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WELCOME!

Oshkosh Region Defense Industry Diversification Initiative(ORDIDI)

Stakeholder Reporting SessionJanuary 13, 2015

Oshkosh Convention Center

Eric W. Fowle, AICPExecutive Director

Katherine AhlquistAssoc. Economic Dev. Planner

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ORDIDI Background

ORDIDI BackgroundOshkosh Corporation• Large defense system manufacturer (“OEM”) of ground-

based, wheeled tactical and heavy duty vehicles.

• Largest employer and company (by annual income) in Oshkosh area.

Layoff Announcements• Feb. & June, 2013: 950 employees

o 1.25% of total workforce / 3.93% of mfg. base• Summer 2014: 760 employees est.

o .84% of total workforce / 2.49% of mfg. base• Oct., 2014: 300 employees est.

Over 2,000 Employees!

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Regional Distributionof Dislocated Workers

(440 of first 950 employees laid off)

ORIDIDI Background

Department of Defense-Office of Economic Adjustment

• Quick response to assist region with diversification:

o 2013: $837,316 award from DoD-OEA (+10% match)

o 2014: $1,026,065 supplemental funding (+10% match)

o 2015: $120,000+ ? (not requested yet)

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ORIDIDI Background

Grant Purpose

• Provide outreach and assistance to regional manufacturers and small business impacted by the Oshkosh Corp. reduction.

• Develop and align regional economic & workforce strategies to:o Respond to reduced manufacturing output & mass layoffs; o Consider defense diversification opportunities; o Build on the region’s comparative advantages;

• Align and collaborate regionally as economic development entities.

Already Collaborative!

..and more!

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Oshkosh Region Defense Industry Diversification Initiative(ORDIDI)

Project Development & Implementation

• Collaborative efforts that focused on the impact region.

• Acknowledgement of broader spillover.

• Recognize external initiatives and entities.

Direct Supplier AssistanceDiversification / Resilience

Oshkosh Region Defense Industry Diversification Initiative(ORDIDI)

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Defense Supply Chain MappingIdentify / Diversify / Market

Direct Supplier Assistance

Oshkosh Region Defense Industry Diversification Initiative(ORDIDI)

Defense Supply Chain Mapping

Direct Supplier Assistance

Aerospace Cluster Study

UWO Start‐Up Accelerator Program

Regional Collaboration Charrette & Training

Oshkosh Region Defense Industry Diversification Initiative(ORDIDI)

Direct Supplier AssistanceDiversification / Resilience

Regional Collaboration Charrette & TrainingEc. Dev. Alignment &  Action Plan

UWO Start‐Up Accelerator ProgramEntrepreneurship / Aviation Cluster Development

Aerospace Cluster StudyIdentify Assets / Opportunities

Defense Supply Chain MappingIdentify / Diversify / Market

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Direct Supplier Assistance

Supply Chain Direct AssistanceJanuary 13, 2015

Wil CoxWisconsin Manufacturing Extension Partnership

cox@wmep.org608‐335‐3203

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ORDIDI

The Supply Chain Direct Assistance component of the ORDIDI grant provides services to expand the capabilities of the manufacturers and small businesses (supply chain) impacted by the reduction in Oshkosh Corporation production and procurement. 

The assistance will allow supply chain businesses to become more efficient, effective and competitive in defense and other diverse manufacturing markets.

Mission

To elevate the Wisconsin manufacturing economy to be the best in the world

Since 1998, WMEP has…

Served more than 3000 Wisconsin manufacturers

Generated more than $2.7 billion in reported economic impact

Helped create and save more than 15,658 jobs

About WMEP

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WMEP is Measured by Our Clients’ Impact

WMEP state and federal funding depends on the quantified impact and ROI each client reports

Last year nearly $196 million in impact was reported by the small and mid‐sized manufacturers we served

In the past five years, more than $1.2 billion in impact and more than 4,200 new and retained jobs have been reported by WMEP clients as a result of successful project work

WMEP Provides a Wide Range of Services

Advanced Talent ManagementMid‐level Leadership Development and Skills Certification

Customer Focused InnovationRapid Innovation and Growth / Marketing Needs

Systemic Continuous ImprovementLean, Quality, Six Sigma and Certification Needs

Extended Enterprise Management Developing Suppliers and Partners for Long‐term Growth

Sustainable Product and Process DevelopmentProfitable Conservation of Energy and Resources 

Global EngagementExporTech™ and Global Growth Opportunities

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ORDIDI Direct Assistance TypesAssistance Type Deliverable Impact

Accelerate Lead Time 

Reduction

Baseline assessment

Identify gaps

Improvement roadmap

Improved on‐time delivery

Improved quality

Reduced cost

MPX Constraint Modeling Model throughput scenarios

Eliminate process constraints

Dynamic resource allocation

Greater capacity

Reduced lead‐times

Productivity gains

Improved asset utilization

Quality Advantage Structured problem solving process

Corrective action process

Improved quality

Fewer defects

Enterprise Business 

Transformation

Strategic repositioning

Strategic alignment

Improved market agility

Improved business strategy and 

tactical execution

ISO 9100 Quality 

Management System

Gap Analysis

Implementation Assistance

New markets

Improved quality

Lower costs

AS9100C Aerospace Quality 

Management System

Gap Analysis

Implementation Assistance

New markets

Improved quality

Lower costs

ExporTech for Supply Chain Entry into International markets Business Growth

Market Diversification Assess core competencies

Market Research

Go‐to‐Market Strategy

Diversification

Business 

•Bansi Nagji•Geoff Tuff

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ORDIDI Direct Assistance Process

1. ORDIDI Diagnostic – grant covers $2,700

2. ORDIDI Change Readiness – grant covers $2,700

3. ORDIDI Gap Analysis  – grant covers $2,000 ‐ $4,000 

4. ORDIDI Project Implementation  – grant covers $10,000 ‐$20,000

ORDIDI Direct Assistance Stats as of 1/13/2015

ORDIDI goal is to assist 20 companies by 12/30/2015

60 companies contacted so far

Actively working with 12 companies

• 1 ‐ AS 9100

• 2 ‐ ISO 9001

• 2 ‐ Rapid & Accurate Quoting

• 1 ‐ Lean

• 3 – Customer Diversification

• 3 ‐ TBD

21 signed contracts 

11 open proposals

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Continue recruiting and delivering assistance to the supply chain

Engage partners in identifying suppliers who need assistance.

Next Steps

Thank you!

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Defense Supply Chain Mapping

DISCDefense Industry Supply Chain

Jerry MurphyExecutive Director

January 13, 2015

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Work Program‐task elements

1. Assemble advisory team– 18 member team– Regular meetings– Project management changes in Jan. 2015

2. Aggregation of Supply Chain– To build from a large universe of 

suppliers…Evaluation of public resources/subscribed/purchased data sets

– To build from an organic process that starts with the advisory team.

• Pilot group of suppliers to support directory build out, data fields, site utilities.

DISC Work Program

3. Web design/build/test/launch– Infinity Technology work is progressing

– Integration with other directories and communications utilities have been added as a design feature for Infinity…quoting that work.

– Coalesce graphic treatments, web site navigation enhancements, promotional materials for recruitment and for events in design, waiting on content

– Advisory team input and pilot end‐user/supplier input as next step.

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DISC Work Program

4. Events/promotion– Existing market/industry cluster initiatives targeted 

for content• Water Council

• F&B

• MWERC

• Aviation

• Energy

– Initial agenda inclusion for Manufacturing 1st

– Stand alone event by invitation to defense supplier population

T2. Supplier Research –Organic assembly of 

suppliers

T 4. Event

Second wave effort with promotions, PR, events

T2. Supplier Research –Universe of all suppliers

T 3. Directory build out, including creative, PR

T1‐T4. Project Mgmt and contractors

Advisory team

T 4. Promotions, PR, events

T 4. Event

June, ‘14

Dec. ‘14

T1. Advisory team

Continuing workAdvisory team

Advisory team

Continuing work

Continuing work

Continuing Work

Concurrent Work Tasks

June ‘15

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Aerospace Cluster Study

Aerospace Cluster StudyPREPARED  BY:   MERIDITH  JAEGER,  CHAIR

AVIATION  DEVELOPMENT  COMMITTEE

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Aerospace Cluster TimelineJuly 2009 – AeroInnovate hosts first Pitch & Mingle

September 2009 – Chamco creates Aviation Development Committee to support efforts to grow Wittman Regional Airport

March 2013‐Winnebago County & City of Oshkosh purchase 80 acres adjacent to Wittman Regional Airport for development

September 2013 – City of Oshkosh awarded $2M EDA grant to fund infrastructure for Oshkosh Aviation Business Park

May 2014 – Kickoff Aerospace Cluster Study with Explorer Solutions

August 2014 – Add Fond du Lac & Outagamie County airports to project

September 2014 – Oshkosh Aviation Business Park Groundbreaking

July 2015 – Explorer Solutions Aerospace Cluster Study Complete (anticipated)

November 2015 – Oshkosh Aviation Business Park infrastructure complete (anticipated)

Aerospace Cluster StudyExplorer Solutions – Phase 1Research & identify innovative sustainable aerospace, aviation & defense concepts and niche projects.◦ Kickoff meeting with key constituents (Complete May 2014)

◦ SWOT ‐Winnebago, Outagamie & Fond du Lac county airports (Complete August 2014)

◦ Focus Groups/Interviews with local industry leaders, strategic partners, airports and community leaders (Complete August 2014)

◦ Benchmark similar airports in North America based on runway length, use, demographics, economic regions, etc. (Complete August 2014)

◦ Recommend and present four (4) niche clusters to Aviation Cluster Study Committee (Complete September 2014)

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Aerospace Cluster StudyExplorer Solutions – Phase 1 cont’dPrioritize/select niche cluster(s)◦ Committee discussion to prioritize recommendations (Complete September 2014)

◦ Gather feedback via stakeholder survey (Complete September 2014)

◦ Committee selects two (2) niche clusters (Complete December 2014)◦ Short‐term solution

◦ Longer‐term solution

Validation of chosen niche clusters ◦ Aerospace industry leaders

◦ Strategic partners

◦ State/federal/international levels

Final Report – Phase 1 ◦ Final recommendation to committee

Aerospace Cluster StudyExplorer Solutions – Phase 2Create Steering Committee(s) ◦ Identify key partners

◦ Recruit steering committee members

◦ Hold first steering committee meeting

◦ Present preliminary report following steering committee meeting(s)

Advanced Cluster Definition◦ Further define selected cluster(s)

◦ Write business plan

◦ Second steering committee meeting(s)

◦ Letters of interest

Presentation of final report

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Thank you!

UWO Start‐Up Accelerator Program

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Prepared by: Elizabeth Hartman, UW‐Oshkosh Business Success Center

Comprehensive program designed to accelerate the success of start‐up companies which have the potential for significant growth 

TechStars  founded in Boulder, CO in 2007

417 graduate companies: 322 active, 49 acquired, 46 failed (89% success rate)

Jobs created: 3422

Follow on funding round: nearly $2,000,000 per company 

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Diversify economy and create jobs  Entrepreneurs create jobs  2010 Kauffman Foundation Study 

“Grow your own” economic development strategy

Proven TechStars accelerator model 

Start u

Recommended by feasibility study  conducted by Chamco and SBDC in 2012 Focus on growing businesses in aviation, advanced materials, advanced manufacturing, information technology and clean tech (also consistent with conclusions of Targeted Industries Study completed in 2013)

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We don’t have one and we should  3rd largest population center in the state – no accelerator program, limited comprehensive program for entrepreneurs 

Significant supporting assets UW‐Oshkosh and FVTC  AeroInnovate –Wisconsin Aerospace Partners  EAA/Wittman Regional Airport/Aviation Business Park  Angels on the Water  Relationships with important players in start‐up space in Wisconsin   

AeroInnovate helps aeroinnovators from across the globe who are starting and growing aero‐related businesses and bringing related new technologies 

to the marketplace.

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Workshops/Forums Investor Roundtable Pitch & Mingle One‐on‐One Connections Key Partnerships

12 week intensive mentoring program

2 classes a year of 4‐6 companies 

Fall VenturExcel class; spring AeroInnovate class

Opportunity for up to $30,000 seed financing Expertise

Successful entrepreneurs

Business leaders

Service providers – marketing, IT, legal, accounting 

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Access to UW Oshkosh resources Faculty 

Student interns

Physical space with amenities

Opportunities to pitch to multiple investors  AeroInnovate launch at Pitch and Mingle event at AirVenture

Angels on the Water  

AeroInnovate class will have booth space at AirVenture

Vision is for the accelerator program to be located in a new facility planned for the Oshkosh Aviation Business Park 

This facility will also  provide services and resources recommended by the Aerospace Cluster Study underway  

House other entrepreneurs in the region  Provide shared space, common services, access to service providers 

Launch businesses into the park and the region – build an aerospace/aviation focused business cluster 

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UW Oshkosh/Business Success Center to provide critical resources and oversight 

Winnebago County: financial contribution – land purchase for park and construction of airport infrastructure to support the park 

City of Oshkosh: financial contribution – land purchase for park, creation of TIF to support accelerator facility costs

Working Groups with representatives from FVTC, EAA, airport tenants, GO‐EDC   

Economic Development Administration: $2,000,000 Public Works grant to support park infrastructure   

Department of Defense, Office of Economic Adjustment: over $1,000,000 towards aerospace cluster development and accelerator program planning efforts  

Wisconsin Economic Development Corporation: Has pledged financial support for both program and facility 

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Financial support and budgets prepared   Best practices studied Needs survey completed   Program metrics chosen  Application form completed    Curriculum developed   Assistance from gener8tor secured  

Global Accelerator Network application submitted

Accelerator Director and AeroInnovate Director searches underway  

Service providers recruited    Key mentors recruited  EAA and Space Angels assistance confirmed Preliminary facility plans completed  Temporary space secured 

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October 2013‐June 2015: accelerator planning, facility design work and fundraising

Spring 2015: accelerator and AeroInnovate directors hired

April 2014‐August 2015: aerospace cluster study       November 2015: Infrastructure for park completed Spring 2015: AeroInnovate accelerator class, launch at 

Pitch & Mingle event at AirVenture  Fall 2015: VenturExcel accelerator class  Spring 2016?: Begin construction on support facility 

Help businesses create jobs and diversify the economy 

Build aerospace/aviation focused business cluster

Strengthen entrepreneurial ecosystem of NEW –self‐sustaining “evergreen” program

Provide knowledge sharing opportunities for UWO faculty/students  and entrepreneurs 

Attract more capital, entrepreneurs, faculty, students and businesses to our region and state   

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Regional Collaboration Charrette & Training

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Regional Collaboration CharretteBuilding regional collaboration - driving economic growth,

diversification and local resilience.

David Beurle and Dr. Jeffrey SachseFuture iQ Partners

Mass Lay‐off aversion strategy 

Charrette Stakeholders Workshop

Nov 13

Supported by:Heart of Wisconsin Business & Economic Alliance

Community Foundation of South Wood County

Research existing regional

collaboration patterns

and economic diversification 

options 

IMPLEMENTATION

Regional Collaboration Charrette – July 2014 to Feb 2015

Network Mapping Platform

Industry Diversification 

Option / Strategy

Regional Collaboration Think Tank

Dec 8 and 9

Regional Stakeholders 

Summit

13 Jan 2015

Regional Collaboration Strategy and Action Plan 

Examine futurecollaboration and diversificationscenarios; 

Develop draftregional 

action plan. 

Outline plan for action ‐including convening

stakeholders; Education

and training 

OUTPUTSPLANNINGRESEARCH

Ecosystem survey research 

report

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Regional Collaboration ‘Think‐Tank’

Dec 8 ‐ 9 Sessions

Building a picture of existing collaboration and information flows within the ecosystem

Ecosystem refers to the economic and workforce development stakeholders in the target region

Ecosystem Network Mapping Survey

WE ARE HERE

Regional Collaboration Charrette – PHASE 2 (Dec 2014)

Understanding existing industry diversification 

options and research of case studies 

Regional Stakeholders 

Session 

13 Jan

Ecosystem Collaboration 

and perspectives survey

Industry diversification 

analysis and case study research

Business Perspectives –Impact and collaboration 

survey 

Charrette Stakeholders Workshop

Nov 13

Mass Lay‐off aversion strategy 

Supported by:Heart of Wisconsin Business & Economic Alliance

Community Foundation of South Wood County

Regional Collaboration Charrette – July 2014 to Feb 2015

Network Mapping Platform

Industry Diversification 

Option / Strategy

Regional Collaboration Strategy and Action Plan 

OUTPUTS

Ecosystem survey research 

report

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Networking Break!

February, 2015

Public/Media Report and Special

Guest Speaker

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Oshkosh Regional Defense Industry Diversification InitiativeAction PlanningJanuary 13, 2015

Action Plan Formation• Survey analysis provided strategic direction

– Formation of principal axes

• Industry diversification research presented array of potential approaches

• Regional Collaboration Think Tank developed plausible actions

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Action Plan Structure• Report provides a detailed account and analysis

of the outcomes of the two-day Regional Collaboration Think Tank

• Focus concentrated on the development of a series of strategic recommendations

• Layoff aversion strategy also developed and articulated.

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Recommendations – Industry Diversification

• Develop a Network of Driver Industries.

• Develop an Industry Diversification Leadership Group.

• Explore the formation of a Centers of Excellence network to support innovation in the region.

• Support and expand the recommended development of an Aviation-Based Additive Manufacturing industry cluster.

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Recommendations – Supply Chain and Market Development

• Catalogue and expand upon existing supply chain mapping efforts.

• Build a local supply chain consortium.

• Develop a singular database tracking structure for the region.

• Create a regional playbook that outlines the key actions and resources needed to execute a successful supply chain strategy.

Recommendations – Economic Development Ecosystem Collaboration

• Develop an online-based, GIS-enabled organization directory.

• Conduct an economic development strategies mapping exercise.

• The region’s leaders should initiate a conversation around shared economic development resources and funding.

• Develop a regional economic development marketing strategy.

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Recommendations – Workforce Development Ecosystem Collaboration

• Begin exploration options to create training curriculum to support aviation cluster.

• Connect with regional young professional organizations to develop outreach strategy to promote the benefits of living in the area.

• Continue to develop regional strategy to pursue state funding, such as Wisconsin Fast Forward grants.

• Work with the region’s community foundations to expand incentive programs.

Recommendations – Workforce Development Ecosystem (cont’d)

• Consider the adoption of a county-level 0.5 percent education sales tax.

• Create a tuition-free zone attached to the region’s technical colleges and universities.

• Create a regional “Partners in Education” organization to share case studies and best practices.

• Support the New North Career Pathways pilot program.

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Other Sources of Recommendations

• Survey analysis details the application and expansion of the Fox Valley Network Mapping Platform.

• Industry diversification options paper details additional recommendations in Advanced Manufacturing, Information Technology, and Aerospace/Aviation.

• Additional recommendations will come through other ORDIDI activities and response to the Action Plan.

Today’s Task

• In order to advance the work presented here, we must collectively identify and prioritize a smaller number of recommendations for immediate action.

• One recommended action from each work group will be selected.

• Resources must further be attached to each selected action.– Recommendations will also be targeted for future DoD –

OEA funding.

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Selection Criteria

• Selected recommendations must be able to demonstrate significant progress within an eighteen month period.– Progress supports momentum.

• Recommendations should be prioritized based on the extent to which they advance either regional collaboration or industry diversification.

• Participating organizations must also be named.– Do we have the right parties at the table?

• Expected impact and feasibility should also be considered.

Recommended Priorities

Recommendation Impact Rank Feasibility Rank Priority

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Next Steps

• Who does what?

• Do we have the right resources? Who could support? Who could champion?

• How do we measure success?

• How do these actions tie into other work in the region? Do we need a more comprehensive regional strategy?

The Role of ECWRPC

• Should serve as regional convener to coordinate future action.

• Needs to maintain momentum by informing partners and facilitating conversations.

• Will be responsible for ensuring an inclusive and participatory process.

• Should identify a series of actions to fund through DoD – OEA projects or other federal sources within the next six months with implementation within eighteen months.

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T H A N K Y O U !

..and more!