Prairie Business May 2017

Introducing Eide Bailly’s Newest Partners

Eide Bailly is a top 25 CPA firm that has been rooted in the Midwest for 100 years.

With 29 offices in 13 states, we offer tremendous opportunities for our professionals with the ability to specialize in industry and service areas that go well beyond audit and tax, including technology consulting, forensics and valuation, international tax, wealth management and more. Visit

Jerad Suess Williston | Tax

Tara Engquist Aberdeen | Audit

Sioux Falls | Financial Instiutions

Tom Fogarty Sioux Falls | Financial Institutions

Ashley Brandt-Duda Fargo | Health Care

WESTWARD GO!

ROUGH RIDER EVENT CENTER | WATFORD CITY, NORTH DAKOTA

With a town motto like, “Come Be Our Guest,” it’s no surprise that Watford City is now home to a new statewide events and convention center that you have to see to believe - with arenas for hockey, figure skating, and roller skating, basketball and volleyball courts, a fieldhouse with removable turf for soccer and baseball, a lap pool and a leisure pool, a 1,000-capacity convention center, a 3,000-seat auditorium, a running/walking track, a rock climbing wall, laser tag, and six bounce houses.

LEADING OUR COMMUNITY

Rob Sobolik, General Manager, Fargodome | Accounting, 1995

It is important to understand the best way you, as an individual, learn from situations that arise in everyday life and to look at all experiences as a way to help grow yourself, as well as those you are privileged to work with.

Transforming the world by transforming lives. Read more about leadership from MSUM alumni at mnstate.edu/leaders

Minnesota State University Moorhead is an equal opportunity educator and employer and is a member of the Minnesota State system.

25 years of

BETTER BUILDINGS

For 25 years, Obermiller Nelson Engineering (ONE), has delivered success to our clients by providing professional, detailed Mechanical, Electrical and Civil design and coordination for building systems.

We’ve worked on over 1,100 projects within the healthcare profession. ONE prides itself on having several repeat clientele. This continued trust indicates that we have provided successful projects, with better scheduling, again and again for 25 years.

Elder care facilities are evolving to include more amenities and activities. Wellstead of Rogers Diamondcrest Senior Living community in Rogers, Minnesota, features an ice cream parlor for its residents. See page 32.

IMAGE: WAI CONTINUUM

On the Company Tab A

A few years ago, I worked for an international bioenergy media company that publishes magazines and hosts conferences all over the country. I was sent to multiple places I hadn’t explored before, including Sacramento, San Francisco, Atlanta, Boston, Denver and Pittsburgh, just to name a few. My co-workers and I stayed in nice hotels in popular districts within those cities, ate delicious meals and networked over drinks in high-end bars and restaurants — all on the company’s dime. No expense was spared to optimize our professional growth or conference attendees’ experiences.

Some businesses have enormous budgets for corporate travel, justified in the belief that the cost is worth it for employees and clients. In this month’s travel feature, Prairie Business delves into how cities, hotels and event centers attract the corporate travel market, and how businesses plan and execute their company trips. Travel is a huge expense — and market — in the corporate world. Find out more on page 28.

The health care feature this month explores the evolution of senior care facilities. Theaters, libraries, common areas, cafes, ice cream parlors, fullservice fitness centers and even concierge services give new elder care communities a resort feel. See page 32.

In the human resources feature, four experts explain the biggest challenges in their jobs, and disclose their tactics in handling them. It starts on page 36.

We’ve also included Business Insider, Around the Office and Insights & Intuition in this May edition. It’s full. PB

PUBLISHER KORRIE WENZEL

AD DIRECTOR STACI LORD EDITOR LISA GIBSON CIRCULATION MANAGER BETH BOHLMAN

LAYOUT DESIGN, AD DESIGN JASON MAGSTADT SARA SLABY KRIS WOLFF

ACCOUNT MANAGERS NICHOLE ERTMAN 800.477.6572 ext. 1162 nertman@prairiebusinessmagazine.com

GARRETT RICHIE 248.202.8955 grichie@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.

SUBSCRIPTIONS

Subscriptions are free www.prairiebusinessmagazine.com

ADDRESS CORRECTIONS

Prairie Business magazine Box 6008 Grand Forks, ND 58206-6008 Beth Bohlman: bbohlman@prairiebusinessmagazine.com

ONLINE www.prairiebusinessmagazine.com

The Benefits and Challenges of Mentorship

By Corey Mock

Abraham Lincoln said it best: “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.”

Perhaps our 16th president was being facetious, but he was also describing an important truth. As young professionals, we all have the skills and talents necessary to do our jobs. We’re educated, trained and many of us have experience in our fields. But how much effort do we spend honing our skillsets mid-career?

Greater Grand Forks Young Professionals was founded in the early 2000s on the principle of encouraging young professionals to develop new relationships, invest in themselves and become more connected to our community. If our shared goal is to make Grand Forks a more vibrant community, we need a motivated talent base and ample opportunities to attract, train and retain young leaders.

GGFYP — like many other young professional networks — has excelled in providing large-group learning environments. But somewhere between passing the cheese bread at Lunch & Learn and attending a networking social at a professional development conference, we noticed a key ingredient was missing.

Mentorship is underappreciated, especially in today’s fast-paced work environments. Focused, small-group training is not only resource consuming, but takes initiative and often requires a longterm commitment before results are noticed. A world seeking instant gratification rarely has patience for any sustained mentorship program.

With strong encouragement from fellow young professionals who understood the importance of mentorship, GGFYP’s Protégé was born. Protégé is designed to connect half a dozen young professionals with an experienced professionals over three months of group and individual meetings.

Participants read Darren Hardy’s The Compound Effect as part of our in-house curriculum. Discussion with the mentor not only involves material from the text, but also includes applying lessons toward professional goals.

Mentorship does not end after each group meeting; mentors and protégés are encouraged to meet one-on-one at least three times during the program. At the conclusion of Protégé, we hope mentors and mentees have an ongoing, professional relationship that allows them to learn from one another over the course of their careers.

Results

GGFYP’s investment in this program has returned fantastic, albeit anecdotal, results. All participants who have completed the program have maintained a professional relationship with their mentors, many meeting quarterly on their own time.

Of the six participants in our inaugural program, two were offered promotions or new positions within six months and five have maintained regular meetings with their mentors after 18 months.

If you’re going to begin a mentorship program, or if you’re interested in participating in a program such as Protégé, consider the following: Keep participation sizes limited. Yes, there are economies of scale. But classes much larger than eight to 10 people reduce attention and make it difficult for a genuine mentor/mentee relationship to form.

IMAGE: KYLE MARTIN

Develop your program around a common text. Protégé has no tests or quizzes, but we find assigned readings are an ideal starting point for professional dialogue. Build diversity into your group. Bankers may have much in common with other bankers, but building a protégé class with unique backgrounds — and even competing industries — broadens the conversation and enriches lessons each person learns in discussion. Allow time for reflection. Reflection is as much a part of the learning process as participation, and our evaluations have shown positive results from built-in journaling and goal-setting exercises. The buddy system isn’t just for the swimming pool. Working in small groups — even groups as small as two — encourages protégés to hold each other accountable by sharing unique experiences.

Professional development is a major investment of time, energy and other resources. We’re often tempted to cut corners and find an easier method of achieving a similar result. But true growth comes from hard work and dedication. Whether you attend large conferences or intimate seminars, professional development helps maintain a clean, sharp edge on your professional skillset. GGFYP has had many successes with its Protégé program, and we strongly encourage other groups to replicate this approach, build upon its success and share your results widely. After all, mentorship, like all forms of education, is a collaborative endeavor. PB

The Fargo Area’s ‘Vibe’ is an Easy Sell

By Charley Johnson

My co-workers and I have the best jobs in Fargo, Moorhead and West Fargo because we get to tell the rest of the country, and the world, why this is such a fabulous place to visit.

Naturally, our pitch varies with the type of business we’re after, but we always lead with our marketing mantra: Fargo, Moorhead and West Fargo are North of Normal in all the best ways. Of course, we cherish our beautiful spring, summer and fall, but we embrace the cool of winter, too, and that includes “cool” in all its definitions.

Yes, the temps can be cool — maybe even cold — but the people and vibe here are definitely cool, as well. Are we a little quirky? Maybe, but always in a fun-loving and entertaining way.

Different aspects of that cool vibe can be found all over our three communities, starting with Fargo’s revitalized downtown — an attraction unto itself — and extending across the river to places such as Moorhead’s Junkyard Brewery, one of a list of outstanding new breweries that have grown up before our eyes in the past few years.

You also will find our cool in other locations, including the booming Veterans Boulevard corridor between West Fargo and Fargo, or the attractions so many of us who live here sometimes overlook. Those include the top-notch Fargo Air Museum, the Red River Zoo, the Plains and Rourke art museums, Bonanzaville, the historical and cultural Hjemkomst Center, the Children’s Museum at Yunker Farm, the Roger Maris Museum and, of course, the historic Fargo Theatre.

We also love to tell potential visitors about the vibrant arts and culture scene in our communities: public and private art

galleries; a thriving local theater, opera and symphony culture; concerts of all sizes and genres at wonderful venues such as the FargoDome, Bluestem and the Fargo Theatre; and a burgeoning, eclectic local music scene. If you visit, or live in Fargo-MoorheadWest Fargo, you have a wide and ever-changing menu of entertainment options from which to choose.

And let’s not forget sports and athletics. How many other cities of our size can boast Division I, II and III college sports, United States Hockey League hockey and American Association baseball? How many have played host recently to the Olympic Curling Trials or the NCAA Division I West Region Hockey Tournament? How many play host to an annual marathon that routinely attracts 20,000 runners from all over the world? And how many are home to a world-class swimming and diving facility such as the Hulbert Aquatic Center, set to open in West Fargo this fall?

It’s not a hard sell for us really because, in our experience, the Fargo area is in a good place right now. More people know who we are, are curious about what it’s like here, and are willing to check it out for themselves.

What do we need to make it an easier sell? More meeting space, for sure. Yes, I’m a broken record on this topic. When it comes to attracting conventions and trade shows, we are at a disadvantage to our primary regional competitors, including Bismarck, Grand Forks, Sioux Falls, Duluth, St. Cloud and Rochester. But while we push city leaders to help us out with that issue, we don’t sit around and feel sorry for ourselves. We work hard to bring more visitors of all kinds to the cities we’re proud to call home. PB

Charley Johnson PRESIDENT, CEO FARGO-MOORHEAD CONVENTION & VISITOR’S BUREAU 701.365.4567 CHARLEY@FARGOMOORHEAD.ORG

As Demand Goes Up, So Does Cost

By Matthew D. Mohr

Our health care costs are increasing rapidly. It’s partially because of the aging population, which requires more care, and partially because of somewhat-uncontrolled escalation in the charges levied by providers.

At one time, the cost of health insurance seemed reasonable, but as time has passed, insurance costs have increased substantially. Businesses have tried a variety of actions to control costs in the face of the increases — deductibles and co-pays have gone up and some business owners chose to eliminate insurance for some workers.

I recently asked an older individual if he remembered the deductible on his first good health insurance plan (roughly 40 years ago), and he replied he distinctly remembered it was $50. A quick calculation of age and time indicates this reasonable deductible would grow to $10,000 within the next 10 years, if the rate of increases continues at the recent pace.

About 12 years ago, some colleagues and I compared our health insurance costs. Rates in our region were about 30 percent less than those on the East and West Coasts. Since that time, our rates have risen continuously and I suspect they are no longer cheaper.

The Affordable Care Act was supposed to provide some relief, but many believe it has not succeeded. The two basic promises of the Affordable Care Act are hard to debate. Had the law succeeded, the

nation would have seen lower health cost increases and better care for the whole society. Unfortunately, when the law was passed, basic economics were not considered.

Who could argue providing low-cost health insurance services to all who are in need would be a bad thing? Accomplishing these ideals through demands and higher taxes was central to the debate. A large shift upward in demand without a corresponding upward shift in available supply will result in price increases. More people buying a product generally leads to higher, not lower, prices. Building facilities and educating providers takes a long time, so an overnight demand shift caused havoc and rapid price inflation.

Dealing with this rapid increase in health insurance cost has hurt business profits and the disposable income of many consumers. Gaining control of these costs will not be easy, especially since demand caused by the aging baby-boomer generation will continue to place stress on available care. PB

Matthew D. Mohr CEO, DACOTAH PAPER CO. FARGO, N.D. MMOHR@DACOTAHPAPER.COM

Financial to Operational

Q. A.

WHAT LED YOU TO YOUR CURRENT POSITION AS PRESIDENT AND CEO OF SO MANY COMPANIES, AND HOW ARE THEY ALL RELATED?

I have worked for the corporation for 22 years, joining the company as a financial analyst. I worked for our parent company, MDU Resources, for 18 years in various financial capacities with my last position being the vice president, controller and chief accounting officer. I had the opportunity to become the vice president of operations for Montana-Dakota Utilities and Great Plains in January 2014 and assumed my current role in January of 2015. Our corporation operates under two pillars, regulated energy delivery and construction. I have the privilege of leading our regulated utility companies. Our utility operates under four brands, serving over 1 million customers in eight states.

Nicole Kivisto began her career with MDU Resources in Bismarck 22 years ago, as a financial analyst. She worked her way up to president and CEO of the company’s four utility brands

President/CEO

Montana-Dakota Utilities Co., Great Plains Natural Gas Co., Intermountain Gas Co., Cascade Natural Gas Corp.

Bismarck

Nicole Kivisto

Q. Q. Q.

A. A. A.

WITH AN ACCOUNTING BACKGROUND, DID YOU EXPECT TO EVENTUALLY LEAD ENERGY COMPANIES?

When I embarked on my career, I certainly did not envision the path that brought me here. Similarly, when my husband and I decided to start a family, we didn’t envision having four children, including a set of triplets. Life isn’t always how we predict it. How we respond to it and whom we surround ourselves with can make a big difference. I have been blessed with a great team at work and a great network of friends and family at home.

Q. A.

WHAT PREDICTIONS CAN YOU SHARE ON THE STATE OF THE ENERGY INDUSTRY IN NORTH DAKOTA?

WHAT ARE SOME OF THE BIGGEST CHALLENGES YOU’VE FACED IN YOUR CAREER?

I would say my biggest challenges have taken place over the past three years. Transitioning from a financial role to an operational role was a big leap and then from my operational role to my current role. I had a lot to learn in a pretty short period of time. I have a natural curiosity and have always been known for asking a lot of questions, but perhaps over the past three years my co-workers would say that my constant questions were taken to another level. I have certainly learned a lot from our talented group of over 1,600 employees across eight states.

HOW ARE MDU AND ITS AFFILIATES MAKING USE OF RENEWABLE ENERGY, AND COULD THAT PORTFOLIO GROW IN THE FUTURE?

Montana-Dakota Utilities determines its next-generation options through its Integrated Resource Plan, which looks at, and models, all available options. The ultimate goal is to provide our customers safe and reliable service at the lowest cost possible. We believe in an all of the above energy policy, which is reflected in our generation portfolio. Company-owned capacity currently stands at 52 percent coal, 26 percent natural gas and 22 percent renewables. With our recently announced plan to add up to 50 megawatts at Thunder Spirit Wind (near Hettinger, North Dakota), our renewables have the potential to grow to 27 percent.

Recognizing the importance of energy development and delivery to North Dakota’s economy, there has been a deliberate effort made by North Dakota’s decision-makers over the past decade to develop and shape an energy policy and strategy for the state. That has been the purpose and goal of Empower North Dakota, led by our governors with the input and guidance of North Dakota’s energy industry leaders. Since its inception, MDU has had a seat at the Empower table and we look forward to continuing being actively involved in Empower, along with any other initiatives to study North Dakota’s energy system, including the future of cleaner, and commercially viable, forms of coal conversion technologies and natural gas as a baseload fuel source in North Dakota.

Sanford to replace West Fargo clinic in two phases

By Lisa Gibson

WEST FARGO, N.D. — Sanford Health is planning a two-phase project that will replace its existing clinic on the corner of Sheyenne Street and 13th Avenue West in West Fargo. Once completed, the facility will add pediatric services and expand its OB-GYN roster, for a total of 18 doctors and 40 staff.

“We’ve outgrown the space, and as we’ve looked to add new services and more doctors to the growing West Fargo area, we needed more space suited to these needs,” says Paul Richard, executive vice president of Sanford Fargo.

Phase one will begin this spring with the groundbreaking for a $3.75 million, 10,849-square-foot expansion to the west of the existing 16,466-square-foot clinic. “During this construction, the existing clinic will remain open and continue to offer family medicine and women’s services,” Richard says. “We will become operational in the new constructed space before we start phase two. … We will continue to offer services throughout the entire process.”

Phase two includes construction of 10,000-square-foot addition onto the west side of the first phase’s structure. No timeline has been set for phase two.

Sandford also recently completed the $494 million Sanford Medical Center in Fargo, which is set to open in July. “We’re committed to growing along with the communities we’re a part of,” Richard says. “Fargo and its surrounding communities are all experiencing significant growth, and we grow and expand with the community.” PB

Lisa Gibson EDITOR, PRAIRIE BUSINESS 701.787.6753

Avera Health to build new campus in Sioux Falls

By Lisa Gibson

SIOUX FALLS — Avera Health expects to begin construction this fall on phase one of a new health campus in Sioux Falls. Phase one is estimated to cost $174 million and will include a surgical hospital and connected medical office building. The entire campus — located at 69th Street and Louise Avenue — is slated to open in 2020.

The building project is the biggest in Sioux Falls’ history, according to Avera, and will be located on an 82-acre plot. The Avera on Louise Health Campus will specialize in orthopedics, sports medicine, gastroenterology, rheumatology and internal medicine. The surgical hospital will offer a range of procedures that will include robotic surgery, as well as other new technologies and amenities. All the buildings on the campus will be connected by a multi-story commons space that will feature dining options, a gift shop, a chapel and more.

“Sioux Falls continues to grow at a rapid pace and consumers are demanding care that is more accessible,” says Jay Gravholt, Avera Health’s director of media relations. “It is estimated that by 2025, a third of the Sioux Falls population will be over 45. This is one of

Sanford Health will replace its clinic in West Fargo through a two-phase project. Pictured is a rendering of the new clinic. IMAGE: SANFORD HEALTH

IMAGE: AVERA HEALTH

the reasons we felt a surgical hospital would be in great need, as well as a health campus on the southwestern side of Sioux Falls.”

More than 600 workers will participate in the two-year construction process, with an estimated payroll of almost $28 million, according to Avera. Estimates show the economic ripple effect could contribute 1,200 total jobs and $118 million.

The project’s design and construction team includes BWBR Architects of St. Paul, Journey Construction of Sioux Falls, and Garrett Peters, architect with Avera McKennan Hospital & University Health Center in Sioux Falls. In conjunction with the new campus, Avera McKennan will extensively renovate its main campus, according to Avera.

“This is an unflinching example of the unified, strategic effort Avera is making to enhance health services in the region by providing greater and easier access to convenient, high-end health services like orthopedics and gastroenterology,” says Dave Kapaska, regional president and CEO of Avera McKennan, in a statement. “Health care of the future must be convenient and easily accessible, so Avera is revisioning what care we deliver where.” PB

Aldevron to produce DNA products for cancer treatment research

By Lisa Gibson

FARGO — A new collaboration involving Fargo-based biologicalmaterial manufacturer Aldevron will seek to develop a cure for multiple myeloma, a blood cancer. Aldevron will produce minicricle DNA products for treatment research supported by the Myeloma Crowd Research Initiative to treat hematological malignancies such as multiple Myeloma.

Specifically, the research will develop Chimeric Antigen Receptor T-Cells through reprogramming of existing T-Cells, which are white blood cells in the immune system, says James Brown, Aldevron’s vice president of corporate development. “The research extracts T-cells from the patient, reprograms them with minicircle DNA to attack tumors, and then infuses them back into the patient,” he says.

Myeloma Crowd is a nonprofit dedicated to patient advocacy and research funding of multiple myeloma. “One of our values is to help

James Brown Michael Chambers

make lives better, so when the Myeloma Crowd approached us about supporting their researchers with minicircle DNA, it was a natural fit for us,” Brown says, adding the goal is to increase life expectancy for multiple myeloma patients.

“We are privileged to be part of the ground-breaking cell therapy work supported by MCRI,” Aldevron CEO Michael Chambers says in a statement. “Combining the minicircle DNA technology with Aldevron’s manufacturing experience and expertise will enable the progression of these novel technologies from the bench to the bedside.”

The Aldevron-licensed technology was developed by Mark Kay, Dennis Farrey Family Professor in Pediatrics and Professor of Genetics at Stanford University. PB

Minot prepares to become hub of Bakken UAS operations

By Lisa Gibson

MINOT — Minot is poised to become the headquarters for UAS activity in the Bakken, and has $375,100 approved by Minot City Council to do it. The money will go toward purchases of UAS and associated gear requirements for the city, as part of Minot Area Development Corp.’s Magic Sky initiative.

The initiative also helped attract SkySkopes, a Grand Forks-based UAS service provider that is opening a Minot location.

Establishing Minot, known as the “Magic City,” as the Bakken’s UAS headquarters will generate more than $2.3 million in capital investments and create 15 new full-time jobs, according to MADC. “As a part of MADC’s Magic Sky initiative, MADC is pursuing the whole UAS industry, from drone manufacturers to cyber security and data analysis companies, to end-users,” says Stephanie Hoffart, president and CEO of MADC. “Securing SkySkopes was the first initiative of MADC’s Magic

Sky initiative and we hope it’s only the beginning of UAS businesses expanding to Minot.”

Minot is an ideal location to headquarter Bakken UAS operations because it’s nearby and has uncongested and diverse skies, among other reasons, according to MADC.

When asked if Minot could eventually host a UAS park similar to Grand Sky near Grand Forks, Hoffart says, “Having one facility that houses UAS businesses is definitely something to consider, especially because of the synergies and advantages it would provide for the different businesses within the UAS value-chain. I could certainly see a UAS facility being a long-term goal for this initiative.” PB

Minot is preparing to become the headquarters of UAS activity in the Bakken, with one UAS service provider already moving in and city council-approved funding for technology purchases. STOCK IMAGE: MATT GADE, FORUM NEWS SERVICE

40

Prairie Business honors 40 Under 40, Top 25 Women in Business winners

About 130 people packed the CityScape Ballroom at the Radisson in Fargo April 6 to celebrate the winners of Prairie Business’ 2016 40 Under 40 and 2017 Top 25 Women in Business contests. The event is held each year and brings together past and present winners, as well as community leaders and company executives.

It was the largest crowd in the event’s threeyear history. “We had a great turnout this year,” said Prairie Business Editor Lisa Gibson. “We love throwing this party to celebrate these honorees, and more than one person approached me to make sure they’re on the guest list for next year. We had a great time.” PB

1. The Prairie Business 40 Under 40 / Top 25 Women in Business Celebration on April 6 drew about 130 people to the CityScape Ballroom at the Radisson in Fargo.

2. Fargo Mayor Tim Mahoney (left) and Charley Johnson, president and CEO of the Fargo-Moorhead Convention & Visitor’s Bureau (right), converse with attendees at the Prairie Business

Under 40 / Top 25 Women in Business Celebration April 6.

3. Bill Marcil Jr., president and CEO of Forum Communications Co., mingles with guests at the celebration.

4. The Prairie Busines team, from left: Garrett Richie, sales account manager; Staci Lord, ad director; Lisa Gibson, editor; Korrie Wenzel, publisher; and Nichole Ertman, sales account manager.

5. Peter Stenehjem (center), President of First International Bank & Trust in Fargo, is a 2016 40 Under 40 honoree.

6. The Cropdusters played live music for the event.

Pictured is Dustin Ellingson.

7. The 40 Under 40 / Top 25 Women in Business Celebration was sponsored by Bank of North Dakota and Marco.

8. The menu included baconwrapped scallops, coconut shrimp, black Angus sliders, vegetables, fruit and these mini cheesecakes.

IMAGES: NICK NELSON, FORUM NEWS SERVICE

Mosquito Joe moves into Fargo-Moorhead area

By Lisa Gibson

FARGO — National mosquito-spraying company Mosquito Joe will be providing its services in the Fargo-Moorhead area by the end of May, as it expands its northwest Minnesota franchises.

The new service area will include a 30mile radius around Fargo, extending farther down to Wahpeton, North Dakota, and east to meet up with the edge of the Alexandria, Minnesota, coverage area near Fergus Falls, Minnesota, says Mosquito Joe franchise owner Trevor Petrie. The company provides mosquito, tick and flea treatment for residential and commercial clients, including homes, campgrounds, resorts and parks. It also provides treatments for outdoor events.

Pertie says his business, while national, is family-owned and operated, and he’s passionate about the people it serves. “Being able to give people the ‘outside’ again, for us, is really rewarding,” he says, adding clients sometimes send him photos of their children playing or relaxing outside after their yards have been treated.

Mosquito Joe will have a service van in Fargo, ready for new customers. The move to the area is a result of demand for services, as well as a natural progression of growth for Petrie’s Alexandria franchise, he says. “We’re excited to expand up to that area, and we’ll be looking to expand farther every year.” PB

Lisa Gibson EDITOR, PRAIRIE BUSINESS 701.787.6753

Mosquito Joe, a national mosquito-spraying company, is moving to Fargo.

IMAGE: MOSQUITO JOE

IMAGE: MOSQUITO JOE

Northrop Grumman holds ribbon-cutting ceremony for Grand Sky facility

By Lisa Gibson

GRAND FORKS — Northrop Grumman held a ribbon-cutting ceremony April 21 for its new facility in the Grand Sky Unmanned Aerial Systems Business and Aviation Park west of Grand Forks. The company says the facility will serve as a “nucleus” for research and development, pilot, operator and maintainer training, operations and mission analysis, and aircraft maintenance.

Northrop Grumman, a global security company with corporate offices in London and Falls Church, Virginia, is a major systems and technology provider for the U.S. Air Force. Grand Sky, located on the Grand Forks Air Force Base, is the nation’s first UAS business park.

Janis Pamiljans, corporate vice president for Northrop Grumman and president of Northrop Grumman Aerospace Systems, said the company’s Grand Sky facility is the latest example of its commitment to the Red River Valley and its support of UAS and North Dakota’s

Northern Plains UAS Test Site, which was the first in the nation to receive beyond-line-of-sight flight permissions from the Federal Aviation Administration.

“The journey started a long time ago,” Pamiljans said of Northrop Grumman’s Grand Sky location. “If you want people to think differently, to innovate differently, to collaborate differently, you have to build facilities like this.

“We are delighted to officially begin operations here at Grand Sky, cementing our leadership in the development and use of autonomous systems in partnership with North Dakota’s UAS community,” Pamiljans said. “The important work performed at Grand Sky will support the evolving needs of our customers while advancing research and development of our autonomous systems’ capabilities for today and the future.” PB

Front row, from left: Mick Jaggers, Northrop Grumman vice president; Jay Schuler, director of the North Dakota Department of Commerce; Randy Richards, aide to Rep. Kevin Cramer (R-N.D.); Janis Pamiljans, Northrop Grumman corporate vice president and president of Aerospace Systems; Tom Brusegaard, aide to Sen. John Hoeven (R-N.D.); Matthew Leiphon, aide to Sen. Heidi Heitkamp (D-N.D.); and David Hambleton, Northrop Grumman’s Grand Sky program manager. University of North Dakota Presdent Mark Kennedy can be seen behind Schuler. IMAGE: NORTHROP GRUMMAN

Janis Pamiljans, Northrop Grumman corporate vice president and president of Aerospace Systems, takes Sen. John Hoeven on a tour of the company’s new facility at Grand Sky. IMAGE: NORTHROP GRUMMAN

‘Big Business’

Corporate travel, despite its price tag, benefits companies and their employees, brings dollars into the cities hosting events and prompts evolution in hotels and venues

By Lisa Gibson

When Jason McKeever plans Eide Bailly’s internal meetings, conferences and events all around the country, he makes sure to plan social activities in the evenings, incorporates as much interactive learning as possible into any training sessions, and ensures employees aren’t away from their homes and families over weekends. As director of training and development for the Fargo-based business advisory and accounting firm, that’s his job.

Eide Bailly has a sizable budget for corporate travel that doesn’t skimp on amenities, meals or fun. McKeever’s team plans and executes about 50 corporate events per year with attendance between 25 and 300, spending about $1,500 per person per trip, depending on the number of people traveling and the location, length and complexity of the event. Those costs include airfare, rental cars, lodging, food, activities and any training costs. That doesn’t include fees for outside speakers who might appear at events, or other additional costs.

But it’s “absolutely” worth it to Eide Bailly, McKeever says. “The firm does feel it’s important to bring people together. It is important to provide those opportunities and to build our one-firm concept so people know people across all offices and all locations.”

Planning and Engagement

Eide Bailly has 29 locations across the country, and that means its staff members are traveling from airports of all sizes. A contract with Delta Air Lines helps secure preferential pricing and treatment for its employees, and a separate, internal company app provides simple travel booking. Both help manage costs, and bring other benefits as well. “It gives us a better way to keep our travelers informed and to give them additional insights on how they can travel better with less stress,” McKeever says.

The company also works with third parties to book hotels or event centers, specifying basic needs that are not negotiable and weeding out any options that don’t fit the criteria. The third party brings buying power that has advantages such as free or reduced rooms, corporate rates or upgrades.

To appeal to the corporate traveler market, the Ramada Plaza in Fargo was rebranded as a Delta by Marriott. The resulting remodel included the addition of a Starbucks in the hotel’s commons area. IMAGE: NATIONAL HOSPITALITY SERVICE

Jason McKeever

When choosing event venues, McKeever’s team analyzes meeting space, pricing and location for each event’s specific needs. An event might require multiple breakout session rooms, specific equipment rental options or proximity to networking opportunities or airports. “We have to look for space that will meet our agenda,” he says.

Beyond the agenda, a corporate travel destination should have opportunities for employee engagement outside the meeting rooms. McKeever’s team plans social, evening events to keep things fun, such as dinners, entertainment and team-building competitions. At a Minneapolis event, Eide Bailly rented buses for 300 employees and took them on a progressive dinner tour through the city, stopping at different restaurants for each course: appetizers, dinner, dessert and drinks. “Our people travel a lot, just as a course of their job,” McKeever says. “When they’re traveling beyond taking care of clients, we want to make sure there’s an element of enjoyment to it.”

Local Economic Impact

Corporate travelers and their employers, such as Eide Bailly, bring in money to local economies and represent large shares of the market in some cities. That’s definitely true in Bismarck, which hosted 450 multi-day meetings and events in 2016, drawing in a total of about 314,000 people who spent more than $31 million, says Sheri Grossman, CEO and executive director of the BismarckMandan Convention and Visitors Bureau. “We’re very active in the corporate meeting and convention arena,” Grossman says. “It’s a big business for us.”

Bismarck has a focused marketing strategy to draw corporate travelers, emphasizing the amenities and perks meeting and event planners want to see. “Business meeting planners care about facilities and what will make their lives easier,” Grossman says. The CVB advertises regionally and nationally to decision-makers who are looking for specific food, technology, proper space requirements, state-of-the-art equipment and other features Bismarck has to offer. “So we focus on that angle when we’re advertising and marketing, even when we’re speaking to these decision-makers,” she says, adding, “We know North Dakota’s great, but it can be a tough sell.”

It’s crucial to target groups that will increase Bismarck’s success rate and present a win-win for the travelers and the venue, she says. “We want them to be happy with their time here and we want it to work well for the people that are hosting here.”

A remodeling and rebranding of the Ramada Plaza in Fargo was prompted by a desire to attract more corporate travelers, providing them the discounts, amenities and conveniences they require, says Norman Leslie, president of National Hospitality Services in

The rebranding of Fargo’s Ramada Plaza into a Delta by Marriott property included updates to the bar and dining area. The new restaurant and bar is called Urban 42. IMAGES: NATIONAL HOSPITALITY SERVICE

The Bismarck Events Center hosts the Williston Basin Petroleum Conference every other year. Pictured is the 2012 event. IMAGE: BISMARCK-MANDAN CONVENTION AND VISITORS BUREAU

Fargo, a hotel management company that manages the former Ramada Plaza. To attract corporate travelers, a hotel needs to have relationships on a national level, he says.

The hotel has changed its name and is now a Delta by Marriott property, with a newly redesigned interior and exterior. The Ramada Plaza had been around for more than 21 years and the partnership with Ramada was positive, but the Marriott brand is more conducive to corporate travel, Leslie says. “This is the evolution of the hotel.”

That meant upgrades to the fitness center, pool, bar, restaurant, internet bandwidth, business areas and more. “That’s what guests are expecting,” he says. The new restaurant and bar is called Urban 42, a Starbucks has been added, and an on-the-go market is set up in the commons area, all to provide frictionless corporate travel.

Amenities and conveniences do play a large role in venue choice, and if other costs can be cut through selection of a specific venue, even better, McKeever says, citing rental cars or taxi fare to and from airports. Some events do come with large price tags, but the company has a “fairly sizable” budget dedicated to training and travel, McKeever says, adding that the trips support the company’s collaborative, team-building culture. PB

From Hospital to Hospitality

By Lisa Gibson

As the baby boomer generation ages, a new wave of residents is moving into senior living communities. The boomers are generally more affluent than senior generations of the past and many are relocating by choice, instead of being moved by family members. And they don’t want to make compromises in their lifestyles when they make those moves.

As a result, senior care communities are shifting away from the hospital model and toward a hospitality model, with on-site amenities such as libraries, movie theaters, billiards rooms, cuttingedge wellness facilities, bars, restaurants and cafes. Some have even incorporated concierge services and added group activities. Most of these amenities are being added to independent and assisted living communities, but some are even popping up in skilled nursing facilities for patients in long-term care.

“They don’t want to live without,” says Alan Dostert, president and CEO of Grand Forks-based EAPC Architects Engineers. “They want the same opportunities they had in the private sector. That’s just become a common element of anything we consider elder care.”

The bistro at Primrose Retirement Community in Casper, Wyoming, is fully designed to resemble a traditional bistro, down to the menu items. IMAGE: WAI CONTINUUM

Edgewood Vista in Bismarck features a movie theater for its residents. IMAGE: EDGEWOOD VISTA

The movie theater at Edgewood Vista in Bismarck adds to the Main Street feel. IMAGE: EDGEWOOD VISTA

A large and affluent sector of the country’s population is aging, prompting evolution in how elder care communities are designed

In 2029, baby boomers will account for 20 percent of the U.S. population, says David Johnson, Denver-based senior architect with SEH Inc., which is headquartered in St. Paul. “That demographic is demanding an enriching living experience and many of them have the money to pay for it,” he says.

And when family members are moving their loved ones into assisted living or skilled nursing communities, they’re demanding increased service and quality, too. “They’re not comfortable with status quo of 10 or 15 years ago,” Dostert says. “They want quality care for their loved ones.

“It’s amazing how recently facilities were very much a place where you park your parent or your grandparent,” Dostert adds. “It’s really an exciting time to be working on these projects. You’re really impacting their lives. It’s so much more rewarding.”

Life Enrichment

When Edgewood Vista was built in Fargo about 10 years ago, it was on the cusp of the market for hospitality in senior living, says Kelsey Schaunaman, marketing director. “We beat the market and kept it updated,” she says.

After a few recent remodeling projects, the community now includes a movie theater, two libraries, a coffee shop, a soda shop, a private chapel, a billiards room, sitting areas with fireplaces and scenic views, a common area meant to mimic “Main Street,” and a dining hall that hosts orchestras, happy hour and other events. “We wanted to get away from that hospital feel,” Schaunaman says. “We wanted our residents to thrive and we wanted to bring their lifestyles to them.” The campus spans the senior care continuum, offering assisted and independent living, as well as memory and shortterm care.

Residents enjoy the hospitality elements of their campus, but so do their families and the greater Fargo-Moorhead community, Schaunaman says. “When people come into our building, they fall in love with it.” Families use the spaces for reunions, baby or bridal showers and other events.

The idea is to offer as much as possible, Schaunaman says, so residents maintain quality of life when they move in. “Life enrichment is really the trend — increasing that for seniors,” she says.

A soda shop at The Wellstead of Rogers Diamondcrest Senior Living community in Rogers, Minnesota, has an outdoor feel. IMAGE: WAI CONTINUUM

Edgewood Vista in Bismarck has a salon for its residents. IMAGE: SHELBY HARTUNG, EAPC ARCHITECTS ENGINEERS

Residents at Ridgewood Villa in Glenwood, Minnesota, have access to an on-site pool and swimming equipment. IMAGE: SHELBY HARTUNG, EAPC ARCHITECTS ENGINEERS

Managing Cost

WAI Continuum, based in St. Paul, works mostly on senior housing projects, and Scott Koester, the company’s vice president, says the new standard of design can be accomplished without astronomical cost increases. “The key is to provide a flexible environment where the staff and the management can accommodate different activities within the same space at different times of day or different days.” It revolves around multiuse space, he says.

“Designed well, the cost can be contained,” Johnson says. But there’s competition in the market now and senior care facilities are trying to provide the amenities and perks that will keep them in business.

“Basically, the thought process is … there’s a lot of competition for those dollars and for those amenities,” Dostert says. “The people are much more demanding of the facility they’re going into.”

Beyond the generational differences and competition, short-term and post-surgery care has helped bring about the evolution in senior housing design, also. Some assisted living or skilled nursing facilities are serving as temporary homes for patients in postoperative physical or occupational therapy, and quality and infrastructure demands for those patients are evolving, too. “We’ve gotten to a point where we can provide different levels of care for different levels of need for people in different stages of life,” Johnson says.

“We’re trying to remove all barriers and all limitations,” Dostert says. “It’s really making the business of designing elder care projects much more exciting, knowing you’re really having a positive impact on people’s lives.” PB

A sitting area for residents at Ridgewood Villa in Glenwood, Minnesota. IMAGE: SHELBY HARTUNG, EAPC ARCHITECTS ENGINEERS

Inside the Issues

Four HR professionals share their insights into the most common matters they’re tasked with addressing, and divulge the techniques they use

By Lisa Gibson

The human resources department at any given company has a broad spectrum of tasks and duties on its plate. HR staff might handle new hires, culture, engagement and behavioral or mediation matters, among others. Prairie Business asked four HR experts to share the most common challenges they face, and offer advice on how to handle them.

Here’s what they said.

Competitive Recruitment

With North Dakota’s economic downturn, caused by slumps in energy and agriculture, competitive recruitment has become difficult, says McKenna Larson, human resources director for AckermanEstvold in Minot. The state is no longer seen as the “land of opportunity,” shifting now to a volatile job market that sometimes deters people from planting

roots. “Being an architecture and engineering firm, we’ve never worked directly with either industry, but, indirectly, all companies are affected by the downturn in one way or another,” she says.

“Our solution to this problem has been sustaining our current staff through strong client relationships and diversifying into new industries. We’ve been fortunate enough to add talented members to our team during this economic downturn through both efforts.”

Bethany Berkeley, performance consultant for Dale Carnegie of North Dakota and Minnesota, based in Fargo, says the organization wraps together recruitment, engagement and retention. “Rather than working to alleviate these issues separately, we believe each component is connected and can be solved by taking a strategic big-picture approach

Bethany Berkeley

McKenna Larson

John Krueger

Trinity Lang

through succession planning,” she says. “Succession planning is a leadership endeavor that is complex, challenging and highly rewarding, and with the emerging post-boomer workforce, it is critical to act now.” The approach fills the talent pipeline and builds a company’s strength, she adds.

Retention and Expectations

Has the wrong person been hired, or the right person been lost?

“Hire slow, fire fast,” says John Krueger, vice president of Great Plains Benefits Group Advisers in Bismarck. If within the first 30 days an employer gets the feeling the new hire isn’t a good fit, the employer should consider letting that new hire go, he says.

GPBG Advisers helps its clients create a new hire kit, outlining specific expectations for benchmarks within a new hire’s first year. Once that year is completed, that hire is ready to train the next new hire, Krueger says.

Proper Interviewing Process

After collecting and reviewing resumés, a hiring team starts its interviewing process, which can vary by company and be as unique

as the companies themselves. However it’s done, interviewing should be thorough and properly planned. At Vaaler Insurance in Grand Forks, the hiring team interviews each candidate and follows up with post-interview testing through a third party, says Trinity Lang, Vaaler’s human resources and office manager.

“When we receive the test results — four in all, testing the applicant from personality and temperament to intellectual capacities on various levels — we take a good look at the tests as another valuable interviewing tool,” he says. “One of the benefits of the test results is the fact that we can get a sense of personality, skills and abilities to compare to our takeaway feeling from the interview.”

It’s crucial to define the perfect fit for the position before the interview process even begins, Lang says. It’s the employer’s responsibility to know what education level, skills and abilities, experience and temperament are required for the job.

Policy Vs. Culture

“One of the biggest issues facing our HR department is balancing policies that protect employees and employers while maintaining a vibrant culture,” Larson says. “We’ve found that policy not only helps you keep consistency when handling matters, but it allows us to live within the boundaries we’ve set.”

Succession planning is a leadership endeavor that is complex, challenging and highly rewarding, and with the emerging postboomer workforce, it is critical to act now.

– Bethany Berkeley PERFORMANCE CONSULTANT DALE CARNEGIE OF NORTH DAKOTA AND MINNESOTA

When an employee violates policies, the correct response is not to rewrite policy with smaller boundaries, she says. “If you write a new policy for every negative an employee may bring to the table, you will never have a culture that draws people to your business, fosters creativity and allows people to express themselves... We all have kinks, but it’s finding the balance between trusting your employees to do the right thing without letting them take advantage of you.”

An example of this is employee punctuality, an issue Lang says many companies struggle with. “We all have lives, traffic doesn’t stop when we hit the road in the morning, and the folks in line at Starbucks count pennies sometimes. Employers get it,” Lang says. Empathy from the employer is useful, but a solution is needed when an employee consistently shows up to work late. A one-size-fits-all approach to punctuality issues isn’t ideal, as employees face unique circumstances in their lives outside of work, Lang says. “What many have found that works is addressing the issue individually as needed, but encouraging timeliness often on a larger scale, and to all employees through emails or the morning hello while looking at your watch,” Lang says. “Educate employees on the policy, as well as the deterrents in place so everyone is on the same page. If this angle is not resolving the issue for a certain employee, it may be time to see if there is another issue or guide the employee to your company employee assistance program, if available. Oftentimes these issues can go deeper than traffic, or counting pennies.”

Communication

Employees want to know what is expected of them, why it’s expected, how they’re doing in their roles and what the end goals are, Krueger says. Communication comes up on every employee survey GPBG Employer Advisers has conducted, without exception, he says. To avoid issues, Krueger advises regular newsletters and emails distributed across the company, or frequent “all hands on deck” meetings. PB

We all have kinks, but it’s finding the balance between trusting your employees to do the right thing without letting them take advantage of you.

– McKenna Larson HUMAN RESOURCES DIRECTOR ACKERMAN-ESTVOLD

Contemporary and Comfortable

Microsoft Corp.’s campus in Fargo includes four buildings — Vision, Commons, Horizon and Vista — all with an emphasis on natural lighting, sleek and contemporary decor, and comfort. The campus includes multiple lounge areas, as well as coffee areas and music rooms, and makes unique use of greenery.

LEFT: Microsoft's Eagles Nest Conference Room on the second floor of the Horizon building has plenty of natural light, a sloped ceiling and unique lighting fixtures. Its decor boasts extensive use of wood. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

TOP: Vista’s third-floor lounge has a TV set into the wall and a row of hanging plants to accent its style. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

Vista’s lounge and riser area includes multiple options for relaxation. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

A walkway on the second floor of the Commons building, just above the cafeteria, features alternating colors and patterns in sitting areas along its edge.

TOP: The main entrance to Microsoft’s Commons building in Fargo. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

BELOW: The second-floor walkway inside Vista has pops of color on the walls, and makes use of natural lighting.

Victoria Sletten, inside sales representative, does some work in Vista’s music room. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

Nick Heilman and Nick van Hoff, inside technical sales professionals, have coffee on the first floor of the Vision building. IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

IMAGE: TY WILSON, TY + MCKENNA PHOTOGRAPHY

IMAGE: RICK HEIT, MINOT STATE UNIVERSITY

► SENIOR, MINOT STATE UNIVERSITY

► MAJORS: BIOLOGY AND CHEMISTRY

Alex Buchholz Successes and Setbacks

By Lisa Gibson

When Alex Buchholz ran for president of the Student Government Association at Minot State University, as a junior, he lost. It was humbling and “hit pretty hard,” he says, but as he looks back at his undergraduate career, he still wouldn’t change a thing.

As a senior, Buchholz ran for SGA president again and won. Now, he’s preparing to pass the torch to the newly elected president for next year. A native of Minot, Buchholz graduates this month with his bachelor of arts and will be off to the University of North Dakota School of Medicine & Health Sciences in Grand Forks, where he’ll study for the next four years.

A Career in Medicine

Buchholz plans to specialize in oncology, so he hopes to be a resident at Mayo Clinic in Rochester, Minnesota, after med school. “I’d want to learn from the best,” he says. “My goal throughout med school is to set myself up so I can go to a residency program at Mayo.”

His initial major at MSU was accounting, but he switched to biology and chemistry in the middle of his freshman year, after discovering his interest in medicine. So the medical field hasn’t been a dream since his childhood, but he’s passionate about it anyway. “I think I wanted to be an astronaut when I was a kid,” he laughs, adding that, like accounting, that career path also would have included a lot of math training. His career could take him out of the Midwest, he says, but he’s ready and open to opportunities that would include a change in scenery.

Student Government

Buchholz started his SGA involvement as a freshman, running for and winning a seat as a

student senator. He wanted to be involved in improving student life on campus and jumped at the opportunity to make new friends. The following year, he held the position of secretary for SGA.

In SGA, the president and senators are active on committees, advocating when an advocate is needed, he says. In Buchholz’s years in the association, it was involved in helping to lower international students’ health care costs in North Dakota, joining other North Dakota universities in voting no confidence on former North Dakota University System Chancellor Hamid Shirvani (who was ultimately released from his position), and implementing recycling measures across the MSU campus, among other actions.

After losing his first SGA presidential race, Buchholz focused on other projects and was appointed to lead the formation of the Residence Hall Association, which still thrives today under different leadership. “It’s really cool to be at the start of something and it still be there when you’re not in it,” he says. “That’s the test.”

Buchholz also saw an opportunity after losing the race to be more active in his fraternity, Mu Sigma Tau, and serve as president of Honor Society. “The biggest thing I took away from it is you’re not going to succeed all the time. You’ll maybe get pushed back a little bit. As long as you only pout for a day, not a month, you’ll see those opportunities.

“I think that was perfect for me.” PB

Lisa Gibson EDITOR, PRAIRIE BUSINESS 701.787.6753

INSIGHTs & INTUITION

How do you ensure meetings are efficient and productive, without consuming too much time?

Providing meeting agendas, limiting the number of participants and agreeing on next steps and action items is my winning trifecta to ensure meetings are efficient and productive. Clearly defined agendas communicate the purpose and goal of the meeting, so participants can be prepared. Limiting participants to key stakeholders will help ensure that the discussion does not get convoluted or sidetracked. Finally, always end your meetings with agreed-upon next steps and a review of any assigned action items.

Diane Stiles

VICE PRESIDENT

LAKE AREA TECHNICAL INSTITUTE WATERTOWN, SOUTH DAKOTA

Efficient and productive meetings are key to communication in an organization. At Lake Area Tech, we employ the following techniques to maximize the use of time:

1. Communicate the purpose in advance, intentionally choose invitees and dedicate a specific amount of time. These components are often communicated within the shared calendar invite to avoid miscommunication.

2. Naturally, related issues arise in discussion. It is essential to write down these issues and schedule separate time to discuss with the appropriate group rather than taking up time in the meeting when the issue typically does not impact all attendees.

3. Online task management software assists with identifying and tracking progress on the most important issues facing the committee.

4. Documenting meeting outcomes through minutes allows participants to quickly and accurately disseminate the information to other key stakeholders after the meeting.

Business Solutions for your Bottom Line

Tracy Sanger SENIOR PROJECT MANAGER NETWORK CENTER INC. FARGO

Always create an agenda to keep your meeting on point. Distribute it no later than the day before so attendees can come prepared. It’s important to be respectful of people’s time by defining the start and end time. Also, make sure you have the decision-makers in attendance. Throughout the meeting, stay on point and stick to the agenda. Avoid meeting disruptors by asking attendees to put away their mobile phones. Lastly, be sure to recap the meeting within 24 hours and detail the decisions and action items to move your initiatives forward.

Essentia Health uses an efficient and effective tactic called the huddle. A huddle is regularly dedicated daily or weekly time with those who work closely together to discuss changes or improvement in their daily work. Huddles are routine, include many stakeholders, and last no more than 15 minutes. Most importantly, huddles occur where work is being done, and not in a meeting room. The goal of the huddle is to take the pulse of activities happening that day or the coming week. It provides a time for the whole team to be “in the know” and promotes transparency.

As professionals, meetings may feel like necessary evils. It is important that proper organization takes place prior to the meeting. I recommend clearly identifying the goals you wish to achieve. This will help you structure a meaningful and detailed agenda to send to attendees in advance. This allows attendees time to prepare and understand expectations before the meeting even begins. Sticking to the agenda, however, is sometimes the most challenging aspect. Be sure to reference the agenda often, table items that aren’t resolved in the allotted time, and assign follow-up actions for outstanding issues.

Rob Cunningham

SENIOR VICE PRESIDENT OF OPERATIONS ESSENTIA HEALTH-WEST FARGO

Michael Toy

Darcy Volk

CHIEF OPERATING AND STRATEGY OFFICER

FIRST INTERNATIONAL BANK & TRUST FARGO

VICE PRESIDENT OF PROCESS AND SYSTEMS KLJ BISMARCK

2016 Tax Data

6,925,658 944,930

7,779,688 898,253

January Crude Oil First Purchase Price

Residential Natural Gas Prices

DATA PROVIDED BY DAVID FLYNN , CHAIR OF THE UNIVERSITY OF NORTH DAKOTA DEPARTMENT OF ECONOMICS. REACH HIM AT DAVID.FLYNN@BUSINESS.UND.EDU