Northern Indiana Lakes Country ENTERPRISE …steubenedc.com/uploads/page/Enterprise_Center_-_Business_Plan_w...Northern Indiana Lakes Country ENTERPRISE CENTER ... 330 Intertech Parkway

Northern Indiana Lakes Country

ENTERPRISE CENTER

Development & Operation Plan

March 2015

Steuben County Economic Development Corporation 330 Intertech Parkway Angola, IN 46703 260‐665‐6889

www.steubenedc.com

Table of Contents

Executive Summary Page II. Project Description 1 III. Products & Services 2 IV. Development Plan 10

1. Acquisition 2. Existing Conditions 3. Immediate Development Plan (0 – 12 months) 4. Long‐term Development Plan (12 to 36 months)

V. Operation Plan 14

1. Management & Organization 2. Admission Policies 3. Market Analysis 4. Marketing Plan

VI. Financial Projections 25

1. Summery Capital Expenditures Budget 2. Financial Projections (No Mortgage) 3. Financial Projections ($360K USDA Mortgage)

VII. Appendices

Executive Summary

The Northern Indiana Lakes Country Enterprise Center is a proposal developed by the Steuben County

Economic Development Corporation, to convert an existing, vacant industrial facility into a center for

business incubation, co‐working, post‐secondary vocational skills training and shared offices for allied

organizations. This proposal seeks to bring together local and regional organizations to improve

efficiencies and focused effectiveness.

While the primary market is viewed as Angola and Steuben County, we see the impact of this project

expanding beyond municipal, county and state boundaries. The Enterprise Center seeks to insure small

and emerging businesses, creative and enterprising individuals and those seeking to improve their skills

have an established, supportive and collaborative home in the region.

The project is intended to evolve and mature rather than be implemented overnight. While this is a

practical expectation, given limited resources, it is also practical for the center to grow into the various

planned services. The capital expenditures necessary to make the Enterprise Center a reality, while

substantial, are not out of reach nor are they too great to anticipate a reasonable return. The return on

investment will include:

1) Rental income necessary for sustainability of the Enterprise Center;

2) Business creation, employment growth and skills enhancement/earnings growth; and

3) Greater efficiencies in workforce and economic development operations.

This project will begin with the acquisition of the subject property, including some 70,000 sq. ft.

(including mezzanine space) situated on 4.23 acres. The property is located approximately one half mile

from the traffic circle in downtown Angola, Trine University and Cameron Memorial Community

Hospital, and one quarter mile from the Steuben County Community Center. The five buildings have

been divided into 11 separate spaces, each with a specific use.


Enterprise Center

Building Inventory Total Sq. Ft.

Proposed Space Use

Estimated Maximum Revenue

Estimated Maximum / Sq. Ft.

Building A1 6,600 Office & Classroom Space $33,000 $5.00

Building A2 8,170 Industrial Training Space $16,340 $2.00

Building B 1,700 Office / Retail Space $12,000 $7.06

Building C (1st Floor) 2,340 Co‐working Space $12,000 $5.13

Building C (2nd Floor) 1,300 Meeting & Event Facility $1,300 $1.00

Building D 3,000 Incubator Space $6,000 $2.00

Building E1 2,570 Facility Maintenance Shop $0 $0

Building E2 12,120 Incubator Space $18,180 $1.50




TOTAL / AVERAGE 62,870 TOTAL COMPLEX $136,425 $2.17

The Development and Operation Plan anticipates a development period to make necessary facility

improvements, as well as marketing timeframe of 18 to 24 months for occupancy. Even after that

allowable development period, it is not prudent to anticipate or plan on 100 percent occupancy at

maximum possible revenue at any time, as some vacancy level should be part of the operation plan. The

30‐ month Financial Projects attached to the Development & Operation Plan is summarized below:

Financial Projection Summary (No Mortgage)

Time Period Estimated Revenues Estimated Expenses Profit (Loss)

July – Dec 2015 $ 18,180 $ 21,530 ($ 2,720)

Jan – Dec 2016 $ 81,620 $ 62,200 $ 19,420

Jan – Dec 2017 $ 109,250 $ 82,510 $ 26,740

Financial Projection Summary ($360K USDA Mortgage 30 Yr. at 2.9%)

Time Period Estimated Revenues Estimated Expenses Profit (Loss)

July – Dec 2015 $ 18,180 $ 27,680 ($ 8,870)

Jan – Dec 2016 $ 81,620 $ 67,800 $ 13,820

Jan – Dec 2017 $ 109,250 $ 92,060 $ 17,190

Several capital investment budgets and estimates are presented throughout the Development and Operation Plan, and Architectural Assessment and Feasibility Study. Here are a few bullet points to help clarify:

Long‐term (36 month) Total: Add the purchase price of $450,000, estimated maximum for training equipment of $300,000 and the total estimates contained in the architectural report and the project is a $2,050,000. The architectural report also noted that all of the improvements suggested were cosmetic in nature as the buildings are structurally sound (“Good” to “Excellent”).

Immediate (12 month) Total: The Development and Operation Plan examines the budget of a

more immediate nature versus long‐term investment. Including the acquisition cost of $450,000, estimated maximum for training equipment of $300,000 and immediate improvements of $285,000, the 12‐15 month budget is $1,035,000 (leaving a balance of $1,015,000).

Minimum Start‐Up (3 months): As all suggested improvements are cosmetic, and as we believe training equipment could be sourced through local employers, grants, donations of equipment and other means, this project can begin with an investment sufficient for the acquisition of $450,000, a budget of $100,000 for the training center and $50,000 for immediate building and property improvements, adding up to an initial investment of $600,000.

Immediate capital expenses include acquisition costs of $450,000, plus costs which will be incurred,

either upon acquisition or over time, as contributions and/or operating revenues support. Immediate

(12 month) capital expenditures include:

Training Center Equipment Budget:

1) 10 Welding Stations @ $7500 ea. $ 75,000

2) CNC Lathe w/ Software 100,000

3) CNC Mill w/ Software 100,000

4) Computer Lab Equipment w/ 20 Stations 25,000

Total Training Center Equipment Budget $ 300,000

Immediate Building Improvement Budget (Jul 1, 2015 – Jun 30, 2016):

1) Building A

a. Classroom Construction (Training Center) $ 50,000

b. Electric, HVAC & Contingencies (Training Center) 20,000

2) Building B Renovations 50,000

3) Building E Renovations 85,000

4) Site Improvements 80,000

Total Immediate Building Improvements Budget $ 285,000

Long‐term or ongoing capital expenses (12 – 36 months) include refurbishment of:

1) Building C (1st and 2nd floors) and Building D upgrades and renovations are estimated at

$150,000 to $200,000. We will seek building trades programs and other in‐kind support to stage

these improvements over time, at considerable savings.

2) Continued Grounds Improvements, including pavement repair/replacement, fence removal,

landscaping ($75,000 to $125,000)

3) Continued Building Improvements, including exterior painting, improved access to incubator

space, interior siding, floor coatings, improved efficiency of electrical and natural gas fixtures

($300,000 to $500,000)

These long‐term activities and others will be included in the America’s Best Communities contest

application through Frontier Communications, Dish and CoBank. Additionally, the Steuben County EDC

will implement a public fund raising campaign in support of these long‐term needs.

Based upon the viability as presented within this summary and complete plan, and action of the Steuben

County Economic Development Corporation Board of Directors on March 17, 2015, the following

implementation schedule shall be implemented:

1) Immediate Fund Raising Goal:

a. $100,000 SCEDC for Property Acquisition;

b. $350,000 Grant/Loan Goal for Property Acquisition, and

c. $100,000 Grant/Loan Goal for Training Center Classrooms& Equipment; and

d. $50,000 Grant/Loan Goal for General Property Upgrades

2) April 10, 2015 – Notify Seller of SCEDC Intent to Purchase.

3) May 10, 2015 – Finalize Financing through USDA Rural Development ($100,000 equity, $350,000

debt or such amount necessary to acquire property for agreed $450,000).

4) July 1, 2015 – SCEDC Offices Relocate, First Incubator Tenant Lease Signed.

5) July 1, 2015 – December 31, 2015:

a. Complete Renovations of Building C1 (Co‐working Space);

b. Complete Grounds Improvements (with City of Angola); and

c. Complete Interior Siding / Covering Insulation in Building E

6) October 1, 2015 – Initial Welding Classes and Other Classes Begin.

7) October 1, 2015 – Co‐working Space Opens with Memberships.

8) October 1, 2015 – Second incubator lease signed (TBD).

If the Enterprise Center is able to meet these milestones, we should enter 2016 with a positive cash

flow. Existing lease agreement for the Angola Area Chamber of Commerce ends February 2016. Existing

lease agreement for the Steuben County Tourism Bureau ends in August 2016. To some degree the

Enterprise Center’s ability to accommodate these tenants and others will be determined by its ability to

make necessary building improvements.


Enterprise Center

Development and Operations Plan

March 2015


Enterprise Center

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I. Project Description The Northern Indiana Lakes Country Enterprise Center or “Enterprise Center” is a proposal of the Steuben County Economic Development Corporation (EDC). The Steuben County EDC is a private, not‐for‐profit corporation whose mission is to support the creation of high skill, high wage employment opportunities for county residents, leading to a more prosperous and stable local economy. Membership and support for the EDC comes from Steuben County government, City of Angola and six town governments and numerous vested, private businesses and individuals.

The Enterprise Center is a proposal to convert an existing 70,000 sq. ft. complex situated on a 4.23 acre site into a traditional business incubator space, including co‐working space and a dedicated industrial training facility, complete with welding and CNC machining training equipment. Additional classroom space is planned for basic math, blueprint reading, computer training and other vocational training. The proposal also includes a plan to consolidate offices of local and regional economic development organizations for collaboration and improved efficiencies. Vision and Mission The Enterprise Center is designed to serve Angola and Steuben County as a traditional business incubator model. The 61,650 sq. ft. complex (70,000 sq. ft. including mezzanine space) can be subdivided and leased to emerging and start‐up businesses in spaces ranging in size from 2,570 sq. ft. to 12,120 sq. ft. These spaces are suitable for manufacturing, light assembly, warehousing, distribution and office uses. The Enterprise Center is further designed to provide co‐working space in a 2,340 sq. ft. building that will provide high speed, wireless connectivity. The building will provide open spaces and private meeting facilities, to encourage collaboration and creativity. Affordable memberships will include parking, audio‐video equipment and 24‐hour access. This building also includes 1,300 sq. ft. of meeting space. The Enterprise Center is further designed to host various industrial training programs, including welding, CNC machining, Industrial and electrical maintenance, as well as classroom‐based training in blueprint reading, basic math, Microsoft excel and other computer programs. In partnership with Trine University and Ivy Tech Community College Northeast, the Enterprise Center will fill a critical void in Angola’s and Steuben County’s efforts to build and sustain a robust, 21st Century advanced manufacturing and technology‐based economy. The Steuben County EDC proposes creation of a wholly‐owned subsidiary corporation for the exclusive purpose of ownership and operation of the Enterprise Center. As the Enterprise Center lacks operating support from any other means, the business model for this complex includes rental income from the previously described operations of incubator space, co‐working space, training center and office space.


Enterprise Center

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II. Products & Services

A site plan has been developed to determine the highest and best uses for the available space. Based on that site plan, existing conditions of the site and buildings, a proposed use and maximum revenue stream has been developed. Building A1 consists of 3,300 sq. ft. of ready to occupy office space, and 3,300 sq. ft. of

mezzanine space that could be easily converted into classroom and/or office space.

Building A2 consists of 8,170 sq. ft. of space ready for welding and/or CNC machining training operations.

Building B is a standalone, corner lot with 1,700 sq. ft. of retail and/or office space. The building requires considerable renovations but is structurally in good condition.

Building C is a standalone building consisting of 2,340 sq. ft. on the main floor (proposed as use for co‐working space) and 1,300 sq. ft. on the second floor, ideal for meeting and event space. This building also requires considerable renovations.

Building D is a standalone industrial space of 3,000 sq. ft. with interior room and restrooms. This space is immediately available for incubator lease.

Building E1 is the first of five spaces contained in the largest structure in the complex. The 2,570 sq. ft. of space will be reserved as a maintenance garage for the complex as it has a large overhead door and is centrally located.

Building E2 is the largest space in the complex with 12,120 sq. ft., including an additional 1,100 sq. ft. of mezzanine office. This space is immediately available for incubator lease.

Building E3 is a 9,150 sq. ft. industrial space that has several smaller office/kitchen/ restroom spaces contained within. Because of the spaces flexibility and possible alternative uses (culinary test kitchen, overflow storage), this space would likely be the last of the five industrial spaces promoted for lease.

Building E4 is a 5,500 sq. ft. industrial space with a couple of smaller interior office spaces. The space has existing divides, good natural light, and overhead doors. This space is immediately available for incubator lease.

Building E5 is a 7,920 sq. ft. industrial space including 2,500 sq. ft. of mezzanine office space. This space has the best access to the complexes two elevated truck docks. This space is immediately available for incubator lease.


Enterprise Center

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Site Plan

Maximum Lease Revenues (Estimated)

Building Inventory Total Sq. Ft.

Proposed Space Use

Estimated Maximum Revenue

Estimated Maximum / Sq. Ft.

Building A1 6,600 Office & Classroom Space $33,000 $5.00

Building A2 8,170 Industrial Training Space $16,340 $2.00

Building B 1,700 Office / Retail Space $12,000 $7.06

Building C (1st Floor) 2,340 Co‐working Space $12,000 $5.13

Building C (2nd Floor) 1,300 Meeting & Event Facility $1,300 $1.00

Building D 3,000 Incubator Space $6,000 $2.00

Building E1 2,570 Facility Maintenance Shop $0 $0





TOTAL / AVERAGE 62,870 TOTAL COMPLEX $136,425 $2.17


Enterprise Center

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Within the Enterprise Center complex, there are five main groups of proposed use when common area and maintenance are included. While we shall remain flexible as to precise uses based upon demand and proposals that may surface as the project is implemented, those five uses include:

1) Office Space (5,000 sq. ft. in Bldgs. A1 & B) 2) Common Area & Maintenance Space (3,870 sq. ft., including 1,300 sq. ft. in Bldgs. C & E) 3) Business Incubator Space (41,440 sq. ft. total, including 3,750 mezzanine, in Bldgs. D, E2,

E3, E4 & E5) 4) Co‐working Space (2,340 sq. ft. in Bldg. C) 5) Training Center Space (11,470 sq. ft., including 3,300 sq. ft. mezzanine in Bldg. A1 & A2)

Office Space Planned Office Space includes 3,300 sq. ft. in Building A1 and all of Building B or 1,700 sq. ft. Other spaces exist within the complex which were clearly built as office space by the original owner. However, these spaces will be included under separate uses. The total square footage proposed to be used as Office Space in this plan is 5,000 sq. ft. or 8.1 percent of the complex’s footprint. The Steuben County EDC will lease approximately half of the 3,300 sq. ft. in Building A1 – including a common or shared conference room. Four separate offices will remain for lease. Building B, after renovations, will be available for lease by one or more possible tenants. While no specific lease agreements exist for these available office spaces, several allied organizations have expressed an interest in leasing these spaces. As illustrated in the Maximum Lease Revenues table, office space is identified as having the highest per square foot lease rates, ranging from $5.00 to $7.00 per square foot. Some space may be reserved as complimentary space for part‐time tenants, such as Small Business Development Center, IEDC, Elevate Ventures and others that may need space to meet with clients in the area.


Enterprise Center

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Common Area & Maintenance Space Common Area will include all areas on the 4.23 acre site without buildings constructed on them. As the Site Plan is flushed out and refined, certain areas will be reserved for parking as part of a space lease based on proximity to those spaces. However, as illustrated in the Site Plan, large areas between Building A and Building C, and in the middle of Building E will be reserved for common area parking. Other planned Common Areas and Maintenance Areas within the 61,650 sq. ft. buildings footprint include the second floor of Building C, approximately 1,300 sq. ft., which will be renovated into a common Meeting Room. Use of this space will be made available to tenants of the Enterprise Center at a nominal or discounted rate, while available for use by the public at the full rate (to be determined). The other common space is planned as a Maintenance Garage for the Enterprise Center. Building E1 offers a wide open garage space served by a large overhead door, and a smaller work area or tool shed in the rear. The space is accessible from the main courtyard or from the rear space accessible through East Felicity Street. This space is 2,570 sq. ft. A Maintenance Garage to serve the overall complex is necessary as the Enterprise Center may acquire certain tools and vehicles for common benefit and overall operational efficiency. Such tools and vehicles may include fork truck, riding and push lawn mowers, pickup truck with snow plow, rakes, shovels, ladders, painting equipment, hand tools, etc. Collectively, the Common Area and Maintenance Space are 3,870 sq. ft. or 6.3 percent of the total complex footprint. Revenues projected from this space is nominal as short‐term rental rates of the Meeting Space would account for the only source of revenue. However, flexibility is the key to success of this project so long term lease agreements would be considered for either of these spaces if that was in the best, long term interest of the project. Business Incubator Space Business Incubator Space is the largest proposed use of the total complex. In total there are five spaces identified that comprise 37,690 sq. ft. or 61.1 percent of the 61,650 sq. ft. footprint. Additionally, there is 3,750 sq. ft. of mezzanine space (primarily office space) for a total square footage of 41,440 sq. ft. As these spaces are intended for manufacturing, light assembly, warehousing, distribution, e‐commerce, information technology type uses, and the greatest source for employment growth for the community in the Enterprise Center, maximum lease rates are expected to range from $1.50 to $2.00 per square foot. Further, as targeted tenants are start‐up, small and emerging businesses, we anticipate a graduating lease rate over the initial one to three years.


Enterprise Center

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The overall complex has a fairly well defined or segregated electrical distribution system, with 3000 amp, 480 volt service available in each of these spaces. Each has existing natural gas suspended heating units also. Sub‐meter electrical and natural gas will be an expenses incurred on the front‐end or as each of these spaces are leased, as the Enterprise Center cannot assume this liability as part of a lease agreement. The Enterprise Center will invoice based on electrical and natural gas use each month. Water and sewer services will be included within the monthly lease rate, with the exception of a tenant that uses water in a process, at which time, sub‐metering would be required. An additional expense identified through the Site Assessment and Feasibility Report prepared by Design Collaborative includes covering a blown‐in insulation product on most of the exterior walls of this space. The total estimated cost for metal siding installed to cover this insulation consistent with State and local fire protection codes is $110,000. This plans calls for installation of this metal siding over time, as necessary to accommodate lease requirements.

The existing structure has natural division areas on which the individual spaces have been proposed. Some minor construction of walls and/or doors will be required to insure security for individual tenants of the Business Incubator Space, however those expenses are nominal at

this point. Again, flexibility will be an important component to serving the needs of the small and emerging target businesses. Should requests outside of the proposed subdivision be made, the Enterprise Center will need to calculate a cost‐benefit analysis to guide in those decisions.


Enterprise Center

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Coworking Space While, at 2,340 sq. ft., the first floor of Building C is the smallest of the five planned space uses, co‐working space has the potential to generate significant high skill, high wage employment growth in Angola and Steuben County. This statement is even truer when considering plans recently developed by the City of Angola to develop a Certified Technology Park at the intersection of I‐69 and U.S. Hwy. 20. With Trine University in the center of these two initiatives, both figuratively and literally, harnessing these energies for transformative economic development is achievable in this community. Trine University has been invited and encourage to support every aspect of the proposed Enterprise Center, however, the energy of 1800+ students, as well as faculty is what will make or break the co‐working space proposal in Angola and Steuben County. It’s not just the viability of sustaining co‐working space in Angola, as the Enterprise Center could easily pursue office rent for the space identified for co‐working. Rather, it’s pooling and focusing resources to identify prospects at an early stage to insure all parties are working for their success in Angola and Steuben County. Wikipedia defines coworking as:

Coworking is a style of work that involves a shared working environment, often an office, and independent activity. Unlike in a typical office environment, those coworking are usually not employed by the same organization. Typically it is attractive to work‐at‐home professionals, independent contractors, or people who travel frequently who end up working in relative isolation. Coworking is also the social gathering of a group of people who are still working independently, but who share values, and who are interested in the synergy that can happen from working with people who value working in the same place alongside each other. Coworking offers a solution to the problem of isolation that many freelancers experience while working at home, while at the same time letting them escape the distractions of home.

Sample of Coworking Space


Enterprise Center

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Because of the potential economic impact of successful coworking members, over the long‐term, it is highly advisable that the Enterprise Center build strong partnerships with Trine University for implementation, including internships, InnovationOne services, etc. As the definition above implies, coworking is as much about building a sense of community as it is about the space, if not more so. The Enterprise Center will want to pay special attention to assuring a

friendly and collaborative environment exists, complete with social activities, pertinent and informal presentations (e‐commerce, professional development, small business management, marketing in the new social media era, etc.). A constant stream of energetic interns should be lined up to implement these activities within the Coworking Space. At best, the Coworking Space and adjoining Meeting Center will be breakeven on the Enterprise Center’s books. That said, the Enterprise Center proposes a membership structure of $50 per month, and $30 per month student membership. At best, the Enterprise Center may anticipate monthly revenues of $1,000 to $1,500, with all of that reinvested to support the Coworking Space (utilities, supplies, intern payroll, marketing, etc.) Training Space Training activities are planned for the 3,300 sq. ft. mezzanine space above the main office complex in Building A1, and for the entire 8,170 sq. ft. space in Building A2, for a total space of 11,470 sq. ft. dedicated toward the industrial training needs of Steuben County and surround areas. This encompasses the second largest space use of the Enterprise Center, at 18.6 percent of the 61,650 sq. ft. footprint. The average Estimated Maximum Revenue per square foot averages out to $2.86, when combining the classroom and industrial training spaces. In addition to the build out of classroom space, estimated at $50,000 and general upgrades to the industrial space, including exhaust system for welding stations, at $20,000, implementing these industrial training activities in Angola and Steuben County will require significant investment in equipment. If new, the estimated costs for 10 welding stations is $75,000 ($7,500 each), and $100,000 each for a CNC mill and a CNC lathe, including software. The cost to equip a computer lab with 20 computers and software is estimated at $25,000. The total estimated costs to equip this training center is estimated at a maximum of $300,000.

Sample of Coworking Space


Enterprise Center

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As owner of the Training Space and equipment, the Enterprise Center may work with any training provider that has the capability and interest in providing classes within the Enterprise Center. While the intent of constructing and equipping the Training Space is not to turn a profit, the investment of space and equipment must have an adequate return to insure sustainability, maintenance and growth. The Enterprise Center has not yet determined if the training provider will have exclusive rights to use the space and equipment, or if multiple training providers will be invited to use these resources. The important goal for the Enterprise Center is to insure affordable, in‐demand training services that is well marketed to Steuben County residents and employers in the region. In addition to the decision of who will provide training, the Enterprise Center needs to negotiate how compensation will be made for use of the Training Space and equipment. Several options exist and require further study before a final decision is made:

1) Per Square Foot & Equipment – Flat lease rate for use of the space and equipment based on the 11,470 sq. ft. space and existing equipment.

2) Per Class Conducted – Predetermined flat rate for use of class rooms and/or industrial training space, based on the frequency and duration of the class; or

3) Per Student Enrolled – Predetermined flat rate for use of class rooms and/or industrial training space, based on the number of students enrolled (headcount), frequency and duration.

Option 1 would be more practical for an exclusive training provider, while options 2 and 3 would be more practical for multiple providers. Exclusive or multiple, the Enterprise Center will need to insure the training meets the demands within the local employer base, as well as protect the investment in space and equipment through proper insurance coverage. Financial viability and the urgency of demand for local training resources, predicates that the Training Space be established as a high priority within the overall Enterprise Center development plan. As such, local employers will be the target for dedicated fund raising activities, with a goal of $300,000. Savings in this estimate could be experienced through donations of equipment, negotiations with vendors and buying relationships (discounts) some training providers may bring to the table with those vendor.

Sample Stations for Welding Training


Enterprise Center

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Ongoing operation of the Training Space within the Enterprise Center will require a consistent and predictable revenue stream from one of the options previously described or some combination thereof. The Financial Projects contained within this report estimate the following revenue levels over the next 30 months: Fiscal Quarter Classroom Space Industrial Training Space

2015 – Q3 $0 $0

2015 – Q4 $2,400 $1,500

2016 – Q1 $2,400 $3,000

2016 – Q2 $2,400 $3,000

2016 – Q3 $2,400 $3,000

2016 – Q4 $2,400 $3,000

2017 – Q1 $2,400 $3,000

2017 – Q2 $2,400 $3,000

2017 – Q3 $2,400 $3,000

2017 – Q4 $2,400 $3,000

While some flexibility exists, these goals should be known by all parties as the Enterprise Center examines and negotiates the best options for service providers within the Training Space.

III. Development Plan A. Acquisition The acquisition of the property includes the 5 separate buildings on 4.23 acres, located at 901, 903 and 907 South Wayne Street. The purchase agreement between the Steuben County Economic Development Corporation and the owner is set at $450,000 for the entire property, down from a listing price of $690,000. The acquisition and immediate improvement budget has been set at $600,000. The purchase agreement between the Steuben County EDC and the owner is due to expire on April 10, 2015. In addition to the purchase price, the $600,000 includes $50,000 for property improvements (electrical and natural gas sub‐metering, metal siding for fire code, grounds maintenance) and $100,000 for the training center (build out classrooms, welding stations, exhaust system, etc.). Prior to exercising the purchase option, the Steuben County EDC has undertaken several due diligence activities to protect the its interest and aid in the decision making process. These activities include Phase I and Phase II environmental assessments, preliminary architectural site assessment and feasibility study, appraisal, interviews with numerous partner organizations and financing. By and large, this due diligence work has been completed and supports the acquisition and development of the proposed Enterprise Center.


Enterprise Center

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The ability to acquire the property in April or May (2015) is critical to insuring the proposed Enterprise Center can be controlled and developed over time. The following activities are being implemented concurrently to insure the Steuben County EDC can gain control of the property:

1) Approval by the Steuben County EDC Board of Directors of up to $100,000 towards purchase and/or improvements;

2) Pursuit of federal, State, philanthropic and/or private grant and donations towards purchase and/or improvements; and

3) Financing through USDA Rural Development at an amount of $450,000 less EDC’s $100,000 and any other grants and donations received on or before an April or May closing date.

These steps are deemed to be sensible and necessary to insure the Steuben County EDC gains control of the property prior to an expiration date of the purchase agreement.

B. Existing Conditions The Preliminary Architectural Site Assessment and Feasibility Report completed by Design Collaborative, a Fort Wayne, Indiana architectural firm, along with new and previous environmental assessments, indicate that this property is not only suitable for the proposed Enterprise Center project, but, in fact the project is a good fit for the property. Further, the project is deemed to be a substantial redevelopment project in an area of Angola and Steuben County that will benefit from this activity and investment. According to the site assessment and feasibility report:

“The Enterprise Center is made up of 5 distinct building structures with a total gross square footage of approximately 70,000 square feet. Of this area, approximately 61,650 square feet is on, or near grade, with the remaining 8,350 square feet in mezzanine or second floor spaces throughout the building footprint.” “In general, the condition of these existing structures range from good (Building B, C, D and E) to excellent (Building A). Despite the age of some of the building structures, the structural integrity and infrastructure quality is intact, and most improvements described in this report are cosmetic to the intended use.” “The site is served by public utilities including adequate water, sanitary and storm sewer, electrical and natural gas. Also, the site is almost completely paved with concrete on the service sides of the buildings. The service court to the north and east of Building E with access to East Felicity Street is a stone lot, with limited access to the service sides of the building. There is no visible storm water detention on the property, so any future hard surface development for the site will need to take this into consideration.”

The site assessment and feasibility report includes detailed assessment of each building and the existing site and is included as Appendix A of this Development and Operation Plan.


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C. Immediate Development Plan (0 – 12 months) Included in the Financial Projections section of this plan is a breakdown of the suggested capital expenditure investments for this project. The estimates include Acquisition at $450,000, Training Equipment at $300,000 and Building Improvements at $285,000. It should be noted that the only hard or fixed cost of the three is Acquisition at $450,000. This is also the most immediate and pressing investment related to the success of the Enterprise Center. The budget for training equipment assumes the purchase of new, specially designed equipment for training purposes. In reality, equipment for the training center may begin with decommissioned welding and CNC machining equipment donated by local industries. Additionally, the Enterprise Center will work with employers in the area to garner donations of equipment and cash, work with Ivy Tech and others that may be able to utilize preferred purchasing opportunities (discounts), and other means to lower actual out‐of‐pocket expenditures. With a goal of training classes beginning in October 2015 (as presented in the attached Financial Projections), the Enterprise Center will have six months to raise funds, source donated equipment and utilize purchasing power discount opportunities. $300,000 represents the MOST out of pocket expenses for equipment. With respect to the $285,000 estimated for building improvements, this is itemized as follows:

1) $70,000 for Building A: a. $50,000 for classroom construction b. $15,000 for general upgrades to the 8,150 sq. ft. industrial training area, including

exhaust system which may or may not be required. c. $5,000 for contingencies.

2) $50,000 for Building B:

a. $12,000 for exterior painting b. $15,000 for Interior general construction c. $3,000 for restroom improvements d. $10,000 for mechanical, electrical, plumbing e. $10,000 for contingencies

3) $85,000 for Building E:

a. $60,000 for metal liner to cover insulation (fire code) b. $10,000 for electrical sub‐metering c. $10,000 for bathroom improvements d. $5,000 for contingencies

4) $80,000 for Site Improvements:

a. $65,000 for S. Wayne Street Improvements b. $10,000 for monument sign c. $5,000 for contingencies


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These estimates were provided in the Site Assessment and Feasibility Report prepared by Design Collaborative. As previously noted, Design Collaborative stated that all improvements included in their estimates were not structurally material, rather “cosmetic” in nature. We agree with the report that these are the immediate improvements for the property but find the estimated costs to be higher than necessary, including $25,000 out of $285,000 for contingencies. Again, as in the case for training equipment expenditures, the Enterprise Center will source all available contributions of cash and/or materials, labor and other in‐kind support. For example, the City of Angola has made a commitment make the South Wayne Street improvements (curbs, grass, sidewalks), which is estimated at $65,000. We are already working to source metal liners that could be installed through volunteer labor. We are in conversation with electrical and mechanical contractors to refine estimates for those activities. While $285,000 would certainly provide the Enterprise Center with adequate cash resources to complete the activities described above, we are confident that $50,000 to $100,000 will be adequate to mover this project forward. In summary, we have identified $1,035,000 as the maximum necessary to acquire the facility, equip the training center and make immediate (12 month) building improvements. In reality, the Enterprise Center can move forward with far less. A more practical estimate includes the $450,000 for acquisition, $100,000 for classroom and equipment (plus donations), and $50,000 in other building improvements. A total of $600,000 gets the Enterprise Center started in a position to achieve viability and sustainability, as presented in the Financial Projections (No Mortgage). The Steuben County Economic Development Corporation has committed up to $100,000 towards making this project a reality, leaving an immediate need for $500,000.

D. Long‐term Development Plan (12 – 36 months) The Immediate Development Plan (April 1, 2015 through March 31, 2016) is time sensitive with critical dates for success or failure. Beyond that immediate timeframe, the Enterprise Center will be a sustainable development capable of hosting the uses described in previous sections. Significant work will be required in Building C to convert it into coworking space and meeting space, but there are many alternatives that would be available to the Enterprise Center, as a not‐for‐profit corporation. We will approach all candidates in the community for support, be that materials (Menards, Meijer, WalMart, etc.), labor (Impact Institute building trades classes, Community Corrections, etc.) and cash. The Enterprise Center is preparing for an aggressive, community‐wide fund raising campaign, including online giving and tracking website, Steuben County EDC Board of Directors outreach, continued sourcing of federal, State, philanthropic and/or private grants and donations. The City of Angola and Town of Fremont are cosponsoring this project for


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consideration by the America’s Best Communities initiative, sponsored by Frontier Communications, Dish and CoBank. The Long‐term Development Plan includes:

1) Training Equipment Maintenance & Additions $ 200,000 2) Building A improvements 160,000 3) Building C improvements 170,000 4) Building D improvements 50,000 5) Building E improvements 500,000 6) Site Improvements 120,000 TOTAL Long‐term Improvements $1,200,000

Any and all resources available for long‐term support and growth of the Enterprise Center will be pursued. While 100 percent success is not reasonable to expect, the wider the net, the greater the catch. Getting past the immediate development needs of this project will insure success for the long‐term development plan.

IV. Operation Plan A. Management & Organization The Northern Indiana Lakes Country Enterprise Center will be a wholly‐owned subsidiary of the Steuben County Economic Development Corporation. The Enterprise Center Board of Directors will be a five member Board consisting of four appointments by the Steuben County EDC Board of Directors and the Executive Director. Appointees of the Steuben County EDC Board of Directors will not be required to be members of the EDC Board of Directors. The Enterprise Center Board of Directors shall oversee the management and long‐term plans for the Enterprise Center. Staff serving the Enterprise Center shall be employees of the Steuben County EDC, working under contract with the Enterprise Center. The attached Financial Projections include payments for staff expenses, graduating over the 30 month projection. That graduation is quicker under the scenario where no mortgage is required and slower under the scenario where a mortgage is required. For purposes of projections, the Financial Projections that include a mortgage assumes worst case scenario, where 80 percent of the purchase price is financed. However, the projections do assume a 30 year fixed rate of 2.99 percent through USDA Rural Development. The estimated monthly mortgage liability was rounded off to $1,500 per month.


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There are three line items in the Financial Projections related to staff support. Those line items include 1) Staff Expenses (General support, lease negotiations, maintenance); 2) Marketing & Website (Intern dedicated to marketing the coworking facility, promoting membership, event scheduling); and 3) Accounting Services (Maintaining Quickbooks accounts, annual tax reports, etc.). The annual allocation for these line items are presented in the following table:

Budgeted Staff Support Summary

Dates No Mortgage With Maximum Mortgage

Jul 1 to Dec 31, 2015

‐ Staff Expenses $ 1,500 $ 0

‐ Marketing Intern $ 0 $ 0

‐ Accounting Services $ 600 $ 600

Jan 1 to Dec 31, 2016

‐ Staff Expenses $18,000 $ 9,000

‐ Marketing Intern $ 6,000 $ 4,900

‐ Accounting Services $ 3,400 $ 3,400

Jan 1 to Dec 31, 2017

‐ Staff Expenses $27,000 $24,000

‐ Marketing Intern $ 6,700 $ 6,000

‐ Accounting Services $ 3,400 $ 3,400

Without a mortgage, the Steuben County EDC anticipates the ability to hire a full‐time Project Manager to take over the day‐to‐day activities of the Enterprise Center management, as well as other activities for the Steuben County EDC in early or mid‐2016. If acquisition of the property requires a mortgage, the Steuben County EDC anticipates that the Project Manager position would be part‐time with possibility of become full‐time in 2017. The Marketing Intern would be a seasonal position based upon student availability. The Steuben County EDC and Enterprise Center would consider promotion and oversight of the coworking space as an ongoing class project through the Ketner School of Business if such an arrangement would be appealing to Trine University. The Accounting Services line item would be a monthly fee of $200 assessed by Steuben County EDC for maintaining accounting records for the Enterprise Center. An additional $1,000 is budgeted in 2016 and 2017 for annual tax reporting requirements, which would compensate the Steuben County EDC for additional fees incurred through its professional CPA firm.

B. Admissions Policy The precise admission policies and tenant policies have yet to be written for the Northern Indiana Lakes Country Enterprise Center. The following are some early ideas of how specific policies might be applied depending upon the purpose of the lease:


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1) Office Space Lease ‐ Candidates for leasing office space within Buildings A1 and B would need to have an allied mission of economic development and/or workforce development, business mentoring and consulting services, equity or debt financing programs for small and emerging business. Space is reserved for not‐for‐profit corporations and/or governmental agencies whose purpose is economic development or workforce development.

2) Incubator Space Lease – Candidates for leasing space within Buildings D, E1, E2, E3, E4 and E5 will be small and emerging businesses in one of the following industrial sectors:

a. Light Assembly and Manufacturing b. Wholesale & Distribution c. E‐commerce and other information technologies d. Energy

Candidates will be for profit proprietorships, partnerships, limited liability corporations or corporations and must have a business plan detailing the business’s plans for growth. The Enterprise Center will conduct credit and background checks of the business’s owners or principals. Those business’s selected to be a tenant of the Enterprise Center will be expected to conduct business in a professional manner, respectful of neighboring tenants and the Enterprise Center management. Tenants will also be required pay monthly sub‐metered electric and natural gas usage, obtain and maintain appropriate renter’s insurance.

3) Coworking Space Lease – Candidates for the coworking space membership will be required to pay monthly membership dues and could be subject to criminal background checks. As a relaxed, collaborative and personal environment, members will be required to adhere to a code of conduct to insure the environment is preserved for all members. The Enterprise Center will seek “best practices” to establish the Membership Rules and Requirements prior to soliciting memberships.

4) Training Space Lease – Candidates for the Training Space will be required to utilize the classroom and industrial training facilities in a respectful manner, coordinate schedules with other tenants and assure appropriate insurance coverage for any space or equipment utilized within the course of the training program. Again, the Enterprise Center will seek “best practices” to establish the Training Space Rules and Requirements prior to scheduling any training programs on sight.

While we realize that the descriptions above are very vague, we hope to communicate that the guiding principles for each of these landlord – tenant relationships will be efficiency and productivity, mutual respect for all parties at the Enterprise Center, protection of the Enterprise Center’s interest and accomplishment of the overall Enterprise Center mission.


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C. Market Analysis Market analysis for the proposed Enterprise Center is difficult to quantify. In a large part, the driving analysis is antidotal in nature. While this property was in consideration for acquisition by a small company expanding from their home‐based operation (in 2013), the realtor and Steuben County EDC encountered several viable small and emerging businesses that would have considered leasing space within the property, if somebody was empowered to negotiate such a lease and assure ongoing access, common area maintenance and general upkeep and management of the property. Operating the property in this manner did not appeal to the original business considering purchase of the property. That business located and acquired a smaller structure more suitable to their operations. The Steuben County Economic Development Commission, recognizing the potential for a business incubator at this property, began a slow and steady process to examine the viability of a business incubator in Angola. While there are properties for sale or lease in the Angola vicinity, many lack the amenities this property (and sub‐divided areas) offer for small and emerging businesses. As discussion and consideration of this project evolved, the thought of expanded uses to of the property emerged, including coworking, industrial training space and consolidation of economic and workforce development organizations that had no central presence in the community. The expanded vision was first shared with the Steuben County EDC Board of Directors, the City of Angola, towns in Steuben County, workforce service providers and others. With each visit and discussion, the energy continued to build, to the point where the Steuben County EDC Board of Directors authorized making an offer (which was negotiated well below asking price), earnest money and conducting the due diligence activities. With the property secured through a purchase agreement on December 15, 2014, the Steuben County EDC began a series of due diligence activities:

1) Phase I and II Environmental Assessment

2) ALTA Survey and Appraisal

3) Architectural Site Assessment and Feasibility Study

4) Continued Discussions and Presentations: a. NIPSCO b. Trine University c. Ivy Tech Community College d. Freedom Academy e. Northeast Indiana Works (WorkOne) f. Northeast Indiana Small Business Development Center


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g. Steuben County Tourism Bureau h. Angola Area Chamber of Commerce i. City of Angola j. Steuben County Commissioner & Council (EDC Reps) k. USDA Rural Development – Indiana Director l. Financial Institutions, Insurance Agency, Contractors, etc.

With every visitor that walk through, with the completion of each of the major due diligence activities, the Enterprise Center has gained momentum. While this is obviously not analytical evidence of the project’s success, a shared belief and vision exists. Of all the groups and individuals that have walk through the facility, of all the due diligence reports completed, not a single red flag has been raised. Unlike a for profit investment with required rate of return to justify the risk, this project’s success will be judged by the impact it has on Angola’s and Steuben County’s ability: ‐ to create a vibrancy and collaborative environment capable of attracting creative and

collaborative young people;

‐ to nurture small and emerging businesses to a point of growth and self‐sufficiency, with new investment and employment growth within the community;

‐ to train a workforce capable of competing with any in the developed world for advance manufacturing, design, development in advanced manufacturing, scientific research and applied practices operations and employment; and

‐ to create efficiencies and eliminate redundancies in the work of economic development and workforce development.

Once we have proven the ability to succeed at the objectives above, the remaining question is – is this model sustainable. We feel the attached Financial Projections clearly demonstrated that at 60 percent occupancy this model is sustainable and at 80 percent occupancy, we will be able to maintain and improve facilities and expand services offered through the Northern Indiana Lakes Country Enterprise Center. The Financial Projections show indicate the project is sustainable with or without a mortgage. Obviously the degree of sustainability and the ability to reinvest in services, facilities, training space and equipment will be determined by the question of a mortgage. It is the goal of the Steuben County EDC to acquire and begin the Enterprise Center without a mortgage.


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Market Research – Training The one area of market analysis that was more easily measured is the demand for training services within Steuben County, both, types of training and quantity of students. This was measured through a survey of manufacturing employers. The survey was developed sent to all of the Steuben County Industrial Guild members. Over 100 companies and over 200 contacts are contained on the distribution list. Companies in the manufacturing sector were the primary target for assessing the need for certification training in welding, CNC programming and operations and other programs. Nineteen of the larger companies responded to the questionnaire. Two larger companies did not and the Steuben County EDC staff arranged face to face meetings with them to collect their responses. As a result the Steuben County EDC believes they have collected a significant, relevant, and accurate data base of responses. We place high confidence in these results. The questionnaire covered the following categories of training:

1. Certifications, such as Welding, CNC, ASQ Green and Black Belt, and 7 others.

2. Skills, such as Basic Math, Blueprint reading, Basic Machining, Electricity 100, Maintenance trouble shooting and 8 others.

3. Leadership and Management, Van Daele and Associates, Coveys 7 Habits of Highly Effective People and DDI Leadership.

4. Computer Skills, Microsoft Office Suite.

5. Quality, ISO and ISO/TS, Internal Auditor, LEAN Principles and 4 others.

The detail results are in Appendix D, but the following table is a summary of the greatest needs and hence the greatest opportunity for training offerings in the Enterprise Center facility.


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2015 Survey of SCIG Membership – Training Demand

Type of Training Students per Year

Certifications:

‐ AWS Welder 25

‐ NIMS CNC 19

Technical Skills:

‐ Basic Math 275

‐ Blueprint Reading 175

‐ Basic Machining 90

‐ Electricity 100 75

‐ Maintenance Trouble Shooting 75

‐ Hydraulics & Pneumatics 70

Leadership and Management 115

Computer Training:

‐ Microsoft Office Suite 15

Quality Training:

‐ ISO and ISO/TS 290

‐ Internal Auditor 50

‐ Lean Principles 40

‐ Green Belt & Black Belt 35

Risk and Opportunity Assessment Because these numbers are being used to make large investment decisions it is necessary to understand the upside (opportunity) and the down side (risk) of these projections. The figures in the above table are raw numbers. These numbers were provided by approximately 21 larger manufacturing employers out of 105 total manufacturing companies within Steuben County. We believe there are two upside opportunities:

1) Based on a review of the responding corporations we believe these figures represent approximate 75% of the relevant demand for training. The corporations that did not respond would represent a potential upside of about 25%; and

2) There may be people who are not currently employed by one the industrial guild members that may desire to enroll in training to improve their skills and earning potential. We will not limit the source of students to the existing employed population of the guild members, creating the possibility for greater demand.


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We believe there two down side risks:

1) Although the companies indicated their training needs, they may not have the budget to send all the employees indicated in their responses; and

2) Employees may decline the training for various reasons that are outside the company’s control. One of the survey questions asked their opinion as to why employees may decline training. The responses follow.

Time 11

Motivation 7

Cost 5

Distance 4

It is possible that Time may be a reflection of the Distance they would need to travel, such as going to Fort Wayne 2 to 3 days per week. In summary we believe the Risks and Opportunities are balanced and may be conservative. All the analyses are based on the raw numbers. The target clients for training will be the Steuben County industries. There are over 100 manufacturing companies that are members of the Steuben County Industrial Guild. The general skill requirements of these companies include:

1) Welding 2) CNC Programming and Operation 3) Electrical 4) General Maintenance 5) Basic Math 6) Basic Reading 7) Microsoft Office 8) Leadership and Management Skills

D. Marketing Plan The Enterprise Center will need to communicate and market to several markets as each of the proposed uses have distinct and separate markets. Fortunately the total geographic area that the Enterprise center needs to reach is relatively small and rural in nature. Several media outlets reach the entire market. That being said, marketing the available physical spaces and services available through the Enterprise Center will be best achieved through nontraditional marketing, such as social media, word of mouth, publicity or earned media coverage. Still, an ongoing and targeted communications effort will be required to insure success of the project.


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Office Space – Due to close knit environment in which prospective tenants of the office space operate, this will be direct, face‐to‐face communications as we discuss and negotiate suitable and available space. Preliminary conversations have taken place and we feel confident that the available space will find suitable tenants necessary to achieve the revenues estimated. Incubator Space – Reaching the prospective market for incubator space, while targeted for the Steuben County area, will unavoidably reach into neighboring communities. The Steuben County EDC, as a member of the Northeastern Indian Regional Partnership, in good standing, has no desire to attract small and emerging businesses from our regional neighbors. Our primary objective will be to find suitable tenants from within Steuben County. In the event we are approached by an individual or small business from a neighboring community, we will follow the established code of ethics for the region. To build interest and assure the Enterprise Center is receiving due consideration by small and emerging enterprises and others in the County, we will place classified ads in the Herald Republican, simply presenting the inventory and location of available space at any given time. We will further use the Steuben County EDC’s network of banking, legal, accounting and other local businesses to insure the Enterprise Center space is remembered and considered when someone begins a search. Coworking Space – As mentioned in pervious sections, the Enterprise Center hopes to work with Trine University, either with interns or as an ongoing class project, to search for creative and effective ways to communicate what the coworking space involves. This is a novel attempt in northeast Indiana, as downtown Ft. Wayne and Whitley County are the only other locations to have attempted to establish and sustain coworking space. While the concept has been around for 10 or more years at a national/international level, it has primarily been situated in metropolitan areas, or “the coasts”. We think the existence of this space in Angola will be beneficial in the simple act of teaching people about practices being used in other areas (often more prosperous areas) of the country, as well as Europe and Asia. That’s not to discount the potential economic activity that could grow from coworking space, rather an acknowledgement that rural Indiana sometimes lags behind other areas for certain trends. We strongly believe that this is a trend that needs to be introduced and championed in Angola and northeast Indiana, and look forward to the support of Trine University. In partnership with Angola and Steuben County, we can lead the region in this trend, and reap the benefits. Training Space / Services – While, arguably the other space uses are more passive in the direct marketing requirements, the availability and use of the proposed training space is going to require ongoing direct sales to employers in the area and to the service providers. Marketing the training space and equipment will also require considerable problem solving and client services, as well as an effective communications campaign.


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Avenues for reaching employers, who in turn would schedule, encourage and pay for employee training will include calling on: ‐ Steuben County Industrial Guild ‐ Northeast Indiana Works (WorkOne) ‐ Temporary Employment Services ‐ Ivy Tech Community College ‐ Freedom Academy ‐ Trine University / InnovationOne ‐ Direct Sales Calls to Larger Employers Effective marketing and client services will require scheduling activities, joint promotional activities, facility management and ongoing market analysis. In the previous section, the type and quantity of training services for a snapshot in time was presented. While certain consistencies over time may be anticipated, it is equally likely that demands will shift over time. Assessing and anticipating those changes will be critical to maximizing the potential benefits of the training space and equipment. The greatest demand, or the demand of greatest interest to the Steuben County EDC is clearly industrial skill sets required by advanced manufacturing companies. The Enterprise Center will need to assess how those demands may change as changes in the local workforce occur. Considering the recently completed I‐69 and US Hwy. 20 Economic Development Plan, which calls for the development of a Certified Technology Park, the demand for skills may grow to include research and development, laboratory, design and other high‐level skill sets. The training space at the Enterprise Center, in collaboration with Trine University, Ivy Tech and Freedom Academy will now give Angola and Steuben County greater control over the skills being taught to the local workforce, new and incumbent.


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While these observations may not seems appropriate for marketing of the training center, we should remember – the training center – in and of itself is not the desired product. Local ability to anticipate, react and implement training that meets the immediate and long‐term needs of Angola and Steuben County is the product we are trying to achieve. The training center within the Northern Indiana Lakes Country Enterprise Center is just one more tool as we work together to build a prosperous, growing local economy. Northern Indiana Lakes Country Enterprise Center – While it is important that we consider the individual marketing and communication requirements for each of the intended uses of the Enterprise Center, it is equally important that we, as a community, let the world know that we are taking the appropriate steps to insure their investment in Angola and Steuben County will be well supported. The Enterprise Center, especially the coworking space, will highlight Angola and Steuben County as a community that is interested in attracting young, creative individuals. This is a project that lets the world know that the Angola and Steuben County community is willing and capable of investing in our future!


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V. Financial Projections

1. Summary Capital Expenditures Budget

2. Financial Projections (Jul 1, 2015 thru Dec 31, 2017) ‐ No Mortgage

3. Financial Projections (Jul 1, 2015 thru Dec 31, 2017) ‐ 360K for 30 Year USDA Mortgage at 2.9%


Enterprise Center

Summary Capital Expenditures Budget

Immediate

(Jul 1, 2015 – Jun 30, 2016) &

Long‐term (Jul 1, 2016 – Jun 30, 2018)

0 ‐ 12 months 12 ‐ 36 months

Description: Immediate Long‐Term Total

Building Acquisition 450,000$ ‐$ 450,000$

Training Center Equipment:

Welding Stations (10) 75,000$ ‐$ 75,000$

CNC Mill with Soft Ware 100,000$ ‐$ 100,000$

CNC Lathe with Software 100,000$ ‐$ 100,000$

Computer Lab with 20 Stations/Software 25,000$ ‐$ 25,000$

Total Training Center Equipment 300,000$ ‐$ 300,000$

Building A

Exterior Painting ‐$ 40,000$ 40,000$

Miscellaneous Exterior/Roof Improvements ‐$ 20,000$ 20,000$

First Floor Offices:

Finishes, Mechanical, Electric ‐$ 15,000$ 15,000$

Restrooms ‐$ 5,000$ 5,000$

Second Floor Classrooms

Finishes, Mechanical, Electrical 50,000$ 10,000$ 60,000$

Industrial Training Area

General Construction 5,000$ 15,000$ 20,000$

Electrical Improvements ‐$ 20,000$ 20,000$

HVAC Upgrades 10,000$ ‐$ 10,000$

Restrooms Upgrade ‐$ 20,000$ 20,000$

Building A Contingencies 5,000$ 15,000$ 20,000$

Building A Total 70,000$ 160,000$ 230,000$

Building B

Exterior Painting 12,000$ ‐$ 12,000$

Interior fit‐out general construction 15,000$ ‐$ 15,000$

Restroom Upgrades 3,000$ ‐$ 3,000$

Mechanical, electrical, plumbing 10,000$ ‐$ 10,000$

Building B Contingencies 10,000$ ‐$ 10,000$

Building B Total 50,000$ ‐$ 50,000$

Building C


Miscellaneous exterior repair ‐$ 5,000$ 5,000$

Windows, doors, insulation ‐$ 20,000$ 20,000$

First floor finishes ‐$ 40,000$ 40,000$

Second floor finishes ‐$ 20,000$ 20,000$

Resroom Upgrades ‐$ 5,000$ 5,000$

Mechnaical, electrical upgrades ‐$ 40,000$ 40,000$

Building C Contingencies ‐$ 20,000$ 20,000$

Building C Total ‐$ 170,000$ 170,000$


Enterprise CenterSummary Capital Expenditure Budget

Jul 1, 2015 thru Jun 30, 2018

Building D


Exterior repairs ‐$ 5,000$ 5,000$

Interior repairs ‐$ 5,000$ 5,000$

Mechanical, electrical upgrades ‐$ 15,000$ 15,000$

Building D Contingencies ‐$ 10,000$ 10,000$

Building D Total ‐$ 50,000$ 50,000$

Building E

Exterior painting ‐$ 100,000$ 100,000$

Exterior repairs ‐$ 60,000$ 60,000$

Interior renovations ‐$ 70,000$ 70,000$

Interior insulation / metal panel 60,000$ 50,000$ 110,000$

Mechanical upgrades ‐$ 80,000$ 80,000$

Electrical panels/metering improvements 10,000$ 50,000$ 60,000$

Electrical upgrades ‐$ 40,000$ 40,000$

Restroom upgrades 10,000$ 20,000$ 30,000$

Building E Contingencies 5,000$ 45,000$ 50,000$

Building E Total 85,000$ 515,000$ 600,000$

Site Improvements

South Wayne Street Improvements 65,000$ ‐$ 65,000$

Additional Pavement at Building E ‐$ 15,000$ 15,000$

Monument Signs 10,000$ 15,000$ 25,000$

Utility improvements allowance ‐$ 25,000$ 25,000$

Storm water detention allowance ‐$ 50,000$ 50,000$

Site Improvement Contingencies 5,000$ 15,000$ 20,000$

Total Site Improvements 80,000$ 120,000$ 200,000$

TOTAL ESTIMATED COSTS 1,035,000$ 1,015,000$ 2,050,000$

March 7, 2015


Enterprise Center

Financial Projections

Jul 1, 2015 – Dec 31, 2017

(No Mortgage)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenue:

Building A1 (Office & Classroom) 0 0 0 0 0 0 1,000 1,000 1,000 1,800 1,800 1,800 8,400

Building A2 (Training Center) 0 0 0 0 0 0 0 0 0 500 500 500 1,500

Building B (Office Lease) 0 0 0 0 0 0 0 0 0 0 0 0 0

Building C (Co‐working) 0 0 0 0 0 0 0 0 0 200 200 200 600

Building C (Event Center) 0 0 0 0 0 0 0 0 0 0 0 0 0

Building D (Incubator Lease) 0 0 0 0 0 0 0 0 0 0 0 0 0

Building E1 (Maintenance) 0 0 0 0 0 0 0 0 0 0 0 0 0

Building E2 (Incubator Lease) 0 0 0 0 0 0 1,010 1,010 1,010 1,010 1,010 1,010 6,060

Building E3 (Incubator Lease) 0 0 0 0 0 0 0 0 0 0 0 0 0


Building E5 (Incubator Lease) 0 0 0 0 0 0 0 0 0 750 750 750 2,250

TOTAL REVENUE 0 0 0 0 0 0 2,010 2,010 2,010 4,260 4,260 4,260 18,810

Expenses:

Staff Expenses (SCEDC Contract) 0 0 0 0 0 0 0 0 0 500 500 500 1,500

Mortgage Payment 0 0 0 0 0 0 0 0 0 0 0 0 0

Common Area:

Electric 0 0 0 0 0 0 400 400 400 400 400 400 2,400

Natural Gas 0 0 0 0 0 0 500 500 500 500 500 500 3,000

Water & Sewer 0 0 0 0 0 0 80 80 80 80 80 80 480

Telecommunications 0 0 0 0 0 0 250 250 250 250 250 250 1,500

Cleaning & Maintenance 0 0 0 0 0 0 0 0 0 100 100 100 300

Grounds & Snow Removal 0 0 0 0 0 0 0 0 0 0 0 200 200

Trash Removal 0 0 0 0 0 0 100 100 100 100 100 100 600

Supplies 0 0 0 0 0 0 100 100 100 100 100 100 600

Mailing & Shipping 0 0 0 0 0 0 0 0 0 0 0 0 0

Bonds & Insurance 0 0 0 0 0 0 500 500 500 500 500 500 3,000

Fuel, Mileage & Travel 0 0 0 0 0 0 0 0 0 50 50 50 150

Conferences & Education 0 0 0 0 0 0 0 0 0 0 0 0 0

Dues & Subscriptions 0 0 0 0 0 0 0 0 0 0 0 0 0

Marketing & Website 0 0 0 0 0 0 0 0 0 0 0 0 0

Accounting Services 0 0 0 0 0 2,000 200 200 200 200 200 200 3,200

Legal Services 0 0 0 0 0 2,000 2,000 0 0 0 0 0 4,000

Miscellaneous Expenses 0 0 0 0 0 0 100 100 100 100 100 100 600

TOTAL EXPENSES 0 0 0 0 0 4,000 4,230 2,230 2,230 2,880 2,880 3,080 21,530

REVENUE over EXPENSES 0 0 0 0 0 (4,000) (2,220) (220) (220) 1,380 1,380 1,180 (2,720)

Monthly Financial Projections (No Mortgage)

Northern Indiana Lakes Country Enterprise Center, Inc.

February 26, 2015

2015


Revenue:

Building A1 (Office & Classroom) 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 30,000

Building A2 (Training Center) 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000

Building B (Office Lease) 0 0 0 0 0 0 0 0 1,000 1,000 1,000 1,000 4,000

Building C (Co‐working) 300 300 300 300 300 300 300 300 300 300 300 300 3,600


Building D (Incubator Lease) 0 0 0 0 0 0 500 500 500 500 500 500 3,000


Building E2 (Incubator Lease) 1,010 1,010 1,010 1,010 1,010 1,010 1,260 1,260 1,260 1,260 1,260 1,260 13,620




TOTAL REVENUE 5,560 5,560 5,660 5,560 5,560 5,660 7,310 7,310 8,410 8,310 8,310 8,410 81,620

Expenses:

Staff Expenses (SCEDC Contract) 1,000 1,000 1,000 1,000 1,000 1,000 2,000 2,000 2,000 2,000 2,000 2,000 18,000


Common Area:

Electric 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Natural Gas 600 600 600 600 600 600 600 600 600 600 600 600 7,200

Water & Sewer 150 150 150 150 150 150 150 150 150 150 150 150 1,800


Cleaning & Maintenance 200 200 200 200 200 200 200 200 200 200 200 200 2,400

Grounds & Snow Removal 300 300 100 100 200 200 200 200 200 100 0 200 2,100

Trash Removal 100 100 100 100 100 100 200 200 200 200 200 200 1,800

Supplies 150 150 150 150 150 150 150 150 150 150 150 150 1,800


Bonds & Insurance 500 500 500 500 500 500 500 500 500 500 500 500 6,000




Marketing & Web (Intern) 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Accounting Services 200 200 1,200 200 200 200 200 200 200 200 200 200 3,400

Legal Services 0 0 0 0 0 0 0 0 0 0 0 0 0

Miscellaneous Expenses 100 100 100 100 100 100 100 100 100 100 100 100 1,200

TOTAL EXPENSES 5,200 4,600 5,400 4,400 4,500 4,500 5,650 5,650 5,650 5,550 5,450 5,650 62,200

REVENUE over EXPENSES 360 960 260 1,160 1,060 1,160 1,660 1,660 2,760 2,760 2,860 2,760 19,420

February 26, 2015

Northern Indiana Lakes Country Enterprise Center, Inc.Monthly Financial Projections (No Mortgage)

2016


Revenue:



Building B (Office Lease) 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000









TOTAL REVENUE 8,410 8,510 8,510 8,410 8,510 8,510 9,665 9,765 9,765 9,665 9,765 9,765 109,250

Expenses:



Common Area:

Electric 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Natural Gas 600 600 600 600 600 600 600 600 600 600 600 600 7,200

Water & Sewer 180 180 180 180 180 180 180 180 180 180 180 180 2,160




Trash Removal 200 200 200 200 200 200 200 200 200 200 200 200 2,400

Supplies 100 100 100 100 100 100 100 100 100 100 100 100 1,200


Bonds & Insurance 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Fuel, Mileage & Travel 100 100 100 100 100 100 150 150 150 150 150 150 1,500

Conferences & Education 600 600 600 600 600 600 600 600 600 600 600 600 7,200




Legal Services 0 0 0 0 0 0 0 0 0 0 0 0 0


TOTAL EXPENSES 7,380 6,780 7,580 6,580 6,680 5,930 6,480 6,480 7,230 7,130 7,030 7,230 82,510

REVENUE over EXPENSES 1,030 1,730 930 1,830 1,830 2,580 3,185 3,285 2,535 2,535 2,735 2,535 26,740

February 26, 2015

Northern Indiana Lakes Country Enterprise Center, Inc.Monthly Financial Projections (No Mortgage)

2017


Enterprise Center

Financial Projections

Jul 1, 2015 – Dec 31, 2017

($360K for 30 Year USDA Mortgage at 2.9%))


Revenue:

Building A1 (Office & Classroom) 0 0 0 0 0 0 1,000 1,000 1,000 1,800 1,800 1,800 8,400

Building A2 (Training Center) 0 0 0 0 0 0 0 0 0 500 500 500 1,500

Building B (Office Lease) 0 0 0 0 0 0 0 0 0 0 0 0 0

Building C (Co‐working) 0 0 0 0 0 0 0 0 0 200 200 200 600


Building D (Incubator Lease) 0 0 0 0 0 0 0 0 0 0 0 0 0






TOTAL REVENUE 0 0 0 0 0 0 2,010 2,010 2,010 4,260 4,260 4,260 18,810

Expenses:

Staff Expenses (SCEDC Contract) 0 0 0 0 0 0 0 0 0 0 0 0 0

Mortgage Payment 0 0 0 0 0 0 1,500 1,500 1,500 1,500 1,500 1,500 9,000

Common Area:

Electric 0 0 0 0 0 0 400 400 400 400 400 400 2,400

Natural Gas 0 0 0 0 0 0 500 500 500 500 500 500 3,000

Water & Sewer 0 0 0 0 0 0 80 80 80 80 80 80 480


Cleaning & Maintenance 0 0 0 0 0 0 100 100 100 100 100 100 600

Grounds & Snow Removal 0 0 0 0 0 0 0 0 0 0 0 0 0

Trash Removal 0 0 0 0 0 0 100 100 100 100 100 100 600

Supplies 0 0 0 0 0 0 50 50 50 50 50 50 300


Bonds & Insurance 0 0 0 0 0 0 500 500 500 500 500 500 3,000




Marketing & Website 0 0 0 0 0 0 0 0 0 0 0 0 0

Accounting Services 0 0 0 0 0 2,000 200 200 200 200 200 200 3,200

Legal Services 0 0 0 0 0 2,000 1,000 0 0 0 0 0 3,000

Miscellaneous Expenses 0 0 0 0 0 0 100 100 100 100 100 100 600

TOTAL EXPENSES 0 0 0 0 0 4,000 4,780 3,780 3,780 3,780 3,780 3,780 27,680

REVENUE over EXPENSES 0 0 0 0 0 (4,000) (2,770) (1,770) (1,770) 480 480 480 (8,870)

Monthly Financial Projections ($360K for 30 Year USDA Mortgage at 2.9%)

Northern Indiana Lakes Country Enterprise Center, Inc.

February 26, 2015

2015


Revenue:



Building B (Office Lease) 0 0 0 0 0 0 0 0 1,000 1,000 1,000 1,000 4,000









TOTAL REVENUE 5,560 5,560 5,660 5,560 5,560 5,660 7,310 7,310 8,410 8,310 8,310 8,410 81,620

Expenses:

Staff Expenses (SCEDC Contract) 500 500 500 500 500 500 1,000 1,000 1,000 1,000 1,000 1,000 9,000

Mortgage Payment 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 18,000

Common Area:

Electric 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Natural Gas 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Water & Sewer 150 150 150 150 150 150 150 150 150 150 150 150 1,800




Trash Removal 100 100 100 100 100 100 200 200 200 200 200 200 1,800

Supplies 100 100 100 100 100 100 150 150 150 150 150 150 1,500


Bonds & Insurance 500 500 500 500 500 500 500 500 500 500 500 500 6,000






Legal Services 0 0 0 0 0 0 0 0 0 0 0 0 0


TOTAL EXPENSES 5,450 5,450 6,250 5,250 5,350 4,850 5,500 5,500 6,100 6,000 6,000 6,100 67,800

REVENUE over EXPENSES 110 110 (590) 310 210 810 1,810 1,810 2,310 2,310 2,310 2,310 13,820

February 26, 2015

Northern Indiana Lakes Country Enterprise Center, Inc. Monthly Financial Projections ($360K for 30 Year USDA Mortgage at 2.9%)

2016


Revenue:



Building B (Office Lease) 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000









TOTAL REVENUE 8,410 8,510 8,510 8,410 8,510 8,510 9,665 9,765 9,765 9,665 9,765 9,765 109,250

Expenses:


Mortgage Payment 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 18,000

Common Area:

Electric 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Natural Gas 600 600 600 600 600 600 600 600 600 600 600 600 7,200

Water & Sewer 180 180 180 180 180 180 180 180 180 180 180 180 2,160




Trash Removal 200 200 200 200 200 200 200 200 200 200 200 200 2,400

Supplies 100 100 100 100 100 100 100 100 100 100 100 100 1,200


Bonds & Insurance 500 500 500 500 500 500 500 500 500 500 500 500 6,000

Fuel, Mileage & Travel 100 100 100 100 100 100 150 150 150 150 150 150 1,500

Conferences & Education 200 200 200 200 200 200 200 200 200 200 200 200 2,400




Legal Services 0 0 0 0 0 0 0 0 0 0 0 0 0


TOTAL EXPENSES 8,330 7,730 8,530 7,530 7,630 7,030 7,080 7,080 7,830 7,730 7,730 7,830 92,060

REVENUE over EXPENSES 80 780 (20) 880 880 1,480 2,585 2,685 1,935 1,935 2,035 1,935 17,190

February 26, 2015

Northern Indiana Lakes Country Enterprise Center, Inc. Monthly Financial Projections ($360K for 30 Year USDA Mortgage at 2.9%)

2017


Enterprise Center

26

VII. Appendices

A. Site Assessment and Feasibility Report, Design Collaborative, March 4, 2015

B. “Why Coworking Spaces Are Here To Stay”, Forbes (Karsten Strauss), May 28, 2013

C. Steuben County Industrial Guild Training Needs Survey Questions, 2015

D. Steuben County Industrial Guild Training Needs Survey Results, 2015


Enterprise Center

APPENDIX A

Site Assessment and Feasibility Report Design Collaborative

March 4, 2015

A R C H I T E C T S + E N G I N E E R SCOLLABORATIVEDESIGN

Steuben County Enterprise CenterSite Assessment & Feasibility Report

Design Collaborative

2015.03.04

1STEUBEN COUNTY ENTERPRISE CENTER SITE ASSESSMENT & FEASIBILITY REPORT1

The purpose of this report is to assess the site and existing buildings on South Wayne Street in Angola for the use as an Enterprise Center serving Angola and Steuben County as a traditional business incubator model. The Enterprise Center is made up of 5 distinct building structures with a total gross square foot-age of approximately 70,000 square feet. Of this area, approximately 61,650 square feet is on, or near

-ing footprints. The goal of this report is to provide:

A general code study detailing necessary renovations for the structuresGraphics and renderings depicting exterior improvements to the site and to the buildings, with an overall goal of providing a more cohesive “campus” feel for the Steuben County Enterprise Center, and improve the curb appeal for the project.A preliminary outline of the costs for both the code-required improvements and the cosmetic revisions required to improve the marketability and functionality of the project.

In general, the conditions of these existing structures range from good (Building B, C, D and E) to excel-lent (Building A). Despite the age of some of the building structures, the structural integrity and infrastruc-ture quality is intact, and most improvements described in this report are cosmetic to the intended uses.

The building code in Indiana allows that all buildings constructed prior to April 30, 1998 for business, commercial, factory, mercantile and storage uses can be renovated to be any of these uses without being considered a change of use. For example, a building constructed prior to 1998 for moderate hazard factory industrial use can now be used for mercantile purposes and no change of use is deemed to have occurred. From the information gathered from the Steuben County GIS database and in discussions with the Steuben County Economic Development Corporation it is our understanding the 5 buildings on this property were constructed prior to 1998 and were originally used for general commercial/industrial

the Indiana Building Code (2014 IBC) without updating the buildings for code purposes. (These uses are

Steuben County Enterprise Center February 28, 2015Site Assessment and Feasibility ReportDesign Collaborative

EXECUTIVE SUMMARY

CONTENTS

Executive Summary 1-3

Individual Building Descriptions 4-9

Site Improvements Description 10

Summary Cost Estimates 11-12

Renderings 13-19

Code Analysis 20-23

Site Survey 24

Existing Building Surveys 25-26

2STEUBEN COUNTY ENTERPRISE CENTER SITE ASSESSMENT & FEASIBILITY REPORT

to comply with current IBC. There are also some “best-practices” code improvements recommended as a part of this report.

The site is served by public utilities including adequate water, sanitary and storm sewer, electrical and natural gas. Also, the site is almost completely paved with concrete on the service sides of the buildings. The service court to the north and east of Building E with access to East Felicity Street is a stone lot, with limited access to the service sides of the building. There is no visible storm water detention on the prop-erty, so any future hard service development for the site will need to take this into consideration.

EXECUTIVE SUMMARY


EXECUTIVE SUMMARY

PARKING

TRUCK DOCK

A2 (8,170 SF)

E1 (2,570 SF)

E2 (13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3 (9,150 SF)

9,150 SF +150 SF OF MEZZ

E5 (10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4 (5,500 SF)

BLDG. B (1,700 SF)

BLDG. D (3,000 SF)

S OLD US HWY 27 (S. WAYNE ST.)

S FE

LICIT

Y ST

.

N

BLDG. C (3,640 SF)

1ST = 2,340 SF2ND = 1,300 SF

A1 (6,600 SF)

1ST AND 2ND LEVELS 3,300 SF EACH


Building A (pre-engineered building totaling 14,770 gsf)

Year Built: 1995

Light Manufacturing & Assembly

Ground Floor sf: 11,470 gsf

Second Floor sf: 3,300 gsf

Improvement Costs: $230,000 - $300,000

Description & Recommended Improvements: Building A is the facility in the best condition on the Enterprise Center campus. The east portion of the

-

of manufacturing/ work space. Intended uses for this space (labeled as A-2) include trades training or

units and this pre-engineered building is completely insulated. High bay windows provide some natural light in the facility. The restrooms in this large space are adequate, but in need of updating and improve-ments. For lease-ability, best practices and ADA compliance, it is an option to make improvements to these restrooms, and costs have been included for this option. The electrical infrastructure in this portion

the intended uses.

is an option listed in the cost section of this report for improvements to the restrooms, as well as cosmetic

uses for this area include classroom/ conference/ training. Generous windows exist in this space, and

2 exits out of this upper level space. Intended improvements include new carpet, walls, ceiling lighting and power and HVAC distribution.

Building A is in very good shape electrically. The building has a 3000 amp, 480 volt electrical service and switchgear that was installed in 1995 and is in good condition. It appears that this service also feeds Buidlings C, D, and E. The open warehouse area of building A has overhead 480 volt bus ducts running along the north and south sides of the building, and also has 208 volt bus ducts running along the north and south sides of the building. This distribution is ideal for an industrial type of occupancy with

incentives may be able to reduce the payback to 2 years or less. It appears that there are two branch

INDIV IDUAL BUILDING DESCRIPTIONS

PARKING

TRUCK DOCK

E1(2,570 SF)

E2(13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3(9,150 SF)


E5(10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4(5,500 SF)

BLDG. B(1,700 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.

BLDG. CBLDG. C(3,640 SF)3,640 S

1ST = 2,340 SF2ND = 1,300 SFF

A2(8,170 SF)

A1(6,600 SF)

11SST T AND 2ND LEVELS 3,300 SF EAACHHST 2ND LEVELS 3,300 SF E CH

A2 (8,170 SF)

A1 (6,600 SF)



privately owned meters could be placed on these two panels to measure the power usage. Building A also contains a large UPS system in the main electrical room. The unit appeared to be in good condition, however the residual value of the system depends upon the condition of the batteries.

INDIV IDUAL BUILDING DESCRIPTIONS


Building B (Free-standing retail structure totaling 1,700 gsf)

Year Built: 1955

Commercial



INDIVIDUAL BUILDING DESCRIPTIONS

Description & Recommended Improvements: This free-standing building is in fair condition, with mainly cosmetic changes recommended. Intended

serves the building. The improvements recommended include exterior painting, minor roof repairs, cos-

and electrical systems. This building is currently separately metered. Exterior site improvements are listed

cuts and parking areas. These improvements are intended to improve curb appeal and create a more cohesive campus appearance with the other buildings in the Enterprise Center.

PARKING

TRUCK DOCK

A2(8,170 SF)

E1(2,570 SF)

E2(13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3(9,150 SF)


E5(10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4(5,500 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.


1ST = 2,340 SF2ND = 1,300 SFF

A1(6,600 SF)

1ST AND 2ND LEVELS 3,300 SF EACHST AND 2ND LEVELS 3,300 SF EACHBLDBLDGG. BB

(1,7( , 00 SF))BLDG. B (1,700 SF)


Building C

totaling 3,640 gsf)

Year Built: 1910

Industrial


Second Floor sf: 1,300 gsf



Description & Recommended Improvements: Building C is the oldest building on the campus, with a 2- story, barn-like construction. The intended use

-

-

from the north, making this space ideal for a conference or community gathering space. The exposed walls and ceiling make for a unique space, but also reveal the lack of insulation in this portion of the building.

The accompanying cost estimate provides for exterior painting, miscellaneous exterior repairs to roof,

the restrooms and the mechanical and electrical systems are included in the improvement costs.

It appears that the electrical service to Building C is fed underground from Building A. If it is desired to meter the building separately, a private sub meter could be installed either at the feed point in building A, or at the service entrance in building C. The electrical distribution in Building C is relatively old and is

for the building should include updating or replacing the electrical distribution system. There is an existing

at the time of walk through. The control panel is a model that is no longer manufactured, so replacement -

for this building occupancy type however, so it could be removed if it is cost prohibitive to make it opera-tional.

PARKING

TRUCK DOCK

A2(8,170 SF)

E1(2,570 SF)

E2(13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3(9,150 SF)


E5(10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4(5,500 SF)

BLDG. B(1,700 SF)

BLDG. D(3 000 SF)


S FE

LICIT

Y ST

.

A1(6,600 SF)

1ST AND 2ND LEVELS 3,300 SF EACHST AND 2ND LEVELS 3,300 SF EACH

(3,000 SF)

BLDG. CB C(3,640 SF)3,640 S

1ST = 2,340 SF2ND = 1,300 SFF

BLDG. C (3,640 SF)

1ST = 2,340 SF2ND = 1,300 SF


Building D (plating building west of E, totaling 3,000 gsf)

Year Built: 1994

Industrial




Description & Recommended Improvements: Building D is a simple, one-story pre-engineered building. It is free-standing from the older adjacent Build-

appears to have been a plating operation, and the south portion was potentially a painting operation. This building was both heated and cooled with rooftop units. The facility is in good condition and re-quires only cosmetic improvements, although we have included allowances for mechanical, electrical and plumbing improvements. We have also included allowances for minor repairs to the exterior as well and exterior painting.

It appears that service to Building D is also fed underground from Building A. As with Building C, this could be sub metered either at the building, or at the feed point in building A. The service to building C has more than enough capacity for any type of tenant or occupancy type. The distribution panels are in

-

be a short payback period if they are replaced.

PARKING

TRUCK DOCK

A2(8,170 SF)

E1(2 570 SF)

E2(13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3(9,150 SF)


E5(10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4(5,500 SF)

BLDG. B(1,700 SF)


S FE

LICIT

Y ST

.


1ST = 2,340 SF2ND = 1,300 SFF

A1(6,600 SF)


(2,570 SF)

BLDG. D (3,000 SF)BLDG. D (3,000 SF)


Building E (L-shaped building, totaling 46,8900 gsf)

Year Built: 1975

Industrial

Ground Floor sf: 43,140 sf

Second Floor/Mezz. sf: 3,750 gsf



Description & Recommended Improvements:

times, and for the purposes of this report there are 5 distinct areas outlined. The building is in need of cosmetic and infrastructure improvements, however, the only code-required improvement exists on the inte-rior. At some point in the history of the building, a spray-foam insulation was placed on the exterior walls.

recommended solution is to provide additional spray insulation and a covering metal panel to encapsu-late the insulation. There are numerous improvements to be made cosmetically, including improvements to

and layouts require improvements for accessibility. It is permissible to clean the restrooms in place, how-ever, best practices and lease-ability may require more improvements. The building is minimally heated, and not power ventilated, so improvements are recommended to upgrade the HVAC in the facility.

It appears that Building E has several different services fed underground from Building A. Based on the size of these feeds, there is plenty of electrical capacity for any type of tenant, however during our walk through there was no way to determine the exact area each service fed. Therefore, it may be more dif-

Building E is relatively old, and the existing electrical distribution system is in fair to poor condition. In this

new distribution panel and branch circuit breaker panels. This would clean up all of the equipment that is in poor condition, and also allow each space to be separately metered.

A2(8,170 SF)

BLDG. B(1,700 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.


1ST = 2,340 SF2ND = 1,300 SFF

A1(6,600 SF)


PPARKING

TRUCK DOCK

E1(2,570 SF)

E2(13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3(9,150 SF)


E5(10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4(5,500 SF)

BLDBLDBLDGGG. DDD

PARKING

TRUCK DOCK

E1 (2,570 SF)

E2 (13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3 (9,150 SF)


E5 (10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4 (5,500 SF)


Site Improvements


SITE IMPROVEMENTS DESCRIPTION

Description & Recommended Improvements: Generally speaking, the site infrastructure is in fair condition. With pavement surrounding almost all of the

buildings. Building E is improved minimally on the north and east sides, with gravel areas in need of improvement. Access to the north side is possible off South Felicity Street, but limited access is possible from the south working side of this building. Also, there is a patch of gravel in the center of the pavement south of Building E, east of Building B. The recommendation is to pave this portion of pavement.

The key recommendation for site improvements for the Enterprise Center includes increasing the curb ap-peal and service-ability on the west side, and creating a more campus-like environment. Eliminating the pavement to pavement condition that stretches along this west curb on South Wayne Street, the recom-mendation is to create 3 distinct curb cuts to the site. Monument signs, branding and a uniform painting

Finally, there exists no storm water detention for the site, so the recommended budget allows for potential improvements to the storm water collection system.

PARKING

TRUCK DOCK

A2 (8,170 SF)

E1 (2,570 SF)

E2 (13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3 (9,150 SF)


E5 (10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4 (5,500 SF)

BLDG. B (1,700 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.

BLDG. C (3,640 SF)

1ST = 2,340 SF2ND = 1,300 SF

A1 (6,600 SF)



Summary Cost Estimates

The following budgets are based on the square footage improvements and recommended scopes listed above. The range of costs listed below

-ments required by potential tenants. Soft costs, unique tenant requirements and remediation costs are not included, but with further due diligence and input could be absorbed in the budget ranges.

SUMMARY COST ESTIMATES

PARKING

TRUCK DOCK

A2 (8,170 SF)

E1 (2,570 SF)

E2 (13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3 (9,150 SF)


E5 (10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4 (5,500 SF)

BLDG. B (1,700 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.

BLDG. C (3,640 SF)

1ST = 2,340 SF2ND = 1,300 SF

A1 (6,600 SF)


Building A Exterior Painting $0 $40,000 $40,000 Miscellaneous Exterior/Roof Improvements $0 $20,000 $20,000

Finishes, Mechanical, Electric $0 $15,000 $15,000 Restrooms $0 $5,000 $5,000 Second Floor Classrooms - - - Finishes, Mechanical, Electrical $50,000 $10,000 $60,000 Industrial Training Area - - - General Construction $5,000 $15,000 $20,000 Electrical Improvements $0 $20,000 $20,000 HVAC Upgrades $10,000 $0 $10,000 Restrooms Upgrade $0 $20,000 $20,000 Building A Contingencies $5,000 $15,000 $20,000 Building A Total $70,000 $160,000 $230,000

Building B Exterior Painting $12,000 $0 $12,000

Restroom Upgrades $3,000 $0 $3,000 Mechanical, electrical, plumbing $10,000 $0 $10,000 Building B Contingencies $10,000 $0 $10,000 Building B Total $50,000 $0 $50,000

Building C Exterior Painting $0 $20,000 $20,000 Miscellaneous exterior repair $0 $5,000 $5,000 Windows, doors, insulation $0 $20,000 $20,000

Resroom Upgrades $0 $5,000 $5,000 Mechnaical, electrical upgrades $0 $40,000 $40,000 Building C Contingencies $0 $20,000 $20,000 Building C Total $0 $170,000 $170,000

0-12 months 12-36 months Immediate Long-Term Total


SUMMARY COST ESTIMATES

PARKING

TRUCK DOCK

A2 (8,170 SF)

E1 (2,570 SF)

E2 (13,220 SF)

12,120 SF + 1,100 SF OF MEZZ

E3 (9,150 SF)


E5 (10,420 SF)

7,900 SF +2,500 SF OF MEZZ

E4 (5,500 SF)

BLDG. B (1,700 SF)

BLDG. D (3,000 SF)


S FE

LICIT

Y ST

.

BLDG. C (3,640 SF)

1ST = 2,340 SF2ND = 1,300 SF

A1 (6,600 SF)


Building D Exterior Painting $0 $15,000 $15,000 Exterior repairs $0 $5,000 $5,000 Interior repairs $0 $5,000 $5,000 Mechanical, electrical upgrades $0 $15,000 $15,000 Building D Contingencies $0 $10,000 $10,000 Building D Total $0 $50,000 $50,000

Building E Exterior painting $0 $100,000 $100,000 Exterior repairs $0 $60,000 $60,000 Interior renovations $0 $70,000 $70,000 Interior insulation / metal panel $60,000 $50,000 $110,000 Mechanical upgrades $0 $80,000 $80,000 Electrical panels/metering improvements $10,000 $50,000 $60,000 Electrical upgrades $0 $40,000 $40,000 Restroom upgrades $10,000 $20,000 $30,000 Building E Contingencies $5,000 $45,000 $50,000 Building E Total $85,000 $515,000 $600,000

Site South Wayne Street Improvements $65,000 $0 $65,000Improvements Additional Pavement at Building E $0 $15,000 $15,000 Monument Signs $10,000 $15,000 $25,000 Utility improvements allowance $0 $25,000 $25,000 Storm water detention allowance $0 $50,000 $50,000 Site Improvement Contingencies $5,000 $15,000 $20,000 Total Site Improvements $80,000 $120,000 $200,000

TOTAL ESTIMATED COSTS $285,000 $1,015,000 $1,300,000

0-12 months 12-36 months Immediate Long-Term Total


RENDERINGS


RENDERINGS


RENDERINGS


RENDERINGS


RENDERINGS


RENDERINGS


RENDERINGS


CODE ANALYSIS

2014 Indiana Building Code Analysis:

The state of Indiana currently utilizes the 2012 Inter-

Code (IBC.) This, along with the Indiana General

for construction projects in the state of Indiana.

Per GAR 675 IAC 12-4-11 any building or structure lawfully in existence at the time of the adoption of any rule of the commission for new construction may have its existing use or occupancy continued without having to be altered to comply with such a rule. However, no change in the character or use of any building or structure shall be permitted that shall cause the building or structure to be classi-

a different division of the same occupancy group, unless the building or structure complies with, or is made to comply with the:

1. Current Indiana Building Code, or 2. Chapter 34 of the Indiana Building Code.

-tions were generalized in the B-2 occupancy clas-

1. B – Business2. F-1 – Moderate Hazard Factory Industrial

3. M – Mercantile4. S-1 and S-2 – Moderate Hazard and Low Haz-

ard Storage.

The GAR allows all buildings constructed prior to April 30, 1998 for business, commercial, factory, mercantile and storage uses can be renovated to be any of these uses without being considered a change of use. For example, a building con-structed prior to 1998 for moderate hazard factory industrial use can now be used for mercantile purposes and no change of use is deemed to have occurred.

Per information gathered from the Steuben County GIS database and in discussions with the Steuben County Economic Development Corporation it is Design Collaborative understanding the 5 buildings on this property were constructed prior to 1998 and were originally used for general commercial/industrial purposes. These buildings can therefore be used for any of the B, F-1, M, S-1 or S-2 uses

without updating the buildings for code purposes. All renovations will need to comply with current IBC.

Building A (pre-engineered building)Year Built: 1995

Light mfg & Assembly

Building B (L-shaped building)Year Built: 1975

Industrial

Building C (plating building south of B)Year Built: 1994

Industrial

Building D Year Built: 1910

Industrial

Building E Year Built: 1955

Commercial

FIRE PREVENTION AND BUILDING SAFETY COMMISSION

Interpretation bythe Fire Prevention and Building Safety Commission

Title: Interpretation of 675 IAC 12-4-11(b)(2)(B)

Date: October 4, 2011

Purpose: The purpose of this nonrule policy document is to clarify the application of 675 IAC 12-4-11(b)(2)(B) tosubsequent uses of a Class 1 structure. Subdivision (2)(B) provides as follows:

"(b) No change in the character or use of any building or structure shall be permitted that shall cause thebuilding or structure to be classified within a different occupancy group or within a different division of thesame occupancy group, unless the building or structure complies with, or is made to comply with the:

(1) current rules of the commission for new construction for the proposed revised use of the building; or(2) provisions of:

(A) Chapter 34 of the Indiana Building Code (675 IAC 13-2.5-32); or(B) 675 IAC 12-13.

Exception: Buildings constructed before the April 30, 1998, effective date of the 1998 Indiana BuildingCode (675 IAC 13-2.3) that change occupancy classification shall not be considered as a change inoccupancy as outlined as follows:

Previous Classification 1998 IBC ClassificationB–1 S–3B–2 B, F–1, M, S–1, and S–2B–3 S–4 and S–5B–4 F–2 and S–2

Open Parking Garage S–4M U"

Interpretation: The Commission has determined that any Class 1 structure that complied with the Commission'srules for a "previous classification" may be used for any of the occupancy classifications listed under the "1998IBC Classification" directly opposite the "previous classification" in the chart in subdivision (2)(B), so long as the"previous classification" was the classification for which the Class 1 structure was originally constructed and allsubsequent occupancy classifications have been within any of the occupancy classifications listed under the"1998 IBC Classification" directly opposite the "previous classification" in the chart in subdivision (2)(B). Anyowner or occupant of a Class 1 structure for which an occupancy classification is changed in accordance with thisinterpretation shall provide written verification of the past occupancies of such Class 1 structure.

Posted: 10/12/2011 by Legislative Services AgencyAn html version of this document.

Indiana Register

Date: Feb 20,2015 10:38:04AM EST DIN: 20111012-IR-675110589NRA Page 1


CODE ANALYSIS


CODE ANALYSIS


CODE ANALYSIS


SITE SURVEY


EXISTING BUILDING SURVEYS

Building A Building B Building C Building D


EXISTING BUILDING SURVEYS

Building E


Enterprise Center

APPENDIX B

Why Coworking Spaces Are Here To Stay Forbes

(Karsten Strauss) May 28, 2013

ENTREPRENEURS (/ENTREPRENEURS) 5/28/2013 @ 1:47PM 19,781 views

Why Coworking Spaces Are Here To Stay

Comment Now Follow Comments

Given the intense interest in startups these day, more and more young entrepreneurs are looking to coworking facilities to grab relatively inexpensive office space. In addition to WiFi, fax, conference rooms, kitchen and snack-prep areas; these ‘rental’ business studios also offer new companies the opportunity to rub elbows with others in their world. The coworking space industry has seen growth in recent years and that swell is only going to continue.

“It’s a natural evolution of technology,” said Sande Golgart, western regional vice president with flexible workspace provider Regus. “It’s a blend of technology and people getting smarter about getting efficient use out of their space. Nowadays people don’t necessarily need a landline all the time that’s plugged into a wall that they have to go to and sit in front of every single day.” Nowadays an office worker can be mobile and an on-the-go entrepreneur would simply be wasting money by paying for a full time office, Golgart explained.

The social aspect of coworking has become a draw as well. “Some even prefer to work around other people,” says Golgart. “They find it inspiring, they

Karsten Strauss (http://www.forbes.com/sites/karstenstrauss/)Forbes Staff

A journalist covering entrepreneurs, technology & business.

(/)

Page 1 of 4Why Coworking Spaces Are Here To Stay - Forbes

3/6/2015http://www.forbes.com/sites/karstenstrauss/2013/05/28/why-coworking-spaces-are-here-to-s...

Regus's New York coworking space at 747 Third Avenue.

Gangplank's Tuscon, Arizona location.

because of technology.”

Regus, which generated about $610 million revenue from its U.S. business in 2012, saw about 30%. So far this year, the company has established over 40 new locations in the United States, upping its office count to about 600. U.S. growth has been strongest in San Francisco, Los Angeles and New York. The company also plans to spread to accommodate workers that want to operate closer to their homes, in areas like Maryland, New Jersey and the Chicago suburbs. On the global stage, Regus plans to grow to 2,000 office spaces worldwide from its current number of about 1,500.

“From a basic economic standpoint, the largest pool of demand for office space is the small customer or small group,” Golgart explained. “You have a much larger pool looking for small office solutions than you do large groups looking for an entire building or an entire floor.” As large corporations downsize and entrepreneurs become more bold, that trend will pick up pace, he added.

“The world of entrepreneurs and small businesses is growing exponentially and, frankly, we’re just trying to keep up with that growing demand,” said Golgart.

Riding the same trend but in a slightly different fashion is Gangplank, a low-cost coworking and collaborative workspace operating in Virginia, Ontario, Canada; and various locations in Arizona. “We like to say Gangplank is infrastructure for creative people to define the new economy,” says co-founder Derek Neighbors.

Acting as a coworking area and informal, organic incubator; Gangplank sees itself, in part, as a community center. The locations are publicly funded (through philanthropy or municipal partnership) and offer programs in health, studio arts, and classes taught by educators from local institutions. Gangplank workers don’t pay with money, rather a pay-it-forward model that asks users to spearhead a class or seminar, mentor others, or assist with social contracts made with the local municipality. To put it simply, Gangplank doesn’t accept money, just time and talent.

(/)



century economy will be largely fueled by capital

social capital, human capital—we believe that those are going to be much more powerful as we shift from an industrial to a knowledge-based economy.”

The first of the Gangplank locations opened in 2008 and the organization now runs five facilities. Neighbors said the trend to coworking is very real. There are a growing number of independent workers – toiling at home or remotely – that see coworking spaces as an opportunity to avoid working alone. Also, young entrepreneurs with new companies that require very little office area are starting out in such facilities to save money and meet others to collaborate with.

Gangplank receives up to five calls per week from people wanting to start a new coworking location under the organization’s banner. “Currently we’re getting a lot of interest from both Northern and Southern California as well as Florida,” said Neighbors. Gangplank has yet to decide exactly where its new spot will sprout.

“I think that this movement is teaching not only individual freelancers a lot but is teaching corporate America a lot about how people interact, what makes them effective at creation and is really defining the future of how companies interact with each other on a deeper level,” says Neighbors.

Follow Me On Twitter @KarstenStrauss(https://twitter.com/KarstenStrauss)

st

Cool Office Spaces

(http://www.fo

AutodeskPhoto courtesy of Glassdoor.

9 comments, 2 called-out Comment Now Follow Comments

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Enterprise Center

Appendix C

Steuben County Industrial Guild Training Needs Survey Questions

2015

Page 1

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey

1. Contact Information:

2. Please rate the following certifications by level of importance to your organization:

Name

Organization

Email Address

Phone Number

Not needed Not very important Somewhat important Important Very important

APICS Certified Production & Inventory Management

nmlkj nmlkj nmlkj nmlkj nmlkj

ASQ Green & Black Belt nmlkj nmlkj nmlkj nmlkj nmlkj

AWS Welder nmlkj nmlkj nmlkj nmlkj nmlkj

ISCET Certified Electronic Technician


MSSC Logistics Technician nmlkj nmlkj nmlkj nmlkj nmlkj

MSSC Production Technician


NIMS CNC Machinist nmlkj nmlkj nmlkj nmlkj nmlkj

QuickBooks Office Technician


SMRP Certified Maintenance & Reliability Technician


Other (please specify)

Page 2

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey3. For the certifications you rated Important or Very Important, approximately how many employees would you need to certified per year?

4. Please rate the following technical workforce development training by level of importance to yourorganization:


ASQ Green & Black Belt

AWS Welder


MSSC Logistics Technician


NIMS CNC Machinist



Other

Not needed Not very important Somewhat important Important Very important

Basic Math nmlkj nmlkj nmlkj nmlkj nmlkj

Blueprint Reading nmlkj nmlkj nmlkj nmlkj nmlkj

Electricity 100 nmlkj nmlkj nmlkj nmlkj nmlkj

Electricity 200 nmlkj nmlkj nmlkj nmlkj nmlkj

Electrical Motor Controls nmlkj nmlkj nmlkj nmlkj nmlkj

Hydraulics & Pneumatics nmlkj nmlkj nmlkj nmlkj nmlkj

Maintenance Troubleshooting


Basic Machining nmlkj nmlkj nmlkj nmlkj nmlkj

Machine Handbook nmlkj nmlkj nmlkj nmlkj nmlkj

Basic Programmable Logic Controllers


Advanced Programmable Logic Controllers



Page 3

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey5. For the technical skills that you rated Important or Very Important, approximately how many employees or potential employees would need trained each year:

6. Does your organization need supervision/leadership training?

7. If yes, what is your preferred program?

8. What is the approximate number of employees that you would like to have supervision/leadership training per year?

Basic Math

Blueprint Reading

Electricity 100

Electricity 200

Electrical Motor Controls

Hydraulics & Pneumatics


Basic Machining

Machine Handbook



Other

Yes

nmlkj

No

nmlkj

Development Dimensions International (DDI Leadership Series)

nmlkj

Coveys 7 Habits of Highly Effective People

nmlkj

John C. Maxwell

nmlkj

No preference

nmlkj


Page 4

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey9. What computer training does your organization require? (Please select all that apply.)

10. What quality training do your employees or potential employees need? (Please select all that apply.)

11. What is the approximate number of employees that you would like to have quality training per year?

12. Do you need customized training?

Microsoft Access

gfedc

Microsoft Excel

gfedc

Microsoft Word

gfedc

Microsoft Publisher

gfedc

Microsoft PowerPoint

gfedc

Microsoft Outlook

gfedc

None

gfedc


gfedc

Green Belt

gfedc

Black Belt

gfedc

LEAN Principles

gfedc

Internal Auditor

gfedc

ISO

gfedc

TS

gfedc

CQT

gfedc

CQE

gfedc

None

gfedc


Yes

nmlkj

No

nmlkj

Possibly

nmlkj

Not sure

nmlkj

Page 5

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey13. If Yes or Possibly, please explain.

14. Do you have a preference for onsite (at your facility) or offsite training?

15. Do you prefer your employees to attend training during business hours or after business hours?

16. How many open positions do you have at this time due to lack of qualifications/training?

17. In your opinion, what is the greatest barrier for your employees to access training?

55

66

55

66

OnSite

nmlkj

OffSite

nmlkj

No preference

nmlkj


55

66

During business hours

nmlkj

After business hours

nmlkj

Depends on training needs

nmlkj

No preference

nmlkj

Time

gfedc

Distance

gfedc

Cost

gfedc

Motivation

gfedc


55

66

Page 6

Training Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment SurveyTraining Needs Assessment Survey18. Would you consider employee retention a problem for your organization?

19. How can local and regional partners help you with your workforce issues/concerns?

55

66

55

66


Enterprise Center

Appendix D

Steuben County Industrial Guild Training Needs Survey Results

2015

100.00% 20

100.00% 20

100.00% 20

100.00% 20

Q1 Contact Information:Answered: 20 Skipped: 1

# Name Date

1 Stephanie Young 1/28/2015 8:27 AM

2 Cecilia Rakiewicz 1/27/2015 10:36 AM

3 Lyle Halstead 1/23/2015 11:41 AM

4 Rorie Carmona 1/22/2015 2:21 PM

5 Peter Keck 1/22/2015 9:49 AM

6 John Steffy 1/22/2015 8:19 AM

7 Chuck Walker 1/22/2015 8:14 AM

8 Nancy Covell 1/22/2015 7:54 AM

9 Kimberly Kelly 1/19/2015 4:42 PM

10 Dave Goss 1/16/2015 11:25 AM

11 Erica Bailer 1/16/2015 9:42 AM

12 Patty Ferreira 1/16/2015 9:00 AM

13 Melissa Palmer 1/15/2015 11:23 AM

14 Richard Hickman 1/15/2015 10:56 AM

15 Michael R Ashmore 1/15/2015 10:48 AM

16 Dolores Bredemeyer 1/15/2015 9:41 AM

17 Gary Conley 1/15/2015 9:17 AM

18 Robert Gaff 1/15/2015 9:11 AM

19 Dennis Stevenson 1/15/2015 9:03 AM

20 Kyle Gruner 1/15/2015 9:02 AM

# Organization Date

1 Vestil Mfg 1/28/2015 8:27 AM

2 Western Consolidated Technologies 1/27/2015 10:36 AM

3 Univertical LLC 1/23/2015 11:41 AM

4 Autoform Tool 1/22/2015 2:21 PM

5 Compliance Consulting Service 1/22/2015 9:49 AM

6 Steffy Wood Products, Inc. 1/22/2015 8:19 AM

Answer Choices Responses

Name

Organization

E-mail Address

Phone Number

1 / 25

Training Needs Assessment Survey SurveyMonkey

7 Univertical 1/22/2015 8:14 AM

8 Cameron Memorial Community Hospital 1/22/2015 7:54 AM

9 Western Consolidated Technologies 1/19/2015 4:42 PM

10 Cold Heading Co. Hudson/Fremont divisions. 1/16/2015 11:25 AM

11 Beagle One Inc 1/16/2015 9:42 AM

12 Triton Metal Products 1/16/2015 9:00 AM

13 Koester Metals, INC 1/15/2015 11:23 AM

14 City of Angola 1/15/2015 10:56 AM

15 Metaldyne, BSM LLC: 1/15/2015 10:48 AM

16 General Products 1/15/2015 9:41 AM

17 RR Donnelley 1/15/2015 9:17 AM

18 Halex 1/15/2015 9:11 AM

19 Ventra Angola LLC 1/15/2015 9:03 AM

20 SOS Service Inc 1/15/2015 9:02 AM

# E-mail Address Date

1 [email protected] 1/28/2015 8:27 AM



4 [email protected] 1/22/2015 2:21 PM





9 [email protected] 1/19/2015 4:42 PM












# Phone Number Date

1 260 665 7586 ext 325 1/28/2015 8:27 AM

2 8153343695 1/27/2015 10:36 AM

2 / 25


3 260-665-7828 1/23/2015 11:41 AM

4 2606242014 1/22/2015 2:21 PM

5 260-668-7770 1/22/2015 9:49 AM

6 260-665-8016 1/22/2015 8:19 AM

7 2606651500 1/22/2015 8:14 AM

8 260-667-5326 1/22/2015 7:54 AM

9 260-495-9866 1/19/2015 4:42 PM

10 810-252-4884 1/16/2015 11:25 AM

11 260-665-1521 1/16/2015 9:42 AM

12 260-488-1870 1/16/2015 9:00 AM

13 260-495-1818 EXT 201 1/15/2015 11:23 AM

14 260-665-7600 1/15/2015 10:56 AM

15 260-495-4833 1/15/2015 10:48 AM

16 260-570-5591 1/15/2015 9:41 AM

17 260-665-9421x250 1/15/2015 9:17 AM

18 260-488-3531 1/15/2015 9:11 AM

19 260-665-8288 x3210 1/15/2015 9:03 AM

20 8775350767 1/15/2015 9:02 AM

Q2 Please rate the following certificationsby level of importance to your organization:

Answered: 21 Skipped: 0

3 / 25


28.57%6

23.81%5

14.29%3

33.33%7

0.00%0

21

2.52

28.57%6

19.05%4

19.05%4

28.57%6

4.76%1

21

2.62

15.79%3

31.58%6

15.79%3

15.79%3

21.05%4

19

2.95

25.00%5

20.00%4

15.00%3

30.00%6

10.00%2

20

2.80

38.10%8

28.57%6

19.05%4

14.29%3

0.00%0

21

2.10

23.81%5

33.33%7

19.05%4

14.29%3

9.52%2

21

2.52

30.00%6

15.00%3

15.00%3

25.00%5

15.00%3

20

2.80

50.00%10

20.00%4

15.00%3

10.00%2

5.00%1

20

2.00

19.05%4

9.52%2

38.10%8

14.29%3

19.05%4

21

3.05

# Other (please specify) Date

1 Envionrmental Awareness 1/22/2015 9:49 AM

APICSCertified...

ASQ Green &Black Belt

AWS Welder

ISCETCertified...

MSSC LogisticsTechnician

MSSCProduction...

NIMS CNCMachinist

QuickBooksOffice...

SMRP CertifiedMaintenance ...

0 1 2 3 4 5 6 7 8 9 10

Notneeded

Not veryimportant

Somewhatimportant

Important Veryimportant

Total WeightedAverage

APICS Certified Production & InventoryManagement


AWS Welder




NIMS CNC Machinist


SMRP Certified Maintenance & ReliabilityTechnician

4 / 25


3 13 5

2 15 7

5 25 5

2 13 6

2 6 3

3 13 4

2 19 8

1 4 3

2 9 4

Q3 For the certifications you ratedImportant or Very Important, approximately

how many employees would you need tocertified per year?


APICSCertified...

ASQ Green &Black Belt

AWS Welder

ISCETCertified...

MSSC LogisticsTechnician

MSSCProduction...

NIMS CNCMachinist

QuickBooksOffice...

SMRP CertifiedMaintenance ...

Other

0 1 2 3 4 5 6 7 8 9 10

Answer Choices Average Number Total Number Responses



AWS Welder




NIMS CNC Machinist



5 / 25


0 0 0

Total Respondents: 14

# APICS Certified Production & Inventory Management Date

1 5 1/28/2015 8:27 AM

2 2 1/27/2015 10:36 AM

3 1 1/16/2015 9:00 AM

4 1 1/15/2015 11:23 AM

5 4 1/15/2015 9:11 AM

# ASQ Green & Black Belt Date

1 2 1/27/2015 10:36 AM

2 3 1/19/2015 4:42 PM

3 1 1/16/2015 9:00 AM

4 0 1/15/2015 11:23 AM

5 2 1/15/2015 10:48 AM

6 6 1/15/2015 9:11 AM

7 1 1/15/2015 9:03 AM

# AWS Welder Date

1 10 1/28/2015 8:27 AM

2 2 1/16/2015 9:42 AM

3 1 1/16/2015 9:00 AM

4 10 1/15/2015 11:23 AM

5 2 1/15/2015 9:02 AM

# ISCET Certified Electronic Technician Date

1 1 1/28/2015 8:27 AM

2 0 1/15/2015 11:23 AM

3 3 1/15/2015 10:48 AM

4 2 1/15/2015 9:21 AM

5 5 1/15/2015 9:17 AM

6 2 1/15/2015 9:03 AM

# MSSC Logistics Technician Date

1 2 1/28/2015 8:27 AM

2 0 1/15/2015 11:23 AM

3 4 1/15/2015 9:11 AM

# MSSC Production Technician Date

1 2 1/28/2015 8:27 AM

2 7 1/22/2015 8:14 AM

3 0 1/15/2015 11:23 AM

4 4 1/15/2015 9:11 AM

Other

6 / 25


# NIMS CNC Machinist Date

1 5 1/28/2015 8:27 AM

2 5 1/27/2015 10:36 AM

3 1 1/22/2015 8:14 AM

4 3 1/19/2015 4:42 PM

5 1 1/16/2015 9:00 AM

6 0 1/15/2015 11:23 AM

7 2 1/15/2015 9:21 AM

8 2 1/15/2015 9:03 AM

# QuickBooks Office Technician Date

1 3 1/28/2015 8:27 AM

2 1 1/22/2015 9:49 AM

3 0 1/15/2015 11:23 AM

# SMRP Certified Maintenance & Reliability Technician Date

1 3 1/28/2015 8:27 AM

2 1 1/22/2015 8:14 AM

3 1 1/15/2015 11:23 AM

4 4 1/15/2015 9:17 AM

# Other Date

There are no responses.

Q4 Please rate the following technicalworkforce development training by level of

importance to yourorganization:Answered: 21 Skipped: 0

7 / 25


10.00%2

0.00%0

5.00%1

30.00%6

55.00%11

20

4.20

9.52%2

0.00%0

14.29%3

38.10%8

38.10%8

21

3.95

30.00%6

0.00%0

25.00%5

20.00%4

25.00%5

20

3.10

30.00%6

0.00%0

30.00%6

20.00%4

20.00%4

20

3.00

26.32%5

0.00%0

21.05%4

21.05%4

31.58%6

19

3.32

20.00%4

5.00%1

15.00%3

30.00%6

30.00%6

20

3.45

15.79%3

0.00%0

10.53%2

15.79%3

57.89%11

19

4.00

19.05%4

9.52%2

9.52%2

38.10%8

23.81%5

21

3.38

Basic Math

BlueprintReading

Electricity 100

Electricity 200

ElectricalMotor Controls

Hydraulics &Pneumatics

MaintenanceTroubleshooting

Basic Machining

MachineHandbook

BasicProgrammable...

AdvancedProgrammable...

0 1 2 3 4 5 6 7 8 9 10

Notneeded

Not veryimportant

Somewhatimportant

Important Veryimportant

Total WeightedAverage

Basic Math

Blueprint Reading

Electricity 100

Electricity 200




Basic Machining

8 / 25


25.00%5

20.00%4

20.00%4

20.00%4

15.00%3

20

2.80

21.05%4

5.26%1

26.32%5

21.05%4

26.32%5

19

3.26

20.00%4

15.00%3

20.00%4

30.00%6

15.00%3

20

3.05


1 We have a formal maintenance apprentice progran m with Ivy Tech , 2 peple in their 3rd year 1/15/2015 9:41 AM

2 National Electric Code and NFPA 70E 1/15/2015 9:17 AM

Q5 For the technical skills that you ratedImportant or Very Important, approximately

how many employees or potentialemployees would need trained each year:


Machine Handbook

Basic Programmable LogicControllers

Advanced Programmable LogicControllers

9 / 25


22 281 13

15 180 12

7 80 11

3 21 8

7 63 9

7 75 11

8 78 10

8 94 12

4 28 8

7 65 10

Basic Math

BlueprintReading

Electricity 100

Electricity 200

ElectricalMotor Controls

Hydraulics &Pneumatics

MaintenanceTroubleshooting

Basic Machining

MachineHandbook

BasicProgrammable...

AdvancedProgrammable...

Other

0 10 20 30 40 50

Answer Choices Average Number Total Number Responses

Basic Math

Blueprint Reading

Electricity 100

Electricity 200




Basic Machining

Machine Handbook


10 / 25


6 55 9

9 9 1


# Basic Math Date

1 100 1/28/2015 8:27 AM

2 0 1/23/2015 11:41 AM

3 20 1/22/2015 2:21 PM

4 0 1/22/2015 9:49 AM

5 10 1/22/2015 8:14 AM

6 5 1/19/2015 4:42 PM

7 5 1/16/2015 9:00 AM

8 50 1/15/2015 11:23 AM

9 10 1/15/2015 10:48 AM

10 5 1/15/2015 9:21 AM

11 25 1/15/2015 9:11 AM

12 1 1/15/2015 9:03 AM

13 50 1/15/2015 9:02 AM

# Blueprint Reading Date

1 20 1/28/2015 8:27 AM

2 5 1/27/2015 10:36 AM

3 0 1/22/2015 9:49 AM

4 5 1/19/2015 4:42 PM

5 5 1/16/2015 9:00 AM

6 50 1/15/2015 11:23 AM

7 10 1/15/2015 10:48 AM

8 5 1/15/2015 9:21 AM

9 4 1/15/2015 9:17 AM

10 25 1/15/2015 9:11 AM

11 1 1/15/2015 9:03 AM

12 50 1/15/2015 9:02 AM

# Electricity 100 Date

1 10 1/28/2015 8:27 AM

2 2 1/27/2015 10:36 AM

3 0 1/22/2015 9:49 AM

4 3 1/22/2015 8:14 AM

5 1 1/19/2015 4:42 PM

6 0 1/15/2015 11:23 AM


Other

11 / 25


7 3 1/15/2015 10:48 AM

8 5 1/15/2015 9:21 AM

9 5 1/15/2015 9:17 AM

10 1 1/15/2015 9:03 AM

11 50 1/15/2015 9:02 AM

# Electricity 200 Date

1 5 1/28/2015 8:27 AM

2 0 1/22/2015 9:49 AM

3 2 1/19/2015 4:42 PM

4 0 1/15/2015 11:23 AM

5 3 1/15/2015 10:48 AM

6 5 1/15/2015 9:21 AM

7 5 1/15/2015 9:17 AM

8 1 1/15/2015 9:03 AM

# Electrical Motor Controls Date

1 10 1/28/2015 8:27 AM

2 1 1/23/2015 11:41 AM

3 2 1/19/2015 4:42 PM

4 1 1/15/2015 11:23 AM

5 3 1/15/2015 10:48 AM

6 5 1/15/2015 9:21 AM

7 5 1/15/2015 9:17 AM

8 1 1/15/2015 9:03 AM

9 35 1/15/2015 9:02 AM

# Hydraulics & Pneumatics Date

1 10 1/28/2015 8:27 AM

2 2 1/27/2015 10:36 AM

3 1 1/23/2015 11:41 AM

4 10 1/22/2015 2:21 PM

5 2 1/19/2015 4:42 PM

6 1 1/15/2015 11:23 AM

7 3 1/15/2015 10:48 AM

8 5 1/15/2015 9:21 AM

9 5 1/15/2015 9:17 AM

10 1 1/15/2015 9:03 AM

11 35 1/15/2015 9:02 AM

# Maintenance Troubleshooting Date

1 8 1/28/2015 8:27 AM

12 / 25


2 1 1/23/2015 11:41 AM

3 12 1/22/2015 2:21 PM

4 5 1/19/2015 4:42 PM

5 3 1/15/2015 11:23 AM

6 3 1/15/2015 10:48 AM

7 5 1/15/2015 9:21 AM

8 5 1/15/2015 9:17 AM

9 1 1/15/2015 9:03 AM

10 35 1/15/2015 9:02 AM

# Basic Machining Date

1 10 1/28/2015 8:27 AM

2 3 1/27/2015 10:36 AM

3 0 1/23/2015 11:41 AM

4 12 1/22/2015 2:21 PM

5 5 1/19/2015 4:42 PM

6 5 1/16/2015 9:00 AM

7 3 1/15/2015 11:23 AM

8 10 1/15/2015 10:48 AM

9 5 1/15/2015 9:21 AM

10 5 1/15/2015 9:17 AM

11 1 1/15/2015 9:03 AM

12 35 1/15/2015 9:02 AM

# Machine Handbook Date

1 5 1/28/2015 8:27 AM

2 0 1/23/2015 11:41 AM

3 2 1/19/2015 4:42 PM

4 0 1/15/2015 11:23 AM

5 10 1/15/2015 10:48 AM

6 5 1/15/2015 9:21 AM

7 5 1/15/2015 9:17 AM

8 1 1/15/2015 9:03 AM

# Basic Programmable Logic Controllers Date

1 10 1/28/2015 8:27 AM

2 3 1/27/2015 10:36 AM

3 1 1/23/2015 11:41 AM

4 5 1/19/2015 4:42 PM

5 3 1/15/2015 11:23 AM

6 2 1/15/2015 10:48 AM

13 / 25


80.00% 16

20.00% 4

7 5 1/15/2015 9:21 AM

8 5 1/15/2015 9:17 AM

9 1 1/15/2015 9:03 AM

10 30 1/15/2015 9:02 AM

# Advanced Programmable Logic Controllers Date

1 5 1/28/2015 8:27 AM

2 1 1/27/2015 10:36 AM

3 2 1/19/2015 4:42 PM

4 3 1/15/2015 11:23 AM

5 3 1/15/2015 10:48 AM

6 5 1/15/2015 9:21 AM

7 5 1/15/2015 9:17 AM

8 1 1/15/2015 9:03 AM

9 30 1/15/2015 9:02 AM

# Other Date

1 9 1/15/2015 9:17 AM

Q6 Does your organization needsupervision/leadership training?


Total 20

Q7 If yes, what is your preferred program?Answered: 16 Skipped: 5

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

14 / 25


18.75% 3

25.00% 4

0.00% 0

56.25% 9

Total 16


1 Van Daele & associtetes 1/28/2015 8:29 AM

2 Lean leadership 1/19/2015 4:43 PM

Q8 What is the approximate number ofemployees that you would like to have

supervision/leadership training per year?Answered: 17 Skipped: 4

# Responses Date

1 50 1/28/2015 8:29 AM

2 4 1/27/2015 10:40 AM

3 4 1/23/2015 11:43 AM

4 7 1/22/2015 2:24 PM

5 0 1/22/2015 9:50 AM

6 2 1/22/2015 8:20 AM

DevelopmentDimensions...

Coveys 7Habits of...

John C. Maxwell

No preference

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Development Dimensions International (DDI Leadership Series)

Coveys 7 Habits of Highly Effective People

John C. Maxwell

No preference

15 / 25


29.41% 5

94.12% 16

82.35% 14

11.76% 2

7 6 1/22/2015 8:16 AM

8 5 1/19/2015 4:43 PM

9 30 1/16/2015 11:26 AM

10 4 1/16/2015 9:43 AM

11 4 1/16/2015 9:01 AM

12 3 1/15/2015 11:24 AM

13 3 1/15/2015 10:49 AM

14 3 1/15/2015 9:42 AM

15 5 1/15/2015 9:21 AM

16 6 1/15/2015 9:12 AM

17 10 1/15/2015 9:04 AM

Q9 What computer training does yourorganization require? (Please select all that

apply.)Answered: 17 Skipped: 4

MicrosoftAccess

Microsoft Excel

Microsoft Word

MicrosoftPublisher

MicrosoftPowerPoint

MicrosoftOutlook

None

Other (pleasespecify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Microsoft Access

Microsoft Excel

Microsoft Word

Microsoft Publisher

16 / 25


64.71% 11

76.47% 13

5.88% 1

17.65% 3

26.67% 4

40.00% 6



1 SAP 1/23/2015 11:43 AM

2 Microsoft Project 1/15/2015 9:05 AM

3 Act Soft, Act by sage, basic computer skills 1/15/2015 9:04 AM

Q10 What quality training does yourorganization require? (Please select all that

apply.)Answered: 15 Skipped: 6

Microsoft PowerPoint

Microsoft Outlook

None


Green Belt

Black Belt

LEAN Principles

InternalAuditor

ISO

TS

CQT

CQE

None

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Green Belt

Black Belt

17 / 25


53.33% 8

60.00% 9

73.33% 11

40.00% 6

6.67% 1

6.67% 1

13.33% 2



1 10 and 30 hr OSHA 1/15/2015 9:04 AM

Q11 What is the approximate number ofemployees that you would like to have

quality training per year?Answered: 16 Skipped: 5

# Responses Date

1 30 1/28/2015 8:29 AM

2 3 1/27/2015 10:40 AM

3 4 1/23/2015 11:43 AM

4 260 1/22/2015 2:24 PM

5 0 1/22/2015 9:50 AM

6 6 1/22/2015 8:16 AM

7 3 1/19/2015 4:43 PM

8 20 1/16/2015 11:26 AM

9 1 1/16/2015 9:01 AM

10 4 1/15/2015 11:24 AM

11 2 1/15/2015 10:49 AM

12 6 1/15/2015 9:42 AM

13 5 1/15/2015 9:21 AM

14 6 1/15/2015 9:12 AM

15 2 1/15/2015 9:05 AM

16 10 1/15/2015 9:04 AM

Q12 Do you need customized training?Answered: 20 Skipped: 1

LEAN Principles

Internal Auditor

ISO

TS

CQT

CQE

None

18 / 25


25.00% 5

35.00% 7

25.00% 5

15.00% 3

Total 20

Q13 If Yes or Possibly, please explain.Answered: 8 Skipped: 13

# Responses Date

1 Applications specific to our manufacturing 1/22/2015 8:17 AM

2 CPR, BLS, ACLS 1/22/2015 7:57 AM

3 Quickbooks 1/16/2015 9:44 AM

4 When working on the electronic controls side of our business we have in the past had to work to help developcustomized training packages.

1/15/2015 10:53 AM

5 Maintenance for CNC machines, Machining industry specific 1/15/2015 9:23 AM

6 based on our business 1/15/2015 9:19 AM

7 Depends on what qualifications people have that we hire 1/15/2015 9:06 AM

8 Confined Space entry training 1/15/2015 9:05 AM

Q14 Do you have a preference for on-site(at your facility) or off-site training?


Yes

No

Possibly

Not sure

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

Possibly

Not sure

19 / 25


47.37% 9

5.26% 1

47.37% 9

Total 19


1 We do both 1/22/2015 8:17 AM

2 which we provide for our employees and community members 1/22/2015 7:57 AM

3 both on and off would be good, since assume off site will pair up with others from different organizations 1/19/2015 4:44 PM

4 I would consider combining training with other local companies in the area, either host at GP or attend at theirsite

1/15/2015 9:44 AM

5 Specific industry may require combination 1/15/2015 9:23 AM

Q15 Do you prefer your employees toattend training during business hours or

after business hours?Answered: 20 Skipped: 1

On-Site

Off-Site

No preference

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


On-Site

Off-Site

No preference

20 / 25


25.00% 5

0.00% 0

75.00% 15

0.00% 0

Total 20

Q16 How many open positions do you haveat this time due to lack ofqualifications/training?


# Responses Date

1 5 1/28/2015 8:30 AM

2 2 1/23/2015 11:44 AM

3 0 1/22/2015 9:51 AM

4 0 1/22/2015 8:20 AM

5 2 1/19/2015 4:44 PM

6 minimum 50 1/16/2015 11:27 AM

7 0 1/16/2015 9:44 AM

8 3 1/16/2015 9:01 AM

9 3 Salary positions; Quality Manager, Maintenance Manager, Controls Tech. 1/15/2015 10:53 AM

10 1 1/15/2015 9:44 AM

Duringbusiness hours

After businesshours

Depends ontraining needs

No preference

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


During business hours

After business hours

Depends on training needs

No preference

21 / 25


70.00% 14

30.00% 6

11 0 1/15/2015 9:23 AM

12 2 1/15/2015 9:19 AM

13 0 1/15/2015 9:18 AM

14 4 1/15/2015 9:06 AM

15 5 1/15/2015 9:05 AM

Q17 Would you be interested in hosting ahigh school student for the purpose of

career exploration?Answered: 20 Skipped: 1

Total 20

Q18 If yes, please provide the appropriatecontact and we will send you more

information.Answered: 14 Skipped: 7

# Responses Date

1 Stephanie Young [email protected] 1/28/2015 8:35 AM

2 Student must be 18+ years old to be in production floor. for office/engineer positions 16+ years old. Pleasecontact Cecilia at 815-334-3695

1/27/2015 10:45 AM

3 Ron Wilkinson 260-665-7829 1/23/2015 11:52 AM

4 Ron Wilkinson 1/22/2015 8:19 AM

5 We currently offer a job shadow opportunity for students 9-12 grade and we host the HOE program 1/22/2015 8:02 AM

6 Elaine Rehiling 1/19/2015 4:46 PM

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

22 / 25


50.00% 10

15.00% 3

20.00% 4

30.00% 6



9 [email protected] [email protected] 1/16/2015 9:03 AM

10 Robert Gaff 1/15/2015 1:40 PM

11 Gary Koester - [email protected] 1/15/2015 11:25 AM

12 Michael Ashmore or Julie Carmicheal 1/15/2015 11:00 AM

13 Dolores Bredemeyer 260 570-5591 1/15/2015 9:49 AM

14 Kyle Gruner 260-312-2957 1/15/2015 9:06 AM

Q19 In your opinion, what is the greatestbarrier for your employees to access

training?Answered: 20 Skipped: 1



1 We have an internal on-line program for our employees for the majority of training but some employees lack theskills to use a computer. We are working to improve those skills but it takes time and money.

1/22/2015 8:02 AM

Time

Distance

Cost

Motivation

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Time

Distance

Cost

Motivation

23 / 25


Q20 Would you consider employeeretention a problem for your organization?


# Responses Date

1 yes 1/28/2015 8:35 AM

2 Yes 1/27/2015 10:45 AM

3 Minimal problem right now. Finding qualified employees to begin with is a bigger issue for us. 1/23/2015 11:52 AM

4 Yes 1/22/2015 2:25 PM

5 no 1/22/2015 9:52 AM

6 nol 1/22/2015 8:21 AM

7 Yes 1/22/2015 8:19 AM

8 Yes, in the entry level positions of Environmental Services and Food Services 1/22/2015 8:02 AM

9 medium issue 1/19/2015 4:46 PM

10 100% 1/16/2015 11:32 AM

11 no 1/16/2015 9:45 AM

12 Yes, I think its a problem for everyone right now. 1/16/2015 9:03 AM

13 no 1/15/2015 1:40 PM

14 No in the hourly ranks, somewhat in the salary ranks 1/15/2015 11:00 AM

15 yes, somewhat 1/15/2015 9:49 AM

16 no 1/15/2015 9:23 AM

17 yes 1/15/2015 9:19 AM

18 No 1/15/2015 9:08 AM

19 Yes 1/15/2015 9:06 AM

Q21 How can local and regional partnershelp you with your workforce

issues/concerns?Answered: 13 Skipped: 8

# Responses Date

1 We need to somehow figure out how to fill the training skill gap for those that are not college bound. 1/28/2015 8:35 AM

2 Help us to motivate and retain workforce. 1/27/2015 10:45 AM

3 Assisting in finding qualified employees for open positions. Linking employers to job training programs andvocational training facilities.

1/23/2015 11:52 AM

4 We need more mobile applications developers in the area 1/22/2015 9:52 AM

5 Change the culture, work on ethics and attitude. Start in the school system. We teach academics but don't teachculture and attitude. The first is useless without the second.

1/22/2015 8:19 AM

24 / 25


6 Their is very few skilled or semiskilled people available in Steuben County or surrounding counties or states 1/16/2015 11:32 AM

7 Stress the importance of attendance, doing a good job, and not being a job jumper in high school and all training. 1/16/2015 9:03 AM

8 networking and group meeting about issues 1/15/2015 1:40 PM

9 Continue to ask the industrial sector these questions and help find answers or options understanding that in adynamic and changing environment, every year could bring a differnet and complex set of needs to our region.Thank you for including me and my organization in this survey.

1/15/2015 11:00 AM

10 I would like to see companies more involved in working with high school and middle school students on availableopportunities for both college bound students and those who do not plan on attending college. Also what isrequired of employers.

1/15/2015 9:49 AM

11 Have equal emphasis on college AND trades opportunities 1/15/2015 9:19 AM

12 Finding qualified workers. This will eventually turn into how to find and train qualified workers. 1/15/2015 9:08 AM

13 Open for discussion 1/15/2015 9:06 AM

25 / 25


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Northern Indiana Lakes Country ENTERPRISE …steubenedc.com/uploads/page/Enterprise_Center_-_Business_Plan_w...Northern Indiana Lakes Country ENTERPRISE CENTER ... 330 Intertech Parkway