CHAPTER 1: THE JOURNEY TO BEING GREAT IN MICHIGAN S GREAT SOUTHWEST BEGINS GROWING OUR COMMUNITY IN MICHIGAN S GREAT SOUTHWEST CHAPTER 1

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1 CHAPTER 1: THE JOURNEY TO BEING GREAT IN MICHIGAN S GREAT SOUTHWEST BEGINS 1

2 MI S GREAT SOUTHWEST HAS MADE PROGRESS DESPITE THE GREAT RECESSION Major Lakeland Health Expansions Harbor Shores Bluffside Habitat for Humanity Boys and Girls Club New WHR Campus Downtown BH 2

3 OUR LARGEST EMPLOYERS ARE ECONOMIC ENGINES & COMMUNITY SUPPORTERS Page 3 Whirlpool s impact: 4000 employees (+50% ) $425 million payroll 1500 diverse, international and young professionals 100 hours volunteered/employee 2500 advanced technical degrees 450 recruited or relocated annually

4 DESPITE POSITIVE DEVELOPMENTS, BERRIEN COUNTY STRUGGLES 4

5 EXTRAPOLATING TRENDS, WE SEE CHALLENGES ON THE HORIZON OUR FUTURE, IF TRENDS CONTINUE (1) (2) (3) (4) (5) (6) Linear Extrapolation Population 160, , ,300 Employed 64,482 59,223 51,100 State Revenue Sharing Student Enrollment 26,110 (2009) 25,800 24,200 School Tax Funding -$3,000,000 -$10,000,000 4 Yr Graduation Rates 81% (2008) 75% 57% HOWEVER (7) % Road Miles in poor condition 4% (2004) 27% 69% Sources: (1) (2) BLS Current Employment Stats ( (3) 2002 Revenue Sharing Base 100 MI Department of Treasury (4) MI CEPI (5) Berrien County Intermediate School System Enrollment w/ per pupil Reimbursement (6) Berrien 4 year cohort (7) 5

6 EXCERPTS INVITATION TO COME TOGETHER AS COMMUNITY LEADERS Dear Community Leader: The cities, townships and villages that make up central Berrien County represent a special set of communities. Each has unique strengths, weaknesses and opportunities that define not only themselves, but also impacting the region as a whole. Our area is often referred to as Michigan s Great Southwest, however many throughout our communities ask whether this description is aspirational at best. While we believe that having an aspirational vision of our collective future is a good thing, it s only valuable if it leads to a disciplined process that explores, identifies and articulates the challenges and issues that must be collectively addressed if we are going to truly become Michigan s Great Southwest. We are asking you to be a part of such a process through the formation of the Michigan s Great Southwest Leadership Council. We invite you to join us for a luncheon discussion on the formation of the Council: Our region has been blessed with numerous businesses, non-governmental and not-for-profit entities as well as generous philanthropic organizations that have made significant contributions to the quality of life for our citizens. I m sure you share our view that, during the course of the last decade, there has been meaningful progress on so many fronts. 6

7 EXCERPTS INVITATION TO COME TOGETHER AS COMMUNITY LEADERS On the other hand, given the rapid pace of change in an ever-volatile global economy, many in our communities are challenging us to think about whether we ve accomplished all that needs to be done to assure that our region is a vibrant and prosperous place to live, learn, work and raise a family for all of our citizens. We have heard concerns expressed over what must be done to grow our population and increase employment in the region to support our schools and local tax base. The Michigan s Great Southwest Leadership Council would be made up of the key leaders from the governmental, school, business and not for profit sectors across our region. The role of the Council early on would be to identify strategic priority areas of focus where collective action can be most impactful in our ability to build prosperous, livable and sustainable sets of communities and in total truly become Michigan s Great Southwest. We propose that the Council remain a small, permanent organization that would support candid assessment without finger-pointing. This would not be a funding entity, nor a replacement of any other organization. Members would serve as facilitators, not doers. 7

8 LEADERS AGREED TO WORK TOGETHER AT SEPTEMBER 25, 2013 LUNCHEON Coming together is a beginning, keeping together is progress, working together is success. -Henry Ford Click on arrow to launch materials from the September 25, 2013 Community Leaders Luncheon 8

9 MGSSLC INDIVIDUALLY LED Members C0-Chairmen: Jeff Fettig ( Chairman and CEO Whirlpool Corporation) and Dr. Loren Hamel (Chairman and CEO Lakeland Regional Health Systems) Business Growth & Jobs World Class Education Best Practices in Governance Council: Ken Ankli President, Brammall Supply Bill Hanley President, Vail Rubber Dick Stauffer Lincoln Twp. Supervisor Joel Gebbie Site Vice President, Cook Ann Cardon Superintendent, St. Joe Schools Rev. Ken Gavin Pastor Second Baptist John Janick Senior Vice President, PNC Bank Phil Freeman Superintendent, Lakeshore Schools Nora Jefferson Benton Charter Twp. Supervisor Lynn Kerber Regional President, Chemical Bank Dr. Leonard Seawood Superintendent, BHAS Roger Seely St. Joe Charter Twp. Supervisor Larry Weber Senior VP & Chief Nuclear Officer, AEP Hon. Mabel Mayfield Judge, Berrien County John Egelhaaf Executive Director, SWMPC Jim Kodis President, Regal Finishing Lisa Cripps President, Berrien Comm. Foundation Steve Upton Upton Foundation Pastor Willie Lark Owner, Lark & Sons BBQ Brian Saxton Executive Director, Boys & Girls Club BH Merlin Hanson Chairman, Hanson Logistics LLC Champion/ Gary Easterling President & CEO, UFCU Bob Harrison President, Lake Michigan College Bill Marohn Co-Leads: Vicki Pratt President, Cornerstone Alliance Ann Dahmer Smith Dahmer/ Boys & Girls Club Mike Garey Mayor, St. Joseph Todd Gustafson Executive Director, Kinexus Anna Murphy President, United Way James Hightower Mayor, Benton Harbor Bill Wolf Administrator, Berrien County Coordinators: David Whitwam, Retired Chairman and CEO Whirlpool Corporation Jeff Noel, VP Whirlpool 9

10 ORGANIZATIONALLY SUPPORTED 10

11 COMMUNITY DRIVEN 11

12 THE POWER OF MULTI-SECTOR PERSPECTIVES Government, business, nonprofits, and education all look at the community through different lenses, have different views of risk and make decisions in different ways. The most effective model is when we come together in a process that is led by individuals, supported by organizations and driven by the community. When we acknowledge our interdependencies, agree on shared goals, pool talent and resources, and use innovative thinking to implement strategies, we will add value to our communities and realize the vision of Michigan s Great Southwest. 12

13 MICHIGAN S GREAT SOUTHWEST STRATEGIC LEADERSHIP COUNCIL NOVEMBER 4-5, 2013 MEMBERS Ken Ankli Ann Cardon Lisa Cripps Ann Dahmer Gary Easterling John Egelhaaf Philip Freeman Mike Garey Ken Gavin Joel Gebbie Todd Gustafson Bill Hanley Merlin Hanson Bob Harrison James Hightower John Janick Nora Jefferson Lynn Kerber Jim Kodis Willie Lark Bill Marohn Mabel Mayfield Anna Murphy Jeff Noel Vicki Pratt Brian Saxton Leonard Seawood Roger Seely Dick Stauffer Steve Upton Larry Weber David Whitwam Bill Wolf 13

14 MICHIGAN S GREAT SOUTHWEST STRATEGIC LEADERSHIP COUNCIL NOVEMBER 4-5, 2013 What is the work that was done? Define Current Reality Discussed External and Internal Forces Impacting the Community Created a Collective Shared Vision Identified Critical Issues and Gaps Articulated Strategic Priorities Identified three areas of focus 14

15 SHARED IDEAS - REFLECTED ON THE PAST - LOOKED TO THE FUTURE KEY EVENTS 1980 S TO NOW KEY IMPLICATIONS WORLD SW MI PERSONAL We need to take advantage of new problem solving tools We need to make some hard decisions We need to collaborate and build on our momentum Let s find the next innovation; the next change/step forward Our shared passion and commitment to the community provide a strong foundation 15

16 STRENGTHS OF THE COMMUNITY IDENTIFIED Proactive Committed Generous Passionate Attentive Hard Working Collaborative Holistic problem solvers Innovative Creative 16

17 DISCUSSED TRENDS IMPACTING AREA ENVIRONMENT Competition for resources People of working age available Global hunger, poverty Chronic diseases (diabetes, obesity) In NFP orgs/ agencies Gap between thriving and declining communities Dysfunctional political institutions Need for regional economic development Complexity around healthcare options and choices Need for leaders able to lead systems REDEFINING MANUFACTURING From dirty job High tech/ High skill Do more with less (People, Capital Inv t) Competitiveness in US Mfg vs. World Micro businesses Pervasive redefinition of competitiveness 17

18 DISCUSSED TRENDS IMPACTING AREA EDUCATION Global hunger for education Resources for education Expectations for all in US Competition globally Expectations of teachers DEMOGRAPHICS MATTER Aging baby boomers People of working age in industrialized nations Population shifts Pressure on healthcare, social security Opportunity for 2 nd homes 18

19 FOUND COMMON GROUND Shared threats, challenges & opportunities Recognition of interdependence Importance of collaboration Vision of a more sustainable region Courage to change Commitment to make it work Must be inclusive Visions don't change, they are only refined. Plans rarely stay the same, and are scrapped or adjusted as needed. Be stubborn about the vision, but flexible with your plan. ~John Maxwell 19

20 Lynn Kerber, Regional President at Chemical Bank, leads a discussion about employment in the area 20

21 Ken Gavin, Merlin Hanson, and Mabel Mayfield discuss moving forward 21

22 Ann Cardon, Superintendant St. Joseph Schools and Leonard Seawood, Superintendant of Benton Harbor Schools discuss common areas of concern 22

23 IT TAKES A COMMUNITY TO REALIZE A VISION 23

24 CREATED A VISION 24

25 MICHIGAN S GREAT SOUTHWEST STRATEGIC LEADERSHIP COUNCIL What is the council doing now? Business Growth and Jobs Stimulating Growth Creating Opportunities World Class Education Best Practices in Governance Assuring Efficiencies and Effectiveness Utilizing a process of engagement with an ever-growing set of leaders focusing on three key areas Click on arrow to launch Case for Change materials 25

26 GROWING OUR COMMUNITY IN MICHIGAN S GREAT SOUTHWEST Jeff Fettig, Loren Hamel, Co-Chairs Engagement with established business, philanthropic, government, economic development and educational entities ~90 Community, Business, Education and Government leaders focused and engaged in the three strategic priority areas Guiding Principles Transparency Inclusive Inspirational Data Driven Results Oriented Reality Based Best Practice Governance: Bill Marohn, Champion Bill Wolf, James Hightower, Mike Garey Co-Leads Business Growth and Jobs: Gary Easterling, Champion Vicki Pratt & Todd Gustafson, Co-Leads World Class Education: Dr. Robert Harrison, Champion Ann Dahmer & Anna Murphy, Co-Lead A PROCESS INTENDED TO ENGAGE, INSPIRE AND EMPOWER 26