Issuu

IMPACT2025

HEALTHCARE

BUSINESS

EDUCATION

E M B R AC I NG CA R E

C H E R I S H I N G O U R C O M M U N I T Y

We’ve been committed to providing individualized, compassionate care to all residents, since 1917.

Experience our high-quality care in:

IMPACT

Thinking about Douglas County, one of the things that comes to mind for many people is all the beautiful lakes. Yes, they offer an abundance of recreational opportunities and beautiful landscapes to build a home. But there is so much more to this county that makes it not only a great place to play and live, but an exceptional place to work.

There are so many important sectors within the county that are the driving force in not only the local economy, but also the way of life here – business/industry, healthcare, education, tourism/real estate, manufacturing and farming.

Individually, these entities have a strong and vibrant presence within Douglas County. But together, they make an overall impact that not only affects the residents and visitors who live and visit here, but also in other areas of the state, nation and world.

Douglas County has an exceptional educational system and a health care system that is regionally and nationally recognized as one of the best. The manufacturing industry remains one of the reasons people choose to move here. The real estate market remains strong, with steady demand and rising home values

The future of farming looks promising as it will become more efficient, sustainable and environmentally friendly, which is necessary in the heart of lakes country.

And tourism? It continues to grow and thrive as more and more options for entertainment, dining, recreation, the arts and more are added.

This year’s Impact magazine gives a glimpse into several different sectors that are definitely leaving their mark – and impact – on our community.

Celeste Edenloff, Editor Lori Mork, Designer A publication of Echo Press, March 2023 1920 Turning Leaf Lane SW, Suite 12 Alexandria, MN www.echopress.com

Contributing writers include Ashley Rambow, Joe Salo, Nicole Fernholz, Tara Bitzan, Shannon Groetsch, Michael Seymour, Rick Sansted, Carl Vaagenes and Matthew Fischer.

Celeste Edenloff, Impact Editor

We specialize in parts and repair of mediumand heavy-duty trucks and trailers. Our full-service parts department stocks a huge inventory of OEM and aftermarket parts and includes free delivery as well as online ordering. We are Rapid Check™ certified and have

12 service bays that provide factory-authorized service for Cummins, MX and Allison. It is Allstate Peterbilt Group’s commitment to go the extra mile to keep you on the road. WE ARE THE UPPER MIDWEST’S LARGEST TRUCK DEALER GROUP.

7:00am to 5:30pm Monday through Friday

SALES | PARTS | SERVICE | LEASING | FINANCING | MOBILE

ASHLEY RAMBOW

BOARD PRESIDENT

Greater Alexandria Area Association of Realtors

QWhat makes Douglas County an ideal location to live?

ADouglas County offers a perfect balance of small-town charm and modern amenities, making it a desirable place to live. With excellent schools, a strong sense of community and plenty of recreational opportunities, residents enjoy a high quality of life. The area’s natural beauty, thriving local economy and year-round activities make it an attractive choice for families, retirees and professionals alike.

QHow much impact do the area’s lakes have on drawing residents to this area?

AThe lakes in Douglas County are one of its biggest draws, offering both recreational opportunities and scenic beauty. Whether it’s fishing, boating or simply enjoying the view, the lakes enhance the region’s lifestyle and contribute to strong property values. Many homebuyers specifically seek lakefront or lake-access properties, making waterfront real estate a key driver of the local housing market.

What is the current state of the real estate market in Douglas County?

AThe Douglas County real estate market remains strong, with steady demand and rising home values. As of early 2025, the median home price is approximately $343,500, reflecting a 4.3% increase from last year. While higher interest rates have created a more balanced market, well-priced homes continue to sell, and lake properties remain particularly sought after.

QHow has the real estate industry changed over the last five years?

AOver the past five years, the real estate industry has experienced notable shifts, including rising home prices and evolving consumer expectations. The role of technology in real estate transactions has grown significantly, allowing for more transparency and efficiency. Recent regulatory changes have also encouraged greater clarity in how real estate professionals operate, reinforcing the value of working with a knowledgeable, local REALTOR®.

What are the biggest challenges realtors face, and what can be done to combat those challenges?

ARealtors today are navigating a shifting market and evolving consumer expectations. Interest rates, affordability concerns and increased scrutiny have all influenced how transactions unfold. The best way to adapt is through continued education, strong client relationships and a commitment to professionalism. By staying informed and advocating for homeowners and buyers, realtors can continue to provide exceptional service in a changing landscape.

MICHAEL SEYMOUR

PRESIDENT Alexandria Technical and Community College

QThroughout its existence, the college has constantly changed and evolved to meet the needs of students and employers. What processes are in place to ensure ATCC is able to meet these needs?

AOur commitment to excellence has contributed most to the college’s emergence as a higher education leader earning best-in-class outcomes through classroom innovations and genuinely caring about students.

In 2020, amid the COVID-19 pandemic, we

EDUCATION

launched an integrated planning process that resulted in a strategic framework and the college’s first strategic enrollment management plan that guided much of our work through 2024. Having achieved many of the objectives we set in 2020 and seeing tremendous enrollment growth throughout that time (while many institutions were in decline), the process proved to be successful. As a result of community feedback, listening to the needs

of students, and the dedication of our staff and faculty, we expanded student housing, refreshed the college’s brand, created athletics programs, implemented additional avenues for personalized student support, and began recruiting students from abroad. We have come a long way in the past five years, and we aren’t slowing down.

October 2024 brought a renewed focus to strategic planning, which again led us to seek input from key groups: community members, employees, alumni, and, of course, our students. Everything we do over the coming years will ultimately reflect three foundational priorities: student success, inclusive culture and operational excellence. With the groundwork laid in the form of an updated strategic framework titled “The Best is Yet to Come,” we are now developing a comprehensive 2025-2030 strategic plan designed to engage employees across the institution.

This framework builds upon the college’s ‘Students First’ culture, validating the need for continuous improvement and ensuring that the support offered is always evolving to meet the changing needs of learners. ‘Students First’ puts the ‘we’ above the ‘me,’ encouraging a sense of community and belonging. Ultimately, we demonstrate ‘Students First’ by giving more than what learners expect and fostering an environment where engagement is encouraged and every individual is seen, heard and valued.

We have re-centered our mission and vision statements, defined clear, concise values that our campus community can connect with and have identified the long-range targets that

will guide our evolution over the next five years.

Work has begun on four supporting plans spanning academics, operations (HR, finance, IT and facilities), strategic enrollment management (recruitment and retention) and the emerging EDGE Center for Innovation.

QWhat is the college’s role in the county and what impact does it have on this area?

AKnown for our hands-on approach to learning, Alexandria College is making an impact in the Alexandria Lakes area, while attracting students from near and far. ATCC keeps its focus on workforce training and success through advisory boards, both at the college and foundation levels, and for each of our academic programs. With the keen guidance of advisory members, the college anticipates what is happening in the industry then aligns its curriculum accordingly. This relationship helps account for ATCC’s 99.2% job placement rate, the highest in the state. Offering transfer education and career-focused training in healthcare, education, business, information technology, design, manufacturing and transportation, ATCC is also known for one of the largest peace officer education and training programs in Minnesota –making an impact in every corner of the state. ATCC generates an economic impact of $139.8 million annually. This includes a

SEYMOUR

Continued on 36

JOE SALO

PRESIDENT Douglas Machine Inc.

QWhat impact does the manufacturing industry have on Douglas County?

AManufacturing is the foundation of our local economy, providing more jobs than any other sector. Our company, like many in the county, serves global customers while creating opportunities for local families and investing in the community through donations, volunteer time off, and more. Founded over 60 years ago to enrich lives in Douglas County, we remain committed to that mission, proudly supporting over 700 families today.

AQBUSINESS

How has the manufacturing industry changed over the last five years?

Manufacturing in Douglas County – and across the country – has changed significantly in the past five years. We have seen an increased emphasis on automation and efficiency, driven by both labor shortages and advances in technology. The pandemic also forced a level of resilience and adaptability that has made us all better at managing supply chains and improving workforce development. SALO

Continued on 35

Not your grandpa’s machine shop!

Modern manufacturing is clean, precise, and technical. From mechanical drafting to mechatronics, students learn modern technologies on industry-leading equipment and software, preparing them to launch careers in the manufacturing industry.

Precision manufacturing isn’t always top of mind when it comes to career planning, but we’re aiming to change that With predicted job growth and impressive median wages across Minnesota, manufacturing careers are steady and enduring Put your problem-solving skills and natural curiosity to work

Machine Tool Technology

Machine Tool Technology students learn advanced precision machining skills using computer numerical controlled (CNC) machining and turning centers, wire and sinking EDM’s, precision surface grinders, and other shop equipment, plus the use of CAD/ CAM software and how to read and understand blueprints.

alextech.edu/MACH

Mechatronics

Mechatronics students learn a versatile set of mechanical, fluid power, electrical, and electronic control and automation skills applicable in a wide variety of precision manufacturing settings. This program combines mechanical and electronic elements with robotics and information technology into a skill set that’s in high demand across manufacturing disciplines.

alextech.edu/MECH

QWhat are some of the biggest challenges in education at this moment and what can Alexandria Public Schools do to combat those challenges?

ASchool funding remains one of our biggest challenges. While the state of Minnesota provided an increase in funding to all districts in 2023, they also required districts to implement new programs and initiatives

EDUCATION

RICK SANSTED

SUPERINTENDENT

Alexandria Public Schools

without providing sufficient funds to cover the costs. These unfunded mandates have put additional pressure on our district’s annual budget. In order to present a balanced budget to the School Board we have made budget cuts and have drawn down our fund balance to cover increased costs. Staffing in our noncertified positions continues to be a challenge as well.

QHow has education changed in the last five years and what are the benefits/challenges to those changes?

AThe post COVID-19 era along with the increased political divisiveness in our country has created distrust in organizations. I believe the work in public education is to partner with parents and community to grow trust. Our work in our Portrait of a Graduate skills is more important than ever as we prepare students for jobs that have not yet been created. We will also present our Artificial Intelligence recommendations to the School Board this spring.

QWhat are the district’s long-range goals in regard to graduation rates, reading proficiency and making sure every student succeeds?

AWe continue to focus on college and career readiness for high school students helping them to identify their passion, purpose and direction as they exit Alexandria Public Schools. Our five-year graduation trend data is strong with 96.6% graduation rate reported in 2023, the most current data available from the Minnesota Department of Education.

In the area of reading proficiency, the district adopted a new curriculum/assessment with improved vocabulary tools and engaging literature to serve our early learners in pre-K, implemented new K-5 Elementary literacy resources, and continued with Content Literacy training at middle school and high school.

In terms of making sure every student succeeds, our schools utilize a Multi-Tiered System of Supports to ensure positive social, emotional, behavioral, developmental and academic outcomes for every student. As a district, we also are intentional in our organizational efforts – both past and

present – to support choice within our school district. A recent example of that was the implementation this school year of an Alternative Learning Program, Bridgeway Career Learning Program, at Alexandria Area High School. This ensures eligible students have a path to graduation and a path to a career.

QWhat is the district doing to combat the shortage of employees in the education system?

AWe continue to be competitive in salary and benefits. We have a CAPS Education program that offers students a project-based study in the area of teacher education. This program has paid dividends for our district. We continue to be creative in our recruiting efforts along with employee referral incentives as we look to fill our openings.

QIf you had to choose one thing to claim as Alexandria Public Schools biggest strength, what would it be and why?

Partnerships with purpose. Our students have the opportunity to see their future through the eyes of our community volunteers and mentors. Those partnerships provide students with clarity around their next step after they graduate from Alexandria Area High School, regardless of what path they choose – two- or four-year college, military or workforce. In addition to our community partnerships are the partnerships with parents. Parents are engaged in each of our buildings through advisory councils. They also show up for conferences and open houses and student activities in great numbers. These partnerships make for strong schools. Strong schools make for strong communities.

We know local details that can help you make real estate decisions Local Contacts

We know resources who can help with your new home or move Community Involvement

We are invested in the community and can help you feel welcomed

NICOLE FERNHOLZ

EXECUTIVE DIRECTOR

Alexandria Area Economic Development Commission BUSINESS

QWhat business/industry growth has Douglas County seen in the last five years?

ADouglas County has a diverse economy with strengths across many of our industry sectors. For several years, manufacturing has continued to be our major employment driver. Douglas County manufacturing companies create about 20% of our jobs. Interestingly,

we’ve also seen some significant growth in the construction industry. In the past five years, that industry’s employment numbers have increased by 22%. Our employment has grown overall in the last five years despite some of the economic challenges the world has faced.

QAre there any drawbacks to growth? If so, what?

ASometimes growth outpaces the ability to keep up with it. Out of 87 counties, Douglas County is the 15th fastest growing county in the state. While other communities are shrinking, our population is expected to grow even more – we are currently projected to see a 10% increase in the next 10 years. With that growth, a logical question to ask would be where these families are going to live. Nationally, the housing market remains tough due to the combination of high building costs and high interest rates. Locally, even if interest rates and home prices fall, there will still be a shortage of housing as we just don’t have the inventory here.

QWhat benefits does increased business and industry bring to the residents here?

AI cannot overemphasize enough that the substantial growth of small business is essential for our thriving economy. Our local businesses create jobs, tax base and provide services. They are the sponsors of your children’s t-ball leagues and the supporters of high school events. Without business and industry, it would be a struggle for our area to continue to grow.

Fernholz

Continued on 33

CARL VAAGENES

CEO Alomere Health

QWhat makes Alomere Health a regional leader in health care?

AAlomere Health has grown significantly over the past 14 years following the merger of Alexandria Clinic and Heartland Orthopedic Specialists, and addition of Lakes ENT. Through these partnership relationships, Alomere Health has been able to expand its regional presence and is proud to serve as a cornerstone of health care excellence for the greater Alexandria region. At the onset of

HEALTHCARE

our partnership, we defined a set of guiding principles that continue to play an important part in helping us stay on track to achieve our desired future together. These guiding principles were centered on a shared purpose and values, along with a commitment to physician retention/recruitment, growth of specialty services, engaged physician leadership, and a commitment to outstanding

patient satisfaction, high quality outcomes, and an ongoing culture of respect and collaboration.

Our commitment to delivering exceptional care is rooted in an approach that combines collaboration, recruitment of top talent and significant investments in cutting-edge technologies and facilities close to home. As stated in our guiding principles, recruiting and retaining exceptional health care professionals has been a huge part of our growth and success. We recognize that providing outstanding care begins with assembling a team of compassionate, highly skilled individuals that align with our values of accountability, compassion, excellence, hospitality and integrity. Recognizing that patient choice of healthcare provider is important, I believe that the diversity of age, gender and interests of our providers is a strength. Patients will obviously benefit as Alomere Health continues to attract top-tier talent by offering an inclusive, supportive work environment and opportunities for professional development.

Our ongoing investments in advanced technologies and state-of-the-art facilities has helped solidify our standing as a regional leader. As an example, with the recruitment of additional specialists, Alomere Health was one of the first rural hospitals in the state to introduce robotic-assisted surgery in 2018. Today, our surgeons are the most experienced in the region, having performed almost 4,500 robotic-assisted surgeries. Our physicians and staff depend on our commitment to provide the tools needed to do their work. By integrating innovation into our care delivery, we ensure that our patients have access to the most effective and efficient treatments available, right here in Alexandria.

I would be remiss if I didn’t acknowledge the importance of collaboration locally and regionally to our ability to be a regional leader. We try very hard to work hand-in-hand with local organizations, civic leaders and other health care facilities to ensure that the health care needs of our community are met comprehensively and seamlessly. These relationships enhance our ability to address regional challenges while fostering innovation and growth. Additionally, as a regional destination for commerce and employment, our location in Alexandria provides not only the opportunity, but the responsibility for Alomere Health to strive to provide more comprehensive services so patients don’t have to travel, which can be very disruptive and costly. I have always had the opinion that an important part of Alomere Health’s mission

and ability to grow as a regional destination for healthcare services is as a result of the progressive leadership across all sectors of our community. We have a very unique and thriving community compared to most rural communities, and I have personally always been very impressed with how progressive and collaborative our community has been. It is very much a symbiotic relationship in that as Alomere Health also expands and provides more healthcare services, I believe the community becomes stronger and businesses have greater ability and success to grow and attract top talent.

QWhat are the challenges in health care at this moment and what is being done to address those challenges?

AHealth care today faces significant challenges, many of which are being felt across the country. At Alomere Health, we are doing our best to tackle these challenges head-on to address issues that are getting in the way of our ability to meet the needs of our community while staying ahead in a rapidly changing landscape.

Arguably, one of the greatest challenges we are facing is dealing with the administrative technicalities associated with all of the commercial and governmental payers that we depend on for the majority of the reimbursement of the services we provide. The increase in insurance denials, prior authorizations and other payor policies is terribly burdensome. These policies have forced us to continue hiring even more staff to work behind the scenes on behalf of patients to make sure that they receive the care they need, and to make sure that the insurance company provides the reimbursement for services. To add to the complexity and frustration, there is very little uniformity among insurance companies around these policies which means that our staff have to be super diligent in knowing the requirements for each insurance company. The bureaucracy and administrative burdens divert attention away from our core mission and primary objective to deliver the very best quality care we can to those we serve. As the affordability of health insurance has caused patients to choose higher deductible policies, it has put even more strain on the health care delivery system. To address the challenges with insurance companies, there has been some

Vaagenes from Page 17

thought given to trying to shift more of the administrative and financial responsibility on the insurance companies to collect deductibles and co-insurance since they are already collecting health insurance premiums. This would allow providers to rely on the insurance companies for full payment and focus more of our resources exclusively on our core mission of caring for patients. This is combined with the fact that nearly 75% of all Minnesota hospitals also have a negative operating margin due to negotiated reimbursement rates from insurance companies not keeping pace with higher inflation rates over the past several years.

Another major challenge is the ongoing shortage of health care professionals, particularly in rural areas. Alomere Health is actively addressing this by prioritizing recruitment and retention efforts, offering competitive compensation, professional development opportunities, and fostering a supportive and inclusive work environment. Partnerships with educational institutions and workforce development programs further ensure a steady pipeline of skilled professionals ready to serve our community. As rural communities struggle to retain and recruit providers, we take some comfort in the fact that we have generally had success recruiting in most specialties. Today, I feel we can confidently say that the future generation of healthcare providers that will be needed to serve

your needs at Alomere Health looks promising for many years to come as the average age of our providers is 43 years old. According to the Minnesota Office of Rural Health and Primary Care, this compares to an average age of 58 years old in all of rural Minnesota.

Access to care has also become a more pressing concern for many rural communities, particularly as the demand for services continues to grow. Some rural communities have lost important services such as inpatient mental health, inpatient chemical dependency, and even obstetrics services. The contraction of services in most cases has been due to either shortages of staff and specialists, reimbursement is not keeping pace with cost to deliver services and high subsidization, provider demand and burnout or low volumes. Services that have been most impacted in communities include mental health and even obstetrics services, which arguably are very important services. I have personally had conversations with more than one hospital in our region that are looking for help because they are struggling to maintain obstetric services due to the comprehensive supportive services that are also required. As a regional provider, Alomere Health will look at what role we can play to help support these services through partnerships with regional providers and telemedicine platforms, ensuring that care continues to be available to more people.

QWhat can Alomere Health do to help combat the mental health crisis?

AIn 2012, Alomere Health identified the growing mental health crisis as one of the most pressing challenges in our region. At that time, we convened a group of key community stakeholders to discuss local solutions to the mental health crisis, and support individuals with mental health concerns. This collaborative continues to meet on a regular basis and includes representatives from Alomere Health, local law enforcement, Region 4 Mobile Crisis Team, Alexandria Public Schools, local Mental Health Providers, Public Health, the Community Behavioral Health Hospital, and other key community partners. Together, the collaborative members have worked to enhance mental health awareness, access to care and support systems within the community.

Enhancing infrastructure is one of our priorities. The need for more ER safe rooms and readily available beds for transfers is critical. We are advocating for increased resources and exploring innovative solutions to ensure patients in crisis have a safe environment where they can begin their journey to recovery. Additionally, we are working to improve transport options to tertiary facilities, reducing the stress of long waits for patients and their families.

Preventative care is essential, especially for our younger population. At Alomere Health, we believe in a “move upstream” mentality, focusing on early intervention and readily available resources to prevent crises before they escalate. By

60 Years for Supporting Our

Community

partnering with schools, parents and local organizations, we aim to create a strong support network that fosters mental wellness in our youth.

Supporting the mental wellness of our health care team is also vital. We understand the toll that trauma and highstress situations can take on caregivers. Alomere Health is committed to promoting resiliency by offering mental health resources, peer support and ongoing training to ensure a safe and supportive workplace for our staff.

Finally, education and training are at the core of our approach. Ongoing staff training in de-escalation, workplace safety and patient care ensures we can handle crises with professionalism and empathy, creating a safe environment for both patients and providers.

Unfortunately, it is more common than not for the wait time for a patient presenting with mental health problems and needing placement to be hours or days as staff attempts to contact dozens of mental health facilities for placement with limited success. These facilities usually have protocols that won’t accept patients that are violent, on probation, under the influence of drugs or alcohol, or have been treated before. These patients are often in our hospitals and law enforcement holding areas waiting to be accepted into a mental health treatment facility. This is part of the reason the mental health crisis is not only a local challenge, but a national challenge that requires a unified response. By working together and

Continued on 30

VAAGENES

“Trust

Spotlight: Leann Zimny, PA-C

is the key to

Leann joined the Alomere Women’s Health team in spring of 2020 after a position opened up for a support physician assistant, though her first step into the clinic wasn’t as a provider—it was as a patient and first-time mother under the care of midwife Chillon McKibbin. “I adored Chillon from the very first prenatal visit and with the recent birth of

our success.” success.”

my third child, my appreciation for her and the rest of the OB team has only grown.”

Leann has enjoyed being supported by the Women’s Health team as a patient, as well as working side by side with them in her work as a Certified Physician’s Assistant (PA-C) and the unit’s OB coordinator

success.”

“Ilovethevariety.I’mabletohelp OB patientsateachstage oftheir pregnancystartingwiththeirinitial OBappointmentandeventuallyin theBirthPlacewiththeirnewborns— it’ssorewarding.”

“Ilovethevariety.I’mabletohelp OB patientsateachstage oftheir pregnancystartingwiththeirinitial OBappointmentandeventuallyin theBirthPlacewiththeirnewborns— it’ssorewarding.”

In addition to caring for women in the outpatient and inpatient settings, Leann assists in women’s surgeries, helps through the postoperative course, and helps with infertility management

Beaming from the Top 20 Rural Hospital in theCountry*status, Leannbelievestrustiskeytothe group’ssuccess—bothasacolla-

Exceptional care for every age and every stage

“Ilovethevariety.I’mabletohelp OB patientsateachstage oftheir pregnancystartingwiththeirinitial OBappointmentandeventuallyin theBirthPlacewiththeirnewborns— it’ssorewarding.” It’sbetterhere.

Exceptional care for every age and every stage

At Alomere, we help women thrive through every season of life, from puberty to menopause Our OB/GYN team is passionate about serving women We listen to you We understand you. And we help you live life well Our team specializes in preventative care And we’re experts in the latest technologies so if you ever need additional treatment, we can get you in and out quickly, with the least invasive procedures and fastest recovery times Alomere Health offers the most comprehensive women’s health care in the region, and we’re proud to serve you To see all of our Women’s Health services, visit alomerehealth com

At Alomere, we help women thrive through every season of life, from puberty to menopause. Our OB/GYN team is passionate about serving women We listen to you We understand you And we help you live life well. Our team specializes in preventative care And we’re experts in the latest technologies so if you ever need additional treatment, we can get you in and out quickly, with the least invasive procedures and fastest recovery times. Alomere Health offers the most comprehensive women’s health care in the region, and we’re proud to serve you To see all of our Women’s Health services, visit alomerehealth com

Alomere’sWomen’sHealthteam(left toright):LeannZimny,PA-C,Samantha Aabel,CNM,ChillonMcKibbin,CNM, IBCLC,SarahSprengeler,MD,Rebecka Docken,MD,DementraHeinrich,MD.

borative department and from patients “As a team, we have great confidence in one another And because I work closelywitheach one of the providers’patients in my supportrole,Igetto witnessthattrustona dailybasis.”

*NationalRuralHealthAssociation

*NationalRuralHealthAssociation

It’sbetterhere.

MATTHEW FISCHER

EXECUTIVE DIRECTOR

Bethany on the Lake

QHow has caring for the aging population changed in the last five years?

AOver the past several years, the healthcare landscape has evolved in many different ways. The biggest single impact on those we serve has been fiscally related. Overall

healthcare costs are growing exponentially for both patients and caregivers. Medicare Advantage insurance plans, co-pays, lack of appropriate coverage, and denial of coverage have driven this change.

HEALTHCARE

Healthcare is one of the fastest-growing industries in the world, and healthcare professionals are in high demand. With programs as short as one semester, it’s easy to launch your career and start making a difference!

Ophthalmic Medical Technician

Ophthalmic Medical Technician students learn skills in performing eye tests, measurements, and procedures, administering ophthalmic medications, and assisting in ophthalmic surger y Available 100% online!

alextech.edu/OPMT

Healthcare Administrative Specialist

Healthcare Administrative Specialist students learn leadership and communications, plus healthcarefocused skills like patient appointment scheduling, telephone communications, medical record maintenance, healthcare data analysis, and patient billing processes Available 100% online!

alextech.edu/HCAD

Medical Coding Specialist

Medical Coding Specialists students receive training using nationally recognized coding systems to classif y procedures and diagnoses related to medical treatment . Medical coders are integral to patient account management , medical billing, and insurance claims processing Available 100% online!

alextech.edu/MEDC

QWhat draws people to this area for their vacations?

AThe many lakes and large variety of lodging options are what make a lot of people choose our area as a vacation destination. Add in a vibrant downtown full of retail shopping, and a large variety of activities and

TARA BITZAN

EXECUTIVE DIRECTOR

Alexandria Lakes Chamber of Commerce

experiences, such as museums, musical and theatrical performances, parks and trails, golf courses, wineries, breweries, escape rooms, movie theatre, bowling center, water park, downhill and cross country skiing, and a busy calendar of events year-round, and we become an attractive destination for people of all ages and interests.

How much impact do the area’s lakes have on drawing residents to this area?

QWhat makes people want to live in this area?

Many of the same things that make us a popular vacation destination are what also attract people to live here. Many outdoor opportunities with our lakes, parks, and trails, but also many entertainment options, as noted above. Many people also want to live where they have easy access to quality health care and educational options, and we rank high in both those areas.

QAre there challenges to being a popular vacation destination? If so, what are they and what is the chamber doing to combat those challenges?

Some of the main challenges come in the form of increased traffic, increased wait times at local restaurants or entertainment venues, and more stress on our natural resources. There are professionals at the city and county levels that work daily to ensure that any impact on our natural resources is negated. At the Chamber, we find the need to spend a lot of time and effort educating residents on the importance of tourism dollars to our area. Our community is healthy and vibrant in large part because of the tourism money that flows in. Without it, we would have a lot less of the things we value as residents. We’d have less restaurants, shopping and entertainment options for sure. It’s easy to get frustrated during the height of tourism season, but people have to realize that it is BECAUSE of tourism dollars we have the community we have. Take away tourism from this area, and many of the things residents love would also disappear.

How has the role of the Chamber of Commerce changed in the last five years?

AThe Alexandria Chamber got its start in 1907, so obviously it has changed and evolved many times through the years. In the last five years, the biggest transition has been the dissolution of Lakes Area Marketing, Inc., which was the tourism marketing branch of the Chamber. As Explore Alexandria Tourism grew, it made sense to turn all tourism marketing over to that entity, which we work closely with in a variety of ways. But ultimately, the Chamber itself has always been here for the purpose of building and maintaining a network of businesses that are willing to collaborate and embrace the concept that in order to build a thriving

Bitzan

Continued on 34

SHANNON GROETSCH

ACTING COUNTY EXECUTIVE DIRECTOR/ LEAD PROGRAM ANALYST

Douglas County USDA BUSINESS

QHow has farming changed in the last five years? What are the impacts of those changes?

AIn the last five years, farm numbers have decreased. According to the 2022 Census of Agriculture, Minnesota saw a 4.8% decrease in the number of farms from 2017 to 2022. On the other hand, the average size of farms has increased.

Farming itself is continually changing. In Minnesota, 57% of the state’s land area is considered agricultural ,according to the MN Board of Water and Soil Resources. Agriculture production and processing contributes to 431,000 jobs and contributes $17 billion dollars in sales yearly in Minnesota, and the state is 4th in the nation for Agriculture Production.

QHow does the agriculture industry impact Douglas County?

ADouglas County is a very strong and diverse agricultural community. Douglas County has everything from traditional corn and soybeans, to vineyards, orchards and even flower farms. In 2024, Douglas County producers reported 64,210 acres of corn, 63,560 acres of soybeans and 8,685 acres of alfalfa planted. There were 2,891 unique farm numbers as reported by the Service Agency. Douglas County also currently has 25 dairy farms.

In 2024, Douglas County had 16,600 acres enrolled in the Conservation Reserve Program. Douglas County is also home to numerous other livestock operations. The 2023 NASS data had Douglas County as home to more than 16,000 head of cattle. Douglas county also has a large population of turkeys, and Minnesota produces 18% of all U.S. turkeys.

QWhat are some of the biggest challenges farmers face at this moment? How are the challenges being addressed?

AThere are many challenges that farmers are facing currently. Crop input prices remain high, while crop sales prices have been low. Dairy producers have been facing rising feed costs, lower than adequate milk prices and increasing labor costs.

The past few years we have also seen a large number of weather related disaster conditions that have affected crop growth and yield.

Another challenge is access to land and capital. Land rents continue to rise and there is competition for land to purchase and rent. Access to lending is also a challenge for many farms.

At Farm Service Agency we are helping to address these challenges through a variety of safety net and disaster relief programs.

We are currently working with our dairy producers to get them signed up for the Dairy Margin Coverage Program. This program allows producers to insure a margin between $4 per hundredweight and $9.50 per hundredweight. The producers can elect to insure up to 95% of their established production history. If the margin between the all milk price and the feed price falls below the elected margin, a payment will occur. The feed price is a formula price for alfalfa, soybean meal and corn.

We are also working with our producers currently on signup for the Agricultural Risk Coverage and Price Loss Coverage Programs. The Agricultural Risk Coverage program is an income support program that provides payments when the actual crop revenue declines below a specified guarantee. The Price Loss Coverage program provides income support payments when the effective price for a covered commodity falls below the effective reference price for that covered commodity.

FSA also administers many disaster specific programs that are written to address major losses due to weather conditions or specific animal disease outbreak conditions. Some

Fischer from Page 22

QWhat are some of the biggest challenges in the healthcare industry today regarding the aging population, and what can Bethany on the Lake do to combat those challenges?

AIn today’s world of direct patient care and hands-on healthcare, the biggest challenge we see is a lack of qualified individuals wanting to work in the field of skilled nursing. In our rural setting, the number of individuals who are both qualified and interested in direct patient care has declined. While we continue to see the numbers grow rapidly for those who need our services, we must find creative ways to appropriately care for them.

What are some of the short- and long-term goals for Bethany on the Lake?

AShort-term, we are deeply focused on continuing to care for those who depend on us each and every day to thrive at whatever stage of life they are in. The long-term horizon has several regulatory implications wavering on our industry that could either greatly hinder or provide a support opportunity for us to excel. Advocacy for direct patient healthcare and skilled nursing is a priority.

How has the nursing shortage impacted Bethany on the Lake, and what is being done to gain and retain employees?

AThe positive culture of caregiving is contagious. We engage with our team daily to support them in whatever way they need. We focus on removing barriers and paving a smooth road to allow them to be better for our patients and residents. Everyone is impacted by the nationwide nursing

shortage. Whether you provide the services or need to receive them, we all want qualified and talented individuals providing care to our loved ones. Thinking outside the box to both retain and attract the highest quality talent is key to long-term success in our market.

QHas technology played a role in caring for the elderly population? If so, how?

AThe adoption of technology in skilled nursing has been growing over the past several years. We now have the ability for significant advancements in telehealth patient care. We can tap into world-class providers in real-time for a wide range of areas. Additionally, the training our staff receives now through virtual reality allows us to safely put our staff into any situation they may encounter and work through problems by utilizing and practicing their skills.

Vaagenes

from Page 19

investing in compassionate, forward-thinking solutions, we are committed to making a lasting impact on the mental health and well-being of those we serve.

QHow has Alomere Health helped in the fight against the overuse of opioids?

AAlomere Health is committed to combating the overuse of opioids through a variety of efforts that emphasize patient safety, evidence-based practices and compassionate care. Our efforts focus on reducing new prescriptions, monitoring and managing opioid use, and ensuring thoughtful, patientcentered care for those already using opioids long-term.

1. New prescriptions: Our providers carefully assess the necessity of opioid prescriptions, ensuring they are only initiated when absolutely necessary. For instance, opioids may be considered in cases where a patient is not a candidate for surgery, has exhausted other interventions, or requires them to improve quality of life. Even in these cases, we adhere to a “low and slow” approach, prescribing the lowest effective dose to minimize risk.

2. Data-driven oversight: Alomere Health’s Quality Department monitors opioid prescription practices through detailed, provider-level data reviews conducted monthly. This helps identify potential instances of inappropriate prescribing. We also analyze patient-level data to identify those who may be receiving an unusually high number of opioid prescriptions. For these cases, our Controlled Substance Care Team conducts comprehensive chart reviews. These reviews consider factors such as co-morbid conditions, alternative pain management methods, mental health considerations and results from urine drug screens. The findings are shared with the patient’s primary care provider, who uses this information to develop a revised and more effective treatment plan with the patient.

3. Electronic health record alerts: Our electronic health record system incorporates alerts to guide providers in adhering to CDC guidelines. These safeguards help clinicians avoid prescribing opioids above recommended thresholds.

4. Chronic use management: For patients requiring more than three opioid prescriptions within a year, we implement a Controlled Substance Care Plan. This agreement, signed by both the patient and provider, outlines the nature of controlled substances, associated risks and benefits and mutual expectations for behavior and treatment.

5. Support for long-term opioid users: For patients who are already on long-term opioid therapy, we prioritize maintaining quality of life while addressing the risks associated with continued use. Providers do not abruptly discontinue opioids but instead collaborate with patients to explore alternative therapies, develop personalized tapering plans and monitor for withdrawal symptoms or overdose risks. These efforts are tailored to each patient, ensuring a gradual and supportive transition to safer pain management strategies.

At Alomere Health, our mission extends beyond treating illnesses – we strive to enhance the overall health and wellbeing of our community. That’s why Alomere Health also played a key role in convening community stakeholders in 2018 to create what is now known as the Douglas Opioid Advisory Council. By bringing together public health, law enforcement, education, regional pharmacies, healthcare providers, civic groups, addiction recovery organizations and elected officials, they worked together to unite the community in addressing the opioid crisis. The council’s focus extends beyond supporting those currently using opioids to also educating the broader community on prevention. Additionally, they work to assist individuals in recovery by providing resources and strategies to help prevent relapse. This dedication has established us as a trusted partner in helping patients who are struggling with overuse of opioids.

QWhat are some of the most significant advances in health care that have made the greatest impact on patients?

AHealth care has seen extraordinary advancements in recent years, many of which are transforming the patient experience and outcomes. At Alomere Health, we are proud to be at the forefront of adopting some of these innovations, ensuring our community benefits from the very best in modern medicine.

As mentioned previously, Alomere Health was one of the first rural hospitals in the state to introduce robotic-assisted surgery in 2018. Minimally invasive surgical techniques, including robotic assisted surgery, have also revolutionized health care. Procedures that once required lengthy hospital stays and recovery periods can now often be performed on an outpatient basis. This shift not only reduces patient downtime but also minimizes pain and risk. Our highly skilled surgical teams are equipped with the latest tools and training to deliver these advanced procedures.

One of the other significant advances is the integration of advanced imaging and diagnostic technologies. Tools like high-resolution MRI and CT scanners enable earlier and more precise detection and diagnoses, leading to faster treatment and improved outcomes for patients. Low dose 3D mammograms allow us to detect breast cancer at its earliest and smallest stage. Computer aided detection analysis also increases the ability to detect cancer earlier. We continually invest in upgrading these technologies to provide cuttingedge care locally.

Patient specific cancer care is also revolutionizing how we treat cancer. The advances in radiation therapy to DNA specific chemotherapy and other cancer treatments are dramatically increasing survivability and life expectancy with fewer side effects.

Another critical development is the rise of telemedicine and digital health platforms. These technologies have made accessing care more convenient and equitable, particularly for patients in rural areas. Alomere Health’s telehealth services allow patients to connect with specialists and providers from the comfort of their homes or the bedside, breaking down barriers to timely care.

Finally, the emphasis on preventative care and wellness has made a profound impact on community health. In addition, there is a greater emphasis on education and lifestyle support, empowering patients to take control of their health and reduce the risk of chronic conditions. A couple of examples include genetic testing which can detect probability of certain diseases and early detection. Also, advances in pharmaceuticals such as the new GLP-1 weight-loss drugs, which have surged in popularity, provide additional health benefits beyond weight loss to reduce chronic conditions.

By embracing advances in care delivery and putting people first, we are improving lives and strengthening the health of those who put their health care trust in our hands.

QHow has technology played a role in caring for patients at Alomere Health?

Vaagenes from Page 31

ATechnology is transforming health care, and at Alomere Health, we are leveraging cutting-edge innovations to provide exceptional, timely, and patient-centered care. By integrating advanced tools into our operations, we ensure that our community has access to the highest standard of medical expertise and support.

One of the most impactful advancements is our Tele Stroke program, which enables patients presenting with stroke-like symptoms to receive a neurology consult within the first 30 minutes of arrival. This rapid response is critical in determining the appropriate treatment and disposition, potentially preventing long-term disability and saving lives. Additionally, critical imaging can be sent ahead of a patient’s transfer, allowing specialists to visualize and plan care before the patient even arrives at their facility.

In the emergency room, comprehensive cardiac monitoring also plays a vital role. Every ER room is equipped with systems to continuously track key metrics like ECG, blood pressure, heart rate, respiratory rate and oxygen saturation. These readings are transmitted in real time to the ER team’s workstation, allowing for immediate detection of changes and swift intervention.

Our commitment to seamless, efficient care extends to our use of Rover technology, which integrates phone communication, flowsheet charting, medication administration and camera capabilities into one device. This system feeds directly into our electronic medical record, enabling streamlined documentation and ensuring that patient information is accurate and up to date.

Personally, I think it will be exciting and fascinating to follow the acceleration and adoption of AI-technology in health care. Our providers are already seeing the benefits of enhanced efficiency through the integration of AI-technology driven dictation, which allows providers to more quickly and accurately document patient encounters. This reduces administrative burdens, giving clinicians more time to focus on delivering compassionate, personalized care.

Technology is not just a tool, it’s a key part of our goal to enhance patient outcomes and experiences. By staying at the forefront of innovation, we have the ability to ensure that the Alexandria region receives world-class care, close to home.

Fernholz from Page 15

QWhat makes Douglas County unique that draws businesses/industry to it?

AOutside our location and amazing natural amenities, we have so much more to offer. I’ve only worked in economic development in Douglas County, so I can only speak to how we work here, and in our county, there is a sense of community where entities collaborate to make progress. Businesses are working alongside their competitors to help a community initiative. Our civic engagement is almost a way of life, and in the end, it doesn’t matter so much on “who” got a project done, it just matters that it got done. I hear from other communities that that mentality is unique, so when I work with businesses who are looking to open or relocate to our area, it’s something that I always highlight.

QWhat are some long-range goals in regard to planning for future growth in the business/industry realm?

ASustaining and building on our strengths is an important element of economic development and we are fortunate to have a strong diverse economy. Our office continues to talk with companies who are complementary to those we currently have. But we also go beyond marketing our community to attract new businesses and workers; we spearhead workforce strategies and community enrichment initiatives that support residents and the broader community.

QAre there areas that the county lacks in regard to drawing outside businesses into the area? If so, what?

AI think that every community has something to offer the right company, and the key is to focus on what our community has going for it. We may not be the right community for every company, but, when I talk to potential businesses, I am sure to highlight the culture we have, our retail pull and our engaged workforce. There’s a saying that “investment follows investment” and I believe that’s true. We have companies that are already doing well in our community and who continue to invest in our area. Outside businesses see that, so our area is generally an easy sell to them.

from Page 25

community, we need to work together – even with competing businesses. And the Alexandria business community understands that vision and does a remarkable job of working together.

QWhat does the future of tourism look like in Douglas County? And, how will it impact the residents living here?

AThe biggest change over the past few years has probably been the increase of vacation rental homes, and that is a trend that is expected to continue. Again, it’s important that the city and county have guidelines in place to regulate those entities, and all entities. Regulations get frustrating for

people, but it’s important to realize they are often necessary. Growth is not a bad thing if it is controlled growth. Today’s population wants options in everything – from health care to education, dining and lodging. We’ve seen the number of options increase significantly in all those areas and more. But again, it’s important that growth is controlled, or it could be detrimental to many of the businesses that currently offer us the things that we love about living here. Sometimes when comments are made like, “We need more restaurants here,” or, “We need more hotels here,” people have to realize that while at times they are busy, there are many other dates that they are slow. It’s a balancing act and involves a lot of intentionality. A business can’t survive on four strong months a year.

Salo from Page 10

QWhat are the challenges those in the manufacturing industry are facing today? What is being done about those challenges?

AWhile supply chains have improved since the pandemic, lead times for certain materials and components remain unpredictable. We have adapted by diversifying suppliers, increasing inventory where possible and integrating more flexible production processes. Similarly, workforce availability has seen some recent market relief, but we think it will remain a challenge in the long run. With many of Douglas County’s manufacturers competing for the same talent, we’ve invested in high school, technical college and workforce development programs – as well as a brand new 4,900 square foot training center – to attract, train and retain both employees and customers.

QHave advances in technology made an impact on the manufacturing industry? If so, how?

AAutomation and robotics have been essential for improving efficiency and addressing labor shortages for our customers. Digitization and AI are in the very early stages of impacting manufacturing. Through intentional efforts to integrate these technologies into our products and

processes, we can improve both our employee and customer experiences.

QWhat does the future of manufacturing look like in Douglas County?

AThe future is bright. As the industry continues to evolve, companies that invest in automation, robotics and digital tools will remain competitive. Most importantly, the next decade will be defined by how well we develop and retain a skilled workforce. That’s why we’re committed to working with local educators, technical colleges and community partners to build a pipeline of talented employees. Manufacturing has long been the foundation of our local economy, and if we continue to innovate and invest in people, we think it can remain that way for years to come.

from Page 9

direct impact of $77.3 million and an indirect/induced impact of $62.5 million.

More than 50% of our students in FY2024 came to ATCC from more than 50 miles away. More than 40% from 100+ miles. And for the past three fiscal years we have served students from all 87 Minnesota counties. That is a testament both to the quality of education and extracurricular opportunities at ATCC and to Alexandria’s reputation as a vibrant destination community.

Not only do students come to Alexandria to study, many choose to stay in Alexandria. Abby Mumme, a 2024 graduate of our Police Training and Education program, came to ATCC from Waterville, Minnesota. She’s been with the Alexandria Police Department since graduation and now calls the Alexandria area home.

QHow does the college partner with other entities to best serve its students and the community?

AATCC is deeply rooted in the lakes area community. Our employees volunteer in the community, serve on executive boards and event planning committees, and some even hold city government and school board positions. We partner with industry leaders to ensure our curriculum keeps pace with industry needs and to provide real-world experiences to students so they’re prepared to thrive when they enter the workforce. Students may work directly with community businesses through projects and internships, volunteerism and mentorship programs. Some students have work study positions on campus or with area nonprofits, a mutually beneficial partnership that provides valuable work experience to students.

ATCC also serves as a training provider for high school instructors across the state, providing specialized training in manufacturing, mechanics and more.

Industry experts make several of our competition events possible, judging local and state competitions for DECA, BPA

and SkillsUSA at both the high school and college levels.

The college hosts the annual Diversity Fest, bringing hundreds of community members together to celebrate cultural diversity through food and entertainment from around the world.

The RAISE initiative, a partnership between ATCC and Douglas County, allowed eligible unemployed or underemployed county residents to take a course or begin an academic program at no charge. Similarly, the Next Generation Nursing Assistant program, a statewide initiative aimed to bolster the number of CNAs in Minnesota, allowed students to complete training and testing at no charge. This initiative was wildly successful at ATCC, training many new nursing assistants from our region and from as far away as the Minneapolis-St. Paul metro area.

ATCC is engaged with our area high schools, providing avenues for students to earn college credit as high school students through PSEO, concurrent enrollment and online college in the high school, plus hosting specialized training, like nursing assistant, directly at area high schools. The college also hosts summer camps in IT, manufacturing and healthcare to keep area students engaged and looking toward their futures.

QWhat are the biggest challenges the college is facing at this moment? What is being done to combat those challenges?

AThe biggest challenge the college is facing right now is an approaching “enrollment cliff.” The number of high school graduates in Minnesota and across the U.S. is expected to decline year over year, beginning in 2026. Compounding this issue, the return on investment of college education is increasingly scrutinized by the public, and fewer high school graduates are continuing their education at colleges and universities. Generally the public shows more confidence in two-year colleges than in four-year universities, and we are especially well positioned as an institution largely focused on career preparation.

To combat the decline in the number of high school graduates we are exploring additional avenues to engage with adult learners, including partnerships with White Earth Nation, the U.S. Naval Community College and development of “upskilling” initiatives and online training opportunities focused on working adults.

ATCC has a legacy of providing quality education to central Minnesota residents, but through the addition of athletics programs and unique online programs the college now draws students from across Minnesota and around the world. Athletics offerings like soccer, paired with broad-appeal programs like Business Management have greatly increased interest among international students, and we are working to expand international recruitment further in the coming years. While it’s common to think of college students as being 18 years old, fresh out of high school, the median age of our student body is 20, and almost one quarter of our students are over the age of 25. To accommodate our changing demographic, ATCC has invested in bilingual (English/Spanish) student success coaches and tutors, academic advisors

focused on international students and athletes, and recruiters who visit high schools and college fairs across the upper Midwest and in the MSP metro area. Additional strategies to attract and retain students will be explored throughout our strategic planning process, currently underway.

QDoes employer demand play into the college’s decision-making process in regard to programming and other areas? If so, how? And if so, are there certain programs impacted more than others?

AA recent study from Georgetown University Center on Education and the Workforce compared alignment between available certificate and associate degree programs and labor markets in various communities across the United States. Alexandria ranked #9 in the nation in having educational offerings most closely aligned with local industry. Alexandria College is a key contributor in building and maintaining a strong workforce in our community, and we take that responsibility seriously.

Employer demand definitely plays a role in our academic programming. It’s pretty hard to convince a prospective student to invest their time, energy and money into an education if there’s no hope of getting a job when they come out the other side. By staying plugged into industry through program advisory boards, industry tours and guest speakers, our technical programs stay informed about industry workforce needs and emerging technologies, and use that information to adjust curriculum, invest in program equipment and develop new courses to meet changing needs.

Last year we invested in equipment and renovated lab

space to add capacity in our welding program, due to both industry demand and increasing interest from students.

The manufacturing and healthcare sectors are two areas where the workforce is in high demand, and often well paid, but some careers in these fields are not top of mind when students are trying to determine a career path. If someone says they are a welder or a nurse, you probably have a good understanding of what their job entails, and what that education might look like. This isn’t necessarily the case for manufacturing technicians, machinists, ophthalmic technicians, and medical coders. These are great careers in fields that need skilled employees, but if no one knows these careers exist, it’s tough to fill that demand.

We’re working to shed light on some of these lesser-known, high-demand careers, and breaking down the stigma that a degree from a two-year college won’t get you anywhere.

Statewide, some of the occupations available with these degrees are expected to grow an average of 13.5% over the next 10 years, with median wages averaging nearly $29 per hour.

Here’s a look at some of those occupations:

Machinists: 7.6% growth, $25.70 per hour

Ophthalmic Medical Technicians: 10.2% growth, $28.83 per hour

Industrial Machinery Mechanics: 20.5% growth, $31.45 per hour

CNC Tool Programmers: 21.4% growth, $32.52 per hour

Medical Records Specialists: 7.7% growth, $25.87 per hour

Numbers from the Minnesota Department of Employment and Economic Development.

examples include the Livestock Indemnity Program, which covers livestock losses over normal mortality that occur as a result of an eligible weather event, such as a blizzard.

FSA also is working to address the lending challenges. We have a full service farm loan team who work one-on-one with producers providing operating loans and farm ownership loans. FSA also has funding available for facilities such as grain bins, hay storage sheds, grain handling equipment among other things.

QWhat new innovations are changing the way farming is done?

AThere are many new innovations that are changing the way farming is done. Climate changes have impacted farming immensely. However, new tools and technologies are available to help farmers combat the more extreme weather swings. Bio-technology in seeds has been developed to thrive in more extreme climates. Drought resistant varieties have made it possible to grow crops in areas where it was never possible. Cold tolerant varieties now make it possible to extend the growing season by planting crops in soil temps as low as 40 degrees. Crops have also been bred to be resistant to diseases and pests. This allows farmers to limit the amount of pesticides needed to keep a crop healthy.

Conservation practices have also become prevalent in farming. These include minimal tillage and no tillage practices, converting low production areas into wildlife habitats, use of buffer strips to mitigate water pollution, and cover crops to help limit erosion and provide nutrients back to the soils.

Precision Ag technology has also had a major impact on farming. Moisture sensors can be used to monitor moisture levels, that can then be used to guide irrigation. This allows producers to precisely irrigate only the areas in a field that need water and leads to water conservation. Drones can be used to monitor field conditions without the need to drive through a field and destroy crop cover. GPS systems in tractors can help minimize overlapping of rows, which helps minimize over spraying of fertilizers and pesticides.

In the dairy industry, robotics have been integral. Robotic milkers, calf feeders and alley scrapers have all allowed labor savings on dairy farms. With this technology, small farmers have been able to stay in business without having to hire additional labor. Though there is still a need for personal presence, the farmer is now able to concentrate more on managing and caring for his animals.

QWhat does the future of farming look like in Douglas County?

ADouglas County has a bright farming future. Locally, producers are embracing the challenges of farming and finding ways to overcome and adapt to those challenges. The future will be more efficient, sustainable and environmentally friendly, which will be necessary in the heart of lakes country. Douglas County has amazing farmers who care deeply about the communities they live in and making a difference in their industry. Groetsch from Page 27