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Williston is a town of two stories. Ask a long-time local, and you’ll hear about family roots, neighborly connections and pride in a community that’s seen it all. For them, Williston is home—a place where families are raised, friendships are forged and memories are made. But ask a new resident, and you might get a very different picture: frustration, confusion, culture shock. They’ll tell you there’s “nothing to do,” “not enough restaurants” and “limited shopping options.” These two perspectives aren’t just different—they’re at odds. And in that clash of expectations, Williston’s real identity is being shaped.
This divide isn’t just a talking point anymore—it’s a real problem. One place it’s especially visible? Customer service. Frustrated patrons. Exhausted employees. The cycle is as predictable as it is toxic. Customers demand better service, employees feel mistreated and tempers flare on both sides. Ask a server or cashier about the worst part of their job, and you’ll hear stories of name-calling, entitlement and tantrums worthy of reality TV. Ask the customer, and they’ll tell you they’re tired of waiting, tired of mistakes and tired of paying for what feels like half-hearted service.
Both sides have a point. But what’s getting lost in all this anger is a basic truth:
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kindness goes a long way. It’s not soft. It’s not weak. It’s essential.
There’s no getting around the fact that Williston has been through a lot. The oil boom brought opportunity and growth, but it also brought pressure, division and strain. It’s a town where people are tired— tired of long shifts, high expectations and not enough hands on deck. Everyone’s stressed, and stress makes it easier to snap. But stress doesn’t have to win.
This is where Williston needs kindness. It’s not about being “nice” for appearances. It’s about strength. The strength to take a breath when you’re frustrated. The strength to recognize that the person on the other side of the counter is human, too. And the strength to realize that being kind isn’t just good for the person receiving it—it’s good for you too.
Kindness isn’t just for customers. It’s for employees, too. Yes, customer service should be friendly, prompt and competent. But employees deserve patience. They deserve understanding. They deserve a little grace on the bad days. They deserve to be seen as people first, not machines.
We’ve all heard the line: “If you don’t like it, leave.” It’s the local battle cry for anyone who’s felt unfairly criticized by newcomers. But what if we flipped that script? What if, instead of telling people to leave,
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we encouraged them to stay—and to stay with patience, perspective and kindness? What if we, as locals and newcomers alike, stopped seeing each other as adversaries and started seeing each other as neighbors?
Williston’s heart isn’t in its businesses or buildings. It’s in its people. It’s in the server juggling ten tables on a Friday night. It’s in the customer waiting an extra five minutes for their food. It’s in the neighbor shoveling snow for the house next door. It’s in all of us, every single day. We have the power to make this town better, but it’s not going to come from more stores or faster service. It’s going to come from us.
So, here’s the challenge: Be Kind. Start with the small stuff. Hold the door for a stranger. Tip your server better than you normally would. Let the person with two items go ahead of you in line. Be patient with the cashier who’s having a rough day. And if you’re on the clock, be kind to the customer who’s clearly having a worse day than you.
This isn’t just an idea—it’s a practice. Williston has always been strong. Now it’s time to be strong and kind. If we all commit to that, even for a week, imagine how different this town could feel. Imagine how much better it could be for all of us.
Change doesn’t come from waiting for someone else to start it. It starts with us.
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It started with a simple question in the Williston Connections
Facebook group: "What is it that Williston needs?" The response was a tidal wave of opinions, wish lists and, perhaps most tellingly, frustrations. Newer residents called for Costco, Chick-fil-A and chain restaurants. Longtime locals pointed out that small businesses in Williston struggle to survive, thanks in part to the very residents asking for big-box stores.
The conversation highlighted a growing tension in Williston—a town straddling its “old wild west” reputation and its new reality as a boomtown filled with people from all corners of the country. On one side, long-time locals and past business owners stressed the challenges of operating a local shop in a high-cost, low-population area. On the other, newer residents, many of whom have moved to Williston for work, seem to yearn for the comforts of more "modern" urban living.
One of the most revealing comments came from Edith Gomez, a rising contributor in the group, who asked, "What if our community came together to support the development of more local boutiques and beauty supply stores, making it possible for me and my teenagers to find the products we need without having to drive for hours?"
The responses were telling. Some pointed out jokingly that we have too many Mexican restaurants and coffee shops, while others took a more cynical stance. One commenter replied with, “If the boutiques and shops could find affordable storefronts, there would probably be quite a few more.”
Hinting at the more significant economic challenge of running a small business in Williston’s high-rent environment.
Chain Store Dreams vs. Local Business Blues
It’s hard to ignore the disparity in requests. Chains like Costco, Sam’s Club, Chick-fil-A and Texas Roadhouse topped many respondents' wish lists. Meanwhile, other users called for community-driven businesses like a proper music store, a UPS store or a “no-frills donut shop.”
“We’re looking for the convenience of chains,” said Yum Yum Moorehead, an-
other rising contributor in the group. “But we’re not showing up for the local businesses already here.”
This sentiment was shared by Falon Justice, a former small business owner in Williston, who noted the painful economic reality of operating in the city.
“People think it’s easy—but it is super costly, especially with shipping fees and rent,” Justice said. “You have to charge an outrageous amount just to stay open.”
Justice’s comment reflects a hard truth: small businesses face hurdles that chain stores often do not. The cost of rent, staffing and shipping in Williston’s remote location means local stores have slimmer profit margins. At the same time, residents accustomed to the prices of larger chains are less inclined to support small businesses where prices might be higher.
For many newer residents, the desire for chain stores is rooted in familiarity and convenience. When you’ve moved to an unfamiliar town for work, access to recognizable brands can bring comfort and normalcy. New arrivals often compare Williston to larger cities and expect the same amenities, unaware of the economic pressures that prevent some local businesses from flourishing here.
“I’m not from here, and I’m used to having access to everything from Walmart to Target,” one commenter admitted. “Here, I’m either overpaying for things locally or driving to Minot or Bismarck. I’d rather have those options here.”
Magnus Udland’s comments reflected a hybrid perspective. As a Williston native who’s spent time in Fargo, he’s seen what’s possible in larger cities and finds it challenging to accept Williston’s limitations.
“If our city leaders actually brought in the places that were interested in opening up during the last boom, we’d actually have a chance to make a difference,” Udland posted. “But they don’t ever listen to us, which is why I left for Fargo.”
The Economic Puzzle
Part of the difficulty reconciling these views is population and economic feasibility. Large chains like Costco or Chick-fil-A
do extensive market research before opening locations. Without a population large enough to sustain yearround revenue, they’re unlikely to invest in a city like Williston.
“Our population simply isn’t big enough,” Justice pointed out.
She’s right—Williston’s population, hovering just under 30,000, can’t always support the operating costs that large chains demand. Furthermore, the town’s boom-andbust economic history, driven by the oil industry, makes it seem like an even riskier investment for some major retailers.
How Can Williston Bridge the Divide?
If Williston’s new residents are demanding chains while locals advocate for supporting homegrown businesses, how can these groups find common ground?
One solution might be an economic education campaign. If residents understand the cost structure of local businesses and how their money helps build the local economy, they might be more inclined to support them, even at higher prices. The Williston Economic Development Office could run a “Buy Local” campaign, similar to initiatives in other small towns. Highlighting the invisible costs of doing business in Williston might make residents more aware of their role in the town’s economic future.
Another potential bridge is hybrid business models. Pop-up shops, seasonal businesses and shared retail spaces could give entrepreneurs a foothold without the crushing cost of rent. The old “incubator” concept—where small businesses share space and resources—might best fit Williston’s unpredictable market.
Finally, perhaps it’s time for residents to meet each other halfway. Why not pursue both instead of treating chain stores and local businesses as opposites? If the community can show chains that the market is strong enough for them to thrive here, perhaps more will open. But it’s also equally important that residents also recognize the value of supporting their neighbors’ businesses.
The debate in Williston Connections is about more than chain stores vs. local boutiques—it’s about identity. Is Williston simply destined to be a small, rough-and-tumble oil town? Or does it have the potential to be an emerging, cosmopolitan community ready for the amenities of larger cities? It could be both. But without a willingness to bridge the gap between these two perspectives, Williston could lose its economic potential and its unique character.
If there’s one thing everyone agrees on, it’s that Williston’s story is still being written. As residents, newcomers and city leaders continue to shape that story, perhaps they’ll find a way to continue building a future that serves us all.
Aubrianna Staloch, 17, was named Outstanding 4-Her at the Williams County 4-H Awards banquet in November. Recipients of this honor are selected based on their contribution to 4-H at the club, county and state level through community service, fundraising, volunteerism, leadership and overall individual accomplishments to the success of the entire 4-H program.
Aubrianna began her 13-year career in 4-H with the Clever Clovers 4-H Club at five years old and continues to participate as a senior in Williston High School. She has been very involved in her club, community and school through volunteerism and leadership. Some of her favorite volunteer activities have been ringing bells for the Salvation Army’s Red Kettle Campaign, shopping for and donating toys to the Salvation Army, collecting food for various food pantries, Feed My Starving Children, Christmas for Kids, Clean Up Williston, the Great Plains Food Bank and helping to establish a mini community garden.
Promoting 4-H has been another focus of Aubrianna’s over the years. She has accomplished this through selling paper clovers at TSC, painting windows of area businesses, shopping for and presenting a gift basket for the first baby born during National 4-H Week, helping out with the Holiday Drive at Spring Lake Park, recording public service ads on the radio, being a guest on the radio to promote 4-H during the Upper Missouri Valley Fair, donating to 4-H during Giving Hearts Day, setting up a table for 4-H at Table of Contents and at MarketPlace for Kids.
Aubrianna began developing her leadership skills early on as she was elected to a junior officer position at only nine years old. She has also held the offices of recreation chairman, secretary, vice president and is currently serving as president, a position she has held three times.
The 4-H leadership positions prepared her to be a leader at her school. She has been a two-time student of the month, a Student Ambassador and a teacher’s assistant for math in middle school. In addition, she received the Presidential Award for Ed-
ucation Achievement and was a member of National Junior Society. In high school, she has been a member of LEO Club, Tri-M (band honor group) and is active in National Honor Society. As part of National Honor Society, she has been a station helper for MarketPlace for Kids, a judge at a James Memorial Art Center Art Show, taught a spiral pot class at the James Memorial Art Center, a judge for the Science Fair and painted flower pots for Bethel Home residents.
Aubrianna has extended her leadership skills beyond just the Williston area by serving as a Williams County 4-H Ambassador since 2022. As a county ambassador, she has assisted the Extension Office in many ways including presenting ribbons to 4-H members at various contests at the fair, speaking at 4-H functions and meeting with other 4-H Clubs to promote communication arts, Project Expo, promoting the Medora Awards Trip, judge’s assistant for Project Expo and helping to prepare county fair exhibits for the state fair.
A favorite part of being a county ambassador for Aubrianna has been organizing and being a part of the county teen group, organizing and hosting three 4-H teen events for other teen 4-H members within the county, including the youth dance at the county fair. Aubriana has also helped clean the exhibit building prior to the fair, clean up after the fair, worked in the pop shoppe, taught the 4-H pledge to new
members, assisted with sewing classes and was an assistant Cloverbud leader.
Aubriana not only serves her local community and county, but she has expanded to serving statewide and nationally. As a North Dakota 4-H Ambassador, Aubrianna has attended Extension Youth Leadership Conference for the past four years and learned additional leadership skills and techniques. As a North Dakota State 4-H Ambassador, she has served as a group leader for the delegate small groups, worked in the 4-H office at the State Fair and has taken pictures at 4-H state fair events. She has helped with the Tri-County Activity Day in Valley City, was a room monitor and host for the Grand Forks Communication Arts contest handing out awards, helped plan the Luhman Ranch Archery Shoot with other state ambassadors, planned the EYC event with other state ambassadors for 2024, attends ambassador retreats and encourages other teens to apply
to be a state ambassador.
On the National 4-H level, Aubrianna was selected to attend the National 4-H Conference in Washington, D.C. In addition to seeing the usual tourist sites in D.C., meeting the North Dakota delegation, meeting 4-H members from across the country, the highlight for Aubri was preparing and presenting a speech to the Peace Corp Executives answering the problem, “How would you design and implement a comprehensive project that empowers and supports local youth to foster their personal growth, education, community engagement and leadership skills?”
Aubrianna has been able to increase her level of confidence, her leadership skills and communication abilities due to the life skills that she has learned through 4-H. She embraces the leadership and communication skills she has acquired during her 4-H career — this has enabled her to be a leader in her club, a county ambassador, state ambassador and the experience on the national level to attend 4-H Conference. She has competed in numerous county and state contests including Project Expo, Communication Arts, Clothing Revue and Consumer Decisions throughout her years in 4-H.
Aubrianna has, and continues to, give back to her community by volunteering in many things and promoting 4-H with every opportunity she has. She is also involved with activities in her church by volunteering and in her school by participation in various clubs and groups. She is an excellent role model and a dedicated student and takes advanced classes in high school and dual-credit classes through Williston State College. Her leadership skills presented within her club and community are carried over into teaching dance classes and working with other state and county ambassadors.
She feels that the communication, leadership and record keeping/note taking skills gained from 4-H have proven to be very beneficial in high school and will continue to serve her well into college and employment. These skills have also helped her to be very organized and creative. Aubrianna knows these skills will benefit her as well when working on her professional career of becoming an occupational therapist.
During Aubrianna’s high school years, she has accumulated over 500 hours of volunteer time through 4-H and other activities. During her entire 4-H career, she has taken approximately 180 4-H projects. As a result, Aubrianna received over 100 grand, reserve and award of excellence ribbons (in addition to numerous blue ribbons) at the county and state fairs, and earned approximately $1,200.00 for those ribbons. Her favorite projects have been anything having to do with art. Her favorite activities are the state competitions and leadership conferences.
Williston native, and owner of Bonetraill Historical Consulting, is a U.S. Army combat veteran and local historian.
The Old Armory in Williston, located at 320 1st Avenue East, stands as a monument to the city’s military, architectural and community heritage. Designed by Robert Stacy-Judd and constructed by J.G. Harding, the Armory was completed and dedicated in 1916. This building, once the headquarters of Company E, played a pivotal role in shaping local history and fostering community spirit.
The Williston Armory is an example of medieval-inspired architecture, a style once popular for military buildings. The design evokes the strength and security consistent with its military purpose, featuring castle-like forms, a heavily machicolated turret and a semicircular arch of colored brick over the entrances and windows. Though the crenellated parapets have been removed, the structure's two stories, full basement and pronounced buttress piers still convey a sense of grandeur. Inside, wooden roof trusses span the large drill hall, a testament to early 20th-century craftsmanship. The Formation of Company E Company E of the 1st North Dakota Infantry was federally recognized on Jan. 1, 1907, with 55 local men sworn in. By 1915, the company lacked a dedicated space for training, often practicing in streets, vacant lots or rural areas. Recognizing the need for a proper facility, the members of Company E convened on Feb. 3, 1915, to discuss plans for a new armory.
Local fundraising efforts led by a commercial club secured $10,000 in matching funds, complementing a $15,000 state loan. Construction commenced soon after, and by 1916, the $27,000 Armory was
The building of the Armory was part of a significant increase in construction during 1915-1916 in Williston. Projects totaling $250,000 were completed, including the Great Northern Hotel Annex, Central School Building, LaDou Courts (apartments), First National Building (Creaser Block) and a pontoon bridge across the Missouri River. According to a 1927 Williston Herald article, these several projects were the largest annual expenditure on construction in Williston until 1927 when the large bridge across the Missouri River was built.
Shortly after its completion, the Armory became the center of military readiness. In June 1916, Company E was activated for the first time, stationed at Fort Lincoln near Bismarck, and underwent training before being deployed to the Mexican border. Under the command of Col. J.P. Frame, the North Dakota Regiment earned high recognition during this campaign, with Company E rated among the best in the regiment.
In 1917, Company E was federalized again, this time for service in World War I. Commanded by Capt. R.P. Evans, the
company grew to 152 enlisted men. They trained in North Carolina, New York and England before deploying to France as part of the 41st "Sunset" Division. Many members saw action in such campaigns as Soissons, St. Mihiel and Argonne offensives, contributing to the Allied victory.
During World War II, Company E, of the 164th Infantry Regiment, was called again and served in various capacities, from guarding strategic points along the west coast to jungle training in New Caledonia. Eventually being federalized into the “Americal” Division, a contraction of “American, New Caledonia Division,” the only U.S. division formed overseas in WWII, would see combat operations on Guadalcanal, Bougainville and the Philippines. The regiment earned the Presidential Navy Citation, the first ever awarded to an Army unit by the Navy. The 164th Infantry is also credited with being the first U.S. Army unit to engage Axis forces in WWII. The Korean War saw Company E return to service, training new troops and supplying overseas units. By 1958, the company relocated to a new armory located at the South end of Main Street, but the Old Armory's legacy continued.
Beyond its military functions, the Armory has been a cornerstone of Williston's civic serving as the community’s recreation center until 1983, when the Raymond Family Community Center was constructed. The building hosted everything from theatrical performances and celebrations to memorials and public gatherings.
By the early 1980s, the Old Armory was destined to be a parking lot. Members of the community rallied to rescue the landmark. The “Save the Old Armory” campaign” was launched, with veteran members of the 164th Infantry and numerous community members rallying in support.
With the campaign being a success, and since the 1990s, the Old Armory has
been operated by a governing board, the Veterans and Friends of the Old Armory, members of the local theater group Entertainment, Inc! and a list of volunteers who have kept to their pledge of seeing the old building renovated and saved.
Recently the Old Armory Board launched a "Step Up" campaign, that will renovate the west stairs, which have started crumbling due to age and the elements. For more information, please visit: www.willistonoldarmory.org.
As the Armory turned 100 in 2016, its historical significance is evident. The building's inclusion in the National Register of Historic Places highlights its architectural and cultural importance. Preservation efforts have focused on maintaining its structural integrity and honoring its multifaceted history. Preservation not only safeguards the physical structure but also the stories it holds. Each stone, beam and truss carries echoes of soldiers’ drills, community celebrations and a century of shared history.
The Williston Armory stands as a symbol of the city’s past and a reminder of the value of historic preservation. It is a testament to the efforts of ordinary citizens who, over a century ago, envisioned a space that would serve both military and civic purposes. Today, continued preservation ensures that future generations can appreciate and learn from this unique piece of Williston’s heritage.
This article was written with information from the following sources: Society of Architectural Historians, SAH Archipedia, “Williston Old Armory,” by Steve C. Martens and Ronald H. L. M. Ramsay. United States Department of the Interior National Park Service, “National Register of Historic Places Inventory Nomination Form,” from March 1985. Williston Herald, June 23, 1927. Entertainment Inc!, www.entertainmentinc.org. The Old Armory, www.willistonoldarmory. org.
SARAH WILSON WILLISTON GRAPHIC
Whispered in coffee shops, aired in Facebook comments and speculated about at community events, "The Good Ol’ Boys Club" has become Williston’s favorite organization to blame for perceived overspending and unfairness. A shadow organization working quietly behind the scenes for the sole purpose of padding pockets and lifting up locals with the right names and the right power and influence. For some Williston residents, this organization is as real as the Deep State. But is it real, or is it just the latest iteration of small-town gossip fueled by cognitive bias and social media doom scrolling?
A recent poll conducted on the Williston Graphic’s Facebook page revealed that 87% of respondents do believe there is, in fact, a Good Ol’ Boys Club operating behind the scenes. The other poll found that 3% agreed to “MAYBE, but I’m not sure how it works” and 6% said “NO. I think it's just perception.” The remaining 4% of votes were dedicated to options added by members of the community, such as "There's gonna be one for girls too" and "YES. It's not so obvious and not many know it."
This belief touches on everything from who wins local construction contracts to
how liquor licenses are distributed. Although we know a true organization doesn’t exist, corruption and favoritism exist in all levels of government. So, who is in The Club and how does it work?
Unpacking the truth isn’t as simple as following Facebook threads. There's a lot to consider, and the Williston Graphic is here to separate fact from fiction. We aim to provide an overview of the players, the process and the perspectives driving this issue. By engaging key voices in the community, from city officials to local non-profits, we’re working to shed light on an issue many whisper about but few openly confront. What is a Good Ol' Boys Club?
The term “Good Ol' Boys Club" refers to an informal network of individuals, who maintain power and influence within a community, organization or industry through personal connections rather than merit. Often characterized by exclusivity and favoritism, these networks can perpetuate inequalities by prioritizing relationships over qualifications. While the term originated in Southern U.S. culture to describe friendly, loyal men, it has come to symbolize systems of cronyism — the appointment of friends and associates to positions of authority, without proper regard to their qualifications — and resistance to diversity or change.
How Does This Affect Our Community?
Within the comments attached to the
aforementioned Facebook poll, a common theme emerged with a few community members suggesting similarly to one commenter who said, "This town does nothing for you until you have a good last name."
A few examples of these alleged "good last names" were provided, with many also suggesting that the process for bids, contracts and community development projects (including the selection process for new local businesses) has been allegedly run by this "club" in Williston for many years.
The existence of a Good Ol' Boys Club can hinder community growth and inclusivity. By prioritizing insiders, these networks often exclude women, minorities and outsiders or transplants, stifling innovation and perpetuating systemic inequities.
In small towns like Williston, the effects can be pronounced, as decision-making becomes concentrated in the hands of a few, leaving others without a voice. For businesses, this can mean missed opportunities to attract diverse talent, while in governance, it may erode public trust and accountability.
Confirmation Bias and a Small-Town Rumor Mill
Confirmation bias, the tendency to favor information that supports preexisting beliefs, plays a role in sustaining Good Ol' Boys Clubs. In small towns, where social circles are tight-knit, rumors often fuel narratives about who "belongs. They also build distrust within those community members who are outside this perceived club.
For example, in the Facebook poll, when a commenter was questioned on an allegation they made in reference to the issuance of liquor licenses in Williston, their reply was, "Idk. It's just what I've heard from a local."
Since our school days, we've been taught that rumors and gossip can be harmful. However, as adults, when it comes to questioning the business practices of city officials, non-profits and long-time locals, this game of community telephone may have larger consequences.
This environment fosters an "us versus them" mentality, further entrenching divisions. Gossip can unfairly tarnish reputations or bolster perceptions of power, making it difficult for individuals outside the network to challenge the status quo or gain acceptance.
However, it is important that we acknowledge the difference between the "rumor mill" and credible information passed to the appropriate place/office in order to ensure that the power that be are held accountable.
The Importance of Transparency
Transparency is a crucial antidote to the negative effects of Good Ol' Boys Clubs. Open processes in decision-making, hiring and governance can mitigate favoritism and build public trust. Communities that prioritize transparency tend to have more inclusivity and fairness, ensuring that opportunities are distributed based on mer-
it rather than connections. Encouraging transparency in the selection of leadership positions and implementing clear policies can help dismantle exclusive networks and pave the way for equitable progress.
In Williston, there are many steps within varying public offices to ensure this transparency. However, there still seems to be a disconnect between these resources, and the general public.
The Role of Local Journalism in Public Accountability
Journalism in its most basic form is defined as the activity or profession of writing for newspapers, magazines or news websites or preparing news to be broadcast. However, in a historic context, it is so much more important than that.
The role of a local news publication is to inform the public, not just about local events, or the accomplishments and misfortunes of their communities, but also to pay attention to those offices that hold power, and usage of our tax dollars. It is their function to inform citizens of abuse of power, injustice, corruption and other duplicitous activities that could prove harmful to communities like Williston.
It is the duty of a journalist to, without personal biases, use facts to unveil truth, or to debunk public conjecture, in the interest of a well-informed public.
Addressing the Public's Concerns
As a part of Williston Graphic’s dedication to informing our community, we are here to listen.
If you have credible information or concerns related to perceived favoritism in contracts and bids, transparency, accountability, insider influence or "the right last name," local monopolization of resources, high project costs or allegations of overbilling, economic stagnation compared to neighboring cities or other concerns, please reach out. Email us at news@vocella.com to spark a conversation.
How
Find credible sources and do research, getting first hand information. Visit Local government websites and check the city and county government sites for meeting minutes, project updates and public notices. Attend public meetings where community members can ask questions at city commission or council meetings.Follow local news outlets to stay connected to outlets like the Williston Graphic for ongoing investigative coverage. And request public records. Use state public records request laws to access documents on contracts, budgets and licenses.
This article was written with information from the following sources: "Breaking Down the Good Ol' Boys Club: Challenges and Solutions," Business Journal of Sociology, 2023. "Small Town Dynamics: The Role of Social Networks," American Community Studies Review, 2022. "Transparency in Governance: A Path to Equity," National Civic League Journal, 2023. And "The Psychology of Confirmation Bias in Small Communities," Behavioral Insights Quarterly, 2023.
JEFF ZARLING jzarling@dawasg.com
Sometimes a product or service is created that becomes more of a solution looking for a problem. Other times, a problem becomes the impetus for the creation of a successful product or service. FlowCore has run the gauntlet from one to the other.
Identifying a Problem
In 2013, Chuck Black was approached by his nephew, Steve Black, who worked in the oilfield chemical business with a dilemma.
“Chuck, I spend over half my time fixing failed pumps,” Steve said. “The worst part is I don’t know when they went down.” He was responsible for over 200 wells, and it could take two to three weeks to cover them all.
“If it fails after I leave, that well could be undertreated for weeks,” he continued. “It’s physically impossible to manage. There’s got to be a better way.”
Their discussion identified that most of the issues were simple, but all revolved around mechanical pumps. They wondered if there was a way to automate chemical injection into production wells and eliminate the mechanical failures.
Stringliner - Engineering and Automation Experience
Chuck is the youngest of seven children while Wes was the oldest. In 1983, Wes and another local tradesman fashioned a wood tool to control construction string for use in concrete and other construction projects. The other tradesman patented the design and had a plastic injection mold made to develop the product but did not develop the business.
Wes and a few others in the family purchased the patent and injection mold and
started Stringliner Company. The company grew over the next twenty-plus years, manufacturing construction line reels and a few other products from their manufacturing facility in Williston.
After a career as an F-16 pilot in the Air Force, Chuck returned to Williston and joined his brothers in the family business where he applied his electrical and mechanical engineering background to automation and product development. He developed systems for sorting and assembling plastic parts, designed and implemented numerous automation systems to increase productivity and helped create new products alongside his brothers, ultimately obtaining ten patents. Most notably, he created the reloadable reel design, which became universally recognized as the "Stringliner Reel" that is known today.
In 2014, the family sold the Stringliner business to a large national tool manufacturer in Pennsylvania. They retained a few CNC and other machines in a small company to provide machining and product development services.
Trial, Error and Epiphany
While the sale of Stringliner was in process, the chemical injection problem was presented to Chuck. Most of the Stringliner team was eyeing retirement more than gearing up for another ten-to-fifteen-year product and business development project, but they were willing to fund the experimentation phase.
Chuck and their machinist, Steve Hayden, began the process with an oil and gas operator willing to provide a test location and focused exclusively on treating Bakken wells with freshwater injection sys-
tems. Six months and two prototypes later, none worked well. They were extremely accurate but still suffered from mechanical failures.
“We had put in hours and hours of effort including being on well sites in the middle of the night,” Chuck reflected. “We developed a third prototype and decided that if it failed, we were done. I was at the end of my rope. I would apologize to everyone involved and move on.”
It failed.
“I was removing the prototype from location, saw the sight glass on the chem tank and had an epiphany,” Chuck stated with excitement. “Let’s just say that I had a vision around hydrostatic pressure.”
With a renewed vigor, Chuck and Steve rigged up a prototype in about four hours and tested it in the lab. It worked. One week later the field prototype was in place with a new, non-mechanical design and a PLC controller.
“We knew we had disruptive technology and began the patent process along with building a core team,” stated Chuck. The Grind of Bringing a Product to Market
The next five years were a series of ups and downs. FlowCore requirements pushed the envelope of the PLC manufacturer, requiring work with their engineers and beta controllers. The group developed PLC software, data access solutions and an analysis application called FlowSite providing operators with an unmatched chemical management solution.
The company faced several challenges. The product only worked with freshwater installations because it didn’t use a mechanical pump, which was a narrow market. Operators did not seem to value the high
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level of accuracy enough to overcome the high cost of the product nor did they find value in FlowSite. Turns out the operators viewed the issues of accuracy and reliability as problems to be resolved by the chemical providers. Telemetry options were complicated and costly. Adding to the challenges, the pandemic caused sales to contract as the oil industry struggled through 2020.
While the product was selling, FlowCore seemed to have more of a solution
looking for a problem than a solution meeting a high demand problem.
Evolving to Meet the Market Need
QWhile the original product removed the mechanical pump and solved the mistreatment and failures, it only worked with freshwater systems.
“We knew we had to develop a high-pressure solution to meet the deepest market need,” recalls Chuck.
Ian Black, Chuck’s son and operations manager, called a meeting with Chuck and said they were not walking out of here until they had a high-pressure injection solution
Soon after, the team had a working
solution that reintroduced the mechanical pump married with a radio from Europe (for which they are now a US distributor), a revamped FlowSite concept and a new approach to implementation with operators and the chemical solution providers. The result is a full line of chemical injection and management solutions including single- and multi-point injection, unmatched accuracy, remote monitoring and performance data analysis. The company also ob-
tained four patents for the new technology. Since then, the company has experienced three years of aggressive growth as the market has reacted positively to the new products and systems. FlowCore expanded from a handful of employees to a team of over 20 people and has high expectations for 2025 and beyond.
Learn more about FlowCore Systems at www.FlowCoreSystems.com
• Compact and Reliable: Small footprint, low maintenance, and perfect for industries like food packaging, garages, and workshops.
• Energy-Efficient: Innovative design minimizes pressure drops and reduces energy costs.
• Quiet Operation: Ultra-low noise levels at just 65 dBA.
• Advanced Control System: Easy-to-use Neuron controller for safety and performance monitoring.
ERICA KINGSTON ekingmediawriter@gmail.com
In mid November, Williston’s Hair Society Institute packed up their school — sheers, makeup, students and all — and headed to the Williston High School gym for the annual Career Expo. At their booth, HSI students talked to highschoolers about the school’s programs and what it has to offer while simultaneously furthering their knowledge of real-world business management.
“I figured it was a great chance to get exposure at a hands-on level. We (took) the whole school to the expo,” said Letecia Kirkwood, instructor and owner of Hair Society Institute. “The students are assigned tasks based on their strengths. We are treating this as a bootcamp for real life. Training to be able to make money as soon as you get your license in your hand … they will be ready to hit the road and work behind the chair, make money, grow a business and make themselves profitable.”
HSI’s programs, which include cosmetology and aesthetics, place a strong emphasis on development far beyond standing behind the chair. In the 11 months of cosmetology schooling or the five months of aesthetics classes, students gain knowledge in their specialty, but also in growing a business, promoting their skills and staying relevant in an ever-changing field, equipping them to enter the workforce prepared to succeed.
“The entire time they will be cosmetologists or aestheticians, they will have to constantly sell their services and promote their skills,” Kirkwood explained. “This is important for them. It's not just a presentation for the highschool students, it's for them because they do need to learn how to sell and promote their business and what they have to offer.”
In addition to the hands-on training HSI students receive, the school partners with industry businesses to offer even more
education and certification. Brands like Keratin Complex, PCA Skin, Borboleta Lash Extensions and MUD Makeup come in to do classes throughout the year that are offered to students, are available to regional stylists and for free to anyone who has graduated from HSI in the past. In January, barbering brand Reuzel will be at the school to get instructors and students certified and will be opening a class to local stylists wanting to get certified in barbering.
“We have a lot of amazing things happening.” Kirkwood said. “Our program is really loaded with a lot of support and education. And our curriculum, Pivot Point, is so relevant. It’s exactly what’s happening right now behind the chair.”
The Career Expo allowed HSI students to demonstrate their expertise by setting up displays, including hair styling and tools, facial equipment, product samples and student kits, showing the diversity of certifications each program has to offer.
At the expo, cosmetology students Ester Cruz and Dylan Mead stood behind a career booth, but remembered what it was like walking through the event when they themselves were students at WHS. Cruz knew what the high school students wanted to hear about: money.
“I’ve been focusing on (talking about) money, Cruz said. “I know when I was in high school I wanted to go into a career that was focused on making me money.”
For aesthetics students Kaelyn Woiton and Tenlee Newport, the expo was one of their final steps before graduation. Having started their schooling in Minot, Woiton and Newport transferred to HSI once their original school decided to close, leaving them with remaining hours to complete before certification. Driving from Minot each week and staying at a family friend’s home here in Williston, they have dedicated their last six weeks of schooling to learning as much as they can.
“It’s been an amazing experience,” said Woiton, who has a four-year-old child and husband back home in Minot. "Every
day here is focused on aesthetics. We came here to finish our program, and HSI really helped us fill in the gaps from our previous school. They made us reliable aestheticians, and we're so grateful for that."
Woiton and Newport graduated the aesthetics program from HSI on Dec. 2, marking a detoured, but completed journey to becoming certified aestheticians.
“It’s been a blessing in disguise,” Woiton said. “We are thankful for the opportunity to finish our education here.”
HSI is enrolling new students and will have new classes beginning in January. Kirkwood believes that HSI students are not only prepared for their state exams, but are ready to begin a profitable career in the
industry.
“I don’t want to just teach them to just pass a state board. Anyone can read a book and take a test,” Kirkwood said. “What are you going to do when you have your license? How are you going to survive behind the chair? My job is to make sure that my students are relevant with their skills and go immediately be profitable for themselves and for a salon owner.”
For more information on HSI’s aesthetic and cosmetology program, visit their website at hairsocietyinstitute.com, book a tour or talk with admissions by calling 701577-8031 or stop into their 11 East Broadway salon to book one of their services.
WILLISTON DOWNTOWNERS ASSOCIATION FACEBOOK
ANNA NELSON, EXECUTIVE DIRECTOR CITY OF WILLISTON ECONOMIC DEVELOPMENT
Growth, change, and progress marked a successful year for Williston Economic Development. As 2024 winds down, activity is ramping up at WED, rapidly gaining momentum that is expected to carry over into 2025, signifying a strong start to the new year.
Ringing in 2024 with the first Brew Your Business meeting and record-breaking Community Enhancement awards set the tone for an incredible year. Brew Your Business was created in partnership with the Small Business Development Center, Williston Area Chamber of Commerce, and the ND Women’s Business Center as an entrepreneur-centric group that celebrates trials and triumphs of our local business owners in monthly interviews in monthly community meetings.
Community Enhancement Grants, under the review of the STAR Fund Board, support events and initiatives across the region that enhance the vibrancy of our communities. Applications for 2025 are open until January 10. Visit willistondevelopment.com/community_ enhancement_grant.php to learn more and apply.
The following months were punctuated by grand openings, ribbon cuttings, and groundbreakings that illustrated the increasing economic and development activity throughout the year. Several national chains saw record-breaking grand opening sales, historic buildings welcomed new tenants, and education made some major advancements.
Signs of evolution and progress come in the form of investment, and the Willis-
ton region attracted significant investment in 2024 – not just from businesses, but from its own residents, as well. Some notable projects were:
Education:
Williston State College Health Care Training Facility started construction
Williston State College announces new 2+2 programs with university partners
Williston Basin CTE Center opened
Sloulin Elementary School broke ground
Housing:
Record number of permits pulled
First residential housing project broke ground in Williston Square by Black Diamond Solutions
Area Investment:
Cerilon advances in its permitting process for gas-to-liquids plant
Proposed data center receives support from City Commission
Medical:
Sanford acquired Great Plains Women’s Health Clinic
CHI St. Alexius opened renovated operating suites, started work on the emergency room expansion, and began initial phases of a project to build an inpatient behavioral health wing
McKenzie Health opened a clinic in the Plainsman Building
Quality of Life:
Great Northern Events broke ground
Cattails re-opened its doors under new ownership
The Range moved downtown
Five new daycares opened
Williston State College nears completion of its turf project
Business Development/Growth:
STAR Fund invests more than $2 million back into the community through grants and buydown programs, helping 78 local businesses, organizations, and projects o Brew Your Business highlighted 12 local businesses
WED/SBDC banquet recognized nine local/regional businesses
Workforce:
Job Service ND Williston hosted two job fairs, hosting a total of 141 employers and 580 job seekers, resulting in 71 job offers
Williston High School hosted a National Guard day as well as two career fairs that keep attracting more employers
Williston High School implemented a Work-Based Learning program
The last quarter brought one of the biggest changes of all for the Economic Development office, a new Executive Director. Anna Nelson stepped into the role in September after serving about two years as the Williston Area Chamber of Commerce President, succeeding Shawn Wenko who was promoted to City Administrator in May 2023. Nelson came with a plan and was ready to roll her sleeves up and get to work. She says she “hit the ground running” and has enjoyed diving right into the projects and working alongside an excellent team, from within the office to the other departments and beyond.
As the year comes to a close, we reflect on the wins, the challenges, the lessons learned, and the work left to be done – but most of all, on this tremendous community we are privileged to serve. If the activity now is any indication, 2025 is shaping up to be a year of more investment, more construction, and more progress. We are working hard every day to make sure that Williston is where you want to land.
Williston Voters Approve $35 Million School Bond
On April 17, 2024, Williston Basin School District #7 voters passed a $35 million bond referendum with 65.9% support. The funding will build a new elementary school in Williston Square, addressing overcrowding and returning fifth-grade students to elementary schools. With an additional $20 million from the district’s building fund, the $55 million project is expected to open by 2026, accommodating the district’s growing enrollment.
The Tragic Case of Breeanna Ward
In February 2024, 27-year-old Breeanna Ward of Williston, North Dakota, was reported missing after being last seen on Feb. 25. Her family raised concerns about her safety, citing unusual activity on her Facebook account during her disappearance. On May 12, 2024, her body was discovered in an outbuilding in Williston. The Williston Police Department determined the cause of death to be an accidental overdose of methamphetamine and fentanyl, bringing a tragic end to the search for Ward. Olympic Champion Katie Ledecky Visits Williston
On Aug. 31, 2024, Olympic swimming legend Katie Ledecky visited Williston for a book signing at the James Memorial Arts Center. Hosted by Books on Broadway, the event celebrated her memoir, “Just Add Water: My Swimming Life.”
Ledecky, whose grandmother resides in Williston, shared her affection for the town, calling it “another home.” Fans turned out in droves to meet the world’s most decorated female swimmer, making the event a highlight for the community.
Devastating Wildfires Across Western North Dakota
In October 2024, severe wildfires ravaged western North Dakota, fueled by
drought, high winds and unseasonably warm temperatures. Thousands of acres burned across multiple counties, prompting evacuations, destroying homes and livestock and causing several fatalities.
The state's Adjutant General called it “one of the worst combined fire situations in North Dakota history.” Emergency services, including the National Guard and out-of-state firefighters, battled the flames, while shelters and donations supported displaced residents.
The disaster highlighted challenges in wildfire preparedness, the impact of extreme weather, and the need for stronger mitigation efforts as North Dakota begins recovery and reflection.
In December 2024, Williston Police Chief David Peterson was placed on administrative leave amid an investigation into internal grievances within the department. The grievances reportedly include allegations of mismanagement, poor communication and a hostile work environment under Peterson's leadership.
The investigation has sparked broader conversations about leadership, morale and accountability in the Williston Police Department. City officials, including Mayor Howard Klug, have emphasized the importance of transparency and due process, noting that the outcome of the investigation will shape the department's future.
As the inquiry continues, interim leadership has been appointed to ensure day-today operations remain unaffected. The situation highlights growing concerns over the department’s internal culture and the need for systemic improvements in local law enforcement.
In November 2022, 40-year-old Casey Heller, a Williston resident and owner of Heller Casing, faced charges of attempted murder after a shocking act of violence. Heller slashed a 15-year-old boy’s throat and injured the boy’s father during a ride home from a bar. Despite the gravity of the accusations, the case concluded two years later with a controversial plea deal.
By November 2024, the charges were reduced to misdemeanor reckless endangerment. Heller avoided jail time, receiving probation and a mere $575 fine. This outcome followed revelations of a conflict of interest involving a prosecutor's office employee who had close ties to the victims—a disclosure that raised serious questions about fairness and undermined the integrity of the prosecution’s case.
This and other cases have sparked heated debates within the Williston community, casting a spotlight on the perceived inequities in how justice is served. For some, they reflect a troubling pattern of leniency for those in positions of privilege, further eroding trust in the local legal process.
Leadership Change in Williston Schools
Dr. Richard Faidley, Superintendent of Williston Basin School District #7 since 2022, has announced his resignation effective at the end of the 2024-2025 school year. His tenure was marked by significant challenges, including a discrimination lawsuit from former Assistant Superintendent Dr. Victoria Arneson, alleging a hostile work environment and gender-based discrimination. Faidley was placed on a personal improvement plan following his evaluation. His departure signals a much-needed leadership change for a district navigating a tumultuous period.
Ethel Kennedy (95): Apr. 11, 1928 – Jan.18, 2024
Alice Munro (92): July 10, 1931 – Feb. 2, 2024
Tony Todd (69): Dec. 4, 1954 – Feb.8, 2024
Glynis Johns (100): Oct.5, 1923 – Feb. 15, 2024
Chita Rivera (91): Jan.23, 1933 – Mar. 22, 2024
Eric Carmen (74): Aug. 11, 1949 – Mar. 25, 2024
N. Scott Momaday (90): Feb. 27, 1934 – Apr. 9, 2024
David Soul (80): Aug. 28, 1943 – May 10, 2024
Rickey Henderson (65): Dec. 25, 1958 – May 18, 2024
Phil Donahue (88): Dec.21, 1935 – May 22, 2024
Richard Lewis (76): June 29, 1947 – June 15, 2024
Maggie Smith (89): Dec. 28, 1934 – June 30, 2024
Tito Jackson (70): Oct. 15, 1953 – July 6, 2024
Dickey Betts (80): Dec. 12, 1943 – July 14, 2024
Bob Newhart (94): Sept.5, 1929 – Aug. 12, 2024
O.J. Simpson (77): July 9, 1947 – Aug. 21, 2024
Toby Keith (63): July 8, 1961 – Sep.5, 2024
Nikki Giovanni (81): June 7, 1943 – Sept. 12, 2024
David Sanborn (79): July 30, 1945 – Sept.28, 2024
Joe Lieberman (82): Feb.24, 1942 – Oct. 3, 2024
Willie Mays (93): May 6, 1931 – Oct. 8, 2024
Liam Payne (31): Aug. 29, 1993 – Oct. 20, 2024
Shannen Doherty (53): April 12, 1971 – Nov. 4, 2024
Quincy Jones (91): Mar. 14, 1933 – Nov. 27, 2024
Donald Sutherland (89): July 17, 1935 – Dec. 11, 2024
JESSICA DELVO HARMONIC CREATIVE WORLD, BOARD PRESIDENT
As the clock strikes midnight on Dec. 31, people around the world usher in a new year with celebrations, reflections and hopeful intentions for what lies ahead. Whether you’re someone who loves setting ambitious resolutions or you’re leaning toward the simplicity of a "Word of the Year," there’s a tradition for everyone. Let’s dive into the many ways people welcome the New Year in a way that’s fun, inspiring, and easy to embrace.
The Classic Approach
Resolutions have long been a staple of New Year’s traditions. From hitting the gym to learning a new skill, resolutions give us a sense of purpose as we step into the next chapter. Some popular resolutions include health goals such as eating better, exercising regularly or practicing mindfulness. Others reach for professional growth by taking a course, networking more or finally chasing that dream of becoming your own boss. And yet others strive for personal development by reading more books, learning a new language or journaling.
While resolutions can be motivating, they often come with a hint of pressure. The key to success? Set realistic goals, track your progress, and remember that small steps lead to big changes.
For those who find resolutions overwhelming, choosing a Word of the Year might be the perfect alternative. This single word serves as your guiding light for the year, offering focus and intention without
New Year’s Traditions from Around the World
Different cultures bring in the New Year with unique and meaningful rituals. In Spain, they eat 12 grapes at midnight—one for each chime of the clock—to symbolize good luck for the months ahead. Those in Denmark break old plates on friends’ doorsteps to bring them good fortune. Brazilians wear white and jump over seven waves to attract blessings from the sea. And in Japan they ring temple bells 108 times to cleanse away sins and usher in purity.
These traditions remind us that celebrating the New Year is about more than just setting goals; it’s about embracing hope, joy and connection.
Making Your New Year Bright
the rigidity of a checklist. Some examples include: “growth” - encouraging personal or professional development, “balance” - finding harmony in work, life and self-care and “courage” - taking bold steps outside your comfort zone.
Your word can evolve with you, shaping how you approach decisions and challenges. It’s like having a personal mantra to keep you grounded and inspired.
No matter how you choose to celebrate or what tradition you embrace, the New Year is a blank canvas—a chance to dream big, start fresh and live with intention. Whether you’re jotting down resolutions, meditating on your Word of the Year or starting a quirky new tradition of your own, the most important thing is to approach it with an open heart and a playful spirit. Here’s to a year filled with possibility, positivity and a sprinkle of fun. Cheers to you and the adventures ahead!
Steve Slocum with the Military Affairs Committee receives a $10,000.00 donation, given by Dale and Eileen Livdahl for the Patriot Gate project at Hillside Cemetery in memory of Warren J. Livdahl.
Signal 3rd Class, Warren Livdahl was Killed in Action during WWII while on the ship Esso Gettysburg, which was torpedoed on June 10, 1943 by the U-66, about 100 miles east of Savannah, Georgia.
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320 1st Ave. E. | Williston, ND 58801 Monday - Friday | 9:00 AM - 1:00 PM
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