BACC is the leading organization in engaging community leaders in
understanding and shaping the future of the greater Green Bay area.

"We should try to be the parents of our future rather than the offspring of our past" Miguel de Unamuno (Spanish literary figure, 1864-1936)

Reported by BACC Director David Wegge

Is the future so bright your organization has gotta wear shades? Or are your shades blocking you from seeing the future?

Let’s start with some not-so-simple questions: How do you envision your organization in 2025? If you know where you want your organization to be in 2025, how do you plan to get there? What internal and external changes will take place that may disrupt your envisioned organization either positively or negatively? 

We live in an era of massive and rapid change. In the next few years, artificial intelligence and machine learning will create significant disruptions in the workforce and how organizations conduct business. Just these two change agents alone will create substantial risk to organizational survival. Drop on top of that bio-engineering, robotics, climate change, autonomous transportation, block-chain and the significant demographic wave of change emerging in the U.S., and you have a recipe for challenges the likes we have never seen before. 

Experts in several areas tell us the Midwest is not as prepared for these changes as are organizations on the Coasts. Yet many of the organizations in the Midwest compete nationally and globally. How will we meet the challenges that are being created at accelerating speed? Are our organizational leaders prepared for the future? Do we have the tools to see around corners or over the horizon at what is coming at our organizations? 

Leaders play the key role in helping our organizations answer these questions. In The Truth About Leadership, Jim Kouzes and Barry Posner, two prominent leadership experts, conclude that one characteristic that sets leaders apart is their focus on the future. 

Using Futuring and Strategic Foresight Tools to Gain Insight and Meet Challenges

Assessing the future is not the same as trying to predict it, which would be folly. Instead, it involves using systematic approaches to provide insights regarding how the future will be different than the present. It requires collecting information, identifying trends, analyzing the trends with the future in mind, and crafting scenarios that enlighten and move people to action. 

Organizations and communities that incorporate futuring and strategic foresight analysis into their planning processes will have a much better chance of reducing risks and maximizing opportunities. Watching for signals of change, monitoring trends and identifying tipping points, are crucial steps in the futuring process. To maximize the value of futuring, organizations must engage in these foresight tools on an ongoing basis. This produces a continuous process of assessment and reassessment about the future.

What is the BACC Doing to Advance Futuring and Foresight Analysis in the Greater Green Bay Area?

The BACC started this process with a basic question, "Why are some communities vibrant and successful, while others stagnate and fail?" Many factors influence the success or failure of communities. We believe one critical factor is having a core of community leaders who look into the future by using foresight analysis. Training leaders who can infuse futuring and foresight analysis into their organizations can significantly impact the success of business, not-for-profits and governmental bodies, thus boosting the quality of life for all. The BACC's futuring project has a goal of doing just that.

In September 2017, the BACC sponsored the “Envisioning the Future” conference key noted by futurist Garry Golden. As a follow-up activity to that conference, the BACC piloted a workshop in September 2018 – also led by Golden – for 10 local business, not-for-profit and governmental leaders representing the Green Bay Packers, Brown County, New North, Greater Green Bay Foundation, Wipfli, MasterFleet, Bellin Health Systems, Howard-Suamico School District, Nature’s Way and Live 54218. Participants spent one full day learning about various futuring tools and how to employ them in their organization. The full day session will be followed up by three half-day video conference sessions in addition to one-on-one sessions with Garry Golden. Participants will utilize the futuring tools within their organizations to better understand how the trends will affect their workforce of the future. In December, the participants will report out how their organization utilized futuring and what value it brought to them personally as leaders as well as to their organization. 

The entire four-month futuring project focuses on four outcomes in which the participants will learn:

1) How to apply foresight tools, techniques and frameworks centered on the theme “Future of Work,” and how to analyze the resulting implications for their organization or industry;

2) How to develop the ability to scan for signals of change and then imagine the disruptive implications for their organization or industry;

3) How to ask key questions that assess assumptions toward change, transitions, uncertainty and the role of leadership;

4) How to apply foresight techniques to both personal and community futures thinking. 

This pilot workshop will lay the groundwork for other programs that the BACC may offer to assist leaders and organizations as they confront the challenges of a rapidly changing future. 

Answering the call of de Unamuno, we want the BACC and our community leaders to be the parents of our future.

The BACC welcomed its first futuring workshop cohort, pictured below, at St. Norbert College on Sept. 14, 2018
Know your BACC Director: Judy Nagel

Please describe something about yourself—where you were born, past and current professions and careers, how long you have lived in Brown County, and some of your favorite pass times.

I was raised in the environs of Mason City, north central Iowa. The community numbered about 30,000 people. We had two claims to fame: the only still operating inn designed by Frank Lloyd Wright and the childhood home of Meredith Wilson. Wilson wrote and produced the Broadway musical Music Man. It was influenced by the annual band festival that occurred during his childhood and continues today. I grew up outside the city on a small acreage with all the farm animals one would expect in the country.

Upon finishing junior college, I moved to Wisconsin to complete my education. Upon graduation, I was offered a management position with Shopko Stores. For nine years, I served in Menasha; Mankato, Minnesota; and Green Bay. I switched careers, joining the financial services field. For 37 years, I served several companies; I look forward to retiring from Wells Fargo Advisors in 2019.

My special interests include travel, gardening, and volunteer activities. An African safari was my first adventure outside the US. Since then, I have traveled in Asia, Europe and the Caribbean, with many more adventures on my bucket list. Gardening is my throwback to growing up on a farm. Now my garden consists of perennials, shrubs, and trees. It became a bigger part of my life after purchasing and building a home in Ledgeview on two and a half acres in 1994.

Describe your relationship to the BACC—when did you start on the BACC, what are your hopes for the BACC, what personal gifts do you bring to the BACC mission?

I joined the BACC in 2007 and served as the Council President during 2015. The Bay Area Community Council is a unique organization that brings together people from different professional backgrounds and points of view. It is that respectful blending of points of view that critically analyzes community issues and offers potential solutions that are then shared with community organizations for implementation.

We live in an increasingly global economy. What happens in China, Germany and other countries continues to affect us locally. The BACC Futuring program has been designed to give local companies and organizations an opportunity to prepare for the newest products and services likely to disrupt the norm. The new forward-looking workshops are designed to help them better plan for the short and intermediate future. BACC plans to give the participating companies and organizations the platform to explore how these disruptors can change and potentially improve their competitive advantage.

What do you like most about life in Brown County?

I have lived in Brown County since 1979. I have seen the Green Bay area change from a parochial community to one that has more awareness of the services and amenities that attract and retain young and entrepreneurial talent. The quality of life with the new added amenities and diversity has truly enhanced life in Brown County. It makes it a desirable place to live, even as it offers access to other parts of the world.

September 13 BACC Board meeting
It was announced that President Fr. Paul Demuth had agreed to continue in 2019. The BACC was introduced to three prospective new Board members at its monthly meeting. The Board will vote to consider their selection at its October Board meeting.

Dave Wegge described the September 14 futuring workshop with leaders from 11 preselected community businesses and nonprofits. These leaders will spend the day with futurist Garry Golden and have followup video conferences with each other and Golden. Golden will also work 1:1 with each participant in the coming months. The BACC is indebted to the Donald J. Schneider School of Business and Economics (St. Norbert College) for its inkind support for the workshop.

Randall Lawton reported on behalf of the BACC Resource Development Committee. It will proceed with fund raising referrals from existing Board members. Devon Chrisitianson reported on behalf of the Communication Committee, thanking members for recent contributions to the newsletter and noting continued exploration of revamping BACC branding and Website.

Dr. John Katers, Dean, College of Science, Engineering, and Technology, University of Wisconsin Green Bay, led the Board in a discussion on current environmental trends and challenges facing our local community. He noted that there is much collaboration between higher education, government, and business to clean troubled areas, develop new locations, and establish more ecological means of production. Because of the Bay and Lake Michigan, and the local agricultural sector, we are positioned for many advancements to grow our business and ecological climates. As Katers noted, "The economy is a wholly owned subsidiary of the environment."
BACC Director opines...

(Fourth in a series of BACC director responses to the BACC’s community summit report, Greater Green Bay: Envisioning the Future Report to the Community . )

Support for Entrepreneurs, Innovation, and Capital…their respective roles in the growth and sustainability of communities

Offered by BACC Director Randall Lawton

That was Then

Greater Green Bay has a proud tradition of spawning entrepreneurial companies that have been very innovative and successful--Hoberg Paper, Northern Tissue, Ft. Howard Paper, Green Bay Packaging, Paper Converting, Schneider, Schreiber, Green Bay & Western railroad, and many more. They all succeeded and became large and successful companies because they invested and executed on their core competencies and capabilities (such as design, manufacturing expertise, logistics, technology application, and product marketing) that created competitive advantage. These businesses often started from local investors’ capital support combined with a willing and able entrepreneur, and grew steadily by providing customer value and the reinvestment of their earnings. The real opportunity and the pace of change and development was generally in line with the technology advancement, consumer demand, and the speed society and the economy was moving at the time. This writer honors those legacies, but also recognizes that our business community is discovering what it takes to create a new type of success model in this era. It takes the same raw talent and entrepreneurial drive, but different infrastructure support levels driven by differences in technology, demand, and the speed our global society/economy is moving.

Northeastern Wisconsin for many reasons has struggled to adapt.

Example: In 2008 an Institute for Entrepreneurship and Innovation was established at the University of Wisconsin Green Bay (UWGB) in order to satisfy the demand for entrepreneurial services. The rest of the world was embracing, implementing, and funding these constructs with the intention of stepping up the growth of high quality jobs and creating a capital base for the future. It turned out this area did not have the depth of understanding and appreciation for what impact these initiatives could deliver to the local economy. Additionally, the funding was not aggressively supported by UWGB and the project was abandoned. We knew that the more dynamic US coastal areas and even Madison were creating successful start-ups at ever increasing levels, and we knew we had the raw capability, but we also recognized that our wonderful steady-state region was not quite ready to make the necessary changes and commitments.  

This is Now - Fast forward to today

Advance almost ten years since the Institute was attempted and we are in the midst of a second start at creating foundational infrastructure for an entrepreneurial and innovative ecosystem. And this time our community is a good deal more prepared. We have a vision of the architecture, and leaders who are more savvy, which provides a far clearer mental model of the desired future state. The increased number of people and organizations both for-profit, not-for-profit, and educational that are working, learning, and committing to entrepreneurship and innovation is staggering compared to 2009.

A core tenet of this era is that we are a digital world, and our future growth will come from technology. Another equally key tenet is global economy; our ability to create global competitive advantage requires being good at innovating in this digital world.

Titletown Tech, the new joint venture between Microsoft and the Green Bay Packers, is designed to be the cornerstone of an incredible start-up and innovation breakthrough that we are witnessing in northeast Wisconsin. The three areas that need to be covered if development is to move rapidly are start-up numbers, risk capital, and large corporate connections. All three are being covered with this initiative. This should be the gravitational slingshot that our regional start-up ecosystem needs to reach self-sustaining growth. 

Titletown Tech is focusing on regional business strengths including sports media, digital health care, supply chain operations, advanced manufacturing, and agribusiness/environment/water. To win in modern technological innovation, networks of talent, experts, and capital are required. Titletown Tech is organizing access so their supported ventures have the best chance of success. They are also structured so that in most circumstances the investment capital will remain or be reinvested to benefit northeast Wisconsin, even if a start-up is sold and moves out of the area. The goal is not just start-up businesses but scalable on-going ventures that make impact and offer high quality jobs and a sustainable economic future that bring prosperity and wealth to the area. 

One could easily believe that the near simultaneous groundbreaking of UWGB’s STEM Innovation Center/College of Engineering and the announcement of Titletown Tech was just a coincidence. I believe that it was our institutions developing common-sense solutions to an observable problem and the timing just happened to coincide. There is now a confluence of organizations such as NEW North, NEW Venture Foundry, Kinnektor, Advance, Launch Wisconsin, Angels on the Water, Winnebago Partners, Wisconsin Technology Council, Rise & Grind, Fast Forward 3.0, Wisconsin Economic Development Corp., t2 Accelerator, and many more that are now part of this NEW infrastructure.

Given what is going on, I like our odds.
News you can use
Recent news stories, articles, books, videos, Websites or venues of interest to BACC supporters and newsletter readers, recommend by BACC staff and directors. Also community events of interest to BACC supporters

Bollier, Jim. " TitletownTech names Craig Dickman managing director of Packers, Microsoft innovation hub," Green Bay Press Gazette, September 19, 2018.

Bump, Philip. " This is what the average American looked like in 2018," Washington Post, August 13, 2018.

" City of Green Bay dedicates RDA room to former chairman Harry Maier," Green Bay Press Gazette, September 11, 2018.

Counter, Mike. " Repurposing Green Bay Correctional Institution Could Have Sizeable Economic Impact," Green Bay Newsnetwork, September 6, 2018.

McCoy, Mary Kate. " More Than One-Third Of Wisconsin Households Can't Afford Basic Necessities, Report Says, " Wisconsin Public Radio, August 29, 2018.

United States Census Bureau. " Press Kit: Income, Poverty and Health Insurance and Supplemental Poverty Measure," September 12, 2018.

"Sarah Inman, Brown County United Way, reports on release of ALICE® date"

Brown County United Way, in conjunction with United Way of Wisconsin and all local chapters, publicly released the  2018 ALICE® Report  on August 28th. An executive summary is included.
ALICE® (Asset Limited, Income Constrained, Employed): A Study of Financial Hardship in Wisconsin  spotlights a large population of residents who work at lesser-paying jobs or are retired, have little or no savings, and are one unplanned expense away from a crisis. It is the most comprehensive depiction of financial hardship in Wisconsin.
The report includes county-by-county and town-level data as well as the community conditions and costs faced by ALICE households. According to the report, 10% of Brown County households live in poverty while 24% are ALICE: people earning income above the Federal Poverty Level (FPL) who still struggle to afford basic needs like health care, transportation, and food. Poverty + ALICE combined equates to  one in three  Brown County households struggling to make ends meet. (Also see the two-page summaries for each county which follow the full report.)
The first ALICE® Report for Wisconsin was released in September 2016. An updated version of this report, which has been adjusted to reflect corrected metrics, may be found  here .
United Ways across Wisconsin will continue fighting for the health, education, and financial well being of every person in every community through leadership, partnerships, and supporting big-picture solutions. Please feel free to share the report within your professional and personal networks, and don’t hesitate to contact us directly with any questions you may have.

"Devon Christianson, BACC Board Director, reports on national presentation on older adults and suicide"
Older adults compromise 13 percent of the population in the United States, yet represent 17 percent of all suicides, the highest completion rate of all populations. This was one of the messages that Devon Christianson brought to a recent roundtable presentation at the Substance Abuse and Mental Health Services Administration (SAMHSA).

On August 28, 2018, SAMHSA’s Center for Mental Health Services (CMHS), with the Administration for Community Living, hosted an expert roundtable meeting on: Strengthening Service Coordination for Older Adults with Serious Mental Illnesses (SMI). The meeting explored systemic challenges and successful coordination strategies between No Wrong Door (NWD)/Aging and Disability Resource Centers (ADRC) and State Aging and Behavioral Health Agencies. This event was to examine key issues affecting older adults with SMI. The roundtable was composed of approximately 12 to 15 US experts from and eight to 10 federal staff whose work encompasses providing behavioral health or NWD/ADRC services to older adults with SMI.

 Older adults with SMI can often fall between service system gaps given lack of clarity about primary diagnosis and service sector responsibilities. This phenomenon results in challenges for such individuals and their family caregivers to obtain quality care in the community to avoid behavioral health crises, and, when crises occur, in obtaining appropriate and timely treatment. The work will inform the broader activities of the Federal government’s Interdepartmental Serious Mental Illness Coordinating Committee (ISMICC). Meeting objectives include the discussion of the following issues:

(1) Service and Treatment;

(2) Professional Training and Development and

(3) Policy, Advocacy and Financing.

For a workforce briefing, the foundation of this roundtable, which outlines the particular mental health challenges for the older population and the challenges to our systems that need attention, please contact the BACC. Interested parties might also read " Older Adults Behavioral Health Profiles: Region 5" (2016) and the Brown County Aging and Disability Resource's " County Plan on Aging, 2019-2021."