MMAC.ORG/BLUEPRINT.HTML
NEXT GENERATION REGION
2017 2019
MMAC's Public Policy Agenda
THE BLUEPRINT FOR ECONOMIC PROSPERITY
PAGE
08
Talented Workforce
PAGE
14
Thriving Economy
PAGE
20
Distinct Place
PAGE
24
Diversity & Inclusion
Our mission is to improve metro Milwaukee as a place to invest capital, grow business and create jobs. For more than 150 years, the Metropolitan Milwaukee Association of Commerce (MMAC) has been serving area businesses as a private, notfor-profit organization. Today we represent approximately 1,800 member businesses with 300,000 employees in Milwaukee, Waukesha, Washington and Ozaukee counties and beyond. Who We Are MMAC members are transforming the Milwaukee Region's business community. United around the goal of ensuring long-term prosperity for both the community and its individual businesses, our engaged leaders take action and get results. Who We Serve Our 1,800 members are representative of the region's diverse industry mix, including manufacturing, service, wholesale and transportation. Mirroring the region's business breakdown, more than 80% of our members are small businesses, employing 1 to 100 employees, while nearly all the region's Fortune 500 and Forbes 1000 are also MMAC members.
2 |
MMAC's Blueprint for Economic Prosperity
From the President
Building a better metro:
ENHANCING MILWAUKEE’S BEST ASSETS & REDUCING ITS BIGGEST LIABILITIES
T
his document outlines the strategies and actions MMAC is engaging in to enhance the Region's assets and reduce its liabilities. Our Blueprint for Economic Prosperity has four core objectives: to deliver a talented workforce; support a thriving economy; develop a distinctive place to live; and support the success of our diverse population. These Blueprint goals are updated on a biannual basis, and our program of work is under regular review by the MMAC Board of Directors. View online at www.mmac.org/blueprint.html. The end game is to move the needle on the measures we use to mark metro Milwaukee’s progress. Measures like the growth in our gross regional product, an increase in the educational attainment of our adult population, and positive net migration into the region. Ultimately, our vision is to help create a globally competitive region, home to highvalue jobs, that support a vibrant quality of life for all. In late 2017, MMAC surveyed its board and members. Your vital feedback is reflected in this 2017-2019 agenda. MMAC is committed to taking action on this agenda and getting results. We are starting with plenty of momentum: a 30-year high in downtown development; the largest foreign direct investment in U.S. history; a bustling downtown landscape; and a region rippling with jobs. We are also facing a period of significant urgency. Meanwhile, a strained workforce, a big gap in educational outcomes for low-income students, and racial disparity are holding the region back. While 2017 marked the Association’s 156th anniversary, the most important work is in front of us. Thank you for your continued investment, and please encourage your peers to join us in the effort to keep the momentum going.
"The end game is to move the needle on the measures we use to mark metro Milwaukee’s progress." Tim Sheehy President Metropolitan Milwaukee Association of Commerce
mmac.org/blueprint.hmtl |
3
Milwaukee leaders discuss the region's next generation
At its 156th All Member Meeting in October 2017, MMAC President Tim Sheehy led a panel discussion to explore the region’s best assets and biggest liabilities as identified by the MMAC’s board of directors and member businesses. Following are excerpts from that conversation.
CAT H Y J ACO B S O N
CO RY NETTLES
JOEL Q U A D RACC I
AUSTIN RA M I R E Z
RICHARD YA U
President/CEO Froedtert Health
Founder/Managing Dir. Generation Growth Capital
Chairman/President/CEO Quad/Graphics
President/CEO HUSCO International
Co-founder/CEO Bright Cellars
How is talent both an asset and a liability for our region?
From our perspective, higher education is a real asset. However, we cannot keep up with hiring folks. We are facing a wave of retirement that is absolutely frightening in our workforce right now and the numbers just don't add up. So, for us, talent is a huge issue and actually is slowing down our ability to grow. Cathy:
4 |
MMAC's Blueprint for Economic Prosperity
Milwaukee is the best place in the world to hire mechanically inclined engineers. But, when it comes to hiring folks that can work in my factories and can build and maintain this expensive equipment we need to produce our products, it's tough. Austin:
What does Milwaukee have to offer a startup?
One of the big reasons we moved to Milwaukee [from Boston], beyond the funding we received, was that we made our next three hires here. We think that these are members of our team that would have otherwise moved to Chicago or Silicon Valley because these opportunities aren't usually available here. We need to figure out how to keep smart talent. Richard:
Racial disparity came up as one of the community’s toughest challenges. Why is it important and what can we do about it?
I have 200 positions open right now. The problem is that I have several million-plus square-foot plants. They can't all be located in Milwaukee so they're west and north and south. We can't get people who need jobs to where they need to go. We haven't had an integrated approach to really fixing this problem. To me, this problem should be as important as building a new arena or redoing a highway. Joel:
Also, if I can't bring people in, I can't create diversity of thought within my organization. That’s very important when business is relying on innovation. You need many different perspectives of how you're going to solve a problem. It is not possible to be a healthy, thriving, growing region with these kinds of racial disparities. With a population that's flat to declining we can't afford to leave a large percentage of our talent on the sidelines. We absolutely must figure that out. Beyond the moral imperative, we have a real economic imperative associated with this. We’ve got to get beyond the polite conversation and figure out how to have a real conversation about these major racial disparities. Cory:
If you look at the data, Milwaukee is on the worst list in the country for everything having to do with AfricanAmericans, from unemployment to education to poverty. Those of us who were born and raised here and who live here don't think of this as the worst place to be in the world, in the country, on any list, so we've got to figure this out. Millennials particularly want to live in an inclusive urban area and they don't want to live in a place that Cathy:
is labeled the worst segregated community in the country. I think if we treated this issue like a business imperative we would focus more on it than we are right now.
What can we do about lack of political cooperation?
My first message would be salvation is not coming from Washington. We need to demand innovative, efficient, and effective government right here at home. I think we need to pay a lot more attention to how local and state government works and demand the same level of efficiency from our elected officials that we have to deliver as business people. Austin:
To move forward as a next generation region, Metro Milwaukee should. . .
From the startup perspective I hear a lot of people say they’re waiting for that one example, that one company we can point to say this was our Facebook. But in order to make capital available for new businesses, for high-risk startups, we can't wait.
MMAC membership survey results on perceptions of the Milwaukee Region: BEST ASSETS • Quality of life determined by access, affordability, water, culture, arts and parks • People: their work ethic, values and skills • Education: our universities and tech colleges • The economy defined by flagship employers and a broad industry mix • Our business climate under improved public policies, moderating taxes and fiscal stability
Richard:
We need to be proud of the assets we've got. We take that Midwest pride too seriously, we should wave the flag. Austin:
I'd say coordination. As we think about Foxconn, we have to look at how government officials coordinate together across county lines, how we coordinate efforts on the inner city much better and really look at the investments we have to make from a public service standpoint. Joel:
We should become Indianapolis Cory: and Pittsburgh. We need to be a net gainer when it comes to talent.
BIGGEST LIABILITIES • Racial disparity including segregation, lack of diversity and poverty • Educational attainment measured by low graduation and proficiency rates • The workforce: brain drain, skills gap and declining numbers • Government’s lack of collaboration and leadership • Low number of startups, venture funding and entrepreneurship
mmac.org/blueprint.hmtl |
5
Talented Workforce Goal:
Develop skilled & adaptive Life-long learners
6 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
Percentage of Adults with an Associate's Degree or Higher
56% 51% One of the leading talent indicators for any region is the percentage of adults with an associate’s degree or higher. At 44%, the region is currently at the median of 20 peer metros.
44%
SAN JOSE
MINNEAPOLIS
MILWAUKEE
SAN ANTONIO
36%
CLEVELAND
39%
S
outheast Wisconsin is facing a crisis of numbers. While our economy continues to grow at a healthy pace, our talent pool is stagnating. The Milwaukee metro area is projected to see the gap between available jobs and available workforce increase to 100,000 by 2023. We face the dual challenge of attracting and retaining talented young people and ensuring all our students achieve to their highest potential. It is an issue that requires interventions all along the continuum – from K-12 education, to career exploration and community engagement. Talent must be nurtured from the youngest age; students should have access to the best educational options; businesses and educational institutions must work in concert to develop skills for success; and opportunities must be available to all people throughout our community. MMAC has a robust agenda when it comes to all aspects of talent development because nothing is more important to our economic growth than people.
"COSBE business tours introduce students to companies and jobs they never knew existed. It’s a great opportunity to connect classroom skills to different careers and life experiences."
EDUCATION TO WORKFORCE CONTINUUM Dr. Darienne Driver Superintendent Milwaukee Public SChools Career Awareness Awareness
Career Exploration Exploration
Career Preparation Preparation
Onboarding
Onboarding
Full Full Productivity Productivity
Retention
retention
mmac.org/blueprint.hmtl |
7
k-12 Education
Objective: Ensure a high-quality education system that closes the achievement gap for low-income students and students of color.
2015-2017 results R
8 |
Created an interactive map of school quality for all schools in Milwaukee County with publicly funded students. This online report card allows parents and school leaders to evaluate effectiveness of individual schools. More info at mmac.org/k-12education.html.
R
Increased per pupil funding for students in all sectors – MPS District, Choice, Charter – so highperforming schools have the resources they need to expand.
R
Secured state funding for Teach for America to place additional talent resources in schools ($500,000 per year).
R
Secured state funding for College Possible, helping more low-income students gain admission to and succeed in college.
R
Secured $1 million in state funding to expand the Wisconsin Reading Corps, which provides one-onone literacy tutoring to low income students.
R
Expanded the number of independent charter school authorizers to help ensure future expansion of quality schools.
R
Secured summer school funding for independent charter schools so students can benefit from additional classroom time.
R
Expanded pathways to teacher and administrator licensure for out of state individuals and professionals with specialized technical skills in high-demand subject areas.
R
Secured state funding for high-tech fabrication labs, which provide hands-on experience in areas such as design, engineering, and complex problem-solving.
MMAC's Blueprint for Economic Prosperity
1
2
1. Carmen Schools of Science and Technology 2. St. Augustine Preparatory Academy 3. St. Marcus Lutheran School 4. Milwaukee Public Schools (MPS)
Interactive Milwaukee County school website mkeschoolmap.org allows parents, educators and legislators to understand what’s working well in K-12 education and where improvements are desperately needed.
4
2017-2019 Agenda • Ensure equity in per pupil funding across school sectors — Public, Choice and Charter — to create greater financial parity across systems.
Per-pupil funding per year Charter Choice K-8 Choice 9-12 MPS
(2015-16) $8,087 $7,222 $7,868 $12,134
• Continue phase out of the Milwaukee Choice “funding flaw,” so that the state funds 100% of the per pupil cost of the Milwaukee Parental Choice Program. • Expand the capacity at high-performing schools in Milwaukee so more students have access to high-quality educational opportunities. • Tie school funding to academic performance so resources can be directed to successful schools. • Ensure fair disbursement of independent charter funding by charter authorizers. Currently, per pupil amounts of funding vary by school.
3
• Fully fund K4 education for low income students to expand access to early childhood education in the City of Milwaukee.
mmac.org/blueprint.html | mmac.org/blueprint.hmtl
9
Workforce Development Objective: Grow the region’s talent base and connect with the needs of our leading industry clusters to ensure a continued increase in high-value jobs.
2017-2019 agenda • Expand COSBE’s Be the Spark business education tours to reach approximately 3,000 seventh grade students in 100 classrooms.
The Inspire Southeast Wisconsin website has helped 68,000+ M7 region students gain access to local employer profiles, career coaches, and career experiences such as job shadows or internships.
2015-2017 results R Responding to the challenge presented by Foxconn’s need for 13,000 employees by convening a working group of 120 stakeholders across SE Wisconsin.
R Secured EDA grant for expanding efforts in the attraction and retention of IT talent as well as supply chain.
R Expanded COSBE’s Be the Spark Business Education tour program to connect classroom learning to real-life jobs. Nearly 60 member businesses provided tours to 2,100 seventh graders in the 2016-17 school year. Milwaukee 7 Talent Partnership R Conceived and launched the GROW HERE Campaign, an effort to develop and retain young people in Southeast Wisconsin by dramatically expanding opportunities for career-based learning. - Expanded the number of school districts using Inspire Southeast Wisconsin from 4 to 28. This online portal connects students with businesses, mentors and coaches in the field. - Thanks to M7 outreach efforts, students, teachers and counselors now can access more than 315 area employers (with 307 career coaches from those companies) and can choose from nearly 1,000 career-based learning experiences that they offer.
10 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
• Support Milwaukee Public Schools in the expansion of their business/school partnership program, encouraging companies and their leaders to serve as role models, mentors and classroom contributors. • Implement consolidation and coordination across University of Wisconsin 2- and 4-year schools to make the system more seamless. MILWAUKEE 7 TALENT PARTNERSHIP • Support M7’s corporate expansion & attraction projects by providing talent data and expertise. • Provide direct assistance to companies by assessing their talent gaps and recommending solutions. • Vet and promote regional resources to assist employers in connecting to work-ready talent. • Convene regional stakeholders to identify and address critical talent needs, share best practices, and seed innovative partnerships. • Manage the M7 region’s GROW HERE Campaign – providing 200,000 career-based learning experiences for students and their influencers by 2020. - Expand access to the Inspire platform to school districts in all seven counties of the Milwaukee Region - Support area schools to effectively implement Academic and Career Planning for all students in grades 6-12 - Engage area employers and professionals to provide online career coaching and a wide variety of career-based learning experiences to students
MILLENNIALS According to the U.S. Bureau of Labor Statistics, by 2030 Millennials will make up 75% of the workforce.
Talent Attraction & Retention (through the MMAC affiliate, FUEL Milwaukee)
Objective: Reverse the trend of negative net migration by attracting talent from outside the region and retaining talent within the region.
2015-2017 results R
Increased professional development activity among local talent under 40 years old. - Held annual week-long Professional Development Bootcamp for 1,000+ participants - 300+ professionals who manage or recruit talent attended bi-monthly talent attraction and retention workshops
R
Increased young professional (YP) engagement with Milwaukee’s cultural and entertainment amenities through events and focus groups. - Held bi-monthly events, patronizing local arts and culture amenities - Partnered with other local YP organizations to host “Milwaukee Blueprints: Creating a YP Agenda” — a civic engagement discussion that allowed 200+ attendees to voice concerns and share their ideas with elected officials
R
Formed college and university partnerships to target students who are nearing graduation and seeking employment. - Marketed FUEL events to Marquette University and UW-Milwaukee students - Offered free FUEL membership to full-time students over the age of 21 - Provided free access to FUEL’s online Career Center to full and part-time students - Worked with the Milwaukee Fellows program to secure internship placement for participants — young men from Morehouse College — nearing graduation
2017-2019 agenda • Boost employer-sponsored financial literacy for Millennials and Generation Y, populations seeking workplace support/education for personal money management. • Increase volunteer leadership, board membership and civic engagement for regional YPs, whose retention is deeply tied to service and community connection. • Create more deliberate professional and social interaction among young professionals from different backgrounds and cultures, helping to increase the sense of community and inclusion so important to YPs.
mmac.org/blueprint.hmtl |
11
Thriving Economy Goal:
Foster a climate that promotes business growth
12 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
$120K At $57,000 per capita, our gross regional product is slightly above the median for our peer group of metros. Continuing to grow and attract family-sustaining jobs is critical to our prosperity.
Gross Regional Product Per Capita
SAN JOSE
$57K
MILWAUKEE
CLEVELAND
$50K ST. LOUIS
SAN ANTONIO
$45K
$56K
10
TH
43RD 2009
2017
Best state for business
O
-Chief Executive magazine
ur approach to a thriving economy is twofold: Advocate for public policy that improves the region’s business climate and aggressively market the region to those investing capital and creating jobs. We are competing every day with regions around the country, and the world, for ideas and talent. Together with the Milwaukee 7 Regional Economic Development Partnership, MMAC builds capacity for growth. This past year, that work paid off – big. We added 31 corporate attraction and expansion projects to the region, most notably Haribo from Germany, and Foxconn, the massive producer of technology products, from Taiwan. These developments will have wide-ranging ripple effects. We are working closely with education and community partners, and legislators and government officials, to ensure we manage this rapid growth and leverage its immense opportunities. At the same time, we continue to organically grow our exporters and entrepreneurs.
“We chose Wisconsin as the center of our U.S. investment plans for many reasons, but high on the list was the talented and committed Wisconsin workforce.”
Terry Gou Chairman FOXCONN
mmac.org/blueprint.html mmac.org/blueprint.hmtl mmac.org | | 1313
economic development Objective: Grow, expand and attract corporate businesses, investment and jobs, nationally and internationally, and focus on the region’s cluster industries.
2015-2017 Results CORPORATE EXPANSION AND AT TRACTION
R Led regional business outreach program to companies in key cluster industries and marketed the region for investment, both nationally and internationally. Surpassed goal of attracting and retaining 7,700 jobs for the third Milwaukee 7 campaign (2015-2020).
R R
Foxconn Chairman Terry Gou and Governor Walker formally announced a massive foreign direct investment project in July 2017.
Met funding goal of $10 million for the third Milwaukee 7 campaign. MMAC’s Regional Center for EB-5 Capital Investment attracted foreign direct capital into the M7 Region for catalytic projects. From 2015-2017, in cooperation with its project developers, the Regional Center sponsored seven projects, attracting more than $63 million in EB-5 capital and leveraging an additional $117 million.
PERFORMANCE MEASURES
2015-to-date
(December 1, 2017)
Project Wins
Pledged Jobs*
31
5,334
Average Wage**
Payroll (est.)
Capital Investment Pledged
$60,403 $322M $595M
* Results based on company projections at time of M7 engagement ** Average regional wage $46,328
Foxconn
(Projected by 2020)
14 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
Pledged Jobs*
Average Wage**
Payroll (est.)
13,000 $53,876 $700M
Capital Investment Pledged
$10B
2017-2019 Agenda
ENTREPRENEURSHIP
R
Launched the Milwaukee 7 “Marshalling our Resources” group to address mentorship, network coordination and access to funding for regional startups.
R
Together with Wisconsin Economic Development Corp. (WEDC) and the Milwaukee Economic Development Corp., launched a $1 million Venture Capital Evergreen Fund. So far, five companies have been selected for financing.
R
R
Provided $1.7 million in financing for new and micro business loans to minority and women-owned companies through the Wisconsin Women’s Business Initiative Corp. and KIVA, an online lending platform connecting entrepreneurs to lenders across the globe.
ADVANCE LEADING INDUSTRY CLUSTERS
R
Supported the region’s industry cluster networks, including FaB Wisconsin (food & beverage); the Water Council (water technology); and M-WERC (Energy, automation and controls) to grow these industries. Through FaB Wisconsin: - Developed an industry-specific talent attraction & retention plan - Launched the second FaBcap accelerator program for food & beverage growing entrepreneurs and startups - Selected location for the Future Food Center, a food and beverage center of excellence, in the City of Milwaukee.
GLOBAL BUSINESS ENGAGEMENT
ETHNICALLY- DIVERSE BUSINESSES
Through the JP Morgan Chase Export Development Grant Program, awarded $310,000 in funding to 71 regional companies, resulting in $15.1 million in new export sales.
R The Business Council is dedicated
R
Received an additional $100,000 from WEDC to support M7 export development initiatives.
R
Expanded World Trade Association programming by offering monthly webinars to better engage international business professionals.
to growing ethnically diverse businesses in metro Milwaukee. In 2015-2017, the organization focused on improving the climate for minority-owned businesses and strategic match-making with corporations.
CORPORATE EXPANSION AND ATTRACTION • Attract an additional 3,200 pledged, retained or new jobs. • Expand the MMAC’s Regional Center for EB-5 Capital investment to include four Chicago area counties and one Indiana county. ENTREPRENEURSHIP • Explore and encourage the creation of a venture capital fund for regional technology startups. • Create a pool of mentors that can work with entrepreneurs in programs such as Scale Up, BizStarts and Gener8tor. GLOBAL BUSINESS ENGAGEMENT • Continue to provide funding through the JP Morgan Chase Export Development Grant Program for companies new to export or expanding their export markets. • Make the Milwaukee region a viable shipping hub by restoring service of the intermodal rail ramp at the Port of Milwaukee. • Engage companies with exporting potential through the World Trade Association’s Export Assessment. • Continue participation in Brookings Global Cities Initiative to help the Milwaukee Region develop a global identity based on the region’s unique assets. ADVANCE LEADING INDUSTRY CLUSTERS • Continue to advance regional industry clusters. Through FaB Wisconsin: - Engage with high school students yearround on food career discovery events - Participate in career pathway development with Milwaukee 7 and the Wisconsin Regional Pathways project - Fund and pilot a Food Safety Training Certificate - Secure tenants for the Future Food Center ETHNICALLY- DIVERSE BUSINESSES • Launch another Business Connection Program Module, creating $40 million in local spending with minority suppliers in 2018, increasing by at least 10% in 2019.
mmac.org/blueprint.hmtl |
15
In November 2017, COSBE led a delegation of metro Milwaukee small business leaders to Capitol Hill in Washington D.C., lobbying Congress for tax reform. (l to r): Wayne Staats, Granville Business Solutions; Keith Smith, Vonco Products; James Phelps, JCP Construction; Mark Charlton, Tech Financial Services; Stephanie Hall, COSBE; Dan Meyer, BizTimes Media
16 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
Competitive Business Climate Objective: Advocate for public policies that support regional business growth.
2015-2017 Results
2017-2019 agenda
R Passed Right to Work, which stipulates that
• Continue to align the state tax code with economic growth priorities.
workers cannot be forced to join labor unions, or pay union dues, to keep a job.
R Increased State funding for Early Stage Seed Tax Credits, from $22 million to $32 million annually.
R Eliminated the Alternative Minimum Tax (AMT), a $7 million annual tax cut.
R Exempted machinery, tools and patterns for the Personal Property Tax – a $74 million annual tax cut.
R Eliminated the state forestry property tax – a $181 million annual tax cut.
• Eliminate state personal property tax (about $200 million in businessrelated items). • Reduce the regulatory burden on Wisconsin companies. • Reform Wisconsin’s Workers Compensation to make compliance simple, fair and cost effective for employers and health providers. • Pass federal tax reform to create a U.S. tax system that is simpler, fairer, and rewards business and job growth.
R Passed REINS (Regulations from the Executive in Need of Scrutiny) Act, requiring legislative approval for any state regulation with a fiscal impact on business of more than $10 million.
R Fully implemented the Manufacturing Activities Tax Credit (essentially eliminating state tax liability for manufacturers).
R Passed $3 billion incentive package to encourage job creation and capital investment by Foxconn.
R Supported restoration of Wisconsin Economic Development Corporation's (WEDC) authority to make economic development loans.
Governor Walker announced the decision by Haribo to locate its first U.S. manufacturing facility in the in Pleasant Prairie.
mmac.org/blueprint.hmtl |
17
Distinct Place Goal:
Enhance & Leverage assets that make our region unique
18 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
From 2010-2016, 25,000 more people moved out of the Milwaukee area than moved in. This loss is dragging down our growth compared to our peers. Attracting and retaining talent is necessary to power the region’s economy.
One way to measure livability is net migration, or how many people are moving into a region vs. out of a region. +11,000 (2010-2016) Minneapolis
+47,000 56% San Jose
51%
-800
BUFFALO
MILWAUKEE
CLEVELAND
San Antonio
INDIANAPOLIS
Cleveland
PITTSBURGH
-34,000 36%
-25,000 39%
“Milwaukee is on the precipice of redefining itself and becoming a hotbed where people want to start their careers. The sense of community here overwhelms you."
C
ompanies and talent locate to places that have the right mix of what they need and want. The Milwaukee Region boasts miles of pristine shoreline, a vibrant downtown, revived neighborhoods and more than $15 billion in recent investment. And those investments matter. Having a costeffective infrastructure and efficient transport of goods and people is more than a convenience – it’s a critical advantage. Having a thriving arts scene, world-class cultural amenities and major league sports not only creates an exciting and rewarding lifestyle — it attracts and retains talent. And investing in disadvantaged neighborhoods ensures that the region remains strong into the future. All of these initiatives serve the common goal of protecting and enhancing the place we call home.
Peter Feigin President Milwaukee Bucks
mmac.org/blueprint.html mmac.org/blueprint.hmtl || 19 19
Infrastructure & physical assets Objective: Improve our infrastructure to support accessibility and stability.
2015-2017 Results R R
Finalized funding for the new downtown arena. Secured funding for two new locomotives for the Amtrak Hiawatha train to and from Chicago.
R
Secured funding for completion of the core Zoo Interchange reconstruction and the completion of the I-94 North-South reconstruction.
R
Repealed Prevailing Wage requirements on all state construction projects, reducing costs and enabling more projects to be funded and completed.
R R
Maintained state funding for Milwaukee County Transit System. Gained approval for the diversion of Great Lakes water to Waukesha.
2017-2019 agenda • Find a sustainable local funding source to support regional cultural assets. • Expand and improve I-94 East-West between the Zoo and Marquette interchanges.
Average commute time of 22 minutes 3rd lowest for Large metros
20 |
MMAC's MMAC'sBlueprint Blueprint for for Economic Economic Prosperity Prosperity
• Create a sufficient, sustainable, revenue source for state transportation projects. • Expand frequency and reduce travel times for Amtrak Hiawatha line to and from Chicago. • Receive federal INFRA Grant funds to move up I-94 NorthSouth completion date from 2032 to 2020. • Maintain reliability and increase cost competitiveness of our regional power infrastructure.
Catalytic real estate development (through the MMAC affiliate, Milwaukee Development Corp.)
Objective: Enhance the viability and livability of Milwaukee.
2015-2017 Results
2017-2019 agenda
R
• Continue work on re-purposing the Grand Avenue Mall.
Provided $1.1 million in match financing with the Near West Side Partners to purchase 17 parcels and secure the neighborhood surrounding 27th and Wisconsin Avenue for development.
R
Invested $2.3 million to help re-purpose the Grand Avenue Mall.
R
Purchased an apartment building on the City’s near west side as part of a larger effort to stabilize the neighborhood.
R
Supported refurbishing 75 homes in the Sherman Park neighborhood through a $300,000 revolving loan to community organizer, Common Ground.
R
Provided seed funding for two Bublr bike stations to spur diversification of transportation options. The program now includes 75 stations with 27 more planned for next year.
R
Provided $1.3 million for financing key properties as part of the Bucks Arena development.
• Develop the community-based real estate purchase along the West Wisconsin Avenue Corridor and near West Side. • Pursue additional catalytic real estate opportunities in areas of need together with partners. • Support business-building opportunities for disadvantaged and underserved communities. • Provide access to funding for specific M7 economic development opportunities.
The Milwaukee Development Corp. supports redeveloping the Grand Avenue Mall into mixed use office, residential, medical and retail space.
mmac.org/blueprint.hmtl |
21
Diversity & Inclusion Goal:
Support Greater Success of Diverse Populations in the Region
22 |
MMAC'sBlueprint Blueprint Economic Prosperity MMAC's for for Economic Prosperity
M
etro Milwaukee, like many major urban areas around the country, faces a formidable challenge when it comes to the diversity and inclusion of its workforce. African Americans make up 16.4% of the metro's population, but are severely under represented in our four-year college graduates, positions in management and business ownership. Milwaukee sits at the very bottom of several undesirable rankings, including most segregated city in the nation. The need for talent has never been greater and yet thousands of people of color are sidelined from full participation in this growing economy. Many of the objectives mentioned previously in this report — specifically in education and workforce development — are aimed at The unemployment improving those numbers. But there is also a rate among African need to improve the reality of the experience Americans in metro for individuals in the workforce. As a business Milwaukee averaged 7.8% in community, we need to navigate the transition 2016, while from having a diversity program to becoming a the unemployment rate culture of inclusion. Always a moral imperative, for non-Hispanic whites this goal is also a business imperative and averaged 2.2% organizational priority for the MMAC.
Equality
vs.
Equity
EQUITY involves trying to give people what they need to enjoy full, healthy lives. EQUALITY, in contrast, aims to ensure that everyone gets the same things in order to enjoy full, healthy lives. Like equity, equality aims to promote fairness and justice, but it can only work if everyone starts from the same place.
"“It is not possible to be a healthy, thriving, growing region with the kind of racial disparity we are experiencing… we can’t afford to leave talent on the sidelines.”
2017-2019 agenda • Convene a group of board members and thought leaders to explore actions that can be tied to metrics. • Sponsor conversations around inclusivity with diverse participants. • Host multi-cultural networking events in conjunction with metro minority chambers.
Cory Nettles Founder & Managing Director Generation Growth Capital
• Continue support of Milwaukee Women inc – an organization dedicated the advancement of women in leadership and board positions.
mmac.org/blueprint.hmtl |
23
MMAC Board of Directors
MMAC Chair 2015-2018
Todd Teske Chairman/President/CEO Briggs & Stratton Corp.
Kurt Bechthold Chairman/CEO Payne & Dolan
Jon Hammes Founder Hammes Company
Richard Meeusen Chairman/CEO Badger Meter
Scott Beightol Partner Michael Best & Friedrich
Robert Hillis Founder/CEO Direct Supply
John Mellowes CEO Charter Manufacturing Co.
Jeff Bradford Office Managing Partner Grant Thornton
Kathy Hust President Scanalytics
William Mielke CEO Ruekert & Mielke
Carl Brown President Red Brown KlĂŠ Marketing Comm
Mary Isbister President GenMet
Justin Mortara Former CEO Mortara Instrument
Catherine Jacobson President/CEO Froedtert Health
Cory Nettles Founder/Managing Director Generation Growth Capital
Jerome Janzer Chairman/President/CEO Reinhart Boerner Van Deuren
Ugo Nwagbaraocha President Diamond Discs International
Gale Klappa Chairman/CEO WEC Energy Group
Ulice Payne Jr. President Addison-Clifton
Jim Kornfeld President/CEO PAX Holdings
James Popp President/CEO Johnson Financial Group
David Lubar President/CEO Lubar & Co.
Mary Ellen Powers Executive Vice President MMAC
Anthony Mallinger President/CEO Metal-Era
Jonas Prising Chairman/CEO ManpowerGroup
Greg Marcus President/CEO Marcus Corp.
Paul Purcell Chairman Robert W. Baird & Co.
Derrick Martin President M.B. Investments, Inc./Lena Foods
Joel Quadracci Chairman/President/CEO Quad/Graphics
Dan Cahalane President American Roller, Plasma Coatings & ARC Engineered Products MMAC Chair 2013-2015
Ted Kellner Chairman & CEO T&M Partners
Tina Chang CEO SysLogic Jeff Clark President/CEO Waukesha Metal Products Carla Cross President/CEO Cross Management Services
Timothy Sheehy President MMAC
Todd Adams President/CEO Rexnord
Chad Cundiff President Astronautics Corp. of America Jack Enea Office Managing Partner Husch Blackwell Giacomo Fallucca President/CEO Palermo Villa
Michael Aldana Partner Quarles & Brady
Justin Frank President/CEO Frank Liquor Co.
Kevin Anderson Milwaukee Regional President Old National Bank
David Gay Managing Partner Ernst & Young
Alan Antoniewicz COO/President Spancrete Group
Christopher Goller Regional President PNC Bank
Robert Arzbaecher Board Member Fiduciary Management
Kelly Grebe Chief Legal & Corporate Services Officer MillerCoors
Joe Bartolotta President/Owner Bartolotta Restaurants David Baumgarten President/CEO Bank Mutual
24 |
Brian Grossman Managing Director/Region Manager Chase
MMAC's Blueprint for Economic Prosperity
Marsha Mather Owner/President Laacke & Joys Scott Mayer Chairman/CEO QPS Employment Group Peter McCormick VP Crane Solutions Group Columbus McKinnon John McDermott Senior VP/Global Sales & Marketing Rockwell Automation Daniel McKeithan Jr. Chairman/CEO Tamarack Petroleum Co.
Ajita Rajendra Chairman/CEO A.O. Smith Corp. Austin Ramirez President/CEO HUSCO International
Bernie Sherry CEO Ascension Wisconsin Corporate Office Patrick Sinks President/CEO MGIC John Splude President JWS Classics Tim Sullivan CEO REV Group Paul Sweeney Principal PS Capital Partners Jeffrey Ticknor Senior Vice President BMO Harris Bank Peggy Troy President/CEO Children's Hospital of Wisconsin Nick Turkal (MD) President/CEO Aurora Health Care John Utz Executive Vice President Associated Bank Rob Valcq Senior Vice President/ Regional Vice President Wells Fargo Scott VanderSanden President AT&T Wisconsin Nicholas Wahl President/Managing Partner Godfrey & Kahn David Werner President/CEO Park Bank
Joseph Rock Office Managing Partner KPMG
Gregory Wesley Senior VP, Strategic Alliances & Business Development Medical College of Wisconsin
Mary Scheibel Founder/CEO Trefoil Group
Tom Westrick VP/Chief Quality Officer GE Healthcare
John Schlifske Chairman/CEO Northwestern Mutual
Raymond Wilson Office Managing Partner PricewaterhouseCoopers
Nancy Sennett Partner Foley & Lardner
Scott Wrobbel Managing Partner/Wisconsin Deloitte
Council of Small Business Executives (COSBE) CEOs of Growing Businesses (CGB)
Amanda Baltz President, Spaulding Medical Spaulding Clinical Research
Patti Plough President/CEO of Operations Healics
Chair 2015-2017 Bridget Lazlo - Guardian Business Solutions
Richard Blomquist President Blomquist Benefits
Lori Poull President Lange Bros. Woodwork Co.
FaB Wisconsin
Dale Boehm President Caspian
Ray Booth - Klement's Sausage Co. David Carpenter - Chr. Hansen Giacomo Fallucca - Palermo’s Pizza Andy Gehl - Contract Comestibles
Jeffrey Cardenas President Vizance
Christopher Rebholz Founder/Chairman Christopher Morgan Fulfillment Services
Chair 2018-2020 Keith Coursin - Desert Aire Corp.
Co-Chairs
FUEL Milwaukee Creative Council
Catie Anderson - Johnson Controls LaTroy Brumfield - WE Energies Nathan Imfeld - Foley & Lardner Joe Simonelli - Chase Bank Jocelyn Storer - Rockwell Automation Marcia Taylor - GE Healthcare Melinda Woltring - MGIC Grace Zupancic - Artisan Partners
Milwaukee 7 Economic Development Partnership (M7) Co-Chairs
Tom Barrett - Milwaukee Mayor Ted Kellner - T&M Partners Gale Klappa - WEC Energy Group Paul Farrow - Waukesha County
Milwaukee Development Corp. (MDC) Chair David Baumgarten - Bank Mutual
The Business Council (TBC) Co-Chair 2015-2016 Jenny Alexander - Marquette University
Keith Coursin President Desert Aire Corp. Mark Goldstein Principal Goldstein Law Group Mary Isbister President GenMet Tom Kammerait Shareholder Attorney von Briesen & Roper Michael Malatesta VP & GM, West Region Covanta Environmental Solutions Anthony Mallinger President/CEO Metal-Era David Mitchell President Vector Technologies Aleta Norris Partner Living As A Leader James Phelps President JCP Construction
COSBE Chair 2017-2019
Jeff Clark President/CEO Waukesha Metal Products
Kip Ritchie President Greenfire Management Services Deborah Seeger Senior VP - Co-Founder Patina Solutions Sarit Singhal President/CEO Superior Support Resources
COSBE Chair 2015-2017
Dave Werner President/CEO Park Bank
Mark Sobczak Partner-In-Charge Sikich Wayne Staats Owner Granville Business Center Paul Sweeney Principal PS Capital Partners
Stephanie Hall Executive Director COSBE
Jon Teraoka CEO W.I.S. Logistics Annette Tipton Partner Able Access Transportation Jeff Tredo President Tredo Group Gary Zimmerman President Creative Business Interiors
World Trade Association (WTA) President 2015-2017 Ellen Kosidowski - Rite-Hite Co.
mmac.org/blueprint.hmtl || 25 25 mmac.org/blueprint.html
gain visibility
• Meet prospective clients & customers • Expand business relationships • Increase marketing exposure & sales • Generate new leads • Market my products/services to other members • Establish credibility
MMAC
Improve the business climate • Improve the region's business climate • Build the talent pipeline • Position your business as a market leader • Help develop a pro-business public policy agenda • Gain access to influencers • Build relationships with policy decision-makers
Membership keeps your business goals on target The MMAC Blueprint for Economic Prosperity provides an overall agenda for action. We strive to deliver value by increasing the economic vitality of the metro Milwaukee business community and addressing major issues facing local companies. We invite you to take advantage of the many ways you can BENEFIT FROM YOUR MEMBERSHIP:
Grow & Expand • Access experts & best practices • Attract quality employees • Take advantage of group savings • Build a stronger & more resilient business • Tap into networks of peer professionals
Invest in the community
• Be part of an organization that makes a difference • Support initiatives that improve K-12 educational achievement • Develop solutions to the skills gap and talent shortage for the region • Protect and enhance community assets • Assist in economic development • Give back to the community 26 |
MMAC's for for Economic Prosperity MMAC'sBlueprint Blueprint Economic Prosperity
What your peers are members:
"Proactive, smart, hardworking leadership" "A great place to meet people who are working to improve their businesses." "MMAC is the networking center point of Greater Milwaukee "An essential advocate for the business community."
Join today at
mmac.org/join.html
mmac.org/blueprint.hmtl || 27 27 mmac.org/blueprint.html
Platinum All Member Meeting Sponsors:
Metropolitan Milwaukee Association of Commerce (MMAC) 756 N. Milwaukee St., Suite 400 Milwaukee, Wisconsin 53202 www.mmac.org | 414/287.4100
28 |
MMAC's Blueprint for Economic Prosperity