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PILLARS OF THE GREATER GREEN B AY CHAMBER -
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PUBLISHED BY THE GREATER GREEN BAY CHAMBER FOR CHAMBER MEMBERS
PRESIDENT Laurie Radke WRITERS Niina Baum and Jen Hogeland GRAPHIC DESIGNER Jong Vang GRAPHIC DESIGN INTERN Morgan Huguet Collective Impact is published quarterly by the Greater Green Bay Chamber, 300 N. Broadway, Ste. 3A, Green Bay WI 54303. Collective Impact is supported by advertising revenue from member companies of the Greater Green Bay Chamber. For information about the advertising rates and deadlines, contact sales at 920.593.3418. Collective Impact (USPS 10-206) is published quarterly for $18 a year by the Greater Green Bay Chamber, 300 N. Broadway, Ste. 3A, Green Bay, WI 54303. Periodicals postage paid at Green Bay,WI. POSTMASTER: Send address changes to Collective Impact, 300 N. Broadway, Ste. 3A, Green Bay WI 54303. PH: 920.593.3423. COMMERCIAL LITHOGRAPHY
Contents. SUMMER 2017 | ISSUE 18
04 ADVERTISERS 00 Prevea 360 02 Tundraland 07 SCORE 08 St. Norber t College
Connect with your future workforce
11 New engineering school at uwgb 12
Celebrating notable achievements
18 Old challenges create new opportunities 22 Economic strategic plan
08 ERC 10 Willow Creek 10 Investors Community Bank 15 UnitedHealthcare 19 McMahon 20 Northeast Wisconsin Technical College -
Corporate Training & Economic Development 25 von Briesen 26 YMC A 27 Prevea LeadWell 29 Element BACK COV E R Cellcom
STAY CONNECTED WITH US: VISIT THE GREATER GREEN BAY CHAMBER AT:
(920) 734-4786 www.tundraland.com 2 Collective IMPACT | Summer 2017
FROM THE CHAMBER PRESIDENT
Strategic planning – Setting the direction for what’s next “Question the status quo at all times, especially when things are going well.”
– Garry Kasparov
hat statement definitely applies to what we at the Greater Green Bay Chamber are doing as we work through a process of self-assessment and strategic planning. The timing is excellent, as we recently released a strategic economic development strategy for greater Green Bay, one that’s rooted in solid research and insights from more than 300 community leaders. Pieces of the strategy touch and intertwine with all areas of the Chamber, but it is critical that we strategically assess and focus on all of the pillars of the Chamber: workforce development, public policy, membership and existing services for economic development. It’s never easy to hold yourself up to close scrutiny, but that’s an integral part of growth and remaining relevant. It’s been six years since we last conducted strategic planning for the organization. It is time to reach out to our membership for feedback to mold and shape our direction over the next several years. To do this we will engage in targeted listening sessions and conduct a short online survey. Because we are so fortunate to have a high level of volunteer involvement, we chose a survey so members can ponder and process their answers. Given the complexity of the Chamber and its offerings, it’s a very efficient way to obtain your feedback.This is to ensure we are staying true to our mission and delivering the services and programs you need.
We will celebrate the Chamber’s 135th anniversary of serving the business community this year. To stay a viable partner in the community, the Chamber has gone through many changes. We have grown and expanded to meet the needs of our stakeholders. We have done this by changing our programs and services, our name and even our mission. Our goal is to present the final, approved strategic plan to the Chamber board at the end of summer. We’re definitely on an accelerated time frame with this, but we’re excited by the opportunity for clear objectives to be revealed so we can incorporate them into programming and other efforts as we launch a new fiscal year in September. I want to thank you in advance for being a vested part of this process.
— Laurie Radke
president, Greater Green Bay Chamber
Summer 2017 | Collective IMPACT 3
YOUR FUTURE WORKFORCE
WITHYour Future WORKFORCE By Niina Baum
The workforce of the future is about to change dramatically for American companies.
As a result of declining fertility rates and decreasing international migration, the population of the United States is growing more slowly than in previous decades and is also getting older, according to the Bureau of Labor Statistics.The employment growth rate from 2014 to 2024 is predicted to decrease compared to previous years. By 2024, the baby boom generation will be completely retired.The high retirement rate of this generation, along with slowed population growth, will leave an unparalleled gap to fill in the workforce.
All photos from 2016 Find Your Inspiration event.
4â€‚â€‚Collective IMPACT | Summer 2017
o address this problem, the Greater Green Bay Chamber offers the Your Future program. Your Future is an online platform on which employers, educators and students can connect, communicate and collaborate to create a thriving future workforce. “From a business perspective, Your Future markets your company’s career opportunities, shares your company vision and engages your future workforce in pursuing a career with your company,” says Youth Career Development Manager Ashley Knutson. “Additionally, the program’s website, social media platforms and career planning resources connect businesses with educators and parents who are influential in career pathway guidance. Learning about careers from professionals in the industry inspires students to apply the skills they gain in the classroom and pursue the postsecondary training that is the best fit for their aspirations,” adds Knutson. The McGraw-Hill Education 2017 Future Workforce Survey discovered that college students who had already chosen a career to pursue were twice as likely to feel very prepared for the workforce than those who had not. As a result, only 44 percent of college seniors felt very prepared for their future careers. Reaching out to students while they are in middle school, and even in elementary school, is increasingly important as it will help them choose a career early, and thus be better and earlier prepared for their future career. The Your Future program was designed to help employers reach students at a young age to educate them on career opportunities at their company with the goal of someday employing those students. By educating students on the proper steps for achievement, the employer sets itself up to receive more talented and prepared applicants. Currently, 13 area school districts are working with Your Future. Employers who get themselves in front of students at a young age are more likely to leave a positive impact on the student, which results in the student being more likely to apply for careers with that company in the future.
Your Future IN
4 STEPS 1. REGISTER YOUR COMPANY a. Contact the Chamber at 920.593.3403 to register your organization.
2. PROVIDE ACCESS TO STAFF a.Go to greatergreenbay.yourfuturewisconsin.com and click on Register. b. Follow the steps shown on the website.
3. OBTAIN APPROVAL a. After step two is completed, your business administrator will receive an email to approve access for additional staff.
4. MARKET YOUR COMPANY AND CAREERS a. Log into your account by clicking on Login. b. Click on Employers>Manage Student Opportunities and follow the steps shown on the website.
For more information or to learn how you can get involved, contact Ashley Knutson at the Greater Green Bay Chamber at 920.593.3404 or email@example.com.
Summer 2017 | Collective IMPACT 5
YOUR FUTURE WORKFORCE (STATISTICS)
Labor force continues to age
median age projected to be
1994 2004 2014 Participation rate for youth (16-24)
Youth age group is projected to make up civilian labor force
(BUREAU OF LABOR STATISTICS)
(BUREAU OF LABOR STATISTICS)
of college seniors feel very prepared for their careers.
Those who identify a career to pursue are TWICE as likely to feel very prepared for the workforce than those who haven’t.
TOP 3 1 2
15 . s
things that will make students feel fulfilled in a career:
good work/life balance
attractive salary and benefits
(MCGRAW-HILL EDUCATION 2017 WORKFORCE SURVEY)
6 Collective IMPACT | Summer 2017
opportunities to learn and grow as a professional
FROM USERS OF
Kristina Schmitz, human resources specialist: “The construction industry as a whole has started to see a shortage of labor. To help address that trend, we became involved in the Youth Apprenticeship (YA) program offered through the Greater Green Bay Chamber. A few students have worked for H.J. Martin and Son to gain experience in the construction field. After meeting with the YA program, we set up an account with the Chamber’s online Your Future program to have more opportunities to meet with schools and students.
Careers on Wheels Day
“H.J. Martin and Son also took part in the Find Your Inspiration event at the KI Convention Center. Our employees enjoyed meeting with eighth-grade students to talk about what their future job opportunities could be in the industry. In addition, through Your Future, we have attended a few career days at local schools to teach students in elementary and middle school about the industry and the opportunities it offers. “We firmly believe that working with schools and students now will help to address the shortage of labor by creating interest in the industry. We are very grateful to have an organization like the Chamber in our community to partner with, helping us to create those connections with local schools as well as hosting events we can attend to get additional time with students.”
Summer 2017 | Collective IMPACT 7
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YOUR FUTURE WORKFORCE (TESTIMONIALS)
Mike Michalski, school counselor, Valley View Elementary: “The Your Future program has helped us greatly with our career programming at Valley View Elementary School. Each year, our fourth- and fifth-grade students get to experience Career Day. This half-day event involves up to 25 volunteers from different companies who take time out of their day to talk about their careers. Students are able to pick and choose five speakers they would like to hear from throughout the day and learn about the world of work. The Your Future program helped me connect with many companies and individuals interested in participating with our event. “While our fourth and fifth graders get to experience Career Day, our second and third-graders take part in a Chamber program called Careers on Wheels. This past year we had six companies bring in many different vehicles including a concrete truck, semitruck, ambulance, Corvette, snowplow and police car to show and explain to our students. Businesses used the vehicles to teach about their jobs and offer an attention-grabbing presentation. The Your Future program also helped me find many of these interested companies.”
Karmen M. Lemke, community relations manager, Lynn M. Kroll, community relations leader, WPS: “Wisconsin Public Service (WPS) values education and workforce development efforts. Your Future gives students an opportunity to learn more about careers at local companies. “WPS offers many careers to explore. We have line electricians, gas utility mechanics, accountants, communications, human resources, finance, information technology and many more. By using Your Future, we have been able to expose students to the different careers WPS offers, via job shadows and business tours. Each of these careers requires different levels of education and experience after high school. Your Future informs students on the education and experience needed for each career, which helps students obtain a future position with us.”
Summer 2017 | Collective IMPACT 9
10 Collective IMPACT | Summer 2017
E D U C A T I O N A L
O P P O R T U N I T I E S
NEW ENGINEERING SCHOOL AT UW – GREEN BAY As Assembly co-chair of the Joint Finance Committee (JFC), my colleagues and I fight for the priorities of constituents across the state while working to maintain a balanced state budget.This budget cycle, I’m proud of the investment we have made in Northeast Wisconsin to increase access to educational opportunities. Specifically, the JFC approved a new engineering school for UW-Green Bay.This important investment will help connect young people with in-demand, family-supporting careers and address our area’s workforce shortage issues. Rep. John Nygren, Wisconsin State Representative The school was approved as part of the overall University of Wisconsin System budget. Area businesses have been supportive of a new engineering school for years. Even a recent economic study of our region showed how much our area will benefit from this new school. More engineering graduates will mean these employers will have better access to qualified, career-focused individuals. I am sure this investment will have a positive impact on Northeast Wisconsin’s economy. I appreciate the support of the local Brown County business community, employers in the Fox Valley and the area Chambers. The strong partnership between the state and our local businesses was key to securing this school in our region. Additionally, efforts like this demonstrate the strong partnership between the State of Wisconsin and the UW System.This partnership strengthens our economy and helps to ensure our children have a bright future right here at home.
Manufacturing has always played a key role in Northeastern Wisconsin’s economy. As our jobs climate continues to improve, local businesses are in need of more trained engineers. The new engineering school at UW-Green Bay will be a game-changer. More students will have access to quality educational opportunities to learn marketable skills, and local businesses will be able to hire more qualified college graduates. In an effort to get our state’s students more involved in needed technical careers, we have worked to emphasize the importance of STEM. STEM – or Science,Technology, Engineering and Mathematics – plays a critical role in ensuring our economy continues to strengthen and thrive. The new engineering school at UW–Green Bay will further instill the importance of STEM in our area and allow our communities’ employers to succeed in the future.
Our economic efforts will help encourage more of our state’s students to pursue Wisconsin-based careers.With an aging population, it’s important that we continue to attract new talent, whether they be employers or employees. Wisconsin is open for business, and investments like the new school will help to draw young, qualified individuals to our area from both within and outside of our state.
Summer 2017 | Collective IMPACT 11
CELEBRATING NOTABLE ACHIEVEMENTS
By Niina Baum uccessful companies in the 1920s lasted an average of 67 years, whereas today successful companies generally exist for only 15 years, according to Yale lecturer Richard Foster. Founded in 1882, the Greater Green Bay Chamber is celebrating its 135th year at its Annual Dinner on Tuesday, Oct. 17, 2017. At this dinner, we will release the annual report; present the ATHENA, Daniel Whitney and Outgoing Chairman awards; and Diversity Strategist Sonia Aranza will “Recognizing the efforts be the featured keynote speaker of of these dedicated the evening.
Lynch Amy ker
Ph ot os
al nnu 6A
Defying the above statistic, there are to the Green Bay area many current Greater Green Bay encourages continued member businesses that have existed contributions to the for as long as or even longer than the community and Chamber, confirming the economic its people.” vitality of the area. Their businesses have gone through mergers, name changes, reinventions and brand changes, but still remain strong Chamber members. As the Chamber continues to forge on, so will the organizations that support its mission. Every year, through the ATHENA Award, Daniel Whitney Award and Outgoing Chairman Award, the Chamber celebrates the commitments, efforts, successes and accomplishments of its members and community volunteers. In addition, any outgoing chairs for the Chamber’s volunteer leadership boards are highlighted during the Annual Dinner. Recognizing the efforts of these dedicated members’ contributions to the Green Bay area encourages continued contributions to the community and its people. Diversity as a Competitive Advantage, the title of this year’s Annual Dinner keynote presentation, will bring to light the importance of diversity in the workplace. Diversity is key to an organization’s ability to change and modernize and carry on successfully in today’s fast-changing environment. Forbes contributor Ekaterina Walter, leader of digital strategic initiatives for Fortune 500 brands and author of a Wall Street Journal bestseller, writes:“Diversity is essential to growth and prosperity of any company: diversity of perspectives, experiences, cultures, genders and age. Why? Because diversity breeds innovation. And innovation breeds business success.” Summer 2017 | Collective IMPACT 13
The ATHENA Award has been presented by the Chamber since 1985 to women who have demonstrated excellence in their business or professions, have generously assisted in the advancement of women and have devoted time and energy to serving their community. The award is not just presented by the Chamber; it is presented by other organizations around the world.The Chamber is honored to be one of 500 communities to present the ATHENA Award.
re cip ien t:
Lang enfel d
Nominate a deserving individual, man or woman, for the ATHENA Award. Nomination forms can be found at greatergbc.org. Nominees are judged by previous ATHENA Award recipients.
14â€‚â€‚Collective IMPACT | Summer 2017
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Summer 2017 | Collective IMPACT 15
Daniel Whitney Award Daniel Whitney, an early settler who arrived in Green Bay in 1819, platted the town of Navarino, now known as Green Bay’s downtown. Later he built housing for his employees, the settlement’s first hotel and Christ Church. Sometimes called the “Father of Green Bay,” Whitney went on to found settlements throughout the state and was one of the state’s founding fathers as well. The Daniel Whitney Award has been celebrating exceptional volunteers of the Greater Green Bay Chamber since 1985 in his honor.
1819 1882 e
Award recipient: Craig Aderh
Outgoing Chairman Award
ar dr eci pie
Todd Cu l l
The first board chairman, in 1882, was Frederick Hurlbut. Since then the Chamber has had 71 chairmen of the board. Each year, the outgoing chairman of the board is awarded the Outgoing Chairman Award to show the Chamber’s gratitude for his/her hard work and dedication to developing and advancing the organization.
ing utgo 2 01 6 O
16 Collective IMPACT | Summer 2017
nA ma air h C
Keynote speaker for 2017 Annual Dinner
Esteemed speaker and award-winning global diversity and inclusion strategist, Sonia L. Aranza will speak at the 2017 Annual Dinner. Aranza has more than 20 years of experience in global diversity and inclusion working with clients such as Boeing, Capital One, CocaCola, McDonald’s, NASA, Schreiber Foods and many more. Mike Haddad of Schreiber Foods tells us, “Sonia connects instantly with her audience! She possesses a unique blend of charisma, deep expertise and personal experience that makes her a powerful authority on diversity and inclusion. She opened our minds and hearts through facts and stories we could all understand!” Aranza has presented at numerous large conferences organized by groups such as the Association for Talent Development, Human Resources Professionals Association, Meeting Professionals International and Society for Human Resource Management. Among her many awards, the Outstanding Woman of the Year award from the National Association of Professional Asian American Women stands out. At the Annual Dinner, Aranza’s presentation will be on Diversity as a Competitive Advantage.
ANNUAL DINNER T U E S D AY, O C T. 1 7 , 2 0 1 7 KI CONVENTION CENTER
Register at greatergbc.org/events/chamber-annual-dinner
Summer 2017 | Collective IMPACT 17
Old Challenges Create New Opportunities Photo © Neville Public Museum of Brown County Green Bay Correctional Institution
Jayme Sellen Greater Green Bay Chamber director of government affairs Opportunity and potential. These words perfectly sum up efforts to relocate the Green Bay Correctional Institution (GBCI) to another site within Brown County or an adjacent county. Rep. David Steffen has introduced legislation (Assembly Bill 292) that could be the catalyst for resolving the serious issues facing GBCI, repurpose its historical structures, attract new businesses and people to the community and turn prime real estate from a negative to a positive while increasing the local tax base and reducing property taxes. Construction of GBCI began in 1898 with the use of inmate labor and an investment of $75,000 from the state. Over the course of two decades, the administration building with the north and south cell blocks were finished and a 22-foot high wall replaced a wooden fence surrounding the structures. If you fast-forward 119 years to current day, you will see the community has grown to surround the historically registered facilities of GBCI. OPPORTUNITY Reports of inmates committing assaults against correctional staff and other inmates have become an all too common occurrence.
18 Collective IMPACT | Summer 2017
Remodeling won’t fix these problems. GBCI was constructed to meet the standards for corrections in 1898, not today’s requirements. In addition to safety concerns, GBCI is over capacity by about 400 inmates. Attempting to renovate our way out of these problems at GBCI is reckless, not only for corrections staff but taxpayers as well. Over the next 10 years, the cost just to operate GBCI will be more than $428 million. A Mead & Hunt study indicated the need for an additional $199 million in capital expenditures for renovations over the same 10-year period. In addition to those costs, Gov. Walker’s budget proposal contains $22 million in bonding authority to modernize GBCI’s electric and plumbing systems. This is a significant amount of money to operate and repair this facility, but it will do very little to address the safety and overcrowding dilemmas facing correction officials each day. Under Rep. David Steffen’s bill we have an opportunity to cut those expenses in half by relocating the prison to a new site by working with a private company to build and maintain the prison while the state staffs and manages it.
N E W
O P P O R T U N I T I E S
Photo © Neville Public Museum of Brown County Green Bay Correctional Institution
If solving the safety and capacity problems at GBCI and avoiding an expense that won’t provide a return on investment isn’t enough to persuade you to support the relocation of the prison, maybe the opportunity to attract businesses to the Village of Allouez would. Estimates have indicated that the 60-acre parcel that GBCI sits on could generate $80 million in economic activity. What could be considered as the prison’s biggest challenge could turn into the site’s biggest asset: the property’s unique and historic structures. POTENTIAL The potential for developers to repurpose and redevelop the site of GBCI is without limit. In 2015, ground broke for the redevelopment of a federal prison commissioned by President Theodore Roosevelt in 1916 in Lorton, Virginia. Developers turned this space into a mixed use of residential and business.This project so far has produced 165 apartments, 157 townhomes, six condos, 114,000 square feet of office space and 60,000 square feet of retail space. This demonstrates that historic structures can be remodeled and repurposed into renewed income generating property.
Albert Einstein is quoted as saying,“In the middle of difficulty lies opportunity.” GBCI has experienced its share of difficulty, but the opportunity to provide a better facility for staff and inmates while repurposing buildings that have outlived their current use awaits us. If you share our concerns about GBCI or have an entrepreneurial spirit and would like to see this property repurposed, let me know by contacting me at firstname.lastname@example.org.
VIBRANT COMMUNITIES BEGIN WITH
Who would want to live or work in a redeveloped prison? From experience we know that young professionals are flocking to locations that are unique, have history and offer space to work, learn and socialize. That’s evident in our community already with the successful redevelopment of the former Larsen Canning building as just one example.The potential for repurposing the many historic structures of GBCI is an exciting challenge for the many entrepreneurs in our region. Ideas and proposals will be plentiful when GBCI is decommissioned. More than 79,000 vehicles per day travel over the Fox River via State Highway 172, a bridge that allows people and freight to get anywhere not only in Wisconsin but also the Midwest. This is extremely attractive for its easy access to highways and the visibility it provides, yet the property generates zero tax dollars for the Village of Allouez.This means the property owners within the Village are subsidizing the services provided to GBCI.When the land is placed back onto the tax rolls, property taxes in Allouez will decrease.
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ADVANCE TEAM GROWS AND MOVES OFFICE SPACE The rollout of the strategic plan will have a direct impact on the work done within Advance.The additional workload requires Advance to expand the team.Two full-time and one part-time staff will be hired — an expert in innovation and entrepreneurial support, someone to handle business attraction and a part-time individual with travel arrangement experience to support the two new full-time employees.
In addition to offices for the Advance team, the space has a conference area, which Zaehringer describes as their creative space. “Here we will get together and talk about and further develop the initiatives as they are spelled out in the Economic Development Strategic Plan,” he adds.
The Advance team, located in the Advance Business & Manufacturing Center next to the Northeast Wisconsin Technical College (NWTC) campus, recently moved offices to a suite upstairs to bring the team closer together and to provide a private space to gather. “We are going to be dealing with sensitive matters here — hopefully many confidential business attraction, retention and expansion projects — so we needed to guarantee confidentiality,” says Peter Zaehringer, vice president of economic development for Advance, the economic development program of the Greater Green Bay Chamber.
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ECONOMIC STRATEGIC PLAN
It is a known trend that employees no longer follow employers. It’s employers following employees, or
INITIATIVES TARGET TALENT BY JENNIFER HOGELAND
Peter Zaehringer, vice president of economic development for Advance, the economic development program of the Greater Green Bay Chamber, explains how the 11 initiatives within the Economic Development Strategic Plan are intertwined — one can’t be removed without affecting the others. The initiatives are all centered around talent.
Zaehringer says one message heard loud and clear during the roundtable discussions was to continue to accelerate downtown development.
Zaehringer suggests Greater Green Bay’s challenges are about quality of place, stopping the brain drain (keeping talent in the community) and attracting talent.
Plans will include creating a center of excellence in downtown Green Bay, focused on innovation.
“There is a difference between quality of life and quality of place. It doesn’t help if we think this is a terrific place to live.We need to make a case to outsiders.” he says. “To achieve that we need to provide a vibrant place where there is a lot to do.That starts with downtown development,” he adds.
“That is where the trend is. Downtown is where millennials want to live, work and play,” he adds.
“Economic development has changed,” adds Zaehringer. “It is a known trend that employees no longer follow employers. It’s employers following employees, or talent.” Companies are relocating to communities that have a major university, so that had to be reflected in our strategic plan.
“We want to aggressively increase the University of Wisconsin - Green Bay’s enrollment because we know that will drive employers or companies to our area. The same goes for other higher education institutions, such as Northeast Wisconsin Technical College, St. Norbert College, Bellin College and Medical College of Wisconsin,” says Zaehringer. The strategic plan also includes attending talent recruiting job fairs in Minneapolis, Detroit, Atlanta and Chicago — destinations that have direct flights from Green Bay. “We are going to partner with our employers and exhibit at job fairs in those cities and market our area’s opportunities. We’ll do the same for business attraction.The selling point is the direct flight,” adds Zaehringer.
Summer 2017 | Collective IMPACT 21
ECONOMIC STRATEGIC PLAN
ECONOMIC STRATEGIC PLAN ROLLS OUT AND RECEIVES POSITIVE REVIEWS BY JENNIFER HOGELAND
n the morning of May 10, 2017, more than 400 guests gathered at the Radisson Hotel & Conference Center Green Bay to listen as community leaders shared details of the area’s first Economic Development Strategic Plan.
interest and the feedback has been exclusively positive,” says Peter Zaehringer, vice president of economic development for Advance, the economic development program of the Greater Green Bay Chamber.
“The first time you roll out a strategy in a community that hasn’t had one before, you never know how much interest there is in attending a rollout event.We were hoping for about 250 people, but we had more than 400 attend. It was fascinating to see the
The development of the strategic plan began in September 2015 with the search for a consulting firm. TIP Strategies, an Austinbased economic development consulting firm, was selected to help guide the process.
22 Collective IMPACT | Summer 2017
Just more than a year and a half later — after engaging approximately 300 community leaders in various ways, including 14 roundtables, three focus groups, several dozen one-on-ones, four update presentations to the Chamber and Advance boards, five Strategic Planning Executive Committee meetings, an employer survey and visioning session — Zaehringer and the 31 members of the Strategic Planning Executive Committee were ready to share the plan with the community. The event began at 7 a.m. with networking and a continental breakfast. At 7:30 a.m., the program kicked off with Zaehringer describing the Economic Development Strategic Plan process, touching on the discovery, opportunity and implementation phases. “We talked about what we have done, what the community has told us, the data we analyzed from local, regional and national data sources and how we applied both traditional and nontraditional economic development methods,” adds Zaehringer. The program’s 11 initiatives were presented, and speakers addressed each initiative individually. “It was important for us to demonstrate that our guest speakers were actively involved in shaping this strategy – they weren’t there to endorse the strategy; instead they created it. They were doers.” adds Zaehringer. “They developed the initiatives and strategy with us, so it was important for the community to see a united group of leaders, supporting the mutually created strategy.”
Photos from Economic Development Strategic Plan rollout event.
They developed the initiatives and strategy with us, so it was important for the community to see a united group of leaders, supporting the mutually created
Summer 2017 | Collective IMPACT 23
ECONOMIC STRATEGIC PLAN
THE S TR INITIA ATEGIC PL A TIVES INCLU N’S DE:
1. Build on the 2. Respond to region’s manufactu 3. Recruit new the needs of existinring strengths. 4. Expand the businesses and inve g employers and ind ustries. 5. Attract, reta size and scope of th stments. in and d e region evelop ’s highe 6. Accelerate d talent. r educa owntow tion ass 7. Build a robu n and u ets. r b an deve st ecosy lopmen stem fo 8. Encourage g t. r in 9. Elevate the r reater alignment witnovation and entrep 10. Ensure dive ole of events and h the Green Bay P reneurship. ackers. 11. Enhance tr rsity and inclusiven conferences. ess ans portatio
. s and co
ity. After each initiative was explained, the presenters discussed target industries, implementation of the strategy and how success will be measured. “We have a good mix of not only measuring jobs and investment, but also increasing our median income and the number of bachelorprepared students. The measurements reflect our initiatives and are not what you might see in a traditional economic development plan,” Zaehringer says.
Broadway, Green Bay
24 Collective IMPACT | Summer 2017
METRICS INCLUDE: EMPLOYMENT GROWTH
HIGH-WAGE EMPLOYMENT GROWTH EDUCATIONAL ATTAINMENT
BUSINESS RECRUITMENT & RELOCATION
TAX BASE GROWTH
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ECONOMIC STRATEGIC PLAN
Downtown Green Bay
ince the May meeting, Zaehringer has received a tremendous amount of positive feedback. He reveals people continue to step forward to offer support and ask to get involved.
An implementation matrix plan outlines the economic development work plan for the next five years. Zaehringer and the committee are eager to get started.
Fridays on the Fox
“We are ready to implement, and it’s already underway. Some projects have already been completed or had a successful start. Next steps are to assemble the various task forces, call the first meetings and ensure we stay on the track our implementation matrix calls for.”
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Workplace Wellness does more than provide membership cards. We create a partnership in well-being and provide a plan that offers a healthier workplace environment. The Y offers a wellness program tailored to your company’s specific needs that can increase employee productivity, reduce absenteeism, and help lower insurance claims by designing on-site programming that can include: Membership Match Incentive Wellness Coaching
Employee Education Personal Training
Fitness Assessments On-Site Wellness Activities
On-Site Group Fitness Classes
GREEN BAY YMCA www.greenbayymca.org 920 436 9622 26 Collective IMPACT | Summer 2017
Zaehringer explains the 11 initiatives will require six or seven task forces. He asked the Strategic Planning Executive Committee to sign up to be involved in at least one initiative. “I wanted to ensure everyone’s continued involvement, and urged our local leaders that it needs to be them personally participating in our various task forces to ensure the same leadership continues to be involved in the decision-making process for the successful implementation,” adds Zaehringer. The task forces will meet quarterly, at least in the beginning. An annual economic summit will report on progress made. “The annual event will help us communicate our progress and successes, and how we stack up to our metrics,” adds Zaehringer. Three projects discussed during the development of the strategic plan have since materialized. These include funding for a STEM Center, opportunities around engineering education in the area and a county sales tax increase. “Completing projects, or moving them forward swiftly, is a direct result of the leaders of this community coming together and rallying around one mission. A mission to create a prosperous future,” concludes Zaehringer.
ENDLESS OPTIONS FOR A HAPPY WORKFORCE. One size doesn’t fit all when it comes to motivation, and nowhere is that more apparent than in the workplace. That’s where LeadWell corporate health and wellness comes in. Our onsite fitness and medical programming inspire employees to get healthy and stay healthy. We offer behavior-changing programming, including coaching rooted in SMART goals, smoking cessation programs, fitness classes and dietitian services, right at work. Employees enjoy the convenience of workplace wellness offerings, making it more likely they’ll embrace healthful behaviors for long-term success.
We are ready to implement, and it’s already
underway. WELLNESS OFFERINGS
POPULATION HEALTH MGT.
To learn more, contact a LeadWell strategic advisor in Green Bay at (920) 431-1837, near the Lakeshore at (920) 892-8590 or in Door County at (920) 559-1303.
Farmer’s Market on Broadway Summer 2017 | Collective IMPACT 27
ECONOMIC STRATEGIC PLAN
morning speakers included: Peter Zaehringer | vice president, Economic Development, Advance John Karras | senior consultant, TIP strategies Mark Higgins | regional president, Johnson Bank Mike Haddad | president/CEO, Schreiber Foods Inc. Mark Murphy | president, Green Bay Packers Inc. Ed Policy | vice president & General Counsel, Green Bay Packers Inc. Chancellor Gary Miller | University of Wisconsin – Green Bay Todd Cullen | compliance and operations manager, Georgia-Pacific County Executive Troy Streckenbach | Brown County Government Mayor Jim Schmitt | City of Green Bay Robyn Davis | president/CEO, Brown County United Way Brad Toll | president/CEO, Greater Green Bay Convention & Visitors Bureau Laurie Radke | president/CEO, Greater Green Bay Chamber
28 Collective IMPACT | Summer 2017
CHAMBER MEMBER ANNIVERSARIES 45 YEARS Prevea Health 30 YEARS Ameriprise Auto & Home Insurance Cerebral Palsy Inc. Coppens Inc. Financial Life Cycles Inc. Green Bay Packaging Inc. Green Bay Packers Inc. Oneida Golf and Country Club 25 YEARS Broadway Rental Cars Inc. HVS/Image Keepers Inc. Leonard & Finco Public Relations Inc. Metzler, Timm, Treleven S.C. Wander Springs Golf Course 20 YEARS BayCare Clinic The Family 15 YEARS Culver’s SM Advisors Inc. Tundra Lodge Resort & Waterpark
When the strategy is on and all parts work together, the results are pretty sweet. Local and customized PR, digital, SEO, inbound, social media, advertising, ROI analysis … the whole honey pot, it’s all here. Let’s get busy. goelement.com
10 YEARS A.R.M.S. Inc. Automated Records Management Systems AmeriLux International LLC New View Industries Nicolet Plastics Inc. Pecard Chemical Co. Inc. Rasmussen College Robinson Heating & Cooling Special Forces Building & Grounds LLC Unishippers 5 YEARS Able Taxi and Tours LLC Ashwaubenon Bowling Alley Cape Financial Group Connect Inc. Grancare Nursing Center & Grancare Gardens Assisted Living Green Bay Smiles Dental Medical College of Wisconsin Staples Under the Lights of Lambeau Summer 2017 | Collective IMPACT 29
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6/8/16 11:20 AM
Greater Green Bay Chamber 300 N. Broadway, Ste. 3A Green Bay, WI 54303
4 Pillars of the Greater Green Bay Chamber