document resume ed 392 485 jc 960 146 title …document resume. ed 392 485 jc 960 146. title...
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DOCUMENT RESUME
ED 392 485 JC 960 146
TITLE Strategic Business Plan for Economic DevelopmentContract Services, July 1995-June 1997.
INSTITUTION Fox Valley Technical Coll., Appleton, WI.PUB DATE 95
NOTE 58p.
PUB TYPE Reports Descriptive (141)
EDRS PRICE MF01/PC03 Plus Postage.DESCRIPTORS *College Planning; Delivery Systems; Employment
Opportunities; *Job Training; *Labor ForceDevelopment; Partnerships in Education; *ProgramImprovement; *School Business Relationship; TechnicalEducation; Technical Institutes; Two Year Colleges
IDENTIFIERS *Contract Training; *Fox Valley Technical CollegeWI
ABSTRACTThis plan describes the contract training and
technical assistance services provided by Wisconsin's Fox ValleyTechnical College (FVTC) to area employers, focusing on the status ofthe services and ways to improve delivery for the July 1995 to June1997 period. Following an executive summary, the second sectionfocuses on contract services provided, reviewing types of contractservices, training and technical assistance topics available toclients, related services, areas of potential expansion, andprocedures for dealing with competitive service providers in thedistrict. Section III highlights the markets to be served, presentingbusiness, industry, and government data by district and county, whilesection IV reviews the status of the FVTC program from 1990-91 to1994-95, highlighting the number of employers served, number ofemployees trained, revenue generated, and strengths andopportunities. The next section provides projections for contractservices for 1994-95 through 1996-97, focusing on projected revenue,state aid from enrollment, employers served, and employees trained.The final sections review FTVC marketing and operational objectivesand provide a list targeted client accounts. Appendixes include theFTVC model for delivery of economic development contract services,results from a small business survey conducted in fall 1992, resultsfrom a May 1993 training needs assess.nent, materials from a 1991action plan for building a world class work force, and lists ofprivate educational service and training providers and economicdevelopment organizations. (TGI)
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141='...7z
Strategic Business Planfor
U S DEPARTMENT OF EDUCATIONOffice of Educational Research and improvement
EDUCATIONAL RESOURCES INFORMATIONXCENTER (ERIC)
his document has been reproduced aseceived from the person or organization
originating itMinor changes have been made toimprove reproduction quality
Points of view or opinions stated in thisdocumeni do not necessarily representofficial OERI position or policy.
Economic Development Contract Services
July 1995June 1997
Sul/alleyTechnicalCOLLEGEtr.
Knowledge That Works
2BEST COPY AVAILABLE
-PERMISSION TO REPRODUCE THISMATERIAL HAS BEEN GRANTED BY
S . May
TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)."
President's Endorsement
An important segment of the WisconsinTechnical College System's statutorymission is "to foster economic develop-ment by providing on-site training andtechnical assistance to business, industry
and labor." Fox Valley Technical College is proud toserve as an educational resource to employers inaddressing their workforce training and technicalassistance needs. Human resource development hasnever been as critical to the competitive advantage ofour industries as it is today, and FVTC stands ready tohelp build and maintain an effective workforce.
7v/oeihePresident
Fox Valley Technical CollegeBoard of Mrustees
Barbara Berme!, ChairpersonRichard Loescher, Vice Chairperson
Jeffrey Meulemans, TreasurerDolores Yankoski, Secretary
Donald CarlsonPatricia Ann Janke
Norma KnollenbergRobert Lyle
Jerald Schoenike
page I
Executive Advisory Council on Economic Development
Mr. Terry BergmanSales ManagerWisconsin Electric Power Company
Mr. Tony BuschVice PresidentF & M Bank-Appleton
Ms. Joyce BytofPresidentCo !dwell BankerTemmer-Bytof, Inc.
Mr. Richard CalderPresidentNorthwestern Colorgraphics, Inc.
Mr. Donald CarlsonVice PresidentHuman
ResourcesOshkosh B'GoshFvrc Board Trustee
Ms. Linda EvensonPresidentNORWEST BANK,WISCONSIN NA.
Page 2
Mr. Robert HartsockPresident and Cnief Executive
OfficerBadger Northland, Inc.
Mr. Robert LemkePresidentValmet-Appleton
Mr. Robert LyleVice President &
Corporate ActuaryAALFVTC Board Trustee
Mr. James E. MilslagleVice PresidentHuman
ResourcesFox River Paper Company
Mr. Douglas PearsonExecutive DirectorChamco
Mr. John RankinChief Executive OfficerLa Salle Clinic
Mr. Dale SchumacherChief Executive OfficerAppleton Papers, Inc.
Mr. Bud SimpsonChairman of the BoardMarion Body Works
Mr. Ron Van De HeyCounty ExecutiveOutagamie County
Mr. Bill WelchExecutive DirectorFox Cities Chamber of
Commerce St Industry
Ms. De De YankoskiOwner/OperatorSpecial Touch, Inc.FVTC Board Trustee
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II
TABLE OF CONTENTS
I. Executive Summary 5
II. Contract Services 6
A. Types of Contract Services 6
B. Customer Focus 6
C. Guarantee for Contracted Services 6
D. Training and Technical Assistance Topics 7
E. Related Services 8
F. Potential Expansion of Services/Topics 9
G. Needs AssessmentIs There a Need for Workplace Educationand Training? 9
H. Procedures to Deal with Competitive Service Providers In-District 10
III. Markets to be Served 11
A. Geographical FVTC District Service Area 11
B. Business/Industry/Government in the FVTC District 11
C. Types of Business in the FVTC District 12
D. Types of Business in the FVTC District (By County) 12
IV. Current Situation 13
A. Number of Employers Served 13
B. District Employers Served by County 13
C. Number of Employees Trained 14
D. Economic Contract Revenue 14
E. Strengths and Opportunities 15
V. Contract Services Projections 17
A. Revenue 17
B. State Aid from Enrollment 17
C. Employers Served 18
D. Empinyees Trained 18
VI. Marketing and Operational Objectives 19
VII. Targeted Client Accounts 21
Appendices 29
Appendix A FVTC's Model for Delivery of Economic Development ContractServices 29
A. Introduction 29
B. Staffing and Organization 30
C. Business/Industry Training Centers 34
D. Table of OrganizationEconomic Development Contract Services 36
E. Indicators of Economic Development Contracting Success 37
Page 3
Appendix BFVTC Small Business Survey 38
Appendix CTraining Needs AssessmentExecutive Summary 41
Appendix DAction Plan for Building a World Class Work Force 45
Appendix EPrivate Educational Service/Training Providers in Northeast Wisconsin 48
Appendix FEconomic Development Organizations 50
Economic Development Contract Services
Fox Valley Technical Colleges role in regional economic development is to provide contracted training, customizedinstruction and technical assistance to meet the work force development needs of business, industry, and governmentalentities.
me 4 6
I. EXECUTIVE SUMMARY
A key component of Fox Valley TechnicalCollege's statutory mission is "to fostereconomic development by providing on-sitetraining and technical assistance to business,industry and labor." The College made acommitment to the employers of its District in1982 by establishing an economic developmentinitiative focused on the delivery of contractedtraining and technical assistance.
The College's delivery of training and technicalassistance services has grown dramatically overthe past thirteen years. In 1994-95, the collegecontracted with just over 900 employers totrain 21,000 employees, generating $4.5million in gross revenue. The 1995-96 projec-tions call for a similar level of service. Addi-tionally a $4.5 million contract with theDepartment of Justice (D0J) for training andtechnical assistance is being delivered by theCollege's Police Science instructional areabetween 1993 and 1996. A second majorcontract in the amount of $750,000 will bedelivered to the DOJ from 1995 to 1997.
Through its economic development initiative,the College is committed to:
Developing and maintaining strongpartnerships with business, industry,government and other educational institu-tions which provide mutual benefits.
Serving clients using needs-based strate-gies, providing flexibility in thecustomization of training and technicalassistance, and delivering services in theworkplace or at campus facilities.
Providing quality service.
The College's service area, or District, encom-passes an economically vital and growing fivecounty region comprised of Calumet,Outagamie, Winnebago, Waupaca andWaushara Counties. In 1994-95, the College
provided contract services to about 500 of the10,475 businesses in the District via contractedtraining, or about 5%. Less than one percent(81) of the total businesses in the District have250 or more employees; 1,491 (14%) have 20-250 employees; and 8,903 (85%) employ lessthan 20 workers. The potential needs to bemet by the College's services are vast andgrowing.
This Strategic Business Plan focuses on waysto improve the delivery of contracted trainingand technical assistance through the objectivesoutlined below:
Key Objectives
Strengthen the marketing and sales focusto increase the total number of Districtclients contracting with the College byat least 35 new customers at year end1996-97, with emphasis on Outagamieand Winnebago Counties.
Improve service delivery to small busi-nesses through seminars and workshopsdelivered as multiple-recipient contracts.1995-96 will serve as a pilot year and abenchmark of service delivery.
Intensify economic development network-ing, both within the District and statewide,to broaden the options for service that canbe offered to clients.
Improve the College's internal processesand staffing capacity to support growth ineconomic development contracting andservice delivery to clients.
t
II. CONTRACT SERVICES
Types of Contract ServicesContracts under s. 38.14 (3), Wisconsin Stats.,are service agreements limited to the types ofactivities outlined below:
Customized InstructionAny contractintended to provide instruction resultingin the submission of student records to thestate office. All instruction must be doneunder state office approved course num-bers.
Technical AssistanceNon-instructionalactivities (noncredit generating) whichhelp a service recipient accomplish anorganizational purpose, goal or mission.Examples involve, but are not limited tothe following:
Employee assessment and testing
Technical advising
Curriculum development
Material testingMedia set up or production
Fiscal and Management ServicesCon-tract activities of a fiscal or managementnature which are not intended to result inthe service recipient acquiring the skillsnecessary to conduct these activities in thefuture. Examples are bookkeeping,accounting and data processing. Suchservices cannot be provided to business/industry or provided out-of-state.
Customer FocusWorking with business and governmentclients, FVTC:
Provides needs assessment services toassist in analyzing training needs.
Develops curriculum and provides instruc-tional services that meet client needs:
Tailors the content to focus on cliznt'sunique situation.
Uses the latest in technology to ensurethat the training is state-of-the-art.
Provides training when and where theclient wants itat their site, in Districtfacilities or another location of theirchoice.
Endeavors to make the trainiog or techni-cal assistance as cost effective as possible.
Evaluates the training services provided tomake sure that client objectives have beenmet.
Guarantee for Contracted Services"Fox Valley Technical College believes the client deserves assurance of quality in contractedservices provided. Therefore, we offer a simple guaranteeIf our services do not meet clientrequirements as agreed upon in the contract, the client is entitled to have the service redoneat no charge. Client satisfaction is our only goal!"
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Training and Technical AssistanceTopicsSpecialized curriculum and consultant servicescan be tailored to meet specific needs.The following is a partial listing of the trainingand technical assistance topics availablethrough the college:
Accounting and Finance
Accounting SystemsBanking/Financial Services
Administrative Office Skills
Records ManagementSecretarial/Office Procedures
Agriculture
Agribusiness
Basic Workplace Skills
English/Grammar/WritingEnglish as a Second Language (ESL)
GED/HSED
Math (metrics, measurements, technical, business)
Reading (technical, study skills)
Communication
Foreign LanguagesOral/Interpersonal CommunicationSkillsPublic SpeakingReport/Business/Technical Writing
Computer
AS/400
Data Communications/LANsMicrosoft® Windowsn'Personal Computer Applications
ProgrammingTelecommunications
Graphic Communications
Electronic Pre-Press/Desktop PublishingFlexographic PrintingLithographic Printing
Human Resource Issues
Fair Employment PracticesSexual HarassmentWorkplace Diversity
Management
American Management AssociationCertificateInsurance ServicesSmall Business/EntrepreneurshipSupervisory SkillsZenger-Miller Programs
Manufacturing/Technical
Blueprint ReadingCNC ProgrammingComputer-Aided Manufacturing (CAM)Computer-Assisted Design (CAD)
Computer-Integrated Manufacturing(CIM)
Electromechanical SystemsElectronicsFluid PowerGeometric Dimensioning andTolerancingISO 9000
Machine Tool
Metal FabricationPulp and Papir TechnologyStatistical Process Control (SPC)Welding and Weld Certification
Marketing/Sales
Consultative SellingHospitality Management
Page 7
MarketingTelemarketing
Medical/Human Services
Child Care and DevelopmentEmergency Medical Services
Nursing Education
Public Safety
Fire ProtectionPolice ScienceSecurity and Loss Prevention
in Quality Improvement
Conflict ResolutionConsensus BuildingCustomer ServiceFacilitationLeadershipManaging and Improving ProcessesQuality Awareness/OrientationTeam Effectiveness
Safety/Health
Confined Spaces EntryConfined Spaces RescueElectrical Safety-Related Work Prac-ticesFire Safety First Responder/CPRHazMat (awareness, identification, operations)
Hearing ConservationLockout/ragoutSanitation and Safety
Transportation
Auto Collision Repair
Auto MechanicsAviationDecision Driving
Diesel MechanicsIndustrial Forklift CertificationTruck Driving
Wo9d Technology
Moulder Operator (Weinig Unimat®)Profile Knife GrindingProperty Claims AdjustmentSmartCameTimberline® Estimating Software
Related ServicesTraining Needs Assessment
FVTC professinnal staff facilitate trainingneeds assessments to identify the areaswhich require special emphasis. As partof the training needs assessment, job andtask analysis can be incorporated to:
develop skill training programsimplement cross trainingcreate or redefine job descriptionsidentify entry-level competenciesstreamline job classifications
The training needs assessment processdefines the existing competencies in theorganization and assists in identifyingthose specific skills needed to attain theorganization's goals.
Human Resource Assessment
A growing number of employers inbusiness, industry and government areinterested in selecting the right evaluationpackage for personnel decision-makingneeds. Fox Valley Technical College candevelop an appropriate employee testingprogram to assist employers in selectingthe best candidate for the job or identify-ing needs of current employees. HumanResource Assessment provides cost-effective assessment tools to addressareas such as basic skills, aptitude,ability, proficiency, leadership, academicachievement and fine motor skills.
Wisconsin Center for IndustrialCompetitiveness-Northeast
The Wisconsin Center for IndustrialCompetitiveness-Northeast (WisCIC/NE)is a collaborative effort of FVTC, other areatechnical colleges, University of WisconsinSystem colleges, Milwaukee School ofEngineering, Wisconsin Department ofDevelopment and private consultants.The consortium provides comprehensiveassessment services and leadership tobusiness and industry through a proactivenetwork designed to enhance productivity,competitiveness and profitability.
a Seminars and WorkshopsThe College offers a wide range of shortterm seminars and workshops as a con-tracted service to employers. Thesegenerally involve employees from a num-ber of businesses or agencies. By servingmultiple clients, training can be done cost-effectively for small businesses.
Potential Expansion of Services/TopicsThe following list of services/topics representpotential new contracting areas for the college:
Strategic planning facilitation
a Systems thinking
Work group development
Leading in a team-based organization
Fostering creativity
International communications
a Advanced technical writing
Sales training
Telemarketing training
Internet training
a Continuing education for nursing assis-tants/home health aides
Continuing education for professionalnurses and allied health professionals
OSHA compliance assessment training
a Certificate series programming
Instructional design services
Needs AssessmentIs There a Needfor Workplace Education andWaning?At the direction of the FVTC Small BusinessCouncil, a survey was conducted in the fail of1992 to identify areas of training most neededby small businesses. 433 survey responseswere received. See Appendix B for the execu-tive summary of this small business survey.
A more comprehensive survey of business/industry employers with 50 or more employeeswas conducted in April 1993, to assist in thedevelopment of this business plan. See Appen-dix C for this executive summary, the surveyitself and specific results.
On an ongoing basis, FVTC conducts regionalstudies to assess the education and trainingneeds of the various regions of the districtserved by the college.
The results of each regional study serve as thebasis of the college's regional service deliveryplan...courses, programs, services, marketing,facilities, staffing, etc.
Page 9
The 1991 Governor's Commission for a QualityWork Force completed an extensive study andformulated key recommendations for main-taining a world class work force for Wisconsin.The commission report stated "educators,leaders in business and industry, and frontlineworkers will need to join forces to create andsustain a high skill/high wage economy.Together, they will have to identify skill needs,to overcome skill deficits in the existing workforce, to make training available when andwhere it is needed, and to improve the skills,knowledge, and attitudes of new workers."
Several key policy recommendations of thiscommission were:
More Wisconsin employers must adoptnew technology and methods of organiz-ing work. To support this effort, technicalcolleges must facilitate employer leader-ship and participation in worker trainingand retraining.
Technical colleges must upgrade occupa-tional education to meet the growingneeds of employers.
Wisconsin's employers and workers, inpartnership with the technical collegesmust reskill the existing work force for amore competitive economy.
Technical colleges must work with busi-ness and industry across the state toinwrove access to training.
For more detail on these policy recommenda-tions, see Appendix D, "Action Plan for Build-ing a World Class Work Force."
page 10
Procedures to Deal with Competi-tive Service Providers In-District1. Identify private educational service/
training providers
To ensure that the existence of privateservice providers is a factor in contractdecisions, a general list of alternativeservice providers has been established bythe Marketing and Economic DevelopmentUnit and Research Unit (see Appendix E).
Additional data collected from the Wiscon-sin Manufacturers and Commerce Direc-tory and other Hstings and notices, specifi-cally the Yellow Pages, and other tele-phone directories will supplement the listto ensure that as many alternative seMceproviders as possible are identified andevaluated when preparing contracts.
Source material is not limited to theresources above and will be updatedannually as part of ongoing research.
2. Review of contracts
Prior to execution, contracts will bereviewed by the Marketing and EconomicDevelopment Unit designated personnel toensure consistent application of Districtpolicies.
3. Concerns
Concerns about "competition" fromprivate providers will be referred to theDistrict's Private Sector Review Commit-tee for an advisory opinion. Private provid-ers will be notified in writing of theDistrict's decision within 30 days of thereceipt of a formal written complaint. Aprovider can formally request an appeal tothe full District Board if they do not agreewith the District's Private Sector ReviewCommittee.
III. MARKETS TO BE SERVED
Marion
WaupacaCounty
foia-Scendinavia
Waupeca
ClanewaNaw
Lcedon
WOMPOR
Shiscion Seymour
OutagarnieCounty Freedom
Honore%UM* Chute
* lCaukauna**Wow:
APPilltan. *Wraiths*
WausharaCounty
Old Ross
Westfield wautpma
Calumet "ICounty
Hilbett
Business/Industry/Government inthe }WC DistrictFVTC serves a five-county geographic region innortheast Wisconsin with a growing popula-tion base of approximately 381,000 (1990census). Local employment consists of 33%manufacturing, 22% service, 21% trades, 10%government, 5% construction and 9% other.The FVTC service area has experienced a 32%growth rate in annual employment in the last14 years, with growth occurring in all types ofindustry, with significant increases in theservice sector. For every job created in thegoods-producing industry, 2.5 jobs werecreated in the service area. (Source: "Employ-ment & Wages Covered by Wisconsin U.C.Law", 1st quarter, 1994, Department of Indus-try, Labor, and Human Relations.)
Stockbridge
Chilton
Businesses within the FVTC service areanumber 10,475 of which 8,903 employ lessthan 20 workers. Eighty-one (81) Districtemployers have 250 or more employees.Additionally, there are 5,560 farms in theDistrict. Although a fair amount of diversifica-tion occurs in the Fox Valley area, theeconomy has a strong foundation in paper-related industries.
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Types of Business in the FVTC District
,560
Retail Service Wholesale Manufacturing Govt.
Source: Department of Industry, Labor and Human Relations, 1994
Farms
Types of Business in the FVTC District (By County)
Calumet Outagamie Waupaca Waushara Winnebago
Retail 131 880 312 111 714
SeiViCe 145 1,116 280 115 1,100
Wholesale 43 339 91 31 225
Manufacturing 58 292 100 32 302
Government 47 119 120 56 130
Subtotal 424 2,746 903 345 2,471
Farms 910 1,610 1,350 710 980
Source: Department of Industry, Labor and Humzi Relations, 1994
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1
1
1
IV. CURRENT SITUATION
The following graph shows the number of employers served through the College's contract services
on an annual basis since 1990-91. Note that although a large number of employers served (421 in
1994-1995) are outside of the FVTC district, the number of employees trained from these organiza-
tions was 3,500 of the 21,000 total.
Number of Employers Served
1990-91 1991-92
Min-District ClOut-ot-District
1992-93 1993-94 1994-95Estimate
The chart below details the number of FVTC District employers served through contract services
on an annual basis since 1990-91 with a breakdown by county.
District Employers Served(By County)
1990-91 1991-92 1992-93 1993-94 1994-95
Calumet 9 21 19 20 14
Outagamie 147
-220 249 259 242
Waupaca,2
24 55 58 51 51
Waushara 6 22 17 7 10
Winnebago 98._
162 210 196 183
Total 284 480 553 533 , 500
5Me 13
The graph below indicates the number of employees who have been trained through the College's
contract services on an annual basis since 1990-91.
:gz
25,000
20,000
15,000
10,000
5,000
Number of Employees Trained
16,904
20,472
15,550wad,
15,224
21,000
1990-91 1991-92 1992-93 1993-94 1994-95Estimate
The following graph summarizes the growth in contract services since 1990-91 in gross revenue.Note that this chart does not include the contract with the Department of Justice involving
$1.3 million in 1993-94 and $1.5 million in 1994-95.
Economic Development Contract Revenue
$5.0
$4.5
$4.0 $3.4
$4.5
===7$3.5 $3.0
$2.8 ===$3.0
$2.3$2.5
$2.0
$1.5
$1.0
$0.5
$0.01990-91 1991-92 1992-93 1993-94 1994-95
Estimate
?woe 74
Strengths and OpportunitiesEconomic Development ContractServices
StrengthsCapable, good staff
Top administrative supportWell respected in the businesscommunityFlexibility
Customized trainingTenaciousBusiness centers (Appleton, Oshkosh,Neenah)
Increased employmentIntegrated B/I and instruction in college
Strong business/industry background ofstaff
Use of latest technology
Forward thinking/proactiveSelf-managed work teams in severalareas of the college
Repeat contractsStrong base of satisfied clients
Clients supportive of training
Good understanding of quality
Focus on quality customer service
Serve the entire DistrictGood networks
Advisory committees
Internal resourcesIndustry contacts improve programcurriculumRegional centers
Good publicity
Good internal marketing department
Excellent support from economicdevelopment departmentQuality of internal support staff
Cross-training12 years experience in economic de lel-opment contractingPace-setting system statewide
Market research support
OpportunitiesDevelop additional funds to developcustomized curriculum, especially innew areasEliminate duplication of curriculuminternallyShore up relationships betweeneconomic development training repre-sentatives and instructional divisions byidentifying a key contact person foreconomic development in each divisionand establishing a cross-functionalteamTime management training for staff
Direction on use of time fromdeans/managersImplement program to train supportstaff in economic development func-tions.
Explore partnerships with privateconsultants to provide service; greateruse of adjunct facultyDevelop reward system for WI contract-ing staff/departmentsDevelop internal literature (resourceguide)Better communications network
Better use of computer technology bycurriculum writers
Page 15
Look at ratio of hours paid for curricu-lum development to course hours
Change college measurement reportingsystem to more accurately reflect workdone in contract servicesUpgrade appearance of curriculum withgreater use of computer technology
a Train people who work with clients toavoid providing them with such detailedproposals that they attempt self-teach-ingDevelop a better cost tracking systemwith accurate staff assignment/account-ing, routing of all center costs to billingperson and an accurate ordering systemall keyed to specific contract numbersContinue to refine and improve revenuecenter systemDevelop data base for company contactsand system for processing contractson-line
a Continue to address service to smallbusiness
page 16
V CONTRACT SERVICES PROJECTIONS
RevenueThe following graph indicates the actual and projected gross revenues generated through con-
tracted training and technical assistance.
$5.0
$4.0$3.5
5 $3.0$2.5
2 $2.0$1.5$1.0$0.5$0.0
199243Actual
1993-94 1994-95
Actual Estimate1995-96 1996-97Projected Projected
Additionally, a $4.5 million contract with the Department of Justice MOP for training andtechnical assistance is being delivered by the police science department between 1993 and 1996.
A second DOJ contract for $750,000 will be delivered between 1995 and 1997.
State Aid from EnrollmentFTE (Full-Time Equivalent) enrollment is another important indicator in contract trainingwhich contributes to the College's state aid funding. The graph below shows the FT Es generatedand projected from contract training and their impact on the District's state aid. An average of
$1,500IFTEwas used below.
109243360
FTEsActual
199344369FTEs
Actual
199445430FTEs
Estimate
1995-96
435
FTEsProjected
1119647
445FTEs
Projected
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a
c
VI. MARKETING AND OPERATIONAL OBJECTIVES
Objective: Strengthen the marketing and sales focus to increase the total number of Districtclients contracting with the College by 35 new customers at year end 1996-97, withemphasis on Outagamie and Winnebago counties.
Strategy: Contact substantially more District business/industry/governmental employers overthe next two years. While there will be repeat business, the M/ED Unit needs to develop
new clients for the college.
Tactics: 0 Continue to modify and implement the stratified, client account-based sales planwith quarterly reviews (M/ED Unit Staff).
0 Continue to utilize the new computer graphics presentation to solicit contractbusiness and promote greater awareness of college services.
o Utilize direct mail to client prospects, followed by telemarketing for appointmentsbeginning August 1995 (M/ED Unit Staff).
0 Continue to position FVTC in newspaper, magazine and trade journals, e.g. thePost-Crescent, Oshkosh Northwestern, Marketplace Magazine, Corporate Report,etc., focusing on economic development efforts (progress editions, feature stories,testimonial-based features, ads, etc.).
0 Establish focus group sessions for the purpose of needs identificatior; and infor-mation sharing with human resource directors; pilot by January 1996 (WED Unit
Staff).
0 Produce an ED video for use in client and community presentations by
July 1996 (M/ED Unit Staff).
0 Conduct a targeted District Business Needs Survey every 2-3 years, analyze thedata, take appropriate curriculum steps and add to this plan by updates (Evalua-tion and Research Department and M/ED Unit).
Objective: Improve service delivery to small businesses through seminars and workshopsdelivered as multiple-recipient contracts. 1995-96 will serve as a pilot year and abenchmark for service delivery.
Strategy: Use cost-effective, practical, service delivery modes to garner more small businessparticipation.
Tactics: o Expand seminar/workshop offerings for business/industry, run as multiple-recipient contracts involving topics and pricing to attract small businessemployees by October 1995 (M/ED Unit Staff and Instructional Divisions). Semi-nar/workshop specialist to be hired in 95/96; plans for continued staffing based onpilot year will be determined for 96/97.
o Build stronger alliances with the District's Chambers of Commerce in meeting theneeds of small businessmaking the college's services available, cosponsoringprograms, etc. (Economic Development Training Representatives and RegionalManagers; College Administration)
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Mee IS
Objective: Intensify economic development networking, both within the District and statewide, tobroaden the options for service that can be offered to clients.
Strategy: Ensure college involvement in local community and statewide economic development.
Tactics: o Ensure college representative membership in key state and local ED organizations,e.g., Chambers, Metro Marketing of the Fox Cities, Wisconsin Economic Develop-ment Association, Forward Wisconsin (M/D Unit Staff).
Note: See Appendix F for listing of District and state economic developmentorganizations.
o Actively partner in the Wisconsin Center for Manufacturing Productivity (WCMP-
Northeast) initiative, bringing the resources of a number of public and privateorganizations to bear on business needs; (VP-IS ; VP-WED); identify criticaltraining needs and facilitate the delivery of FVTC services (M/ED Unit Staff).
0 Determine the role of economic development services in the local work forcedevelopment initiatives by June 1996 (VP-WED; Executive Cabinet).
0 Utilize private consultants in the delivery of training and technical assistance inconcert with instructional areas and their staffing (M/ED Unit Staff; IS managers).
Improve the College's internal processes and staffing capacity to support growth ineconomic development contracting and service delivery to clients.
Examine present service, capacity, structure and operational procedures consideringthe following tactical recommendations.
o Fully implement the cross-functional delivery team to strengthen the model/visionfor coordination across divisions by December 1995 (WED Unit Staff).
o Develop a database for client contacts and system for processing contracts, fromdevelopment to billing, on-line, by April 1996 (Information Services and WEDUnit Staff).
o Develop a better cost tracking system with accurate staff assignment/accounting;routing of all center costs to billing person and an accurate ordering system keyedto specific contract numbers by April 1996 (Information Services, FinancialServices and WED Unit Staff).
o Develop standardized methods for evaluating the effectiveness of contract trainingboth from the employer and the employee perspective by December 1996 (M/EDUnit Staff and Evaluation and Research Department).
o Increase instructional delivery staffing for contract training 1995-96: .5 FTEQuality Academy, .5 FTE computer training, 1.0 FTE Wood Technics (LTE),1.0 FTE contracting specialist in Technical and Business Divisions. 1996-67:.5 FTE Quality Academy, .5-1.0 FTE computer training, 1.0 FTE manufacturingresources planning, 1.0 automotive, .1 FTE health services, .5 FTE EMS, and .5
FIE safety/fire training.
Objective:
Strategy:
Tactics:
VII. TARGETED CLIENT ACCOUNTS
Tier 1 EmployersDefinition: These targets represent accounts that require centralized coordination because of the
level of activity within the account. In addition, the following criteria apply to Tier 1 accounts:
Major employer in the District
Offer significant, long-term partnership opportunities
Potential for wide range of contract service needs
Multiple plant/division locations or subsidiaries in the District
Established dients
Strategies:
The assigned economic development training representative will serve as team leader/accountrepresentative on all contract work with these accounts. Other staff involved with theseclients will communicate all contact activity, proposals and subsequent contracts to the team
leader/account rtpresentative.
Training representatives will communicate with Tier 1 clients on a monthly basis, at a mini-
mum.
Specific activities with these clients will be reported to the vicepresident of marketing andeconomic development by the training representatives each month.
Employer City Countyi
AccountRep
ClientType
Ariens Brillion Calumet Hilscher MFG
Appleton Papers, Inc. Appleton Outagamie Hilscher MFG
Miller Electric Manufacturing Co. Appleton Outagamie Hilscher MFG
Oscar ). Boldt Construction Co. Appleton Outagamie Hilscher CONST
Pierce Manufacturing Appleton Outagamie Hilscher MFG
Presto Products, Inc. Appleton Outagamie Hilscher MFG
Repap.,
Kimberly Outagamie Hilscher MFG
2pogf 21
Mammy Kaukaima Outagamie Hilscber MFG
Town & Country Electric, Inc. Appleton Outagamie Hilscher CONST
U.S. Oil, Inc. Appleton Outagamie Hilscher DIST/SVC/RETAIL
Valmet-Appleton Appleton Outagamie Hilscher MFG
Waupaca Foundry Waupaca Waupaca Wuestenberg MFG
American National Can Neenah Winnebago Wuestenberg MFG
Banta Corporation Menasha Winnebago Wuestenberg MFG
Curwood, Inc. Oshkosh Winnebago Brefe ld MFG
Dunsirn Industries Neenah Winnebago Wuestenbag MFG
James River Corporation Neenah Winnebago Wuestenberg MM
Kimberly-Clark Corporation Neenah Winnebago Wuestenberg MFG/DIST
Menasha Corporation/NeenahPrinting
Menasha Winnebago Wuestenberg MFG
Morgan Manufacturing Oshkosh Winnebago Hilscher MFG/DIST
Oshkosh Truck Oshkosh Winnebago Brefeld MFG
Printron Engravers, Inc. Neenah Winnebago Wuestenberg MFG
Rockwell International Oshkosh Winnebago Brefeld MFG
Winnebago County Oshkosh Winnebago Wuestenberg HCARE/GOVT
Wisconsin Tissue Mills Neenah Winnebago Wuestenberg MFG/DIST
Moe 22
1
1
Tier 2 EmployersDefinition: Tier 2 accounts meet one or both of the following criteria:
Clients whose contacts with the College and training needs are likely to be limited to one or
two instructional areas.
Clients whose training needs have yet to be identified, but may offer substantial partnering
opportunities.
Strategies:
Training representatives will send introductory letter and information on the College's
contract services.
Training representatives will make prequalifying calls to these employers within 2 weeks of the
mailing to schedule an initial company visit.
Employer City County AccountRep
ClientTYPe
ML Appleton Outagamie Hilscher FIN
AC Compressor Appleton Outagamie Hilscher MFG
Allis Mineral Systems Appleton Outagamie Hilscher MFG
Anchor Food Products, Inc. Appleton Outagamie Hilscher MFG
City of Appleton Appleton Outagamie Hilscher GOVT
CMD Corporation Appleton Outagamie Hilscher MFG
Duralam, Inc. Appleton Outagamie Hilscher MFG
Wilshire Farm & Kahn's New London Outagamie Hilscher MFG/DIST
Jack's Original Pizza, Inc. Little Chute Outagamie Hilscher MFG
Jansport, Inc. Appleton Outagamie Hilscher MFG
M&I Bankservice Corp. Appleton Outagamie Hilscher FIN
Oneida Nation Oneida Outagamie Hilscher MISC
Outagainie County Appleton Outagamie Hilscher GOV'T
Rich Products Appleton Outagunie Hilscher MFG
Si. Baisch Associates, Inc. Kaukauna Outagamie Hilscher SVC
SECURA Insurance Co. Appleton Outagamie Hilscher FIN
United Health Appleton Outagamie Hilscher HCARE
Valley Cast, Inc. Appleton Outagamie Hilscher MFG
Voith, Inc. Appleton Outagamie Hilscher MFG
IWD Clintonville Waupaca Wuestenberg MFG
Marion Body Works Marion Waupaca Wuestenberg MFG
Albany International Menasha Winnebago Wuestenberg MFG
Derksen and Son 0mm Winnebago Brefdd SVC
Gilbert Paper Menasha Winnebago Wuestenberg MFG
LI. Keller Neenah Winnebago Wuestenberg SVC
KingsburY Oshkosh Winnebago Brefeld MFG
Leach Co. Oshkosh Winnebago Brefeld MFG
Muza Metal Products Oshkosh Winnebago Wuestenberg MFG
Neenah Foundry Neenah Winnebago Wuestenberg MFG
Nercon Eng. & Mfg., Inc. Oshkosh Winnebago Brefeld MFG
Northwestern Colorgraphics Menasha Winnebago Wuestenberg MFG
2 6
1
Office Technology Neenah Winnebago Wuestenberg SVC
Outlook Graphics Neenah Winnebago Wuestenberg MFG
P.H. Glatfelter - Bergstrom Paper Neenah Winnebago Wuestenberg MFG
Plexus
_Neenah
_Winnebago Wuestenberg MFG
.
Pluswood Div. of Int'l. Paper Oshkosh Winnebago Brefeld MFG
Printco Omm Winnebago Brefeld MFG
,
Square D Oshkosh Winnebago Brefeld MFG
Tier 3 EmployersDefinition: Tier 3 accounts meet one or both of the following criteria:
Partnering opportunities with this employer are unknown.
Partnering opportunities with this employer are likely to be limited in scope.
Strategies:
Training representatives will do %lop and implement a telemarketing approach with theseemployers.
The telemarketing results will enable the training representatives to target prospective clientswith follow-up information packets and/or company calls.
Employer City County AccountRep
ClientTYPe
Endries, Inc. Brillion Calumet Hi lscher MFG
Appleton Mills Appleton Outagamie Hi lscher MFG
Associated Milk Producers Appleton Outagamie Hi lscher MFG
Asten Forming Fabrics, Inc. Appleton Outagamie Hi lsche r MFG
Badger Metals, Inc. Appleton Outagamie Hi lscher DIST
27page 25
Badger Northland, Inc. Kaukauna Outagamie Hilscher MFG
Bassett Mechanical Appleton Outagamie Hilscher CONST
Chesapeake Consumer Products Co. Appleton Outagamie Hilscher MFG
Creative Group, Inc. Appleton Outagamie Hilscher SVC
F.C. Dadson Appleton Outagamie Hilscher MFG
Farm Credit Services Appleton Outagamie Hilscher FIN
Fox River Paper Co. Appleton Outagamie Hilscher MFG
Great Northern Corporation Appleton Outagamie Hilscher MFG
Guardian Life Insurance Co. Appleton Outagamie Hilscher FIN
INX International Ink Co. Appleton Outagamie Hilscher MFG
Kaukauna Cheese Kaukauna Outagamie Hilscher MFG
Pacon Corp. Appleton Outagamie Hilscher MFG
Rayovac Corporation Appleton Outagamie Hilscher MFG
Riverside Paper Appleton Outagamie Hilscher MFG
Schenck & Associates, SC Appleton Outagamie Hilscher FIN
Seymour Canning Co. Seymour Outagamie Hilscher MFG
St. Elizabeth Hospital Appleton Outagamie Hilscher HCARE
St. Paul's Home Kaukauna Outagamie Hilscher HCARE
Tel mark Sales Appleton Outagamie Hilscher SVC
Valley Home Builders Association Appleton Outagamie Hilscher CONST
Valley Packaging Industries, Inc. Appleton Outagamie Hilscher MFG
page 26
28
1
1
Valley School Supplyt
Appleton Outagamie Hilsche r DIST
Clintonville Products Clintonville Waupaat Wuestenberg MFG
Faulk Bros. Waupaca Waupaca Wuestenberg MFG
Moore-O-Matic Waupaca Waupaca Wuestenberg MFG
Walker Forge Clintonville Waupaca Wuestenberg MFG
Ripon Pickle Redgranite Waushara Wuestenberg MFG
Accratec, Inc. Neenah Winnebago Wuestenberg MFG
American Colloid Co. Oshkosh Winnebago Wuestenberg MFG
American Handling, Inc, Oshkosh Winnebago Wuestenberg MFG
Armstrong-Blum Oshkosh Winnebago Wuestenberg MFG
Arrowhead Conveyor Oshkosh Winnebago Wuestenberg MFG
Badger Electric Oshkosh Winnebago Wuestenberg CONST
Banner Packaging Oshkosh Winnebago Wuestenberg MFG
Bergstrom Enterprises Neenah Winnebago Wuestenberg SVC
Castle-Pierce Printing Oshkosh Winnebago Wuestenberg MFG
Crown Cork and Seal Oshkosh Winnebago Wuestenberg MFG
Dunsirn Industries Neenah Winnebago Wuestenberg MFG
EM Oshkosh Winnebago Kilpatrick SVC
EVCO Plastics Oshkosh Winnebago Wuestenberg MFG
F.H. & K., Inc. Neenah Winnebago Wuestenberg SVC
Finestra Corp. Oshkosh Winnebago Brefeld . MFG
page 27
Galloway Neenah Wi nnebago Wustenberg MFG
George A. Whiting Paper Menasha Winnebago Wustenbeig MFG
IHoffmaster Oshkosh Winnebago Wuestenberg MFG
.I.J. Plank Corporation Neenah Winnebago Wuestenberg MFG
lamico, Inc. Oshkosh Wi nnebago Wuestenberg MFG
Marvel Machine Oshkosh Winnebago Wuestenberg MFG
Matrix Marketing Neenah Winnebago Wuestenberg SVC
Mercy Medical Center Oshkosh Winnebago Wuestenberg HCARE
Modem Materials Oshkosh Wi nnebago Wuestenberg MFG
Multicircuits Oshkosh WI nnebago Wuestenberg MFG
Muza Metal Products Oshkosh Winnebago Wuestenberg MFG
N & M Transfer Neenah Winnebago Wuestenberg SVC
OEC Graphics Oshkosh Winnebago Wuestenberg MFG
Oshkosh B'Gosh Oshkosh Winnebago Wuestenberg MFG
Oshkosh Coil Spring Oshkosh WI nnebago Kilpatrick MFG
Service-Litho Print Oshkosh Winnebago Wuestenberg MFG
Seven Up Bottling Oshkosh Winnebago Wuestenberg DIST
SNC Manufacturing Oshkosh Wi nnebago Brefeld MFG
Stai n1 ess Unlimited Omm Wi nnebago Kilpatrick MFG
Theda Clark Regional MedicalCenter
Neenah Winnebago Wuestenberg HCARE
U. S. Paper Menasha Wr n nebago Wu estenberg MFG
:3 6Page 28
APPENDIX A
FVTC's MODEL FOR DELIVERY OF ECONOMIC DEVELOPMENT
CONTRACT SERVICES
IntroductionIn 1982 Fox Valley Technical College estab-lished a formal commitment to assist Districtemployers with their work force trainingneeds. An Economic Development Plan waswritten at that time, recognizing that thispartnership with business/industry/govern-ment represented a long-term, evolutionaryand dynamic process. Not only have the needsof employers changed since 1982, but so havethe nature and extent of instructional andtechnical assistance services provided by theCollege. This Strategic Business Plan forEconomic Development Contract Servicesaddresses the needs of the '90s.
FVTC is empowered to advance its commit-ment to economic development by virtue ofi
State LawThe Statutory Mission of theWisconsin Technical College System(s. 38.001):
"The technical colleges are to providecitizens with comprehensive vocational,technical and adult education which:
Enables citizens to acquire the occupa-tional education necessary for full -
participation and advancement in thework force.Provides remedial and basic skillseducation to enable them to function asa literate member of society.Fosters economic development byproviding on-site training and techni-cal amistance to business, industry andlabor."
Fox Valley Technical College's MissionStatement:
"The mission of Fox Valley TechnicalCollege is to help individuals reach theirpotential by providing education andtraining for employment.
3 'A
We seek to build and maintain an effectivework force that supports the economicgrowth and stability of our communities."
FVTC's economic development contractservices model is based on five basic premises:
The College's approach to serving businesscustomers focuses on needs-based strate-gies, flexibility, and customization ofservices. This premise challenges thetraditional educational system in areassuch as customization, turn-around time,operations, measurement, customerservice, needs assessment and maintaininglong-term customer relationships. Thispremise requires the College to continu-ously improve and refine systems tosupport this effort.
Economic development contract servicesare built upon strong, full-time instruc-tional programs and delivered via multipledepartments of the College. The responsi-bility for delivering contracted trainingand technical assistance rests with eachinstructional division or service depart-ment, not a centralized economic develop-ment unit. The economic developmentstaff serve in a sales, coordination, andoversight role as representatives of theCollege.
The primary benefit of this integratedapproach is that by functioning throughexisting instructional departments of theCollege, economic development activitiescontinue to strengthen full-time pro-grams. The integrated approach:
Provides the opportunity for full-timeprogram students to benefit frominstructors' exposure to leading tech-nology and current business practice.
Me 29
Provides opportunities for professionalgrowth of staff members throughparticipation in emerging, new andspecialized training.Provides opportunities for studentinternships, co-op's, etc.Encourages equipment consignment ordonations by industry.
This integrated, College-wide focus oneconomic development has allowed theDistrict to mobilize extensive resources insupport of the initiative. The success of thedelivery model is evident in the growthwhich has occurred in companies served,students trained, and revenue and risgeneration.
Economic development contractingresults in the College's ability to provideexpanded services to customers (business/industrylgovemment) which wouldotherwise be imposfibk under currentbudget parameters. Direct contractingrevenue allows the College to be respon-sive in terms of making well-trained staff,state-of-the-art equipment and customizedcurriculum available to meet the needs ofthe client.
The College is committed to developingand maintaining strong partnerships withbusinesslindustry, labor, government andother educational institutions. Thisrequires flexibility and a customer focus inidentifying training/service needs, deliveryon desired services and attention toongoing relationships with clients.
The Cellege is committed to qualityservice. The FVTC Board of Trustees andAdministration publicly express confidencein the ability of staff to meet the needs andexpectations of contracting customers fortraining and technical assistance throughthe College's unconditional guarantee.
page 30
Staffing and OrganizationThe College's Marketing and Economic Devel-opment Unit has primary responsibility formarketing, coordination, general needs assess-ment, evaluation and the contracting process.When training or technical assistance needsare identified by Economic DevelopmentTraining Representatives, they are coordinatedthrough the appropriate instructional orservice unit in the organization. The trainingor services are then planned and delivered bystaff from these program-related areas. TheEconomic Development Training Representa-tive serves as a liaison throughout the deliveryprocess and maintains the long-term relation-ship with the business client. See the Table ofOrganization on page 36.
The integrated delivery model includes thefollowing staff roles, internal teams andexternal review groups:
si MC AdministrationRole and FunctionThe major function of the FVTC Ad-ministrator is to cultivate relationshipswith executives and other key person-nel in District businesses, agencies andorganizations.
Major Responsibilities
- Network through organizationalmemberships.
Establish positive, ongoing relation-ships with business leaders.
Refer interested businesses toEconomic Development TrainingRepresentatives/Regional Managersfor follow up.
Seek opportunities for new partner-ships, projects, grants and neweconomic development initiatives.
- Participate in the development andupdate of the District's StrategicBusiness Plan for Economic Develop-ment Contract Services.
- Oversee administrative policies andprocedures relative to EconomicDevelopment Contract Services(primary responsibility of VP-WED).
MembershipThe FVTC Administration is comprisedof the President and Vice Presidents.
Economic Development Training Repre-sentatives/Regional Managers
Role and FunctionThese staff represent the College's salesforce for contract services in thegeographic regions assigned. Theyrepresent all of the training and techni-cal assistance services of the College inworking with clients.
Major Responsibilities- Function as primary client account
representatives to targeted employersin the assigned region.
Develop targeted marketing ap-proach to service the assignedregion, including new clients.
Coordinate and make referrals forservice delivery to instructionaldepartments.
- Maintain a database profile of busi-nesses and their traininWserviceneeds within the assigned region.
- Maintain ongoing relationships withclients.
Oversee the development of short-and long-range training plans forclients.
- Maintain active membership inregional economic developmentorganizations and chambers ofcommerce.
- Monitor all economic development-related activity in the assignedregion.
- Ensure that follow-up and customerevaluation occurs with all servicedelivery in the region.
Membership- Economic Development Training
Representatives
- Regional ManagerNeenah/MenashaRegion
- Regional ManagerWautoma/Waupaca Region
- Regional ManagerClintonvilleRegion
- Regional ManagerChilton Region
Note: See district map on page 3 5 noting staffterritories of assignment
Economic Development Specialists andTrainers
Role and FunctionThe Content Specialist and/or Trainerprovides expertise in a specific techni-cal area assisting the client withcurriculum identification and/orcustomization once a specific need hasbeen identified and then delivers thetraining or technical assistance.
Major Responsibilities- Write and formalize training and
technical assistance contracts perestablished District guidelines andauthorized pricing structure.
- Competency identification with theclient.
Imge 31
Secure staff, establish schedule ofdelivery, complete internal processsteps.
Curriculum development/customization.
Preparation of professional trainingmaterials.
- Instruction and/or technical assis-tance.
- Participant feedback and evaluation.
Make appropriate internal referralsto meet customers' needs.
MembershipInstructional division deans, associatedeans or other staff as assigned/desig-nated.
Support Staff
Role and FunctionSupport staff throughout the organiza-tion perform functions in support ofthe economic development contractingeffort. Specialist support functions existin contract processing, report develop-ment, troubleshooting, contractdevelopment support services andcontract billing. Secretarial support isprovided in each division to prepareand check contracts for accuracy, makeclient appointments, schedule courses,process contract expenses, etc.
Cross-Functional Delivery Team
Role and FunctionThis cross-functional team focuses oninternal coordination, communicationand update activities for the College toeffectively market and deliver economicdevelopment contract services.
Page 32
Major Responsibilities- Establish an internal communication
network.
Coordinate within the team.
- Identify update/training needs ofcontracting staff; develop ongoingplan to meet those needs.
- Review customers, products/services,organization and roles for economicdevelopment delivery.
- Develop marketing initiatives.
- Review and implement the District'sStrategic Business Plan for Eco-nomic Development Contract Ser-vices.
Facilitate the implementation of aDistrict database on companies/clients, our history of contacts,contracts and services as part of theexisting system.
Recommend policy and procedurechanges to the Vice President ofMarketing and Economic Develop-ment.
- Recommend contracting systemchanges to the Contract SpecialistTeam.
Membership- Economic Development Training
Representatives
- One Regional Manager
- Designated division EconomicDevelopment Specialists and/orTrainers
Contract Specialist Team
Role and FunctionThe Contract Specialist Team monitors,analyzes and plans improvements inthe technical support systems foreconomic development contracting.
Major ResponsibilitiesProcess improvement in dailyoperations of contract processing.
Update contracting staff.
Coordinate communications oncontracts with internal customers.
Develop system for on-line contractentry and approval.
Update contract services handbookannually.
Recommend policy and procedurechanges and systems improvementsfor contracting to the Vice Presidentof Marketing and Economic Develop-ment.
Membership- Marketing and Economic Develop-
ment Administrative Assistant
- Contract Processing Clerk
- Contract Billing Clerk
- Key Division Contract Support Staff
Executive Advisory Council on EconomicDevelopment
Role and FunctionThis Council serves in an advisorycapacity to the College administrationas an external source of feedback forthe continuous improvement of ser-vices to business/industry/government.The council assists in identifying
trends, issues and needs related to theincumbent work force and entry levelworkers to assist the College as aneducational partner.Major Responsibilities
Review the District's StrategicBusiness Plan for Economic Develop-ment Contract Services, makingrecommendations and providinginput.
- Serve as the Private Sector ReviewCommittee for any training competi-tor complaints, following Districtpolicy guidelines.
Provide feedback to administrationon the College's efforts to servebusiness, industry, and governmentalentities.
Membership15-20 executives from the District'sbusiness/industry/government sector,appointed by the College President, atleast one representative of FVTC'sBoard of Trustees, the College Presi-dent and Vice President of Marketingand Economic Development.
Regional and Program Advisory Commit-tees
Role and FunctionThe District's advisory committees playa key role in support of economicdevelopment initiatives of the college.Committee members from business/industry provide input into the curricu-lum for entry-level workers as well asthe continuing education needs ofincumbent workers. Regional advisorycommittees place special focus on theneeds of small business.
Major Responsibilities
- Ensure relevance of program cur-riculum.
- Advise the College on employmentneeds for entry-level workers.
- Advise the College on continuingeducation needs of the work force(via courses, services, contractedtraining or technical assistance).
- Provide evaluative feedback on theCollege's programs and services.
MembershipEach advisory committee is made up of10-15 members representative ofappropriate geographical regions,employers, employees, small businessand agriculture (where appropriate).Members are appointed by the CollegePresident. Over 800 individuals servethe College in this capacity.
Busineu/Indusby 'fraining CentersFox Valley Technical College's commitment tobusiness/industry training and economicdevelopment may best be demonstratedthrough the establishment of its key trainingcenters which reach out beyond the campusand regional center facilities.
DJ. Bordini CenterThis facility, locatedadjacent to the Appleton Campus and thehub of TRI-Park, opened in January 1987.In addition to housing the flexographicprinting program and FVTC's QualityAcademy, the D.J. Bordini Center offersthe following business/industry services:advanced computer training lab,TeamFocusim, Human Resource Assess-ment Services, AutoCAD authorizedtraining center, satellite downlink semi-nars, training rooms and conferencefacilities. Also housed in this facility is the
Page 34
Quality/Productivity Resource Center(Q/PRC), staff of the Northeast WisconsinCenter for Industrial Competitiveness(WisCIC), and the regional office of Mil-waukee School of Engineering (MSOE).
S. J. Spanbauer CenterThis facility islocated at 3601 County Trunk I (OregonStreet) adjacent to Wittman RegionalAirport in Oshkosh. The center houses aprofessional pilot/simulation center, anavionics/electronics lab, electromechanicaltechnical facility, aviation technicallibrary, and an airframe and powerplantlab/hanger. In addition, a conferencecenter, satellite downlink seminars,training and meeting rooms are availableto business/industry. This center openedin May 1992.
Neenah Regional CenterLocated inNeenah's industrial park, the NeenahRegional Center focuses on the educationand training needs of business/industrythrough targeted courses and seminarsand making training rooms, computer labsand meeting rooms available via contract.
Neenah Regional Fire Training CenterLocated at the southeast corner of Breeze-wood Lane and Tullar Road in Neenah, thefacility is part of the Neenah fire stationcomplex which opened in June 1995. Atthis site, FVTC trains students enrolled inits associate degree Fire Protection Tech-nician program as well as members ofmunicipal and volunteer fire departmentsand industrial fire brigades. The centerhouses classrooms, a student computer laband staff offices. In the near future,interactive television capabilities will beadded so classes can be broadcast through-out the district and the state. This loca-tion has enabled the College to centralizeall of its fire training activities since it is
3 6
adjacent to FVTC's single-story burnbuilding, 2 1/2-story residential structureand 3 1/2-story drill tower complex, whichwas constructed in 1991.
Wisconsin Decision Driving Center(WDDC)This facility is located onPITC's Appleton campus alongHighway 41. The center is the instruc-tional site for FVTC's Truck Drivingprogram. The WDDC also has earned anational reputation for the workshops and
specialized training it provides to peoplein occupations that require advanceddriving skills such as firefighters, policeofficers, public works employees, truckdrivers, bus drivers and salespeople. Atthis center, professional drivers receivehands-on training under safe, controlledconditions. In addition to classrooms andthe skid pad, the WDDC features a vehicleinspection center and a vehicle trainingdock, which are used by students andbusiness/industry.
Training Representatives' and RegionalManagers' Assigned Territories
Regional ManagerClintonville Region
Regional ManagerWautomalWaupaca Region
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Regional ManagerChilton Region
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4 1
APPENDIX B
Fox VALLEY TECHNICAL COLLEGESMALL BUSINESS SURVEY
Executive Su zumiuyFall 1992At the direction of the FVTC Small BusinessCouncil, a survey was conducted in September1992 to identify areas of training most neededby small business. The survey was targeted tobusinesses with 10-100 employees in the Firmfive-county district. This survey had a returnrate of 9 percent with 214 of 2411 surveysreturned. Responses were received from a widerange of district communities with top re-sponses as follows: 30 percent - Appleton; 14
percent - Oshkosh; 14 percent - Neenah/Menasha; 11 percent - Heart of the Valley. Thetop two areas of training needs identified bythese employers were job skills and employer/employee training with key topic areas relatedto total quality management (TQM) i.e.,decision-making, problem-solving, telephonetechniques, customer relations, leadership,team building, and supervisory managementtraining. Computer training also received asignificant level of response. Internationalbusiness was the low-ranked area of interest,checked by only 15 businesses. The areas oftraining are further broken down by region(detailed charts attached).
Upon review of the results from the abovesurvey, the council determined that a keysmall business group would not have beencaptured in the resultsthat of the "micro-businesses" and suggested that a follow-upstudy be done with businesses employing lessthan ten people. The survey was also modifiedsomewhat by the council to include:
a) Types of businesses.
b) Soliciting individuals interested in mem-bership on the council.
c) A section specifically focusing on smallbusiness operations.
d) Boxes to be checked by each specific topic,not just by category.
Page 38
This survey of micro-businesses (1-9 employ-ees) was mailed to 1791 businesses in Novem-ber 1992, achieving a response rate of 12percent (219 returned). The makeup of thisresponse group consisted primarily of theretail and service sector. The communities ofresponse were less widespread than the previ-ous survey. Top communities responding were48 percent - Appleton; 22 percent - Oshkosh,and 8 percent - Heart of the Valley. Job skillswere also the highest-ranked area of interest inthis survey. However for this group, the secondkey area of need was in basic skills training(communications, math, reading, interper-sonal, work habits, listening, critical thinking).Employer/employee training and small busi-ness operations were also high-ranked catego-ries of training. The key, top specific areas ofneed identified on this survey were customerrelations (121 responses), basic work habits(107), oral communications (102), problem-solving (102), basic computer applications(102), and business planning (100). Again,areas of training are furtherbroken down byregion (see detailed charts).
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APPENDIX C
TRAINING NEEDS ASSESSMENT EXECUTIVE SUMMARY
Training Needs of Business andIndustry in the Fox Valley Techni-cal College DistrictMay 1993In April 1993, 435 companies in the Fox ValleyTechnical College District were surveyed abouttheir needs for employee training and techni-cal assistance. The mail survey was conductedas part of an EconomicDevelopment BusinessPlan for Fox Valley Technical College.
PurposeThe purpose of the survey was to determine:
What training topics are of greatestinterest to employers in the District?
What technical assistance and services areneeded by local employers?
What expectations do employers havewhen they receive training or service fromFox Valley Technical College?
How aware are employers that Fox ValleyTechnical College offers training andtechnical services directly to business andindustry?
Method
A mailing list of District employers with 50 or
more employees was obtained from Transmail,Inc., and reviewed for accuracy by several Fox
Valley Technical College staff. All employerswith at least 50 employees were included in thesurvey for a total of 435. (Smaller employershad been surveyed in the fall of 1992).
An initial mailing in April 1993 addressed toTraining Director/Operations Manager at eachcompany was followed by a second mailing tonon-respondents. A reminder call was made toselected employers who did not respond after
the second mailing. These procedures resulted
in a return of 210 of 435 questionnaires for a
response rate of 48%.
The 4-page questionnaire was designed by theEconomic Development Business Plan Teamwith assistance from the Research Departmentat Fox Valley Technical College, which alsoconducted and analyzed results. The surveyasked employers to check off topics of interestfrom a list of more than 80 training topics andalso allowed them to write in topics not listed.
Key Findings
1. Supervisory skill development led the listof over 80 training topics checked bysurvey respondents. Among the other topten topics of interest were: OSHA Compli-
ance, Communications Skills, Work TeamDevelopment, Problem Solving, WordProcessing, Human Relations, TeamEffectiveness, and Customer ServiceTraining.
2. In the top twenty were a variety of othertraining topics ranging from technicalskills (such as desktop publishing) to basicskills (such as math) to wellness training.
3. The Quality/Productivity Resource Center(Q/PRC), housed at Fox Valley TechnicalCollege, was at the top of the list of 12services that respondents reviewed. WorkTeam Development Consulting, StudentEmployment Services, Business & Indus-trial Testing, FVTC's Computer ResourceCenter, and TeamFocusw Planning (teamplanning in computerized meetings) wereservices checked by at least 20% or more.
4. Employers expect to see a positive returnon their investment in training or services,affordable prices, and easy access to FVTCstaff and services. These items were mostfrequently checked as employers checkedtheir "top three" priorities from a list often. In contrast an easy contract andbilling process was chosen as high priorityby only 7% of employers.
page 41
5. Seventy-seven percent (77%) of employerssaid they were aware that FVTC offerstraining and services on a contractualbasis.
6. Employers surveyed represented a varietyof business types with 42% manufactur-ing, 13% health and human serviceorganizations, 16% sales and servicebusinesses, 11% financial or real estatefirms, 4% government, 1% education, and13% other.
7. About one-third (32%) of businesses inthe survey had been customers of FVTC'scontracted training or services in the pastyear. Sixty-eight percent (68%) had not.
8. Businesses responding to the survey werelocated in the Appleton region (39%),Neenah/Menasha region (23%), Oshkoshregion (16%), Chilton region (7%),Wautoma region (8%), and Clintonvilleregion (8%).
Service and Technical AssistanceThe following figures are based on 210 businesses responding to the FVTC survey.
pope 42
Service Number Percent
Quality/Productivity Resource Center 81 39%
Developing Work Teams 60 29%
Student Employment Services 58 28%
Business and Industrial Testing 55 26%
Convuter Resource Center 49 23%
Team Focus Planning 46 22%
Group Facilitation 37 18%
Facility and Equipment Rental 33 16%
Curriculum Development 19l
9%
Lifetime Development Services 18 7%
Computer Integrated Manufacturing Demo 17 8%
New Business Consulting 3 1%
Note: Respondents checked from a list of 12 types of technical assistance/services offered
by Fox Valley Technical College.
1
Top 20 Waffling NeedsThe following figures are based on 210 businesses responding to the FVTC sumey.
Training Needs Number. Percent
Supervisory Skill Development 114 54%
OSHA Compliance 100 48%
Communication Skills 97 46%
Work Team Development 96 46%
Problem Solving 90 43%
Word Processing 89 42%
Human Relations 88 42%
Team EEectiveness 82 3996
Customer Service 77 37%
Personnel Effectiveness 74 35%..
Data Processing/Computer Info. Systems 73 35%
Leadership/Facilitation 73 35%
Listening to the Customer 73 35%
Telephone Skills 71 34%
Managing/Improving Processes 66 31%
Math 61 29%
Microcomputer Appliances 59 28%
Wellness 57 27%
Accounting 57
,
27%
Desktop Publishing 56 27%
Note: Respondents were asked to check from a list of 84 topics.
CX LI
What Business Expects from Fox Valley Technical College Training andServicesThe following figures are based on 210 businesses-responding to the FVTC survey.
Expectation Number Percent
Positive Return on Investment 114 54%
Affordable Prices 91 43%
Easy Access to WIC Staff 69 33%
A Plan for Training 64 30%
Suggestions on Training Strategies 56 27%
Customized Curriculum 42 20%
Excellent Customer Service 41 20%
Specified Outcomes of Training 29 14%
Easy Contracting and Billing Proceu 15 7%
Other 15 7%
Note: Respondents could select their top three choices from the list above.
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IPage 44
APPENDIX D
ACTION PLAN FOR BUILDING A WORLD CLASS WORK FORCE
Source: Governor's Commission tor a QualityWork Force," A World Class Work Force forWisconsin," 1991.
Across Wisconsin leaders in business andindustry have begun to express concern aboutthe skill levels of our work force. As the workforce ages and a large group of older, highlyskilled workers retires, employers are begin-ning to experience shortages of skilled labor.The limited availability of skills among theirremaining front-line workers is hamperingtheir ability to compete effectively.
The roots of the problem are complen. Asolder, more highly skilled workers leave thework force, the supply of new workers isshrinking. New workers frequently lack notonly experience, but basic and technical skillsneeded in the workplace as well. But thedeclining supply of skilled new workers is justone reason employers give for their lack ofcompetitiveness. At the same time, they arefaced with the need to implement new tech-nologies and ways of organizing work thatdemand higher skill levels and broader skillrequirements for all workers.
One way employers in Wisconsin are address-ing this problem is by hiring experiencedworkers away from other firms. Clearly, firmsrelying on this strategy can be successful onlyin the short run. Longer term solutions lie inchanging the attitudes of employers, workers,and educators towards the provision of ongo-ing training for all workers.
These longer term strategies require:
Employers and workers to raise theirexpectations about technical and occupa-tional education and the competencies itcan impart.
Employers to increase the amount oftraining provided to their own front-lineworkers.
Employers, workers, and educators towork together to increase the skills andknowledge that new workers bring to thejob.
The Commission found broad consensus acrossthe state that worker training and basiceducation must be strengthened. Employerscited the need to expand and improve.thetraining available through technical colleges,high school vocational programs, apprentice-ship and other work-based learning programs,and federal and state job training programs toimprove the job-specific skills of their front-line work force.
Policy Recommendation 411: More Wis-consin employers must adopt new tech-nology and methods of organizing work.To support this effort, technical collegesmust facilitate employer leadership andparticipation in worker training andretraining.
Productivity growth requires not onlyadopting new flexible technology, butchanging the organization of work and theskills and knowledge of workers. Employ-ers in Wisconsin are beginning to redesignoperations to better meet the needs oftheir customers. They are placing greateremphasis on improving the efficiency ofcustomized production through appropri-ate use of workers and technology. Suc-cessful firms are flattening out theirmanagerial structure, pushing moredecision making authority down to front-line workers.
5 6
The faculty and staff of Wisconsin's techni-cal colleges are natural partners of em-ployers in designing and implementingnew programs to facilitate these changes.Worker training and retraining are anintegral part of the mission and activitiesof the state's Technical College System.
page 45
Technical assistance, customized training,and occupational instruction tailored tomeet the needs of employers are alreadygrowing segments of technical collegeoperations. What is missing, however, is aconcerted effort on the part of the Techni-cal College System to work with businessand industry across the state to promoteand plan greater involvement by employ-ers in broad skills development. Strategiesto implement these changes:
Provide training for adopting new waysof organizing work and upgrading thestate's work force.Set direction for worker trainingthrough employer consortia.Establish joint Technical College/University of Wisconsin/independentcollege Applied Technology Centers toincrease awareness of new technologyand to provide assistance in plantmodernization through assessment,planning, consulting, and training toimplement off-the-shelf technologicalsolutions.Improve monitoring and evaluation ofvocation-technical training to ensure itmeets the needs of employers andworkers.
Policy Recommendation #2: Technialcolleges must upgrade occupationaleducation to meet the growing needs ofemployers.
Business and industry want workers whoare workplace ready. Meeting the stan-dards demanded by employers will requireincreased attention to mastery of work-place-based skill competencies. Technicalcollege students must be challenged toachieve these high levels of competencyand rewarded when they do. But compe-tency alone is not enough. Measurement
must be performance-based, capturing notonly competency, but judgment in deci-sion making and problem solving situa-tions. In addition, educators must not onlyassess individual students, but also evalu-ate entire training programs to ensurethat the outcomes of the programs meetthe needs of students, workers, andemployers. Strategies to implement thesechanges:
Expand and support outcome-oriented,competency-based educational objec-tives for all Technical College program-ming, including occupational prepara-tion, basic skills instruction, andindustry-based technical training.Expand professional growth opportuni-ties for technical college faculty andstaff.Incorporate best practice trainingstandards and practices into the in-structional programs of the TechnicalCollege System.
Policy Recommendation #3: Wisconsin'semployers and workers, in partnershipwith the technical colleges, must reskillthe existing work force for a more com-petitive economy.
Upgrading the skills of Wisconsin's workforce will require a concerted and continu-ing effort on the part of employers and thetechnical colleges. Along with determiningwhat skills workers will need to enablebusiness and industry to regain its com-petitive edge, ongoing training for allworkers must become a priority ofWisconsin's employers. A team effort,pairing technical college staff with em-ployers and workers, is needed to ensuresuccess.
Strategies to implement these changes:
Expand competency testing of newhires and eyisting employees.Expand employer-sponsored skillstraining through increased continuingeducation for adult workers on techni-cal college campuses, through privateand in-house training efforts, expandedapprenticeship programs, and throughWorkplace Learning Centers.Increase collaboration between Techni-cal College and University of Wisconsinfaculty to promote work-based learn-ing.Expand awareness of the need forlifelong learning.
Policy Recommendation #4: Technicalcolleges must work with business andIndustry across the state to improveaccess to training.
Making education and training opportuni-ties available on a flexible schedule conve-nient to employers and workers mustbecome a priority for the state's technicalcolleges. By expanding outreach effortsand embracing new modes of servicedelivery, educators will be better able toserve both small and medium-sized firmsand those remote from technical collegefacilities. By working with employers todevelop training consortia, technicalcolleges will be better positioned toprovide cost effective education andtraining programs to small and medium-sized firms. In addition, technical collegesmust be able to mount programs whenand where they are needed. Thoughsafeguards must be in place to preventoverloads, teaching in a technical college
cannot be viewed simply as a 9 to 5 job.Strategies to implement these changes:
Expand outreach efforts to business andindustry through adopting moreflexible schedules for training provi-sion.Expand options for individualizedlearning of basic skills and technical/occupational instruction through theuse of distance learning and openentry/open exit programming.Establish additional Workplace Learn-ing Centers.Expand and enhance strategies formarketing and recruiting technicalcollege programs to adults.Form training consortia to pool re-sources of small and medium-sizedfirms.Increase minority student enrollmentand completion of technical programsleading to placement in high skill/highwage careers.
page 47
APPENDIX E
PRIVATE EDUCATIONAL SERVICE/TRAINING PROVIDERS IN
NORTHEAST WISCONSIN
Computer Training
Allied Computer Group Co.3011 E. Capitol DriveAppletonComputer, Inc.NeenahComputer Coach1425 KnappOshkoshComputer World3015 W. Wisconsin AvenueAppletonCreative Consulting529 Greene AvenueGreen BayExecu Train18650 W. Corporate DriveBrookfieldFlex Staff "800 N. Westhill Blvd.AppletonKelly Services100 W. LawrenceAppletonKen HarwoodMicrocomputer Instructional Services36 Jewelers Park DriveNeenahKoehn Institute for InformationSystems and AutomationUniversity of Wisconsin-OshkoshOshkoshLAN Masters Training Center1218 S. Military AvenueGreen BayLandmark10 College AvenueAppletonManpower Temporary ServicesW16653 Appleton AvenueAppleton
Office Technology1315 Gillingham RoadNeenahThe Training Center103 W. College AvenueAppleton
Employment Training Services
Action Employment & Training, Inc.1800 Appleton RoadMenasha
Industrial Consultants
PP Wil-Sons2283 Hwy 44OshkoshProfessional Control Corp.1051 N. Lynndale DriveAppleton
Management Consultants
Advanced Banc Consulting1000 W. College AvenueAppletonAlliance Consulting926 Willard DriveGreen BayAnderson Behavioral Consultants1487 Kenwood CourtMenashaBelow & Acomb ManagementConsultants, LTDAppletonCareer Development Group4321 W. College AvenueAppletonCherrier & Associates103 W. College AvenueAppletonCreative Management & MarketingResources704 N. Main StreetOshkosh
Grant Thornton100 W. LawrenceAppletonThe H S Group, Inc.33 Park PlaceAppleton
Hertel & Murray Human ResourceConsultants, Inc.125 S. JeffersonGreen BayInnovative ManagementGreen BayK. Fett Resources72 Crestview DriveAppletonPersona, Inc.833 Anchorage CourtOshkoshPeterson & Associates420 S. KoellerOshkoshQuality Management Assistance Group1528 N. Ballard RoadAppleton
Schenck & Associates200 E. WashingtonAppletonSchumaker Romenesko & Associates555 N. LynndaleAppleton
Young and AssociatesW2983 Farmstead DriveAppleton
Management Training
Center for Personal DevelopmentAppleton
J R Kaminski & Associates1545 Sixth St.Green Bay
Trainet372 Wagon Wheel CourtGreen Bay
Sales Training
Exsell, Inc.3021 GrossGreen BayPositively Yes, Inc.750 Brookwood CircleOneida
TrainingProgram Design & Develop-ment
Coan & Company36 Jeweler's Park DriveNeenahJ. J. Keller3003 W. Breezewood LaneNeenah
TrainingSupplierAn Open Mind, Inc.34 Parkview DriveAppleton
Page 49
APPENDIX F
ECONOMIC DEVELOPMENT ORGANIZATIONS
The following list represents economic devel-opment-related organizations, several whichare targeted for FVTC staff to be members of orinvolved with in some capacity:
Calumet County
Brillion Commwzity DevelopmentCommission130 Calumet St.(414) 756-2250Dale Nies, committee chairmanProvides community resource guide,vacant building inventory.
Calumet County Planning Department206 Court St.Chilton, 53014-1198(414) 849-2361 (ext. 225)Len Vaness, assistant plannerActs as intermediary for state andfederal programs for businesses andassists with grant and loan eligibility.
Chilton Area Development Corp.128 E. Main St.Chilton, 53014-1214(414) 849-9346Joe Suttner, secretaryAssists in obtaining state grants andloans, assists in developing businessplans, provides stats.
Chilton Public Works Dept.42 School St.Chilton, 53014-1346(414) 849-2451Dan Bloedorn, community develop-ment directorCommunity development and sitelocation assistance
pope 50
Outagamie County
Appleton Dept. of Planning and Dev.200 N. Appleton St.Appleton, 54911-4799(414)832-6460James E. Van Dyke, principal plannerManages and markets city industrialparks, contacts for land, local codes,information on finandng, statistics.
Fox Cities Chamber of Commerce andIndiistryPO Box 1855Appleton, 54913-1855(414) 734-7101Greg Hunt, vice-presidenteconomicdevelopmentBusiness retention and recruitment,site and building location, statistics,financial information, targeted indus-try, marketing and recruitment.
Heart of the Valley Chamber ofCommerce101 E. Wisconsin Ave.Kaukauna, 54130-2152(414) 766-1616Marilyn M. Evers, presidentPromotion of business and communitydevelopment.
Kimberly Economic DevelopmentOrganization515 Kimberly Ave.Kimberly, 54136-1361(414)734-9441Rick J. Hermus, administratorBusiness park land development.
New London Chamber of Commerce301 E. Beacon Ave.New London, 54961(414) 982-5822Michael Hansen, president
New London Industrial OpportunitiesInc.PO Box 225New London, 54961-0225(414) 982-2121Russ Gerhard, presidentInformation provided for inquiries fromindustrial prospects.
Culp of New London215 N. Shawano St.New London, 54961-1196(414) 982-8500Lew Steinbrecher, administratorManages local revolving load fund andtwo industrial parks in TIF Districts.
Waupaca County
Clintonville Industrial DevelopmentCorporationPO Box 269Clintonville, 54929-0269(715) 823-5128E. James Verkest, presidentFinancial counseling, purchase ofproperty with lease-back option, willbuild to suit.
Clintonville Economic DevelopmentCommittee50 Tenth St.Clintonville, 54929-1591(715) 823-6584Wallace Thiel, administratorEconomic development loans, financialpackaging, site search and selection.
56
Clintonville Area Chamber ofCommerce8 North Main St.Clintonville, 54929(715) 8234606Alice Derby, president
Iola Scandinavia Area Chamber ofCommerceBox 167Iola, 54945-0489(715) 445-4000Greg Loeser, presidentPromotion, public relations and indus-trial development.
Marion Economic DevelopmentCorporationPO Box 58307 HillcrestMarion, 54950Lee Much, president
Waupaca Area Chamber of Commerce208 W. FultonWaupaca, 54981(715) 258-7343Terri Schultz, executive director
Waupaca Industrial Development Corp.PO Box 262Waupaca, 54981-0262(715) 258-7343Tom Godfrey, secretary/treasurerEncourages the development andlocation of business to the area.
Weyauwega Area Chamber ofCommercePO Box 531Weyauwega, 54983(414) 867-2500Robert Hecht, president
Page 51
Waushara County
Waushara Area Chamber of CommercePO Box 65Wautoma, 54982(414) 787-3488Barbara Diekfuss
Wautoma Area Industrial DevelopmentCity Hall410 West Main StreetWautoma, 54982(414) 787-2326Russ Nero, city clerk
Winnebago County
Chamco Inc.120 Jackson St.Oshkosh, 54901-4713(414) 236-7700Douglas Pearson, executive directorSite and facility selection industrialland sales, surveys, build-lease arrange-ments, liaison with city officials,financing.
Downtown Neenah Action Committee121 1/2 W. Wisconsin Ave.Neenah, 54956-3012(414) 722-1920Jim DeGroot, executive directorBusiness recruitment and retention,retail promotions.
Future Neenah Development Corp.121 1/2 W. Wisconsin Ave.Neenah, 54956-3012(414) 722-1920Randy Stadtmeueller, executivedirectorStimulates economic growth anddevelopment, financing.
Menasha Action Council Inc.PO Box 432Menasha, 54952-0432(414) 725-4822Lisa Thiel, Menasha downtownadvocateEconomic development, recruits andretains business in downtown, specialevent planning, public relations, facadeprogram.
Neenah Department of CommunityDevelopmentPO Box 426Neenah, 54956-0426(414) 751-4660Robert L Buckingham, directorMunicipal industrial park, commercialredevelopment, small business loans.
Oshkosh Chamber of Commerce120 Jackson StreetOshkosh, 54901(414) 424-7700Dale Drabandt, president
Oshkoth Commercial DevelopmentCorp.120 Jackson St.Oshkosh, 54901-4713(414) 424-7700Rob Kleman, directorBusiness recruitment. Assists inbusiness expansion and retention. Saleof business park land.
Omro Area Development Corp.PO Box 111Omro, 54963-0501(414) 685-5693Pat Grahn, director of marketingActs as agent for marketing and sale ofindustrial park, works with businessventures.
Winneconne Industrial DevelopmentCorp.PO Box 650Winneconne, 54986-0650(414) 582-4382Robert Haeussinger, villageadministratorControls community industrial park.Assists in obtaining governmentfunding. Promote new businesses.
a Stab OrganizationsForward WisconsinWisconsin Center for IndustrialCompetitiveness - Northeast (WisCIC)Wisconsin Center for Manufacturingand Productivity (WCMP)WTCS Continuing Education/Eco-nomic Development AdministratorsWisconsin Economic DevelopmentAssociation (WEDA)
Wisconsin Department of Development