STRATEGIC PLAN DRAFT 2018-2021 DRAFT PLAN SUBMITTED FOR STAKEHOLDER INPUT LAST UPDATED 1/8/2018
Table of Contents Executive Summary 1 Mission Statement 1 Background..1 Purpose of Plan...2 Process.2 Assumptions / Trends...2 Achievements. 3 WED Office SWOT.3 Supporting Partners 4 City of Williston SWOT..5 Strategic Framework (3 Pillars) 6 Quality of life (Pillar 1) goals and objectives...7-8 Foster entrepreneur networks (Pillar 2) goals and objectives 9-12 Promote partnerships (Pillar 3) goals and objectives....12-15 Performance Timeline.16 Appendix A: Marketing Plan..17-18 Appendix B: Community Profile.19-22 Appendix C: WRED Strategic Plan..23-24 Appendix D: Monthly Economic Outlook...25-26 Appendix E: Gonzaga Intern Marketing Image Project...27-34 [Company Name] Strategic Plan
[Company Name] Strategic Plan
The Williston Economic Development Department provides a 3-year strategy to guide and promote economic activity and growth in the municipality and region The City of Williston is at a critical crossroads determining the type of community we will become in the future The strategic objectives within this plan reflect our current and emerging priorities within this community Executive Summary The economy of Williston is mainly built from increased activities in the Oil and Gas and Agriculture sectors. Technological advances in the oil and gas industry and horizontal drilling resulted in Williston seeing a significant growth period between 2010 2015. Today, Williston s economy is vibrant with higher than average wages, increased school enrollment, quality housing, enhanced quality of life amenities, and a significant decrease in the average age of new residents. A community based on commodities can experience challenges predicting economic cycles. It is inevitable that Williston will experience down cycles. This strategic plan seeks to minimize the impact of economic downturns while maximizing our opportunities to seize new economic opportunities while recognizing the balance between growth and livability. Mission Statement Facilitate, lead and promote a vibrant business climate through sound economic policy. Vision Statement Williston Economic Development will be the development leader in western North Dakota by establishing Williston as a recognized, desirable, sustainable and business friendly place in North Dakota for diverse industries to locate and conduct business. Background WED is housed at the Williston Center for Development at 113 4 th Street East. The office is considered a department within the City of Williston and is managed under the portfolio of the finance commissioner. WED has a full time staff of four that consists of the Executive Director, Program Development Coordinator, Manager of Marketing and an Administrative Assistant. WED takes a City of Williston based focus towards local economic and quality of life development. City of Williston Economic Development Strategic Plan 2018-2021 Page 1
Purpose of Plan The purpose of the plan is to communicate the city s focus on economic development activities over the next three years. Specifically: Establish a Vision / Mission and Core Values. Further communicate to the public the role of Williston Economic Development for the city of Williston. Build awareness of economic development Improve upon the quality of life for the community Build upon partnerships with E.D. and stakeholders Identify key strategic objectives to guide the office of economic development. Process The economic development office began the discussion of drafting a strategic plan in the fall of 2017. In November, the office met off-site for a half day retreat to discuss goals and objectives for this plan. Once a rough draft was completed, the plan was further presented to our supporting partners listed below for additional input, changes, etc. The plan was also presented to key city of Williston officials for additional input. The stakeholder input process was conducted over a one-month period during the month of December. A final draft presentation was adopted in January of 2018. Assumptions / Trends The city of Williston is entering into a period of extended manageable growth. Significant investment in infrastructure over the past several years will aid in the continued growth opportunities of the community. The E.D. office is seeing interesting entrepreneurial efforts in the area of expanded UAS capacity, products that increase oil and gas industry efficiency but pose opportunities in other sectors for growth, quality of life additions, interest in natural gas and value added ag processing expansion. A commodity based economy, lack of skilled labor force, outside public perception, and tremendous growth challenges faced by School District 1 will continue to be challenges towards marketing economic development in Williston. A key component for diversification will lie within the efforts achieved through the redevelopment of Sloulin Field once it is decommissioned. City of Williston Economic Development Strategic Plan 2018-2021 Page 2
Achievements Recent key achievements will aid in our efforts for business attraction. Williston Area Recreation Center Improvements to Hwy 85 Construction on XWA Stoney Creek Railyard Surface transportation improvements Williston Development Center Continuation of STAR fund Free Tuition program at WSC New High School Investments to WSC infrastructure Sloulin redevelopment efforts Western Area Water Supply (WAWS) New TrainND training facility Water Resource Recovery Facility The WED Office Williston Economic Development s key strengths, weaknesses, opportunities and threats are as follows: Strengths: 1. Support through the City Commission 2. Funding availability through the STAR Fund 3. Relationship with SBDC regional office 4. Facility with which we are housed (Center for Development) 5. Good rapport with public and other city departments 6. WED is an adaptable office environment willing to take on many roles. Weaknesses: 1. Lack of certified credential training amongst staff 2. Lack of a solid business retention and expansion plan 3. No clear cut direction towards E.D. efforts 4. Lack of marketing plan / direction 5. Lack of centralized location for resources 6. Bi-Weekly staff meetings are sporadic 7. Relationship with university, school district and parks and rec is limited Opportunities: 1. Increased training and certification for staff 2. Become an accredited economic development organization 3. Williston Wire has a large base of subscribers to capitalize on information distribution 4. Increased collaboration with chamber of commerce and downtowners. Threats: 1. Public perception on the benefits of economic development 2. Changes in community leadership 3. Market conditions 4. Negative media City of Williston Economic Development Strategic Plan 2018-2021 Page 3
Supporting Entities Williston Regional Economic Development Corp (WREDC): Encompasses a broad regional approach that includes communities in Western, ND. WREDC is governed by a 23 member board of directors that include various stakeholders, public entities and development organizations throughout the region (Williston, Tioga, Crosby, Watford City). The organization is funded primarily through membership and STAR Fund grant dollars. Over 75 businesses pay membership dues annually to WREDC to support its efforts. Tri-County Regional Development Council (TCRDC) serves local political jurisdictions, businesses and individuals in Divide, Williams, and McKenzie Counties (Region 1). Tri-County has extensive experience in areas such as grant preparation, grant administration, project administration, management services, etc. Tri-County also works with State and Federal programs such as Community Development Block Grant, Housing and Urban Development, ND State Revolving Loan Fund, State and Tribal Assistance Grant, Neighborhood Stabilization Program, U.S. Department of Agriculture, etc. Tri-County Development has a full time staff of three. The STAR Fund is a 1- percent voter approved City of Williston sales tax. Of the proceeds, 75% is dedicated to infrastructure debt relief for City of Williston projects with the remaining 25% dedicated to jobs creation and community development. Additionally the STAR Fund sets aside up to $50,000.00 each year available to City of Williston and regional entities seeking to enhance the quality of life within the region. The jobs creation and community development portion of the STAR Fund is governed by a seven member board of directors. The board meets the first Tuesday of each month to review incentive applications submitted through the economic development office and the SBDC. The STAR Fund makes its recommendation on applications to the Williston Board of City Commissioners. The Board of City Commissioners has the final say on all STAR Fund applications. Note: October 2017, the City of Williston voters passed an extension of this tax to extend it to 2030. The North Dakota Small Business Development Center is a federal program that offers free consulting assistance to new and existing businesses. SBDC offers business plans, financial projections, loan packaging, business succession and transition planning. SDBDC offices throughout the state are funded through the U.S. Small Business Administration, North Dakota Department of Commerce, and local area stakeholders that include financial institutions and economic development offices. The Williston SBDC office is located in the Williston Center for Development and includes a full time staff of 1 (Executive Director). In 2015, the SBDC Williston office and Williston Economic Development office colocated in order to create more synergy and collaboration amongst each other. WED offers office space as well as administrative assistance to SBDC Williston. City of Williston Economic Development Strategic Plan 2018-2021 Page 4
Community Key strengths, weaknesses, opportunities and threats are as follows: Strengths: 1. Young average age 2. High income 3. Abundance of Land 4. Updated infrastructure 5. University free tuition 6. The Williston ARC 7. New High School 8. Williston Ag Research Extension Center Weaknesses: 1. Development costs remain high 3. Perception of community is unknown or negative 4. Heavily dependent on commodity prices 5. Lacked of skilled workforce Opportunities: 1. STAR Fund extension through 2030 2. Construction of new airport 3. High trade area population to draw from 4. Redevelopment of Sloulin Field 5. Establish Williston as an FTZ 6. Diversified industry 7. Address workforce issues through Trainnd and Job Service Threats: 1. Federal policy changes regarding oil and gas industry 2. Change to Hub city funding formula 3. News and Media perception City of Williston Economic Development Strategic Plan 2018-2021 Page 5
Economic Strategic Framework Our goals will be described within a framework of three columns that will help to organize activities. Although separate areas of focus, each column s agenda will integrate towards a broad overall strategic strategy. MISSION Promote a high quality of life Foster entrepreneur networks that promote innovative and healthy business development for new and existing business Promote partnerships for increased economic development City of Williston Economic Development Strategic Plan 2018-2021 Page 6
Promote a High Quality of Life Williston is becoming a younger community with the average median age around 30. Unemployment remains low with an abundance of quality jobs and a high average annual wage around $103,000. Statistics have shown that young individuals when establishing where they want to live,will seek out quality of life features that appeal them prior to obtaining employment. The perception of Williston by non-residents remains divided. GOAL A: Further promote a positive image of Williston Objective #1: Enhance image and increase reach of the Williston Wire Performance Measures: a. Obtain an annual increase of subscribers by 20% Actions: What: Work with city staff, stakeholders towards redesign and re-launch of the Williston Wire. Dedicate through the marketing budget a sufficient dollar amount that will be allocated each year towards marketing specifically the Williston Wire Ensure harmony amongst the social media platform of wire stories Identify wire subscriber stakeholders Who: Marketing manager When: Re-design and re-launch of Wire in 2018 On-going 2018-2021 Objective #2: Design and implement a defined marketing plan for the WED office. Performance Measures: a. Completion of the marketing plan Actions: What: Design a 1-year marketing plan for 2018 and attach as an addendum to this document Design an outlined 3-year strategy towards marketing WED. Commit to the City of Williston brand by 2018. Who: Marketing manager, Executive Director When: 2018 plan by first quarter of 2018 Three year strategy by fourth quarter of 2018 City of Williston Economic Development Strategic Plan 2018-2021 Page 7
GOAL B: Build support of the public Objective #1: Increase the public understanding of whom and what economic development is/does and has accomplished. Performance Measures: a. Varies Actions: What: Commit to a minimum of two public presentations a year to local organizations, groups about the WED office. Continue to host the Holiday Open House the second Friday in December. Develop and annual report that highlights STAR Fund, and WED activity. Continue board of directors position with Economic Development Association of ND. Host a spring and fall financial roundtable with local and regional finance entities. Increased presence at outside events: API, Business after hours, WABA, eggs and issues, etc. Who: All E.D. staff When: Items will be ongoing. Annual report due end of fourth quarter 2018 GOAL C: Restructure WEST (Williston Economic Summit) as the premier event for economic development information on Williston. Objective #1: Determine what direction WEST is going for the future Performance Measures: a. Attendance, Content structure Actions: What: Schedule initial planning discussion with key stakeholders Who: All E.D. staff When: January 2018 City of Williston Economic Development Strategic Plan 2018-2021 Page 8
Foster entrepreneur networks that promote innovative and healthy business development for new and existing business After emerging from a two year down cycle in economic activity, the Williston economy looks stronger than ever and is poised for more dramatic growth over the next several years. The opportunity is now to market diversification as well as promote business expansion in the area. GOAL A: Enable businesses to easily start or expand their business. Objective #1: Develop a business outreach / retention program for existing businesses. Performance Measures: a. Completion of profile cards b. Completion of monthly meeting reports with business. Actions: What: Identify top 15 employers and create profile cards for each Commit to a minimum of 1 existing business outreach visit per month Who: Development of profile cards: Administrative Assistant is point person Outreach: Executive Director, SBDC Regional Director, City Administrator, Community Services Director. When: Profile Cards second quarter of 2018 Outreach: ongoing City of Williston Economic Development Strategic Plan 2018-2021 Page 9
Objective #2: Enhance the abilities of the Williston STAR Fund Performance Measures: A. Completion of SWOT B. Completion of annual report Actions: What: Identify a SWOT analysis Address application issues and procedures Develop an annual follow-up/verification process for STAR Fund recipients Develop a marketing promotion procedure for STAR Fund recipients. Continue the annual awards banquet Who: Executive Director, SBDC Regional Director, Administrative Assistant, Program Development Coordinator When: SWOT analysis by first quarter of 2018 First annual verification by end of 2018 Marketing promotion by second quarter of 2018 Others ongoing GOAL B: Identify strengths and weakness on a regional level (What do we have to sell?) Objective1: Solicit a site selector assessment Performance Measures: a. Completion of report Actions: What: Work with WRED to obtain support for regional assessment Solicit dollars through each regional entity Prepare RFP site selector Host and conduct analysis Who: WRED Board of Directors, SBDC Regional Director, Executive Director When: Organization by first quarter of 2018 RFP out by second quarter 2018 Selection by fourth quarter 2018 Analysis and report early 2019 City of Williston Economic Development Strategic Plan 2018-2021 Page 10
GOAL C: Increase the education / training of WED office to ensure quality assistance is provided to potential clients. Objective #1: Make the WED office an accredited economic development organization status with the International Economic Development Council. Performance Measures: a. Receive accreditation status Actions: What: Submit application for site visit and accreditation Who: Program Development Coordinator, Executive Director When: End of first quarter 2018 Accreditation by 2019 Objective #2: Obtain OU EDI (Oklahoma University Economic Development Institute) Certification for Executive Director Performance Measures: a. Obtaining certification Actions: What: Complete final course work for certification Who: Executive Director When First quarter 2019 Objective #3: Involve WED staff in ongoing enhancement / certification training Performance Measures: a. Each position will receive certification in one area of expertise. Actions: What: Identify opportunities for each respective department Who: All staff When Ongoing City of Williston Economic Development Strategic Plan 2018-2021 Page 11
GOAL D: Address business concerns regarding lack of skilled workforce Objective #1 Determine the city s role in workforce development efforts. Performance Measures: a. Varies Actions: What: Reach out to current education and training institutions to discuss holding a fact finding meeting regarding workforce Identify several steps needed to begin addressing workforce issues. Who: Executive Director, SBDC Regional Director, Program Development Coordinator When Initial discussion in 2018 Workforce development strategy first quarter of 2019 Promote partnerships for economic development With limited size of staff with the WED office, engaging in partnerships will aid our ability to address large scale projects and lead as the facilitator towards closing the gap on projects and development. GOAL A: Act as lead facilitator for the city of Williston and the redevelopment of Sloulin Field airport as it pertains to the partnership with Cardon Global. Objective #1: Assist with initial planning and design of Williston convention center Performance Measures: a. Varies Actions: What: Review and offer input regarding feasibility study Perform a site analysis of comparable centers within the U.S. Lobby for public support of proposed center continued City of Williston Economic Development Strategic Plan 2018-2021 Page 12
Who: All Staff, SBDC Regional Director, WRED, Cardon Global When: Feasibility Study first quarter of 2018 Site Analysis 2018 Lobbying efforts ongoing Objective #2: Assist with planning of an Innovation Avenue within the Sloulin Development Performance Measures: b. Varies Actions: What: Conduct an innovation opportunity assessment Prepare a final report detailing innovation opportunities for community Establish a marketing outreach plan identified prospects. When: Assessment second quarter 2018 Final report fourth quarter 2018 Marketing outreach 2019-2020 Who: Executive Director, SBDC Regional Director, Program Coordinator, Marketing Manager, Cardon Global Objective #3: Establish a Foreign Trade Zone designation within Williams County. Performance Measures: a. Designation of FTZ Actions: What: Submit application Who: Executive Director, Program Coordinator, SBDC Regional Director, Cardon Global, WRED, Administrative Assistant When: First quarter of 2018 City of Williston Economic Development Strategic Plan 2018-2021 Page 13
Goal B: Enhance partnerships with regional entities Objective #1: Build upon current partnership with SBDC regional office Performance Measures: b. Agreement of partnership contract Actions: What: Perform a SWOT analysis and discuss current partnership agreement Renew partnership agreement through 2020 Who: Executive Director, SBDC Regional Director, Administrative Assistant When: Second quarter 2018 Objective #2: Facilitate regional efforts with the Williston Regional Economic Development board. Performance Measures: a. Varies Actions: What: Continue to provide assistance with Executive Officer position. Act as lead facilitator to WRED as it pertains to UAS and other diversification opportunities Who: Executive Director, Program Coordinator, WRED. When: Ongoing City of Williston Economic Development Strategic Plan 2018-2021 Page 14
GOAL C: Revamp our retail promotion and development strategy Objective #1: Aid developers with recruitment efforts by establishing WED as the go-to resource for retail data about community/region. Performance Measures: a. Completion and distribution of portfolio Actions: What: Develop a retail recruitment portfolio that highlights statistics, reports, etc. Distribute to any interested parties Who: Executive Director, Program Coordinator, Director of Marketing When: Fourth Quarter 2018 Ongoing distribution Objective #2: Launch the retail Postcard Blitz. Performance Measures: a. Implementation of Program b. 25% response rate for further information Actions: What: Identify partners for blitz Develop postcards Identify qualified retailers Launch blast Who: Marketing manager, Executive Director When: Blast happens second quarter annually City of Williston Economic Development Strategic Plan 2018-2021 Page 15
Performance Measurements Timeline Promote quality of life TASK 2018 2019 2020 Re-Design of Wire Williston Wire Promotion Marketing Plan Marketing 3-Year Plan Increased public understanding initiative E.D. Annual Report WEST Discussion Foster entrepreneurial networks that promote innovative and healthy business development for new and existing business. TASK 2018 2019 2020 Industry Profile Cards Retention Visits STAR Fund SWOT Application Meeting STAR Fund Incentive Verification follow up STAR Fund Marketing program Awards Banquet Site Selector Assessment IEDC Accreditation Exec Dir. EDI Certification Staff enhancement training Workforce Development Initiative Promote partnerships for economic development TASK 2018 2019 2020 Convention Center Feasibility and site analysis Center Lobbying Innovation Avenue assessment Innovation Report Innovation Marketing outreach FTZ Designation SBDC Partnership SWOT and contract renewal WRED Partnership Retail Recruitment Portfolio Portfolio Distribution Postcard Blitz City of Williston Economic Development Strategic Plan 2018-2021 Page 16
APPENDIX A: MARKETING PLAN City of Williston Economic Development Strategic Plan 2018-2021 Page 17
Williston Economic Development 2018 Marketing Plan Goal: The goal of the 2018 Marketing Plan is to promote Williston Economic Development s mission: To facilitate, lead and promote a vibrant business climate through sound economic policy. The plan will be separated into three separate areas of focus which together will integrate the overall strategy. 1. Promote a high quality of life through the following: a. Williston Wire b. Videography c. Social Media Traditional advertising d. Sponsorships e. Digital Advertising 2. Foster entrepreneur networks that promote innovative and healthy business development for new and existing business with the following: a. Website redesign (completion) b. WEST/State of City Address c. Awards Banquet d. 1 Million Cups e. Buxton Analytics/LSMx 3. Promote partnerships for regional economic development via the following: a. Participate in regional trade shows b. Support Williston Regional Economic Development efforts c. Foreign Trade Zone Designation d. Innovation Avenue Plans e. Sloulin Field Redevelopment City of Williston Economic Development Strategic Plan 2018-2021 Page 18
2018 Marketing Budget Public Relations $20,000 Monthly press releases announcing STAR Fund allocations, feature stories with business owners, and other ED news Sponsorships of events and programs that support the economy and quality of life in Williston such as API Awards banquet, Chamber Level Up Conference, CHI St. Alexius Health Williston Charity Ball and others Other Contractual: $25,000 These are ongoing efforts to further educate staff, hire consultants for specific projects, provide website software for our site selection efforts and other mobile app investments Digital Advertising $8,000 Advertise the Williston Wire, the quality of life in Williston and ED-related programs and events through Social Media including Facebook, Twitter and Instagram; banner ads, sponsored content, Google and mobile apps and alerts Tracking: Goal 1 is to increase Williston Wire readership/subscriptions by 20% Goal 2 is to increase social media presence by 20% SWAG/Other Budget $2,000 Purchase new in-house marketing materials, giveaways, door prizes, etc. to be distributed at events, to potential investors and clients Traditional Advertising $15,000 (WRED) Utilize traditional advertising to promote Williston as a viable location for economic development activity though radio, cable, newspaper & billboards Videography $20,000 (WRED) Collaborate with The Creative Treatment to create new digital marketing materials for social media, television advertising, awards banquet, trade shows and presentations City of Williston Economic Development Strategic Plan 2018-2021 Page 19
APPENDIX B: Community Profile City of Williston Economic Development Strategic Plan 2018-2021 Page 20
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APPENDIX C: Williston Regional Economic Development Strategic Plan Document City of Williston Economic Development Strategic Plan 2018-2021 Page 24
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APPENDIX D: Williston / Williams County Economic Profile City of Williston Economic Development Strategic Plan 2018-2021 Page 26
Williston and Williams County, ND Economy at a Glance October Compiled by Williston Economic Development on November 27, 2017 WORKFORCE Job Service North Dakota Oct 2016 Oct 2017 Williams County Unemployment Rate 3.5% 1.9% ND Unemployment Rate 2.2% 1.7% US Unemployment Rate 4.7% 3.9% SALES TAX DISTRIBUTIONS Office of State Treasurer Oct 2016 Oct 2017 YTD 2016 YTD 2017 Williston $1,335,535 $1,850,709 $12,203,483 $14,089,013 Williams County $1,542,582 $1,897,073 $14,365,412 $15,049,827 TAXABLE SALES & PURCHASES Office of State Tax Commissioner Qtr 2 2016 Qtr 2 2017 Percent Change Williston $263,690,132 $347,281,332 31.70% Williams County $276,335,404 $364,482,943 31.90% REAL ESTATE - RESIDENTIAL Multiple Listing Service Williston Board of Realtors Oct 2016 Oct 2017 YTD 2016 YTD 2017 Single Family Homes Sold in Williston 34 28 268 290 Average Sale Price in Williston $155,791 $207,914 $177,822 $228,440 TRANSPORTATION Sloulin Field International Airport Oct 2016 Oct 2017 YTD 2016 YTD 2017 Total Enplanements 5,859 6,174 56,706 56,733 BUILDING PERMITS Williston Department of Building Safety Oct 2016 Oct 2017 YTD 2016 YTD 2017 Permits/Values Permits/Values Permits/Values Permits/Values New Residential (Single Family, Townhouse & Condo) 4/$778,009 3/$710,291 21/$3,087,248 23/$5,150,230 New Apartment Units/Duplex 1/$347,981 None 1/$347,981 None New Commercial None 2/$13,571 12/$58,434,973 17/$55,886,392 Valuation of all Permits 38/$6,126,655 31/$2,833,474 296/$124,617,957 320/$71,367,401 LODGING DISTRIBUTIONS Office of State Treasurer & Williston Convention & Visitor Bureau Oct 2016 Oct 2017 YTD 2016 YTD 2017 Restaurant/Lodging Tax $108,957 $71,215 $811,035 $731,774 City Occupancy Tax $37,092 $45,083 $336,537 $332,775 Occupancy Rate 47.8% 46.1% 36.1% 36.1% City of Williston Economic Development Strategic Plan 2018-2021 Page 27
APPENDIX E: Gonzaga Intern Project 2017 Marketing Williston s Image City of Williston Economic Development Strategic Plan 2018-2021 Page 28
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