2009 Business Plan

Vision
Centergy, Inc., the Central WI Alliance for Economic Development, is a nonprofit organization created to attract and retain thriving businesses and a high-quality workforce, to foster entrepreneurial activity, and to inspire continuous improvement in our quality of life.

Mission
Centergy’s mission is to stimulate measurable economic development in Central Wisconsin by aligning resources, encouraging cooperation among all sectors of our regional economy, and promoting the value of doing business in Central Wisconsin.

Areas of Focus Executive Summary – E3 Plan

Employment through Workforce, Education & Training – attract, develop, and retain talent and encourage educational attainment

K-12
Higher Education

Economy through Business Development Based on Research and Advanced Manufacturing – focus on targeted growth industries and entrepreneurial development

Medical Sciences
Alternative Energy Production, Paper/Wood Products
Agriculture and Food Processing
New Technology Business Development/Entrepreneurship

Environment Enrichment Through Community Development – encourage and embrace diverse talents, enhance communities through recreation and the arts, promote regional brand, and advocate for strong infrastructure

Quality of Place
Logistics & Infrastructure
Government Relations

All areas of work in this business plan will be benchmarked through monthly reports to the Board of Directors, review of regional and state assessments, and Executive Council’s feedback on progress. Note: While several initiatives will continue beyond the term of this business plan, certain initiatives that will be completed prior to the end of 2009 are so noted.

Guiding Principles
Centergy will be a good steward of investors’ financial resources and voluntary time guided by the following principles:

Collaboration: Leverage the resources across the region; work across municipal boundaries to do what is in the best interest of the entire region
Competitiveness: Position Central Wisconsin as a leader in key industry sectors; grow from within model
Consensus: Bring clarity of vision of priorities
Capacity: Develop metrics to ensure progress through measureable net increase in higher paying jobs, improved social and economic well being, while maintaining superior quality of life

Value Proposition Statement for Centergy and Local Area Chambers of Commerce
The likelihood of success in implementing regional strategies is increased when collaborating with well established organizations, aligning individual initiatives, and leveraging regional assets and resources. While Centergy will collaborate with many organizations the importance of the local chambers/economic development organizations are noted below:

Value of Local Chambers of Commerce in Centergy Region

Locally-based, rapid-response project management
Efficient coordination of local talents and resources
Early recognition of local entrepreneurial activity and timely, consistent, customized business support
Strong knowledge of local existing businesses, allowing for proactive project tracking and development
On-the-ground experience with identifying, working, and adjusting development strategies to match local culture
Investor/business trust that local interests are being represented

Value of Centergy

Critical mass and unified voice to drive economic growth on regional level
New investment attraction within and to the region
New talent recruitment to the region; Better utilize/retain existing talent
Marketing resources leveraged for a comprehensive internal and external marketing effort with a single, regional brand
Cohesive regional inquiry response and project site submittal
Political clout through regional legislative agendas

Centergy Organization/Marketing

Organizational/Investment - Responsibility of Administration/Staff – Completed by 2nd quarter of 2009 unless otherwise noted

Implement core group of champions to promote Centergy’s efforts
Expand Board to increase involvement from private sector and leaders representing areas of focus for January 2009 board meeting
Build committee structure to support the work of the board by January 2009
Convene Executive Council and stakeholder events to include an annual summit in Spring 2009
Develop and implement volunteer recruitment and coordination plan
Develop investment campaign
Hire part-time support staff

Marketing – Responsibility of Centergy Staff

Develop and implement a communications plan to connect with business, government, education, non-profit leaders and investors
Develop, market and communicate brand for the region to include website upgrade and collateral material for internal business to business opportunities and external talent/business recruitment

Workforce Development

K-12 Education

Strengthen partner efforts that link child school readiness to economic vitality.
Be selected as a pilot program through the Governor’s Commission on Workforce Investment with North Central WI Workforce Development Board for Regional Career Center to increase connection to local demand occupations, job openings, link between education and earning power.
Create manufacturing consortium similar to New Manufacturing Alliance or Gold Collar Careers to encourage high school career path in the industry.
Decrease the amount of remedial education needed for students entering post-secondary education by 10% by 2010.

Higher Education/Incumbent Worker Training

Capitalize on the region’s central location and presence of workforce training institutions to deliver workforce education and training.
Work to raise the educational attainment and skills of current and potential workers in Central Wisconsin by 10% by 2010.
Support Workforce Development Board and Department of Labor grants that seek funding for innovative workforce training programs, ie SPARK (Specific Production Academics for Regional Knowledge).

Support innovative workforce training programs aimed at meeting the needs of employers and the workforce identified in our priority industry segments, ie Centergy’s Healthcare Departure and Retirement Study released in November 2008.
Establish an executive/professional career web-base that can be used to identify career opportunities for individuals and family members who have been recruited to work in Central Wisconsin.
Launch alumni recruitment campaign through institutions of higher education.
Develop post secondary educational plan that can be used in advocating support of existing educational programs and funding for additional training and degree programs.
Address obstacles to achieving State’s goal of having 40% of manufacturing companies receiving MSSC Certification by 2016.
Support the initiatives of the Community Foundation of Greater South Wood County through the Federal “Partners for Workforce Innovation” grant for the purpose of articulating career pathways and opportunities for low-income workers to sustainable employment with local industries, along with aligning with Milwaukee 7 region’s grant award goals by 2012 (only 2 received in the State of Wisconsin).
Increase articulation agreements, transfer program provisions, and specific institutional partnerships to fill academic voids and maximize career opportunities for regional students.

Measurement tools: State reports, WDB assessments, PIEE Council reports, number of graduates at various levels, decrease hours in remedial education, number of business partners, and number of youth apprentices successfully completing the program

Business Development Innovation (Focused on 4 Industry Sectors)

Research & Advanced Manufacturing initiatives are cross-pollinated with Centergy’s four focused industry sectors of Medical Sciences, Alternative Energy/Paper Products, Agriculture/Food Processing, and New Technology Business Development/Entrepreneurship

Research

Support existing and new research companies, centers, and projects that will enhance and increase research activity and make it a major economic driver in Central Wisconsin.
Form Centergy Research Alliance to network researchers in the region, to increase technology transfer to regional businesses, connect sources of new ideas and technology developed in the region and state, and promote research as an economic enterprise.
Increase activity in Wisconsin Innovation Network – sponsor one event per year.
Host semi-annual Economic Updates through local research organizations.
Support the enrollment of Centergy partners in Innovation Masters Course through Wisconsin Innovation Science Center and the Wisconsin Entrepreneurs Network.

Advanced Manufacturing

Seek new resources and business development opportunities for manufacturing companies.
Develop manufacturing consortium, similar to goldcollarcareers.com or newmanufacturingalliance.com to address labor shortage and promote manufacturing careers through educational institutions and through workforce transition training programs.
Nominate manufacturers for various State of Wisconsin awards.

Medical Sciences

Build economic activity in medical research, medical education and training, medical supplies and medical software/bioinformatics.
Participate in WI Biotechnology and Medical Device Manufacturing Association.
Partake in BIO-2009 in Atlanta with Department of Commerce, other regional entities, and local partners.

Alternative Energy Production, Paper/Wood Products

Support and invest in research, technology transfer and businesses that will make Central Wisconsin a player in the alternative fuels energy market.
Support and invest in value-added products that enhance and grow the existing world-class paper making assets and labor pool in the region.
Build upon the Paper Science and Engineering Program and WI Institute for Sustainable Technology through UWSP.
Expand “Converting Influence” initiatives in Northeastern WI to Central WI paper related companies.
Mirror the State of WI Office of Energy Independence goal of generating 25% of our electric power and transportation fuels from renewable resources by 2025, capturing 10% of the emerging bio-industry and renewable energy market by 2030.

Agriculture and Food Processing

Support “buy-local” campaign with major regional employers and food coops.
Assist in developing new markets of regionally grown crops such as potatoes, dairy, cranberries, and ginseng to develop new markets.

New Technology Business Development/Entrepreneurship

Grow the existing Finance/Insurance/Real Estate sector with focus on “Information Systems” spin-offs.
Expand the sources of risk capital in the region.
Improve business climate in Central Wisconsin to encourage the development of entrepreneurial activity.
Establish regional approach to seek state, federal, and private economic development and grant funding for new business development.
Explore the formation of a regional angel investment network (Centergy Investment Partners, Inc.).
Support the collaboration of local communities revolving loan funds to include Centergy region and Adams County.
Create Business Resource Guide to be marketed through the chambers/Centergy’s website.
Enroll Centergy as an active WEN Partner to aid in resource identification.
Sponsor a regional business plan contest, winners advancing to State’s competition.
Promote entrepreneurial education courses offered by local chambers/EDCs.
Develop prospect protocol with chamber directors for combined project submittals.
Launch Executive Pulse throughout the region to assist in identifying business trends realized through formal business retention visits established under the chambers.
Collaborate with existing I&E Clubs to host annual regional event.
Host Location One Information Systems for available sites/buildings on Centergy’s website.

Community Development

Quality of Place

Identify the region’s cultural and environmental assets through the coordination of resource guide with the assistance of the Arts Councils and Convention & Visitors Bureaus.
Produce regional life indicators report to establish baseline and track trends for quality of life and diversity/cultural enrichment.
Collaborate with existing Young Professional Networks for an annual Centergy event.
Host annual event for Chamber Leadership graduates.

Logistics/Infrastructure

Logistics

Build on the existing base and attract new businesses that further develop strong logistics position of Central Wisconsin.
Explore possible development of an intermodal operation that takes advantage of the new Asia to Midwest Canadian National link that runs through the region.
Link intermodal opportunities with Foreign Trade Zones (FTZ) in Green Bay.

Infrastructure

Expand inventory of current regional efforts (air, rail, highways, multi-modal) to move people and products.
Expand efforts to maintain and grow the physical infrastructure in the region, including critical areas such as the Central WI Airport, road systems and bridges, power generation and transmission infrastructure, Class I rail lines, and telecommunications.

Government Relations

Coordinate annual Central Wisconsin Days to occur in April 2009.
Establish regular meetings with local elected officials to discuss Centergy’s initiaties and to encourage intergovernmental cooperation through a “Municipal Issues Committee” comprised of all local elected officials.
Establish “Legislative Council” to meet with State and Federal representatives with Centergy Board on a semi-annual basis.