OneVoice Maine Spring 2022

T H E O F F I C I A L M A G A Z I N E O F T H E M A I N E S TAT E C H A M B E R O F C O M M E R C E

Meeting Maine’s Workforce Challenge Growing local talent, attracting talent to Maine, and an opportunity for us to innovate

Now in its 4th generation, with 21 Locations and over 820 Employees Skip and Verna Hammond founded Hammond Lumber Company in 1953 with $50, a sawmill and two employees.

Today, 68 years later, with 800 employees and 21 locations, four generations stand together. At right: Skip and Verna Hammond (first generation). Far right: Don (second generation), Skip, Sadie (fourth generation) and Mike Hammond (third generation).

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Auburn • Bangor • Bar Harbor • Belfast • Belgrade • Blue Hill • Boothbay Harbor • Brunswick • Bucksport • Calais • Camden Cherryfield • Damariscotta • Ellsworth • Fairfield • Farmington • Greenville • Machias • Portland • Rockland • Skowhegan

HammondLumber.com

WELCOME

A Message from Chamber Leadership W E L C O M E T O T H E F O U R T H E D I T I O N of OneVoice Maine magazine! In our past editions, we

have honored Maine’s COVID heroes, remembered Maine business leader Woodrow Cross, and celebrated Maine’s heritage industries of fishing, farming, and forestry. In this edition of OneVoice Maine, we pay homage to Maine’s most valuable resource — its workforce. We are pleased to be able to present it to you.

CLIF GREIM Board Chair; President, Frosty Hill Consulting

For employees and employers alike, the pandemic transformed workplaces of every size and shape and in every region and sector. As we continue forward, this seismic shift in the world view of how we worked “before COVID” will shift how we work to meet the challenges of an “after COVID” workforce. While it is true that Maine and other states experienced workforce problems prior to the spring of 2020, these past several years have left a lasting imprint on how, when, and where we conduct business.

Developed before the pandemic, the 10-year Economic Development Strategy for Maine calls for growing local talent, attracting more people to Maine, and lastly, for innovation. Those three main goals haven’t changed in the face of the pandemic. In fact, they are perhaps even more relevant now as they were all those months ago.

Despite the lofty challenges Maine faces, it is important to recognize the lessons that we — as employers and as a state — have learned during this historic time. More so, there are real opportunities for us to carve out for our state, and solutions that can, should, and will help us meet these challenges head on.

Mainers are resilient, hard-working, and innovative. As you make your way through this edition, you will learn more about businesses, organizations, and partnerships that are working hard to help the State of Maine achieve these goals. They are already working to turn our workforce challenges into opportunities for Mainers.

DANA CONNORS President, Maine State Chamber of Commerce

Together, we can build the economy we all envision, with the jobs that people need to help achieve the success of their dreams. We hope this issue of OneVoice Maine illustrates the many diverse approaches to building a diverse workforce in our state to move Maine and its economy forward.

Furthermore, as we look to the future, through the lens of the economic strategy, we hope this edition inspires hope for the post-pandemic economy — one that will spur investment and innovation here for years to come.

American businessman, author and syndicated columnist Harvey Mackay is credited with saying: “Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business — and you can leverage that knowledge.” Our future success as a state depends on the knowledge and skills of our people and our long-term commitment to that investment.

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Maine State Chamber of Commerce

“The Voice of Maine Business” ADVOCACY

The Maine State Chamber of Commerce has the most respected advocacy presence of any business association in Maine. No other association covers as many issues with broad public policy implications as the Chamber. Covering workers’ compensation, health care, energy, tax policy, education, workforce development, environmental policy, and more, our team of advocates is the largest in the Statehouse.

ACCESS

AWARENESS

Through our various networking events, our more than 5,000 member businesses and their employees have numerous opportunities to share best practices and create solid business contacts each year. Our policy-oriented events also give members the opportunity to interact with issue experts, opinion leaders, and policy makers in a meaningful way.

Whether it’s our Impact newsletter, “The Bottom Line” podcast, “The Maine Take” livestream program, or our many other Newsroom resources including Daily Business Headlines emailed every workday morning, the Maine State Chamber of Commerce makes it easy for members to stay current on all of the important issues that impact Maine businesses and our state’s economy.

MEMBERSHIP MATTERS Someone has to speak up for Maine businesses. That’s where we come in. The Maine State Chamber of Commerce is here, because you have a business to run, product to produce, service to provide, people to employ, and a community to support. You cannot do all those things and make sure the Legislature in Augusta is acting in your best interests. We’re here to influence the outcomes in the Legislature, as well as provide you with information, programs, and events that are a real return on investment of your membership dues. We are taking care of business in Augusta, so that you can take care of yours.

128 State Street, Suite 101 Augusta, ME 04330-5630 (207) 623-4568 mainechamber.org ONE VOICE MAINE / SPRING 2022

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CONTENTS

.A MESSAGE FROM CHAMBER LEADERSHIP...........................2 .FEATURE STORIES Maine’s Economic Engine is Driven by Its People ............................6 Your Workforce Partner: Harold Alfond Center for the Advancement of Maine’s Workforce..............................................54 .MAINE VOICES Progress and Opportunities: A Message from Commissioner Heather Johnson and Commissioner Laura Fortman................................................. 16

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Maine State Chamber of Commerce

.HIGHLIGHTS Workforce Development: Fostering the Talent Pipeline Bridge Academy Maine .................................................................. 18 Solving Maine’s Workforce Challenge One Youth at a Time JMG (Jobs for Maine Graduates) ....................................................22 Made for this Moment The Roux Institute at Northeastern University..............................26 Workforce Development Partnerships Hold the Key to Success ................................................................30 From Play to Stay: How Three Families Made Maine Home ...........36 Educate Maine: Celebrating 10 Years of Building Maine’s Future Workforce through Policies, Partnerships, and Programs ............38 The Jackson Laboratory Supports Its Workforce through Childcare Partnerships .....................................................42 Talent Attraction and Retention in Maine: The Importance of Helping People Find Community .....................46

PHOTO: ADOBESTOCK.COM / CHEE-ONN LEONG

Contents

College

OneVoice Maine is a publication of the Maine State Chamber of Commerce

EDITOR-IN-CHIEF Dana Connors President PROJECT MANAGEMENT Angela Arno Director of Events & Programs CONTENT REVIEW Melanie Baillargeon Director of Communications Mark Ellis Membership Specialist Jen Webber Communications Consultant ADVERTISING SALES TEAM Melody Rousseau Sponsorship & Advertising Sales Manager Peter Gore Executive Vice President Linda Caprara Senior Government Relations Specialist Ben Lucas Government Relations Specialist Angela Ouellette Executive Assistant to the President Scott Samson Financial Coordinator Simon West Director of Human Resources DESIGN & PRODUCTION Sage Solutions

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Cover Photo: Dave Dostie Photography Photos were provided with permission from the subject of each profile, story, or article.

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ONE VOICE MAINE / SPRING 2022

5

F E AT U R E S T O R Y 6

Maine State Chamber of Commerce

MAINE’S ECONOMIC ENGINE IS

Driven by Its People Story by Melanie Baillargeon

A I N E P E O P L E A R E the state’s greatest asset, its greatest resource. For generations, Mainers have carried with them a reputation of hard work, ingenuity,

and

resourcefulness.

Throughout the state’s history, these traits have served Maine and her people well, creating a quality of life and a sense of place that adds value to both sides of the equation.

A G L I M P S E AT T H E D E M O G R A P H I C S Maine’s total population has not changed much in the past ten years. While it is no secret that Maine is the oldest state in the nation, our median age is 45 years of age, and 21.3 percent of our population is age 65 or older. The shortage of workers has been a concern for years, fueled largely by the approaching retirement age of the ONE VOICE MAINE / SPRING 2022

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8

Maine State Chamber of Commerce

PHOTO: DAVE DOSTIE PHOTOGRAPHY

F E AT U R E S T O R Y

Baby Boomer generation — and the stark reality that our

WITH A PLAN IN HAND

number of deaths now exceeds births.

The words of modern artist Pablo Picasso ring true for

Born between 1946 and 1964, early Baby Boomers

Maine’s post-pandemic economy: “Our goals can only

arrived in the workforce in 1964. According to data from

be reached through a vehicle of a plan, in which we

the Maine Department of Labor (DOL), Maine’s civilian

must fervently believe, and upon which we must vigor-

labor force expanded steadily between 1965 and ap-

ously act. There is no other route to success.”

proximately 2006, except for a dip during the recession

Since 2005 or so, Maine’s civilian labor force has

of the early 1990s. The Maine DOL also estimates that

stagnated and begun to trend downward. To address the

approximately two-thirds of the people who have left

impact of the pending worker shortage, Governor Janet

the labor force during the pandemic could likely be re-

Mills, in conjunction with several state departments and

tirees, corresponding with the later Baby Boomers who

a long list of key stakeholders released in November 2019

are now nearing retirement eligibility.

the 10-year Economic Development Strategy for Maine.

A post-pandemic report by the Maine DOL on

Built upon the pillars of nurturing of talent and support

Maine’s Employment Outlook to 2028 notes that the

of innovation, the long-term vision seeks to establish a

working-age population of current Maine residents is

diverse and sustainable economy for Maine through a

expected to modestly decline through 2028 as more

great quality of life and good jobs for all Mainers.

baby boomers reach retirement. It goes on to say that

Just three months after the plan was released,

continued net in-migration to the state is expected to

Maine’s economy — like economies around the globe

moderate this as some people opt to leave major met-

— was sent into a spiral with the arrival of the corona-

ropolitan areas for places of less density in the after-

virus. As a result, the three goals outlined in the plan —

math of the pandemic.

grow wages by 10 percent; increase productivity by 10

The worker shortage for those under retirement age was also particularly divided by educational attain-

OPPOSITE: Holiday festivities in December 2020 offered messages of hope and community throughout Augusta.

percent; and, grow the workforce by 75,000 — became intensely more imperative.

ment and gender. Younger workers with lower educa-

Throughout the pages of this edition of OneVoice

tional attainment tend to fill the jobs that were most

Maine, you will learn more about the creative ways or-

impacted by the shutdown and recovery. Job loss has

ganizations and employers across Maine are working

been somewhat greater among women than men, large-

toward meeting the goals using the report’s seven core

“ Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.”

— PA B L O P I C A S S O ly due to challenges related to caring for children or

strategies that aim to grow talent in Maine; attract new

aging parents during the pandemic.

talent to the state; promote innovation; improve con-

Mothers who once worked while their children were at school were now caring for and assisting children

nectivity; bolster infrastructure; maintain a stable business environment; and promote hubs of excellence.

with remote schooling and compensating for child care closures. Nationally in 2020, according to data from the

A DIFFERENT KIND OF RECESSION

Board of Governors of the Federal Reserve System, 22

From a historical perspective, the 2020 recession was

percent of all parents were either not working (9 per-

both the deepest and the shortest (two months) on re-

cent) or working less (13 percent) due to disruptions to

cord. However, the 2020 recession was definitely differ-

child care or education.

ent from anything we’d seen before. Job losses during

Along with the decrease in jobs, the pandemic

the Great Recession in 2007 were severe and pro-

caused a sharp decrease in labor force participation

longed, and it took nine years for those jobs to recover

since February 2020. The share of the age 16 and over

to post-recession levels. Although the initial job losses

population in Maine in the labor force decreased 2.2

that began in February 2020 were sharper than any of

percentage points — that’s 25,000 fewer people — to

the previous seven recessions, according to econom-

60.2 percent in December.

ic data, the recovery began much sooner and neared ONE VOICE MAINE / SPRING 2022

9

F E AT U R E S T O R Y

sought housing in less densely populated,

Maine’s leisure and hospitality sec-

less urban areas, fueling an increased de-

tor was the hardest hit at the onset of

mand for new residential construction in

the pandemic — losing nearly 60 per-

Maine. Likewise, the demand for renova-

cent of Maine’s leisure and hospitality

pre-pandemic levels in a much shorter

tion projects increased for those workers

jobs from February to April 2020 — and

timeframe.

spending more time at home.

remains the economic sector still strug-

The construction and manufacturing

10

gling to rebound to its pre-pandemic

sectors often provide significant reces-

A M AT T E R O F N E C E S S I T Y

employment levels. As vaccines became

sion and recovery indicators as well — tra-

Economists credit federal support as be-

widely available in the spring of 2021

ditionally seeing losses in jobs as the de-

ing crucial to staving off what could have

and many households increased spend-

mand for housing and goods decreased.

become far dire economic consequences.

ing on travel, at restaurants and bars, at

Construction jobs shed in the spring

Yet, for many of us, the situation was dire

concerts and sporting events, employ-

of 2020 rebounded quickly to above

enough. Disruptions to income, business

ers in the leisure and hospitality sector

pre-pandemic levels; the manufacturing

services, education, health care, and sup-

sought to quickly increase staffing lev-

sector had a similar experience. Many

ply chains threatened the very survival of

els. However, the speed at which those

with the ability to work from anywhere

employers and employees alike.

employers needed to hire was not met

Maine State Chamber of Commerce

PHOTO: HEART OF BIDDEFORD

ABOVE: Storefronts throughout downtown Biddeford proudly displayed banners to welcome patrons and easily indicate that they had reopened.

OneVoice Maine AT&T is proud to partner with the Maine State Chamber of Commerce by sponsoring OneVoice Maine Magazine.

All across the Nation and in Maine, we as a company empower connections that help to build a better tomorrow. with a rebound in labor supply of equal magnitude. Overall, the size of Maine’s labor force has decreased by 3.1 percent compared to just before the pandemic.

The pandemic suddenly highlighted services that once were luxuries and

AT&T along with Maine Businesses are a backbone of the community, contributing to Maine's economy and workforce during these challenging times.

elevated them sharply to the role of necessities. Many households scrambled to secure reliable, consistent broadband connectivity to continue work and school — and many employers helped keep their employees connected.

Higher total wages spread across fewer jobs drove the average wage per job up sharply in the pandemic era — and while wages have increased, so has infla-

© 2020 AT&T Intellectual Property. AT&T, Globe logo, and DIRECTV are registered trademarks and service marks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks are the property of their respective owners.

ONE VOICE MAINE / SPRING 2022

11

ty will continue to be problematic. At its

ing it as an employee recruitment tool,

gains less robust. Despite these wage

most basic, Mainers currently have few

while others are better suited to a central

gains, Maine (<$60k) still lags both the

options for housing — whether they are

workplace environment.

Nation (<$65k) and New England (>$77k)

buying or renting.

In late September 2021, the Maine DOL’s Center for Workforce Research and

in median household income.

THE RISE OF TELEWORK

Information published an article entitled

tions created an environment where em-

Remote work, or telework, might be

The Effects of the COVID-19 Pandemic

ployers must now compete to attract and

the biggest workplace trend of the pan-

on Maine’s Labor Market and Workforce.

retain employees. Dubbed “the great res-

demic. According to a national survey of

The article speculates about the long-

ignation,” workers were leaving for other

businesses by the U.S. Bureau of Labor

term ripple effects of the permanent

jobs in search of better compensation,

Statistics, approximately 27 percent of

adoption of telework, which may result

better work conditions, a reignited sense

businesses in Maine reported that they

in decreased demand for commercial of-

of purpose, or a host of other reasons.

increased telework during the pandemic

fice spaces, as well as for a variety goods

The current tight labor market condi-

Mainers have long valued quality edu-

— accounting for 263,000 jobs in Maine

and services typically consumed by a

cation and child care, and their importance

— slightly below the national average of

commuting workforce near their place

beyond building the workforce of tomor-

31 percent.

of work, such as coffee shops and restau-

row became clearer during the pandemic.

Maine DOL identified more than

rants, dry cleaners, fitness centers, etc.

With an estimated 25,000 Mainers out of

160,000 Maine jobs for which telework

The continued labor market recovery of

work due to a lack of child care during

would easily substitute in-person work.

sectors most affected will depend upon

the pandemic, it quickly became apparent

However, in contrast, the benefits of

that schools and child care centers were a

telework do not translate well for more

critical support for working families. The

than 400,000 other Maine jobs. Many

public and private education systems re-

of the occupations that lend themselves

sponded to many social and educational

well to telework are performed in an of-

needs in the early days of the pandemic

fice environment and often require high-

— from food security to the availability

er levels of educational attainment — 59

of technology to broadband connectivi-

percent typically require a high school

ty. The lack of available day cares can be

diploma or higher and 51 percent require

attributed to factors such as pandemic-re-

a bachelor’s degree or higher.

Dubbed “the great resignation,” workers were leaving for other jobs in search of better compensation, better work conditions, a reignited sense of purpose, or a host of other reasons. lated day care closures and lack of avail-

It is also worth noting that work-

able workers. Many of Maine’s child care

ers between the ages of 40-54 were the

centers still need employees to meet the

most likely to telework, and those age 65

needs and demands of working families

and above were the least likely.

across the state safely and effectively.

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The benefits and disadvantages of

Housing costs have increased sharp-

telework likely vary by employer and in-

ly as demand has rapidly outpaced sup-

dustry, depending on workplace culture

ply, limiting the options of available

and the leadership and supports in place

housing for workforce attraction efforts.

to build a productive, successful team.

As the Federal Reserve Bank raises inter-

Some companies are considering mak-

est rates to curb inflation, demand for

ing it a permanent component of their

housing may cool as well, but affordabili-

workplace culture and are actively us-

Maine State Chamber of Commerce

THIS PHOTO: : Brothers Dick (right) and Tom (left) LaCasse are among the few cobblers left in New England, keeping the dying art of shoe repair alive in Maine. Inside Tom Finn Shoe Repair on downtown Augusta’s Water Street, Tom uses the 70-year-old Singer sewing machine he inherited from his father, who started LaCasse Shoe Repair in the 1940s.

PHOTO: DAVE DOSTIE PHOTOGRAPHY

F E AT U R E S T O R Y

tion, making an individual’s economic

the extent to which consumers and work-

performance the next time.” The pan-

economy will ultimately be better for it.

ers reengage in economic activities to the

demic showed us which systems need

While we wait to reap the rewards of

same capacity as before the pandemic.

reinforcement, which jobs needed ad-

those long-term investments, we should

A Maine DOL report on Maine’s Em-

aptation, and which resources needed

not discount the positive outcomes that

ployment Outlook to 2028 notes that

strengthening. As a state, we would be

the pandemic had on our communi-

recent investments by many businesses

remiss if we did not assess the lessons of

ties. From the outset of the pandemic,

in tools to help their staff work remotely

the past two years - and use those les-

citizens in communities across Maine

and to effectively communicate, both in-

sons to our advantage as we better posi-

scrambled to support those employers

ternally and externally, as well as changes

tion ourselves for the road ahead.

hardest hit by the initial shutdown —

in policies by many employers, are likely

Significant efforts are underway

to be more favorable to remote work in

to build a wide and reliable broadband

largely those in hospitality and retail.

There are countless stories of neigh-

the years ahead.

infrastructure, to address the critical

bors helping neighbors, of local gov-

workforce needs for quality early child-

ernments supporting local businesses,

S I LV E R L I N I N G S

hood care and education at all levels,

and of business owners nimbly redefin-

In the words of civil rights activist Mal-

and to strengthen those jobs now con-

ing their business models. For example,

com X, “There is no better teacher than

sidered frontline workers and essential

several campaigns were initiated to pur-

adversity. Every defeat, every heart-

employees. These basic needs will be

chase gift cards for later use as a tangible

break, every loss, contains its own seed,

improved through appropriate action

way to assist merchants with potential

its own lesson on how to improve your

and committed investment, and Maine’s

cash flow issues. Supply chain disrup-

ONE VOICE MAINE / SPRING 2022

13

F E AT U R E S T O R Y

tions also prompted folks to frequent

include a modern point of sale system.

grant program that provided temporary

farmers markets and local food produc-

“The forced shut-down of the pandem-

relief to small businesses affected by

ers during this time.

ic finally gave them time to do some of

COVID-19 quarantine closures in each

the things they’d been thinking about

city’s downtown districts. Using seed

S M A L L B U S I N E S S E S , B I G I M PA C T

for a few years,” noted Delilah Poupore,

money reallocated from their own oper-

According to the 2021 Small Business

executive director at Heart of Biddeford.

ating budgets, the organizations reached

Profile for Maine produced by the U.S.

“With their long-time loyal customers

out to larger businesses and financial

Small Business Administration, there

returning and so many new residents

institutions in the area. From there, pri-

are 150,593 small businesses in Maine,

moving into the downtown, they are

vate support grew quickly, raising almost

accounting for 99.2 percent of Maine

thriving right now.”

$35,000 in just a few days and reaching

businesses. They represent some 293,313

The increase in outside seating was

nearly $50,000 in 10 days or so. Team

small business employees, approximate-

a boost for many eateries and their com-

EJP even matched individual donations

ly 58 percent of Maine employees. In

munities, but in several cases, ordinance

dollar for dollar! With the Maine Down-

downtowns and rural business districts

changes at the local government level

town Center acting as the fiscal sponsor,

across the state, the role of Maine’s small

were needed. In Augusta and Biddeford,

the fund awarded up to $3,000 for busi-

employers in their local economies in-

local government extended a program

ness-related expenses including pay-

tersected on a grand scale with their

to allow curbside dining so multiple

roll, utilities, rent, mortgage payments,

place in the global one.

businesses extended onto sidewalks and

insurance, and products directly used

“The City of Augusta was very pro-

even parking spaces. The City of Augusta

in production of a product for sale. The

active with its communications, and

concentrated public picnic tables along

fund closed in June 2020 after awarding

that early notice gave downtown mer-

the Kennebec River and throughout the

a total of $48,370 to 21 businesses in the

chants the ability to implement plans in

parks in the downtown district to en-

downtowns of Gardiner and Augusta.

response to the shutdown and ensuing

courage takeout dining.

“The whole process was just re-

protocols,” said Michael Hall, executive

Likewise, Biddeford employed some

markable,” recalls Hall. “We went from

director for the Augusta Downtown Alli-

creativity to encourage patronage de-

concept to fundraising to meeting our

ance (ADA). “In four days or less, the ma-

spite the limits on capacity. “We defi-

merchants’ needs in just over a week’s

jority of our restaurants and merchants

nitely saw a huge increase in visitors last

time — before the federal PPP loans were

had implemented processes for takeout,

summer because our six most popular

released. The regional collaboration be-

curbside, and delivery. They reinvented

restaurants all had outdoor dining,” ob-

tween Augusta and Gardiner was a cata-

themselves through social media cam-

served Poupore. “In addition, Heart of

lyst for other combined regional initia-

paigns and found creative ways to pack-

Biddeford created a ‘Mid-Town Court,’

tives. It was definitely a shining moment

age and showcase their offerings. Small

which worked like a mall’s food court.

during a dark time — a real win for us all!”

businesses like these have the advantage

People could bring their take-out food

For downtown Biddeford, eight re-

of being nimble and responsive so they

to dine with us. Even take-out alcohol-

tail businesses opened downtown during

“It is not the strongest of the species that survive, nor the most intelligent,

but the one most responsive to change.” — C H A R L E S D A R W I N can pivot faster than larger entities.”

14

ic beverages were allowed because we

the pandemic. “You can now convenient-

Some merchants took the time as

staffed it and obtained proper permits

ly park your car and visit multiple wom-

an invitation to reset and reimagine.

from the state. At certain points during

en’s clothing stores, home goods, and a

Reilly’s Bakery, a fourth-generation, fam-

the

like

men’s clothing store,” noted Poupore.

ily-owned bakery in the heart of down-

Round Turn Distilling had most of their

“There’s a great range of offerings, and

town Biddeford, used the opportunity

customers sitting outdoors with us.”

right now, downtown Biddeford is more

shutdown,

establishments

to make long-awaited physical improve-

In April 2020, leveraging the strength

ments during the start of the pandemic

in collaborative partnerships, the Augusta

In 2020, downtown Augusta wel-

— brightening up the shop, emphasizing

Downtown Alliance and Gardiner Maine

comed eight new business for a net gain

outside signage, upgrading their website,

Street launched the Kennebec Valley

of six new ventures. Miraculously, this

and updating their ordering system to

Downtown Relief Fund, an emergency

downtown district saw no loss of mer-

Maine State Chamber of Commerce

occupied than it has been in decades.”

PHOTO: DAVE DOSTIE PHOTOGRAPHY

THIS PHOTO: The community celebrates Halloween 2021 as life returns to downtown Augusta during their traditional trick-or-treat block party.

chants in 2021 and enjoyed a gain of 12

demic phase in the fight against COVID-19,

and challenges for Maine’s workforce

new businesses as renovation projects

widespread global vaccinations will be

— wars, pandemics, demographic shifts,

were completed and new spaces were

necessary to bring the public health cri-

and industrialization, to name a few. To

filled. “The residential side of down-

sis under control, while simultaneously

move forward from here successfully, we

town tenancy was just as strong,” Hall

addressing the corresponding economic

will need to carry with us the lessons of

observed. “Building owners were able

crisis. To overcome the worker shortage,

the past few years. Is telework here to

to keep residential space filled, and we

Maine will need to reinvigorate its efforts

stay, and how will it impact commercial

gained and filled 23 new units within

to attract and retain working age people.

real estate and services that depend on

three weeks of the completion of the

Increased in-migration of work-eligible

in-person jobs? Will workplace flexibili-

Vickery building project and another

people will require focused attraction

ty be listed as a top employee benefit or

nine units before the completion of the

and retention efforts to entice workers

a fleeting fad? Will long-term employee

Purington building renovation. It’s re-

from other parts of the nation, as well as

recruitment efforts be successful, or will

markable to consider that there are cur-

immigrants from around the globe, while

lack of housing and child care stymie

rently no residential vacancies.”

simultaneously cultivating our existing

them? Perhaps only time will tell which

talent. We will need to employ initiatives

lessons from the coronavirus pandemic

WHERE WE GO FROM HERE

to promote justice, equity, diversity,

have made us successful.

Charles Darwin made this observation

and inclusion as valued components of

National and global economic con-

about survival: “It is not the strongest of

Maine’s workplace culture. We do not yet

ditions remain increasingly uncertain.

the species that survive, nor the most in-

know the extent to which the pandem-

Yet, if we’ve learned anything in the un-

telligent, but the one most responsive to

ic and other factors may prompt people

certainty of the past few years, it is that

change.” And perhaps, through the lens

to move to Maine. However, if there is a

we are equipped with the knowledge

of the pandemic recovery, we have found

large upswing in-migration to the state,

and skills to mitigate the damage, the

the silver lining — In learning to do things

the size of the labor force may not con-

resilience and innovation to face the

differently, we have adapted to the forces

tract at all.

challenges, and the ability and resource-

put upon us and come out stronger.

As we continue to move into the en-

There are many moments in history that have presented both changes

fulness to do the hard things to build something better.

ONE VOICE MAINE / SPRING 2022

15

HIGHLIGHT

WORKFORCE DEVELOPMENT:

Fostering the Talent Pipeline

Written by Brian Langley, A M A R C H 3 R D 2 0 2 2 B R O O K I N G S article strikes Executive Director, with the headline “The pandemic has had devBridge Academy Maine astating impacts on learning. What will it take to

the business community? Our students will be

help students catch up?”1 In the article’s open-

How can we help high school seniors with

ing it asks, “As we reach the two-year mark of

their transition? Will they be applying to the best

the initial wave of pandemic-induced school

post-secondary option for them? How does a stu-

shutdowns, academic normalcy remains out of

dent who has been devoid of normal activities

reach for many students, educators, and par-

over the past two years find their pathway to a

ents.” We know that here in Maine the last two

high wage/high demand job here in Maine? Equal-

years have wreaked havoc on our students. Many

ly as important for employers, can we find a skilled

students don’t believe there is a future for them

workforce that will be happy and productive and

here in Maine or anywhere else. The numbers of

help reduce turnover and increase productivity?

18

Maine State Chamber of Commerce

high school.

students who have checked out of their educa-

Now more than ever, it is critically import-

tion is staggering.2 As employers, in the business

ant to try to match two factors: requirements of

community, how do we help at a time when pub-

the job and the needs and desires and abilities

lic education needs all the help it can get from

of the worker.

1 https://www.brookings.edu/blog/brown-center-chalkboard/2022/03/03/the-pandemic-has-had-devastating-impacts-on-learning-what-will-it-take-to-helpstudents-catch-up 2 https://www.washingtonpost.com/education/2022/01/30/public-education-crisis-enrollment-violence/

PHOTO: BRIDGE ACADEMY MAINE

ABOVE: From left to right, front row: Amy Boles, Director, Hancock County Technical Center, Ellsworth; Ali Worster, VP Human Resources, Northern Light Health; Pilar Burmeister, Chair Nursing Department, Eastern Maine Community College; Deb Sanford, VP and Chief Nursing Officer, Northern Light Health; Amanda Peterson, Director, United Technologies Center, Bangor.

Back Row: Wayne Burton, EdD, Interim President, Eastern Maine Community College; Brian Langley, Executive Director, Bridge Academy Maine

looking for opportunities post-graduation from

There is a tool available to help. The World of Work

Alaska have a higher-than-average affinity for the out-

Inventory is the three-dimensional assessment tool

doors. Capitalizing on the special nature of Maine is

used by Bridge Academy Maine and the Maine Depart-

extremely important if we are to demonstrate to our

ment of Labor. The assessment tool is very effective as

youth that not only can they stay in Maine but there is a

it listens to the inner voice of the learner to ferret out

high wage-high demand job for them here.

career training potentials, career interests, and job sat-

Just telling students is not enough. In a Harvard

isfaction indicators needed to identify a suitable path-

Business Review article, “The Biggest Hurdles Recent

way into the workforce. It addresses:

Graduates Face Entering the Workforce,”3 the author

Just because you are interested in something

identifies “the very significant, but typically underem-

doesn’t mean you’ll be good at it.

phasized, cultural transition between college to the

Just because you are good at something

professional world. We find in our research that this

doesn’t mean you’ll like using that skill as the

culture shift plays out along at least three key dimen-

basis for your career.

sions: feedback, relationships, and accountability.”

Even if you are good at something and like it,

Students are struggling with interpersonal relation-

you need to make sure that your personality

ships after two years of remote learning, social distanc-

fits the job.

ing, and masks that hide facial expressions. Feedback has been difficult as educators were very cognizant of

Career Training Potentials assess a learner’s ver-

the stressors the pandemic put on students and their

bal, numerical, mechanical and organizational abilities

families, especially those in poverty. Accountability

along with spatial and abstractions. The Career Interest

standards were relaxed as the Brookings research has

Activity asks the learner to rate aspects of work that

also shown that “in addition to surging COVID-19 cas-

fall into categories such as public service, the sciences,

es at the end of 2021, schools have faced severe staff

engineering, business and managerial, bench work, pri-

shortages, high rates of absenteeism and quarantines,

mary outdoor* (people in Maine and Alaska score very

and rolling school closures. Furthermore, students

high), and other Department of Labor classifications.

and educators continue to struggle with mental health

Questions designed to help the learner understand

challenges, higher rates of violence and misbehavior,

what job satisfaction indicators best fit them is the last

and concerns about lost instructional time.”4

component of the three-dimensional assessment. Job

Bridge Academy has a concrete example of meet-

Satisfaction Indicators are the pieces that make the

ing these new needs. In March, Northern Light, East-

job enjoyable for the worker. It reveals if a person for

ern Maine Community College, United Technologies

instance, likes repetitive work or work that is varied,

Center, Hancock County Technical Center, and Bridge

whether they like to work under their own direction or

Academy Maine partnered to create a Nursing Pathway

the direction of others. Does a job with lots of creative

Partnership. This partnership aligns programming and

outlets or work that is highly structured with the pres-

creates a mentoring process that clearly articulates that

sure of deadlines make for a happier worker?

there is a pathway to a job as a nurse in Maine.

Bridge Academy Maine works with its partner Ca-

The plan is for students to take the WOWi assess-

reer and Technical Education Centers (CTEs) in Maine

ment to identify those whose career recommendations

to help students identify interests with the World of

include health care. Students will enroll in Allied Health

Work Inventory. Helping students identify an appropri-

or Health Occupations programs at the technical cen-

ate pathway is but the first step. Counseling is critical

ter. Students then attend the Bridge Academy Maine

to help students navigate the education system, which

healthcare summer academy where the broad depth

at times is formidable. Training for adults to counsel

of opportunities are explored. Starting in the fall stu-

the assessment taker is critical to guiding the student

dents attend their CTE program where they develop

as they develop their plan. Next, business and industry

core nursing skills. The CTE connection is extremely

can be more involved earlier in the pathway to show

important as feedback, relationships, and accountabili-

students there is a bright future for them here in Maine.

ty are the hallmarks of Career and Technical Education.

Mentioned earlier, Maine and Alaska skew the na-

Northern Light nursing administration has stated that

tionwide norms for the WOWi, as people in Maine and

nurses who started out as CNA’s make the best nurses

3 https://hbr.org/2019/04/the-biggest-hurdles-recent-graduates-face-entering-the-workforce 4 https://www.brookings.edu/blog/brown-center-chalkboard/2022/03/03/the-pandemic-has-had-devastating-impacts-on-learning-what-will-it-take-to-help-students-catch-up/ ONE VOICE MAINE / SPRING 2022

19

due to the experience, they receive in patient care. The

inner voice of students through the WOWi assessment,

CTE pathway to becoming a nurse is often overlooked.

counseling and exposing students to the career rec-

This partnership will change that.

ommendations listed in their profile. Students enroll

During the school year, Northern Light will provide

in CTE programming, and Bridge Academy Maine along

opportunities for students to learn how the healthcare

with dual enrollment courses offered by the Universi-

system works. As an example, incoming students could

ty of Maine and the Community College. The business

be hired to work in patient transport. Students then

community partners with industry specific CTE pro-

can work as CNAs while attending nursing school. All

grams to provide mentors and valuable work experi-

along the pathway students are mentored by their CTE

ence. Feedback, relationships, and accountability, the

instructor, classroom teachers, and healthcare staff.

hallmark of CTE, prepares students for the transition

Students simultaneously are taking University of

to higher ed and beyond. Our higher ed partners pro-

Maine and EMCC courses to shave a year off nursing

vide the next available slot for students who are college

school and the costs associated. If a student success-

proven. All the components of this model already exist

fully completes all the requirements, Eastern Maine

in Maine. The question is can we leverage and align all

Community College will guarantee the student the next

the components into a streamlined pathway to a high

available slot in their nursing program. Upon graduation

wage-high demand job that allows our youth to live and

and passage of nursing boards and if hired by Northern

work in Maine? I believe we can! Bridge Academy Maine

Light, students can get tuition assistance to complete

working with the Maine State Chamber of Commerce,

a bachelor’s degree.

our CTEs, university and community college systems to

This model has tremendous value. Students get the

replicate this model in other industries in Maine is our

supports they need to develop college success skills

next step. Not only is this model a way to address our

while in the safety net of high school which reduces the

workforce needs but this model also is supported by

dropout rate in college. By the time a student graduates

the Brookings research.

from high school, they know what they are getting in to, have industry credentials and are college proven. Stu-

Brian Langley is the Executive Director of Bridge

dents complete their nursing degree in two years rather

Academy Maine, former CTE instructor, former Senate

than three and incur little or no student debt. This is

chair of the Education and Cultural Affairs Committee

how we address the workforce shortage in Maine.

and Chair of the Education and Workforce subcom-

In conclusion, this model starts by listening to the 20

Maine State Chamber of Commerce

mittee of the Maine State Chamber.

PHOTO: BRIDGE ACADEMY MAINE

HIGHLIGHT ABOVE: Standing: Pilar Burmeister; Simon West, Maine State Chamber of Commerce; Dana Connors, President, Maine State Chamber of Commerce Seated: Wayne Burton EdD, Amanda Peterson, Amy Boles, Ali Worster

FAME

Hodgdon Yachts

“Thanks to FAME’s programs, Hodgdon Yachts was able to increase production and jobs in Maine.”

Tim Hodgdon Owner & CEO

Helping Maine Businesses Succeed Since 1983

1-800-228-3734

•

FAMEmaine.com

7-Time Winner, Best Places to Work in Maine (2015–2021)

ONE VOICE MAINE / SPRING 2022

21

HIGHLIGHT

SOLVING MAINE’S WORKFORCE CHALLENGE

One Youth at a Tıme

Written by Kim Lipp, A S A Y O U N G A D U LT, Victoria Boone had few Executive Vice President, JMG career aspirations.

it and the only one that provides a continuum

“I didn’t have a plan,” Victoria recalls, “I

through high school, through post-secondary

lived day by day.” High school was one of the

education, and on to careers. Each year JMG

lowest times in her life. Her family was unstable.

serves over 10,000 students across 150 programs

She moved from one house to another, just fo-

in every Maine county.

22

Maine State Chamber of Commerce

cusing on getting through each day. The pros-

JMG guides students like Victoria, who face

pect of landing a good job or going to college

barriers to education, toward meaningful ca-

was “scary.” “It all seemed so far out of reach.”

reers and productive adulthoods. JMG supports

Victoria was at risk of joining the thousands

youth and young adults up to age 26 as they earn

of young adults who are not in school or in the

post-secondary credentials and find their foot-

labor force.

hold in the job market. Utilizing an intensive ap-

Instead, in her sophomore year of high

proach, built on student and Specialist relation-

school, Victoria enrolled in JMG and met JMG

ships like Victoria and Tara’s, JMG’s approach

Specialist Tara Gray. “Ms. Gray changed and

is based on a seemingly simple idea — that the

shaped my life in ways I can’t even explain… She

more connected youth are to possible careers,

helped me understand I had a future, and my

the more engaged they will be in their path to

life could be different from my parents’ lives.”

realize those careers, and the more successful

Today, Victoria is a valued employee, a college graduate, and one of more than 70,000 youth JMG has helped since 1993.

JMG is Maine’s largest education non-prof-

they will be in their adult lives.

The JMG strategy to youth and workforce development is anchored by its close collaboration with Maine businesses. JMG youth are

PHOTOS: JMG STAFF

ABOVE: JMG College Success Students OPPOSITE PAGE: JMG Graduate Victoria Boone

of support for students from middle school

ONE VOICE MAINE / SPRING 2022

23

HIGHLIGHT

Exposed to possible careers using tools such as their Maine Compass Career Collaborative platform; they Explore careers through a variety of interactions with employers, including career fairs and informational interviews; and they Experience what those careers are like through job shadows, internships, and mentorships.

This approach benefits both Maine youth and the Maine business community. As Maine strives to recover from COVID-19 and faces the tightest labor market in recent history, the need for qualified workers has never been greater. The pandemic worsened labor shortages and further disconnected many youth from school and employment opportunities. The opportunity gaps that existed prior to COVID are now wider. This is especially true for students from low-income backgrounds and those facing inequities due to race, ethnicity, and gender identity.

Four JMG programs are particularly relevant to Maine’s efforts to address its workforce needs and reinvigorate its economy following COVID: 1 . JM G WO R KFO R CE LI A I SO N S JMG works directly with Maine employers to help them recruit and retain older youth and young adults as employees. This partnership is most tangible at MaineHealth, where a full-time JMG Workforce Liaison connects JMG students to careers and paid training opportunities such as Certified Nursing Assistants, Medical Assistants, and other occupations.

A simple idea: the

more connected youth are to possible careers, the more engaged they will be in their path to realize those careers,

and the more successful they will be in their adult lives.

2 . JM G WO R KFO R CE CR E D E N T I A LS O F VA LUE

nancial literacy and entrepreneurship, which also count

JMG’s partnership with employers provides unique in-

as college credit. With help from the Maine Chamber

sight into the knowledge, competencies, and skills they

and feedback from employers, JMG and Thomas are

most need. Often it is a suite of competencies rather

developing seven additional badges that reflect skills

than a two- or four-year college degree. Likewise, stu-

needed for immediate employment opportunities.

24

recognizes their skills even if they have not earned a

3 . ASPIR E - DISTR ICT-WIDE CA R E E R PR E P P RO GR AMS

full college degree. This is particularly important for the

In Gorham, Bucksport, and soon Skowhegan, JMG works

many young adults who take a circuitous path through

with school administrators and local businesses to pro-

education and employment.

vide a suite of career-prep opportunities to all students

To address both needs, JMG has created an innova-

in these districts. These Aspire programs are funded by

tive framework of short-term career readiness badges

the MELMAC Education Foundation, and include men-

in partnership with Thomas College. These badges al-

torships, internships, job shadows, and other career-cen-

low students to document their mastery of skills as they

tric experiences. The magic of Aspire comes from the

learn them. Two JMG badges are available today, in fi-

idea that everyone — from bus drivers to teachers to ad-

Maine State Chamber of Commerce

PHOTO: JMG STAFF

dents often need a flexible credentialling system that

ministrators — shares and works toward the same goal

partnership with DHHS to provide HOPE/PaS Pathway

of helping the region’s youth prepare for successful ca-

Navigation support services. As Maine continues to

reers after high school. As part of the Aspire program,

address its serious demographic and workforce chal-

JMG helps convene groups of local business leaders who

lenges, these JMG programs will serve as critical means

align the skills needed in their industries with the educa-

to connect Maine youth with businesses in intentional,

tional content taught in schools by participating in talks

structured, and supported ways.

with students about career skills and job opportunities.

ABOVE: JMG College Success Students

For Victoria, when the pandemic worsened her already strained finances, JMG was again there for her.

4. PATH WAY NAV I GATO R S

“When money was tight, I accessed JMG Emergency

For older youth who are not enrolled in college and

Funds to help me pay for classes, textbooks, living ex-

underemployed, the Harold Alfond Foundation funds

penses, car repairs and so much more.” Victoria stayed

a team of JMG Pathway Navigators to help find imme-

on her path. She completed two internships, received

diate career opportunities and, if necessary, relevant

a certification in Mental Health Rehabilitation, and

post-secondary training. Unlike traditional school or

earned a bachelor’s degree in Psychology.

campus-based services, JMG Pathway Navigators sup-

“My life has completely changed because of JMG,”

port students statewide, no matter where they live.

she says. “The resources JMG has provided have made

Navigators also have at their fingertips a catalog of job

all the difference.” Today, Victoria is an Adult Case Man-

openings and training programs to help guide youth,

ager in Eastern Maine. Her success benefits not just her,

a service particularly important for youth who need to

but her employer, her clients, her community, and the

leave college for any reason. JMG has just started a new

state’s overall economy.

ONE VOICE MAINE / SPRING 2022

25

HIGHLIGHT

Made for this Moment HOW THE ROUX INSTITUTE’S UNIQUE MODEL IS SPURRING TECH TALENT AND INNOVATION IN MAINE

I N J A N U A R Y 2 0 2 0 , a unique model for

neurs looking for a startup friendly eco-

learning and research launched in Port-

system. These promises are all in service

land, Maine: The Roux Institute at North-

of bringing much needed talent and in-

eastern University. It was the shared vi-

novation to Maine’s aging population

sion of Maine native and entrepreneur

and lagging economy.

David Roux and his wife Barbara, and

But what sets the Roux Institute

Northeastern University, a global re-

apart is how it delivers on those prom-

search university with a reputation for

ises. From day one, the Roux enterprise,

bringing innovation to higher education.

with its dedicated partnerships team, was

The Roux Institute vision’s is to be an

laser focused on having employers join

26

Maine State Chamber of Commerce

promises: graduate education aligned

partners on board, including L.L. Bean,

with high-growth fields and the skills

Wex, and The Jackson Laboratory, all eager

employers want; a world-class hub for

to see what we could accomplish together.

research in realms like artificial intelli-

Fewer than three months after launch,

gence, digital engineering, and advanced

the COVID-19 pandemic hit; on March 15,

life sciences; and support for entrepre-

Maine’s governor declared a Civil State

PHOTO: RYAN BENT

Written by Chris Mallett, engine for economic impact in Maine and us to co-create the learning and innovation solutions Maine needs. At our launch Chief Administrative Officer, New England and to lift people’s lives.

At the core of this model lie three event on January 27, we had 10 employer The Roux Institute at Northeastern University

of Emergency. For many organizations as new as ours, there would have been no path forward. But it was precisely because of our partnership model that we were able to advance the Roux Institute mission as planned — working with businesses, organizations, and government officials to help them navigate the unprecedented uncertainty ahead.

The pandemic, in fact, created opportunities ripe for what we offer. Remote work suddenly allowed people across the state to work in fields that required new skills. Displaced employees adopted a “no time like the present” mindset, seeing an unexpected opportunity to pivot to a new track. Ex-pat Mainers saw a chance to return to their home state and pursue a promising career. Executives placed new emphasis on digital transformation, underscoring the importance of competencies like agility and innovation. And organizations forced to innovate at an accelerated pace, often with fewer resources, were eager to partner to find creative solutions.

“The Roux Institute became even more mission critical for Maine,” says Margaret Angell, the institute’s head of partnerships and operations. “Because

more important than ever. Roughly 47 million Americans quit their jobs last year, according to the U.S. Bureau of Labor Statistics, creating a pool of people eager to earn new skills to change career paths. Meanwhile, employers doubled down on retention efforts, recognizing the need to upskill their teams. In fact, a joint survey from Gallup and Amazon found widespread interest among workers in their employers providing that upskilling, with 57 percent very or extremely interested in skills training.

Through our partnerships, we’re delivering results that meet these needs.

Over the past two years, we’ve worked with our partner employers to educate their team members by delivering co-designed courses and featuring graduate programs aligned with high-growth fields, upskilling hundreds of employees.

For instance, when Bangor Savings Bank accelerated plans to grow a culture of data literacy across its workforce, we collaborated with bank leaders to tailor two courses for employees in data ana-

lytics: an introductory course covering foundational skills, and an advanced course in data communication and visualization. Thirty employees — from management trainees to senior leaders across divisions — have participated so far. These courses combine virtual learning with real-world projects that draw on company data. For example, the bank has deployed a company-wide dashboard that tracks progress toward fiscal-year goals in real time.

Amber Heffner Cosby, senior vice president and director of business intelligence and software engineering for Bangor Savings Bank, touts the real-world benefits: “One of the phenomenal opportunities from collaborating with the Roux Institute is that in these analytics courses our employees get to work with our own company data and cultivate datasets, with the goal of turning these projects into tangible outcomes for our bank.”

At insurance giant Unum, employees take tailored online courses in areas like data analytics, visualization, and artificial

We know that in a post-COVID world,

nurturing talent is more important than ever.

of the pandemic, everything we had planned for had to be accelerated, and that’s exactly what we did.”

Since launching, the Roux Institute has grown from a team of three to more than 100 — along the way securing $100 million in scholarship and talent development funding through the generosity and vision of the Harold Alfond Foundation and growing the institute’s partnership ranks to include 80 organizations.

More importantly, as the economy in Maine, and worldwide, emerges from the pandemic crisis, we’ve proven the

PHOTO: SÉAN ALONZO HARRIS

strength of our multifaceted, collaborative model as a critical engine for growth and long-lasting prosperity.

SHAPI NG TEC H TAL EN T I N M A I N E At the Roux Institute, we know that in a post-COVID world, nurturing talent is

OPPOSITE: The Roux Institute campus. ABOVE: Student (Thomas S.) in an analytics class.

ONE VOICE MAINE / SPRING 2022

27

HIGHLIGHT

intelligence. Last year, the company hired four Northeastern students into co-op positions — full-time, paid, four-to-sixmonth assignments, and a hallmark of Northeastern’s experiential education model. Such jobs often lead to full-time placements once students graduate.

In addition to tailoring courses, we’ve developed eight-week “explorations” — programs for all employers in subjects like project management, analytics, and artificial intelligence. Learners say they appreciate sharing best practices and hearing about challenges other companies face. Bangor Savings Bank engaged with the Roux to have key leaders take “Explorations in Project Management,” a curated, shorter, four-week version of the program specifically built for them.

We also partnered with the Univer-

28

Maine State Chamber of Commerce

PHOTOS: (TOP) ROUX INSTITUTE TEAM MEMBER; (LEFT) NICOLE WOLF

TOP: The 2021 Techstars cohort with Roux Entrepreneurship team.

RIGHT: Melanie Tory, director of data visualization research.

chael Pollastri, senior vice provost and

Chris Wolfel, the Roux Institute’s direc-

academic lead at the Roux Institute.

tor for entrepreneurship.

“We’re as focused on engaging orga-

Our entrepreneurship programs lev-

nizations with our research expertise and

el up startups through accelerators, res-

capabilities, and finding creative ways

idencies, workshops, boot camps, and

to innovate, as we are on providing ed-

more. Take Kinotek, a movement-anal-

ucational and talent development sup-

ysis company based in Portland. They

port,” he explains.

were part of our inaugural cohort of 10

When companies tap the expertise

startups in our yearlong Founder Resi-

of our faculty and additional partners in,

dency program in 2021. This startup has

say, computational medicine, they ex-

since grown from six to 15 full-time em-

pand their capabilities, solve problems,

ployees and raised more than $2.1 mil-

and generate ideas at technology’s lead-

lion in venture funding.

ing edge. Take an example led by Roux In-

“The Roux Institute allowed us to

stitute’s director of engineering research,

expand our network and gain perspec-

Jack Lesko. He’s working with several

tive on aspects of launching a compa-

Maine companies to scope and develop

ny that we would never have had with-

opportunities to automate and digitalize

out our residency,” says Justin Hafner,

building resilience and increase capacity

Kinotek’s CEO.

in their manufacturing processes. Sup-

In a sign of great confidence in our

ply-chain challenges wrought by the pan-

comprehensive approach to entrepre-

demic are a key focus area.

neurship, the Maine Venture Fund, the

“From talking with manufacturers

state’s largest-sponsored venture capital

and examining our state’s economy,

firm, has committed up to $750,000 over

there’s a strong desire to modernize our

the next three years to startups coming

manufacturing,” Lesko says.

out of our Founder Residency, as well as

Another research team, led by Direc-

our Techstars Accelerator program, which

tor of Data Visualization Research Mela-

supports solutions in areas that will revo-

nie Tory, designs and deploys interactive

lutionize how we live and work. Techstars

visualization tools. Post-COVID, orga-

launched in 2021 with 10 startups and is

nizations need more than just the right

currently accepting applications for its

sity of Maine, Colby College, Bates Col-

data. They must be able to use it to make

second class of 10 beginning this fall.

lege, the University of New England, and

smart decisions and rise to new market

Thomas College to provide seamless op-

demands.

portunities for their graduates to pursue

A R E PL ICA B L E MODE L All eyes are on us as we continue to

critical graduate education and experi-

P OW E R I N G STA RTUP S

build this new model for learning, re-

ence in high-demand fields, from com-

Our solutions-oriented approach to re-

search, and innovation — and our impact

puter science and the advanced life sci-

search coupled with a deep expertise

has been real. As Portland, the state of

ences to project management. The goal

and network in venture creation is also

Maine, and New England moves forward

is to develop pathways for graduates to

a magnet for startups looking to com-

in a post-pandemic economy, we’re bet-

stay in Maine.

mercialize the next big idea. According

ter equipped to identify and solve the

to the U.S. Census Bureau, a record 5.4

region’s talent and innovation needs,

SPURR I NG I NNOVATI O N I N M A I N E

million new business applications were

and we’re able to do that in large part

An essential and unique part of the Roux

filed in 2021, over a million more than

because of the deep relationships we’ve

Institute model is the opportunity for

in 2020. “With founders and seasoned

formed with the citizens and employers

partner employers to work with North-

entrepreneurs looking for footholds

throughout Maine.

eastern’s powerhouse research enter-

outside of overheated Silicon Valley, we

Economies thrive when we work

prise. Tapping into research expertise at

knew that our vision for creating a place

together across sectors. Now other re-

the cutting edge of high-growth fields is

where new ideas could be supported

gions are looking to the Roux Institute

the essential ingredient for any organi-

throughout the entire startup lifecycle

and Maine and asking how they, too, can

zation that wants to stay ahead, says Mi-

would resonate more than ever,” says

build such an engine for growth.

ONE VOICE MAINE / SPRING 2022

29

HIGHLIGHT

WORKFORCE DEVELOPMENT PARTNERSHIPS HOLD

THE KEY TO

SUCCESS Written by Allyson Coombs, Director, Human Resources Services for General Dynamics Bath Iron Works

30

Maine State Chamber of Commerce

I N T H E 1 9 8 0 S , B AT H I R O N W O R K S faced a chal-

school vocational programs, whose steady pool

lenge.

of well-trained graduates were eager to pursue

The shipyard, already the lead yard produc-

manufacturing careers.

ing the Oliver Hazard Perry-class frigates for the

Maine’s significant training pipelines creat-

U.S. Navy, had been contracted to build Ticond-

ed a stable manufacturing workforce to meet the

eroga-class cruisers and, by mid-decade, would

foreseeable industry demand.

design and begin construction of Arleigh Burkeclass destroyers.

The hiring environment today couldn’t be more different than that of the 1980s.

BIW had to hire, train and put to work more

Like many businesses in Maine and else-

than 6,000 new shipbuilders in a span of three

where, BIW’s Baby Boomers are retiring. The

years. It wasn’t easy, but it was nothing like the

people hired during the 1980s spent the past

employment landscape today.

30-plus years strengthening our Bath-built-is-

The shipyard was able to hire from other manufacturing industries. As paper mills, shoe

best-built legacy. Many are now moving into a well-deserved retirement.

The pandemic has further distorted the

their workers found a welcome home at BIW.

employment landscape. Our talent acquisition

The hiring push also benefited from robust high

team faces the additional obstacle of dimin-

PHOTO: BATH IRON WORKS

manufacturers and the textile industry declined,

ONE VOICE MAINE / SPRING 2022

31

HIGHLIGHT

technology and provide more hands-on training for the newest generation of workers.

Mentoring continues to be a critical component of boosting proficiency.

However, where a crew might have once had several experienced mechanics for each new recruit, the proportion is now reversed—with some crews dominated by people with one and two years’ experience.

It’s in this environment that we are trying to not just maintain, but grow our workforce. Our ability to increase production velocity bears directly on the amount of work our Navy customer can give us.

As Maine’s largest manufacturing employer, BIW generates more than $400 million in annual payroll and purchases more than $100 million in goods and services from 300 Maine companies.

This economic engine relies on BIW’s ability to compete and to deliver value for our customer. Doing so primarily depends on BIW’s skilled workforce. We can and have invested heavily in facilities as well as equipment and process modernization; however, prosperity depends on the next generation of shipbuilders.

Despite the challenges, we have hired almost 5,000 people since 2018, and more than 2,000 in 2021 alone. We have expanded our Diversity and Inclusion and have become an employer of choice for many people transitioning to new careers.

Key to those achievements has been our workforce development partners, the complementary organizations that ABOVE: Electrician Jessica Theriault checks systems on the deck of the future USS Carl M. Levin (DDG 120).

OPPOSITE PAGE: Preservation Technicians following an address by a Navy admiral about BIW’s national security role.

have enabled us to succeed and that hold

ished housing availability and higher

have all but disappeared. Vocational in-

ty College System, Jobs for Maine Gradu-

housing and transportation costs. Hous-

struction, now called Career and Tech-

ates (JMG) and several Career and Techni-

ing affordability is one of the main rea-

nical Education, is still offered but has

cal Education programs has been critical

sons people from elsewhere in the coun-

been overshadowed by the perception

in meeting our hiring goals. We’re not

try and from other parts of the state give

that four-year college degrees are the

simply a destination for graduates; we

for not moving to Mid-coast Maine to

ticket to a good career.

also build out their programs and lend

continued promise for the future.

work at BIW.

32

Hiring is only half the battle. We have

The legacy industries that employed

had to revamp our onboarding and ex-

generations of skilled Maine workers

pand job-specific training. We use more

Maine State Chamber of Commerce

the expertise of our shipbuilders and support staff.

The result has been employees who

PHOTOS: BATH IRON WORKS

Our work with the Maine Communi-

have the skills needed to enter a trade,

four years she earns an associate’s degree

who appreciate the importance of lifelong

from Maine Maritime Academy while

learning and who understand the value of

also gaining valuable job experience.

meaningful work as well as the security and quality of life such work provides.

After graduation, she is promoted to a leadership positon in BIW’s Operations

Here’s an example of how these dif-

Department. Then, using BIW’s Tuition

ferent organizations, working together,

Assistance program, she earns a bache-

can make a profound impact on the lives

lor’s degree in three years from the Uni-

of real people.

versity of Maine.

A female high school student has at-

In fewer than 10 years, this wom-

tendance issues that threaten her chanc-

an went from being at-risk of dropping

es for success, issues resulting from

out of high school to a member of BIW’s

household members battling substance

management team. She gained extensive

use disorders. JMG engages with the stu-

job experience and multiple degrees and

dent to provide academic support. She

certificates along the way—without in-

learns about opportunities in the health

curring student debt.

care industry and in manufacturing. She

That real-world example represents

expresses interest in working for BIW.

how different organizations can work to-

JMG and school faculty guide her into

gether to cultivate our future workforce,

CTE curricula.

to meet the acute needs of business and

After graduating high school, she en-

to fulfill the promise of our young people.

rolls in a manufacturing training program

It is incumbent on each of us, in our

at Southern Maine Community College.

own way, to support those organizations

This program is not only provided at no

that are creating tomorrow’s workforce

cost, it pays her a weekly stipend so she

and to leverage their strengths with our

can afford to stay in the training, which

own. Whether the workers enter ship-

also carries apprenticeship credits and

building or another Maine industry that

guarantees a job interview with BIW.

depends on human capital to prosper,

Upon completion, BIW hires her into a

strengthening the partnerships that po-

trade. After a year, she is accepted into

sition Mainers for workplace success is

the BIW Apprentice School, where in

something that benefits all of us.

ONE VOICE MAINE / SPRING 2022

33

HIGHLIGHT

From Play to Stay Written by Kathryn Ference, Director of Workforce Development, Maine Tourism Association

ABOVE: Brittany Monaghan on a hike with her son, Charlie.

OPPOSITE PAGE: Sam Huebert at her new restaurant, Nellie’s kitchen.

34

Maine State Chamber of Commerce

W H E N M A I N E R S T H I N K about tourism, we tend

But, unlike many people who were staying home

to think of the obvious: visitors coming up

in the spring of 2020, the pandemic inspired

to stay at a B&B or rental, maybe camping in

them to travel. “It was a sense of being in these

the woods or relaxing on the beach. For a few

wonderful places ‘alone’,” Brittany said. “People

weeks they enjoy all of the hospitality and nat-

weren’t really traveling at the time and I think

ural beauty Maine has to offer, and then they go

we just took advantage of that.” Alexander was

home. We hope they come back next year, and

going to graduate school remotely and Britta-

perhaps they’ll tell their friends. But sometimes,

ny had vacation time, so they got an RV camp-

Maine’s unique way of life so captivates our vis-

er and hit the road. Eventually they visited all

itors that a couple weeks a year is not enough.

48 contiguous states, but during their travels,

And then they come back to stay for good.

there was something about Maine that stood

Before the pandemic began in 2020, Alex-

out. “The beauty of Maine,” she said, “you can’t

ander and Brittany Monaghan had never been

get that anywhere else.” Entranced by the state,

to Maine, or many places at all for that matter.

the two came back four more times that year,

PHOTO: ALEXANDER MONAGHAN

HOW THREE FAMILIES MADE MAINE HOME

spending almost a month in Maine.

A year later, in April 2021, they were living in Pittsburgh in their home state of Pennsylvania. Alexander was about to graduate but was having a hard time finding a job in the area. As he expanded his search ever wider outside of the state, a position as a Financial Analyst at BIW caught his eye. Remembering their trips to Maine and how much they loved being here, this seemed like the perfect opportunity. He applied and got the job. Overjoyed, the two packed up their things and sold their house in Pittsburgh.

When they arrived, they instantly felt at home. “There’s such a sense of community, and the neighbors made us feel so welcome,” she said. Brittany works in mental health, and as they settled in, she found a job in nearby Augusta as a caseworker helping people who are homeless or severely disabled. The two got married in June 2021. It felt like things were real-

“ CJ does not want to go back to Buffalo.

ly coming together. As Brittany put it, “I feel like I drew from a lottery and I won.”

They both love it here and plan to stay in

He loves it here.”

Maine indefinitely.

Brittany and Alexander aren’t alone.

According to the US Census Bureau,

—SAM HUEBERT

Maine is currently experiencing its most rapid population growth in two decades,

PHOTO: KATHRYN FERENCE

increasing by nearly 10,000 residents in 2021. This growth was driven entirely by

Of our respondents, 22% were so-called

tion, and manufacturing. Creating jobs

migration. But who are these people, and

“Boomerangs,” people who grew up in

that attract people to move to Maine is

why are they coming here? In an infor-

Maine but moved away, only to choose

another way in which tourism contrib-

mal online listening session with nearly

to return to Maine as adults. Many cit-

utes to in-migration to Maine. Nearly 16%

70 people who moved to Maine during

ed changes in their lives due to the pan-

of the jobs in the Maine economy are in

the pandemic, we found that 29% of re-

demic as reasons for their return.

the tourism industry, and many people

spondents listed Maine’s beauty, weath-

While remote work has certainly

come to Maine to work in that industry.

er, culture, and history as the primary

been a key factor in allowing some peo-

This was the case for Carl “CJ” and

motivation for their relocation. Said

ple to move to Maine, only 9% of respon-

Samantha “Sam” Hueber. Sam grew up in

one, “what drew us is the beauty of na-

dents in our listening session mentioned

Maine but moved to Buffalo NY ten years

ture. Maine has it all: forests, mountains,

the ability to work from home as the

ago to help out a family member living

ocean. We like how friendly everyone is

primary motivation for their move. On

there. Although the move was originally

and how peaceful our home is (especially

the other hand, nearly twice that num-

meant to be temporary, while in Buffalo,

compared to FL).” Another, “My husband

ber said they moved to Maine during the

she met CJ, and ended up settling down

and I moved up here in Jan 2021. We first

pandemic to accept local in-person work

there. Although they were comfortable in

came up in Aug of 2020 just looking for

opportunities. These jobs were in di-

New York, every time they visited Maine

a nearby vacation. We fell in love with

verse fields – respondents in our online

for vacation, CJ loved Maine – the quiet

Portland and the surrounds. Decided to

poll alone came from all over the coun-

atmosphere and the slower pace of life

make the move and are so glad we did.”

try for work in healthcare, higher educa-

attracted him. However, a move didn’t ONE VOICE MAINE / SPRING 2022

35

HIGHLIGHT

We found that 29% of respondents listed Maine’s beauty, weather,

TOP: Head chef Cat Oliveras and owner Cyndi Robbins at Cyndi’s Dockside Restaurant.

ABOVE: Cat Oliveras making garlic knots at Cyndi’s Dockside Restaurant.

36

Maine State Chamber of Commerce

seem financially feasible at the time. It

“Cat” Oliveras about a job opportunity

wasn’t until 2021 that the right opportu-

as a Head Chef at the Poland Springs

nity arrived. Sam’s mother called her with

Resort in Poland. Maine was not on her

a business opportunity to own and oper-

radar before the job offer. She was work-

ate a restaurant in Hallowell. She decided

ing as a sous chef in Colorado at a ski

to take the leap. The restaurant, Nellie’s

resort and looking for a chance to grow

Kitchen, opened on April 16, 2021, and

her career and to be on the East Coast

the couple is happy to be in Maine. “CJ

closer to family, so she accepted the po-

does not want to go back to Buffalo, he

sition. The job was a seasonal one from

loves it here.” said Sam. “Sometimes we

May to October, so she and her husband

look at each other and think ‘what have

Abraham and their 13-year-old son Kay-

we done’, but that’s the stress of running

leb packed up their RV, planning to stay

a restaurant and raising two small kids,

at an area campground while working at

that’s not Maine’s fault.” The restaurant is

the resort for the summer. When they

doing well and Sam has plans to expand.

first arrived in April, they were initially

“I want to do more homemade goods,

disappointed. “It was mud season. The

catering, that kind of thing.”

weather was dreary and cold. We really

Even seasonal tourism opportuni-

weren’t sure about it,” she said. But as

ties can lead to year-round relocations.

spring blossomed into summer, Maine’s

In March of 2021, the Maine Tourism

charms drew them in. “We just start-

Association reached out to Catherine

ed driving around. There was one trip

PHOTOS: KATHRYN FERENCE

culture, and history as the primary motivation for their relocation.

in particular to the Wolfe’s Neck area where we just fell in love with the drive.”

For them, Maine ended up being the full package. “We love the architecture, the history. We’re huge history buffs and it captured us.” She also loved where she ended up. “Cyndi [the owner of Poland Springs] has been amazing and helped us out a lot. And the Poland Springs Campground took us under their wing, we felt like family.” Cat and her husband decided to relocate to Maine permanently; Cat is now working full-time at Cyndi’s Dockside Restaurant, a property affiliated with the Poland Springs Resort, and her husband has taken a job at BIW. The program that Cat came to Maine with is a workforce initiative run by the Maine Tourism Association, the state’s largest advocate for all tourism-related businesses. MTA members include lodging, restaurants, camps, campgrounds, retail, outdoor recreation, guides, tour operators, transportation, amusements, and cultural and historical attractions. As a private, non-profit organization working closely with the State of Maine, MTA has bolstered tourism for 100 years by operating the seven State Visitor Centers, publishing the state’s official Maine Invites You travel magazine and highway maps, and working tirelessly to support Maine business. The goal of the workforce initiative is to connect people both within and outside Maine with opportunities in the travel and tourism industry.

In 2021, MTA helped over 40 people from outside of Maine come to the state to work in seasonal hospitality positions.

Tourism is a critical part of the Maine economy, and its presence is felt in many ways besides the obvious. Maine’s natural beauty and uniqueness have been attracting people to our state for decades, and it has the power to inspire people to make it their home. The chaos of the pandemic, while a great hardship, has also shaken people from their routines and led them to make changes in their lives. And for many, that change has been

Family • Community Quality • Value

Maine: the way life should be.

ONE VOICE MAINE / SPRING 2022

37

HIGHLIGHT

Educate Maine

CELEBRATING 10 YEARS OF BUILDING MAINE’S FUTURE WORKFORCE THROUGH POLICIES, PARTNERSHIPS & PROGRAMS Written by Sara Conant, Communications & Events Coordinator, Educate Maine 38

Maine State Chamber of Commerce

A C C O R D I N G T O M A I N E ’ S Economic Development Strategy, the State needs 75,000 more

fessional development and recognition of Maine educators.

people to join the workforce by 2029. In addition, Maine needs at least 60% of adults with a

ATTRACT & RETAIN MAINE’S

credential of value or college degree by 2025 to

FUTURE WORKFORCE

meet the demands of the economy. Thankfully there are a variety of initiatives underway focused on growing a skilled workforce in Maine, and attracting qualified workers from outside of the state. Through strong partnerships, Educate Maine is able to lead initiatives to build a diverse workforce prepared to meet the current

PHOTOS: (OPPOSITE PAGE) ANGELA OECHSLIE; (ABOVE) JAMES CHATMAS

and future needs of our economy. Over the past ten years Educate Maine has partnered with employers, educational institutions, policymakers, and nonprofit leaders to strengthen Maine’s education system.

Educate Maine’s four signature programs, Maine Career Catalyst, Project >Login, Maine Teacher of the Year, and Education Leaders Experience, all work together to reach the full spectrum of both the future and current workforce of Maine. These signature initiatives focus on three key areas; attraction and retention to keep the future workforce in Maine, growing a workforce skilled in computer science, and pro-

One way to help grow Maine’s

ABOVE: Panelists at a Maine Career Catalyst Event share their experiences with Maine interns.

OPPOSITE PAGE: Project Login’s Girls Who Code Camps help kick start coding clubs at Maine schools.

workforce is to attract talent to Maine; either for the first time, returning home to the state, or staying here after graduation. Maine Career Catalyst (MCC), a partnership between Educate Maine and FocusMaine, is designed to provide professional development, social opportunities, and networking for summer interns, apprentices, and co-op students from a variety of Maine businesses and organizations of varying sizes.

These experiences are designed to support their exploration of career pathways and opportunities right here in Maine to encourage them to work here post-graduation.

Maine Career Catalyst partners with Maine businesses to elevate experiential learning opportunities across all industries, with an increased focus in three of Maine’s globally competitive high-growth fields: Food Economy, Aquaculture, and Biopharmaceuticals.

Organizations of any size and from any sector ONE VOICE MAINE / SPRING 2022

39

HIGHLIGHT ABOVE: Maine Career Catalyst networking events give Maine interns an opportunity to connect with Maine’s employers.

are encouraged to join MCC for free to give their in-

R E C OG NIZ E & DE VE LOP MA INE E DUCATOR S

terns the opportunity to see the breadth and vibrancy

The Maine Teacher of the Year Program, a project

of economic activity in Maine beyond their individual

of the Department of Education, administered by Ed-

employers.

ucate Maine, is designed to not only honor and celebrate classroom teachers, but to promote and highlight

G ROWI N G A SKI LLE D WO R KFO R CE

the importance of this profession to help attract more

Attracting and retaining talent is just one piece of the

educators. Developed by Unum, the Education Lead-

workforce development puzzle in Maine. Enhancing

ers Experience is held annually in partnership with Ed-

the knowledge and skills that Maine people have in

ucate Maine, Thomas College, Unum, and the Maine

emerging and high-growth industries is another key

Principals’ Association. This professional development

to increasing both numbers of individuals in the work-

opportunity brings together educators from both for-

force, and numbers of individuals with credentials of

mal and informal education organizations across the

value. Educate Maine’s signature program, Project Log-

state to explore what is happening in Maine’s economy,

in (P>L), empowers Maine educators to prepare their

learn the critical role education plays in future growth,

students for expanding career opportunities related to

and create partnerships with businesses, institutions of

computer science and information technology.

higher education, and fellow educators.

40

portunities to educators on incorporating computer

WHAT IS NE XT F OR E DUCATION &

science into their classrooms through P>L’s Summer

THE MA INE WOR K F OR CE

Institute held in partnership with Code.org. As the

Educate Maine and their partners have been utiliz-

Community Partner in Maine for Girls Who Code, P>L

ing and adapting their signature programs over the past

is also focused on raising aspirations, awareness, and

ten years to tackle key issues within workforce devel-

closing the gender gap in tech by supporting the cre-

opment. Like everyone else they have had to pivot and

ation and launch of these clubs in rural Maine. Project

change both during the pandemic and looking forward

Login is working to take last year’s pilot Girls Who Code

to post-pandemic life. The current landscape in educa-

Camp and expand it to five camps throughout Maine

tion is one with a strain on staffing throughout school

this Summer, all free of charge.

systems, from support staff to educators. That is why, in

Maine State Chamber of Commerce

PHOTO: JAMES CHATMAS

Project Login offers professional development op-

partnership with the Maine Department of Education, Educate Maine is helping to sponsor the Guest School Staff Program. This program is designed to help keep schools open while temporarily filling a variety of roles in schools with Mainers who wish to help, even for a day or two a year.

While the Guest School Staff Program is just one way to help solve the

INSURANCE SOLUTIONS THAT WORK FOR FISHERMEN

staffing shortage throughout Maine’s education system, there is also the longterm future to consider. The pandemic

INSURANCE SOLUTIONS THAT WORK FOR LOGGERS

has forced individuals, communities, and society as a whole, to take a hard look at how we operate and really reflect on if the mindset of “we do it this way because we always have” is really the way it always needs to be. The world around us is evolving and what students need to know now and in the future to be successful in the workforce is also changing.

Imagine what could happen if educators, youth, business leaders, and community members were given the chance to rethink how we teach youth. Educate Maine and the Education Action Forum of Maine are taking the opportunity in this shifting world to explore just that.

What could the education system look like in 2050? Throughout this spring, people from all across Maine are asked to share their voices to help evolve the education system to meet the changing

INSURANCE SOLUTIONS THAT WORK FOR FARMERS

dynamics of the Maine workforce. This fall, Educate Maine and the Education Action Forum of Maine will convene representatives from all sectors to dive into these focus group results and take a holistic look at reimagining Maine’s education system.

Educate Maine is a business-led, edu-

INSURANCE SOLUTIONS THAT WORK.

cation-focused nonprofit that works to advance education policies and practices that prepare Maine students to be the next generation of productive, engaged citizens. To learn more about Educate Maine and all of their signature and emerging programs please visit www. educatemaine.org.

www.crossagency.com ONE VOICE MAINE / SPRING 2022

41

HIGHLIGHT

THE JACKSON LABORATORY SUPPORTS ITS WORKFORCE THROUGH

Written by S. Catherine Longley, Executive Vice President and Chief Operating Officer, JAX

T H E J A C K S O N L A B O R AT O R Y (JAX) is a unique

profit’s MDI headquarters, which is Maine’s larg-

institution in Maine. Known for cutting-edge

est island, and the second largest on the east-

research in fields such as cancer, rare disease

ern seaboard, just behind Long Island and just

and neurodegenerative disorders, JAX is also

ahead of Martha’s Vineyard.

the source for more than 12,000 strains of ge-

The year-round population on MDI, which is

netically-specialized mice used in the study of

made up of four towns, is just over 10,000 peo-

human disease at biomedical research centers

ple, although during the summer, tourists from

around the world. The research done at JAX is

all over the world flock to the island. It’s home to

not only globally recognized, but close to home

Maine’s only national park, Acadia National Park,

it is in line with forward-looking state goals in-

which saw a record four million visitors in 2021.

cluding the Maine Development Foundation

JAX was founded on this beautiful island be-

Measures of Growth and Maine’s 10-year Strate-

tween the Gulf of Maine and the mountains of

gic Plan, released in 2019.

Acadia in 1929, and has grown to 68 buildings on

Despite JAX’s uniqueness, unfortunately

169 acres. Just one mile from the center of Bar

employees at the Bar Harbor headquarters face

Harbor, the picturesque campus includes many

the same challenges that so many others who

amenities and benefits for employees without

call Maine home grapple with — including find-

having to leave work. A full-service cafe is cen-

ing accessible childcare.

trally located on site; a well-appointed fitness center with a full time personal trainer is acces-

42

TH E I S L A N D JA X CA LLS H O M E

sible for all employees; and an onsite MBA pro-

More than 1,500 Mainers are based at the non-

gram is available for employees, as is a medical

Maine State Chamber of Commerce

PHOTOS: (ABOVE) THE JACKSON LABORATORY; (OPPOSITE PAGE) DOWNEAST FAMILY YMCA

Childcare Partnerships

THIS PAGE: Downeast Family YMCA Childcare Center OPPOSITE PAGE: The Jackson Laboratory facility in Ellsworth.

ONE VOICE MAINE / SPRING 2022

43

HIGHLIGHT

of outdoor adventures. This community is full of great people, beautiful shops, and nice restaurants. I feel very fortunate that my family has the opportunity to live and work in this very special place.”

Seavey is a fourth generation JAX employee whose family on MDI dates back to the 1700s.

CHA L L E NG E S OF L IVING ON M D I While MDI has many unique benefits, it shares some challenges that stress other parts of the state. Affordable year-round housing, for one, has historically been difficult to find. As such, not all of the 1,500+ employees working at JAX’s Bar Harbor headquarters live on the island.

JAX’s statewide workforce includes residents from 13 counties and 127 towns, with over 600 living in Bar Harbor or nearby Ellsworth, where JAX’s Charles E. Hewett Center — a state-of-the-art vivarium opened in 2018 — is located. Some employees make a daily commute of hundreds of miles round-trip. They may choose to do this because they prefer to live in other communities. Others do this out of necessity because of a lack of affordable housing on MDI. The cost of living in Bar Harbor is above the national average, and well above the Maine average. The median cost for a home in Bar Harbor, for example, is about 43% higher than the rest of clinic for employees and families. JAX

the state. That’s for good reason. It is —

staff are engaged members of the com-

and has been — an attraction to those

munity (JAX offers paid volunteer time

who seek the quality of life associated

off so volunteers can serve local orga-

with living near a national park, dramatic

nizations), they enjoy incredible hiking

views, and relative privacy. JAX has re-

opportunities in nearby Acadia National

cently taken up the challenge of housing

Park, and they experience Bar Harbor as

some of the Lab’s workforce by con-

a cultural hub with art shops, live music,

structing two 12-unit apartment build-

and theater all within a very short drive

ings, slated to open in September 2022.

from campus.

44

Maine State Chamber of Commerce

Living on MDI has always been about

“Living and growing up in Bar Har-

sharing a limited space with a diverse set

bor is a wonderful privilege, ” said Jessica

of neighbors — affluent Rockefellers,

Seavey, a JAX employee who grew up in

summer visitors in AirBnBs (and increas-

Bar Harbor and lives there with her fam-

ingly, Sprinter vans), and a wide range of

ily. “Every day I’m surrounded by places

residents who operate small businesses,

seen on postcards. The natural beauty is

and work for larger employers, like JAX.

abundant, and there is never a shortage

The folks who are living and working in

PHOTO: THE JACKSON LABORATORY

ABOVE: JAX Bar Harbor-based employee Jessica Seavey, and her family.

the community today must find a way to

Downeast Family YMCA has the re-

the Ellsworth-based center, JAX is now

balance it all. Working; affordable and

spect of employees and a reputation

planning an on-campus facility in Bar

available living; affordable and available

throughout Hancock County as a top

Harbor, and is in early discussions with

childcare; time to volunteer in the com-

notch organization. The partnership

the Downeast Family YMCA to continue

munity; time to be a parent; and time to

would put Downeast Family YMCA in

the operational partnership. The facili-

enjoy life.

charge of the operation of the JAX child-

ty is currently planned to be located at

care facility, which would open slots

the southern end of the JAX campus and

C HIL DCA RE

to JAX employees before making them

will include classrooms, an indoor play

Employees at JAX range in age and stages

available to the general public.

area, office and support spaces, and two

of life, but many employees need addi-

“JAX has gotten a world class repu-

outdoor playgrounds. JAX plans to have

tional childcare options for their fami-

tation by working to figure things out,”

45-55 spots available for infants through

lies. The largest segment of JAX employees are between the ages of 26-41 years old. Young families have been said to be the lifeblood of a community; in order

Childcare is important to the families

working at JAX, as well as everyone within the

for young families to be in a communi-

organization, right

ty, infrastructure must be set up to allow them to live and work.

up to the top.

“We’ve known, for a long time, that childcare is a front-of-mind concern for many of our employees,” said Michael

said Downeast Family YMCA CEO Peter

five-year-olds. JAX employees’ children

McKernan, director of government and

Farragher. “So, when they called us and

will have first access, and if there are

community relations at JAX. “For our

said that they wanted to partner up in

other vacancies, the Laboratory will

employees to be able to focus on their

an effort to figure something out, we lis-

open those up to the community.

jobs, they must have the peace of mind

tened.”

“We know this is not just a JAX issue,”

that their kids are well taken care of. But,

The original partnership sprouted

said McKernan. “Having quality and reli-

on MDI, childcare options have limit-

in 2017 with The Jackson Lab leasing a

able childcare is essential to all working

ed-to-no vacancies. My family has expe-

building for the Downeast Family YMCA

people, and if we can help solve a prob-

rienced this first hand.”

to expand its childcare center. This was

lem beyond our employees to help the community, we’re excited to do that.”

“I live on MDI, but I commute to

the result of an expected increase in

Ellsworth every day to bring my children

need with the Lab’s conversion of a near-

“Partnering with a local organization

to daycare, and then commute back to

by former big box store into the head-

to offer childcare options for employees

Bar Harbor to work,” said Seavey. “It’s not

quarters of its east coast mouse produc-

is an approach that could work for em-

ideal, but it’s really the only option.”

tion work, and with it, about 230 new

ployers of all sizes,” said Ana Hicks, Se-

JAX understood that this problem

employees in Ellsworth. The partnership

nior Policy Analyst & Children’s Cabinet

wouldn’t go away without considerable

proved valuable and successful for both

Coordinator for the Governor’s Office of

work. Despite demand from employees,

JAX and the Downeast Family YMCA.

Policy Innovation and the Future. “While

the long term market capacity has not in-

Childcare is important to the fami-

JAX is a larger organization with unique

creased to meet current or future needs.

lies working at JAX, as well as everyone

qualities to it, what JAX is providing for

So, JAX took action.

within the organization, right up to the

their employees’ families offers a good

top.

model for employers that are grappling

“We know that childcare is highly specialized work, and it’s important to

“Accessible childcare is critical to

get it right,” said McKernan. “So we came

attract and retain employees at the Lab-

with similar challenges to consider.”

If all goes according to plan, JAX

up with a solution that didn’t start from

oratory. Having nearby quality childcare

hopes to have its new in-house daycare

scratch. It started with a partnership.”

for parents leads to happier employees

option for employees’ children by the end of 2023.

JAX partnered with the DownEast

and families, and better work life balance.

Family YMCA in Ellsworth, which is home

As the Laboratory continues to grow, the

“Family matters are front of mind

to a highly respected childcare program.

need has become more acute,” said Lu-

for most people,” said McKernan. “If we

JAX had heard positive reviews from em-

Ann Ballesteros, vice president for exter-

can help with that, it will have incredible

ployees who use the site for their child-

nal and government affairs at JAX.

benefits for our team, and our organiza-

care, and decided to reach out.

Building on the successful model of

tion, as well as for their children.”

ONE VOICE MAINE / SPRING 2022

45

HIGHLIGHT

THE IMPORTANCE OF HELPING PEOPLE FIND COMMUNITY

TA L E N T AT T R A C T I O N I S T O P of mind for

keeping employees happy at a job. Peo-

most employers these days, but equal-

ple need to feel connected to and en-

ly pressing is talent retention. Studies

grained in a place. They want to find

show that the cost of losing talent is al-

community…and their people.

ways greater than the cost of hiring and

As noted in her doctoral disserta-

retaining talent. It’s a multi-prong issue:

tion and research, Kaylyn O’Brien, Ph.D.,

not enough people from Maine find op-

examined the relocation transition ex-

opportunities that exist here. Add in the

the project was to generate insights that

age demographics and decline in child-

could be leveraged to better support

birth — we need an all-hands-on- deck

relocators as they navigated their transi-

approach.

tion to Maine. Though it may seem like

Written by Katie Shorey, portunities to stay, and people from out periences of individuals who moved to Director of Engagement, of state do not always know about the Maine to live and work. The intent of Live + Work in Maine

But it’s more complex than just 46

Maine State Chamber of Commerce

an obvious question, once people move

PHOTOS: LWM TEAM OF WELCOME HOME EVENTS

Talent Attraction

& Retention in Maine to Maine how do we ensure they stay?

wick, Rockland, Lewiston/Auburn, and

Employers play an important role

Presque Isle. These statewide events

in the initial stages of the relocation ex-

are centered around the premise that

perience, but building meaningful con-

community matters, and helping peo-

nections in their new community is a key

ple connect authentically helps with re-

challenge encountered by individuals

tention and builds stronger community

who relocate to Maine. While LWM is

networks. We targeted new-to-Maine

known for talent attraction, we saw an op-

people, boomerangs, remote workers,

portunity to lean in on the retention front

and community members who wanted to

— especially as thousands of new people

welcome new Mainers. We worked with

moved to Maine during the pandemic.

local partners such as Chambers of Com-

In late 2021 we piloted a new pro-

merce, young professional groups, and

gram called Welcome Home, and host-

Main Street organizations to execute the

ed events in Portland, Bangor, Bruns-

events and spread the word.

FAR LEFT: Live + Work in Maine celebration with friends and partners at Flight Deck Brewing in Brunswick.

MIDDLE: Welcome Home event at The Roux Institute in Portland.

FAR RIGHT: Welcome Home event in Lewiston

ONE VOICE MAINE / SPRING 2022

47

Maine State Chamber of Commerce

I grew up in Aroostook County in Ashland. My father’s family has lived here a long time and has history here. Since my parents were in the military, we moved downstate after the base up here closed. From there, we moved to northern Virginia and I attended high school there and then college in Richmond.

I moved to Florida to pursue a Master’s degree in music performance and then continued on to earn a PhD in musicology at the University of Florida. After I graduated in 2015, I was hired to work at UF and stayed there for 3 years. In 2018, I decided I couldn’t take the heat and crowds any longer, so I decided to move back up to Aroostook County to be closer to my family.

My parents and I opened a bakery that I ran for a year in my hometown, but unfortunately business was not easy in a small town and we closed in the fall of 2019. Since then, I’ve been working for a local nonprofit that awards scholarships to kids from Aroostook County that want to attend college and work here. Our mission is to prevent the outmigration of our young working population. I also work part-time for the University of Florida grading an online class each semester — it’s great to be able to work from home for that!

PHOTOS: COURTESY OF SARAH BUSHEY

welcome home story

HIGHLIGHT 48

SARAH BUSHEY

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Everything you want from your bank, plus the benefit of local people, local knowledge and commitment to our local nonprofits.

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49

HIGHLIGHT

designed to increase awareness about the great career opportunities that exist in Maine, and promote the worldclass quality of life Mainers enjoy. They partner with employers, communities, nonprofits and individuals to develop and execute programming, events, marketing campaigns, and/or other initiatives to support the Maine employment brand, raise awareness of Maine as a career destination, and ultimately attract and retain the talented individuals Maine employers need to continue thriving into the future.

50

Maine State Chamber of Commerce

PHOTO: LWM TEAM OF WELCOME HOME EVENTS

Live and Work in Maine is a not-for-profit initiative

welcome home story

In Presque Isle we met someone who

moved from Australia — having never set

foot in the county before. In Rockland, a couple had moved from Colorado only three days earlier; they had searched for local community events and found

our website to be a useful resource. In

Brunswick we met many Boomerangs — one who had moved back from NYC and

was looking for jobs in the local tech sector, another who took a job at Bath Iron Works, and a young couple who was expecting their first child and wanted to plant roots in Maine. In Portland there

were numerous individuals and couples

in their early 30s looking for new friends outside of work.

The takeaway? People want more —

more ways to connect, make a difference and be part of their community.

This year we will host 15 Welcome

Home events from Bridgton to Machias, Kittery to Caribou. It’s our intent to

make these replicable in other towns with support from partners on the ground. We hope you will join us in this

important initiative. It will take collaboration, creativity and a little bit of grit to

attract and retain the talent Maine needs to thrive into the future.

The Welcome Home program is

just one small piece of our efforts. Live + Work in Maine officially crossed the five year mark in 2021. Perhaps you’ve

seen our advertisements in the Port-

land Jetport, or encouraged employees

with student loans to take advantage of

the Opportunity Maine Tax Credit — a program we promote. We collaborate with nonprofits such as Boots2Roots, Educate Maine and Junior Achievement, execute marketing initiatives, host a job

DYLAN ANDERSON & FAMILY I am originally from Fryeburg, Maine. After high school I went to college on an ROTC scholarship. Upon graduating in 2013, I commissioned as an Army officer and spent six years on active duty, ultimately winding up in Savannah, Georgia. My wife and I had our first child, our daughter Juliette, in March of 2020 and decided it was time to move back to Maine to be close to family. In March 2021 our family moved back to Maine. Maine is such an amazing place to grow up in and I was blessed with an opportunity to join Jones and Matthews in Bridgton, ME. We recently bought a house in Falmouth and I’m enjoying eating my way through Portland’s amazing restaurants and sharing the natural beauty and everything else Maine has to offer with my growing family!

board, support employers by developing PHOTO: COURTESY OF DYLAN ANDERSON

content and promoting industry sectors, pitch local and national media outlets to raise awareness of Maine as a career destination, maintain a robust website that serves as a resource for new or existing Mainers, and more. If you’d like to get involved and support our non-profit

Curious about our Welcome Home events?

Want to join us around the state?

Visit www.liveandworkinmaine.com/welcomehome, and sign up to receive updates.

mission, please reach out!

ONE VOICE MAINE / SPRING 2022

51

SENIOR ASSISTANT DEAN OF ADMISSION, BATES COLLEGE My Maine story is a bit unique.

My very first connection to Maine was when I was accepted into Colby College. As a south Florida girl, I failed to give Colby a second thought and never came to Maine to see the school. They were even willing to fly me up in February of my senior year in high school, but I stubbornly said “no.”

Fast-forward to 2009, I received a marketing email from the University of Maine School of Law encouraging me to apply. I shared this news to my family, and my brother happened to be a camp counselor for 2 years at a prestigious summer camp in Poland.

He encouraged me to apply because Maine is so beautiful and matches my personality.

I ultimately was accepted and moved to Maine in 2010 to attend the University of Maine School of Law. I had never been to New England prior to deciding to move to Maine, but I knew in my heart this was the best place for me to thrive while in law school. I lived in Portland and enjoyed the Maine lifestyle.

I absolutely thrived at Maine Law. I even started a blog called “The Maine Floridian” documenting my life here. After meeting my now-fiance in 2012, I stayed in Maine after graduating and lived in the Lewiston/Auburn area. I worked in Augusta and then Lewiston at Central Maine Medical Center.

For a variety of reasons, I left Maine and relocated to Boise, Idaho to work for its state law school. Although I was thousands of miles away from Maine, it was always in my heart. My now-fiance and I reconnected in 2020, and the rest is history. After visiting him and his daughter in 2020, I knew Maine was my home. I eventually moved to Maine full-time in March 2021, we bought a home in Mechanic Falls in April 2021, and I started my new job at Bates College in August 2021.

52

Maine State Chamber of Commerce

PHOTO: COURTESY OF DIANA DEJESUS

welcome home story

HIGHLIGHT

DIANA DEJESUS & FAMILY

We’re proud to support the health of our community.

Doing our part to help make Maine the greatest place to live and work.

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53

F E AT U R E S T O R Y

Your Workforce Par Written by Heather Douglass, Director of Workforce Communications, Maine Community College

54

Maine State Chamber of Commerce

tner

A O N C E I N A G E N E R AT I O N O P P O R T U N I T Y. From building a workforce model with a training continuum to creating a pipeline of skilled workers for a statewide network of employers, the Harold Alfond Center for the Advancement of Maine’s

PHOTO: DENNIS WELSH PHOTOGRAPHY

Adiel Nimbona was drawn to SMCC’s Construction Technology program because he wanted to build a future in the construction trade. Nimbona has pride in his training, saying it gives him hope for the future and the promise to live the life he wants to have.

ONE VOICE MAINE / SPRING 2022

55

F E AT U R E S T O R Y

Workforce is dedicated to changing the

cators. Enrollment numbers in degree

lives of 24,000 Mainers.

programs are down across the country.

It is far less common for the path from

WORKFORCE CHALLENGES

high school to a four-year degree into a

Maine has been staring down workforce

career to be linear. Students are chang-

challenges for the better part of a de-

ing. Students’ needs are changing. The

cade. Demographics alone impacted

reasons vary: many need to work to sup-

most industries. As the oldest state in

port themselves or their families; they

the nation, highly skilled workers re-

don’t know what they want to do and

tired and left vacancies. Rising health

take time off; many wish to avoid debt.

concerns with the elderly forced some

Some reenter education later in life as

family members to take leave to be-

they consider a new career or wish to

come full-time caregivers. Fewer births

gain a unique skillset.

have equated to a natural decrease in

Employers need to fill vacant posi-

population and workforce. Young peo-

tions to remain competitive. Some re-

“ Short-term training programs have been designed with workforce partners across the state, ensuring learners get exactly the skills needed for today’s workplace.” — D A N B E LY E A ple also continue to seek opportunities

cruit students from higher-ed before the

outside the state.

conclusion of a degree program. Others

The pandemic only exacerbated the

have addressed training as a function of

number of those leaving jobs as child-

their workforce and developed training

care needs grew.

academies and institutes to upskill their

But Maine is not alone. There are

existing workforce. It is common to offer

approximately six million people unem-

sign-on bonuses attached to new posi-

ployed nationwide, yet 11 million jobs

tions to entice more applicants.

in the talent pool.

56

“We can close that gap by making sure people learn the skills they need

We are fortunate to have organiza-

to step confidently into waiting, vacant

tions focused on attracting new talent

jobs across the state,” said David Daigler,

and business to the state, creating and

the Maine Community College System

growing key industry sectors, and provid-

president. “That’s why we work directly

System (MCCS).

ing career services for former Mainers and

with businesses to create tailored train-

programs have been designed with work-

New Mainers. That work is integral to our

ing programs. Since businesses help us

force partners across the state, ensuring

economic vitality and growth and will, in

design short-term training programs,

learners get exactly the skills needed

turn, attract even more opportunities.

they know our graduates have the exact

for today’s workplace.” Belyea oversees

But how do we address the mis-

skills they need when they’re filling va-

the Harold Alfond Foundation for the

match of open jobs and skills for our

cant jobs. Short-term training programs

Advancement of Maine’s Workforce at

current population?

are critical, especially now,” Daigler said.

MCCS. “Our short-term training embraces

Time is a luxury, and training is an

real-time opportunities and the acceler-

“Short-term training

ated track in which learners can achieve

L O O K I N G AT H I G H E R E D U C AT I O N I N A N E W W AY

absolute necessity.

“We’re addressing a great need,” said

a credential of value and enter the work-

There is a shift in higher education,

Dan Belyea, chief workforce development

force in a matter of months. And for work-

driven by learners, employers, and edu-

officer for the Maine Community College

ers, the training is usually free.”

Maine State Chamber of Commerce

PHOTO: DENNIS WELSH PHOTOGRAPHY

available. Every industry sees a mismatch

A HISTORIC INVESTMENT T O T R A I N 24 , 0 0 0 M A I N E R S

by the Maine Jobs & Recovery Plan, $4

The Harold Alfond Center for the Ad-

employers, $5.2 million from Maine

vancement of Maine’s Workforce, es-

Quality Centers, and $1.2 million to sup-

tablished under MCCS in October 2021,

port remote work from The Foundation

represents a $60+ million investment in

for Maine’s Community Colleges, Ascen-

Maine’s workforce. Addressing the severe

dium, the John T. Gorham Foundation,

skilled worker shortage, the virtual cen-

and TD Bank.

million in matched funds from Maine’s

ter will train and develop 24,000 future

By pooling these resources and co-

and current workers around the state by

ordinating all MCCS’s short-term work-

2025. The Center is a culmination of the

force training initiatives through the

Harold Alfond Foundation’s investment

Harold Alfond Center, MCCS will save

of $15.5 million, $35 million designated

time and speed the delivery of critical

ABOVE: A student in SMCC’s esteemed Culinary Arts program. SMCC partners with many local businesses and associations to build programs and ensure students have industry recognized credentials when they enter the workforce or continue their career training.

ONE VOICE MAINE / SPRING 2022

57

PHOTO; KARI HERER PHOTOGRAPHY

F E AT U R E S T O R Y

A student in YCCC’s Veterinary Technology program poses with her son. Maine’s community colleges offer day and evening courses, providing students the flexibility they need in their schedule to be successful.

58

Maine State Chamber of Commerce

workforce training to both trainees and

pathway to their goal, financial support,

business partners. It will also provide

and other direct assistance, such as help

clear, affordable educational pathways to

registering for classes, tutoring, help

Maine adults no matter where they are

writing a resume or searching for a job.

on the job skill development continuum.

A goal of The Harold Alfond Center

The Center will also be a new and

is to create new pathways so trainees

powerful resource for members of the

in short-term training can easily see

business community. It is designed to

their potential continue their education

serve as the training division for Maine’s

journey into a degree program if they

MCCS will save time and speed the delivery of critical workforce training to both trainees and business partners. small- to medium-sized employers who

choose. This aligns with the MCCS mis-

lack the resources to sustain in-house

sion of providing the right training at the

training departments.

right time.

It will focus on solving today’s most pressing workforce challenges:

The Center is working with the academic teams at all seven colleges, bridging traditional non-credit workforce

The mismatch between worker

training and credentials of value to cer-

skills and employer needs.

tificates and degrees. Using tools such

The low post-secondary educa-

as Prior Learning Assessment, which can

tion attainment rate.

award academic credit towards a degree

The realities of an aging, shrink-

for their previous partial college, mil-

ing workforce.

itary, or work experience removes the

The need to make training and

cost barrier and makes degree attain-

education more accessible at the

ment more of a reality for many.

workplace, online, and within our communities.

While most budgeted training costs are typically reserved for management, The Center will primarily serve the un-

While the Harold Alfond Center is

employed, under-employed, incumbent

new, short-term training has been a part

front-line staff, and underserved pop-

of Maine’s community colleges for near-

ulations such as New Mainers, those in

ly three decades. The Maine Legislature

recovery, and former residents of the

established Maine Quality Centers in

Department of Corrections

1994. Its proven track record of demonstrating high-quality training responsive

S H O R T-T E R M T R A I N I N G

to employers’ needs, coupled with the

The Harold Alfond Center focuses on

community college’s reputation for the

three distinct training areas. The first is via

implementation of new programs, pre-

short-term pre-hire workforce training at

sented the market to offer programming

Maine’s community colleges in the fol-

at scale.

lowing industries: computer technology,

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MERI is committed to creating a healthy Maine economy, strong businesses, and quality jobs by providing objective information to enhance economic policy making.

education, green economy, healthcare,

TRAINEES

hospitality, manufacturing, and trades.

Research shows that individuals are

Offered to the public for free, these pro-

more likely to complete their education

grams help fill high-demand positions

or training if there is a clear, efficient

and take less than one year to complete;

Contact Simon West at swest@mainechamber.org for current MERI subscriber information ONE VOICE MAINE / SPRING 2022

59

many take only a few months. Trainees

CNC Machine Operator

Licensed Practical Nurse

conclude the course with the skills they

Commercial Driving

Manufacturing Technician

need to go directly into the workforce. It

CompTIA

Training

has allowed community colleges to be on

Construction Institute

Marine Design Training

the leading edge of training. A sample of

Dental Assistant

Mechanized Logging Operations

programs underway include:

Early Childhood Education

Medical Assistant

Electric Vehicle Repair

Medical Coding and Billing

Amazon Web Services

Emergency Medical Technician

Phlebotomy

Broadband Technician

High-Pressure Boiler Operator

Pharmacy Technician

Certified Nursing Assistant

Journey Electrician

Respiratory Therapy

Maine State Chamber of Commerce

PHOTO; KARI HERER PHOTOGRAPHY

F E AT U R E S T O R Y 60

A student from KVCC’s welding program pauses during hands-on instruction. Accelerated three-week welding programs were built with industry partners and prepare trainees to be job-ready at no cost to the student.

Surgical Technologist Yamaha Outboard Motor Repair The second focused training area is employer-directed and helps upskill incumbent workers. By joining the Maine Workforce Development Compact, any Maine business, association, or municipality, can access grant funds to upskill their workforce through professional development opportunities. Training helps with career advancement and job security. In 2022, employers can receive up to $1,200 per trainee, regardless of the number of employees.

Training takes place at one of Maine’s community colleges or by a third-party training vendor, which could be a company-based training. The Harold Alfond Center provides financial support to the organization and opens up community college scholarships to staff. Employees have an advisor to assist with course selection, textbooks, tutoring services, and other resources to ensure continued success. The Compact currently has 250 businesses and associations. If your organization is interested in joining, email alfondtraining@mccs.me.edu or fill out the application form at https:// bit.ly/JoinTheCompact.

Lastly, the Harold Alfond Center serves the 150,000 Mainers with some college credit but no degree. By 2025, up to 65% of Maine’s workforce will require a credential of value. With scholarships, The Center will deliver 3,200 for-credit courses for incumbent workers. In 2022, employees are eligible for a $425 scholarship, the equivalent of most three-credit courses at Maine’s community colleges.

In 2023 and beyond, they’re eligible for up to two classes at 50% per semester.

The community college offers a course catalog of more than 4,800 classes.

A D D I T I O N A L C E N T E R I N I T I AT I V E S Digital Badging — By collaborating with business partners, the Harold Alfond Center creates programs that result in demonstratable skills with learning out-

jobs

m i d ma i n ec ha m ber . com / jo bs ONE VOICE MAINE / SPRING 2022

61

62

Maine State Chamber of Commerce

PHOTO; TANNERY HILLS STUDIO INC.

F E AT U R E S T O R Y

comes built on models of predictive validity. Digital badges provide visible, stackable learning opportunities and demonstrate the mastery of a topic. The earner receives a sharable, transferable, and transparent credential of value. Recognized by MCCS, digital badges can have college credit associated with the learning experience. MCCS has awarded more than 16,000 badges and has created customized training for several industries.

Apprenticeships — In partnership

We make healthcare work for you.

As your partner in community health, we collaborate to bring you the most comprehensive care.

That’s a promise.

with the Maine Apprenticeship Program, the Harold Alfond Center coordinates customized training for workers and businesses. The Earn-and-Learn model attracts new employees and upskills current staff, allowing companies to retain workers through career pathways that grow businesses. The Center can help offset training and wage costs while im-

Visit northernlighthealth.org

proving worker productivity, quality, and safety.

Diversity, Equity & Inclusion Training — DE&I training and tools help create an organizational culture that is mindful, supportive, and inclusive of everybody.

It empowers trainees to be agents of change within their companies, ensuring equal access to resources and support, acknowledging and honoring cultural differences, modeling practices that make employees feel safe, and learning to address bias.

Remote Work for ME — A new threeyear, $1.2 million project will provide rural Maine residents with free training to pursue remote work opportunities. It will also provide training to current employees at Maine businesses expanding re-

ula, and driving progress in workforce

mote work to train employees to oversee

development. The economic impact of

remote workers. MCCS will provide train-

training 24,000 learners will significantly

ing to more than 700 people over the

impact the companies they work for and

next three years. Occupational training

the communities in which they live. We

and equipment grants are also available.

hope that it will also profoundly affect

For more information, email alfondtraining@mccs.me.edu or visit MCCSworks.com

the trainee’s life: they will recognize their

AN INVESTMENT IN MAINE’S FUTURE

incredible potential, the opportunities

Maine’s industry and business communi-

ahead, and what they can accomplish.

ties have been vital partners in creating

We are proud to be part of Maine’s future

programs, designing accelerated curric-

workforce.

ONE VOICE MAINE / SPRING 2022

63

Nearing its 75th episode, the Maine State Chamber of Commerce’s twice-monthly podcast, The Bottom Line, features a variety of guests and their contributions to Maine’s economy. The show also highlights priority policy areas of importance to Maine’s business community.

Because there’s always room between your ears for more.

2022 TBL OneVoice Maine v2.indd 1

Airing at 10:00 a.m. on the second and fourth Thursday of each month, each 30-minute episode of The Bottom Line podcast will livestream twice a month through Williams Broadcasting. In addition to being archived online, The Bottom Line podcast can be heard on iTunes, iHeart Radio, Soundcloud, Stitcher Radio, Spotify and radio.com.

For more information about The Bottom Line, including sponsorship opportunities, please visit: mainechamber.com/the-bottom-line 5/26/2022 09:52:11 AM

The Maine Take with Dana Connors is a streaming public affairs program of the Maine State Chamber of Commerce.

Hosted by Maine State Chamber President & CEO Dana Connors, The Maine Take covers the ideas, issues, and initiatives at work in our state that are helping to grow Maine’s economy.

Be sure to watch every Tuesday at noon during the legislative session, and every other Tuesday at noon when the Maine State Legislature is not in session, for indepth conversations with federal and state elected officials, policy makers, business leaders, and more, including regular updates from the Maine State Chamber’s Advocacy Team and leading news source Mainebiz.

For more information about The Maine Take, including sponsorship opportunities, please visit www.mainechamber.org/mainetake.

64

2022 TMT OneVoice Maine.indd 1

Maine State Chamber of Commerce

5/26/2022 09:51:27 AM

Leading the growth and sustainability of Maine's tourism businesses for the past 100 years

Scan the QR code to view the Centennial Edition of Maine's Official Travel Planner

Stop by one of the 7 Maine State Visitor Information Centers or visit us at Mainetourism.com