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.

For 136 years, the Central Connecticut Chambers of Commerce have worked to foster regional prosperity and vitality through business growth and entrepreneurship and the provision of advocacy, education and training, networking opportunities, and member support. And now, with more than 1,700 members and counting, the Central Connecticut Chambers of Commerce and its partners are working collectively to continue this good work for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond.

A legacy in action
Though the Central Connecticut Chambers of Commerce have existed under different names and iterations throughout their long history, over the last 12 years the organization has evolved to become an umbrella organization that offers support and advocacy, hosting more than 100 events annually to provide opportunities for education, networking, and camaraderie.

Recognized as the second largest Chamber in the state (though it aims to one day claim that top spot), according to President and CEO Katie D’Agostino, the organization adds more than 120 new members annually who “lean on us to provide that education, legislative guidance, and advocacy to make sure that they’re able to focus on running their business.”

In March 2021, with the receipt of American Rescue Plan Act (ARPA) funding, in partnership with the City of Bristol (though it serves all of Connecticut), the Chamber helped establish BristolWORKS!. A non-profit that provides low-cost education, skills training, and employability services, BristolWORKS! acts as a conduit between the needs of the business community and subject matter experts who can best address those needs.

“We initially launched programs in manufacturing, healthcare, IT, and early childhood education—and those programs remain strong today. Since then, we’ve also refined our offerings and added new programs to better meet the evolving needs of our community and local businesses.” explains Kim Ward Holley, Executive Director of BRISTOLWorks!.

“One of the biggest things we’re doing right now is working with local employers to assist them with the training needs of their current employees,” she says. “Employers who qualify can access Incumbent Worker funding to get reimbursed 50 percent of the training costs up to a certain amount every year. This is a great opportunity for employers to invest in their staff at a lower cost to the employer.”

AI and advanced technology are among those areas of focus, ensuring that members are not falling behind the technology curve, especially given the rapid pace of technological advancement. This could be something as simple as employing a virtual assistant to free up bandwidth, or the establishment of policies and best practices around its use.

As D’Agostino notes, “When personal computers first entered the workplace, many feared they would eliminate jobs. Instead, they transformed them—automating routine tasks, increasing productivity, and creating entirely new careers. Today, AI stands at a similar crossroads. While there is understandable concern about disruption, history shows that innovation doesn’t erase opportunity—it reshapes it, rewarding those willing to adapt and learn.”

Energizing success
The Central Connecticut Chambers of Commerce are also working to educate members about valuable resources available in the community. There is an initiative underway with Energize CT, a state-run program designed to help rate-payers lower operating costs by making energy efficiency improvements in their facility in alignment with Connecticut’s energy goals.

For instance, the Small Business Energy Advantage (SBEA) program offers no-cost, no-obligation energy assessment for small businesses. These assessments identify opportunities to make energy-saving improvements to their facilities, complete with incentives and zero-interest payment plans that can help business owners take advantage of the energy savings and long-term advantages more quickly and simply.

“Partnering with the Chambers to educate businesses about this opportunity has been incredibly meaningful,” explains Christina D’Amato, Vice President of Business Development for Energy Resources USA. There is funding available to support the business community, but many business owners simply aren’t aware these programs exist.

She adds, “This is a powerful way for organizations to better understand their facilities and implement practical improvements that positively impact their bottom line. That’s the feel-good part for me with small businesses and nonprofit organizations,” where cost savings can mean the world to a small business or new business owner working hard to grow and sustain their operations.

Once again, this is timely due to the rapid advancements in energy-efficient technologies, combined with rising energy costs. It makes it more critical than ever for businesses to stay informed.

“The educational component of this partnership is what matters most,” D’Amato says. “Technology is constantly evolving, and so are the incentives available through energy efficiency programs. It’s essential that businesses stay aware of current opportunities and continue to keep energy efficiency top of mind.”

Growth through partnership
Partnership and collaboration are at the heart of the work of the Central Connecticut Chambers of Commerce. The organization itself is the result of the coming together of stakeholders who share a common goal of pushing the needle forward for the business community in Central Connecticut and statewide.

D’Agostino acknowledges the economic development teams in the region who play such an important role in this regard. “We have a great reciprocal relationship with every single one of our economic development directors in the region,” she says. “They are basically our first phone calls every day. If something comes up, they keep us in the loop and vice versa.”

The Chambers also serve as a conduit between members and decision makers at the legislative level to ensure that policies and programs are meeting their needs and creating business-friendly environments in which to thrive. “We’re able to have those personal relationships with our legislators at the State Capitol and they really do sit down and listen to our members,” says D’Agostino. “They really do take the time to get to know our members.”

From a legislative standpoint, this year the organization will focus on four primary tenets with lawmakers, including workforce development, energy, AI, and healthcare, addressing gaps that exist while advancing the membership and the organization as a whole.

“Our long-term goal is to continue to make sure our membership knows that we are a trusted partner for them, and we never take that for granted,” says D’Agostino.

And as a trusted partner with a long legacy of demonstrated impact, the organization continues to identify ways to remain a source of guidance, education, advocacy, networking, and support for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond, advancing the best interests of the business community in Central Connecticut and the state as a whole to maximize the benefits for all.

The post A Conduit for Economic Strength<p class="company">Central Connecticut Chambers of Commerce</p> appeared first on Business In Focus Magazine.

One aspect that counts in the city’s favor on this front is New London’s accessibility. Alongside its interstate ferry access to Fishers, Block, and Long Islands, the city has good public transportation via rail, as both Amtrak and Shore Line East are well-represented. New London is also connected to Interstate 95, and American Cruise Lines docks here, with around 10 cruise liners set to arrive during 2026.

Now focused on small business development, the city of New London has established itself as a leader in bringing together its diverse communities in fun and creative ways. Reinvigorating its local business scene, the city is upgrading everything from storefronts to social media presences, downtown apartments to the city’s overall appearance, as it welcomes growing numbers of visitors from around the world. In the process, the city even introduced a fantastic new application, Explore New London, to enhance visitors’ experience further.

Applying its share of the nearly $2 trillion in American Rescue Plan Act (ARPA) funding judiciously, the city has been supporting new construction, driving a vital surge in this sector not seen since the 1950s. Its downtown area perhaps benefits in the biggest ways, with significant restoration work and improvements, mainly along Meridian, State, and Howard Streets, allowing the city to offer leasing space to a growing number of new businesses in the area.

“I think it was very helpful to get those buildings ready for tenants. Many of our buildings were not ready—nowhere close to white-box standards and certainly not even grey-box,” says Elizabeth Nocera, Economic Development Coordinator. “We’re very grateful for the infusion of APRA dollars to accomplish that.”

Following the upgrades ARPA funding afforded New London, the city has transformed a previously bleak picture into growing communities, contributing to the city’s overall well-being in more meaningful ways than previously possible.

The anticipated grand opening of New London’s National Coast Guard Museum in 2027 is one of the much-welcomed economic drivers behind the current bustle. The new facility, positioned in the city’s historic area between Union Train Station and the Thames River, will provide visitors with glass-enclosed waterfront views across 80,000 square feet of public space offering well over 500 artifacts and 4,500 images. Beyond immersive and interactive exhibits and leadership training, participants will also benefit from educational programs in science, technology, and mathematics. “Currently, the Coast Guard is the only [division] of the National Defense Force that does not have a museum, so it’s going to be very exciting when that opens,” Nocera shares.

The influx of new visitors means that the city is also attracting new economic possibilities, making this a truly exciting time for New Londoners. In the process, the city has undertaken a thorough, two-year-long wayfinding initiative that has seen a number of new projects come to life. One of these is creating a range of maps and guides on navigating New London’s amenities and public spaces, helping visitors to easily find parking and other important landmarks. “We want people to not only visit the museum but to stay,” emphasizes Nocera. “Stay and have lunch. Stay and have dinner. Stay and visit our small shops.”

With a proud existing arts and culture tradition, the city’s artists also benefited from ARPA funding, securing New London the designation of third cultural district of the State of Connecticut. And as a result of the reinvigoration of its cultural, historical, and arts scenes, the city’s downtown area is blossoming in exciting new ways with a refreshed sense of vibrancy adding life and vigor to the atmosphere.

New London is also home to one of the state’s largest theatres. As it happens, the Garde Arts Center celebrates its centenary this year, as visitors come from across the region to enjoy premium cultural events and performances in the beautiful 1500-seat grande dame of local arts. As a beneficiary of a Connecticut Department of Economic and Community Development (DECD) grant, this star amenity can now afford to revamp its premises, breathing new life into the beloved landmark, complete with a new community area and an improved loading dock. The new dock provides access to semi-trailers at the back of the premises, enabling larger productions.

Another of New London’s current missions is overhauling its traffic infrastructure to accommodate growth, with a specific focus on enhancing traffic flow with the help of more funding from the DECD. Its goal is to ensure that all transportation providers enjoy improved access to and from destinations, making the city as easy to get around in as possible.

“We are currently working on new signalization and moving forward after some additional traffic study to change one of our current one-way streets to a two-way street to improve egress and ingress,” Nocera says of the city’s efforts to re-align a surge in rush-hour traffic.

Following the city’s greater traffic study, its ferry dock, a high-traffic zone linked to the interstate highway, recently completed environmental studies in support of its bulkhead improvements aimed at enhancing docking and on- and off-boarding. Its parking zone, giving access to the railways and ferries, will also soon be expanded thanks to another federal grant. “It is a wonderful problem to have parking issues,” Nocera laughs. “It is an indicator that we are now a national tourist hub.”

In another development, one of the city’s legacy businesses, The Day newspaper, exchanged its original central-downtown footprint for a new printing and distribution premises on State Street, and its earlier premises are set to become a hotel, complete with a public park and greenway right next to the Water Street Parking Garage, in partnership with High Tide Capital. By softening the mainly concrete-and-asphalt landscape of this area, New Londoners will soon be able to enjoy the pleasures of fresh, green soft-scaping in this popular part of their city.

“It’s been a wonderful partnership with High Tide Capital,” Nocera says of the projects, which have seen the addition of a significant number of affordable new apartments at both at The Day’s old and new premises. The result of this, together with the city administration’s economic revitalization work, is a wonderful blending of residential, small retail, and restaurant spaces, lending an air of relaxation and easy living to the area. With restaurants like The Lion House, The Blue Duck, and others, the city’s culinary scene is growing a life of its own in the best possible way.

As old mall spaces are now being converted into offices, even more businesses are returning to the downtown area, following the great commercial exodus of the 1980s when malls became the be-all and end-all of economic development in every city and town across the land. The city is now engaged in a strategic partnership with Connecticut Main Street Center to revitalize the area as well as the rest of its commercial centers, while considering the wishes of residents and other stakeholders with regard to what new additions would please them most in the development of a lively downtown.

New London also established a new community recreational center where local teams can practice regularly. “The Mayor, Michael Passero, and his administration, really pushed for it and made it a very high priority,” Nocera says. “It’s a beautiful, beautiful facility. We’re very, very proud of our new community recreational center that just opened in July.”

The city’s largest employer—and a considerable landowner—General Dynamics Electric Boat (GDEB or EB for short) is a submarine fabricator with a significant presence here and in the neighboring town of Graton. Providing the area’s young professionals with a steady supply of gainful employment, the company has also helped to stimulate the city’s housing development.

Another large contributor to New London’s prosperity is Connecticut State’s Pier Terminal, home to the city’s turbine assembly and wind marshaling operations since 2023. The city is also home to Sheffield Pharmaceuticals, the original patent holder for toothpaste invented by Doctor Sheffield in 1850, which has been in operation for around a century. In addition, there is Lawrence + Memorial Hospital, which employs a large number of healthcare professionals and is partnered with Yale University.

And Yale isn’t the only tertiary education institution with a presence here. The U.S. Coast Guard has its academy in New London, as do Connecticut and Mitchell Colleges. To ensure that students develop community awareness, the city makes a conscious effort to connect with them in various ways, and Connecticut College has supported the drive with its occupation of a building in the downtown area for student housing, adding to the diversity and liveliness of the district.

With a few more brownfield projects underway, there is certainly no shortage of affordable housing here, and with GDEB set to employ around 3,000 new people per year over the next few years, housing availability is set to remain a priority. Moving ahead, however, another priority is the development of brownfield sites on Howard Street as well as Garfield Mills on Garfield Street, which is earmarked for housing following site remediation. The next five years will also see the development of the historic Fort Trumbull peninsula, an area that has been slated for housing and other development for over a decade and is seeing movement toward that vision now. The city is also partnering with Eastern Connecticut Housing Opportunities (ECHO) in another exciting effort to establish yet more affordable housing, this time on Bayonet Street, where a local church steeple collapsed a few years ago, leading to the demolition of the building.

“ECHO has been a terrific partner. This project is now in phase three,” Nocera says. ECHO is also partnering with the city on a new, 45-unit mixed housing project at the site of the collapsed church on State Street.

With further plans underway and extensive upgrades to infrastructure and accessibility driving ongoing improvement across the city, New London is being primed for a new lease on life, one which promises to see its historic and commercial districts blossom into a new era of economic prosperity over the next decade.

The post On the Move<p class="company">City of New London, Connecticut</p> appeared first on Business In Focus Magazine.

This renovation project began in late 2018 when officials learned that the provincial library and archives planned to move out of the centre and its Charlottetown location, which kicked off a year-and-a-half consultation process on what to do with the new area afforded to the space. Feedback from stakeholders, patrons, Indigenous voices, and other sources communicated a desire for the centre to house more learning programs, more Canadian content creation, and more programs talking about its role as Canada’s national memorial to its founders.

The ensuing renovation, still ongoing, seeks to incorporate these suggestions as well as provide massive, much-needed structural improvements to the building. Physical work began in the fall of 2024 and construction began in the spring of 2025, with Chief Executive Officer, Steve Bellamy, saying that it should be largely complete by summer 2026 with a rough move-in date of October or November.

Bellamy explains that the impact of the renovation will be substantial across multiple fronts. Beyond the addition of more learning programs and a more nationalized focus to the centre’s output, the impact on the local economy will be significant. The centre currently operates on a $12.5 million annual operating budget with a $27 million annual contribution to the gross domestic product. 400 jobs have been created by the centre, producing over $16 million in labour income and over $6 million in tax revenue. Operations post-renovation will expand, providing an additional $2.5 million annually with an increase in economic impact of around $5 to $6 million. In short, the expansion will create more jobs, more programs for the public, and more capacity for the centre to be a corporate partner for meetings and conventions in the Charlottetown area.

Artistic Director of Performing Arts, Adam Brazier, says that the renovation will allow the centre to become the largest and most consequential arts hub east of Montreal. It “will become a bucket list location for performers, creators, and leaders,” he says, and will come with greater physical accessibility to the space thanks to a clearer entrance from the ever-busy Victoria Row, as well as a warmer visual welcome to anyone entering its doors. The growth and positive experiences to be enjoyed by all who interact with the centre post-upgrade promise to be significant.

Although it is front-of-mind for everyone working there, the ongoing renovation is not the only thing the centre has been up to in the last few years. First, an arts academy will be founded, from which its expanded learning programs will blossom. The academy will be able to expand the presently-offered artist training programs and provide new opportunities for short-term professional development for people in arts administration, cultural management, and in other arts and culture professions. Next, a new Arts Innovation Hub will provide facilities and resources for the creation of new Canadian content, in musical theatre, visual art, music, writing, dance, new media, and all forms of art.

Finally, the new Canadian Leadership Institute will house more programming for discussions about Canada including programs like the Symons Medal Presentation and Lecture and the Charlottetown Forum, along with other conferences and lectures on a variety of topics. According to Bellamy, the new institute will bring together experts, leaders, and the public to discuss issues important to Canada, with the impact of strengthening Canadian identity and culture.

Amidst these improvements and plans for the future, this is something of a fraught time for theatre, especially in Canada. Bellamy notes that both the pace of inflation and an increase in annual operation costs are outpacing the centre’s ability for its revenue streams to keep up. While it does receive government funding support of roughly one-third of its operating budget, the majority of its revenue is generated through sources including tickets sales, education programs, food and beverage, and donations and sponsorships, none of which have been able to match the pace of inflation. But the Centre is innovating and growing its revenue-generating programs in an effort to be more sustainable.

Brazier points out that the centre has had to reconsider its approach to programming due to ongoing tariffs imposed by the United States, and sadly, in times of financial uncertainty, disposable income purchases by the public toward entertainment like theatre are often the first things to go when it comes to tightening the belt.

These challenges will not be solved easily; however, everyone at the centre believes in the experiences it produces and the power of art, storytelling, and conversation to impact audiences. “There’s a spirituality to what we do,” Brazier says, in getting people together to watch others perform. Theatre is feeling the crunch in competing with at-home entertainment like streaming services, yet the performing arts have the ability to create community through the shared experience of live theatre—so it is all about making sure younger generations understand that power and take advantage of it. The Confederation Centre of the Arts often must take risks on the shows it stages and the decisions it makes during hard times, but Brazier says that the talent in Prince Edward Island is abundant. That level of talent is ultimately what has seen the centre through hard times again and again.

There is plenty to be excited about as the centre takes on these challenges and looks to enter a new era. In 2026, popular live shows like Come From Away and Anne of Green Gables: The Musical will be staged, along with an exhibit featuring the works of the late Prince Edward Island artist Erica Rutherford, curated by new Art Gallery Director, Pan Wendt, who was hired in December 2025. And later this year, the Symons Medal, one of the nation’s greatest annual honors, will be presented to Justice Rosalie Abella, who served on the Supreme Court of Canada for nearly 20 years.

The centre also looks forward to hiring the first director of its new leadership institute and establishing a new line of programming within it that will bring experts, leaders, and the public together for convening on important national issues ranging from economics, health care, national defense, and housing to reconciliation, immigration, Canadian identity, and culture.

It is an exciting time for the centre as it expands its partnerships within the local business community. The centre has been a keen partner with businesses across the corporate spectrum in terms of packaging, experiences, and event planning, and Bellamy believes that the centre stands as a reflection of the country, an important piece of the Canadian cultural identity. “Now more than ever, it’s important that Canadians understand one another,” he says, and this can be achieved through embracing activities that strengthen national bonds and allowing stories and issues from different communities to be better understood.

The post Becoming a Bucket List Location<p class="company">Confederation Centre of the Arts</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.

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At the center of this evolution is Mayor Connor S. Martin, now in his second term, whose administration is redefining what it means to live, work, and invest in East Hartford. Through ambitious revitalization projects and a deeply personal commitment to community well-being, Mayor Martin is steering the town toward a future anchored in accessibility and opportunity. “The main reason for wanting to improve quality of life is to give residents value in the taxes that they already paid for,” he says.

That philosophy of transparency and accountability has become the foundation of East Hartford’s transformation.

Quality of life is more than infrastructure or economic metrics in East Hartford. For Mayor Martin, it means access: access to leadership, access to information, and access to essential services. “I’ve always believed that government should come to the people, not the other way around,” he says.

That belief has taken shape through a series of initiatives designed to remove barriers between residents and town leadership. Monthly “Lunch or Dinner with the Mayor” sessions, in-person business visits, bi-weekly “Ask the Mayor” forums, and the widely viewed “Mayor’s Minute” updates ensure residents stay informed and engaged.

Beyond transparency, the town has invested heavily in making services easier to access, especially for East Hartford’s highly diverse population. As the second-most diverse municipality in Connecticut, language barriers once limited residents’ ability to access public services. That is now changing through the implementation of a comprehensive Language Access Plan, which integrates certified translators and real-time language line technology into town operations.

In parallel, East Hartford consolidated multiple family support services into the newly reimagined East Hartford Community Center. Social services, youth programming, WIC, crisis intervention, bilingual education services, and even children’s probate court are now housed under one roof, offering residents a centralized, dignified place to seek support. “These services are crucial to a family’s quality of life,” the Mayor notes. “We wanted to make them easier to access, more convenient, and more human.”

His approach to governance is shaped not only by policy goals, but also by deep personal experience. After losing his younger brother to an opioid overdose in 2020, he became a fierce advocate for harm reduction and prevention strategies. In response, East Hartford installed AED and Narcan boxes in public parks and recreational spaces, providing free, accessible life-saving medication within neighborhoods. “We want life-saving tools to be where people are—not locked behind doors at Town Hall.”

This initiative underscores a broader theme in East Hartford’s leadership approach: meeting residents where they are, both physically and emotionally.

Among Mayor Martin’s most ambitious undertakings is the revitalization of East Hartford’s Main Street, a corridor he calls “the heart of our community.” Historically vehicle-dominated and underinvested, Main Street had seen declining foot traffic and limited public life. The Mayor envisioned something different: a walkable, culturally rich downtown that fosters pride and connection.

The transformation is already underway. Seasonal festivals have returned to the town green, public art programming has launched on Bissell Street, and a growing roster of restaurants and cultural events is driving new foot traffic. Infrastructure improvements, including modern street lighting and enhanced streetscapes, are reshaping first impressions. Long-term plans envision an arts-focused downtown district featuring murals, sculptures, performance spaces, and interactive installations that celebrate East Hartford’s cultural diversity. “If we can create experiences, people will come,” says Mayor Martin.

Revitalization, he says, is not about erasing the past; it is about integrating it thoughtfully into the future. One of the most significant projects underway is the restoration of the Church Corners Inn, a historic structure at the gateway to downtown. Once plagued by neglect and social challenges, the building is now being transformed into 24 units of market-rate housing with ground-floor commercial space. “We found a way to preserve the building while making it code compliant. That was incredibly important to our community.”

Additional preservation initiatives include upgrades to the historic Center Cemetery, built in 1709, and renovations to the former Town Hall, now the Board of Education building. Through digital placards and QR codes, the town is transforming historic assets into engaging public amenities. “It’s about telling the story,” notes the Mayor. “When people understand where they are, they feel more connected to it.”

When Mayor Martin first campaigned for office, one issue consistently surfaced: perception. East Hartford was being defined by narratives that no longer reflected its reality. The solution was a comprehensive rebranding initiative anchored in a new tagline: Elevate Here.

This was not merely a cosmetic change. It was a strategic repositioning rooted in East Hartford’s evolving identity, one that embraces diversity and growth. “This brand isn’t about colors or fonts,” the Mayor emphasizes. “It’s about meaning. When I say you can elevate here, I must prove it.”

The tagline reflects the town’s commitment to lifelong support, from early childhood services and education to workforce development and senior care. “We will service you from when you’re a baby all the way to when you’re a senior,” he says. “That’s what a full-service community looks like.”

At present, economic development in East Hartford is unfolding at unprecedented scale. One of the most transformative projects involves the redevelopment of the former Showcase Cinema site into a 400-unit mixed-use housing development. After sitting vacant for nearly a decade, the property is finally poised for groundbreaking. Similarly, Silver Lane Plaza, an aging retail center that once thrived before regional mall competition diverted traffic, has been reclaimed by the town through eminent domain. Plans now call for a large-scale mixed-use redevelopment featuring retail, dining, commercial spaces, and owner-occupied housing.

These two projects are expected to redefine the Silver Lane corridor, especially as East Hartford leverages its proximity to Rentschler Field, the University of Connecticut’s football stadium and a growing concert destination. “We’re going to have 30,000 people here for major events,” Martin says. “My job is to make sure they stay here.”

Perhaps the most ambitious undertaking in East Hartford’s history is the $840 million, decade-long redevelopment of its riverfront. Currently underutilized, the riverfront is dominated by vacant office towers and disconnected public spaces, largely due to a 30-foot levee system constructed after devastating floods in the 1930s. But while the levee protects the town, it also isolates residents from one of Connecticut’s most valuable natural assets: the Connecticut River.

Plans include more than 600 new market-rate housing units, mixed-use retail and commercial development, restaurants and entertainment venues, integrated trails and green space, and enhanced river access and public programming, creating a fully connected, vibrant destination. “This isn’t just development; it’s transformation,” Martin explains. “We’re building an entirely new neighborhood.”

Early phases are already underway, including demolition of obsolete structures and conversion of vacant office towers into residential units. Over time, the riverfront is expected to become a regional destination, shifting East Hartford’s identity from pass-through community to place of arrival.

Yet while megaprojects capture headlines, Mayor Martin emphasizes that small businesses remain the backbone of East Hartford’s economy, driving daily commerce and local employment. To support their growth, the town has lowered permitting and inspection fees, strengthened partnerships with the Chamber of Commerce and the Small Business Administration, created a dedicated Small Business Liaison position, and initiated planning for a $2 million matching grant program designed to help entrepreneurs offset build-out and expansion costs.

Additionally, the town is fostering a new Main Street merchants association to promote collaboration and collective growth. “We’re changing the culture inside town hall,” Mayor Martin says. “We want to be known as business-friendly.”

At the heart of East Hartford’s transformation is a leadership philosophy rooted in service and accountability. “We’re a full-service community. We’re open for business. And we’re heading in a new direction,” says the Mayor.

East Hartford’s story today is one of momentum and intentional growth. What was once seen as a secondary municipality is fast becoming a dynamic hub of culture and opportunity. As cranes rise along the riverfront, storefronts light up along Main Street, and families access revitalized community services, the transformation is tangible. And for Mayor Connor S. Martin, it’s only the beginning. “I want people to finally see what East Hartford actually has to offer,” he says. “And who we really are.”

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