Green Bay Strategy Implementation Matrix TIMEFRAME First 6 months Next 6 mo. Years 2-3 Years 4-5 (-> Febrary 18) (-> Agst '18) (2019-20) (2021-22) INITIATIVE 1: BUILD ON THE REGION'S MANUFACTURING STRENGTHS Strategy 1.1. Work with local, regional, and state organizations to spport the ongoing sccess of established employers and indstries (paper prodcts, food processing, indstrial machinery) in Brown Conty and across Northeast Wisconsin. 1.1.1. Contine working with the Northeast Wisconsin Manfactring Alliance to identify and address the needs of area manfactrers. 1.1.2. Contine spporting the partnerships between Northeast Wisconsin Technical College and the region s manfactrers to meet the short- and long-term workforce needs of area employers. Strategy 1.2. Target strategic bsiness expansion and recritment projects that help spport existing manfactrers (spply chain recritment) and that frther diversify the region s manfactring base. 1.2.1. Identify the most common sppliers and service providers for regional manfactrers and target these companies for expansion/relocation into Greater Green Bay. 1.2.2. Work with existing manfactrers to help them add new prodct lines or expand their prodction capabilities to fill demands of regional bsinesses crrently being satisfied by ot-of-market firms.
1.2.3. Work with the Wisconsin Economic Development Corporation, the New North, and local economic development organizations across Northeast Wisconsin to highlight and market the region s advantages as a top location for manfactring bsinesses. Strategy 1.3. Highlight an Upstream Vale strategy for technology-based manfactring, focsing on indstrial design and increased investment in process software and eqipment improvements. 1.3.1. Prse atomation and advanced technologies that fel the growth of local manfactrers (e.g., Atonomos Gided Vehicles, or AGVs, to operate heavy indstrial processes). 1.3.2. Encorage networking among the region s indstrial design, engineering, and R&D workers employed by area manfactrers. INITIATIVE 2: RESPOND TO THE NEEDS OF EXISTING EMPLOYERS AND INDUSTRIES. Strategy 2.1. Establish, maintain, and grow a database of existing bsinesses in Brown Conty. 2.1.1. Update and evalate the database continally. 2.1.2. Inclde all large employers and also focs on highgrowth firms, companies that serve external markets, and firms that are sppliers or service providers for the area s major employers. Strategy 2.2. Expand the Advance employer visitation program to meet with all major employers, highgrowth firms, and other key bsinesses on an annal basis. 2.2.1. Prioritize bsiness visits by employer size and growth rates (employment and revene), target indstries, and lease expiration dates.
2.2.2. Strctre visits to gage the abilities and needs of local employers in order to operate sccessflly and possibly expand in Brown Conty. 2.2.3. Ensre each employer visit achieves the prposes otlined in this plan. Strategy 2.3. Increase the level of CEO engagement as part of the BEAR program. 2.3.1. Host reglar CEO breakfasts and other networking events to encorage relationship-bilding and informal connections among the local bsiness commnity. 2.3.2. Cltivate relationships with CEOs of local firms based otside of Brown Conty to bild channels of commnication with corporate leadership, inclding annal visits to ot-of-market corporate HQs. Strategy 2.4. Work with existing employers, local governments, and tility providers to identify gaps in the region s infrastrctre and look for soltions to address these gaps to spport the growth of existing employers and recritment of new bsinesses. 2.4.1. Contine working with the Advance Mnicipal Isses Committee to address local and regional infrastrctre isses impacting the sccess of area employers. 2.4.2. Involve local government partners in the BEAR program as appropriate. INITIATIVE 3: RECRUIT NEW BUSINESSES AND INVESTMENTS Strategy 3.1. Focs Greater Green Bay s bsiness attraction and marketing efforts on six target indstries, which represent the best opportnities for new investment and employment growth.
3.1.1. ADVANCED MANUFACTURING: paper prodcts, food processing, indstrial machinery, indstrial design. 3.1.2. DIGITAL MEDIA & ENTERTAINMENT: sports & sports technology, digital media (inclding virtal/agmented reality). 3.1.3. HEALTH CARE & MEDICAL TECHNOLOGY: medical specialties, medical training, sports medicine, health software & IT. 3.1.4. LOGISTICS & DISTRIBUTION: trck transportation, water-based transportation, logistics conslting services. 3.1.5. CORPORATE HQs: national HQs, regional/divisional HQs, corporate spply chain (professional services). 3.1.6. FINANCIAL SERVICES: bank HQs, regional banks & credit nions, insrance services. Strategy 3.2. Strengthen Greater Green Bay s bsiness recritment efforts by cltivating networks and relationships with bsiness decision makers inclding corporate exectives, commercial real estate brokers, and site location consltants. 3.2.1. Expand otreach to corporate leaders and real estate brokers in Milwakee and Chicago. 3.2.2. Host a fam tor for site consltants and real estate brokers as a way to generate awareness of Brown Conty and the Green Bay region as a destination for bsiness expansions among exectives.
Strategy 3.3. Enhance Greater Green Bay s image as a destination for new bsinesses and investment throgh focsed marketing channels (e.g., online, social media, and networks of trained local ambassadors ). 3.3.1. Create new online marketing materials specific to target indstries and showcasing p-to-date information on the region s workforce and bsiness climate. 3.3.2. Condct an economic impact analysis of each target indstry to showcase its importance to the regional economy in terms of jobs, wages, and tax base impacts. Strategy 3.4. Leverage bsiness and personal relationships to encorage international bsiness investment. 3.4.1. Work closely with Greater Green Bay companies that have an existing global presence (e.g., KI Frnitre, Schreiber Foods, Schneider) to explore international bsiness development opportnities. 3.4.2. Assist regional bsinesses with their existing and ftre global expansion plans. Strategy 3.5. Recrit satellite offices of firms based in nearby larger markets and sppliers/service providers with existing bsiness ties to Greater Green Bay s major employers. 3.5.1. This shold inclde targeted, indstry-specific strategies for attracting bsiness expansions from companies with major facilities or based in the for commnities with nonstop flights to/from Green Bay: Chicago, Minneapolis-St. Pal, Detroit, and Atlanta. 3.5.2. Condct qarterly bsiness development missions to the for nonstop flight destination metro areas so that each market is visited once per year.
3.5.3. Take a small grop of bsiness exectives (5 10) on each bsiness development mission. 3.5.4. Develop specific approaches for each target market that leverage existing bsiness relationships. 3.5.5. Inclde small divisions of existing Brown Conty corporate HQs as a potential target nder this recritment initiative. Since many of the region s locally based companies operate facilities nationwide, there is a significant opportnity to attract small expansion projects (e.g., marketing and sales offices, regional operations centers) associated with existing bsinesses. INITIATIVE 4: EXPAND THE SIZE AND SCOPE OF THE REGION'S HIGHER EDUCATION ASSETS. Strategy 4.1. Encorage UW-GB and NWTC to expand into downtown Green Bay with specific programs and facilities. 4.1.1. Expand portions of UW-GB s compter science, technology, engineering, and bsiness programs into downtown. 4.1.2. Expand non-academic fnctions into downtown (e.g., niversity engagement and stdent hosing). 4.1.3. Lanch new academic/training partnerships between UW-GB and NWTC that serve the region s existing employers and emerging indstries. Start by creating programs with a downtown location geared toward downtown employers. Strategy 4.2. Re-mission UW-GB to be a larger, more R&D-focsed, broader-reaching niversity.
4.2.1. Position UW-GB to compete with UW-Milwakee throgh the introdction of highly focsed engineering programs, inclding the creation of an engineering school at UW-GB. 4.2.2. Set ambitios long-term enrollment growth targets to more than doble UW-GB s enrollment over the next 10-15 years. 4.2.3. Prse major growth in UW-GB s R&D programs over the next five years and beyond. Strategy 4.3. Spport the new STEM Innovation Center a partnership between UW-GB, NWTC, and Brown Conty to bild a strong pipeline of science and technology talent for Greater Green Bay. 4.3.1. Leverage this new collaboration to benefit the region s existing employers and se it to promote the area for new bsiness expansion projects. 4.3.2. Inclde the region s K-12 schools in this effort to help grow a larger fondation of ftre science and technology workers. Strategy 4.4. Develop a center of excellence (COE) that brings together the region s higher edcation instittions, major employers, and investment partners to address a specific set of research and training opportnities. 4.4.1. Establish a COE in downtown Green Bay that capitalizes on the region s higher edcation and indstry assets to attract and nrtre new talent, bsinesses, and investment.
4.4.2. Focs efforts to establish a COE on sports-related media and advanced manfactring specific to food processing. Strategy 4.5. Bring together regional higher edcation and medical organizations to leverage the new Medical College of Wisconsin-Green Bay for economic development. 4.5.1. Hold a smmit to evalate and prioritize initiatives that cold lead to new bsiness creation, talent retention/attraction, recritment of medical service providers and technology companies, and other otcomes. 4.5.2. Explore the long-term potential to develop a medtech innovation district centered on the new medical school. INITIATIVE 5: ATTRACT, RETAIN, AND DEVELOP TALENT. Strategy 5.1. Encorage greater alignment and partnerships between the region s employers and edcational providers (K-12 and higher edcation). 5.1.1. Contine to work with NWTC, UW-GB and other higher edcation instittions, the region s K-12 schools, and employers to implement more internships, create greater awareness of job opportnities among stdents and parents, and place more edcators in externships with local employers.
5.1.2. Contine to work with the Northeast Wisconsin Manfactrers Alliance and other grops to raise awareness of career options in the region and to provide hands-on opportnities for exposing stdents, teachers, and parents to potential career opportnities (e.g., manfactring day and similar events). This shold bild on the sccess of Manfactring Month (annonced by Governor Walker in October 2016), bt shold inclde similar efforts to boost awareness of career options in manfactring and other sectors throghot the year. 5.1.3. Contine to work with the Bay Area Workforce Development Board, Achieve Brown Conty, and other local workforce development organizations to enhance the skills of Brown Conty s workforce and connect workers to employment opportnities. Strategy 5.2. Lanch a campaign to bild awareness of the career opportnities available in Greater Green Bay. 5.2.1. Leverage social media tools, niversity/college almni networks, and other forms to engage target adiences and promote the region as a great option for job seekers. 5.2.2. Create a digital ambassadors program as a channel to promote positive messages abot the Greater Green Bay area. Strategy 5.3. Pool together resorces from regional employers seeking to recrit and retain skilled workers.
5.3.1. Prse joint job fairs and workforce recritment trips that benefit mltiple employers. 5.3.2. Lead a mission of several large employers with similar workforce needs to visit Chicago, Detroit, Minneapolis, or Atlanta to host job fairs/recritment events to tap into talent in nearby major metro areas. 5.3.3. Create and share commnity-marketing collateral with employers to spport and agment their talent recritment efforts. Strategy 5.4. Srvey local employers reglarly abot their hardest to fill jobs and hardest to find skills. 5.4.1. Use information from employer srveys to develop training programs with edcational providers and to recrit talent from otside of the region. 5.4.2. Work with employers to srvey employees reglarly to nderstand their desires/needs from employers and from the commnity as a whole (inclding information abot qality of place and amenities). INITIATIVE 6: ACCELERATE DOWNTOWN AND URBAN DEVELOPMENT Strategy 6.1. Establish an innovation district centered on downtown Green Bay. 6.1.1. As part of the innovation district, lanch a pilot project to encorage the region s IT & software workers to locate downtown.
6.1.2. Work with the City of Green Bay and Brown Conty to establish pblic incentives that encorage new investment in a specified area in downtown Green Bay. 6.1.3. Contine to engage the local arts and design commnity in projects that elevate the role of arts and cltre in downtown Green Bay to create an atmosphere of creativity. Strategy 6.2. Capitalize on Greater Green Bay s most important natral asset the waterfront. 6.2.1. Contine to invest in rban amenities sch as CityDeck and the hike/bike trails along the Fox River to make downtown attractive for residents and bsinesses. 6.2.2. Enhance access to the Fox River and the bay throgh pblic investments and partnerships with the real estate commnity for new developments along the waterfront. 6.2.3. Explore the potential to add new trails along the Fox River and pedestrian/bike bridges spanning the river in mltiple areas of Green Bay, De Pere, and throghot Brown Conty. Strategy 6.3. Go all in to encorage new mixed-se commercial and residential development in downtown and in the Titletown District, bt also maximize the development potential of the area between the two districts. 6.3.1. Evalate and revise zoning and land se reglations to allow and encorage mixed-se (office, retail/restarant, residential) and, where appropriate, dense residential development.
6.3.2. Ensre that prime employment sites are developed to allow the maximm amont of capital investment and high-wage job growth. Strategy 6.4. Embrace a tactical rbanism approach for activating empty spaces and ndertilized assets in Green Bay s downtown area and in commnities throghot Brown Conty. 6.4.1. Work with Downtown Green Bay, Inc. to spport the growth of existing events like the Wednesday Farmers Market that bring people into the downtown on a reglar basis. 6.4.2. Host alley fairs, parking lot msic+food+art festivals, PARK(ing) Day events (temporarily trning an onstreet parking spot into a pblic space), and other new events that enhance the downtown s role as the region s center of activity. 6.4.3. Engage the region s architectre and rban design professionals (e.g., architectre firms, landscape architectre firms, rban planning, and civil engineering firms) in creative efforts to bring new energy and life into downtown Green Bay. 6.4.4. Spport the rban revitalization efforts and placemaking initiatives in rban districts and corridors in commnities throghot Brown Conty (e.g., Main Avene and Broadway in De Pere). INITIATIVE 7: BUILD A ROBUST ECOSYSTEM FOR INNOVATION AND ENTREPRENEURSHIP. Strategy 7.1. Lanch a major entreprenership and innovation program for Greater Green Bay, as part of Advance.
7.1.1. The prpose of this program will be to coordinate and connect resorces, people, and bsinesses across Greater Green Bay and to create a robst environment for innovation, technology commercialization, and entreprenerial bsinesses. 7.1.2. Brand the new program as the resorce for accelerating entreprenership and innovation across the region. 7.1.3. Potential names for the new program inclde Greater Green Bay Technology Partners, Innovate Green Bay, or Greater Green Bay Ventres. 7.1.4. This initiative shold be led by a fll-time, dedicated staff person and shold inclde spporting staff and resorces. Strategy 7.2. Expand established networking channels and create new opportnities for relationship bilding among the region s entrepreners, startps, and technology workers. 7.2.1. Create a mentor program that connects regional bsiness exectives with entrepreners to expose emerging bsiness leaders to the experience and expertise of seasoned exectives. 7.2.2. Strengthen the connections between entrepreners and tech workers in Green Bay and srronding regions with a concentration of technology firms and startps. 7.2.3. Encorage Brown Conty entrepreners to engage with the 1 Million Cps (1MC) chapters in Appleton, Madison, and Milwakee.
7.2.4. Also, establish linkages to other national technology hbs sch as Silicon Valley, Boston, and Astin. Strategy 7.3. Expand access to capital in Greater Green Bay area for high-growth firms and startps. 7.3.1. Inclde local banks, angel investors, and high net worth individals in addition to capital resorces in nearby larger metro areas. 7.3.2. Explore the potential to create a new angel investment fnd for Greater Green Bay risk capital model based on a REIT (real estate investment trst) strctre. Strategy 7.4. Recrit high-growth firms from other Midwest and national markets. 7.4.1. Start recritment efforts targeting high-growth firms in Milwakee and Madison, then extend ot to other metro areas with regional and national innovation hbs. 7.4.2. Instead of aiming for total relocation from a larger market to Green Bay, prse expansions and satellite offices of existing firms. 7.4.3. Use resorces like the Inc. 5000 to identify firms in other markets that wold be a good fit for Greater Green Bay. INITIATIVE 8: ENCOURAGE GREATER ALIGNMENT WITH THE GREEN BAY PACKERS. Strategy 8.1. Work closely with the Packers to spport the sccess of the Titletown District. 8.1.1. Help to identify the appropriate anchors and spporting tenants to occpy space in the district.
8.1.2. Where appropriate, work with the Packers to recrit strategic bsinesses into the district that complement the team s niqe strengths. 8.1.3. Encorage compatible development in adjacent and srronding properties to create a growing hb of rban vitality. Strategy 8.2. Partner with the Packers to explore options to link the Titletown District with downtown Green Bay. 8.2.1. Lanch a collaborative effort between the Packers, the City of Green Bay, the Village of Ashwabenon, Brown Conty, Advance, and the Chamber to revitalize and activate the districts and corridors connecting downtown Green Bay and the Lambea Field/Titletown District area. 8.2.2. Engage the real estate commnity to identify and encorage new investment and development to incorporate a mixtre of ses. 8.2.3. Identify opportnities to improve physical connectivity (roads, signage, bike/pedestrian & trail access) and virtal connectivity (partnerships between bsinesses in both districts). 8.2.4. Work with higher edcation partners and other grops to incorporate creative approaches (e.g., design competitions, art installations, and festivals/events) that help energize the space between the two districts. Focs on key nodes, gateways, and highly visible sites along the corridor. Strategy 8.3. Capitalize on the Packers relationships with the NFL and the leage s other 31 teams by convening an NFL owners/presidents smmit in Greater Green Bay.
8.3.1. The joint meeting shold be focsed on exploring best practices arond NFL teams and their role in economic development. 8.3.2. Representatives from NFL teams, local government leaders, and economic development organizations shold take part in this smmit. 8.3.3. Discssions shold cover the following topics: the two-way street of commnity spport for its team (inclding incentives for stadims) and the investment from the team into the commnity; leveraging the team s brand for bsiness recritment and marketing; real estate development and pblic-private partnerships; innovation, technology development, and startp growth associated with the team. 8.3.4. Dring the smmit, showcase the Packers role in regional economic development, inclding the Titletown District and commnity partnerships. INITIATIVE 9: ELEVATE THE ROLE OF EVENTS AND CONFERENCES. Strategy 9.1. Re- commit to the ½ percent Brown Conty sales tax and dedicate the revene toward the constrction of a new mixed-se events/expo center near Lambea Field. 9.1.1. Replace the existing Shopko Hall/Brown Conty Veterans Memorial Arena complex with a new facility to host major events.
9.1.2. In addition to the events center, a portion of the sales tax revene cold also be sed to fnd other key projects to strengthen local amenities (e.g., trails, bike/pedestrian bridge over the Fox River, and enhanced physical connections between Titletown and downtown) and other economic development initiatives/projects identified in this plan. Strategy 9.2. Encorage greater levels of collaboration between the CVB s event promotion efforts and Advance s bsiness recritment activities. 9.2.1. Identify specific events related to Greater Green Bay s target indstries and host them locally, providing a niqe marketing channel to key bsiness decision makers within specific sectors. 9.2.2. Initiate a backyard marketing program in partnership with the CVB to bring relevant conferences into Brown Conty. Strategy 9.3. Work with the CVB and other partners to spport the growth of Greater Green Bay s torism indstry. 9.3.1. Spport the contined sccess and growth of existing events that bring in torism spending and also create a strong sense of place and create new events that draw in otside visitors. 9.3.2. Market the Greater Green Bay area as a destination/point-of-departre for nearby torism destinations inclding the Door Peninsla and the Upper Peninsla of Michigan. INITIATIVE 10: ENSURE DIVERSITY AND INCLUSIVENESS.
Strategy 10.1. Embark on a regional anchor instittion strategy. 10.1.1. Encorage anchors to engage in sbcontracting that seeks ot minority and women-owned bsinesses. 10.1.2. Assist anchors with setting p homebyer assistance programs that encorage employees to become local homeowners near their place of employment. 10.1.3. Work with anchors to expand/create workforcetraining programs that hire local residents. Strategy 10.2. Align economic development initiatives closely with the region s fondations and philanthropic commnity, led by the Greater Green Bay Commnity Fondation. Strategy 10.3. Raise the profile of inclsive development and diversity across the region s partner organizations. 10.3.1. Encorage companies and nonprofit organizations to seek diverse board representation. 10.3.2. Enhance the awareness of and connections to organizations that champion the needs of diverse poplations. INITIATIVE 11: ENHANCE TRANSPORTATION ACCESS AND CONNECTIVITY. Strategy 11.1. Contine working with regional bsiness leaders and other stakeholders to spport and expand the passenger and freight operations at Green Bay International Airport.
Strategy 11.2. Leverage the Port of Green Bay to expand the role of water-based transport as an economic engine and in spport of related sectors inclding manfactring, constrction, and agricltre. Strategy 11.3. Advocate for regional transportation infrastrctre investments in new highway and rail capacity to enhance Greater Green Bay s connections to otside markets. Strategy 11.4. Convene a reglar freight mobility working grop meeting (bi-monthly or qarterly) of pblic and private sector leaders involved in freight mobility to discss transportation isses affecting the region s economy. 11.4.1. This meeting shold be designed to encorage networking within the region s logistics and distribtion indstry, inclding representation from the pblic and private sectors. 11.4.2. Design the meeting to engage Schneider and other regional bsinesses involved in goods movement to identify and evalate the region s needs and opportnities associated with freight transportation. 11.4.3. The meeting shold also inclde presentations from local/state/federal transportation planners and knowledge sharing abot major transportation policies and infrastrctre projects.