According to Roundtable President, Lisa Ventriss, “When viewed in the aggregate, these results point to an economy that is steadily improving, albeit slowly and with the concern attributed to key policy and political issues.  Overall, the positive trends continue and the negative trends are decreasing.“ More than 60 percent of Roundtable CEOs expect to see their sales volumes increase; another 40 percent forecast increases in their capital expense budgets; and, 43 percent anticipate a larger workforce in the next six months. In all three cases, the amount of CEOs responding with negative outlooks is less than 10 percent.

Chair Steve Voigt said “The modest uptick on all three of these key indicators is a positive sign for Vermont businesses and the strength of our economy into 2012. For the second survey period in a row, CEOs have been indicating an increase in economic activity that bodes well for Vermonters. ”

The Roundtable’s CEO Economic Outlook Survey provides a forward-looking view of the economic assumptions and attitudes of chief executive officers of 118 of the state’s top employers with an aggregate economic impact of $292 billion, with over $1.8 billion in corporate philanthropy, and employing more than 10 percent of the state’s workforce.  The members represent Vermont’s agriculture, construction, education, health services, finance, real estate, insurance, hospitality/leisure, manufacturing, information, utilities, professional/business services, wholesale trade, and non-profit industries.

The response rate for this quarter was 62 percent.  Historically, rates have varied from 35 to 73 percent.

1. How do you expect your company’s sales to change in the next six months?

Totals may not equal 100 due to rounding.

 2. How do you expect your company’s capital spending to change in the next six months?

Totals may not equal 100 due to rounding.

3. How do you expect your company’s employment to change in the next six months?

Totals may not equal 100 due to rounding.

 -###-

The Roundtable is a nonprofit, nonpartisan organization of 118 CEOs of Vermont’s top private and nonprofit employers, representing geographic diversity and all major sectors of the Vermont economy, with an aggregate economic impact of $292 billion, over $1.8 billion in corporate philanthropy, and employing more than 10 percent of the state’s workforce. The Roundtable is committed to sustaining a sound economy and preserving Vermont’s unique quality of life by studying and making recommendations on statewide public policy issues.

 -30-

Photo Courtesy of Rob Simpson

November 11, 2011 – Veterans Day

by Rob Simpson, CEO, Brattleboro Retreat and Secretary, Vermont Business Roundtable

 I was driving through Waitsfield yesterday after leaving the Vermont Business Roundtable Board meeting when I noticed on my right on Route 100 a roadside memorial made up of small white flags arranged like a cemetery with gravestones honoring the 6,229 Americans who have lost their lives in Iraq and Afghanistan. The contrast to my meeting with business leaders throughout the state and the juxtaposition of the images on my right and the thoughts in my head were jarring. Minutes before we had been discussing the Roundtable’s strategic initiatives in early childhood education, healthcare reform and supporting the Vermont brand in tourism.

At first, I drove on by the memorial as I was preoccupied with thoughts of how to develop these initiatives in concert with our work at the Retreat. But then it hit me: the white flags, the symbols of lost American soldiers and the contrast of lives going forward and lives that never would. I pulled over to the side, checked my rear view mirror and made my way back. I sat there, looking at the flags as memories of lost friends to war and of Veteran’s Day parades in my hometown growing up moved forward and settled in. I had to give them time.

The memorial, I later learned, was established by a group of peace activists intent on reminding people about the bottom line of war. Its caretakers add a flag and change the numbers on two signs that reveal the growing toll of lost lives. One portion of the field is marked “American Military Killed in Iraq” and the other “American Military Killed in Afghanistan.” It is a memorial that has not been without controversy as it brings up many emotions about these wars.

But for me, as I sat there and gave these reminders time, I thought about the service men and women who have come to the Retreat and the respect and care that we have given to them, helping them to heal. Our work is powerful, as is this spot along Route 100 on a rural road in Vermont. It reminds us that we must never forget the sacrifices others make.

Today we honor those who have fought for our freedom, and we must always remember that “freedom is not free.” It is paid for by our fellow Americans who have been willing to fight and die for us.

(l to r) Mary Barrosse Schwartz, Lisa Ventriss, Elmo, Governor Peter Shumlin, Steven Voigt

The Pew Center on the States’ Pre-K Now campaign last week brought together education leaders, advocates, business leaders, and national and state policy makers to celebrate significant accomplishments in the pre-k movement and highlight Pre-K Now’s capstone report, “Transforming Public Education: Pathway to a Pre-K-12 Future.”

Vermont’s accomplishment in pre-k public policy was highlighted as Governor Shumlin delivered the keynote speech. “Perhaps because I was a kid who learned differently, I understand how vital it is that we get all kids off to a good start. Thanks to the hard work of Pew and all of you with the Pre-K Now Campaign, many more are starting to appreciate how valuable early learning can be. I am convinced that when our kids arrive at kindergarten ready to learn, they will have more successful educational and professional futures as a result.”

As recognition for the role it played in Vermont advocacy for better pre-k public policy, leaders from the Vermont Business Roundtable attended, with VBR Board Chair Steve Voigt, President and CEO of King Arthur Flour, invited to introduce the Vermont Governor. Voigt stated “The Vermont Business Roundtable has long understood that the best way to provide children with a successful start in life and build the productive workforce of the future was to champion a policy shift towards improving both the access to and quality of early education. It has been our highest policy priority for the last five years.”

Pre-K Now was designed as a 10-year catalytic effort, grounded in research, to spark the early learning movement by bringing together different voices and supporting strategic advocacy efforts to advance high-quality voluntary pre-k for three- and four-year olds. This December, Pre-K Now will mark its 10th anniversary, wrapping up a decade of state and federal policy wins.

Also attending the meeting was Lisa Ventriss, President of Vermont Business Roundtable. Ventriss helped lead a coalition of children’s advocates, public educators, business leaders and providers to improve access and funding to pre-k programs. After the meeting, she noted “The Pre-K Now Campaign was helpful to our work in that it provided the research necessary to make an economic case for early education investments.”

Vermont is one of eleven states nationwide to provide funding to allow towns to offer pre-k for all as a voluntary program for families. In 2011, 78% of towns chose to offer pre-k as part of educational offerings in public schools and/or private pre-k providers. Ventriss commented “We’re hoping that eventually every child will have this opportunity, if their parents wish it for them. We’re working with communities that do not yet offer these important programs to encourage them to view the well-researched benefits.”

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(South Burlington, Vt.)  The chief executives of Vermont’s leading businesses appear poised to maintain their growth plans through early 2012, echoing results from the previous survey.  The survey was completed between September 8 and September 22 and released today by Vermont Business Roundtable Chair Steve Voigt, CEO, King Arthur Flour and President Lisa Ventriss.

According to Roundtable President, Lisa Ventriss, “When viewed in the aggregate, these results point to an economy that is expecting to grow, albeit very slowly.  The effects of Tropical Storm Irene and the potential threat of a “double dip” recession are, naturally, causes of great concern to our members. The good news is that 95 percent of CEO respondents expect to see their sales volumes increase or stay the same in the coming six months, which is consistent with the previous survey, and good news for Vermont products and services. Also encouraging news is that 90 percent of CEOs expect to maintain or grow in the size of their workforce through the fall and winter, again consistent with the previous survey results.

Chair Steve Voigt said “Roundtable members are reflecting the reality that we live in strained economic times. Companies have worked very hard to control costs and pump money back into their businesses, which is why we are now seeing almost 60 percent of members with no future changes in capital spending. Those dollars have been invested already. Now, if they plan to grow, they will do it through investing in their workforces.”

The Roundtable’s CEO Economic Outlook Survey provides a forward-looking view of the economic assumptions and attitudes of chief executive officers of 118 of the state’s top employers with an aggregate economic impact of $292 billion, with over $1.8 billion in corporate philanthropy, and employing more than 10 percent of the state’s workforce.  The members represent Vermont’s agriculture, construction, education, health services, finance, real estate, insurance, hospitality/leisure, manufacturing, information, utilities, professional/business services, wholesale trade, and non-profit industries.

The response rate for this quarter was 52 percent.  Historically, rates have varied from 35 to 73 percent.

1. How do you expect your company’s sales to change in the next six months?

Totals may not equal 100 due to rounding.

2. How do you expect your company’s capital spending to change in the next six months?

Totals may not equal 100 due to rounding.

3. How do you expect your company’s employment to change in the next six months?

Totals may not equal 100 due to rounding.

-###-

Image Property of WorldNow and WCAX www.wcax.com

Lisa Ventriss, Roundtable President, recently visited with Anson Tebbetts, WCAX News Director, as invited guest on You Can Quote Me to discuss VBR’s 2nd Quarter CEO Economic Outlook Survey and other Roundtable priorities. If you missed  the interview in real time, be sure to visit WCAX’s You can Quote Me site to view their recording.

Click Here to Watch Video |  Interview Date: August 7, 2011

Randolph Center, Vermont – The Vermont Manufacturing Extension Center (VMEC) has announced that it will be hosting its third “Innovation Engineering Leadership Institute” on August 23 – 25, 2011 at The Essex in Essex Junction, Vermont. The first IELI training event was held in Burlington in May 2010, followed by the second in February of this year in Woodstock. Innovation Engineering teaches business leaders a proven, systematic approach to leading profitable growth through innovation. It is an intensive 3-day graduate level program designed for senior managers in business, government, non-profit organizations, and academia. Two separate Georgia Tech studies (2008 & 2010) found that innovation is THE MOST profitable primary business strategy compared to low cost, fast delivery, voice of the customer, or quality strategies. In fact, the 3-year average profit margin of companies with a primary strategy of innovation is over 50% higher than for companies competing with a primary strategy of low prices. This training is equally vital to service industries, inventors, entrepreneurs, researchers, non-profits and economic development professionals.

The goal of the Innovation Engineering Leadership Institute is for attendees to learn and apply a proven ‘System’ for leading innovation that can be implemented within their organization. Leaders will gain confidence to implement and lead a profitable business strategy of innovation and how to effectively create ideas for their business or organization that can immediately be used. Valuable connections with other company thought leaders are made and an action plan can be developed to get started with a strategy of innovation.

According to VMEC Director/CEO Bob Zider, “This outstanding training gives leaders powerful tools and the confidence they need to effectively lead innovation in their enterprises. Successful companies have effective SYSTEMS for accounting, quality, Lean manufacturing, customer service, etc., but most do not have a system for innovation that produces a continuous flow or pipeline of quantified ideas and solutions for more profitable customers and markets, services and products, and systems for continuing success. This is our third IELI event in Vermont, and we know first-hand that this training teaches practical tools that significantly increase innovation speed (up to 6X), decrease risk (30-80%) and dramatically build the confidence (over 70%) of leaders to lead the creation and execution of innovative solutions to address their very important problems and very important opportunities. This is a must attend training event for leaders who want to accelerate profitable growth of their organization.”

International innovation expert and entrepreneur Doug Hall will be leading and teaching this event. Founder and CEO of Eureka! Ranch and Eureka! Ranch International, Doug is a highly respected leader who is deeply committed to helping American businesses and organizations succeed in today’s global economy. For more than 25 years, the Eureka! companies have served Fortune 500 clients like Procter & Gamble, Johnson & Johnson, Ford, HP, and American Express, directly through its corporate consulting group. Doug is a best-selling author of five books on courage, creativity, and innovation, including Jump Start Your Business Brain named “One of the 100 best business books of all time” by business book expert, Jack Covert.

Vermont Partners actively supporting and promoting the 3rd Innovation Engineering Leadership Institute in Vermont, alongside VMEC and Eureka! Ranch International, include: The Vermont Business Roundtable, Norwich University, the Vermont Small Business Development Center, the Vermont Training Program of the Vermont Department of Economic, Housing and Community Development, the Vermont Technology Council and Vermont Technical College.

The cost for this conference is $995 per person for small and mid-sized companies (less than 500 employees) and for non-profit, government and academic organizations. For large companies (more than 500 employees) the cost is $1,995 per person. Employees of Vermont companies in Manufacturing, Healthcare, Telecom, Information Technology and Environmental industries may be eligible for a $495 rebate, bringing the registration cost down to $500 per person for small and mid-sized companies and $1,500 per person for large companies. This rebate is available through a working partnership with the Vermont Training Program within the Department of Economic, Housing and Community Development. Organizations of any size not eligible for the VT Training Program rebate can take advantage of a ‘send four for the price of three’ promotion. Research indicates significantly greater company success when organizations have a team of people attend.

The registration price includes all course materials and breakfast and lunch for each day of the conference. Participants will receive three Continuing Education Units (CEUs) from the University of Maine for their participation in the program if they choose to apply.

To register for the August 23 – 25, 2011 conference or for further information, visit http://innovationengineering.info/vermont/ or contact VMEC at (802) 728-1432.

About VMEC

Since 1995, VMEC has operated as a not for profit with a primary mission “To improve manufacturing in Vermont and strengthen the global competitiveness of the state’s smaller manufacturers.” This is done through confidential consulting, coaching, hands-on implementation assistance and training to help Vermont manufacturers achieve profitable growth through innovation, increase their productivity, improve their manufacturing and business processes, reduce costs, improve competitiveness, and create and retain good paying jobs. Through the VMEC PSG business unit established in 2006, VMEC also brings its deep process and strategy expertise to selected non-manufacturing sectors in Vermont, including healthcare, higher education, government, and financial services. Visit www.vmec.org for more information.

Robynn L. Albert, Marketing and Training Manager

Vermont Manufacturing Extension Center

P.O. Box 12, One Main Street

Randolph Center, VT 05061

Office – (802) 728-1457

Cell – (802) 793-2078

Fax – (802) 728-1456

ralbert@vmec.org

(South Burlington, Vt.)  The chief executives of Vermont’s leading businesses appear poised to hold steady their growth plans through the remainder of 2011, when compared against the first quarter survey period.  The survey was completed between June 10 and June 24 and released today by Vermont Business Roundtable Chair Steve Voigt, CEO, King Arthur Flour and President Lisa Ventriss.

According to Roundtable President, Lisa Ventriss, “Overall, these data show an economy that continues to be in a holding pattern as our members wait for clarity and direction on key policy issues at both the state and federal levels. While roughly 60 percent of our members foresee increased sales projections for their companies, that number has declined slightly (61 percent compared to 73 percent in the previous quarter).  An increasing number of CEOs expect there to be no change in either their capital expenditures or employment levels for the rest of 2011. Only one in ten CEOs are anticipating decreases in these key areas.”

Chair Steve Voigt said “Overall, Roundtable members are signaling that they are either growing slowly or holding steady, but it also appears that many Roundtable members ~ especially those in financial or professional services, which are dependent on business growth in other sectors ~ are reluctant to make significant investments in their company’s physical or human resources until they have a better picture of the future costs associated with those investments, namely health care and budget issues at the state and federal levels.”

The Roundtable’s CEO Economic Outlook Survey provides a forward-looking view of the economic assumptions and attitudes of chief executive officers of 115 of the state’s top employers with an aggregate economic impact of $279 billion, with over $693 million in corporate philanthropy, and employing 10 percent of the state’s workforce.  The members represent Vermont’s agriculture, construction, education, health services, finance, real estate, insurance, hospitality/leisure, manufacturing, information, utilities, professional/business services, wholesale trade, and non-profit industries.

The response rate for this quarter was 53 percent.  Historically, rates have varied from 35 to 73 percent.

1. How do you expect your company’s sales to change in the next six months?

Totals may not equal 100 due to rounding.

2. How do you expect your company’s capital spending to change in the next six months?

Totals may not equal 100 due to rounding.

3. How do you expect your company’s employment to change in the next six months?

Totals may not equal 100 due to rounding.

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In a prepared written statement, addressed to the Vermont Public Service Board, Pierce wrote: “The Roundtable supports this proposal for two principle reasons: it improves and expands the mix of energy sources available to both residential and business customers in an important area of the state, and it utilizes a creative and ‘Vermont-like’ approach to solving the challenge of how to finance the building or renovating of infrastructure in our thinly populated state.”

The familiar problemof finding a business model that permits our best public and private entities to bring key services to areas that lack a critical mass of consumers, will always be part of Vermont’s heritage. As federal funds become harder to find and the need for environmental and human efficiency becomes more compelling, every opportunity to spread key infastructure costs across a population of beneficiaries should be tested. Vermont Gas has repeatedly demonstrated its ability to deliver a dependable product at an improving price point. Harnessing one of these improvements in pricing across their existing customer base, in order to better guarantee expanded user base and product volume, seems in everyone’s interest – new customers, existing customers, and the State of Vermont.

The Roundtable’s Infrastructure Working Group supports this proposal We also encourage other key utilities, in particular broadband data and communications, to investigate similar strategies that use small across-the-board discount diversions and usage taxes – in a careful and targeted manner – to overcome the challenges presented by Vermont’s highly valued beauty and deomgraphics.”

#  #  #

Forecast is Steady for Next Six Months

(South Burlington, Vt.)  The chief executives of Vermont’s leading businesses appear poised to hold steady for the spring and summer months of 2011, when compared against the previous survey period.  The survey was completed between April 1 and April 15 and released today by Vermont Business Roundtable Chair Steve Voigt, CEO, King Arthur Flour and President Lisa Ventriss.

According to Roundtable President, Lisa Ventriss, “Overall, these data show an economy that is taking its breath and assuming a “wait and see” posture.  The most positive growth indicator continues to be our members’ sales forecasts which showed a slight uptick over the previous period (73 percent compared to 71 percent).  And while a plurality of our members are forecasting growth outlooks for capital expenditures and employment levels, (47 percent and 44 percent, respectively), another segment of members is projecting no change in those indicators from the previous quarter (38 percent and 41 percent, respectively),Ventriss said.

Chair Steve Voigt said “We believe that these data also reflect a hesitation among our CEOs that is related to the current debate around health care reform in Vermont and the nation. We polled our members on this topic and found it to be a major source of concern; there are still many cost-related reform questions yet to be answered, and this makes future investment decisions regarding people or plant difficult to make at best. We must remember that while growth indicators have been trending upward nicely since early 2009, these changes are still fragile.”

The Roundtable’s CEO Economic Outlook Survey provides a forward-looking view of the economic assumptions and attitudes of chief executive officers for 120 of the state’s top employers with an aggregate economic impact of $135 billion and employing 15 percent of the state’s workforce.  The members represent Vermont’s agriculture, construction, education, health services, finance, real estate, insurance, hospitality/leisure, manufacturing, information, utilities, professional/business services, wholesale trade, and non-profit industries.  The response rate for this quarter was 58 percent.  Historically, rates have varied from 35 to 73 percent.

1. How do you expect your company’s sales to change in the next six months?

Totals may not equal 100 due to rounding.

2. How do you expect your company’s capital spending to change in the next six months?

Totals may not equal 100 due to rounding.

3. How do you expect your company’s employment to change in the next six months?

Totals may not equal 100 due to rounding.

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In the winter of 2007 the Vermont Business Roundtable, along with the Vermont Superintendents Association, convened a group of business and education leaders around some simple goals: to develop mutual understanding and respect for our respective issues and priorities; to inform each other’s thinking with factual information and industry insight; and, to find common ground that could lay the foundation for policy recommendations. We recruited organizations that could bring balance and non-partisan independence to our discussions, and charged ourselves to provide “bold and long-term leadership” on education reform efforts. Thus was born the Business-Education Alliance.

Over the next 16 months, the Alliance embraced two major areas of focus: cost containment and governance. The members reached consensus on the vision and needs, and a majority (not all) of the members agreed with all the recommendations released in April 2008.  Key among the needs identified by the report was to create a clear and unified statewide vision and corresponding goals for all Vermont’s children that drives the work of the Governor, State Board of Education, Commissioner, educators, legislators, school boards, business community, state agencies, higher education and communities. However, it readily became apparent that the current governance structure was the primary barrier to addressing that need.

The Executive Branch is accountable only tangentially through the appointment of the State Board of Education; therefore, there is no formal connection between the state education system and other functions or agencies of state government. This has resulted in limited accountability at the executive level and in significant cost shifts from various agencies to local education entities and the Education Fund with little or no transparency.

The Legislature has enacted a myriad of disjointed mandates and policies, which have caused the Education Commissioner and local schools to expend limited resources on responses to an array of demands that are not related to any coherent vision.

While the Education Commissioner is statutorily designated the steward for public education in Vermont, the current structure does not support that role. Unfortunately, there is no one position in the state that can clearly provide the enterprise-wide leadership needed for defining and implementing a transformational education initiative.

The adverse consequences of these various levels of functioning and governance have only damaged the public’s trust in education. According to the Roundtable’s 2010 Pulse of Vermont: Quality of Life Survey, conducted by Saint Michael’s College, public support for additional investments in public schools is at the lowest recorded level since the studies began in 1990. Another question revealed that only 58% would rate their local public schools as being “very good” or “good”. Clearly, some Vermonters feel that spending more on education will not translate into better outcomes.

The Alliance report included two strong recommendations to address governance: first, restructure the purpose and membership of the State Board of Education to measure progress through defined goals, outcomes measures and expectations for performance; and, second, create a Governor-appointed Secretary of Education who would be a member of the Governor’s Cabinet and articulate the shared vision and goals through an inclusive process.

House Bill 440 proposes to restructure the Department of Education and State Board of Education similar to the recommendations put forth by the Alliance. This bill is worthy of vigorous debate because the effort to transform our educational system requires a more unified, coherent approach; one that can optimize limited human and financial resources. The latest student achievement scores demand as much.

In these times of lingering fiscal constraint, society continues to place increased demands on our schools to provide a myriad of social, health and human services while preparing our students for a productive future. If we are going to succeed, we need coordination from the top that runs all the way through and across state government. With the Governor’s strong interest in education, let us not squander the opportunity to demonstrate “bold and long-term” leadership to the ultimate benefit of students and taxpayers alike.