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HOW K-12 PUBLIC EDUCATION FUNDING EFFECTS YOUR BUSINESS
ECONOMIC DEVELOPMENT: RESOURCES FOR STARTING AND GROWING A BUSINESS
WORKFORCE DEVELOPMENT: PROFILES OF ACCOMPLISHED FUTURE 15 RECIPIENTS & LEADERSHIP GREEN BAY GRADUATES
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PUBLISHED BY THE GREATER GREEN BAY CHAMBER FOR CHAMBER MEMBERS PRESIDENT Laurie Radke WRITERS Niina Baum & Jennifer Hogeland GRAPHIC DESIGNER 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
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WINTER 2018 | ISSUE 20
LETTER FROM THE PRESIDENT
HOW K-12 PUBLIC EDUCATION FUNDING
AFFECTS YOUR BUSINESS
GREATER GREEN BAY CHAMBER LEGISLATIVE
Q & A : HOW I GOT HERE
RESOURCES FOR STARTING AND GROWING
MEMBER SPOTLIGHT: ERC INC.
GREATER GREEN BAY CHAMBER EVENTS
& MEMBERSHIP ROI
FREQUENTLY ASKED QUESTIONS
WHAT ACHIEVE BROWN COUNTY HAS
CHAMBER MEMBER ANNIVERSARIES
0 9 Northeast Wisconsin Technical College 1 7 vonBriesen 1 7 Northeast Wisconsin Technical College -
Corporate Training & Economic Development 1 9 YMC A 2 1 Investors Community Bank 2 5 SCORE 2 6 Mid Vallee Golf Course 2 6 McMahon 2 7 Willow Creek 2 8 Delta Sigma Theta Sorority Inc . 2 8 Brighter Side Studio 2 8 Element BACK COV E R Cellcom
VISIT THE GREATER GREEN BAY CHAMBER AT:
PHOTO BY: BRIGHTER SIDE STUDIO
AMERICAN PRIDE GET YOUR
TODAY! (920) 734-4786 2 Collective IMPACT |Winter 2018
FROM THE CHAMBER PRESIDENT
e live in a world where the pace of change is accelerated and dramatic. Each day your business assesses the landscape to plan for the future, and the Greater Green Bay Chamber is no different. Over the past several months, the Chamber, organization-wide, reflected, assessed and listened to you to build our plan to keep pace with your needs and those of the community. Our strategic plan allows us to focus and have alignment while having the ability to be nimble if change is needed.We all know that a plan that isn’t written down is just an idea and ideas are difficult to implement.We’ve written our plan on a page and it’s located on our website under “what’s new.” The Chamber’s strategic plan is being followed up by the development of action steps, enabling us to prioritize and ensure our decisions, programs and services have demonstrated outcomes and that we are delivering on our commitments.
Our planning process identified and grouped our deliverables into four major strategic themes: Member success, sustainable economic impact, voice of business and talent that grows. Here are the highlights over the upcoming years:
development business attraction and investment director to proactively market our area assets. We are in that process now.
Member Success will focus on enhancing programs and services, with a focus on small business, to support growth and economic impact. More than 80 percent of our membership is small business. There will be additional educational opportunities for all members on the services we provide and how members can utilize the Chamber. Not only will we be adding new resources but we will be redesigning our website to increase accessibility and streamlining our communication with members.
Being the Voice of Business is an incredible asset for the Chamber. By the Chamber serving as a strong advocate at the local, state and federal levels, we are able to influence public policies that are crucial to business and quality of life. Moving forward, there will be more opportunities for members to interact with legislators in the region, in Madison and in Washington, D.C. The Chamber is encouraging more civic interactions through attendance at local government meetings and sharing with members opportunities to serve on local government boards, commissions and taskforces.
Sustainable Economic Impact focuses on the execution of the Greater Green Bay Economic Development Strategic Plan, launched last May. This comprehensive plan provides decision-making information to drive insights, opportunities, outcomes and investments. The six taskforces are being launched and will focus on the identified priorities in the plan. One of the priorities is to hire an economic
Talent! Talent! Talent! Talent that Grows is an essential factor in business success. This strategic theme was heard throughout the entire planning process. Your future pipeline is a critical component of your success, so we will continue to grow and expand our K-12 programs. Additionally, we will continue to focus on developing, attracting and retaining our area’s talent.
As you continue to read this edition of Collective Impact, I am excited for you to learn more about each of these areas and the great things already taking place. Synergy and momentum has already been built and our efforts are moving forward. Something unique and special about a Chamber is, as a member and a volunteer, you can interact and get involved with all of the opportunities and challenges that present themselves in our region. Annually, we have more than 900 volunteers who contribute to the success of our efforts. There is always room for one more volunteer to influence the positive outcomes we deliver. So please help us make a difference!
— Laurie Radke
President, Greater Green Bay Chamber
Winter 2018 | Collective IMPACT 3
HOW K-12 PUBLIC EDUCATION FUNDING
AFFECTS YOUR BUSINESS
4 Collective IMPACT | Winter 2018
BY: JAYME SELLEN We’ve known for a long time that our state’s workforce is aging. Nationally, 10,000 Baby Boomers turn 65 each day, a trend that started in 2011 and won’t end until 2030. Unfortunately, the workforce waiting to replace the retiring Baby Boomers isn’t large enough to fill all of those vacant positions.
in the nation. In an effort supported by the Greater Green Bay Chamber, the legislature put in place revenue caps to lower the local tax burden on Wisconsin businesses and families. Revenue caps were applied to all school districts to freeze revenues received from local (property taxpayers), state and federal sources.
The success of any business is intricately tied to its workforce. So what can we do as a region and a state to take on the challenge of a workforce shortage?
Since 1993, school districts in Wisconsin have been subject to revenue limits. Many school districts in Brown complicated labyrinth of County and our surrounding equations, spreadsheets If you agree that the ZIP communities were comparacode one lives in should not and limitations.” tively low in spending when dictate the type of education the original limit was implemented. As a result, they receive, then join the Partners in Education they were capped at that low rate while other Board, a part of the Greater Green Bay Chamschool districts, which were taxing and spending ber, in speaking up about your concerns for the at a higher level, were capped at that higher rate. future workforce. Contact me at 920-593-3428 Although there have been adjustments made or email@example.com to get involved. to revenue limits, the gap between high and low revenue districts has remained.
Governor Walker recently announced a proposal to invest in a marketing campaign to attract and retain as many people as possible. This must be done; however, our competition will be tough because every state in the nation is in the same predicament. The million dollar question remains – how do we overcome this workforce shortage challenge? The Chamber’s Partners in Education Board and I agree, it all starts with ensuring every student in our K-12 public education system has access to a modern education so they are ready for the next step in life, whether that is a post-secondary education institution, military or the workforce. This would require fixing the K-12 public education funding system; an effort the business community must lead. We have high expectations for the education of our children; rightfully so. The school administrators in our area have done everything they can to live up to our high expectations; however, the school funding system is broken for many of the school districts in our area. Nine out of the 11 school districts under the umbrella of the Chamber’s Partners in Education Board spend less than the state per pupil average.The other two districts are either at the average or slightly over the average. Even among our own communities we have gaps. Imagine what those gaps look like across the state of Wisconsin. K-12 public education funding is an extremely complicated labyrinth of equations, spreadsheets and limitations. Most of today’s funding formula was created in the early 1990s. At that time, Wisconsin was ranked as having the second or third highest state and local tax burden
Representative Joel Kitchens is leading this effort with Sen. Luther Olsen. However, the most significant step taken to address this problem happened during the drafting of the 2017-2019 state budget. Rep. John Nygren and his colleagues on the Joint Committee on Finance included an amendment to assist low revenue districts. Unfortunately, “K-12 public education Governor Walker removed funding is an extremely this language using his line item veto.
Education, demographics and technology have changed dramatically over the past 24 years.There should be no surprise that disparities among school districts have surfaced. Today, districts face a number of outside pressures that didn’t exist in the 1990s causing the cost of education to significantly increase. Members of the Wisconsin State Legislature are working to address this problem. First, a Blue Ribbon Task Force on School Funding has been formed to study and brainstorm solutions to this problem.
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Winter 2018 | Collective IMPACT 5
GREATER GREEN BAY CHAMBER
Support Special Session Assembly Bill 1 Support Assembly Bill 384 (Foxconn) authorizing the creation of an electronics and information technology manufacturing zone, making changes to the enterprise zone tax credit program, authorizing limited use of the design-build construction process, granting contingent highway bonding authority, and making appropriations. Signed into law as 2017 Wisconsin Act 58.
Support Assembly Bill 292
(Relocation and repurpose of GBCI) regarding sale of Green Bay Correctional Institution and construction and lease with a purchase option of a correctional institution in Brown County or an adjacent county and making an appropriation. Public hearings held in Senate and Assembly.
Support Assembly Bill 340
Regarding a sales and use tax exemption for products sold in connection with real property construction activities. Referred to Committee on Ways and Means.
(Updating Administrative Rules) expiration of administrative rules.
Support Senate Bill 15
(REINs Act) various changes regarding administrative rules and rulemaking procedures and making an appropriation. Signed into law as 2017 Wisconsin Act 57.
Support Senate Bill 76
(High Cap. Wells) replacement, reconstruction, and transfer of an approved high capacity well, recommendation of special groundwater measures by the Department of Natural Resources, and metering requirements and grants for certain high capacity wells. Signed into law 2017 Wisconsin Act 10.
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Winter 2018 | Collective IMPACT 7
Join us for WMC’s
BusinessDay IN MADISON
THIS IS YOUR OPPORTUNITY TO GET THE ATTENTION OF LAWMAKERS THROUGHOUT WISCONSIN AND COMMUNICATE YOUR PRIORITIES FOR BUSINESS-FRIENDLY POLICIES. 2018 BUSINESS DAY IN MADISON SPEAKERS: Sharyl Attkisson is a five-time Emmy Award-winning investigative journalist based in Washington, D.C. She is author of The Smear, which addresses how fake news and shady political operatives control nearly every image the public sees on the news, online and in everyday life. She is also author of the New York Times bestseller Stonewalled. Attkisson is creator and host of her own investigative news television program, Full Measure with Sharyl Attkisson, broadcast to 43 million Sinclair-owned ABC, CBS, NBC, Fox, Telemundo and CW stations.
Guy Benson is the political editor of Townhall.com, a Fox News contributor, and co-author of End of Discussion, published by Random House in 2015. He is a familiar voice on the nationally-syndicated Hugh Hewitt radio show, which he regularly guest hosts, having anchored the Guy Benson Show from February 2008 until September 2015. He was named one of the Top 30 under 30 conservatives in America by Red Alert politics in 2013.
Greg Gutfeld is a New York Times best-selling author and has been called “outrageous and outspoken.” A libertarian political satirist, humorist, magazine editor and blogger, he is perhaps best known as the co-host of Fox News’ The Five and The Greg Gutfeld Show. He covers a variety of topics, including news, entertainment and sports, with special guests. He currently writes for his own site, GGutfeld.com and FNC.com covering news and pop culture of the day, from a conservative libertarian humorous slant. He is the author of six books, among them, three New York Times best sellers.
WEDNESDAY, FEB. 28, 2018 I MONONA TERRACE, MADISON, WI I 7:30 A.M. - 4 P.M. AGENDA Tuesday, Feb. 27, 2018 5 - 7 P.M. - Welcome Reception at The Madison Club 8 Collective IMPACT |Winter 2018
Wednesday, Feb. 28, 2018 7:30 A.M. - Registration Opens 9 A.M. - Welcome 3:30 P.M. - Legislative Meetings (optional)
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call 920-498-6250 or email firstname.lastname@example.org
Bike Shelter & Repair Station – two Leadership Green Bay Class of 2017 community projects
OF OUR WORKFORCE DEVELOPMENT PROGRAMS BY: NIINA BAUM Through our Workforce Development pillar, the Chamber has many programs to help enhance and develop our local talent. Our programs range from impacting youth as early as kindergarten to inspiring experienced business leaders. This winter we took a look at how two of our programs have impacted the careers of two local individuals, Amy Seehafer and Eric Goerke. Both are alumni of the Leadership Green Bay Program and recipients of a Current Young Professionals Future 15 Award.We also dove into how other programs, events, education and decisions impacted their career paths. Leadership Green Bay, a community-based leadership program of the Greater Green Bay Chamber, is here to help individuals grow as leaders and become more engaged in our community. Leadership Green Bay has been developing both aspiring and current leaders since 1985. Every year, the program welcomes more than 40 committed candidates to the program.These professionals gather once a month to learn about social issues and challenges
10 Collective IMPACT | Winter 2018
facing the Green Bay area, get exposure to relevant leadership education and become community advocates and stewards. Each monthly gathering has a specific focus, from local government to education to the economy. Learners are immersed in full-day experiential learning opportunities that include guest speakers, team-building exercises, networking and more. Program participants enrich our community. Current Young Professionals network works to attract, engage, develop and retain young talent in the greater Green Bay area. Current captivates the young professional audience and initiates their involvement. Current does this through professional development events, leadership development activities, social networking and community engagement opportunities that involve the “creative class” of individuals ages 21-40. Current created the Future 15 Young Professional awards in 2007 as a way to honor young professionals who have influenced growth, prosperity and quality of life in the greater Green Bay area and have demonstrated the ability to positively impact the area through professional and community involvement.
ADDITIONAL WORKFORCE DEVELOPMENT OPPORTUNITIES THROUGH
THE GREATER GREEN BAY CHAMBER Connect to your future workforce through Your Future Greater Green Bay. Your Future Greater Green Bay is a strategic multi-platform resource streamlining connections, communications and collaboration with businesses, educators, students and parents. This strategy includes social media and online tools developed to address workforce challenges of today and tomorrow while showcasing Greater Green Bay companies. Connect today! www.greatergbc.org/yourfuture Make an impact on nearly 4,000 area eighthgrade students, teachers and counselors by participating in the Find Your Inspiration career exploration experience. Exploration includes lessons and opportunities for students to engage with businesses regarding careers and life-skill development via the FYI mobile app, Your Future strategic tools and an interactive event. Find Your Inspiration inspires participants to create a plan for their future, brings awareness of career opportunities in the area and demonstrates what it takes to achieve those career goals from high school and post-secondary credential attainment. Make an impact today by registering your business for the 2018 Find Your Inspiration experience. www.greatergbc.org/fyi
Long term success begins with leadership. The Teen Leadership program builds and strengthens emerging area high school sophomores with shared experiences and opportunities to conquer challenges, practice leadership skills and meet community leaders who make a difference in Greater Green Bay. Become a program sponsor now. www.greatergbc.org/teenleadership Develop a recruitment pipeline through Youth Apprenticeship! The Youth Apprenticeship program integrates school-based and work-based learning to provide high school juniors and seniors with employability and occupational skills.The Youth Apprenticeship program is sponsored by the Department of Workforce Development and administered by the Greater Green Bay Chamber. Participating businesses mold young talent through the Youth Apprenticeship program by mentoring future employees. Program benefits include: Increasing workforce diversity, assessing student potential for long-term employment, reducing employee turnover and retraining costs by hiring youth apprenticeship graduates, in addition, the Youth Apprenticeship program raises awareness about what actually goes into the profession. Develop your recruitment pipeline at www.greater.gbc.org/ya
APPLY FOR THE CLASS OF 2019 Leadership Green Bay is accepting applications for the class of 2019! Applications are due May 15, 2018. The class of 2019 curriculum starts with the Welcome Breakfast on Wednesday, Sept. 5, 2018 and ends with Graduation on Tuesday, May 13, 2019. Session days will be held on the second Tuesday of the month from Oct. through May. Apply for the class of 2019 at www.greatergbc.org/leadershipgreenbay
Winter 2018 | Collective IMPACTâ€‚â€‚11
WITH ERIK GOERKE
(Leadership Green Bay
ERIK GOERKE (Young Entrepreneur of the Year - 2009, Future 15 - 2011, Leadership Green Bay - 2012, Co-Founder, Owner and CEO of Alliance Management) Greater Green Bay Chamber: Where did your first inspiration come from for starting a business?
have regrets if I didn’t try starting Alliance Management. I am now pursuing an MBA at Northwestern University’s Kellogg School of Management.
Erik: In high school, I created this dummy stock account so I could follow my “investments” without actually investing and losing money. I ended up being pretty good at it so later my parents let me use money from my college fund. My parents then suggested I consider investing in real estate, so I bought my first house and passed the real estate salesperson exam during my senior year of high school.
GGBC: How is pursuing a master of business administration important to your career or business?
GGBC: How did getting your real estate license and the purchase of a house help start your business? Erik: Originally, I bought the house so I wouldn’t have to pay room and board at St. Norbert college. But I was later able to sell my share for a profit. During my first couple years attending St. Norbert college, I started selling real estate and dropped out my junior year in 2005 because Alliance Management was growing quickly, and my grades were starting to slip. I did go back to St. Norbert to finish my degree in business administration in 2011 and then 2015. GGBC: Why did you go back to St. Norbert to finish your degree after successfully starting a business? Erik: For me, school was very important but I wanted to do it right and get the most out of it. When I was starting my business, I wasn’t taking full advantage of what school had to offer at the time because I was too busy. School was always something I could come back to. I knew I would 12 Collective IMPACT |Winter 2018
Erik:The cost for an MBA is relatively small compared to the return on investment. I love going to school and getting to interact with all of the other people. It is helping me better run my business, be a better leader and it is positively impacting Alliance’s bottom line. GGBC: What are some things you have done to gain the needed skills for your career? Erik: I spent evenings on YouTube learning statistical analysis and bettering my Excel skills. I went to other businesses to observe their best practices and to see if I could apply them to Alliance Management. One thing I would like to emphasize is that you should not be afraid to take a college course that isn’t a part of your degree so as to learn a new tool or take the time at night to learn a new skill. The expectation is that you are always learning. Always double down on education as an investment, from time on YouTube to pursuing a degree. I encourage everyone to explore all the different resources at their disposal. GGBC: How did the Chamber’s programs (CEO/CFO Roundtable, Future 15, Leadership Green Bay) impact your career?
Erik: I joined the Greater Green FutureBay 15Chamber’s – 2017 CEO/CFO Roundtable program to make more Leadership Green Bay - 2012 connections with individuals who ended up being Sr. Operations Manager/Organizational instrumental resources in helping my business Development Specialist at Foth be a success. Joining the CEO/CFO Roundtable program at 24 was a huge advantage for me because I was able to connect with individuals who had more experience than I had. It was a great mentorship opportunity. This allowed me to avoid making some costly beginner mistakes. Joining the CEO/CFO Roundtable program was really a result of being nominated for Young Entrepreneur of the Year for Current’s Future 15 awards. It made me aware of the various programs the Chamber offered that I did not know about at the time. Also, as a result of this award, I went through Leadership Green Bay. This program was really beneficial because, until that time, I hadn’t made a network of peers. Leadership Green Bay tied me into more young professionals with the same ideas I had. To this day, I am in contact with many of those people and we have shared work that has been mutually beneficial to our careers.
WHAT IS ALLIANCE MANAGEMENT? Alliance Management provides real estate brokerage, consulting, management, and maintenance services for income-producing, multifamily properties throughout Northeastern Wisconsin. It is currently the largest third-party manager of luxury apartment complexes in its market area, and Alliance Management plans to continue building its portfolio of properties throughout Wisconsin.
& AMY SEEHAFER Alumni & Current Young Professionals Future 15 Recipients)
AMY SEEHAFER (Leadership Green Bay - 2012, Future 15 - 2017, Sr. Operations Manager/Organizational Development Specialist at Foth) Greater Green Bay Chamber: When did the building blocks for your career first start?
GGBC: What has attributed to where you are in your career today?
GGBC:What was the best thing about Leadership Green Bay?
Amy: It started back when I was 10 years old. I wanted to solve problems and help people. I started babysitting at 10, got a paper route at 12 and then a job at Hansen’s Deli at 14. In addition, I was very involved in my church and helped lead many programs. I then went to University of Wisconsin – Green Bay and completed my degree in communications/business in 2002. While going to school, I worked full-time at Perkins; I managed the restaurant, scheduling and training. The owner of the restaurant also sponsored my tuition for my undergraduate degree and took time to mentor me.
Amy: Once I entered the workplace I got involved in the community to help build my network. I was part of the NEW Manufacturing Alliance, and on various advisory committees at Northeast Wisconsin Technical College (NWTC). I tried to get really connected with the people who were trend setters impacting the manufacturing environment. In addition, I was the event co-chair/publicity chair for Making Strides Against Breast Cancer, on the Leadership Green Bay curriculum and steering committee and taught HR certification prep courses. Right now, I am teaching Junior Achievement of Wisconsin at Jefferson Elementary School.
I’d say the best thing about Leadership Green Bay is the large network of people it has provided me, even those not in my graduating class. I can reach out to any Leadership Green Bay graduate from any class and have an instant contact that is willing to help and be supportive.
GGBC:What happened after you graduated with your undergraduate degree? Amy: I took a job at The C.A. Lawton Co. as a human resources assistant/receptionist. The organization afforded me a lot of opportunities to grow and take on a whole host of roles, some being in marketing, sales, accounting, IT, environmental compliance and safety. The organization actively drove leadership development and sponsored my master’s degree in business management through UW-Green Bay. This really allowed me to expand my skill-set and become a better, more well-rounded person for my final position at The C.A. Lawton Co., which was director of human resources, and I was a member of the executive team. After nine years, I chose to transition from the manufacturing industry to the service industry to work at Foth. Since I have been at Foth, my position has evolved from an organizational development focus to include a dual focus on that and operations management of our shared services organization. I love the variety and challenges that my job provides.
From my standpoint, I built my career by not becoming a specialist. I built it around solving problems and helping people, which is my passion. People need to be honest with themselves about their passion. We spend a lot of time at work; we need to feel fulfilled by what we do and that starts at finding what we are good at and what we are passionate about. GGBC: What was your Leadership Green Bay experience? In 2012, I graduated from Leadership Green Bay. Before going through Leadership Green Bay, I didn’t quite understand what the program was or what I was going to get out of it. But I knew people who went through it who raved about how beneficial it was. I learned a lot about myself, other types of business, the needs in the Green Bay community and the forces behind what happens in the community. Even though I was raised in Green Bay, I still gained a lot of valuable information from the program. Leadership Green Bay was a valuable experience!
GGBC: What benefits came from being a Future 15 Award recipient? In 2017, I was a Future 15 recipient for Current’s Future 15 and Young Professional awards. Because of that award, I have had several inquiries from people in the community. An instructor at NWTC, who teaches operations management, saw my profile and arranged for the class to visit me at Foth for the day to talk about my career.
WHAT IS YOUR ROLE AT FOTH NOW? My focus is on working with all levels of business leadership to drive operational excellence and member development, training, successful on-boarding and integration, retention, continuous process and program improvements and organizational change management. I also lead our shared services group. Foth has four different business units that all need some of the same services like human resources, information technology and accounting.
Winter 2018 | Collective IMPACT 13
RESOURCES FOR STARTING AND GROWING A BUSINESS BY JENNIFER HOGELAND Most new businesses need a little help getting started—locating affordable office space, creating a business plan, securing financing and more. Fortunately for start-ups in Greater Green Bay, there are many resources to give entrepreneurs a strong start. “One of the first things I tell people is you need to identify your target market and actually go talk to that target market. It is vital for you to know if the market is going to respond to your product or service before investing a great deal of time, energy and resources,” says Elizabeth Slade, incubator program manager for Advance, the economic development department of the Greater Green Bay Chamber.“Then, get a team of advisors or mentors—none of us know everything. Use this team to fill in the gaps. Search out the many free resources available in the community.” Have a specific question about starting a business? Slade recommends contacting Advance or one of its three partners—the Small Business Development Center, SCORE and Northeast Wisconsin Technical College’s Small Business Initiative. The Small Business Administration also has a comprehensive website with links pertaining to starting a business. Advance, the Small Business Development Center, SCORE and NWTC’s Small Business Initiative are all located on the NWTC campus and assist 14 Collective IMPACT |Winter 2018
individuals in the initial phases of business ownership. All offer one-on-one coaching and counseling as well as workshops relevant to starting and growing a business. “The four partners here are really essential for an entrepreneur to get that solid foundation—to have a good plan and to know how to execute it,” says Slade. She explains the resources offered by the four organizations are available to the community. A start-up doesn’t have to be part of the Advance Business & Manufacturing Center Incubator to utilize the services, although those part of the program tend to have a higher success rate. “The national average suggests 87 percent of businesses stay in business the entire time they are in an incubator and, for us, 90 percent of the businesses that graduate from the incubator stay in the community for at least five years,” says Slade. “If you launch and grow on your own, the success rate is less than 50 percent.” The incubator’s primary target market is entrepreneurs starting to launch or who are in their first few years of business. Other good fits include home-based businesses looking to transition to a commercial property, businesses testing out a new product line or businesses expanding to a new market. Amenities available through the incubator
make a difference to a new company’s bottom line. Rent is competitive and includes utilities, Wi-Fi, housekeeping, maintenance and front desk staff. Slade credits the incubator resources as well as being surrounded by other innovative entrepreneurs for the program’s success. “That internal spirit and networking is a very important piece to a start-up’s growth,” adds Peter Zaehringer, vice president of economic development for Advance. The Advance incubator has 33 businesses that rent space within the 50,000-square-foot facility; it also supports nine virtual clients. An impressive 275 businesses have graduated from the program since its inception.The impact of the current program is $3.8 million; the alumni’s impact is $81.4 million. The incubator’s current job creation is 113—there are 955 alumni. “That’s why we do it, because you start out small but you grow and grow,” adds Slade. They also operate the Brown County Culinary Kitchen, a shared-use kitchen utilized by 22 licensed processors. Advance manages the programs and facilities.They host numerous onsite networking events and open houses. Slade explains they have a number
FOR MORE INFORMATION VISIT: Advance: www.greatergbc.org/advance Small Business Development Center: www.uwgb.edu/sbdc SCORE: www.greenbay.score.org NWTC’s Business Resources: www.nwtc.edu/business-industry/business-resources The Small Business Administration: www.sba.gov
of opportunities for incubator tenants and those that use the kitchen to showcase their products and services in the community without having to invest additional resources. “Entrepreneurs can concentrate on developing and growing their business. Instead of worrying about the details, they can focus on building their company to be something successful and sustainable,” says Slade. Once businesses get off the ground, they begin exploring opportunities to grow and expand. Growth typically requires dedication, innovation, strong partnerships, including one with your local municipalities, and being in a good business environment. For years, Advance had a volunteer committee devoted to business expansion and retention efforts in Brown County. Joshua Bernhardt, business expansion and retention (BEAR) specialist for Advance, was hired to focus on business expansion and retention and execute a quality economic development program. Bernhardt explains approximately 80 percent of job growth and investment comes from businesses already established in an area. In his first year, he visited more than 150 businesses, collecting data and answering questions.
“Maybe a company is having issues in finding workforce or they’ve never connected with their local municipality. We go in and try to be proactive—to connect with those businesses and provide a solution—because our ultimate goal is to keep them here, to make sure they are happy and to help their growth moving forward,” says Bernhardt. Zaehringer adds, “It’s also about relationship building. The company knows they can trust someone and have someone to call if they have a problem.” BEAR responds to the needs of employers and industries, looking to uncover opportunities.The program is concerned about economic development for the entire Greater Green Bay area. “We do our best to be a connecting piece,” says Bernhardt.“As we build better relationships with municipalities and businesses, they are starting to come to us and ask for solutions. I think that is a sign of a healthy business expansion and retention program and overall economic development organization.”
“We want to do our best to check in with them, get their pulse on the business climate in the area, ask if they have concerns and see what opportunities they see in the future,” he says. Bernhardt explains on a macro level BEAR collects information and creates reports to distribute to the community, sharing the overall business climate satisfaction in the area. On a micro level, he hopes to provide solutions, where possible. Winter 2018 | Collective IMPACT 15
APPRECIATION WEEK Joshua Bernhardt, business expansion and retention (BEAR) specialist for Advance, reveals business expansion and retention is not only concerned with meeting businesses through a scheduled visit, but it’s also important to create partnerships with local municipalities and connect them to local businesses. One of the ways this was accomplished was through Business Appreciation Week, Oct. 16-20, 2017. BEAR partnered with seven of our local municipalities and over the week popped into 36 companies, presenting them with a certificate of appreciation.
Advance, economic development department of the Greater Green Bay Chamber-Located at NWTC
“We stopped in with the local municipality, thanked them for being part of our community, asked them briefly if they had any concerns or had anything going on that we should be aware of. It was a great week—we had great conversations that I believe will spur continued relationships going forward,” says Bernhardt.
STRATEGIC PLAN CELEBRATES EARLY SUCCESSES In May 2017, after more than a year and a half of meetings, focus groups, roundtables, one-onones, surveys and presentations, community leaders unveiled the area’s first Economic Development Strategic Plan. The plan outlined 11 program initiatives focused on economic development and included an implementation matrix with a work plan to accomplish specific objectives over five years.
by bringing business leaders and community organizations together.
important and sustainable pieces in the strategic plan,” adds Zaehringer.
“The way we looked at the strategic plan is— besides the strategies and actions we execute on a daily basis—we want to build a platform for companies and educational institutions and stakeholders to do new and successful things,” says Zaehringer.
Funding for the STEM Center and the announcement of Titletown Tech—a partnership between the Green Bay Packers and Microsoft— occurred since the strategic plan was rolled out. All will have a huge impact on the region’s economic development.
The strategic plan secured start-up funding, making it possible to move forward with the initiatives. Now, just six months after its introduction, the community is seeing elements of the plan come to fruition.
One of the early accomplishments of the strategic plan is the passing of the county sales tax. Zaehringer explains the approval of the sales tax also made the expo hall possible.
“I had no idea six months ago we would be where we are today with the passing of the sales tax, getting approval for the expo center, receiving funding for the STEM Center and moving at the pace we are with the engineering school— it’s remarkable how fast this is all happening,” says Zaehringer. “The strategic plan has been instrumental in these successes. It gives leaders a document and demonstrates how a project isn’t isolated but fits with the growth strategy of Greater Green Bay.”
“Every accomplishment so far, if I look at our implementation matrix, isn’t supposed to have been implemented until year four or five.We’re getting spoiled by how fast things are moving,” says Peter Zaehringer, vice president of economic development for Advance.
“While the expo hall is not funded by the sales tax, it was crucial to get the sales tax passed to get the expo center started,” adds Zaehringer. He reveals the status of the engineering school within the University of Wisconsin-Green Bay also counts as an early success of the strategic plan.
He explains the strategic plan provides a platform for the initiatives and builds unity
“There is a consensus that everyone wants the engineering school here—it’s one of the most
16 Collective IMPACT |Winter 2018
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ENHANCING LIVES, MAXIMIZING ORGANIZATIONAL PERFORMANCE With new advances in technology, and faster access to information than ever, we are always looking for ways to maximize employee productivity. But are we paying enough attention to what is negatively affecting employee productivity? Did you know 70 percent of employees say their productivity is impacted by the stress and anxiety of personal issues? ERC, Inc. helps businesses succeed by helping their employees work through everyday stresses. Employers pay for the services of ERC so employees don’t have to worry about any cost for seeking assistance at a critical time. ERC is also the largest employee assistance program (EAP) provider in the area. “Our emphasis is on client service. When someone calls, a live person picks up on the end, and they are local. We know how to pronounce Ashwaubenon. We know the culture of northeast Wisconsin, we know the clients, we know the mental health and medical resources. That gives us an 18 Collective IMPACT |Winter 2018
edge. We can provide short-term counseling in-house,” says James Pecard, director of EAP at ERC, Inc. In 2014, husband and wife Steve and Allyson Baue purchased ERC, which was founded in 1992. “When we heard ERC was for sale, we were very enthusiastic about the potential opportunity. We wanted to own a small business in Green Bay, and with my background in human resources, we saw this as a great opportunity,” says Steve Baue. Steve has more than 20 years of domestic and international experience in organizational development, human resources and executive-level leadership. Since the purchase, Steve has been actively involved in the Greater Green Bay Chamber. He serves on the Chamber’s board of directors and provided his consulting services to assist in the Chamber’s recent strategic plan. “The Chamber offers us resources
that as a small business we wouldn’t be able to have access to on our own: expertise, talent and tools,” says Steve. “I encourage member organizations to learn what the Chamber can do for them. I have learned through my involvement that the Chamber has different benefits for different businesses.” When the Baues purchased ERC, Steve had three key strategies. The first was to protect the core of the business. “Don’t fix something that isn’t broken,” he advises. Last November was the 25th consecutive year ERC has been regarded by the community as the best short-term mental wellness and mental health counseling service in Northeast Wisconsin. The second strategy was to enhance its services. The services ERC provides can have an immense impact on companies and their employees. ERC has enhanced all its services to better reach each employee and family member. The third strategy was to expand. Not
only to expand its services, but to expand its service base. ERC has 300 customers that account for 80,000 employees nationwide, with most being from Iron Mountain, Mich., to Eau Claire, to Milwaukee. When asked what ERC’s biggest accomplishment has been so far, Steve responded, “We were awarded the 2017 Ethics in Business Award. That is a true testament to what we do and how we do it. Because of the nature of our work, we cannot talk about the impact we have on someone’s life. Our reputation comes from our customers and clients. To be recognized speaks volumes to our staff and the services we provide. And what I particularly love about that award is that it is earned by the hard work and dedication of our staff.” ERC’s accomplishments haven’t been without challenges. “The biggest challenge we continue to face is the stigma of asking for help. How do we let people know it is ok to talk to a counselor,” adds Steve. Although this is a challenge for ERC, it does close to 15,000 face-to-face counseling sessions and almost 20,000 phone
counseling sessions each year. The counseling sessions are short-term motivational sessions typically addressing family/relationship issues or stress/anxiety management. ERC has demonstrated up to a 95 percent issue resolution rate, which means follow-up care is typically not required. In 2017 alone, ERC had more than 60 critical incident response requests. ERC’s critical incident response service is for situations such as a tragic accident, unexpected death and terminal or chronic illness. The critical incident response service includes on-site counseling and is designed to provide psychological first aid to reduce the impact of the event and accelerate recovery. ERC offers additional services such as on-line ‘LifeCare’ resources, wellness programming, workplace conflict management tools, leadership seminars and organizational consulting. ERC focuses on providing quality services to its clients to ensure a better community. ERC invests 100 hours for internal development every year for its counselors, works across
industries, has its own residency program, and employs 24 individuals directly, in addition to more than 1,000 contracted counselors who are passionate about mental health and wellness. Steve encourages “businesses to realize that employees don’t leave their lives at the door each day. Most businesses don’t realize this. It is impossible to separate one’s work from one’s personal life. The more we can do as employers and as a community to help them with their mental wellness and health, the better we will be as employers and a community.”
“We chose Green Bay to own a business because it is a community that values creative cooperation and collaboration so all can succeed.”
GOOD HEALTH IS GOOD BUSINESS
CONTACT MICHELLE to find out how to get started with the Y.
firstname.lastname@example.org 920 436 9626
YMCA Workplace Wellness Program
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 Winter 2018 | Collective IMPACT 19
FACE-TO-FACE EAP CAN PRODUCE
reduction in use of a mental health benefit when ERC is used first
reduction in time spent by performance leaders dealing with employee “personal” issues
75% 70% Face-to-face counseling services through a staff of experienced behavioral health professionals Onsite critical incident response and grief support services Proprietary local and national affiliate networks Personal growth programming Robust data collection and outcome measurements
reduction in work-related accidents
reduction in use of short-term and long-term benefits
reduction in grievances
reduction in worker’s compensation claims
reduction in absenteeism
INVEST IN A REAL EAP: ERC sees resolution rates reaching 95 percent for many customers. This means your employees not only feel better and are more productive, but they don’t need to access insurance billable services or pay out-of-pocket costs.
ERC’s employee assistance models show an ROI up to $15 for every $1 spent. And, at a per-employee cost of less than 10 cents a day, an ERC model is less expensive than offering your employees free coffee.
Talking to an EAP trained counselor can resolve issues, often within a few sessions, but only if your employees are using your EAP. ERC has a best-in-class utilization rate because they promote a face-to-face counseling model (vs. only phone or website access).
The Employee Assistance Society of North America’s (EASNA) study showed employee absenteeism went from an average of 2.37 days of unscheduled absences or tardy days to only 0.91 days after using a dedicatd proactive EAP.* Source: EASNA’s EAP Best Practices “The Value of EMployee Assistance Programs”
20 Collective IMPACT | Winter 2018
WHY IS A CHAMBER
The Shapiro Group is an Atlanta-based strategic consulting firm that conducted a 2014 survey on the awareness of consumers toward chamber of commerce membership. WHEN AN INDIVIDUAL KNOWS YOUR BUSINESS IS A CHAMBER MEMBER,THEY ARE:
83% 71% 70% 49%
more likely to purchase goods or services from your company more likely to think positively of your company’s local reputation more likely to be highly aware of your company more likely to rate your company favorably
DISPLAY YOUR MEMBERSHIP PLAQUE & WINDOW CLING
Winter 2018 | Collective IMPACT 21
Greater Green Bay
ORIENTATION FOR NEW AND EXISTING MEMBERS Membership ROI is a free quarterly event for both new and long-standing members to receive great information on membership benefits, how to get involved and to learn more about the Chamber. We want to make sure members are getting the most out of their membership. If members can’t make these events, I am always happy to come out to member businesses to meet with them individually to Renae Schlies ensure they are getting all the infordirector of membership & retention mation on membership and to see how the Chamber can help support them. Our members are so important to us and I want to do whatever I can to help and make sure they are getting all of the information they need. The next Membership ROI event will be held on Feb. 20, 2018. Register at greatergbc.org/events. MEMBERSHIP ROI OFFERS: • Membership benefit information • How to get involved • Learn more about the Chamber If members cannot make the events, the director of membership and retention, Renae, will come out to member businesses and share how the Chamber can help support them. Contact Renae at (920)593-3418 or email@example.com to schedule a time to meet.
22 Collective IMPACT |Winter 2018
GOLDEN APPLE AWARDS Wednesday, April 18, 2018 Radisson Hotel & Conference Center
FUTURE 15 & YOUNG PROFESSIONAL AWARDS Thursday, April 26, 2018 KI Convention Center
BUSINESS RECOGNITION LUNCHEON Tuesday, June 5, 2018 KI Convention Center
ANNUAL CHAMBER GOLF CLASSIC Monday, June 25, 2018 St. Patrick’s Golf Course
WELCOME BACK PACKERS LUNCHEON TBD
ANNUAL DINNER TBD
MANUFACTURING AWARDS OF DISTINCTION Monday, Nov. 5, 2018 Radisson Hotel & Conference Center
GREATER GREEN BAY CHAMBER
FREQUENTLY ASKED QUESTIONS
Q: If I join, will my business increase significantly? Q: What are some of the activities I should partic-
ipate in to boost our company’s name recognition?
A: The more you participate, the greater the success you will realize from your membership.We have many beneficial events and programs for different types of businesses.
Q: Is the Chamber mostly for large businesses? A: No, the Chamber membership consists of 80 percent
A: If you participated in all the activities the Chamber
has to offer, you would be involved in over 100 events and programs. As a business person, you should decide which event or program would create the highest ROI for the time invested.Your account manager will work with you to help determine which events would be most productive for you and your business.
small businesses, which is defined as 50 or fewer employees.
Q: What do I recieve from my membership beyond networking?
A: The Chamber offers many programs and events that
go beyond networking. We offer marketing opportunities; savings at select businesses like Staples; workforce development programs such as Leadership Green Bay, Youth Apprenticeship, Your Future and Find Your Inspiration; workshops and seminars that educate businesses on topics such as social media marketing and many more. If you want more details on how to maximize your membership, Renae Schlies will visit your business to review the programs that would best benefit your business. Have questions of your own about your membership or the Chamber? Contact Renae Schlies at firstname.lastname@example.org or (920)593-3418.
Winter 2018 | Collective IMPACT 23
ACHIEVE BROWN COUNTY OUTCOMES 1. Every child is prepared for school. Children are developmentally ready to enter kindergarten. 2. Every child succeeds in school. High school students are college, career and community ready. 3. Every youth is engaged in education, training and employment pathways. Youth are enrolled in post-secondary or listed in the military within one year of high school graduation. 4. Every youth attains postsecondary, continuous education or career training.Youth attain a college degree or license/certification within six years of high school graduation. 5. Every youth is equipped to become an effective and engaged citizen. Young adults are gainfully employed in a family-supporting career. 24 Collective IMPACT | Winter 2018
WHAT ACHIEVE BROWN COUNTY
HAS BEEN ACHIEVING It’s amazing to realize Achieve Brown County (ABC) has existed for nearly four years. But what’s even more remarkable is the progress the organization has made in that time, thanks to the collaborative mind-set that’s been embraced by our community. When ABC was launched in 2014, it was a partnership of the Brown County United Way, Greater Green Bay Chamber and the Greater Green Bay Community Foundation. And it set out to do something unique to few communities nationwide: Establish a common framework for working together, across sectors, to measurably improve the age-appropriate cognitive, social, emotional and physical growth and development of children from birth until their careers. In Brown County, we’re talking about 90,000 young people ages 0 to 26. What’s been unique is that we didn’t create a new agency to do something “new” in terms of a service or a program or an offering in our already-resource-rich community. Instead, we sought to work with all the systems that already exist to support children and young adults, and to gauge their effectiveness and help to improve those systems. Our ultimate goal:That all kids are ultimately ready for the workforce and ready for life.
We have defined and focused on five primary measures or outcomes. Here are a few highlights of accomplishments toward those outcomes (featured in the box alongside this article) and in creating a foundation for fundamental change. Consistency in measuring kindergarten readiness. “Every child is prepared for school” is defined as children being developmentally ready to enter kindergarten as measured by literacy, numeracy, social, emotional and physical readiness. In 2016, for the first time, we were able to have all 10 school districts in the county measure the same thing, at the same time, in the same way, with regard to kindergarten readiness. In the past, each school used their own unique measures of readiness.There was no way to uniformly measure how prepared all Brown County students were for kindergarten when they showed up at the school doors.This is essential infrastructure building that we’re doing. Defining third grade reading as a high leverage opportunity to ensure future academic and workforce success in young students. Literacy benchmarks in third grade are indicative of both school success and career success. Right now, we have 58 percent of third graders who are minimal or basic in their proficiency. In partnership with the Green Bay Packers, ABC is facilitating the Read Like a Champion initiative to leverage
Bolstering high school completion rates countywide. High school graduation rates for Brown County increased from 88.7 percent for the Class of 2015 to 90.2 percent for the Class of 2016.This 1.5 percent increase occurred at the same time that high school completion rates remained stagnant for the state as a whole. In addition, Brown County can tout a 5.9 percent increase in high school completion from 2010 to 2016, from 84.4 to 90.2 percent. ABC’s Outcome 2 is “every child succeeds in school” and our county’s schools are realizing this with the increased 2015-2016 graduation rate. Encouraging enrollment in post-secondary education or the military. By fall 2016, 63.1 percent of Brown County’s 2,795 high school graduates enrolled in post-secondary education. While this was 3.9 percent lower than the previous year’s, it was still 3.4 percent higher than the state average for postsecondary school enrollment. Three local healthcare systems – HSHS/Prevea Health, Aurora Healthcare and Bellin Health – as well as the Birth to Three Program, are changing how their clinics assess and triage children with needs. We determined a need to improve our current system for supporting the on-track development for all children ages 0 to 4 to help them be prepared for starting school. Research found 13 percent of children with a developmental need are being found within the healthcare system; nationally, that’s 17 to 18 percent. In addition, we found that more than 50 percent of children referred for special developmental support don’t receive the service. One-fifth of those don’t qualify for service per a state mandate, and one-third of parents refuse service, both barriers creating a gap. These are the gray area kids, and the healthcare
system is an ideal place to follow up with these parents to find other sources of assistance. Data also show that a majority of young children who need supports are lost from our system, even after it’s been determined they have significant needs. Many of these children require remediation and additional investment.
foster follow-up with parents when a child is not receiving the developmental supports they need. Sincere, community-wide collaboration is happening among our 26 board members as well as our outcome team members. We’ve brought together schools, nonprofit organizations, health care, business leaders…I can’t think of a sector of the community that’s not involved in one way or another in ABC, and more than 100 organizations are convening on our youth’s behalf.
The healthcare clinics are working on improving their ability to recognize cognitive delays, social/ emotional delays and other key factors. Since most children in our community receive some form of healthcare in early childhood, it’s a ripe opportunity to identify issues and connect them to system support to get them on track. In Brown County, there are about 17,000 children under the age of 5 at any given time we can reach.
When we started this, we asked community leaders to commit to the undertaking at hand and to be prepared to invest their time in it. While we have four full-time staff members and six AmeriCorps volunteers, we rely significantly on our volunteers to do the work and to own it versus handing it off to someone else in their respective offices. People have stepped up and made that commitment.
The healthcare institutions are also working to create better transparency between partners that will
How do Brown County graduation rates compare to Wisconsin over time?
4-year high school completion rate
the passion of Packers fans to inspire reading.This initiative helps parents to better engage their children in developmentally appropriate ways around reading and literacy.
Brown County’s 4-year completion rate has risen 5.9% from 2010 to 2016.
The Brown County graduating class of 2016 had a 1.6% higher completion rate than the Wisconsin average.
2012-13 School Year
Source: ABC analysis of WISEdash datasets (Wisconsin Department of Public Instruction)
Winter 2018 | Collective IMPACT 25
In many cases, we have one person from a business officially involved with an action team, but they in turn tap into multiple people in their business to achieve what they’re doing. I joined the effort in June 2014, about six months after the board of directors was already in place. Our shared goal is to make sure every student receives a sound education, and that’s something that cannot be provided exclusively by schools; the community needs to play a partnership role. It’s not any one’s job; it’s all our jobs.
Fortunately, we have a roster of skilled researchers, a committed staff, very dedicated outcome team volunteers and a culture of collaboration at our fingertips. We’ve been so focused on measurements and the improvement science, but what’s really changed remarkably is the culture of collaboration and improvement that has permeated everything from our school boards to senior
leaders in business organizations. It’s not that we weren’t collaborating before, but we’ve been doing it both more openly and with more rigor as part of a holistic approach to our children’s futures, versus segmented approaches. In the long run, we will raise the caliber of individuals in our community, growing and retaining talent right here in Northeast Wisconsin.
We’ve helped to remove key barriers to system success with the Wisconsin Districts of Innovation approach. Working with system partners and state legislators, ABC identified outdated policy and statutory requirements for K-12 districts that are a substantial barrier to the innovation and improvement our model is founded on. By working with the Wisconsin Department of Public Instruction, our business partners and policy makers, we’ve been able to instate a new method for granting waivers from unnecessary statutes. Basically, we sought a way for the people trying to do the work, to do the work. As you can imagine, these are just a few callouts and highlights. Change management is what we’re tackling, and it can be a slow and laborious process.
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Willow Creek Behavioral Health Extends Services, Opens New Adolescent Unit
Willow Creek Behavioral Health recently hosted a community open house to announce the opening of our new adolescent unit for children ages 12-17 years old. The new adolescent unit is designed to treat the specific needs of our youth suffering from mental health challenges and in need of inpatient treatment and behavior stabilization. The adolescent inpatient unit adds to the treatment services we provide for adult and geriatric patients in our hospital. The multi-disciplinary staff at Willow Creek is excited to be part of the Greater Green Bay community. Each program is staffed and
programmed to treat the immediate needs of patients who may be at risk of harming themselves or others. The adolescent inpatient unit adds to the treatment services we provide for adult and geriatric patients in our hospital. Willow Creek Behavioral Health opened its doors to patients and the community in January 2017. We provide a safe and secure resource for parents, families and other local stakeholders in need of accessible mental and behavioral health services. We look forward to growing and continuing to expand services to support the needs of the community.
1351 Ontario Road Green Bay, WI 54311
(920) 328-1220 www.willowcreekbh.com
THE GREATER GREEN BAY CHAMBER
NEW WEBSITE DESIGN The Greater Green Bay Chamber will be launching a brand-new website design
EARLY 2018! This new design will include: • Easy navigation • A new modern look
Winter 2018 | Collective IMPACT 27
A strategy that’s in harmony with your business objectives will make fans out of your audiences. That’s why we create custom strategies to support your social media efforts. Plug in and amplify your content.
Strategy 28 Collective IMPACT |Winter 2018
CHAMBER MEMBER ANNIVERSARIES 45 YEARS
Hurckman Mechanical Industries Inc. North Shore Bank
Bosse’s News & Tobacco
Flight Logistics Aircraft Charter
Employee Resource Center Inc. (ERC) Graef-USA Inc. Mead & Hunt Inc. Renard’s Country Elegance Inc. VOS Electric Inc.
Bar Stools Direct Davis & Kuelthau s.c.
Community First Credit Union Cornerstone Mortgage LLC DMI Studios Greater Green Bay Lodging Association M2 Logistics Inc. MCL Industries Inc. NEW Zoo & Adventure Park The Children’s Museum of Green Bay Vern Kummers Plumbing Co. Inc.
Affordable Dentures Definitely De Pere Delaware North Sportservice Diamonds & Gold EH Wolf & Sons Inc. Great Harvest Bread Company Lin. Liebmann LLC M3 Insurance The Bottle Room Vorpahl Fire and Safety Inc.
Akzonobel PPC Celebration Church The Business News
Winter 2018 | Collective IMPACT 29
Greater Green Bay Chamber 300 N. Broadway, Ste. 3A Green Bay, WI 54303
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8/29/2017 11:57:23 AM