HomeMy WebLinkAbout23. 17-192 APRIL 11, 2017 17-192 RESOLUTION
(CARRIED 7-0 LOST LAID OVER WITHDRAWN )
PURPOSE: APPROVE INTERGOVERNMENTAL AGREEMENT WITH
EAST CENTRAL WISCONSIN REGIONAL PLANNING
COMMISSION TO ACCEPT FUNDS FROM DEPARTMENT
OF DEFENSE & WISCONSIN ECONOMIC DEVELOPMENT
CORPORATION TO IMPLEMENT THE AVIATION/
AEROSPACE BUSINESS CLUSTER
INITIATED BY: COMMUNITY DEVELOPMENT
WHEREAS, East Central Wisconsin Regional Planning Commission (ECWRPC)
received a grant from Wisconsin Economic Development Corporation through the
Department of Defense Office of Economic Adjustment (DoD-OEA) to provide program
funds to support various industry cluster development initiatives within the region; and
WHEREAS, the Scope of Work for said grant included a subaward to the City of
Oshkosh for planning and initial steps to realize a Maintenance, Repair and Overhaul
(MRO) and an Additive Manufacturing niche as part of a Northeast Wisconsin Aerospace
cluster; and
WHEREAS, an Intergovernmental Agreement between ECWRPC and the City must
be approved for the City to receive grant funds to cover costs associated with implementing
the MRO business plan, a talent upload program, an aviation/aerospace funding program
and multiple business and industry forums, meetings and symposia to strengthen the
supply chain and the employment pipeline.
NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of
Oshkosh that the proper City officials are hereby authorized to enter into and take those
steps necessary to implement an appropriate agreement with East Central Wisconsin
Regional Planning Commission, similar in terms to the attached, for this purpose.
° ECR PC,
INTERGOVERNMENTAL AGREEMENT
BETWEEN THE
EAST CENTRAL WISCONSIN REGIONAL PLANNING COMMISSION
AND THE
CITY OF OSHKOSH
ISSUED UNDER THE
UNITED STATES DEPARTMENT OF DEFNESE
ACTION THROUGHT THE OFFICE OF ECONOMIC ADJUSTMENT
FUNDING AWARDED TO THE WISCONSIN ECONOMIC DEVELOPEMNT
CORPORATION
FOR THE EAST CENTRAL WISCONSIN REGION
Federal Identifier: HQ0005161001
CFDA Number: 12.617
Grant ID: ST1564-16-01
This Intergovernmental Agreement, dated this _ day of 2017, is by and
between East Central Wisconsin Regional Planning Commission, a government entity and
designated Economic Development District, and the City of Oshkosh, Wisconsin, a
municipal corporation.
RECITALS
WHEREAS, the East Central Wisconsin Regional Planning Commission (ECWRPC) has
entered into an intergovernmental agreement with the Wisconsin Economic Development
Corporation (WEDC) in which the Department of Defense-Office of Economic Adjustment
(DoD-OEA) will provide program funds to support various industry cluster development
initiatives within the region consistent with the adopted Action Plan prepared in Phase I (the
Subrecipient Agreement between WEDC and ECWRPC is attached hereto as Exhibit A
and all provisions are incorporated and required by reference);
WHEREAS, the Grant Agreement between DoD-OEA and WEDC identifies the City's role
in undertaking a Regional Aviation/Aerospace Business Cluster Development & Planning
Assistance project (Project) as set forth in the scope of work (Scope of Work) attached as
Exhibit B and incorporated by reference.
WHEREAS, ECWRPC is required, prior to distributing any DoD-OEA program funds to the
City for any eligible activity funded by the WEDC in the subaward, to execute a written
Intergovernmental Agreement with the City; and
WHEREAS, the Intergovernmental Agreement must be in effect during any period in which
the City has control over DoD-OEA program funds, including any program income.
NOW, THEREFORE, in consideration of the foregoing, and subject to any conditions
contained herein, the ECWRPC and the City agree as follows:
AGREEMENT
1. The period of performance is coterminous with the grant period of September 1,
2016 to December 31, 2018. This Agreement shall remain in full force and effect
until all obligations hereunder are completed, including but not limited to any
reporting and record retention requirements that extend beyond December 31,
2018.
2. The City shall take responsibility for the Scope of Work for the Project as set forth
in Exhibit B.
3. The City shall provide the minimum 10% required local match on the Project
which shall consist of in-kind staff oversight of the Project as set forth in the
budget justification for the Project attached as Exhibit C and incorporated by
reference.
4. The City shall comply with procurement rules set forth in Title 2 Code of Federal
Regulations, Part 200.317 thru 200.329 when hiring the consultant referenced in
the Project Scope of Work to undertake the Implementation of the Aerospace
Cluster.
5. ECWRPC and WEDC will release funds contemplated by this Agreement to the
Subrecipient on a reimbursement basis and each reimbursement will be
contingent on the following:
a. The Subrecipient submitting to ECWRPC a report detailing the dollar
amount and purpose of each allowable costs included in the request for
reimbursement as well as the dollar amount and purpose of each DoD-
OEA expenditures that the Subrecipient has contributed to the Project
since the date of the previous reimbursement request.
b. The Subrecipient submitting to ECWRPC documentation of the allowable
costs for both DoD-OEA reimbursement and matching funds. Such
documentation may include, but not be limited to, purchase orders or
invoices. Funds will not be paid without supporting documentation.
c. The Subrecipient submitting to ECWRPC documentation for training-
related costs. Such documentation may include, but not limited to a
payroll register showing the employee name, pay period, hours worked in
total, pay rate and gross pay, as well as a training sign-in sheet with the
employee's signature.
d. The Subrecipient being in compliance with this Agreement, and with any
other agreements by and between Subrecipient and WEDC.
e. The Subrecipient requesting all funds no later than February 10, 2019.
6. The Subrecipient shall provide to ECWRPC quarterly Financial Performance
Reports, in a format approved by WEDC, quarterly Narrative Performance Reports,
a sample of which is attach to this Agreement as Exhibit D and supporting
document as required by WEDC to demonstrate Project performance, including, but
not limited to a financial overview and narrative summary on the progress of the
Project to date.
Due Date to period Covered Type of Report
ECWRPC
3/10/2017 12/1/16-2/28/17 Interim Financial and Performance Report
6/10/2017 3/1/17-5/31/17 Interim Financial and Performance Report
9/10/2017 6/1/17-8/31/17 Interim Financial and Performance Report
9/10/2017 9/1/16-8/31/17 Interim Financial and Performance Report
12/10/2017 9/1/17-11/30/17 Interim Financial and Performance Report
3/10/2018 12/1/17-2/28/18 Interim Financial and Performance Report
6/10/2018 3/1/18-5/31/18 Interim Financial and Performance Report
9/10/2018 6/1/18-8/31/18 Interim Financial and Performance Report
12/10/2018 9/1/18-11/30/18 Interim Financial and Performance Report
2/10/2019 9/1/16-12/31/18 FINAL Financial and Performance Report
7. WEDC will close-out the award when it determines that all applicable administrative
actions and all required work of the Agreement have been completed by the
Subrecipient. The Subrecipient must submit to ECWRPC no later than February
10, 2019 the following documents:
a. Final Performance Report which contains a summary of activities for the
entire Period of Performance including all required deliverables.
b. Final Financial Report
8. The City shall undertake all necessary actions, as determined by ECWRPC, and as
authorized by Federal, State and Local laws, to carry out the requirements of the
DoD-OEA grant and comply with all applicable laws.
WITNESS: EAST CENTRAL WISCONSIN REGIONAL PLANNING COMMISSION
Eric Fowle, Executive Director Date
WITNESS: CITY OF OSHKOSH
Mark A. Rohloff, City Manager Date
Pamela R. Ubrig, City Clerk Date
Trena Larson, Finance Director Date
Lynn A. Lorenson, City Attorney Date
EXHIBIT A: Subrecipient Agreement between WEDC and ECWRPC
EXHIBIT B
Scope of Work
PROJECT: Implementation of the Aerospace Cluster
Description:
The project carries out two key recommendations from the Phase 1 Aerospace Cluster
Study - planning and initial steps to realize a Maintenance, Repair and Overhaul (MRO)
and an Additive Manufacturing niche as part of a Northeast Wisconsin aerospace
cluster. The project partners will include the City of Oshkosh, the Greater Oshkosh
Economic Development Corporation, Wittman Regional Airport, Outagamie County
Regional Airport, Fond du Lac County Airport, Austin Straubel International Airport, the
Wisconsin Aerospace Partners and the Wisconsin Economic Development Corporation
(WEDC).
The project will continue to build capacity in the emerging Northeast Wisconsin
aerospace cluster through the implementation of business plans developed during the
Phase 1 Aerospace Cluster study effort. Capacity will be built by addressing critical
gaps identified during the Phase 1 planning effort as well the charrette process (with
regard to the broader 1-41C ecosystem supporting all clusters). The gaps to building the
Aerospace cluster, and hence diversifying the region's manufacturing base, include:
increasing staff and resource capacity, improving access to investment capital, studying
workforce availability and development dynamics supporting aerospace, and
opportunities for manufacturers and suppliers to engage with each other.
Approach:
This project will be completed by the City of Oshkosh (the City) as a sub-recipient. The
City will subcontract with qualified professional service firms. The selected
subcontractor(s) will undertake the effort to increase staff and resource capacity to
realize the cluster and implement the business plan for the cluster. The Greater Oshkosh
Economic Development Corporation (GO- EDC) will have the lead role managing the
project on behalf of the City and will also complete selected activities under the project.
The selected contractor(s) will undertake an effort to design a regional network of
investment funds to support the cluster activity, develop a template to create other funds
in each community that is part of the cluster effort and build the first fund in Oshkosh.
Increasing access to capital for companies which want to start or expand as part of the
cluster has been identified as a critical need in the planning process and was a charrette
action item. The network of aerospace funds would invest in companies which want to
start or expand in the region as part of the cluster, including Aerolnnovate companies.
The objective is to build a network of funds with 50% public and 50% private support—or
about one fund in each community of the cluster region. OEA funding is not requested to
seed this investment fund.
The selected contractor(s) will also undertake an effort to provide more opportunities for
manufacturers and suppliers to interact and share knowledge. The Aerospace/Aviation
Manufacturers Roundtable would be conducted during AirVenture and bring
manufacturers in aerospace together to discuss challenges and opportunities; an
Aerospace Supplier Forum will bring Wisconsin suppliers to aerospace and aviation
together to talk about challenges and opportunities; and an Aviation Additive
Manufacturing Symposium will to bring together companies which are using additive
manufacturing techniques with those in aviation who want to use these techniques to
learn about best practices. It is anticipated that there will be benefits to the companies to
participate in these types of educational forums, as well as to help better align the cluster
to meet industry needs.
Tasks:
1. Implement MRO Cluster
1.1. Hire staff to increase capacity and implement business plan
1.2. Bring industry partners into the cluster
2. Implement long term strategy to include Additive Manufacturing
2.1. Hire staff to increase capacity and implement business plans
2.2. Bring industry partners into the cluster
3. Creation of an Aviation/Aerospace Fund Network
3.1. Design network of fund
3.2. Create template to build funds in each community that is a part of the cluster
effort
3.3. Build the first fund in Oshkosh
4. Aviation and Aerospace Talent Upload
4.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
5. Aviation and Aerospace Talent Retention and Development Best Practices Seminar
5.1. Conduct eight (8) events and collect data to inform cluster development
efforts and collect feedback on value/success
6. Aerospace/Aviation Manufacturers Roundtable
6.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
7. Aerospace Supplier Forum
7.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
s. Aviation Additive Manufacturing Symposium
8.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
Procurement:
The project would be completed by the City of Oshkosh as a sub-recipient. All activities
and procurements under this sub-award will follow 2 CFR 200. Requests for Proposals
(RFPs) will be used to select professional service firms for activities with an estimated
cost exceeding the Simplified Acquisition Threshold ($150,000).
Output(s):
• Aviation/Aerospace Fund Template and Network Design
• Aerospace Fund in Oshkosh
• Aviation and Aerospace Talent Upload
• Aviation and Aerospace Talent Retention and Development Best
Practices Seminar Series
• Aerospace/Aviation Manufacturers Roundtable
• Aerospace Supplier Forum
• Additive Manufacturing Symposium
EXHIBIT C
Budget Justification
GRANT PERIOD: Start: September 1, 2016 End: December 30, 2018
Please refer to the accompanying budget spreadsheet for the Project 9 sub-award for
more detail on all expenses and positions contemplated under this funding.
Sub-Award: Project 9– Implementation of the Aerospace Cluster
Sub-Recipient: City of Oshkosh
Please refer to the accompanying budget spreadsheet for the Project 9 sub-award for
more detail on all expenses and positions contemplated under this funding.
Personnel (Federal: $0/ Non-federal: $77,207)
City of Oshkosh Community Development Director
The Community Development Director is a full-time employee of the City of Oshkosh
who is responsible for economic development activities for the City of Oshkosh. His
responsibilities include industrial park development, business park development,
downtown redevelopment projects, Tax Increment Financing District Plans, and all
phases of the construction process (building plan review, permitting, inspections and
Occupancy Permits). In addition, the Community Development Director represents the
City on economic development partnerships including ECWRPC-CEDS, GO-EDC Board
of Directors and GO-EDC Aviation Development Committee.
Specific to this proposal, the Community Development Director will be responsible for
the following throughout the twenty-four months:
• Management of the procurement of contractual activities funded through the sub-
award from the ECWRPC to the City of Oshkosh
• Preparation of information to be provided to the ECWRPC in compliance with
grant performance reporting requirements
• Management of the performance of contracts
• Coordination, preparation, meeting attendance and follow up associated with the
contractual activities
• Information gathering, preparation, communication and coordination associated
with contractual activities
Greater Oshkosh Economic Development Corporation (GO-EDC) CEO
The Greater Oshkosh Economic Development Corporation is a private/public not for
profit economic development organization serving the greater Oshkosh area. Aviation
development is one of GO-EDC's four key areas of focus. The Aviation Development
Committee—which has led the effort to develop the aerospace cluster—is a GO-EDC
committee. The GO-EDC CEO is responsible for the overall direction and management
of GO-EDC and has played a prominent role in the aerospace cluster development
initiative.
Specific to this proposal, the GO-EDC CEO will be responsible for the following
throughout the twenty-four months:
• Preparation of information to be provided to the ECWRPC in compliance with
grant performance reporting requirements
• Coordination, preparation, meeting attendance and follow up associated with the
contractual activities
• Staff supervision to support contract activities
Fringe Benefits (Federal: $0/ Non-federal: $27,220)
For the City of Oshkosh Community Development Director, the fringe rate is at a 0.3565
rate. For the GO-EDC CEO, the fringe rate is at a 0.35 rate.
Contracts (Federal: $1,025,000/ Non-federal: $0)
All contractual procurements that will occur under the sub-award will be in compliance
with 2 CFR 200. Please refer to the Scope of Work for the type of procurement
contemplated under this sub-award. Please also refer to the budget spreadsheets that
accompany this Budget Justification for more detail on contacts contemplated under this
grant.
Aerospace Niche Implementation
A short- and long-term approach was chosen with regard to aerospace niches to
implement and to formalize an Aerospace Cluster in the 1-41 Corridor region. A
Maintenance, Repair& Overhaul (MRO) niche will be implemented in the short-term and
an Additive Manufacturing niche will be implemented in the long-term. The basis for the
estimate is from prior contracting undertaken by the City/GO-EDC for professional
contractor services; specifically, under the Phase 1 grant. The total cost estimated for
carrying out tasks 1 and 2 of this scope of work is $465,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one or
two firms to provide professional services carrying out the scope of work identified for
these implementation tasks (tasks 1 and 2). The City will contract for these services
based on its documented policies and procedures, in compliance with 2 CFR 200
competitive procurement regulations that exceed the Simplified Acquisition Threshold
($150,000), and in compliance with 2 CFR 200.459 cost principles for selected items of
cost related to professional service costs.
Creation of an Aviation/Aerospace Fund Network
The basis for the estimate is from prior contracting undertaken by the City/GO-EDC for
professional contractor services; specifically, under the Phase 1 grant. The total cost
estimated for carrying out task 3 of this scope of work is $195,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one
firm to provide professional services carrying out the scope of work identified for
implementation task 3. The City will contract for these services based on its
documented policies and procedures, in compliance with 2 CFR 200 competitive
procurement regulations that exceed the Simplified Acquisition Threshold ($150,000),
and in compliance with 2 CFR 200.459 cost principles for selected items of cost related
to professional service costs.
Development of Programming for Manufacturers and Suppliers Supportive of the
Aerospace Cluster Development Efforts
The basis for the estimate is from prior contracting undertaken by the City/GO-EDC for
professional contractor services; specifically, under the Phase 1 grant. The total cost
estimated for carrying out tasks 4 through 8 of this scope of work is $365,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one
firm to provide professional services carrying out the scope of work identified for
implementation tasks 4 through 8. The City will contract for these services based on its
documented policies and procedures, in compliance with 2 CFR 200 competitive
procurement regulations that exceed the Simplified Acquisition Threshold ($150,000),
and in compliance with 2 CFR 200.459 cost principles for selected items of cost related
to professional service costs.
Other(Federal: $0/ Non-federal: $9,270)
Costs that appear under the Other SF 424 budget category are not appropriate under
other SF 424 categories (based on the uniform administrative guidance in 2 CFR 200).
Approval is requested for the purchase of the following items. Please refer to the
accompanying budget spreadsheets for additional detail on each item.
• Office rental costs — $9,270 provided in-kind by GO-EDC, monthly cost of rent
and utilities of$1,595 x .25 of the office space x 28 months.
Indirect Costs (Federal: $0/ Non-federal: $0)
No indirect costs are requested for the City of Oshkosh Community Development
Director or for the GO-EDC CEO.
EXHIBIT D
Project Narrative Performance Report
DoD-OEA 141 INITIATIVE
PERFORMANCE REPORT
East Central Wisconsin Regional Planning Commission
Date Due:
Reporting Period: / / - / / Date Submitted:
Project Title: 141 Initiative
Project Type: DoD-OEA DIA
ECWRPC Project Manager: Sarah Van Buren
ECWRPC PM Phone Number: 920-751-4770 ext. 6821
Performance Report
Individual Preparing Report:
Objectives and Accomplishments.
This section serves as an overview of the quarterly grant activities. Provide a
summary of activities and progress related to implementing the DoD-OEA
project, such as:
1. Compare actual accomplishments to the objectives established for the
period. Status of project's timeline, milestones, outputs, goals, and/or
deliverables for each project within the subgrant.
2. Provide reasons for slippage if established objectives were not met.
Include information about any roadblocks, slippages, etc., impacting the
project's progress, as well as any proposed strategies to address them.
3. Current quarter performance outcomes.
4. Description of plans and highlights for the next quarter.
Budget: Status of grant fund utilization. Explain here if you are on target, if
there is additional information regarding the budget that may need further
clarification, etc.
Additional Information. Provide additional pertinent information as appropriate.
SUBRECIPIENT AGREEMENT
BETWEEN THE
WISCONSIN ECONOMIC DEVELOPMENT CORPORATION
AND THE
EAST CENTRAL WISCONSIN REGIONAL PLANNING COMMISSION
ISSUED UNDER THE
UNITED STATES DEPARTMENT OF DEFENSE
ACTING THROUGH THE
OFFICE OF ECONOMIC ADJUSTMENT
GRANT# ST 1564-16-01
CFDA# 12.617 (Economic Adjustment Assistance for State Governments)
FAIN: HQ0005161001
This Agreement is entered into between the Wisconsin Economic Development
Corporation ("WEDC"), a public body corporate and politic, and the East Central Wisconsin
Regional Planning Commission, a Regional Planning Commission, with the Data Universal
Numbering System number of 11402804-6 (the "Subrecipient").
WITNESSETH
WHEREAS,the United States Department of Defense ("DoD") acting through the
Office of Economic Adjustment("OEA") administers the Economic Adjustment Assistance for
State Governments authorized under 10 U.S.C. 2391;
WHEREAS, after applying for OEA funds, WEDC received an allocation from the
Economic Adjustment Assistance for State Governments, as documented by the Grant
Agreement, numbered ST 1564-16-01, executed on December 8, 2015, and later modified by a
Supplemental Application submitted on July 8, 2016 and accepted by DoD (the "Award");
WHEREAS, WEDC has designated, and DoD has approved, through the Supplemental
Application, the East Central Wisconsin Regional Planning Commission as a Subrecipient of the
Award, whereby the East Central Wisconsin Regional Planning Commission will carry out the
scope of work as indicated in the Supplemental Application, with exceptions as noted for the In-
Force Network activity;
NOW, THEREFORE, for valid consideration, the receipt of which is hereby
acknowledged, and in consideration for the promises and covenants set forth herein, WEDC and
the Subrecipient agree as follows:
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1. Definitions. For purposes of this Agreement, the following terms shall have the following
meanings:
a. "Agreement" means this subaward agreement, to include all documents required to be
delivered contemporaneously with the execution and delivery of this Agreement, and the
attached Exhibits, together with any future amendments executed in compliance with this
Agreement.
b. "Grantee"means WEDC, the recipient of the Award..
2. Period of Performance and Duration of Agreement. The period of performance for the
Subrecipient under this Agreement is from September 1, 2016 through December 31, 2018.
This Agreement shall remain in full force and effect until all obligations hereunder are
completed, including but not limited to any reporting and record retention requirements that
extend beyond December 31, 2018.
3. Scope of Work. Subrecipient will perform the work described in the Scope of Work
provided to and approved by DoD, with exceptions as noted for the In-Force Network
activity, which is attached to this Agreement as Exhibit A. Subrecipient may use contractors
and subrecipients to complete the Scope of Work, including the following entities:
a. City of Oshkosh
b. Greater Oshkosh Economic Development Corporation
c. Fond du Lac County Economic Development Corporation
d. University of Wisconsin Oshkosh—Business Success Center
e. University of Wisconsin Oshkosh—Wisconsin Family Business Forum
f. Any additional entities with prior approval by WEDC.
4. Federal Requirements. The Award is governed by the guidance in 2 Code of Federal
Regulations ("CFR") Part 200, "Uniform Administrative Requirements, Cost Principles, and
Audit Requirements for Federal Awards," as modified and supplemented by the Department
of Defense's ("Dol)") interim implementation found at 2 CFR Part 1103, "Interim Grants
and Cooperative Agreements Implementation of Guidance in 2 CFR Part 200" (79 Federal
Register 76047, December 19, 2014), all of which are incorporated herein by reference, and
the Office of Economic Adjustment's ("OEA") Terms and Conditions and National Policy
Standards as stated in the Award Agreement, included in this Agreement as Exhibit C.
Subrecipient agrees to comply with all such requirements of the Award, which shall apply to
the Subaward made under this Agreement, and any agreements entered into by the
Subrecipient with further subrecipients and contractors for the performance of work
hereunder.
5. Key Personnel. The primary points of contact for each party under this Agreement are:
a. WEDC: Danielle Jones, danielle.jones@wedc.org
b. Subrecipient: Eric W. Fowle, efowle@ecwrpc.org
6. Allowable Costs and Payment. The total cost of the work to be performed under this cost
reimbursable Subaward is Three Million One Hundred Thousand Seven Hundred and Eighty
Page 2 of 38
Dollars ($3,100,780). With Two Million Seven Hundred and Sixty-Three Thousand, Seven
Hundred and Ninety-Five Dollars ($2,763,795) funded by the DoD, and Three Hundred and
Thirty-Six Thousand Nine Hundred and Eighty-Five Dollars ($336,985) provided by the
Subrecipient as Match. The Match dollar amount may ultimately be less by the end of the
term of this agreement, but shall meet the minimum 10% Match requirements regardless of
the dollar amount. The Subrecipient's indirect cost rate is 146.57 %, as reflected in the
Budget attached to this Agreement as Exhibit B.
For the performance of work hereunder, WEDC agrees to pay Subrecipient the cost thereof
determined to be allowable in accordance with the Award, the terms of this Agreement, the
Budget attached to this Agreement as Exhibit B, the federal cost principles applicable to
Subrecipient's organization, and any other relevant laws and regulations.
7. Release of Funds. WEDC will release funds contemplated by this Agreement to the
Subrecipient on a reimbursement basis and each reimbursement will be contingent on the
following:
a. The Subrecipient maintain and submit to WEDC a financial report in a format approved
by WEDC detailing the dollar amount and purpose of each allowable costs included in
the request for reimbursement as well as the dollar amount and purpose of each DOD and
OEA expenditures that the Subrecipient has contributed to the Project since the date of
the previous reimbursement request.
b. The Subrecipient submitting to WEDC documentation of the allowable costs for both
DOD and OEA reimbursement and matching funds. Such documentation may include,
but not be limited to, purchase orders or invoices. Funds will not be paid without
supporting documentation.
c. The Subrecipient submitting to WEDC documentation for training-related costs. Such
documentation may include, but not limited to a payroll register showing the employee
name, pay period, hours worked in total, pay rate and gross pay, as well as a hosted
training sign-in sheet with the employee's signature.
d. The Subrecipient submitting to WEDC an Invoice and Attestation, attached as Exhibit D
with each reimbursement request.
e. The Subrecipient being in compliance with this Agreement, and with any other
agreements by and between Subrecipient and WEDC.
f. The Subrecipient requesting all funds no later than February 25, 2019.
8. Reporting. The Subrecipient shall provide reports to WEDC according to the following
requirements.
a. The Subrecipient shall provide to WEDC quarterly Financial Performance Reports, in a
format approved by WEDC, quarterly Narrative Performance Reports, a sample of which
is attached to this Agreement as Exhibit E, and supporting documentation as required by
WEDC to demonstrate Project performance, including, but not limited to a financial
overview and narrative summary on the progress of the Project to date.
b. Reports.
Page 3 of 38
Due Date Period Covered Type of Report
12/15/2016 9/1/16-11/30/16 Interim Performance Report- State
3/15/2017 12/1/16-2/28/17 Interim Performance Report- State & Federal
6/15/2017 3/1/17-5/31/17 Interim Performance Report-State
9/15/2017 6/1/17-8/31/17 Interim Performance Report-State & Federal
9/15/2017 9/1/16-8/31/17 Interim Federal Financial Report
12/15/2017 9/1/17-11/30/17 Interim Performance Report-State
3/15/2018 12/1/17-2/28/18 Interim Performance Report-State & Federal
6/15/2018 3/1/18-5/31/18 Interim Performance Report-State
9/14/2018 6/1/18-8/31/18 Interim Performance Report-State & Federal
12/14/2018 9/1/18-11/30/18 Interim Performance Report-State
2/25/2019 9/1/16-12/31/18 FINAL PERFORMANCE REPORT- State &
Federal (SF424)
2/25/2019 9/1/16-12/31/18 FINAL FINANCIAL REPORT- State & Federal
(SF425)
c. Closeout Documents. WEDC will close-out the award when it determines that all
applicable administrative actions and all required work of the Agreement have been
completed by the Subrecipient. The Subrecipient must submit no later than February 25`x',
2019 the following documents:
i. Final Invoice
ii. Final Report of Expenditures
iii. Final Performance Report which contains a summary of activities for the
entire Period of Performance including all required deliverables.
iv. Final Financial Report
v. Assurances that all bank statements have been reconciled with no
outstanding checks and that there are no contingent liabilities.
9. Assurances. By signing this Agreement, Subrecipient certifies that:
a. It is not delinquent on the repayment of any Federal debt.
b. It is presently not debarred, suspended, proposed for debarment, declared ineligible, nor
voluntarily excluded from covered transactions by any Federal department or agency in
accordance with Executive Order 12549.
Page 4 of 38
c. Funds expended under this Agreement will comply with the applicable Federal cost
principles.
d. It maintains an appropriate written enforced policy on conflict of interest that complies
with appropriate DoD regulations concerning conflict of interest.
10. Publications. Subrecipient shall have the right to publish the results of this project. Prior to
submission for publication of any manuscript, poster, presentation, abstract or other written
or oral material describing the results of the project, the Subrecipient shall provide WEDC
thirty (30) days to review a manuscript and fifteen (15) days to review any poster
presentation, abstract or other written or oral material which describes the results of this
project for the purpose only of determining if any patentable information is disclosed
thereby. If WEDC requests in writing, the Subrecipient shall withhold any publication or
presentation an additional sixty (60) days solely to permit WEDC to seek patent protection
and to remove any Confidential Information from all publications.
11. Entire Agreement. This Agreement, together with the exhibits hereto, represents the entire
Agreement between WEDC and Subrecipient and supersedes all prior discussions,
agreements and understandings of every kind and nature between them. No amendment or
modification of this Agreement shall be effective unless in writing and signed by both
WEDC and Subrecipient.
12. Examination of Records. WEDC shall at any time during normal business hours, upon
reasonable notice, have access to and the right to examine, audit, excerpt, transcribe, and
copy, on Subrecipient's premises, any of the Subrecipient's records directly pertinent to this
Agreement. This provision shall survive the termination, cancellation, or expiration of this
Agreement.
13. Governing Law; Venue; Jurisdiction. This Agreement shall be governed by and construed
in accordance with the laws of the state of Wisconsin. Any litigation relating to the
construction, interpretation, or enforcement of this Agreement shall be brought and venued in
the U.S. District Court for the Western District of Wisconsin or the Dane County Circuit
Court in Madison, Wisconsin. SUBRECIPIENT HEREBY CONSENTS TO PERSONAL
JURISDICTION IN THOSE WISCONSIN COURTS, AND WAIVES ANY
DEFENSES OR OBJECTIONS THAT IT MAY HAVE ON PERSONAL
JURISDICTION, IMPROPER VENUE OR FORUM NON CONVENIENS.
14. Indemnification. Subrecipient shall indemnify, defend and hold harmless WEDC, including
its officers, agents and employees, from and against any and all claims, liabilities, losses,
damages, costs and expenses to the extent caused or arising out of the negligent acts, reckless
conduct, or errors or omissions of Subrecipient, its officers, employees, agents or
representatives in the performance of this Agreement.
15. Insurance. During the term of this Agreement, Subrecipient shall, at its expense, obtain and
maintain adequate liability insurance insuring Subrecipient against any claims, demands,
causes of action, and liability arising from and in connection with Subrecipient's services
under this Agreement.
Page 5 of 38
16. Limitation of Liability. SUBRECIPIENT HEREBY WAIVES ANY RIGHT IT MAY
HAVE TO CLAIM OR RECOVER FROM WEDC ANY SPECIAL, EXEMPLARY,
PUNITIVE, CONSEQUENTIAL, OR DAMAGES OF ANY OTHER NATURE
OTHER THAN ACTUAL DAMAGES INCURRED OR SUFFERED BY
SUBRECIPIENT.
17. Nondiscrimination. Consistent with Wis. Stat. § 16.765: In connection with the performance
of work under this contract, Subrecipient agrees not to discriminate against any employee or
applicant for employment because of age, race, religion, color, handicap, sex, physical
condition, developmental disability as defined in § 51.01(5), sexual orientation or national
origin. This provision shall include, but not be limited to, the following: employment,
upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or
termination; rates of pay or other forms of compensation; and selection for training, including
apprenticeship. Except with respect to sexual orientation, Subrecipient further agrees to take
affirmative action to ensure equal employment opportunities. Subrecipient agrees to post in
conspicuous places, available for employees and applicants for employment, notices to be
provided by the Subrecipient officer setting forth the provisions of the nondiscrimination
clause.
18. Publicity. Reference to or use of WEDC, its officers or employees for commercial
promotion is prohibited. News releases pertaining to this Agreement shall not be made
without prior approval of WEDC. WEDC shall provide notice of approval/disapproval
within 3 business days of any requests made by the subrecipient.
19. Recordkeeping, Record Retention, and Inspection. The Subrecipient shall prepare, keep
and maintain such records as may be reasonably required to validate the Subrecipient's
performance under this Agreement, whether conducted by the Subrecipient or by a third-
party conducting Project-related activities on behalf of the Subrecipient, and the performance
reports provided to WEDC. All of the Subrecipient's financial records shall be complete and
accurate, and prepared, kept, and maintained in accordance with Generally Accepted
Accounting Principles. The Subrecipient shall provide financial and project records to
WEDC during the term of this Agreement as may be requested by WEDC. Such materials
shall be retained by the Subrecipient for a period of at least three (3) years after either
December 31, 2018, or the closeout of the Subaward, whichever date is later.
WEDC, DoD, Inspectors General, and the Comptroller General of the United States, along
with any of the foregoing's respective agents, shall, upon forty-eight (48) hours' advance
written notice to the Subrecipient, have the right to enter the Subrecipient's premises, during
normal business hours, to inspect the Subrecipient's operations documentation relating to this
Agreement, provided, however, that such access does not unreasonably disrupt the normal
operations of the Subrecipient. The Subrecipient shall produce for inspection, examination,
auditing and copying, upon reasonable advance notice, any and all records which relate to
this Agreement, whether held by the Subrecipient or by a third-party conducting Project-
related activities on behalf of the Subrecipient.
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20. Termination. WEDC may terminate this Agreement with or without cause upon written
notification to Subrecipient. Upon termination of this Agreement, Subrecipient will return to
WEDC all documents, financial statements or any other materials which it has received from
WEDC in the course of providing services; Subrecipient will promptly submit a final invoice
for work performed up to the effective date of termination and will negotiate compensation
for work completed. Subrecipient may terminate this Agreement with thirty (30) days'
written notice to WEDC.
21. Waiver of Right to Jury Trial. EACH PARTY WAIVES ITS RIGHT TO A JURY
TRIAL IN CONNECTION WITH ANY JUDICIAL ACTION OR PROCEEDING
THAT MAY ARISE BY AND BETWEEN WEDC AND THE SUBRECIPIENT
CONCERNING OR RELATING TO THE CONSTRUCTION, INTERPRETATION
OR ENFORCEMENT OF THIS AGREEMENT, OR THE RECOVERY OF ANY
PRINCIPAL, ACCRUED INTEREST, COURT COSTS, ATTORNEYS' FEES AND
OTHER AMOUNTS THAT MAY BE OWED BY THE SUBRECIPIENT
HEREUNDER. THIS JURY TRIAL WAIVER CONSTITUTES A SUBSTANTIAL
CONSIDERATION FOR AND INDUCEMENT TO THE PARTIES TO ENTER INTO
THIS AGREEMENT.
22. Severability. The invalidity of any provision of this Agreement shall not affect the validity
of the remaining provisions, which shall remain in full force and effect to govern the parties'
relationship.
23. Captions. The captions in this Agreement are for convenience of reference only and shall not
define or limit any of the terms and conditions set forth herein.
24. No Waiver. No failure or delay on the part of WEDC in exercising any power or right under
this Agreement shall operate as a waiver, nor shall any single or partial exercise of any such
power or right preclude any other exercise of any other power or right.
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IN WITNESS WHEREOF, WEDC and the Subrecipient have executed and delivered this
Agreement effective the date set forth next to WEDC's signature below.
WISCONSIN ECONOMIC DEVELOPMENT CORPORATION
By. 't • d:tz' //Y// 7
Mark R. Hogan VDate
Secretary& CEO
EAST CENTRAL WISCONSIN REGIONAL PLANNING COMMISSION
B _ A
;/
Eric W. Fowle, Date
Executive Director
Page 8 of 38
EXHIBIT A
PROJECT SCOPE
Scope of Work
GRANT PERIOD: Start: September 1,2016 End: December 31,2018
I. Irg nizatiop
Organizational activities include administration and oversight of Initiative 41 activities by the
WEDC along with management of Sub-awardee agreement with the East Central WI Regional
Planning Commission (ECWRPC).
Tasks:
1. Manage grant and sub-grant activities and financial records
2. Prepare and provide reports to DoD-OEA per the signed grantagreement
II. linglementation
The individual projects and products that appear under this element support the objectives
described in the application Narrative and provide strategic direction. WEDC intends to work with
the ECWRPC as sub-awardee to ensure complete implementation of all work described in the
Narrative and in the Scope of Work document. These elements lay the foundation for an aligned
regional economic development vision and strategy that focus on the advanced manufacturing
component of existing and targeted industry clusters and individual businesses. The Aerospace
Cluster Development initiative also helps progress a state priority and a regional economic
development project that was identified as a need in the ECWRPC's Comprehensive Economic
Development Strategy (CEDS), and was further supported through the award of a $2 million grant
from EDA for the project.
7. I-41 Corridor Regional Capacity Building—
Project Description:
The goal of this project is to build off the January 2015 report, A Collaborative Action Plan for the
East Central Wisconsin Region (prepared by Future IQ), and to develop the foundation for
enhanced regional capacity around the Interstate 41 (1-41) Corridor as a focus for industry cluster
expansion through entrepreneurial business and workforce development.
The following activities were identified as critical to developing the foundation for greater regional
collaboration, and are based on the recommendations and strategies contained in the
aforementioned Phase 1 Collaborative Action Plan. The primary project components contemplated
to develop regional capacity are listed below and the individual component descriptions follow:
a. 1-41 Corridor Organization Development
b. 1-41 Corridor Virtual Asset Map
c. 1-41 Corridor Partners INForce Network
d. Partner Education and Training—Part 11
e. Formulation of an 1-41 Economic Development Strategy
f. 1-41 Corridor Brand Development&Outreach
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a. I-41 Corridor Organization Development
Working with a Task Force empaneled from regional public and private leaders, alternative
frameworks and geographies for organizing economic development activities around the 1-41
Corridor will be developed and examined. Issues such as entity type, functions, roles, resources,
benefits, challenges, and the like will be assessed by the task force through a formal process with the
assistance of a consultant. The Task Force will provide a recommendation with regard to the best
approach to build a formal, sustainable, regional entity promoting efforts furthering the economic
resiliency of the 1-41C1.
This process would build on information generated in the Phase I Charrette process; specifically, the
Social Network Mapping (htt : foxvalle network.com network-ma s. h ) results prepared by
Future IQ Partners.
Project Schedule:This project would be initiated in December, 2016 and would be completed by June,
2017.
Procurement: ECWRPC staff would complete most activity elements. Specific technical professional
resources will be procured through a process compliant with 2 CFR 200 for purchases smaller than the
Simplified Acquisition Threshold ($150,000).
b. I-41 Corridor Virtual Asset Map
This project would foster additional communication, collaboration, and awareness of economic
development entities and programs/services which exist within the 1-41 Corridor region through the
development of GIS-based, interactive web portal.
An interactive web portal will be useful at all levels of government as a means to communicate and
illustrate the benefits of closer regional coordination; specifically, on economic development matters.
The concept is for a web portal that will combine maps with narrative text, images, and multimedia
content in order to harness the power of maps and geography to tell our story—both with regard to
accomplishments to date under the Initiative 41 effort and with regard to next steps. For an example
of this sort of a regional collaboration tool, please see the following link:
htt : stor ma s.arcis.com en
Features of the web portal would make accessible a virtual asset map that will include an inventory
and list all public, private, and non-profit institutions, as well as special districts or entities that play a
role in economic development. Information for each entity would include, but not be limited to:
contact information, service territory, listings of major programs and services offered within five basic
categories (business attraction, business retention, workforce development, workforce attraction,
entrepreneurship, and special regional initiatives), as well as provide functionality for regional
partners to create profiles. Links to entity websites, specific program materials, and other
tools/resources would also be included as appropriate. These basic inventory items will be further
developed, examined and modified by a subcommittee comprised of area stakeholders based on use
and value of the tool.
Information generated from the 1-41 Corridor Virtual Asset Map will be used to examine regional
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patterns and for proposing refinements to such regional collaboration dynamics as economic
development roles, service delivery, program coordination, program development, communications,
and regional project implementation.
Partners will Include: WEDC, New North, Workforce Development Boards, UW-Extension, University of
Wisconsin System, Wisconsin Technical College System, Fox Cities Regional Partnership, NEWREP, GO-
EDC, Fond du Lac County EDC, area Counties' GIS and economic development/planning staff, municipal
economic development staff.
Project Schedule:This task would be completed between September 1, 2016 and June, 2017
Procurement: ECWRPC staff would complete most activity elements. Specific technical professional
resources will be procured through a process compliant with 2 CFR 200 for purchases smaller than the
Simplified Acquisition Threshold ($150,000).
Output(s):
a 1-41 Corridor web-based asset map
c.I-41 Corridor Partners In-Force Network
To foster collaboration amongst economic development professionals within the 1-41 Corridor region,
(the five counties of Fond du Lac, Winnebago, Calumet, Outagamie and Brown), a shared online tool will
be developed to link to WEDC's resources, and to access other important resources that support
business and workforce development opportunities, and to serve as a forum for communication and
increased collaboration.
WEDC will engage a contracted platform (SalesForce) and project management specialist for at least 12
months, to develop and apply the customizations necessary to the Salesforce/IN Force Network CRM, to
allow for the proposed collaboration to occur in a seamless manner. WEDC offers subsidized group
pricing to State partners, and subscription access to its Customer Relationship Management (CRM)
system, which is built on the SalesForce platform. This is available to economic developers and
communities throughout the state, and called the "IN Force Network" this name underscores the
platform's combined collaborative and operational benefits. The IN-Force Network makes available a
customized CRM system tailored to specifically-defined needs of Wisconsin's economic development
extended enterprise. This system also respects the desire of network participants to preserve their
confidential business and operational data. The benefits of the IN-Force Network include streamlined
services; reduced duplication of effort and expense; enhanced measurement capabilities; and shared
information and resources with your extended enterprise economic development and workforce
development partners.
The ability to participate in the IN-Force Network is subscription-based and is currently available to
WEDC's extended enterprise partners for free until July 1, 2017 when an annual fee of $500 per user
organization will be implemented. Members of the IN-Force Network immediately benefit from the
following shared CRM features:
• Business Retention and Expansion
• Investor Relations
• Event Management
• Information Sharing
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• Outreach
• Collaboration
• Integration with workforce Skills Wisconsin platform
• Integration with WEDC Salesforce platform
The Initiative 41 region plans to subscribe to WEDC's IN-Force Network as a tool for supporting the
economic planning and organization of the 1-41 corridor. Based on the outputs from the I- 41Corridor
Economic Development strategy planning process as part of this project (Project 7), the IN-Force
Network will be enhanced and customized to serve the specific needs of the 1-41 Corridor entities.
Custom forms and objects would be created that improve the ability of participants to log and track
economic development projects, share information about projects, and keep better connected with
activities, programs, and initiatives being worked on individually and collectively. This tool would be
particularly useful for improving knowledge of, and tracking of projects in the context of, the
Comprehensive Economic Development Strategy (CEDS) documents for the Initiative 41's two EDA
Economic Development Districts:the ECWRPC and the Bay Lake Regional Planning Commission (BLRPC).
Approach & Project Schedule: After WEDC hires the aforementioned specialist, he/she will help to
establish a process for identifying the exact participant needs and desired functionality of the system.
Work will be broken into three phases over the course of the proposed 28-month Grant period:
1. Phase 1—Plan and Define
1.1. This phase will be to determine the design and architecture of the standard configuration
and to recommend the most effective and efficient method to deploy Salesforce.com to the
IFN in conjunction with the WEDC and ECWRPC.The anticipated duration of Phase 1 is up to
60 calendar days.
1.2. A kickoff meeting with WEDC and ECWRP leadership and key program stakeholders to
validate the requirements, discuss project goals and objectives, and review the project
timeline.
Key planning deliverables for this project stage will include:
• Project management plan and status reporting template
• Project timeline and work breakdown structure
• Project team roles and responsibilities
• Communication plan
• Sandbox and feature release management plan
• Data migration and integration strategy(if applicable)
Additional discussions will focus on configuration, customization, and development requirements for the
instance in relation to:
Standard and custom objects
• Pages and fields
• Key notification, escalation, and communication requirements
• Reports, dashboards and metrics
• Security and entitlement settings
• Workflow
Key defining deliverables for this project stage include:
• Business Requirements Document along with a Requirements Traceability Matr4ix
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• High level Solution Document
Configuration, Customizations and Integration Recommendations
Logical and Physical Architecture Diagrams
• Overall UAT/E2E Test Strategy
• Implementation Plan for Phase 2 implementation
1.3. This phase would consist of two (2) initial onsite meetings conducted with a WEDC IT
Architect the WEDC Special Programs Director and the 141 Salesforce Admin EWRPC Project
Manager and other partners/stakeholders to identify and assess specific needs and desired
outcomes for customization of the IN Force Network.
1.4. Onsite meeting travel expenses (Hotel, Car) have been included and would be based on the
number of in-person meetings.
1.5. Additionally, if meeting schedules can coincide with other pre-planned trips or chosen
vendor is from Wisconsin, this will reduce the travel expenses for Phase 1 helping to save
resources.
1.6. Video/ conference calls would occur weekly amongst parties during an approximate 8-
week period.
2. Phase 2— Architect Build and Veri
2.1. Phase 2. of the project will focus and map to the Architect, Build and Verify stages of the
proposed methodology.
2.2. The Architect & Build stage will focus on the configuration and customization activities and
the data migration and integration activities defined in the design documentation. An
iterative approach will be utilized to approach the Architect and Build Phases to capture
stakeholder feedback early and allow for refactoring of key integration points during the
iterations.
2.3. The iterative delivery methodology will provide a flexible approach to handle changing
business needs by ensuring priorities and associated challenges are readdressed every two
to three weeks to ensure the team's immediate work packages are always aligned with
current business requirements
Key deliverables coming out of a particular iteration include:
• Requirements to user story mapping and User Story Prioritization
• Configuration and/or custom code developed
• Unit and functional test scripts
• Daily Issue and Dependencies log
• Configuration Workbook along with changes to customized data model
2.4. This work would occur over an estimated 16-week period and would involve.
2.4.1.A Solutions architecture/ Implementation Manager
2.4.2.Application Developer
2.4.3.System integration work
2.4.4.Weekly conferences calls
3. Phase 3— Deliver and Evaluate
3.1 During this phase the customizations, recommendations, etc., will move base the
implementation project to testing and production and provide optimal system deployment and post-
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deployment support3.2 During this phase we will also develop a "user Experience" training
curriculum specifically tailored to the needs of the IN Force Network, ECWRPC and WEDC partners.
3.2 Funds for this effort would be used to secure up to 75 two-year subscriptions (at a cost of
$500 per subscription per year, or $1,000 total) that would be provided to regional and local
economic development entities and key 1-41 corridor communities beginning in July, 2016 and
running through June,2018.
3.3 At the end of the grant period, a summary report of subscription usage and
effectiveness will be prepared.
Procurement: WEDC staff would complete most activity elements. Specific technical professional
resources will be procured through a process compliant with 2 CFR 200 for purchases smaller than the
Simplified Acquisition Threshold ($150,000).
Output(s):
• Up to 75 subscriptions to WEDC's In-Force Network
• Enhancements to the In-Force Network based on the needs of the I-41Corridor
+ A summary report on subscription usage of the In-Force Network tool by Initiative
41users (i.e., measurement and evaluation)
d.Partner Education and Training—Part II
As a follow-up to the February 2015 Partner Education and Training Seminar funded through ORDIDI,
future efforts will bring national-level speaker(s)to discuss the importance and significance of'corridors'
and how to align community and economic development efforts and resources around a key regional
transportation feature; such as the 1-41 Corridor.
We will bring a national speaker to the region to inform stakeholders on the value of developing
regional corridors. Speakers will be sought with the assistance of national organizations such as the
American Planning Association (APA), the International Economic Development Council (IEDC), the
National Association of Development Organizations (NADO), and the National Association of Regional
Councils(NARC). Up to two (2)two-hour sessions will be planned over the 28- month grant period.
Project Schedule:This project would be completed by December 31, 2017.
Procurement: ECWRPC staff would complete most activity elements. Specific technical professional
resources will be procured through a process compliant with 2 CFR 200 for purchases smaller than the
Simplified Acquisition Threshold ($150,000).
Output(s):
• Up to two (2)two-hour partner education sessions
e.Formulation of an I-41 Economic Development Strategy
Based on the organizational development activity above, the 1-41 Corridor Task Force would develop a
more formalized corridor strategy to improve economic development collaboration in the areas of
industry diversification,workforce development and business attraction/retention.
This process would begin with examining both the ECWRPC's and BLRPC's existing Comprehensive
Economic Development Strategy (CEDS) documents prepared under EDA requirements. Assimilation of
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the Initiative 41 Action Plan strategies and recommendations into both CEDS documents—as a separate
supplement—would be the first goal of the effort.
Subsequently, the arrangement of Action Plan strategies/recommendations around the 1-41 Corridor
would be fleshed out and assigned to various committed partners for collaborative implementation.
Essentially, this effort will provide a more detailed set of actions for appropriate Action Plan strategies
that are built in the context of both the 1-41 corridor as well as the over-arching CEDS strategies. This
process would be led by a consultant with support from ECWRPC, with additional coordination as
needed with the BLRPC.
Project Schedule: The project would be initiated in March, 2017 and would be completed by December
31, 2017.
Procurement: ECWRPC staff will be procuring professional services to undertake this task through a
process compliant with 2 CFR 200 for purchases smaller than the Simplified Acquisition Threshold
($150,000).
Output(s):
• A document(s) reflecting the assimilation of I-41Corridor strategies into the 2017 and 2018
ECWRPC and BLRPC CEDS
f.I-41 Corridor Brand Development&Outreach
Based on the Phase I I-41Corridor activities, a comprehensive outreach/branding strategy would be
developed which leverages the assets along the 1-41 Corridor. An examination of these assets, outreach
approaches and brand development would be undertaken using a professional design firm along with
involvement from key stakeholders from the region. This work would be coordinated closely with all
Initiative 41 regional stakeholders (e.g., New North and WEDC) to ensure consistency in messaging. This
effort would address the process of developing a regional brand and identity, and the development of a
logo for the 1-41 Corridor as a whole; this will help establish the identity of the region's program for
diversification and strengthening the economy
Additional outreach materials (e.g., printed and social media materials) will not be developed using OEA
funds.
Approach:
Project Schedule:This work would begin in April 2017 and would be completed by December 31,
2017.
Procurement: ECWRPC staff will be procuring professional services to undertake this task through a
process compliant with 2 CFR 200 for purchases smaller than the Simplified Acquisition Threshold
($150,000).
Output(s):
• Up to six(6) regional convenings to poll stakeholders on draft brand concepts
• Development of a digital brand (e.g.,Adobe Al file)
8. Implementation of Accelerators and Growth Management Academy
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Description:
The University of Wisconsin Oshkosh (UW Oshkosh)—in partnership with the 1-41Corridor Program
Steering Committee—has developed three distinct programs to assist early stage and second stage
companies: the Aerolnnovate Accelerator Program (Aerolnnovate), the InventureXcel Accelerator
Program (InventureXcel), and the Growth Management Academy (GMA). Through Phase 1 OEA grant
support, UW Oshkosh completed the planning process for these programs with a business plan, budget,
advisory board, program measurement and evaluation framework; as well as conducting pilot classes of
the programs to test programming elements and effectiveness. UW Oshkosh seeks to continue
operations of each of these programs, as well as add programming elements identified during the
planning process and strengthen the long term sustainability of the program by providing training to
program staff and gaining support for the programs by sharing and networking at conferences and
events.
Below is a description of the 2016-17 plans for Aerolnnovate, InventureXcel and Growth Management
Academy.
Approach:
The project would be completed by the UW Oshkosh as a sub-recipient. This bridge funding will allow
UW Oshkosh to focus its own funding on the development of programs for Aerolnnovate, InventureXcel,
and GMA; thereby strengthening the long term sustainability of UW Oshkosh's overall program. The
Aerolnnovate, InventureXcel, and GMA programs operate as part of a continuum of assistance to
entrepreneurs—both those defense-impacted and those seeking success in the developing 1-41Corridor
aerospace cluster, a cluster adjacent to the defense- impacted ground-based vehicle cluster in Northeast
Wisconsin.
Aerolnnovate
Aerolnnovate seeks to continue to operate the Aerolnnovate accelerator program, an eight- week
virtual program which provides assistance to entrepreneurs in aerospace/aviation. The accelerator
focuses on refining their product, researching customer validation, and developing their investor
presentations. The accelerator program culminates with an opportunity to present at the Aerolnnovate
graduation, the Pitch and Mingle. This event takes place during EAA AirVenture, the world's largest
aviation event, and allows them to showcase their businesses with premier exhibit space provided by
EAA. Aerolnnovate also seeks to host two regional events and four webinars in both 2016 and 2017
which would continue Aerolnnovate's impact year round, as well as provide exposure for the
Aerolnnovate class to key partners and potential investors in highly competitive and active
aviation/aerospace markets. Key partners in the Aerolnnovate accelerator program include EAA,
gener8tor, the Greater Oshkosh Economic Development Corporation Aviation Development Committee,
Starburst, Space Angels Network, Wittman Regional Airport and 1-41 Corridor regional airports that are
part of the aerospace cluster development project.
InventureXcel
InventureXcel's proposed nine-week program will have three main components: 1. minimum viable
product and customer discovery/validation; 2. refining the executive summary; and 3. perfecting the
pitch to investors and the slide deck. The three-week pilot ran in November 2015 and showed that all
three of those components were valuable to the participants and prepared them to take the next step,
but the program was not designed to make the entrepreneurs investor-ready. Building on the three-
week program,the nine-week program is intended to prepare entrepreneurs to be investor-ready.
Page 16 of 38
InventureXcel participants will automatically have the opportunity to pitch to Angels on the Water,
which is a regional committed capital angel fund. A Launch Day would provide participants an
opportunity to pitch to an audience of investors and business leaders. Key partners include WEDC, New
North Inc., Greater Oshkosh Economic Development Corporation, and Ignite! Business Success.
Growth Management Academy
The Growth Management Academy is a comprehensive program that includes general training sessions
with follow-up tailored one-on-one meetings with second stage businesses in northeast Wisconsin. The
Growth Management Academy program will run over a six-month period and consist of three
educational sessions targeting key growth topics as a foundation to the individual, customized portions
of the program. Key topic areas are Financial, Marketing and Organizational Development/Human
Resources. These sessions will be taught by a team of industry leaders and UW Oshkosh faculty. Its
programming focus is on how to manage growth and diversify into new markets. Delivery of the
program is led by the UW Oshkosh Business Center utilizing expertise from the UW Oshkosh faculty,
staff, and students and outside resources with specific programming for second stage companies. Key
partners include SBDC, Wisconsin Family Business Forum, the UWEX Business Intelligence Teams and
service providers such as banks and accounting firms. In addition, a strategic partnership with the
Mentor Match program will allow participants additional peer support and mentorship through their
growth phase.
UW Oshkosh seeks to add an element of programming identified as a need in the planning process. The
UW Oshkosh information technology students and faculty have developed a basic online platform to
better match mentors and entrepreneurs in Wisconsin, with a focus on northeast Wisconsin, and to
facilitate making connections. Mentors are critical to the success of the accelerator programming and to
other entrepreneurs in northeast Wisconsin. Currently, entrepreneurs and mentors find each other by
networking and word of mouth. An online platform would streamline the process, make it easier for
entrepreneurs to find mentors and better ensure that mentors and entrepreneurs are matched in terms
of needs and desires. UW Oshkosh would follow the procurement process outlined in 2 CFR 200;
however, they are aware of several contractors who may already be working on an effort to complete
the platform.
These contractor(s) would seek to work with all organizations in the region which work with
entrepreneurs and/or mentors to promote the benefits of the online platform and better solicit
involvement.
As Aerolnnovate and InventureXcel continue to implement best practices in accelerator programming,
UW Oshkosh seeks to utilize fellow established accelerators as guidance for continuing to implement
current best practices. UW Oshkosh has a contractor with a scope sufficient to mobilize for this activity,
gener8tor, a nationally-recognized accelerator program operating in southern Wisconsin. UW Oshkosh
contracted with gener8tor during the Phase I planning grant and, if hired for Phase II, will continue in a
similar role; providing consulting and advising services to expand and grow financially sustainable
accelerator programs.
Approach:
Initiative 41 requests OEA assistance to fund 28 months of operational activities for these efforts
representing their first two years of operation. Sub-recipient funding would support the following
activities:
1. Assist ten (10) aerospace/aviation companies through two Aerolnnovate Accelerator
sessions(one in 2017 and one in 2018)
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2. Conduct four(4) regional Aerolnnovate events
3. Conduct eight(8)Aerolnnovate webinars
4. Assist ten (10) Northeast Wisconsin companies through two InventureXcel Accelerator
sessions(one in 2017 and one in 2018)
5. Complete development of mentor matching online platform; educate organizations that work
with entrepreneurs and/or mentors about the program; recruit one hundred (100) users; and
develop business strategy and partnerships for long-term sustainability
6. Develop business plan for mentor matching program (for the benefit of UW-Oshkosh)
7. Assist ten (10) companies through two Growth Management Academies (one in 2017 and one
in 2018)
8. Research, manage, and maintain database of second stage companies in northeast
Wisconsin in order to identify potential course recruits and to track program graduates.
9. Administer survey of second stage growth industry in northeast Wisconsin
Procurement:
The project would be completed by the UW Oshkosh as a sub-recipient. All activities and procurements
under this sub-award will follow State of Wisconsin/University of Wisconsin System procurement
policies and procedures. All professional service firms subcontracted will be in adherence to 2 CFR 200.
Output(s):
• Participant evaluation feedback for Aerolnnovate, InventureXcel and Growth
Management Academy programs for 2016-17
• Mentor Match online platform and business plan completed
• Comprehensive list of resources &services to assist second stage growth businesses with
growing their business
• Customer validation research for Aerolnnovate and InventureXcel participants and
second stage growth industry survey by Growth Management Academy
9. Implementation of the Aerospace Cluster
Description:
The project carries out two key recommendations from the Phase 1 Aerospace Cluster Study—
planning and initial steps to realize a Maintenance, Repair and Overhaul (MRO) and an Additive
Manufacturing niche as part of a Northeast Wisconsin aerospace cluster. The project partners will
include the City of Oshkosh, the Greater Oshkosh Economic Development Corporation, Wittman
Regional Airport, Outagamie County Regional Airport, Fond du Lac County Airport, Austin Straubel
International Airport, the Wisconsin Aerospace Partners and the Wisconsin Economic Development
Corporation (WEDC).
The project will continue to build capacity in the emerging Northeast Wisconsin aerospace cluster
through the implementation of business plans developed during the Phase 1 Aerospace Cluster study
effort. Capacity will be built by addressing critical gaps identified during the Phase 1 planning effort as
well the charrette process(with regard to the broader 1-41C ecosystem supporting all clusters). The gaps
to building the Aerospace cluster, and hence diversifying the region's manufacturing base, include:
increasing staff and resource capacity, improving access to investment capital, studying workforce
availability and development dynamics supporting aerospace, and opportunities for manufacturers and
suppliers to engage with each other.
Page 18 of 38
Approach:
This project will be completed by the City of Oshkosh (the City) as a sub-recipient. The City will
subcontract with qualified professional service firms. The selected subcontractor(s) will undertake the
effort to increase staff and resource capacity to realize the cluster and implement the business plan for
the cluster. The Greater Oshkosh Economic Development Corporation (GO- EDC) will have the lead role
managing the project on behalf of the City and will also complete selected activities under the project.
The selected contractor(s) will undertake an effort to design a regional network of investment funds to
support the cluster activity, develop a template to create other funds in each community that is part of
the cluster effort and build the first fund in Oshkosh. Increasing access to capital for companies which
want to start or expand as part of the cluster has been identified as a critical need in the planning
process and was a charrette action item. The network of aerospace funds would invest in companies
which want to start or expand in the region as part of the cluster, including Aerolnnovate companies.
The objective is to build a network of funds with 50% public and 50% private support—or about one
fund in each community of the cluster region. OEA funding is not requested to seed this investment
fund.
The selected contractor(s)will also undertake an effort to provide more opportunities for manufacturers
and suppliers to interact and share knowledge. The Aerospace/Aviation Manufacturers Roundtable
would be conducted during AirVenture and bring manufacturers in aerospace together to discuss
challenges and opportunities; an Aerospace Supplier Forum will bring Wisconsin suppliers to aerospace
and aviation together to talk about challenges and opportunities; and an Aviation Additive
Manufacturing Symposium will to bring together companies which are using additive manufacturing
techniques with those in aviation who want to use these techniques to learn about best practices. It is
anticipated that there will be benefits to the companies to participate in these types of educational
forums, as well as to help better align the cluster to meet industry needs.
Tasks:
1. Implement MRO Cluster
1.1. Hire staff to increase capacity and implement business plan
1.2. Bring industry partners into the cluster
2. Implement long term strategy to include Additive Manufacturing
2.1. Hire staff to increase capacity and implement business plans
2.2. Bring industry partners into the cluster
3. Creation of an Aviation/Aerospace Fund Network
3.1. Design network of fund
3.2. Create template to build funds in each community that is a part of the clustereffort
3.3. Build the first fund in Oshkosh
4. Aviation and Aerospace Talent Upload
4.1. Conduct two (2) events and collect data to inform cluster development effortsand
collect feedback on value/success
5. Aviation and Aerospace Talent Retention and Development Best Practices Seminar
5.1. Conduct eight(8) events and collect data to inform cluster development effortsand
collect feedback on value/success
6. Aerospace/Aviation Manufacturers Roundtable
6.1. Conduct two (2) events and collect data to inform cluster development effortsand
collect feedback on value/success
7. Aerospace Supplier Forum
Page 19 of 38
7.1. Conduct two (2) events and collect data to inform cluster development effortsand
collect feedback on value/success
8. Aviation Additive Manufacturing Symposium
8.1. Conduct two (2) events and collect data to inform cluster development effortsand
collect feedback on value/success
Procurement:
The project would be completed by the City of Oshkosh as a sub-recipient. All activities and
procurements under this sub-award will follow 2 CFR 200. Requests for Proposals (RFPs) will be used to
select professional service firms for activities with an estimated cost exceeding the Simplified
Acquisition Threshold ($150,000).
Output(s):
• Aviation/Aerospace Fund Template and Network Design
• Aerospace Fund in Oshkosh
• Aviation and Aerospace Talent Upload
• Aviation and Aerospace Talent Retention and Development Best Practices Seminar
Series
• Aerospace/Aviation Manufacturers Roundtable
• Aerospace Supplier Forum
• Additive Manufacturing Symposium
10. Implementation of Succession Planning Assistance and Agile Strategy for Family
Business Description:
Drawing from prior planning activities—specifically the January 2015 East Central Industry Diversification
Strategy:A Regional Profile and Industry Diversification Strategy for East Central Wisconsin (prepared by
Future IQ)—a clear gap discovered in the suit of services and assistance available to defense-impacted
firms was the lack of succession planning assistance and strategies for severely impacted Northeast
Wisconsin defense firms.This gap was discovered
based on activity that occurred under Projects 1 (the charrette and diversification planning effort), 4
(the Northeast Wisconsin Business Accelerator & Growth Management Program), and 6 (WMEP direct
assistance to defense-impacted firms).
While the major OEMs within the region are globally recognized, many of their suppliers and
subcontractors are small and medium sized, family-owned businesses. When traditional assistance
strategies available to impacted firms are either not feasible or not desired, many firms contemplate the
process of exiting the market. The dissolution of these firms represents a weakening of the 1-41Corridor
manufacturing base.Worse,the process for dissolving a firm often results only in minor value earned on
the sale of the industrial land vacated—and not the productive assets (e.g., equipment and production
processes)that are now dormant.
Prior funding identified the need for succession planning services that would allow such firms options
for a succession/market exit process. These options could include such strategies as transfer of firm
ownership to the employees, or restructuring by merging with other firms.
When total firm dissolution is the chosen option, services would be provided that values all firm assets
as part of a liquidation sale—and not just the value of land.
Page 20 of 38
Approach:
The project would be completed by the UW Oshkosh as a sub-recipient. To directly meet the needs
identified above, the University of Wisconsin-Oshkosh (UW Oshkosh)—in partnership with the
Wisconsin Family Business Forum—will develop two (2) distinct programs/initiatives to assist family
owned businesses in the region: Agile Strategy for Family Businesses and Succession Planning Awareness
and Assistance.
In the implementation phase, UW Oshkosh will complete the planning process including research of best
practices for both of these programs with a detailed business plan, budget, advisory board and
measurement and evaluation framework. It will also conduct a pilot class for Agile Strategy for Family
Business to test the programming elements and effectiveness. UW Oshkosh seeks to continue
operations of each of these programs, as well as add programming elements identified as needs during
the planning and evaluation process. Implementation funding will help keep momentum going and
ensure the needs of our region are being met.
The Agile Strategy for Family Business seeks to operate its pilot program in 2017 and also assist the
accelerator initiative with the adoption of the MentorMatch program. In addition, The Succession
Planning Awareness and Assistance program will host a succession planning summit, assist five (5)
defense industry suppliers per year (for a total of 10) with developing a succession plan and provide at
least three (3) succession planning awareness presentations throughout the region—specifically in Fond
du Lac, Winnebago, Outagamie and Brown counties.
Key partners include the Small Business Development Center (SBDC), University of Wisconsin Extension
(Division of Entrepreneurship & Business and County Extension offices), Wisconsin Manufacturers
Extension Partnership (WMEP), Northeast Wisconsin Educational Resource Alliance (NEWERA), the
Wisconsin Economic Development Corporation (WEDC) and the New North.
Tasks:
1. Assist companies with Agile Strategy for Family Businesses(5/year)
2. Provide direct assistance to defense industry suppliers to develop succession plans(5/year)
3. Conduct Succession Planning Summit(1/year)
4. Provide three (3) succession planning awareness presentations
5. Assist with development of MentorMatch online platform in collaboration with InventureXcel
and Growth Management programs. These programs will be led through the Accelerator
Initiative
Procurement:
The project would be completed by the UW Oshkosh as a sub-recipient. All activities and procurements
under this sub-award will follow State of Wisconsin/University of Wisconsin System procurement
policies and procedures. All professional service firms subcontracted will be in adherence to 2 CFR 200.
Output(s):
• Succession plan for five (5) defense industry suppliers per year(10total)
• Succession Planning Summit in Northeast Wisconsin
• MentorMatch Online Platform (In collaboration with Accelerator Initiative)
• Comprehensive list of resources to assist family business with growing theirbusiness
Page 21 of 38
11. Regional Entrepreneurial Development System (REDS)
Description:
Assistance and resources for 1-41C and New North region entrepreneurs—particularly those transferring
from a defense-reliant industry or position—emerged as a key need for the region in previous planning
efforts. The University of Wisconsin-Oshkosh's three complementary programs for entrepreneurs
provide a partial answer to how the region is addressing that need. However, what remains is a lack of
coordination between the different services and types of assistance offered by regional partners beyond
the City of Oshkosh and its MSA.
The Regional Action Plan that emerged from Project 1 (the charrette) specifically recommended that,
"[the] region's economic and workforce development ecosystems need to embrace a greater sense of
collaboration and pursue strategies of industry diversification and entrepreneurial development over
the course of the next 5-10 years." The charrette's scenario analysis exercise also demonstrated a
shared desire to further diversify the region beyond its current heavy concentration in manufacturing
with entrepreneurial growth and innovation as a key strategy. The Regional Action Plan continued,
suggesting (Page 37) that, "[the] development of a sound entrepreneurial culture requires the creation
of a supportive environment with ample resources," and that, "the presence of a number of integrated
industry clusters in the region will foster further innovation as entrepreneurs have ready access to
markets to test their discoveries."
Approach:
The Regional Entrepreneurial Development System (REDS) is envisioned to be a regional comprehensive
collaboration of entrepreneurial support providers who offer a seamless platform for both traditional
and non-traditional (inventor type) entrepreneurs. The REDS would provide a standard system of intake
and assessment, coordination of services and resources, referrals, and long-term tracking of each
entrepreneur to assure that support is provided when needed. Recognizing that innovators and
entrepreneurs can come from a variety of sectors and a variety of locations, it is important that the
REDS utilize existing sub-regional economic development organizations as intake points. With a robust
REDS that includes business intelligence/market research services; this integrated system of support
services would assist entrepreneurs and inventors at all phases that typically do not have access to
incentives and resources available to larger businesses. These may be start-ups, lifestyle or mom-n-pop
shops, or any growth-oriented entrepreneurial venture. Each entrepreneur or inventor will receive the
appropriate assistance provided by the resource that has the expertise to match the entrepreneur's
need.
Fond du Lac County's Economic Development Corporation (FCEDC) will be the sub-recipient entity
managing this project. As the hub organization, the FCEDC would assume responsibility for coordinating
the development, implementation and monitoring of the REDS including oversight/staffing, coordination
of meetings, resource component development and coordination, as well as program monitoring,
reporting, outreach and promotion. The FCEDC already operates "The Center" which is located on-site
as a business accelerator meant to advance the development of start-ups and expansion of existing
businesses with the use of high- end technology, creative and comfortable meeting and work spaces,
and assistance from professional staff.
The FCEDC would host at least eight (8) partner meetings (at least quarterly) to develop the REDS
collaborative participation, decision-making structure, and discuss information beneficial to meeting the
REDS program's objectives including long-term sustainable funding. Existing sub-regional economic
Page 22 of 38
development organizations such as the Greater Oshkosh Area-EDC, Fox Cities Regional Partnership,
Advance (Green Bay), and the Tri-County EDC would be utilized to implement the REDS and additional
training would be provided to these entities to ensure consistency with regards to the intake process
and available resources.
REDS Components:
1. The FCEDC, with assistance from partners, would create an inventory of current programs and facilities
to be included in the REDS, including the identification of gaps in the entrepreneurial support or
resource matrix —what support services or resources are missing in the area and how can the REDS find
ways to address or close those gaps.This could include special assistance or services for displaced talent,
women, and minority entrepreneurs.
2. Utilizing a consultant and partner input, the FCEDC would assist in the creation and deployment of a
common assessment tool to determine the needs of an individual entrepreneur/inventor and which
area resource is the best to address those needs.This would include a secure online tracking system that
will enable the REDS to monitor the progress of the entrepreneurs over time. The assessment and
tracking tools would pay special attention to the displaced talent segment.
3. Utilizing a consultant and partner input, the FCEDC would assist in the creation of an interactive web
toolkit, based on the resource matrix and roadmaps developed in earlier stages, that can assist any
entrepreneur or inventor navigate through a business start-up (step-by-step process), receiving helpful
information along the way including which resources in the region can provide the best assistance for
their needs.
4. Under a contract arrangement with an appropriate vendor, explore and implement enhanced
entrepreneurial coaching/training for FCEDC staff and REDS partners. An entrepreneurial coach serves
as a networker who helps an entrepreneur clarify their goals and needs plus connects the entrepreneur
to available resources locally. Special coaching may be required to assist displaced talent enter into an
entrepreneurial venture.
5. The FCEDC, with partner input, would expand upon its current Inventor and Entrepreneurs (I&E) Club
concept for inclusion in the REDS. Including other organizations and programs within each of the four
metropolitan areas will create a new 'Regional Innovation Network' of entrepreneurs, thereby
increasing the potential for innovation and creativity. It is expected that at least three (3) regional
meetings of the expanded club would take place during the project period. One in 2016 and two in
2017.
6. The FCEDC would enhance the Regional Innovation Network and local I&E Clubs' outreach and
promotion impact beyond their current grass-roots efforts. Included in this effort will be outreach to
displaced talent from Oshkosh Corporation, Marinette Marine, and their suppliers to encourage
entrepreneurialism among this group.
7. The FCEDC will enhance the Regional Innovation Network and local I&E Club experience to include
membership opportunities, expert speakers, mentoring, youth options, and other networking
opportunities. There will be a subgroup or network just for dislocated workers who want to become
entrepreneurs.
Leveraging existing resources to develop a comprehensive system that betters serves and fosters an
entrepreneurial activity is a key component to regional success. Therefore, it is important to note that
the FCEDC would lead the REDS creation effort with an overarching focus on the creation of meaningful
and equitable partnerships with local "go to" resources such as Moraine Park Technical College, the
Small Business Development Center, ADVOCAP,the UW-System and other area colleges, Fox Valley and
Bay-Lake Workforce Development Boards, local Chambers of Commerce, private sector businesses and
other external resources at the state or regional level. Additionally, it should be noted that this REDS
Page 23 of 38
network will not be attempting to coordinate or integrate any ongoing efforts focused on
innovation/training within the K-12 education system as that is viewed as a workforce development
matter, even though some entrepreneurial activity may be created as a result.
Tasks:
1. Host meetings to develop collaborative participation, decision-making structure, and discuss
information beneficial to meeting the REDS program's objectives including long-term sustainable
funding;
2. Develop Resource Matrix
3. Develop RFP and hire consultant for On-line Assessment Tool &Tracking System
4. Develop RFP and hire consultant for Interactive Web Toolkit
5. Develop RFP and hire consultant for Entrepreneurial Coaching/Training
6. Implement Entrepreneurial Coaching/Training to project partners
7. Develop and promote expanded Regional Innovation Network and local Inventors &
Entrepreneurs Club/hosting of two regional meetings
S. Design outreach materials for the New North REDS program
9. Conduct two public outreach sessions to promote the REDS program and its
services/resources
10. Host project partner meetings throughout the REDS development and implementation
process to monitor, report and improve the System
11. Provide a final "Report to the Community" about the REDS and its effectiveness and
successes
Procurement:
The project would be completed by Fond du Lac County as a sub-recipient. All activities and
procurements under this sub-award will follow 2 CFR 200. Requests for Proposals (RFPs) will be used
to select professional service firms for activities with an estimated cost exceeding the Simplified
Acquisition Threshold ($150,000).
Output(s):
• Sustainable Resource Matrix document
• On-line Assessment Tool &Tracking System
• Interactive Web Toolkit
• Entrepreneurial Coaching/Training(minimum of 6 individuals)
• Regional Innovation Network/local Inventors& Entrepreneurs Club meetings
(minimum of 3 regional meetings)
• Outreach materials
• Report to the Community document/presentation
Page 24 of 38
EXHIBIT B
PROJECT BUDGET
TOTAL GRANT(SF424A)
Current Difference Match Cumulative
Personnel 43,003 4,341 47,344
Fringe 38,849 3,937 42,786
Travel 15,132 - 15,132
Equipment w - -
Supplies 200 100 300
Contractual 117,000 11,000 128,000
Other 2,525,430 315,156 2,840,586
Indirect 24,181 2,451 26,632
TOTALS 2,763,795 336,985 3,100,780
GRANTTOTAL 2,763,795 336,985 3,100,780
Total Match(%) - 10.9%
............... ...............................................................................
Oshkosh Region (DIA) Initiative 41 From-, To: Months:
............... ............................ ..............................................
Grant Period: 9/1/2016 12/31/2018 28
.................................... ........................................
GRANT BUDGET
Current Difference Match Cumulative
..................... .......... ...........
Personnel
............................ ...................... .............-..................... ...................
ECWRPC Executive Director 13,5601,598 15,158
....................... .......... ........................... ..........
ECWRPC Econ. Dev. Planner 19,380 1,946 21,326
ECWRPC GIS Specialist
3,935 358 4,293
......................- ............... ...... .........................................................................................................................
ECWRPC GIS Coordinator 5,218 348 5,566
.......................................
ECWRPC IT Coordinator 910 91 1,001
....................... ..................
................. ........................................... .....................................
Subtotal 1- Personnel 43,003 4,341 47,344
----------------- r.....................................
................ ......................................
Fringe
ECWRPC Executive Director 12,250 1,444 13,694
...........................................................................
ECWRPC Econ. Dev. Planner
17 1,774.��R� 9,282
5 323 3
ECWRPC GIS Specialist 3155878
........................ .................................. ........................................... ............ ................
Page 25 of 38
ECWRPC GIS Coordinator 4,714 - 314 5,028
..�.................._ .........�.... .... ............... ...._ ................ _.
ECWRPC IT Coordinator 822 - 82 904
Subtotal 2- Fringe 38,849 3,937 42,786
................. _. _.... _.._....... _......................... .................
Travel
Local travel
Mileage (.54 x 7,000 miles) 3,780 - - 3,780
Out of state travel
Airfare (4 individuals @ $500(GRB-DCA)/person)x2 trips 4,000 - - 4,000
Hotel (WDC) (4 rooms @ $200/night x 3 nights) x 2 trips 4,800 - mm 4,800
Transportation x 2 trips($60/trip) 120 - 120
Per diem & incidentals $76/da _..
' ( y x 4 days x 4 people) x 2
trips _ .......__ 2,432 - 2,432
Subtotal 3-Travel 15,132 - - 15,132
Equipment
Subtotal 4- Equipment
..............
...........
..
_._. __....... ... ..._ _
...................... .............. ............
Supplies
(Project 7b)COTS GIS "story board" software 200100 300
Subtotal 5-Supplies 200 - 100 300
............. ........ _..... -................ __ .....�
_.............._ ........
Contractual
(Project 7a) Professional facilitator
Page 26 of 38
................ .. ... ...............
30,000 - 3,000 33,000
.. ....._ ... ............__. ................ _..
(7c) In Force network enhancement
(7d) Speaker fees 7,000 - 7,000
(7e) Economic development strategy 50,000 - 5,000 55,000
(7f) Brand development&outreach strategy 30,000 - 3,000 33,000
Subtotal 6-Contractual 117,000 - 11,000 128,000
................ ......... .. ....... .....
......................
_._._.
_ .
Other
Subaward: Project 8- UW-O (Accelerator) 1,025,243 - 144,168 1,169,411
Subaward: Project 9-City of Oshkosh (Aerospace Cluster) 1,025,000 - 113,698 1,138,698
Subaward: Project 10- UW-O (Succession Planning) 297,473 40,606 338,079
Subaward: Project 11- FCEDC (REDS) 139,514 16,684 156,198
(7d) Facility rental costs(NNN) 700700
(7c) In Force software subscriptions 37,500 - 37,500
Subtotal 7-Other
2,525,430 - 315,156 2,840,586
Subtotal 8- Direct Costs 2,739,614 - 334,534 3,074,148
__._....._..... .... __ .......... ......................__.
Indirect Costs
Indirect cost rate [ECWRPC only-see Tab-2 for details] 24,1812,451 26,632
rSutotal 9- Indirect 24,181 - 2,451 26,632
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Page 27 of 38
EXHIBIT C
OEA GENERAL TERMS AND CONDITIONS
A. The scope of work contained in any solicitation and/or request for proposals must be
reviewed and approved by OEA prior to issuance.
B. Personnel
(1) The Grantor must approve or disapprove the selection of key personnel as identified in
the application and/or this Agreement. Any new hires or changes in key personnel
require prior written approval from the Grantor. Resumes, in sufficient detail to reveal
the experience, education, and other general and specific qualifications for the position,
must be submitted to the Grantor for its consent prior to approval of a candidate.
(2) The Grantee agrees to comply with the requirements regarding support of salaries and
wages in 2 CFR Part 200.430, "Compensation-personal services."
C. Prior Written Approval
The purpose and scope of this award is to undertake community economic adjustment
activities as specified in the grant application. Any changes in the project/program
described in the application to include those identified below require prior written
approval from OEA in the form of an amendment request:
(1) Changes in the specific activities described in the application.
(2) Changes in key personnel as specified in the application and/or this agreement.
(3) Changes in the scope of work contained in any solicitation and/or request for proposals.
(4) Need for additional Federal funds or changes in the non-Federal match.
(5) Budget reallocations that exceed 10 percent of the total budget among approved direct
cost categories or are transferred to new budget line items.
(6) Changes in indirect cost rates or recertification of expired indirect cost rates during the
project period unless otherwise specified in this grant agreement.
(7) Requests to purchase equipment (including software) with an estimated acquisition cost
of more than$5,000.
(8) Requests to use Federal and/or non-Federal match funds for food and/or beverages in
conjunction with meeting costs.
D. Grant Payments
Page 28 of 38
(1) A Standard Form (SF) 270, "Request for Advance or Reimbursement," shall be
submitted when requesting funds. The first request for payment may be submitted
electronically once you have signed the Grant Agreement.
(2) All financial information on the SF 270 shall be shown as: Column (a)-- Salaries and
Benefits; Column(b)--Operating Expenses; Column(c)-- Contracts.
(3) Grant payments will be made by electronic funds transfer.\Grant funds for contractual
services will be disbursed on a reimbursement basis only. Advances of up to 30 days
may be requested for operational support. When Grant payments are cash advances, the
amount requested will be limited to that actually required.
(4) Grantee's payments to contractors/consultants shall be contingent upon the Grantee's
acceptance of deliverables.
(5) Requests for Federal funds (SF 270's) for final payment of consultant/contractor
deliverables should be submitted to the Grantor after Grantee's acceptance of the
deliverables.
E. Advance Payments
(1) Any Grant funds advanced or paid and not needed for approved grant purposes shall be
reported immediately to the Grantor. Grantees are to submit payments, including
refunds or reimbursements, directly to the Grantor's Fiscal Agent, the Defense Finance
and Accounting Service (DFAS) Cleveland through one of the following methods:
(a) Via ACH with the following information:
Bank Name: Credit Gateway
RTN: 051036706
A/C: 220031
(b) Via Wire with the following information: Bank Name:
US Treasury
City: New York, NY Country: USA
RTN: 021030004
Swift: FRNYUS33FX1
Account Name: DFAS-Cleveland
Account Number: 00008522
(2) The Grantor will not accept any paper checks or returned funds directly,
F. Grantee Contributions
Contributions to this project by non-Grantor sources are expected to be paid out at the
same general rate as Grant funds.
Page 29 of 38
G. Separate Bank/Fund Accounts
(1) The Grantee is not required to establish a separate bank account but may do so. The
Grantee, however, must maintain accounting records to adequately identify the source
and application of Grant funds. Other considerations, such as Federal Deposit Insurance
Corporation coverage, shall be in accordance with the provisions of 2 CFR Part 200.
(2) Interest earned on Grant funds shall be reported to the Grantor and used to reduce the
Federal share of this Grant. The Grantee may retain interest on any Grant funds not to
exceed $500 per year for administrative expenses. Any additional interest earned on
Federal advance payments deposited in interest- bearing accounts must be remitted
annually to the Department of Health and Human Services Payment Management
System (PMS) through an electronic medium using either Automated Clearing House
(ACH) network or a Fedwire Funds Service payment. Remittances must include
pertinent information of the payee and nature of payment in the memo area (often
referred to as "addenda records" by financial institutions) as that will assist in the timely
posting of interest earned on Federal funds. Pertinent details include the Payee Account
Number (PAN) if the payment originated from PMS, or Agency information if the
payment originated from ASAP, NSF, or another Federal Agency payment system. The
remittance must be submitted as follows:
(a) For ACH Returns:
Routing Number: 051036706
Account number: 303000
Bank Name and Location: Credit Gateway—ACH Receiver St. Paul,
MN
(b) For Fedwire Returns*:
Routing Number: 021030004
Account number: 75010501
Bank Name and Location: Federal Reserve Bank Treas NYC/Funds
Transfer Division New York,NY
(*Please note organization initiating payment is likely to incur a charge from your
financial institution for this type of payment)
H. Reimbursement for Travel
Reimbursement for travel (transportation, food, and lodging) in the performance of Grant
activities shall be consistent with those normally allowed in like circumstances in the non-
Federally sponsored activities of the Grantee. Grantees may follow their own established
rate but any travel allowance policies in excess of Federal limits must receive prior
approval from the Grantor.
1. Use of Consultants/Contractors
Page 30 of 38
(1) Procurement of consultant or contractor services shall be in accordance with all
standards and procedures set forth in 2 CFR Part 200. The following terms are intended
merely to highlight some of these standards and are, therefore, not inclusive.
(2) All procurement transactions, regardless of whether negotiated or advertised and
without regard to dollar value, shall be conducted in a manner that provides maximum
open and free competition.
(3) Formal advertising, with adequate purchase description, sealed bids, and public
openings, shall not be required for small purchase procurements that are less than the
simplified acquisition threshold, currently set by the Federal Acquisition Regulation at
48 CFR Subpart 2.1 in accordance with 41 U.S.C. 1908 as $150,000 unless otherwise
required by State or local law or regulation. If small purchase procedures are used, price
or rate quotations shall be obtained. Micro-purchases of supplies or services, the
aggregate amount of which does not exceed the micro-purchase threshold currently set
by the Federal Acquisition Regulation at $3,000 may be used in order to expedite the
completion of lowest-dollar small purchase transactions.
(4) The Grantee shall maintain a code or standards of conduct which shall govern the
performance of its officers, employees, or agents in contracting with and expending
Federal Grant funds. Grantee's officers, employees, or agents shall neither solicit nor
accept gratuities, favors, or anything of monetary value from a contractor or potential
contractors. To the extent permissible by State or local law, rules, or regulations, such
standards shall provide for penalties, sanctions, or other disciplinary actions to be
applied for violations of such standards by the Grantee's officers, employees, or agents,
or by contractors.
(5) The Grantee shall ensure that every consultant and every contractor it employs under
the Grant complies with the terms of this Agreement as though the consultant or
contractor were a party to this Agreement.
(6) The Grantee is the responsible authority, without recourse to the Grantor, regarding the
settlement and satisfaction of all contractual and administrative issues arising out of
procurements entered into in support of the Grant.
J. Contractor Deliverables
(1) A disclaimer statement will appear on the title page of any study prepared
under this Grant. It will read:
"This study was prepared under contract with Wisconsin Economic Development,
with financial support from the Office of Economic Adjustment, Department of
Defense. The content reflects the views of Wisconsin Economic Development and
does not necessarily reflect the views of the Office of Economic Adjustment."
(2) The contractor identification will appear on the title page of the study funded by
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this grant.
(3) Any final study shall be submitted electronically. The document will be dated the
month and year that it is submitted to the Grantor.
K. Post-Award Monitoring
(1) Grantee Reporting
(a) The Grantee shall provide interim performance reports and a final performance
report. The performance reports will contain information on the following:
(i) A comparison of actual accomplishments to the objectives
established for the period.
(ii) The reasons for slippage if established objectives were not met.
(iii) Additional pertinent information when appropriate.
(iv) An accounting, by the budget line items approved for this
project, of expenses incurred during the reporting period,
including the amount of Grant funds on hand at the beginning
and end, and non- Grantor share of contributions over the term.
(v) The final performance report must contain a summary of
activities for the entire Grant period. All required deliverables
should be submitted with the final performance report.
(b) The final SF 425, "Federal Financial Report," shall be submitted to the Grantor
within 90 days after the end date of the Grant. Any Grant funds actually
advanced and not needed for Grant purposes shall be reported immediately to
the Grantor and returned to the Grantor's Fiscal Agent in accordance with the
guidance provided in Section V.E. of this Agreement.
(c) The enclosed "Schedule of Reports" provides reporting periods and dates due
for this award.
(2) The Grantor reserves the right to conduct on-site reviews and/or off-site desk reviews
to confirm compliance with programmatic and administrative terms and conditions.
L. Activities Prohibited
(1) Duplication of Work: The purpose and scope of work for which this Agreement is
made shall not duplicate programs for which moneys have been received, are
committed, or are applied for from other sources, public or private. Upon request of the
Grantor, the Grantee shall submit full information about related programs that will be
Page 32 of 38
initiated within the Grant period.
(2) Other Funding Sources: Grantor's funds budgeted or granted for this program shall not
be used to replace any financial support previously provided or assured from any other
source.
(3) Funds for Attorney/Consultant Fees: The Grantee hereby agrees that no funds made
available from this Grant shall be used, directly or indirectly, for paying attorneys' or
consultants' fees in connection with securing grants or other services provided by the
Grantor, for example,preparing the application for this assistance. However, attorneys'
and consultants' fees incurred for meeting this Agreement's requirements may be
eligible project costs and may be paid out of funds made available from this Agreement
provided such costs are otherwise eligible.
(4) The Grantee is prohibited from using funds provided from this Grant or personnel
employed in the administration of this program for political activities, sectarian or
religious activities, lobbying, political patronage,or nepotism activities.
(5) Grant funds may not be used for marketing or entertainment expenses.
(6) Grant funds may not be used for capital assets, such as the purchase of vehicles,
improvements and renovation of space, and repair and maintenance of privately owned
vehicles.
M. Audits
(1) The Grantee agrees to comply with audit requirements as specified in 2 CFR Part
200.
(2) The Grantee shall ensure audits are properly performed, and furnish the required data
collection forms and audit reporting packages to the Federal Audit Clearinghouse
(FAC). The Grantee shall upload audit reports into the FAC through the Internet Data
Entry System (IDES) at http� //harvester.cens,us gov/far/collert,/dtif-ind-Y himl#„
(3) The Grantee shall provide any audit with findings related to this award, with copies
of the reporting package (including corrective action plans), management letters
issued by an auditor, and audit working papers, to the Grantor.
(4) The Grantor will seek to issue a management decision to the Grantee within six
months of receipt of an audit report with findings, and the Grantee shall take timely
and corrective action to comply with the management decision.
(5) The Grantor reserves the right to conduct an independent follow-up audit.
N. Requirement to Post an Abstract
Page 33 of 38
Pursuant to the requirements of Section 8123 of the Department of Defense Appropriations
Act, 2015, the Grantee is hereby informed that the Office of Economic Adjustment is
required to post a publicly releasable abstract statement that describes the project or
program supported by this Grant, in terms that the public can understand, to a Department
of Defense website. By signing this award agreement, the Grantee accepts this requirement
and confirms OEA may publicly release and post an abstract obtained from the Grantee's
grant application to a Department of Defense website.
NATIONAL POLICY REQUIREMENTS
A. Debarment and Suspension
The Grantee agrees to comply with 2 CFR Parts 180, "OMB Guidelines to Agencies on
Governmentwide Debarment and Suspension (Nonprocurement)," and 1125, "Department
of Defense Nonprocurement Debarment and Suspension." The Grantee also agrees to
communicate the requirement to comply with Parts 180 and 1125 to entities and persons at
the next lower tier with whom the recipient enters into transactions that are "covered
transactions" under Parts 180 and 1125.
B. Drug-Free Workplace
The Grantee agrees to comply with Subpart B, "Requirements for Recipients Other Than
Individuals," of 32 CFR Part 26, "Governmentwide Requirements for Drug- Free
Workplace (Financial Assistance)."
C. Hatch Act
The Grantee is advised that its employees may be subject to the Hatch Act (5 U.S.C. §
1501-1508). If doubt exists in particular cases,the Grantee should seek legal counsel.
D. Universal Identifier Requirements and Central Contractor Registration
The Grantee agrees to comply with the requirements of 2 CFR Part 25, as amended,
"Universal Identifier and Central Contractor Registration." The System for Award
Management(SAM) has replaced the CCR system.
E. Trafficking Victims Protection Act of 2000
The Grantee agrees to comply with the requirements of 2 CFR Part 175, "Award Term
for Trafficking in Persons."
F. Reporting Sub-award and Executive Compensation Information
The Grantee agrees to comply with the requirements of 2 CFR Part 170, "Reporting Sub-
award and Executive Compensation Information."
Page 34 of 38
G. Restrictions on Lobbying
The Grantee agrees to comply with the requirements of 31 U.S.C. § 1352, "Limitation on
use of appropriated funds to influence certain Federal contracting and financial
transactions." Appropriated funds cannot be used to pay any person to influence or
attempt to influence employees of any agency or Congress. Links to the requirements
referenced above as well as the full listing of all National Policy Requirements are
provided on the OEA website at www.oca.gov.
H. Prohibition on Using Funds under Grants and Cooperative Agreements with
Entities that Require Certain Internal Confidentiality Agreements
(1) The Grantee may not require its employees, contractors, or subrecipients seeking to
report fraud, waste, or abuse to sign or comply with internal confidentiality
agreements or statements prohibiting or otherwise restricting them from lawfully
reporting that fraud, waste, or abuse to a designated investigative or law enforcement
representative of a Federal department or agency authorized to receive such
information.
(2) The Grantee must notify its employees, contractors, or subrecipients that the
prohibitions and restrictions of any internal confidentiality agreements inconsistent
with paragraph I.(a) of this award provision are no longer in effect.
(3) The prohibition in paragraph I.(a) of this award provision does not contravene
requirements applicable to Standard Form 312, Form 4414, or any other form issued
by a Federal department or agency governing the nondisclosure of classified
information. If the Government determines that the Grantee is not in compliance
with this award provision,it:
(4) Will prohibit the Grantee's use of funds under this award, in accordance with section
743 of Division E of the Consolidated and Further Continuing Resolution
Appropriations Act, 2015, (Pub. L. 113-235) or any successor provision of law; and
(a) May pursue other remedies available for the Grantee's material failure
to comply with award terms and conditions.
Page 35 of 38
EXHIBIT D
INVOICE AND ATTESTATION SUBMISSION
WISCONSIN ECONOMIC DEVELOPMENT CORPORATION
Invoice and Attestation Submission
Ref. Invoice#
Amount Due:$
By signing this report, I certify to the best of my knowledge and belief that the report is true, complete,
and accurate, and the expenditures, disbursements, and cash receipts are for the purposes and
objectives set forth in the terms and conditions of the Federal award. I am aware that any false,
fictitious,or fraudulent information,or the omission of any material fact, may subject me to criminal,
civil or administrative penalties for fraud,false statements,false claims or otherwise. (U.S. Code Title 18,
Section 1001 and Title 31,Sections 3729-3730 and 3801-3812.)
Date: by•
(Name of Person)
(Title)
*Must be signed by an official who is authorized to legally bind the non-Federal entity
Page 36 of 38
EXHIBIT E
PROJECT NARRATIVE PERFORMANCE REPORT
.............................._...... .... ..... .......................................
DOD/OEA 141 INITIATIVE
PERFORMANCE REPORT
East Central Wisconsin Regional Planning Commission
Date Due:
Reporting Period: / / - / / Date Submitted::
Project Title: 141 Initiative Sub-Grant Number:
Project Type: DOD OEA DIA Federal Project Manager: Anita
Bullock
Community POC: Sharon Berge POC Phone Number: 608-210-6506
u Project Manager: Dani Jones PM Phone Number: 608-210-6842
.........
Performance Report
Individual Preparing Report:
Objectives and Accomplishments.
This section serves as an overview of the quarterly grant activities. Provide a summary of
activities and progress related to implementing the DOD/OEA project, such as:
1. Compare actual accomplishments to the objectives established for the period. Status of
project's timeline, milestones, outputs, goals, and/or deliverables for each project within
the subgrant.
2. Provide reasons for slippage if established objectives were not met. Include information
about any roadblocks, slippages, etc., impacting the project's progress, as well as any
proposed strategies to address them.
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3. Current quarter performance outcomes.
4. Description of plans and highlights for the next quarter.
Budget: Status of grant fund utilization. Explain here if you are on target, if there is additional
information regarding the budget that may need further clarification, etc.
Additional Information. Provide additional pertinent information as appropriate.
Page 38 of 38
EXHIBIT B
Scope of Work
PROJECT: Implementation of the Aerospace Cluster
Description:
The project carries out two key recommendations from the Phase 1 Aerospace Cluster
Study - planning and initial steps to realize a Maintenance, Repair and Overhaul (MRO)
and an Additive Manufacturing niche as part of a Northeast Wisconsin aerospace
cluster. The project partners will include the City of Oshkosh, the Greater Oshkosh
Economic Development Corporation, Wittman Regional Airport, Outagamie County
Regional Airport, Fond du Lac County Airport, Austin Straubel International Airport, the
Wisconsin Aerospace Partners and the Wisconsin Economic Development Corporation
(WEDC).
The project will continue to build capacity in the emerging Northeast Wisconsin
aerospace cluster through the implementation of business plans developed during the
Phase 1 Aerospace Cluster study effort. Capacity will be built by addressing critical
gaps identified during the Phase 1 planning effort as well the charrette process (with
regard to the broader 1-41 C ecosystem supporting all clusters). The gaps to building the
Aerospace cluster, and hence diversifying the region's manufacturing base, include:
increasing staff and resource capacity, improving access to investment capital, studying
workforce availability and development dynamics supporting aerospace, and
opportunities for manufacturers and suppliers to engage with each other.
Approach:
This project will be completed by the City of Oshkosh (the City) as a sub-recipient. The
City will subcontract with qualified professional service firms. The selected
subcontractor(s) will undertake the effort to increase staff and resource capacity to
realize the cluster and implement the business plan for the cluster. The Greater Oshkosh
Economic Development Corporation (GO- EDC) will have the lead role managing the
project on behalf of the City and will also complete selected activities under the project.
The selected contractor(s) will undertake an effort to design a regional network of
investment funds to support the cluster activity, develop a template to create other funds
in each community that is part of the cluster effort and build the first fund in Oshkosh.
Increasing access to capital for companies which want to start or expand as part of the
cluster has been identified as a critical need in the planning process and was a charrette
action item. The network of aerospace funds would invest in companies which want to
start or expand in the region as part of the cluster, including Aerolnnovate companies.
The objective is to build a network of funds with 50% public and 50% private support—or
about one fund in each community of the cluster region. OEA funding is not requested to
seed this investment fund.
The selected contractor(s) will also undertake an effort to provide more opportunities for
manufacturers and suppliers to interact and share knowledge. The Aerospace/Aviation
Manufacturers Roundtable would be conducted during AirVenture and bring
manufacturers in aerospace together to discuss challenges and opportunities; an
Aerospace Supplier Forum will bring Wisconsin suppliers to aerospace and aviation
together to talk about challenges and opportunities; and an Aviation Additive
Manufacturing Symposium will to bring together companies which are using additive
manufacturing techniques with those in aviation who want to use these techniques to
learn about best practices. It is anticipated that there will be benefits to the companies to
participate in these types of educational forums, as well as to help better align the cluster
to meet industry needs.
Tasks:
1. Implement MRO Cluster
1.1. Hire staff to increase capacity and implement business plan
1.2. Bring industry partners into the cluster
2. Implement long term strategy to include Additive Manufacturing
2.1. Hire staff to increase capacity and implement business plans
2.2. Bring industry partners into the cluster
3. Creation of an Aviation/Aerospace Fund Network
3.1. Design network of fund
3.2. Create template to build funds in each community that is a part of the cluster
effort
3.3. Build the first fund in Oshkosh
4. Aviation and Aerospace Talent Upload
4.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
5. Aviation and Aerospace Talent Retention and Development Best Practices Seminar
5.1. Conduct eight (8) events and collect data to inform cluster development
efforts and collect feedback on value/success
6. Aerospace/Aviation Manufacturers Roundtable
6.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
7. Aerospace Supplier Forum
7.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
8. Aviation Additive Manufacturing Symposium
8.1. Conduct two (2) events and collect data to inform cluster development
efforts and collect feedback on value/success
Procurement:
The project would be completed by the City of Oshkosh as a sub-recipient. All activities
and procurements under this sub-award will follow 2 CFR 200. Requests for Proposals
(RFPs) will be used to select professional service firms for activities with an estimated
cost exceeding the Simplified Acquisition Threshold ($150,000).
Output(s):
• Aviation/Aerospace Fund Template and Network Design
• Aerospace Fund in Oshkosh
• Aviation and Aerospace Talent Upload
• Aviation and Aerospace Talent Retention and Development Best
Practices Seminar Series
• Aerospace/Aviation Manufacturers Roundtable
• Aerospace Supplier Forum
• Additive Manufacturing Symposium
EXHIBIT C
Budget Justification
GRANT PERIOD: Start: September 1, 2016 End: December 30, 2018
Please refer to the accompanying budget spreadsheet for the Project 9 sub-award for
more detail on all expenses and positions contemplated under this funding.
Sub-Award: Project 9– Implementation of the Aerospace Cluster
Sub-Recipient: City of Oshkosh
Please refer to the accompanying budget spreadsheet for the Project 9 sub-award for
more detail on all expenses and positions contemplated under this funding.
Personnel (Federal: $0/ Non-federal: $77,207)
City of Oshkosh Community Development Director
The Community Development Director is a full-time employee of the City of Oshkosh
who is responsible for economic development activities for the City of Oshkosh. His
responsibilities include industrial park development, business park development,
downtown redevelopment projects, Tax Increment Financing District Plans, and all
phases of the construction process (building plan review, permitting, inspections and
Occupancy Permits). In addition, the Community Development Director represents the
City on economic development partnerships including ECWRPC-CEDS, GO-EDC Board
of Directors and GO-EDC Aviation Development Committee.
Specific to this proposal, the Community Development Director will be responsible for
the following throughout the twenty-four months:
• Management of the procurement of contractual activities funded through the sub-
award from the ECWRPC to the City of Oshkosh
• Preparation of information to be provided to the ECWRPC in compliance with
grant performance reporting requirements
• Management of the performance of contracts
• Coordination, preparation, meeting attendance and follow up associated with the
contractual activities
• Information gathering, preparation, communication and coordination associated
with contractual activities
Greater Oshkosh Economic Development Corporation (GO-EDC) CEO
The Greater Oshkosh Economic Development Corporation is a private/public not for
profit economic development organization serving the greater Oshkosh area. Aviation
development is one of GO-EDC's four key areas of focus. The Aviation Development
Committee—which has led the effort to develop the aerospace cluster—is a GO-EDC
committee. The GO-EDC CEO is responsible for the overall direction and management
of GO-EDC and has played a prominent role in the aerospace cluster development
initiative.
Specific to this proposal, the GO-EDC CEO will be responsible for the following
throughout the twenty-four months:
• Preparation of information to be provided to the ECWRPC in compliance with
grant performance reporting requirements
• Coordination, preparation, meeting attendance and follow up associated with the
contractual activities
• Staff supervision to support contract activities
Fringe Benefits (Federal: $0/ Non-federal: $27,220)
For the City of Oshkosh Community Development Director, the fringe rate is at a 0.3565
rate. For the GO-EDC CEO, the fringe rate is at a 0.35 rate.
Contracts (Federal: $1,025,000 / Non-federal: $0)
All contractual procurements that will occur under the sub-award will be in compliance
with 2 CFR 200. Please refer to the Scope of Work for the type of procurement
contemplated under this sub-award. Please also refer to the budget spreadsheets that
accompany this Budget Justification for more detail on contacts contemplated under this
grant.
Aerospace Niche Implementation
A short- and long-term approach was chosen with regard to aerospace niches to
implement and to formalize an Aerospace Cluster in the 1-41 Corridor region. A
Maintenance, Repair & Overhaul (MRO) niche will be implemented in the short-term and
an Additive Manufacturing niche will be implemented in the long-term. The basis for the
estimate is from prior contracting undertaken by the City/GO-EDC for professional
contractor services; specifically, under the Phase 1 grant. The total cost estimated for
carrying out tasks 1 and 2 of this scope of work is $465,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one or
two firms to provide professional services carrying out the scope of work identified for
these implementation tasks (tasks 1 and 2). The City will contract for these services
based on its documented policies and procedures, in compliance with 2 CFR 200
competitive procurement regulations that exceed the Simplified Acquisition Threshold
($150,000), and in compliance with 2 CFR 200.459 cost principles for selected items of
cost related to professional service costs.
Creation of an Aviation/Aerospace Fund Network
The basis for the estimate is from prior contracting undertaken by the City/GO-EDC for
professional contractor services; specifically, under the Phase 1 grant. The total cost
estimated for carrying out task 3 of this scope of work is $195,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one
firm to provide professional services carrying out the scope of work identified for
implementation task 3. The City will contract for these services based on its
documented policies and procedures, in compliance with 2 CFR 200 competitive
procurement regulations that exceed the Simplified Acquisition Threshold ($150,000),
and in compliance with 2 CFR 200.459 cost principles for selected items of cost related
to professional service costs.
Development of Programming for Manufacturers and Suppliers Supportive of the
Aerospace Cluster Development Efforts
The basis for the estimate is from prior contracting undertaken by the City/GO-EDC for
professional contractor services; specifically, under the Phase 1 grant. The total cost
estimated for carrying out tasks 4 through 8 of this scope of work is $365,000.
The City of Oshkosh (through its management agent, GO-EDC) will contract with one
firm to provide professional services carrying out the scope of work identified for
implementation tasks 4 through 8. The City will contract for these services based on its
documented policies and procedures, in compliance with 2 CFR 200 competitive
procurement regulations that exceed the Simplified Acquisition Threshold ($150,000),
and in compliance with 2 CFR 200.459 cost principles for selected items of cost related
to professional service costs.
Other (Federal: $0 / Non-federal: $9,270)
Costs that appear under the Other SF 424 budget category are not appropriate under
other SF 424 categories (based on the uniform administrative guidance in 2 CFR 200).
Approval is requested for the purchase of the following items. Please refer to the
accompanying budget spreadsheets for additional detail on each item.
• Office rental costs —$9,270 provided in-kind by GO-EDC, monthly cost of rent
and utilities of$1,595 x .25 of the office space x 28 months.
Indirect Costs (Federal: $0 / Non-federal: $0)
No indirect costs are requested for the City of Oshkosh Community Development
Director or for the GO-EDC CEO.
EXHIBIT D
Project Narrative Performance Report
DoD-OEA 141 INITIATIVE
PERFORMANCE REPORT
East Central Wisconsin Regional Planning Commission
Date Due:
Reporting Period: / / - / / Date Submitted:
Project Title: 141 Initiative
Project Type:DoD-OEA DIA
ECWRPC Project Manager: Sarah Van Buren
ECWRPC PM Phone Number: 920-751-4770 ext. 6821
Performance Report
Individual Preparing Report:
Objectives and Accomplishments.
This section serves as an overview of the quarterly grant activities. Provide a
summary of activities and progress related to implementing the DoD-OEA
project, such as:
1. Compare actual accomplishments to the objectives established for the
period. Status of project's timeline, milestones, outputs, goals, and/or
deliverables for each project within the subgrant.
2. Provide reasons for slippage if established objectives were not met.
Include information about any roadblocks, slippages, etc., impacting the
project's progress, as well as any proposed strategies to address them.
3. Current quarter performance outcomes.
4. Description of plans and highlights for the next quarter.
Budget: Status of grant fund utilization. Explain here if you are on target, if
there is additional information regarding the budget that may need further
clarification, etc.
Additional Information. Provide additional pertinent information as appropriate.