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.

Small businesses employ nearly half of private-sector workers in the U.S. That includes those repair shops, farmers, construction contractors, and restaurants which are keeping the economy afloat. As well, small businesses accounted for 88.9 percent of overall job growth from 2023 to 2024. And often, its these small local startups that also drive innovation that changes lives.

But here’s the hard truth: success comes at a high price for many entrepreneurs. Working around the clock, not having time to sit down to eat a meal or exercise, and missing out on sleep can all be part of getting a business off the ground and keeping it running. And while they work superhuman hours, small business owners are still people like the rest of us. To be healthy and happy, they need sleep, exercise, a good diet (including staying hydrated), and finding time for socializing.

For many small business owners, the day starts early—sometimes really early—but before that comes the sleep that’s needed to keep functioning. Sometimes, especially during peak seasons, it is tempting to just push through the night to get things done, but that doesn’t always help people get ahead.

The phrase “burning the candle at both ends” hits home. Robert Roy Britt, author of Make Sleep Your Superpower, told the U.S. Chamber of Commerce all about why a good night’s sleep really does matter. “I’ve worked in a family business, launched my own business, managed crews small and large, and spent time in a corporate C-suite, and the one resource that was always scarce for me was sleep,” said Britt. “Hindsight and science have taught me that efficient and effective sleep is vital to effective leadership, in small business or otherwise.”

Britt went on to explain why that seven to eight hours of slumber should be a business owner’s priority. “Think of higher-quality sleep as an investment in your success, like purchasing more efficient systems or hiring smarter people.” The payoff is more productive time when you’re fully rested and awake to take on business challenges.

When it comes to self-care for these self-starters, sleep should be a priority. Another top one is physical activity. The business owner is often the first one in and the last one out, and as for taking a break? Who has time to walk away, let alone get on a bike for a ride or head out for a run?

Yet Forbes highlights a number of good reasons to make time to exercise while building a business. First is the mindset of recognizing that physical activity is preventative medicine. By doing regular exercise, you are telling your body that it needs to stay resilient.

In fact, engaging in regular exercise stimulates a protein called brain-derived neurotrophic factor (BDNF). The BDNF protein supports the growth and connections between neurons in the brain known as neuroplasticity. It is these new and different pathways that help us learn and adapt to new situations, which is what steering a business requires.

Exercise helps build our problem-solving capabilities, improve memory, and reduce stress levels by lowering cortisol. Cortisol is a hormone that is produced by adrenal glands to respond to stress to help us keep things together physically, but can come with a price of increased blood sugar, weight gain, and high blood pressure. Exercise helps lower these levels. The other key benefit is that regular exercise can also lead to improved mood, better sleep, and more energy through the day, all of which are invaluable for entrepreneurs who are in the early stages of business development or those aiming to scale their business.

And if exercise provides a boost to mood and mental acuity, a diet that includes whole foods is what helps sustain the results. What you eat provides the building blocks that go into every cell of the body and factors into your immune response, including how quickly you heal from an injury. Eating a balanced diet with lean proteins, complex carbohydrates, and healthy fats can better fuel how we get through the day.

The real challenge is eating whole foods and avoiding the all-too-easy processed foods, especially if there are only a couple of minutes to grab lunch. This can be especially difficult for entrepreneurs who face grueling schedules filled with early mornings, late nights, and back-to-back meetings.

A Michigan State University article points out the relationship between what is in our gut and the central nervous system, connected through diet. “According to the National Institute of Environmental Health Sciences, the microbiome is the collection of all microbes. This includes bacteria, fungi, viruses and their genes, which naturally live on our bodies and inside us. The foods you eat have a direct impact on your mood, cognitive function and mental health.”

There is also a correlation between eating processed, low-nutrient food and increased rates of depression and anxiety. The bottom line is that a healthy diet can improve your concentration and attention span.

Ways to avoid the fast-food trap? Plan ahead. Prepare weekly meals at home and keep the good food close, with high-nutrient snacks like almonds, fresh fruit, and hummus and crackers close at hand.

Another thing we know we should do but often forget is to stay hydrated. In our coffee culture, enjoying a hot cup of joe throughout the day is a popular habit, but caffeine only gives you a short-term boost. Experts agree that water should be your go-to fluid, because it supports the body’s processes. As Time magazine points out, staying hydrated is an investment in your most important asset—your brain. Even mild dehydration can lead to brain fog and fatigue. Before every Zoom call or meeting, try to drink some water, and keep a bottle at your desk or behind the counter where it provides a visual cue to reach for it.

Taking care of the body is the foundation of a healthy approach, but the mental and emotional sides need proper care as well. Are you getting together regularly to unwind with friends and family? Making time for socializing can have long-term benefits for mental and physical health, and in many ways, this is not all that surprising. We have evolved to work together in social units to get things done and stay safe. The little things we do when we are around people—like listening, reading body language, and processing how to respond—are both stimulating and health-promoting.

Certainly, managing all the ups and downs that come with starting and running a business can take their toll. That’s why having people in our lives to provide a sounding board can go a long way toward overall mental health.

“People are often surprised by the literature that shows a correlation between social contact and enormous health benefits,” says Dr. Amit Shah from the Mayo Clinic. “We hear so much about the risks of obesity and smoking, but loneliness and social isolation are just as much of a health risk,” he explains. Getting out of business mode takes intention, so schedule it. Make a plan for keeping in touch with your friends and relatives and follow through.

We can’t kid ourselves that starting a business isn’t an all-encompassing venture, but a good entrepreneur is also a good planner. So applying that mindset to staying healthy can be the difference-maker for your business’s long-term success.

The post When Good Habits Pay Off<p class="company">Self-Care for Self-Starters</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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Beyond Small-Town Charm: Grimsby’s Big Vision for the Future<p class="company">Town of Grimsby, Ontario</p> appeared first on Business In Focus Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post A Model for Massachusetts<p class="company">City of Lawrence, Massachusetts</p> appeared first on Business In Focus Magazine.

“We’re always working to be more than just a place where people live,” says Bowers. “We want to be a place that people choose because of what we offer, whether that’s the lifestyle opportunities or the sense of community that we offer.”

She emphasizes that every project and policy decision in La Porte is tied to the goal of creating long-term value for residents. That includes upgrades to city infrastructure, beautification efforts, and quality-of-life enhancements that ensure people don’t just live in La Porte—they thrive there.

One prime example is the city’s focus on connectivity. “We’re making investments every day like expanding our hike and bike trail to connect neighborhoods, schools, and downtown,” Bowers explains. “We’re updating parks with modern play equipment and adding public art that celebrates our heritage.” These improvements aren’t just aesthetic; they’re designed to bring people together, enhance public spaces, and foster a deeper sense of belonging. Parks, trails, and open spaces are seen not just as amenities, but as essential tools in building social cohesion and improving mental and physical health.

The city has also committed to large-scale infrastructure improvements. A massive $28 million investment in flood protection is helping to safeguard homes and neighborhoods, providing peace of mind for families and boosting property values across the board. “It really is a reflection of how seriously we’re taking long-term infrastructure improvements,” Bowers says. “It will help both our current residents and future residents.”

A cornerstone of La Porte’s revitalization is the transformation of its historic Main Street district. Since 2022, the city has been executing a comprehensive Main Street Master Plan focused on walkability, aesthetics, and support for local businesses. “We’re trying to create a place where small businesses can thrive, where residents, visitors, and entrepreneurs feel welcome. And we’re already seeing momentum.”

Over the past two years, 13 new businesses have opened downtown, including coffee shops, boutiques, and service-based establishments. The story of Texaco Snow Cones and Ice Cream stands out as a local success. “This business started as a food truck at our monthly Main Street trade days,” Bowers shares. “They gained enough of a following to open a brick-and-mortar store downtown and they recently celebrated their one-year anniversary.”

This kind of story is becoming more common as La Porte builds a reputation as a city where small businesses are seen, supported, and celebrated. The affordability and community-oriented culture of the downtown area make it a compelling place for entrepreneurs looking to test new ideas or transition from mobile to permanent locations.

To sustain this momentum, the city is working with an engineering firm on a report that will guide future improvements—everything from sidewalks and lighting to parking and flexible spaces for events. These changes aim to make Main Street not just a place to visit, but a place to linger, to discover, and to return to.

“For a small business owner who wants to open a storefront but without the steep cost of downtown Houston, our location is the ideal spot,” Bowers tells us. “It’s the perfect place for outreach and community support.”

Beyond Main Street, La Porte is preparing for transformative growth along the Highway 146 and W. Fairmont Parkway corridor. This major thoroughfare connects La Porte with the Port of Houston and downtown, making it a prime target for commercial investment. The highway is currently being expanded from two to three lanes in each direction, a move Bowers describes as a game-changer. “It’s going to improve traffic safety and increase our accessibility to major economic hubs. That alone makes La Porte more appealing for commercial development,” she says.

New projects are already underway along the corridor, including a retail development at the former Wells Fargo Bank site. “It’s being developed by the Edifice Group out of Houston and will include a Chipotle and two additional pad sites. We’re affordable, we have highway access, and we’re seeing growing interest from the greater Houston area.”

The ripple effect of this development is significant. As more national brands move in, they bring with them traffic, visibility, and increased market activity, which in turn benefits the city’s small businesses and property owners. It also signals to investors that La Porte is on the rise and ready for broader commercial participation. The corridor is becoming more than just a pass-through; it is being reimagined as a place to stop, shop, dine, and invest.

La Porte’s waterfront lifestyle, community events, and charming downtown have also laid the foundation for a growing hospitality industry, and the city is making sure local businesses have the tools they need to compete. “Our hospitality businesses are more than just a place to eat or stay,” says Bowers. “They’re a big part of what makes our city feel like home.”

To support them, La Porte offers a range of initiatives. One standout is the Enhancement Grant Program, which reimburses business owners for half the cost of visual improvements like signage and façade upgrades. “It’s a way to help smaller businesses stay competitive and stand out, especially alongside larger national chains.” And behind the scenes, the city is working hard to ensure that starting or growing a business isn’t a bureaucratic nightmare. “We’re focused on making things easier, streamlining permitting, offering one-on-one support, and helping business owners navigate the steps to open or grow their operations without getting bogged down in red tape.”

Marketing, of course, is another critical piece of the puzzle, and tourism campaigns, social media promotions, and event partnerships help shine a spotlight on La Porte’s distinct appeal. From beachfront festivals to cozy downtown markets, the city ensures that its hospitality businesses are never far from public view.

“As bigger brands move here, we’re just trying to make sure our small businesses aren’t left behind,” says Bowers. “We’re creating partnership opportunities that help local entrepreneurs grow and stay competitive.”

All these initiatives, from beautification to business grants, are built on one crucial foundation: listening to the people who live in La Porte. Community input isn’t a formality here; it’s a strategy. Through surveys, town halls, advisory committees, and regular public engagement, the city continuously adjusts its trajectory based on resident feedback. “Our decisions are shaped by the people who live here,” Bowers tells us. “That way, we’re preserving what makes us special and growing in a way that reflects the needs of new families and industries.”

This feedback loop has helped ensure La Porte grows with intention. The city already boasts strong public schools, a diverse job market, and a supportive business environment, all anchored by a coastal lifestyle that’s increasingly rare and sought after.

For residents and visitors, La Porte’s location offers a rare combination of natural beauty and urban convenience. Its waterfront setting, something that can’t be manufactured, adds a unique charm, while its proximity to downtown Houston means residents enjoy both small-town appeal and easy access to one of the nation’s largest cities. This is crucial, as La Porte’s leadership understands that economic development is not just about job numbers or GDP; it’s about building a place people are proud to call home. From thoughtful infrastructure investments and a thriving Main Street to strategic commercial corridors and empowered small businesses, the city is creating a model of balanced, intentional growth.

“We’re growing and evolving,” Bowers says. “And it’s really fun to keep the charm and the things that make you who you are, while also moving forward.”

For businesses and individuals alike, La Porte represents a rare blend of opportunity and community, a place where your investment can take root and your values can thrive. “I would like to extend an invite to all readers to come and visit La Porte,” says Bowers. “See what makes this city so great, whether you’re looking for new business opportunities, thinking about relocating, or just looking for an awesome coastal community. We have a lot to offer, and we’re excited to connect with people who share our vision.”

La Porte isn’t just investing in infrastructure or economic growth; it’s investing in people, in place, and in possibility. With deep roots and a bold vision for the future, this coastal Texas city is proving that thoughtful planning, community spirit, and strategic opportunity can come together to create something truly special. Whether you’re looking to build a life, start a business, or simply discover a hidden gem, La Porte is ready to welcome you.

The post A Coastal City Blending Heritage with Forward Momentum<p class="company">City of La Porte, Texas</p> appeared first on Business In Focus Magazine.