BBJ October-November 2009

Published by the Green Bay Area Chamber of Commerce for Chamber members

B A Y B U S I N E S S J O U R N A L

October/ November 2009VOL 17 #5

GREEN BAY’S SUPERIOR BUSINESS MAGAZINE FOR MORE THAN A DECADE

PANDL WITH CAREPREsIDENT/CEO Is NuRsINg sT. VINCENT, sT. MARy's

AND sT. NICHOLAs HOsPITALs INTO THE fuTuRE

A WHOLE NEW WORLDWHAT CEOs AND CfOs ARE DOINg DIffERENTLy

THE NEW BELLIN COLLEgE ACCELERATINg THE PuLsE Of THE BELLEVuE COMMuNITy

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FEATURES

12 PANDL WITH CARE President/CEO Therese Pandl is nursing St. Vincent, St. Mary's and St. Nicholas Hospitals into the future

16 HIP COLLEGE TOWN Bellin College calls 1.76-acre parcel of land its new home

20 A WHOLE NEW WORLD How CEOs and CFOs are shaking things up day to day in the face of the economy

BBJ DEPARTMENTS

04 VIEW POINT

06 TECH WATCH

08 BUSINESS SPOTLIGHT

24 SPOTLIGHT ON THE ARTS

27 BOOK REVIEW

28 CHAMBER NEWS

ADVERTISERS

19 AON Back Cover Ar ise Heal th Plan 19 Bank Mutual 05 Baylake Bank 05 Camera Corner/Connect ing Point Ins ide Front Cover Cel lcom 09 Chi ldren’s Hospi ta l of Wisconsin Ins ide Back Cover Focus on Energy 23 Green Bay Packers09 Network Heal th Plan 19 NWTC Insert TDS Metrocom02 Time Warner Cable 01 US Bank 05 WPS

The BBJ is published bimonthly by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. The BBJ is supported entirely by advertising revenue from member companies of the Green Bay Area Chamber of Commerce. For information about the advertising rates and deadlines, contact Sales at 920.593.3404. The BBJ (USPS 010-206) is published bimonthly for $18 a year by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. Periodicals postage paid at Green Bay, WI. POSTMASTER: Send address changes to The BBJ, P.O. Box 1660, Green Bay, WI 54305-1660. PH: 920.593.3423.

Copyright© 2008 Green Bay Area Chamber of Commerce

PRESIDENT Paul Jadin EDITOR Lori Kaye Lodes GRAPHIC DESIGNER Josh Beaton COVER IMAGE Mike Roemer Photo

VISIT THE GREEN BAY AREA CHAMBER OF COMMERCE AT:

titletown.org

Contents.Volume 17, #5 | October/November 2009

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| BBJ OCTOBER/NOVEMBER 094

VIEW POINTTEXT PAUL JADIN

4 | BBJ OCTOBER/NOVEMBER 09

When you really want to find out what makes a community tick, your first stop should be the Chamber of Commerce.

I followed that advice last month when I surveyed my own employees on why they feel it is “Better by the Bay.” In other words, what distinguishes us, what do we feel comfortable bragging about and indeed, how have we earned the tagline that we are now employing? The answer, from 20 employees of the Green Bay Area Chamber of Commerce is, drum roll please…PANCAKES. Well, sort of.

Actually, the three pages of responses turned up eight basic themes, which are:

Packers. I’ve always called the Packers our Eiffel Tower and there’s no reason we shouldn’t lead with them when bragging about Titletown. Virtu-ally every conversation with an outsider starts with some version of the rich and unique tradition that the community shares with its beloved team.

Attractions. Bay Beach, Heritage Hill, The Neville Museum, National Railroad Museum, Green Bay Botanical Garden, NEW Zoo, Lambeau Field, Resch Center, Weidner Center, Oneida Casino, Meyer Theatre, Kress Center, Barkhausen and many other venues provide plenty of opportunity to be informed, entertained and inspired.

Nature. Yes, Virginia, we are on the water, which is something that few Midwestern CEOs were aware of when surveyed last year. The river and bay provide ample opportunities for fishing, boating, wake-boarding and hunting while our proximity (see “accessibility”) to other natural resources make camping, biking, hiking, skiing and bird-watch-ing very enjoyable.

Community. My apologies to those who thought the “C” stood for climate. Unfortunately, we’re not quite there yet. We do, however, have a community that most people, including the staff of the Chamber of Commerce, describe as a “small-town atmosphere with big-city ame-nities.” Green Bay natives extol the value of being “tight-knit.” Indeed,

others may argue that we’re so tight-knit that we can give the appear-ance of being exclusive. We need to work on that.

Accessibility. Location, location, location. Staff repeatedly mentioned geography and the fact that we are so close to Milwaukee, Madison, Chicago, the northwoods and Door County. What you can’t find here is only a day trip away and our quality transportation system (including Austin Straubel) makes those trips a lot easier. Staff also used the word “accessible” when referring to local government and community leaders. That’s a good thing.

Kids. Add quality education, great neighborhoods and strong values to the attractions and natural resources mentioned earlier and it’s no wonder that Kiplinger’s rated us among the top five cities in the country to which couples migrate or return when they have kids.

Economy. It’s diverse and healthy in spite of the national debacle we’ve experienced this year. Manufacturing continues to hold its own while we’ve grown in areas like health care, banking, insurance and tourism. Our influence in the trucking and food processing/packing areas is also extraordinary, and a great workforce with a typical Midwestern work ethic guarantees that we’ll be strong for decades to come.

Security. All of the above is rendered far less significant if the Green Bay area didn’t continue to enjoy a crime rate that is the envy of most communities our size along with a sizable public investment in the pro-tection of people and property in Brown County.

There you have it. The next time someone asks why we’re so bold as to claim that it’s “Better by the Bay,” tell them that the staff at the Chamber of Commerce insists it's all about the PANCAKES.

WHy IT’s BETTER By THE BAy

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Should you update to Windows 7? If so, how soon after its official release Oct. 22? Many decision makers will begin with the veteran pilots’ rule: “Never fly the ‘A’ model of anything.” In this camp, they may already be studying migration options but won’t purchase until Service Pack 1. The major complication pulling folks in this direction is that Vista’s release was fraught with chal-lenges. Many businesses stayed with XP, avoiding Vista altogether.

Microsoft is acutely aware of this and has worked very, very hard to en-sure a smooth release. Early returns: That work’s paid off; majority opinion coming from those who have been dabbling with the OS 7 betas has been positive.

Additional complications: Even though we can buy brand new machines running XP – and Microsoft has said we’ll be able to through April 2011 – many people running XP are doing so on machines getting long in the tooth. Just so XP users don’t run out of things to worry about: Officially, Microsoft has stopped mainstream support for the OS and will make no more modifications, other than security-related items.

The biggest complication is the economy. Does your business or home bud-get allow for the upgrade? Do you want to simply install 7 on your current equipment (less expensive, but bigger time investment), or purchase new hardware, which already has 7 installed (more expensive but quicker)?

The BasicsSo, what’s in 7? Reviewers who have been testing it report a more stable, smooth and highly polished OS than Vista and a more secure environ-ment than either Vista or XP. Microsoft issued eight security updates in August. All were for Vista or XP; none for OS 7 or Windows Server 2008 R2, which is also being released this fall.

OS 7 improves the Aero look and feel of Vista. You’ll immediately no-tice the Mac-like taskbar that allows users to “pin” frequently used ap-

plications to it, for quick launches. Overall, the changes are aimed at streamlining processes and improving speed and ease. Device handling is made easier through Device Stage, which allows the combining of printers, phones and portable media players into a single window. Auto-play is no longer available when you insert a CD, which is a security enhancement.

Speaking of security, everyone’s least-favorite Vista security feature, User Access Control, can be much less intrusive in 7. Users have more granular control of its options. For instance, you can reset the time and date without having to essentially grant yourself rights ac-cess to do so.

Easily the single biggest complaint about Vista at introduction was incom-patibility with drivers and peripherals. Much less likely to be a problem with 7, because Microsoft told its developers: Anything that works with Vista has to work with 7. Since most of the underpinnings of 7 are based on Vista, this will not be a huge issue.

Interesting features include native support for touch (you’ll need a touch-enabled monitor) and something called XP Mode. A feature that has received less publicity but could be huge for laptop users is that the OS is very efficient and actually requires less power, which will make batteries run longer. This efficiency is because 7 makes better use of multiple processors, something that benefits both laptop and desktop users and positions 7 well for the future.

TECH WATCHTEXT AL PAHL

To open or not open Windows 7?

The biggest complication is the economy. Does your business or home budget allow for the upgrade?


OS 7 will not require the hardware upgrades Vista initially demanded, partially because the hardware has caught up and partially because Mi-crosoft wants to make it available to as many people as possible.

The requirementsIt will support both 32-bit and 64-bit systems. The minimum require-ments for the former are: 1 GHz processor, 1 GB Ram (more is always better), 16 GB available hard-drive space and a DirectX9 graphics card with WDDM 1.0 or higher (Windows Display Driver Model is the graphic driver architecture for video card drivers, which began with Vista. It provides the functionality required to render the desktop and applications using Desktop Window Manager). The 64-bit systems will require at least a 1 GHz processor, 2 GB RAM, 20 GB of free space, a DirextX9 graphics device and WDDM 1.0 or higher. WDDM 1.1 sup-ports multiple monitors.

Getting from here to there could be interesting. If you have XP, you should be eligible for an upgrade price. Most Vista computers purchased since about March are eligible for a free upgrade. There will be a “Family Pack” of OS 7 that will provide a license key good for up to three machines. Early price estimates: $150. Some reports indicate the family pack will be time and geography limited.

XP users can’t just take the upgrade DVD and do an in-place upgrade. You’ll have to do a clean install and will likely rely on Windows Easy Trans-fer, a utility that copies files and settings. You will have to reinstall your applications. Always back up your data before such a major undertaking.

If you are running Vista Service Pack 1, you will be able to do an in-place up-grade, meaning you will not have to re-install your applications. Back up your documents, photos and music before proceeding. There are six planned versions of OS 7, so go to the Microsoft Web site to learn which versions of XP/Vista will transition to which versions of 7, and what process you will use to get there. Basic information: http://windows.microsoft.com/upgrade. The actual upgrade chart: http://www.neowin.net/news/main/09/08/10/windows-7-upgrade-chart-available-looks-bleak-confusing.

XP Mode: This is a way for businesses to run critical XP applications that won’t function in 7, even in Compatibility Mode. Home Premium, for instance, does not even include XP Mode. Implementation takes a fair number of steps and the list of requirements isn’t short. Some reviewers believe XP Mode opens the machine to major security issues. Others note it is primarily for intranet applications and won’t be open to the outside world. Time will tell.

And that’s really the underpinning of everything about OS 7; time will tell whether users embrace it or cling to XP and Vista.

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Now is a great time – the back-to-school frenzy has settled down and the holiday parties haven’t started yet – to consider various strategies to reduce your 2009 tax bill. Since most small businesses today are structured as pass-through entities, it is important to consider both business and individual tax provisions when planning. As with many provisions of the tax code, there may be limitations or exceptions to the general rules presented here – consult a competent tax advisor to see how these might impact you.

Take advantage of temporary business tax breaksSeveral favorable business tax provisions have a limited shelf life that may dictate taking action between now and year-end. They include -

• BiggerSection179Deduction.Aneligiblebusinesscanoftenclaimfirst-year depreciation write-offs for the entire cost of new and used equipment and software additions. For tax years beginning in 2009, the maximum Section 179 deduction is $250,000 (same as last year). For tax years beginning in 2010, however, the maximum

deduction is scheduled to drop back to about $130,000. • 50%First-yearBonusDepreciation.AboveandbeyondtheSec-

tion 179 deduction, your business can also claim first-year bonus depreciation equal to 50 percent of the cost of most new equip-ment and software placed in service by Dec. 31, 2009. This break is currently scheduled to expire at year-end.

• FasterDepreciationforQualifiedLeasehold,QualifiedRestaurant,andQualifiedRetailImprovements.Favorable15-yearstraightlinedepreciation is allowed for qualified improvements (which would normally have a 39 year life) that are placed in service by year-end.

Tax breaks for buying a new vehicleThanks to the following tax breaks that won’t be around forever, now might be a good time to purchase a new vehicle.

• SalesTaxDeduction.Stimuluslegislationpassedearlierthisyearcreated a new federal income tax deduction for individuals for state and local sales and excise taxes paid on new vehicles pur-chased between Feb. 17, 2009 and Dec. 31, 2009. The write-off is limited to the amount of sales tax on the first $49,500 of purchaseprice.Qualifyingvehiclesincludealmostallpassengerautos, pickups and SUVs, as well as motorcycles and RVs. How-ever, a phase-out rule can reduce or completely eliminate the break for higher-income taxpayers.

• HybridVehicleCredit.Afederaltaxcreditfrom$1,500to$3,000is allowed for buying a new hybrid vehicle. However, credits are phased out once the manufacturer has sold more than 60,000 hybrids in the U.S. So far, full credits are still allowed for hybrids made by Chrysler, GM, Mazda and Nissan.

• Lean-burn Diesel Vehicle Credit. A federal tax credit from$900 to $1,800 is also granted for buying a new lean-burn diesel vehicle. Right now, diesels from Audi, BMW, Mercedes and Volkswagen qualify.

Timing investment gains and losses As you evaluate investments held in your taxable brokerage firm accounts, consider the impact of selling appreciated securities. The maximum fed-eral income tax rate on long-term capital gains from 2009 securities sales is only 15 percent. Therefore, it often makes sense to hold appreciated securities for at least a year and a day before selling. On the other hand, now may be a good time to cash in some long-term winners to benefit from historically low tax rates.

Biting the bullet and selling some loser securities before year-end can be a good idea, too. The resulting capital losses will offset capital gains from

BUSINESS SPOTLIGHTTEXT JAMES A. OLSON, CPA, SHAREHOLdER, SCHENCK, SC

2010 It’s almost here Now’s the time to act for year-eNd tax plaNNiNg


other sales, including short-term gains. You may have significant short-term gains if you bought into the stock market before this year’s big up tick. The bottom line is that you don’t have to worry about paying a high tax rate on short-term gains if you have enough capital losses to shelter them.

Selling enough loser securities to create a net capital loss that exceeds what you can use this year also might make sense. You can carry forward the excess net capital loss to 2010 and beyond and use it to shelter both short-term gains and long-term gains recognized in those years. This will give you extra investing flexibility in 2010 and beyond because you won’t necessarily have to hold appreciated securities for over a year to get bet-ter tax results. Remember: It is widely expected that the maximum federal income tax rate on long-term capital gains will be increased to 20 percent for 2011 and beyond (up from the current 15 percent). Also, the top two federal rates on ordinary income (including short-term capital gains) are widely expected to be increased for 2011 and beyond to 36 percent and 39.6 percent (up from the current 33 percent and 35 percent).

Yes, 2010 is almost here, but you still have time to make some strategic decisions now and save on taxes later.

James A. Olson, CPA, is a shareholder in the Green Bay office of Schenck, SC. Olson’s experience includes providing tax planning and compliance services for individuals and family-held corpora-tions. He has experience with a variety of clients including manu-facturing, construction, real estate and retail. In addition, Jim leads Schenck Tax Central, which provides tax news, information and planning tips to clients and staff. He can be reached at 920-455-4160 or [email protected].

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It is frequently said it takes a whole village to raise a child. The Green Bay Area Chamber of Commerce’s Partners in Educa-tion program knows the saying is true.

Since its beginning in 1992, Partners in Education has developed a system of programs to enhance education in the 10 area school districts, serving more than 50,000 K-12 students. Area school dis-tricts, post-secondary institutions, businesses and community people have all teamed up with Partners in Education to provide today’s youth with resources and programs that will provide them with the skills and knowledge needed to become successful employees.

“Most small businesses look at the immediacy of membership but there are many long-term benefits,” says Nancy Schopf, vice president of education and leadership at the Green Bay Chamber of Commerce. “We’re de-veloping the workforce and exposing kids and teachers to careers in the commu-nity and teaching students employability skills that will make them good employ-ees and citizens.”

For many businesses and schools, Partners in Education connects them so they can work together to help in this vital preparation.

“It’s a cliché to say that it takes a village to raise a child but it’s true,” says Damian LaCroix, Howard-Suamico superintendent and current Partners in Education executive board chair. “We can’t do it alone but working collaboratively we’ll have a much stronger community. That’s the main value and benefit Partners in Education offers.”

The Partners in Education executive board is just one of the many ways schools and businesses have come together. Every month, the executive board meets with leaders from businesses and schools to discuss issues. The chair rotates year to year, one year being held by a business leader and the next year being held by an education leader.

“The board is a unique collection of individuals and the balance is a good representation of business and education leaders,” says LaCroix. “It’s critically important that business leaders and education leaders can sit down at the same table and discuss issues we can partner on.”

For LaCroix, having a community dedicated to working together to educate the youth is one of the main reasons he believes Green Bay was chosen as one of the 100 Best Communities for Young People Award, which the area received in 2005 and again in 2008. This award would not have been possible if it weren’t for Partners in Education facilitating and writing the application for the award.

In addition to helping develop the future workforce, LaCroix says the biggest ben-efit for business leaders to be involved in Partners in Education is the networking opportunity and communication between the business and educational worlds. “Business leaders become aware of programming they normally would not be aware of,” he says. This includes discussing activities going on in schools, as well as touring the schools and meeting students.

It’s not just the children who are learning. Gary Lofquist, chief executive officer at MCL Industries, is currently serving on the executive board. Lofquist says he now has a better understanding of what goes on in the educational system and sees what kind of impact businesses can have on what happens in schools.

“It’s truly a collaboration between the business community and the edu-cation community,” Lofquist says. “They’re looking at absenteeism and

The benefits of membership

PArt 3:

PArtNerS INeduCAtION

KATIE STILP TEXT

“We can’t do it alone but working collaboratively we’ll have a much stronger community. That’s the main value and benefit Partners in Education offers.” -Damian LaCroix, superintendent, Howard-Suamico School District


diversity and other issues society as a whole faces and trying to make a better situation. All that has a direct im-pact at work later in life.”

In addition to the involvement with the executive board, MCL Industries has been a sponsor and attends the Golden Apple Awards. They’ve also taken on several stu-dents through the Youth Apprenticeship program, which is one of several work-based learning programs Partners in Education offers.

Ryan Quigley, a Preble High School graduate who isnow working on finishing his business logistic degree at Northeast Wisconsin Technical College, participated in the Youth Apprenticeship program. During the program, he split his time between classes at Preble High School, work at Schneider Logistics and classes at Northeast Wisconsin Technical College.

ForQuigley,theprogramhaschangedhislife.Hesays,“Oneveryim-portant thing the Youth Apprenticeship program helped me with was my grades, my involvement with school and a bond with my teachers. Before entering in the program I struggled with my grades and was not interested in being an overachiever. I found that the more I got into my job with Schneider Logistics, the more I matured and started to look at my life in a different perspective.”

Quigley also gained something that will distance himself from otheryouth his age who are soon going to be vying for jobs. “Now having two years of office experience will give me some impressive work experi-ence that most kids my age have not had,” he says.

InadditiontotheYouthApprenticeshipprogram,Quigleyhasworkedwithseveral other Partners in Education programs and initiatives, including Brown County Teen Leadership, the Citizen Committee for Development and the Partners in Education Drug Alliance, among others.

Mary Jo Kussow, store manager and vice president of retail banking at Wells Fargo Bank, has served on the Partners in Education Youth Apprenticeship advisory board for several years and Wells Fargo has taken on students for the Youth Apprenticeship program. Kussow says she enjoys seeing the benefits the students receive by being a part of the program.

“Once you have the opportunity to have a student in your workforce, you get to watch them grow and evolve into a valuable part of your team,” Kussow adds. “It introduces another audience to banking and builds a future workforce in the industry.”

Being involved with Partners in Education programs has also helped Wells Fargo Bank and other businesses to stay involved in the community they serve. “Partners in Education plays such a huge role in the lives of today’s youth and it’s another great resource to expose youth to a life beyond school,” Kussow says. “I think it’s just so important to expose students to the workforce, whether it’s in my industry or something else, really early on.”

Lofquist agrees on the value early workforce education has to offer, saying, “In order for our businesses to succeed and grow we need to

have an educated workforce. We have a very strong belief in investing in the community and reinvesting in what got us where we are today. We all went through school and we know that kids need that same op-portunity and education that we got to succeed.”

For Schopf, Partners in Education takes learning outside the classroom. “The whole community becomes the classroom now,” Schopf says. “The whole future is so broad that it’s impossible for one building to do it all. We can’t wait until (students) get to the workforce to teach them what they need to know. We need to teach them now.”

One way the community becomes the classroom is during the annual Career Expo, which is held the first Tuesday of December at Shopko Hall for high school sophomores, parents and educators to meet area business leaders and learn about potential careers.

“It’s great to have a partner like Partners in Education that facilitates those resources and brings the business professionals together with students,” says LaCroix. “It’s something the school district could do but it would take a lot of work and it’s a lot of help that Partners in Education puts it on. It provides great exposure for the students.”

In addition to some of the long-term results schools and business re-ceive in exchange for their support, they are also provided with more tangible benefits, such as media exposure and the ability to hotlink from the Partners in Education and NWTC Career Center Web sites, as well as share career and job skills information about their industry with thou-sands of students, parents and educators on the WisCareers Web site. Membership is also tax deductible. School districts further benefit by re-ceiving access to grants and scholarships for students to fund programs and further education.

Membership with Partners in Education ranges in price, dependent upon the level of commitment. Dues go to fund all Partners in Educa-tion programs. Still the reward of seeing the community work together to provide a learning environment where young people grow, develop and find positive influences far outweighs the monetary commitment.

For more information on Partners in Education, visit titletown.org or call 920.437.8704.

Nancy Schopf, vice president of education & leadership

at the Green Bay Area Chamber of Commerce, has been

involved in bringing business and education together for

more than 17 years.


Therese Pandl is one of those women who know what they want. Second-guessing isn't in their owner's manuals, nor is shrinking away from the long-term commitments resulting from choices made from the gut.

"I like to make decisions quickly," says Pandl, who started her health care career as a burn-unit nurse more than 30 years ago. "I will make a decision after looking at things analytically, but I don't revisit the deci-sion-making process. I decide and move on."

She's been married to restaurateur Jimmy Pandl (it rhymes with candle), for almost three decades. She stayed with her last employer, Columbia St. Mary's health system in the Milwaukee area, for almost that long. And aside from a couple years of graduate school in Seattle, she's remained true to her home state of Wisconsin since birth.

Pandl's latest commitment – assuming the role of president and CEO of the eastern Wisconsin division of Hospital Sisters Health System – means a whole new set of commitments and their subsequent domino-effect of life changes. She wouldn't have it any other way. Even so, changing jobs wasn't something she'd set out to do.

"I never intended to leave Columbia St. Mary's – I'd been there for 28 years," Pandl says. "It was more about being called to something different. It was about beginning something new."

Pandl started her new role in mid-June, with an office at the Allouez Pre-vea clinic site at 1821 S. Webster Ave. She takes the reins from Jim Coller, who served in the position since 2007. Coller is serving in an advisory role until February 2010. Pandl’s employer, Hospital Sisters Health System, in-cludes 13 hospitals in Wisconsin and Illinois. Pandl oversees St. Vincent Hospital and St. Mary's Hospital Medical Center in Green Bay and St. Nicholas Hospital in Sheboygan, including around 4,500 employees.

Although both are Catholic healthcare systems and share the same Catholic namesake, Columbia St. Mary's does not belong to the Hospital Sisters Health System (HSHS) family of sites and is not related to or con-nected with St. Mary's Hospital Medical Center in Green Bay.

Why rock the boat?Many of her friends and co-workers at Columbia St. Mary's found it hard

to fathom why Pandl would leave a good thing, which included civic in-volvement and service on several boards, a church community of which she felt very much a part and proximity to Milwaukee's arts scene.

"I had to explain it to a lot of people," she says. "It wasn't so much leav-ing something as being called to something new. I could have stayed and would have enjoyed the work, but this was more interesting. When I looked at the values of the organization, this really called to me."

When contacted by a recruiter to see if she'd be interested in the posi-tion with HSHS, she initially had her doubts, but upon finding out more about it and about Green Bay, she changed her mind."I enjoy the fact that this is a faith-based organization, because I think patients tend see their health in terms of a spiritual framework," Pandl says. "This system keeps that spiritual-centeredness front and center. This is spirit-cen-tered, holistic care – that's one thing that has really been a pull here. I am very passionate about high-quality health care that is responsive to a community's needs. Considering the impact that health care can have on families and communities, Green Bay can be very proud of itself."

"The caliber of health care is very impressive. The level of cancer care here is first rate," she says.

Cancer is front and center on her mind, as the last few years have seen the diagnosis of cancer for two of her dear friends, one of whom lost the fight at age 57. The other is part of a clinical trial, and her life expectancy has been extended, thanks to the trial, Pandl says.

"I've had a lot of losses to cancer," Pandl adds. "Cancer has touched all of our lives."

Pandl most recently served Columbia St. Mary's health system as execu-tive vice president and chief operating officer, with lead responsibility for the operations of the four hospitals within Columbia St. Mary’s, Inc. (Co-lumbia Hospital, St. Mary’s Milwaukee, St. Mary’s Ozaukee and Sacred Heart Rehabilitation Institute). In this position, Pandl was responsible for overall operating performance of the hospitals, including quality of service delivery, clinical outcomes and financial performance.

Prior to that, she served as the lead executive for St. Mary’s Hos-pital Ozaukee from 1994 to 2001. She also held various roles at

PANDL WITH CAREpresideNt/ceo sets out to Nurse st. ViNceNt, st. mary’s aNd st. Nicholas hospitals iNto the futureLEE MARIE REINSCH TEXT DORSCH PHOTOGRAPHy PHOTOGRAPHY


St. Mary’s Hospital of Milwaukee, including vice president of opera-tions (1992–1994); vice president of inpatient services and nurse executive (1986-1992); director of education and special projects; clinical nurse specialist and evening supervisor.

She earned her master of business administration degree from the University of Wisconsin-Milwaukee in 1992 and she holds a master of nursing degree from the University of Washington, Seattle. Pandl was a Commonwealth Fund Nurse Executive Fellow from 1990 to 1992. She began in health care after earning a bachelor of science degree in nursing from UW-Milwaukee in 1976.

Pandl serves on the board of directors of Horizon Homecare and Hospice, the Columbia College of Nursing and the Business Advisory Council of Cardinal Stritch University, and she's a fellow in the American College of Healthcare Executives.

Choosing the right pathMore than three decades ago, when she committed to a health and medical field education, Pandl wasn't 100 percent sold on the career. Making the decision tougher was the fact that she had no real mentors to ask for information.

"Back in those days, families didn't help their kids discern what career to go into," she says.

Math and science had always been strong points for her, so becoming a doctor or scientist wouldn't have been out of the question. "I didn't think of going into medicine because of the expense of funding my education," she says.

Then again, in the early 1970s, despite the women's revolution, fewer ca-reer paths were forged for women than are available to women today. "In those days, women either went into nursing or teaching," Pandl says.

She credits an elder, respected cousin with her choice to enroll in the nursing program at UW-Milwaukee. "I always wanted to be like her; she was someone I emulated."

Pandl's leadership abilities catapulted her into administration, says Mary Linn, cousin, as did her communication skills. "She's a terrific leader and an excellent communicator. She has the ability to reach out and include everybody who needs to be part of the process so people don't feel like their input isn't important. She brings people who have a stake in an issue together and doesn't exclude people who have something important to say. She keeps people informed and communicates well."

Since taking that path, Pandl hasn't doubted her choice. "I have no regrets; nursing is a great career," Pandl says. "You go into nursing

as an undergraduate, and you can continue into direct patient care or continue on to (other levels) and it's a springboard to a wide variety of other careers."

Nursing taught her many lessons about life and human dignity, she says. “You share in the patients' most intense moments, like the birth of their first child, or their most vulnerable times, when they have to cope with some significant loss of body function or loss of a limb or are paralyzed, or when you work with a family through their grieving."

In her early years as a nurse, Pandl worked in the burn unit of a Mil-waukee-area hospital, a job she calls inspiring, rewarding and life-changing. "That environment encompasses the body, mind and spirit of patients," Pandl says.

She relished the complexity and intensity of it -- critical patient care, complex technology and complicated emotional care of patients. "It was a challenge. I really do like a challenge," she says. She worked there 2 1/2 years before going to Seattle to earn her master's degree with an emphasis in traumatic injury and burns from the University of Washington. "She gets her energy level from her mother," says her hus-band, Jimmy. Her work ethic comes from having to work her way through

school, starting with high school.Pandl and her husband Jimmy have four children ranging from 28 to 14. Their two elder sons, Zach and Conor, are married and living in New York City and St. Louis, respectively. Their eldest daughter, Jenny, graduated in spring from UW-Madison with a degree in English, and their youngest daughter, Carly, is a ninth grader at Notre Dame Academy in Green Bay. The fact that Carly had just finished eighth grade and would be transitioning into high school anyway factored into Pandl's decision to take the Green Bay job, she says.

She called the city "a gem of a community" for its arts, people and proxim-ity to water. She gave high marks to a performance of "The Music Man" at St. Norbert College and says she intends to take in a lot of theater. She and Jimmy were season ticket holders at the Milwaukee Repertory Theater and enjoy the arts.

The people of Green Bay have a terrific reputation, Pandl says. "People told me they would be warm, friendly, down to earth and hard working, and I've found all that to be true."

Pandl says evolution is on the horizon for the hospitals. "We will absolutely change, but my goal is to make sure people are re-spected," she says. "To sustain our mission we need to become more efficient, but we will make sure people are respected, because that is also part of our mission."

"When I looked at the values of the organization, this really called to me." -Therese Pandl, president & CEO,

eastern Wisconsin division, Hospital Sisters Health System


Manufacturing has deep roots in Wisconsin, dating back to the 1840s when the first Wisconsin factories opened. Since those humble beginnings, lakeshore cities from Kenosha to Green Bay and river towns like Beloit and Janesville have thrived, producing everything from paper to automobiles. The industry is so vital in Wisconsin that in May the state became the national leader in the percentage of its workforce em-ployed in manufacturing.

Now entering its 10th year, the Manufacturing Awards of Distinction seeks to honor companies that have achieved excellence in manu-facturing in the seven Northeast Wisconsin counties. Coordinated by Advance, the economic development arm of the Green Bay Area Chamber of Commerce, the Manufacturing Awards of Distinction are presented every November.

“With 24 percent of employment in our region attributed to the manufacturing sector, this segment is one of the primary drivers of our overall economy,” says Fred Monique, vice president of Advance. “The Manufacturing Awards of Distinction event is an opportunity to recognize, pub-licize and celebrate the achievements of manufacturers in this critically important sector for the continued economic viability of our respective communities.”

Nominees are judged based on sta-bility within the marketplace and/or long-term business history; demonstration of continued growth, in job creation and/or capital investment; innovations in technology and/or business processes; visionary leadership within the industry and busi-ness community; and corporate citizenship, including involvement in community affairs and development.

Awards categories are based on company size: small (1-99 employees); medium (100-299 employees); and large (300 or more employees). There is also an award for use of technology, and exporting. New this year is the Innovate 360 award, which seeks to commend companies dedicated to sustainability.

“Many companies—whether for regulatory, cost savings or corporate cul-ture reasons—are participating in practices and developing processes and products aimed at reducing their impact on natural resources,” says Jessica Beckendorf, associate vice president of economic development at Advance. “This award seeks to recognize and applaud their efforts.”

This year’s awards will be presented Thursday, Nov. 5, at the KI Conven-tion Center in Green Bay. The event will begin at 6 p.m. with a cocktail reception, followed with dinner at 7 p.m. and the awards program at 8:15 p.m. The cost to attend is $45 per person.

“Given the significant presence of the manufacturing sector in Northeast Wisconsin, we are honored to show support and recognition by hosting this event,” says Beckendorf. “I encourage others to show area manufac-turers that they are appreciated by attending the awards ceremony.”

Last year’s awards recipients were Nicolet Plastics, Inc. (small), N.EW. Industries, Inc. (medium), Pioneer Metal Finishing, LLC (large), Orion Energy Systems (industrial technology) and Sanimax (export manufacturer).

Neal Verfuerth, chief executive officer at Orion Energy Systems, says, “We’re proud of this award as it validates the important contributions forward-thinking manufacturers in Northeast Wisconsin bring to the local, state and national economy through job creation and the de-velopment of innovative technologies that will be key to our country’s economic revival. We attribute much of our success to being well-posi-tioned in Wisconsin where the workforce is second to none.”

For more information or to register for the awards dinner, contact Beckendorf at 920-496-2113.

KATIE STILP TEXT

Celebrating 10 years of manufacturing

“Given the significant presence of the manufacturing sector in Northeast Wisconsin, we are honored to show support and recognition by hosting this event.”

-Jessica Beckendorf, associate vice president of economic development, Advance.


MANUfACTURING AWARDS Of DISTINCTION 2008Fewer than 100 employeesNicolet Plastics, Inc.

100-299 employeesN.E.W. Industries, Inc.

300 or more employeesPioneer Metal finishing, LLC

Industrial TechnologyOrion Energy Systems

Export ManufacturerSanimax

MANUfACTURING AWARDS Of DISTINCTION 2007Emerging ManufacturerNorth Wood flooring, LLC

100-299 employeesRobinson Metal, Inc.

300 or more employeesPaper Converting Machine Company

High-Tech ManufacturerEnzymatic Therapy, Inc.

Export ManufacturerGreen Bay Machinery Co., Inc.

MANUfACTURING AWARDS Of DISTINCTION 2006Fewer than 100 employeesS & M Tool, Inc.

100-299 employeesWausaukee Composites, Inc.

Emerging ManufacturerSéura, Inc.

High-Tech ManufacturerENCAP, LLC

fRIENDS Of MANUfACTURING AWARD 2006For outstanding commitment to the strength of manufacturing in the regionHiTech Enterprises, Inc.

MANUfACTURING AWARDSOf DISTINCTION 2005Fewer than 100 employeesCulinArte’ Marketing Group, LLC

300 or more employeesWisconsin Aluminum foundry Company, Inc.

High-Tech ManufacturerWS Packaging Group, Inc.

Judge’s ChoiceCommitment to Strengthening ManufacturingIn Northeast WisconsinNorthport Corporation of St. Cloud

MANUfACTURING AWARDS Of DISTINCTION 2004Fewer than 100 employeesAhlstrom-Green Bay

100–299 employeesTufco Technologies, Inc.

300 or more employeesBay Shipbuilding Co.

Emerging ManufacturerHygenitec, LLC

E-Commerce ManufacturerWS Packaging Group, Inc.

Judge’s Recognition For the Advancement of ManufacturingIntegrated Manufacturing Academy/Preble High School

MANUfACTURING AWARDSOf DISTINCTION 2003Fewer than 100 employeesfosber America, Inc.

100–299 employeesTufco Technologies, Inc.

300 or more employeesWS Packaging Group, Inc.

ExporterThe Hudson-Sharp Machine Co.

Emerging ManufacturerGreen Bay Converting, Inc.

E-Commerce ManufacturerWS Packaging Group, Inc.

MANUfACTURING AWARDS Of DISTINCTION 2002Fewer than 100 employeesGremar Metal Industries, Inc.

100–299 employeesBadger Paper Mills, Inc.

300 or more employeesManitowoc Ice, Inc.

ExporterBay Tek, Inc.

Emerging ManufacturerVelocity Machine, Inc.

Judge's Choice AwardBusiness Innovation ExcellenceMVP Machine Solutions, Inc.

AWARD RECIPIENTS PRIOR TO 2002WinsertValley Packaging Supply Co.Romo, Inc.PDQ Manufacturing, Inc.Megtec Systems, Inc.KIBelmark, Inc.Anamax Corporation (now Sanimax)Coating Excellence International

Past recipients of theManufacturing Awards:


ONE HUNDRED yEARS.That’s how long Bellin College has been educating nurses in the Green Bay community. When Julius J. Bellin, M.D., founded the Deaconess Sani-tarium Training School in 1909 offering a Diploma in Nursing, William Taft was our 27th president and the greatest discoveries and events of the 20th century were stories yet to be told.

And now almost a decade into the high-tech 21st century, Bellin College has opened its doors to a brand new campus at 3201 Eaton Rd. just off Highway 43 in the growing Village of Bellevue.

Ground was broken for Bellin College-Shopko Campus in July 2008. For CEO Jane Muhl, now in her sixth year as president, the dedication on Sept. 10 of the $14-million campus was a moment in time she’ll forever relish. Students began classes Aug. 31.

“It has been an emotional high unlike any I have experienced,” she says. “When I reflect upon all that’s been done to get us to this time, when we’re welcoming our students to our own campus that was designed as a state-of-the-art academic facility, it makes my dream come true. I believe it hon-ors Dr. Bellin, who first started the education of nurses, and has been the passion of our current board of trustees in providing a beautiful college where excellence in education can thrive now and into the future.”

NANCy BARTHEL TEXT MIKE ROEMER PHOTO PHOTOGRAPHY

BELLEVuE BECOMEs A HIP college town

Students are shown the new simulators at Bellin College.

COVER STORY


Not only is this building project about the future of Bellin College. It’s also provides a look into the future of the Village of Bellevue.

“This is a great addition to our future downtown district and is comple-mentary to the other businesses and organizations in the area, such as the YMCA and Bellin Clinic,” says Aaron Oppenheimer, Bellevue village administrator. “We anticipate the college will serve as a catalyst to attract additional businesses to our community.

“The Village of Bellevue is excited to welcome the administrators, faculty and students to their new facility in Bellevue. Members of the Bellin Col-lege board of directors and executive team have been a pleasure to work with as we moved through the ap-proval process,” he adds.

Located just down the block from Bellevue’s Public Safety Building and in eyesight of the Bellin Health Family Medical and Wellness Cen-ter and the area’s newest YMCA, Oppenheimer says Bellin College is the perfect addition to the village. “I look forward to being asked in the future ‘Are you from Bellevue? Isn’t that the home of Bellin College?’ as we dedicate this new facility, Bellevue transitions from a sleepy suburban community to a hip college town.”

About Bellin CollegeBuilding of the new Bellin College-Shopko campus (Shopko, Inc., gar-nered naming rights with its donation of $1 million) was seemingly the next logical step during a busy five-year period of change.

It was 25 years ago, in 1984, when Bellin College was reincorporated as the Bellin College of Nursing and began offering its first bachelor of science degree in nursing.

In 2004 Bellin College began offering two master’s degree programs, one in administration and the other in the much-in-demand field of nurse education. And it was just last year, in 2008, that Bellin College of Nursing was granted accreditation to offer the bachelor of science in radiologic sciences (BSRS) and to offer liberal education courses.

With the addition of the radiologic degree program, the college officially changed its name from Bellin College of Nursing to simply Bellin College. And today Bellin College offers several ways to become a degreed nurse. There is the traditional four-year nursing degree done in collaboration with other area campuses, most notably the University of Wisconsin-Green Bay and St. Norbert College in De Pere, which provide general studies. Bellin College also offers a highly successful and intensive fast-track nursing program that allows already degreed professionals to earn their bachelor’s in nursing during a 15-month program.

And with adaptability and meeting student needs an important part of what Bellin College is all about, there is also a sophomore transfer option.

For the past number of years Bellin College had as its home 29,000 square feet of space at 725 S. Webster Ave., the former psychiatric center, just across from Bellin Hospital. Bellin College is a wholly owned subsid-iary of the Bellin Health System. In this building Bellin College shared space with a Bellin Health clinic and Bellin Hospital.

A couple years ago Muhl says it became clear that with Bellin College turning away students the college board of trustees needed to make plans for a new campus. It was in 2007 when they set a goal of six months to raise their initial $5 million during a quiet community endeavor.

Lots of room nowAs a result, Bellin College has lots of room now. With three levels of usable space, it sits on a roomy 17.5-acre parcel of land. In fact, the grounds are so spacious that if you don’t know what you’re looking for, you might just miss the college entirely because of how it was positioned well off the street. This was done intentionally to create a peaceful atmosphere where com-munity can be cultivated on campus, says Muhl.

Gone are the days when students need to be shuttled from outlying parking lots, worrying about be-ing late for class. Instead students and faculty have plenty of on-site parking. And at more than 73,000 square feet, there is not only plenty of room for today’s 300 students but for a planned student popula-tion of 600.

The architecture for the project was done by the McMahon Group of Neenah. Craig Sachs served as lead architect. He worked with partnering engineer Gary Schneider of Raasch Associates, Inc., Green Bay, to capture the futuristic spirit that Bellin Col-lege was looking for.

The distinctive architectural features of the college are its unique, gently curving swoop at the front of the building and a grand curtain wall of win-dows in its centerpiece atrium. The swoop theme is continued throughout the building and, according to Matt Rentmeester, vice president of devel-opment and public relations, the swoop has served to help rebrand Bellin College with a new look and redesigned Web site at bellincollege.edu. “It’s our signature,” says Muhl of the swoop, explaining it speaks to innovation and the future.

Bellevue was “absolutely excellent” to work with, continues Muhl. “They were looking to the future to help Bellevue grow,” she says, adding, “We want to be very good citizens to the village.”

The new campusWhat did students find when classes began Aug. 31?

First of all, the entire campus is wireless. There are also five high-tech classrooms, the largest of which is tiered. Each features the latest in au-dio-visual technology and each seat in every classroom has a plug-in for a laptop computer. “It was not planning for today,” says Muhl of the technol-ogy. “It was planning for today and the future.”

There are also seven state-of-the-art labs and one radiologic sciences lab featuring a digital imaging X-ray machine. There are also two skill labs, two health assessment labs, one practice lab, one state of the art simula-tion lab with two high-fidelity interactive mannequins and digital recording of skills at the bedside.

The atrium and a variety of small conference rooms are available for group work and the library is three times the size of the previous library. Available for use by all health professionals in the Bellin Health system, it’s also the first established library in the Village of Bellevue and features

“When I reflect upon all that’s been done to get us to this time, when we’re welcoming our students to our own campus that was designed as a state-of-the-art academic facility, it makes my dream come true.” -Jane Muhl, president/CEO, Bellin College


a variety of study areas for students. It is named the Hendrickson Library in honor of local philanthropists Phil and Betsy Hendrickson who made a sizeable donation to the college and served as honorary chairpersons of the fund-raising drive.

There’s also a computer resource center with desktop computers. In ad-dition there’s a health and wellness center for students, faculty and staff and the “BC Express,” a grab-and-go cafeteria.

A corridor is being named in honor of Bellin College alumnus Karen Pe-terson Brukardt. A 1966 graduate, she and her husband Gary also made a substantial donation to the college.

Landscaping will include paved memorial brick pathways and walking trails. Wellness is a big part of what Bellin College is all about, emphasizes Muhl.

And so is community. It’s something Muhl says the board of trustees hoped would evolve at the new campus and that’s exactly what’s happening.

Mary Kate Stefanowski, a Bellin College sophomore from Wadsworth, Ill., says she was amazed when she walked in the doors for orientation and even more amazed once classes began. “I really like it,” she says. She attends classes at Bellin College on Wednesdays and Fridays and is doing her general studies at St. Norbert College. “It’s very open and nice and you can find different places to study and meet new people in group projects.”

She says she quickly felt the sense community that’s being built at the new Bellin College-Shopko campus. She attended one year of nursing school elsewhere, then decided to transfer to Bellin College where she had attended a summer nursing camp while in high school. It was at Bell-in, “I fell in love with nursing,” she says.

“You’re not a number,” says Stefanowski of Bellin College. “You don’t have to wait to get into the program.”

Laura Arcaro echoes her sentiments. She’s a sophomore transfer student also at St. Norbert College who couldn’t decide if teaching or nursing was her calling. With the flexibility studying at St. Norbert provides, she now knows her future lies in nursing. “I love it,” says the Libertyville, Ill., native. “It’s just so high tech.” And the building itself, “It just keeps everyone together.”

Comments like those are music to Muhl’s ears. “It was my dream job,” she says of her appointment six years ago as president/CEO. Originally from Iowa City, she had previously taught nursing at the UW-Green Bay before joining Bellin College to develop the master’s degree program.

Build for the futureThe college board of trustees worked hard to get the new Bellin College-Shopko Campus right, says Muhl.

Focus groups were a big part of the planning process. “What do we want it to look like? What do we need? This is our wish list … this is our essential ‘have to’ list,” she says. Critical ele-ments that were discerned included parking, a secure location, accessibility to medical facilities for clinical training, and room to grow. Bellin College is conveniently located from the County

JJ exit of Highway 43.

And the exploration process took them to other nursing colleges to learn what worked and what they would change if they could. Those visits reaf-firmed what the board of trustees had already decided, says Muhl. “Don’t just build for now, build for the future.”

With that recommendation, the lower level has unfinished space that can be converted to more classrooms and labs as Bellin College grows.

The economic recession has actually meant an upturn in student enroll-ment. And though some recent graduates have had to take part-time positions after recent graduations, Muhl says she’s encouraged by what she’s learned serving with the Green Bay Area Chamber of Commerce’s Partners in Education and the Workforce Development Committee. Be-cause of the recession some medical professionals who had intended to retire have put it off, she says. But once the economy starts to make an upturn, those professionals will begin retiring, making more room for recent graduates.

Building a culture of leadership, community service and lifelong learning is the goal of the new Bellin College-Shopko Campus and so is maintaining the tradition of the past 100 years. Rentmeester is working on historic photo displays that will be on exhibit and alumni were an important part of the 100th anniversary dedication celebration.

And on that first day of classes Aug. 31, Muhl saw everything fall into place. “It was awesome to stand on the second floor balcony and watch the stu-dents pull into their own parking lot,” says Muhl. “Their looks of pleasure in seeing the outside of the building – their building – was delightful.

“As they entered the atrium, they kept looking from side to side, admiring the large atrium space, with soft seating, tables and chairs and space enough to relax or work. Some just stood there – others walked around – some went right to a table, opened up their laptop and started checking their email in our wireless environment.

“The ‘oohs’ and ‘aahs’ continued as they saw their lounge area and then went to clapping when they saw the large tiered classroom where we held their orientations. They encouraged our staff as we tried to look compe-tent when showing videos of the construction process and it took us a little fine tuning to get all the electronics in sync.”

In the end, everyone’s reaction was unique, says Muhl. “From ‘Oh, my goodness, look at these labs with talking, breathing mannequins’ to ‘I think I might get lost in this library’ to ‘Which way do I go to get to my class-room?’ to ‘Thank you so much.’”

Bellin College showcases a unique, gently curving swoop at the

front of the building, a signature of the college that speaks to

innovation and the future.


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While America wrestles with an economic downturn reminiscent of the Great depression, many area CeOs are taking bold actions to combat the specter of a prolonged recovery period. For many, it is not about merely taking measures to get through a rough spot until the economy improves. Instead, business leaders are looking to employ new strate-gies that promote long-term organizational strength.

Between 1929 and 1932 Americans watched their income plummet from $82 million to $42 million. Fueled by a fantasy stock market and real estate speculation, the Great Depression lingered through two presidential administrations before a world war finally ended the economic misery. Local CEOs like Brian Katers of Promotional De-sign, Inc., a purveyor of advertising specialties and business gifts, are looking at ways to not only survive but thrive during the long recovery period. For Katers, flexibility and speed is the key.

“You have to be able to move quickly. You have to be quick to analyze and modify your business model,” says Katers. Katers and Promotional Design now favor casting a wider net to include municipal entities in their customer base. It is the one market segment enjoying an influx of revenue allocated through the federal government “stimulus” package. Government-allocated money tends to get spent regardless of the

economic outlook. So, looking to municipalities for a new customer base makes sense to Katers. Combined with a stronger focus on their traditional base, PDI has been able to garner some new customers in these turbulent times.

Like all businesses faced with a challenging economic outlook, PDI has adopted a tighter cash-flow management strategy by placing greater scrutiny on expenses, and by moving from a quarterly to week-ly outlook. Modifications like this have helped PDI weather the storm. Katers feels that the primary lesson gleaned from the nation’s worst economic downturn is the necessity for timely action. “You don’t have the luxury of waiting. You need to adapt,” he says.

Troy Strechenbach knows about adaptation. Managing three Green Bay eateries, each offering different products and price points, has challenged Strechenbach to look at creative ways to adapt to a tighter market and increased inventory costs while still maintaining strength. Whether it’s Jimmy Seas, Marcos or Stir Ups, the strategy has been to look at new models of efficiency. It started with a six-month forecast and a close examination of resource allocation.

For Strechenbach it meant making tough decisions regarding human capital and investing in more technology to increase efficiency. IT and marketing positions have been subcontracted in an effort to reduce costs, and price points have been adjusted at Marcos to offer a more

A wholenew worldwhat Ceos and CFosare doing differently

MICHAEL E. TELzROW TEXT JOSH BEATON PHOTOGRAPHY


affordable dining experience in a time when diners are watching their expenditures a little more closely.

With consumer confidence down and the costs of products rising, it has been a challenge to navigate the food service waters. Despite lower demand, product cost remains high and that has forced Strech-enbach to make some capital investments in inventory. None of this came as a surprise to Strechenbach, however. In early 2008 he began a review of cash flow estimates based upon an eight-year history. The downturn was predictable. While some of the strategic plan items were put on hold, Strechenbach began to move forward by reinvesting capi-tal and updating his products. More importantly, he began to look at the downturn as a marketing opportunity.

“One of the biggest mistakes you can make in tough times is a failure to maintain product awareness,” opines Strechenbach. Marketing has become more affordable and Strechenbach has been able to lock into longer term agreements with billboard companies. He believes that maintaining a focus on brand and product awareness is the primary lesson to be learned from the current economic cycle, and combined with an aversion to complacency it offers the best chance for success during the current economic doldrums.

Non-profit organizations are also looking at creative ways to deal with the biggest downturn since the 1930s. Since 1948, N.E.W. Curative Rehabilitation, Inc., a non-profit agency, has worked to promote inde-pendence by providing service to seniors and people with disabilities. John Bloor, president of NEW Curative Rehabilitation notes that funding sources are currently flat but the need for services continues unabated. A downturn in charitable giving is natural in the midst of an uncertain recovery period. Like many companies going into 2009, NEW Curative expected a period of growth. But the near collapse of the economy brought an immediate negative impact on their community employment programs. Moving forward, maintaining a sense of optimism is critical in Bloor’s estimation, and despite the downturn, Bloor acknowledges new

opportunities are emerging. In addition to taking traditional measures to control expenditures, NEW Curative is looking at a non-traditional approach to increase revenue.

“We are looking at ways to develop new streams of income,” says Bloor. “That includes the development of a prime product – something we produce and own. It’s in our strategic plan and we need to get it on the fast track.” For NEW Curative the lessons learned in a recession-ary period have provided impetus to take some risk and develop new initiatives that promise to improve and strengthen the organization’s financial outlook as the country recovers.

Not all businesses are experiencing the pinch, and some like MidWest Chemical & Equipment are actually thriving. Matt Giese, owner of Mid-

West Chemical, is in such an enviable position. His company provides consultation and products to companies with wastewater discharge concerns. The De Pere company employs four people and primarily assists municipalities and food process-ing plants with process chemistries and equipment like chemical metering pumps and pH controllers. It is a comprehensive approach that helps produc-ers control wastewater issues like odor, sewage and sludge quality.

“Our job is to take waste out of wastewater,” says Giese echoing the positioning statement from a recently promulgated branding strategy, and busi-ness is growing. Giese credits his success to strict adherence to seven essential business principles.

Those principles include communication on every level and a periodic business review of every customer. Indeed, in Giese’s estimation com-munication is the key element in securing and strengthening customer loyalty. Recent capital investments have allowed MidWest Chemical to keep that edge. Giese is implementing a new software system that will help him stay in contact with his customers.

But it is more than just communication that drives MidWest Chemical’s success. A commitment to providing the most economical approach through precise process controls saves customers money and helps build confidence and consumer loyalty. It’s an approach that is particu-larly attractive to municipalities looking to shave operational costs in an environment where chemical expenses continue to rise.

So what are the big lessons to be gleaned in the middle of a tough recession? For MidWest Chemical the lessons are clear: provide con-sistent communication and customer service, avoid credit if possible and keep a tight rein on your cash flow.

Many businesses were caught flat-footed when the market downturn struck in late summer 2008, but some like Green Bay’s BayCare Clinic

“You have to be able to move quickly. You have to be quick to analyze and modify your business model.” -Brian Katers, CEO, Promotional Design, Inc.


saw the signs much earlier and were able to take decisive action to lessen the damage. “We saw the warning signals as far back as March 2008 and were able to pull money out of the market on the recom-mendations of some of our doctors and financial advisors,” says Chris Augustian, BayCare Clinic’s chief financial officer. “Our finance com-mittee began holding a series of meetings between April and June

to look at expenses from all departments, line by line. We made cost cutting recommendations right about the time Lehman Brothers im-ploded in August 2008.”

So prescient financial advisors and doctors were able to position BayCare Clinic to attack the downturn before it became a reality. They froze wages for 2009 but there were no layoffs and employee benefits remained the same, including profit sharing. Moving forward Augustian expects to maintain the employee base while bringing in people in targeted areas, and the new strategic plan calls for salary in-creases in 2010. “We don’t want to lose good people,” says Augustian.

By conducting comparable salary surveys BayCare is able to adjust accordingly to remain salary competitive.

While BayCare Clinic has made it a priority to invest heavily in its em-ployee base, it has also implemented strategies that have reduced costs in other areas. Many BayCare Clinic physicians practice their profession in leased facilities adjacent to the Aurora Baycare Medical Center. With those leases coming due in 2011, Augustian says Bay-Care has been able to renegotiate them at a 10 percent reduction. “We simply say, the cost of space is going down and there are vacancies.”

The next step involved taking a close look at vendor relationships. By favoring an approach that promised exclusivity, BayCare Clinic was able to reduce costs significantly.

It’s no secret health care costs account for a major portion of employee-related expenses. BayCare is a self-insured entity and they have taken

some innovative steps in reducing costs and improving health at the same time. Three years ago they began to implement a dif-ferential premium program. Good individual health decisions were rewarded with lower premiums. Non-smokers received discounts, while those who engaged in higher risk ac-tivities paid higher premiums. The next step was developing a health risk assessment for employees to reduce risk over time. With 40 percent of the employee base considered obese, it was time to implement a program that would encourage a healthier lifestyle.

“We want to be the healthiest company in Green Bay,” says Augustian. “Healthier employees are more efficient.” In 2010 a new program will evaluate the health of each employee, checking among other things blood pressure and body fat. Those who require help will be able to avail themselves of a program that

will provide physical fitness consulta-tion twice per week and a quarterly evaluation.

BayCare Clinic’s innovative health care approach and its commitment to its employees are just two pieces of the strategic puzzle. For Chris Augustian the customer is the bottom line when looking at business costs. “It comes down to the customer,” opines Augus-tian. “Are our expenditures beneficial for our customers?”

In these uncertain economic times area business are using myriad ways to ensure future viability. While their ap-proaches may differ there is a common thread running through each. In periods

of economic turbulence and slow recovery periods, it pays to plan ahead, take decisive action and don’t cut your marketing budget.

In Giese’s estimation communication is the key element in securing and strengthening customer loyalty.

“We want to be the healthiest company in Green Bay. Healthier employees are more efficient.” -Chris Augustian, CFO, BayCare Clinic

BBJ JUNE/JULY 09 | 23

Inspiration resonates. Enthusiasm elevates. Colleagues join together in the spirit of accomplishment and triumph. That’s a meeting – a meeting at the Atrium.

To gather. To share.

Connect in the Atrium at Lambeau Field.

920.569.7515www.Lambeaufield.com

© Green Bay Packers, Inc.

Making wine used to be an activity based on getting your feet wet. For thou-sands of years, feet were used to stomp grapes and make wine. And when Lucille Ball glamorized the tradition by stomping on grapes in a memorable episode of “I Love Lucy” in the 1950s, many Americans thought this was indeed the way people made wine. However, stomping grapes to produce wine has been banned since the end of the 20th century.

Wine making has since evolved to become a process that is part science and part art. This process is being perfected by two area winemakers to bring the quality of wine to the people of Green Bay and beyond.

Maria Milano and her husband Steve Johnson began Parallel 44 Vine-yard & Winery in Kewaunee after watching their fathers make wine for family celebrations.

Captain’s Walk Winery also began in the family, with co-owners Aric and Brad Schmiling branching off from their sister winery, von Stiehl Winery, which had been in their family since 1981. After Aric and Brad purchased von Stiehl Winery from their parents in 2003, the pair began thinking about starting another winery. In May 2007, the thought became reality as Cap-tain’s Walk Winery opened on Adams Street in downtown Green Bay.

Captain’s Walk and von Stiehl have three vineyards in Wisconsin. Parallel 44 began in 2005 as a vineyard before opening the winery in 2007.

The fall harvestHarvesting happens in mid to late August for Captain’s Walk. For Parallel 44, the harvesting happens at the end of September or early October. The exact time depends on how warm the season was, the sugar content in the grape and the vineyard location.

After the grapes are picked, equipment destems the grapes and creates a must, the first step of wine-making. “The grapes are kind of smushed and opened up so they’re ready for yeast to be added and kick off fermentation,” Milano says.

The process then varies, depending on if you’re making a white or a red wine. “If you’re making a white wine, then you take that must and press the juice immediately off the skins because it’s that skin content that’s going to give you a white wine versus a red wine. Then you start fermentation by adding yeast to the juice,” Milano says. “If it’s a red wine, you might leave it on that must for a period of time to get the tannins and the color where you want it to be and then press it off the must and start fermentation.”


SPOTLIGHT ON THE ARTSTEXT KATIE STILP PHOTOGRAPHY SUBMITTED

Making tastebuds hum with wine

“The whole process could be anywhere from four months up to easily three years to actually get it to the bottle.” -Aric Schmiling, co-owner, Captain's Walk Winery

Tannins are found in red grape skins and they can be harsh at first. By letting the wine sit and then later aging the wine, it softens the tannins and takes away from the dry and puckery feeling the wine would have if the tannins had not been soft-ened, says Aric Schmiling.

Back at the holding facility, pH levels are adjusted and the wine is left to ferment, anywhere from two to three weeks.

“As the wine ferments the yeast consumes the sugar in the juice and gives off three byproducts—carbon dioxide, which bubbles off, alcohol, and heat,” Schmiling says. Because the process of yeast consuming sugar creates heat, the tanks are cooled to moderate the temperature and maintain the purity.

Once the wine is fermented, it is pumped to a clean tank and allowed to age four to eight or nine months. Wine can also be barrel aged anywhere from four months to two years, depend-ing on the type of wine desired. Once it’s aged, it is filtered and bottled. Bottling can be done by hand or semi-automati-cally or fully automatically.

“The whole process could be anywhere from four months up to easily three years to actually get it to the bottle,” Schmiling says. “On average, it’s about four to eight months for most wines but for the dry reds, those take a couple years because we’ve got the barrel aging time.”

Milano agrees, saying, “It can be a pretty time-consuming process and you have to have patience. It’s part art and part science and you really can’t rush the process.”

The five S’s of wine tastingSEE. “Look at the color of the wine—either red or white, you don’t want it real yellow or clear like water if it’s a white,” Schmiling says. “If it’s a red, depending on the type of grape, it can be a real dark pink color to a lighter red color.”

SNIff. Before swirling, you want to smell the wine to try and deci-pher what it smells like. “When I smell wine, I always close my eyes because it’s one less sense and you can concentrate on what you’re smelling,” Schmiling says.

SWIRL. Hold the wine at the base and lightly swirl the wine in the glass. “This releases the aroma,” Milano says.

SNIff. Smell the wine again to see if you notice a change.

SIP. finally, take a big sip of the wine. “Let it float around in your mouth and experience the different flavors,” Milano says.

Parallel 44 Vineyard & Winery established its vineyards in 2005, planting almost 5,000 vines, before opening the winery in 2007.


Equal parts art and scienceThe science portion of wine making deals with balancing. “You’re balancing acidity, sugar, tannins and alcohol. That’s what you’re balancing in a wine,” Milano says.

The art is also in sampling to get the desired flavor. “You’re still tasting the wine because chemistry doesn’t tell you everything,” she adds.

Schmiling agrees, saying, “Part of the art is what you start with, as far as the actual yeast you choose to ferment the juice with. There are well over 100 different varieties of yeasts.”

Winemakers can also adjust the time and temperature at which fermenta-tion takes place to change how the wine will taste.

So how does a wine get its distinct taste? “The bottom line in what makes a wine unique is a grape varietal,” Milano says. “When you hear that it’s got grapefruit tones or citrus tones, what you’re really talking about is the es-sence of the grape. Sometimes you can play with it.”

An experiment for the tastebudsIn addition to balancing, blending wine has become a popular practice that both Captain’s Walk and Parallel 44 have dabbled in. This process

takes several grape varietals and offers a unique, specific-tasting wine. “You can put a few wines together to get a certain taste you think the customer is going to like. That’s where the art of winemaking comes in,” Schmiling says.

For Schmiling, winemaking is similar to cooking. “Generally when you go from one winery to the next, if two wineries start with the same juice or grape, those two wines will never be the same. It’s basically like giving two people the same recipe for spaghetti or lasagna or something; everybody has their own unique twist to it.”

How long the wine ages, the climate the wine is aged in and the ripeness of the grape can all be adjusted by the wine maker to determine how the wine is going to taste in the end, Schmiling says.

There are a number of factors that can play into how a wine will taste, but for Schmiling, less is more. “Something I learned back in graduate school is the fewer things you do with the wine—the fewer times you pump it and the fewer times you open it up and expose it to oxygen, the simpler you can stay with it—the more true to its origin of that grape taste it’s going to be,” he says. “That’s what I always try to go for and it seems to work well.”

Now that the wine has been made and bottled, it’s time for the fun part—tasting. For the proper way to taste, see the five S’s of wine tasting.

“The thing I find most amazing about tasting wine is that 90 percent of what you taste comes from what you smell,” Milano says. “Only 10 percent is what you feel when you actually put the wine into your mouth. That’s why you’ll see the swirling and the sipping of wine because 90 percent of the experi-ence comes from the aromas and what you’re breathing in and 10 percent is actually what you experience when you taste the wine.”

No matter what your taste, there is a wine for everybody, Milano says. “There are so many different flavors of wines to experiment with. The way to really figure out what you want is by experimenting and sampling,” she says.

“[Wine-making] can be a pretty time-consuming process and you have to have a certain amount of patience. It’s part art and part science and you really can’t rush the process.” – Maria Milano, Parallel 44 Vineyard & Winery

Captain's Walk Winery assists visi-

tors in experiencing the five S's of

wine tasting by offering samples in

their downtown Green Bay location.


the Federal Government in the 1920s. Kreuger repeatedly dismissed the requests for a detailed statement of earnings, and considered the appeals almost laughable. He finally responded to the persistent Commis-sioner O. Hibma, by submitting a report showing the increase in assets of International Match; only on paper, of course. When the markets crashed in 1929, Kreuger’s companies did not, which finally generated suspicion in his finances. In 1932, the Swedish government obtained search war-rants to collect documents and auditors began scouring the books. The morning before a meeting with international bankers and legal advisors, Ivar Kreuger died in his Paris apartment of a self-inflicted gunshot wound. He left a legacy of investor, bank and government bankruptcies, and a list of 15,000 creditors.

Kreuger remains an enigma, even after reading this thoroughly researched book. The author’s premise that everyone wants to be fabulously wealthy does not adequately explain Ivar Kreuger’s motives. Was Kreuger obsessed with risk-taking? Suffering from a childhood deprivation? What would compel someone to build his life on a house of cards, uh, matchsticks?

BOOK REVIEWREVIEWED BY EILEEN BELOW, BROWN COUNTY LIBRARY

Bernard Madoff’s idol must have been Ivar Kreuger, a Swedish-born industrialist, financier and swindler who resorted to shell companies, “creative” accounting and even forgery to achieve success in the 1920s. Fresh off the original Ponzi scheme, an alarming number of investors were hoodwinked by Kreuger’s schemes and lies.

The lowly kitchen match formed the basis of Kreuger’s empire. The family business became a monopoly in Sweden as it merged with and acquired small match companies, then bought the companies that produced the raw materials. He secured match monopolies in Europe, making loans to war-torn countries to help with their reconstruction. International Match at one time controlled 75 percent of the world’s match production.

The exhilaration and excitement in America following the First World War provided the perfect opportunity for Kreuger. He quickly estab-lished himself with a prominent bank and got them to sponsor a ma-jor bond offering. He also found an accommodating accountant to do business with a questionable Swedish accounting firm. While Charles Ponzi’s scheme lasted a few months, Kreuger’s companies paid double-digit dividends for nearly 20 years.

The interest from the loans and the profits from the match compa-nies could not begin to cover the payouts investors were receiving. Kreuger’s maxim was, “Silence, silence and more silence.” He made himself unavailable, even to close associates; claimed ownership of 30 unidentified companies; held important meetings by passing notes; ignored queries about financial statements; and presented half-page financial reports. It is small wonder that he was paranoid about anyone visiting his companies.

Kreuger also dabbled in construction, mining, a telephone company, a restaurant, banks, real estate, films and even ball bearings. He enjoyed celebrity status, rubbing elbows with Herbert Hoover, Mary Pickford and Douglas Fairbanks. He also discovered and dated his countrywoman, Greta Garbo. Kreuger hired actors to portray foreign dignitaries, and was not above using shills to create enthusiasm among gullible investors. By 1928, he was the world’s top financier. Kreuger was charismatic, but could alsobeextremelyrude.HerefusedtoattendthefuneralfortheQueenofSweden because he did not like the spot offered him in the procession.

Surprisingly, there were few serious queries into his finances. The most notable exception was from the Security Division of the Wisconsin Rail-road Commission. Securities regulation was handled by the State, not

Additional titles available at the

Brown County library

n Fooling Some of the People All of the Time Einhorn, David Wiley, John and Sons, Inc. 2009

n Investing in a Sustainable World: Why Green is the new Color of Money on Wall Street

Kiernan, Matthew J. AMACOM. 2009

n The Wall Street Journal Guide to the End of Wall Street as We Know It: What You Need to Know about the Greatest Financial Crisis of our Time—and How to Survive It

Kansas, Dave HarperCollins. 2009

THE MATCH KINg: Ivar Kreuger, the Financial Genius behind a Century of Wall Street Scandals

AUTHOR Frank Partnoy PUBLISHER Public Affairs, 2009

CHAMBER NEWSGO TO www.titletown.org fOR THE LATEST UPDATES IN CHAMBER NEWS AND EVENTS

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The Vet Center hosted a ribbon cutting at its Ashland Avenue location on Monday, Aug. 24. Among the attendees were Sen. Russ Feingold and Rep. Steve Kagen.

More than 150 people turned out for the Be A Social Media Rock Star event hosted by the Chamber on Wednesday, Aug. 12, at the F.K. Bemis Center. Tommy TRC, one of the most avid Twitterers, kicked off the event.

Innovativeness was the subject of September’s well attended Business & Breakfast. Pictured are (from left): Karen Gunderson, Bird’s Eye Foods; Gretchen Gilbertson, SEURA, Inc.; Naletta Burr, Dimension IV; and Ned Cain, Cain Designs.

The AmeriInn Green Bay East location celebrated its ribbon cutting on July 30. Hotel Manager Michelle Angell is pictured readying for the ribbon cutting.

Drs. Julie and Skip Wyss of Wyss Clinic of Chiropractic hosted a ribbon cutting on Aug. 1 at the clinic’s Curry Court location on the east side of Green Bay.

The Leadership Green Bay Welcome Breakfast kicked off with introductions by Sham Van Ark, Advantage Office Solutions, and Toni Burnett, The Children’s Museum of Green Bay.


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BBJ October-November 2009