, and it’s taken a while to get everyone to see this type of thinking.” It’s not a large region, and there’s not a large population, she adds; while there are opportunities for the workforce to come into the urban centre, there is a lot of strength in the rural communities because of their space and zoning opportunities, including natural resources and traditional agriculture, and a huge opportunity around food production that Hollohan thinks the federal government will invest in.

“There are economies of scale to understand,” she emphasizes. “If one person wins, we all win. Oromocto is a great example, because they have the Base. They may not think an injection of 1,000 new soldiers being trained will affect them, but the benefits extend well beyond Oromocto, with neighbouring communities also experiencing increased economic activity, population growth, and demand for services.”

Ignite’s various incentives and programs offered to new and existing businesses come to fruition through the organization’s supportive design. The startup side includes an incubator called Planet Hatch, a physical space with 70 members working out of the co-working space, as well as a series of offices available for rent. “Whether they’re in the ideation or validation stage, they need us,” Hollohan says. “They’re looking for a spot to work out of to maybe decrease that isolation, build a network, and have access to our services.”

Those services include a startup team that helps with writing a business plan, improving marketing, and assisting with an Impact Loan disbursed on behalf of the Federal Government, as well as a wide range of programs offered across various stages of the business journey.

“The startup ecosystem is a very different one than [what is experienced by] some of the companies we work with in the growth and expansion phase,” Hollohan explains. “In the growth and expansion phase, we have business development officers that look after these folks, as they’re typically faced with challenges around pricing, hiring, writing a job description, entering new markets, scaling operations, and navigating growth strategy decisions.”

There are also sales programs teaching how to identify a lead and how to close a sale, as well as a partnership with the province on how to enter a new export market.

When a company gets a little bigger, Ignite then does a handoff to the Provincial and Federal Governments who can provide their own expertise. “These businesses have done some self-improvement. We think they’re in really good shape, so this is what they need help with next,” Hollohan says. “We also try to groom them a little to make sure they can move on to the next phase if they want. We have a lot of companies that are very happy at the stage they’re at, and that’s fine, too.”

It’s all relationship-based, she adds, with extensive fostering of connections between Ignite and other resources. “The value of Ignite is the value of our network. It’s our job to either have the answer or to know the person who has the answer. If we can’t do either of those, we’re not doing it right.”

Ignite’s widespread knowledge of other community partners, delivery agents, and stakeholders is paramount in best serving its clients. Right now, Ignite is in a “really good spot” in terms of collaboration, particularly with Vision 2030 fostering the combined goals of serving and referring clients who have come through the Ignite system. “We’re very much aligned on that,” says Hollohan.

Other Ignite services include quarterly job fairs in the community, one-on-one matching, a Connector Program, and specific programs in collaboration with post-secondary institutions that ensure international students are integrated to encourage community involvement and longer retention rates. Any newcomer that comes to the Capital Region can access these support systems, so no one gets lost, Hollohan emphasizes.

During COVID-19 in particular, new residents unable to communicate with the emergency room triage system were able to use flashcards created by Ignite programs to encourage communication without a translator. Today, that is a service now provided in the local ER.

“It’s results like these that Ignite thrives on—identifying opportunities and delivering solutions that support the broader community,” Hollohan says. “We don’t need to own the outcome. If others are able to build on that work, it reflects the strength of the ecosystem. Our focus is on creating shared progress and continuing to move the region forward together, building momentum and inviting others to be part of that progress.”

Hollohan believes Ignite has proven the success of its model and its impact in the community. “We track everything we do, and we’re very transparent about our goals—how we’re going to go do it and measure it,” she says. “We take out a lot of the hesitation around, ‘is this possible? Can we do it?’ Give us a shot. We’ll do our best, and we offer a really good return on investment. We’re very good at keeping that indicator top of mind and being successful with it, which opens up a lot of new opportunities for us. At some point, we’ll eventually have to say no, but so far, none of us has learned how to say that word.”

The post Helping Businesses Grow, Thrive, and Succeed<p class="company">Ignite (Fredericton and the Capital Region)</p> appeared first on Business In Focus Magazine.

In the pages of history
Displaying the rich textures of local culture, the Moton Museum in Farmville occupies what was once the Robert Russa Moton High School, which gained fame as the birthplace of the student-led Civil Rights movement in 1951, when 16-year-old Barbara Rose Johns took a public stand against segregation, giving rise to a student strike that would reverberate down the years through collective American memory.

To mark this significant moment in history, the state of Virginia commissioned a statue of the brave young woman, which now stands in the Statuary Hall in Washington, DC. The museum was later nominated as a UNESCO World Heritage Site.

With the majority of plaintiffs in 1954’s Brown v. Board of Education (another landmark case during the Civil Rights Movement) from Prince Edward County, the area’s legacy of commitment to equality prevails. As a friendly county known for its creativity and warmth, it has also been home to a string of glitterati, from hip hop star The Lady of Rage (Robin Yvette Allen) to admired screenwriter and filmmaker Vince Gilligan of Breaking Bad and Better Call Saul, to Founding Father Patrick Henry.

Today, this ACT Work Ready Community is experiencing a renewed surge in popularity, and not a moment too soon. Flush with unique assets ranging from the historical to the recreational, Prince Edward County offers variety in addition to natural beauty. In addition, buying land here remains within the reach of ordinary Americans, while the county’s welcoming attitude to new business creates an ideal economic climate for continued, sustainable growth.

Committed to quality education, the county is also home to two proud institutions of higher education, Longwood University, dating back to 1839, and Hampden-Sydney College dating back to 1775, both liberal arts colleges with the latter open only to men.

Weddings this way
Famous for its exquisite landscapes and hospitality venues alongside other amenities, Prince Edward County has carved a special niche for itself in the wedding industry. With the area providing everything couples could wish for on their big day, the sector is expanding at a healthy pace as growing numbers of former students choose to marry near their alma mater.

In addition, for the benefit of the wide selection of vendors in the region, the economic development team has partnered with the Farmville Chamber of Commerce to host an annual Bridal Expo where soon-to-be newlyweds can explore options to their hearts’ content.

Complete with an enterprise zone managed in collaboration with the Virginia Enterprise Zone program, local businesses here benefit from local incentives like reimbursement grants for job creation and property improvement, as well as tax reinvestment grants whereby certain areas of investment earn business owners welcome tax breaks—perks that a growing number of businesses are taking advantage of.

“We have been very intentional about economic development and tourism while promoting both. We’ve invested in local BRE (Business Retention and Expansion) efforts, job creation, and regional collaboration through various partnerships,” says Chelsey White, Director of Economic Development and Tourism, whose family has been here for generations. White and her team are stationed at the local visitor center, a designated marketing organization under the leadership of the Virginia Tourism Corporation.

Some of the organization’s most recent work has been in collaboration with the Virginia Heartland Regional Economic Development Alliance (VHREDA). “We foster a pro-business, solution-oriented culture from community development to economic development,” says White.

Also proud of the work his organization is doing to improve the local labor situation and provide opportunities for all communities is County Administrator Doug Stanley. This is achieved, he says, by aligning local priorities with business needs. As a result, the county vigorously fosters a healthy organizational environment, evident in its recognition in both 2025 and 2026 by Virginia Business Magazine as one of the region’s Best Places to Work out of 95 counties, cities, and towns.

Economic leadership
Prince Edward County is committed to serving the public with strong economic leadership and support through its collaborations with the Board of Supervisors and Industrial Development Authority, which provides flexibility and the confidence to lead. “From a staff resource standpoint, we bring a lot to the table to help folks navigate the development process and to investigate what kind of incentives are available,” says Stanley. The economic development team also collaborates with Longwood Small Business Development Center, helping prospective entrepreneurs in the planning phases of their business journey.

In this context, the lively downtown area’s most noteworthy anchor, Green Front Furniture, offers around a million square feet of retail space, contributing to the region’s reputation as a shopping hub for quality fare across seven surrounding counties.

Then there are the South Central Workforce Development Board (SCWDB) and the Farmville Area Chamber of Commerce, in addition to a clutch of regional and state agencies. “It’s common for us to partner on different grant applications. Sometimes it’s better for us, being smaller, rural areas, to pool our resources,” White adds.

Business at high speed
To ensure the region advances in sync with the times, the team has worked hard across numerous grant programs to make high-speed internet a reality in every area. What has now become a long-term project is expected to conclude next year. The ultimate goal is to give students improved access to online education and adults more freedom to work from anywhere.

Moreover, the reality of stable, reliable internet has also allowed the county to establish and further develop the 280-acre Heartland Innovative Technology (HIT) Park into a $3 to 4 billion hyperscale data center campus project in collaboration with Dominion Energy and AVAIO Digital, with an estimated two-year construction phase ahead.

Another new arrival, YakAttack, which moved here following a $2 million renovation by the county to ensure the firm’s future in the business district, has seen business go from strength to strength. 5 Pillar Meats has also invested multiple millions in the county, which is reaping results. Harbor Freight and Wawa are other respected operators that have planted roots.

The county also has an impressive new website, developed in collaboration with its tourism council, that brings flair to covering the region’s every amenity and activity. Moreover, the economic development team is expanding its social media presence through channels like YouTube, Facebook, and Instagram.

A good claim to fame
Wrapped in verdant glory, Prince Edward County is famous for having the most state parks in the region, alongside incredible fishing opportunities. Interestingly, many of its recreational spaces have historic significance, with Twin Lakes State Park having perhaps the most significant history of them all.

Dating back to the pre-Civil War era, this park offers a nostalgic piece of African-American heritage in the area. “During segregation, people from all over the state would come to Twin Lakes as it was one of its kind, serving as a social hub for African-American families in the region,” White says. Generations of African-Americans have grown up with fond memories of weekends, holidays, and vacations here. Nowadays, it is a popular destination for family reunions.

One of the county’s rail-to-trail conversions, the High Bridge Trail State Park, which dates back to the Civil War, traverses Cumberland, Nottoway, and Prince Edward Counties and the towns of Burkeville, Farmville, Pamplin City, Prospect, and Rice. Popular amongst horse riders, the bridge’s elevation measures 125 meters at its highest point.

Sandy River Outdoor Adventures is another example of a business that has benefited from the economic development team’s support. Following an Agriculture and Forestry Industries Development (AFID) Fund grant, the business expanded and now offers a wide selection of activities including tipi glamping, ziplining, a whiskey and bourbon distillery, and a restaurant offering wood-fired pizzas. The Sandy River Reservoir is also known as one of the region’s hottest bass fishing spots, together with Briery Creek Lake.

Stanley, who has worked in local government for 30 years, is positive about the economic development team’s future. “Economic development brings business and brings tax base jobs that help generate funds for us to achieve the other functions of the county, whether it’s making improvements, capital improvements to improve our schools, or other services in the community. It’s an important function because it really drives growth,” he says.

White agrees, especially when it comes to developing the region’s housing provisions and evolving commercial potential. “Over the next five years, we see Prince Edward County continuing to emerge as a regional, commercial, and industrial hub while also beginning to realize the residential growth that we know the community can support,” she adds.

None of these goals come at the expense of the county’s commitment to authenticity, however. It’s plain to see that the charm of Prince Edward County is much of what makes it so attractive to so many, and safeguarding its heritage and keeping its character will see it continue to flourish for decades to come.

The post Cherishing the Beauty, Nurturing the Economy<p class="company">Prince Edward County, Virginia</p> appeared first on Business In Focus Magazine.

Today, the city is undergoing a shift that goes far beyond infrastructure upgrades or cosmetic improvements. At the heart of this evolution is a renewed commitment to vibrancy, connection, economic diversification, and quality of life, values that are reshaping Estevan’s downtown core and setting the stage for long-term growth.

Through years of consultation, planning, and collaboration, Estevan has embarked on a downtown revitalization journey that is not only changing the physical streetscape but redefining how residents experience their city. “This project stems from a longstanding planning process and strategic direction,” says Rebecca Foord, Community Development Officer for the City of Estevan. “There was a clear recognition that our downtown core needed modernization and a renewed sense of vibrancy.”

That recognition became the foundation for a comprehensive redevelopment strategy designed to transform downtown Estevan into a thriving commercial and social hub, one that invites residents and visitors alike to explore and connect.

For decades, Estevan’s downtown served its purpose as a functional business district, but evolving retail habits and changing economic patterns revealed opportunities for reinvention. Strategic planning exercises and the City’s Official Community Plan all pointed toward the same conclusion: downtown needed to become more than just a place to run errands.

Instead, the vision became to create a space where people want to spend time. “A successful downtown experience means a vibrant, modern streetscape with upgraded sidewalks and public spaces that invite people to linger and gather,” Foord says.

The revitalization plan embraced this philosophy wholeheartedly. Infrastructure upgrades included new sidewalks, underground utility improvements, enhanced accessibility, and modern lighting installations. Aesthetic enhancements such as decorative lights, planters, benches, and streetscaping elements added warmth and charm, creating an environment that feels welcoming and safe.

The result is a downtown that feels alive, a space designed to encourage social interaction and foster a sense of belonging. “If people are encouraged to stay downtown after work—to go for dinner, shop locally—that creates an entirely different energy,” says Foord. “It’s about making our downtown more than functional, but a place people actually choose to be.”

Beyond aesthetics, the project was designed as a catalyst for economic growth. A modern, visually appealing downtown naturally supports business attraction, entrepreneurship, and long-term investment.

To complement the infrastructure improvements, the City of Estevan introduced municipal tax incentives for storefront and façade upgrades, providing businesses with financial motivation to invest in their spaces. “Businesses that improve their storefront or façade receive a municipal tax break for three years,” Foord explains. “We’ve seen a really strong response to that, with businesses aligning their upgrades to match the downtown’s new look and feel.”

This collaborative approach allowed business owners and city planners to work hand in hand, ensuring architectural cohesion and reinforcing a shared vision. Even during construction, often the most challenging phase for downtown commerce, business owners showed remarkable optimism and confidence in the project’s long-term benefits.

Over the past two years, six new businesses have opened downtown, an impressive achievement given the logistical challenges of revitalization work. “Moving into a downtown during construction isn’t easy,” Foord says. “But we had entrepreneurs take that leap, and they’ve been very successful so far.”

Perhaps most encouraging is the diversity of businesses now operating downtown, ranging from retail and specialty shops to professional services and food establishments. This blend ensures steady foot traffic and creates a dynamic ecosystem where businesses benefit from one another.

“It’s exciting to see such a mix,” says Foord. “You can get your hair done, go for a massage, shop locally, grab lunch, and run errands all in one walkable space. That’s what makes downtown thrive.”

The impact of revitalization extends far beyond economic metrics. At its core, this transformation is about rebuilding human connection, especially in the wake of pandemic-related isolation. “COVID changed how people interacted with each other,” Foord reflects. “Now, our downtown is helping to recreate that sense of community again.”

Since construction wrapped in October, downtown events have flourished. One standout example is Moonlight Madness, a nighttime shopping event that brought families and friends together well into the evening hours. Moments like these illustrate the deeper purpose behind downtown revitalization: creating a shared gathering place where relationships are strengthened and community pride flourishes.

Estevan’s downtown revival is part of a broader, forward-thinking strategy driven by a comprehensive municipal strategic plan requested directly by City Council. The goal was to establish a clear, transparent roadmap that aligns economic development and quality-of-life priorities, and the strategic plan is anchored by five guiding pillars: infrastructure and core services; community engagement and communication; economic diversification and development; organizational capacity and workforce support; and quality of life and community well-being.

Together, these priorities form a cohesive framework for growth, with economic diversification emerging as a central driver of long-term sustainability and opportunity across the community.

“We’re focused on building incentives that support not only new businesses but also our longstanding local companies,” Foord says. “Those second- and third-generation family businesses are the backbone of this community.” To this end, Estevan offers two primary economic incentives: one for storefront improvements and another for new business development. Plans include increased support for business expansions, ensuring that existing enterprises can grow alongside new investments.

Recognizing that economic growth must be matched with social infrastructure, the City of Estevan is also tackling one of Canada’s most pressing challenges: childcare accessibility.

Currently, Estevan faces a waitlist of nearly 700 children, a bottleneck that affects workforce participation, family stability, and population growth. “Our goal is to have two new childcare facilities by 2028,” notes Foord. “One is already under construction and expected to open by mid- to late-2026.”

These investments are critical not only for families but also for employers seeking skilled workers. Economic diversification touches every aspect of community life, from housing to childcare to infrastructure, creating the foundation that allows both residents and businesses to thrive.

Complementing this effort is the development of a five-year community growth plan, aligned with the upcoming 2026 census. This forward-looking strategy will guide housing development, workforce planning, infrastructure investment, and community services to ensure Estevan is fully prepared for future expansion.

One of the most inspiring initiatives underway is Estevan’s partnership with the Southeast Tech Hub, a rural business incubator focused on innovation and entrepreneurship. Together, they are launching a series of conferences and community conversations aimed at inspiring creativity and forward-thinking leadership. Among those with roots in Estevan are Dr. Eric Grimson, former Chancellor of MIT, and Jeff Sandquist, a senior Microsoft executive. Their stories serve as powerful reminders that small communities can produce global leaders. By spotlighting these successes, Estevan is cultivating pride and belief in what is possible, especially among younger generations.

What truly sets Estevan apart is its culture of collaboration. City departments, educational institutions, nonprofits, and regional organizations work together seamlessly, aligning efforts to amplify collective impact. “We’ve seen incredible collaboration with the Chamber of Commerce, Southeast College, Southeast Tech Hub, and the Downtown Business Association,” Foord says. “When the community sees those partnerships, it builds trust and momentum.”

This cooperative spirit extends into social well-being initiatives as well. Through its Community Wellness Committee, Estevan became a provincial pilot community for developing a Community Safety and Well-Being Plan, bringing social organizations together to strengthen support networks and inclusivity. Simple but powerful programs, such as free board game nights and accessible community events, help ensure that connection and belonging remain central to city life.

Despite its bold ambitions, Estevan remains deeply committed to preserving its small-town charm, the very quality that makes it such a special place to live.

More importantly, the city’s strategic approach is designed to remain flexible and responsive to evolving needs. “Our strategic direction is proactive and adaptable,” Foord emphasizes. “We’re focused on diversifying the economy and supporting businesses, but how we achieve those goals is always evolving.” That adaptability ensures Estevan can respond to market shifts and technological changes while staying true to its values.

“Estevan is open for business; whether you’re looking to invest, raise a family, or retire, there’s something here for everyone,” says Foord. “But our real energy comes from our people.” Indeed, from record-breaking fundraisers to tireless volunteers, community organizations consistently exceed expectations, reinforcing Estevan’s reputation as a place where generosity and pride thrive.

As Estevan moves confidently into its next chapter, the downtown revitalization project stands as both a symbol and a catalyst, a reflection of the city’s collective vision and perseverance. By blending thoughtful design, strategic planning, economic incentives, and deep community engagement, Estevan has created more than a revitalized streetscape; it has created a renewed sense of possibility.

In every bustling storefront and shared moment of connection, that energy is unmistakably alive, shaping a future that is vibrant, inclusive, and full of promise.

The post Energy Beyond Industry: Building a More Vibrant, Connected Future<p class="company">City of Estevan, Saskatchewan</p> appeared first on Business In Focus Magazine.

“Most economic development organizations don’t do workforce development, but we do,” he says. “And we do pretty robust small business lending.”

Headquartered in the City of Bangor, Maine—the home of Stephen King and the backdrop of many of the author’s horror novels—EMDC has served residents and businesses statewide since 1967. Eastern Maine Development Corporation was founded as a private, non-profit organization to create economic opportunities while serving as a trusted liaison and guide, helping towns, businesses, and workers “find economic growth and prosperity while preserving local identity,” says Umphrey.

Taking the long view
Historically, the area was known for industries like shipbuilding, textiles, and lumber, which fell into decline over the decades. Today, rural Maine faces challenges that range from limited investment in infrastructure to population loss and economic transition.

These issues and others see community leaders recognizing the need for EMDC, a regional organization coordinating state and federal resources, supporting long-term planning, and advocating for Maine’s many rural communities. This includes diversifying funding sources and service delivery, which has proven more challenging in recent years.

“EMDC stands out because every team member and every member of our organization, from the CEO down to our workforce specialists, works our roles as though we were all boots on the ground,” says Jennifer King, Chief Operating Officer.

“We all work for the betterment of the communities and to make sure what we’re doing makes a difference. And that’s how every one of us feels about working here; how we share a passion for what we do, as we’re all on the same level. It’s a great organization with everybody working as a team.” Before becoming COO, King served as Director of Planning, a role Umphrey thinks of as “the underpinning of our economic development projects.”

Rather than talk about EMDC’s achievements, Umphrey is set on how to help residents and businesses now and into the future. “I want to be seen as less stodgy,” he says. “Even with our Data Analysis Team, we ask, ‘How do we create data analysis tools that are visually arresting and are going to catch people’s eyes?’ As an old guy, I’m trying to make us seem younger and smarter,” he laughs.

“It’s an organization about the future, so we have an emphasis on youth development programs in the workforce, and we’re trying to be more innovative. When new things come up, I want us to be the first to try them. Right now, we’re all wrestling with artificial intelligence and how we can apply AI to make us better.”

Lending a helping hand
“I’ve been here seven years, and it’s been a focus for us to have some kindness, humanity, empathy, and understanding that people face challenges, especially in rural Maine,” Umphrey shares. “We don’t have public transportation. Access to affordable healthcare is hard. There are not many jobs, and over the years, jobs have been lost. Paper mills have closed. There’s a reason Stephen King, who lives in Bangor, is able to write what he does, because he’s been surrounded by people and problems and how you rise above them, above all this adversity.”

Known for its striking natural beauty, rural Maine is also challenged with long, brutally cold winters that can see up to 110 inches (280 cm) of snow every year. In the face of the weather and challenges like unemployment, access to basic needs like food and childcare, and the opioid crisis, EMDC strives to serve as a conduit to various community programs. These include workforce development initiatives, the Agriculture Workforce Program, the Jail Diversion Workforce Program, providing business services and technical assistance, and many other initiatives.

Illustrated by George Danby, Maine’s preeminent editorial cartoonist, the cover of its 2025 Annual Report depicts the bridging role of EMDC. Silhouetted figures on either side of a cliff are moving toward the chasm, but in the center, a massive, upstretched hand is ready to catch and support them so they can keep moving. “That’s the theme of what we do,” Umphrey tells us. But, he says, things have changed recently.

“When I started here, it was too top-down. Organizations like ours get caught up with Chambers of Commerce and tend to be self-congratulatory. Now, we try to be more hands-on.”

Facing challenges
The Federal Government’s constant changing of perspective has created uncertainty among many agencies across the United States, and economic development has felt the impact. Nevertheless, EMDC has stood behind its Community Resilience Partnership program for years, identifying opportunities to reduce energy use and transition to clean power, boost access to electric vehicle charging, and prepare for severe weather events.

While many of EMDC’s goals for 2026 remain unchanged, they are now described differently. The Federal Government has sent agencies a list of words they should not use. Every Federal program is under scrutiny, and to combat this, the organization created a compliance team and a data analysis team.

“EMDC, with the creation of the data analysis and compliance teams, is continuously building internal capacity and positioning the region to effectively compete for federal and state investments tied to infrastructure and workforce development,” Umphrey explains. These teams will measure and record the impact they make, and if cuts are proposed, they will be armed with the information and data to make their case.

“EMDC’s 2026 objectives include accelerating service delivery across the workforce, lending, planning, and business support, while strengthening data-driven decision-making and expanding programs that directly address workforce shortages and housing constraints,” adds Umphrey. “A core organizational priority focuses on program performance consistently matching spending, demonstrating measurable outcomes.”

During his time at Eastern Maine Development Corporation, Umphrey says the emphasis has been people first; under the current federal administration, there is more emphasis on business. While this has seen EMDC shift somewhat, its mission and motives remain the same. “We are trying not to lose any integrity in who we are, and keep on doing things with kindness and competency,” he says, adding that terms like ‘climate resiliency’ and words such as ‘equality’ are being discouraged by Washington. “So we are trying to soften that description, but the actions are still the same.”

As President and CEO, part of Umphrey’s job is to liaise with the federal government and congress to protect EMDC and its programs. In addition, the organization works closely with Maine’s Governor, Janet T. Mills. “A lot of our programs are state-funded and need the approval of the Governor, and we work very closely as a true partner with the Governor of the State of Maine,” he says. “We work equally closely with our Congressional delegation, especially Senator Susan Collins and Senator Angus King,” he adds.

Taking on rural prosperity
Indeed, Eastern Maine Development Corporation administers myriad state and federal programs aimed at revitalizing communities and businesses to create jobs. “We support municipalities through community planning, infrastructure readiness, technology fluency, and project development efforts that position towns to secure and manage outside investment,” says Umphrey.

“As the Northern Border Regional Commission (NBRC) Local Development District (LDD), and certified by the U.S. Department of Commerce Economic Development District (EDD), EMDC helps communities identify, design, and advance projects to strengthen infrastructure, workforce capacity, and local economies,” he continues. “This work is reinforced through workforce development programs administered under the U.S. Department of Labor’s Workforce Innovation and Opportunity Act (WIOA), including career navigation, training support, and apprenticeships that help individuals move into sustainable employment.”

In addition, EMDC’s lending program provides access to funding sources for local small businesses. This is executed in partnership with the U.S. Small Business Administration and others, says Umphrey: “EMDC is a Community Development Financial Institution (CDFI) organization, helping to empower rural Maine in finding resources. We support the economic development of the region’s former paper mill sites and all communities in attracting new businesses. Working directly with municipalities and local businesses, EMDC’s impact lending efforts make us a leader of community-driven change.”

The organization’s support for workforce programs is unique, as it targets specific areas. These include agriculture, criminal justice, and the Dairy Workforce Program, to name a few, and focus on specific sectors critical to rural economic resilience. “Maine, like all states, is challenged by finding quality, prepared workers,” says Umphrey, so EMDC’s workforce programs partner with local and state entities including community colleges, universities, adult education providers, and others to create training paths for workers to attain the credentials to find and keep jobs.

“Programs focused on agriculture, the dairy industry, and on individuals impacted by the criminal justice system respond directly to employer needs while expanding access to opportunity for our workforce,” Umphrey explains. These targeted approaches can help stabilize essential industries, reduce barriers to employment, and ensure that workforce investments translate into real economic outcomes for communities.

“In partnership with the Maine Department of Labor, we collaborate on various programs to reach potential workers who have overcome intense barriers, including incarceration, substance abuse, food insecurity, homelessness, and gaining access to affordable housing and healthcare.”

Ready for anything
Being open to untried new programs has long been a hallmark of EMDC’s success. “If the state is going to try a new program, we are an organization they will reach out to to do it,” says Umphrey. “And as long as we feel we have the capacity—and it’s going to help people—we will do it.” adds Jennifer King.

As a community-based organization, EMDC values distinct local approaches that are nimble and effective. In the coming years, Umphrey says the organization will become even stronger by leveraging resources “and further integrating services to provide comprehensive solutions to economic distress and opportunities—the uncertainty of the actions in Washington, shutting down the government, making draconian cuts, and infringing on state rights, particularly the protection of civil and human rights.”

By further integrating its services and expanding staff expertise, EMDC intends to launch additional programs that will respond to emerging workforce and community needs. “Our vision is to remain a trusted and reliable regional partner that combines planning, financing, and workforce solutions to create public value while helping rural Maine communities thrive in an increasingly complex economic environment,” says Umphrey.

“We are in this for the long haul, committed to cultivating and promoting resiliency, recovery, and prosperity.”

The post A Holistic Approach to Community Development<p class="company">Eastern Maine Development Corporation</p> appeared first on Business In Focus Magazine.

An organically defined region, yet one of the country’s loveliest, this rural area rich in character has been described by the Brave Little State podcast as having “fuzzy edges.” Some certainties, however, include Hanover and Lebanon in New Hampshire, with its White Mountains, and Hartford and Norwich in Vermont, with its Green Mountains—all on the Appalachian Trail stretching from Maine to Georgia.

At least, these are the widely accepted facts, while another clutch of towns—the ‘in or out’ status of which is hotly debated by locals—are gathered along the outskirts. What is not debatable is the exquisite landscape carved out by the Connecticut River that defines the region—that and the Upper Valley’s bustling business scene, which is enjoying a welcome revival as of late.

A place to prosper
Education and healthcare are primary contributors to the prosperity of the region, with Dartmouth College (an Ivy League School that is the source of many local tech startups and medical research facilities) and the Dartmouth Hitchcock Medical Center as two of the largest employers. Technology and manufacturing, logistics and services, agriculture, light manufacturing, and a lumber industry also thrive in the Upper Valley.

To maintain this lively economic ecosystem, local businesses are supported and stimulated by the Upper Valley Business Alliance (UVBA). The product of two local Chambers of Commerce merging six years ago, the organization serves around 500 businesses across the Upper Valley, taking great care to help shape each area’s business landscape according to its unique character while offering support in legislative advocacy and economic and workforce development.

The UVBA also contributes to creating and maintaining a sense of community. As the Upper Valley is fairly remote, the UVBA works hard at helping new arrivals establish their place and build comfort zones through community involvement and fun activities. Some of its groups include Upper Valley Women in Business, Upper Valley Mosaic Network, Upper Valley Young Professionals, and the Upper Valley Arts Alliance.

“We cover Vermont and New Hampshire—a kind of bi-state support which you don’t see often,” explains Morgan Brophy, President and Chief Executive Officer.

The Upper Valley three
Headed by three visionaries who each own their own business beyond their office duties, the organization is a hive of activity where problem-solving and economic regeneration meet hospitality and the type of zesty yet well-directed originality that only accomplished creatives bring. And the UVBA has three of the best.

Morgan Brophy took up her position as President and CEO in 2025, following a career as an arts administrator and producer in opera and classical music, during which she founded the Artist Relief Tree (ART) following the dire economic situation artists found themselves in during the COVID-19 crisis, raising $750,000 in mutual aid. The fund supported more than 3,000 artists globally, for which Brophy was awarded the 2020 Virginian of the Year Award. Brophy and her husband’s business, StrongRabbit Designs, supplies merchandise to nonprofits, individual artists, and small businesses looking to create additional income streams.

The region’s historic opera house, built in Lebanon in 1924, is the beautiful community hub that first drew Brophy to the area. She originally visited in her capacity as a Stage Manager for Opera North, the well-known local opera company, when she met her future husband backstage, little knowing that this would one day bring the couple back to the region to settle for good.

“Arts administration takes imagination,” Brophy says, “but also good organization. So that’s really what I contribute to the organization, to the region as a whole.” Additionally, bringing several years of administrative and nonprofit experience to her position, she combines her love of small business and community crafting with strong organizational skills to serve the people of the Upper Valley in fresh new ways.

Gordon Boddington recently joined the UVBA as Marketing and Administration Manager. He is driven by a rich talent for building connections and developing public interest in new business ventures. With a background in small business management and more than two decades securing millions of dollars in grants as part of his role in economic and community development, his wide range of skills, now being applied to building community and helping small businesses flourish, along with his skills in creating marketing campaigns that typically go viral, are being put to good use in the Upper Valley. Boddington is also the founder of the @heyuppervalley social media channel.

Nicole Follensbee, Membership Director, has been a local of the Upper Valley for the past 13 years, and is also the owner of Simply Beeutiful Events, an event and wedding planning business she established in 2021. With a bachelor’s degree in business management and an MBA from Plymouth State University, Follensbee brings nearly two decades of invaluable soft skills and expertise in the hospitality industry to her position.

Together, these three leaders offer valuable support for local businesses in need of more exposure and access to new markets. The team also provides tourist services; workforce attraction, development, and retention; and state advocacy. Moreover, it assists people moving to the region and aids in building and maintaining networks. Maintaining strong collaboration between the town management offices and planners of the four towns, the UVBA directly supports the economic and regional development commissions while weaving a fine tapestry of involvement amongst local stakeholders.

Breaking the boundaries
“This isn’t the case in every community, but for us, there is quite a bit of crossover and cross-pollination, which benefits us a lot,” Brophy says. “The town managers and planning departments have their fingers on the pulse of what’s happening in their neighborhood pockets and their downtowns.” She remarks on how well this cross-pollination works in such a large region when new businesses open, for instance. “They let me know that there’s a new business opening, or if someone is struggling, so that I can reach out.”

As a business support aid, the team also focuses on where members’ goals for gaining market share are positioned. Brophy notes that joining the Chamber of Commerce or the Regional Economic Committee means gaining access to resources that help entrepreneurs in introducing themselves to new markets.

There’s another reason, too, why the approach is proving successful in economic regeneration. “New Hampshire is one of the most tax-friendly states for businesses,” Brophy explains. “It’s a great place to have a business because there is a very low tax burden.” And, with all the burgeoning business opportunities to be filled, the UVBA’s workforce development initiatives provide plenty of opportunities and resources to make this a healthy business ecosystem worthy of exploration and investment.

Part of this work includes further development of its affordable housing and childcare infrastructure, two social issues that stand to improve the current economic landscape. “We do need more talent in this region. What we hear repeatedly is that retention comes down to housing and childcare,” she says. As an important stakeholder in local business health, addressing the ‘missing middle’ in the housing sector has become a crucial element of the UVBA’s contribution to the region’s pathfinding mission.

It’s common to find this team engaged in facilitating conversations and easing processes between large employers and local municipalities on the subject of establishing affordable housing for employees. The UVBA is also frequently involved in national conversations surrounding how different states and municipalities address childcare and learning about how they might address those same challenges in the Upper Valley. Housing and childcare are issues that directly impact the economic health of a region so the UVBA is invested in being a part of the conversation at all levels.

Beyond business
But doing good business isn’t the only reason to move to this exquisite part of the country. Brophy describes the communities of the Upper Valley as very special and the dual region as providing locals with “the best of both worlds.” Both interesting and fun, this is the place where the Green Mountain Economic Development Corporation runs an initiative called the Welcome Wagon that helps new arrivals settle in and feel at home. It is where families gather for games of glow-in-the-dark mini golf, at the new rock-climbing venue, to bike or walk the Rail Trail, or at the virtual reality escape room.

A new bar also recently opened, complete with an arcade-style doggy play park where cameras provide a live feed to the bar upstairs such that pet owners can watch their pooches on sports bar-style TV screens while enjoying a tipple with friends. And, even though the big brand names are certainly represented here, the Upper Valley is definitely a place where supporting local small businesses takes precedence.

The area also boasts a number of wonderful nonprofits doing great work; one in particular, Cover Home Repair (COVER), helps the elderly age in place by providing them, and others in need, with crucial home repairs and upgrades such as ramps and support rails.

The UVBA is committed to supporting both traditional and novel solutions—especially when it comes to shifting strategic stalemates in need of new direction. “Oftentimes, you’re not able to see action until we start participating in the conversation,” says Brophy. Herein, perhaps, lies the UVBA’s greatest contribution—bringing life and dynamism to what can otherwise easily become stagnating corners of its local enterprises and communities. The result of this support is lush crops of healthy new businesses flourishing across the area.

Now, while the UVBA remains dedicated to fulfilling its mandate of invigorating local business and caring for the overall well-being of the area, it is also revamping its own office system to ensure that it has the resources and performance power to achieve this. And so while it lays the groundwork that must anchor a host of new developments—the “sandboxes,” as Brophy puts it, where collaboration can spark new initiatives—this team understands that the Upper Valley Business Alliance must continue adding its layers of input to local businesses and local workforce creation. The organization excels at facilitating good relationships and building strong networks one season at a time—fully knowing that right now, all its hard work is helping to prepare the region for its next season of blooming.

The post Where Two States Meet to Prosper<p class="company">Upper Valley Business Alliance</p> appeared first on Business In Focus Magazine.

Offering world-class service and a rich ambience, the exquisite natural beauty and human warmth of Southwestern Vermont keep teams focused and grounded. The region’s thoughtfully curated inns, meeting spaces, and retreat properties provide the privacy and professional support needed for productive sessions, while the surrounding landscape encourages reflection and renewal. In The Shires, teams can step away from their daily demands to reconnect with their purpose, their leadership, and one another, building the clarity and alignment that drive organizations forward.

Identifying a niche
As many companies and organizations spent 2025 reimagining the post-pandemic future, Southwestern Vermont identified an innovative, growing niche at the highest level—and has the expertise and infrastructure to support its expansion.

As CEO of the Southwestern Vermont Chamber of Commerce, Matt Harrington brings more than a decade of experience in regional economic development, business leadership, and destination promotion. In his role, he works closely with employers, institutions, and community partners to strengthen the region’s capacity to host high-quality meetings, conferences, and professional gatherings.

Groups from around the world visit Southwestern Vermont for its sophisticated sense of organization and old-world hospitality. “The Shires are especially well-suited for executive offsite gatherings, nonprofit retreats, board meetings, and leadership development programs, where trust-building, reflection, and long-term thinking matter as much as agenda items. What makes this region distinctive is the way strong venues, thoughtful service, and genuine community collaboration come together to support meaningful work. When leaders come here, they’re able to slow down, focus, and engage with one another in ways that lead to better decisions and stronger organizations,” Harrington says.

Where better?
Sharing its borders with New York, Connecticut, New Jersey, New Hampshire, and Massachusetts, the state of Vermont is home to The Shires of Vermont, tucked away in its southwestern-most corner.

Southwestern Vermont has its county seats in Bennington, the source of the region’s alternative name, Bennington County, and in Manchester in the North, which is also its retail and recreation hub. Moreover, Southwestern Vermont is relatively easy to reach from anywhere in the world, yet sufficiently hidden from the madding crowd to make it truly singular in its positioning within the national market.

Immensely popular with visitors from Asia due to its unique blend of historic architecture, pastoral landscapes, and timeless New England character, Southwestern Vermont offers an atmosphere that feels both grounded and otherworldly. Elegant Georgian Revival estates, classic village greens, covered bridges, and carefully preserved town centers create a setting that feels intimate, walkable, and visually rich. The region’s quiet roads, green-or-orange-or-white covered hills, and starlit skies lend a sense of calm and mystique that is increasingly rare in modern travel. For many international visitors, The Shires represent an authentic, storybook version of America—one that combines refinement, craftsmanship, and natural beauty with a deeply personal sense of place.

The region is easily accessible via three-and-a-half-hour charter flights to Bennington’s William H. Morse State Airport from John F. Kennedy International and LaGuardia airports in New York. Albany International Airport is also nearby, just an hour’s drive away.

“Located within a comfortable drive of Boston, New York City, Albany, and Western Massachusetts, The Shires provide the accessibility of a regional hub without the congestion, cost, or anonymity of larger metro destinations. Part of the experience is the journey itself—traveling into the Green Mountains and stepping into a setting that feels both timeless and intentionally unhurried,” Harrington says.

Memorably small
In contrast to regions that regularly host retreats for thousands of attendees, Southwestern Vermont is the quintessential example of the power of petite. Boasting some of America’s dreamiest countryside landscapes, the area offers amenities that make corporate gatherings genuinely memorable for even the most discerning guests—and for all the best reasons.

Focusing its efforts on helping organizations build connection with their teams through conscious presence and modern thought leadership, the region’s superpowers reside in its commitment to taking care of details and a talent for creating an atmosphere of substance and charm for groups of up to 100.

Built on a proud legacy of farm-to-table food, The Shires’ culinary scene offers a smörgåsbord of local and international flavors to please even the most discerning palate. “We’re a culinary bastion, a culinary corridor, from Massachusetts—and really the Berkshires—all the way up into Vermont,” Harrington says of this sought-after region’s delectable selection of restaurants representing a cornucopia of cuisines ranging from Japanese to Indian, Jamaican, Turkish, and more. “It’s intimate, it’s personable and focused, but it also has this really natural, earthy goodness about it,” he says of the local food tradition known for taking the time-honored route with authentic dishes created from quality ingredients.

Spoiled for choice
The area’s collection of beautiful establishments also adds a touch of refinement. Some of Southwestern Vermont’s most breathtaking venues include Hildene, the Lincoln Family Estate near the town of Manchester, where 412 acres of pristinely kept land welcome visitors to a newly constructed, multi-million-dollar conference facility. The regenerative farm features a formal garden alongside an original Georgian revival mansion, a luxury 1903 Pullman railcar, a museum store, and a welcome center.

“From Hildene’s Lincoln Hall, a world-class historic venue with modern amenities, to refined conference spaces at The Kimpton Taconic Hotel and The Equinox Golf Resort & Spa, meetings in The Shires feel purposeful, inspiring, and memorable,” adds Harrington.

The Kimpton Taconic is an internationally renowned hotel offering premium event facilities, accommodations, and fare in Manchester. Moreover, the Mt. Anthony Country Club, dating back to 1897, offers an 18-hole golf course, ballroom, and breakout rooms alongside popular dining options. Stratton Mountain Inn in Stratton Village spans hundreds of acres, comprising four unique properties that cater to those seeking a range of accommodations from multiple-room condos to a resort and studios.

There is also winter skiing across more than 670 acres, from an elevation of 3,875 feet, rounded out by 27-hole golf course, rides, hiking, and yoga. Visitors also have access to a top-class mountain sports training facility.

Another gem is just a stone’s throw from Bennington’s downtown. South Shire, a historic little hotel with big character and an even bigger following, is decorated in the typical New England style. Able to accommodate between 20 and 100 guests, it is intimate enough to be entirely dedicated to a single event. This venue offers a range of options to suit most group gatherings, with well-designed flow and breakout spaces, and an enclosed courtyard welcomes guests with ample space for outdoor meetings.

The Prospect Street Writers House, in North Bennington, offers seasonal writing retreats and residencies where small groups of writers come together for workshops, collaboration, and structured creative time in a retreat-like setting.

As one of the famous Inns of Dorset, Barrows House is a boutique-style resort that combines modern-day simplicity with old-world elegance. Beyond an interesting selection of carefully created cocktails, its award-winning wine list is perfectly paired with its popular menus—all freshly prepared from quality local produce.

More luxury awaits at The Four Chimneys Inn in Bennington, where close attention is paid to even the finest details. This romantic retreat reflects the tranquility and good taste of yesteryear. The inn offers 11 rooms and ample space for gatherings and meetings of all kinds, with an on-site restaurant offering an impressive, modern French-Vermont à la carte menu.

For larger groups, or those seeking a more standardized experience, there is the Hampton by Hilton Inn and Suites in Manchester and Brattleboro, with their familiar waffles, range of amenities, and easy-going creature comforts.

The generous helping of popular area restaurants includes one of Manchester’s favorites, Mystico Cucina Italiana at 928 Main Street, featuring delectable Italian menus based on fresh ingredients and a penchant for authentic, exceptionally prepared food. The décor is minimalist yet rich in character, with a coastal spin and a hearty atmosphere. The restaurant offers space for larger events and enough room for 50 people seated and 70 mingling.

“What truly sets Mystico apart is our culinary foundation and service philosophy,” says Debbie Pazos, proprietor. “My husband, Luis, and I come from Michelin kitchens, and that standard of excellence carries through every event we host.” Menus are customized to suit the hosts, while the spaces are easily adapted to suit each event’s unique needs.

There is also Pangaea Restaurant, together with a café of the same name, where diners indulge in skillfully prepared, creative meals. Naturally, with great comfort comes the need for great activity, and here, too, the region boasts myriad options.

From rugged to refined
With kayaking, biking, hiking, and trout fishing available on the Battenkill River, hosts can even opt for camping or more traditionally rugged shelters at the Merck Forest & Farmland Center. “What’s available here is customizable and choice-driven. If a team is looking more for the calm, outdoor, adventure feel for their getaway, we have it. If the team is looking for pamper and relaxation, we have that. And everything in between,” Harrington remarks, with a focus on crafting curated experiences tailored to suit every need.

Indeed, with its many historic locations all within easy reach, visitors can take in popular attractions such as the Bennington Theater, Bennington Museum, Northshire Bookstore in Manchester, Southern Vermont Arts Center, and Monument Arts & Cultural Center. “These experiences foster connection, reflection, and informal networking beyond the meeting room,” Harrington says.

In recent years, Southwestern Vermont’s venues have drawn attention as desirable settings for professional gatherings and conferences. In November 2025, the Vermont Association of Chamber of Commerce Executives (VACCE) chose the Kimpton Taconic Hotel in Manchester to host its annual conference, bringing Chamber leaders from across the state for a multi-day program focused on innovation, governance, and strategic planning. The event included breakfast sessions, panel discussions, and networking opportunities, underlining the region’s appeal to association professionals seeking both connectivity and a scenic backdrop.

Historic Hildene, The Lincoln Family Home, has also emerged as a unique host for national-level gatherings. In the spring of 2025, the Lincoln Forum Symposium convened at Hildene’s Lincoln Hall and surrounding estate, attracting historians, scholars, and enthusiasts for lectures, panel discussions, and immersive experiences centered on the legacy of Abraham Lincoln. The estate’s combination of historic architecture, expansive grounds, and modern meeting facilities makes it a compelling choice for organizations seeking a distinctive setting that blends learning with place-based inspiration.

Not far from these venues, Stratton Mountain Resort continues to position itself as a multifunctional destination for retreats that combine meeting space with recreational programming. In 2024, Stratton hosted the SHM New Hampshire/Vermont Chapter Conference, a professional gathering that drew healthcare leaders for educational sessions, networking, and outdoor activities—showcasing the resort’s ability to cater to groups looking for both substantive programming and team-building experiences in a mountain setting.

Across the region, properties like the Kimpton Taconic, Hildene’s Lincoln Hall, and Stratton Mountain illustrate how Southwestern Vermont’s venues support a diverse range of retreats and conferences—highlighting not just traditional meeting spaces, but environments that enhance reflection, collaboration, and connection for attendees.

In addition to his Chamber leadership, Harrington also leads Harrington Brands, a consulting practice focused on retreat design, facilitation, and strategic visioning. Through this work, he partners with organizations to deliver high-impact retreats, leadership programs, and strategic planning sessions. His experience spans venue coordination, agenda development, stakeholder engagement, and on-site facilitation, allowing clients to rely on a single, trusted partner from concept through execution. With deep regional relationships and a strong understanding of organizational dynamics, Harrington brings both local knowledge and proven process to every engagement, helping groups turn gatherings into meaningful, results-driven experiences.

“Over the years, I’ve learned that the success of a retreat or leadership gathering isn’t just about what happens in the meeting room; it’s also about where it happens,” Harrington says. “Place matters. When leaders step into an environment that encourages reflection, connection, and perspective, they show up differently. In Southwestern Vermont, organizations find the space to slow down, refocus, restore their energy, rebuild alignment, and reconnect with their peers. That sense of place is often what turns a good meeting into a transformational experience.”

To him, the value proposition is simple: Southwestern Vermont offers a true alignment of place, culture, and values that appeals to forward-thinking organizations looking to reinvigorate their teams and organizations. The area’s amenities are perfectly suited to these small yet powerfully focused breakaways, providing escape without distraction. It is a place that feels just right.

The post Where Leaders Gather: A Place To Refocus, Restore, Rebuild, and Reconnect<p class="company">The Shires of Southwestern Vermont</p> appeared first on Business In Focus Magazine.

“At the end of the day, we’re a community that embraces manufacturing; we have a lot of manufacturing assets. It’s kind of in our DNA,” says Jeff Shaw, President and CEO of the Pueblo Economic Development Corporation (PEDCO). Pueblo County workers have experience in “automation, welding, machining, large fabrication, steel, carbon fiber, and a lot of disciplines attached [to these services],” he adds.

With a median age of 39.8 years, Pueblo County has a population of just under 170,000 people. Its biggest city is also called Pueblo and accounts for 106,000 residents, while smaller communities include Colorado City and Avondale. Median household income is $54,340, and leading employment sectors include aerospace and defense, construction manufacturing, chemical manufacturing, food and beverage, outdoor recreation, and agriculture.

A longstanding commitment to economic development
PEDCO is a private, nonprofit group that works hard to highlight the benefits of doing business in Pueblo County. The organization was founded in 1981 after a crash in the steel industry rocked the region and county officials sought new avenues for economic renewal. In 1984, Pueblo County citizens agreed to pay a half-cent sales tax on non-exempt items, with revenue going toward a capital development fund used to entice new businesses. The fund generates $10 to 12 million on an annual basis and is disbursed in the form of grants or loans to companies looking to relocate, expand, or set up operations in Pueblo County. This funding can only be used for capital development purposes (for example, acquiring land, buildings, or equipment).

While PEDCO makes recommendations on funding recipients, Pueblo County government officials oversee the actual disbursement, and firms that want to receive capital development funding are expected to create a certain number of positions based on their size and output. “There’s an obligation to pay some money back if you don’t have the jobs you promised the community; if you have the jobs, you don’t have to pay anything back. [In such cases] we don’t want the money back—we want the jobs,” says Shaw.

Full-time jobs, he adds, have “a multiplier effect” on the economy, with benefits extending well beyond the original investment.

Every five years, voters get to choose whether to renew the half-cent sales tax and capital development fund. The sales tax was reapproved last fall, not a surprise given how effective the development fund has been in bringing in business. In August 2025, for example, Trussworks Operations, LLC, a wood and floor truss manufacturer, announced that it chose Pueblo County for its newest facility and Trussworks received capital development money in return for a new jobs guarantee. Once it reaches full capacity, Trussworks’ plant is expected to employ 65 full-time staff.

Location, infrastructure, and water
Of course, there are plenty of other reasons why companies might want to set up in Pueblo County. The county offers excellent workforce training programs, for a start, and is also blessed with great weather, abundant water, and an enviable location.

Pueblo County is spread across roughly 2,400 square miles within a centrally located state. Several major markets, including Salt Lake City, Albuquerque, Dallas, and Houston, are within easy reach of county businesses. Transportation infrastructure is a particular strength, with the county served by Interstate 25 (for north/south road travel), U.S. Route 50 (for east/west travel), and Pueblo Memorial Airport. The county is also frequented by Union Pacific Railroad and BNSF Railway and is the only southern Colorado county to offer east, west, north, and south rail access. “One of the true secrets of Pueblo is our rail infrastructure,” Shaw notes. “We’ve embraced rail, we love rail.”

Water availability is another significant differentiator, especially as many western regions face increasing scarcity. Pueblo County can accommodate large manufacturers requiring “two to four million gallons a day” and could “triple our population without running into water issues,” according to Shaw—an increasingly rare advantage in the American West.

Workforce, education, and veterans
Pueblo County’s workforce is bolstered by strong educational institutions and a high concentration of military veterans. The county is home to two school districts and two post-secondary institutions: Pueblo Community College and Colorado State University – Pueblo.

Pueblo Community College has earned a strong reputation for customized workforce training, a legacy that dates back to the 1980s when the school helped retrain laid-off steel workers. Today, the college remains “very, very good at customized training programs,” Shaw says, whether teaching welding skills or training workers to meet specialized international manufacturing standards.

CSU Pueblo complements this pipeline with degree programs in engineering, business, nursing, computer science, construction management, and cybersecurity.

Veterans further enhance the local labor pool. Pueblo is known as “The Home of Heroes,” having produced four recipients of the Congressional Medal of Honor. At a 1953 ceremony, President Dwight Eisenhower famously remarked about “something in the water out there in Pueblo.” Shaw says veterans bring discipline, leadership, and a strong work ethic, while also contributing to a shared sense of civic pride.

Quality of life
For visitors and residents alike, nearly continuous sunshine and warm temperatures are major draws. Pueblo County typically receives over 300 days of sunshine a year, with an average daily summer temperature of 91°F and average daily winter temperature of 47°F (well above freezing). The overall average temperature works out to just under 70°F.

“Pueblo is unique because we’re just off the mountains by 20 miles or so,” Shaw says. “Even in January or February, you can play golf on a Saturday afternoon and go skiing on a Sunday.”

Mountain biking, golf, hiking, fly fishing, rafting, and rock climbing are also hugely popular outdoor activities, and Lake Pueblo State Park is a popular spot for boating, picnicking, fishing, and swimming. Pueblo also plays host to the annual Colorado State Fair and a local event called the Pueblo Chile & Frijoles Festival. The latter event draws huge crowds and reflects the region’s agricultural heritage; in addition to being a manufacturing epicenter, Pueblo County is renowned for its melons, beans, potatoes, and chili peppers.

The area’s affordability only adds to its appeal. The county’s median home price is $364,950, and it scores 92 on a national cost-of-living index where 100 represents the U.S. average. By comparison, Colorado Springs scores 100 and Denver 108, making Pueblo County a comparatively accessible place to live and work.

History, promotion, and present-day challenges
The history of Pueblo County dates back thousands of years. The area was home to the Ute or Nuche peoples, then was annexed by Spain in the late 1500s. Spanish rule ended when Mexico became independent in the 1820s. The area came under U.S. control following the 1848 Mexican-American War and was then flooded with prospectors during the subsequent Colorado Gold Rush. Statehood was conferred on Colorado in 1876, and Pueblo County joined the USA.

Today, PEDCO continues to promote the county through trade shows, digital outreach, partnerships, and word of mouth. Recently, the organization formed a loose collaboration with the Metro Denver Economic Development Corporation to pursue initiatives benefiting the broader Front Range region.

For all its present-day advantages, Pueblo County does face its share of challenges. Manufacturers in the county are concerned about federal interest rates impacting their bottom lines and influencing hiring decisions. Federal politics can also impact the county’s fortunes; until recently, Pueblo featured a great deal of manufacturing activity based around renewable energy, but shifts in federal energy policy have slowed this activity.

A measured vision for the future
Even so, Pueblo County remains, in Shaw’s view, an excellent place to live and do business. “It’s such a quality place to raise a family. There are a lot of great sports, whether it’s baseball, basketball, golf, or football. Even though it’s not small anymore, it’s got that small-town feel to it. You can get anywhere in Pueblo by car in 15 minutes—you’re not going to run into traffic. It’s just a great place to grow up,” he shares.

Going forward, Pueblo officials hope to preside over steady and sustainable growth, not expansion for its own sake. Based on water availability and infrastructure capacity, Shaw estimates that Pueblo County can support between 250,000 and 300,000 people without sacrificing quality of life or impacting the county’s enviable ambiance.

In five years, he hopes to see a community that has strengthened its primary job base while preserving the character that makes Pueblo County distinctive. “We don’t want to lose that character of Pueblo,” Shaw says. For a county defined by its manufacturing heritage, natural advantages, and strong sense of place, the goal is clear: grow thoughtfully, stay grounded, and ensure that economic progress continues to benefit both businesses and the people who call Pueblo County home.

The post A Sun-Splashed Community with a Pro-Business Mindset<p class="company">Pueblo County, Colorado</p> appeared first on Business In Focus Magazine.