citation
Ball, Cheryl E.; Ferraro, Lora; Rossi, Rebecca; & Schulz, Christina; et al. (16 authors). (2008, August 22). Who is the future employer? New Leadership Board of the Economic Development Council, Bloomington-Normal, IL.

abstract
Since the start of the decade, Bloomington‐Normal has watched neighboring downstate communities, including Decatur and Galesburg, respond to de‐industrialization, unemployment, and heightened anxiety about long‐term employment and quality of life for residents. We have been impacted far less
than these neighbors. However, Bloomington‐Normal residents, employers, and employees—including
this New Leadership Board and the Economic Development Council—must keep an eye on the national
trends affecting our economy, as well as steward a customized plan that maintains existing employers
while also attracting new ones to our region. We’re glad to be part of what promises to be an ongoing conversation within the Bloomington‐Normal
community and offer the EDC this report comprised of the following sections:

• Current Employers, with a focus on seven critical areas representing primary existing and newly emerging industries/professions.
• Proposal for Developing Future Employers, with corresponding Advantages and Disadvantages to our proposal.
• Summary

accompanying materials

• white paper
• powerpoint presentation

citation
Johnson, Matt; Ball, Cheryl E.; et al. (13 authors). (2008, November 14). Who’s the boss? New Leadership Board of the Economic Development Council, Bloomington-Normal, IL.

abstract
In “Future of the Workplace,” The New Leadership Board uncovered the quintessence of younger generational workers and its effects on the workforce: what motivates employees, the future employer, and what the future workplace will be. By addressing the conceptual aspects of how and where these generations work, it opens the discussion for more concrete recommendations, specifically, what can be done, and under what structure would they best work. That which motivates or deters an employee will most certainly affect what management structure they perform best within. Therefore, it is imperative that we acknowledge those characteristics to determine the foundation of our recommendations. In Management Structures, we look first to examine the history and nature of current structures. We will propose our insight and opinions as to the most effective model, and present recommendations, both to the EDC, as well as the general business populace, as to what forms of management structure and what other measures will help guide our economy in the future to greater prosperity.

accompanying materials

• white paper