Wisconsin Economic report Mixed Economy Will Continue in 2026
Rose Oswald Poels President and CEO of the Wisconsin Bankers Association
Nationally, this past year was one of slow economic growth brought about in part by policy uncertainty and tariff disruptions. Some sectors fared better than others, while some parts within a sector did better than other segments. There was also a widening gap between the wealthy and the middle and lower classes. I expect this uneven growth to continue into next year both nationally and in Wisconsin. Wisconsin’s banking sector remained very strong throughout this past year and is well-positioned to help meet the varying financial needs of customers in the coming year. Third-quarter data released by the Federal Deposit Insurance Corporation (FDIC) shows Wisconsin banks remain wellcapitalized and profitable. Yearover-year lending increased in all categories (commercial, residential, and farm loans), demonstrating the responsiveness of banks to meet their communities’ needs. Individuals and businesses continue to trust banks as a safe place to keep money, as evidenced by an increase in deposits, both year over year (5.20%) and quarter over quarter (2.06%). Third quarter net interest margin, a key indicator of a bank’s profitability and growth, increased to 3.46%, an increase over both the prior quarter and the prior year. In 2025, the Fed lowered rates three times beginning in September
primarily to counter a weakening labor market and slow job growth. These cuts, of course, made borrowing cheaper and the banking industry saw some increase in mortgage loan volume as a result. In cutting rates over the last several months, the Fed was prioritizing supporting employment over inflation control. While I expect to see more rate cuts by the Fed in 2026, it may only be two as the Fed balances its dual mandate of controlling inflation and supporting employment. At the same time, assets in nonaccrual status through the third quarter remained nearly the same quarter over quarter at 0.28%, and slightly raised year over year at 2.34%, as some borrowers faced growing challenges requiring them to work with their banks through workouts and other arrangements. Past due loans of Wisconsin headquartered banks have also increased although remain lower than national levels. The banking industry is seeing some weakness in certain narrow consumer, business, and ag portfolios generally across the state. These challenges are primarily resulting from a slower GDP growth early in the year, tariff and trade uncertainty and rising cost pressures. With economists having mixed views on whether 2026 will even bring moderate growth nationally, I expect these stressed segments of the economy to remain challenged for some time into the new year. For example, volatility in agriculture due to input costs and commodity-price swings will continue to challenge row crop farmers next year as it has the past few years. Despite certain segments experiencing challenges, there were several bright spots to the economy this past year and I expect that to
continue next year. Businesses in Wisconsin, including manufacturing, generally are doing well as are many agribusinesses and livestock farmers. The housing market is stabilizing as home prices level off while interest rates continue to slowly decrease. For the banking industry, these factors should result in continued solid loan demand across all loan categories and stable deposit levels throughout next year. Like other businesses, the banking sector is leveraging technology and artificial intelligence to improve internal operations and customer experiences. At the same time, as consumers and businesses continue shifting toward digital payments, banks are investing in these capabilities to deepen customer relationships. While these expenditures impact the bottom line, banks understand that these investments are critical to strengthen their long-term competitiveness. In conclusion, Wisconsin banks have a strong earnings and capital foundation heading into the new year which will allow them to effectively respond to the evolving needs of the state’s businesses, households and communities.
Oswald Poels is president and CEO of the Wisconsin Bankers Association. Founded in 1892, the WBA is the state’s largest financial industry trade association, representing 180 commercial banks and savings institutions, their branches, and nearly 30,000 employees.
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Wisconsin Economic report Public and Private Investments in Wisconsin Shine in 2026 Construction Outlook
Robb kahl Executive Director of Construction Business Group
Wisconsin’s commercial construction industry helps shape the state’s public works, commercial real estate, residential development, telecommunication advancements, and energy production. However, new construction demand is not limited to these traditional market segments. In Wisconsin — as elsewhere — data centers have emerged as a major growth engine. A large $3.3 billion data-center campus broke ground near Mount Pleasant in 2024, employing thousands of Wisconsin union construction trade workers daily. Additional data-center projects are underway or planned elsewhere in the state, including Port Washington, Beaver Dam, DeForest, and Janesville. These projects also bring demand for supporting infrastructure like energy, water and sewer, fiber-optic networks, and transportation.That diversification should help cushion against slowdowns in any single market segment in 2026. While data centers are driving growth, challenges in other segments of the construction industry continue to persist. Nationwide, nonresidential construction spending is softening in many categories outside data centers and infrastructure-focused work. In the Midwest, nonresidential construction is projected to continue to shrink in 2026 — highlighting potential downward pressure for traditional commercial construction. Meanwhile, a challenging interest 18
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rate environment, inflation, and uncertainty around tariff and clean energy policies continue to discourage some large private-sector investments. These factors likely will lead to continued strong reliance on road, sewer, water, and other infrastructure, energy production, and data center construction while we will see ongoing pressure in traditional commercial and residential segments. Because much of 2026 construction growth depends on infrastructure, utilities, and tech-driven projects, investors, developers, and policy makers are likely to gravitate toward projects and legislation related to data centers, broadband/fiber optic, renewable-energy infrastructure, and critical utilities — rather than retail or traditional commercial development like office space. State policymakers could help improve Wisconsin’s economic and construction outcomes through several strategic actions. First, we must sustain and prioritize infrastructure investment through adequate funding for roads, bridges, water and sewer upgrades, and broadband networks. This continued investment will support construction jobs and improve long-term economic development. We also need to streamline permitting and regulatory approvals for infrastructure and utility projects, reducing bureaucratic delays that raise costs and hinder progress. We should continue to support and incentivize clean energy projects, including offering tax incentives or grant programs for renewable energy, energy storage, and utility-scale projects where Wisconsin construction workers are utilized. We should also encourage data-center expansion while addressing the concerns about
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water and energy demands these projects present. Finally, Wisconsin must support the building trades in their efforts to expand and diversify apprenticeship training programs, including programs aimed at high school students, veterans, and other underemployed and unemployed adults. Wisconsin enters 2026 with a foundation of strength: low unemployment, stable wage growth, a diversified economy, and a construction sector anchored by infrastructure, utilities, and growing demand for data centers. For the state to fully capitalize on its potential, policymakers should lean into longterm infrastructure investment, clean energy transition, data center development, and construction workforce expansion. Construction Business Group is prepared to work with our industry partners and elected officials in 2026 to enhance the impact that the construction industry has on the state, private industry, and individuals.
Kahl is the executive director of Construction Business Group. The Construction Business Group works to promote and protect the construction industry by ensuring fair contracting laws are followed on public construction projects. CBG works cooperatively with contractors, employees, and public entities by educating them on fair contracting laws; monitors projects for fair contracting compliance; and aids to resolve compliance issues.
Wisconsin Economic report Headwinds Outpacing Gains in 2025 for Wisconsin Farmers
bradley uken Wisconsin Farm Bureau’s Chief Administrative Officer
Wisconsin farmers have had some wins in 2025 but the broader picture has us falling further behind. Excess grain supplies and lower crop prices, rising input costs, elevated borrowing costs and federal policy changes that will reshape payments, disaster assistance and insurance options are major challenges to profitability and farmers’ peace of mind. On the national level the One Big Beautiful Bill passed midyear and included the majority of what has historically been included in a farm bill. While farmers have things to be thankful for at the state-level, such as a farmer-friendly state budget, the marketplace has farmers facing a unique set of pressures. After a farm bill failed to materialize again last year, passage of the OBBB included some welcomed updates to reference prices and milk and livestock programs. More than 80% of dairy farmers participate annually in the Dairy Margin Coverage program. Changes in the bill increased eligibility to 6 million pounds of milk, which allows farmers to use their highest production history from 2021 to 2023, and offers a 25% discount for long-term program
commitments. This is a win for dairy farmers. The bill established a biannual cost survey for cheese processors, a long-overdue step toward improving transparency in dairy pricing. This survey is especially important for dairy farmers, as it will help determine the make allowance — the amount deducted from farmers’ milk checks to cover processor costs. The bill also increased reference prices, with soybeans rising to $10.00 per bushel and corn to $4.10. These price adjustments help farmers better weather volatile markets and high input costs. Unfortunately, volatility and high input costs are what we continue to see in the farm economy. Increasing input costs, especially fertilizer, drove up the price of growing crops and market access losses internationally combined with ongoing high volumes of existing holdover stocks have kept prices low to the point that it is now expected farmers will lose over $15 billion selling the corn they grew this year. Worse yet, this is part of a growing trend not just for corn but for all major crops which have a combined $54 billion loss over the past three years. This ongoing trend requires an all-hands-on-deck approach to right the ship. In the short term we need our friends in Washington to provide additional financial support to avoid the accelerated loss of farms in
Wisconsin and throughout the country. We’ve just finished harvest season but spring planting is only a few short months away and farmers need to know they have the resources to plan for next year’s season. Just as importantly, we need to stabilize our trading relationships and grow new domestic opportunities and commodity markets. Efforts toward growing our available markets for biofuels and bringing new opportunities like sustainable aviation fuel online are already underway. Wisconsin Farm Bureau will continue to work with policymakers and our agricultural partners to move our state and our country forward. We all need to work to ensure the legacy we pass down is one of strength and opportunity for the next generation to feed our communities.
Uken is chief administrative officer (CAO) of the Wisconsin Farm Bureau Federation. The Wisconsin Farm Bureau Federation is the largest general farm organization in the state and serves as a voice for farmers. WFBF’s mission is to lead the farm and rural community through legislative representation, education, public relations, and leadership.
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Wisconsin Economic report Wisconsin Grocers 2026 Outlook: Value, Velocity, and the Next Wave of Consolidation
mike semmann President and CEO of the Wisconsin Grocers Association
The Wisconsin grocery industry could really use a moment of rest. For real. The past year has been a test of endurance, shaped by uncertain supply chain policy, tight margins, shifting consumer sentiment, and some serious competition. Those forces are not fading. Instead, they look like they will continue, although the rate of change is still in question. Success will belong to operators who turn pressure into progress through smarter cost control, sharper differentiation, and new revenue streams. Food price inflation has cooled from its peak, and holiday staples offered a brief sigh of relief, but households still feel the weight of cumulative increases. Consumer sentiment remains fragile and sensitive to headlines about tariffs and broader economic trends. The flight to value will continue, especially among middle- and lower-income families who build their baskets around promotions, store brands, and clear unit pricing. Retailers who can pivot quickly by adjusting prices, communicating transparently, and managing inventory with precision will be best positioned to ride these swings. The wild card in the consumer space is the battle over marketing dollars, which currently favors the most influential (largest) stores in the market. The policy machine will add another layer of uncertainty. Every move (or lack thereof) sends ripples through logistics, packaging, and center-store categories. The smart play for 2026 is flexibility: hedge where possible, maintain supplier agility, and prioritize categories that can absorb volatility without eroding loyalty. Competition remains Wisconsin’s 20
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hidden advantage for consumers. The state boasts some of the nation’s lowest weekly grocery expenses, thanks to lower living costs, smaller households, proximity to Midwestern producers, and fierce rivalry for the shopper’s dollar. That rivalry is only intensifying. Expect localized pricing battles, expanded private-label tiers, and assortment strategies, especially in perishables where quality and local sourcing resonate deeply. Wisconsin saw this exact situation during the avian flu when some local egg producers provided relief for consumers. Brick-and-mortar transformation and growth are returning, but slowly and deliberately. In 2026, expansion will be selective: infill locations in growth corridors, remodels that elevate fresh departments, and back-of-house upgrades to support e-commerce and prepared foods. Capital projects must do more than add square footage. They need to advance differentiation through service counters, local vendor showcases, and frictionless checkout. Larger state independent stores and regional players will scoop up fatigued owners and pursue “tuck-ins” that deliver a wider footprint and operational scale. For independents, this is both a risk and opportunity. Strong operators can command attractive valuations, while others can double down on niche strengths such as specialty service to defend its market share. Cost control remains non-negotiable, but 2026 will demand more than trimming expenses. Grocers must turn pilot programs into dependable alternative profit streams. Retail media networks, membership programs, and financial services affiliates/partnerships can no longer be experiments. As a result, differentiation will favor the agile. Winning in 2026 means iterating faster by testing specialized service models, expanding local and regional assortments that celebrate Wisconsin’s food culture,
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and doubling down on convenience along with time-targeted promotions. Those who learn quickly and operationalize what works will thrive. Why Public Ownership Fails in Grocery, Just Like It Would in Banking Some are advocating for publiclyowned grocery stores and say a new ownership model will create opportunities to bolster food insecure areas. History and economics suggest otherwise. Grocery retail is a low-margin, high-complexity business that demands operational excellence, quick decisionmaking, and efficiency. Public ownership introduces layers of bureaucracy and political influence that slow innovation and dilute accountability. The results are higher costs, weaker customer experience, and ultimately failure. The same logic that applies to banking applies to grocery. In both cases, success depends on speed, expertise, and adaptability. These are qualities that thrive in competitive markets, not governmentrun enterprises. The bottom line is that 2026 will not ease margin pressure, but it will reward operators who keep the customer at the center, translate value into differentiated experiences, and build durable revenue streams. In a market where competition is a tailwind for shoppers and consolidation reshapes cost structures, resilience will belong to those who learn faster, execute cleaner, and never lose sight of what matters most: the shopper.
Semmann is president and CEO of the Wisconsin Grocers Association. The Wisconsin Grocers Association represents over 500 independent grocers, retail chain stores, warehouses and distributors, convenience stores, food brokers, and suppliers in Wisconsin.
Wisconsin Economic report Hospitals See Modest Gains in Latest Fiscal Data, But Cautious on Road Ahead with a commensurate decrease in commercial pay patients. What does this all mean? Every kyle O'brien one-point shift in payer mix from commercial to Medicare means President and CEO of the a roughly $200 million loss in Wisconsin Hospital Association revenue to Wisconsin hospitals, not including physician and According to the Wisconsin Hospital Association’s most recent provider services. Since 2016, this has resulted in a staggering $1.2 fiscal survey, the state’s hospitals billion reduction in revenue for and health systems experienced a Wisconsin hospitals, all because modest improvement in finances patients are retiring onto Medicare compared to the last two years, and coming off commercial reporting a 2.2% average health system operating margin in 2024. insurance. This is all happening while the input costs for a hospital This is the first time that the to deliver care (i.e. salaries, average health system margin has supplies, and pharmaceuticals) been in the black in the last three keep rising. years. While hospital finances While this is good news, it have improved overall in 2024, must be viewed with caution. Uncompensated care (charity care 41 — nearly one-third of all and bad debt) increased by nearly Wisconsin hospitals — operated with a deficit. These hospitals 30% between 2023 and 2024; are largely in areas dependent on labor and supply costs continue government payment sources, to increase at a rate that outpaces like Medicare and Medicaid. At Medicare and commercial insurance rate increases; insurance the same time, access to care in some communities has suffered, companies are making it more with local hospitals struggling or difficult for providers to get even closing, as was the case in the reimbursed for care; and patients Chippewa Valley. are waiting longer to be seen. In the last state budget, Nearly half of patients receiving Governor Evers and legislative care in a Wisconsin hospital leaders from both parties came depend on Medicare for their together to enact a Medicaid rate coverage, while patients covered increase through an enhanced with commercial insurance now state-directed payment program make up less than one-third for hospitals that would align of the patients hospital see. Wisconsin’s program with other In other words, more hospital states. While the program awaits business involves services that federal approval, this could reimburse below what it costs to provide substantial resources provide that care. Since 2016, targeted to hospitals serving Wisconsin hospitals reported a Medicaid patients and offset at six-point increase in the number of Medicare patients they’ve seen, least some of their losses.
Wisconsin’s business community and hospitals need each other. Hospitals need a thriving local economy to provide the commercial patient base necessary to operate a hospital. The non-health care economy needs high quality health care to attract and retain a productive, healthy workforce, and support local businesses. In our 2024 WHA Community Benefits Report, retired President & CEO of Menasha Corporation and Froedtert ThedaCare board member Jim Kotek said their local hospital and health system is there for, “more than just medical care; they’re an anchor institution that supports other local businesses, from service providers to suppliers, helping to create a stronger, more resilient local economy.” I couldn’t have said it better myself.
O'Brien is president and CEO of the Wisconsin Hospital Association. WHA was established in 1920, and later became the Wisconsin Health and Hospital Association in March 1996 in an effort to reflect the ever-changing, broadbased needs of statewide health care providers. In September, 2002, the WHA membership voted to revert back to the original name — the Wisconsin Hospital Association — to focus on the core mission and vision of the Association and its members.
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Wisconsin Economic report Data Center Boom or Bust?
Kurt bauer President and CEO of Wisconsin Manufacturers & Commerce
I told a reporter two years ago that artificial intelligence has the potential to revolutionize manufacturing in much the same way the assembly line did in the early 1900s. In fact, AI holds the promise or threat, depending on your perspective, of disrupting many things in our economy and society. Whether you fear or embrace AI, it is here to stay and given its expected transformational impact on darn near everything, it has become an economic and national security imperative for the U.S. to be the global leader in its development and application. It’s nothing short of a high-tech arms race between us and China. Wisconsin is doing its part to help the U.S. win. For example, multiple Wisconsin manufacturers, both large and small, are producing key components for the data centers, which are basically warehouses for computer servers that store data and carry out AI commands. But Wisconsin is attracting the data centers themselves, well, kind of. A tax credit was included in the 2023 state budget bill designed to lure data centers to our state. That credit, along with the fact that Wisconsin has available land, water resources, reliable electricity and limited (we hope) natural disasters
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like hurricanes and earthquakes, should make Wisconsin ideal for data centers. For a while, it seemed like Wisconsin was experiencing a data center gold rush. As of last August, there were at least eight major data center projects in various stages of planning, development or construction. But three have already been scrapped due to local opposition and two others are facing growing opposition. The biggest concern seems to be the pure scale of some of the proposed projects, as well as the water and electricity resources they will consume. For example, the data center proposed for Port Washington will be 2.5 million square feet and cover 1,900 acres. That is big, to be sure. But the land is there, as is the water needed for the chillers to manage the heat generated by the computer electronics. Further, concerns about water usage are overstated because most data centers use recycling closedloop systems that don’t use near the amount of water as some claim. As for electricity, Wisconsin’s reliable supply is one of the state’s selling points to data center developers, as mentioned above. More infrastructure may be needed, but the data center boom will necessarily encourage important modernization of Wisconsin’s electrical grid by improving and expanding transmission lines and supporting new baseload generation, perhaps including the development of Wisconsin’s first new nuclear power plant since the 1970s.
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Additionally, bespoke “tariffs” (a confusing term of art for electricity rates) will ensure that data centers, not existing residential, commercial and industrial customers, pay for the utility infrastructure that is developed for their benefit. Plus, there are plans to place solar panels on the spacious rooftops of the data centers. Also on the positive side, the proposed Wisconsin data centers will employ thousands of well-paid construction workers and hundreds of employees once complete, including engineers, electricians, IT technicians, as well as personnel for administration, maintenance and security. Data centers built elsewhere also provide a major injection into the local property tax base and operators have proven to be good corporate citizens. One final point; the opposition to data centers reminds me of the decades-long debate in Madison about creating a so-called knowledge economy in Wisconsin, i.e., high tech. Well, what fits the definition of “knowledge” and “high tech” better than an AI data center? Overall, I think building data centers is a good deal for Wisconsin and necessary for our country if we are going to win the future. Bauer is president and CEO of Wisconsin Manufacturers & Commerce. WMC is the combined State Chamber of Commerce, Manufacturers’ Association and Safety Council. WMC represents 3,800 businesses of all sizes and from every sector of the economy.
Wisconsin Economic report Wisconsin 2025 Home Sales and Price Appreciation Primarily Impacted by Inventories and Mortgage Rates
tom larson President and CEO of the Wisconsin Realtors Association
With insights from David Clark, Marquette University Professor Emeritus of Economics Existing home sales grew for a second straight year, albeit at a slower pace than 2024. If the pace of sales established in the first 10 months of 2025 continues through the end of the year, home sales will approach 69,400 for the year, which represents a 2.4% increase from 2024. Note that this is about half the 5% rate of growth seen in 2024. In addition, the statewide median price is on pace to close 2025 at just under $327,400 which is an increase of approximately 5.6% over the 2024 average of $310,000. It should be noted that this is the lowest annual rate of housing price appreciation recorded since 2017. These trends are influenced by numerous factors, most prominently inventories and affordability. There is ongoing progress on the inventory front. Total inventories have finally begun to improve, which has led to modest growth in sales and some easing of the appreciation of sale prices. To provide some perspective, WRA began tracking annualized changes in total inventories in January 2016, and they consistently fell until September 2023 when the trend reversed. While the overall inventory growth rate for all of 2023 was still negative, we have seen significant improvement since that time. Specifically, the 2024 average growth of total inventories was 14.8%
and it averaged growth of 9.7% for the first 10 months of 2025. Although the state housing market is still classified as a seller’s market since it has less than the six-months of supply that signifies a balanced market, we are making progress here as well. There was an average of 3.9 months of supply for the first 10 months of 2025 and this compares to an average of 3.5 months of supply in 2024, 3 months in 2023, and just 2.5 months in 2022. Affordability challenges have generally softened demand, especially for first-time buyers and mortgage rates play a significant role in determining housing affordability. The Wisconsin Housing Affordability Index shows the percent of the median priced home that a potential buyer with median family income qualifies to purchase assuming a 20% downpayment, and the remaining balance financed with a 30year fixed mortgage at current rates. In 2020 and 2021, 30-year mortgage rates were under 4% and as a consequence, the average annual housing affordability index was more than 200% indicating a high level of affordability. However, since 2023, average monthly mortgage rates have ranged between 6.2% and 7.6% which combined with relatively strong housing price appreciation has dropped the affordability index to the range of 128% to 134%. The good news in 2025 is that mortgage rates have been trending downward throughout the year and home price appreciation has moderated. We believe 2026 will see additional growth in existing home sales. Ongoing demographic shifts will continue to play an important role. The oldest baby-boomers turn 80 in 2026, and their average age will be just over 70 years. The aging of this generation will increase the pressure on older
boomers to transition out of singlefamily homes. We are also hopeful that mortgage rates will continue to fall into the upper 5% range. Lower mortgage rates will also improve inventories as existing homeowners with mortgages in the 3%-4% range are more willing to take on a new mortgage if current rates continue to fall. Lower rates will also improve affordability which will make it easier for first-time buyers to finally buy their first home, There are many ways that policymakers can help improve the housing market. The Trump administration needs to continue its efforts to keep inflation in check while maintaining a strong labor market. Lowering tariffs, promoting domestic energy projection and reducing the regulatory burden will improve productivity for producers and help grow the economy while also lowering inflationary expectations to bring down mortgage rates. State and local policymakers can improve the state economy by pursuing pro-business initiatives that allow Wisconsin firms to grow and thereby create jobs that attract and retain a strong statewide workforce. A key component of that strategy is maintaining a healthy housing market by streamlining the regulatory process to make it profitable for developers and builders to serve buyers at various price points including entry-level homebuyers. It also means keeping the property tax burden low which also promotes affordability. Larson is president and CEO of the Wisconsin REALTORS® Association (WRA).
Founded in 1909, WRA is one of the largest trade associations in Wisconsin. It represents and provides services to more than 15,000 members statewide.
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Wisconsin Economic report Larger Forces Can Shape Wisconsin Economy in 2026
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tom still Past President of the Wisconsin Technology Council
By some national measures, Wisconsin looks like an economist’s version of “Midwest nice.” Its unemployment rate is below the U.S. average, its workforce participation rate generally exceeds the norm, its median wage is higher than in many states and its indebtedness rate is well below average. In short, Wisconsin people go to work — mostly, for a fair wage — don’t over-borrow, and pay their debts.
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That doesn’t mean Wisconsin is immune from larger economic trends, however. With its historic manufacturing and agricultural base, it can be susceptible to influences beyond in-house control. Here are some larger forces that could hit home in 2026: •
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President Trump imposed tariffs on many foreign-made goods in hopes of luring manufacturing back to the United States. That’s helping to bring some factories home but continues to raise many consumer prices. Global retaliation makes it harder to sell some goods and commodities as buyers find other sources. The immigration crackdown has proven overly Wisconsin Banker
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broad in some industries, such as Wisconsin dairy farms. Large data centers that power artificial intelligence are being planned or built across Wisconsin, creating jobs for many but raising worries for others. Can enough electricity be generated to satisfy AI’s appetite as well as society’s overall power needs? With a balanced approach engaging solar, wind, hydro, battery storage, natural gas and –— eventually — a rebirth of nuclear power, the answer is a qualified “yes.” Wisconsin utilities are heavily regulated, so solutions that shift costs or hurt the environment are unlikely to be accepted. Speaking of AI, some opponents portray it as little more than a plaything for techies or a tool for graphics-minded scammers. Wrong. The growth of “physical AI” can make Wisconsin’s core industries such as manufacturing, food production and construction more efficient. That trend will mature in coming years. As “Baby Boomers” age out, are there enough workers in Wisconsin’s Generations X, Y, Z and Alpha to fill the workforce gap? That’s a major question in northern and central Wisconsin, where workforce participation rates are lower. Keeping younger people in Wisconsin is vital, even in an era when online workers can be recruited around the world.
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It’s not your father’s college degree anymore. Amid reports of recent graduates not landing jobs to fit their education, some college-age students are wondering if they would rather be an electrician or plumber versus an anthropologist or historian. Wisconsin’s excellent technical colleges and trade schools may see an enrollment spike. Private and public research will become everyone’s business. Skepticism over medical science has found a home in Trump’s remodeled White House, with potentially dangerous results. Wisconsin is home to some of the nation’s best public and private research centers, which collectively help to save lives and power the next generation of companies. Whether those companies are startups — or major firms acquired for billions of reinvested dollars — they’re vital to our economy. Let’s hope 2026 reverses the anti-science trend.
Still is the past president of the Wisconsin Technology Council and the former associate editor of the Wisconsin State Journal.