VPP Strategic Plan

5/26/2018 VPP Strategic Plan

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a ey rosperty artners p cton gen a -

table of contents

04 Introduction

08 Action Plan

16 Priority: Attract, Develop and Retain Talent

28 Priority: Ensure Water Security and Management

33 Priority: Expand Research Capacity and Relevancy

39 Priority: Accelerate Entrepreneurial Activity and Output

43 Priority: Invest in Critical Infrastructure Development and Capital Improvement Projects

47 Priority: Define and Improve the Internal and External Perception of the Valley

50 Operational Structure

58 Acknowledgements


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letter of introduction

Now, following several months of extensive stakeholder outreach,conversations and data collection, we are pleased to offer the following

framework for action. It addresses several key priorities that are criticalto industry, higher education and community leaders, and includetalent development, research, entrepreneurship, infrastructure andcommunication.

The end of this process marks the start of another. This report ismeant to serve as a guide for continued partnerships and action. Weenvision that through a focused working group structure, the VPP willengage new stakeholders, civic leaders and industry to build on this

effort and undertake activities that should be and are best done at aregional level.

A very special thank you to Mr. Marcil, the VPP Steering Committee andall those who have contributed their time, talent and knowledge to thisprocess. It would not have been possible without it.

Please join us in this effort. Visit www.valleyprosperitypar tnership.comfor additional updates and to engage with the VPP.

Steve Burian Tammy MillerVPP Co-Chair VPP Co-Chair

This is an historic and pivotal time for the Red River Valley. Spanningthe borders of North Dakota and Minnesota, the Valley and its recent

economic performance has far outpaced the Nations economy. Withrapid job growth and diversified industry, our region must takeadvantage of its unique position of strength to plan for a vibrant,equitable and sustainable economic future.

In 2013, several of the Valleys private sector industry and highereducation leaders came together with our economic developmentpartners to do just that. Spurred by the vision of a $100,000investment from Forum Communications Company Chairman William C.Marcil, the Valley Prosperity Partnership (VPP) has been formed toidentify common strategic economic development opportunities.

We are working to bring communities throughout the Valley together todevelop a unified, shared vision for high value and sustained economicgrowth for all our residents by:

Advocating the Valleys interests and concer ns to state and federalelected officials

Leveraging and promoting existing resources

Creating new programs and resources that address gapsor limitations

Strengthening public and private sector partnerships

Building upon our research and higher education strengths

Influencing current and future public policy strategically

Developing clear and transparent performance measuresto gauge impact

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Planning in times like this should represent a new and best paradigmfor economic development. Prosperity brings different challenges andpoints of view in terms of labor supply, cost of living, and infrastructureinvestment. Prosperity can also allow for a longer-term vision inplanning and allow for strategic investments that can have positive

impacts for generations to come. If the right decisions are made todayto address the challenges and invest for continued strength, futuredownturns can be mitigated, or avoided altogether.

Now is the time to not only plan, but to do. The pace of economicchange is becoming more rapid every day. Competition for newbusinesses, talent, and place-based investment is fierce and happeningon a global scale. Communities that hope to compete are only as strongas the sum of their parts (and partners).

Too often economic development planning efforts are a response toan economic downturn. The need to collaborate among municipalities,coordinate planning initiatives, and leverage regional assets isconsidered a temporary activity - necessary only to right the ship andset a new course.

The Valley Prosperity Partnership (VPP) is not one of those planningefforts. Rather, VPP stakeholders have come together to plan anddo while the region is in a position of economic strength. Lowunemployment, safe communities, new business investment, andgrowing research and development have created a level of prosperityfor the Valley that is unprecedented.

introduction

Collectively, the VPP Steering Committee represents more

than 16,000 employees with a total annual payroll of over$780 million.

04


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Moving Forward

The Red River Valley spans the borders of Minnesota and NorthDakota. The Valley is anchored by the economic centers of Fargo-Moorhead, Grand Forks-East Grand Forks, and Wahpeton-Breckenridge.

The VPP has been formed to identify common strategic economicdevelopment opportunities throughout the Valley.

The VPP Steering Committee is comprised of economic developers,college and university leaders, private sector business leaders,community leaders, and others who recognize the importance ofcollaboration and leveraging resources. Collectively, the committeerepresents more than 16,000 employees with a total annual payroll ofover $780 million. The VPP is working to bring all communities in theValley together to develop a unified, shared vision for high value andsustained economic growth for all its residents by:

Advocating the Valleys interests and concer ns to state and federalelected officials

Leveraging and promoting existing resources

Creating new programs and resources that address gapsor limitations

Strengthening public and private sector partnerships andcommunication

Building upon the Vallys research and higher education strengths

Influencing current and future public policy strategically

Developing clear and transparent performance measures togauge impact

VPP VisionThe Red River Valley will achieve and be recognized for its world-classeconomic performance and sustained prosperity through the success ofits businesses and high quality of life.

Moreover, regionalism and active collaboration among economicdevelopment intermediaries and municipalities more accurately reflectthe way those representing new investment opportunities view theworld. There are no boundaries, just competitive places that can deliverthe resources necessary to sustain and grow their business.

That is why it is critical that the Valley join together with industry, highereducation, community, and economic development stakeholders toestablish common economic development priorities, direction, andresources.

The VPP is a regional economic development initiative focused on doingjust that. By identifying oppor tunities where the Valley can be moreeffective by working together, versus independently, the VPP aims tomake a real and positive difference in the regional economy. The VPPwill make an impact felt in all parts of the Red River Valley, by all of its

residents and businesses over the next 5 years by building upon corestrengths and high-value resources, working to reduce barriers togrowth, and further distinguishing the region.

GOALS

PRIORITIES

STRATEGIES

ACTIONS


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VPP Goals

What defines an economically competi tive and sustainable community?At its most basic level, you need talented people, great places, sensiblepublic policies, good ideas, and a diverse economic base. With thoseserving as guideposts, the Steering Commitee established the followinggoals for the Partnership. Each goal is dependent on the other.

An Exceptionally Stable and Growing Economy: The Valleyseconomy is highly diversified and resilient in changing economic times.A sustained and highly positive balance of trade builds wealth and fuelsbusiness expansion. A strong trade area captures and keeps dollars inthe Valley. The gross product expands at a steady and predictable rate.

Extraordinary Business Health: The Valleys businesses outperformtheir industry peers in profitability and productivity. The Valleysemployers attract the nations best talent. Leading industries (such asagriculture, manufacturing, education, and healthcare) maintain theirvitality, while emerging sectors flourish. The Red River Valley leads inbusiness innovation. The Valleys businesses lead in their social andcorporate citizenship.

An Unparalleled Workforce: The Valleys workforce is highly trainedand engaged. Worker skills and availability match the jobs demandedby the economy. Job opportunities are rewarding and help citizens

actualize their dreams.

Unrivaled Education and Research: The Valleys educationalsystem and institutes of higher learning perform at the top of theirpeer institutions, preparing learners for their roles in a high-performing

economy. The Valleys research corridor leads the development ofinnovation and applied science.

World-class Communities: The Valleys communities offer aquality of life that is unmatched in other regions of the country, withoutstanding cultural, social, educational, and recreational opportunities.The Valley embraces and achieves diversity in every aspect of society.

The Valley enjoys model government, high safety, excellent publichealth, family well-being, and sustainable infrastructure.

VPP PrioritiesBeyond the established goals, the VPP undertook an extensivestakeholder outreach effort to collect both qualitative and quantitativeinformation. This outreach consisted of several workshops held in

Fargo and Grand Forks, one-on-one stakeholder meetings, phoneinterviews and existing literature review. A full listing of stakeholderswho contributed to this effort is included within the acknowledgmentssection of this document.

This process and information helped to inform, define and prioritizespecific priorities, strategies and partnerships required to help achievethe VPP goals. Consensus was achieved on establishing the followingsix priorities for the VPP, forming the strategic framework for a 5-year

action plan.

An Exceptionally Stable and Growing

Economy

Extraordinary Business Health

An Unparalleled Workforce

Unrivaled Education and Research

World-class Communities

GOALS


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attract quality faculty, and can support regional industry and their uniquecompetencies. Within this priority, a critical focus will be placed on theValleys opportunities associated with the convergence of specializedareas of technology and innovation to include unmanned aerial systems(UAS), precision agriculture, healthcare and medical services, and energy.

Accelerate Entrepreneurial Activity and Output: The ValleyProsperity Partnership will work to ensure that a strong and vibrantentrepreneurial ecosystem and culture exists within the Valley thatcultivates, encourages and supports new business creation andinnovative ideas, while adding value to existing organizations, products

and services.

Invest in Critical Infrastructure Development and CapitalImprovement Projects: The Valley Prosperity Partnership will identifyand advocate for the continued investment in critical infrastructuredevelopment to include (but not limited to) roads, highways, freight-rail,natural gas, utilities, air ser vice, broadband communication, and civicspace improvements for both North Dakota and Minnesota stakeholders.

Define and Improve the Internal and External Perception of the Valley:The Valley Prosperity Partnership will develop a public relations andcommunications strategy that creates unique messages about the Valleys

strengths and opportunities to internal constituencies and externalaudiences, while also connecting with other planning efforts in regionsadjacent to or neighboring the Red River Valley.

The following pages provide an overview of an initial set of proposedstrategies and actions for each priority. This is intended to be a startingpoint. Not all priorities will be addressed concurrently nor is it likely therewill be resources to do so. The VPP anticipates that as new stakeholdersengage in the process, additional ideas and action items will be identified.Overall this document creates a strong foundation for collective action and

impact. These are areas best addressed at the regional level and amongdiverse stakeholders in order to make real and lasting positive change.

Attract, Develop and Retain Talent: The Valley ProsperityPartnership will help coordinate regional talent attraction, development

and retention initiatives to ensure the Valley can meet and sustain currentand future employment demands while helping to give North Dakota,Minnesota, and the Valley a greater voice in national policy.

Ensure Water Security and Management: The Valley ProsperityPartnership will collaborate with internal and external stakeholders toensure that the Valleys water infrastructure and management systemsare fully funded, constructed and operational, effectively protectingagainst future flooding , maintaining the aquifers, while providing for areadily sustainable and quality supply of water at all times.

Expand Research Capacity and Relevancy: The Valley Prosperity

Partnership will work to ensure that research and technologycommercialization activities at Valley universities are fully funded, can

PRIORITIES

Attract, Develop and Retain Talent

Ensure Water Security and Management

Expand Research Capacity and Relevancy

Accelerate Entrepreneurial Activity and Output

Invest in Critical Infrastructure Developmentand Capital Improvement Projects

Define and Improve the Internal and

External Perception of the Valley


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action plan

GOALS: An ExceptionallyStable and

GrowingEconomy ExtraordinaryBusiness Health An UnparalleledWorkforce

Unrivaled

Education andResearch World-classCommunities

1. Attract, Develop and Retain Talent

Build Smarter Cities to Attract Talent

9 Organize a Smarter Cities Speakers Series to education the public and key development stakeholders about techniques to promoteSmarter Cities and world-class communities

9 Support the development of local case studies to demonstrate benefits of smart growth

9 Create an Urban Land Institute District Council or some other ongoing platform to bring together key development stakeholders to sharebest practices

Support Integration of Veterans and Military Families into Valley Economy

9 Increase the number of colleges and universities in the Valley with veteran recruiting and support programs

9 Recruit and train veterans to the Valley to fill high-demand occupations

9 Streamline statewide licensing requirements for veterans

9 Partner with Grand Forks Air Force Base to ensure a support network

Create a Valley-wide Internship Network

9 Expand the Greater Grand Forks Young Professionals Internship Initiative

9 Convene key stakeholders to discuss barriers and opportunities

9 Create a centralized online internship database9 Market the initiative

9 Scale business seminars and internship coordinator meetings

Recruit Post-Secondary Students to Regional Schools and Attract Former Valley Residents and Alumni

9 Develop a platform for coordination among admissions offices, alumni associations, chambers of commerce, young professional networks,and economic development corporations - align attraction efforts with employer needs

9 Create a VPP Student Recruitment program to develop and implement messaging and recruiting aligned with education and researchstrengths and projected industry opportunities expand reach of recruiting efforts and align with employer needs

9

Create a VPP Alumni Network and Outreach program that combines the alumni networks of the various schools in the Valley and leveragesthem for talent attraction and business investment purposes


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GrowingEconomy

ExtraordinaryBusiness Health

An UnparalleledWorkforce

Unrivaled

Education andResearch

World-classCommunities

Recruit Post-Secondary Students to Regional Schools and Attract Former Valley Residents and Alumni (continued)

9 Expand marketing efforts to alumni and prospective students in fields applicable to high-demand mid-level jobs

9 Organize community tours for prospective students and re-familiarization tours for alumni and former residents

9 Support efforts to develop and host quality of life events and attractions

9 Create a centralized website highlighting opportunities to live, work, and play in the Valley for students and mid-career professionals

9 Provide resources for prospective students, alumni, and former residents who are interested in moving their business to the Valley, startinga business in the Valley, or investing in Valley start-up businesses

Create Pilot Program to Recruit Foreign-born Talent and/or Attract the Unemployed or Underemployed National Constituency

9 Pilot a geographic-specific H-1B

9 Support the creation of a Startup Visa

9 Pilot mobility vouchers for unemployed or underemployed

Develop Trades, STEM, and Other Career Awareness, Pathway, and Promotion Campaigns

9 Regularly convene key stakeholders

9 Strengthen communication between higher education, industry and K-12 educators expand Teachers in Industry K-12 Teacher InternshipProgram and enhance educators ability to incorporate technical and STEM content into the K-12 classroom

9 Develop marketing and communications to promote the trades, STEM, and related career opportunities9 Build a coalition of employers to support training for key gaps

Expand Arts and Culture

9 Develop and host joint, simultaneous arts performances in Fargo-Moorhead and Greater Grand Forks

9 Scale corporate giving funds and/or corporate-sponsored Artist in Residence programs

9 Support arts and culture marketing, communications, and operations feature these resources in business attraction efforts

Embrace the Outdoors

9 Create a multi-purpose trail and related infrastructure between Fargo-Moorhead and Greater Grand Forks

9 Sponsor a business plan competition for outdoor/recreation businesses

9 Sponsor a regional marketing campaign to promote the River as an asset


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Growing

Economy

Extraordinary

Business Health

An Unparalleled

Workforce

Unrivaled

Education and

Research

World-class

Communities

Embrace the Outdoors (continued)

9 Market the Initiative

2. Ensure Water Security and Management

Identify Key Stakeholders and Form a Water Security and Management Working Group

9 Identify a subset of VPP members to convene the working group and potentially serve as hosts orchairs of the group

9 Confirm potential organizations/individuals for initial engagement

9 Convene group meeting to conduct individual meetings/briefings with each to convey objectives of VPP and gauge level ofinterest in their participation

9 Summarize results/findings

Identify and Collect Applicable Municipal, Rural, Water Resource District, and Regional Water Management Plans in

Order to Identify Common Water-Related Infrastructure Priorities

9 Determine/confirm point of contact to coordinate and carry out next steps

9 Communicate with potential partners/stakeholders to identify and collect existing water-related infrastructure/capital plans and projects

9 Synthesize the projects to identify type and status

9 Convene working group to review and classify/categorize key projects and discuss the need to prioritize projects

9 Identify or suggest additional projects or needs not yet reflected in existing plans or planning activities

9 Prepare an issue briefing paper which summarizes key projects and effort to date

Conduct Outreach Meetings With State- and Federal-Level Elected Officials

9 Brief VPP Steering Committee on priority projects and status9 Coordinate advocacy outreach with other infrastructure and/or public policy related requests

9 Prioritize elected official outreach based on committee assignments and/or level of influence

9 Host networking event(s) for key stakeholders and elected officials to report out on priorities and status

9 Conduct one-on-one briefings with elected officials

9 Engage professional government affairs services if applicable


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Growing

Economy

Extraordinary

Business Health

An Unparalleled

Workforce

Unrivaled

Education and

Research

World-class

Communities

3. Expand Research Capacity and Relevancy

Strengthen Alignment Between Core Regional Research Competencies, External Partners, and Technology Applications

9Create an inventory of existing research-industry programs available in the Valley

9 Identify and evaluate all opportunities related to core research strengths and commercial opportunities (e.g., UAS, agriculture, medical,and energy)

9 Assemble working groups to coordinate and/or assist with selected strategic research and commercialization opportunities (e.g., UAS,agriculture, medical, and energy)

9 Survey organizations interested in partnering with research institutions to identify their R&D needs and availability

9 Support the development (or continued operations) of robust business engagement offices at regional institutions of higher education thatestablish, promote, and support research and programming partnerships with private industry

9 Develop a coordinated marketing plan among all stakeholders

9 Develop a coordinated programming calendar among all stakeholders

9 Develop a budget to support marketing and programming efforts

9 Advertise and host programs and events

9 Conduct follow-up and ongoing conversations with participants in research-industry programs to learn best practices, successes, and reviseprograms as needed

Ensure the Attraction and Relevancy of Research and Development Funding and Enable Capacity for Commercialization

9 Collect information about North Dakota legislative activities related to the states intellectual property policies determine level ofinvolvement and approach needed for reducing policy barriers for Valley innovators

9 Inventory existing R&D infrastructure within the Red River Valley9 Survey research institutions to determine investments required to bolster the Valleys research capability (e.g., equipment, people,

administrative capacity, etc.)

9 Survey organizations with the potential to partner with local research institutions about their research needs

9 Develop a budget outlining annual and ongoing funding needs to strengthen and sustain research facilities and infrastructure

9 Prepare economic impact report based on existing and projected research activity

9 Identify potential sources of funding and begin accumulating resources

9 Invest in research functions as determined by survey and budget


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Growing

Economy

Extraordinary

Business Health

An Unparalleled

Workforce

Unrivaled

Education and

Research

World-class

Communities

4. Accelerate Entrepreneurial Activity and Output

Encourage Entrepreneurial Activity Through Increased Capital and Investment

9Identify lead organization or working group to coordinate effort

9 Create an inventory of existing entrepreneurship funding programs in the Valley and identify area(s) of focus for investment

9 Convene current and prospective public and private funding organizations to support and expand funding programs begin conversationsto expand the Red River Corridor Fund to Fargo

9 Establish an advisory committee for the funding programs

9 Develop Valley-wide funding programs open to all entrepreneurs (i.e., not just University or non-University startups)

Talent Development Through Entrepreneur Mentoring and Student Internships

9 Identify a working group or organization to establish and coordinate the mentorship program, promote student employment opportunities,and ensure ongoing program operations

9 Establish an Entrepreneur Advisory Committee (EAC) composed of regional entrepreneurs (new and established) to provide guidance onthe mentoring program and student employment

9 Engage with regional and national organizations that could support seminars and best practice research, particularly with a focus on familybusinesses which are common within the Valley

9 Implement the mentorship program by engaging prospective mentors and mentees through networking and educational events and helpingto establish mentor and mentee relationships

9 Implement the student employment program by engaging career services groups, hosting information sessions for employers and students,and introducing students to startups and local small businesses

Strengthen Entrepreneurship Support Through Formally Networked Incubator Organizations, Resources, and Programs9 Map existing resources and programs

9 Survey entrepreneurship service providers to inventory service offerings, partnerships and strengths

9 Survey entrepreneurs to identify gaps and opportunities in needed services

9 Convene prospective network organizations to discuss, develop and establish the network

9 Create common website and determine responsibility for maintaining the website

9 Develop new shared programs and professional services network to meet needs of Valleys entrepreneurs (accounting, legal, HR, etc.)

9 Advertise the incubator network and member offerings

9Establish a quarterly meeting schedule to convene network partners to coordinate services and provide updates/feedback regardingnetwork functioning and service needs


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Growing

Economy

Extraordinary

Business Health

An Unparalleled

Workforce

Unrivaled

Education and

Research

World-class

Communities

5. Invest in Critical Infrastructure Developmentand Capital Improvement Projects

Identify and Coordinate Critical Infrastructure Projects and Priorities

9 Identify steering committee chair(s) representing bi-state interests to lead working group

9 Convene initial meeting of Valley economic development corporations and chambers of commerce to review and compare current andfuture infrastructure priorities initial standing working group formation

9 Based on those priorities determine who/if additional stakeholders need to be engaged as part of the infrastructure working group

9 Develop consensus on project timing and need (can be by region)

9 Hold an infrastructure forum to vet project priorities and develop a comprehensive long-term needs list

9 Establish a database or link to existing databases that identify the status of key projects

Advocate/Communicate the Needs and Positions on Key Infrastructure Projects to State and Federal Elected Officials

and Other Key Funders Based on Project Need9 Brief VPP Steering Committee on priority projects and status

9 Coordinate advocacy outreach with other infrastructure and/or public policy related requests consider branding the effort to clearly reflectboth ND and MN engagement

9 Determine what unique approaches are needed to address unique political circumstances and legislative calendars/processes for each state

9 Prioritize elected official outreach based on committee assignments and/or level of influence

9 Research/discuss funding scenarios/options that may help to address growing funding constraints and limitations

9 Host networking event(s) for key stakeholders and elected officials to report out on priorities and status

9Conduct one-on-one briefings with elected officials

9 Form a VPP Infrastructure Caucus that could regularly engage on additional issues like water, research expenditures and other public policyissues that would form a VPP Advocacy Agenda

9 Launch an inspirational project or goal such as becoming the first gigabyte city or Valley A Grand Challenge


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Growing

Economy

Extraordinary

Business Health

An Unparalleled

Workforce

Unrivaled

Education and

Research

World-class

Communities

6. Define and Improve the Internal andExternal Perception of the Valley

Coordinate a Common Regional Marketing, Message, Brand and Outreach Strategy

9 Evaluate engaging a professional consulting service that specializes in economic development marketing and branding

9 Work with the economic development organizations, chambers, and convention and visitors bureaus to form a lead working group chargedwith message development and coordination

9 Benchmark other regional marketing campaigns/programs to include state level messaging and strategies

9 Inventory existing marketing and branding elements to identify common threads and asset development

9 Conduct broad resident perception survey to gain feed back on assets, areas to address to help inform the process this can begin abenchmark survey effort to be conducted every 2 to 3 years

9 Identify and develop relationships with national media contacts and host media familiarization tours

9 Conduct national outreachEnhance Web Functionality and Social Media Elements to Maximize Electronic Presence and Ensure PotentialConstituent Engagement/Input

9 Develop and maintain blog and/or online newsletters

9 Ensure public portals for information-sharing functions and online polls or surveys

9 Host a focus group with regional young professional organizations and/or high school students to ensure the latest and greatest optionsand applications are being considered

9 Collect success stories that highlight the unique positives that help to define the Valleys success and translates the marketing message intoreal references


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PRIORITY

1. Attract, Develop and Retain TalentThe Valley Prosperity Partnership will help coordinate regional talent attraction, development and retention initiatives to ensure the

Valley can meet and sustain current and future employment demands while helping to give North Dakota, Minnesota, and the Valley agreater voice in national policy.

Background Call to Action:

The Red River Valley is experiencing unprecedented job growth inseveral key industry sectors. If the VPP works to fill only the positionsthat are currently unfilled, the Valley could realize significant economicimpact and growth. Some of the barriers to filing those positions that

have been expressed by local stakeholders include: A dear th of wor kers because of the pull to the western part of

North Dakota and the Bakken formation,

A disincentive to invest in employees (e.g., training, relocationexpenses) because of potential employee turnover due to the tightlocal job market,

The Valleys winter weather make it difficult to attract talent, and

People located outside of the region do not realize the diversity ofjobs available in the Valley due to media focus on energy sector-

related growth in North Dakota.

Key Goal Association:

Unparalleled Workforce


Exceptionally Stable and Growing Economy

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Dense, urban communities are increasingly the communities of choicefor young professionals, corporate executives, and retirees. In additionto being an important component of a talent retention and attractioneffort, dense urban communities help to create a high-value andmore efficient tax climate by reducing costs for new infrastructuredevelopment and maintenance of existing infrastructure. As Valleycommunities continue to develop as world-class communities, it will beimportant to do so with an eye toward changing trends in communitypreferences and demographics. According to the Urban Land Institutes,

America in 2013report: 71 percent of Americans rank proximity to work/school as high in

importance;

62 percent of members of generation Y prefer a community withneighborhoods that are close to a mix of shops, restaurants, andoffices;

44 percent of Americans currently living in a medium-sized cityplan to move within the next five years;

21 percent of baby boomers expect to have adult children living athome, and 19 percent of singles expect to have their parents orgrandparents in residence over the next five years.

It is critical that the VPP work to fully understand the barriers to fillingthese positions and implement an action agenda to help close thosegaps. Some existing efforts related to this priority include:

Renaissance Zones - enacted by the 1999 North DakotaLegislature, this program enables North Dakota cities to applyto the state for designation of part of the city as a renaissancezone. For property owners, incentives include 5-year propertytax exemption on value of improvements (excludes land), 5-yearstate income tax exemption on income generated from the locationof the Renaissance Zone project (up to $10,000 per year), and aHistoric Tax credit (state income tax) in the amount of 25 percentof the cost of the renovation. Commercial tenants receive a 5-yearstate income tax exemption. However, as tax rates have decreased,so has the relative value of this incentive.

The Northern Valley Career Expo is an annual event coordinated by11 university, workforce development, and economic developmentstakeholders in the Greater Grand Forks region. The goals of theExpo are to expose secondary students to regional occupationaldemands and training programs; enhance collaboration betweenbusiness, education and the public sector; highlight shared assetsthat make the region a dynamic place to work and live; and providean avenue for organizations to showcase their products andservices and help educate students about the career opportunitiesin the region.

The ND Department of Commerces North Dakota TalentInitiative was developed to increase the quantity and qualityof NDs workforce and reduce unemployment in counties withunemployment above the state average. Their 10-prongedprogram includes developing their workforce intelligence system,ensuring training and education offerings respond to employerand skill demand, targeting populations underrepresented in thelabor force, such as Native Americans and Veterans, focusing onretention of young people, and promoting North Dakota as a greatplace to live and work.

Build Smarter Cities to Attract Talent

STRATEGIES


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ACTIONS

In Greater Grand Forks, an existing effort - Engage the Forks - isunderway to engage citizens in creating specific strategies aroundplace-based development. The first two initiatives of Engage the

Forks are:North Valley/New Vision 360 or NV360: NV360 is a region-widecommunity visioning and engagement project based on The Soul ofthe Community, a recent Knight/Gallup study. This study explores theconnection between local economic growth and peoples emotionalbond to a place. (See: www.soulofthecommunity.org.) Community inputfrom the NV360 project will provide direction to community leaders,organizations, and individuals as they create a better place to live,work, and play. NV360 is a joint project of the Community Foundation,the Chamber of Commerce, and the cities of Grand Forks and EastGrand Forks.

Mayors Blue Ribbon Commission on Housing: During the 2012 MayorsState of the City Speech, Grand Forks Mayor Michael R. Brown called forthe formation of a Blue Ribbon Commission on Housing. The HousingCommission was tasked with developing an accurate picture of theGrand Forks housing situation and proposing steps to strengthen it.This work is being done in three phases in partnership with the GrandForks Housing Authority and other stakeholders. The three phases are:develop a snapshot of the current housing situation in Grand Forks;develop community priority directions to bolster housing opportunitiesin Grand Forks; and develop strategies to achieve the priorities.

EngageTheForks.com is an important community engagement tool forthe Blue Ribbon Commission, which Mayor Brown says will be the mostcitizen-engaged effort the city of Grand Forks has undertaken to date.

X Organize a Smarter Cities SpeakersSeries to education the public and

key development stakeholders abouttechniques to promote Smarter Cities andworld-class communities

X Support the development of local casestudies to demonstrate benefits of smartgrowth

X Create an Urban Land Institute District

Council or some other ongoing platformto bring together key developmentstakeholders to share best practices


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Partners/Stakeholders:

Major land owners

Planning and development companies

City planning managers

Downtown organizations

Elected officials

Institutions of higher education

Off-campus student communities

Fargo Housing Authority and Grand Forks Housing Authority

As of March 2013, roughly 783,000 veterans were unemployed in theU.S. and looking for work. These veterans are ideal candidates to liveand work in the Valley. Service men and women and their families areused to relocating and are not deterred by cold climates, a perceptionof isolation, or a lack of things to do. Furthermore, the Grand ForksAir Force Base is a huge asset that could provide support ser vices toveterans and connect them to additional networks. Finally, changesto the G.I. Bill and an increasing network of organizations devotedto serving veterans are making it easier to train and hire veterans;

the most recent G.I. Bill has extended benefits to more certifications,licenses, and technical programs, and organizations such as RecruitMilitary have created new models for connecting veterans to employers.

However, several real barriers need to be addressed to realizethis opportunity. First and foremost it is important to recognize thechallenges faced by service men and women transitioning to civilian life.For starters, the majority of our veterans do not have a degree andlack experience in finding a job. Compounding this, many high-demand,good-paying jobs like paramedics, truck drivers, nurses, and weldersrequire a national certification or state occupational license in order

to be hired. Currently, national and state systems make it very difficultfor service members and veterans to obtain these civilian certificationsand licenses that directly translate to their military training. Oftentimesservice members and veterans are required to repeat education ortraining in order to receive these occupational credentials, even thoughmuch, and in some cases, all, of their military training and experienceoverlaps with credential training requirements.

This recommendation aims to address some of those barriers in orderto better integrate veterans and their families into the Valley economy.

Support Integration of Veterans and MilitaryFamilies into Valley Economy

STRATEGIES


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ACTIONS

X Increase the number of colleges anduniversities in the Valley with veteranrecruiting and support programs

X Recruit and train veterans to the Valley tofill high-demand occupations

X Streamline statewide licensing requirementsfor veterans

X Partner with Grand Forks Air Force Base toensure a support network

Grand Forks Air Force Base

Fargo Air Guard

Local military recruiters

Local chapters of SVA and other veterans support groups Job Service North Dakota & Minnesota WorkForce Center (One-

Stop Career Centers) offer personalized case management,assessments and counseling for veterans through the Veteran GoldCard program.


Local universities

Veterans Educational Training is a state funded projectto help military veterans prepare for and successfullycomplete a post-secondary education. Services are freeto ND veterans and VA education benefits such as the G.I.Bill, Post 9/11 G.I. Bill, and Vocational Rehabilitation may beapplicable.

UND Veterans and Military Services (the only Valley schoollisted in the 2014 Guide to Military Friendly Colleges &Universities)

Member of the Servicemembers Opportunity College

Consortium

Approved to offer independent study cour ses throughthe Defense Activity for Non-Traditional EducationSupport program since 1974

Partnered with the Society of American MilitaryEngineers for online bachelors degrees in chemical,civil, electrical, and mechanical engineering

Accepts academic credit for military training andexperience for the College Level Examination Programand the American Council on Education

NDSU Military and Veterans Services

Northland Veterans Resource Center

Minnesota State University Moorheads Veterans ResourceCenter

North Dakota State College of Science VA Certifying Office


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ACTIONSACTIONS

The Greater Grand Forks Young Professionals have been facilitatingan Internship Initiative with the University of North Dakota for thepast three years. Their goal is to make students aware of internshipopportunities and of the local industries in which they could apply theireducation and skills. Their goal is also to help businesses with theirentry-level hiring needs and help them access university resources.All UND internship coordinators meet quar terly to share informationand align their work; they are working to get all internships listed onone site and to advertise that site across the community. Every year

they also host a seminar for businesses on how to start an internshipprogram. Twenty businesses participated in the first year of theprogram, and 37 businesses participated in the second year. Their

main challenges have been gaining buy-in from all of the internshipcoordinators and tracking results.


Economic development corporations and chambers of commerce

Career centers at institutions of higher education

Fargo-Moorhead and Greater Grand Forks Young ProfessionalsNetworks

United Way 35 Under 35 Womens Leadership Program and similaremerging leaders programs throughout the Valley

Create a Valley-wide Internship Network

X Expand the Greater Grand Forks YoungProfessionals Internship Initiative

X Convene key stakeholders to discussbarriers and opportunities

X Create a centralized online internshipdatabase

X Market the initiative

X Scale business seminars and internshipcoordinator meetings

STRATEGIES


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North Dakota Department of Commerce and MinnesotaDepartment of Employment and Economic Development

Possible funding provided to cover the cost of tuition andfees for attracting the best and brightest students fromsurrounding states to our university system in fields ofneed

Greater Fargo-Moorhead Economic Development Corporation andpartners

Individuals who have returned providing success stories/testimonials

Regional higher education student affairs and admissions officesand programs

Alumni services staff of universities and colleges. Specificexamples include (but are not limited to):

UND Alumni Association

Upcoming Spirit Celebration Tour with events inDenver, Marco Island, FL, Los Angeles, Scottsdale, andWashington DC

UND Alumni Job Board

NDSU Alumni Association

CAREERlink Job Board

NDSU City Ambassadors helping fellow alumnitransition to a new city

MSUM Alumni Foundation

MSUM Alumni Nights

Concordia College Office of Alumni Relations

Upcoming Buck Day

Career Center

NDSCS

Currently expanding alumni database

STRATEGIES

Recruit Post-Secondary Students to RegionalSchools and Attract Former Valley Residents andAlumni

Targeting prospective students, former residents and alumni offers oneof the best opportunities for the Valley to expand its resident talentbase. These groups are potential targets for attraction efforts as theyalready have an interest in, and in some cases, deep connections tothe region. Recruiting prospective, out-of-state students to the regionsinstitutions of higher education will create a pipeline of prospectivetalent for future growth. Higher education institutions in the Valley haveobserved that 40 percent of non-resident graduates are staying inthe region after their studies. Native Valley residents and those whoattended Valley colleges and universities are already familiar with andhave connections to the Valley. Reaching out to older, non-local alumniand former Valley residents creates an opportunity to attract high-value, seasoned professionals.

This strategy will require ongoing investment in the capacity at theValleys schools and a coordinated recruitment effort. It shouldinclude a focused effort to target the best and brightest students fromsurrounding states who are looking to enter the fields of greatest need

in North Dakota and Minnesota. The Greater Fargo-Moorhead EconomicDevelopment Corporation, in partnership with the higher educationcommunity, has already launched efforts in the alumni attraction area.Their model and experience may be scalable to the Valley as a whole.


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Job Service North Dakota

Young Professionals Networks

The Fargo-Moorhead and Greater Grand Forks Young Professionals Network has positioned themselves as the mouthpiece

for attraction and marketing efforts in the Fargo-Moorhead region, with events, advocacy opportunities, and storytelling aboutsuccessful young professionals. They are well positioned to be a key stakeholder in any Valley-wide attraction effort.

ACTIONS

X Develop a platform for coordination among admissions offices, alumni associations, chambersof commerce, young professional networks, and economic development corporations - alignattraction efforts with employer needs

X Create a VPP Student Recruitment program to develop and implement messaging and recruiting

aligned with education and research strengths and projected industry opportunities expandreach of recruiting efforts and align with employer needs

X Create a VPP Alumni Network and Outreach program that combines the alumni networks of thevarious schools in the Valley and leverages them for talent attraction and business investmentpurposes

X Expand marketing efforts to alumni and prospective students in fields applicable to high-demandmid-level jobs

X

Organize community tours for prospective students and re-familiarization tours for alumni andformer residents

X Support efforts to develop and host quality of life events and attractions

X Create a centralized website highlighting opportunities to live, work, and play in the Valley forstudents and mid-career professionals

X Provide resources for prospective students, alumni, and former residents who are interested inmoving their business to the Valley, star ting a business in the Valley, or investing in Valley start-upbusinesses


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Several unique strategies are being explored in tight labor markets toattract talent. Business leaders across the country are mobilizing topromote immigration reform that would meet the U.S. demand for legalforeign-born workers. Stakeholders from the Valley are already involvedwith the Group of 500 and ImmigrationWorks USA to support theseefforts in Washington. Others are suggesting that there may be ways to

support current U.S. citizens who are unemployed or underemployed tomove to areas with better job opportunities. These are noteither/or propositions. As this talent section reflects, attractingand retaining a skilled workforce demands a broad-basedapproach. The Valley is in a unique position to act as a pilot ormodel for some of these emerging ideas around talent attraction.


The VPP, Chambers of Commerce, and EDCs should collaborate toeffectively represent the business community

Elected representatives local, state, and federal

STRATEGIES

Create Pilot Program to Recruit Foreign-born Talent and/or Attract the Unemployed orUnderemployed National Constituency

ACTIONS

X Pilot a geographic-specific H-1B

X Support the creation of a Startup Visa

X Pilot mobility vouchers for unemployed orunderemployed


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Among the high-demand occupations in the Valley are carpenters,mechanics, electricians, and heating and air conditioning mechanics.The Valley is not alone in its need for skilled technicians and tradespeople. Across the country, these careers have lost their appeal toyoung generations and students have been encouraged by parents andteachers to pursue four-year degrees.

Another (and related) area of demand is talent with knowledge andexperience in fields such as science, technology, engineering, andmathematics (STEM). According to the June 2013 Brookings report

The Hidden STEM Economy, employees in these fields are crucial foreconomic growth. These workers are needed not only in corporateor white-collar roles, but also in traditional blue-collar or technicalenvironments such as manufacturing, health care, construction, andmaintenance and repair. As professional STEM workers research anddevelop new technologies, a skilled technical workforce is needed toimplement these new ideas.

Valley companies have taken an active role in partnering with technical

colleges and other training programs to recruit and train employees.The Valleys institutions of higher education and K-12 schools are

already engaging students in these fields through STEM-relatedoutreach programs and training. However, more can be done topromote these careers to students and coordinate efforts amongemployers, training institutions, and K-12 schools.

Develop Trades, STEM, and Other CareerAwareness, Pathway, and Promotion Campaigns

STRATEGIES



The North Dakota State College of Science providescustomized training for corporations and organizations, aswell as open-enrollment training for individuals

Northland Community & Technical College offers customizedtraining, certifications, and courses, such as welding, tomeet employers needs

NDSU provides STEM-related professional developmentcourses for K-12 teachers

Valley universities and colleges host K-12 outreachprograms in STEM-related fields

Apprenticeship programs, such as the IBEW-NECAs Dakotas and

Western MN Electrical Joint Apprenticeship & Training Committee School districts, especially staff dedicated to career and technical

education

Large/key employers hiring trades and STEM-related positions

Economic development organizations

ACTIONSACTIONS

X Regularly convene key stakeholders

X Strengthen communication between highereducation, industry and K-12 educators

X Develop marketing and communicationsto promote the trades, STEM, and relatedcareer opportunities

X Build a coalition of employers to supporttraining for key gaps


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Expand Arts and Culture

STRATEGIES

The North Dakota Council on the Arts (NDCA) operates with anapproximate annual budget of $1 million through the support of theNational Endowment for the Arts and an appropriation from the NorthDakota State Legislature. NDCA supports four arts organizationsacross the state, including The Arts Partnership and the North ValleyArts Council. Though each operates in a slightly different manner, eachone represents the entire arts community in its area. Both the ArtsPartnership and the North Valley Arts Council act as intermediaries,distributing grants to smaller arts organizations. For instance, The ArtsPartnership also receives funding from the cities of Fargo, Moorhead,

and West Fargo, of which 60 percent (approximately $70,000 in 2013)is redistributed to arts organizations in the Fargo-Moorhead region.The NDCA will be getting a new Executive Director beginning inJuly 2014, which will be an exciting opportunity to bring a newperspective to the arts community and to have biggerconversations about the role of arts and culture in communityand economic development.

Furthermore, the recently created Arts North Dakota acts as theadvocacy arm of NDCA. This organization could provide a platform forthe VPP to use the arts to advance statewide conversations about thechanging dynamics of Eastern and Western North Dakota, workforce

dynamics that pit jobs in the Bakken against continuing education, andother pressing issues. Because The Arts Partnership, North ValleyArts Council, and Ar ts North Dakota represent all of the arts, they areavenues to access a diverse range of people, from students to retireesto veterans, and meet them where they are to engage them in theseimportant discussions.

Locally, the arts and culture community in both Fargo-Moorhead andGreater Grand Forks is bustling. The regions institutions of highereducation offer a variety of arts and cultural activities, often bringingin professional artists from outside the region. The Fargo-MoorheadSymphony has a new conductor who has led orchestras in major citiesaround the world; the Fargo-Moorhead Opera is premiering a newpiece of music, on which they are collaborating with four other opera

companies in the U.S.; and the Plains Art Museum just received ahighly-competitive NEA grant. The North Valley Arts Council is raisingfunds for a 6,000 sq. ft. arts creation space; they are supporting thecreation of an outdoor sculpture corridor; and they host an arts festival

every year that draws 40,000 visitors to the region. Though there hasbeen limited collaboration between the two communities with respectto arts and culture, The Arts Partnership and the Nor th Valley ArtsCouncil are eager to find opportunities to do so.


North Valley Arts Council, The Arts Partnership, and other groupsrepresenting the Valley arts and culture community

Chambers of commerce and/or EDCs can represent the businesscommunity

Institutions of higher education with arts programs

ACTIONS

X Develop and host joint, simultaneous artsperformances in Fargo-Moorhead and Greater

Grand ForksX Scale corporate giving funds and/or

corporate-sponsored Artist in Residenceprograms

X Support arts and culture marketing,communications, and operations featurethese resources in business attraction efforts


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The Valley is fortunate to have many outlets for outdoor activities.The Fargo Marathon is world-class, drawing over 20,000 people tothe region. The Greater Grand Forks Greenway offers 2,200 acresof natural open space. And of course, the Red River connects bothcommunities, offering opportunities for activities such as kayaking,fishing, and swimming. Cities across the country are promotingoutdoor recreation as a way to attract young professionals. Thisrecommendation aims to identify ways that the Valley can work togetherto promote outdoor recreation towards these ends.


Health organizations

Fargo-Moorhead and Greater Grand Forks Parks Departments

River Keepers

Ground Up Adventures

Running groups

Young professional, student, and alumni organizations


Fargo-Moorhead Metropolitan Council of Governments and GrandForks-East Grand Forks Metropolitan Planning Organization

Adopt-a-Trail programs and par ticipants

Embrace the Outdoors

STRATEGIES

ACTIONSACTIONS

X Create a multi-purpose trail and relatedinfrastructure between Fargo-Moorheadand Greater Grand

X Sponsor a business plan competition foroutdoor/recreation businesses

X Sponsor a regional marketing campaign topromote the Red River as an asset

X Market the Initiative


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PRIORITY

2. Ensure Water Security and ManagementThe Valley Prosperity Partnership will collaborate with internal and external stakeholders to ensure that the Valleys water security

infrastructure and management systems are fully funded, constructed, and operational, effectively protecting against future flooding,maintaining the aquifers, while providing for a readily sustainable and quality supply of water at all times.


The supply and management of water has been and continues to be acritical issue for the Red River Valley. Since the Valley was settled it haswitnessed the economic, social and personal tragedies that can resultfrom both flooding and drought. The challenges impact both water

management and supply. While significant infrastructure investment hasbeen made to help mitigate future flooding such as the 1997 flood inGrand Forks, significant work in both management and supply remains.

Now, during strong economic growth in the Valley and the availabilityof statewide resources, the time is right to make the investment anddecisions necessary to protect the health of the Valleys residentsand their economic prosperity for years to come. While the types ofwater-related projects and priorities vary throughout the Valley, thereis recognition that this area requires a unified voice and message toensure the investments happen.


World-Class Communities


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With the technical background in place and the scope of issues wellunderstood on both the supply and management side of water issues,the need now is to fund, design and implement the projects identified inthose respective reports. Like with many major infrastructure projects,

financial scope and construction present many challenges. Thediversity of stakeholder groups involved in this issue only compoundsthe challenge and complexity. The VPP is in a position to help identifycommon ground issues among these key groups and advocate as asingle voice for the full funding of all phases of priority water projects,from protection of existing water sources through to design andconstruction of new infrastructure.

For more than 100 years the Valley has been working to ensure

both the management and steady supply of water to support both itsagricultural base and residents alike. The issue is complex with manydiverse opinions and experiences defining the issue and shaping localstakeholder positions.

The scope of the water supply issue was thoroughly documented in theFinal Environmental Impact Statement for the Red River Valley WaterSupply Project. Published in December 2007 by the U.S. Department ofthe Interior, Bureau of Reclamation, Great Plains Region - Dakotas AreaOffice and the State of North Dakota Garrison Diversion ConservancyDistrict, the proposed project would supply water to meet thecomprehensive water needs of people and industries in the Red RiverValley through the year 2050. The report describes the proposedproject features and explains how the proposed project complies with

the Boundary Waters Treaty of 1909.

More than 32 water-related organizations provided a technical reviewof the repor t and its scope. They included local, state and federalgovernment agencies from North Dakota, Minnesota, and Canada, aswell as tribal representation, special interest groups and commissions,including the Lake Agassiz Water Authority, the Red River BasinCommission, and the International Joint Water Commission.

Much of the foundational analysis, technical documentation andmitigation projects related to the Valleys flooding conditions andresponse management has been conducted by the U.S. Army Corps

of Engineers. Since 1997 the Corps has provided engineering andplanning support, as well as real-time response assistance during anactive flood occurrence.

Supporting analysis and literature is also represented in a 2011 reportby the Red River Basin Commission entitled Long Term Flood Solutionsfor the Red River Valley. This report outlines the projected economicimpact and costs associated with Red River Valley flood cycles andoffers recommendations and project solutions designed to manage theflooding. The Commissions analysis engaged numerous public andprivate stakeholders through a transparent planning process.


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Identify Key Stakeholders and Form a WaterSecurity and Management Working Group

STRATEGIES

The water security and management topic brings together a diversegroup of stakeholders and points of view from both the public andprivate sectors. In order to build a common agenda and voice, it isimportant to first identify a core group of individuals and organizationsthat have the knowledge of the complex issues and can eitherrepresent or speak to the various points of views.


Management staff and/or Board of Directors from organizationsthat contributed to each of the key water studies defining the

issues and documenting the technical aspects of the water securityand management needs for the Valley.

Lake Agassiz Water Authority (LAWA)

Garrison Diversion Conservancy District

Army Corps of Engineers

Red River Basin Commission

The International Joint Commission

Red River Watershed Management Board (MN)

Municipal staff/officials

Rural Water District staff/officials

Water Resource Districts

State/Federal elected officials

Others as identified by the initial working group members such asRiver Keepers and other water steward or user groups

ACTIONS

X Identify a subset of VPP members toconvene the working group and potentiallyserve as hosts or chairs of the group

X Confirm potential organizations/individuals

for initial engagementX Convene group meeting or conduct

individual meetings/briefings to conveyobjectives of VPP and gauge level ofinterest in participation

X Summarize results/findings


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While water security and management issues are a commonpriority throughout the Valley, the specific project types and theirimplementation statuses vary widely. In order to speak effectively onthe collective need of the Valley, it is important that local needs andprojects are understood and documented. Most of these projects areincorporated as part of local, municipal, rural, and/or water resourcedistrict plans and/or regional-level implementation plans. Coordinating

plans and the projects outlined therein will allow for more effectivecommunication and advocacy of the specific needs and next steps foreach project.


Key municipal staff/officials (Lead)

Key Rural Water District staff/officials (Lead)

Key Water Resource District staff/officials (Lead)

Regional Water Commission staff/officials (Support) Construction/Engineering firms

River Stewards/Recreational users

STRATEGIES

Identify and Collect Applicable Municipal, Rural,Water Resource District, and Regional Water

Management Plans in Order to Identify CommonWater-Related Infrastructure PrioritiesACTIONSACTIONS

X Determine/confirm point of contact tocoordinate and carry out next steps

X Communicate with potential partners/stakeholders to identify and collect existing

water-related infrastructure/capital plansand projects

X Synthesize the projects to identify type andstatus

X Convene working group to review andclassify/categorize key projects and discuss

the need to prioritize projects

X Identify or suggest additional projects orneeds not yet reflected in existing plans orplanning activities

X Prepare an issue briefing paper whichsummarizes key projects and effort to date


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Conduct Outreach Meetings With State- andFederal-Level Elected Officials

Ultimately the working group will communicate a list of short-termand long-term priority water projects to be fully funded andimplemented. This information and message will be delivered to theappropriate state- and federal-level elected officials representing theValley.


Water working group members

State and federal elected officials Key constituents from municipalities, rural water districts, and

water resource districts containing key projects

STRATEGIES

ACTIONS

X Brief VPP Steering Committee on priorityprojects and status

X Coordinate advocacy outreach with other

infrastructure and/or public policy relatedrequests

X Prioritize elected official outreach basedon committee assignments and/or level ofinfluence

X Host networking event(s) for keystakeholders and elected officials to reportout on priorities and status

X Conduct one-on-one briefings with electedofficials

X Engage professional government affairsservices if applicable


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The Valley is fortunate to be home to major research universities andhigher education institutions that attract and develop talent andinnovation. Faculty are constantly pushing the boundaries of knowledgethrough scholarship and discovery. Basic research is the foundationfor innovation, supporting the competitiveness of existing industry,spurring business startups, and improving the human condition. It iscritical to ensure that the Valleys higher education institutions attractand leverage basic and applied research opportunities to supporteducational excellence and diversified economic growth. These efforts

are especially important for developing opportunities associated with:

Unmanned Aerial Systems (UAS) and the convergence betweenUAS, precision agriculture, and energy: Together with thepresence of Microsoft and IT software sector expansion, theValley offers big-data, research, development, and the test bedopportunities needed to manufacture and implement UAS systems

in a global market.


Unrivaled Education and Research

An Exceptionally Stable and Growing Economy


An Unparalleled Workforce

PRIORITY

3. Expand Research Capacity and RelevancyThe Valley Prosperity Partnership will work to ensure that research and technology commercialization activities at Valley universities are

fully funded, can attract quality faculty, and can support regional industry and their unique competencies. Within this priority, a critical focuswill be placed on the Valleys opportunities associated with the convergence of specialized areas of technology and innovation to includeunmanned aerial systems (UAS), precision agriculture, healthcare and medical ser vices, and energy.

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Medical research and the Valleys assets in health care,agriculture, and human nutrition: The combination of Sanfordsnew genetic medicine program, existing agricultural-relatedgenetic research programs, and the USDAs Human NutritionResearch Center presents opportunities for developing innovativemedical and healthcare technologies, food-based medicines (e.g.,nutraceuticals), and new services. As a growing portion of theglobal population faces health issues such as obesity and aging,the demand for advanced medicines will increase.

Energy research and the opportunity to leverage North Dakotasenergy resources, agricultural strengths, and R&D centers suchas the National Center for Hydrogen Technology at the Energy& Environmental Research Center: EmPower North Dakota,the states comprehensive state energy policy for 2010-2025,

identified coal-to-liquid technology development; biomassdevelopment; and transportation fuels, including biodiesel, asareas of opportunity for the states energy industry. With increasednational interest in the environmental impact of energy generation,the Valley can position itself as a leader in a variety of energytechnologies and production.


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Significant opportunity exists for the Valleys research institutionsto develop scholarly and research partnerships with local, nationaland international organizations. Regional organizations, such as theRed River Valley Research Corridor, have started facilitating theserelationships through their Innovation Team program and annual

Summit events around major technology areas. Additional assistanceand resources are needed to expand involvement in these programs.

Additionally, successes resulting from these relationships should bedocumented and shared with regional and national stakeholders forbroader awareness of the Valleys industry strengths and increaseopportunities for new and beneficial partnerships.

The VPP is well-positioned to work with regional stakeholders to helpestablish relationships between regional researchers and potentialprivate and public partners. Key activities may focus on activities suchas establishing an industry mentoring program for faculty, leveragingthe research corridor initiative to further support and expand emergingtechnology and commercialization programs, and assisting the

Northern Plains Unmanned Systems Authority, Base Realignment ImpactCommittee, and others in attracting some of the entities that may besupportive of or contribute to the UAS effort.



Other regional research institutions and centers (e.g., USDA,Sanford, etc.)

North Dakota Department of Commerces Centers of Excellenceand Research ND programs

Organizations interested in partnering with local researchinstitutions

Northern Plains Unmanned Systems Authority, Base RealignmentImpact Committee, the Red River Valley Research Corridor, andothers supporting the UAS effort


STRATEGIES

Strengthen Alignment Between Core RegionalResearch Competencies, External Partners, andTechnology Applications


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ACTIONS

X Create an inventory of existing research-industry programs available in the Valley

X Identify and evaluate all opportunities related to core research strengths and commercialopportunities (e.g., UAS, agriculture, medical, and energy)

X Assemble working groups to coordinate and/or assist with selected strategic research andcommercialization opportunities (e.g., UAS, agriculture, medical, and energy)

X Survey organizations interested in partnering with research institutions to identify their R&D needsand availability

X Support the development (or continued operations) of robust business engagement officesat regional institutions of higher education that establish, promote, and support research andprogramming partnerships with private industry

X Develop a coordinated marketing plan among all stakeholders

X Develop a coordinated programming calendar among all stakeholders

X Develop a budget to support marketing and programming efforts

X Advertise and host programs and events

X Conduct follow-up and ongoing conversations with participants in research-industry programs tolearn best practices, successes, and revise programs as needed


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The Red River Valley is home to high-quality research and educationfacilities. North Dakotas research universities (UND and NDSU)are classified by the Carnegie Commission as Research Universitieswith High or Very High research activity. Additionally, these schoolswere partners in a 5-year federally-funded Experimental Program to

Stimulate Competitive Research (EPSCoR) program to strengthen thestates research capacity. Some institutions in the Minnesota Valleyregion offer graduate degrees and are linked to major Minnesotaresearch university systems.

Even though these resources already exist in the Valley, local researchstakeholders have expressed the need for additional support to bothbuild up and maintain research infrastructure and personnel. Improvedinfrastructure would enable the Valleys institutions to compete fornational research programs, attract additional high-quality researchersand graduate students, and serve as a resource for the Valleysscience- and technology-based companies.

The VPP can work with regional and statewide stakeholders toestablish a dedicated funding source for advanced research anddevelopment infrastructure and administration resources at the Valleysmajor research facilities. With the North Dakota legislatures recent

designation of $12 million for the Research ND program, the state ofNorth Dakota is supporting research and commercialization activity,particularly with private sector involvement. In addition to exploring this

program as a resource for Valley R&D activity, VPP stakeholders canseek out additional resources to fund local projects that leverage cross-border resources and support the Valleys research strengths andtechnology opportunities. This can be achieved by engaging groupsin the research corridor such as private industry, university researchadministration, research foundations, research and technology parks,and the Red River Valley Research Corridor. These stakeholders canhelp define infrastructure needs and identify opportunities for federalsupport based on their knowledge of, and relationships with, federal

stakeholders. To facilitate this dialogue the VPP can look at models at

the University of Wisconsin and Georgia Tech. Additionally, researchstakeholders and economic development organizations are able toprovide a regional view of research activity and its impact on the Valleyeconomy, thus strengthening the case for additional investments inresearch infrastructure.

The VPP is also concerned about the ability of regional researchorganizations to commercialize technologies developed within theValley. In addition to investments for research infrastructure, VPPmembers encourage involvement in the North Dakota LegislativeAssemblys discourse about intellectual property policies andprocedures at the states research institutions. Specifically, UND and

NDSU research leadership recently planned to present universityintellectual policies and procedures to the North Dakota Higher

Education Funding Committee and Judiciary Committee. Private sectorrepresentatives were also scheduled to provide comments aboutintellectual property during this meeting.

STRATEGIES

Ensure the Attraction and Relevancy of Researchand Development Funding and Enable Capacity forCommercialization


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ACTIONS

The objectives within this strategy may include:

Reduce Intellectual Property Policy Barriers: Become involved inthe North Dakota legislative discourse about intellectual policies

and procedures impacting the states research universities. Create a Research Fund: Create a dedicated state research

fund (tapping into the Legacy Fund) for use for infrastructureimprovement, faculty endowments/attraction, etc.

Leverage the Red River Valley Research Corridor Initiative: Obtainbetter access to federal dollars for the research corridor.

Link Research to Regional Opportunities and Need: Identify andcoordinate existing research-related planning efforts and help toimplement relevant action items that can impact the Valley.

Tell the Story: Demonstrate through case studies how research

relates to an exceptionally strong and growing economy.

X Collect information about North Dakota legislative activities related to the states intellectualproperty policies - determine level of involvement and approach needed for reducing intellectualpolicy barriers for Valley innovators

X Inventory existing R&D infrastructure within the Red River Valley

X Survey research institutions to determine investments required to bolster the Valleys research

capability (e.g., equipment, people, administrative capacity, etc.)X Survey organizations with the potential to partner with local research institutions about their

research needs

X Develop a budget outlining annual and ongoing funding needs to strengthen and sustain researchfacilities and infrastructure

X Prepare economic impact report based on existing and projected research activity

X Identify potential sources of funding and begin accumulating resources

X Invest in research functions as determined by survey and budget


Research universities (UND and NDSU)

Research foundations and technology parks

Other regional research institutions and centers (e.g., USDA,Sanford, etc.)

North Dakota Department of Commerces Centers of Excellenceand Research ND programs

Organizations interested in partnering with local researchinstitutions

Northern Plains Unmanned Systems Authority, Base RealignmentImpact Committee, the Red River Valley Research Corridor andothers supporting the UAS effort



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Many of the Valleys largest and most successful businesses beganas small businesses within the Valley. Now they employ thousandsand have attracted other businesses from outside the Valley aspart of their supply and service chain. It is critical that the Valleyencourages and supports new entrepreneurial efforts by engaginglegacy entrepreneurs to mentor younger startups and encouraging thespinout of new innovations from within existing industry and the Valleysuniversities.



Exceptionally Stable and Growing Economy

PRIORITY

4. Accelerate Entrepreneurial Activity and OutputThe Valley Prosperity Partnership will work to ensure that a strong and vibrant entrepreneurial ecosystem and culture exists within

the Valley that cultivates, encourages and supports new business creation and innovative ideas, while adding value to existingorganizations, products and services.

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Encourage Entrepreneurial Activity ThroughIncreased Capital and Investment

STRATEGIES

Accessing capital is a common issue for startups, par ticularly ear ly-stage ventures. New funding programs can encourage entrepreneursto take risks and establish new businesses in the Valley. The VPP canwork with entrepreneurship stakeholders to develop and implementgrant, loan, and investment programs to support the spinout ofnew innovations from the Valleys universities, entrepreneurs andexisting businesses.

A number of investment and capital oppor tunities currently exist inthe Valley, including InnovateND, the Red River Corridor Fund, the

Dakota Venture Group at UND, and regional angel and venture groups.Further work is needed to inventory existing efforts and identifykey areas for investment. For example, to date, VPP members andstakeholders have provided the following guidance/suggestions forinvestment focus:

Lifestyle and winter recreation businesses

Technology companies

Development within the urban core

Depending on the selected area(s) of investment focus, the VPP

may facilitate this strategy through activities such as encouragingand helping to facilitate new Innovation Challenge Grant Programs,coordinating venture funding or an investor network, and working toexpand UNDs student venture fund program (Dakota Venture Group)to other regional campuses.

Partners/Stakeholders: Banks and other financing institutions Investment groups (angel networks and venture capital groups) Regional municipal and county governments Red River Valley Research Corridor Emerging Prairie All existing incubators, accelerators, and co-working spaces

Institutions of higher education ND and MN Small Business Development Centers North Dakota Department of Commerce and Minnesota

Department of Employment and Economic Development Economic development corporations, chambers of commerce, and

downtowns Independent professional service providers (accounting, legal,

human resources, etc.)

ACTIONS

X Identify lead organization or working groupto coordinate effort

X Create an inventory of existingentrepreneurship funding programs inthe Valley and identify area(s) of focus forinvestment

X Convene current and prospective public and

private funding organizations to supportand expand funding programs - beginconversations to expand the ResearchCorridors Research Corridor Fund to Fargo

X Establish an advisory committee for thefunding programs

X Develop Valley-wide funding programs opento all entrepreneurs (i.e., not just universityor non-university startups)


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ACTIONSACTIONS

The VPP can work with regional stakeholders to help establishentrepreneurship-related talent development programs and mentorrelationships for entrepreneurs and students.

Being an entrepreneur and working at a startup can be challenging,especially for those just getting into the fray. Overcoming failure, theability to network, and being a jack-of-all-trades are just some ofthe experiences and advice entrepreneurs share based on startingand running their own business. Thus, having a support system ofentrepreneurial peers and advisors can help startup owners succeed.For students interested in working at a startup or starting their own

venture, first-hand experience is the best education. Student internsare also an excellent resource for startups needing talent while stillmanaging their costs.

Through this strategy the VPP can help to create mentor relationshipsby establishing a Mentorship Program that pairs an experiencedentrepreneur with a new entrepreneur. The VPP can also supportefforts to connect student interns with smaller startups. This will offerentrepreneurial students a unique experience while helping to augmentstaff support for smaller, high-growth startup companies.


Regional entrepreneurs All existing incubators, acce lerators, and co-working spaces Emerging Prairie Career services offices at Valley institutions of higher education ND and MN Small Business Development Centers

North Dakota Department of Commerce and MinnesotaDepartment of Employment and Economic Development

Economic development corporations and chambers of commerce Red River Valley Research Corridor Family Business Institute

Talent Development Through EntrepreneurMentoring and Student Internships

X Identify a working group or organization toestablish and coordinate the mentorshipprogram, promote student employmentopportunities, and ensure ongoingprogram operations

X Establish an Entrepreneur AdvisoryCommittee (EAC) composed of regionalentrepreneurs (new and established)to provide guidance on the mentoring

program and student employment

X Engage with regional and nationalorganizations that could support seminarsand best practice research, particularlywith a focus on family businesses which arecommon within the Valley

X Implement the mentorship programby engaging prospective mentors

and mentees through networking andeducational events and helping to establishmentor and mentee relationships

X Implement the student employmentprogram by engaging career servicesgroups, hosting information sessions foremployers and students, and introducingstudents to startups and local smallbusinesses

STRATEGIES


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ACTIONS

The Valley is home to a number of r egionally- and nationally-recognizedentrepreneurship programs, including University courses, incubatorfacilities, business competitions, angel networks, and venture groups.While many of these groups currently collaborate through informalnetworks, a formal network would enable these groups to shareresources, develop new programs and services, and better serve the

Valleys entrepreneurs.An incubator network would link, cross-promote and enablecommunication between all of the Valleys existing incubator facilities

and services. In addition to formalizing relationships among allentrepreneurship service providers, this network would develop and

Documents

VPP Strategic Plan