Thrive, the Madison Region Economic Development Enterprise, is a nonprofit organization created to grow the economy of Dane County and Wisconsin's eight-county Madison Region in ways that preserve and enhance the quality of life.
Thrive is being formed at a time when our region is experiencing unprecedented population growth and the region's businesses are being faced with competition from every other region in the country and around the world.
The Madison Region has many natural resources, outstanding schools, community-minded businesses, strong government, and committed nonprofits. We have no shortage of good ideas, effective organizations, or fine efforts related to economic development or quality of life issues.
Yet, for the first time in recent history, broad consensus has been reached around the need to take action in the absence of crisis to shape our region's future economy while maintaining and improving the way of life that makes this such an exceptional place to call home.
Though we pride ourselves in being a place that enjoys healthy disagreement and a wide range of opinions, this new organization is born from points of agreement not disagreement. It has been formed through the collaboration of many people and groups who do not often work together. It has also shown us that there are some things about which we agree:
1. We agree that though we are rich in assets, ideas and efforts, we need to bring focus to our work.
2. We agree that the most pressing issues that we will face, from creating jobs to providing transportation solutions, are not jurisdictionally based and must be considered in a regional way.
3. We agree that economic development and quality of life are inextricably linked.
Some of us care more about the creation of jobs while others care more about protecting our natural resources. Determining the balance will be a part of our discussions and work for a long time to come. Thrive's strategic plan treats the economic development work and quality of life work as separate strategies, but its implementation will be done in concert.
The plan's approach toward economic development is sector-based, with an emphasis on the growth of existing and emerging business sectors based on our assets rather than a traditional recruitment model. Choosing to focus on key driver sectors does not mean that the region will not continue to support all of the others. Regional priorities do not exclude or replace local or community-specific priorities or work.
Thrive's role related to quality of life issues is that of a collaborator or a catalyst. The issues of transportation and education are complex; people have dedicated their lives to this work. Thrive will be finding its way in identifying a meaningful and helpful role.
Our shared vision is long range. The strategic plan, however, identifies short-term and intermediate-term actions for the next three years to move us closer to fulfilling that vision. We believe that Thrive's work is deliberate and purposeful in nature-- and more of a marathon than a sprint.
We recognize that hundreds of people have invested their time and resources toward the creation of Thrive. We are committed to being good stewards of the resources invested and to work in a collaborative way. Please feel free to nudge or coach us if our actions seem out of line with the stated principles or plan. This work is humbling and we will continue to need your help and support.
Jennifer Alexander, President
Thrive
Terri Potter, 2007 Thrive Board Chair
Thrive is being formed at a time when our region is experiencing unprecedented population growth and the region's businesses are being faced with competition from every other region in the country and around the world.
The Madison Region has many natural resources, outstanding schools, community-minded businesses, strong government, and committed nonprofits. We have no shortage of good ideas, effective organizations, or fine efforts related to economic development or quality of life issues.
Yet, for the first time in recent history, broad consensus has been reached around the need to take action in the absence of crisis to shape our region's future economy while maintaining and improving the way of life that makes this such an exceptional place to call home.
Though we pride ourselves in being a place that enjoys healthy disagreement and a wide range of opinions, this new organization is born from points of agreement not disagreement. It has been formed through the collaboration of many people and groups who do not often work together. It has also shown us that there are some things about which we agree:
1. We agree that though we are rich in assets, ideas and efforts, we need to bring focus to our work.
2. We agree that the most pressing issues that we will face, from creating jobs to providing transportation solutions, are not jurisdictionally based and must be considered in a regional way.
3. We agree that economic development and quality of life are inextricably linked.
Some of us care more about the creation of jobs while others care more about protecting our natural resources. Determining the balance will be a part of our discussions and work for a long time to come. Thrive's strategic plan treats the economic development work and quality of life work as separate strategies, but its implementation will be done in concert.
The plan's approach toward economic development is sector-based, with an emphasis on the growth of existing and emerging business sectors based on our assets rather than a traditional recruitment model. Choosing to focus on key driver sectors does not mean that the region will not continue to support all of the others. Regional priorities do not exclude or replace local or community-specific priorities or work.
Thrive's role related to quality of life issues is that of a collaborator or a catalyst. The issues of transportation and education are complex; people have dedicated their lives to this work. Thrive will be finding its way in identifying a meaningful and helpful role.
Our shared vision is long range. The strategic plan, however, identifies short-term and intermediate-term actions for the next three years to move us closer to fulfilling that vision. We believe that Thrive's work is deliberate and purposeful in nature-- and more of a marathon than a sprint.
We recognize that hundreds of people have invested their time and resources toward the creation of Thrive. We are committed to being good stewards of the resources invested and to work in a collaborative way. Please feel free to nudge or coach us if our actions seem out of line with the stated principles or plan. This work is humbling and we will continue to need your help and support.
Jennifer Alexander, President
Thrive
Terri Potter, 2007 Thrive Board Chair
Operating Principles
The mission of Thrive is to protect, leverage and accelerate the growth of our region's strongest economic opportunities and to facilitate and support collaborative regional efforts that preserve and enhance our quality of life.
We believe that action toward the accomplishment of the mission should embody the following principles:
We believe that action toward the accomplishment of the mission should embody the following principles:
- Competitiveness: to position the region, based on its assets, to successfully compete nationally and globally.
- Equity: to support high-wage employment and economic opportunity for people of all backgrounds and skill levels.
- Regional Collaboration: to work across jurisdictions and sectors in recognition that our economy and our assets transcend those boundaries.
- Stewardship: to preserve our assets, unique places, infrastructure and natural resources because economic development and quality of life are inextricably linked.
- Sector approach: to strengthen specific industry sectors to impact the broader regional economy.
- Servant leadership: to support, assist and leverage the leadership and related work across the region for the betterment of the region, not the attainment of power or recognition.
- Innovation: to seek innovative and creative ways to accomplish the mission.
- Transparency: to conduct our work in a way that is open and accessible.
- Focus: Identify specific targeted initiatives to have the greatest impact.
- Measurement: to develop metrics to ensure progress.