1. Workforce Development Governance & Op Excellence
4/17/2017
2017 SIOUX FALLS DEVELOPMENT FOUNDATION STRATEGIC PLAN Vision: To be the regional leader in economic and workforce development, streamlining the process for business to thrive in our vibrant community.
Target Industries: Biomedical, Finance & Banking, Advanced Manufacturing, Transportation & Warehousing, Data Centers, Food Processing
Mission: To collaboratively create quality economic growth and workforce development in the Sioux Falls MSA to improve our quality of life.
Values: Leadership, Integrity, Collaborative, Community Focused, Excellence
Create an integrated and aligned ED plan between SFDF, City , GOED, & Discovery District, by end of Q2 (Slater, Daren, Steve, Rich, Dean)
Create a performance scorecard/Sales dashboard by end of April. (Dean)
Complete BNSF site certification (July 1) & SD Certification (Oct 1) (Dean)
Determine how to use Board members to close deals by May 1.( Karen)
Finalize financing agreement for Foundation Park by April (Slater, Finance Committee)
Complete grading project in FP prior to Nov 25 (Slater)
Visit with Area Brokers (monthly visits, qtrly mtgs and regional) (Dean, Daren)
Create a proactive training program for prospects and targeted industries by end of with STI, UC (Lon, Slater, Rich, Daren, Steve)
Create a scorecard to measure portal success (Lon, Digital Mktg Associate)
Hold Back to SoDak Day (Lon, Workforce Development Manager)
Initiate Targeted Population Strategy (Lon)
Define brand messaging and elevator speech to articulate value proposition for each constituency by end of Q1 (Michelle)
Develop a comprehensive mktg campaign to improve brand recognition/ public awareness by May 1 (Slater, Scott L, FSF National Marketing Committee)
Create a local FAM tour for Board, brokers and bankers in summer (Slater, Dean)
Execute 2017 Marketing Plan (Slater, Dean, Karen, Scott L, Natl Mktg Comm)
Start social media program (Slater, Dean, Lon, Digital Mktg Associate)
Create a board portal to improve access to information by End of Q2 (Karen, Thane)
Create a master calendar to sync new board member orientation, strategic planning and budget development by End of Q1 (Slater)
Expand Board member orientation by Dec 31 (Staff)
Examine efficiencies with Chamber, SFDF, CVB, Report due Oct 1 (Slater, Jason, Teri)
Redesign Interior Financial Accounting System (Slater, Diane) by Sept 1
STRATEGIC PRIORITIES
INITIATIVES
OUTCOMES
Econ & Real Estate
4,500 call attempts (#)
300 decision-makers reached
15 conference calls (#)
7 face-to-face meetings(#)
4 ePostcards
10 SSC visits
5 SSC FAM tour participants
12 visits to local brokers
12 visits to regional brokers
4 local broker group meetings
80 visits to local businesses
6 projects located in SF MSA
4 projects located in SFDF parks
$3M in land sales
200 jobs attracted
$30M in capital investment
1) ECONOMIC & REAL ESTATE DEVELOPMENT
a) Enhance Sales Excellence & Infrastructure
2) WORKFORCE DEVELOPMENT
Workforce Development
8 workforce stories in local media
8 workforce community presentations
10 collaboration meetings on targeted populations
50 participants in Back to SoDAk Day
3) BRAND/MARKETING/COMMUNICATIONS
Do the membership math:
-reduce churn by 7% from 10% (current)
303 -increase # of women to 18 to 25%
-increase # of minorities from 1% to 4% increase # of under 50 by 5% 3
338 net: 3.68% increase
35 new; 23 lost
_____________________________________________________
Based on 320: = 335: 4.69% increase
37 new ; 22 lost
Brand/Mktg/Communications
Advertising equivalency of $100K
12 stories pitched
Pitch:Run ratio of >90%
4) GOVERNANCE & OPERATIONAL EXCELLENCE
a) Improve Board Member Knowledge and Engagement
Governance & Op Excellence
60% of Board responses to survey are in top two categories of understanding SFDF finances.
83% Board Attendance
b) Create a culture of operational excellence and efficiency

2. Strategic Priorities with Timeline