Engaging a Fall 2020Adams County New Workforce Jesse Noone, Rosie Zbaracki, and Aqsa Khan • Julie Voelker-Morris PPPM 606 Special Problems Fall 2020 Adams County Engaging a New Workforce Jesse Noone Report Author • Planning, Public Policy and Management Rosie Zbaracki Report Author • Planning, Public Policy and Management Aqsa Khan Report Author • Planning, Public Policy and Management Julie Voelker-Morris Senior Instructor II • Planning, Public Policy and Management COLLEGE OF DESIGN Acknowledgments This project represents a collaboration between the University of Wisconsin Madison’s UniverCity Alliance and the University of Oregon’s Sustainable City Year Program. Both programs would like to thank: Laura Hook, Executive Director, Adams County Chamber of Commerce and Tourism This report represents original student work and recommendations prepared by students in the University of Oregon’s Sustainable City Year Program for Adams County. Text and images contained in this report may not be used without permission from the University of Oregon. Contents 4 About SCI 4 About SCYP 5 Course Participants 6 Executive Summary 8 Introduction 11 Why Diversity and Inclusion Are Important to Businesses and Economy 12 SWOT Analysis 13 Who is the New Workforce? 15 POC and Diverse Applicants 21 Contributing Factors Affecting Attraction of Workforce 24 Infrastructure 29 Comparative Analysis 31 Recommendations 35 References Fall 2020 Engaging a New Workforce About SCI The Sustainable Cities Institute (SCI) 2. Our Urbanism Next Center, which is an applied think tank focusing on focuses on how autonomous vehicles, sustainability and cities through applied e-commerce, and the sharing economy research, teaching, and community will impact the form and function of partnerships. We work across cities. disciplines that match the complexity of cities to address sustainability In all cases, we share our expertise challenges, from regional planning to and experiences with scholars, building design and from enhancing policymakers, community leaders, and engagement of diverse communities project partners. We further extend to understanding the impacts on our impact via an annual Expert-in- municipal budgets from disruptive Residence Program, SCI China visiting technologies and many issues in scholars program, study abroad course between. on redesigning cities for people on SCI focuses on sustainability-based bicycle, and through our co-leadership research and teaching opportunities of the Educational Partnerships for through two primary efforts: Innovation in Communities Network (EPIC-N), which is transferring SCYP 1. Our Sustainable City Year Program to universities and communities (SCYP), a massively scaled university- across the globe. Our work connects community partnership program that student passion, faculty experience, matches the resources of the University and community needs to produce with one Oregon community each innovative, tangible solutions for the year to help advance that community’s creation of a sustainable society. sustainability goals; and About SCYP The Sustainable City Year Program learning courses to provide students (SCYP) is a year-long partnership with real-world projects to investigate. between SCI and a partner in Oregon, Students bring energy, enthusiasm, in which students and faculty in courses and innovative approaches to difficult, from across the university collaborate persistent problems. SCYP’s primary with a public entity on sustainability value derives from collaborations and livability projects. SCYP faculty that result in on-the-ground impact and students work in collaboration with and expanded conversations for a staff from the partner agency through community ready to transition to a a variety of studio projects and service- more sustainable and livable future. 4 Course Participants Course Participants KHAN, AQSA, Community and Regional Planning Graduate NOONE, JESSE, Community and Regional Planning Graduate ZBARACKI, ROSIE, Community and Regional Planning Graduate 5 Fall 2020 Executive Summary Engaging a New Workforce Executive Summary A variety of business types and sizes are integral to a thriving economy and future for Adams County, Wisconsin. Yet, for the past two decades, the county has been losing entry level workers aged approximately 20 to 30 (U.S. Census, 2014). And while America overall has become more diverse, the makeup of Adams County and its workforce has not. Younger and more diverse workforce populations are integral to the survival of rural communities as employees over 65 retire and exit the workforce. This leaves gaps in the qualified labor market to economically support and give back to the community. Adams County is a perfect case that can attract multigenerational and study of rural life in America, with the diverse applicants to inject youth and disenfranchisement and disconnect vitality into a potentially stagnating among community members and linear economy. Employers can challenging unity in growth and review and improve their policies, understanding of growing disparities benefits, and trainings while the county among all demographics. Engaging a can promote assets and advocate for new workforce of young and diverse improving infrastructure the county peoples can bring the vitality and currently lacks to attract and sustain the attention required to support the growth they seek. current community and maintain economic success in its rural setting. The overarching questions that this Adams County can be a hopeful report seeks to consider include: example for other counties in a similar • How can Adams County businesses position. The intent and purpose of this incentivize younger, employable report is to prepare Adams County’s generations to relocate? businesses, County members, and • How can Adams County businesses communities for a new workforce, be more attractive to diverse ensuring stability, progress, and applicants? understanding. • What existing assets can Adams Businesses in Adams County, in County leverage to attract a new collaboration with the county, should workforce? consider activating strategies and tools 6 Executive Summary This report introduces Adams Oregon and the city of Hood River, County and outlines the county’s Oregon. These examples outline smaller demographics. It includes profiles communities that have encountered and livability wants and needs of similar population, economic, and Generations X, Y, and Z. To help diversity questions for their workforce. introduce Adams County to the benefits Each example shares how the and challenges of new diverse peoples community navigated their economy, in a small-town location, a case study natural spaces, infrastructure, and/or from rural Minnesota was chosen tourism, issues and assets. for its similarities to Adams County. Finally, the report includes a Other similar sized county case study summary of major recommendations. examples from Wisconsin and Oregon Implementation of these are included for further comparisons recommendations is advised to of ways to attract new workforces. The support long-term community success report is tailored to provide information and well-being. For example, Adams for Adams County businesses and County businesses and County leaders Adams County Commissioners and should strive to work together towards Chamber members, synchronously and diversity to attract a new workforce. independently. This will contribute to a gradual shift in Analyses of Adams County’s culture rather an immediate change. economy and major employers are Adams County, local businesses, included. Comparative analysis and and the Chamber can help fast track sourced data are pulled from Dane and this culture-change by modeling Door Counties in Wisconsin as well as and implementing the proposed additional comparators Jackson County, recommendations. 7 Fall 2020 Engaging a New Workforce Introduction Adams County is home to about 20,000 full-time residents. In the summer, the population swells to nearly 35,000 because of the many seasonal homes in the county. Roughly 45% of housing in Adams county remains vacant until the tourism season begins (Adams County Rural & Industrial Development Commission, 2016). Comparator counties in Wisconsin steadily increasing and is projected and in Oregon provide context relative to grow through 2030. Population in to Adams County demographics. Adams County is represented largely Dane County represents the city of by two groups - Millennials, those born Madison, Wisconsin, a region with approximately between 1977-1992, and heavy implications on attracting a new those 65 and older. Within the county, workforce for Adams County. Door there are about 6,700 millennials, lower County shares numerous demographic than the national average. The older similarities to Adams County yet has segment is comprised of about 9,650 more of a reputation as a destination people, well above national average for than Adams. Jackson County and Hood an area this size. Currently, the median River, Oregon were chosen because age of Adams County is 52.2 years of the authors’ first-hand knowledge. of age, 13 years older than the state Jackson County is a successful median age of 39.1. Adams County agricultural county in Southern Oregon, has half the number of 18–34-year- while Hood River is a destination old’s and 15% more of 55–74-year-old’s town about 1.5 hours from Portland, compared to Dane County (See Figure approximately equidistant to that of 1) This means that the majority of the Dane and Adams counties. population in the county will be of According to the Wisconsin retirement age of 66 by 2024. (Data Department of Administration, the USA Adams County, 2020). population in Adams County has been 8 Introduction FIG. 1 Age Distribution in Selected Counties in Wisconsin and Oregon Source: American Community Surveys (5-year estimates) While the Adams County population Tourism is the main economic driver experiences poverty at similar rates to for the county, fueled by its abundant that of Wisconsin overall, its median outdoor opportunities, including household income is about 80% of hunting, fishing, biking, hiking, and the state average (ACS, 2018). This ATV trails (Adams County Chamber suggests that while costs in the county of Commerce, 2020). It attracts an are affordable, the opportunity to array of seasonal visitors between its increase wages are limited. Major numerous golf courses and abundant industries include manufacturing, lakes and waterways. Adams County healthcare and social assistance, retail, has identified its dependence on and food and hospitality services. tourism as an issue because it provides The county has identified the need to unstable wages that are below county create more jobs locally; over 3,300 and state averages. These factors are people left the county for employment likely contributing to dwindling labor elsewhere (Adams County Rural & force participation (See Figure 2); Industrial Development Commission, the combination of the seasonality 2016). Adams County has further of these jobs coupled with the lack identified which industries have of opportunity and education growth the capacity to grow through their within the industry likely contribute Economic Development Strategy, to disenfranchisement of the local including manufacturing, wholesale and population. retail, transportation, and utilities. 9 Fall 2020 Engaging a New Workforce FIG. 2 Labor Force Participation 2000- 2014 Source: U.S. Department of Commerce, Census Bureau Marketing of tourism jobs seems directed at aging and temporary populations with more disposable income. This does not attract new peoples to Adams County for recreation when they might get a feel for the county and like what it can offer. Further, it is possible that residents themselves do not seem to take advantage of their natural surroundings as evidenced by both obesity rates and physical activity time (Adams County Strategic Plan, 2019). 10 Why Diversity and Inclusion Are Important to Businesses and Economy Why Diversity and Inclusion Are Important to Businesses and Economy Businesses that invest in their diversity and inclusion are investing in their own economic return. As the topic of diversity in the workforce becomes more prominent, data begins to back this priority as not just smart and ethical but is becoming mandatory for economic viability and growth (Diverse Recruiting Experts). Diverse backgrounds bring diverse among one’s customer base. Having perspectives and unique talents, that on-hand decision making for bringing greater problem-solving different situations mitigates negative techniques and resolutions to the interaction businesses might receive work environment when a greater from lack of cultural awareness. array of voices is heard from (People Lastly, numerous reports show that Management, 2017). This flexibility businesses see a significant uptick in enables a business to stay current with increased profits and finances with fast-changing business environment. a more racially diverse management The ability to employ and diverse teams by increasing outreach and workforce raises awareness in cultural innovation (Lee, 2020). issues within the organization and 11 Fall 2020 Engaging a New Workforce SWOT Analysis Based on Adams County research, a multi-faceted and wholistic approach is appropriate to understand the full scope of what employers would need to attract a multigenerational and diverse workforce. A Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis (See Figure 3) identifies potential challenges and highlights for attracting a diverse, multigenerational workforce to Adams County. Current regional economic broadband, dependence on traditional development efforts, a variety of manufacturing industries, limited heavy outdoor and recreation opportunities, transportation by roads and railway, and tourism, quality of life, and a lower cost the unavailability of diverse affordable of living are strengths within the region. housing options were identified An aging population, lack of access to weaknesses relevant to the region. Strengths Weaknesses Opportunities Threats FIG. 3 SWOT Analysis • Not “Shying” • Lack of diversity • Recreation and • Drugs in the of Adams County away from • Locals do not Tourism community and to Engage a New Workforce challenges want change • Substantial lack of health • Strong parks • Broadband affordable services system infrastructure developable • Lack of public • County • Lack of modern land transportation employees are infrastructure • Wholesome • Loss of youth welcoming and and facilities clean living, and lack professional • Skilled labor has opportunity to of youth • Variety of high turnover be away from engagement outdoor spaces congestion and • Housing and recreation traffic availability and opportunities • Central location affordability • Cost of living in the State • Negative • Capitalize on politics/ area agriculture, misinformation innovative farming, and agri-tourism 12 SWOT Analysis, Who is the New Workforce? SUMMARY OF SWOT Reviewing the strengths of Adams County, the region is prepared to take action to invest and build upon their greatest assets—affordable living and green space. However, the county may be ill-equipped to move forward without better infrastructure, community support and respect for differing opinions or needs. While there is opportunity for growth and the potential to take advantage of its location and associated amenities, tourism, and affordable land, the lack of social and health services, negative politics, and lack of youth engagement threaten to create ongoing challenges for the county and its growth. Who is the New Workforce? CURRENT MAKEUP OF ADAMS COUNTY Adams County has seen dramatic changes to its population through an outgoing migration of younger adults (U.S. Census, 2014). Opportunities for growth are lacking in the region for a multicultural, younger population, and concerted efforts would be needed to reverse this trend. Adams County possesses a wealth of unique attractions and features that can attract younger families and professionals. If local businesses promote, implement, and market a variety of research-backed benefits, Adams County could attract emerging workforces to this beautiful area of America’s Heartland. Adams County businesses would need to collectively present themselves to attract desired workforce. Highlighting needs through the Adams County Economic Development Plan is pivotal to attract a younger, diverse workforce and what these groups identify as quality work environments. For example, integrating work-life balance into employees’ lives is essential to building the community. This has the potential to help reverse migration rates shown below (See Figure 4). FIG. 4 Net Migration Rates by Age Source: University of Wisconsin-Madison 13 Fall 2020 Engaging a New Workforce GENERALIZED PERCEPTIONS workforce environments may look Contrary to how the generations are unachievable, expensive, or require often portrayed by popular media, a complete change in work culture. research shows that there is actually However, such amenities are not little difference in what different necessarily needed to compete for the generations want from a job (Harvard emerging workforces. Millennials and Business Review, 2016). Gen Xers rate the want for an informal Recent Silicon Valley startups work environment and having a fun are known for their “fun” work place of work much lower than desire atmospheres, pool tables, and free for a high-quality manager (Figure 5; snacks. The cost of entry to these Harvard Business Review, 2016). FIG. 5 Generational Opinions on Job Attributes Source: Harvard Business Review, 2016 The main difference that separates 2016). Baby Boomers and Gen Xers the closer-to-retirement Baby Boomers also rate opportunity for advancement from their Gen X and Millennial slightly lower than Millennials. coworkers is that Baby Boomers are less Generational similarities and differences likely to want opportunities to learn and are further described throughout this grow at work. Opportunities to learn report. Of note: Generations X, Y, and grow, high quality of management, and Z are more diverse than any other and an individual employee’s interest workforces prior; they highly value this in the type of work are more important workforce diversity (McLaren, 2019). than fun and creativity when seeking Generational and workforce diversity to attract members of the emerging is increasing throughout the United workforces (Harvard Business Review, States. 14 People of Color and Diverse Applicants People of Color and Diverse Applicants CURRENT MAKEUP OF ADAMS For example: In 2018, there were a total COUNTY of 26 race, ethnicity, or ancestry driven Adams County is 93% White, 3% Black crimes in Wisconsin, eight of which or African American, and 2% two or occurred in non-metropolitan cities more races (NCWRCP & ACRIDC, (FBI, 2018). 2016). Compared to the 2019 U.S. Opportunities can also lead to Census Bureau’s population estimate challenges. When there are high levels of Wisconsin, approximately 87% of of tension among co-workers, diversity people identify as White throughout the can lower morale, create more conflict, state (U.S. Census, 2019). This means and lower overall job performance that Adams County has about 6% more (Guillaume et al, 2015). If Adams County people who identify as White only than businesses want to attract a more the state average. diverse workforce, issues of race or other questions of identity may arise THE IMPORTANCE OF DIVERSITY in the community. It is important for The opportunity to increase diversity the county to be prepared to address is a significant opportunity for Adams potential problems that could arise County. Studies show that when diverse from “Othering.” Othering occurs when candidates are hired and retained, staff one group seeks to make themselves make better decisions and innovations. socially distinct from another, often Innovation can lead to a wider customer with a negative result of exclusion or base and cause company growth marginalization. This practice may (Guillaume et al, 2015). focus on someone’s appearance, If Adams County engages a new genetic makeup, preferences, income, and diverse workforce, more People of language, or culture (Leitner, 2012). Color (POC), LGBTQ folk, and families To harness the many benefits of could be interested in moving to the diversity, it is important to create area. When seeking employees, Adams environments where diversity can County businesses should consider succeed. This will require a shift in how they describe the culture into workplace culture. Workplace culture which a prospective employee will be can be defined as “the policies, welcome. In such job descriptions, practices, procedures, and behaviors businesses will want to consider the that get rewarded, supported, and implications and potential worries of expected at work,” (Guillaume, 2015, p. asking diverse people to move to a 278). place that is not traditionally diverse. 15 Fall 2020 Engaging a New Workforce CASE STUDY - DEVEREAUX, MINNESOTA Adams County is one of many places challenged with declining numbers and a need to integrate diversity. Helga Leiter of the University of Minnesota has studied the trend of small towns in the rural Upper Midwest experiencing economic changes and an influx of diversity (Leiter, 2012). This case study takes place in a small, rural town in Minnesota called Devereaux. Adaptation in Devereaux, Minnesota There is much nostalgia regarding rural small-town USA. Iconic images like those created by Garrison Keillor’s Prairie Home Companion radio show paints the image of a White, Christian, European decent town, “Where all the women are strong, the men are good looking, and the children are above average... and where everyone knows each other’s names” (Leiter, 2012). This nostalgia has imparted a sense of invisibility to non-European immigrants and people of color who have lived in America’s Heartland for years or are now trying to make it their new home (Leiter, 2012). Leiter (2012) found that White residents who had resided in the town for many years felt that the town was “(their) space.” Leiter noted this attitude came with a “we” versus “them” attitude, and a need to “defend” White culture and the status quo. The way to welcome diversity in small town American is broadening the idea of what acceptable mainstream culture is. Residents can begin to feel isolated and vulnerable as their towns change, idealizing the way things once were. Older residents might blame immigration for “unjust” state practices that favor immigrants over US citizens (Leiter, 2012). Some scholars speculate this is the “new racism”, which is characterized with a focus on cultural differences instead of the “traditional racism” that focuses on biological heredity. Citizens may sometimes believe that immigrates take over towns and make them prone to drug trafficking, fighting, and other crimes (Leiter, 2012), though there is no evidence that immigrants cause crime to increase. Townspeople in Devereaux thought of language as a huge barrier to cohabitate with immigrants. Townsfolk expected immigrants to learn English quickly (Leiter, 2012). They often worried that when people spoke in another language that they were insulting the people around them. For many, there is an expectation that immigrants will assimilate completely and conform to the White cultural norms (Leiter, 2012). This is not a realistic expectation, and education on other cultures might be required to create understanding. What helped Devereaux adapt? A variety of events, meetings, and intermixing cultures in schools and other public places were all helpful to Deveraux. Intersectional friendships and relationships are effective tools to avoid “othering” a group. Friendships can break through the barriers of cultural stigma and help understand each other’s culture (Leiter, 2012). What can Adams County Do? Helping people in the county talk about and identify their anxieties about issues like change and identity in a constructive group setting can help change the culture and create spaces for respectfully listening to and challenging radical ideas. Encouraging diversity in the area through informational campaigns should be led by respected community members. 16 POC and Diverse Applicants Local initiatives such as celebrating culture differences can promote understanding (Leiter, 2012). It is also important that all voices are included to add credibility and buy-in for the community. The goal is to make rural American calm, peaceful, stable, and culturally diverse, but that will not happen without active education on diversity and how it will affect rural citizens. MILLENNIALS Goals of the Generation Balance over Finance Millennials (1977-1992) are driven by Millennials are committed to their quality of life and work-life balance personal growth of learning and (Harvard Business Review, 2016). development, and their work represents They have seen a lot of change in but a small facet of that process. Money how the work environment functions. is not the main driver of considering The Recession collectively stalled a job or company, but rather how the their career growth; individuals in this culture and quality of the workforce generation have had to acquiesce and is. This premise fuels the notion that be willing to take jobs that they are Millennials are ‘job-hoppers’ or lack vastly overqualified for. Further, prior commitment and loyalty. This group has generations including Baby Boomers grown accustomed to change and isn’t have been forced to stay in the job afraid to change to find this balance market longer than expected due to of lifestyle and culture in another the economic downturn. Therefore, the workplace. Millennial generation are willing to try new industries, and are not afraid of Continuity of Growth change and advocating for themselves Millennials bring an array of skills to any for the betterment of long-term workforce. They thrive in performance opportunities. achievement atmospheres and remain engaged with new sets of problems More Than Just a Job and challenges. Creating personalized This generation is defined by their agendas for an employee’s career unwillingness to sacrifice their quality projection shows that an employer is of life for the sake of employment. The actively seeking to keep who they have. 9-5 cycle has never worked for them. Money isn’t the sole priority, nor have Engagement and Input the demands for constantly travelling While this generation appreciates or residing in a cubicle. Most will look mentorship, Millennials thrive on open onward for jobs that offer resonating dialogue, honesty, and the feeling engagement or new opportunities that that their work imbues change. They challenge their skill sets. Millennials appreciate work that forces them to typically want to feel that their offer dynamic outcomes and solutions. investment in their work will mean Companies who administer mentoring something to a greater good. When programs or workshop atmospheres looking at a company for employment, tend to show stronger employee Millennials will often take company retention, regardless of opportunity for values into high consideration. advancements. 17 Fall 2020 Engaging a New Workforce What Can Adams County Do? to technological advances of media Adams County can attract a Millennial and inter-connectivity. They value workforce by fortifying their industries this consistent access as a source to meet the professional growth that of information and decision-making. this workforce seeks. This group is They are globally conscious and entering their peak career years and prioritize advocating for diversity in the needs to see companies as either a workforce. strong steppingstone or the culmination of previous experiences. Adams County Financial Security should consider consolidating and Having endured a second economic highlighting their community strengths, downturn in their family lives before including the affordable housing reaching the prime of their own working market, abundant open space, and years, Generation Z understands recreation opportunities. Strengthening the need for financial stability and social services to meet these growing competitive advantage. While an families’ needs when they arrive is employer may infer that providing likely equally important. Employers in perks to a job for this younger Adams County can identify elements audience is attractive, offering stable of inclusion and positivity within their health coverage and an opportunity work atmosphere and be pragmatic to contribute to a 401k program are about ways to improve culture, invaluable to this demographic. expectations, and employee growth factors that will contribute to a better Opportunity for Growth overall environment. The County Gen Z people are aware that job Commission should consider working platforms are changing around them, with Dane County and the University and that the needs and requirements of of Wisconsin for opportunities to jobs are also adapting. Acquiring skills expand employment networks and and knowledge of relevant tools are learning opportunities that meet Adams crucial to future opportunities in their County’s industry needs. career. As with Millennials, an employer will more likely attract this workforce by GENERATION Z emphasizing growth opportunities. In Goals of the Generation addition, Gen Z seeks employers who Generation Z is now budding into offer consistently open dialogue about current employment sectors, making career paths and goals for engaging up 24% of the nation’s workforce. employees. Employers, partnering (McLaren, 2019). They are engaged, with higher education opportunities, active, and open-minded. They seek might consider offering loan-repayment opportunities to place themselves in a support, scholarship programs, and competitive advantage in a consistently continuing education as solid attractors daunting job market. They are the first for this workforce. generation to have lifelong access 18 POC and Diverse Applicants Digitally Savvy have found themselves short-handed Generation Z has been accustomed to and less attractive to prospective retrieving knowledge and information employees. autonomously their entire lives. Any online medium that isn’t user-friendly, What Can Adams County Do? attractive, and mobile optimized is Adams County, in concert with an immediate turnoff for this group the Chamber of Commerce and and implies that other areas of employers, will need to define and technological infrastructure are lacking. offer opportunities for growth and While this generation may be perceived stability when seeking to attract as reliant on such technology, it Generation Z employees. This young, remains a strength and skill to utilize. diverse generation needs support from older generational knowledge and Racially Diverse & Equitable experience to develop networks and Most importantly, this demographic the traits to successfully build their base is most aware of changing careers. Connecting with University global needs and amplifying of Wisconsin extension programs, underrepresented voices, championing University of Wisconsin-Stevens Point, diversity and equity. It is the most and Mid-State Technical College for racially and ethnically diverse containing education opportunities will generation yet, as nearly half of the greatly benefit youth development in United States’ population are people the county. of color (McLaren, 2019). Gen Z An easily searchable online source for understands that welcoming of all the wealth of information about Adams workforce populations is important to County would be highly beneficial. raise the bar for sales and engagement Updating the county website to be (steady income and customer base), more user-friendly and dual Web/ intergenerational and intercultural mobile platform will allow Gen Z to learning (dynamic workplace), and more readily discover the qualities ongoing organizational and economic and benefits that the region currently health (dynamic workforce and possesses. This has potential to community). Political measures create a sense of intrigue to discover and social movements have further more about Adams County and its brought gay marriage and gender employment opportunities on their own inequality to the forefront of society’s time. Formatting an online presence understanding; leading businesses have and user-based technologies for local touted the importance of a culturally companies will be a determinate factor and racially diverse workforce and for this generation when deciding on community environment. Employers employment opportunities. Lastly, need to stay up to date with ongoing shifting the culture to a more equitable improvements to business practices as and inclusive environment will open well as to national and local policies; employers to a wealth of quality businesses that have not stayed current applicants. 19 Fall 2020 Engaging a New Workforce GENERATION X Goals of the Generation What Can Adams County Do? Generation X (1961-1981) individuals As Gen X employees will often be the are in their prime for leadership roles most qualified generation, having among companies, holding more than most of their work experience behind half of such positions around the globe them, changes in their careers will be (Rise, 2019). They possess wants and made for quality-of-life standards that attributes like their younger cohorts. involve either family or equity. Specific These desires include flexible hours, to Adams County, employers and the autonomous workflow, and rewarding Chamber should consider the resources outcomes. Gen X employees have often they may have or can find to attract this defined what the work life balance developed workforce. Questions this environment looks like today. They are generation asks of employers include: also the first generation to recognize Can their families be supported? Will the importance of diversity in the the education system help their youth? workforce (Mulvanity, 2001). What community organizations or activities can they involve themselves The Standard Bearers in? What are the benefits of buying Generation X, the “latchkey” property in this area? Adams County generation, is now the gatekeeper should be prepared to offer services, for most workforces. This generation amenities, and cultural benefits that often initiatives the priorities, attitudes, meet these established needs to better rewards, and feedback implemented attract this generation. into a work environment, paving the way for new policies and goals for the future. This groups appreciates hands- on projects that embellish their ‘can do’ attitude. 20 Contributing Factors Affecting Attraction of Workforce Contributing Factors Affecting Attraction of Workforce HEALTH INFRASTRUCTURE telehealth due to COVID-19 is a great Healthcare is important, yet there is improvement for Adams County. a drought of practitioners in the area. For certain issues, county residents Physical and mental healthcare systems will be able to access mental and in Adam County appear sparse. Adams physical health services through County has one hospital, Gunderson telehealth. However, the internet quality Moundview Hospital. Gunderson has (described below) might be a limiting 25 total beds (DHS, 2020), which is factor in receiving telehealth in the limited when compared to the county area. Additionally, drug and violence population of 20,000 full time residents problems may intensify if the area lacks (Adams County Rural & Industrial crisis care and assistance for mental Development Commission, 2016). There disorders. is one dentistry practice, Adams Family Dentistry. There are a variety of small INDUSTRY & EMPLOYMENT practitioners in the area with single- The biggest employers are person practices. However, there are no transportation and utilities, leisure major doctors’ offices in the area. and hospitality, and manufacturing. There is also a lack of mental health However, these industries have been care in the area; an online search unable to attract the interest of younger reveals three or four solo therapist populations. Construction, natural practices in the area. There are more resources, education, and healthcare providers in nearby Wisconsin Dells, are some of the industries that may however, that can be a long drive for offer more opportunities for expansion. someone in need of assistance. Figures 6 and 7 highlight a This lack of healthcare providers decreasing employment rate for both is not a problem unique to Adams the state and the county. Creating County, but one seen in similar sized, additional employment opportunities predominantly rural areas across for local youth by utilizing strategies the nation. This lack of healthcare suggested above may make infrastructure has come to the forefront employment openings more attractive for employees and employers due to and feasible for diverse applicants. the COVID-19 pandemic. The rise of 21 Fall 2020 Engaging a New Workforce FIG. 6 FIG. 7 Adams County Employment Largest Employers in Adams County Source: (Data USA Adams County, 2020) Adams County Guide. (2020). Source: (Data USA Adams County, 2020) Adams County Guide. (2020). ACS 2010 & 2015 ACS 2010 & 2015 ECONOMIC OPPORTUNITIES BASED Corrugated and Solid Fiber Box ON ASSESSMENT Manufacturing: Though a rural area surrounded and Paper manufacturing, consisting mostly isolated by other rural counties, of Corrugated and Solid Fiber Box Adams County has a solid economic Manufacturing, could be considered foundation. A cluster analysis (See an emerging industry. The average Figure 8) shows that coordinated wage in this industry is $57,727, well efforts are necessary to support above the county average wage but existing businesses and industries as below the national average of $74,072 well as a new workforce. Guided by (Economic Development Strategy, the Adams County Rural & Industrial 2016). The development of the Paper Development Commission (2016) report and Packaging industry provides an (See Figure 8), the three main economic opportunity to attract new businesses. opportunities based on assessment are as follow for Adams County: Food Processing and Manufacturing: Adams County ranks third in vegetable Crop Production and Animal and sales (potatoes, sweet corn, snap Aquaculture Production: beans) within the state. Cranberries, Adams County is famous for its crop tree nuts, and berries are also large- production, food production and farm scale production crops. implements. It is one of a few counties in the U.S. that has increased the number of acres for farms in the last few years. It is anticipated that The Gross Rating Point (GRP) will continue to grow for the county in production. 22 Contributing Factors Affecting Attraction of Workforce FIG. 8 Adams County Cluster Analysis What Can Adams County Do? The county has its own distinct economy and industry which provides many development opportunities. For example, farm industry business could consider flexible, attractive incentive plans for farm workers. Incentive plan characteristics for farm workers could include: • Wages above and beyond the normal basic wage and privileges • Programs to mentor and train those interested in agricultural practices and industry work • Pre-identified percentages of land ownership could be contracted to sign over to an employee after successfully working for a certain number of years, and that • Payments are based on the performance of the employee, not the performance of the farm 23 Fall 2020 Engaging a New Workforce Infrastructure BROADBAND INFRASTRUCTURE connectivity. Remote work and social Wisconsin is behind other states connections have increased by in supporting its rural areas with needed behavioral changes due to broadband services (38th out of the 50 COVID19. Figure 9 provides broadband states in internet access). More than capabilities with chosen comparative 40% of rural residents in Wisconsin counties in Oregon and Wisconsin. lack access to high-speed internet Relating the current broadband (Mills, 2020). U.S. Census data from infrastructure of Adams County to other 2014-2018 shows that only 71.2% of counties with relatable socioeconomic households in Adams county have a structures highlights how successful broadband internet subscription (U.S. communities and counties can build Census, 2019). from that foundational infrastructure Adams County leaders should that has become so necessary for consider prioritizing increased today’s resources. Although not a broadband infrastructure in the direct result of growth, broadband context of attracting workforces. internet enables greater access for Daily life for contemporary families small communities to education and professionals, whether for work, services, healthcare, job, and other vital entertainment, or decision-making, resources. occurs through reliable broadband FIG. 9 Comparison of Broadband Speeds in Wisconsin Counties Source: Broadbandnow.com, Find Internet Providers in Your Area, 2020 24 Infrastructure What Can Adams County Do? grants may be available through Currently, the State of Wisconsin allows the Federal Formula Grant Program underserved areas to apply for the for Rural Areas. Adams County’s Broadband Expansion Grant Program Transportation Plan includes the While the application process for 2020 potential use of grants as an option to will be closed by the time this report meet certain needs. For example: is submitted, applications will re-open for another $24 million in grants to be Rail Access distributed in 2021 by December 2020. The strain on transportation in Adams State law requires that any municipality County can be traced as far back as seeking grant funding must locate a 1857, when the county was bypassed private partner to receive such grants by the railroad to the Wisconsin Dells and implement such infrastructure (Coming of the Railroad, Railroads (Hubbuch, 2020). Adams County in Adams County, N.D.). Only one should consider applying for the next Union Pacific line runs through round of funding in 2021 by working Adams County. Adams County has with the Public Service Commission a unique opportunity as a rural hub based in Madison. between Chicago and Minneapolis. The county could seek development MULTI-MODAL TRANSPORTATION from industries focused on lumber OPPORTUNITIES and building manufacturing, wheat The Adams County Strategic Plan and grain, and plastics to meet Union highlighted public transportation Pacific’s supply chain. Investing in as a weakness. Lack of investment industries that Union Pacific receives and maintenance of transportation and exports could lead to job and infrastructure are noted as threats. skill training opportunities for all Adams County has identified pursuing workforces. alternative means of transportation as a priority. Such alternatives can be Bicycle Access a means of attracting and retaining Outdoor and recreation opportunities a different labor force. Following in Adams County boost their seasonal through on multimodal transportation tourism (North Central Wisconsin opportunities like those identified Regional Planning Commission). Fifteen below will strengthen the region’s bid proposed bike routes are scheduled to for diversity in industry and workforce, be implemented by 2023. Commuter support an aging population, and bicycling is unlikely for the current local provide stronger reliable transportation population and distances between rural for more types of labor force towns. Promoting recreational bicycling employees. could highlight the area’s beautiful environment and healthy behavioral What Can Adams County Do? activity. The county could also be a Currently, the Wisconsin Public destination for distance road cyclists Transit System does not have any who may appreciate the county’s routes through Adams County, and natural beauty and reduced road traffic. transportation options between north Such approaches could help diversify and south portions of the county are the seasonal economic base. sparse. However, state and federal 25 Fall 2020 Engaging a New Workforce Bus Transit Access regarding workforce populations is Adams County recently developed a relevant. Currently, 63% of the county’s Transportation Plan to benefit residents workforce commutes from other county who are unable to drive, whether from residencies. As noted in the Economic age or disability. Implementing the Development Plan (2016), “3,816 Transportation Plan in a coordinated workers choose to commute rather than fashion with regional counties can move into the county” (p.19). enable greater access to basic needs Additionally, Table 10 reveals that and health services. Additionally, if Adams County’s population are cost- Adams County is to engage a more burdened. Cost-burdened citizens are diverse workforce, working families identified as owners and renters who may need multimodal transportation pay more than 30 percent of their opportunities. household income divided by total household units (Rental Burdens HUD HOUSING NEEDS ASSESSMENT User, n.d.). Further, Adams County has Comprehensive assessments yet to make a significant recovery from conducted by Adams County the Recession, whereas Door and Dane (Economic Development Plan, 2016) Counties have made improvements identified the need for changes in to being cost-burdened since 2012. housing. While the scope of housing This may prohibit citizens from feeling needs for Adams County is beyond the comfortable with their finances, framework of this report, identifying investing in assets, and may stall the land use and commute patterns local economy. FIG. 10 Cost-burdened* Citizens by Selected Counties Source: Social Explorer and ACS, 2018 The Economic Development Plan notes that Adams County has one of the highest mobile home unit rates in the state (23% in 2018; See Figure 11). Homeownership plays an integral role in a household’s accumulation of wealth (Neal, N.D.). While manufactured housing provides attainable ownership and stability, mobile homes are the only type of home that loses value; owners of mobile homes cannot build equity like traditional homeowners. The six-year average sales price of manufactured homes in Wisconsin from 2014-2019 is $66,133 (US Census, 2019). The median house value in Wisconsin is $173,600, while Adams County is $125,100. Adding more multi-unit households could provide more balance to Adams County’s housing unit structure while contributing to a higher median housing value. 26 Infrastructure FIG. 11 Units in Structure by Selected Counties Source: Social Explorer and ACS, 2018 Housing tenure in the state of Wisconsin reflects that buying property is attainable and prevalent. Dane County’s tenure statistics support that having an economic and commercial hub like Madison within its county promotes homeownership. However, both Adams and Door County possess a number of vacant units. While this can be attributed to their dependencies on tourism and seasonality, this likely creates a huge strain on market-value housing availability while significantly limiting off-season commerce by not utilizing developed lands. FIG. 12 Housing Tenure by Selected Counties Source: Social Explorer and ACS, 2018 27 Fall 2020 Engaging a New Workforce What Can Adams County Do? What Can Adams County Do? Adams County could consider creative We live in the age of social media; approaches to attract new housing Googling information about a place or unit investors and to fill vacant, topic is often the first action members seasonal homes on a year-round basis. of younger workforce generations The Commission and Board could may take. Therefore, updating county consider lowering the percentage of websites to be more approachable mobile homes in the county through and user-friendly, offering concise development of more multi-unit and consolidated information on the structures. Offering housing options region could be inviting to current with more stability and equity could and potential residents and visitors. raise median household values across Promoting assets such as its’ abundant the County. Themed, communal outdoor and recreation opportunities structures or designated properties could paint Adams County as a could be an idea to attract newcomers destination place and generate interest and jumpstart the workforce through and revenue from diverse markets housing incentives. beyond its workforce. Expanding ongoing exposure MARKETING on current platforms that younger Public Engagement and audiences use regularly, such as Approachability Instagram and Facebook, could provide Marketing and messaging are easier access to personal viewership identifiable issues for the Adams when individuals look to explore the County. Attracting a younger and more county and what it has to offer. diverse population and conveying Consider incentivizing seasonal assets and opportunities through owners to sell property back to county multi-media platforms is helpful to or city. Adams County’s land use issue garner their attention and interest. Over is potentially related to their seasonal the last few years, Adams County has home vacancy rate (See Figure 11). As assessed regional needs and created year-round residences, these homes plans to achieve needs, including: a could inject vibrancy and commerce community health assessment needs, to the region. Adams County could a public-transit transportation plan, initiate a buy-back program of housing annual county guides, and more. The to jumpstart the opportunity for new county has developed many useful families to move into the area. plans for development and guides to The Chamber of Commerce or local their attractions; yet the main website businesses could consider establishing does not necessarily supply all these a program that mentors a team of high useful features together. For younger school youth to create social media audiences, the website may be their posts. Such a program could support first impression when looking to youth training for contemporary jobs discover a new place, and the ease or across multiple industries, create a difficulty one finds using a website can sense of responsibility and community often dictate interest going forward. belonging in the youth. Students 28 Comparative Analysis participants could help identify monthly stipend for part-time work. the marketing, communications, or This type of program could also be workforce attractions problems and an intergenerational opportunity for become a part of the solution. The learning and job skill development program could collaborate with local while further establishing social bonds schools to provide academic credit, between members of the Baby Boomer an internship or practicum, or offer a generation and Generation Z. Comparative Analysis The following case studies provide comparative analysis of two different counties that have used their geographic location, existing industries, and tourism to increase economic opportunities and a diverse workforce. DOOR COUNTY, WISCONSIN Door County is on a peninsula between Green Bay and Lake Michigan, in the state of Wisconsin. It is known for its long shoreline and many parks. While many recognize Door County as a vacation destination, it is also known for its thriving business climate energized with companies whose products are marketed locally and globally. Door County’s website provides a strong example of website communications with visitors and residents. Figure 13 identifies the county’s local businesses categories. These categories are intended to attract tourists and local young people to a beautiful and active county that is also one that is organic and supports small businesses. Creating an online work engagement tool has been extremely beneficial for Door County. FIG. 13 Door County Website Source: Destination Door County, 2020 29 Fall 2020 Engaging a New Workforce What Can Adams County Do? Adams County can engage local businesses and residents in identifying and describing attractive local features and amenities. Such descriptions can then be used to differentiate Adams County from other destinations in the state. HOOD RIVER, OREGON: Hood River, OR is located along the Columbia River Gorge and the Cascades Mountains at the border of Washington and Oregon. As of the 2018 census, the county population was 23,267. They have been very successful in creating an economically thriving environment ideal for small businesses as well as young people with families. (City of Hood River, 2020). Marketing and public engagement attributes that have made the town popular with younger generations is described in this case study. Factors Affecting Attraction of Workforce Tourism & Development: Hood River is a one-hour commute to the urban center of Portland, OR. The area offers scenic views, access to outdoor recreation, an attractive downtown, and a small-town feel. Opportunities for outdoor recreation, agricultural tourism, and other attractions are abundant, including scenic hiking and mountain biking trails, craft breweries and farm-to-table bounty. (Hood River County Chamber of Commerce, 2019). Economy: The City of Hood River and Hood River County economies mainly consist of forestry, agriculture, wine, technology, outdoor gear and active-wear companies, as well as tourism from recreation opportunities. The area is an internationally known destination for outdoor recreation—windsurfing, kiteboarding, sailing, and hiking. (Port of Hood River, 2020) Engagement: Hood River followed an intentional community engagement process to meet their growth and promotional goals. They first identified supporters and opponents of initially discussed goals. They also established direct opportunities for community feedback regarding improvements of goals and methods. They also established markers of short-term success; celebrations among advocates and community members were offered when goals were met. What Can Adams County Do? Hood River provides an example of successfully marketing a small town and its surrounding county as a destination spot to comfortably settle down and raise a family. Adams County could similarly highlight the excellent agricultural and outdoor recreation niches and low cost of living. Adams County has an advantage similar to Hood River: They are close to metropolitan areas such as Milwaukee, WI; Chicago, IL; and Minneapolis/St. Paul, MN. Stronger intentional digital promotion and marketing could attract workforce populations from locations like these for work or family life or for opportunities to start a business. 30 Recommendations Recommendations AREAS OF IMPLEMENTATION Addressing the issues reflected in this report requires a two-pronged, cohesive, and community-driven directive. A bottom-up approach should be considered for businesses and employers to prepare for a younger and more diverse work force. Additionally, the Adams County Board should strongly consider addressing infrastructure and social service needs in a top-down approach to meet identified community needs. We believe that the combination of business, community, and county official-driven efforts will connect residents and foster understanding of newcomers, which will promote a sense of long-term belonging. With these efforts, Adams County could be an example for similar rural regions in America. The following recommendations are listed in order of priority, both in implementation and in response to the scope of work. Adams County Board and Chamber members can consider these recommendations in short and long-term planning efforts. For Small Businesses and Employers: This section focuses on more immediate objectives that small businesses could incorporate in their workforce navigation “tool kits.” Local business and employers should consider: 1) Creating new policies and benefits within their organizations targeted towards the new workforce. This includes: • Highlighting professional, growth-oriented positions. • Creating support and guidance networks between older and younger employees. • Advocating for social and health services to meet growing families’ needs. • Collaborating with university extension and training programs to provide experience for youth and young professionals entering the workforce. • Incentivize employment benefits and livability/lifestyle opportunities for prospective employees. Incentives fall into two categories. “General” incentives are those that support all employees and are highly attractive to young, diverse applicants. “Unique to Adams Co.” incentives are those that offer opportunities to employees unavailable in other locations. o General incentives include: • Sick Leave: COVID-19 has made employees rethink what type of sick time they can take off work. Offering regular paid sick leave and emergency sick leave when an employee or their family members are ill are significant incentives. • Insurance Plan: Company based insurance policies are always attractive. Alternatively, the Affordable Care Act allows low-income employees to afford health care if unprovided through an employer. Plan premium options and where employees can afford to purchase an insurance program should be taken into consideration. Preferred providers on the insurance plan should be readily available in the area through limited travel or telehealth options that work in Adams County. 31 Fall 2020 Engaging a New Workforce • 401K Match: Collapsing economies over the last decade have reaffirmed younger employees’ desire for pensions, social security, or IRAs to prepare for an affordable retirement. Offering a 401K match shows the company is committed to planning for the employee’s future. • Salary: Millennials, and most likely Gen Z, frequently change jobs for a 20% or 30% salary increase (Harvard Business Review, 2016). Increasing wages at these levels or above will make employment opportunities in Adams County more attractive to prospective employees. • Time off: Employees of all ages want work life balance. Businesses can offer generous vacation time and both encourage and allow their use. o Possible incentives unique to Adams County, though there is no research to support “fun” incentives, they are enjoyed anecdotally. Some potential incentives cold be: • Memberships or passes to the county’s abundant recreation facilities such as golf courses, tennis grounds, ATV routes, or state parks. • Annual passes to lakes and campgrounds. • Fishing or hunting licenses. • Supplying apparel and equipment or rental passes for recreation, such as kayaks, fishing rods, golf clubs, bicycles, helmets, motorcycles, etc. • Encouraging Diversity o Educate and train staff at all levels on successful workforce diversity practices. o Identify diversity goals together; track progress toward these goals. o Celebrate a multicultural office culture and the unique backgrounds and perspectives each employee brings. o Be welcoming and practice hospitality to all employees. o Hire diverse applicants as managers and high-ranking staff members 2) Create a small-business coalition, amplifying the need for county infrastructure to attract new workforce. • Local businesses should consider looking inward for improvements, yet employers cannot attract a new workforce alone. Adams County should consider the facilities, amenities, and services prepared to meet a new workforce’s needs. The county may respond to meet those needs if small businesses in the county unite around a common message. • The Coalition could work with the Adams County Board or Chamber to develop a coordinated and comprehensive Young Professional Group and a Family Outreach Plan that focuses on youth development and education, mental health and healthcare capacity services, housing affordability, and employment and industry growth. • Collaborate with the Adams County Board of Supervisors to complete previously identified strategic priorities. The small-business coalition can help monitor progress on the 2019 strategic priorities identified by the County Board. Fulfilling the following priorities should meet many of the new workforce needs: 32 Recommendations 1. Clear Communication—Offer clear, accurate information to address misinformation or rumors. 2. Thriving Economy—Diversify the local economy to provide economic opportunity for all residents. 3. Embracing Technology--Update and modernize county policies, processes, and equipment. 4. Robust Infrastructure--Provide adequate county facilities for services to residents. 5. Housing Diversity—Offer varied living options for all life stages throughout the county. 6. Attract Talent--Create a community that draws people to live and work. 7. Moving Forward—Be future oriented. Tell the story of county assets. 8. Environmental Sustainability--Blend county safeguards and resource utilization 9. Drug Crisis—Address this issue. 10. Break the Cycle--Change generational factors leading to long-term dependence on assistance programs. For Adams County Board, Community, and Chamber Members: Employer progress relies on county support to prepare and promote a new workforce. The County Board, county residents, and members of the Chamber all have different roles that must work together in order to achieve a coordinated result. The Adams County Board must work on managing infrastructure, stimulating the economy, and guiding government and policy to attract the new workforce. The community must stay active and communicate with the County Board and make sure their wants and needs are heard. Community members also have responsibility in making county culture welcoming and friendly. Chamber Members must help coordinate the power of local businesses, create high quality jobs, and innovate to stimulate the economy. Recommendations in this section are both short- and long-term objectives that the County Board and Chamber should consider. They are not necessarily the responsibility of a specific organization but include all stakeholders. Following these steps is crucial for the economic development as well as the social uplift and unification of the area. • Establish connections and growth opportunities with University of Wisconsin and Mid-State Technical College to attract younger diverse workforce. o Higher education institutions are economic hubs, partnering to form programs that allow students to get involved with the local economy, and to learn from small businesses and industry professionals. Consider a local mentorship program that allows students to get coaching and mentoring from community or university members. This could also include experiential learning programs like job shadowing, internships, or guided short-term projects. o Create an international student mentorship program within local businesses or government offices. This type of program may bring more diversity and innovation to the county and help create awareness of and engagement with international cultures. Experiences with students from other cultures may assist local businesses in responding to the needs of various populations. 33 Fall 2020 Engaging a New Workforce • Amplify the County’s commitment to attracting a new workforce. o Diversify County and Chamber staff. Symbolic representation matters. Confidence, belonging, and engagement are increased for young and diverse employees when they see someone who looks like them or has had similar life experiences. Consider ways to add youth, gender, and ethnic representation on committees that advise the County. o Add educational opportunities for county commissioners and citizens on the importance of access, inclusion, and equity for a future workforce as well as economic growth and social stability. o Establish diversity goals and related metrics for the county. Measure and track process toward these goals. o Celebrate the various multicultural backgrounds of county residents. o Create collaborations between the younger and the senior generations to increase understanding and empathy for each other’s differences and, by extension, others living in the county. • Identify funding opportunity resources for infrastructure needs specific to broadband, housing, and transportation. o Broadband: Identify a broadband provider partner and apply for state funding with the Public Service Commission. o Housing: Provide more flexible housing options, according to the community’s needs. Seek developers who are interested in financing housing developments to meet those needs. o Transportation: Create an alternative transportation system to improve accessibility and opportunity. Adams County should investigate partnering with neighboring counties, Union Pacific, and state parks to seek funding from State of Wisconsin grants and resources for multimodal transit systems. • Consolidate and update county website information to serve as a resource for potential employees. o Adams County has done tremendous work to address issues of need for their residents, creating short and long-term goals that are realistic, pragmatic, and attainable. Placing and then highlighting this work on county websites and social media forums could help showcase abundant recreation opportunities, housing affordability, and ease of living to potential employees, tourists, and others attracted to Adams County as a destination. 34 References References Adams County. (2019). Adams County CCL. 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Retrieved December 09, 2020, from https:// economicdevelopment.extension.wisc.edu/ files/2020/04/Propro-Report-Final-1-1.pdf 38 SCI Directors and Staff Marc Schlossberg SCI Co-Director, and Professor of Planning, Public Policy, and Management, University of Oregon Nico Larco SCI Co-Director, and Professor of Architecture, University of Oregon Megan Banks SCYP Director, University of Oregon Danielle Lewis Graphic Designer