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Maine Economic
Development Strategy
2020-2029

 

A FOCUS ON TALENT
AND INNOVATION

 

 

November 15, 2019

Dear Governor Mills, Members of the Legislature and residents of Maine,
This is a 10-year Economic Development Strategy for Maine. It is a dynamic and nonpartisan roadmap designed to foster collaboration among the public, private, nonprofit and education sectors for
the purpose of creating a diverse and sustainable economy. It is the culmination of non-partisan
contributions of over 1,300 Maine people; the level of public engagement in this process was overwhelming, and we hope to have captured the ideas and energy within.
Maine is at an economic crossroads. We face serious challenges: a likely global downturn as part of
the normal economic cycle; an aging workforce; and threats to some of our largest industries due to
technology and climate change. This plan isn’t naive about those challenges, but attempts to build
on the opportunities that change presents. Maine has the wind, tides, sunlight, and expertise to
lead in developing solutions to the global climate crisis. With innovations that are already underway, we can diversify our heritage industries. We can grow protein in new ways to diversify fishing
and farming. We can use wood and wood residuals for new fuels, plastics, and building materials.
We can advance health with our biosciences and technologies. The possibilities are limitless. Our
growth potential lies at the intersection of global trends and Maine’s assets.
Maine also has thriving tourism, hospitality and outdoor recreation sectors that are critical to our
economy. People who experience Maine come back for more — many as tourists, and some as residents. Showcasing Maine’s beauty is part of our growth strategy.
I learned again through this process the special character of Maine people. The other day an entrepreneur said to me, “People want to help; anyone in Maine will at least have a cup of coffee with you
and give you their ideas.” This is an example of the connectedness that is part of our Maine fabric, an
ability to work together toward a common goal, a knowledge that the success of one aids the success
of all. This is the commitment and the energy that we will carry forward into implementation.
I’d like to thank the thousands who participated in our hearings and online surveys: the 50 members
of our subcommittees; the dozens of staff; the six members of the working team; and particularly
Bruce Wagner of the Finance Authority of Maine, who organized and led this planning process. We
all share a common value: there is a place in Maine’s economy for everyone, and we need everyone
to participate to succeed.
Thank you,

Heather Johnson
Commissioner of the Maine Department of Economic and Community Development

 contents
4

20

EXECUTIVE
SUMMARY

STRATEGY A
Grow Local Talent

7

25

WHY MAINE
NEEDS A PLAN

STRATEGY B
Attract New Talent

10

28

VISION + GOALS

14
OPPORTUNITIES

STRATEGY C
Promote Innovation

30

STRATEGY D
Build Connections

32

STRATEGY E
Providing Supporting
Infrastructure

36

STRATEGY F
Maintain Stable and
Predictable Business Rules

38

STRATEGY G
Promote Hubs
of Excellence

41

APPENDIX A
Contributors to the Plan

 executive summary
In the following pages, Maine people will find a ten-year
economic development strategy for the State of Maine,
the first-of-its-kind in more than two decades. It is
intended to serve as a dynamic and nonpartisan roadmap that can help foster collaboration among the private,
public, education, and non-profit sectors to achieve a
diverse and sustainable economy. It is the culmination
of the contributions of more than 1,300 Maine people,
incorporating a variety of perspectives collected over the
course of several months.

TALENT AND OUR WORKFORCE

Out of this report emerge two major necessities to spur
growth in our economy: talent and innovation. We
know that Maine has a talented, resilient workforce;
there just are not enough of us. Additionally, the skills
needed to sustain a successful workforce are changing as
the world changes, and that means our workforce must be
prepared to evolve with them as well. Further, fostering
economic growth will require innovation – and Maine
is well-poised, both through its natural resources and its
people, to embrace innovation that can not only contribute to global climate solutions, but drive productivity
across the entire economy.

Undertaking a branding effort in conjunction with

Let’s take a deeper look at both.

Maine needs to add at least 75,000 people to our workforce over the next ten years. As many know, Maine is
one of the oldest states in the nation, and the aging of our
population will result in the loss of an estimated 65,000
from our workforce over the next ten years – and that is
in addition to the tight labor market the state is currently
confronting. There is not one simple solution to this challenge, but many strategies that, when pieced together, can
help us tackle this issue. This report recommends:
the private sector, nonprofits, and the tourism industry
to promote Maine as a great place to live, work, and learn
in order to attract talented workers.

Building bridges for those who are not in the work-

force, enabling them to join. Maine has approximately
100,000 people who are of working age but are not
currently in the labor pool. We need to ensure that all
people, especially those who are underrepresented and
young people who are disengaged (neither in school nor
in the workforce), find their role.

Welcoming foreign immigrants with programs that

support rapid credential acceptance and that support
housing and transportation needs.
—4—

 Expanding and simplifying debt relief programs,

such as the Educational Opportunity Tax Credit, to help
new and existing Maine residents retire student debt,
thereby enabling them to invest in housing, transportation, and other critical needs.
Technology is also significantly changing the skills
needed across the continuum of the workforce. Automation is changing and will continue to change the way
we work, most likely resulting in fewer but higher-paying jobs. McKinsey and Company has estimated that as
many as a third of American workers will need to switch
occupations by 2023 because of rapid automation. Look
to the check-out area of the local grocery and notice the
growth of self-checkout services as an example. In the
future, we will need coders instead of cashiers.

For long-term impact, this report recommends:

Establishing Maine Career Exploration to help

students and families to connect to Maine’s economy.
This program will work with students on an age approThat is why the workforce of tomorrow will require priate level to help them explore career opportunities that
continuous upgrading of knowledge, skills, and abilities are in line with their individual area of interest. Workto meet ever-changing market needs. And to support force skill development will start at a young age and will
that culture of continuous learning, Maine will also need grow to 100% of Maine students having an internship
an education system that is accessible, affordable, and between their junior year of high school and one-year
effective. This report estimates that 44 percent of Maine’ post high school graduation.
current workforce has some type of credential of value, Better preparing of Maine students with the knowlwhich demonstrates to an employer that the individual edge, skills and abilities that are aligned to the growth of
has mastered a skill of use in the marketplace. By 2025, the digital economy.
this report predicts that Maine’s economy will need 60
to 65 percent of its workers to have credentials. So not Investing in educator preparation and professional
only does Maine need more people in the workforce, but development to improve outcomes in pre-K through 12
education in Maine.
Maine needs more people with credentials.
As detailed in the pages ahead, this report recommends DRIVING INNOVATION
pursuing aggressive strategies to meet both demands. In It is a time-tested concept: innovation drives economic
growth. According to the U.S. Chamber of Commerce,
the near-term, Maine should:
economists have calculated that 50 percent of the counDevelop a system of stackable, micro-credentials try’s GDP growth is attributed to increases in innovation.
that enable students to quickly and affordably obtain Yet, while pockets of innovation are occurring througha credential of value, which can be used to build toward out Maine, such as the Maine Aqua Ventus project to
other credentials and be transferred fluidly among Maine create the first floating offshore wind platform, or the
educational institutions.
wellspring of microbreweries across the state, Maine lacks
Increase the availability of online learning and other a clear and supported culture of innovation.

flexible programs that are relevant to Maine employers With that said, Maine’s strengths position us well to innoand workers.
vate, and opportunities for innovation abound in every
Institute statewide programs through higher educa- industry. The time is right for Maine businesses of all
tion institutions that provide co-op experiences, intern- sizes and sectors to partner with education institutions,
ships, research experiences, and apprenticeships for all nonprofits, and governments to drive that culture of
innovation and, ultimately, deliver solutions that will not
Maine students.
only power our economy, but the world economy as well.
—5—

 This report recommends:

Supporting the continued growth of bio-based

Embracing the opportunity to capitalize on the alternative products that emerge from the intersection
growth of clean, renewable energy sources, including
solar, wind, and biofuels. Our state has the wind, water,
and solar exposure to generate substantial clean and
renewable energy for both Maine residents and businesses, and, with our vast natural resources and worldclass educational institutions, the ability to innovate in
these fields.

of wood supply, bioplastic, and advanced building material technologies.

Investing in research and development. The State can

help with academic research support, and with risk-enhanced financing from existing entities such as the Maine
Venture Fund, Maine Technology Institute, and the
Finance Authority of Maine to support innovation in
Pursuing opportunities for sustainable fishing, such the private and nonprofit sectors.
as aquaculture, to complement traditional fishing and
In the coming pages Maine people will find a specific set
meet the growing demand for a traceable food supply
of strategies and action steps designed to induce collabothat is changing the way we fish and farm. Maine should
ration across sectors to attract talent and inspire innovaalso pursue the growth of support services, such as fin
tion. As our workforce ages and global trends create new
fish vaccines, testing for exports, and veterinary support
challenges and opportunities, now is the time to take
to grow ancillary economies.
action together.

HERE IS WHAT WE KNOW:

there is a spot for
everyone in Maine’s
economy and we
need everyone to
participate.
—6—

 why maine needs a plan
The global economy has cyclical elements, and an
economic downturn is likely within the 10-year window
of this plan. This is a shared risk for all states. In addition,
Maine has some unique challenges.

What are the consequences? Economists Michael LeVert
and Catherine Reilly modeled the consequences of no
in-migration for the Greater Portland region in 2034.2
They projected that in the absence of outside in-migration, the labor force would drop by 10% — and as a conseThe first challenge is that Maine is among the least diverse quence, so would income, employment, and tax revenues.
and oldest states in the nation. More people are expected The same is true for the state as a whole.
to retire than to enter the labor force in the coming
decade. In the absence of greater in-migration to the A second long-term challenge is that Maine’s jobs do not
state, Maine’s labor force faces a challenge of long-term pay enough. In the last twenty years, the average annual
decline. 1
earnings in Maine’s private sector fell from 83% of the

Maine Labor Force Projection to 2016

CIVILIAN LABOR FORCE

750,000
650,000

Baby Boomers Exiting Workforce
rce
kfo
r
o
W
ing
r
te
En
rs
e
m
oo
yB
b
Ba

550,000
450,000
1930s Depression &
World War II Birth Death

350,000

19
47
19
52
19
57
19
62
19
67
19
72
19
77
19
82
19
87
19
92
19
97
20
0
2
20
07
20
12
20
17
20
22
20
26

250,000

  “Workforce Trends & Outlook in Maine: Presented to the Innovation, Development, Economic Advancement & Business Committee,”
Glen Mills, Maine Department of Labor, 2019.
2
Greater Portland Tomorrow: Choices for Sustained Prosperity, September 2017, Barringer et al, Appendix A.
1

84%
83%

—7—

 national average to 78%.3 The relative decline can be
explained, in part, by the reduction in the number of
manufacturing jobs in Maine. But regardless of the
explanation, the problem remains. We can’t have a quality of life for a our residents, attract people to move to
Maine to work, or meet our public policy goals unless
we increase wages and salaries to something closer to the
national average.

tal investment and entrepreneurship; and by increasing
the skills and education of the workforce. The elements
of the challenge are interrelated, therefore the solution
must be comprehensive and systematic.

Since 2008, Maine’s Gross Domestic Product (GDP) has
grown dramatically slower than the rest of the United
States. From 2008-2018 the compound annual growth
rate for Maine is .6% versus the growth rate of the United
Our low wage rates are related to the lower-than-aver- States at 1.8%. (https://www.bea.gov/data/gdp/gross-doage value of the products and services that we produce. mestic-product).
The average job in Maine produces about $88,000
in “net” sales . The economic term for this is “value- The global economy is changing and requiring innovaadded.” Nationally, the average is $120,000. One way tion and new workforce skills. Maine needs to chart a
to increase value is to develop new products. This can be course that addresses these challenges and creates oppordone through research and development conducted by tunities based on them. Our economy can’t stay the same;
public, private, and nonprofit agencies; by increasing capi- doing nothing will result in dramatic economic, wage
and job loss.

Maine Average Annual Earnings as a % of Nation
PRIVATE SECTOR

84%
83%
82%
81%
80%
79%
78%
77%

19
97
19
99
20
0
1
20
0
3
20
0
5
20
07
20
0
9
20
11
20
13
20
15
20
17

76%

3
4

QWI Explorer Application, U.S. Census Bureau
In 2012 dollars. Net sales equal total sales less the cost of other product inputs.

—8—
Maine Average Annual
Earnings as a % of Nation
PRIVATE SECTOR

 Economic development at its best is collaborative
and looks at leveraging assets of the public, private
and non-profit sectors. Effective coordination
of efforts is key to success. This plan can offer a
roadmap to statewide execution.

 vision + goals
Maine has all of the needed natural ingredients to grow
and prosper over the next ten years and beyond. In a
world that is seeking renewable resources to replace
petroleum-based products, Maine has an abundance
of forests, and the technology to convert them into
environmentally responsible alternatives. As the
world demands ever-greater sources of protein, Maine
has its extensive coastline and abundant resources
from the sea. As climate change alters global trade
patterns, Maine has well positioned deep-water ports.
As much of the world seeks to escape over-crowded
and increasingly unsafe cities, Maine offers accessible, safe and livable communities. That is why we put
forward our vision with confidence.

— 10 —

 OUR 10 YEAR VISION
By 2030, Maine will be an international leader with a
vibrant, sustainable, environmentally-responsible economy.
All across the state, the people of Maine will have access to
an unmatched quality of life and good-paying jobs.

OUR 10 YEAR STRATEGIC GOALS
TO ACHIEVE OUR VISION,
WE HAVE ESTABLISHED THREE GOALS.

grow the average
annual wage by

increase the value
of what we sell
per worker by

+10%5

+10%6

to the benefit of workers at
all income levels

Attract

75,000
people to Maine’s talent pool
both by increasing participation among Maine’s existing
population, and attracting new people from out of state —
thus turning a potential labor force shrinkage into a gain.

5
6

From $45,370 to $49,900, in inflation-adjusted dollars
From $87,160 to $95,876, in inflation adjusted dollars

 There’s a place for everyone in Maine’s new economy:
people who like to work with their hands and people
who like to work with data; people who work in the
woods and people who work in offices; new arrivals
and old-timers. Maine is a place where people willing
to work hard can find satisfying and rewarding careers.

 The problems are interconnected, so the solutions we propose are
interconnected as well.

The solution starts
with talent.

 opportunities
Economies are dynamic. From 2017 to 2018, there was
a net gain of 5,600 jobs in Maine — less than 1%. But
this number does not tell the whole story. During that
year, Maine employers lost 29,000 jobs and created
32,000 new ones. Around 100,000 people were hired,
and 96,000 left their jobs. In other words, one in six
employees was on the move.
Many of the new jobs that will be created in the next
ten years don’t exist today. And, of the existing jobs that
will remain, many will be transformed by technology.
The challenge is to identify which combination of global
trends and Maine strengths will offer the creative space
for the high-paying jobs of the future to be realized.
Dr. Andrew Crawley of the University of Maine, and
Angela Hallowell from the Maine Department of
Administrative and Financial Services, took on the
challenge of doing an analysis. They identified four
“thematic areas” in which Maine has current strengths,
there is growing global demand, and there is a potential for job creation — particularly at the intersections
of these strengths. The four themes are: Food/Marine,
Forest Products, Technical Services, and Making/
Manufacturing.

7

CRAWLEY AND HALLOWELL WRITE:7
For example, in the last couple of years the
forest product industry has seen quantum
leaps forward in development where new
products have begun to emerge such as
nanocellulose. This product takes advantage of the great abundance of trees with
cutting edge science and engineering.
To keep pushing this evolution, support
is needed in the existing value chain, i.e.
loggers are still required to fell trees and
transport is still required to mills, in addition to new elements such as coders, chemists and biologists. This thematic approach
requires cross cutting labor force policies
that generate the depth of skills and training needed from basic to advanced degrees.

Crawley and Hallowell, “Developing Industrial Thematics for Maine Technical Report,” 2019

— 14 —

 bio-based
alternatives
Forest products is an example of
Maine’s key position in developing
solutions to meet global demand.
Innovative building materials
that sequester carbon and make
buildings more energy efficient
leverage Maine’s forest resources
and forest-based economy to
respond to consumer demand for
more sustainable products.

MAKING
MANUFACTURING

Advanced Building
Materials
Bioplastics
Biofuels

FOREST
PRODUCTS

— 15 —

 climate change
A similar intersection of themes
can be found in climate change.
The global trend of looking toward
green energy sources intersects
with the strength of the Maine
economy in technical services
and making/manufacturing, and
creates openings for new technologies, industries, and jobs.

TECHNICAL
SERVICES

On and Offshore
Wind Power
Tidal power
Battery Development
Solar Development

MAKING
MANUFACTURING

Maine is well positioned to develop solutions for
the global climate challenge. We have established
ambitious goals to reduce our carbon emissions,
including requirements for increased renewable
energy generation. While a changing climate and
sea level rise offers enormous challenges for our
economy, there is also opportunity to create solutions that will position Maine as an economic
leader in innovative technologies. Renewable
energy, energy efficiency and safe and traceable
food production will create business opportunities
and good jobs in some of our heritage industries,
while also supporting energy and climate goals.
As of November 2019, Maine has approximately
200 solar projects in the permitting process.
According to a recent report,8 energy efficiency is
the fastest-growing energy industry in the country
and there are more than 8,600 energy efficiency
jobs in Maine.9 As Maine grows investment in
energy efficiency through measures like weatherization and installation of heat pumps, the
state will save ratepayers money and create new
jobs. Graduates of programs such as the Kennebec County Community College Energy Services
and Technology Program can enter the workforce
with skills in the installation and design of high-efficiency and renewable plumbing, heating, ventilating, and air conditioning systems.
Maine has one of the best offshore wind resources
in the country, and offshore wind can not only
provide clean power to New England, but can be
a major economic driver for Maine. One example
of innovative research and economic development
is the Maine Aqua Ventus Project, a pilot project
that is poised to launch the first floating offshore
wind turbine in the United States. The floating
concrete semi-submersible hull was designed at
the University of Maine and the Advanced Structures & Composites Center, and the project has
developed a partnership with construction and
construction services company Cianbro. Based on
a University of Maine economic study, the full life
of the pilot project would produce an estimated
160,000 jobs including planning, construction,

8
9

e
  2.org/reports/energy-efficiency-jobs-in-america-2019/
e
  2.org/wp-content/uploads/2019/09/MAINE_2019_Final.pdf

 growing demand for safe, climate responsible food source

TECHNICAL
SERVICES

FOOD SYSTEMS AND
MARINE RESOURCES

MAKING
MANUFACTURING

Finfish veterinary services
Shellfish vaccines
Testing for exports
Sustainable aquaculture
innovations

— 17 —

 and ongoing operations and maintenance, and would
generate around $200 million in economic impact. A
recent study showed that the offshore wind industry
represents a nearly $70 billion revenue opportunity in
the next decade . The majority of the research is complete
— now the focus shifts to project development, good jobs
and energy savings.

growth areas. This is a trend that can support Maine
growth. AI is a field that will allow for more remote work
and for businesses to thrive in smaller markets. This will
be an advantage in Maine because of our dispersed population. Additionally, Maine is well positioned to house
the growing demand for data centers with direct access
to Europe and the US, available land and a cool climate.

Maine also leads New England in onshore wind power
generation. Northern Maine Community College offers
a Wind Power Technology program that is preparing
future wind technicians with a focus on wind turbine
maintenance and electrical power production.

Maine has a strong base economy that we need to
continue to grow. It is critical to support businesses at all
stages in their life cycles. Mature businesses can use these
thematic opportunities to help diversify and stabilize
supply chains throughout the state, and new enterprises
can use them to find high growth opportunities.

A changing climate, and the need for new, more efficient
technologies offers tremendous opportunities for Maine’s
wood products sector. From cross laminated timber, a
substitute for carbon-intensive steel, to bio-fuels to woodbased insulation products, Maine is poised to be a leader
in innovative construction products. In addition, as the
markets and demand grow for sustainable food sources
closer to markets, Maine has the opportunity to meet the
significant consumer demand on the eastern seaboard,
all within a day’s drive of our state. From aquaculture
to traditional seafood harvesting to value-added food
production, growth is anticipated in these food industries
and Maine can benefit greatly by growing our capacity to
meet these markets.

Some sectors are crucial to Maine’s economy but do not
appear in the themes, such as tourism and hospitality,
health care, outdoor recreation, and the arts. They are
important and have a great potential for growth. For
example, a study of outdoor recreation in rural Maine
found a potential for doubling the industry in the next
10 years, from $2.3 billion in 2017 to $5.6 billion in
2030. Other research shows that access to the outdoors
is a major element in recruiting talent . Capitalizing on
Maine’s heritage and outdoor lifestyle will be an important strategy for recruiting skilled workers to Maine. With
36 million visitors a year and growing, our tourism industry will be key in exposing Maine to new people and
inspiring them to move here, which will help to meet
The global demand for safe, climate-responsible food this plan’s goal of 75,000 new workers in the labor force.
sources is growing dramatically. The United States Quality, affordable, accessible health care is key to attractcurrently imports approximately 95% of its salmon, and ing and retaining the future workforce. Arts and culture
Maine can grow salmon to solve this need without freez- are another appealing component of Maine’s special
ing or airfreight.
brand.
This global trend intersects with Maine’s strengths in All sectors, all jobs matter. Our vision is that Maine is a
marine resources, food, manufacturing and technical state where every person can find fulfilling and rewarding
services. Maine can be a leader in the development of new work, and employers can find the talent they need. The
and sustainable ocean fisheries and products. Maine is thematic approach offers us a tool to focus our limited
already a leader in veterinary science, and this knowledge resources on high impact areas that offer growth in all
and talent base can continue to develop the life sciences regions of the state.
area that is a base for many industries.
Technology will play a critical role as we grow the Maine
economy. Artificial intelligence will change the way
we work, improve productivity and be a base for many

11
12

T
  he Future of Tourism in the Maine Woods: Executive Summary. Maine Woods Consortium, 2019
Talent Wars, DCI, 2017.

— 18 —

 offshore wind
industry represents
a nearly $70 billion
revenue opportunity
in the next decade

— 19 —

 STRATEGY A

grow local talent
In the 21st century, economic development is about investing in people
and their communities. In order to grow, communities need to attract
and retain talent.
Talent is the new currency. Maine is in competition with other states and
the world to build and retain a creative and productive workforce, to
attract knowledge industries, and to have a well-educated public that
can make wise civic and policy decisions.
There are long and short-run aspects to talent building. For the long
run, we will invest in our early care and pre-K system on par with how we
invest in the rest of our educational system. We will prepare our children
entering kindergarten to succeed. We will prepare all students to achieve
the competencies needed to find a place in the future economy.
In the short run, we will help adult workers, who are now (or could be) in
the workforce, to upgrade their skills so that they can qualify for betterpaying jobs — and to simply keep their own jobs, which will require new
skills as technology changes. Currently, 190,000 Maine adults (20%) have
begun, but have not yet completed, a postsecondary program of study.
Over a third of students at the University of Maine and the Community
College Systems are over 25 years old. The education system must be
dynamic and available to workers on short notice in response to new
job opportunities. Maine unions will have a critical role in identifying
opportunities, providing training, and modeling well-established and
successful apprenticeship programs.

— 20 —

 In 2018, 44% of Maine’s workforce has a work credential that goes beyond
a high school diploma.13 A “credential” is a two or four-year college degree,
or a license in the trades, or a professional certificate. The goal set in
Maine law to increase this proportion to 60% by 2025.14

THE MAINE EDUCATION FUNNEL EFFECT AND ACHIEVEMENT GAPS
ENTERING 9TH
GRADE

100%

100%

100%

HIGH SCHOOL
GRADUATES

79%

95%

87%

ENROLL IN
COLLEGE 2017

40%

71%

55%

RETURN FOR
2ND YEAR OF
COLLEGE (2018)

28%

62%

46%

16%

44%

30%

EARN A 2- OR
4-YEAR DEGREE

ECONOMICALLY
DISADVANTAGED

To better prepare Maine students, we must specifically
look to help children from economically-disadvantaged15
backgrounds to achieve success. Almost half of Maine
public school students (47%) are disadvantaged. By the
time of their first nationally-benchmarked proficiency
tests in 4th grade, these children display proficiency in

NON-ECONOMICALLY
DISADVANTAGED

reading and mathematics at half of the rate of the other
students. Going forward, they are less likely to graduate
from high school or earn a post-secondary credential. This
is why investing in quality early learning is so critical; it
ensures that all students enter kindergarten ready to learn
and gives every child a good chance for success.

Page 22, Education Indicators for Maine, 2018, Educate Maine.
Workforce Board, Title 26, Chapter 25
— 21
— criteria used for the
15
Disadvantaged is defined as below 185% of poverty level, which
is the
free and reduced-price lunch program
13

14

ALL MAINE
STUDENTS

 Current programs such as Junior Achievement and Jobs
for Maine Graduates will be key partners in providing
ACTION A1:
support and wrap-around services for students who need
Maine’s Career Exploration
Research shows that heightened economic mobility for additional coaching and soft-skills development.
children is a result of “the connectedness, the day-to-day
Maine has several internship/apprenticeship resource
interactions, the diversity of people and experiences, the
sites available:
exposure to others, and sense of belonging.”16 We will use
•  Maine Job Link Career Center
our neighborhood businesses and employers to enrich
(Maine Department of Labor)
student learning.
•  Hospitality Maine
Maine Career Exploration will start while students are •  Project Login
in kindergarten and work with students until one year •  LiveWorkMaine
following graduation from high school. The mission of •  Farm Labor Link Network (Maine Department
of Agriculture, Conservation and Forestry)
the program is to connect students and their families to
the Maine economy, and to grow our own talent.
Despite these resources, interns report that it is difficult
The program will work with students on an age-appro- to understand the apprenticeship/internship system in
priate level to create valuable and rewarding connections Maine, and to find listings. The same challenge is faced
to their community, and to explore real opportunities by new Mainers, Native Americans, low-income students,
that fit within their individual areas of interest. Work- and minorities. A simplified and well-publicized portal
force skill development will start at a young age and will for students is needed.
grow until 100% of Maine students have a 6 month paid ACTION A2:
internship between their junior year of high school and Web Portal matching students and employers
one year post high school graduation. Paid internships Maine has one website that lists apprenticeship opportuwill engage all youth and remove the need to make a nities 17 and two that list internships.18 Potential interns
choice between needing to earn money and career explo- report that it is difficult to understand the apprenticeration. Internships will also help establish professional ship/internship system in Maine, and to find listings.19
networks for all students, thus expanding their economic A simplified and well-publicized system will be created.
mobility.
This will be particularly helpful to students who lack
access to the informal job market of family and friends,
Elementary age students will be exposed to robotics, tech- and who need to earn income as part of any experience
nology, and transferable skills that can be utilized in the — students such as new Mainers, African Americans,
workforce and create upward mobility. Middle School Native Americans, low-income students, and minorities.
age students will explore areas of interest that build on
their personal strengths and also align to marketplace CareerWise Colorado is a successful website for apprenopportunities. High school students will have oppor- ticeships that could serve as a model for Maine. Maine
tunities for job shadowing and direct interaction with will research best practices from CareerWise and elsebusiness, non profits and government (including public where in creating its portal.
safety) to see what is available
ACTIONS TO ACHIEVE THIS GOAL INCLUDE:

Parental engagement will be part of the student experience; this will enable families to learn and grow together.
Students’ ability to explore local career opportunities and
build community networks is critical to retaining young
people in Maine and strengthening civic responsibility.

ACTION A3:
Align curriculums with digital economy skills

The Department of Education is now in the process
of reviewing Maine’s Career and Educational Development Standards and its Mathematics Standards.20 These
identify skills and knowledge that should be instilled
from pre-K through high school graduation in the areas
of workplace skills and career knowledge, as well as
digital skills. Maine’s curriculum will better reflect the

Richard Florida, “Kids Raised in Walkable Cities Earn More Money as a result,” City Lab, 10-24-19
joblink.maine.gov/ada/r/search/jobs?keywords=apprentice
18
Hospitality Maine and LiveWorkMaine
19
Feedback from FocusMaine summer interns 2019
20
maine.gov/doe/learning/content/career/review and maine.gov/doe/learning/content/mathematics/review
16
17

 technology and career skills workers will need in the current and coming
job markets. Technology skills are already a base component of every job
in the economy, and this will even be more true in the future. While job
and technology requirements are constantly changing, providing workers with fundamental technical skills and understanding will help them
adapt successfully over their careers. The skills should be responsive to
the potential high-wage jobs that are identified in the Crawley-Hallowell
analysis above.
ACTION A4:
Engage today’s workers in continuing education to achieve
credentials for career advancement.

Employers will continue to strengthen partnerships with adult education programs, the community colleges, the University of Maine System,
and private colleges to expand collaborations to enable workers to gain
“microcredentials ” for specific skills and jobs. Microcredentials will
revolutionize post-secondary education by offering accessible, affordable
courses in smaller increments that can be used to immediately improve
income potential. Microcredentials can be stacked to further advanced
qualifications. They are transferable within the state post-secondary
system.
Maine’s Career and Technical Education (CTE) System plays a critical role. Traditionally these programs have provided credentials for
jobs ranging from skilled trades to firefighter training. The CTEs need
modern equipment and staffing to support these programs.
ACTION A5:
Expand the professional preparation of educators at all levels
– from those caring for children aged 0-3, as well as Pre-K to
high school – in STEM and other digital economy skills.

We are fortunate to have great educators in Maine. In order to support
their growth and development, teachers, child care workers, and classroom assistants need continuing education and credentialing as well —
first, so they can effectively teach skills to young people, and second, so
they can get the credential for their own advancement and higher pay.
This includes pre-service preparation as well as continuing professional
development.
ACTION A6:
Improve the quality of care in our early childhood system
by supplementing salaries for early childhood educators,
rewarding them for their experience in the field and
completing postsecondary programs.

Early childhood educators are the lowest paid workers in the education
field. Not surprisingly, turnover rates are high; this leads to less continuity
and lower quality for children in childcare. Salary supplements for childcare teachers would not bring parity with teachers in the public school
system, but would help to incentivize further education and retain teachers in the field. Without funding to attract and retain more educators,
the early care and education system will have difficulty serving Maine
children and families.
— 23 —

The Central Maine Motors Auto
Group in Waterville got tired
of complaining about how hard
it was to find workers. Instead,
they worked with local schools
to create a pipeline of qualified
graduates to hire.
Here is their system. The Mid-Maine
Technical Center identifies high
school juniors who may have an
interest in working with cars. In the
spring, 12-15 such students do a
comprehensive job shadow at the
auto group, where they spend 8
half-days visiting different departments. The next summer, roughly
10 are hired to wash cars. Then 4-5
continue working in their senior
year, and after graduation, become
an apprentice. The apprenticeship
takes two years, and students switch
every eight weeks between studying
at Central Maine Community College
and working (for pay) at the dealership. The local Maine Career Center
covers the costs of transportation,
books, and supplies for students
with financial need. Students come
out ready to test for ASE (National
Institute for Automotive Service
Excellence) certification, and earn
an associate’s degree. At this point
they begin full-time employment
at the dealership as a lube technician and start basic manufacturer’s
training. From there, the student can
advance in multiple career paths.
To get from high school student to
used car tech (mid-level) it can take
up to 3.5 years, and there are pay
increases as people learn more skills
and gain experience. The Central
Maine Community College automotive technology program is called
“Dealer Trax,” and now involves
other dealerships in the area.

 Maine Career Exploration will start while students
are in kindergarten and work with students until
one year following graduation from high school.
The mission of the program is to connect students
and their families to the Maine economy, and to
grow our own talent.

 STRATEGY B

attract new talent
The goal is 75,000 additional people in the workforce. Maine has
strong, talented, hard-working people. We don’t have enough of
them. This strategy forecasts a 65,000 person contraction in the
workforce over the next ten years unless robust countermeasures
are undertaken.

— 25 —

 Talent
attraction
will come in
many forms.

ACTION B1:
Increase the labor force participation of existing
residents.

that are already doing great work, including the Maine
Community College Hope Program.

There are approximately 100,000 people living in Maine
that are of working age but are not currently engaged
in the workforce. A study done several years ago estimated that Maine can increase its workforce by over
30,000 people by increasing the labor force participation
of seniors, people with disabilities, veterans, and young
people who are disengaged from school and work. 22
While all of these people may not be able to enter the
workforce, many will be able to access work opportunities with encouragement, direct support, physical accommodations in the workplace, flexible work arrangements
and mentoring.

People from economically disadvantaged families will be
helped to enter the workforce and improve their jobs by
Department of Health and Human Services programs
that support training, tuition, transportation, childcare, and other supportive services. Its programs will be
more closely aligned with those at the Departments of
Labor – for example, collocating outreach workers and
connecting TANF and Food Supplement participants
to the Workforce Innovation and Opportunity Act and
the Maine Career Center System to promote education,
training, and job placement.

Within this group are Maine people who are afflicted
with the disease of opioid dependence, at least 6,000
who have been lost from the labor force. Helping them
return to the workforce not only helps the economy, it
helps them to recover. There are some existing programs

Maine also has the oldest population in the nation –
offering an opportunity to identify ways to tap into
older Mainers to strengthen our economy. Maine was
recently designated the 6th Age-Friendly State by AARP.
And we have expanded the Senior Community Service

Growing Maine’s Workforce, part of the Making Maine Work series of the Maine Development Foundation and Maine State Chamber
of Commerce.

22  

— 26 —

 Employment Program, an employment and training
program for low-income people age 55 and older.

calculations for the credit are very complex and depend
on what year you went to school, what you majored in,
where you went to school, etc. The credit will be simpliWe will work deliberately with all minority groups to fied in order to drive the action of moving to Maine, and
ensure equitability in access and engagement. Diversity in the process, be made available to more people. College
is critical to growth.
loan help is a major incentive for young people to work
Our analysis also suggests Maine’s workforce could in Maine. This is a tool all employers can use to attract
increase by as much as 8,500 if Maine women chose to workers as well.
work at levels similar to women in other countries with ACTION B4:
more family-friendly policies. Increasing the accessibil- Help New Americans and Other Newcomers Get
ity and affordability of childcare is the first step in doing Qualified to Work in Maine
In a global economy, Maine must attract the best talent
that.
from all corners of the world, including the two million
There’s a place in the Maine economy for everyone, college-educated immigrants in the United States who
and it is our challenge to make sure that everyone finds are stuck in low-skilled jobs or are unemployed—a
their place.
phenomenon known as “brain waste.” Maine must be
known by foreign trained individuals across the U.S. as
ACTION B2:
the most effective state to support their goals to attain a
Support the Governor’s Welcome Home
program.
license in their field. Maine will develop and implement
Maine has proven we can market our assets effectively. a process for effective and timely recognition of credenWe bring 37 million people to Maine each year as part tials issued internationally, by the military, and by other
of a $9 billion annual tourism industry. The attraction states. This need is particularly pressing for foreign teachof new workers from beyond our borders is a compel- ers; they are needed in the classroom to give new Mainers
ling need. Maine will scale up its Workforce Attrac- adult models to emulate and learn from, but the current
tion + Retention marketing initiatives leveraging those process for certification is onerous. In addition, when
learnings.
needed, Maine will work with municipalities to set up
service and cultural centers for new arrivals.
A new Welcome Home program is being developed. It will
be designed to advertise a consistent brand with current Above all, Maine must be known by new Americans
tourism campaigns and Bi-Centennial celebrations. It across the United States as the most effective State to
will tell a cohesive and compelling narrative about Maine find a meaningful job that matches their career aspiraas a career and lifestyle destination. The program will also tions with their prior skills. This includes providing the
be a source of information and resources for people who transitional supports (e.g., English language learning,
are considering moving to Maine. The Welcome Home training) that can distinguish Maine from other states.
program will attract young families and skilled workers,
ACTION B5:
entice people to return home, draw people who went to Promote “Quality of Place” investments.
college or summer camp here, summer residents, immi- The quality of our recreational opportunities, historic
grants and others. The program will use research findings places, and arts and culture are a draw for tourists and
and expertise from external partners to inform program residents alike. Each area of Maine has special attributes.
components.
We will work directly with local communities to explore
asset development that attracts and retains people.
ACTION B3:
Expand – and simplify – the Education
Opportunity Tax Credit.

The Education Opportunity Tax Credit (also known
as “Opportunity Maine”) provides reimbursements for
college debt repayments for recent college graduates who
live and work in Maine. While the credit has received
significant national and international press attention in
recent years for being a powerful and compelling tool, the

ACTION B6:
Supporting learning

Attract young families to Maine by nationally marketing the NextGen 529 investment plan with our existing
generous matching contribution grants. We also offer
the first in the nation $500 Alfond Grant for every child
born in Maine after January 1, 2013.  

— 27 —

 STRATEGY C

promote innovation
Maine has some distinctive strengths that support the four themes
for high-wage growth described earlier. The University of Maine,
with world-class wood composites, climate change, food, and
aquaculture research programs, is based in the Greater Bangor
region, but is a statewide asset, as are The Jackson Laboratory,
Bigelow, MDI biolab, GMRI and cluster of companies focused on
biomedical work. Greater Portland has an array of biomedical and
veterinary research and startup activity. Throughout the state,
advancements in renewable generation, storage and access will
facilitate growth across regions.
This plan has a focus in four thematic areas; Food/Marine, Forest
Products, Making/Manufacturing, and Technical Services. The
intersection of these areas with significant global trends is where
the largest opportunities exist for growth through innovation. These
four themes will provide a focus for all of Maine’s public research
and development (R&D) programs. R&D, in turn, will offer profitable
opportunities to feed into Maine’s entrepreneurship and small
business programs.

— 28 —

 ACTION C1:
Increase R&D investment levels in Maine.

Prior to the recession in 2009, Maine’s R&D investment was 50% higher
than today.23 Maine is especially low in private sector R&D investment as
well as in higher education R&D expenditures. Maine will create a combination of public subsidies, tax incentives, and higher education investments,
in order to partner with the private sector to lift this total number again.
ACTION C2:
Raise the investment cap of the Maine Seed Capital Tax Credit
Program.

Every dollar of Seed Capital Tax Credit raises ten dollars of private investment. An increase in the ceiling from $5 to $15 million would help about 40
startups and create 2,300 new jobs.
ACTION C3:
Revitalize the Maine Innovation Economy Advisory Board

This board brings together the major private, nonprofit and public research
organizations in Maine. It will provide oversight and coordination to the
state’s overall effort, and ensure that funds are targeted to areas that translate
into new and profitable business growth. This board will help focus innovation and connect R&D more closely to market opportunities.
ACTION C4:
Promote exports in order to strengthen the climate for startups.

The Maine International Trade Center does a great job working with Maine
businesses to promote international exports. We need to expand this work.
Maine will develop a domestic exports program as well to support businesses
in their efforts to sell products inside of the United States — particularly
startups, new ventures, and small businesses.

Measures of Growth, 2019. page 9.

23  

— 29 —

 STRATEGY D

ubiquitous
connectivity
Cell phone and high-speed internet service are the lifelines of the
modern Maine economy. Connectivity is a necessary infrastructure
that allows communities to thrive. Connectivity in rural communities
enables talent attraction, innovation, skills upgrading, and access
to a global economy. Connectivity will cross all sectors — not just of
the economy, but of people’s lives. The ability to access information,
create and share content, improve health outcomes, access learning,
and work from anywhere in our state, all hinge on high speed access.
Consistent, always-available access across the state is essential.
Maine cannot settle for less.
ConnectME, the state high-speed internet authority, has set the
minimum standard for service at 25Mbps (megabits per second)
“down” (receiving data) and 3 Mbps “up” (sending data). At least
85,000 locations in Maine do not meet this standard.
Maine households subscribe to broadband services at a rate of
a little better than half of the national average. 24 The lower the
so-called “take rate,” the less the financial incentive there is for a
private company to invest to extend a broadband line into a new
neighborhood. This points out that the issue is not simply the
availability of broadband, but also its affordability.
ConnectMe is currently updating the Broadband Action Plan to
streamline the expansion opportunities.

Measures of Growth, 2019. page 11.

24  

— 30 —

 ACTION D1:
Provide a loan guarantee program for financers of broadband
projects.

One way to make investment dollars go further is for the Finance Authority of Maine (FAME) to provide loan guarantee insurance to private lenders to high speed internet providers. This would enable lenders to be more
aggressive in lending their money to rural projects. The creation of a loan
guarantee fund would require a large upfront investment, but thereafter the
fund would replenish itself as payments came in. More important, it would
reduce the need for direct state subsidies. For example, the reserves needed
to support high speed internet would be 20% of the total investment, so a
$20m reserve will leverage $100m investment. Those reserves could revolve
many times with solid projects.
ACTION D2:
Continue to provide local planning grants in order to help
increase take rates and make projects more feasible.

An important program run by ConnectME provides planning assistance to
local governments. These are used to assess local needs, generate local interest
in participating (thus raising the take rate), and create a cost-efficient strategy.
Currently there are 50 communities that have completed their plans and are
awaiting the availability of ConnectME funds.
ACTION D3:
Provide a consistent, predictable, and robust annual level of
ConnectME infrastructure grants.

Under its current program structure, ConnectME generally ends up contributing one dollar of state subsidy for every three dollars of private, local, and
federal investment. The FAME guarantee program (Action D1) would be
able to increase the amount of private match to public dollars. Even with the
loan guarantee, however, a continued infrastructure grant program is needed.

— 31 —

 STRATEGY E

provide supporting
infrastructure
To attract talent to move into the state — and to retain the talent
we have — Maine needs a supporting infrastructure that ensures a
quality of life. Broadband and schools, mentioned earlier, are pieces
of the puzzle. Childcare, housing and transportation are also part of
the picture. Because these functions are largely independent of the
economic development system, other entities must be responsible
for achieving goals in these areas, and those entities are identified
on the following pages.

— 32 —

 ACTION E1:
Set the bar high for childcare; aim to create a
world-class system in Maine.

Live + Work in Maine is an outreach program seeking
to attract people to move to the state. One of the most
frequently asked questions by prospects is “What is the
childcare situation in Maine? Availability? Quality?”
A BPC/Morning Consult poll of American parents with
children under 5 found that the high cost and lack of
availability of daycare affected their ability to stay in the
workforce and to attend school.
The Maine Children’s Cabinet has been reactivated and
is meeting regularly under the new Administration.
The Children’s Cabinet members include the Commissioners from the Departments of Corrections, Education, Health and Human Services, Labor, and Public
Safety. One of the key goals of the Children’s Cabinet
is to ensure that all Maine children enter kindergarten
prepared to succeed. To reach this goal, the Cabinet is
developing a plan to align and strengthen policies and
programs for Maine’s early care and education system.

The Children’s Cabinet will be asked to design a longterm plan for Maine to move to an early care and education system for children from birth through age 4 that is
high-quality, accessible, and affordable. This plan shall
include: expanding to universal pre-K through a strong
mixed delivery system (with incentives for partnerships
among schools, child care providers, and Head Starts);
increasing the number of quality infant and toddler care
slots; investing in the childcare workforce; and improving
access to the childcare subsidy program. Besides attracting new people, this strategy will also help to increase the
number of Maine parents in the workforce.
ACTION E2:
Establish an adequate and sustainable funding
system for public transportation.

Maine spends 86 cents per person annually for public
transportation. That is 37th among all states, and is below
every other state in New England. Part of the problem
is that Maine’s overall transportation funding system is
broken, and does not bring in adequate revenues to find
highway improvements or any other major function of
the Maine Department of Transportation.

TO WHAT EXTENT DID FINDING A CHILD CARE PROVIDER
AFFECT EACH OF THE FOLLOWING?
Staying in the
workforce

40%

Working more hours

35%

Your job search

Improving your
education or skills

28%

25%

25%

23%

Alot

31%

26%

Some

4%

4%

11%

10%

Don’t know/Not applicable

16%

18%

Not much

13%

14%

15%

15%

23%

23%

Not at all

A Majority of parents say finding a child care provider affected
staying in the workforce 68% and working more hours 66%
See https://bipartisanpolicy.org/blog/child-care-poll/#

25  

 The Legislature has established a Blue Ribbon
Commission to Study and Recommend Funding
Solutions for the State’s Transportation Systems.
Increasing public transportation funding to a
sustainable level should be part of its recommendations.
Employers can and have started to provide assistance and incentives for its employees to carpool
and use public transit. For public transportation,
local governments can provide additional subsidies in order to expand bus lines and increase the
frequency of service. The GOMAINE Commuter
Connection program is a resource for this.
ACTION E3:
Expand the production of workforce
housing in Maine.

Increases in the cost of housing, particularly
in southern and coastal Maine, are out-pacing
wages. More production of affordable apartments
and starter homes is needed to keep pace with
demand. The mainstay program of MaineHousing is the low-income housing tax credit provided
by the federal government; but that program
only produced 21 apartment units for families
in Maine in 2018 (with another 381 financed and
underway). This is totally inadequate to the scale
of the problem. Maine needs to develop its own
tools for workforce housing.
An underused state tool is the Affordable
Housing Tax Increment Financing Program;
MaineHousing should create low interest loan
supplements to make this a production program
for moderate-income workers seeking starter
homes, condominiums, or apartments. Another
possibility is for the state to create a state tax
credit program modeled on the federal law.
Local governments can reform their land use
laws to permit higher-density (and thus lowercost) housing. Employers can participate financially in the development of new housing near the
worksite. Nonprofits are also working to address
this need. As an example, the Northern Forest
Center purchased homes in the Millinocket
region to be utilized for workforce housing.
As is true in other policy areas such as workforce
development and education and broadband, partnerships are needed to achieve Maine’s goals.

  

STRATEGY F

maintain
stable business
environment
Maine has a set of high regulatory standards—and for good
reason. Our natural resources are one of our state’s greatest
assets, and safeguarding them for future generations is critical.
The implementation of these standards should be done with
predictability, transparency, and timeliness. The policy goals of
high environmental standards and efficient regulatory processes are
not in conflict with one another. Both are essential. The following
recommendations focus on strategies to streamline processes,
advance efficiencies, and create stability without sacrificing integral
standards.

— 36 —

 ACTION F1:
Review and simplify the application/decision
process and pipeline.

ACTION F3:
Control and reduce energy costs

Before one can utilize technology for transparency,
one needs to simplify and standardize the business
processes. So the first step must to be to review and
document Maine’s existing regulatory processes. Once
that is complete, state government should look at ways
to improve efficiency, including areas of redundancy and
options for multiple work streams for permits so that
one doesn’t have to be fully complete before the next one
starts.
In addition, the state can provide ways to “pre-permit”
some areas of anticipated development. This same process
approach applies to simplifying the processes for certifying foreign professionals to practice their skills in Maine
(Action B4).
ACTION F2:
Create a web portal where applicants can track
their applications

The transition to a lower-carbon economy presents challenges and opportunities for Maine’s economy that must
be managed carefully and proactively, with a focus on
stability and affordability. Maine’s retail electricity costs
are higher than national average, but lower than the other
New England states. The cost and stability of energy
prices is a particular concern to Maine’s manufacturing sector, though stable and affordable energy costs are
important for all Maine businesses and residents. With
advancements in solar, offshore wind, and other biofuel
technologies and policies, Maine can be a leader in clean
energy, while also creating good paying jobs. Businesses
can also utilize these new, cleaner forms of energy production, as well as increased efficiency programs, to help
stabilize and lower their energy bills. Increasing Mainebased generation can support energy price stability and
security while reducing Maine’s reliance on imported
fossil fuels that are subject to global market conditions.
In addition, increased support and investment in energy
efficiency, especially for Maine businesses, can reduce
energy use and promote cost savings, while new technologies like energy storage can also yield cost savings benefits.

Once the processes are understood and rationalized, the
state can invest in the creation of an online portal that
would enable businesses to understand the regulatory
system for their particular projects, the standards they
must meet, the critical path the application would follow, ACTION F4:
Control Healthcare costs
and the anticipated length of time for a decision.
The recent expansion of Medicaid should ease the upward
cost pressure for private insurance in the short run. The
Department of Health and Human Services is reviewing
a number of options to stabilize and reduce costs while
creating better access.  

— 37 —

 STRATEGY G

promote hubs
of excellence
A Hub of Excellence is an area with conditions present for strong
economic growth. Hubs of Excellence are driven by talent and a
convergence of research, higher learning, skilled workforce and
business, and a livable, healthy space. Focusing on hubs allows
communities to leverage their strengths and develop areas that
are gaps. This concept supports communities working together to
deliver comprehensive assets to their residents.

— 38 —

 A Hub of Excellence is an area with conditions present
for strong economic growth. Hubs of Excellence are
driven by talent and a convergence of research, higher
learning, skilled workforce and business, and a livable,
healthy space. Focusing on hubs allows communities to
leverage their strengths and develop areas that are gaps.
This concept supports communities working together to
deliver comprehensive assets to their residents.
We have some hubs naturally developing. The Bangor
region has great academic institutions in the University of
Maine, Husson University and Eastern Maine Community College. These academic institutions are developing a strong workforce and research assets that support
market growth in a number of the industry themes.
The Portland region has seen a strong growth in bioscience and is consistently rated very highly in livability.
Maine’s ability to meet its workforce attraction goals
depends upon the economic health of these hubs. These
hubs provide the infrastructure needed to support
surrounding rural areas – health, education, transportation, cultural services. Research shows that rural towns
that are near to thriving mid-sized cities do better than
rural towns that are not.26

What makes a hub economically competitive? Access to:
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 

Cultural and social diversity
Frequent air service
University graduate programs
University, nonprofit, and private research laboratories
First class hospitals and health services
Affordable housing
Walkable neighborhoods
Mass transit
Quality technical schools
Corporate headquarter operations
Arts and culture
Restaurants and shopping
Entrepreneurial centers
Services to accommodate new immigrants

These are the places where talent comes together, where
the IT person works with the researcher and the startup
business to create something new. They also provide the
services and attractions that improve the quality of life
for people living all around.

The product begins in Maine’s abundent forests. Key
occupations include: Logging Equipment Operators,
Machine Setters, Conservation Workers

02

01

Logs are transported to a sawmill. Key occupations:
Truck Drivers, Transportation Workers.

A sawmill processes and distributes the raw timber.
Key occupations: Sawing Machine Operators,
Machinery Mechanics, Electricians and Equipment
Repairers, Sales & Marketing Professionals

03

MEDICAL
PRODUCTS

Maine’s growing
Biotechnology and
life sciences industry
could construct medical
products like bone
replacements to improve
healthcare for the future
of Maine’s residents.

ADVANCED
BUILDING
MATERIALS

Maine’s Construction
industry could use
higher-quality, more
sustainable materials to
build Maine’s homes and
businesses.

MEDICAL
PRODUCTS

04
26

The proecesiong lab uses wood by-products to create
nanocellulose for use in many different applications.
Key occupations: Chemist, Coders & Computer
Scientists, Engineers, Lab Technicians

 “Why Rural America Needs Cities,” Arnosti and Liu, Brookings Report, 2018.

Maine’s Beverage
Manufacturing industry
could enter a new era of
sustainable production
using plant-based
packaging materials.

 While some hubs are naturally forming, we have the opportunity to partner with communities to help accelerate
development. Additionally, we will look at supply chains for the hubs. As an example, advancements in the forest
products industry will improve the value of a tree being removed from the woods in Western Maine, even though
the production may be done in Lincoln. Focusing on supply chain development throughout the state ensures that
the value of the hub is realized in many areas of the state.
ACTION G1
Communities to identify gaps for their hubs of
excellence.

ACTION G2
Identify areas of supply chain opportunity.

The State will partner with local community leaders to
look at their areas of interest and support efforts to fill
missing elements in becoming a hub of excellence in their
chosen area.

For the key growth areas, the state, in partnership with
industry groups, will identify supply chain opportunities
and work with local communities on asset development,
education and market connections.

— 40 —

 Appendix A:
List of Contributors to the Plan
STEERING COMMITTEE; ACCOUNTABLE FOR PROCESS AND SCHEDULE; WEEKLY
MEETINGS

1.  Bruce Wagner, CEO, Finance Authority of Maine, Chair
2.  Sarah Curran, Senior Policy Analyst, Governor’s Office of Innovation and the Future
3.  Peggy Schaffer, Director, ConnectME Authority
4.  Amanda Rector, Maine State Economist
5.  Kate Foye, Legislative Liaison/Communications Manager, DECD
6.  Torrey Gray, Development Program Manager, DECD
7.  Kim Smith, Deputy Commissioner, Department of Labor
STRATEGIC WORK TEAM (INCLUDES STEERING) ; ACCOUNTABLE FOR CONTENT;
BI-WEEKLY – MONTHLY MEETINGS

1.  Yellow Light Breen, President and CEO, MDF
2.  Amy Landry, Executive Director, AVCOG
3.  Ben Gilman, Government Relations Attorney, Maine State Chamber of Commerce
4.  Brian Whitney, President, Maine Technology Institute
5.  John Burns, Managing Director, Maine Venture Fund
6.  Keith Bisson, President, Coastal Enterprises
7.  Dr. Joan Ferrini-Mundy, President, University of Maine
8.  John Napolitano, President, Maine State Building and Construction Trades Council
9.  David Daigler, President, Maine Community College System
10.  Paul Towle, CEO, Aroostook Partnership
11.  Kimberly Hamilton, President, FocusMaine
12. Julia Trujillo, Director, Office of Economic Opportunity, City of Portland
13.  Charles “Wick” Johnson, President, Kennebec Technologies

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JQN..J.. .. 

35:1. 

 

 

 

 

 

 

maine.gov/decd