MONROE - From the outside looking in, Wisconsin appeared to be living in an economic development bubble just 20 years ago.
"They weren't aggressive, like some states," said Anna Schramke, the director of Green County Economic Development Corporation for the past 16 years. "They weren't at any trade shows."
But that's all changed, Schramke said.
Schramke retired from her position at the end of June. But until the board gets its new director in place, she has been popping into the office to keep up the accounting.
When she worked in Illinois and Ohio, before coming to Green County in 1996, "there was a stigma about Wisconsin," Schramke said. "Businesses moved around and within Wisconsin, but there was no migration."
Since that time, "there's been a lot of growth in Wisconsin."
What changes have made the difference for Green County?
For one thing, Wisconsinites began to understand early in the 21st Century that economic developers needed continuing education, Schramke said.
"John Ramer (Schramke's predecessor at GCDC) and others instituted certified economic development training in Wisconsin," she said. Ramer had been the first director of GCDC, which began in 1993.
At the time, there were no certified economic developers in the state, not even at the state level. Ramer realized Wisconsin economic developers with certification would earn more recognition and credibility within the industry and with other states' economic developers, she added.
Schramke became one of the first 16 certified economic developers in the state by 2005. Recertification is required every three years, with continuing education during the intervening years.
Schramke said she was pleased to see the communities in Green County working together when she arrived at GCDC.
"John did a great job putting the foundation in place," Schramke said, "and (GCDC) has come a long way."
Schramke said helping the county's communities and potential business prospects see projects and especially their financial aspects, her specialty, with a little different perspective has been her favorite activity at GCDC.
"It's putting this (amount) over here and that over there, to make it all come together," she said.
Getting a revolving loan fund started has been a big accomplishment and benefit for the county, Schramke said.
"That has attracted a lot of development infrastructure in the county in the long term," she added.
Originally, GCDC was fully funded by government entities. But during Schramke's term in office, the board was able to transition to get the private sector involved - both as donors and as board members.
At first there was concern that small communities would lose control on the board, Schramke said, but she sees the move as a great asset for the entire county.
"Many people started realizing that economic development is about businesses creating wealth for people who live here," Schramke said.
Private contributions now make up one-third of GCDC's budget revenue, and business representatives bring to the table "their knowledge and direction," Schramke said. The board has direct connections to different economic sectors, such as the largest employers, education, small businesses and young professionals.
Businesses, like Colony Brands, have transitioned into marketing assets for the county, she said.
"They (Colony Brands) were just at the beginning stages when I got here," Schramke said, "in the transition of getting a bigger (economic) pie."
Rather than vying for a bigger piece of the pie, business owners began seeking a piece of a bigger pie, Schramke explained.
"Swiss Colony (now Colony Brands) is out front and in front, spreading the word about what a great place Green County, and Monroe, is," Schramke said.
The future of Green County economic development needs highly qualified people - something that the large employers - Colony Brands and Monroe Clinic in particular - are doing," Schramke said.
"Slowly but surely, those types of positions in the county are increasing," she added.
But Schramke is also warning of a shift coming, one that the county needs to be prepared for.
In one aspect, major leadership is going to shift to a new generation of leaders.
"Anytime you lose strong leaders and strong influencers, you have a void, unless you develop a strong successor," Schramke said.
Schramke would also like to see speculative buildings, places ready for prospective businesses to move into.
"These days, decisions are made quickly, and businesses don't have time to build a building," she added.
"They weren't aggressive, like some states," said Anna Schramke, the director of Green County Economic Development Corporation for the past 16 years. "They weren't at any trade shows."
But that's all changed, Schramke said.
Schramke retired from her position at the end of June. But until the board gets its new director in place, she has been popping into the office to keep up the accounting.
When she worked in Illinois and Ohio, before coming to Green County in 1996, "there was a stigma about Wisconsin," Schramke said. "Businesses moved around and within Wisconsin, but there was no migration."
Since that time, "there's been a lot of growth in Wisconsin."
What changes have made the difference for Green County?
For one thing, Wisconsinites began to understand early in the 21st Century that economic developers needed continuing education, Schramke said.
"John Ramer (Schramke's predecessor at GCDC) and others instituted certified economic development training in Wisconsin," she said. Ramer had been the first director of GCDC, which began in 1993.
At the time, there were no certified economic developers in the state, not even at the state level. Ramer realized Wisconsin economic developers with certification would earn more recognition and credibility within the industry and with other states' economic developers, she added.
Schramke became one of the first 16 certified economic developers in the state by 2005. Recertification is required every three years, with continuing education during the intervening years.
Schramke said she was pleased to see the communities in Green County working together when she arrived at GCDC.
"John did a great job putting the foundation in place," Schramke said, "and (GCDC) has come a long way."
Schramke said helping the county's communities and potential business prospects see projects and especially their financial aspects, her specialty, with a little different perspective has been her favorite activity at GCDC.
"It's putting this (amount) over here and that over there, to make it all come together," she said.
Getting a revolving loan fund started has been a big accomplishment and benefit for the county, Schramke said.
"That has attracted a lot of development infrastructure in the county in the long term," she added.
Originally, GCDC was fully funded by government entities. But during Schramke's term in office, the board was able to transition to get the private sector involved - both as donors and as board members.
At first there was concern that small communities would lose control on the board, Schramke said, but she sees the move as a great asset for the entire county.
"Many people started realizing that economic development is about businesses creating wealth for people who live here," Schramke said.
Private contributions now make up one-third of GCDC's budget revenue, and business representatives bring to the table "their knowledge and direction," Schramke said. The board has direct connections to different economic sectors, such as the largest employers, education, small businesses and young professionals.
Businesses, like Colony Brands, have transitioned into marketing assets for the county, she said.
"They (Colony Brands) were just at the beginning stages when I got here," Schramke said, "in the transition of getting a bigger (economic) pie."
Rather than vying for a bigger piece of the pie, business owners began seeking a piece of a bigger pie, Schramke explained.
"Swiss Colony (now Colony Brands) is out front and in front, spreading the word about what a great place Green County, and Monroe, is," Schramke said.
The future of Green County economic development needs highly qualified people - something that the large employers - Colony Brands and Monroe Clinic in particular - are doing," Schramke said.
"Slowly but surely, those types of positions in the county are increasing," she added.
But Schramke is also warning of a shift coming, one that the county needs to be prepared for.
In one aspect, major leadership is going to shift to a new generation of leaders.
"Anytime you lose strong leaders and strong influencers, you have a void, unless you develop a strong successor," Schramke said.
Schramke would also like to see speculative buildings, places ready for prospective businesses to move into.
"These days, decisions are made quickly, and businesses don't have time to build a building," she added.