MANUFACTURING WITH ROBOTS
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GateCityBankprocessed over2,600PPPloans,helpingbusinessesin252industries persevere throughthe COVID-19pandemic.
Duringdifficulttimes,extending ahelpinghand to thoseinneedleads to healing.GateCityBank hasspent98 yearscreating abetter wayof lifefor customers, communitiesand teammembers. Thishasn’tchangedthroughoutthelast yearof the COVID-19pandemic,especiallyacross North Dakota.
The PaycheckProtection Program(PPP)hasbeen incrediblysuccessfulin NorthDakota,whichhad thehighestconcentrationofPPPfunds perprivate sector workerthan anyotherstate duringthe first roundof loansin 2020. Duringthatsameperiod, GateCityBankprocessed more loansthanany otherbankinNorth Dakota(loansunder $150,000).
TheBankhelped over2,100businesseswith morethan2,600loans,benefiting252industries and resultingin a$74million overallimpact.This isjustoneofthemanyreasons Forbes ranked GateCityBank#4inthe U.S. onitslistof World’s BestBanksin2021.
“Localbusinessesandentrepreneurshelp keep our communitiesstrong,”said KevinWarner,Senior VicePresidentofBusinessBanking. “GateCityBank hasbeenproud to standwiththemthroughout thepandemic,creating abetter wayoflifefor our communities by deliveringaninnovativeand seamlessPPPloanprocess.”
PPPis aSmallBusinessAdministration(SBA)loan that wasestablishedaspartofthe Coronavirus Aid, Relief,and Economic Security(CARES) Act. Itprovidessmallbusinesseswiththe resources theyneed to maintainpayroll,hireback employees whomayhavebeenlaid off and coverapplicableoverhead.
OneofthelocalbusinessesGateCityBank partneredwith fora PPPloan wasProbitas Promotions.BasedoutofGrand Forks, ND, Probitashasdeliveredqualitybrandedapparel andproducts to the region formorethan five years. Itsoperations were significantlyimpacted by COVID-19,especiallysinceitlargely caters to communityevents,manyofwhichhad to be delayedduringthepandemic.
“Thosefunds were crucialinhelpingusstayafloat by maintainingpayrollandouremployees’health care,”saidSavanahSimmers, ProbitasPromotions Chief MarketingOfficer. “WeappreciateDarryl JorgensonatGateCityBankbeyond words. We feellikewe’rehomeevery time wework withthem.”
AnotherbusinessGateCityBank worked withona PPPloan wasJohnnyB’s Brickhousein Jamestown, ND,whichhasbeeninbusiness forover fiveyears. “News of COVID-19 wasver ystressful,especially when youwonderaboutpotentialbusiness shutdowns,” said ownerJonBeyer. “ScottHare andtheothersatGateCityBankhave donea phenomenaljob forus, especiallywithstayingin close communication.Theywantus to succeed.”
Inthe wake ofthepandemic,theBank’sBetterLife Loan, forexample,providedaccess to emergency funds forcustomers whosuffered ajoblossora significantincome-related event.TheBankhelped
over400peoplewiththisprogramalone,makinga $1.3millionimpact overallthroughoutthe year.
over400peoplewiththisprogramalone,makinga $1.3millionimpact overallthroughoutthe year.
GateCityBankcaresabouthelpingcustomers, especiallyduringtimesofemergencysuchas governmentshutdowns, floodsand theCOVID-19 pandemic.TheBank’spandemic-relatedpersonal loans* camewith aver ylow interestrateand no fees,helpingpeoplecreatea better wayoflifein difficultcircumstances.
GateCityBankcaresabouthelpingcustomers, especiallyduringtimesofemergencysuchas governmentshutdowns, floodsand theCOVID-19 pandemic.TheBank’spandemic-relatedpersonal loans* camewith aver ylow interestrateand no fees,helpingpeoplecreatea better wayoflifein difficultcircumstances.
TheBankalsoofferedloandeferrals forthose whoselivelihood washeavilyimpacted by COVID-19.Itprocessedmorethan6,700loan extensions forcustomers
TheBankalsoofferedloandeferrals forthose whoselivelihood washeavilyimpacted by COVID-19.Itprocessedmorethan6,700loan extensions forcustomers.
Justin Voller,a pilot basedoutofBismarck, ND,wasamongthe customers whoreceived GateCity Bank’shelpondeferred personal andmortgagepaymentsduring thepast year
Justin Voller,a pilot basedoutofBismarck, ND,wasamongthe customers whoreceived GateCity Bank’shelpondeferred personal andmortgagepaymentsduring thepast year
“I’m very thankful forthe wonderfuljob GateCityBankhasdoneinhelpingmethrough thepandemic,”Vollersaid.“Theywerever y understandingandinstrumentalinhelping me signnewclientsandlong-term contracts.”
“I’m very thankful forthe wonderfuljob GateCityBankhasdoneinhelpingmethrough thepandemic,”Vollersaid.“Theywerever y understandingandinstrumentalinhelping me signnewclientsandlong-term contracts.”
Duringthepandemic, Gate CityBankalso continued to give back to communitieswhereteammembers liveand work.The Bankdonatedmorethan 30,000 ofits reusableblue tote bagstostudents transferringhome-learningmaterials,andgave away 25,000 handsanitizersand63,000 face masks.
Duringthepandemic, Gate CityBankalso continued to give back to communitieswhereteammembers liveand work.The Bankdonatedmorethan 30,000 ofits reusableblue tote bagstostudents transferringhome-learningmaterials,andgave away 25,000 handsanitizersand63,000 face masks.
Whetherit wasdelivering pizzatoheroichealth care workers, displaying#WorldOfHeartsunityin drive-upwindows or supportinglocalbusinesses by purchasinggiftcardsanddistributingthem toteammembers, Gate CityBank’slocationslet communitiesknoweveryonehasbeenin this together.
Whetherit wasdelivering pizzatoheroichealth care workers, displaying#WorldOfHeartsunityin drive-upwindows or supportinglocalbusinesses by purchasinggiftcardsanddistributingthem toteammembers, Gate CityBank’slocationslet communitiesknoweveryonehasbeenin this together.
Throughoutthelast yearof COVID-19, GateCityBank continued to provide abetter wayof lifeforcustomers, communitiesand teammembers. Althoughthe yearcamewithitschallenges,italso was filledwithaccomplishmentsandopportunities to overcomemanyunknownobstacles.
Throughoutthelast yearof COVID-19, GateCityBank continued to provide abetter wayof lifeforcustomers, communitiesand teammembers. Althoughthe yearcamewithitschallenges,italso was filledwithaccomplishmentsandopportunities to overcomemanyunknownobstacles.
“Whilethepandemicpresentedmanyhurdles, GateCityBankneverlosthope,”Warnersaid. “Instead, our teammemberssaw an opportunity to increase communitygiving forthosewhoneededitmost.”
“Whilethepandemicpresentedmanyhurdles, GateCityBankneverlosthope,”Warnersaid. “Instead, our teammemberssaw an opportunity to increase communitygiving forthosewhoneededitmost.”
A$ 2.8billionmutualbank fo undedin1923, GateC it yB ankisthe re gion’s leadingfinancial institution,as well as the #1mortgagelenderin North Dakota.TheBankemploys more than735 teammembersat 43locationsin22 communities acrossNorth Dakotaand centralMinnesota.
A$ 2.8billionmutualbank fo undedin1923, GateC it yB ankisthe re gion’s leadingfinancial institution,as well as the #1mortgagelenderin North Dakota.TheBankemploys more than735 teammembersat 43locationsin22 communities acrossNorth Dakotaand centralMinnesota.
TheBankbelievesincreating abetter wayof lifeforcustomers, communitiesand team members, andithas contributed$30.6millionin philanthropicgivingand250,000hoursof team volunteerismsince2003. Additionally,Forbeshas placedGateCityBankat#4inthe U.S. onitslist ofthe World’sBestBanks.TheBankhasalsobeen namedoneofthe“50BestPlaces to Work”seven yearsina rowbyPrairie Businessmagazine.
TheBankbelievesincreating abetter wayof lifeforcustomers, communitiesand team members, andithas contributed$30.6millionin philanthropicgivingand250,000hoursof team volunteerismsince2003. Additionally,Forbeshas placedGateCityBankat#4inthe U.S. onitslist ofthe World’sBestBanks.TheBankhasalsobeen namedoneofthe“50BestPlaces to Work”seven yearsina rowbyPrairie Businessmagazine.
If you set the bar at competence, how do you reachexcellence?
WWhen someone thinks of North Dakota, many different images may come to mind: wind whipping among tall prairie grass, bison roaming the badlands, extreme winters and the deep freeze.
But as the person gets to know the state better, other images come to mind: friendly people, clean cities and communities, and an ambitious and innovative business climate.
The same could be said of Minnesota and South Dakota, too.
Some of the industries that stand out are the architecture, engineering and construction fields; and manufacturing.
All of these industries, like many others, were impacted by the coronavirus pandemic. But each of them found ways to adapt and remain relevant. In fact, for some, the challenges caused by the pandemic prompted them to look outside the box and tap new potentials.
“It unleashed the power of private businesses,” said Matt Gardner, director of government affairs with the Greater North Dakota Chamber.
He addressed the manufacturing topic, saying the industry is one of the top players that impacts the economy -- pandemic or no pandemic.
What’s on the horizon? Lots of good things, Gardner said.
The same can be said of the architecture and engineering fields. To put a face on it, all someone has to do is find out what’s happening with sustainability.
Take the Argyle, for example, “a cutting-edge work of the modern, sustainable architecture movement, with all the bells and whistles that entails,” according to reporting by Sam Easter.
The Argyle, designed by JLG Architects, is a five story building in Grand Forks, N.D., that not only explores but exemplifies “a greener, more sustainable kind of architecture.”
Readers can find out more in this month’s cover story. Manufacturing also is highlighted in a story in this month’s issue.
The stories help form new images of North Dakota and the region for those who may be new here or for those who still are exploring the region where they may have lived for a long time.
There’s no doubt about it, it’s a great place to be.
Until next time, Andrew Weeks
I look forward to hearing from you at aweeks@prairiebusinessmagazine.com or 701-780-1276.
PUBLISHER KORRIE WENZEL
AD DIRECTOR STACI LORD
EDITOR
ANDREW WEEKS
CIRCULATION MANAGER BETH BOHLMAN
LAYOUT DESIGN JAMIE HOLTE
ACCOUNT MANAGER
NICHOLE ERTMAN 800.477.6572 ext. 1162 nertman@prairiebusinessmagazine.com
Prairie Business magazine is published monthly by the Grand Forks Herald and Forum Communications Company with offices at 375 2nd Avenue North, Grand Forks, ND 58203. Subscriptions are available free of charge. Back issue quantities are limited and subject to availability ($2/copy prepaid). The opinions of writers featured in Prairie Business are their own. Unsolicited manuscripts, photographs, artwork are encouraged but will not be returned without a self-addressed, stamped envelope.
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ONLINE www.prairiebusinessmagazine.com
General Steel& Supply Co.isthe manufac turingdivision of Fisher Industries. We have beendesigningandfabricating high- quality aggregateprocessing equipmentinsouthwest NorthDakota for over five decades. Our equipmentpiecesare nowinuse by numerous companiesall overtheworld.
We strongly believe ininspiringthenext generation of manufac turers . We dothis by providing hands-on tours to area student s, donating materials to localweldingprograms,andprovidingscholarships to weldingtrainingprograms. Learnmoreaboutusatwww.fisherind.com.
$87,185
manufacturing
STEFFES, WHICH HAS OFFICES IN DICKINSON AND GRAND FORKS,
Over the past two years, Steffes has installed several robots at its facility in Dickinson, N.D. These robots help the company improve efficiency, but more particularly, according to Manufacturing Engineering Manager Jeremy Jahner, the robots ensure quality.
“That’s definitely a trend in the industry today,” he said of robotics. The company is now considering an important question: what’s next?
“Efficiency is very important,” he said. “But to me it is about consistency and quality.”
Unlike people, robots don’t need breaks, don’t sweat or feel fatigue. They never request time off.
That’s not saying anything negative about the company’s dedicated human workers. It’s just a fact of these technological times. And despite what some people might think — that hiring robots means real people lose their jobs — robots allow employees to tackle new fields and advance their skill sets and, as such, their career options.
As an example, with robots the company needs fewer welders, “people with the stinger in their hands burning wire,” Jahner said.
ROBOTS HELP STEFFES IMPROVE EFFICIENCY, BUT MORE PARTICULARLY, ACCORDING TO MANUFACTURING ENGINEERING MANAGER JEREMY JAHNER, THE ROBOTS ENSURE QUALITY OF WORK. IMAGE COURTESY OF STEFFES
“But it really has pushed us. Now we need more technicians that can program the robots, take care of the robots, those things that keep them running. And so it really has given our welders career advancement opportunities, which is exciting.… All of our technicians have started out as welders.”
The robots the company currently uses are programmed for welding, but Jahner said in the future the company will use robots for additional manufacturing work.
“We have done about as much as we can do with this type of robotics,” he said. “We can have more of them, obviously, but what really is the next step is having robots loading parts into the fixtures. We’d have a person load the part and then put a button and the robot would actually do the welding.
“They’re called machine-tending robots and now the machine, the robot, is actually loading the machine and advancing it to the next step. That will be the next step for us.”
continued on page 14
The wider manufacturing industry continues to be a boon to the region’s economy
continued From page 12
Steffes, like other manufacturers in North Dakota, helps fill a critical role in the state, regional and national economies.
To put numbers on the important role manufacturing plays, the industry accounts for roughly 7.28% of all GDP in the state, produces about $4.16 billion in product every year, and offers an average salary of roughly $65,000 a year, according to Matt Gardner, director of government affairs with the Greater North Dakota Chamber.
Several areas of the state, including the Red River Valley, have an especially strong manufacturing presence in North Dakota, he said.
That will only continue, especially as these companies work with institutions of higher learning, many which have manufacturing programs, to tap talent. The state’s Department of Commerce offers internship and scholarship programs.
“Overall, I think the state is working hard to help all industries, including manufacturing, to get the workforce that it needs,” Gardner said.
Minnesota and South Dakota also have a heavy manufacturing presence, with the former having a total yearly output of $52.01 billion in 2019, accounting for 13.55% of the state’s total output and employing roughly 11.36% of the state’s workforce, according to the National Association of Manufacturers. Average annual compensation for manufacturers in Minnesota was more than $80,000 in 2019.
South Dakota saw a manufacturing output of $5.12 billion the same year, accounting for 9.32% of the total output in the state, according to numbers by the NAM. It employs around 10% of the workforce with an annual compensation of more than $61,000.
As for exporting the goods, manufactured items in the region are shipped all over the globe. In 2020, the first year of the coronavirus pandemic, some $3.12 billion in manufactured goods were exported from North Dakota. Some $2.82 billion was with North Dakota’s free-trade agreement partners.
North Dakota’s neighbor to the north, Canada, is its biggest trading partner. While borders were closed to travel during the pandemic, they were open for trade so economies could continue, Gardner said.
That helped lessen the impact of the pandemic on many manufacturers in the region, though they have been faced with other challenges — namely, securing some material to manufacture products.
Jahner said Steffes has felt some of that impact.
Materials challenges aside, Gardner said the pandemic pushed some businesses to tap their potential.
“It unleashed the power of private businesses,” such as Pfizer, another chamber member, to innovate with a new vaccine, he said.
Gardner said it is an example of what businesses, including manufacturers, can do when they are intuitive.
What does the future look like for the region? Bright, he said.
And for North Dakota in particular?
“I think there’s a goal to attract all manufacturing companies and to boost the ones we have,” Gardner said. “But if there’s a targeted area, I would say it’s around unmanned aerial systems … and as a byproduct, tech companies, startups, and some longer-term companies that are making parts and pieces to support that industry.”
Biopharmaceuticals is another industry that is growing, he said, and value-added agriculture is another priority, giving a nod to a soybean crushing plant that is planned in the central North Dakota community of Spiritwood. (See a story about the soybean facility on page 24.)
“It’s amazing what manufacturers make in this state, all over the state,” he said. “I visit with them all of the time and it’s amazing the things they’re making right here in North Dakota.”
We arethrilled to collaboratewiththeNDSCSAlumni/Foundationandtheir partners to provide thedesignforthenew92,000+SFfacilityandcampus.
EAPC.NET/CIC
Ulteigworksin the Lifeline Se ctorsofpower, ren e wableenergy, water, and tr ansportation,butourpassionliesin st rengthening th e commu nities weserve. Wheth erit ’s a ne w roa d wayorwindfarm,substat ion or water treatmen t facility, wetakeou r commitmenttoimproving,maintaini ng, an d revitalizing essentialinfrastructureseriously Becausewedon’t justengineer sophisticatedinfrastructuresolutions,wehelp to build stronger, safer, cleaner, andhe althiercommunities. S TA RTYOUR NEX T PROJECTWITHULTEIG.
The Argyle, a five-story building in Grand Forks on the corner of Fourth Street and DeMers Avenue, is going to be very, very pretty. It’s been under construction since late spring 2020, and after a year of construction, it’s looking very much like early renderings – all glass and right angles and just the right amount of curves.
It’ll include three top floors of residential space – plus a bottom floor for retail and a second floor housing JLG Architects’ new offices. The Grand Forks-based firm designed the project, and to hear them tell it, it’s going to be more than just a new workplace.
The Argyle is a cutting-edge work of the modern, sustainable architecture movement, with all the bells and whistles that entails. The building is designed to maximize the use of daylight, minimizing the need for electric lighting; it’ll sport a solar array on the roof, and it will include efficiencies in heating and cooling and water use.
At JLG, it’s not only the way the new office will work – it’s the way of the future, too. The building’s sustainable qualities are the kind cropping up throughout the architecture world, driven by a decadelong turn into greener building.
“We’re seeing clients driving that in many cases,” said Brian Carlson, lead designer at JLG. “There’s a desire for sustainability. We’re
seeing it within the broader architectural community – the American Institute of Architects has instituted a framework for design excellence, which includes many of these sustainable principles as part of this design strategy.”
The move towards a greener, more sustainable kind of architecture goes back decades, and it’s intertwined with the same political movements that are putting electric cars on the road and planting windmills across the central U.S. But one benchmark that architects constantly refer to is “LEED” certification – that’s “Leadership in Energy and Environmental Design” – which was developed by the U.S. Green Building Council.
Shawn Crowley is an architect with EAPC, an architecture and engineering firm with offices throughout the upper Midwest. Crowley points out that LEED certification saw an early spike in demand from clients who wanted the designation for their buildings. And over the years, that sustained demand has brought more material producers into the market, driving down the costs.
continued on page 18
continued From page 16
“It started with lead a long time ago and then that was a big trend, with all the owners wanting to have that sort of certification, that pushed the suppliers … because they wanted that to be able to be used in this building,” Crowley said. “So now, those types of products are now more readily available and they’re not necessarily considered specialty products anymore. They’re almost standard.”
The result is moving sustainable architecture from a more expensive proposition to something that makes more and more economic sense, as buildings more easily recoup the expensive costs over the years.
Crowley points to EAPC’s project in Brookings, S.D., where the firm has worked on South Dakota State University’s precision agriculture center. The nearly $40 million facility has high-efficiency HVAC, a solar array on the roof and is being built with a number of recycled and low-pollutant materials. It’s expected to begin hosting classes this fall.
Andrew Eitreim, vice president and principal architect at Architecture Incorporated, described a health sciences project at the University of South Dakota campus. There’s ample daylight to help reduce the need for electric lighting, low-contaminant building materials, and a cooling system that’s built to cool water overnight – off-hours for the local energy grid – then use it to keep the temperature regulated during the day.
It’s an exciting project. But Eitreim points out that green features of
all kinds are becoming more commonplace as technology improves and as the market shifts – on interior finishes, exterior finishes, insulation systems and more.
“Twelve or 14 years ago, there was the idea that, well, you’re doing LEED-certified, there has to be an additional (cost),” Eitreim said. “And if you today were doing a LEED-certified or LEED-silver project, I would argue that the cost difference is minimal.”
The change is exciting for architects, who are watching ideas about design move into the mainstream. Patrick Thibaudeau, JLG’s principal sustainability officer, explains that more and more often, JLG in particular is trying to make sustainability more than just an add-on, but part of the building and design process from the start.
“I call it the ‘syrup syndrome’ that we’re ending,” he said, “where often design and construction is looked at as, well, we’re going to do our design like cooking a stack of pancakes, and when it’s all done and baked and served on the platter will call the specialist in and pour the sustainability syrup on top of it.”
Without pushing the metaphor too far, the industry is headed from that stack of “pancakes” toward something more like a cake –in which all the small details and advantages of a fully sustainable building are added into the project from the beginning.
Watching that change can be exciting. Andrew Budke, also of JLG, said a lot of sustainability ideas are the ones he remembers from design school – but have taken their time to show up at the office.
“Entering the professional world, it seems like there’s a lot of opportunities or reasons why those best practices don’t happen – justifications made, it’s too hard or the market won’t support it,” Budke said. “I guess what’s so exciting about this project is that it’s finally happening. All these big, heady ideas – it’s like we’re finally putting our money where our mouth is.”
• Building Footprint Reduction – By employing a compact floor plan, JLG presented a 33% building footprint reduction which granted more space for landscaping. This eliminated 15% of required parking which reduced total cost of ownership.
• HVAC System with Geothermal – Piping for the system was constructed under the parking lot to allow for multi-use of open land. Permeable paving lets water filter through the ground, avoiding storm water runoff and reducing chemical exposure to city water systems.
• Geothermal Wellfield – One hundred percent of heating and cooling is supplied by a 130 well geothermal field located beneath the building’s parking lot.
• Ground Source Heat Pumps – Specialized heat pumps paired with rooftop solar array allows the building to remain partially operational in the event of a grid power loss.
• On-Site Water Management – Controlling water use on-site ensures the project can weather prolonged rain or drought, helps avoid future flooding, and increase resilience.
• Interior Water Controls – Through aerators and sensors on faucets, plus low-flow toilets and waterless urinals, water consumption is reduced by 38%, compared to standard buildings.
• CO2 Sensors – To sustain efficiency, the building has CO2 sensors to detect occupancy levels, automatic temp control programming for times of day and seasons, and it uses Earth’s natural mass as a heat source and sink.
• Air Pressure Testing – Significant infrared heat and pressure testing throughout construction identified potential areas for passive air and energy loss which was then remedied with additional spray foam.
• LED Lighting and Controls – The building features LED lighting throughout, in addition to motion sensors and automatic dimmers which further reduce wattage use.
If you’re a business owner waiting for factual proof of how a sustainably designed office can provide enough benefit to outweigh the initial cost, you’re not alone. With new data emerging to prove its cost and company-saving value, the topic of sustainable office design is no longer getting tabled.
In 2013, the University of North Dakota in Grand Forks, N.D., began working with JLG Architects as the design lead for the new alumni center, creating a real-life example of sustainable practices in action.
This was not solely a cost-saving and aesthetic design mission –UND was also motivated to educate the community, visitors, and students by actively demonstrating sustainable investments in extreme cold climates.
To provide proof of performance with verified data, the university closely evaluated the center’s net-zero design over its first seven years. Ultimately, the studies were quick to confirm the benefits, outperforming early predictions with cost savings substantial enough to convince any CEO to re-examine their workspace.
Introducing North Dakota’s first and only LEED® (Leadership in Energy and Environmental Design) Platinum certified commercial building -- UND’s Gorecki Alumni Center (GAC).
• Harvesting Natural Light - Floor to ceiling windows helps illuminate even the basement spaces and reduces the need for artificial light by 16 percent. On the exterior, a shading technique called Brise Solei is used, along with vertical louvers, and operable shades. Combined, the trio reduces heat, interior glare, and solar gain in the summer, while utilizing the lower sun to heat the interior in the winter.
• High-Performance Glass - Over 60% of GAC’s exterior is double-paned glass with thermal qualities and strategic shading. Over the past five years, this high-performance glass helped the facility use 40% less energy than the national averages for this climate zone.
• Wind Energy – Approximately 70% of the building’s electricity was initially supplied by purchased renewable wind energy.
• Roof Solar Panels – A white roof helps lower the roofing temperature by 15 degrees, in addition to 3,219 square feet of photovoltaic solar panels. The roof alone is saving up to 80,000 kWh a year—enough to run 7.3 average American homes annually.
• Exterior Lighting Efficiency – Outside lighting power density was reduced by 82.5% by strategically planning down lights for walkways and patios, reducing parking lot and accent lighting, and eliminating up lights.
• Pollinator Pathways and Native Plantings – These 100% drought-tolerant plantings help produce cleaner stormwater, which is managed entirely on-site for reduced waste and self-watering.
• Recycled Materials – More than 72.6 tons of GAC’s interior material were diverted from landfills by reusing or recycling materials on site. This led to a 51% reduction of disposal costs.
Thought of as the “front door” and first impression of the campus, the alumni center is designed to welcome all inclusively -- just ask the full-time tour guide who is eager to lead the way.
To complete the university’s vision for the center, JLG was tasked with creating a highly sustainable design with a focus on indoor/ outdoor connectivity that would provide a transition between the campus’ traditional collegiate gothic style, and the future-focus of the nearby technology centers.
What it achieved, with the help of UND and generous project partners, was a gateway to the future of sustainable design practices with measurable benefits. Altogether, it had not only met, but also exceeded all national benchmarks in sustainable design certification, showing that high performance design can be achieved while lowering total cost of ownership.
With the idea that sustainable design practices are only as good as their proven results, the team, led by JLG Architects, embarked on a seven-year post-occupancy evaluation spanning 2013 to 2020, studying the building’s energy efficiency, cost savings, and employee satisfaction. What they found is nothing short of astonishing.
On average, the 30,000 square-foot building is achieving a 54% energy use reduction, compared to national usage in climates such as North Dakota. The study also showed corresponding reduction in CO2 emissions, and a 38% reduction in water use, compared to standard buildings. In fact, actual energy has achieved about $277,000 of energy cost savings (2013-2020) compared to baseline, and the building has shown potential to be $950,000 net revenue-positive over 30 years.
The GAC’s progressive heating and cooling system has also demonstrated impressive results. The highly efficient system is the first-of-its-kind in extreme cold, providing 100% of the building’s heating and cooling from a ground source heat pump system. Unlike typical systems, there is no backup or supplemental heating and cooling equipment needed. The unique process regulates temps and dramatically reduces energy costs, saving UND approximately $38,000 in annual energy costs, according to city utility costs.
Inside the alumni center, JLG strategically designed every square foot to minimize resource use, harvest natural light, and optimize the environment for employees and visitors to thrive. The plan was a massive success, now serving as a perfect case study to finally demonstrate long-term cost benefits in sustainably designed
continued on page 22
continued From page 21
commercial properties — the structures that typically have the largest footprint.
Every day since completion, the building and university is collecting data, surveying its overall efficiency, occupant comfort, and usability. When the results were tallied in November 2020, it was even more positive than the partners had predicted. An occupant survey showed the GAC outperforms the UC Berkley CBE Database (97% satisfied), which represents thousands of projects across the country. With 97% of the building’s occupied spaces having outdoor views, it’s no wonder it scored well with occupants.
The alumni center’s indoor common spaces near large glass areas are closely connected to outdoor features like the firepit and seating area to help bring the outside in. These spaces are not simply for vanity—engaging spatial experiences have been known to increase brain function, reduce stress, and even improve eye health.
While the first floor is an open concept that can transition per occasion, the second and third floors are designed with employees in mind. Here, staff can adjust lighting and set their own temperature with comfort controls.
Throughout the building, superior air quality is emphasized. The GAC’s engineering provides 25% more outside air to the inside than typical buildings and uses 60% less energy to do so. Thanks to abundant natural light and better air quality, the post-occupancy survey showed the GAC’s staff is averaging 15% more productivity with fewer sick days.
The University of North Dakota will experience the cost-saving ripples of sustainable design and engineering for decades to
come — while fulfilling their educational promise to past and future alumni. With multi-faceted purpose and inclusive public space for students and community alike, the GAC’s concept attracted many donors – one even gifting $1.5 million in support of the building’s LEED® Platinum goals.
Since opening in 2013, the alumni center has continued to impress by hosting hundreds of thousands of people at events and tours, making it the most influential, sustainable building in the region.
The energy evaluation of the Gorecki Alumni Center is only the beginning of a continuous learning process on the path to a healthier environment. As this industry succeeds in delivering statistical evidence of long-term value, the universal hope is that sustainable design becomes the new norm and baseline standard for construction and design.
If you’re still pondering the value of a workspace that promotes wellness and environmental efficiency, you might be missing out on a boom to your bottom line.
Sources: University of North Dakota Gorecki Alumni Center (2020 Energy Evaluation); Exceeding National Benchmarks: University of North Dakota Gorecki Alumni Center (2020 Post-Occupancy Evaluation); David Vig, PE, CEM (Obernel Engineering); ; Patrick Thibaudeau (JLG Architects) ; Ingenuity Marketing Group, LLC.
A$350 million soybean crushing and refining plant is planned in Spiritwood, N.D., which will have significant benefits to the state’s agriculture industry and economy.
Archer Daniels Midland Co., the Decatur, Ill.-based company that is planning the project, said the plant at the Spiritwood Energy Park Association industrial site, will create about 70 permanent jobs and have the capacity to process up to 150,000 bushels of soybeans per day or more than 54 million per year.
Gov. Doug Burgum, in a meeting with the Grand Forks Herald and Prairie Business in May, called the soybean plant a game changer for the state. Not only will it add value to agriculture and expand the market for soybeans, but it will support the production of renewable energy.
ADM said the plant will produce soybean meal and vegetable oil for food, feed, industrial and fuel customers, including producers of renewable diesel. Soybean oil from the plant would be shipped to the Marathon Petroleum refinery in Dickinson, N.D., to make renewable diesel.
“This exciting new project allows us to partner with North Dakota farmers to further advance the role of agriculture in addressing climate change through the production of low carbon feedstocks for products such as renewable diesel,” said Greg Morris, president of ADM’s Ag Services & Oilseeds business.
Burgum said: “It’s an aspirational thing and it’s a challenge, but we’ve heard a lot of positive feedback from the industry,” noting the plant itself will be one of the greenest plants built “because that’s what their (ADM’s) investors are looking for too, and so everybody’s moving in the right direction.”
The Jamestown/Stutsman Development Corp. approved $2.5 million in forgivable loans and grants as a local incentive for the project, according to a previous report by the Jamestown Sun.
The funding includes a $1 million grant at the time ADM signs a lease with the Spiritwood Energy Park Association, $500,000 at the completion of construction if it is within 24 months of the lease agreement and $500,000 upon proof that ADM has 25 people on the payroll at jobs paying more $20 per hour.
North Dakota, ranked ninth in the country for the production of soybeans, producing more than 190 million bushels a year, according to the National Agricultural Statistics Service. In 2018, Cass County was ranked as the No. 1-producing soybean county in the nation.
Jamestown Mayor Dwaine Heinrich, who comes from a farm background, knows about the important role agriculture plays and what the soybean plant could do for North Dakota.
“As far as locally, certainly this will help to stabilize our economy. I believe there’s roughly 70 jobs associated with this. Certainly not all are going to live in Jamestown or Stutsman County, but a good number of them will,” he said. “That means we have more people to help support our local cities, counties and schools through taxes and other activities.
“I like to think that people run in pairs. These jobs are going to be really good jobs, people are going to be willing to move here, if necessary, and hopefully they bring along someone else that would be able to fill another job. It helps bring in families that will put more kids in our schools. And, of course, additional economic activity simply means additional taxes to help support the city, the county and keep taxes as low as possible.”
The closest soybean crushing plant of significance, he said, is in Aberdeen, S.D.
Soybeans, while perhaps not often discussed as openly as other crops in the state, is an important one for North Dakota, said David Ripplinger, associate professor in the Department of Agribusiness and Applied Economics at North Dakota State University.
The process of crushing soybeans, Ripplinger said, is not rocket science but “to do it well and to make money … is not easy at all.” He believes the future Spiritwood plant will be one of the best. According to ADM, the plant is expected to be completed prior to the 2023 harvest.
“We’ve long been exporting soybeans,” Ripplinger said. “We’ve added acres, but generally we have plateaued while increasing yields. Now it’s an opportunity to have value-added agriculture. It’s something we have always wanted to do and this provides us the opportunity.
“And, with a renewable diesel facility already operating in the state, it’s even better because there’s only a handful of those, and so we get to take immediate advantage of that.”
Matt Gardner, with the Greater North Dakota Chamber, said when value is added to a product, wages also tend to increase.
“When you think of North Dakota in its progression, it has been an agricultural state, an energy-producing state. … If you can add more value to energy products that we’re developing in the state, the better things are going to be,” Gardner said. “On the flip side, the ag products being grown here are driving investment, like a soybean crushing facility.”
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By Andrew Weeks
GRAND FORKS, N.D. • Houston Engineering is enjoying its new office in Grand Forks, a modern-style building with room enough to grow.
The office building, which has about 2,500 square-feet plus a 700-square-foot garage, is located at 4399 S. Columbia Road and was designed by Enclave. It opened in September but to little fanfare because of the pandemic. The company instead held a ribbon cutting this spring, said Trent Berg, a civil engineer who also is the office manager.
In total, Houston Engineering has eight offices in three states — the Dakotas and Minnesota. The company formerly held space in Grand Forks at the Center for Innovation on the University of North Dakota campus.
Berg said it is nice to be in the company’s own building, but with one drawback: “It’s nice and quiet,” he said. “Maybe a little bit lonely, because we’re not interacting with other people. But it’s nice.”
What’s nice about it?
For starters, it’s a nice-looking facility, one which the company is proud to call its own. The interior — which has offices, cubicle-desk space, a reception area to greet visitors, conference room, and break room with kitchen setting — is conducive to a productive work environment. He credits Enclave for that, which Berg said did an exceptional job both inside and outside the building. And, he said, if down the road as more people are hired and the office ever begins to feel too cramped, a wall can be removed to extend the space.
“It’s a nice space,” he said. “It’s nice to have our own space and with our name on it. It is pretty nice to see.”
The location also is a boon, especially looking at growth down the road, both at the company and in the community.
“It’s a good location because we’re on the south end of town where a lot of the development is happening and will continue to take place,” Berg said. “It puts us close to the action.”
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What efforts are being done to ensure you continue to grow and develop as a company?
Amy Hass Senior Vice President EPIC Companies West Fargo, N.D.
EPIC continues to grow and develop by creating a culture of continuous learning and adapting to changes. We gain knowledge from each project we develop and evolve accordingly.
Our employees are hired on personality and passion; we create their job description after, allowing our staff to grow in areas they enjoy and excel in. We welcome growth and continue to work with communities to create projects that enhance the quality of life.
At Legacy Financial Partners, we are committed to growth and development by believing in people first and then company. There are many companies and teams in the financial services world; however, I don’t believe that any have more talent, resources, integrity, and dedication than we do at LFP. Growth doesn’t happen unless we develop as a team. It is our focus to establish strong company and personal goals by holding each other accountable and engaging in high-quality training. Specifically, we have encouraged company growth through the development of teams dedicated to company culture/values as well as implementing a weekly educational program for the betterment of our financial advisors.
I believe in LFP and the people we have. The possibilities are endless when we continue to think big and change the reality of what’s possible. By keeping a growth mindset, we have been able to achieve the most success and create a culture filled with inspiration, education, and creativity.
* Legacy Financial Partners is a private wealth advisory practice of Ameriprise Financial Services, LLC
Joel Bird CEO Legacy Financial Partners Bismarck, N.D.
AE takes a thoughtful approach at how we have expanded our operations over the past 17 years, considering the markets, resources, and talents we can access to best serve the communities we work and live in.
We utilize long-term interns, who are learning the newest of innovative ideas and creative solutions and are proud to hire them as a member of our skilled team when they have completed their degrees. We have found the best blend of experienced professionals who mentor excited, driven graduates, is key to our future development as a company.
We believe in providing premiere services to our clients, which means having the best staff of highly skilled civil engineers and architects. We have continued to expand our depth, which encompasses 11 disciplines, and in addition have a highly trained support staff from design, financial and communications fields to enhance what we provide to each client.
Every client gets a unique experience specific to their needs, we pride ourselves on providing a first-class experience.
Ryan Ackerman, PE President and CEO Ackerman-Estvold Minot, N.D.
Dan Oakland CEO, Senior HR Consultant Alternative HR, LLC Sioux Falls, S.D.
There are multiple dimensions of business growth and employee development that we intentionally pursue at Alternative HR, LLC. We are, after all, in the ‘people’ business, and we believe that organizational growth cannot be sustained without individual growth.
First, we challenge our team members to grow individually: learn something new or improve something you do – both professionally and personally. When individuals have an improvement mindset, that naturally translates to other areas of their life, and to all aspects of our business. It also creates a more positive workplace, where individuals encourage each other’s growth.
Second, we look at how we can improve our internal processes and consistency of results. That translates into better deliverables for our clients. The goal is to build and maintain high customer satisfaction and client retention. When we do that, we know that adding new customers actually grows the business rather than just replaces customers who had unfulfilled expectations.
Third, we set goals in terms of external growth – reaching and bringing in new clients, and expanding business with existing customers. In truth, this third goal is a natural outcome of doing well on the first and second goals.
In June 2021, 6.2 million people did not work at all or worked fewer hours because their employer closed or lost business due to the coronavirus pandemic. This is down from 7.9 million in May 2021 and from 49.8 million in May 2020. The 6.2 million people that did not work at all or worked fewer hours at some point because their employer closed or lost business due to the coronavirus pandemic, 575,000 were aged 16 to 24, 3.7 million were aged 25 to 54, and 1.9 million were 55 years and older.
Total nonfarm payroll employment rose by 850,000 in June, according to the latest numbers by the U.S. Bureau of Labor Statistics, and the unemployment rate was little changed at 5.9%. Notable job gains occurred in leisure and hospitality, public and private education, professional and business services, retail trade, and other services. Both the unemployment rate, at 5.9%, and the number of unemployed persons, at 9.5 million, were little changed in June.
Source: U.S. Bureau of Labor Statistics
The Consumer Price Index for All Urban Consumers increased 5.4%, not seasonally adjusted, from June 2020 to June 2021, the largest 12-month advance since the year ended August 2008. Consumer prices increased 4.7% from February 2020 to June 2021. February 2020 was the last month before the COVID-19 pandemic began.
Source: U.S. Bureau of Labor Statistics
Source: U.S. Bureau of Labor Statistics
Unemployment rates were lower in seven states and the District of Columbia in June, higher in three states, and stable in 40 states, according to the latest information available from the U.S. Bureau of Labor Statistics. Forty-nine states and the District had jobless rate decreases from a year earlier. The national unemployment rate, 5.9%, was little changed over the month but was 5.2 percentage points lower than in June 2020.
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