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Health CareRural Health Care seeing change pg. 28

MONEYpg 46TECHNOLOGYpg 24SALES/MARKETING pg 22

ECONOMIC DEVELOPMENT pg 20

LEADERSHIP/MANAGEMENT pg 16

Company Spotlight:Fisher Industries’ headquarters drives business pg 18Technology

Web strategy critical forbusiness successpg 26

Scan forinstant access

to NorthernPlains News

Community Spotlight:Strong core manufacturing

pushing Alexandria, MN pg 40

October 2011

The direct anterior approach to total hip replacementmakes the incision from the front side of the hip wherethere is less tissue and muscle. By cutting through anddamaging less tissue, patients heal faster with less pain.

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4 Prairie Business October 2011

Volume 12 No. 10CONTENTS

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26

28

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40

6 From the Editor’s Desk

8 Professional Spotlight

8 Matthew Mohr

10 Prairie News

14 Prairie People

16 Leadership/ManagementThe future of health care is Home

Company Spotlight:Fisher Industries: Dickinsonheadquarters drives businessThe economy seems to drive a lot of what Fisher Industriesdoes from its headquarters in Dickinson, ND.

20 Economic Development - Foundationeligible for $1 million TalentDividend prize

22 Sales/Marketing -10 steps to better voicemail

24 Technology - So you have selectedan EMR, now what?

Cover Story: Web strategy critical forbusiness successThe last five years has seen web strategy become an

increasingly critical success factor for businesses. Thisincludes Social Media, Facebook, Twitter, and blogs.

Cover Story: Rural health careseeing changeMany health care organizations are finding that once apotential health care professional steps through their doorsthere is a pretty good chance they are hooked. Despite thatoptimism, many will also tell you that it is tough to bringhealth care professionals to rural America.

Cover Story: Long-time businesseshave impact on regionLong-time businesses have impact on region - Businesslongevity means job security and a means for economicdevelopment in communities across the region.

Community Spotlight: Strong coremanufacturing pushing Alexandria, MNThe one thing that can be said about Alexandria, MN, is thatit has a strong core of manufacturing that spurs economicgrowth.

46 Money - How to reduce auto insurancecosts regardless of your record

48 Viewpoint

54 By the Numbers

Wind investment creates jobs,but faces challengesThose who are investing in wind energy are finding that jobsare being created.

ONE designing geothermal systemsObermiller Nelson Engineering (ONE) BuildingConsultants has been designing geothermal HVACsystems in commercial buildings since the early 1990’s.

NDSU researchers develop revolutionarybiobased technologySeveral crops produced in North Dakota could play asignificant role in biobased resins and coatings recentlydeveloped by researchers at North Dakota State University(Fargo, ND).

Next MonthIn November, Prairie Business magazine will focus on why this region is dedicated to researchand the impact it has on the business community. In addition, finding workers is part of thegame when developing an economic development program.What are the unique ways workersare being found in this region?

On the airJoin Prairie Business magazine Editor Alan Van Ormer and host Merrill Piepkorn on Thursday,October 20 at 3 p.m. on any Prairie Public radio station to hear more about the October coverstories. To listen to Prairie Public, visit www.prairiepublic.org/radio/hear-it-now.

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To Lake Region Healthcare.Trusted professionals. Unsurpassed outreach.

Over 100 years dedicated to our community’s health.

www.lrhc.org (218) 736-8000 712 Cascade St. S. | Fergus Falls, MN 56537

Health andwellbeing for life.

Where do yougo from here?

“Apple a Day” on AM 1250 radio

Lake Region Hospital Foundation

Cancer Care & Research Center

Mill Street Residence

Elbow Lake Eye Care

Athletic Republic

Clinic Services

Acute care

Proud to serve the people and businesses of

Fergus Falls and surrounding communities.

To learn more about our services go to

www.lrhc.org or call (218) 736-8000.


Mike Jacobs, PublisherAlan Van Ormer, EditorZach Ahrens, General ManagerTina Chisholm, Production ManagerBeth Bohlman, Circulation ManagerKris Wolff, Layout Design, Ad Design

GGEENNEERRAALL MMAANNAAGGEERR::

Zach Ahrens [email protected]

SSAALLEESS::

Brad Boyd [email protected] western ND/western SD

John Fetsch [email protected] eastern ND/MN/eastern SD

EEDDIITTOORR::Alan Van Ormer [email protected]

EEddiittoorriiaall AAddvviissoorrss::Dwaine Chapel, Executive Director, Lake Area Improvement Corporation;Bruce Gjovig, Director, Center for Innovation; Lisa Gulland-Nelson,Communications Coordinator, Greater Fargo Moorhead EDC; Dave Haan,Director of Public Relations and Digital Development at Lawrence &Schiller; Dusty Johnson, Chief of Staff for South Dakota Gov. DennisDaugaard’s office; Brekka Kramer, General Manager of Odney; MatthewMohr, President/CEO, Dacotah Paper Company; Nancy Straw,President, West Central Initiative

Prairie Business magazine is published monthly by the Grand ForksHerald and Forum Communications Company with offices at 8083rd Ave. S., Ste. 400, Fargo, ND 58103. Qualifying subscriptionsare available free of charge. Back issue quantities are limited andsubject to availability ($2/copy prepaid). The opinions of writersfeatured in Prairie Business are their own. Unsolicited manuscripts,photographs, artwork are encouraged but will not be returnedwithout a self-addressed, stamped envelope.

Subscription requests:Free subscriptions are available online to qualified requestorsat www.prairiebizmag.com.

Address corrections:Prairie Business magazine PO Box 6008 Grand Forks, ND 58206-6008 Beth Bohlman: [email protected]

Online: www.prairiebizmag.com

An SBA Award Winning Publication

For daily business newsvisit prairiebizmag.com

And many companies in the region are using that rapidlychanging technology – in the case of this month’s cover story– to provide a sophisticated web strategy to help grow a

business.You will read in the cover story several reasons why a web

strategy is important. Like other businesses in the region, PrairieBusinessMagazine sees the web as an important piece in its overallmedia strategy. Take these numbers:

74 – that is the percent of visitors that are one time users onlinefor Prairie BusinessMagazine.

3,791 – that is the number of visits the magazine’s online site hadin August.

3,069 – that is the number of unique visits to the magazine’s website that same month.

That has to change in order for Prairie BusinessMagazine to growits online presence and make our readers continue to visit thewebsite to learn more about the business world. We understand, likemany businesses in the region, that online is part of the overallpackage.

It is safe to assume that the 74 percent figure ties into when theonline version of the magazine is placed on the website. However,many probably don’t know that Prairie BusinessMagazine also has aTwitter account (@prairiebiz) and a Facebook account(facebook.com/PrairieBusiness). In addition, I’m not sure our readersknow that the website is updated daily with stories from around theregion. And in the future, the magazine’s website will feature abusiness Blog.

These are many of the same ideas that those who specialize inweb marketing say needs to be accomplished on a website in order todrive traffic to that particular website. And we, like most businessesin the region, are still grasping how the concept benefits ourbusiness.

As you are reading the online version of Prairie BusinessMagazine in October, think about coming back throughout themonth to see what else is happening in this region in the businessworld and participate in our social media sites.

Technology is always changing and quickly!

From the editor’s desk

Your online experience

prairiebizmag.com 7

Call 1-800-908-BANK or visit Bremer.com.

Member FDIC. ©2011 Bremer Financial Corporation. All rights reserved.

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for success. Let us show you how to take your business to the next

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Connect your businesswith decision makers and political leaders of theNorthern Plains. PrairieBusiness is the only re-gional business magazinethat reaches over 60,000readers every month.*

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(*According to standard industry pass-along ratesfor business to business publications)

Brad BoydAccount ManagerBismarck-Mandan western ND/western SD800.641.0683 p 701.751.3773 f [email protected]

John FetschAccount ManagerFargo/Moorheadeastern NDMinnesotawestern SD701.232.8893 p 701.280.9092 f [email protected]

Put Your BusinessFirst


My parents raised me to give 150 percent to everything Ibelieve in,” Brimhall states. “When my degree at Concordiarequired an internship I advocated to become a member of

the college community. I worked unpaid for nine months to ‘get myfoot in the door’ and I have been here ever sense.”

Brimhall is in currently the Interim Provost of M State FergusFalls, which has locations in Detroit Lakes, Moorhead, and Wadena(MN.) She received her bachelor’s degree in communications andadvertising at Concordia College, and her master’s degree inOrganizational Leadership at Capella University.

What Brimhall says is amazing to her about working in educationis having an opportunity to see people’s lives change every day. “Iwake up knowing the organization for which I work is doingeverything we can to make change in our region,” she says. “Itcertainly puts an extra hop in my step and helps keep me focused ondoing my best work.”

During tough times, Brimhall says one source of inspiration for

her is her immediate and extended family. “Knowing I have anamazing family waiting for me every night when I get home is ablessing and certainly makes any tough times easier to get through,”she says. ‘The other source of inspiration for me is a positive attitude.I always joke with colleagues that I love living in a “sunny world”.Although I can empathize with the tough times and struggles we allface in our jobs, I choose to focus on the positive future of theorganization.”

The advice Brimhall would give to younger women as they followtheir career path is to strive to find the balance and to believe balanceis possible. “Many women looking at management or leadership rolesbelieve you have to choose between having an amazing family andhaving an amazing career,” she explains. “In addition, it takes a villageof supporters to build a successful career. Define your support systemearly in your career and don’t be afraid to ask for help from each ofthose people.” PB

Alan Van Ormer - [email protected]

Gearing up for growth

Brimhall: Always wanted acareer, not just a job

Money must be allocated to plant, property,inventory, accounts receivable, and similarassets. Money is also spent for added

employees (rarely can you add people just as needed –people are added in anticipation of need), advertising,supplies, and all the things that enable a business torun. A lot of businesses got caught overspendingduring the current economic downturn, and as thegrowth failed to materialize, expenses grew too fast tobe contained. Even though our region has doneremarkably well, a number of enterprises have sufferedas their customers pulled back spending.

I recently was invited to participate in a businesswhich has a wonderful reputation, great client base, andis in one of my favorite industries. As we discussed myinvolvement, it became obvious the business was set up

for a much larger volume. The owner had in place over$1 million in assets, solid, well-paid employees, facilitiesand everything that was needed for the desired volumeto be highly profitable, but key customers haddrastically been forced to cut back rather than carryforward with continued expansion. As much as I likedthe business and the industry, our current economicconditions dictated a conservative approach, so I didnot become actively involved.

An enterprise must grow to be able to provideadded employment, good benefits, and remainprofitable, but when anticipated growth fails tomaterialize it is costly. Planning and spending inanticipation of growth is a very hard challenge; perhapsone of the biggest risks a business owner must take.PB

Business Advice

MATTHEW D. MOHRCEO,

Dacotah Paper [email protected]

When a business expects or attempts to grow, the owner must devoteimmediate expenditures for operations to cover the costs of desired growth.

Carrie Brimhall, Interim Provost at Minnesota State Community & Technical College(M State – Fergus Falls, MN), has always wanted a career and not just a job.

CARRIE BRIMHALLInterim Provost

Minnesota State Community &Technical College, Fergus Falls, MN

Professional Spotlight

“

Answers you can trust - From people who care

800-323-7583www.dacotahpaper.com

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Press releases and photos about business news and events in North Dakota, South Dakota andwestern Minnesota can be e-mailed to [email protected] for considerationPrairie News

HORIZON HEALTH CARE RECEIVES TECHNOLOGY GRANTHorizon Health Care (Howard, SD) was awarded a $300,000 Rural

Information Technology Grant to fund the Prairie Health InformationTechnology Network Project.

The network includes Horizon’s 17 medical clinic locations, as well as nineother rural clinics across South Dakota. The network will allow health carefacilities to share electronic medical resources among members, along withenhancing professional development.

SANFORD GALA EVENT INTRODUCES INITIATIVESSanford Health introduced several initiatives during Sanford

Gala Week in August.Among the initiatives was the launching of the Edith Sanford

Breast Cancer. The Edith Sanford Breast Cancer marks anenterprise-wide turning point in breast cancer care and research.By using the data, physicians and researchers will work toevaluate each woman’s risk, identify best treatments, andultimately hope to end breast cancer.

In addition, plans were unveiled for a $360 million, 371-private room Sanford Fargo Medical Center in Fargo, ND. It isexpected to be the largest of its kind in North Dakota. Thefacility will focus on a healthy environment, convenience forpatients, patient, and staff safety, enhancement of privacy,reduction of noise, standardization and support for clinicalresearch and education. Completion is expected in 2016.

In addition, a children’s clinic is being opened in Israel, and aclinic to serve both children and adults will be opening inGhana, Africa. The facility in Israel will provide general pediatricservices to area children, while the facility in Ghana will takeresponsibility for the operations of an existing primary careclinic in Cape Coast, Ghana.

MARONEY COMMONS OPENSMore than 500 individuals attended the Grand Opening of

Maroney Commons (Howard, SD) in August, a $6.5 millionfacility designed to help educate people and groups changing thementality of a fading rural landscape to a place of new andinnovative opportunities.

The 32,000 square foot Maroney Learning Center Complexincludes a conference center, smart classrooms, on-site lodging,and wellness center. In addition, the facility will support the greenenergy training program. The facility features green technology inits design and operations and was constructed to meet LEEDPlatinum certification.

SPECTRUM AEROMED RECOGNIZED ON LIST OF FAST-GROWING COMPANIES

Over the past three years, Spectrum Aeromed has grown its revenue by799.3 percent to earn the position of 433 on the 2011 Inc. 500 list, Inc.Magazine’s annual ranking of the fastest-growing private companies inAmerica.

The company realized revenue of $7.9 million in 2010, it has 20 fulltime employees at its headquarters in Fargo, ND and also has client servicesoffices in Vancouver, Washington and Munich, Germany. The company’slife saving air ambulance equipment, engineered and manufactured inFargo, is in use worldwide as evidenced by the fact that 80 percent of thecompany’s revenues are generated through exports.

As an Inc. 500 honoree, Spectrum Aeromed shares a prestigiouspedigree with such notable alumni as Zappos, SAS, Under Armour,Microsoft, Oracle and scores of other entrepreneurial powerhouses.

Eligible companies are ranked according to percentage revenue growthfrom 2007 through 2010. To qualify, companies must have been foundedand generating revenue by March 31, 2007. Additionally, they had to bebased in the United States, privately held, for profit, and independent—notsubsidiaries or divisions of other companies—as of Dec. 31, 2010. (Sincethen, a number of companies on the list have gone public or beenacquired.)

The minimum revenue required for 2007 is $100,000; the minimum for2010 is $2 million. Revenue figures given in the company profiles are forcalendar years, as are employee counts. Full-time and part-time employeesare included in the employee counts; independent contractors are not.

Inc. reserves the right to reject applicants for subjective reasons.

prairiebizmag.com 11

NDSCS LAUNCHESFREE MOBILE APPLICATION

The North Dakota State College ofScience (Wahpeton, ND) has launchedNDSCS Mobile, a suite of smart phoneapplications that gives students, faculty, staff,and visitors the ability to tour the campus,browse event calendars, get the latest news,and view campus photos.

LEGACY ELECTRONICS BEGINS OPERATIONS IN CANTON, SD Legacy Electronics, an ISO 9001:2000 certified contract manufacturer, designer and tester of high-

speed, high-density memory modules, printed circuit boards, and other computer products, has begunproduction at its 40,000 square foot manufacturing plant in Canton, SD.

Jason Engle, Legacy Electronics’ chief executive officer, announced earlier this year that Legacy wasexpanding to Sioux Falls and moving its sales and administrative offices. In March, the firm choseCanton for its manufacturing operations and in June completed Phase 1 of the move from SanClemente, CA, including installation, calibration, and qualification of the Canton electronicscomponent production line.

Did YouKnow…Gallup’s Job CreationIndex ranks NorthDakota as the top jobmarket in the countryfor the first half of2011 continuing a longstreak near the top asNorth Dakota hasranked in the top 10from January 2008 toJune 2011. Source: Bismarck-Mandan DevelopmentAssociation Highlights


AVERA MCKENNAN IS CHOSEN AS A BESTEMPLOYER FOR WORKERS OVER 50 BY AARP

Avera McKennan Hospital & University Health Center hasbeen named a winner of the 2011 AARP Best Employers forWorkers Over 50 Award.

Each year, AARP selects 50 employers that havedemonstrated exemplary practices with regard to recruitment,retention and promotion of older workers. The AARP BestEmployers for Workers Over 50 program awards businesses andorganizations that have implemented new and innovativepolicies and best practices in attracting and retaining top talentin today's multigenerational workforce.

Programs at Avera McKennan which are attractive to olderworkers include flexible work environments and scheduling,educational opportunities, life and health benefits, retirementplan, a commitment to work-life balance, and an excellentemployee health program. Avera McKennan developspartnerships, for example, with Sioux Falls’ Center for ActiveGenerations, to cultivate contacts with prospective employees.For retirees and others who wish to make a meaningfulcontribution to their community, Avera McKennan involvesmore than 1,000 volunteers in many varied opportunities.

Names of the AARP Best Employers for Workers Over 50 willbe published in AARP The Magazine, which is distributed tomore than 24 million households.

AG INDUSTRY VETERANS LAUNCH NEW COMPANYIntelligent Agricultural Solutions (Fargo, ND) has been formed to

bring new high-technology, low-cost ag electronics to the competitivemarket place.

Barry Batcheller, founder of Appareo Systems, LLC, and Howard Dahl,co-founder of Amity Technology, formed the new company combiningAmity’s agriculture industry success with Appareo System’s aerospaceindustry innovations and technology.

Press releases and photos about business news and events in North Dakota, South Dakota andwestern Minnesota can be e-mailed to [email protected] for considerationPrairie News

SDSU INNOVATION CAMPUS DRAWS MINNEAPOLISLAW FIRM

Minneapolis-based intellectual property law firm, PattersonThuente IP is the newest partner in the SDSU Innovation Campus(Brookings, SD).

The firm, which currently has an office in Minneapolis andemploys 26 attorneys, will move into the campus on Jan. 1. PattersonThuente IP helps creative and inventive clients worldwide protect, andprofit from, their ideas.

BETTER BUSINESS BUREAU ANNOUNCES 2011INTEGRITY AWARD FINALISTS

The Better Business Bureau of Minnesota and North Dakota haveannounced its 2011 finalists for the Better Business Bureau IntegrityAwards. The Integrity Awards is given to companies who exemplifyethical behavior and display integrity in all aspects of theiroperations.

Among the finalists is State Bank & Trust in Fargo, ND.The 12th Annual Integrity Awards ceremony will take place on Oct.

24 at the Guthrie Theater in Minneapolis, MN from 6 p.m. to 9 p.m.

LADUCER & ASSOCIATES SELECTED FOR ‘SBA 100’Laducer & Associates, Inc. (Mandan and Belcourt, ND) was

recently designated as a ‘SBA 100’ company. ‘SBA 100’ features 100hundred businesses across America that has created at least 100 jobssince receiving SBA assistance.

Laducer & Associates, Inc. was founded in 1985 as a four-personoperation and now employs more than 350 people. Laducer &Associates provides large scale data capture information managementservice contracts for major corporate and government clients.

EAPC ARCHITECT NAMED‘YOUNG ARCHITECT OF THEYEAR’

Gloria Larsgaard, an architect in EAPCArchitects Engineers in the Minot, NDoffice, has been named ‘Young Architect ofthe Year’ by AIA North Dakota for 2011.

Larsgaard was recognized for herparticipation and contributions in rolesboth as a team member and a team leader.She led the development of a codesummary template for all projects withemphasis on medical project, as well asspearheaded the production ofapproximately $20-$25 million in medicalprojects on average annually, and recentlymanaged the production efforts for theinterior architecture of an $85 millionmedical complex.

YOUNG PROFESSIONALS HIREEXECUTIVE DIRECTOR

The Greater Grand Forks YoungProfessionals (Grand Forks, ND)organization has hired Stacey Heggen as itsExecutive Director.

Heggen will work to strategically moveforward organization forward withinitiatives that attract and retain youngtalented adults to the region.

The UND graduate previously led theDevils Lake Young ProfessionalsOrganization as the chapter’s firstchairperson and was also instrumental infounding the Devils Lake YP organization.Prior to this role, Heggen served the BensonCounty area as an NDSU Extension Agent.

WETZEL NAMED EXECUTIVEDIRECTOR OF MEDCENTER ONEMEDEQUIP ONE

Jeff Wetzel has been named executivedirector of Medcenter One MedEquip One(Bismarck, ND). Wetzel had been serving asinterim director of the facility. Prior tobeing with MedEquip One, Wetzel wasdirector of Medcenter One OccupationalHealth Clinic.

Medcenter One MedEquip One providesprostheses, orthotics, scooters andwheelchairs, lift chairs, oxygen, sleep apneaequipment, compression stockings and acomprehensive list of other medicalproducts and services.

LAKE REGION HEALTHCARENAMES LAYMON DEVELOPMENTDIRECTOR FOR FOUNDATION

Denise Laymon is the new DevelopmentDirector for the Lake Region HealthcareFoundation (Fergus Falls, MN). Denisereceived her Bachelor of Science Degree inBusiness Management from the Universityof Mary, Bismarck, ND and is nearcompletion of her Masters Degree inStrategic Leadership, which is also throughthe University of Mary.

Since 1999, she has served as theExecutive Director of the Thief River FallsEducation Foundation. She also served asthe Executive Director of the Association ofFundraising Professionals of North Dakota.She will be responsible for Foundationactivities including development of theannual giving program, grant writing, andspecial events.

DIETER NAMED CHAIR OF USDNURSING DEPARTMENT

Carla Dieter, Ed.D., R.N., F.N.P-B.C., hasbeen named chair of the University ofSouth Dakota’s (Vermillion, SD)Department of Nursing. Most recently, sheserved as the interim chair and is anassociate professor for the USDDepartment of Nursing. She has been thedirector of Nursing Education Scholarshipat USD since 2010.

Dieter has had extensive teachingexperience in undergraduate and graduateeducation as well as being an experiencedFamily Nurse Practitioner. Prior to USD,she served in various undergraduate andgraduate positions at the South DakotaState University College of Nursing. Mostrecently as associate professor and familynurse practitioner at Student HealthServices, Dieter coordinated the graduateFamily Nurse Practitioner and Doctor ofNursing Practice program at SDSU.Additionally, she has led faculty inevaluating the scholarship of teaching andlearning across the nursing curriculumwhile at both USD and SDSU. Before hercareer as a nursing educator, Dieter was anursing staff member at hospitals in SiouxFalls, SD, Norfolk, NE, Osmond, NE, andOmaha, NE.


Please e-mail photos and press release announcements of hirings, promotions, awards and distinctions received by business leaders in North Dakota, South Dakota and western Minnesota to [email protected] for consideration.

GLORIA LARSGAARD

STACEYHEGGEN

JEFF WETZEL

DENISELAYMON

CARLADIETER

Prairie People

Institutionalized facilities and traditionalcare models are no longer what societywants. The future is about how people

live, not just about how people age. Nancy and her family had reached the day

when they had to find a new place for momto live. She was no longer able to be alone.Saturday morning a drive to the nearestcommunity with a nursing home was theplan. They would take a tour and checkroom availability. However, bringing momalong was probably not a good idea as it wasgoing to be hard enough to move her fromthe farm to a nursing home room when the

time came, and seeing what she was in store for would only upset her.It was a small community so finding the nursing home that day

should be easy. After several trips up and down 4th street unable tofind the institution, a call to the facility was made to clarify the location.Yes, the address was correct, but this was not a nursing home, it lookedlike a neighborhood. It looked like four houses with their own frontdoors, a porch and a doorbell.

You see this is not a “nursing home”, it is a “household of care” thatpromotes dignity, personal choice and well-being. When you open thefront door, you enter into the hearth room and you can see the kitchenand dining room in the open floor plan. The bedrooms surround theliving, dining, and kitchen area. There is a small exercise room and aden – just like at your house. There are no long hallways or corridorswith a nurse’s station in the center. There is no feeling of dignity lost.Heads are not hung low with looks of sadness and despair.

NO, PEOPLE ARE LIVING HERE! Grandma is doing her laundry,Aunt Lucy is baking bars, and Grandpa Joe is weeding the garden.

You see, there is an unwritten rule for this home - if at all possible,the family in this house participates in how life is lived here. Just likehome, everyone is expected to contribute. Menu planning, socialcalendars, personal calendars are all coordinated by the staff but led bythe residents. Meals are prepared right in the house with everyonepitching in as able. The activity program is life, which does includesome fun! It may be 10 or 12 bedrooms but it looks, smells, and feelslike a regular home.

The future requires reinventing the perception of what a nursinghome or assisted living is. It requires the freedom of personal choiceand opportunity for privacy and socialization. It must feel like “home”and provide a sense of community with high quality personal care. Itmakes you think, “ Mom would like it here, she could be involved andhave a sense of purpose.” It is not an apartment down a long double-loaded corridor she could hide out in and avoid social interaction. It’s ahouse where her large bedroom opens to the hearth room, where shecould have privacy if needed, or where she has a much needed friendnow that Dad is gone.

Nancy’s anxiety about moving her mom to town had changeddrastically that Saturday morning. She was no longer dreading theconversation with her mom about the move. She was excited! She knewher mom would love it there. It was a place to call “home.” PB

The future of health care . . . is Home

Change is happening!

Leadership/Management

A place that gives

her a reason to live!

MICHAELCRANNY

Director of ConsultingServices

Nor-Son, [email protected]


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Fisher Industries

The economyseems to drive alot of what FisherIndustries doesfrom itsheadquarters inDickinson, ND.

Company Spotlight

Fisher’s diverse portfolio, that includes concrete,asphalt, drilling, blasting, paving services, andequipment manufacturing, as well as various

aggregate products, has allowed it to continue togrow. In 2012, Fisher Industries is expected to see a 5percent increase in sales.

“People know of us because of our efforts,” statesCurt Kittelson, Sales Manager of the General Steeland Supply Company within Fisher Industries. “Welike the tough jobs. If they need something rightnow, we can react to things overnight.”

The 60-year-old family-owned company startedfrom a farm northeast of Dickinson. Today, there are700 employees and $300 million in sales. Along withthe Dickinson headquarters, Fisher Industries hasoffices in Tempe, AZ, Las Vegas, NV, Reno, NV,Albuquerque, NM, Spearfish, SD, Billings, MT, andGlendive, MT.

Fisher Industries crushes an estimated 30 milliontons of aggregate each year used for concrete,asphalt, country roads, and decorative projects.

In 2007, Fisher Industries secured the largestcontract ever awarded by the Nevada Department of

Transportation when it was assigned theconstruction of the I-580 Extension. This projectlinks Reno and Carson City including five bridgesand 8 ½ miles of brand new, six lane freeway. Thebridge will span Galena Creek extending 1,790 feetand 300 feet tall, making it one of the largeststructures of its type in the United States.

In November 2004, Fisher industries started workon a $200 million, four year, high-end residentialproject in Henderson, NV. The job entailedexcavating 300 residential lots out of a mountain ofrocks. The project site encompasses 640 acres ofresidential homes that have a view of the Las VegasStrip.

Diversification has been key to the companies’success allowing Fisher Industries the opportunity towithstand economic downturn.

“Then there is Tommy’s vision (owner TomFisher,)” Kittelson says. “His vision is to take or makeeverything the best we can. That means pouring allof our assets into making the company successful.”

Fisher believes that the company’s ability to beable to respond to emergency or fast-paced projects,

Dickinson headquarters drives businessGalena Bridge between Carson City and Reno, NV (photo courtesy of Fisher Industries)


whether crushing, doing asphalt and concrete or manufacturingequipment, provides future opportunities with customers becauseFisher Industries is able to provide the service they need and help thembe successful.

Fisher adds that the company is geographically located so that it canmove operations into areas that are experiencing growth, such asmoving some crews from Arizona to North Dakota and doing it inquick response.

Other key components include the companies’ management teamand longevity of the employees. “All can see that vision,” Kittelsonstates. “We’re doing this to get something done for our customers, aswell as ourselves.”

The housing downturn has caused some difficulty for the companybecause there is more competition than before. “Prices have gone downconsiderably,” Kittelson explains. “Companies are taking work to keepthe equipment busy and the people working.”

In western North Dakota, welders are becoming difficult to find.“Young people just don’t look at welding,” Kittelson explains. “And thecompetition to hire welders is high in our area.”

One thing that has helped with the challenge is what Kittelson states

is a top-notch benefit package. This package includes good wages,health care expense, and good working conditions. “Now we really haveto push our benefits package,” he says.

Another challenge is that Fisher Industries is located in an area thatis difficult to deliver products. “There are several logistics issues such astrucking,” Kittelson says.

In addition, federal money isn’t there for infrastructure projects likebefore. Again, this leads to heavy competition.

Kittelson says there are opportunities in the future. Much of it isdependent on the economy and a federal highway spending bill toupgrade the infrastructure.

“We’re a strong company and we are already looking at ways to helpourselves,” Kittelson states.

One of the opportunities lies in the international market thatincludes South Africa, Australia, and Canada.

“The South African market is amazing,” Kittelson says.Fisher adds that the company’s manufacturing division has taken

Fisher Industries into new industries, like the oilfield, because of itscapabilities and desires to take on unique projects. PB


THE FISHER FAMILY OF BUSINESSES INCLUDES:FISHER SAND & GRAVEL CO.

FISHER READY MIX

QUICK FACTS:HISTORY: FISHER SAND & GRAVEL CO. WASFOUNDED IN 1952 IN DICKINSON, NDSALES: $300 MILLIONEMPLOYEES: 700PRODUCT: FISHER INDUSTRIES CRUSHES ANESTIMATED 30 MILLION TONS OFAGGREGATE EACH YEAR USED FORCONCRETE, ASPHALT, COUNTRY ROADS,EQUIPMENT MANUFACTURING, ANDDECORATIVE PROJECTS.

Fisher Industries in action (photos courtesy of Fisher Industries)

The subject read, “$1 Million for Your City.”Regardless, Beaton, the Executive Directorof the Fargo-Moorhead Area Foundation

opened the message.The message announced Fargo-

Moorhead’s eligibility for the Talent DividendPrize, a joint effort of CEOs for Cities, TheKresge Foundation, and Lumina Foundation. Itis a $1 million prize, to be awarded to the citythat shows the greatest increase, per capita, in thenumber of post-secondary degrees awarded overa four-year period. The prize is to be used for anational campaign focused on talentdevelopment for the winning city.

Research by the Talent Dividend Networkindicates that 58 percent of a city’s success, asmeasured by per capita income, can be explainedby the percentage of the adult population with acollege degree. This research forms the basis forthe Talent Dividend Network belief thateducational attainment is the biggest predictor ofsuccess for cities and metropolitan areas today.

Though more than 100 cities were eligible for thecompetition, only 57 cities completed the application. One ofthe criteria is that a community foundation must be the fiscalsponsor. Beaton, as Executive Director of the Fargo-Moorhead Area Foundation, completed the application andbegan meeting with area leaders of education and business.

Beaton is convinced that the Fargo-Moorhead area has astrong chance to win the Talent Dividend. “We are competingwith some very large cities; however, I believe that our strongfocus on education, our excellent institutions, and ourgrowing business community will make us very competitive. “

Meetings with representatives from every area institutionawarding two and four-year degrees, The Chamber, and theGreater Fargo-Moorhead Economic DevelopmentCorporation have reinforced this belief.

“This process, even without winning the $1 million prize,has created an opportunity for the Foundation to convenebusiness and education for the betterment of the entirecommunity, states Beaton. “According to CEOs for Citiesresearch, an increase in the graduation rate of just 1 percentwould create a $763 increase per person in the Fargo-Moorhead area.” PB

Foundation eligible for $1 million Talent Dividend prizeWhen Tim Beaton first glanced at the e-mail message, he immediately thought it was a scam.

Economic Development


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Grand Forks Alerus CenterNovember 5-6

Admission $2, kids under 12 free

FREE REUSABLE BAG WITH ADMISSION;BRING IN YOUR OWN REUSABLE

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CHAR HERSRUDAdvancement Officer Fargo-Moorhead Area

[email protected]


Sales/Marketing

After all, a customer’s image of your business is the sum of everyencounter they’ve ever had with it, including your voicemails.

Here are 10 steps to improve how you use voicemail:Step 1 – Prepare. Before recording your outgoing voicemail, write

down a few key points. But don’t totally script yourself—you don’twant to sound like you’re reading.Step 2 – Include the Essentials. In your outgoing voicemail: Include

your name and your company’s name. Let callers know they’reconnected to your voicemail. We’ve all started speaking because wethought a recording was a “live” person. Encourage callers to leave avoicemail. Assure the caller that you’ll hear their voicemail and respondto it. Include a positive closing statement such as, “I look forward tospeaking with you.”Step 3 – Provide an Escape Hatch. The caller may need to speak with

someone from your business right now. Give them a chance to dial “0”to opt out of your message and transfer to a receptionist or associate. Step 4 – Don’t Be Patronizing. Voicemail has been around for a long

time; we all know how to use it. Don’t waste time by giving callerspedantic instructions (“When you hear the tone…”).Step 5 – Add Energy. Whether you’re leaving a message or recording

your outgoing voicemail message, you don’t have to sound bored. Youcan control your volume, pace, articulation and tone of voice to varyyour messages. Try standing when you record your outgoing message. Step 6 – Use Positive Language. Positive language keeps things

moving in a forward direction. Words and phrases that carry positiveimpact include, “I’ll be happy to,” “I’ll be glad to,” “please,” “thank you,”and “appreciate.” Step 7 – Keep it Fresh. If you don’t change your outgoing voicemail

message daily, listen to it periodically andrevise it, especially if you get multiple callsfrom the same individuals. Changing yourvoicemail from time to time demonstratescreativity.Step 8 – Time-Stamp It. Not all phone

systems indicate the time and day a callcomes in. When you leave a message, state theday and time of your call. It’s also a good ideato let callers know when you’ll be available fora callback.Step 9 – Say it Twice. Whether you’re

leaving a message or recording your outgoingmessage, always repeat telephone numbers.Step 10 – Smile! Smile and be yourself.

Relax and have a little fun with it. You canhear a smile. View each voicemail as a mini-performance. Each and every voicemailreflects on you and your business! PB

DR. MICHAEL DEANTrained at Mayo Clinic, Dr. Deanprovides general orthopedic careand specializes in:* knee arthroscopy* fracture repair* total joint replacement

!)+% &#!( '$" * www.jrmcnd.com

Orthopedic SurgeonDr. Michael Dean

As part of Jamestown Regional MedicalCenter’s commitment to the communityand region, having Dr. Michael Dean onstaff gives patients the option of havingprocedures performed locally.

For an appointment withDr. Dean call (701) 952-4878.

I came to Jamestown to serveSouth Central North Dakota.I look forward tomeeting you,Michael Dean, MD

hael. MicDr hael Dean

10 steps tobetter voicemailIt’s time to stop thinking of voicemail as merely anecessary evil—use it to your advantage! Treatvoicemail as your electronic business card.

TOM REGANExpert/Telephone EtiquetteKAT [email protected]


So you have selected an EMR, now what?

So you are going to an Electronic Medical Record (EMR).Now you need to decide what to do with the large volumeof patient charts that have built up over the decades.

Technology

The following are four options you could consider. First, youcan choose to “abstract” your patient charts. Abstracting is avery time consuming process during which your medical

staff decides what needs to be included with the EMR and stafftype the data into the EMR. The big advantage of this system isthat the most pertinent information is inside the EMR.Disadvantages include the tremendous amount of time involvedin selecting and typing these records and the concerns about dataaccuracy. Additionally, these paper files have to be kept underpresent rules.

The second method is to maintain the patient charts in paperformat. This seems to be the easiest choice. However, now youmust manage two systems and have not taken advantage of saved


personnel, time, or space. In fact, do not be surprised if your patientchart management expenses increased compared to your pre-EMRdays.

The third method is to scan your patient charts into your newEMR. This system gets the charts into the main system. However, thisis a slow, labor intensive process again driving up your costs.

The fourth method is to use a dedicated batch-capture system thatcan reduce your project time from yearsinto months. This method dramaticallyreduces the number of steps involved inthe process. Ultimately, it enables your staffto eliminate dozens of steps per chartwhile capturing every page of the entirechart in full color.

A batch-capturing system enables youto place all of the tabbed sections in thefeeder at once and scan the entire chart ina single step. This system handles theindexing and labeling, and thenautomatically links the scanned documentsto the appropriate patient’s record in theEMR.

Whichever methodology you choose, itis prudent to base the decision on initialcost, cost to capture archival patient charts,ease of access to the information,workability with an EMR system, legalramifications, and ongoing costs of thesystem. PB

K.C. INMANModern Information

Systems, Inc.kcinman@

moderninformation.com


Web strategy critical for business success

The last five years has seen web strategy become anincreasingly critical success factor for businesses.

COVER STORYTECHNOLOGY

This includes Social Media, Facebook, Twitter,and blogs.“The use of social media in business is really

taking off,” states Joe Sandin, President of Onsharp inFargo, ND. “Both B2B and B2C companies are findingcreative ways to connect with their customers onlineand gaining valuable insight into their businesses. Forus, it’s about helping our clients make the rightdecision about how social media can help improvetheir business.”

Sandin adds that web strategy, specifically aroundhow to leverage social media, has been the fastestgrowing service offering at Onsharp. “It has openedthe door to so many great ideas for our clients to helpthem grow and stay healthy in a challengingeconomy,” he explains. “It’s also an exciting and funprocess for our customers.”

Corey Vilhauer, User Experience Strategist at

Blend Interactive in Sioux Falls, SD, states thatcontent strategy – and web strategy in general –provides a blueprint not only for the current site, butfor future adjustments and content updates. “It allowsa business to develop their own process for updatingcontent, which both empowers employees to supporttheir web and promotes constant updates,” heexplains.

Luke Petterson, Interactive Director for AbsoluteMarketing Group, says he is seeing a steady increase ofcompanies developing web strategies. “While not allbusinesses have a website, most are online and manyare looking at upgrading their web presence to makethe site more attractive or user friendly,” he explains.

COMPANIES DESIGNING AND USINGWEB STRATEGY

Absolute Marketing Group, based in Moorhead,

Laura Caroon

Frozen Music Studios Photography

Joe Sandin

Onsharp


MN, is a full-service marketing communications firmthat has the majority of its clients in the Fargo-Moorhead area, but also has a national presence.

The company has a web strategy that includesdeveloping and designing websites for companies, aswell as providing support services, media buying, andsearch engine optimization.

Brian Meckler, Marketing Advisor for AbsoluteMarketing Group, adds that companies are convertingtheir yellow page ad dollars into website investments.“People want to focus more on websites,” he says.

Meckler states that it is important to make sure thatthe website depicts the company. “You don’t want topresent a low-end website when you are selling high-end goods,” he explains. “Many people view online as astore front. You need to maintain a presence that isappropriate to what your business is. People are slowlycoming around to improving their investment.”

In Sioux Falls, SD, Blend Interactive specializes inlarge-scale content management implementations,content strategy, interactive design, and websitecreation. Blend Interactive feels that the web iscontent-driven, so sites should be developed with acontent-first approach.

“This means determining the audiences the site willserve, and the outcomes those audiences expect,”Vilhauer states. “From here, we can create a fullcontent strategy and site plan that navigates thedevelopment process.”

Vilhauer says there was a time when the majority oftime was put into develop and design and the contentwas just dropped in at the end. “Now, we understandthat the most important thing we can do for a user isto provide useful and useable information,entertainment, or instruction,” he says. “By developinga website we are taking our users into account from thevery beginning.”

Laura Caroon started Frozen Music StudiosPhotography (wedding and lifestyle photography inFargo, ND) in 2006 and the bulk of her currentmarketing happens on the web. Her biggest webpresence is found on her blog.

“I use the blog to show images from recentphotography sessions, inform readers about news andpromotions, share fun planning tips with brides, andeducate my clients on ways to be more earth friendly,”she states. “I publish new posts at least twice a week tokeep the content fresh and to keep it visible to webcrawlers.”

She also has a website that is updated quarterly andshe keeps in touch with clients through Facebook andTwitter. “It takes time to build a strong web presence,but I have found it to be invaluable to my businesssuccess,” she explains.

The web presence has also helped Caroon growhere business in a short period of time. “In the lastyear, most of my wedding clients have found methrough online searches,” she says. ‘Much of my targetmarket grew up glued to technology, so if I was nothighly visible on the web, I would be basically invisibleto them. Social media makes it super easy for my

clients to share their images with friends and familywith just a click of the mouse. This helps get my namein front of a much larger audience than ever before.”

Onsharp is an interactive agency that architects,builds, and supports web-based solutions. They workwith their clients through critical details and helpeducate them to mitigate the risks involved withdeveloping and executing a web strategy.

“Our goal is to understand what success means forour clients and create a strategy that delivers onspecific business goals,” Sandin explains. “We are notdoing our job if our clients can’t look back at theirinvestment with us and say with complete confidencethat they received a significant return on investment.”

Sandin believes that every company, large or small,needs a web strategy and must think strategically whendeveloping their web presence. “It’s no longer goodenough to just have a pretty website,” Sandin explains.“Most companies have a general idea of what theywant, but are not sure how to get there. We bring theknowledge, expertise and strategy to the table to ensureour clients are making smart decisions. This industrymoves incredibly fast and our clients rely on us to takethem down the right path.”

TRENDS AND CHALLENGES FACINGSTRATEGIC MARKETING

Maybe the largest trend in the corporate world issocial media and companies figuring out how socialmedia fits into their business model. “Every companycan benefit from social media and it comes down toexecuting on social media strategies that make sensefor your business. Just because one thing worked forone business doesn’t mean it will work for the next.The goal is to find the right mix of strategies to createengagement and excitement for your brand, products,and services,” Sandin states.

“What can be even more challenging is when onestrategy that used to work well suddenly becomesineffective,” he says. “Your web strategy, similar to youroverall business strategy, has to live and breathe withinyour organization and may need to be readjustedquickly and often. To be successful, you must embracea culture of constant change.”

Another challenge is devoting resources to keepingthe website fresh and current. “If you don’t keep itupdated, you don’t give them a reason to come back,”Meckler says. “Businesses need to provide interactionand a fresh site.”

Vilhauer believes the major web strategy challengeis finding the right people. “This can be interpreted intwo ways,” he states. “We need to find the right subsetof users to give us an accurate slice of user opinionsand personas. We need to find the right people withinthe organization to become champions for contentcreation process. A website is never finished. Afterlaunch, it requires constant up keeping and testing.”PB

Alan Van Ormer - [email protected] 10 20 30 40 50

It is no secretthat the use of company blogsand social media can lead togreater exposure for your

brand. Social media also hasthe ability to generate

customer acquisitions as thegraph below shows.

Percentage of CompaniesUsing Specific Social MediaChannels and/or BlogsWho Have Aquired aCustomer From that

Channel

Twitter41%

Linked In

41%Facebook

44%Company

Blog

46%

Source: Hubspot

Brian Meckler

Absolute Marketing Group

Luke Petterson

Absolute Marketing Group


Despite that optimism, many will also tell you that itis tough to bring health care professionals to ruralAmerica.

“It is a challenge to find professionals that want torelocate into rural areas,” explains Peter Jacobson, SeniorVice President of Clinic and Regional Operations forEssentia, Fargo, ND. Jacobson oversees the operations of30 clinics within the west region of Essentia. “Some of ourgreatest opportunities are capturing those who want tolive in a rural community. There is an opportunity forpeople to have a meaningful profession and live in a ruralcommunity.”

Todd Hudspeth, the new CEO of Jamestown RegionalMedical Center, states the difficulty in finding health careprofessionals sometimes depends on what a health caresystem is looking for. For JRMC, Hudspeth, who took overthe facility on Aug. 15, finds that difficult positions to fillfor those in rural communities includes physical therapy,pharmacy, respiratory therapy, radiology, and sometimesnurses. JRMC works with Jamestown College’s nursingprogram to help fill that need.

The business impact on communities in the region is‘tremendous.’ In most communities, the medicalcommunity is in the top two or three employers. “That hasa huge impact,” Hudspeth says.

According to the membership of the Minnesota RuralHealth Association, there is a current need for primary

care physicians, surgeons, specialty care, and healthinformation technology expertise. MRHA also recognizesworkforce shortages in nursing pharmacy and clinicallaboratories. MRHA strengthens the rural voice on healthcare issues through dialogue, education, and advocacywith a focus on enhancing the accessibility, affordability,and quality of health care in rural Minnesota.

“I believe some of the same concerns to workforcerecruitment are being seen in the larger communities inour region. Not at the level as rural perhaps, but none–the-less some of the specialty’s, in particular, are veryhard to recruit for even in the larger communities,” saysJudith Neppel, Executive Director of the Minnesota RuralHealth Association in Crookston, MN. “Again, welleducated individuals are often married to well educatedspouses who also need a challenging career so workingtogether as a community to find the right position forboth is critical. The spouse must be happy in thecommunity, and in their work, or the retention of thehealthcare professional is compromised.”

South Dakota Association of Health Care OrganizationsPresident and CEO Dave Hewett says that rural medicalservices have issues that often complicate recruitment andretention of qualified medical professionals, such as agingof current rural health professions, quality of life balancewith call time, reimbursement and increase medical careneeds of rural patients.

Many health care organizations are finding that once a potential health careprofessional steps through their doors there is a pretty good chance they are hooked.

COVER STORYHEALTH CARE

Rural health care seeing change

Did youKnow…

The 2011Sanford

Children’s Gala12th annual

event raised arecord $1.1million tosupportpediatric

programming,services andresearch.

Source: Sanford Healthpress release

Essentia, Fargo, ND (photo courtesy of Essentia)


KEEPING PACE WITH PHYSICIANS RETIRING ISA CONCERN

“The best strategy tries to get people to come back thathave a tie to the area,” Hudspeth explains, adding that thetwo newest physicians in Jamestown came from within a60 mile radius.

In addition, JRMC has developed a strategy to identifyhigh school students who have some sort of inclination toget into medicine, “We get to know who they are and stayin touch with them,” Hudspeth says. “We can offerfinancial incentives as well and even provide stipend whilein college with a promise to come back.”

Jacobson adds that there are many advantages of beingpart of a health care system. “We are able to bring some ofthe same technology that is going to be presentthroughout the region,” he explains. “That is a strengththat we bring and is attractive to provider who wants towork in a rural area but has capabilities and backups of alarger system.”

Some consider a disparity of income for those whopractice in a rural community versus those who practicein urban settings. “Besides the issues of income, thequality of life style issues is a concern,” Neppel says. “Sooften there is only a few physicians, if there are multiples,sharing emergency call, so that the life of a rural healthphysician is such that they work long hours with lessincome than their urban counterparts,” Neppel says. “Thelack of collegial support for discussions on acute issues isalso difficult. Being responsible to know everything abouteverything and not having the option of discussing apatient’s condition with a colleague present to offer anopinion in a litigious environment like will live in today, isnot a desirable working environment.”

Neppel says the health care community is seeing largehealth care systems buying out smaller rural communityhospitals and clinics. “The jury is still out on what thatstructure will do to rural, but for now it is critical to many

rural communities health care services survival and theresulting rural patient care access,” she says. “Currently,most Critical Access Hospitals (those with 25 or fewerpatient beds) are getting by. Many have facilities that areobsolete, falling apart, and they are unable to come upwith the capital to do anything about it. The Long TermCare facilities, in most rural communities, are also infinancial trouble and haven’t been able to give theiremployees a salary increase in over three years.”

Jacobson says the type of individual that wants to workwants in smaller facility has roots in smaller community.“The more specialized the health care provider comes themore likely they will want to work in larger facility moreaccess to broader array of technology and specialties,” hesays. “We must make sure they are using others to thecapability that they have been trained,” he states. “This is akey to making the health care work and deliver effectivecare.”

Hewett believes that ensuring that everyone in Americais covered by health insurance is a primary concerncoupled by the fact that the current health care system isnot sustainable. “Health care currently finds itself in atwilight zone,” he says. “On the one hand, health care isbeing asked to improve patient safety and qualitymeasures and create organizations that are more patient-centric and focused on keeping people well. On the otherhand, payment systems that reward volume, not valueremain in place.”

Hewett does say the good news for South Dakota isthat its health care provider community is well positionedto adapt to a reformed health care delivery system. “As alow cost/high quality state for the delivery of health careservices and with integrated health care systems already inplace, South Dakota’s transition should be relatively easycompared to many other states.” PB


DAVE HEWETTPresident/CEO

South Dakota Associationof Health CareOrganizations

TODD HUDSPETHCEO

Jamestown RegionalMedical Center

PETER JACOBSONSenior Vice President ofClinic and Regional

OperationsEssentia, Fargo, ND

Jamestown (ND) Regional Medical Center (photo courtesy of JRMC)


Starion Financial has been around since 1969, but was actually first chartered in 1886in Oakes, ND; meaning the financial institution has been serving people for 125years.

“We tried to do the best job we could to help people accomplish what they could,”states Frank Larson, who along with his wife, JoAndrea, purchased the bank in Oakes onJan. 1, 1969. “We have always been concerned about being honest and ethical, as well asproviding our customers the best service.”

Starion Financial has seen growth. When the Larsons purchased the bank in 1969,there were $4.5 million in assets. Today, that number has grown to more than $865million in assets. In addition, Starion Financial has branches in Ellendale, Bismarck-Mandan, Fargo, and Madison, WI. Starion will add branches in Bottineau, Dunseith, andRolla in October.

Craig Larson, who is the current President and CEO, states diversification has been thekey to the financial institution’s success. “We have evolved to have all types of services thatour consumers want,” he explains. “That has been critical – offering what our consumerswant and keeping our core values.”

Today, Starion Financial has more than 200 employees. There has been a 20 percentgrowth in employees and a 30 percent growth in assets in the last five years.

“A good bank has tremendous opportunities and those opportunities include

Long-time businesseshave impact on regionBusiness longevity means job security and a means foreconomic development in communities across the region.

COVER STORYLONGEVITY

Basin Electric50 YEARS

Warner andCompany100 YEARS

Starion Financial

125 YEARS

Ron

Har

per

Bri

an H

ayer

Craig Larson, JoAndrea Larson, Frank Larson


acquiring other banks,” says Craig Larson, when asked whatopportunities lay ahead.

Frank Larson sums it up by saying that Starion Financial is a smallbank who knows its customers, but at the same time provides theservices that the customers need.

HELPING PEOPLE WITH INSURANCE NEEDSWarner and Company, one of the largest independent insurance

agencies in North Dakota, has been located in Fargo, ND, for 100 years,and has three branch offices: Kramer Agency in Bismarck, ND,Thompson Insurance in Grand Forks, ND, and Schiller Insurance inDetroit Lakes, MN. The agency has experts providing all lines ofpersonal and commercial insurance, bonds, life and health, and relatedproducts to their communities.

The agency was founded by Raymond D. Warner and Alonzo Rupertin October 1911. In 1920, Rupert sold his interest to Warner and histwo brothers who had joined the firm. In 1930 the name was changedto Warner and Company. Harold Hayer purchased the agency in 1974.The branch offices were acquired during the early 1980s. Brian Hayerand his sister, Denise Magness, joined the agency in the mid 1980s andpurchased the agency in 2007, continuing the family business whenHarold Hayer retired.

“Looking back, it is gratifying to think about all the families andbusinesses we have helped and provided service during the toughesttimes of their lives,” says Brian Hayer, President and Chief ExecutiveOfficer. “We have been there to help our clients recover and reopenbusinesses after tornados, move back into their homes after damagingfires, or present checks after the death of a loved one.”

Things have changed in the insurance business in 100 years.For example, employees used to type insurance policies and drive

Model Ts to work. Today, technology has changed the way Warner andCompany does business with clients. “Technology has allowed us tomove quickly to respond to our customers, often within minutes,”Hayer states.

Hayer adds that insurance is a personal relationship. This meansworking closely, developing a rapport, and trusting each other.

“Our customers have to be able to reveal information that we haveto know about to help them in a time of disaster,” he says.

Another recent change in the way of doing business is theimportance of the Internet. It can be a great source of information, butat the same time consumers can find insurance advice that might notbe completely accurate or address all exposures they have, Hayerexplains.

“This is a complex business. We really need to meet one-one-one tobe sure we are addressing their unique needs, completely andaccurately,” Hayer states. “Policy coverages are constantly evolving andchanging, so our work with clients is never done and neither is ourneed as agents to study and learn.”

Heading into the future, Hayer realizes it is important to hire aninnovative, enthusiastic, service minded work force that has new ideas andis savvy about current technology trends.

“Pairing those service skills with agents that are sales focused anddriven to excellence are the key to providing the client experience thatwill be successful,” Hayer states. “Our expertise, personal attention toour client’s unique needs, and a service driven culture are what willdrive Warner organization’s success into the future.”

BASIN ELECTRIC PREPARED TO BUILD ON 50-YEARLEGACY

Since 2000, Ron Harper has been leading an organization that hasbeen serving people at the end of the electric line for 50 years.

Basin Electric is a consumer-owned wholesale electric generationand transmission cooperative, which has a resource portfolio of morethan 4,000 megawatts of electrical generating capacity to supply itsmembers,

Basin Electric has 135 member systems that distribute electricity to2.8 million consumers in nine states spanning the North Dakota toMexican borders, including: North Dakota, South Dakota, Wyoming,Colorado, Minnesota, Iowa, Nebraska, Montana, and New Mexico.

The cooperative has grown from $2.3 billion in assets in 2000 to$5.4 billion at the end of 2010 under Harper’s leadership.

One key component of building Basin Electric over the years hasbeen to build alliances not only among member cooperatives, but withother organizations, according to Harper. “Basin Electric was formed in1961 by a group of visionary leaders who saw the benefits of comingtogether to build power plants for long-term power supply,” Harperexplains. “It was these visionaries that developed long-term generationresources to provide transmission to get the power to their local areas.Today, 135 cooperative members see the value of that continuedalliance.”

Not unlike its past, however, Basin Electric also faces challenges as itmoves forward.

Meeting members’ load requirements in a regulatory-constrainedenvironment is one of those challenges. The Environmental ProtectionAgency is currently proposing a number of rules that have significantimplications for coal-based developers. “Discussions are happening thatcould potentially shut down multiple coal plants by 2020,” Harper says.“We have to ask ourselves how we address those rules and how do wecreate a viable path for coal? Coal is responsible for 50 percent of thisnation’s electric generating capacity. If we don’t have coal, then what?Also, what do these rules mean to not only our energy sources, but thisnation’s electric reliability?”

Another issue many industries, including Basin Electric, areaddressing is an aging work force. “Workforce issues across this countryare huge,” Harper says. “Skilled labor is critical and becoming moredifficult to replace. These people do a tremendous job, but there justaren’t enough of them because of an aging work force.”

Despite a lagging economy, Basin Electric has still experienced loadgrowth. The biggest growth area for Basin Electric is development ofthe Bakken oil formation in northwest North Dakota. Currentprojections show that Basin Electric will need at least 1,320 megawattsof resources to meet that development between now and 2025. “We aregoing to have to look at the best way to serve this load from atransmission and generation standpoint, and we’ll have to consider avariety of energy resources, including peaking stations, gas turbines andothers,” Harper says.

Despite the complex issues Basin Electric is facing, its vision hasremained the same: to supply cost-effective wholesale energy along withproducts and services that support and unite rural America.“Cooperatives were formed by the people, for the people. As long as wealways keep that person at the end of the line in mind, our prioritieswill be in the right place,” Harper says. We’re here to serve.” PB


ON THIS DATE Oct. 12, 1999

Day of the 6 Billion: According to the U

nited Nations, the population

of the world reached 6 billion on this d

ate.

32 Prairie Business Energy October 2011

Wind energy technology creates more jobs perMegawatt than any other energy technology,”states Jay Haley, Partner for EAPC Architects

Engineers, who is in charge of the wind energy program.“That means jobs for Americans in manufacturing,research, construction, engineering, operations andmaintenance, insurance and finance, as well as manyothers. It promotes energy independence and a cleanerenvironment.”

Otter Tail Power Company, headquartered in FergusFalls, MN, was an early-mover in the wind industry and isone of the leaders in the nation in terms of its percentageof resources from wind. In 2010, Otter Tail’s windgeneration was the equivalent of about 13 percent of itsretail sales. With a planned wind addition for 2012, thatpercentage is expected to increase to about 18 percent.

“These investments in wind energy are importantbecause the added generation resource provides low-costclean energy for meeting Otter Tail’s customers’ electricityneeds,” states Todd Wahlund, Vice President, RenewableResources and Risk Management for Otter Tail PowerCompany. “The vast amount of wind resources in thisregion helps reduce the overall cost of energy by providingmore generation from the resource compared to similarly

sited wind turbines in less windy regions of the UnitedStates. That results in opportunities to add wind resourcesas part of a least cost mix of resources and to directlybenefit Otter Tail’s customers by helping keep rates low.”

Otter Tail Power Company owns or has purchasecontracts for approximately 183 MW of wind energy. Forthe purchases, Otter Tail does not make any upfrontcapital contribution to the project and does not haveownership rights in the project. A project developer fundsthe development, construction, and operational phases ofthe project and Otter Tail pays an agreed to amount forthe energy the resource produces. For ownership, OtterTail acquires projects at varying stages of projectdevelopment, completes project development (whereapplicable), and funds project construction andoperations. Otter Tail owns approximately 75 percent or138 MW of the 183 MW total.

Otter Tail Power Company has invested in and ownsthree wind farms in North Dakota. These are the 40.5MW Langdon Wind Energy Center in 2007, the 48 MWAshtabula Wind Energy Center in 2008, and the LuverneWind Farm in 2009. Overall, Otter Tail Power Companyhas invested approximately $300 million in windgeneration resources over the past few years and has

Those who are investing in wind energy are finding that jobs are being created.

“

Edgeley-Kulm Wind Farm in North Dakota (photo courtesy of Joy Powers)

Wind investment creates jobs, but faces challenges

The biggestwind

turbines generate enough electricityto supplyabout

600 U.S. homes.

Source:http://environment.nationalgeographic.com


grown its wind investments to be about 25 percent ofthe company’s total investment.

For EAPC, investment means different things. “Youcould invest in a wind development company that plansand builds wind farms, or you could invest in a companythat owns and operates a wind farm and sells theelectricity,” Haley explains. “There are also a number ofpublically-traded wind turbine manufacturingcompanies.”

EAPC is not an investor or a developer. Thecompany provides consulting services and engineeringservices to developers and electric utility companies.EAPC helps customers by providing wind energyassessments that are used to predict the amount ofenergy that the wind farm will produce so that theycan perform their financial analysis, advise them in theselection of the best wind turbine model for their windfarm site, provide detailed engineering designs for thewind farm including the wind turbine layout, theaccess roads and underground collection system, andthe wind turbine foundations.

There are challenges and trends related to windinvestment.

“The wind energy business is complex,” Haley states.“The success of a wind project is dependent on manythings; quality of the wind resource, availability of landat a reasonable lease price, availability of transmissionlines with adequate capacity, someone to buy thepower, and at a price that makes the project financiallyviable. In most countries, the demand and the price arepolitically driven. Some countries have provided long-term incentives for wind which provides certainty forinvestors, while other countries, such as the US, havevery short-term incentives that cannot provide thecertainty that the industry needs to make long-terminvestments in new manufacturing plants,infrastructure, and wind farms.”

Haley adds that due to the recent financial crisis, ithas become more difficult to obtain the financingnecessary to build a project. “The requirements of thelending agencies have gotten much more conservative.The wind developer will have to present a morethorough, detailed analysis of the wind resource andthe expected energy production,” he says. “Thisrequires more up-front investment on the part of thedeveloper to install more wind monitoring equipment

and provide a more rigorous energyassessment. The lending terms have alsobecome less favorable for the developermaking it more difficult for smaller developersto compete.”Wahlund agrees that there are challenges in

developing and investing in wind generationand some are similar to other generationresources, while others are unique to windgeneration resources.One of those challenges is to identify quality

sites. Another is to develop them. “Becausenumerous wind project developers began theprocess for certain sites and because ofpotential synergies in constructing largerprojects, Otter Tail chose to explore acquiringsites or portions of sites in mid-stagedevelopment,” he says.Then there is ensuring transmission

availability. “Addressing this issue entailsevaluating available capacity as well assecuring interconnection rights in a timelymanner,” Wahlund states. “As more generationgets added to the transmission system, theavailability of transmission becomes limited.This was one of the reasons Otter Tail chose tobe an early mover in adding wind resources.”Additional challenges deal with negative

perceptions. These include sound, windreliability, backup power need, and economicsof wind resources. In addition, Otter Tail isseeing several trends in wind energyinvestment.

TODD WAHLUNDVice President,

Renewable Resources and RiskManagement,

Otter Tail Power Company

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Barr’s 500 engineers, scientists, and technicalspecialists provide engineering andenvironmental consulting services to clientsin industries such as power, mining, refining,and manufacturing, as well as with governmentagencies, attorneys, and natural-resource-management organizations.

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resourceful. naturally.

THESE INCLUDE:· increasing investment and ownership by utilities as opposed to

power purchase agreements with developers. This could beattributed to the technology becoming more proven with addedyears of operation.

· industry consolidation. This could be a normal business cyclegiven the large number of both large and small developers in theindustry and the significant amount of capital invested in the windindustry over the past several years.

· more opportunities to proceed with projects absent a taxinvestor. Historically, many projects required a tax investor tomonetize the significant tax incentives available to wind projects.However, in 2009, a cash grant option became available for windprojects, which provided an alternative that reduced the need fortax investors.

Haley adds that in the country’s current situation, one of thebest things we can do is to create new products that broaden ourmanufacturing base, creating new jobs, and new exports.“Generating electricity with wind energy with wind turbinesmanufactured in the US and using more wind energy instead offossil fuels will decrease our dependence on foreign oil which willhave a significant impact on our trade deficit,” he concludes.



ONE designing geothermal systems

In recent years, the general public has become aware ofGeothermal HVAC systems due to the push for longlasting, economically sustainable heating and cooling

building systems. “As more of the general public becomes energy

conscience, there will be more and more jobs focused ongeothermal systems,” says David Obermiller, ManagingPrincipal and one of the founder’s of ONE. “There hasbeen a large increase for well drilling companies in thearea to provide the installation of geothermal well fields inrecent years.”

A geothermal system in the Upper Midwest typicallyconsists of a series of 5” round wells drilled to about 200feet deep into the earth. Piping (typically 1” plastic tubing)is inserted the entire depth of the well. These wells arespaced between 10 feet to 15 feet apart in a grid pattern.All the pipes from all the wells are combined together. Thelarge volume of earth that has the wells in it becomes aheat sink that is used to hold the heat from coolingprocesses in the summer which is then drawn out of theground and used to heat the buildings in the winter. Thewater from the well field piping system is combined intolarger pipes and routing into the building where it isdistributed to “heat pumps”.

Heat pumps are machines (about the size and shape ofa small furnace) that are capable of drawing energy out ofor depositing energy into the geothermal water circulatingsystem. In the winter the heat pumps draw energy out ofthe water for heating. When producing heat a heat pumpcools the water that circulates in and out of it. This coolerwater is circulated through the well field cooling the eartharound all the wells. This cooling of the well field is thenused as the energy for cooling the same building or roomin the summer. This cycle of depositing energy anddrawing energy out of the well field happens continuously.

Depositing energy and the re-use of that energythrough a geothermal system is what makes it energy

efficient. The cool energy stored in the ground from theheating process in the winter can be used for cooling inthe summer. The heat from the cooling process in thesummer is then used for heating in the winter and so onand so forth.

“There is often a misconception that the earth itself hassome sort of internal heat (from the molten core) that isused for heating geothermal systems,” Obermiller explains.“Not so in our region. A heat pump system that did onlyheating would cool the ground to the point that no moreenergy could be drawn out of it in a few years. There hasto be a cyclical heating/cooling process for a geothermalsystem to work.”

Obermiller adds that geothermal HVAC systemstypically have a higher first cost compared to otherbuildings due to the cost of drilling all of the wells in thewell field. However geothermal systems can have lowerenergy consumption costs than other systems. Todetermine if a geothermal system is right for a building theadditional up front capital costs must be compared to theenergy cost savings. “Commercial and institutionalbuildings are meant to last from 50 to 100 years. Theowners of buildings want responsible long-term economicdecisions to be made when they are spending millions ofdollars on their building,” he says. “A geothermal systemmay cost 20 percent more than a conventional HVACsystem, but with energy cost savings the additional costmay have a payback of seven years. The payback is whatmany owners are looking for.”

The payback comes from heat pumps having anaverage of 300 percent efficiency in the heating mode.This means for every 1 kW of energy put into, thecustomer gets 3 kW of heat out of it. “Geothermal HVACsystems typically make economic sense in areas wherenatural gas is not available. Since heat pumps operate onelectricity they typically have better paybacks when theyare compared to heating sources such as fuel oil and

Obermiller Nelson Engineering (ONE) BuildingConsultants has been designing geothermal HVACsystems in commercial buildings since the early 1990’s.

DAVIDOBERMILLER

Managing Principal/One of the Founders

ONE

Veterans Home, Lisbon, ND

NDSU College of Business, Fargo, ND


propane,” Obermiller states. “Fuel oil and propane typicallycost about three times what natural gas costs for the sameunit of heat. While electricity costs about the same as fueloil and propane per unit of energy, the 3 to 1 efficiencyratio that the geothermal heat pump system provides,typically results in a reasonable payback in energy dollarsfor the building.”

ONE strives to provide energy efficient, economic firstcost to their geothermal system designs. An example ofthis is performing a ground conductivity test prior tosizing the well field. The ground conductivity measuresthe performance of the ground at the specific building site,and allows the well field to be sized for the exact groundconditions at that location, rather than using general sizingrecommendations. This simple test has resulted inhundreds of thousands of dollars of savings for ONE’sclients.

ONE has completed some of the largest geothermal jobsin the upper Midwest. ONE recently completed a design toturn the entire campus of the Veteran’s Administration inSt Cloud, MN, into a centralized geothermal system. Thisis the first geothermal system of its kind at any VA Campusin the nation. Another large project is the new Veterans

Home in Lisbon, ND. It is one of the largest geothermalsystems in the region with over 180,000 square feetbuilding heated and cooled by a geothermal system.

Technological advances in recent years have allowedgeothermal heat pumps systems to improve theirefficiencies, while also increasing comfort. Obermillerstates, “While heat pumps 15 years ago were efficient, therewere many comfort issues with them,” he says. “Newertechnology has resulted in better dehumidification, variablespeed fans control air flow, and quieter units, which hasmade geothermal systems even more viable in recentyears.”

The two major barriers for heat pumps are electricutility rate structures and first cost. “If local utilities don’thave a lowered electric rate for heat pumps, natural gasrates (resulting in a gas boiler in lieu of a geothermalsystem) will be more cost effective for the owner tooperate,” Obermiller says. In addition budgets are alsolimited.

As Obermiller explains, “every owner has a budget, andif the increased first cost of the geothermal system doesn’tfit in the budget, it won’t happen.”


EAPC Wind Energy conductsArgentine workshop

EAPC Wind Energy in conjunction with its South Americanoffice EAPC Sur, conducted a wind energy workshop inBuenos Aires, Argentina in September.

“Conducting these workshops in emerging markets allows usto establish ourselves as Consultants and make importantpersonal connections with local companies involved in the SouthAmerican energy industry”, says Jay Haley, Partner and Directorof Wind Energy Services for EAPC.

The workshop focused on wind resource and energyassessment techniques and the industry-standard tools used inthe process. The workshop was attended by wind industryprofessionals involved in the South American wind energymarket including developers, engineers, scientists, consultants,turbine manufacturers, electric utilities and transmissionspecialists.

EAPC Wind Energy is a full service wind energy consultingfirm with expertise in wind resource assessment, energyassessment, wind farm design, and due diligence and hasconsulted on more than 30,000 MW of wind farm projects.EAPC is also the sole North American sales and support agentfor WindPRO, the world’s leading software tool for wind farmdesign, and is the regional sales agent in North America forMeteodyn WT the world’s leading wind energy software forcomputational fluid dynamics, and is also a sales representativefor NRG Systems wind measurement equipment.

JAY HALEYPartner/Director

Wind Energy Services, EAPC

Geothermalenergy hasbeen usedforthousandsof years insomecountriesfor cookingand heating.Source:

http://environment.nationalge

ographic.com

DID YOUKNOW...


NDSU researchers developrevolutionary biobased technology

Several crops produced in North Dakota could play a significant role in biobased resins andcoatings recently developed by researchers at North Dakota State University (Fargo, ND).

Scientists at NDSU have developed biobased resinsthat may prove to be a “game changer” in coatingsand resin technology.

The NDSU researchers have developed a family ofresins from renewable raw materials, creating resins thateliminate hazardous components such as formaldehydeand bisphenol-A. The resins are based on sucrose andvegetable oils, and can be varied to perform in manyapplications and industries, according to Dean Webster,professor in the NDSU Department of Coatings andPolymeric Materials. Webster’s research group includesNDSU graduate students Xiao Pan and T. J. Nelson,undergraduate student Adlina Paramarta and Partha

Sengupta, former postdoctoral researcher at NDSU. The resins developed by the NDSU research group can

be made from sugar beets, plus oils from soybeans, flaxand sunflowers. When cured, the patent-pending resinsshow:

- Significantly improved properties over currentbiobased materials and processes

- Mechanical properties comparable to petrochemical-based materials

- Dramatically increased renewable material content“These NDSU-developed technologies achieve what

few biobased materials have before,” Webster says. “Theyhave vastly improved mechanical properties, reduced

Dr. Dean Webster, North Dakota State University, Fargo, (center) and graduate students T.J. Nelson (left) and Xiao Pan (right), are among a research group that developed resinsfrom renewable raw crop materials. Their patent-pending process creates biobased resins that eliminate hazardous components such as formaldehyde and bisphenol-A. (photocourtesy of NDSU)


We are performing research that have the potential todevelop technology to increase production from oilbearing rocks like the Bakken,” states Steve Benson,

Director, Petroleum Engineering at the University of NorthDakota in Grand Forks, ND.

UND’s Petroleum Engineering program, not only preparesstudents to find jobs in the petroleum industry, it also emphasizesthe development of technical problem solving skills through anunderstanding of geology, chemistry, physics, and engineering.

Michael Mann, Associate Dean for Research, Engineering, andMines, says oil is developing so rapidly that it is important tocatch up with infrastructure needs. “For example, resourceextraction itself, we are learning as quickly as we can,” he states.“However, advances are being realized quicker than we canprovide new technology. Our program is helping refine the scienceand optimizing the process of getting oil delivered to market.”

Benson says technologies are being developed that improve ourability to search for oil, measure the characteristics of rocks thatcontain oil, drill and fracture rocks that contain oil, and performcomputer simulations to optimize production and fielddevelopment.

The UND Petroleum Engineering program focuses on twodirections. The first relies on training students to work in the oilfields. The second is providing a good understanding of geologicalformations. The program started in August 2010 and to date 21students are on campus in the program.

“We are trying to give petroleum engineering students a strongbackground in science and technology so they can work in areasranging from exploration and production to transportation andrefining,” Benson explains. “It is not limited.”

The research that could lead to new oil field technology beginswith understanding properties of rock and also includes howfracking is done to open up the pores to get oil to flow. “We’re stilltrying to figure out how to get oil out more efficiently,” Bensonstates.

As for research, Benson believes that what is happening willbenefit companies in the Bakken and other areas of the country.


Unlocking oilfields with newtechnologyFinding new oil field technology isimportant to further unlocking the oilfields in the Bakken.

hazardous chemical content and are made from readily availablematerials and common processes. The technologies have the potentialfor significantly impacting biobased material markets.”

The bio-renewable chemicals market is projected to reach $5 billionby 2015.

The new resins developed at NDSU could further reduce reliance onpetrochemical-based materials, one of the main components in manycoatings formulations. Dr. Webster’s research group found that theepoxidized sucrose ester resins they developed result in materials thatare two- to-four times as functional as vegetable oil-based resins.

One novel ultraviolet light curable coating developed by Webster’sgroup cures approximately 10 times faster than existing UV-curablebiobased coatings. Another in the family of biobased resins developedat NDSU exhibits properties that make it ideally suited for bio-composite materials, baking enamels and structural adhesives. Anotherresin demonstrates more hardness and resistance to solvents thanpetrochemical-based coatings.

“Interest in the use of renewable feedstocks in the synthesis ofpolymers is rapidly increasing, driven by consumer demand for ‘green’products as well as the tightening of the supply of petrochemicals,”Webster explains. “However, consumers are requiring that the biobasedmaterials have physical properties that match or exceed current highperformance materials.”

Laboratory research at NDSU has shown that the green technologyresins developed at NDSU are far superior to existing biobasedmaterials and comparable to petrochemical-based materials. Thenewly-developed resins could be used in a variety of settings includingconstruction, architectural, biomedical, marine and electronicsindustries. The technology may have wide-ranging applications in areaswhere thermally cured materials are used, such as in protectivecoatings, structural adhesives, and composites. The resins aresynthesized using raw materials, reagents and processes common toindustry.

“They have the potential to provide a revolutionary impact in someapplications replacing widely-used petrochemical-based epoxycompounds,” Webster says.

Funding for the biobased coatings research was provided by theUSDA Cooperative State Research, Education, and Extension Serviceunder grant number 2007-38202-18597. The United Soybean Board issponsoring current biobased coatings research at NDSU. The basesucrose ester resins used in this research were provided by P&GChemicals.

Webster’s research is among a broad-based research portfolio inrenewable technologies at NDSU, with research funded by USDA, theNational Science Foundation, U.S. Department of Energy and entitiesin North Dakota, including the North Dakota Renewable EnergyCouncil and North Dakota Soybean Council.

Webster has been involved in polymer synthesis and structure-property relationships of coating binder systems for more than 20years. He is receiving the prestigious Roy W. Tess Award in Coatingsfrom the American Chemical Society on August 29, 2011, during thegroup’s annual meeting in Denver, Colo.

Dr. Webster’s career in the coatings industry includes research anddevelopment in the Consumer Division of Sherwin-Williams inChicago, Ill., and at Eastman Chemical Company. He received his Ph.D.in materials engineering science and his B.S. degree in chemistry atVirginia Polytechnic Institute and State University.


However, that is just one aspect of communitygrowth that also includes health care, education,retail service, tourism, and biotechnology.

“Alexandria is known for its packaging cluster,” statesJason Murray, Executive Director, Alexandria AreaEconomic Development Commission.

Douglas Scientific is one of those uniquemanufacturers in the community. Fifteen months ago anew 50,000 square foot facility was constructed to developultra high throughput laboratory instruments to dispenseDNA into a carrier tape. The company has expanded to 55employees – largely scientists, engineers, andmanufacturing professionals – and is preparing a secondfacility expansion of similar size.

“We’re supporting the most sophisticated genomicdiscovery on the planet,” states Dan Malmstrom, Presidentand Chief Operating Officer of Douglas Scientific. “Ourmission at Douglas Scientific is to make our world a betterplace. Alexandria is a great place to live and build abiotech entity that affects things global, sociologicalimpact.”

The company’s success has been driven by a uniquelaboratory application for plant genomics, and is currentlypreparing five new laboratory applications in Array Tape

to expand its global market reach.The Aagard Group is another Alexandria

manufacturing company that has developed someinteresting products by creating robotic packagingmachines for the food industry. Founded in 1997, Aagardis the second innovative business started by CEO BrentonSmith.

Aagard’s 75,000 square foot facility houses 110 peoplefocused on “Redefine the Standard” in packagingmachinery.

“It feels like a lot of growth, but we’re still a smallcompany,” Smith says.

Smith adds that Alexandria has lots of innovators withthe entrepreneur spirit in their blood. “When you enjoybuilding a business, it melts into your life,” he explains. “Idon’t know if there is more of this in any other area of thecountry.”

Smith believes there can be a lot of power in theAlexandria area manufacturing cluster, which currentlymanufactures about 6 percent of the packaging machinespurchased nationwide. “While we somewhat compete forcustomers, we significantly compete for talented people,”Smith explains.

Aagard and Douglas Machine are both involved in a

Strong core manufacturingpushing Alexandria, MNThe one thing that can be said about Alexandria, MN, is that it hasa strong core of manufacturing that spurs economic growth.

Alexandria, MNCommunity Spotlight

Jason MurrayAlexandria Area

Economic Commission

Tim HuntAlexandria Clinic

David KjosBremer Bank

Dr. Kevin KopischkeAlexandria Technical &Community College


local packaging, machinery, manufacturing consortiumwhose goal is to attract, train, and retrain talent.

“Right now, the entire industry is doing well,” Smithstates. “We’re all looking for talent.”

Technical and community college taking on the workforce challenge

The Alexandria Technical & Community College isworking to provide not only the workforce formanufacturers in Alexandria, but also those associatedwith health care and other companies in the community.

The technical and community college, whichcelebrated its 50th birthday in 2010, prides itself onworking with the industries to determine programs. Thetwo-year school is constantly in the top 1 percent of jobplacement in the nation.

“We’re a critical component of the community,”states Dr. Kevin Kopischke, President of the two-yearschool that has 45 different programs and 4,200students. When the school started in 1961 there werethree programs and 23 students. “We are involved ineconomic development and we are helping Alexandriabecome a critical rural regional center.”

Kopischke says there is a challenge of skills gap inconnecting young people to be more aware of theopportunities for them.

WORKING TO FILL NEEDS IN HEALTH CAREThe health care industry is also in need of the

school’s graduates. The community has four health carefacilities that work in unison. They include the DouglasCounty Hospital, Heartland Orthopedic Center,Broadway Medical Center, and Alexandria Clinic.

For example, the Alexandria Clinic has grown from12 physicians to 32 physicians in the past 20 years. Inaddition, the county hospital has added a new additionthat includes a surgical unit and pediatric unit. Thehospital is licensed for 120 beds.

“The community has very strong programs,” statesCarl Vaagenes, Chief Executive Officer, Douglas CountyHospital. “When you talk to businesses, when they arerecruiting employees, schools and health care is a realasset. They have access to regional health care.”

It is estimated that the health care facilities inAlexandria service more than 85,000 people.

“We have most of the basic services here,” says TimHunt, CEO, Alexandria Clinic. “We have all the facets ofa good place to live. Being on I-94 has helped thecommunity. We have easy access to larger communitieslike Fargo-Moorhead and the Twin Cities.”

Hunt adds that it is easy to recruit to Alexandriabecause of that balance.

FINANCIALLY STABLEDavid Kjos, President of Bremer Bank in Alexandria,

states that the financial industry is healthy in thecommunity and the region. In part, this is true becausethe agriculture industry is very strong.

“Prices are up and crop yields are up,” he states.It also helps that unemployment is hovering around

5.8 percent in July, while much of the state’s average isaround 9 percent.

“The banks are very active in our community,” Kjosexplains. “We are active working with clients and helpingmeet their needs. Younger clients are sitting down andworking with us to develop business plans.”

Kjos adds that recently the numbers of new loans hasbeen low because people are hesitant and the Alexandriaregion is a very conservative market. “I don’t think wehave suffered like in other areas,” he says.

DEVELOPING ALEXANDRIA IN THE FUTUREMayor Dan Ness has been Alexandria’s mayor for the

past 11 years. He can list several reasons why Alexandriacontinues to grow. A few reasons are an active economicdevelopment agency and volunteer board, progressivegroup of professional bankers, and the partnerships withthe community and technical college.

Another reason is the strong tourism and visitorindustry.

Coni McKay, Executive Director, Alexandria LakesArea Chamber of Commerce, says with people doing lesstraveling in general, that has had an impact on tourismto a degree. “We are nicely positioned between twomajor destination hubs,” she says. “We didn’t feel theimpact of other communities. Having the interstate byus is really important to us.”

McKay says what is amazing is that tourism has ahuge impact on retail because vacationers tend to shop.“Tourism, by strict definition, is not just people comingon vacation, it also applies to people coming here forother reasons,” she explains.

The future looks great for the tourism and industrybusiness, according to McKay. “We have seen increasedtraffic this year compared to last year. “Even withtechnology, visitors continue to use our traveler’s center.There is something about walking in to the visitor’scenter to find out more about a community.”

Ness also believes that the new economicdevelopment era in Alexandria is going to have globalinfluences. It also involves expansions in the community.These expansions include: a new police station in May2010, $32 million hospital expansion, $10 millionaddition to the Alexandria Technical & CommunityCollege, $9 million YMCA project, and a $48.8 millionexpansion to 3M.

In addition, Alexandria has used funds from theJOBZ Minnesota program for construction and jobcreation. The JOBZ program was developed in 2003 tohelp stimulate economic development in ruralMinnesota by providing local and state tax exemptionsto offer assistance to value-added manufacturing andindustrial, or high wage service-type businesses.

Alexandria has used the program to help with anestimated $65.7 million in construction projects, as wellas retaining 780 jobs and creating 164 more jobs.

Murray believes there will be continued growth in themanufacturing industry. “It is very stable and currentlygrowing,” he says.

Ness adds that the industrial base is a well-kept secret.“People don’t know that some of these companies exist,”he says. “They don’t realize how huge, how modern, andthe automation within these facilities.”

Alexandria, MNCommunity Spotlight

Dan MalmstromDouglas Scientific

Coni McKayAlexandria Lakes AreaChamber of Commerce

Carl VaagenesDouglas County Hospital

Alexandria Facts: Population in 2010 . . . . . . . 11,070 (Alexandria)

Population in 2010 . . . 36,009 (Douglas County)

Housing units sold . . . . . . . . . . . . . . 424 (2010)

Gross sales. . . . . . . . . . . $619.97 million (2009)

Taxable sales. . . . . . . . . . . . . . . $287.35 (2009)

Unemployment rate . . . . 5.8 percent (July 2011)

Top 10 Employers:Douglas County Hospital. . . . . . . . . . . . . . . . 646

Alexandria Public Schools . . . . . . . . . . . . . . . 615

Douglas Machine, Inc.

(Packaging Equipment Manufacturer) . . . . . 597

Knute Nelson

(Nursing Home, Assisted Living) . . . . . . . . . . 367

Douglas County . . . . . . . . . . . . . . . . . . . . . . 358

Tastefully Simple

(Direct Selling Establishment) . . . . . . . . . . . 335

3M – Alexandria (Abrasives Division) . . . . . 308

Alexandria Extrusion Company

(Aluminum Extruded Parts) . . . . . . . . . . . . . 306

Central Specialties (Road Construction) . . . . 285

Arrowwood Resort & Conference Center . . . . 268


WORK FORCE AND HOUSING STILL A MAJORCHALLENGE

The major challenges that come to the forefront for Alexandriaare work force and housing.

“The challenge is to connect young people to be more aware ofopportunities that are out there for them,” Kopischke says. “Weare working to connect high schools and colleges and alignprograms of study for them to succeed.”

In addition, Kopischke states that the community is alsoworking with adults who are re-entering the job market. “The jobmarket is becoming more complex and there are new kinds ofskill sets needed,” he explains.

Kopischke adds that there are more young people moving backand are becoming involved in critical leadership roles. “That ismaking a difference,” he says.

Kjos adds that the Alexandria community is really a regionalcenter. “People think its 10,000 people, but it is actually more thanthat,” he explains.

But all agree that more needs to be done moving into thefuture.

“Critical investments are needed to take us into the future,”Murray states. “The next two to three years are critical next stepsfor Alexandria.” PB


Community Spotlight

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Most assume the best prices oncar insurance go to peoplewith the best driving records

and no accidents. But what if you— or afamily member—has a blemish on yourrecord?

Here are some steps all savvyconsumers (and their agents) can take tomaximize savings on insurance:

Take advantage of ‘paid in full’discounts or automatic withdrawal toeliminate billing fees.

Insuring your home and autos withthe same company almost always resultsin savings on both policies of 10 - 20percent.

Increase deductibles on newer carsand vehicles driven by youthfuloperators.

Consider removing comprehensiveand collision coverage from vehicles thatare eight to 10 years old and on vehiclesdriven by youthful operators.

Have your kids take drivers traininglike ‘Behind the Wheel.’ This onetimecourse results in discounts for manyyears.

Be sure that discounts for optionalsafety features are on your policy. Whilestandard safety features areautomatically supplied by your vehicle’sserial number, optional equipment mustbe specifically added.

Some companies offer a multi-vehicle discount if you have a companycar.

One thing not to do – sacrifice‘liability limits’ for a few dollars of

savings. These coverages protect youfrom lawsuits and cover your injuriesfrom uninsured or underinsured drivers.You can survive the impact of a largedeductible or even replacement of avehicle. It’s hard to imagine the impactof an uncovered loss of hundreds ofthousands of dollars on your personalfinances.

Your agent is the best source forhelping you find all the discounts yourspecific company offers as well as theiradvice on where not to cut – so be sureto ask for their expertise. Considercalling an independent agent. They willget multiple quotes from the companiesthey work with, saving you time andmoney. PB

How to reduce auto insurancecosts regardless of your recordEveryone is interested in reducing their auto insurance costs.

Money

Steamed about the cost of auto insurance?

DENISE MAGNESSExecutive Vice President/COOWarner and Company Insurance,

Fargo, [email protected]


We are fortunate to live in an area where onesector of the economy, agriculture, has atremendous outlook, but only if we pay

attention to how some of our political leaders and otherindustry groups try to influence future decisions.

Consider this, the world’s population is projected toincrease by 50 percent by 2050, from 6 billion to 9 billionpeople.1 As countries progress there will also be demandfor more food with greater variety. In order to thrive, weneed to produce enough food to meet these needs.According to the Food and Agriculture Organization(FAO) and United Nations, food production needs toincrease by 100 percent by 2050; 70 percent of thatincrease will have to come from technological advances. Itwill take collaboration from all stakeholders in theagriculture and food industry to meet this goal. The roleof the American farmers play in this effort is pivotal.

There are a number of key discussions taking place that

will have impact on our ability to meet these challenges.The growing deficit and its impact on the new farm bill isone of them. We must make sure Ag is fairly representedas we consider budget cuts. The other area we are debatingis the role of “local” and organic food. Some believe theirgrowth should be at the expense of technologyimprovements in production Ag. If we are going to meetthe challenge of meeting the growing demand for food, wemust continue to encourage new technologies that willincrease production.

Reality is—whether it’s local, natural, organic, orconventionally raised—we need all farmers to besupported in order to meet the demand of feeding theworld, as well as catering to opportunities presented byniche markets. When farmers win, we all do. PB

1 2008 Revision of the official United Nations populationestimates and Projections;http://www.un.org/esa/population/unpop.htm

Outlook: Collaboration between agriculture andtechnology is key to meeting future food demands

The economy and economic outlook for the world is getting a lot of discussion. Argumentsas to how to turn the ship seem to be exhausted with no real solution agreed upon.

ROGER REIERSONPresident/Chairman

Flint Group and AdFarmin Fargo, ND

[email protected]

North Dakota has bold health care ideasEverybody’s looking to Washington for health care solutions.

We’re looking right here in North Dakota.

PAUL VON EBERSPresident/CEO

Blue Cross Blue Shield forNorth Dakota

[email protected]

ViewPoint

We can’t wait for someone else to fix the healthcare system. As the debate on implementing health care

reform continues, health care costs are rising. And peopleare increasingly worried about their ability to afford healthinsurance premiums. Something has to change. Yet no onewants to lose the quality of care they’ve come to expect.

It’s time for bold ideas. And in this part of the country,we have a history of bold ideas. We tackle problems headon to find common sense solutions. We roll up our sleevesand get things done. That’s why Blue Cross Blue Shield ofNorth Dakota has already been collaborating with statehealth care providers on issues related to rising costs andquality of care, and that’s why we’re holding communitydiscussions across North Dakota.

We want to know what people have to say about health care.

In September, we began a series of open forums acrossthe state so we could listen, learn and share ideas andsuggestions. These forums will continue through Octoberand into 2012. The online conversation will be ongoing inour blog and on social media outlets.

We also surveyed our members and the responses arepouring in by the thousands. Clearly, people want to havea voice in the health care discussion and they have a lot tocontribute.

The challenges are great, but so is the resolve of NorthDakotans. Our goal is to find local solutions anddemonstrate to the rest of the country what can beaccomplished when we all work together.

I invite everyone to join in the conversation, in personor online. Learn more and get involved athttp://www.NDHealthCareForums.com. PB

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A TO BE WELL COMMUNITY HEALTHEDUCATION EVENT

Please join Certified Genetic Counselor Nicole Mattilaof Avera Medical Group Sioux Falls for a viewing ofthe PBS documentary, “In the Family” and participatein a panel discussion on hereditary breast and ovariancancer syndrome. Sonya Kooima, a previvor whotested positive for the BRCA gene mutation, willshare her story.

LIVING WITH A Higher GeneticRisk for Breast Cancer

Living with the BRCA GeneThursday, October 13 • From 6-9 PMAvera McKennan Education Center810 E. 23rd Street

To register for this FREE EDUCATIONAL EVENT, go towww.AveraMcKennan.org and click on the events calendar,or call 1-877-AT-AVERA (1-877-282-8372).

A meal will be provided for the first 50 respondants.

Visit www.AveraCancer.orgfor more information.

Sonya Kooima

Nicole Mattila, MS


EMPLOYMENT (NOT SEASONALLY ADJUSTED)

UNEMPLOYMENT RATE EMPLOYMENT

July 2011 July 2010 July 2011 July 2010

North Dakota 3.3 % 3.7% 370,573 364,968Fargo MSA 3.7 3.9 115,635 116,538Bismarck MSA 3.0 3.4 61,209 62,334Grand Forks MSA 4.7 4.6. 52,316 51.835Minot MiSA 3.5 3.0 33,092 33,518Dickinson MiSA 1.8 2.3 17,647 15,984 Williston MiSA 1.1 1.6 22,958 17,882 Jamestown MiSA 3.2 3.8 11,035 11,649 Wahpeton MiSA 3.7 4.3 13,242 11,640 South Dakota 4.5 4.5 437,985 433,035Sioux Falls MSA 4.2 4.6 126,455 123,205 Rapid City MSA 4.3 4.3 66,010 66,195Aberdeen MiSA 3.4 3.2 23,055 22,950 Brookings MiSA 4.4 4.3 17,695 17,385 Watertown MiSA 3.8 4.0 18,570 18,525 Spearfish MiSA 4.2 4.0 13,240 13,340 Mitchell MiSA 3.7 3.6 13,110 13,055 Pierre MiSA 3.2 2.9 12,935 12,620 Yankton MiSA 4.3 4.4 11,625 11,585 Huron MiSA 3.2 3.3 9,870 9,715 Vermillion MiSA 4.6 4.3 6,895 6,875 Minnesota 7.4 7.1 2,793,311 2,780,658Minneapolis-St. Paul MSA 7.5 7.1 1,731,796 1,733,840Brainerd MiSA 8.9 8.1 45,798 45,498Winona MiSA 7.0 7.0 27,622 27,022Fergus Falls MiSA 6.5 6.3 30,135 29,317Red Wing MiSA 7.0 6.8 25,071 24,558Willmar MiSA 6.5 5.8 23,393 23,265 Bemidji MiSA 9.9 8.1 20,241 20,177Alexandria MiSA 5.8 5.8 20,155 20,157Hutchinson MiSA 8.1 8.4 18,840 18,558 Marshall MiSA 6.2 5.5 14,121 14,208 Worthington MiSA 5.6 5.3 10,961 10,981Fairmont MiSA 7.1 7.0 11,076 11,021

MSA — Metropolitan Statistical Area

MiSA — Micropolitan Statistical Area

Sources: U.S. Bureau of Labor Statistics, Minnesota Department of Employment and Economic

Development, Job Service North Dakota, South Dakota Department of Labor

CANADIAN EXCHANGE RATE

NORTH DAKOTA OIL ACTIVITY

Sweet Crude ProductionPrice/BBL Oil-BBL/day

JUNE 2011 $91.69 384,678MAY 2011 $94.69 363,390JUNE 2010 $63.14 315,278MAY 2010 $60.10 298,060

Drilling Producing Rig Permits Wells Count

JULY AIRLINE BOARDINGS

Source: Bank of Canada Data provided by Kingsbury Applied Economics

08/24/10 07/25/11 08/26/11

U.S. to Canadian Dollar $1.06 or $0.9467 $1.00 OR $1.00 $0.99 or $1.01

U.S. to Euro $0.79 or $1.27 $0.70 or $1.44 $0.69 or $1.45

U.S. to Chinese Yuan $6.80 or $0.147 $6.45 or $0.155 $6.39 or $0.156

U.S. to Japanese Yen $84.17 or $0.119 $78.29 or $0.128 $76.62 or $0.131

U.S. to Mexican Peso $12.92 or $0.077 $11.66 or $0.086 $12.47 or $0.080

BOARDINGS % CHANGE/2010-2011

JUNE 2011 138 5,558 175MAY 2011 154 5,579 175JUNE 2010 128 4,979 125MAY 2010 102 4,893 114

JUNE % CHANGE JUNE % CHANGE 2011 /JUNE 2010 2011 /JUNE 2010

CANADIAN BORDER CROSSINGS

Source: US Customs and Border Protection

AUTOMOBILES TRUCKS

MINNESOTAIntl Falls-Rainer 41095 1.81% 1732 - 16.13%Grand Portage 39069 17.98 1531 5.08 Baudette 17860 - 22.76 589 - 4.23Warroad 18756 8.79 1020 36.91 Roseau 5425 - 7.63 632 11.86NORTH DAKOTAPembina 41095 1.81 17414 9.54Portal 7024 - 41.15 3683 - 48.75Neche 5912 11.59 855 - 47.19Dunseith 11984 6.39 2403 8.39Walhalla 5763 19.51 998 - 13.67Noonan 4527 7.22 270 - 52.80

By the Numbers

August Rig Count 192 All Time High

Rig Count Source: NDOMB

Minneapolis-St. Paul 1,625,407 3.8Fargo 33,510 - 3.2 Sioux Falls 41,433 23.4 Rapid City 32,150 - 11.5Bismarck 18,318 - 5.2 Duluth 14,277 - 6.5 Grand Forks 10,433 - 5.7 Minot 13,4383 9.8 Pierre 1,413 4.7Source: US Customs and Border Protection

PB

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