March/April 2014

Evenings& WeekendsCentraCare Health Plaza

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• broken bones

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• fast-onset joint and back pain

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Visit centracare.com for a complete list.

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wgohman.comQuality of Life LyngbLomsten st. PauL

Lyngblomsten’s continuing care campus, located near Como Park Zoo, offers multiple levels of housing and healthcare services for seniors. the organization asked W. gohman Construction to transform the nursing home’s gift shop from a small, dark room that sold deli sandwiches and trinkets into a vibrant, lively cyber cafe where residents can sip on coffee, gather and visit with friends and family.

st. Joseph, mn • 320.363.7781 • [email protected]

generaL ContraCting

Design/buiLD

ConstruCtion management

http://www.wgohman.com

4 B u s i n e s s C e n t r a l M a g a z i n e • • M A R C H / A P R I L 2 0 1 4

PROFIT

10 Book Review Leadership 101: The Psych 101 Series by Michael D. Mumford, PhD

10 News ReelWhat’s happening and who’s moving.Business news from around Central Minnesota. 11 People to Know

12 Your Voice In GovernmentYou Can’t Get There from HereInterstate 94 is one of ten projects to receive Corridor of Commerce funding… just not to St. Cloud.

16 Getting GoingGetting to Know YouDon’t be fooled. Who and what you know are the best ingredients for success.

18 The Trouble with Business Engaging Employees

UpfrontNETWORK

GROW

BusinessTools

•• Social Media Tools for Business

•• Boost Your Productivity

•• The Pros and Cons of Telecommuting

•• Make the Most of Employee Training

ONLY ONLINE

www.BusinessCentralMagazine.com

PROFIT

Features42 PassionEntrepreneurs the world over are passionate about their craft.

46 Westward – Ho!St. Cloud area businesses are feeling the ripples of an economic earthquake that is transforming life west of Bismarck.

50 Special FocusRedesign On a Dime

54 Business SpotlightLarry and Jeannie DeGraaf, DeGraaf Financial

This Issue

36 COVER STORY ROCK SOLIDPat Alexander, Cold Spring Granite Company, remembers some dark days in the 1990s. Today the company is rebranding to Coldspring and expanding on its core competencies to ensure its future for another 115 years.

GROW • NETWORK • PROFIT MARCH/APRIL 2014

President’s Letter Editor’s Note Business Calendar Top Hats Network Central

6 8 14 2220

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IN EVERY ISSUE

24 EntrepreneurismCreating StructureA successful business requires a solid foundation. 25 Doing Good

26 TechStrategiesIt’s Everywhere!Leveraging social media in some fashion.

27 Tech News

28 Management Tool KitEmployer BewarePotential pitfalls in obtaining applicant’s criminal history

32 Economy Centralpresented by Falcon Bank

Special Section 50 Commercial Construction, Real Estate & Leasing

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PROFIT

http://www.inc.com/jeff-haden/8-powerful-social-media-marketing-tools-for-savvy-businesses-mon.html

http://smallbiztrends.com/2014/01/productivity-tips-tools.html

http://smartblogs.com/leadership/2013/03/04/what-inspires-your-work-at-home-policies/

http://www.inc.com/ilya-pozin/4-ways-train-new-employees.html

http://www.businesscentralmagazine.com

EmployEE HEaltH for a HEaltHiEr BusinEss

Worksite Health and WellnessWell-Being Seminars

BEnEfits includE• Help reduce overall corporate medical expenditures• Build health awareness• Give employees the tools for healthy living

to inquirE aBout wEll-BEing topics and for morE information, contactGreg Bockrath 320-203-2405 [email protected] | hpcmc.com

Promote healthy living in your workplace. By improving the health

of your employees, you’ll increase productivity and reduce overall

medical benefit costs.

HealthPartners Certified Wellness Coaches will conduct educational

seminars at your location. Choose from a variety of topics to raise

awareness about important health issues and encourage overall

health and well being.

Seminar topics focus on:• Healthy eating and nutrition management

• Stress awareness and reduction

• Physical activity and exercise

These services are available to all companies and can be customized for your needs. You don’t need to have HealthPartners insurance as part of your medical benefits plan.

Call during March or April and receive two-for-one

Well-Being Seminars!Ask us about details.


Main Phone 320-251-2940Automated Reservation Line

320-251-2940, ext. 126Program Hotline

320-251-2940, ext. 125email: [email protected]

www.StCloudAreaChamber.com ST. CLOUD AREA CHAMBER

OF COMMERCE STAFF President | Teresa Bohnen, ext. 104Vice President | Gail Ivers, ext. 109

Director of AdministrationJudy Zetterlund, ext. 106

Special Events Coordinator Virginia Kroll, ext. 105

Communications & Workforce Development Coordinator

Whitney Bina, ext.130 Membership Sales Specialist

Jaime Buley, ext. 134Administrative AssistantVicki Lenneman, ext. 122Administrative AssistantCindy Swarthout , ext. 100Administrative Assistant

Sharon Henry, ext. 124 CONVENTION & VISITORS BUREAU STAFF

Main Phone: 320-251-4170Executive Director

Julie Lunning, ext. 111Director of Convention Sales

Lori Cates, ext. 113Director of Sales & Marketing

Judy Okerstrom, ext. 112Director of Sports & Special Events

Kelly Sayre, ext. 128Director of Visitor Services

Jean Robbins , ext. 129Sales & Marketing Coordinator

Nikki Fisher, ext. 110

2013-14 BOARD MEMBERSJim Beck

Minnesota School of BusinessGary Berg

G.L. Berg Entertainment, Performing Artists & Speakers

Jason BernickBernick’s - Beverages & Vending

Craig BromanSt. Cloud Hospital/CentraCare

Health, Past Board ChairNeil Franz

Franz Hultgren Evenson, P.A.Jayne Greeney Schill

St. Cloud Area School District #742Jim Gruenke

Mark J. Traut WellsJohn Herges

Falcon National Bank, Board ChairDiane Mendel

Playhouse Child CareKris Nelson

Custom Accents, Inc., Board Vice ChairMark Osendorf

Xcel EnergyDr. Earl Potter, III

St. Cloud State UniversityRoger Schleper

Premier Real Estate ServicesJodi Speicher

The Good Shepherd CommunityBea Winkler

Pine Cone Pet Hospital Chriss Wohlleber

Le St. Germain Suite Hotel

I recently celebrated my Sweet Sixteen!

Sixteen years of service for the members

and volunteers of the St. Cloud Area

Chamber of Commerce. Somehow,

LinkedIn knew this, reported it, and I got

oodles of congratulatory messages out of

cyberspace.

I started with our Chamber in 1998.

My daughter was 4 years old. As I watch

the woman of 20 who occasionally comes

home from college to do laundry, I marvel

at the speed with which time passes.

How much water has passed under

your bridge in sixteen years? Consider this:

President Clinton had a really rotten

1998. It was the year he denied, and then

admitted, to having an inappropriate

relationship with intern Monica Lewinsky.

Soccer player David Beckham and Victoria

“Posh Spice” Adams got engaged. They

have a whole bunch of kids now.

NHL’s Minnesota franchise selected the

nickname “Wild.”

Washington National Airport was renamed

Ronald Reagan National Airport.

The last episode of Seinfeld aired on NBC,

with 30-second commercials selling for

$2 million.

Two students at Stanford University, Larry

Page and Sergey Brin, launched Google.

(Thanks to them for making it easy to find all

this nifty information.)

I was at a chamber executive conference

recently where we were asked to consider

what our organizations will look like in ten

years. When I considered ours, it was more

than a little scary. We will be facing the loss of

more than 170 years of staff experience. At

least seven of our nine staff members will be

retired or close to it. That’s a lot of transition.

Where will the new staff come from?

Many of our current, active volunteers

will also be retired, or thinking about it. Who

will replace them? I wonder where volunteer

hours will fit in for our future leaders.

What WILL our Chamber look like?

Transition issues are difficult to face and

change is imminent. I intend to open the

discussion with our Chamber’s Executive

Committee this year to begin developing

ideas and plans to address the changes that

lie ahead.

If 10 years brings potential changes,

I can tell you with certainty that sixteen

years from now our Chamber will be under

completely new management and volunteer

leadership. If we don’t start preparing now

to respond to the challenge, we are not

being responsible to our future business

leaders.

Have you ever noticed, life is like a roll

of toilet paper? The closer you get to the

end, the faster it goes.

Sweet Sixteen!

PRESIDENT’S LETTERNETWORK

Teresa BohnenPresident

I can tell you with certainty that sixteen years from now our Chamber will

be under completely new management and

volunteer leadership

Business After Hours, October 1998: Chamber President Teresa Bohnen (L) and

Board Chair, Sandy Neutzling, Jennings Insurance.


EDITOR’S NOTENETWORK

The Italians are good at many

things. Can you say Ferrari?

Or Gucci? How about good food:

buon cibo?

On our recent trip to Italy

Chamber President Teresa Bohnen

and I (see the story on page 42)

made a special effort to support the

local food economy.

We had more than one meal

made up of fresh bread and Italian

cheeses: Gorgonzola, Pecorino,

Fontina, Parmigiano-Reggiano,

Provolone, Asiago…. And where

there’s cheese, there should be wine.

I’ve never been a big fan of

Italian wine. However, I rose to the

occasion. We toured one winery

where the locals could stop by with

their jugs every week for a self-serve

refill, simply leaving their money on

the counter when they left.

Of course, where there’s wine,

there should be chocolate. I’ve had

several people comment that they

don’t think of chocolate and Italy in

the same sentence. Don’t say that

to Alfredo Marangoni and his sister

who own Marangoni Chocolates.

These handmade gems are a unique

combination of various chocolates

blended together and poured over

dried and rum-soaked fruit. Teresa

almost tackled Alfredo when

he brought out a basket of gaily

wrapped chocolates – each one

done by hand.

And if there’s chocolate, there

has to be gelato. Need I say more?

Pasta is a whole new experience

in Italy. They have mastered the

technique of al dente. In the U.S.

that means “crunchy.” In Italy it

means “done to perfection.” In the

U.S., spaghetti sauce means white or

red. In Italy it means olive oil, pesto,

chopped tomatoes, seafood, peppers,

and garlic. All fresh, and preferably

organic.

On a tour of Aldo Pasta we

learned that the company used to

have trouble with repetitive motion

injuries and excessive breakage of

the pasta as it dried. Owner Luigi

Donne went to work in his garage

modifying a machine to eliminate

both problems. The Italians are good

at growing entrepreneurs, too.

Pat Alexander, Coldspring (see

the story on page 36) learned

this first-hand. He went to Italy

early in his career to learn about

their granite industry. At the time

his company built all their own

granite equipment. The Italians

purchased granite equipment from

specialty companies and as a result

their manufacturing process was

significantly faster than what Cold

Spring Granite was doing. One of

Pat’s first steps as company president

was to introduce new automation.

There are many other things

the Italians are good at. Art. Opera.

And we saw some pretty impressive

technology.

But I’m sticking with the gelato.

Until next issue,

Buon Cibo

Gail IversVice President

Editor

Clockwise from left: •• Editor Gail Ivers

at the Marangoni

chocolate factory.

•• Dinner! Meat,

cheese and toasty

bread.

•• The Macerata

Chamber is working

to promote wines of

the region.

•• Two of my favorite

things: Business Central and gelato.

BONUS: Enjoying

both in Italy!

•• Marangoni

Chocolates

M A R C H / A P R I L 2 0 1 4 • • w w w. B u s i n e s s C e n t r a l M a g a z i n e . c o m 9

110 Sixth Avenue South

P.O. Box 487, St. Cloud, MN 56302-0487

Phone (320) 251-2940 • Fax (320) 251-0081

www.BusinessCentralMagazine.com

For advertising information contact

Wendy Hendricks, (320) 656-3808, 110 S. 6th Ave.,

P.O. Box 487, St. Cloud, MN 56302-0487.

Editorial suggestions can be made in writing to:

Editor, Business Central, P.O. Box 487, St. Cloud, MN

56302-0487. Submission of materials does not guarantee

publication. Unsolicited materials will not be returned

unless accompanied by a stamped, self-addressed

envelope.

© Copyright 2014 Business Central LLC

Business Central is published six times a year

by the St. Cloud Area Chamber of Commerce,

110 Sixth Avenue South; P.O. Box 487, St. Cloud, MN

56302-0487 • Phone (320) 251-2940 • Fax (320) 251-0081

Subscription rate: $18 for 1 year.

Publisher Teresa Bohnen

Managing Editor Gail Ivers

Associate Editor Dawn Zimmerman

CONTRIBUTING WRITERSLori Athmann Jovanovich, Kadlec & Athmann, PLLP

Whitney Bina St. Cloud Area Chamber of Commerce

Teresa Bohnen St. Cloud Area Chamber of Commerce

Sharon Henry St. Cloud Area Chamber of Commerce

Dr. Fred E. Hill St. Cloud State University

Gail Ivers St. Cloud Area Chamber of Commerce

Tracy Knofla High Impact Training

Betsey Lund Franz Hultgren Evenson, P.A.

Lawrence Schumacher Wordbender Communications, LLC

Greg Vandal Vox Liberi

Dawn Zimmerman The Write Advantage

ADVERTISING

Associate Publisher/Sales Wendy Hendricks, Hendricks Marketing

Ad Traffic & Circulation Yola Hartmann, Hazel Tree Media

ARTDesign & Production Yola Hartmann, Hazel Tree Media

Sarah Sucansky

Cover Photo Joel Butkowski, BDI Photography

ACCOUNTINGJudy Zetterlund

WEBSITEVicki Lenneman

CORPORATE SPONSOR

http://www.marconet.com


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Growing Leaders Good leaders often exhibit similar traits, skills and behaviors. Reviewed by Fred E. Hill

BOOK REVIEW

In Leadership 101 author

Michael Mumford and

his colleagues address

an abundance of leadership

questions, such as “Are leaders

born or made?” This work

presents in-depth discussions

of common assumptions and

misconceptions surrounding

leadership. “Examining the

subject from both psychological

and business perspectives, the

book discusses what traits,

skills, and behavioral patterns

leaders possess; how good

and bad leaders think; what

makes an outstanding leader;

and how leadership research is

conducted.”

Mumford’s book consists of

eight chapters. The chapter that

interests me most is Chapter

4: Leader Traits, Skills, and

Behaviors. “When most people

think of what makes a good

leader, they usually think in

terms of what a person is like

(traits), what they are good

at (skills), or what they do

(behaviors).”

We are often able to

observe visible leadership

aspects - tending to filter our

observations through what

our ideas of leadership are.

Our ideas may not be the

best indicators. On-going

research, observations, and

conversations could shed

additional perspectives to assist

in increasing leadership abilities.

Chapter 4 is broken down

in the following manner:

• Three Cognitive Traits:

intelligence, wisdom, and

expertise;

• Five Personality Traits: energy

level, stress tolerance, self-

confidence, locus of control,

and emotional maturity;

• Four Interpersonal

Traits: Machiavellianism,

authoritarianism, integrity,

and motivation.

In addition, there are

six skills – decision making,

problem solving, planning,

emotional intelligence, social

intelligence, and learning

ability and eight behaviors

– consideration, initiating

structure, participative

leadership, change-oriented

behavior, role modeling,

support, championing, and

feedback.

Some of the traits and skills

overlap – such as intelligence

being necessary for wisdom.

The overlap highlights the

complexity of leadership and

what is necessary for successful

leadership.

This review may make the

book sound more complex

than it really is. It is based on

solid and extensive research.

Organizations can use traits

and skills research to develop

and hire their employees, and

individuals can use this research

to develop their own skills as a

leader. BC

Dr. Fred E. Hill is an emeritus professor of Learning Resources Services, at St. Cloud State University.

Leadership 101: The Psych

101 Series by Michael D.

Mumford, PhD • Springer

Publishing Company. LLC,

New York • 2010

ISBN 978-0-8261-1134-0

Nextera Communications receives awardNextera Communications received an Aggie 100 Award for the second year in a row. This award honors the world’s fastest-growing companies that are owned and operated by former Texas A&M students. Greg Arvig, CEO and founder of Nextera Communications, received the award.

Arvig announces new hire

Kathleen Court-Stanger joined Arvig as a business solutions consultant providing analyses and

recommendations for new and existing business telephone systems and equipment.

CSB, SJU recognized for study abroad programsThe College of Saint Benedict (CSB) and Saint John’s University (SJU) ranked number two nationally among baccalaureate institutions with students who participate in mid-length study abroad programs that last one semester. Open Doors 2013, the annual report on international education published by the Institute of International Education, provides the ranking.

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10 11 12 13 14 16 18

Book Review People to Know Your Voice in Government It Happened When? Business Calendar Getting Going The Trouble With Business

Court- Stanger


PEOPLE TO KNOW

Get to know them

Diane OhmannSt. Cloud Area School District #742(320) 529-6500 ext. [email protected], Top Hatters Club

The Top Hatters are the Chamber’s ambassadors, welcoming new members, congratulating members who have expanded or relocated, and serving as greeters and hosts at Chamber events.

Eric Alf The Ad Company(320) [email protected], Chamber Connection

Chamber Connection is the premier networking event for businesses in Central Minnesota. Hosted by a different Chamber member every Friday morning, Chamber Connection attracts 120 -150 people each week to network and share information about their businesses, all for the price of $1 at the door.

Dan AndersonMiller, Welle, Heiser & Co., Ltd.(320) [email protected], Chamber Open

The Chamber Open is an annual networking event for all Chamber members. Volunteers organize the day’s activities, sell sponsorships and help the day of the Open. This year the Chamber Open is Monday, August 11 at the St. Cloud Country Club.

Sheri MoranGabriel Media (320) [email protected], VIP Committee, St. Cloud Area Chamber of Commerce The VIP (Value Information Promotion) Retention Committee calls on Chamber members to share information about coming events, inquire about membership satisfaction, and encourage businesses to take full advantage of their membership.

Melanie TankGrandStay Residential Suites Hotels (320) [email protected], St. Cloud Area Chamber’s Convention & Visitors Bureau Advisory Board The Chamber’s Convention & Visitors Bureau (CVB) is dedicated to promoting the St. Cloud area as a premier visitor destination and to encouraging community improvements that benefit residents and increase the economic impact of visitors. Members of the Advisory Board approve budgets, marketing campaigns, and recommend policy positions.

People of interest within the St. Cloud Area Chamber of Commerce community.

jumpjump

StCloudOrthopedics.com 320.259.4100

When you’re hurt, we’re right here.You don’t have to go to great lengths for orthopedic care. Our board certifi ed orthopedic specialists are closer than you think.

jumphop, skip, and ajumpjump

SCO Business Central-JUMP.indd 1 6/3/13 12:03 PM

http://www.stcloudorthopedics.com


The debate about

expanding Interstate

Highway 94 is ongoing

and frustrating on many levels.

The stretch of asphalt that

connects St. Cloud to the Twin

Cities is one of the most critical

corridors in the state, and yet

we can’t seem to find funding

to expand lanes, maintain

pavement and widen bridges.

The 2013 Minnesota

Legislature created the

Corridors of Commerce

program by authorizing the

sale of up to $300 million

in new bonds for the

construction, reconstruction,

and improvement of trunk

highways. The legislation

establishes two major goals:

•• provide additional highway

capacity on segments where

there are currently bottlenecks

in the system

•• improve the movement of

freight and reduce barriers to

commerce.

I-94 is one of ten projects

chosen to receive Corridor

of Commerce funding. An

additional lane will be

constructed on a 2-mile stretch

from MN 101 (St. Michael exit)

to MN 241 beginning in the fall

of 2014.

Furthermore, Highway

610 is scheduled to be

reconstructed and turned into

freeway from County Road 8

to I-94. This will relieve traffic

at the Fish Lake Interchange

(at Maple Grove where I-94

splits into 494/694).

The chart below shows

traffic volumes in 2000,

contrasted to 2012 at various

intersections from St. Cloud

to Maple Grove. With traffic

scheduled to continuously

increase over time, the

scheduled I-94 expansion is

critical to efficiently move

goods and people in the future.

The two seasons of

Minnesota – winter and road

construction – are about to

become even more challenging

in the short run, with promises

of relief in the future...but not

all the way to St. Cloud. BC

Teresa Bohnen is president of the St. Cloud Area Chamber of Commerce. You can reach her with questions or comments at 320 565-3804 or [email protected].

YOUR VOICE IN GOVERNMENT

Fisk joins Quinlivan & Hughes; Moehrle elected shareholder

Julie Fisk joined Quinlivan & Hughes’ Employment and Business Transaction

Practice earlier this year. Fisk graduated from the University of Minnesota Law School and was named a Rising Star Attorney by Minnesota’s Super Lawyers in 2012 and 2013.

Laura A. Moehrle was elected shareholder of the firm on January 1. She practices primarily in the area

of insurance defense litigation and is a frequent presenter on issues related to automobile and professional liability.

Boser Construction adds employeesThe following people joined Boser Construction: Ryan Cross, design build associate; Ryan Trosdahl, project manager; and Joshua Sperling, project manager. Boser Construction specializes in commercial, medical and institutional construction.

Gaslight Creative hires, promotesErin Hermansen joined Gaslight Creative as account coordinator. Hermansen recently graduated from St. Cloud State University and previously worked

as a communications intern at the agency. Amy Imdieke was promoted to senior graphic designer. Imdieke has more than seven years of experience in graphic design and illustration.

NEWSREEL

UPFRONTNETWORK

You Can’t Get There from HereInterstate 94 is one of ten projects to receive Corridor of Commerce funding…just not to St. Cloud. By Teresa Bohnen, Chamber president

Fisk

Moehrle

Hermansen

Imdieke

Trosdahl SperlingCross

Jose receives national award Brian Jose, executive director of Fine Arts Programming at the College of Saint Benedict and Saint John’s University, received the annual North American Performing Arts Managers and Agents (NAPAMA) Award for

Excellence in Presenting the Performing Arts. The NAPAMA Award is given each year to a distinguished arts presenter and is based on proven dedication to the future of presenting the performing arts; a high level of professionalism and ethical behavior; and unwavering respect for colleagues in the field. Jose has been the executive director of Fine Arts Programming at CSB and SJU since 2008. He has more than 27 years of experience as an arts administrator.

MILESTONE


IT HAPPENED WHEN?

DECEMBER 1988 – JANUARY 1989 Lunch with Leaders

In 1988 and 1989, the

St. Cloud Area Chamber

of Commerce’s Legislative

Affairs Division sponsored

the “Lunch with Leaders”

series at the Sunwood Inn.

Over the course of a couple

months, several executive

leaders came to St. Cloud to

participate in the program.

Lunch with Leaders

focused on timely topics and

concerns of the Chamber

and Minnesota. The event

provided St. Cloud Area

Chamber members with an

opportunity to meet with

Minnesota government

leaders, ask questions, voice

opinions and understand

the latest issues at the state

Capitol.

The sessions featured the

following speakers:

•• Mike Hatch,

commissioner, Minnesota

Department of Commerce

•• Ken Peterson,


Department of Labor and

Industry

•• Richard Bohr, executive

director of the Minnesota

Trade Office

•• Roger Moe, Senate

Majority Leader

•• Tom Triplett,


Department of Finance

Left: Tom Triplett, commissioner, Minnesota Department of Finance

Above: Ken Peterson, commissioner, Minnesota Department of Labor and Industry

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SBETC receives grantStearns-Benton Employment and Training Council (SBETC) received an $80,000 grant to provide at-risk youth with workforce readiness training and summer work experience. This includes goal setting, financial literacy training, labor market information and workplace tours. The grant was awarded by the Minnesota Department of Employment and Economic Development.

Marco promotes, acquiresMarco, Inc. promoted Mike Welling to managed service technical

manager. Welling has over 16 years of experience in the IT industry and has an electronics degree from St. Cloud Technical College. He has been with Marco since 1997.

Marco acquired TelePro Communications, Inc., a carrier services company based in the Twin Cities. The acquisition helps Marco expand the technology services they provide to their clients. TelePro operates as a division of Marco and retains the TelePro name.

Lindeman joins Rinke NoonanMatthew Lindeman joined Rinke Noonan as an attorney. Lindeman is a

St. John’s University graduate with a law degree from Hamline University School of Law. He practices in the areas of collections and general civil litigation.

Gau recognizedJeff Gau, CEO of Marco, Inc. was named a Good Leader finalist in the 2014 Community

Impact Awards by Minnesota Business Magazine. The award recognizes business people whose excellence in character and leadership has made a positive impact on the communities they serve.

Insert photo: <Jeff Gau>

NEWSREEL

Welling

Lindeman

Gau

For information on these or other business events, call 320-251-2940.

* The chamber office is located at 110 6th Ave. S.

March 5 & April 2

Lunchtime LearningEducational networking events that

give busy professionals a chance

to stay on the cutting edge. Meets

the first Wednesday of the month,

noon-1 p.m. at the Chamber

office*. Registration is required:

$15 for Chamber members, $22 for the

general public.

MARCH 5: Sponsored by Pro Staff

with Sue Kadlec, Jovanovich,

Kadlec & Athmann, PLLP,

presenting “Records Retention

Schedule? What the Heck is That?”

APRIL 2: Sponsored by Bernick’s –

Beverages & Vending, with Larry

Logeman, Executive Express,

presenting “Dealing with Difficult

Customers.”

March 13, April 8 & 24

Business After HoursA complimentary open house for

Chamber members and guests.

Bring lots of business cards and

prepare to grow your network!

4:30 - 6:30 p.m.

MARCH 13: hosted by CentraCare

Health – BLEND (Better Living

Exercise & Nutrition Daily),

1600 County Rd. 134, St. Cloud.

APRIL 8: Business After Hours

EXTRA! presented by Grand Casino

and co-sponsored by over 60

businesses, at the Best Western-

Kelly Inn, 100 4th Ave. S,

St. Cloud.

APRIL 24: Waite Park Chamber

After Hours hosted at La Casita,

314 Division St., Waite Park.

March 14 & April 11

Government AffairsA discussion of local government

issues on the second Friday of

the month, 7:30 - 9 a.m. at the

Chamber office*

MARCH 14: Education

APRIL 11: Energy Update

March 19 & April 16

Waite Park ChamberFor businesses interested in Waite

Park issues. Lunch is provided by the

host when you register at least two days

in advance. 11:30 a.m. – 1 p.m.

MARCH 19: Hosted by Martin

Marietta Aggregates.

APRIL 16: Hosted by Forsberg

Investments & Insurance at the

Moose Family Center, 1300 3rd St.

N, Waite Park.

March 14 & April 11

Sauk Rapids ChamberFor businesses interested in Sauk

Rapids issues. Lunch is provided by

the host when you register at least two

days in advance. 11:30 a.m. - 1 p.m.

MARCH 27: Hosted by Indigo

Signworks, 2885 Quail Rd. NE,

Sauk Rapids.

APRIL 24: Non-Profit Member

Showcase featuring eight Chamber

members. This meeting is at the

Sauk Rapids Government Center,

115 2nd Ave. N, Sauk Rapids.

March 28

DAYTA UniversitySponsored by the St. Cloud Area

Chamber of Commerce and DAYTA

Marketing, DAYTA U offers a full

day of courses for social media

beginners, gurus and anyone in

between. Cost is $190. Chamber

members receive a 10% discount.

Registration is required. 9:15 a.m. - 4:50 p.m.

MARCH 2: Regency Plaza,

912 W. St. Germain St., St. Cloud

Can’t-miss opportunities to influence, promote and learn

BUSINESS CALENDARMarch/April 2014 •• Visit events.StCloudAreaChamber.com for a detailed calendar.

St. Cloud Evening at the CapitalAn annual event to meet the state legislators and introduce them

to the organization you represent. Join us for a relaxed and informal

evening in our state capital and help our legislators understand the

needs of Central Minnesota. Transportation is available. Registration

is required: $20 for Chamber members; $30 for the general public.

MARCH 31: Best Western Kelly Inn St. Paul161 St. Anthony Ave., St. Paul. • 5-7 p.m.

UPFRONTNETWORK


POINT OF VIEW

Business Central asked readers: If you could go back in time, what advice would you give yourself before starting your career?”

Heather Robbins Cohlab Website Services

“Stick with what you love.”

Tim Johnson Resource Training & Solutions

“Don’t undervalue education.”

Mary Lynne Goenner James M. Gammell Ushers

“Explore different career avenues.”

Sue Christensen Arise Home Health Care

“Don’t undervalue your strengths or what you have to offer.”

Eric Reisinger U. S. Bank

“Never stop learning.”

ST. CLOUD GOES TO WASHINGTON, D.C.Chamber staff and volunteers head to Washington to meet with the region’s Congressional delegation April 28-30. For details contact Teresa Bohnen at 320-656-3804.

MARK YOUR CALENDARS

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Compiled by Whitney Bina. For consideration in News Reel send your news release to [email protected]

Mathew Hall Lumber recognizedMathew Hall Lumber was recently recognized in two national industry publications. The company’s fifth generation owners, Loren, John and Dan Hall, were featured on the cover of LBM Journal, a publication for suppliers in the lumber and building industry. ProSales Magazine also recognized Mathew Hall Lumber’s ingenuity with the 2013 Excellence Award for Marketing for its “Back to the Builder” campaign.

Gerber joins Heartland GlassGarrity Gerber joined Heartland Glass as estimator and sales representative.

Gerber has eight years of experience in both glass and parts manufacturing industries. Heartland Glass is a full service glass company specializing in shower doors, storefronts, entrances, and architectural windows.

ProcessPro hires; recognized in top 20ProcessPro, a leading mid-market ERP software

solution company, hired two new team members: Amy Stephens as technical business analyst, and Cynthia Virnig as implementation analyst.

ProcessPro was named to CIO Review’s CIO Manufacturing Tech Solutions 20. This annual listing recognizes the 20 most promising technology companies offering manufacturing tech solutions.

NEWSREEL

Gerber

Virnig

Compiled by Whitney Bina. For consideration in News Reel send your news release to [email protected]

Don’t be fooled. Who and what you know are the best ingredients for success. By Greg Vandal

The Governor’s name

has faded into distant

memory. He, no doubt,

didn’t remember the event

beyond the span of that very

week much less had any

lasting impressions of the

college senior who was his

tour guide that afternoon

some four decades ago. Active

in student government and

other college organizations,

I had been asked to host

the state’s Chief Executive

Officer as he moved about the

campus. My sister, a freshman

at that same university, said

what only siblings can so

“sweetly” proclaim: “Rubbing

shoulders with the Big Wigs,

are you Greg?” Admittedly a

bit full of myself because of the

gubernatorial connection, my

response contained an equally

snarky tone: “It’s not what you

know but who you know that

counts…”

Some months later, a

degree in hand and in search

of a first teaching job, I found

positions were not plentiful.

And the Governor didn’t call

to help. I eventually applied

to the one spot open – a state

removed from my home – and

felt really good to land the post.

I learned later that candidates

were scarce, too. Few persons

were interviewed for that mid-

winter assignment; I proved to

be my own competition.

Still, that first employer

didn’t know me and surely

none of my references alone

could really open any doors.

The district didn’t have to make

the hire. In retrospect, it was

my civic engagement, coupled

with what I had been trained

to do, that seemed to matter

to the school I was called to

serve. Both what I knew and

who I knew – as represented

by connections to clubs and

activities, volunteer efforts and

service organizations – provided

the compound benefit.

It is an old formula but

one I still share with graduate

students in my adjunct

work and with the Chamber

Leadership classes I regularly

teach. It is a mantra that is held

by all the successful persons

I know – in the public and

private sectors alike. These

good people remain involved

in things beyond themselves:

scouts or Rotary or church

or United Way or Chamber...

They are connected to the

community and they couple

“who you know” with a

knowledge base carefully

nurtured and developed

through study and hard work.

These folks understand, as

the now much older college

kid learned along the way,

that one without the other is

simply incomplete. BC

About the writerGreg Vandal is the sole proprietor of Vox Liberi, a consulting business that delivers planning and project management services to clients in the public, private, and nonprofit sectors. He is also a partner in PEER* Solutions, a business that delivers Professional Educator Evaluation Resources in the public school sector. Greg can be reached at [email protected] or through www.peersolutions-usa.com.

GETTING GOING

Getting to Know You

MILESTONES

Community Foundation receives $18.2 million in giftsThe Central Minnesota Community Foundation received a record $18.2 million in gifts at the end of 2013 to push its total assets over $100 million for the first time. The end of 2013 brought a significant spike in giving by local individuals and organizations. The Community Foundation received $16.1 million of the $18.2 million gifts in December. The Community Foundation established 25 new funds representing $9.9 million in gifts during the first half of its fiscal year ending Dec. 31, 2013.

UPFRONTNETWORK


NEW IN TOWN

Age: 34Previous employer: Washington Metropolitan Area Transit Authority

Business Central: When did you start in your current position? Ryan: August 19, 2013

BC: What will you miss most about your previous position? Ryan: The people and relationships that I developed.

BC: What are you looking forward to the most in your new position? Ryan: Leading a dedicated group of transit professionals as we become the transportation mode of choice for the citizens of St. Cloud.

BC: Where did you grow up? Ryan: Brooklyn, NY

BC: What are your hobbies? Ryan: Traveling and searching for model aircraft scale 1:200 and transit buses scale 1:64.

F U N FACT I have traveled to over 15 countries including: Brazil, Singapore, France, Germany, Spain, Switzerland and Italy to name a few—with Australia as my goal for 2015. I use the transit system wherever I travel and go jet skiing and parasailing on the local beaches given the

appropriate climate.

Ryan Daniel Executive Director of Metro Bus

Tax Planning & Preparation | Accounting | Auditing | Business Consulting

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TRUSTED TaxADVISOR

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OF A

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Top 25CPA Firm

in Minnesota


THE TROUBLE WITH BUSINESS

Engaging Employees

By Tracy Knafla

How to Increase Employee Engagement in 524 Easy Steps!Does it really take 524 steps? No! Then why do we act like it does?

Employee engagement is

not a mysterious, unusual

phenomenon. If I could

guarantee that you would

increase your employee

engagement in 524 steps,

would you follow them?

Most likely not. The idea of

implementing that many steps

to accomplish this goal seems

overwhelming. So, just how

many steps are you prepared

to follow?

Let’s stay in the single

digits!

Before they are revealed,

however, we need to

understand why employee

engagement is important to

your business.

If you believe, as many

companies do, that “your

employees are your most

valuable resource,” shouldn’t

they be treated as such?

Employees who feel valued

take pride in their work

and want to do a great job.

Employees who feel a sense

of ownership within their

position become advocates

and trend setters within your

company. They function at a

higher level, pushing others

to do the same. In the process,

they improve the quality of

your product as well as your

service to your customers. All

of which can be quantified

as a contribution to your

bottom line.

Don’t believe this? Look

at the opposite scenario.

Disengaged employees waste

company time complaining

about everything. Their work

habits suffer as they believe

it doesn’t matter. Instead

of encouraging co-workers

to excel, they encourage

cutting corners and sloppy

workmanship. They cost

the company tremendously

through lost productivity and

increased behavioral issues, as

well as customer complaints

and product dissatisfaction.

All of which can also be

quantified as a drain on your

bottom line.

Employee Engagement

is the catchy new trend in

business circles. Do a quick

Google search for the phrase

and you will find thousands of

articles, advertisements, and

ideas on increasing employee

engagement. Don’t spend

hours culling through these.

Those hours will be better

spent quickly finishing this

article and implementing the

strategies identified here. It

does not take 524 steps to

accomplish, yet there are

specific strategies, that, if

followed, will increase your

likelihood of cultivating

engaged employees.

About the writerTracy Knofla is the co-owner and featured consultant of High Impact Training. She has been presenting to audiences

across the country for more than 25 years.

Employees who feel valued take pride in their work and want to do a great job.

UPFRONTNETWORK


Seven essential strategies to creating employee engagement:1 Hire good people. Not the

convenient people. Hire for

attitude as well as skills. Skills

can be taught, attitude is much

harder to change.

2 Train new employees. Not just until you are tired of

it, but until they feel a sense of

mastery. It takes longer than

you think, but it is worth the

time investment.

3 Learn the strengths/weaknesses of your employees. Do everything

possible to capitalize on their

strengths and compensate for

their weaknesses.

4 Provide clear direction about the company and their specific roles within it. Make

sure they know how their jobs

help the company achieve

its goals. Regularly reinforce

the importance of their

contributions to the success of

the whole.

5 Be fair, consistent and GENEROUS with both praise and correction. Employees

want to know what they are

doing well and need to know

how to correct performance

issues. Once–a-year

performance reviews are not

the best way to encourage or

change behavior.

6 Regularly solicit employee ideas and feedback and implement as many as are feasible. Don’t make it a

contest or think the ‘suggestion

box’ is enough. Your employees

are in the best position to

provide critical feedback and

will respond favorably when

their ideas are implemented.

7 Focus on ‘Points of Pride’ within the company. Something to rally around:

“100 days injury free,” “92%

excellent customer service

ratings,” “Orders shipped earlier

than anticipated,” etc. It need

not include a marching band,

but it should be prominently

displayed and promoted

company-wide and beyond.

Admittedly, these seven

strategies encompass a

multitude of behaviors and

philosophies. Yet, if you were to

conduct an honest assessment

of your current practices using

these as the benchmarks, where

do you suppose your business

would score? Start this month!

Work your way through this list

and enjoy the positive changes

that will appear. BC


Fresh Coat Painters, residential and commercial painting services, 53 33rd Ave. S, St. Cloud. Pictured: Tauna Quimby, Eric Heipel and Jayne Greeney Schill.

Jack Richter Sings, providing quality vocal services and music for corporate events, weddings, funerals, and anniversary events, 416 5th Ave. N, Sartell. Pictured: Bob Lien, Jack Richter and Inese Mehr.

Central Perk, LLC, coffee shop, wine bar, 906 W St. Germain, St. Cloud. Pictured: Sheila Tepley, Alan Scherr, Odessa Scherr and Diane Ohmann.

Ecig Lounge, providing all your vaping needs in a lobby atmosphere with big screen TVs and free wifi, 69 10th Ave. S, Waite Park. Pictured: Tad Schoeppner, Bennie Muhammad, Tami Hass-Muhammad, Toni Kopponen and Chris Panek.

Resource Training & Solutions, providing training and resources to help school districts, governments, companies, organizations, and individuals be more successful, 137 23rd Street S, Suite 201, Sartell. Pictured: David Borgert, Tammy Biery, Rob Cavanna and Beth Putz.

Geyer Wedding & Event Rentals, 1812 St. Germain Street, St. Cloud. Pictured: Shannon Templin, Lana Hansen, Brittnee Dhein and Jill Magelssen.

25 year Chamber member Chamberlain Oil Co., Inc., oil distributor, 1180 29th Ave. NE, Sauk Rapids. Pictured: Bob Lien, Bill Chamberlain, Tony Chamberlain and Tauna Quimby.

25 year Chamber member GLTArchitects, 808 Courthouse Square, St. Cloud. Pictured: Bob Lien, Daniel Tideman, Evan Larson and Jill Magelssen.

25 year Chamber member Goodwill/Easter Seals MN, providing transitional employment and skills training programs, and medical equipment loans to those unable to afford it; 50 2nd Ave. S, Waite Park. Pictured: Diane Ohmann, Kim Clubb, Maureen Gaedy, Julie Danda and Bob Lien.

25 year Chamber member Granite City Appraisal, LLC, real estate appraiser and consultant, 22 Wilson Ave. NE, Suite 202, St. Cloud. Pictured: Bob Lien, Janet Zitzow, Ron Zitzow, Michele Hinnenkamp and Tauna Quimby.

TOP HATS | New Business TOP HATS | Milestones TOP HATS | New Locations, Ownerships & Expansions


Mille Lacs Band of Ojibwe, education and relationship building with surrounding communities, 43408 Oodena Drive, Onamia. Pictured: Jayne Greeney Schill, Carolyn Shaw and Jill Magelssen.

Clearent, intelligent payment processing for today’s merchants, 177 Cardinal Lane, Clearwater. Pictured: Chris Panek, Brenda Farrell, Rollie Lange and Sheila Tepley.

Cohlab, developer of web and mobile strategies, including website and mobile website design and hosting, geo-marketing, and SEO, 1721 Grizzly Lane, Sartell. Pictured: Jill Magelssen, Cliff Robbins, Heather Robbins and Bob Lien.

Dan Anderson Agency, State Farm Insurance, 3306 3rd Street N, St. Cloud. Pictured: Roger Schleper, Dan Anderson and Diane Ohmann.

IIW, P.C., architecture, civil, environmental, municipal, structural, and transportation engineering, construction services, and land surveying, 113 5th Ave. S, St. Cloud. Pictured: Diane Ohmann, David Leapaldt and Bob Lien.

Rum River Barn & Vineyard, overlooking three acres of grape vineyards, old oak forests, and white pines with multiple indoor and outdoor locations, for weddings and special occasions, 42618 78th Street, Hillman. Pictured: Beth Putz, Melissa Gaetz, Carvin Buzzell and Diane Ohmann.

Strata Performance Solutions, generating validated and reliable information for hiring and promoting the right people, 516 Brookwood Lane, Sartell. Pictured: Sheila Tepley, Bob Ringstrom and Chris Panek.

Diversified Media Resources, a total electronic communications provider, specializing in location and studio video production; video editing; event video production and support, 113 5th Ave. S, St. Cloud. Pictured: Tauna Quimby, Jay Burnham and Bob Lien.

Reach-Up, Inc., (Head Start), 350 Highway 10 S, Suite 100, St. Cloud. Pictured: Tauna Quimby, Linda Maron, Sue Huot and Diane Ohmann.

Strack Companies, commercial/industrial general contractors, construction managers, and real estate services firm, 137 33rd Street S, Suite 200, Sartell. Pictured: Jayne Greeney Schill, Bob Strack and Beth Putz.

TOP HATS | New MembersTOP HATS | New Locations, Ownerships & Expansions

St. Cloud Surgical Center1526 Northway Drive • St. Cloud • 251-8385 • 800-349-7272

www.stcsurgicalcenter.com

Accredited byAccreditation Association for Ambulatory Health Care, Inc.

Celebrating 42 Years of Excellence

in Caring for You!

Celebrating 42 Years of Excellence

in Caring for You!

Continuing to Make a Difference!

Continuing to Make a Difference!

ANNIVERSARY

AN

NIVER

SARY ANNIVERSARY

ANNIVERSARY MINNESOTA

MIN

NESOTA MINNESOTA

MINNESOTA


Anthony Farag, Resource Training & Solutions, helps session attendees understand what the iPad can do with the new iOS operating system.

Talking with vendors about current business training and technology is a highlight of the conference.

Session attendees take a break for a snack and some networking.

Over 200 people attended the Chamber’s annual Technology and Education Conference in November.

Grow!The Chamber’s Technology & Education Conference offered opportunities for participants to learn, network and profit from the experience.

NETWORK CENTRAL

Brian Hart, Sandler Training, speaks to a full house on “Taking Control of Your Time.”

Pam McIntosh, Rasmussen College (L) and Katie Wayne, College of St. Scholastica two of the event sponsors.

Vaultas was one of 24 booth sponsors sharing the latest in business information with attendees.

UPFRONTNETWORK


NETWORK CENTRAL

Jay Vachal, Arise Home Health Care; Mary Adelman, Adelman Advertising; Angie Jacobs, DJ Bitzan Jewelers; Rob Lindholm and Sara Kunz, ePromos.

Kevin Johnson, 44 Sign Co. and Kipp Hardison, Ground FX Media

Network!Rengel Printing celebrated their expansion by hosting Business After Hours in September.

Matt Westlund, N2 Publishing; Tanja Goering, Pro Staff; and John Riordan, DAYTA Marketing

Lisa Braun, City of St. Cloud - RSVP and Jackie Scholl Johnson, Big Brothers Big Sisters of Central Minnesota

Chamber volunteer Top Hatters Scott Anderson, Statewide Property Inspections; Shelia Tepley, Thrivent Financial; and Brian Jarl, Stearns Insurance Services

Ryan Davidson, Central Minnesota Credit Union and Randy Utecht, St. Cloud Overhead Door

Gary Berg, G. L. Berg Entertainment, Performing Artists & Speakers; Judy Berg, The Good Shepherd Community; and Wendy Haus, Catholic Charities


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Entrepreneurism Doing Good Tech Strategies Tech News Management Toolkit Economy Central presented by Falcon Bank

24 25 26 2827

Starting a new business

can seem like an

intimidating and even

overwhelming experience.

Creating a new business is

not an event, but rather a

process and a good road map

is essential to get you to where

you want to go. In addition to

determining what and how to

sell a product or service, one

of the first decisions a new

business owner must make is

what structure will form the

foundation of the new business.

The owner must also

consider whether the new

business will be incorporated

or unincorporated. One of

the most important reasons to

incorporate a new business is

to protect the owner’s personal

assets from the business’

liabilities. When the business

entity is properly formed and

operated, the owner is not

personally liable for the debts

of the business and the owner’s

personal liability is limited by

the amount personally invested

into the business. The type

of business entity selected

will also have different tax

consequences.

Unincorporated businesses

are a sole proprietorship and a

general partnership. In a sole

proprietorship, the business

is owned by only one person.

In a general partnership, the

partners equally share the

responsibilities of managing

the business and each partner

is responsible for the business’

debts.

Creating an incorporated

business entity, such as a

C-Corporation, S-Corporation,

limited liability company

(LLC), or a form of a limited

partnership can be more

difficult because each different

type of business entity has its

own unique set of rules and

regulations. In any incorporated

structure you will need to

register with the Minnesota

Secretary of State and create

and follow the governing

documents of the entity.

Because of the complexities

of forming an incorporated

entity, a business owner is well

advised to seek the advice of an

attorney.

No one ever created a new

business with the intent of

having a failing business. A

new business owner needs

to manage several aspects of

the business all at one time:

personnel needs, inventory

needs, location details,

financing needs, and various

legal compliance issues. It is

important to take the time

to consult with an attorney

to learn about the various

entity options. It is easier and

more cost effective to properly

structure a new business entity

upfront, rather than attempt

to remedy problems that arise

after the fact. BC

ENTREPRENEURISM

Creating StructureA successful business requires a solid foundation.By Betsey Lund

32

About the writerBetsey Lund is an attorney with Franz Hultgren Evenson, P.A., in St. Cloud. She practices in the areas of employment law, business law, family law, and estate planning.

Because of the complexities of forming an incorporated entity, a business owner is

well advised to seek the advice of an attorney.


DOING GOOD

Source: 2013 Aflac WorkForces Report involving small business employers and their employees

WSB Tops DonorsWSB & Associates won the holiday food drive competition that pitted them against their Minnesota competitors. The eight Minnesota

engineering and environmental consulting firms that participated raised over $112,000 and nearly three tons of food for food shelves around the state. Because the firms varied in size from 120 employees to over 600, results were calculated per employee, and one

pound of food was valued at $1. After four weeks, WSB & Associates was named the winner, with combined food and cash donations

averaging $85 per employee – for a total of $17,000. This was the second year for the competition. Total donations increased over 20 percent from last year’s totals.

BY THE NUMBERS

47%Small businesses that say offering robust benefits while staying within budget/cost constraints is a top benefits challenge.

61%employees say they are likely to accept a job offer with slightly lower compensation, but better benefits.

58%employers strongly/somewhat agree that “Our workers are taking full advantage of the benefits we offer.”

38%employees completely/strongly agree with the statement “I am taking full advantage of my employee benefits.”

2635 West Division StreetSaint Cloud 320-257-7900 CiattisRistorante.com R I S T O R A N T E

...and dinner...and drinks after work. Ciatti’s is St. Cloud’s business restaurant. Contact Paul or Abby and learn how your business can improve the bottom line each time you dine with Ciatti’s Preferred Business Program. Stuck at work? Ciatti’s now delivers. VIsit CiattisRistorante.com for info.

Where St. Cloud business does lunch.

It’s a simple concept that over 50,000 of your friends and neighbors in Central Minnesota have already discovered. We invite you to see how we can make a difference with your personal or business finances.

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People helping people.


BUSINESS TOOLSGROW

Social media is challenging

our way of thinking –

and changing the way we

market. This year, organizations

will become even more

sophisticated in their social

media practices. Here’s a look

at just three trends to consider

when implementing your social

media strategy:

Videos are getting short. Really short.Twitter has challenged users to

appreciate brevity with only

about a sentence to share a

message. Not long ago, users

would easily watch a 3-5

minute video and 5-7 minutes

if the content stayed engaging.

That’s changing. Now, we’re

talking seconds. They’re called

micro videos and commonly last

between 6 and 20 seconds. In

many ways, it’s becoming the

new picture.

It’s always been hard to

capture an audience’s attention

and hold it longer than 10

seconds. For years, marketers

tried. Now, they’re just getting

creative in creating a series

of 10-second video clips. The

interesting part is that people

are watching minutes of

videos. They just want them in

10-second bites.

Image centric content is king.For centuries, men have been

pinned as being visual. But the

playing field is being leveled in

social media. From Instagram

to Pinterest to Snapchat, the

fastest growing platforms in

social media are image-focused.

Pinterest, which caters especially

to a female audience, is about

idea sharing through a variety

of visually focused virtual peg

boards.

That desire for imagery

crosses all platforms. On

Facebook, photos and videos

consistently perform better

than posts with just text. This

challenges organizations to

consider not only what they can

say, but more importantly, how

they can show it.

The next big thing is changing.By all estimates, tools such

as Facebook, Twitter and

Instagram have a stronghold on

the social market and remain

relevant. But new tools are

arriving daily as social becomes

the standard in personal and

business communications. In

many cases, the newer tools are

becoming more targeted in their

focus and audiences.

Ever heard of SoundCloud?

It actually scored a spot in the

top five social media platforms

with about 250 million active

users at the end of last year. This

audio sharing platform allows

users to upload, record and

share their originally created

sounds. First debuting in 2007,

this Berlin-based startup has

offices in San Francisco, New

York, London, and Bulgaria and

a growing community of artists,

bands, podcasters and music

lovers.

So, what’s the one tool

business leaders should be using

to stay contemporary? Twitter.

For those who have neglected

to buy into Twitter, this will be

your year to get started. BC

TECH STRATEGIES

It’s Everywhere! Every major business, event and television show is now leveraging social media in some fashion. By Dawn Zimmerman

From Instagram to Pinterest to Snapchat, the fastest growing platforms in social media

are image-focused.

About the writerDawn Zimmerman is CEO of The Write Advantage, a St. Cloud-based communications company that specializes in social media.


TECH NEWS

IS YOUR CAR SPYING ON YOU?Your next car may record data about your driving, poised to dump the information to your insurance company should you have an accident. Event Data Recorders (EDR) can’t monitor how you’re feeling behind the wheel (at least not now), but the tamper-proof devices do record driving data such as speed, whether brakes were applied before a crash, forces at impact, air bag deployment, and whether occupants were wearing seatbelts. The National Highway Traffic Safety Administration wants all cars and motorcycles built on or after Sept. 1, 2014, to have one. Source: TechNews Daily

Bendy Gadgets

pho

to: w

ww

.gee

k.co

m Graphene — a one-atom-thick layer of carbon that is the strongest, thinnest and most conductive material discovered yet – may soon be the basis of the next big innovations. Graphene-based inks are easier to handle than traditional metal-based ones – less toxic, cheaper and easier to dry. Think digital screens that you can fold up like paper, solar cells embedded in house paint, flexible handsets, and batteries printed on the bottom of cell phones. Source: TechNews Daily

DID YOU KNOW?

79%employees agree that a well-communicated

benefits program would make them less likely to

leave their jobs.

WelcomesDarrin Spoden, D.O.Dr. Spoden is a Diagnostic Radiologist and is certified by the American Board of Radiology. He completed his MRI Fellowship at St. Luke’s Medical Center and his Diagnostic Radiology Residency at St. Joseph’s Medical Center, both in Milwaukee. Dr. Spoden received his Osteopathic Medicine Degree at Chicago College of Osteopathic Medicine, Midwestern University. His areas of interest include general and neuroradiology.

Andrew Hou, M.D.Dr. Hou is a Neuroradiologist and is certified by the American Board of Radiology. He completed his Neuroradiology Fellowship at the University of Colorado Hospital in Aurora. He completed his Diagnostic Radiology Residency at Los Angeles County Harbor-UCLA Medical Center in Torance, California and at the University of Colorado Hospital. Dr. Hou was the Senior Instructor of Radiology at the University of Colorado Denver-Anschutz Medical Campus. His area of interest is neuroradiology.

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The law that allows

employers to gain

information about an

applicant’s background is also

riddled with requirements,

prohibitions, and limitations.

One wrong misstep and the

employer may find itself on the

wrong side of a lawsuit.

In conducting background

checks, an employer should

keep in mind the four “W”s:

who, when, where and what.

1 Who can you obtain a criminal history on? As a part

of your hiring process, you

can inquire into and conduct

a criminal background check

on any applicant. It is essential,

however, that the practice

is universal to all applicants.

Picking and choosing certain

applicants based on race,

gender, nationality, or any

other protected class status (or

even a “gut feeling”) can give

rise to claims of discrimination.

An employer should have

a written policy outlining

the process to be followed.

The policy must be applied,

without exception, to all

applicants applying for similar

job positions. It is also good

practice to obtain a written

consent from the applicant

prior to doing the criminal

background check.

2 When can you inquire into an applicant’s criminal background? After January

1, 2014, employers may not

ask an applicant about their

criminal record, or conduct a

criminal background record

check, until the applicant

has been selected for an

interview, or a conditional

offer of employment has been

extended. Any inquiry, direct

or indirect, prior to that time is

unlawful and can give rise to

costly penalties being assessed

against the employer. Be sure

to revise your application

to remove any questions

regarding criminal history.

3 Where can you obtain background records from? The Minnesota Bureau of

Criminal Apprehension (BCA)

maintains a computerized

database of criminal records.

An applicant may access their

own criminal history record by

visiting the BCA or by accessing

the database via the internet.

The employer may also obtain

it with a signed informed

consent from the applicant.

Criminal records can also be

obtained through a consumer

reporting agency, such as a

credit bureau, background

check service, detective agency,

or other investigation service.

However, if an employer elects

to use a third party service

rather than the BCA, additional

and mandatory disclosures,

consents, certifications,

and notices must be strictly

followed.

4 What can be considered in making hiring decisions?

An arrest record is unreliable

evidence that a person has

actually committed a crime.

After all, one is innocent until

proven guilty. It is more proper

to consider the applicant’s actual

criminal convictions. Excluding

an applicant solely because of

a conviction can still, however,

open the door to claims of

discrimination if it tends to

exclude applicants within a

MANAGEMENT TOOLKIT

Employer BewareEmployers who wish to obtain an applicant’s criminal history must be aware of the potential pitfalls.By Lori Athmann

Any inquiry, direct or indirect, prior to that time is unlawful and can give rise to costly penalties

being assessed against the employer.

BUSINESS TOOLSGROW


protected class. An employer

must consider the nature of

the offense, the time that has

passed since the conviction,

and the job-relatedness of

any conviction. For example,

an employer might be more

justified in excluding an

applicant with an assault

conviction from a position that

would require the applicant to

enter into customers’ homes

to perform the duties, than

perhaps for an after-hours

custodian position. BC

Lori Athmann is a partner with Jovanovich, Kadlec & Athmann, PLLP.

BY THE NUMBERS

JOBS

Construction is coming on strong, but still far below the boom years of the mid-2000s.

6,500 the number of construction jobs added in Minnesota in 2013

30,000he number of jobs that have not come back since the mid-2000s

34,400the number of new construction jobs expected to be created by the end of the decade

8,400 the estimated number of carpenters Minnesota will need by 2020

6,300the estimated number of electricians Minnesota will need by 2020

MORE TO READ:Check out more information about Commercial Construction in our Special Section found on page 50.

Tammy Reis,Vice President, Lending

Rich Remer,President

A strong team for business.Bank on it.

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AMERICANNATIONALBANKOF MINNESOTA

Elizabeth Statsick

Joy Schafer

Melissa Theisen

Lisa KosterAshley

Ohlemann

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When workplace injuries

stop employees from

working, Gary Kolle, M.D.,

Gayle Leen, PA-C, and the

team at Midwest Occupational

Medicine (MOM) start working

to help patients recover.

Settled on the second

floor of St. Cloud Medical

Group’s South Campus, MOM

has been helping employee

patients in central Minnesota

return to their livelihoods for

over 20 years.

Kolle’s experience helps

him see beyond the injury.

“My background as a family

medicine physician helps me

see the whole patient,” says

Kolle. “I notice underlying

medical issues that might

contribute to the injury. It’s

rewarding to see a patient with

a chronic debilitating problem

minimize their suffering and

disability.”

“Communication is so

important to the process,”

adds Leen. “We let employers

know what employees can

and cannot do. We also take

the time to answer patients’

questions they might have so

they can leave with their mind

at ease.” Detailed progress

reports are sent with the

employee for the employer

after each visit.

As a part of St. Cloud

Medical Group South Campus,

MOM’s comprehensive

employment physicals (DOT &

NON-DOT) and drug screening

services are supported by the

full clinic facilities, including

after-hours Express Care, lab,

imaging, and rehabilitation with

partner Northern Star Therapy.

MOM staff enjoys going out

to meet with area businesses

to listen to their occupational

concerns. Worksite visits

provide insight to working

environments and aid an

employer’s pursuit of cost-

effective, time-managed

healthcare services. After all,

MOM’s mission is to provide

comprehensive treatment

and diagnostic services that

enhance the health, safety, and

productivity of their workforce.

All that hard work pays off.

“I’m always encouraged when

a patient can return to work

and make a living without the

hazard of re-injury,” says Leen.

“It’s satisfying to know that

we’re helping the employer

get the best performance from

their employee.”

www.stcloudmedical.com

TRAILBLAZERS: ST. CLOUD MEDICAL GROUP

SPONSORED PROFILE

Gary Kolle, M.D. & Gayle Leen, PA-CPhysician & Physician Assistant • Midwest Occupational Medicine - St. Cloud Medical Group

“We also take the time to answer patients’ questions they might have so they

can leave with their mind at ease.”— Gayle Leen, PA-C

BEHIND THE PROFESSIONALSGary Kolle, M.D.Age: 57Education: Mayo Medical School, Rochester, MN (Residency); Black Hawk Family Practice, Waterloo, IA (Certifications)Hobbies: Camping, hunting, fishing, water sports Best Advice: True preventative health mitigates risk to minimize injuries before they happen.

Gayle Leen, PA-CAge: 45Education: Augsburg College, Minneapolis MN (Certifications)Hobbies: Spending time with family and friends, jigsaw puzzles, sports, and meditation.Best Advice: Complete rehabilitation treats the whole patient, not just the symptom.

http://www.stcloudmedical.com


Q: WHAT IS BIOLIFE? A: BioLife Plasma

Services is an industry

leader in the collection of

high quality plasma that is

processed into life-saving

plasma-based therapies.

BioLife operates and maintains

numerous state-of-the-art

plasma collection facilities

throughout the United States

and collects nearly 3 million

liters of plasma per year.

Q: WHAT IS PLASMA?

A: Plasma is the yellow

liquid portion of whole blood

that can be easily replaced

by the body. Plasma makes

up approximately 57 percent

of whole blood and consists

primarily of water and proteins

that help the body control

bleeding and infection. Plasma

functions as an aid in the

circulation of red and white

blood cells and platelets.

Q: WHO IS ELIGIBLE TO DONATE PLASMA?

A: To donate plasma, an

individual must be at least

18 years of age, weight at

least 110 pounds and pass all

other required donor eligibility

criteria.

Q: IS IT SAFE TO DONATE PLASMA?

A: Yes. Donating plasma is

a low risk procedure with

minimal or no side effects.

Before a donor is accepted

into the BioLife Plasma

Services donor program, he

or she must pass a medical

examination and a survey

of their medical history

performed by a member of

BioLife’s professional medical

staff. During each subsequent

visit, a staff member checks

the donor’s vital signs and the

donor answers questions about

their medical history.

Q: HOW OFTEN CAN I DONATE PLASMA?

A: The body replaces the

plasma removed during the

donation process quickly;

therefore, healthy individuals

can donate as often as twice

in a seven-day period, with

at least one day between

donations.

biolifeplasma.com

SMART BUSINESS: BIOLIFE

SPONSORED PROFILE

Q&A with BioLife Plasma Services

BioLife operates and maintains numerous state-of-the-art plasma collection facilities

throughout the United States and collects nearly 3 million liters of plasma per year.

To learn more about BioLife or to schedule an appointment, please visit biolifeplasma.com or visit one of our two locations in St. Cloud and Waite Park.

2019 Stearns Way St. Cloud, MN 56303320-259-6300

351 10th Ave S.Waite Park, MN 56387320-253-5900

32 B u s i n e s s C e n t r a l M a g a z i n e • • M A R C H / A P R I L 2 0 1 4 Economy Central presented by

ECONOMY CENTRALPRESENTED BY FALCON BANK

St. Cloud 30 78 39 65 53 8

Rochester 62 42 116 63 178 81

Eau Claire 60 107 48 67 103 124

Fargo 3 5 8 5 10 18

Sioux Falls 19 14 25 14 37 95

Dubuque 10 13 29 15 16 90

Minneapolis 29 49 62 73 46 122

BY THE NUMBERS Best Performance St. Cloud ranked 30 in the 2013 Milken Institute’s Best Performing Small Cities Index. The index ranks U.S. metropolitan areas by how well they are creating and sustaining jobs and economic growth. The components include job, wage and salary, and technology growth. In most years, these give a good indication of the underlying structural performance of regional economics, according to the Milken Institute. St. Cloud ranked 78 in the 2012 index.

Air Service Returns to St. CloudDepartures to Chicago will be landing in St. Cloud soon

Daily direct service from the St. Cloud Regional Airport to Chicago,

Illinois will begin May 6, 2014. The United Express service will be provided by SkyWest Airlines. Twice-daily flights will use 50-passenger Canadair Regional Jet 200 aircraft. The trips to Chicago can link Central Minnesota travelers with connection opportunities to 127 domestic and 37 international destinations on a total of 567 flights. Flight reservations can be made immediately at www.United.com.

Restoring commercial air service to the St. Cloud Regional Airport is one of six strategic initiatives of the Greater St. Cloud Development Corporation (GSDC). Al Kremers, chair of GSDC Regional Air Service Corps, has led the effort to recruit a major carrier to St. Cloud. “We’re proud to announce we have regained daily air service for the St. Cloud region,” he said. “The community support has been vital in achieving a confirmed air service partnership.”

2013 RankCity

2014 Rank

Rank: 1 yr job growth*

Rank: 5 yr job growth+

Rank: 1 year wage and salaries

growth**

Rank: 1 year relative high-tech

GDP Growth*

To view the complete report visit www.BusinessCentralMagazine.com *2011-2012 +2007-2012 **2010-2011 Source: Milken Institute


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SartellRESIDENTIAL BUILDING PERMITS

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SartellCOMMERCIAL BUILDING PERMITS, CONSOLIDATED

No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

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Sheri� ’s Foreclosure AuctionsBENTON COUNTY

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United States Nonfarm JobsUNITED STATES - MONTHLY % CHANGE

-0.2

0.0

0.2

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0

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Gross Domestic Product2012/13 QUARTERLY % CHANGE IN REAL GDP

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Home Sales Closed - TotalST. CLOUD

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Lodging Tax DollarsST. CLOUD

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Food & Beverage Tax CollectionsST. CLOUD

-2.0

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Minnesota Nonfarm JobsMINNESOTA - MONTHLY % CHANGE

4%

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Unemployment RatesCOUNTRY WIDE

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St. CloudMinneapolis/St. PaulMinnesotaUnited States

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Median Housing PricesMINNESOTA

St. CloudMinneapolis/St. PaulRochester

2.5%

4.1%

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$2,3

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$16,000

$1,743,345

$30,060

$10

,496

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$12

,895

$2,2

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$2,3

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$2,0

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,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

Non Farm Jobs2012-2013 % CHANGE

Benton & Stearns CountiesMinnesotaUnited States

-2.5%

-2.0%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

DNOSAJJMAMFJD


Unemployment Rates2012-2013

2%

4%

6%

8%

10%

NOSAJJMAMFJDN

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

840,

741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

ECONOMIC INDICATORS & TRENDS

Residential Building Permits Commercial Building Permits

Employment

Sources: Building departments for the following cities: St. Cloud, Sauk Rapids, Sartell, Waite Park, St. Augusta, and St. Joseph.

Source: www.positivelyminnesota.com Source: www.positivelyminnesota.com


Compiled by Sharon Henry, data current as of 2/12/14

Economy Central presented by

34 B u s i n e s s C e n t r a l M a g a z i n e • • M A R C H / A P R I L 2 0 1 4 Economy Central presented by

Highlights

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

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$19,

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$8,2

41,7

05

$12,

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$8,0

24,9

00

$3,

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$7,

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$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

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$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

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$19,

854,

821

$8,2

41,7

05

$12,

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741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



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$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

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$19,

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$8,2

41,7

05

$12,

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741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

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94

$2,7

50,9

00

$3,3

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00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

$500k

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$1M

$2M

$3M

$4M

$5M

$6M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

854,

821

$8,2

41,7

05

$12,

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741

$8,0

24,9

00

$3,

745

$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

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$2,7

50,9

00

$3,3

25,1

00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

75,2

00

$3,2

69,9

62

$3,3

97,2

62 $940

,000

$2,1

35,9

00

$343

,111

0.0%

0.1%

0.2%

0.3%

0.4%

0.5%

0.6%

0.7%

0.8%

MinnesotaCentral MN

Product CreationBUSINESSES CREATING NEW PRODUCTS IN LAST YEAR

.79%.71%

$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$100k

$200k

$300k

$400k

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$0

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$1M

$1.5M

$2M

DNOSAJJMAMFJD



$0

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$600k

$800k

$1M

DNOSAJJMAMFJD


$0

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$2M

$3M

$4M

$5M

$6M

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$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

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$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

$800k

$1M

DNOSAJJMAMFJD


$0

$.5M

$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

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$19,

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$8,2

41,7

05

$12,

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$8,0

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00

$3,

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$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

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94

$2,7

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00

$3,3

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00

$234

,300

$924

,028

$2,2

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$2,4

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00

$3,2

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$3,3

97,2

62 $940

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$2,1

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00

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$0

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$1M

$1.5M

$2M

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$0

$50k

$100k

$150k

$200k

$250k

DNOSAJJMAMFJD


$0

$200k

$400k

$600k

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DNOSAJJMAMFJD


$0

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$200k

$300k

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$1M

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$600k

$800k

$1M

DNOSAJJMAMFJD


$0

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$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

NOSAJJMAMFJDN


-2.0

-1.5

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

DNOSAJJMAMFJ


4%

6%

8%

10%

DNOSAJJMAMFJ




0%

$50k

$100k

$150k

$200k

DNOSAJJMAMFJD



2.5%

4.1%

1.1%

3.1%

$2,3

01,2

10

$2,0

54,4

85

$2,7

04,2

37

$2,2

87,8

38

$2,6

22,0

23

$2,1

19,2

48

$6,3

62,1

70

$17,

172,

684

$19,

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821

$8,2

41,7

05

$12,

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741

$8,0

24,9

00

$3,

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$7,

500

$26

,995

$25

1,27

5


XXXXXXXX

XXXXXXXX

$15,000$0

$53,545 $21,733

$10,404

$405,010

N/A

$0$6,375$7,500

$16,000

$1,743,345

$30,060

$10

,496

$0

$12

,895

$2,2

84,5

00

$2,3

59,7

50

$2,0

21,1

94

$2,7

50,9

00

$3,3

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00

$234

,300

$924

,028

$2,2

24,0

21

$2,4

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00

$3,2

69,9

62

$3,3

97,2

62 $940

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$2,1

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00

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$0

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$0

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$400k

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$1M

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$400k

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$400k

$600k

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$1M

DNOSAJJMAMFJD


$0

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$1M

$1.5M

$2M

DNOSAJJMAMFJD


No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

2

4

6

8

10

12

DNOSAJJMAMFJD


0

10

20

30

40

50

DNOSAJJMAMFJD


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

DNOSAJJMAMFJ


-0.2

0.0

0.2

0.4

0.6

0.8

DNOSAJJMAMFJ


0

1%

2%

3%

4%

5%



0

50

100

150

200

DNOSAJJMAMFJD


$0

$30k

$60k

$90k

$120k

$150k

NOSAJJMAMFJDN


$0

$50k

$100k

$150k

$200k

$250k

$300k

$350k

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ECONOMIC INDICATORS & TRENDS

Housing/Real Estate

Commerce/Services

Gross Domestic Product

Sources: Tax Collections – City of St. Cloud Incorporations - MN Secretary of State, Graph courtesy of SCSU

Housing/Real Estate sources: St. Cloud Area Association of Realtors, http://stcloudrealtors.com/pages/statistics; Benton County Sheriff’s Civil Process; Stearn’s County Sheriff’s Office; http://thething.mplsrealtor.com/

Sources: Minnesota Compass led by Wilder Research; Bureau of Economic Analysis - www.BEA .gov.

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No. of permits 16 23 30 35 40 39 28 38 22 29 35 41 65

0

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School receives training grantsThe St. Cloud Technical and Community College received $950,000 in grants from the Minnesota Department of Employment and Economic Development (DEED). The grants are part of DEED’s Minnesota Job Skills Partnership program and will be used to train hundreds of employees at WFSI Inc., New Flyer, and Talon Innovations in St. Cloud and Sauk Rapids.

LINKING UPFor the fourth consecutive year, people hopped on board the Northstar Link Commuter Bus in record numbers to travel the Highway 10 corridor between St. Cloud and Minneapolis. Link ridership grew 9.4 percent in 2013, with a total ridership of 55,213.

The Northstar Link Commuter Bus provides daily service to the Northstar Commuter Rail

line’s Big Lake Station and serves most rail trips. Northstar trains primarily serve weekday commuters.

The number of Northstar train commuters also grew in 2013. Ridership reached 787,239 in 2013, a 12 percent increase. Last year’s ridership was the highest in the line’s four-year history.

ECONOMY CENTRALPRESENTED BY FALCON BANK

x John HergesPresident and CEO

VALUING EACH AND EVERY CUSTOMERFalcon National Bank invites you to experience a new type of banking. Our philosophy has always been to provide personal, courteous service and to furnish our customers with the most up to date, quality financial products available in the banking industry today while also exceeding expectations. We take great pride in offering more than just banking; we offer long-lasting relationships built on growth and financial trust.

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Member FDIC

http://www.falconnational.com


Pat Alexander, Cold Spring Granite Company, remembers some dark

days in the 1990s. Today the company is rebranding to Coldspring and

expanding on its core competencies to ensure its future for another 115 years.

ROCKSOLID

BY GAIL IVERS // PHOTOS BY JOEL BUTKOWSKI, BUTKOWSKI DIGITAL IMAGING


Ask Pat Alexander about his company

and he’ll tell you about the people.

“We have multi-generational families

working in all of our locations,” he

said. “We have employees who are

third generation with the company. We have

over 340 employees in the Chairman’s Club

– that’s people who have worked here for 25

years or more. They have over 10,500 years of

combined experience.”

Alexander, CEO and chairman of the

board of Coldspring, recently completed visits

with Chairmen’s Club members at all of the

company’s plants. “My dad said ‘You have to

listen to your people. They’ll tell you what’s

working and what isn’t if you’ll just listen.’

I think we’ve taken his advice seriously.

Overall the most powerful thing our

company has going for us are the people.”

These days Alexander leaves the day-

to-day operations up to his management

team, but there are certain things he won’t

relinquish. “I love the people. I’m proud of

the Chairman’s Club and I like to meet with

them. It used to be that the customer was

number one. Take care of the customer. But

we’ve come around to taking care of the

people. Listen to them, respect them and

they’ll take care of the company.”

That’s a lesson he learned over a lifetime

of working in the family granite company.

STARTING OUT

Alexander was a typical kid. He

wanted to spend his summers

playing with friends and goofing off.

But when he turned 13 his father

told him it was time he learned

how to do a good day’s work.

The Alexanders owned what was then

Cold Spring Granite Company and Pat

started at the bottom. “My dad said ‘I

don’t ever want you to ask someone to do

something that you don’t know how hard

it is.’ So there was lots of manual labor

and lots of hard work,” Alexander said.

He thinned brush around the quarries so

the trees could grow. He worked in the

quarries. He worked in the plants. “I did

shipping, drafting, estimating. Dad wanted

me to see it all.”

By the time he went to college he

had mixed feelings about taking over the

company. “In college I thought I wouldn’t

go into the business,” Alexander said. He

went to college in Austin, Texas working

part time in their Marble Falls plant. What

he discovered is that he liked the work more

than he liked school.

“What we did every day meant

something,” Alexander said. “We were

making customers happy. We were working

with people.” That was the end of his

doubts. Following graduation he moved

back to Minnesota and started working in

the Cold Spring plant.

People are a common theme for

Alexander. “People are the most interesting

part of any business,” he said. “Put a

team together and get them operating

well…I enjoy that the most about being

in business.” And he’s had plenty of

opportunity to that, working his way

through almost every department and

division of the company.

In 1973 Coldspring’s California operation

went through a leadership transition. “They

did pretty much everything we did in Cold

Spring,” Alexander said, “but on a much

Coldspring

17482 Granite West Rd Cold Spring, MN 56320-4578

PHONE: (320) 685-3621; (952) 449-4950

FAX: (320) 685-8490; (952) 449-9825

PUBLIC EMAIL: [email protected]

WEBSITE: www.coldspringusa.com

LEADERSHIP TEAM Pat Alexander, CEO & Chairman of the Board

John Mattke, President & COO

George Schnepf, CFO

Greg Flint, VP of Operations

Dan Rea, VP of Building Material Division

Mac Cariveau, VP of Memorial Division

OWNERSHIP: The Alexander Family

BUSINESS DESCRIPTION:

From natural stone and bronze to industrial and diamond tooling products and construction services, Coldspring has been serving the architectural, memorial, residential and industrial markets for more than 115 years. MINNESOTA BASED EMPLOYEES: 700

TOTAL NUMBER OF EMPLOYEES: 900

2013 SALES: $175 million

FUN FACT: Even though Coldspring has been known as a granite company only half of their business today comes from granite. The rest comes from the bronze foundry, diamond tooling, construction services, limestone, marble, sandstone and other stone materials.

Tooling is making up a growing portion of Coldspring’s business.

BUSINESS PROFILE


smaller scale.” The site had two quarries

and about 80 employees. “I asked Dad if I

could do that job.”

Alexander refers to it as his biggest

learning opportunity. “There was a lot of

anonymity to it,” he said. “It was 2000

miles away – and you didn’t have instant

connections then like you do today.

That gave me a lot of independence. It

was the best way to learn the business. I

could see clearly what we wanted to do

with each product line. It was working

with people, and getting the right people

in the right jobs.”

BOOM AND BUST

In the late 1970s the AT&T Building in

New York went up. It was built using a

lot of granite and it received significant

publicity. Suddenly, every architect

in the country wanted to build with

granite, Alexander recalled. “We had a

boom you would not believe. One of my

sales people showed me a four inch stack of

call-back notes from companies that wanted

granite. He couldn’t keep up with the calls.”

The growing pains were amazing,

according to Alexander. They started

hiring employees as fast as they could.

They opened offices in St. Cloud,

Minneapolis, and Austin, Texas. One

customer said it looked like they were

going to knock down entire cities and

rebuild them in granite. At one point

Coldspring was producing the equivalent

of two 15-story towers a week. “And we

only had about 30 percent of the market,”

Alexander said.

But the growth wasn’t without

concerns. “Back then we had 11

different product categories. In the back

of my mind I didn’t like that we were

becoming so dependent on just one. We

took out long-term leases in St. Cloud,

Minneapolis, and Austin. I worried about

those leases, but I didn’t worry enough. It

was crazy, so you think maybe this will go

on. But, of course, it didn’t. It’s just as bad

to grow really fast as to shrink really fast.

We did both because it stopped suddenly

after 15 years.”

The Savings & Loan scandal hit. Tax

laws changed. And the market realized

that office space was incredibly over-built.

“Our sales dropped two-thirds in one

year,” Alexander said. Between 1989 and

1991 the company reduced its size by half.

“We had this huge backlog of work that we

had to produce. But we couldn’t get any

new work. So we’d finish a job and do lay-

offs. Six months later we’d finish another

job and have to do another lay-off.”

At their peak they had 2250 employees.

The company cut everywhere they could.

Their lenders became concerned. The

office space with the long-term leases

stood empty, but the rent still had to be

paid. There were more layoffs. “For us it

was like a depression. When you lose two-

thirds of your business, it’s a depression,”

Alexander said. “You do two or three

lay-offs and when you look into the faces

of your people you know they’re thinking,

‘Man, this ship is sinking.’ The odd thing

was that the rest of St. Cloud was doing

well. It was like we were having our own,

private recession.”

The company shifted gears to their

other product lines and focused more on

memorial work. After losing money for

two years, they finally started digging out.

“The toughest thing I’ve ever done was

accept that we were going to do layoffs,”

Alexander said. “We had to cut the

company in half. We had historically been a

company that didn’t do layoffs of any size.”

Thinking back Alexander still shakes

his head with regret, but he has become

philosophical. “Out of the toughest things

that happen, good things will happen

if you stick with it,” he said. “All of our

Chairman’s Club members went through

that time with us. They understand what

it’s like to grow too fast. They know you

have to think about what you spend

money on and how you spend it. We’re

Pat AlexanderCEO & Chairman of the Board, Coldspring, Inc.

AGE: 66

HOMETOWN: Cold Spring, MN

EDUCATION: Bachelor of Arts in business from St. Edward’s University, Austin, TX

WORK HISTORY: Cold Spring Granite since age 13

FAMILY: Wife, two daughters and five grandchildren

HOBBIES: Hunting, fishing, hiking, boating, biking, golfing, and traveling

ADVICE TO A WOULD-BE

ENTREPRENEUR: Line up at least five times the amount of capital you think you are going to need.

BEST ADVICE YOU’VE

RECEIVED AND WHO GAVE

IT TO YOU: “Listen to our people. They will tell you what is working and what is not working.” From my father, John Alexander.

PERSONAL PROFILE

FUN FACT:

IF ALL THE STONE PRODUCED BY COLDSPRING WAS MADE INTO A SIDEWALK, IT WOULD GO AROUND THE WORLD ONE AND A HALF TIMES.

“I think people think mining companies don’t care about the environment, but we do. I consider myself an environmentalist.” – Pat Alexander


a stronger, better company because of it,

but I wouldn’t let that happen again. And

neither will any of the other employees

who went through it.”

COLDSPRING

Today the company is rebranding

from Cold Spring Granite, to

Coldspring. They are hoping to

eliminate the “product silos” that

they have worked out of for years

and present a multi-faceted company to

their clients. Currently they have four

initiatives: Cemetery development, diamond

tooling, growing their existing product line,

and what they call the 2020 Initiative.

“We’re taking our existing reputation

in the memorial business and letting

the folks who run cemeteries know that

anything they want to build at their

cemetery – buildings, maintenance

office, crematoriums – we can do that,”

Alexander said. “And we can still do

anything you want in granite.”

The diamond tooling reaches back

to their entrepreneurial roots. From the

beginning they have always built their

own machinery. “It came out of the

war effort,” Alexander said, “so we had

everything we needed to build equipment.

We were an industry leader with what we

made. We’d been such an industry leader

we forgot to look around.”

Early on Alexander took a trip to

Europe to study the granite industry. There

he found that Italy and Spain were using

equipment from companies that did nothing

but build machinery. “It was a real eye-

opener,” he said. “They could do so much

more than us. I’ll give you an example. With

our best polisher we could do nine inches a

minute. These other companies were doing

two feet a minute. And it was that way with

every kind of machinery – slabbing, jointing,

stone handling…”

One of Alexander’s first initiatives

when he took over as president in 1983

was to modernize the company, and that

meant buying equipment. “Yes, we could

have made it ourselves, but should we?”

Alexander said. “We would have had a

learning curve and in the end we’d have

had one machine. We spent many millions

of dollars on new equipment and on

Top: Monumental production, early 1900s Above Left: A ship’s hull takes shape, early 1940s. Right: The Rockville Quarry, 1950s. Below: Polishing line in the technology center


1954

1968 Tom Alexander, Pat H.’s son, becomes president; John Alexander becomes chairman of the board.

1976 John Alexander dies at 78.

1980 The company has 1,250 employees and 20 quarries; sales are $50 million.

1983 Tom Alexander retires; Patrick D. Alexander, John’s son, becomes president and begins rebuilding the company with new technology to make it more competitive.

1985 Acquisition: red granite quarry in Fredericksburg, TX.

1987 The new Granite West plant, designed for mass production of thin granite for building products, opens.

1988 Acquisition: Capitol Marble and Granite Company, Granite Shoals, Texas.

1996 A second manufacturing facility for monument production opens next to the Granite West plant. Pat Alexander becomes chairman and CEO naming Patrick J. Mitchell president and COO.

1998 The first phase of a new foundry for finishing bronze memorials is completed on the west campus.

1880Henry Alexander, a 32 year old Scottish stone-cutter, arrives in America.

1886 Henry Alexander marries Maggie Milne. They settle in Rockville, Minnesota and have six children.

1890 Henry and seven partners form the Rockville Granite Company.

1898 Henry buys out his partners and becomes sole owner.

1913 Henry Alexander dies; his wife Maggie and son, Pat H., take over the business.

1917 Maggie Alexander dies; Pat H. leaves to fight in WWI; Maggie’s son, John, returns from college to carry on the business.

1920

John and Pat H. Alexander relocate the company to Cold Spring.

1921 Acquisition: the Diamond Pink® quarry.

1924 The company name changes to Cold Spring Granite Company.

1927 John Alexander opens a Chicago sales office to pursue more monumental business.

1929 Cold Spring Granite owns four granite quarries and posts record sales of $1.3 million.

1931 The Great Depression arrives: Chicago office closes, revenues fall for the first time.

Acquisition: The John Clark Granite Company in Rockville; Cold Spring Granite begins building ship components for WWII.

1948 Pat H. Alexander dies at 57; John Alexander becomes the company’s president.

1950-58 Acquisitions: Granite Mountain, Marble Falls, TX; Pyramid Granite Works, Royal Granite and Melrose Granite, St. Cloud; Raymond Granite Company, Raymond, CA; Lake Placid Granite, Au Sable Forks, NY.

1951-52 The company returns to war work during the Korean conflict.

1953 Cold Spring Granite enters the bronze business with Granit Bronz, supplying markers for memorial parks opening across the country.

1942

TIMELINE


rebuilding the company and we were able

to do it because the market was so hot.”

Though they don’t make the machinery

anymore, they do make most of their

own tooling which they also sell to other

industries. Sales of diamond tooling are a

growing portion of the company’s sales and

Alexander expects that to continue.

The company started a bronze foundry

in 1953, establishing the Granit Bronz

division. Cemeteries were moving away

from monuments and headstones, to

bronze plaques. Coldspring entered the

bronze market to maintain their market

share, and because it was another way to

sell granite. “That’s an example of one of

our product lines,” Alexander said. “We

want to develop new lines that complement

our core competencies.” It’s also an example

of the silos they hope to eliminate. “Instead

of selling Granit Bronz to the cemeteries,

we’re selling one company – Coldspring.

We can sell you whatever you need – a

building, a monument, a bronze marker.”

It isn’t that they want to stop being a

granite company, Alexander said firmly.

“We’ve learned to be an extremely good

granite company – one of the best in the

world. It just makes sense to develop

other things – like the bronze business.

This move has everything to do with the

security and stability of our company…and

nothing to do with the granite industry.

We’re using our expertise and core

competencies – handling big, heavy stuff –

to ensure the future of Coldspring.”

The fourth strategic focus is what the

company calls its 2020 Initiative. Their

goal is to use everything they take out

of the ground by the year 2020. There is

a lot of waste when you quarry granite.

“I think people think mining companies

don’t care about the environment, but we

do,” Alexander said. “I consider myself an

environmentalist. Almost everything I do

for leisure and recreation is outdoors. The

best times of my life have been spent on

the property around our quarries hunting,

fishing, and hiking.” Further proof can be

found at the company’s new location west

of Cold Spring where premium parking

spaces are reserved for “emission-free”

vehicles and offices are equipped with

recycling baskets.

THE NEXT GENERATION

Alexander doesn’t think much

about retirement. He’s more

concerned about ensuring that the

fourth generation of owners cares

about the company as something

more than a financial investment. “We just

had a meeting with the next generation,”

he said. “I don’t know if any of them will

be in the business and I haven’t made

it a priority. They’re all working and

successful.” Still, he and his sisters have

made an effort to help that next generation

understand the culture, the history and the

values of Coldspring.

“We want them to be good owners,”

Alexander said. “Otherwise it’s just an

investment and then they would probably

want to sell it. I don’t want to see it sold.

My sisters don’t want to see it sold. We’re

still here after 116 years and we want it

to stay that way.” So Alexander and the

Coldspring leadership team talk to the

next generation about the strategic plan,

new company initiatives, and the people.

Mostly the people. “I tell them about the

Chairman’s Club, and the industriousness

and innovativeness of our people, and the

generations of family members who have

worked here.”

A survey of the next generation shows

they’re excited about the company and

the direction it’s headed, according to

Alexander.

He could say the same thing about

himself. Though he’s turned the day-to-

day operations over to others, Alexander

still knows what’s going on. He still visits

the plants. He still spends time with the

Chairman’s Club members.

“I still enjoy the work,” Alexander said.

“I’ve been fortunate to be a part of it. I’ve

enjoyed the heck out of the whole deal.”BC

Gail Ivers is the vice president of the St. Cloud

Area Chamber of Commerce and managing

editor of Business Central Magazine.

FOR THE COMPLETE T IMEL INE , V IS IT WWW.BUSINESSCENTRALMAGAZINE.COM

2000 Opening of Mesabi Black® and Lake Superior Green® quarries.

2002 Second phase of new foundry is completed in December.

2004 Pat Mitchell retires and John Mattke becomes president and COO.

2004 Cold Spring Granite makes an investment in Granite Tops, Inc. with a plan to make a full acquisition over time.

2006 Cold Spring Granite expands into limestone with the introduction of Kasota Valley® Limestone.

2007 The company moves into a new LEED Gold certified office headquarters west of Cold Spring.

2011-12 Expansion into limestone, sandstone and other resource alternatives continues; Echo Lake quarry opens.

2013The strategic re-branding of Cold Spring Granite to Coldspring begins. The company has 900 employees, 35 quarries, and $175 million in sales.

Rockville quarry drilling in 2006

Alfredo Marangoni, of Marangoni Chocolates

PASSIONEntrepreneurs the world over

are passionate about their craft.

BY GAIL IVERS

Attaching lace to a dress at Francesca

Making hand- beaded lace at Francesca

Luigi Donne owner of La Pasta di Aldo Macerata


The Idea...

About a year ago, St. Cloud State University approached the Chamber with the idea of traveling together to Macerata, Italy. Since 2010 SCSU has had a contractual relationship with the University of Macerata that involved study abroad and faculty exchange programs. The agreement has been facilitated by Christine Imbra, SCSU professor of higher education administration, and the University of Macerata’s Paola Nicolini, vice president for orientation and tutoring.

In 2012 a second contract between the two

institutions expanded the relationship to include

student internships, and seminars, workshops and

courses. But this is just a small part of Imbra and

Nicolini’s vision. Their goal is much broader and

involves relationships and partnerships among

higher education, city government, and business.

That’s where we come in. Certainly the

St. Cloud Area Chamber can help draw businesses

into the loop for student and faculty internships.

But what about an economic relationship with

businesses – entrepreneurs – in Macerata? The

best way to find out, Imbra argued, was for us to

make the trip to Italy. We agreed.

In October 2013 Chamber President Teresa

Bohnen and I, along with Imbra and SCSU Dean

of the Herberger Business School Diana Lawson,

spent six days in Macerata touring businesses,

meeting with community leaders, and exploring

this ancient town built on top a mountain.

Both the president of the university, Luigi

Lacche, and the mayor of Macerata, Romano

Carancini, made time in their schedules to meet

and welcome us. Both heartily endorsed an

expanded economic partnership and expressed

interest in visiting St. Cloud.

We spent an extended visit with the Macerata

Chamber of Commerce. Chambers in Italy are

similar in name only to chambers in the U.S. To

do business in Italy you must be licensed by the

state and the licensing agency is the chamber of

commerce. Therefore if you are a business, you

must join the chamber.

The focus of the chamber becomes much

more regionally programmatic. The Macerata

Chamber has a series of major initiatives including

a focus on early childhood education. They also

are working to promote the wines of the region.

They have a large showroom and training center,

separate from their office, where their staff

sommelier hosts wine tastings and seminars.

As we discussed possible partnerships, it was

clear that we in St. Cloud have much greater

flexibility in developing programming. Lorenza

Natali, hief operating officer for the Macerata

Chamber, expressed enthusiasm for the ideas,

reservations about execution, and optimism for

finding common ground.

The People...Far and away the most interesting part of the trip

for me is what I like most in St. Cloud: visiting

businesses. With Nicolini as our guide, translator,

and chauffer, we had the opportunity to meet

six entrepreneurs. Some spoke English, most

did not. But it didn’t matter because passion is a

universal language.

As a seamstress and embroidery aficionado,

my personal favorite was Le Spose di Francesca

(Brides of Francesca), where they make custom

wedding dresses by hand. Brides select a picture

or pattern, they are measured at Francesca’s, then

the dress and all of its embellishments – satin

roses, veil, lace – are made by hand. It takes as

little as a week to create the dress and on average

costs about $1500 if you order it directly from

Francesca. If you order it from a bridal shop, the

MAKING CONNECTIONS

Chamber President Teresa Bohnen (L) discusses possible partnerships with Lorenza Natali, chief operating officer of the Macerata Chamber of Commerce.

HAND MADE

Anna Maria Dichiara, owners of Le Spose Di Francesca, with Bohnen


FEATUREPROFIT

same dress will cost about $5000. (For those

of you who have a bride-to-be in the family,

you could fly to Macerata, order the dress at

Francesca, tour Italy for a week, and bring

the dress home for less than $5000. Think

about it.) The detail, creativity, and skill of the

owners and workers were that of an artist.

I would be happy just to own a piece of the

custom lace.

Everyone we met at Francesca and the

other businesses couldn’t talk fast enough or

share enough information with us. Nicolini

kept asking them to slow down, or stop, so

she could translate. It reminded me of our

own business owners who sincerely want

their guests to understand how interesting

their work is and how hard they try to be

innovative and please their customers.

We also learned that the problems of

business owners are the same the world over:

government regulations, taxes, uncertainty,

employees, distributors…. We felt completely at

home among our Italian small business hosts!

The Future....Throughout our trip Bohnen and I talked

about how we would apply what we were

learning to our own programming. Certainly

internships are an area we’d like to develop.

The Chamber already has an internship

program for underserved youth. Now we’d

like to look at helping connect our members

with graduate students from Italy. Fine arts,

human resources, translation, business plan

INNOVATING

Yvonne Roe (L) owner of the design firm Ivory, Bohnen, and Luigi Mandolini, owner of engineering and innovation company MAC

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development, and technology are all

areas where visiting Macerata students

can help businesses in Central Minn.

We’re also looking forward to a

visit from a delegation from Macerata

in the spring. Mayor Carancini and

vineyard owner Benedetta Lucangeli

have indicated to Nicolini that they

might join her when she brings her

students to St. Cloud. This time we

will serve as hosts and introduce them

to some of our local entrepreneurs.

And if there is enough interest, we will

look at leading a business exchange to

Italy in 2015 or 2016. Such visits are

the first step in an on-going business

relationship.

If you would like to learn more

about doing business in Italy, hosting

a student intern, or participating in

a business exchange, please let me

know. When you stand on the hills of

Macerata the world looks like a very

large place. When you shake the hand

of a new friend, you realize it’s not. BC

Gail Ivers is vice president of the St. Cloud

Area Chamber of Commerce and managing

editor of Business Central Magazine.

NEW TECHNOLOGY

(Above Right) Electric car charging stations invented by MAC. They are designed to simulate gas pumps to facilitate adoption of the new technology.

FAMILY-OWNED

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FEATUREPROFIT

WE ST WAR D – HO !Roughly 400 miles away from the epicenter of the North Dakota oil boom, St. Cloud businesses are feeling the ripples of an economic earthquake

that is transforming life west of Bismarck. BY LAWRENCE SCHUMACHER


N orth Dakota led the nation in

job creation in 2012 and has an

unemployment rate below 3 percent –

the nation’s lowest.

A Minneapolis Federal Reserve Bank

study released this summer shows a

correlation between lower unemployment

rates and the 18,000-square mile Bakken

Oil Formation encompassing parts of North

Dakota, South Dakota, Montana and

Canada.

Since the global jump in oil prices

in 2005, drilling in the shale oil fields

has transformed North Dakota into the

number two oil-producing state in America,

surpassing Alaska and behind only Texas.

What does all that mean for Central

Minnesota?

“It’s creating jobs back here and allowing

people to keep our economy going through

some rough times,” said Al Haus, owner

of Al’s Ornamental Iron. His company has

worked with local contractors on several

apartment construction jobs in North

Dakota.

Workers have flocked to the 12 North

Dakota counties at the epicenter of

the boom to drill for the estimated 7.4

billion barrels of undiscovered oil below.

Despite average wages that are 30 percent

higher than in St. Cloud, companies from

areas including Central Minnesota have

followed. Along the way, they have found

opportunities and profit, but also logistical

challenges and difficulties.

“It has always been a challenge to get

all the necessary equipment and some

of the employees’ vehicles out there,”

said Krystal Vierkant, owner of Rock On

Companies, which has done trucking on

road construction projects in North Dakota.

“Housing is very limited. If you can find a

hotel room at all, you are very lucky, but

if you do find one, you’re unlucky because

the price is so outrageous.”

OPPORTUNITIESWith 120 retail locations, Coborn’s, Inc.

already had a presence in North Dakota,

with Cash Wise mega-grocery stores in

Fargo and Bismarck and a Coborn’s in

Jamestown, said Rebecca Kurowski, the

company’s communications manager.

But much of the company’s growth has

focused on North Dakota in recent years, as

Coborn’s signed a partnership with North

Dakota-based JK Foods, purchased several

liquor stores, and recently opened new

stores in Minot and Watford City, she said.

The existing small stores in Stanley and

Tioga will soon be moving into the new

Cash Wise stores in their communities,

adding significant increases in square

footage and services. Plans for a new Cash

Wise in Dickinson are also boosting the

company’s presence in a growing market,

Kurowski said.

“There’s such a need for food supply

out there now,” she said. “We did a lot of

research prior to any growth to see what

the true needs were pre-boom and where

they might be post-boom, and we believe

our supermarket model fits what these

communities need, now and in the future.”

Replacing the mom-and-pop grocery stores

that once dominated the North Dakota

landscape with stores that sell produce and

meats, but also hardware, liquor, videos,

and more gives the company a good, long-

term presence, Kurowski said.

Mark Geller began seeing ripples from

the oil boom in 2012, as his company, High

Impact Training, received more contracts

to do customized training programs in

public and private colleges and universities

in the area. “Before that, we’d done some

programs off and on there, but we didn’t

really pay close attention to North Dakota,”

he said. “Now, we keep our eyes on what’s

going on there.”

Funding for High Impact Training’s work

with college students and professional staff

relies largely on legislative allocations to

North Dakota’s colleges and universities,

which have been tight until recently,

Geller said. But enrollment has increased

substantially, and 2014 looks to be a year

when the legislature opens up the purse

strings a little bit more, he said.

IMPACTFor Al’s Ornamental Iron, the last few years

have meant steady work for Haus’ team in

North Dakota, largely in Williston, working

for local companies such as Lumber One

and Miller Architects & Builders.

Vierkant’s company began seeing

work related to the oil boom when North

“ Housing is very limited. If you can find a hotel room at all, you are very lucky, but if you do find one,

you’re unlucky because the price is so outrageous. ”

Coborn’s breaks ground on a new grocery store in Watford City, North Dakota


FEATUREPROFIT

Dakota realized that its roads needed

to be fixed from the constant wear and

tear of truck traffic, which accounts for

almost 40 percent of road traffic in the

state. Lawmakers released $600 million

for infrastructure in 2012, and Rock On

Companies has increased its sales and work

as a result, she said. That has translated

to steady work for 15-20 St. Cloud

employees, Vierkant said, though they

have to travel to North Dakota for two to

three weeks at a time.

Haus said he has added a couple

positions because of the steady work

in North Dakota, which he expects to

continue for some time. “It depends on

how long they keep building apartments

out there,” he said. “But most people guess

that will be five or 10 years.”

High Impact Training hasn’t made any

substantial changes to staffing or resource

allocation as a result of the oil boom

because it’s too soon to tell if the state’s

investment in higher education will be

long-term, he said. But with an increasing

population – North Dakota’s population

is currently growing five times faster than

the national average – there may be more

demand on colleges and universities for

some time, and more opportunity for

contracts there, he said.

In addition to new hires in North

Dakota, Coborn’s has added staff in

St. Cloud at the distribution center, as

well as contracting with local companies

for additional supplies and distribution,

Kurowski said. “We’re sending trucks out

to North Dakota six days a week now,

instead of two. It’s a steady flow.”

The company is also preparing to break

ground on a new corporate headquarters

on the south end of St. Cloud this spring,

allowing it to consolidate disparate offices

in one building. It’s not a direct result

of increased North Dakota operations,

Kurowski said, but it is a result of a

growing company.

CHALLENGESNorth Dakota’s strong economy hasn’t

come without a cost. Housing west of

Bismarck is still in short supply and priced

far above comparable St. Cloud rents and

market values, said Geller, a Fargo native.

Rock On Companies built bunk houses

for their employees to sleep in while on the

job to offset those costs, Vierkant said.

It can be almost impossible to hire and

retain qualified staff, even when paying

them much higher wages than comparable

employees here, Kurowski said. “A large

pay differential has to be added on, just to

compete with the other service industries,”

she said. “And the turnover is much

higher than we experience here. It can

be a challenge to maintain the level of

customer service we specialize in offering

at our stores.”

The state also found itself number one in

an unwanted category in 2013 – the most

dangerous state in the country to work in,

according to an AFL-CIO labor study. North

Dakota had an on-the-job fatality rate of

more than 12 per 100,000 workers.

But the extra costs of working in North

Dakota – including significant time away

from families and homes – is more than

made up for by the benefits, Haus said.

“Travel, housing, it all gets included in the

bid process,” he said. “Conditions are getting

better out there, and our guys get to be

home for two or three weeks after they

come back. It’s good, steady work.” BC

Larry Schumacher is the creator and owner of

Wordbender Communications, LLC, a communi-

cations consulting and freelance writing firm. He

lives in St. Cloud with his wife and two children.

“ It can be almost impossible to hire and retain qualified staff, even when paying them much higher wages

than comparable employees here.”

http://www.bernicks.com


Miller Architects & Builders3335 St. Germain St., P.O. Box 1228, St. Cloud, MN 56302320.251.4109 • 1.800.772.1758 • [email protected] source. Superior service. Remarkable results.

Much to do . . . St. Cloud’s

Miller Architects &

Builders has been busy in the

Bakken. And if the oil doesn’t

tap out in the formation, the

St. Cloud design/builder will

sustain its activities in the

Williston Basin for a bit longer.

“The activity in the Bakken

has been good for us,” says

company President Joe Seifert.

“We see this continuing in the

future, possibly, four to five

years.”

Yes, waves of change are

washing over the fields in a

mixture of oil and men. First

have come the laborers and

a critical need for housing

more substantial than man

camps. Miller Architects &

Builders has raised hotel after

hotel––four completed, one

under construction, and one

scheduled. To accomplish

this, the company purchases

essential supplies and uses

reliable subcontractors from

central Minnesota. The reason?

Boomtowns are growing faster

than infrastructure, building

materials are scarce, and local

subcontractors are few since

many laborers have quit their

jobs to work in more lucrative

oil field jobs.

As more families move

into the area, the need for

permanent housing has risen.

So, Miller’s been building multi-

family apartments––two luxury

complexes are currently under

construction in Grand Forks and

Williston. When another wave

of construction follows these,

Miller will also be there, helping

communities fill the demand

for more retail stores, churches,

senior housing, funeral homes,

and healthcare facilities.

“Thirty percent of our

business now comes from

North Dakota,” says Seifert.

“We’ve established ourselves

as a credible contractor in the

Bakken.”

Miller Architects & Builders

has again proven itself in the

Bakken––its creativity, skill,

resourcefulness, reliability,

and integrity. Beyond the

Bakken and the Midwest, the

design/build team can handle

projects across the U.S. from

start to finish––development,

architectural planning, and

construction.

That’s no surprise. Miller

Architects & Builders has been

helping to build communities

across the Midwest since 1874.

It can keep busy for another

140 years, although Seifert

supposes, by then the Bakken

may be dry.

SMART BUSINESS: MILLER ARCHITECTS & BUILDERS

SPONSORED PROFILE

Miller Architects & BuildersKeeping busy in the Bakken

“We’ve established ourselves as a credible contractor in the Bakken.”

—Joe Seifert, company President

www.millerab.com


SPECIAL FOCUSCONSTRUCTION

How can you ensure your new space will

fit into your company image without

breaking your bank? Whether you

are seeking new space or redesigning current

space, follow these money saving tips to help

your company achieve a new, upscale look

without the high-end price.

1 KNOW YOUR NEEDS Understanding the

flow of your operation is important when

redesigning office space, according to Dale

Gruber, Dale Gruber Construction. Before

contacting an architect, plan your ideal office

setup. Lay out the location of everything from

the office copy machine to each employee’s

work space.

“When developing a floor plan, it’s

important to plan areas for collaboration,

meetings, private work space, and storage,”

Brenda Fedor, Focal Point Decorating, said.

“And you need to stay in compliance with

ADA/disability regulations.”

If your company is looking for new office

space, consider the amount of square footage

actually needed, Karen Kilt, Suite Spaces, said.

Can you downsize your square footage to

make your office more mobile, or do you need

more space because you’re growing?

2 START EARLY “Allow as much time as

possible for planning, make all decisions

before the work starts, and stick to the plan,”

Fedor said. “Indecision is the leading cause for

delays on projects, followed closely by changing

one’s mind on details.”

Gruber suggests contacting an architect at

least one year before your desired completion

date. In today’s economy, he said, the demand

for projects continues to increase and the

number of architects is limited. The sooner you

connect with an architect, the better.

3 FLEXIBLE SPACE With the ever-changing

world of technology, office mobility is the future.

Increasing use of tablets, cell phones, and portable

laptops has led to a reorganization of office space.

Some companies are cutting down on individual

work space and opting for shared spaces instead,

Fedor said. Employees reserve personal space

only when they need it, which provides another

option for flexible space and reduces the total

amount of square footage needed.

COMMERCIAL CONSTRUCTION SERVICES

Turn the page to learn more about the variety of Commercial Construction, Real Estate & Leasing Services available in Central Minnesota.

REDESIGN ON A DIMEWhen you have a tight budget but need to redesign your office space, where do you start? Here are a few tips to help you save money and create the office space you want. By Whitney Bina

Office furniture can make a huge impact

on your space, according to Kilt. Purchasing

furniture with castors allows your employees

to travel around the office as needed.

Consider height-adjustable tables and desks

that allow employees to feel comfortable

and flexible no matter what project they are

working on.

4 CREATIVE DECORATINGWhen it comes to redesigning your office

space, be creative to stay within your

budget. Paint color and art are the easiest

and least expensive things you can add to

your space, Kilt said.

W Gohman Construction Co Anna’s Café and Gift Shop

LOCATION Lyngblomsten Care Center, St. Paul, MN

GENERAL CONTRACTOR W Gohman Construction Co

ARCHITECT WAI Continuum

PROJECT COMPLETION October 2013

CONTACT [email protected]

DESCRIPTION WGCC transformed the outdated gift shop into a vibrant 2100sf lively cyber café where residents can sip on coffee, have lunch or grab a snack with friends and family. The new deli has state of the art cooking and coffee equipment.


COMMERCIAL CONSTRUCTION, REAL ESTATE & LEASING

CHECKLIST

Go with a Pro Why should you hire a professional for your remodeling project?

l Saves you money by avoiding costly mistakes. l Saves you time by getting the project done quickly. l Provides access to professional vendors and resources. l Helps you stay within your established budget. l Ensures that results align with your expectations.Source: Brenda Fedor, Focal Point Decorating

The use of color can positively affect

customer and employee moods, feelings

and behavior, Fedor added.

Gruber encourages clients to reconsider

their finishes. Staining maple or birch is

more cost-effective than buying a cherry

finish. Also, spend more money decorating

the public areas of your office, such as the

lobby and meeting rooms.

5 BRAND YOUR BUSINESSKeep your company brand in mind

throughout the entire process. Who are

you? What is your vision? What is your

culture? “Playing up to your brand helps

both your customers and employees feel

more vested in your company,” Kilt said. BC

Whitney Bina is the communications and workforce development coordinator at the St. Cloud Area Chamber of Commerce.

REMEMBER THE DETAILS

PROPER LIGHTING. Lighting affects moods, reduces fatigue and headaches, and prevents workplace injuries.

ERGONOMICS. Proper desk heights and chairs increase productivity and job satisfaction.

A successful remodel should include more than furniture and paint. Be sure to consider these things as well:

FOCUSED FUTUREON THE

PROUD OF YEARS

COMMERCIAL CONSTRUCTION

PROJECT MANAGEMENT

REAL ESTATE SERVICES

320.251.5933 | 888.678.7225 | StrackCompanies.com

Silv

ercr

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Strack Companies SilverCrest Office Complex

LOCATION Sartell, MN

GENERAL CONTRACTOR ARCHITECTStrack Companies HMA Architects

PROJECT COMPLETION August 2013

WEBSITE www.strackcompanies.com

DESCRIPTION This stunning Class A 33,000 square footmulti-story office building is home to the College of St. Scholastica, Resource Training and Solutions and Strack Companies. The Highway 15 Sartell project is phase one of a planned two building development featuring one of the premiere locations for easy access and visibility in the greater St. Cloud area.


Winkelman Building Corp Kingsley Shores Senior Living

COMPANY / LOCATION Charthouse Senior Living LLC. / Lakeville, MN

GENERAL CONTRACTORWinkelman Building Corp.

ARCHITECTFrisbie Architects

PROJECT COST / COMPLETION DATE$11.2 million / October 2013

WEBSITE www.winkbuild.com

DESCRIPTION 135,000 sf, 101 unit senior housing campus with independent/assisted living/memory care units and underground parking overlooking Kingsley Lake.

Miller Architects & Builders Cypress Court Phase I & II

LOCATION St. Cloud, MN

GENERAL CONTRACTOR Miller Architects & Builders

ARCHITECT Cole Group

PROJECT COMPLETION August 2013 & November 2013

WEBSITE www.millerab.com

DESCRIPTION Two 93,790 sf. Luxury apt. buildings, 132 units plus public areas. Tuck-under garages, outdoor pool, exercise rooms, community rooms, tennis/sport court etc.


COMMERCIAL CONSTRUCTION, REAL ESTATE & LEASING

Rice Building Systems, Inc. Watford Plaza Retail Development

LOCATION Watford City, North Dakota

GENERAL CONTRACTOR Rice Building Systems, Inc.

ARCHITECT Rice Building Systems, Inc.

PROJECT COMPLETION Summer 2013

WEBSITE ricebuildingsystems.com

DESCRIPTION This new 120,000 SF commercial shopping center in Watford City, ND includes a Cash Wise Grocery, Cash Wise Liquor and Alco Store.

Miller Architects & Builders HomStay Suites, Dickinson, ND

LOCATION St. Cloud, MN

GENERAL CONTRACTOR Miller Architects & Builders

ARCHITECT Architecture Advantage

PROJECT COMPLETION October 2013

WEBSITE www.millerab.com

DESCRIPTION Extended stay hotel, 83 guest units, 9 bedrooms for employee housing. Amenities include swimming pool, whirlpool with a party room, exercise room, locker room.

http://www.millerab.com


By Gail Ivers

Business Central: What do you like best about your work?Larry DeGraaf: I like to research

investments and meet with

people. That’s my hobby and

it’s my work. We’re focused

here on what we do. I’ll meet

with clients and write up what

needs to be done. Then another

staff member will make the

trades. I can be more efficient

and effective that way. I’m big

picture, so hiring detail people

makes my job easier.

Jeannie DeGraaf: I do more

of the details. I do all the

compliance. I’m a follow-the-

rules person. The government

regulations are constantly

changing and it’s my job to

implement them. It’s a good

thing I have other jobs here or

people wouldn’t like me much.

BC: Anything else that you like?Larry DeGraaf: I really like

having a lunch date every day.

Seriously.

Jeannie DeGraaf: We meet

every day over lunch to talk

about business. I start my list

in the morning. Then we try

not to talk business at home.

Sometimes if we’re really busy,

we will, but generally we keep

it at the office.

BC: You’ve experienced quite a bit of growth recently.JD: Most of our growth has

come from referrals from our

existing customers.

LD: We try to make this a

stress-free environment for our

clients. We work to make sure

they know we’re doing what’s

in their best interest. You have

to earn trust, it doesn’t just

happen. But when you have it,

it brings in referrals, and that

brings in work.

BC: What do you do for fun?LD: Travel. We try to take a

cruise every year.

JD: We’ve talked about this

because we don’t have a lot of

hobbies. We see it with clients that

it’s hard to adjust to a retirement

without a schedule. And we’ve

talked about what would we do

with all that free time?

LD: Even on the cruise I read

a book on currency. I’ll take a

week of vacation and research

stocks. It’s hard to get into a

mindset of hobbies. If we do

slow down, we’ll do more

travel.

JD: Family is important to us

and we spend time with them.

We have two children, five

grandchildren, and a great

grandson and all of them live

in St. Cloud. We’re lucky and

we encourage our staff to put

their families first, too. If there’s

a t-ball game or a dance recital,

it’s ok for them to go to it.

LD: And you know what?

The work still gets done. BC

BUSINESS SPOTLIGHTPROFIT

Larry and Jeannie DeGraaf build their business by creating a stress-free environment for clients.

Earning Trust AT A GLANCEDeGraaf Financial215 Park Ave S Ste 100 PO Box 7396 St. Cloud, MN 56302-7396 (320) 251-6968 1-800-226-5759 Fax: (320) 202-8505

Owners: Larry and Jeannie DeGraaf

www.degraaf financial.com

Business Description: Financial planning and investments for individuals; retirement plans for businesses

Number of employees: 4.5, plus Larry and Jeannie

Chamber member since 1994

TIMELINE1973Larry DeGraaf joins Prudential as an insurance agent

1985 Prudential changes its sales program, allowing agents to sell products outside the Prudential family

Mid 1980sMost of Larry DeGraaf’s work is with corporate pension plans; today most of the work is with individuals

1988 Jeannie DeGraaf begins working with her husband Larry doing client service; the work provides her with the flexibility to spend time with their children.

1999Larry DeGraaf opens his own business as an independent financial planner

Larry and Jeannie DeGraaf, DeGraaf Financial, have created an office environment that feels like home.

1170302_10993

7.5x10

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Imagine where you want to take your business

Now let us help you get thereAsk us about credit options for almost any business need. Whether you want to expand your operations, purchase new equipment, refinance your commercial property, or simply supplement your cash flow, Wells Fargo has financing options to fit your plans and your budget.

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Talk to us today about all of your business credit needs. Visit wellsfargo. com/appointments to schedule an appointment with a banker.

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*2002-2012 Community Reinvestment Act government data. All credit decisions subject to credit approval.All financing is subject to credit approval and SBA eligibility.© 2014 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. (1170302_10993)

1170302_10993 7.5x10 4c.indd 1 1/21/14 3:12 PM

http://www.wellsfargo.com

http://www.logbank.com

March/April 2014

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