By: Bob Mundt, President & CEO
As we complete our strategic planning process, I’m excited to share four key priorities that are emerging. Over the next few months, staff will design and implement key programs and methodologies to advance these priorities and achieve the goals and objectives of the Forward Sioux Falls IX Campaign, the City of Sioux Falls, and the Foundation. The following have been identified by the Board as our 3–5-year strategic priorities.
Economic Development
- Identify and target new industries to pursue that complement existing industry
- Invest in companies that are already here
- Identify and develop the next Foundation Park
- Advance the Sanford District and showcase as a model of successful collaboration
- Build and maintain development-ready land and infrastructure with a 5–7-year window
- Protect existing economic development tools and mobilize partners in the pursuit of new or expanded tools
- Redefine what counts as an economic development win – jobs vs. community impact
- Aligning economic development targets with workforce training pipelines
Talent & Workforce Development
- Improve how impact is measured and reported
- Reset SFDF’s role in workforce development to convening, facilitating and problem solving alongside education and employer partners
- Evolve workforce development programming to match the changing workforce
- Assist in upskilling/reskilling existing workforce
- Expanding early career exposure
- Focus on retention of young talent through internships, apprenticeships, and job shadowing
Cooperation, Collaboration, and Partnerships
- Define regionalism for SFDF and establish a structure around it
- Strengthening cross-sector collaboration and resource pooling
- Maintain and strengthen relationships across the board
- Establish a proactive, intentional communications approach
- Establish structured, routine collaboration where all partners can articulate a shared strategy and support SFDF’s role in it
SFDF Identity and Differentiators
- Stay true to the Foundation’s Mission and Vision to avoid mission creep
- Protect SFDF’s relationship-driven model and effectiveness
- Improve public perception through consistent regional-level storytelling
- Be proactive and transparent with communications when allowed
- Establish clearer lanes of responsibility between key partners – City, County, GOED, Chamber, FSF, DTSF, SMGA, and education partners
Our team is excited to move the organization to the next level and appreciates the support of the Board and our strategic partners. Onward.