The second largest city in the US state of Illinois, Aurora lies on the western edge of the Chicago metropolitan area. That location has determined much of the city’s past. Railroads and manufacturing brought it great success in the Industrial Age, but the sharp contraction of industrial employment in the 70s and 80s boosted unemployment to near-Depression levels. Brownfields, a downtown full of vacant storefronts, poverty and crime looked set to dominate its future.
Turning on the Light
But the leadership and people of Aurora chose a different path. A Business Roundtable organized by the Mayor focused on downtown redevelopment and created a Riverfront Vision that attracted $20 million in state support for environmental clean-up and rebuilding of the Fox River shoreline. The work of a technology advisory group led, in 2012, to the formation of OnLight Aurora, a nonprofit company that has built a 60-mile, 10 Gbps fiber network to serve community anchor institutions and businesses. It strengthens the city’s ability to compete with nearby tech corridors for companies and high-wage employment, and has been crucial to Aurora’s success in attracting and retaining three data centers.
During the bad years, Aurora allowed public education to stagnate in terms of skills and graduation rates. It has since launched multiple programs to bring STEM education to primary and secondary schools. A STEM Discovery Academy offers a challenging curriculum to students age 3 through 7, while the Fred Rogers Academy does the same for older children. The Mayor’s Pathways to Progress project brings school districts together with the regional chamber of commerce and the local university and community colleges. It is developing career-oriented academic programs focusing on health sciences, IT and advanced manufacturing. Aurora University has founded a graduate Mathematics and Science Education Center and is helping school districts train teachers in math and science topics.
Creating a Startup Ecosystem
The university, community colleges and a private school are collaborating to deliver training to local business on entrepreneurship, technology and management. An Innovation Hub in the planning stages aims to foster collaboration among citizens, businesses, educators and government in the creation of a startup ecosystem.
During the bad old days, gangs took root in Aurora and the city developed a reputation for violence and crime. A long city-state-Federal effort backed by citizens’ groups has made big strides since then. Gang membership declined an estimated 70% from 2001 to 2007, while gang-related murders plummeted 81%. In 2012, the city celebrated its first homicide-free year since 1946. But reputations take a long time to change, and the Mayor’s Business Roundtable recently voted to launch a re-branding campaign to create new perceptions of the city. An award-winning online permitting process has boosted building permits to pre-recession levels, and Aurora appears on course for its next wave of prosperity.
In the late Eighties, fourteen semiconductor manufacturers and the US government created a partnership called SEMATECH to solve common manufacturing problems.
The selection of Austin as its headquarters sparked a technology boom. Growth was so robust for so long that the Austin economy began to look recession-proof – until the dot-com collapse of 2001 tripled the unemployment rate.
Responding to Collapse
In response, city government partnered with the Chamber of Commerce on a long-term economic development strategy that led to a nearly $6 billion increase in regional payrolls over five years. A second five-year plan launched in 2010 seeks to add another $11 billion. Austin's successful tech companies – including such major names as Freescale, Samsung, Facebook, eBay and Altera – are bolstered by rates of Internet access far exceeding US averages, a highly educated workforce and the presence of multiple universities. But achieving the 2015 goal will take more than repeating the past.
Educating the Workforce
Austin faces a workforce challenge: only 4% of the homegrown population attends higher education and only half of secondary school graduates emerge "college-ready." A significant low-income population accounts for this performance. Technology commercialization and tech transfers also present a challenge, despite high rates of patents issued for developments at the University of Texas in Austin, due to shortages of seed funding and expertise in building a business.
A program that puts College Enrollment Managers into public schools to guide the choices made by students has helped boost the graduation rate for low-income students 14 percentage points to 75%. The City Council has also created an Emerging Technologies Program to provide a single point of contact for entrepreneurs, tech businesses and Austin's many incubators. It offers consulting, matchmaking and expert advice on where in Austin to find the resources a growing company needs.
It is through this kind of public-private collaboration that Austin will achieve the growth it needs to maintain its place as America's second Silicon Valley.
Labor Force: 436,336
Returning to the Smart21 for the third consecutive year, Ashland has diversified a tourism-based economy through Ashland Fiber Network (AFN). The city-owned electric utility deployed an open-access fiber-to-the-premises network that attracted multiple service providers offering up to 100 Mbps, and then added wireless connectivity for low-income residents and public use. The city has deployed applications such as automated meter reading and remote management to reduce costs and pollution. Broadband has spurred business start-up and growth in software, outsourced services, import/export and online retailing that would have been impossible before AFN.
Smart21 2007 | 2008 | 2009
Arlington County benefits greatly from its location on the border of Washington DC. It is home to the Pentagon, the Defense Advanced Research Projects Agency (whose research created the Internet) and the National Science Foundation. More than 8,000 Federal employees work there, and tens of thousands more private-sector and nonprofit jobs are enabled by Federal spending. The concentration of nationally-known universities has given the county a remarkably educated workforce, in which more than 73% of adult residents has a graduate degree. Its high-tech public school system is ranked in the top 2% nationwide.
Arlington County is also a national example of smart growth planning, thanks to successful lobbying in the 1980s that caused a new Metrorail line from Washington to run through an existing commercial corridor rather than a cheaper route along a future interstate highway. High-density economic growth took place around Metrorail stations, leaving quiet residential neighborhoods and 1,100 acres of green space beyond.
Attracting the Leading Edge
But what Washington gives, Washington can also take away. Decisions by the US Department of Defense will empty 3.2 million square feet (297,000 m2) and export 13,000 jobs over the next several years. Arlington’s success has raised housing costs and commercial rents while expansion of the Metrorail system is putting the county into competition with cities offering lower costs. Nearly 60% of Arlington’s commercial space was built before 1990 and lacks the amenities needed to attract today’s leading edge companies.
Attracting leading edge companies in high-growth tech sectors has become Arlington’s top priority as it seeks to reduce its vulnerability to Federal decision-making. It is going about this job as it has always done, through something called The Arlington Way. It consists of a formal structure of more than 40 citizen advisory groups and commissions, which influence decisions on everything from land use to technology, and intense collaboration among government, business and the nonprofit sector to spur innovation.
A Plan for Rebuilding on Success
The county has forged a Telecom Master Plan whose centerpiece is Connect Arlington – a public-sector fiber network linking all county and school facilities, which is extending dark fiber connections to office buildings throughout the county. An E-Government Master Plan seeks to reinvent the way citizens engage with government and bring The Arlington Way into the digital age. A partnership with a venture capital firm is fostering the creation of a vibrant ecosystem for national security technologies. Most ambitious of all is a 40-year redevelopment plan for Crystal City, an important urban center, to house 26,000 new residents and attract 56,000 jobs in the kind of walkable, mixed-use neighborhoods favored by the technorati. Through these and other initiatives, Arlington County expects to retain the competitive advantages that have underpinned its success and update them for the greater demands ahead.
In the News
Read the latest updates about Arlington County.
Smart21 2010 | 2012 | 2014 | 2015
Top7 2010 | 2014 | 2015
Albany is the capital of New York State but lies in its "upstate" region where the economy is stagnant and government is one of the top employers. As both a political and economic leader, Albany is seeking to jumpstart growth in the "Tech Valley" chain of 18 upstate counties that have a history of skilled manufacturing. The city has attracted a partnership to build the world's most powerful supercomputer at the University of Albany and helped fund a top-ranked College of NanoTech. Investments in ICT infrastructure have included the Albany FreeNet wireless network and Technology Roadmap, which connects citizens, businesses and governments to opportunities in Tech Valley.
Involved in wireless broadband deployment to serve a changing community.
Tuxtla Gutiérrez is the capital of the state of Chiapas, which lies on Mexico's Pacific coast on the nation's southern border. Geography dictates two key factors in the life of the city. Chiapas is home to ancient Mayan ruins, remarkable scenery and vibrant arts and culture, which drive a thriving tourist economy. The state's position as a gateway to Mexico, however, also makes it a transit point for Mexico's drug cartels, which threatens public safety. Tuxtla Gutiérrez has turned to information and communications technology to help make the best of both situations. The city starts with some advantages. It has a much higher literacy rate and lower poverty rate than the state average. Sixty percent of households have a PC and 50% have Internet access, though broadband has only a 30% penetration rate to date. The city has invested in making government more efficient, raising the standards of the tourist industry, and increasing public safety. The city's intranet system provides administrative, financial, workflow and GIS applications. A Web portal lets citizens and businesses file permits, pay taxes and fees and even open a business. Users can instantly check the status of any application to the city, which raises barriers to corruption. The city also offers professional training to tourism businesses and conducts online marketing to promote the city as a destination.
To improve public safety, the city has networked police and fire units and operates a 24/7 contact center. Its most innovative program is called Vigilante Tax Driver: a mobile reporting "network" of 3,500 taxi drivers. Each receives a mobile phone in return for calling in reports on crime, road conditions and other issues. The calls go to a contact center, where they are logged into a Web-based platform that uses GPS data from the phones to plot incidents, track and report outcomes. The program has identified drug distribution hubs, aided in breaking up car theft rings, helped recover kidnapping victims, and reported more than 90,000 problems with streetlights, trash collection and potholes. It is an innovative mix of people and ICT brought to address one of the city's great challenges.
Durango is capital of one of Mexico's poorest states, where per-capita income is two-thirds of the national average and agriculture, mining, forestry and retail dominate the economy. Its leaders are committed to a more prosperous future but face many obstacles. One is a lack of trust in government, created by a national history of weak accountability. Mexico also faces the violence and insecurity forged by its long war with narcotics traffickers. And the digital revolution is still in its early stages in Durango: only 37% of households own a computer and 27% have Internet access. Nonetheless, Durango's City Council has moved on multiple fronts to change the community's destiny. Through an agreement with Telmex and a foundation funded by Telmex owner Carlos Slim, Durango is installing WiFi hotspots in schools, libraries and public places, with 25 operational to date and 100 planned for 2013. A new incentive program distributes laptops to high-performing students in the school system. In April 2011, Durango introduced a technology transfer program that helps steer local universities and technology schools through the commercialization process for new technologies, trains small-to-midsize companies in entrepreneurship, and incubates the start-up of new firms.
Durango has also invested in a government network to reduce operating costs, as well as e-government systems. E-government not only provides efficiency gains but increases transparency. Durango has developed a municipal GIS system and integrated multiple systems into a database platform that provides a unified view of income and disbursements. E-government has focused on citizen services, from paying property taxes to online processes for notarization, land use, construction, traffic violations and other common tasks. A citizen call center now receives service requests, complaints and job applications and ensures that they are routed to the right departments. A municipal monitoring system provides video surveillance, including license plate recognition software, which has already had a measurable impact on public safety. All of these changes, and more to come, are branded as Digital Durango, which is becoming synonymous with progress in the eyes of its people.
Located at the midpoint between East and West Coasts, Winnipeg is the capital of a province rich in agricultural and natural resources. In the 21st Century, the city is pursuing economic growth by better connecting industry and education, while better equipping its large aboriginal population for opportunity.
Improving Connectivity through Collaboration
Internet service in Winnipeg has long been plagued by high latency, high transport costs and frequent failures due to being routed through other provinces and even parts of the United States. To address these issues, four local businessmen began the non-profit Manitoba Internet Exchange (MBIX), the area’s only local IXP, in 2011. The exchange became operational in 2013, with initial members including Les.Net, Rainy Day, CIRA, Global Service Centre, Akamai International, Hurricane Electric, VOI Networks Inc., Adam Thompson and Packet Clearing House.
MBIX allows members to directly connect to one another over unmetered ethernet in order to exchange local Internet traffic, bypassing the need for expensive and complex routing. As of 2017, the MBIX owns and operates the ethernet switching platform used to interconnect local member networks. The IXP also offers access to an Akamai cache, local root DNS serves and a competitive transit provider to local ISPs peering on its platform. MBIX successfully attracted the global Hurricane Electric network to Winnipeg, which offers Internet transit at a fraction of the cost offered by existing local providers.
North Forge Technology Exchange
The North Forge Technology Exchange is an innovation-based economic development agency in Winnipeg that provides entrepreneurs with award-winning mentors, subject-matter experts and a two-stage startup program that includes business training and access to financing. It was conceived by the teams behind The Eureka Project, AssentWorks, Ramp Up Manitoba and Startup Winnipeg working in collaboration. The North Forge Technology Exchange is Canada’s largest non-profit fabrication workshop, providing access to digital fabrication and prototyping equipment as well as training and support. Its services include cloud hosting for development servers, web servers, file servers and production environments; the UX Lab, which offers assistance with user and usability testing and stakeholder interviews; the Advanced ICT Lab, a digital maker space; and a subscription market intelligence platform. As of September 2016, the North Forge Technology Exchange has produced 2550 developed prototypes, 75 new businesses, over 75 new jobs and $175 million in new revenue.
Winnipeg has formed partnerships linking employers like Canadian Tire to the University of Winnipeg, an ICT association and other public-private groups to improve the supply of skilled employees. The Composite Innovation Centre (CIC), a public-private R&D organization, has developed technologies and supply chains for high-performance composites based on agricultural materials such as hemp and flax, which reduces costs for employers like Boeing and Magellan Aerospace. CIC’s success has led to the creation of a national consortium, Canadian Composites Manufacturing R&D, to conduct pre-competitive R&D for multiple companies. CIC also has a training program that gives Winnipeg students on-the-job experience and supports skills development in companies.
Closing the Digital Divide
Winnipeg has leveraged its public library system as a way to close the digital divide among citizens. The library provides free access to 350 public computers with Internet access and a variety of MS Office software for public use. Library staff have created online resource guides on topics including employment, health, Indigenous resources, learning languages and consumer information to help patrons access its 40+ online learning databases. The library also provides free computer workshops on topics from basic email and Internet search training to more advanced courses on MS Office software usage.
To make its many resources more easily available to the public, the Winnipeg library system has added self-checkout technology and an online information service that tracks questions and answers for future reference by staff. The West End Library branch in Winnipeg became the first in Canada to introduce smart lockers, allowing patrons to pick up and check out requested items outside of library hours. The Winnipeg Public Library has also developed a mobile app, WPL to Go, that allows users to search the catalogue, place holds, browse library programs, find their nearest branch and link to other library functions.
The Digital Voices Project originated at Winnipeg’s largest secondary school. Oral storytelling is a vital part of aboriginal culture in Manitoba, and the Project provides students with digital skills training and supports them in building personal, familial and cultural stories across multiple media. The University has established a drop-in facility for inner-city residents, the Wii Chiiwaakanak Learning Centre, where visitors benefit from free computer access as well as academic, traditional language and homework help programs. This supplements the free Internet access and ICT workshops available throughout the Winnipeg library system. Among Winnipeg’s most innovative developments for its First Nations residents is the Aboriginal Peoples Television Network (APTN), the first national aboriginal TV network, for which more than 80% of programming originates in Canada. A social media offshoot, APTN Digital Drum, allows aboriginal youth to express their cultural identity and connect with each other.
Home to North America’s oldest ballet company, Winnipeg also has a thriving arts and culture scene. An independent film from two Winnipegers, Indie Game: The Movie, won awards at the Sundance Festival and was a New York Times Critic’s Pick. Funded on Kickstarter, it tells the inside story of the creation of a video game. In its funding, development and ultimate success, the film is a symbol of Winnipeg’s ambitions and achievement.
Smart21 2011 | 2012 | 2013 | 2014 | 2016 | 2018 | 2019 | 2020
Top7 2014 | 2016 | 2018
Your town is a one-industry town and your industry goes belly up. What do you do?
That was the situation faced by the City of Windsor and the County of Essex when both General Motors and Chrysler were forced into bankruptcy in 2009 as part of a rescue effort by the United States government. For decades, the region had enjoyed the benefits of a symbiotic relationship with Detroit, America's Motor City. The automotive industry very nearly was the economy of Windsor-Essex. When the financial crisis struck, the impact was immediate and shocking. Over 7,000 jobs vanished as the percentage of the workforce employed in manufacturing fell from 30% to 20%.Windsor-Essex climbed to the top of a chart where no community wants to be: in 2009, it had Canada's highest unemployment rate at nearly 15%.
People respond to a crisis in different ways. Some freeze, some despair. Others rally. The people of Windsor and Essex discovered themselves to be the rallying kind.
With the crisis upon them, they realized that, over the years of relatively stability, they had developed bad habits. Windsor and the seven much smaller municipalities in the county operated in their own small silos, as did the county's major employers. Institutions of higher education were of fine quality but punched far below their weight in the region's economy. The Detroit River separating Windsor from its US counterpart might well have been an ocean for all of the effort the two governments made to cooperate.
In a remarkably short time, all that went out the window. Collaboration among government, business and academia – and across the international border – was transformed from empty words into concerted action. From a one-industry economy, Windsor-Essex soon developed more moving parts than can easily be accounted for.
Ivory Tower No More
The University of Windsor is responsible for a considerable number of those moving parts. Serving nearly 16,000 students, the University has long conducted research for auto manufacturers and hosted a multi-school R&D program called Auto21. But under President Alan Wildeman, appointed in 2008, UWindsor has sharply raised its game as a generator of economic value.
An Institute for Diagnostic Imaging Research (IDIR) does pioneering work in the uses of ultrasound for testing. The Institute has developed a way to use ultrasound for fingerprint recognition that detects tissue patterns beneath the skin as well as the conventional fingertip whorls. It is now ready for commercial development and the University, which allows inventors to retain the rights to intellectual property they create, is helping to find the right commercial partners. In another lab, scientists have solved the problem of testing spot-welds made between two pieces of flat metal. Because the welds themselves are hidden by the metal, they have traditionally been tested by pulling a random sample off the assembly line and tearing them apart. The new system is already on the line at a Chrysler assembly plant in Windsor and has given a significant boost to quality and productivity.
The university is now in the midst of the largest capital expansion in its history. The centerpiece is a C$112 million Center for Engineering Innovation. In addition to labs and classrooms, it provides collocation facilities where companies can install industrial equipment and trouble-shoot problems and pioneer new techniques. It will house the Windsor-Essex Economic Development Corporation and the university's Center for Smart Community Innovation, a group that has played an essential role in coordinating Intelligent Community initiatives among 54 participating organizations. President Wildeman envisions the new building as an innovation destination in eastern Canada for academia and industry.
UWindsor is not the only academic institution seeking to build a stronger future. St. Clair College is a 2-year institution that serves over 7,000 students in Windsor. Among its recent innovations is the MediaPlex. Opening in 2010, the building is one of only three places in the world that teach "convergence journalism." Graduates of the MediaPlex program learn not just conventional journalism but also how to record, edit and produce finished TV and radio news, write blogs and use social media for reporting. Despite the shrinking job market for journalists, students with this "backpack journalism" training find themselves in high demand. Overall, 82% of St. Clair graduates find employment within six months.
Advances in engineering, medicine, media and communications require a robust broadband foundation. To supplement commercial networks, the Center for Smart Community Innovation's WEDnet program coordinated a network build beginning in 1996 funded by its public-sector participants. The fiber network, built and operated under contract by Cogeco Cable, delivers 1 Gbps-capable links to 200 sites including schools, libraries and government buildings throughout Essex. A second project, the Broadband Rural Community Connector, was launched in 2009 to create an optical backbone for the county's rural areas. Funded by Cogeco, the County and the Province, it has connected over 8,000 underserved residences to date and aims to pass 96% of Essex households.
The industrial legacy of Windsor-Essex had created a population in which 22% of adults had failed to graduate from secondary school and another 30% had only a high school diploma. Schools and local volunteers have stepped forward to change that dynamic. Local school boards throughout the county cooperate in annual programs designed to teach online skills St. Clair College offers a program to secondary school students called Career Innovation Program that uses hands-on multimedia to explore careers in technologies and trades – simultaneously recruiting future students while serving the community.
Computers for Kids is a volunteer-led program founded in 2004, which refurbishes computers and donates them to low-income families. The program has donated more than 1,000 computers and opened over 40 computer labs throughout Windsor-Essex. It has also recycled over 2 million pounds (900,700 kg) of e-waste that would otherwise have wound up in landfills.
Leadership in Government and Business
If the educational institutions of Windsor-Essex have provided the "brains" for transformation, the elected leadership has provided the will. The region's leading political official is Windsor Mayor Eddie Francis, who was elected to office in 2003 on a promise to revitalize the city. His administration has overseen the expansion of St. Clair College, the opening of the Caesars Windsor convention center, hotel and casino, and the creation of a Windsor International Transit Terminal. In the process, Mayor Francis managed to slash the city's long term debt by 27% while keeping city taxes low.
He has not worked alone. He is one of eight Mayors in a county-wide Council led by Tom Bain, Mayor of the community of Lakeshore. Close cooperation among the Mayors has led to shared service contracts that reduce costs. It also helps individual projects to achieve multiple goals benefiting the county as a whole.
Despite the blows it has absorbed, the auto industry remains important. Ford has chosen to centralize worldwide engine research in Windsor to take advantage of its concentration of talent, and the Windsor's Chrysler assembly plant remains the company's largest. Tool, die and precision manufacturing companies continue to serve these giants but have also diversified into fields as diverse as aerospace and dentistry.
Quantum Technologies is a private company that has adapted CAD/CAM technology from the automotive sector to revolutionize the way dental implants are manufactured. Traditionally, crowns, bridges and other implants are hand-crafted and colored by skilled technicians. Quantum Technologies equips dentists with handheld scanners and software, which produce data for the company's digital design and manufacturing systems. The resulting product is a better fit, a better color match and can be produced in a small fraction of the time required for manual work. The company now ships thousands of implants per week from Windsor.
Windsor-Essex is also home to start-ups that focus on the weightless cargo of information. For an international roster of clients, Red Piston builds apps that run on the iPhone, iPod and iPad. The firm's apps were downloaded more than 275,000 times in 2010, its start-up year. 52 Stairs Studio has produced Web applications including Scribble Maps, which is used on large news Web sites, and the Fox-X game, which has received over a million plays.
Innovation Under Glass
Perhaps no company better represents the sheer ingenuity at work in Windsor-Essex than Nature Fresh Farms. Founded in 2000 by Peter Quiring, the company now operates 67 acres (217,000 km2) of glass greenhouses that produce over 7 million kilograms (2.2m pounds) each of bell peppers and tomatoes, which are sold throughout North America.
Agriculture contributes 14% of the region's GDP, but Nature Fresh is no traditional farm. Every aspect of production is monitored and managed. In thousands of rows, vines grow vertically on ropes. Water with a precisely controlled mix of nutrients is fed to each plant, and a daily sample of the run-off is conducted to determine the right nutrient mix for the following day. Workers use data cards to swipe in to their shift and to the individual rows they are responsible for. This system supports their compensation – they are paid based on acceptable produce shipped, with wages well above the averages for the industry. It also enhances food security. If any contamination incident should occur, NatureFresh could track it to the greenhouse, row and employee.
The nonprofit healthcare sector of Windsor-Essex has been equally quick to seize the benefits of ICT. Windsor's public hospitals share electronic medical record systems that connect wirelessly to diagnostic equipment, so that patient readings are automatically captured and images are instantly available to caregivers. When EMS crews wheel a new patient into the emergency room, portable monitors begin downloading the readings taken during the ride even before a triage nurse can speak to the patient. Such efficiency extends across the international border. Detroit's hospitals have extensive acute care facilities unavailable in Windsor. When Windsor's facilities are full, a process called Table-to-Table can move a patient from the emergency room in Windsor to an emergency room in Detroit, including immigration clearance, in 10 minutes.
Green Shield Canada is a not-for-profit insurer whose business model depends on its ability to do more with information than its competitors. The company administers drug and dental benefits for over 1.4 million participants. Barred by statute from negotiating down the prices it pays for drugs, the company's competitive advantage is efficiency. It operates a point-of-sale network that provides automatic claims processing for pharmacists nationwide. It mines data to create value-added programs for employers. One example is a narcotics management program that tracks prescriptions to guard against the same patient ordering from multiple pharmacies, flags physicians if patients are not filling prescriptions and evaluates the prescribing habits of physicians compared with guidelines.
Windsor-Essex is second to none among Intelligent Communities in advocating for its vision inside the county and marketing it outside. Political leaders stay "on message" in speaking about issues and projects. In a campaign coordinated by the Center for Smart Community Innovation, Web sites, billboards, online videos, newspaper articles and local news features all convey a unified message of local transformation. A recent engaging advertisement noted the resemblance between a map of the county and the human brain viewed from the side. It asked the question, "Coincidence?"
Improving the Border
On a trip to Germany, Windsor Mayor Francis met an entrepreneur who has made Frankfurt Airport the European Union's security clearance point for cargo. Every bit of cargo entering the Union is processed through his immense facility to ensure its safety. The Mayor left Frankfurt determined to bring this concept to Windsor-Essex, which is the busiest crossing point on the Canada-US border.
At the Mayor's urging, the City Council commissioned a report that recommended creation of a new intermodal transportation system and additional international bridge crossing, which are now being constructed at a projected cost of C$1.2 billion. Mayor Francis has spent the time since in consultation with the Canadian and Provincial governments as well as US Federal agencies about creating a central security clearance facility at Windsor's existing airport. Canada is in favour and the US agencies see the project as a means to help meet a Congressional mandate to inspect 100% of cargo entering the US. Lufthansa has already been engaged as a systems integrator to adapt its implementation in Frankfurt. If the plan goes through, the impact on the economy of Windsor-Essex should be vast.
Meanwhile, the community has rallied again to deal with an unintended consequence of progress. The new border crossing and highway system require the demolition of more than 1,000 homes and businesses. Rather than seeing the debris go to landfills, a project called W.E. Pay It Forward has organized a vast salvage operation entirely online. The Province agreed to support 30 temporary jobs to assist with deconstruction of the buildings. Community groups, local businesses and individuals have contributed their time and effort. Within a week of the project start, the local Habitat for Humanity facility was filled to overflowing with recovered building material as well as plumbing, heating and electrical supplies. They go to the facilities of local charities in need of renovation or expansion.
That mix of ambition and compassion is typical of this community, which has seen hard times but is determined not to repeat them. It is still early in the transformation of Windsor-Essex. Goals set and programs established two years ago will take many more years to come to fruition. But rarely has a community made a faster turnaround in its vision or more quickly assembled the building blocks of future prosperity.
In the News
Read the latest updates about Windsor-Essex.
Want to know more about Windsor-Essex?
Windsor-Essex was featured in the Intelligent Community Forum book Seizing Our Destiny.
Population: 216,500 (city of Windsor), 393,400 (county of Essex)
Labor Force: 108,200 (city of Windsor), 203,700 (county of Essex)
Smart21 2010 | 2011