1. WI Chapter of the Appraisal Institute
Year in Review Symposium
Tuesday, December 18, 2012

2. Metro Milwaukee Population and Rank
YEAR
POPULATION
METRO RANKING
1980
1.39M
27th
1990
1.43M
31st
2000
1.50M
35th
2010
1.55M
39th
Largest loss among top 40 markets

3. Regional Job Growth 1 MILLION JOBS + + 275,000 Jobs EXPORT
325,000 Jobs SUPPLY
400,000 Jobs SUPPORT + +
TIM SHEEHY
Applying this to the Milwaukee 7 region, we produce a gross metropolitan product approaching $78 billion, from 50,000 business establishments that create one million jobs.
In a rough cut of the region’s one million jobs, export drivers (defined as those responsible for the export of goods or services, who appear in the region in numbers greater than the region would support, and who’s wages are above average) account for about 1/3 of our jobs or 300,000.
Using a conservative multiplier of one, for every job in a driver industry, one addition job is created in the region to support that job. This generates another 300,000 jobs in the region. (By example, parts suppliers, legal work, advertising)
Finally, the direct and indirect spending from these 600,000 jobs generates another 400,000 jobs. (By example from fixing your car to fixing your teeth, from snow plowing to tax preparation, from serving breakfast at the restaurant to providing funeral services).
The point here is that these jobs exist because of the driver jobs. Fewer driver jobs, fewer of these jobs. More driver jobs, more of these related jobs.
Economic Development Accelerator

4. Powering Prosperity in the Milwaukee Region

5. Milwaukee 7: Purpose
To support the expansion, attraction, and growth of companies in driver industries to improve the region’s economic prosperity
Welcome to Milwaukee and the 2010 Wisconsin Windworks Convention. If you get a chance, I encourage you to get out and walk along the riverwalk and even down to the lakefront if you have the time. Of course, only after your business at the convention has been concluded. We recently hosted a group of international business location agents here, many who had never been to Milwaukee or Wisconsin. They were just blown away by the vitality and vibrancy evident along the river and Lakefront. They were also impressed by how businesses and agencies, like Wisconsin Windworks, were working together to forge a new path to compete in a global economy. They left with a new perspective on Milwaukee and the state, one that we all share and by being here today, one that we all want to promote. So let me start by telling you what Milwaukee 7 does and how our mission aligns with your interests.

6. Performance Scorecard

7. Levers for REGIONAL PROSPERITY
Governance
Clusters
Infrastructure
Talent
The strategic framework will enable us to focus by pulling the levers that impact the region’s prosperity. In short, we are:
Strengthening key industry clusters that will drive the region’s growth by supporting the work of the Water Council, the Wisconsin Energy and Research Consortium, and the Food and Beverage Council. Each is led by industry leaders working to build the region’s capacity. Together they provide a map for growth. (We will build out other clusters in the near future)
Coordinating efforts to plug the leaks in the talent pipeline. Great work is being done through the GMC’s Talent Dividend, MMAC’s focus on raising educational attainment in urban Milwaukee, and Tim Sullivan’s recommendations to close our skills gap. By linking these efforts we can increase the region’s torque on what is clearly our most powerful lever.
We have undercapitalized our ability to grow businesses in the region. The capability for innovation and business starts is here, the results are not. Efforts like BizStarts are beginning to make a mark, and along with MiKE, provide a platform to help nudge entrepreneurship forward. On October 25th our regional M7 meeting will highlight our capability by showcasing the partnership between UWM, Johnson Controls, GE Health Care, and Rockwell Automation. This partnership supports corporate innovations, connects university expertise, and attracts talent and drives real innovation.
The least exciting of the levers is infrastructure, (did I just call my business unexciting), but without a solid plan, no one will get excited about growing here. Matching the region’s development plans with information technology, energy, rail, roads, transit, and air-service is critical. The regional planning commission, together with originations like MMAC needs to ensure this glove fits the hand.
Finally, the most challenging of our levers, is effective governance. This impacts more than just the cost of doing business. When we are not pulling in different directions, we tend to overspend and under coordinate our services. (Kudos to GMC’s County Government Taskforce). M7 is working to connect our local players as a regional voice. If we don’t sound like a region, investors won’t listen.
Entrepreneurship 7