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Contents. Volume 19, #2 | April/May 2011
FEATURES
10
Next generation manufacturer Where technology is taking the industry
13 SMART GRIDS
Netpeak Energy Group switches up energy usage
14
INNOVATIVE 25 Could make you a winner
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06 BBJ DEPARTMENTS
13 18 14
04 VIEW POINT 06 TECH WATCH 08 BOOK REVIEW 16 BUSINESS SPOTLIGHT 18 SPOTLIGHT ON THE ARTS 20 MEET A MEMBER 22 CHAMBER BRIEFS 24 CHAMBER NEWS ADVERTISERS
VISIT THE GREEN BAY AREA CHAMBER OF COMMERCE AT:
titletown.org
0 9 American Express 01 B ank Mutual B ack Cover Cellcom 07 Children's Hosptial of W Isconsin 23 Dunkin' Donuts 02 K I Inside Front Cover Lambeau Field 05 M E GTE C 01 Network Health Plan 02 NWTC Inside B ack Cover Prevea
PRESIDENT Fred Monique EDITOR Lori Kaye Lodes GRAPHIC DESIGNER Josh Beaton ASSISTANT GRAPHIC DESIGNER Tracy Schultz
COVER IMAGE Josh Beaton
The BBJ is published bimonthly by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. The BBJ is supported entirely by advertising revenue from member companies of the Green Bay Area Chamber of Commerce. For information about the advertising rates and deadlines, contact Sales at 920.593.3404. The BBJ (USPS 010-206) is published bimonthly for $18 a year by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. Periodicals postage paid at Green Bay, WI. POSTMASTER: Send address changes to The BBJ, P.O. Box 1660, Green Bay, WI 54305-1660. PH: 920.593.3423. CopyrightŠ 2008 Green Bay Area Chamber of Commerce
VIEW POINT TEXT Fred Monique
We’ve earned
our stars As chairperson of the Green Bay Area Chamber of Commerce board of directors, Gail McNutt included in her strategic plan for the current 2010-2011 fiscal year, the following key organizational initiatives: • Accreditation • Lead the Way Campaign • Implementing the Kids Count Taskforce On March 1, 2011 the Green Bay Area Chamber of Commerce attained the first of Gail’s strategic initiatives as we were notified by the U.S. Chamber that we had been granted Accreditation with Four-Star Distinction. The Accreditation Program is the definitive standard of excellence in chamber performance. It also helps chambers measure achievement while recognizing and encouraging chamber members and staff who meet high standards of operation and who contribute effectively to the good of their chambers and communities. Since its inception in 1964, 800 individual Chambers have participated in the program, among which only 227 remain accredited. With nearly 7,000 chambers in the United States, Accreditation with the U.S. Chamber of Commerce is a prestigious honor. To put it another way, with this attainment, the Green Bay Area Chamber of Commerce is in an elite designation representing the top three percent of all Chambers in the United States. To me, however, I prefer to substitute their term Accreditation with the word Validation. I believe this process validated the Green Bay Area Chamber of Commerce as not only meeting the needs of its business community, but also establishing best practices and staying current on a 4
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wide array of community benchmarks and standards. To attain this certification, our staff had to demonstrate competency in nine core areas measured by the Accreditation process: governance, finance, human resources, government affairs, program development, technology, communication, facilities and benchmarking. The resulting Accreditation with Four-Star Distinction is a testament both to the breadth, depth and overall quality of the Chamber staff as well as the extraordinary leadership provided by our board of directors. Additionally, this effort plays well into the second of Gail’s strategic initiatives – Lead the Way Campaign. This year-long mission is intended to complement the Chamber’s primary mission of serving as the focal point of community and economic development by emphasizing the many ways that the Chamber leads the business community and serves as its united voice. Some notable examples of the scope and diversity of the Chamber’s efforts to Lead the Way would include: • The Chamber’s Partners in Education is an expansive, well-developed and far-reaching program supported equally by the business community and educational organizations. It is focused on supporting the area school districts, school administrators, teachers and students in successful attainment of knowledge, skills and values needed for future personal and community prosperity. I’m pleased to report that as of mid-March, we have introduced a new Chamber board/Partners in Education board task force focused on finding additional ways to support educators and identify ways the Chamber and the business community as a whole can further support them. The Chamber and Partners in Education realize that in the coming months and years, business and education need to work even more effectively for the good of our children in a time of declining resources.
• Through its Advance organization, the Chamber collaborates with government, education, the arts and businesses in Northeastern Wisconsin to offer broadly based development programs that maintain a strong, dynamic, sustainable and diversified local economy. • The Chamber is maintaining its relevance to the rapidly changing demographics of our region through its Young Professionals Network, Leadership Green Bay and Diversity programming. • In terms of networking and collaboration, there are multiple levels to the Chamber offerings, like the Business and Breakfast, Business After Hours, and CEO and CFO Roundtables that successfully meld educational offerings with networking opportunities.
The Accreditation Program is the definitive standard of excellence in chamber performance.
• No other local organization compiles relevant information to the extent that the Chamber does with our economic indicators, Area Fact Book, 30 Largest Private Employers compilation, Wage & Benefit Study, Cost of Living Index, etc. • Through its diverse informational offerings including: the BBJ, Friday Report and Member2Member the Chamber provides members with a great degree of visibility and recognition for their activities and accomplishments. We are well on our way to a new
balance of traditional, electronic and social media components in our communications. • Through a variety of program offerings from the Business Recognition Luncheon, Manufacturing Awards of Distinction Event, Golden Apple Awards, ATHENA Award, Daniel Whitney Award, etc., the Chamber leads in volunteer appreciation and recognition of significant individual and community accomplishments. • Government affairs, which is probably most relevant to our larger members, is an area of leadership for the Green Bay Area Chamber of Commerce in effectively mobilizing members to address regulation and legislation potentially impacting the business community be it at the local, state or federal levels of government. As I previously acknowledged, Accreditation by the U.S. Chamber of Commerce is an extremely prestigious honor. I believe, however, that through the continuing efforts, dedication and vigilance of our staff members, in conjunction with a strong committee and board structure, we will continue to approach our greatest potential. Also, the feedback and recommendations of the accreditation committee will guide the organization in not only helping us to improve our basic effectiveness but also in the pursuit of our 5th star. The Green Bay Area Chamber of Commerce will also continue to Lead the Way in terms of significant contributions to the community; establishing best practices and setting attainable benchmarks for continued community advancement and economic growth for many, many years to come. I would also be remiss if I closed this message without fully recognizing the significant contributions and accomplishments in this endeavor of our immediate past President, Paul Jadin, on whose watch this effort was conceived and consummated.
14 Global Locations
MEGTEC Systems, Inc.
…proud to be an employer in Brown County for over 40 years, providing innovative solutions for our customers involved in: Advanced Materials Processing
Environment, Climate & Energy
Printing & Packaging Applications
MEGTEC’s global headquarters is located in a 365,000 sq. ft. facility in De Pere, Wisconsin, and is a center for excellence in Engineering, Manufacturing and Service.
www.megtec.com • info@megtec.com BBJ APRIL/MAY 11 |
5
TECH WATCH TEXT AL PAHL
google apps
Easy access, updating, integrating without storage issues The City of Los Angeles expects to save $5.5 million over the next five years by investing in technology they predict will yield a return on investment (ROI) exceeding $20 million, according to Google.
users with no experience in web-page coding to produce relatively simple websites. The websites might be team-based, as when working on particular projects. Access can be limited by the creators or be thrown open to the world. Sites are pretty vanilla, but are an easy way to share information quickly, particularly within a company.
Since your company probably has fewer than 44 departments and 34,000 email accounts, why do you care?
Google Docs – The centerpiece of the suite Users are able to create documents, spreadsheets and presentations and share them ultra easily. Collaborators can chat while they work on documents in real time. Everything is stored securely on Google’s servers, which, if your company is small enough, could obviate your need to even own a server. Only one copy of a version of any document is ever stored, so there is no version management to worry about. If you’re going to travel, you don’t download your document onto a jump drive and carry the latter with you. You download the document from Google to your laptop, work on it during your flight and after landing, synchronize the changes with the original. If your partner edited the same piece of that document while you were in the air, there is an easy interface that allows you to decide which edits to keep. Each and every version of all documents is stored at Google, allowing you to roll back to any point in time with just a few clicks.
Because the technology L.A. is investing in is highly scalable. Individuals and two-person companies use it. In fact: You may be using parts of it already in your personal life, and perhaps even at work. The technology is Google Apps, a growing suite of web applications and extensions that can compete with – or complement – Microsoft Office. Regardless whether apps users create with only the Google tools in their browsers or choose to continue using Office as a front end, their work products are stored on Google servers. This makes them easy to edit and share and obviously decreases users’ local storage needs. Let’s start simply: Gmail is the most widely known component and is one of the core pieces available to individuals or small businesses for free. If you step up to Google Apps for Business at $50 per user per year, Gmail expands to 25 GB of storage per user. Either way, users can access instant messages, video or video conferences from within Gmail. They can search their email with the ease of use and power of Google Search. In general, business clients have more interoperability support for various smart phones. They can also sync with Outlook. Choosing Gmail instead of Outlook means saying goodbye to the expense and ongoing maintenance of an exchange server. Google Calendar, Docs and Sites are also available either to business or to non-paying clients. Calendar has far-ranging sharing and collaboration features, and works with many smart phones. It integrates with Gmail to the point that when the latter detects an email is about an event, it suggests adding that event to your calendar. Sites allow 6
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“It’s amazing the way I can have three people online and everybody is in one place talking about the items we’re working on, and actually working on it together.” -Nicholas Wautier
Business users of Apps will want to know Google meets leading security standards, including SAS70 and ISO27001. Businesses also get Google Video and Google Groups for Business, as well as enhanced security, including forced Secure Socket Layer (SSL),
custom password strength requirements and more. Businesses are guaranteed 99.9 percent uptime and 24/7 support. It is important to note Google Applications are entirely web-based. At its most basic, that means: No internet connection, no documents (unless you downloaded them beforehand). Because they are web-based, users don’t buy the Apps. They don’t install them, don’t configure them and don’t have to update them. Updates flow automatically from Google and are totally transparent to end users; no time or economic investment by your IT staff. The personal perspective But web-based apps are subject the limitations of the web. “I love Google Apps,” says Nicholas Wautier, who uses the mail, calendar and collaborative tools extensively in his side ventures, from a DJ business to a soon-to-launch podcast. “But there are limitations. I don’t think you’d want Google Apps if you have a power Office user in the house.” In his day job, Wautier’s primary responsibility is renewing software contracts. “In Office, I have the ability to click one button, have the computer look through all of my clients in Access and combine that with lists, so every letter can be personalized and then merged through Word and out to Outlook or the printer. I have integration of Word, Excel, Outlook, Access. They are all talking to each other and filling in the blanks for each other. Now, do most people do that? No. If you don’t have spreadsheets that are 1,000 cells, this probably doesn’t matter to you.”
But Wautier loves Google Apps for his side projects, in part because they can be added onto easily. There is a huge app market, supported by Google, for Google Apps. “I found a free CRM tool for under five users,” he says. “I tried four or five before I found one I liked.” Not only is there a whole world of these extensions, but a whole world of consultants who help companies plan and implement their move to Apps, including end-user training and bulk loading of existing documents. Wautier also lights up on the collaborative nature of Google Apps. “It is unbelievable,” he says. “It’s amazing the way I can have three people online and everybody is in one place talking about the items we’re working on, and actually working on it together.” Or take the collaborative approach So far, we’ve treated Google Apps as if you were going to use them instead of Microsoft Office. But, it’s not necessarily either/or. Documents created in Excel, PowerPoint or Word 2003, 2007 or 2010 can move easily into and out of Google’s cloud, using a free plug-in called Cloud Connect. Users never leave the tried-and-true Office interface with which they are comfortable. The Cloud Connect plug-in seamlessly saves their document to the cloud every time they save it to their hard drive. The author and co-workers (picked by the author) can access the Cloud version of the document at any time, from any computer. Remember, you don’t necessarily need your own computer to access documents in the cloud; any computer, and many devices, with internet access can save into, or retrieve from, Google’s secure servers. Google says 3,000 businesses a day are moving to Google Apps. Research will tell you whether yours should join that number.
Make sure your insurance plan includes Children’s Hospital of Wisconsin Children’s Hospital is a leader in caring for kids in the United States. We make it easy for families to get to hospital and clinic services. We serve patients with simple and complex needs. Milwaukee • Neenah chw.org
110215
BBJ APRIL/MAY 11 |
7
BOOK REVIEW REVIEWED BY Lynn Hoffman, BROWN COUNTY LIBRARY
The Truth About Leadership: The No-Fads, Heart of the Matter Facts You Need to Know AUTHOR James M. Kouzes and Barry Z. Posner
PUBLISHER Jossey-Bass, 2010
With a glut of new business books published every year (anywhere from 1,000 to 7,800, depending on who you ask), it’s hard to figure out which ones are the flavor of the month and which ones hold lasting truth. Thankfully, The Truth About Leadership: The No-Fads, Heart-of-the-Matter Facts You Need to Know lives up to its title, distilling almost three decades’ worth of solid research into a concise guide for developing your own leadership principles. James M. Kouzes and Barry Z. Posner, faculty at Santa Clara University, have been researching and writing on the topic of leadership since before their first book, The Leadership Challenge, was first published in 1987. As experts in the field, they are often asked to speak on “what’s new” in leadership. In preparation for one such occasion, they put together an overview of the ideas developed throughout their collaboration, discovering that in spite of the changes in context surrounding leadership development, the content hadn’t changed. “We shared the platform with renowned leadership educator Ken Blanchard at an association meeting. In the middle of responding to an audience question one of us was saying, ‘I don’t know what you call something that’s been the same for 25 years, but... and Ken interrupted, exclaiming, ‘call it the truth.’” The Truth About Leadership presents the 10 fundamental truths that have emerged from Kouzes and Posner’s work on leadership, backed by decades’ worth of research data, case studies and consistent appearance in the more than one million responses to their leadership assessment, the Leadership Practices Inventory. Each of the 10 truths can be applied effectively to leaders from different generations, from different cultures, from different kinds of organizations and at different points in their careers. Each simple statement – such as “The truth is that You Can’t Do it Alone,” or “The truth is the Best Leaders are the Best Learners” – is supported by compelling examples and relevant data that can be used to make a real difference in the real work of real-world leaders. Having read my fair share of trendy business books over the years, I am guilty of jumping on the occasional bandwagon, only to move on to the next theory when the first one proves too simplistic, too boring or too hard to sustain. The basic leadership concepts that “stuck” (like developing trusting relationships by being the first to take a risk, or being willing to do the same things I ask others to do) are also those that have actually worked for me, and it comes as no surprise that they happen to be among the 10 truths. To be fair, just because these truths are simple doesn’t 8
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mean they’re easy to practice. However, sticking with them comes more easily knowing that they’re backed by solid research and endorsed by other leaders’ successes described in this book.
Additional titles available at the
Brown County Library
n Leading at a Higher Level: Blanchard on Leading and Creating High Performing Organizations Kenneth H. Blanchard FT Press, 2010 n On Becoming a Leader Warren G. Bennis Basic Books, 2009 (20th Anniversary Edition) n The Leadership Challenge James M. Kouzes and Barry Z. Posner Jossey-Bass, 2007 (4th Edition) n The First 90 Days: Critical Success Strategies for New Leaders at All Levels Michael Watkins Harvard Business School Press, 2003 n Positive Leadership: Strategies for Extraordinary Performance Kim Cameron OverDrive downloadable audiobook, 2009 n Drucker on Leadership: New Lessons from the Father of Modern Management William A. Cohen Jossey-Bass, 2010
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COVER STORY
next generation
manufacturers Jennifer Hogeland TEXT SUBMITTED PHOTOGRAPHY
With nearly a quarter of all the jobs in Northeast Wisconsin in manufacturing, the industry plays a vital role in the area’s economy. While mills and manufacturing plants have been part of the community’s landscape for over a century, what has happened inside these companies' doors has changed dramatically in recent years. Innovation is now driving the industry. Technology and advanced processes are having a positive impact on productivity. Improving efficiencies
and minimizing costs is motivating manufacturers but they are faced with challenges – these next generation manufacturers must stay competitive by keeping up with innovation and finding a skilled workforce to operate their equipment. Modern day manufacturing Northeast Wisconsin is rare with such a large portion of our workforce in manufacturing. The state average is 18 percent; manufacturing jobs throughout the country account for 10 percent, according to the Wisconsin Department of Workforce Development. While local manufacturers weren’t immune to the recent recession, many say they are already on the road to recovery. A survey conducted by the N.E.W. Manufacturing Alliance of nearly 180 manufacturers revealed 78 percent of them expect an increase in sales in 2011. Along with expectations for an increase in sales, capital investment and plant modernization plans are on the horizon for more than 40 percent of respondents. Results indicated 41 percent of the manufacturers are planning some form of capital expansion in the next 12 to 24 months at an average cost of $250,000. Almost half of the manufacturers are planning plant modernization at a median investment of $225,000. These investments suggest manufacturing will continue to be a strong and vibrant industry in Northeast Wisconsin.
Adam Robarge from Lindquist Machine programs a computer numerical control machine (CNC).
10 | BBJ APRIL/MAY 11
Manual processes are a thing of the past. Manufacturers are investing in automation and technology to increase productivity and cut costs. They are able to remain competitive – whether luring clients or minimizing expenses
– in a rapidly changing manufacturing environment. When Jason Ripley joined Georgia-Pacific more than 15 years ago, the majority of the work on the mill floor was done by an employee’s two hands. “The Fort Howard way was to ‘throw some labor at it’ but in this day and age that isn’t an option,” says Ripley. “We, just like our competitors, are trying to do more with less.” Manufacturers are embracing the “Lean” movement as they explore ways to minimize waste and reduce costs. They are experimenting with ways to create an efficient production environment. Management reporting and centralized monitoring systems are of interest to companies hoping to view the status of production lines from around the globe. Localized leadership is no longer a necessity.
either coming up with something new for these market leaders or we are improving their current products.” Foth Production Systems first looks to see if the desired system already exists. If the right thing isn’t on the market they develop a system to satisfy their customers' needs. Advancements in technology transformed EMT International’s business. This Green Bay manufacturer took their niche and expanded their offerings to become a complete product line. “If you looked at us 15 years ago we were making tooling for the business forms industry. Tooling and parts of a machine – that was it. Now we build complex, computer-controlled, hightech machines,” says Paul Rauscher, president and owner EMT International in Green Bay. EMT International embraced innovation and became an engineering-driven company. Their innovative process starts within the manufacturing plant and spills into the products they design. EMT International recently designed and manufactured one of the most technologically advanced digital and web printing presses for a major web printer.
“It no longer matters where you are located; you can supply your products anywhere.” -Mark Weber, dean of trades and engineering technologies at Northeast Wisconsin Technical College MEGTEC is a global design, engineering, manufacturing and services company in De Pere that provides turnkey coating, drying and environmental systems and equipment to various industries including energy storage, solar, printing and other process industries. Their ability to develop customized solutions has allowed MEGTEC to complete more than 20,000 equipment installations around the world. Innovation at work Over the last 10 years, the manufacturing landscape has slowly evolved. Along with the many other facets of life today, technology has changed the way manufacturers approach their business. Mark Weber, dean of trades and engineering technologies at Northeast Wisconsin Technical College (NWTC), explains advancements in technology have allowed manufacturers to reach beyond their core competencies. Many of the high volume, low technology components that were once a manufacturer’s livelihood are being replaced with high-end, complex parts. “It no longer matters where you are located; you can supply your products anywhere,” he says. “It has opened up new opportunities.” Foth Production Systems works with large global consumer product companies on purpose-built automation. They develop equipment, machinery, processes and systems for partner clients. “Our clients are looking for efficiency,” says Randy Homel, president of Foth Production Systems in Green Bay. “Nearly everyone is looking at how to get more productivity and more output from their assets. We are
With a culture built on innovation the company identifies needs and develops solutions for their customers. They are often able to take an existing MEGTEC technology and apply it to another industry. While the company has a history of providing equipment for the printing industry, they’ve been able to apply similar technologies to adjacent markets. This practice introduced MEGTEC to the automotive industry – electric and hybrid cars. “Northeast Wisconsin is unique in that we have the infrastructure in place and manufacturers are able to alter their systems to fit other markets,” adds Weber. Major manufacturers aren’t the only ones investing in technology to improve their business operations. Green Bay’s well-known floral shop, Schroeder’s Flowers, has been delivering beauty throughout the community for more than 100 years. Floral arrangements keep this family business busy year ’round but in the spring greenhouses pop up around town with a tremendous selection of garden plants waiting to be transplanted.
BBJ APRIL/MAY 11 | 11
Georgia-Pacific. Workers are asked to look at what they do every day and identify ways to make the processes better. Workers are charged with making decisions and taking ownership of the process. Trouble-shooting, maintenance and improvements flow from the bottom up. “It is no longer that old-style hierarchy where the supervisor tells the person what to do,” says Bratz. “The line person is as valuable as the president of the company. They are all a part of this process, making it as efficient as possible.” Employees are building their skills on the plant floor. As multimillion dollar equipment comes into the Georgia-Pacific plants they offer several training opportunities, including vendor training. “We expect that of our vendors,” says Bratz. “The equipment is a big investment and they are the experts. They do the training because they know the equipment inside and out.” Technical colleges like NWTC are making great strides to help develop an advanced manufacturing workforce. Manufacturers work in partnership with NWTC to ensure programs and future graduates will meet the industry’s needs. Eric Cappelle with Coating Excellence International programs a computer numerical control machine (CNC).
Countless tiny plants are planted to meet demand so nearly 10 years ago Schroeder’s Flowers invested in a robotic planter to assist with the laborious process. “There is a short period of time when a lot of planting needs to be done for the spring season,” says Charles Schroeder, Sr. “This machine allows it to get done faster and we are able to use people more efficiently.” The machine holds more than 500 plants. It has two conveyer belts and 32 mechanical fingers that do the planting. A minimum of two people is needed to monitor and operate the machine but the work couldn’t be complete as quickly if it was done manually.
Georgia-Pacific has an electro-mechanical co-op program with NWTC in an effort to acquire workers with these sought-after skills. “We are constantly recruiting and bringing in new people with the skills we need. This injection of new people keeps us current,” adds Homel. Students pursuing a career in manufacturing do know what they are getting into. “I think there is the perception that those that get into manufacturing just want to work with their hands but we found something else when surveying our students enrolled in manufacturing-related programs,” says Franz. The students revealed their reason for seeking a career in manufacturing is because they are interested in working with technology and in a changing environment. Franz adds, “If you are anxious to use your brain and be challenged, it is an exciting industry to be in.”
The changing workforce The “mill job” still exists but instead of doing mindless, repetitive tasks day after day, the job has become a profession. Manufacturing jobs are much more technical, requiring workers to think and react. The expectations and skills required to work in manufacturing has changed as dramatically as the complex equipment now found on the plant floor. As companies invest in technology and modernize their facilities, it becomes increasingly difficult to find the skilled workforce needed to operate the equipment. Companies are looking for people with experience as well as a formalized education. They are expected to be familiar with computerization, mechanics, electronics and pneumatics. “In a global economy, companies have had to change the way they make things. They’ve had to become more specialized to meet the needs of their customers. This requires a higher skill-set,” adds Ann Franz, strategic partnerships manager at NWTC. “More is expected of employees. They need to be problem solvers, critical thinkers and able to work in a team,” says Camilla Bratz, skills developer at 12 | BBJ APRIL/MAY 11
The Schroeder's Flowers planting machine eliminates some of the manual work involved with the otherwise laborious transplant process.
Grid technology is live wire for NetPeak Sean Schultz TEXT
The Business Assistance Center on the campus of Northeast Wisconsin Technical College is abuzz with the arrival of a new tenant. You might say there’s electricity in the air since the tenant moved into the complex in mid-March. NetPeak Energy Group, led locally by President Michael Verkuylen and Investor/Spokesperson Fred Krumberger, is an energy curtailment service. The company, formed two years ago by Midwest investors, helps its member companies monitor their energy usage by identifying peak demand times and times when energy costs are at their peaks. They assist businesses in reducing energy demand during peak times when the cost of energy is high. NetPeak also helps its companies avoid power interruptions. Krumberger wrote NetPeak’s business plan, while Verkuylen invented the switching technology the business uses in its grid system. They conduct business by continuously monitoring, via computer, the power grid across the nation. Krumberger says the U.S. is crisscrossed with 157,000 miles of power lines, but the most congested areas are on the East and West coasts. “Congestion was about five percent by 1975, and it was at 10 percent by 2000,” he says. But with the arrival of more electronics, electric cars and other technologies, usage today is already at 13 percent. “We need more generating capability,” he says. But many of the nation’s aging power plants are being decommissioned and only one new one has been built in the last decade.
“NetPeak is about opportunity,” Krumberger notes. The company works with a dozen major retailers including supermarkets, discount stores, specialty retailers, large refrigeration warehouses and a large auto parts chain, located on the coasts, particularly California, New York and New England. “We’re unique. We monitor the real time price of energy for them in 15-minute intervals,” he adds. He explains that economic energy programs pay power users to curtail load when the market price exceeds a pre-determined strike price. Economic energy markets include the Real Time Energy Market, the Day-Ahead Energy Market and providers like NetPeak called “Curtailment Service Providers” that provide a means for power users to participate in demand-response programs. Demand-response programs pay electric power users to curtail energy use. Wisconsin is not a state with an energy congestion program, according to Krumberger. “In our area, the power companies have adequate transmissions and generating ability, costs are low and there aren’t big interruptions. It’s rare in Wisconsin to see an outage.” But he pointed to Dallas during Super Bowl XLV in February when a winter snowstorm caused residents to turn on the heat, something they don’t normally do in that sunny climate. That demand for electric heating caused a power surge that put peak demand on the Electric Reliability Council of Texas (ERCOT) system that operates the electric grid and manages the deregulated market for 75 percent of the state. It was more than ERCOT could handle, Krumberger says. “They had to import power from Mexico and they had to interrupt power, even at a hospital.” BBJ APRIL/MAY 11 | 13
“In our area, the power companies have adequate transmissions and generating ability, costs are low and there aren’t big interruptions. It’s rare in Wisconsin to see an outage.”
-Fred Krumberger, investor/spokesperson, NetPeak Energy Group
NetPeak is working with Northeast Wisconsin Technical College’s (NWTC) technology department and three other technical colleges in the New North region to develop a “smart grid” certificate program to train students to work in businesses like theirs, Krumberger says. New North colleges look to smart grids Amy Kox, sustainable program manager at NWTC, helps manage the Department of Energy (DOE) Grant that was awarded to NWTC, Lakeshore Technical College, Fox Valley Technical College and Moraine Park Technical College, the four schools that comprise the New North technical college system. The two-year grant, awarded in July 2010, is meant to develop curriculum and a smart grid certificate program. The DOE grant allows for the purchase of smart grid simulators at each of the four campuses for implementation of programming beginning in fall 2012.
Innovation 25 could make you a WINNER Kurt Waldhuetter, regional director of business development and technology transfer for the Wisconsin Entrepreneurs' Network (WEN), believes the entrepreneurial spirit in Northeast Wisconsin is alive and well. He’s seen proof.
Among the federal programs involved are the Department of Defense, the National Science Foundation, the U.S. Department of Agriculture, the National Institutes of Health, the Department of Education and the Environmental Protection Agency.
He points to Innovation 25, a state pilot program working to recruit 25 technology-based manufacturing businesses to research, develop and commercialize new products and services with the assistance of federal research and development (R & D) funds.
Waldhuetter says areas of interest that Innovation 25 is seeking from applicants include defense, life sciences, energy, agriculture, nanotechnology, information technology, environmental, education and others.
Its targets are existing and startup businesses, including manufacturers and women and minority-owned companies, to give them a chance to bring their business ideas to life. They must be businesses that have historically not participated in the $2.4 billion federal Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) Programs. Rather, they should be focused on scientific and technological innovations that require research and development with the result being a commercialized product or service, Walkhuetter explains.
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The application process is straight-forward and simple, Waldhuetter notes. Each application is reviewed to see if the idea is a fit with one of the member agencies and if there is a need. Innovation 25 Pilot Program businesses receive free individualized and customized assistance with the end result being the development of high-quality SBIR or STTR Phase 1 proposals to help them move on to secure federal research funding. “We help find a partner, like the University of Wisconsin or Michigan Tech. We help with contacts,” he says. Waldhuetter describes the typical applicant as already part of a manufacturing firm. “Startups are usually high risk and need to go to financial investors,” he says.
The U.S. Department of Energy describes a “smart grid” as an electric grid that delivers electricity from points of generation to consumers. The electricity delivery network functions via two primary systems: the transmission system and the distribution system. The transmission system delivers electricity from power plants to distribution substations, while the distribution system delivers electricity from distribution substations to consumers.
NetPeak “will provide utilities with the ability to meet their energy demands without high pricing,” he adds.
Kox says a coordinator has been hired to determine the needs of the program which will be incorporated into the utilities engineering technology and energy management technology programs at NWTC.
Our century-old power grid is the largest interconnected machine on Earth, so massively complex and inextricably linked to human involvement and endeavor that it has alternately (and appropriately) been called an ecosystem. It consists of more than 9,200 electric generating units with more than 1,000,000 megawatts of generating capacity connected to more than 300,000 miles of transmission lines.
Kox also manages the solar energy technology at the school. In her position, she works with NetPeak’s Krumberger and Verkuylen as they develop their program. They expect several NWTC students will serve as interns for the company out of its office and he sees future employment opportunities for certificate holders.
Did you know... Source: Energy.gov.
“One of the reasons NetPeak decided to start their business in the Advance Business Center was because of the access to the students at NWTC and the well-equipped HVAC lab there,” says Fred Monique, interim president of the Green Bay Area Chamber of Commerce and vice president of Advance.
He identified one local example, AurizonUltrasonics, LLC, in Kimberly. The business was named an Innovation 25 grant recipient in February by the Wisconsin Entrepreneurs’ Network. The company’s research work will be directed toward its ultrasonically-assisted diesel fuel injected initiatives “where our nozzle can solve problems which agencies like the National Science Foundation and U.S. Army have identified in their 2010/2011 Phase 1 solicitations,” says Paul McCann, AurizonUltrasonics CEO.
“Companies need to be willing to collaborate with others – a university, a government lab – to tackle problems and add value.” -Kurt Waldhuetter, regional director of business development and technology transfer, Wisconsin Entrepreneurs' Network (WEN)
In Wisconsin, Small Business Intellectual Research (SBIR) Programs, which are competitive federal programs that work with companies with fewer than 500 employees, numbered only five or six in the early years from 1983 to 2005, but those numbers have doubled since then in part because of Waldhuetter’s recruitment efforts. “I went out to talk to companies to explain how they could fund their big ideas,” he says. “We want to increase those rates so they could take opportunities with the SBIR program. Now we have eight companies in the New North region.”
The competitive grants are offered in two phases, one for $80,000 to $100,000, for high-risk new science and engineering products to be used over a six to eight-month period with no payback required, and Phase II up to $700,000 to be used over an 18 to 24-month period to further develop the technology and make it more commercially viable. “Being part of Innovation 25 is getting permission to work harder. It’s a lot of work, peer reviewed and competitive. You need to have a strong team, understand the gaps in technology, what problems you’re addressing, what the solution is, what’s the background and what’s been done before,” he adds. “Companies need to be willing to collaborate with others – a university, a government lab – to tackle problems and add value.” For those who truly have that great idea, the reward can be immense. “If they make it, it could really grow to create high paying jobs and a new, high growth opportunity,” Waldheutter says. Applications for Innovation 25 are being accepted through May 31. To find out more, contact Waldhuetter at(920) 496-2116 or e-mail him at waldhuek@uwgb.edu.
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BUSINESS SPOTLIGHT TEXT Roy Fine, partner, DiRenzo & Bomier, LLC
Experience is key to managing workplace
social media Develop a company policy
that reduces risk,
maximizes opportunities
Good news! After much cajoling, your company’s brass has finally been convinced that social media isn’t a passing fad. You’re ready to make a name for yourself on Facebook, Twitter, YouTube and LinkedIn. Best of all, Tom in accounting has a son who says he can handle everything for you long distance. Life is good, right?
With opportunities, more risks As the Connecticut case shows, social media brings opportunities and challenges to the workplace. A recent survey compiled by Proofpoint, Inc., an enterprise email specialist, found the rate of social media-related terminations in 2010 (about seven percent) was nearly double the rate cited just two years ago. Social media’s prevalence, ease of use and reputation for unfettered commentary increase the risk of an employee damaging your company’s brand, either unwittingly or intentionally.
Not exactly. It sounds contradictory, but as your company gets its feet wet with social media, the most important factor in your success will be your experience.
For example, just one flippant or sarcastic online response to customer feedback could start an avalanche of negative publicity about your company, as Nestle found out last year. Posts on the Nestle Facebook page that were critical of its use of palm oil prompted sniping from company representatives and threats to remove “negative” posts. The size and speed of the ensuing consumer backlash forced the company to admit mistakes and apologize for rudeness.
Your company’s experience at doing what you do best is why consumers will seek you out online and connect with you. Experienced employees will be most effective at tapping social media’s full potential as a marketing, customer service and recruitment tool. And you can build upon existing policies and procedures as you develop company guidelines for using social media. That experience is important because it can help you balance protection of your image with issues like employee rights. One Connecticut company’s policy prohibits any online comments about the company; the National Labor Relations Board contends that policy is too broad. The board argues disparaging remarks about the company, posted on Facebook by a disgruntled union employee, qualify as protected speech.
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Employees engaging with social media need to participate in responsible ways that always strengthen your company’s image. That’s why the people entrusted with representing your company on your website, Facebook and elsewhere need to have a complete understanding of your company’s brand and corporate culture, and a clear sense of how their work fits with all your company’s goals and communication channels. Establish a strong framework An effective workplace social media policy should be built on the foundation of your company’s existing workplace policies and procedures. Use
your experience to set up a solid framework that makes the most of social media opportunities while establishing safeguards that reduce risks. The policy should start by letting employees know the company’s purpose in using social media, whether it’s to increase sales, build brand awareness, improve customer satisfaction or all of the above. It should specify who is responsible for account management and updates to all social media platforms, and articulate expectations for all employees’ online access and conduct. Employees should understand the policy applies to all types of social networking, both on the job and off. The company can—and will— monitor employees’ use of social media, including personal sites and blog postings. Never assume these expectations can “go without saying.” Examples of common-sense rules that should be explicitly stated in all employee manuals and confidentiality agreements include:
Stay positive with education The policy should state consequences for non-compliance, and anticipate worst-case scenarios like the release of confidential information by a disgruntled employee or criminal conduct involving a workplace computer. But stay positive in tone. After all, the purpose of the policy is positive: to empower employees with information that will make the most of their professional experience. A training program can be an especially effective way to roll out the policy to employees, encouraging them to review the document and get answers to their questions. Such a program can familiarize employees with social media in general and with your company’s online objectives in particular. When employees are educated about the social media tools available and how to use them effectively, they can draw on their experience and feel confident about making positive contributions to the company’s mission on these ever-evolving platforms.
• Employees are expected to use good judgment at a times, being respectful and transparent, and disclosing their work relationship with the company. • Proprietary or commercially sensitive information should never be disclosed. • Employees should not claim or imply they are speaking on the company’s behalf. • Content must meet copyright and fair use laws. • Employees should understand they are speaking “on the record” whenever they post online.
Roy N. Fine is a partner with DiRenzo & Bomier, LLC, a Neenah-based law firm with more than 55 years of experience serving clients in Northeastern Wisconsin. His areas of practice include business and commercial law, banking and finance law, as well as other concentrations. He may be contacted at rfine@direnzolaw.com or call 800-725-8464. For more information about DiRenzo & Bomier, LLC, visit www.direnzolaw.com.
social media
R OCKSTAR 06-02-11
titletown.org BBJ APRIL/MAY 11 | 17
SPOTLIGHT ON THE ARTS TEXT Katie Stilp PHOTOGRAPHY TRACY SCHULTZ
The art of brewing is a labor of love
Gary White measuring first taps while lautering a batch of Pale Ale at Hinterland Brewery.
Green Bay is fortunate to be home to several businesses focused on the tradition of local craft/artisinal brewing. Two examples in point: Titletown Brewing Company and Hinterland Brewery. “It’s in our heritage,” says Bill Tressler, owner of Hinterland Brewery. “If you look at our immigrants, there are lots of Germans, Belgians, Polish, even some Irish. These people’s ancestry goes back to brewing, which goes back to thousands of years.” “Even modern day, it’s an every man’s beverage. It’s something people can gather around and understand and appreciated and enjoy,” he adds Count the ones actually brewing the beer in that mix. They’re the first to emphasize that beer brewing is a combination of science and art. “It’s really easy to make beer but it’s really hard to make good beer,” says David Oldenburg, brewmaster at Titletown Brewing Company. “Anybody can homebrew and they’ll get beer but it’s not necessarily going to be any good. It’s hard to make it consistent where one batch is the same as the last batch.” 18 | BBJ APRIL/MAY 11
That variety – from ales to lagers to other specialty beers – is the result of variations in color, flavor, strength, ingredients, production method, recipe and even history. A beer’s “style” can be broken down into many categories, including the degree of bitterness, sweetness, strength, smoothness (or mouthfeel) and appearance. As you can imagine, the combinations are virtually endless. What beers do have in common are common raw materials: water, malted barley, hops and yeast. Breweries purchase the barley malted, typically in large quantities. “We use about 1,000 pounds in a batch and that makes about 500 gallons, which makes about a quarter of a pound for a pint, depending on the recipe,” says Oldenburg. Hops are the flowers of the hop plant that give the beer its flavor and aroma. This is where things get a bit creative. “The possibilities are endless,” Tressler says. “There are thousands, if not tens of thousands of types of beers, that can be made. One thing the craft we are in has really shown is there are new styles being made every day so in some ways it’s like the wine industry. There’s tons of grape varieties just as there are tons of malted barley and hop varieties grown throughout the world.” After barley’s selected, it’s run through a mill to be broken into a grist. This
David Oldenburg, brewmaster for Titletown Brewing Company, mixes the grains at the beginning of the beer-making process.
breaks apart the husks and the white starch is what is turned into alcohol. Tressler says there are between two and 10 types of malted barley that can be blended and then passed to a mash lauter tun, a large machine in which hot water agitates the barley. Enzymes react to the starch in the malted barley and break it into sugar. The color and flavor from the malt are extracted into the water. “The mash takes all the good things from the barley, extracts it and gets rid of the actual barley husks,” says Oldenburg. The resulting solution – the wort – is unfermented beer. The wort reaches 150 degrees in temperature in the mash lauter tun. It’s extracted from the mash lauter tun through slats that act kind of like a coffee filter. Then the wort makes its way to a kettle and boiled for and hour and a half to two hours while hops are added for bitterness and aroma. Hops can be added several times during the toil, depending on the beer being made. “Bitterness can be a flavor you actively want in the beer or it can be something that just balances the malt’s sweetness, depending on how much there is,” Oldenburg says. “Hops also have lots of aromatic and fragrant, floral and spicy smells and tastes. The longer you boil the hops. the more bitterness you get out of it but also the flavor is extracted.” Wort is then cooled so yeast can be added. Titletown Brewing Company uses a machine called a heat exchanger to complete this process. Since yeast is a living creature, it can’t be added to a boiling hot liquid. The wort goes through the heat exchanger into a fermenter and is cooled along the way. Depending on the style of beer, anything from a pale yeast to a lager yeast is added to ferment the wort. Fermentation can take anywhere from five to 15 days, depending on the type of beer being brewed. During fermentation, yeast picks up the sugar and turns it into alcohol and carbon dioxide. The carbon dioxide escapes through a tube to a bucket on the outside of the machine.
the yeast, not all of it, but we try to remove nothing else. That way we don’t affect the flavor or body in any significant way.” Fermentation now takes place, which can last between five and 15 days, again depending on the type of beer being brewed. During fermentation the yeast picks up the sugar made and turns it into alcohol and carbon dioxide. The carbon dioxide escapes through a tube to a bucket on the outside of the machine. From Titletown’s filter, the beer goes through pipes to a cooler where tanks store the beer. “We inject some carbonation in those tanks and then we connect those tanks to the bar,” Oldenburg says. Depending on the type of beer being produced, there are different ingredients, times of aging and fermentation temperatures also vary, among other things, Tressler says. Hinterland produces 30 to 60 barrel batches, which equals roughly 1,000 gallons. “In our cellar, at any given time we have close to 300 barrels in progress,” Tressler says. “We have three year ’round beers and then we have seasonal beers—spring, summer, fall and winter. A beer for every season. Then we also do some experimental type beers.” Titletown serves six beers year round as well as a seasonal beer in the winter and another in the summer. “Frequently we run a recipe, brew a batch then sell it and never brew it again,” Oldenburg says. “Those are called one offs, one batch and they’re off. We’ll have six to eight of those one offs at one time and we usually have a maximum ability to pour 14 beers at one time.”
Titletown allows the beer to cool in the tanks; Hinterland moves it to a lagering, or conditioning, tank for 10 to 45 days to cool. Once the beer has fully matured, it’s filter, carbonated and then kegged or bottled. The process is slightly different for Titletown, which serves its beer from tanks. “We do a real coarse filtration,” Oldenburg says. “We try to remove most of BBJ APRIL/MAY 11 | 19
MEET A MEMBER
Dan Burich
Owner, Bay Family Restaurant/Motel What’s your history with Bay Family Restaurant/Motel history and future plans? “The hotel was built in 1956, but the restaurant wasn’t added until 1958, seating around 60 people. I started full time in 1970, and in 1971 the restaurant was renovated to sit about 230 people, which was a big change! Today, I oversee the motel and restaurant, and am in charge of the general management. I’m third generation in this business. I see myself in this business at least another 10 years as I’ve been in this business my entire life. I plan to retire from where I started.” How has the Military Avenue reconstruction affected business? “If you back up two years, there was an initial downturn in the economy in March. A year ago in March is when the road construction started, and I have to say the contractors did a good job, but business did take a hit during the heavier times of the construction. Customers didn’t want to deal with all the rerouting, especially as senior citizens make up the majority of our customer base.” On the MABA (Military Avenue Business Association) “I have a real passion for the revitalization of the area, and right now I’m looking at landscaping on Military Avenue. I want to have the insight of the neighbors in the area as well, as they see the land as much as I do as a business owner. The Bay Family Restaurant/Motel is one of the redevelopment properties, but one thing that was brought out in our meetings and surveys was the desire to see more restaurants in the area. I believe food service will be on this property for many years to come.” What are some of the challenges and triumphs of working in the service industry? “It is very demanding, as there is no second chance with customers. There is always an issue of hiring and training on a regular basis. One of the great aspects about food service, however, is the opportunity to experience the customers’ satisfaction. Talking to regulars and finding out their story is fascinating. I look at a restaurant as a gathering place where a lot of camaraderie takes place.” Freetime activities “I like to fish up north for walleye and pan fish in the summer with the whole family. I really value family time with the kids and I believe connection is incredibly important.” Best piece of advice “The best piece of advice was actually given to me by my uncle. He said ‘Life happens so fast, so you really need to take pride in what you do.’ I try to uphold integrity at the restaurant.” What’s your biggest achievement? “I believe being successful on a daily basis is my greatest achievement. Being consistent in delivering quality customer service is what I take pride in. My greatest fear is to not have the tools to take care of the customers’ demands. If I could be remembered for anything, I would want to be remembered for being the friendly neighborhood restaurant. I want people to think back and feel that the restaurant was an enjoyable way to spend some of their time.”
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Kurt Schwiesow, M.D., and Tyson Schwiesow, M.D Tower Clock Eye Center
The history and future of Tower Clock “Our dad, Karl Schwiesow, started the independent practice back in 1980. I joined in 2002 and Kurt came on in 2005,” says Tyson. Kurt is a board certified ophthalmologist who completed a one-year subspecialty fellowship in glaucoma; Tyson is a board eligible ophthalmologist. The Schwiesow brothers intend to work with each other in the city of Green Bay for the rest of their careers. Why ophthalmology “Our dad used to preach the importance of studying. Historically, ophthalmology is a tough program to get into, and there is this feeling you get when you get your first ‘B’ grade in a class that your career is over before it has begun. But we had a passion [and persisted],” says Kurt. Bellin Physician Partners Ltd. Specialists The company is part of the Bellin Physician Partners Ltd., an integrated team of physicians and providers who work together as Bellin Health Partners because the doctors believe it’s in the best interests of the patients. “PPL really allows us to work as a medical team in the Green Bay area to ensure patients come first,” says Tyson. What motivates you? “Our biggest motivator has to be the welfare of our patients,” say the brothers. “As a family practice, we treat our patients like family. If they aren’t happy, we aren’t happy. We have seen regular patients for years now and we don’t think of them as patients but as a part of our extended family.” Why are you proud to be a part of the Green Bay area? “It’s a really great place to raise a family. The people are genuine, friendly and unlike any other. It’s the small town mentality that really brings people together, but at the same time Green Bay is big enough to provide high quality medical care. Oh yeah, and don’t forget the Packers!” Life in Green Bay Both Kurt and Tyson live in downtown Green Bay so they support the efforts of bringing business into the area and taking care of the ones already here. Dream vacation destination Both brothers enjoy vacations, although most involve a continuing education component. “I took a course in Florida and in Belgium in past trips,” says Tyson. “I’d have to say New Zealand would be my dream destination if I could go anywhere.” Kurt visits Hawaii every couple years because his in-laws have property there. What’s your best personal achievement? “As avid mountain bikers, we somehow qualified for the preferred start at one of our big races. But having a wife and kids are great too,” the brothers quickly added. What’s the best advice you’ve received? “It’s got to be from our dad. We remember him telling us not be afraid to try. ‘Let others tell you you can’t do something, but don’t ever tell yourself you can’t.’”
BBJ APRIL/MAY 11 | 21
Chamber briefs
Advance
The Advance Brown County Microloan Program was officially launched on Monday, March 7, 2011. The program, which has been in the development stage for two years, will provide loans to small businesses in Brown County. Loans are available in amounts from $5000 to $100,000. To qualify, a business must be a “for-profit” business and be actively managed by its owners. Loan proceeds can be used for the purchase of machinery and equipment, inventory and working capital, such as for payroll, insurance, supplies and professional fees. Applications are available by calling 920-496-2111 or mdickson@titletown.org...The director of this program is Marianne Dickson. Marianne has more than 30 years of progressive business experience, including more than 20 years of banking experiencing including serving as vice president of commercial lending at several Milwaukee financial institutions. In these capacities, Marianne worked with owner-managed companies to assist them in their financial needs. Additionally, Marianne had been the director for loan operations for Wisconsin Women’s Business Initiative Corporation (WWBIC) which is a statewide micro lender based in Milwaukee. She was responsible for overseeing its loan portfolio, including collections and legal work, hiring, training and managing a team of lending professionals and developing written policies and procedures for the lending area.
Government affairs
The Chamber has achieved Four Star Accreditation by the US Chamber of Commerce; only one other Chamber in Wisconsin has four-star accreditation and there are only four Chambers in the state with U.S. Chamber accreditation… The Chamber board adopted our Legislative Agenda for 2011-13 in January. As part of the State Legislature's special session, many of our priorities were enacted into law, including reform of the Commerce Department, tax deductibility of health savings account contributions and a variety of important changes in civil justice procedures. The Chamber also publicly pointed out that we have long supported many of the reforms advocated in the governor's budget repair bill introduced in February, including: balancing the state budget without tax increases and transfers from segregated funds, getting public employee benefits in line with those offered by the private sector, giving local governments and school districts the tools they need to control labor costs, reforming BadgerCare and limiting its expansion, and privatizing routine functions where that is cost-effective…Candidates for Green Bay Mayor (incumbent Jim Schmitt and challenger Pat Evans) and Brown County Executive (Troy Streckenbach and Andy Nicholson) who responded to our Good Government Council's questionnaire had their answers posted on the Chamber's website. The Council made endorsements at its March 16 meeting...The Ritter Forum on Public Policy, working with St. Norbert College and the Ritter Family Foundation, is assisting fire chiefs from six urban Brown County communities to lay out the specifics of their vision for future consolidation so that a proposal can be brought to the communities' leaders. We are being assisted in studying ways to increase efficiency in placement of equipment and personnel by a Brown County GIS mapping expert…The LIFE Study– a new, comprehensive look at the quality of life in our region– has completed a leadership survey 22 | BBJ APRIL/MAY 11
and four focus groups and has just mailed a community survey to 1,500 Brown County families. About 230 statistical indicators have been identified for secondary data gathering, and expert panels are being convened to review all survey and research results that are being collected…The diversity committee is being revived under the leadership of new Chamber staff member Celestine Jeffreys, and it held an organizational meeting on March 2.
Leadership Green Bay
Leadership Green Bay honored Imaginasium, Inc., with the John M. and Meredith B. Rose Business Award, and Nancy Nabak, community advocate, with the Leo Frigo Leadership Award at its All Class Reunion on Feb. 10. Imaginasium, Inc. was selected for this honor for its dedication to the community and its commitment to the Leadership Green Bay program. Imaginasium’s award was given in honor of the Roses, who were well known and respected for their strong commitment and sense of responsibility to give back to the community. Nabak has worked tirelessly on the LGB curriculum committee for nine years and is its current chair. She has chaired or helped with several Leadership Green Bay session days focused on her passions: the environment, government and diversity. The Leo Frigo Leadership Award has been bestowed upon a deserving member of the community since 2001 and was previously given since 1995 in the name of the Leadership Green Bay Leadership Award.
Partners in Education
There is still time to purchase tickets to April 20 celebration of education to honor 2011 Golden Apple recipients by celebrating excellent teaching practices and the 100 Best Communities for Young People in America designation for the Greater Green Bay Area. To purchase tickets to the April 20 celebration, which is the fund-raiser for Partners in Education programming, call Partners in Education at 437-8704. Congratulations to the following 2011 Golden Apple Award recipients who will be honored that evening: Dana Austin, Kindergarten, Westwood Elementary; 4th Grade Team—Brenda May, Emily Socha, Andrea Dernbach, Adam Janquart, Ryan Ourada, Hemlock Creek Elementary; Kim Noe, 11-12 English, Pulaski High School; Janice Huhtala, 1st Grade, Howe Elementary School; Rebecca Garner, Kindergarten, Prince of Peace; Tracey Brewczynski, 4th Grade, Altmayer Elementary School; and Lisa Kasten, 2nd Grade, Pioneer Elementary School….Congratulations to the 2011 Golden Business Partner Award recipients, which were honored at the Partners in Education Appreciation Academy in February: Green Bay Metropolitan Sewerage District, Harbor Credit Union, Humana, Radisson Hotel & Conference Center, Town of Lawrence Fire Department, US Oil/Schmidt Family Foundation, WBAY TV2…Partners in Education will be honoring student program participants, youth apprenticeship graduates, and scholarship recipients at our annual Partners in Education Youth Celebration on May 24 at the Meyer Theater from 6-7 p.m. There is no charge for this uplifting evening of student celebration. Please join us.
m
8-2414
People Supporting People
People Supporting People (PSP) is a world class workshop that delivers transformational leadership development and unparalleled positive diversity impact. With a 20-year track record of delivering business results, PSP has been used in more than 100 countries with over 8,000 leaders having attended the workshop worldwide. Green Bay is the first place in the world to offer PSP on a community-wide basis with leaders from the business, education, non-profit, public, and healthcare sectors all attending the workshop together. The next Green Bay PSP workshop is May 4-6, 2011 at the Radisson Hotel and Conference Center. Don't miss this tremendous opportunity, register now! For more information, please call Grace at 920.562.0931 or visit www.titletown.org/our-community/people-supporting-people.
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MEMBER SERVICES
The Green Bay Area Chamber is in the throes of planning its second Social Media Rockstar event, set for June 2...The Business Expo on March 2 successfully drew more than a thousand attendees and 200+ exhibitors and provided learning opportunities on topics including leading the wellness movement in the workplace and social media...The Health Revolution event the same day offered life-changing health information on topics including nutritional supplements, a healthy heart and workplace wellness. DVDs of the events are available for order from Marilyn Heim at 920.593.3419...Reserve your tickets for the Business Recognition Luncheon set for Wednesday, June 9, at the KI Convention Center. Visit titletown.org or call 920.437.8704.
Visit the Android Market, Blackberry App World or iTunes store to get yours today. Sponsored by Anser Services
ENJOY SOME TASTY PERKS GREEN BAY • WAUSAU • LA CROSSE Special development incentives are available in select markets for experienced food service operators. Dunkin’ Donuts continues to expand with single and multi-unit opportunities and no minimum unit requirements*.
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Minimum financial requirements for Single Unit Development Opportunities are $250K liquid assets and $500K net worth. *Single unit opportunities vary by market. ©2011. DD IP Holder LLC. All rights reserved. Dunkin’ Brands, Inc., 130 Royall St. Canton, MA 02021 BBJ APRIL/MAY 11 | 23
CHAMBER NEWS
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Diane Roundy, Schenck, (far left) presented “50 Tips in 50 Minutes,” highlighting grassroots marketing ideas, at the February Business & Breakfast. She is joined by Darlene Albers, Community First Credit Union (center) and Jen Strebel from Schenck.
The Chamber’s CEO and CFO Roundtable program presented the “Health Revolution” seminar on March 2 to a packed room. Pictured are the presenters (from left): Dr. John Whitcomb, Aurora Health; Dr. James Rider, Bellin Health; Dr. Ashok Rai, Prevea Health; Paul Jadin, Department of Commerce; Steve Van Remortel, SM Advisors, facilitator. DVDs of this event are available for order; contact Marilyn Heim at 920.593.3419 to learn more.
O’Reilly Auto Parts celebrated a ribbon cutting on March 4. Pictured are Jacqueline Smith, Settle Inn; Ray Kopish, Green Bay Area Chamber of Commerce; Mario Pagen, O’Reilly manager (with scissors), and Dan Terrien, Woodward Radio Group (at far right). Other O’Reilly Auto Parts staff flank the group.
Dana Austin, a kindergarten teacher at Westwood Elementary, is hugged by students on Wednesday, March 16, upon learning she was one of the seven 2011 Golden Apple Award recipients.
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February’s Business & Breakfast was sponsored by Green Bay Metro. Pictured are (from left) Kathy Johnson, Christopher Phelps, Darlene Albers (of Community First Credit Union) Essie Fels and Mary Haupt.
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ReStore welcomed Chamber members to its Business After Hours in February. Those in attendance included Karmen Lemke, Wisconsin Public Service Corp. (back left); Jeff Johnson, Greater Green Bay Habitat for Humanity (in suit); Dave Racine, Yang Insurance Agency LLC (side profile), Sean Shoemaker, Packerland Mobile Oil Change; and Dan Terrien, Woodward Radio Group.
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Cellcom Retail Locations 2066 Central Dr., Suite D, Bellevue (920) 617-7400 1580 Mid Valley Drive, De Pere (920) 617-7800 Bay Park Square Mall, Green Bay (920) 617-6565
1.800.236.0055
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Green Bay Area Chamber of Commerce P.O. Box 1660 300 N. Broadway, Ste. 3A Green Bay, WI 54305-1660
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