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Collar Counties

Business & Industry Cluster Analysis and Recommendations for the Oshkosh Area . Collar Counties. Oshkosh. June 27, 2013. Project Goals. Economic Development Strategy and Detailed Action Plan to:

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Collar Counties

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  1. Business & Industry Cluster Analysis and Recommendations for the Oshkosh Area Collar Counties Oshkosh June 27, 2013

  2. Project Goals Economic Development Strategy and Detailed Action Plan to: • further develop business and industry clusters in Oshkosh, Winnebago County and the Northeast Wisconsin region • increase private investment (and associated tax base) • increase regional business interrelationships (and associated supplier network contracting and growth) • enhance job retention success (and associated capital investment) • increase job creation(and associated payroll growth) • increase local consumer spending

  3. Project Summary • Data Collection/Modeling • Interviews and Surveys • Analysis • Strategy Development and Action Plans • Preparation and Presentation of Final Report

  4. Primary Planning Area Oshkosh Drive Times (10, 20, 30 and 45 minute travel zones)

  5. 8 County Regional Analysis Area Collar Counties

  6. Economic Importance by Sector

  7. Interview and Online Survey Results Economic Development Focus Local economic development efforts and resources should be focused to:

  8. Interview and Online Survey Results Rank the most important when measuring economic growth over the next 5-10 years:

  9. Winnebago County Industry Profiles(ranked by age concentrations) U.S Department of Commerce, Census Bureau

  10. Total Employment Change 2010-2040 (in thousands) 5.9 83.5 60.1 1.2 10.1 30.4 1.9 13.8 Source: Woods and Poole 2012 State Profile; Wisconsin Counties

  11. Income Rank (2010 per capita) 23 15 9 66 13 17 30 22 Source: Woods and Poole 2012 State Profile; Wisconsin Counties

  12. Income Rank (2040 per capita) 22 34 32 70 56 16 39 17 Source: Woods and Poole 2012 State Profile; Wisconsin Counties

  13. Strategies Summary

  14. Project Deliverable Layers This project report document and Strategy Recommendations include four layers including Concept Visuals (in the form of bubble diagrams), formatted description and explanation of Recommendations, Data and Research Summaries and Detailed Data and Spreadsheets. Interview and survey results and comments are included in the Data and Research Summaries. Detailed source data and spreadsheets are not included within the project report document.

  15. Strategies Summary

  16. IT Cluster 4490 Fund - IT Focus IT Base IT Users Group UWO IT Opportunity Data Center New North • IT Accelerator • Gener8tor/UWO • ORIGIN Wisconsin Security Research Consortium Angels on the Water – Start up funds IT Cluster Base ImproMed; Dealer Fire; Yahoo Call Center; Oracular; CMS; Accu-com; Plexus; Bedrock; US Bank; Miles Kimball; Derksen & Sons; Spectrum; East Bay; and others

  17. IT Firms in Oshkosh Source: Wisconsin Dept of Workforce Development

  18. Regional Information EmploymentNumber and Percentage by County (2010/2035) 2010 – 570 7% 2035 - 490 5% 2010 – 2,320 28% 2035 – 2,270 24% 2010 – 2,330 28% 2035 – 2,910 31% 2010 - 50 1% 2035 - 50 1% 2010 – 180 2% 2035 – 230 2% 2010 – 1,760 21% 2035 – 2,490 26% 2010 - 80 1% 2035 - 80 1% 2010 - 1,000 12% 2035 - 990 10% Source: Woods and Poole 2012 State Profile; Wisconsin Counties

  19. Key IT Trends From: • Functionality • Bottom-line Efficiencies • Transactions • Connection points • Facts and Figures • Selling To: • Analytics • Top Line Growth • Relationships • Data Assets • Visualization of Context • Co-creation of Solutions

  20. IT Recommendations • Tactic 1A: Position Oshkosh/Winnebago County as a growing hot spot for IT businesses and startups and a competitive location for IT related businesses in the region • Tactic 1B: Facilitate networking of existing IT businesses and professionals to promote peer relationships and additional growth in their businesses • Tactic 1C: Foster networking of IT technical professionals and IT related companies – resurrect the IT users group formed in 2008 as part of the New North capacity building initiative • Tactic 1D: Establish and facilitate industry peer groups in emerging industry areas including software, gaming and mobile applications

  21. IT Recommendations • Tactic 1E: Create an IT accelerator to incubate new and growing start-ups in emerging industry areas including software, gaming and mobile applications • Tactic 1F: Create value proposition and focused effort to attract the location of a major data center to the Oshkosh/Winnebago area • Tactic 1G: Establish ongoing working relationships with angel and venture capital organizations to attract and secure financing sources for new and growing IT businesses

  22. Manufacturing Cluster – Oshkosh/Winnebago County • Expanded Exports • WMEP • WEDC • UWO Foreign Direct Investment Mfg Base Mfg Opportunity NEW ERA Cooperative Engineering Programs Sustainability Viessmann Group • Paper Products • Converted Paper • Printing • Plastics/ Rubber • Machinery • Transportation • Metal Fabrication Supply Chain Integration • Supply Chain • Workforce • Training • Manufacturing Culture Professional, Scientific and Technical Services to Manufacturing Sector Oshkosh Corporation; KC; Bemis; Plexus; Jay; Triangle; Nercon; Menasha Corp.; Shallbetter; Hoffmaster; Banta; Milprint; JJ Keller; Baldor; Axeltech; Perfecseal; and others

  23. Metropolitan Areas by Degree of Manufacturing Specialization, 2010 Note: Metropolitan areas colored gray are not specialized in manufacturing, green are strongly specialized, blue are very strongly specialized, and red are highly specialized. Source: Brookings Institution

  24. Manufacturing Concentrations Woods and Poole, 2012

  25. Regional Manufacturing Employment as a % of total County employment- 2010 17.8 13.8 16.0 10.6 14.8 24.4 12.1 16.6 Source: Woods and Poole 2012 State Profile – Wisconsin Counties

  26. U.S. Manufacturing Employment (Gains & Losses by Industry – 2000–2010) Gains Losses Computers & Electronics - 407,000 Textiles & Apparel - 284,000 Chemicals, Plastics - 84,000 Food & Beverage - 18,000 Wood & Furniture- 9,000 • Automotive 6,000 • Paper & Printing 13,000 • Metals & Minerals 21,000 • Machinery 50,000 • Transportation Eq.95,000 Source: Bureau of Economics Analysis; McKinsey Global Institute

  27. Global Trends Affecting Manufacturing • High volatility and uncertainty • Changing global patterns of demand • Consumption in developing countries to grow from $12 trillion in 2010 to $30 trillion in 2025; • By 2025, developing countries could account for 70% of global demand for manufactured goods • Rising input costs (rising wages in low cost areas) • Source: McKinsey Global Institute

  28. Global Trends Affecting Manufacturing • Talent shortages (engineering, design, automated production, customer support) • Productivity gains through robotics and automation • New technologies (demand for value-added services in a timely and effective manner) • Innovation (growing number of SKU’s to meet customer preferences and applications) • Advanced materials development • Need for communication and efficient management of resources • Government policies that encourage or discourage investment • Source: McKinsey Global Institute

  29. Manufacturing Recommendations • Tactic 1A: Strengthen Regional Support for and Implementation of Advanced Manufacturing Growth • Tactic 1B: Expand export activities of local manufacturers • Tactic 1C: Establish working relationships with existing and potential Foreign Direct Investment partners in the region • Tactic 1D: Establish Regional Supply Chain Council to address current relationships and potential opportunities to further integrate the regional supply chain

  30. Manufacturing Recommendations • Tactic 1E: Establish Regional Association of Professional, Scientific and Technical Service providers to address current and evolving opportunities to serve the regional and national market • Tactic 1F: NEW ERA – Cooperative Engineering Programs • Tactic 1G: Pursue Development of Regional Sustainability Council

  31. Second Stage Companies - Oshkosh/Winnebago County • Growth of customerbase • Market expansion • Exports focus and resources Second Stage Co. Base • UWO Management Programs • SBDC • Business Success Center Success Second Stage Co. Opportunity • Production, fulfillment, distribution and business organization • Growth Management Academy Skilled and Experienced Management • Educational resources • Mentoring capabilities • Investment capacity • Workforce • Training programs • Growth of markets Wisconsin Companies to Watch Awards • Second Stage Businesses -- • Companies with 10 – 100 employees: • Manufacturing (150+) • Professional, Scientific & Technical (50) • Information (15)

  32. “Second Stage” Growth Companies • Second Stage Cluster Strategies recognize an existing concentration of growing businesses between 10 and 100 employees • Recommended strategies emphasize focus on further developing this cluster through actions that will: • Assist in the expansion of existing growth firms across industry types • Expand the supply of a trained and skilled workforce that meets needs of group • Deliver local, regional and statewide resources that serve to accelerate the learning curve and rate of growth for companies • Identify opportunities to match operational and management needs with regional expertise to accelerate growth • Recognize the efforts and accomplishments of Second Stage growth companies at the State and local level

  33. Winnebago County Manufacturing Firms By Stage of Growth Source: U.S. Census Bureau – County Business Patterns 2012

  34. Winnebago County Information Firms By Stage of Growth Source: U.S. Census Bureau – County Business Patterns 2012

  35. Winnebago County Professional and Technical Firms By Stage of Growth Source: U.S. Census Bureau – County Business Patterns 2012

  36. “Second Stage” Recommendations • Tactic 1A: Identify “Second Stage” growth companies in the areas of manufacturing, information, and professional, scientific and technical services • Tactic 1B: Explore potential of Regional Stage 2 Program. Combine education and training, facilities and equipment for new product development, and a community-based mentoring program with local and regional partners. Partners can assist and accelerate commercialization and growth for these high potential companies in the region • Tactic 1C: Develop “Suite of Services” for Second Stage Companies

  37. “Second Stage” Recommendations • Tactic 1D: Develop Growth Management Academy for Second Stage Companies • Tactic 1E: Collaborate with Sponsors of “Wisconsin Companies to Watch” awards program • Tactic 1F: Research and Develop Relationships with Private Equity Investor Groups

  38. Aviation Cluster – Oshkosh/Winnebago County • North American Production • FDI • Defense Dept. • Regional Supply Chain Aviation Base Aviation Opportunity Facilitate Aviation Focused Investors New Aviation Products - Materials - Software • Aviation Asset Base: • Global brand recognition of EAA • Spanbauer/Training Programs • Skilled Labor and Management Base Further Develop EAA and Oshkosh Brand New Aviation Services Aviation Cluster Base EAA , Air Show; AirVenture Museum; Basler, Sonex, Spanbauer, Aero Innovate, Wittman Field and FBOs

  39. Aviation Cluster • Aviation Cluster Strategies recognize existing concentrations of Aviation business activity and events that create brand recognition for Oshkosh • Recommended strategies emphasize focus on further developing this cluster through actions that will: • Strengthen Oshkosh and EAA as a thought leader in general aviation • Attract prospective companies and aviation based entrepreneurship to the area • Expand and retain trained and skilled workforce in the area • Assist in the expansion of existing manufacturing, service and membership businesses • Identify additional market opportunities for the development of new aviation products and services • Reinforce the image and recognition of Oshkosh as a general aviation destination and gathering point within the State of Wisconsin and the U.S.

  40. Aviation Recommendations • Tactic 1A: Continue and expand the current initiatives to establish Oshkosh as a Center of Influence in the Aviation industry • Tactic 1B: Facilitate meetings and ongoing dialogue among aviation focused investors in the identification, discussion and due diligence of new products and services • Tactic 1C: Explore potential aviation related production opportunities that leverage the intersection and concentration of the local aviation and manufacturing clusters • Tactic 1D: Research international aviation products companies that may have an interest in expanding production in North America • Tactic 1E:Establish partnerships with UW Madison – Advanced Materials Industrial Consortiumto identify relevant research and regional manufacturing opportunities incorporating composites and other advanced materials

  41. Recruit Skilled Talent Strategy Talent Recruitment Base Skilled operators and production workers Talent Recruitment Opportunity Middle and Senior Management Top Level University Graduates in Design, IT, Engineering Trailing Partner Dynamic Entrepreneurs • Regional companies that attract national and international talent • Presence of broad range of regional employment opportunities

  42. Retain High Skill Talent Strategy Recommendations Talent Base IncreaseCommunity involvement Propel Talent Opportunity Increase mentoring activity Enhance Placement with regional companies Retain and developSerial Entrepreneurs • Existing base of highly skilled talent • Expanding metropolitan area • Expanding regional employment base • Range of regional community, employment, housing and educational options

  43. Workforce Development Strategy Business Competitions Design Competitions Workforce Development Base Workforce Development Opportunity • K-12 exposure to manufacturing technologies • FABLAB • Partners in Education • Partners at Learning • Business and entrepreneurship • Project Lead the Way FVTC Advanced Manufacturing UWO MBA Exec MBA/ PMBA Primary school system Secondary school system Public/Private Partnerships FVTC UWO NEW ERA

  44. Talent Development Continuum Conceptual Representation and Examples of System Parts

  45. Talent and Workforce Recommendations • Tactic 1A: Identify Key Talent Requirements in the Region • Tactic 1B: Assist in the recruitment of an expanding pool of individuals with entrepreneurial and ownership interests, skills and experiences • Tactic 1C: Inventory current concentrations of vital talent assets in the region • Tactic 1D: Develop Public/Private Initiatives to Engage Skilled Talent in Regional Activities • Tactic 1E: Map regional education/training and development continuum to help identify current resources, potential gaps and opportunities to improve transitions along the continuum • Tactic 1F: Develop K-12/Business Partnerships that Include Promoting Hands-on Design, Innovation Development Activities, and Exposure to Careers in Technology

  46. Talent and Workforce Recommendations • Tactic 1G: Establish Regional Business Concept Competitions • Tactic 1H: Explore Potential of UWO Student Business Incubator • Tactic 1I: Explore potential of Entrepreneurial Companies Strategies – Tactics 1C and 1D as Parts of Development System • Tactic 1J: Explore potential of Second Stage Companies Strategies – Tactics 1B, 1C and 1D; Manufacturing Cluster Strategies – Tactics 1A and 1B; and Middle Market Companies – Tactic 1B as key additions to Regional Workforce and Talent Development System

  47. Moving Ahead Together • Think and Track Globally: Plan and Act Locally • Collaborate and Align Efforts Regionally: Implement at Local Level • Act Collectively: Celebrate Progress and Wins Community-Wide

  48. Strategies Summary

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