For the past 26 months, I've been posting my thoughts, ideas, and opinions about workforce development. I've focused on local and regional issues pertaining to the workforce and employment, as well as national trends and innovative initiatives I've come across. This happens to be one post short of 200 of these digital snippets, and some that were quite a bit longer than a mere snippet.
I'll have completed my fourth year in my position with the Central/Western Maine Workforce Investment Board in August. Over that time, I've acquired a firsthand understanding about workforce development that comes from having boots on the ground. It's experiential, and at the risk of sounding boastful, it's an experience that few policymakers, politicians, and average citizens have. In my opinion, it's also an experience that has value to these three constituencies. Sadly, the first two groups often think they know best, even steeped in their ignorance. The third grouping, average citizens, often benefit from efforts by our local workforce board, and other partners that I have the privilege to work alongside.
This post is intended to let all of Working in Maine's readers know that I've reached the end of the line posting on this blog.
Technology continues to evolve and better platforms and social media tools are being rolled out faster and more frequently than ever. Because of that, and because I think anyone that's involved in the work that I do should be on the cutting edge of the communication revolution, I've decided to consolidate all of my blogging, including anything related to workforce development, at a new site that I've set up.
Posterous is a communications platform that I just discovered. What I love about it is that I can post directly from any email account, including my BlackBerry. This gives me the capacity to communicate information that requires more detail than Twitter, or even Facebook allows. What's especially cool about this, is that I can automatically send a link to both of these social media tools. I can communicate widely, while on the go, which is where I spend most of my work time.
What is a bit different with the new site, which I've titled, "Digital Doorway," is that you'll find other personal writing on topics wider than mere workforce issues. Part of this comes from a great deal of soul-searching and personal reflection I've been engaged in over the past few months, which allowed me to recognize that I've become too cautious in my writing out of fear of my opinions and ideas possibly alienating someone from my professional life.
I didn't begin getting serious about writing seven years ago in order to become cautious, or even a scribe for the status quo. Unfortunately, our culture and pressure to conform pushes all of us in directions that we don't always intend to tread.
All of this is to say that I hope regular readers of Working in Maine will migrate over to Digital Doorway for workforce-related posts and so much more. Additionally, I hope you'll check out my redesigned site at my personal url, jimbaumer.com, where I'll post my more "serious" writing, and much longer, narrative-driven styles of writing, some of which may eventually find their way to becoming part of a future book project.
Thanks for reading.
Cheers,
Jim Baumer
Saturday, March 6, 2010
Saturday, February 13, 2010
WorkReady-from scratch to success
I’m now in my fourth year of working for a small nonprofit, focused on workforce development issues. Until I was hired by the Central/Western Maine Workforce Investment Board, I knew little about the complexity of Maine’s workforce development system, and the strategic intersection it has to have with economic development, for Maine to have any kind of future in the 21st century.
When I began this job in August, 2006, my position had a loosely defined job description, with my primary focus being coordination with the business community. I was tasked to build a bridge from the public, to the private side. Partly, this involves the skills necessary for successful business development, as well as communicating the need for businesses to support training, as well as other initiatives designed to enhance our regional workforce in Central/Western Maine (a five county region, which includes Androscoggin, Kennebec, Oxford, Franklin, and Somerset).
I could have easily spent months spinning my wheels trying to figure out the myriad of details of how our organization fit into the mix of the larger county, state, and federal workforce development mix. Instead, I determined to find a way to hit the ground running, and not look back. One fledgling program, at the time, a mere localized pilot called WorkReady, which had run one time before I was hired, stood out to me. I sensed that rolled into that Lewiston-based program, everything I needed to know about workforce development, the catalyst I needed to reach out to the business community, and the desire I had to take the lessons I had learned, and was continuing to learn in my own life regarding reinvention, and share it with others in search of something more, were gathered there. My intuition couldn’t have been more accurate. With the advantage of time and history, it amazes me how prescient I actually was.
More than three years later, WorkReady is now recognized as statewide program, guided by steering committee format, resting under the umbrella of Maine Adult Education.
While it’s easy for an outsider to view the program and laud its recent successes, the journey to this point hasn’t been without significant challenges. Funding has always been tough to come by for a variety of reasons. Much of our success in getting WorkReady to this point can be attributed to having the ability to leverage and marshal a variety of resources and often unexpected funding streams. It also has been a positive example of what can happen when the right kind of collaboration is brought together to target and carry out a worthwhile task with clear goals and outcomes.
None of this has been an accident. In order for a program like WorkReady, in its original state, to have arrived to where it sits today, someone had to have the vision and foresight to recognize that WorkReady’s future hope had to be built upon a grassroots model. It required a roll-up-your-sleeves approach, and willingness to do whatever was necessary to cultivate the qualities of on-the-ground community organizing. Fortunately for me, I came to my job with considerable experience in that area, built through my activist work I had been engaged in prior, as well as my own entrepreneurial background and experience. Many, if not all of the partnerships I cultivated three years ago, have paid dividends far beyond what I imagined at the time.
Yesterday, I was in Waterville, at yet another WorkReady graduation. The ceremony was held at the REM Center, downtown. This local nonprofit has a wonderful function room in the old Sterns Department Store where we’ve held each one of Waterville’s four graduation ceremonies in.
Twelve trainees were conferred a credential signifying that they had met each one of seven competencies, or standards required in order to graduate. This particular program, now 80 hours long, included the original 60 hour soft skills curriculum developed by Maine Adult Education, as well as an additional 20 hours of computer and technology enhancement. Normally, the training would take place over a four week period, which would be intense enough. This time, because of a variety of logistical constraints, had to be condensed even further, jam-packed into three weeks.
Adult Education programs deliver the curriculum, locally. Each director hires a facilitator, coordinates the classroom schedule, and in this case, also delivers the additional week of computer training. Both Lawrence Adult Education, in Fairfield, and Mid-Maine Regional Adult Community Education, which includes Waterville, Winslow, Oakland, and surrounding communities, have done a tremendous job partnering together, and delivering one of the better programs I’ve been associated with. Both Pat Theriault, in Fairfield, and Susan Tuthill at Mid-Maine have been instrumental in helping to coordinate our first truly regional program for WorkReady in the state.
My role is one of coordination. I help locate resources for funding, connect with business partners, draw upon my experience of shepherding the program from pilot status to one of the programs creating a “buzz” in the state—all of this gets to my point earlier—coordination is essential when you are working with a grassroots model. Without someone, or a couple of “someones” pushing things forward, the best laid of plans rarely move beyond mere idea, to boots on the ground, action.
I mentioned the funding piece. Initially, in order to get the program off the ground, a diverse group of community partners had to pony up resources. The Mid-Maine Chamber of Commerce, the Central Maine Growth Council, KVCOG, as well as Coastal Enterprises, Inc., and the Central/Western Maine Workforce Investment Board paid for the first program in October of 2008. WorkReady was part of a larger workforce development strategy that Kim Lindlof/Mid-Maine Chamber, John Butera/Central Maine Growth Council, and Ken Young/KVCOG and others in the community were coordinating, all focused on a larger strategic vision for economic development.
In fact, I had a conversation with Butera after one of the first meetings I attended, to present the WorkReady concept to members of the Chamber. I remember his words, as they’ve stayed with me and I think helped crystallize my focus about what I deem important in my role as director of business services.
“Ten years ago, economic development was focused mainly on real estate and infrastructure,” said Butera. “Now, economic development leaders know that it’s all about workforce.”
For me, Butera’s point nailed it.
Since our initial two pilots in greater-Waterville, the program has been able to acquire additional funding from the United Way of Mid-Maine, through grants process connected to community impact funding.
Having acquired a grant in Lewiston, through the United Way of Androscoggin County to fund WorkReady in that community, I sought similar funding. Tina Chapman, president and CPO for the United Way of Mid-Maine indicated to me that they had a similar process in Kennebec/Somerset Counties. I put together an application and received $10,000 (of a requested $20,000 applied for), which has allowed us to focus on building sustainability in Waterville/Fairfield.
Despite our best efforts, the ability to offer the program twice each year was in jeopardy for January/February, however. KVCAP, one of our new WorkReady partners, indicated that they had ARRA funding through a Community Block Development Grant, coordinated with Maine DECD. This funding made the current program and yesterday’s graduation possible.
We’ve had high profile speakers for graduations before. Congressman Mike Michaud has attended ceremonies in Lewiston and Waterville. Jeff Fantine, director for Maine Adult Education was our keynote in Pittsfield, for our graduation we held for WorkReady involving laid off shoe workers from San Antonio Shoe.
Yesterday, John Richardson, former legislator and Maine House of Representatives House Speaker, and former DECD Commissioner, now current candidate for governor, delivered the commencement address to our graduates.
I’ve viewed Richardson from afar, and was well aware of the good work he’s done on behalf of the people of the state. As happens so often, I gained an entirely new level of respect yesterday, however, seeing him in person, and having a chance to get a read on the man behind the public persona. It impressed me to know that he felt our graduation was important enough to take time away from the rigors of running for high profile public office, to offer congratulations, and support to the efforts of 12 people who have chosen to take the important next step towards jobs and careers.
Richardson didn’t blow in, shake a few hands, give his speech, and get whisked off to his next campaign event. He took time to review each graduates portfolio during the 45 minutes prior to our ceremony, set aside for business people and other community members to participate in viewing the work that each graduate has been engaged in for the past three weeks. It was obvious that he possessed a genuine quality and connected very well with our graduates. Several later expressed to me how much his presence meant to them.
His talk was brief, but focused on elements of WorkReady, and he did a great job of tying these elements into the larger qualities that Maine has to capitalize on to succeed as a state. His four “ingredients for success” (my summary) were:
Maine/New England has some of the smartest people (born out by data and test scores), but who are often under, or in the case of our graduates, unemployed.
Mainers have a strong history working hard and the state is recognized for our work ethic.
Innovation/new ideas (he touched on how each graduate had embraced innovation in their own lives).
The importance of technology, in moving Maine forward.
As I listened to Richardson, and serving as the graduation MC, I reflected back on the various programs I’ve been directly responsible for coordinating—26 in all since September, 2006.
I looked out and saw my colleague, Paul Scalzone, from CEI. I reflected back on our initial conversations we had back in the fall of 2006, some just a few weeks into my job, as we considered strategies about how he and I could marshal resources and develop the necessary partnerships that would mutually benefit both of our efforts in the five counties of Central/Western Maine. It was an important lesson about staying true and steady and not wavering from your vision and values. My experience is that if you are able to do that, and build strong collaboration with other like-minded people and organizations, then you will taste success, and often, exceed your original goals.
I remembered my first contact I had with Kathleen Lewia, our gifted WorkReady facilitator, one of the most gifted educators I’ve ever had the pleasure of seeing in action. We met at a Somerset Workforce Development Team meeting, in Skowhegan. Patte Bowman, director of MSAD #54 Adult Education in Skowhegan had introduced Kathleen to our group as the new WorkReady facilitator, who would be the instructor for Bowman’s first WorkReady pilot in Skowhegan.
Kathleen has been a mentor of sorts, to me. A professional motivational speaker, and multi-talented beyond mere instruction, she has been someone who has helped me hone my own skills, and seek resources, and push my own development in new directions at her urging. She also is one of the few people I know who provides the kind of honest feedback that all of us need to get better.
I’ve rarely spoken to a WorkReady graduate from one of Kathleen’s trainings who didn’t gush about her abilities, but more importantly, her genuine compassion, love, and passion that she pours into each one of her students.
Once in awhile, a program or initiative comes along that is a perfect match for its time—the WorkReady Credential Program, or simply, WorkReady, is that kind of a program.
When I began this job in August, 2006, my position had a loosely defined job description, with my primary focus being coordination with the business community. I was tasked to build a bridge from the public, to the private side. Partly, this involves the skills necessary for successful business development, as well as communicating the need for businesses to support training, as well as other initiatives designed to enhance our regional workforce in Central/Western Maine (a five county region, which includes Androscoggin, Kennebec, Oxford, Franklin, and Somerset).
I could have easily spent months spinning my wheels trying to figure out the myriad of details of how our organization fit into the mix of the larger county, state, and federal workforce development mix. Instead, I determined to find a way to hit the ground running, and not look back. One fledgling program, at the time, a mere localized pilot called WorkReady, which had run one time before I was hired, stood out to me. I sensed that rolled into that Lewiston-based program, everything I needed to know about workforce development, the catalyst I needed to reach out to the business community, and the desire I had to take the lessons I had learned, and was continuing to learn in my own life regarding reinvention, and share it with others in search of something more, were gathered there. My intuition couldn’t have been more accurate. With the advantage of time and history, it amazes me how prescient I actually was.
More than three years later, WorkReady is now recognized as statewide program, guided by steering committee format, resting under the umbrella of Maine Adult Education.
While it’s easy for an outsider to view the program and laud its recent successes, the journey to this point hasn’t been without significant challenges. Funding has always been tough to come by for a variety of reasons. Much of our success in getting WorkReady to this point can be attributed to having the ability to leverage and marshal a variety of resources and often unexpected funding streams. It also has been a positive example of what can happen when the right kind of collaboration is brought together to target and carry out a worthwhile task with clear goals and outcomes.
None of this has been an accident. In order for a program like WorkReady, in its original state, to have arrived to where it sits today, someone had to have the vision and foresight to recognize that WorkReady’s future hope had to be built upon a grassroots model. It required a roll-up-your-sleeves approach, and willingness to do whatever was necessary to cultivate the qualities of on-the-ground community organizing. Fortunately for me, I came to my job with considerable experience in that area, built through my activist work I had been engaged in prior, as well as my own entrepreneurial background and experience. Many, if not all of the partnerships I cultivated three years ago, have paid dividends far beyond what I imagined at the time.
Yesterday, I was in Waterville, at yet another WorkReady graduation. The ceremony was held at the REM Center, downtown. This local nonprofit has a wonderful function room in the old Sterns Department Store where we’ve held each one of Waterville’s four graduation ceremonies in.
Twelve trainees were conferred a credential signifying that they had met each one of seven competencies, or standards required in order to graduate. This particular program, now 80 hours long, included the original 60 hour soft skills curriculum developed by Maine Adult Education, as well as an additional 20 hours of computer and technology enhancement. Normally, the training would take place over a four week period, which would be intense enough. This time, because of a variety of logistical constraints, had to be condensed even further, jam-packed into three weeks.
Adult Education programs deliver the curriculum, locally. Each director hires a facilitator, coordinates the classroom schedule, and in this case, also delivers the additional week of computer training. Both Lawrence Adult Education, in Fairfield, and Mid-Maine Regional Adult Community Education, which includes Waterville, Winslow, Oakland, and surrounding communities, have done a tremendous job partnering together, and delivering one of the better programs I’ve been associated with. Both Pat Theriault, in Fairfield, and Susan Tuthill at Mid-Maine have been instrumental in helping to coordinate our first truly regional program for WorkReady in the state.
My role is one of coordination. I help locate resources for funding, connect with business partners, draw upon my experience of shepherding the program from pilot status to one of the programs creating a “buzz” in the state—all of this gets to my point earlier—coordination is essential when you are working with a grassroots model. Without someone, or a couple of “someones” pushing things forward, the best laid of plans rarely move beyond mere idea, to boots on the ground, action.
I mentioned the funding piece. Initially, in order to get the program off the ground, a diverse group of community partners had to pony up resources. The Mid-Maine Chamber of Commerce, the Central Maine Growth Council, KVCOG, as well as Coastal Enterprises, Inc., and the Central/Western Maine Workforce Investment Board paid for the first program in October of 2008. WorkReady was part of a larger workforce development strategy that Kim Lindlof/Mid-Maine Chamber, John Butera/Central Maine Growth Council, and Ken Young/KVCOG and others in the community were coordinating, all focused on a larger strategic vision for economic development.
In fact, I had a conversation with Butera after one of the first meetings I attended, to present the WorkReady concept to members of the Chamber. I remember his words, as they’ve stayed with me and I think helped crystallize my focus about what I deem important in my role as director of business services.
“Ten years ago, economic development was focused mainly on real estate and infrastructure,” said Butera. “Now, economic development leaders know that it’s all about workforce.”
For me, Butera’s point nailed it.
Since our initial two pilots in greater-Waterville, the program has been able to acquire additional funding from the United Way of Mid-Maine, through grants process connected to community impact funding.
Having acquired a grant in Lewiston, through the United Way of Androscoggin County to fund WorkReady in that community, I sought similar funding. Tina Chapman, president and CPO for the United Way of Mid-Maine indicated to me that they had a similar process in Kennebec/Somerset Counties. I put together an application and received $10,000 (of a requested $20,000 applied for), which has allowed us to focus on building sustainability in Waterville/Fairfield.
Despite our best efforts, the ability to offer the program twice each year was in jeopardy for January/February, however. KVCAP, one of our new WorkReady partners, indicated that they had ARRA funding through a Community Block Development Grant, coordinated with Maine DECD. This funding made the current program and yesterday’s graduation possible.
We’ve had high profile speakers for graduations before. Congressman Mike Michaud has attended ceremonies in Lewiston and Waterville. Jeff Fantine, director for Maine Adult Education was our keynote in Pittsfield, for our graduation we held for WorkReady involving laid off shoe workers from San Antonio Shoe.
Yesterday, John Richardson, former legislator and Maine House of Representatives House Speaker, and former DECD Commissioner, now current candidate for governor, delivered the commencement address to our graduates.
I’ve viewed Richardson from afar, and was well aware of the good work he’s done on behalf of the people of the state. As happens so often, I gained an entirely new level of respect yesterday, however, seeing him in person, and having a chance to get a read on the man behind the public persona. It impressed me to know that he felt our graduation was important enough to take time away from the rigors of running for high profile public office, to offer congratulations, and support to the efforts of 12 people who have chosen to take the important next step towards jobs and careers.
Richardson didn’t blow in, shake a few hands, give his speech, and get whisked off to his next campaign event. He took time to review each graduates portfolio during the 45 minutes prior to our ceremony, set aside for business people and other community members to participate in viewing the work that each graduate has been engaged in for the past three weeks. It was obvious that he possessed a genuine quality and connected very well with our graduates. Several later expressed to me how much his presence meant to them.His talk was brief, but focused on elements of WorkReady, and he did a great job of tying these elements into the larger qualities that Maine has to capitalize on to succeed as a state. His four “ingredients for success” (my summary) were:
Maine/New England has some of the smartest people (born out by data and test scores), but who are often under, or in the case of our graduates, unemployed.
Mainers have a strong history working hard and the state is recognized for our work ethic.
Innovation/new ideas (he touched on how each graduate had embraced innovation in their own lives).
The importance of technology, in moving Maine forward.
As I listened to Richardson, and serving as the graduation MC, I reflected back on the various programs I’ve been directly responsible for coordinating—26 in all since September, 2006.
I looked out and saw my colleague, Paul Scalzone, from CEI. I reflected back on our initial conversations we had back in the fall of 2006, some just a few weeks into my job, as we considered strategies about how he and I could marshal resources and develop the necessary partnerships that would mutually benefit both of our efforts in the five counties of Central/Western Maine. It was an important lesson about staying true and steady and not wavering from your vision and values. My experience is that if you are able to do that, and build strong collaboration with other like-minded people and organizations, then you will taste success, and often, exceed your original goals.
I remembered my first contact I had with Kathleen Lewia, our gifted WorkReady facilitator, one of the most gifted educators I’ve ever had the pleasure of seeing in action. We met at a Somerset Workforce Development Team meeting, in Skowhegan. Patte Bowman, director of MSAD #54 Adult Education in Skowhegan had introduced Kathleen to our group as the new WorkReady facilitator, who would be the instructor for Bowman’s first WorkReady pilot in Skowhegan.
Kathleen has been a mentor of sorts, to me. A professional motivational speaker, and multi-talented beyond mere instruction, she has been someone who has helped me hone my own skills, and seek resources, and push my own development in new directions at her urging. She also is one of the few people I know who provides the kind of honest feedback that all of us need to get better.
I’ve rarely spoken to a WorkReady graduate from one of Kathleen’s trainings who didn’t gush about her abilities, but more importantly, her genuine compassion, love, and passion that she pours into each one of her students.
Once in awhile, a program or initiative comes along that is a perfect match for its time—the WorkReady Credential Program, or simply, WorkReady, is that kind of a program.
Thursday, February 11, 2010
The finances of unemployment
A consultant at one of our regional CareerCenters shared this great article with me, about unemployment, and whether taking a job, or continuing to sit idle is in your best interest, if unemployed.
This article, posted by Krystal Hicks on the Portland Examiner Job Search site gives great advice to anyone unemployed, but being offered a job, and whether, or not it makes financial sense about accepting a position.
What I like about the article by Hicks is that it ties in very well with the sentiment I'm hearing from employers. Many of the companies I talk to on a daily basis are indicating to me that long-term joblessness is not a positive quality in job applicants.
I'm not unsympathetic to the realities of the current economic/employment situation, and the continued lack of abundance of jobs. However, there are things that the unemployed can do to make themselves more employable. One of them is to seek out training programs, like WorkReady, connecting with their local Adult Education provider to upgrade their skills, or even volunteering--anything to demonstrate to an employer that you haven't lost your edge, and employability.
Speaking of WorkReady, there is an article in this morning's Morning Sentinel, about tomorrow's WorkReady graduation from our Fairfield/Waterville program.
This article, posted by Krystal Hicks on the Portland Examiner Job Search site gives great advice to anyone unemployed, but being offered a job, and whether, or not it makes financial sense about accepting a position.
What I like about the article by Hicks is that it ties in very well with the sentiment I'm hearing from employers. Many of the companies I talk to on a daily basis are indicating to me that long-term joblessness is not a positive quality in job applicants.
I'm not unsympathetic to the realities of the current economic/employment situation, and the continued lack of abundance of jobs. However, there are things that the unemployed can do to make themselves more employable. One of them is to seek out training programs, like WorkReady, connecting with their local Adult Education provider to upgrade their skills, or even volunteering--anything to demonstrate to an employer that you haven't lost your edge, and employability.
Speaking of WorkReady, there is an article in this morning's Morning Sentinel, about tomorrow's WorkReady graduation from our Fairfield/Waterville program.
Monday, February 1, 2010
Poverty scorecard
As millions lose their jobs, homes, and health insurance during this recession, they look to Congress to come through and help them in their time of need. But does it? Are the representatives in Washington really looking out for the interests of the people who were laid off by a plant closing, lost their health insurance, or face crushing debt as a result of a medical emergency?The Shriver Center's Poverty Scorecard compiles Congress's votes on 20 bills that have the most significant impact on the 40 million Americans living in poverty. The issues covered include economic recovery, health care, asset-building, housing, and climate change. The Scorecard shows that Congress did more to fight poverty in 2009 than in the two preceding years, and passed major anti-poverty initiatives that were signed into law by President Obama.
Maine's delegation scored well on the Center's Scorecard. You can see the results here.
Filter failure
Whenever I have conversations with colleagues, friends, family members and others about social media, more often than not, those who refuse to change and adapt to technology will poo-poo social networking sites/tools, like Facebook, Twitter, and LinkedIn. Often, the response is something akin to, "I can't keep up with my emails, let alone learn something new." Or, they'll say, "I don't know anything about that, and I don't care to learn something new."
Unfortunately, any variation on that response does a couple of things; 1) it identifies you as a dinosaur, and 2) you show that you are resistant to change and new ideas. Neither are positive in my book, and it also will visit obsolescence upon you if you hug that attitude too closely.
Information overload isn't a new phenomenom. It goes back centuries.
I love Clay Shirky's quote, — “It’s not information overload. It’s filter failure” —; Shirky indicates that there is a quote from Seneca back in the 4 BCE about there being, "too much information" to keep up with.
Come on folks; it's time to adapt with the times. Merely reading a newspaper, watching your local newscast, and relying on water cooler talk isn't enough to stay current today. Actually, willful ignorance has never served anyone well, particularly individuals that strive to be leaders.
I prefer Twitter right now. That may change as communication changes, which it inevitably will.
One Maine company doing a great job bringing along various organizations, particularly non-profits, helping them adapt to the new communications paradigm and social media is Encompass Marketing & Design, in Auburn.
My own embrace of new media, beyond blogging, has been gradual. I initially was resistent, particularly to the idea that one could communicate something meaningful in 140 characters. I've backed away from that, as I've found Twitter to be a great tool, or as Shirky would say, filter, sorting important information and keeping me updated on things that matter to me.
Unfortunately, any variation on that response does a couple of things; 1) it identifies you as a dinosaur, and 2) you show that you are resistant to change and new ideas. Neither are positive in my book, and it also will visit obsolescence upon you if you hug that attitude too closely.
Information overload isn't a new phenomenom. It goes back centuries.
I love Clay Shirky's quote, — “It’s not information overload. It’s filter failure” —; Shirky indicates that there is a quote from Seneca back in the 4 BCE about there being, "too much information" to keep up with.
Come on folks; it's time to adapt with the times. Merely reading a newspaper, watching your local newscast, and relying on water cooler talk isn't enough to stay current today. Actually, willful ignorance has never served anyone well, particularly individuals that strive to be leaders.
I prefer Twitter right now. That may change as communication changes, which it inevitably will.
One Maine company doing a great job bringing along various organizations, particularly non-profits, helping them adapt to the new communications paradigm and social media is Encompass Marketing & Design, in Auburn.
My own embrace of new media, beyond blogging, has been gradual. I initially was resistent, particularly to the idea that one could communicate something meaningful in 140 characters. I've backed away from that, as I've found Twitter to be a great tool, or as Shirky would say, filter, sorting important information and keeping me updated on things that matter to me.
Friday, January 22, 2010
The Entrepreneurial Option
During tough economic times, innovation doesn’t take a vacation. True entrepreneurs are able to locate opportunities that others requiring safety and securing would never consider. The flipside of this is that during periods of economic vitality, money can often hide problems, and even obscure opportunities.This past Tuesday, the Lewiston CareerCenter hosted yet another monthly Industry Information Tuesday. As has been our format for the past several months, an energetic and experienced panel was recruited, with the topic being, pursuing self-employment, entrepreneurship, and the pros and cons of starting your own business.
Panelists included an enthusiastic and successful local businessperson, Patti Gagne, of the Patti Gagne Agency, Inc., affiliated with Allstate Insurance, as well as Dante Vespignani, from The Entrepreneur’s Source, a business and franchise coach with a wealth of business and franchise experience. Another innovative local small businessperson, Barbara Lauze, spoke about the challenges and rewards of her home-based business, The Basket Case, which specializes in creative gift-giving solutions.
Rounding out our panel were two experienced business counselors, Rose Kreps, from AVCOG, who provides business services out of the agency’s Small Business Development Center, and John Sinclair, from Costal Enterprises, Inc. (CEI), another business resource similar to AVCOG/SBDC, providing one-on-one business consultation that’s tailored to meet the needs of the business owner, as well as training and workshops offered on a range of business issues.
A discussion about the qualities inherent in entrpreneurs--desire, positivity, commitment, patience and persistence--dovetailed nicely with an amazing resevoir of real life experiences represented by the members of our panel.
The 20 individuals attending, interested in exploring their options, got a chance to talk about their business ideas, ask questions, and hear about the realities faced in starting a business or accessing a franchise opportunity, and requirements and steps that entrepreneurs and small business people take to ensure success.
The Lewiston CareerCenter hosts Industry Information Tuesdays every month. The next one will be February 23 and focused on opportunities in construction.
For more information about how you can participate in one of these Tuesday events, contact the Lewiston CareerCenter at 753-9001.
Thursday, January 14, 2010
Reading the tea leaves with Charlie
Attending Charlie Colgan’s annual prognostications at various venues across the state have become one of Maine’s mid-winter rituals for many leaders, both on the private and public side of things. Once again, Colgan was in Lewiston-Auburn for the Androscoggin County Chamber's January meeting, delivering “At the Edge of the Woods: The Great Recession and Beyond.”
Its interesting that one economist would develop such a devoted statewide following, not because economists aren’t well versed in their respective field of study, but because the general public rarely takes much interest in things like leading indicators, risk studies, and anything that smacks of science.
Colgan has managed to package his forecasts, some of them quite dire, by delivering them in his characteristically dry, but humorous way. And Chamber groups and other a audiences eat them up as eagerly as the high cholesterol breakfasts that are standard fare at these early morning business soirees.
In brief, bulleted form, here is the gist of Colgan’s forecast from this morning’s breakfast. This may be one of the quickest releases of that data you’ll find. For more on his talk, you will no doubt want to tune into this evening’s six o’clock news, and read about one of his many appearances in your local daily. Tomorrow’s Sun Journal will surely have it in narrative form.
- Are we out of the recession?
--partly; Maine’s economy is growing in output, but a full recovery is a few months away. - When will unemployment improve?
--job growth will resume mid-year; the growth will be there, but it will be weak. - How long will it take to recover?
--one year on the GDP side.
--two to three years on jobs. - What are the risks of Colgan’s forecast?
--50:50, he said meaning the odds are equal that he overshot, and consequently that the potential is that he is being overly pessimistic.
A few additional items from Colgan’s talk this morning:
- Coincident indicators are flat.
- Leading indicators are pointing upwards.
- The financial crisis has stabilized.
Job growth sectors for Maine?
- Education/health (Colgan said “this means healthcare.”)
- Business and professional services
- Leisure and hospitality
Other concerns:
The decade of the “naughts” put the brakes on over 50 years of decade by decade growth in jobs. For the decade 2000-2009, there was zero growth.
Colgan closed with an interesting observation, diverging from raw data and information, something most economists rarely do.
He referenced a book that is now over 25 years old, Lester Thoreau’s The Zero Sum Society: Distribution and the Possibilities of Economic Change.
Written during a period of acute economic stagnation in 1980, this bestseller discusses the human implications of economic problem solving and offers a classic set of recommendations about the best way to balance government stewardship of the economy and the free-market aspirations of upwardly mobile Americans.
Basically, Thoreau’s zero-sum premise states that for every positive economic gain that I might realize, someone consequently loses. Benefits must come from somewhere, as the economic pie is static.
I took Colgan’s implication of this to be that while the economic data (impersonal and based on set mechanisms, like supply and demand) points to recovery at some point, the human equation, and he mentioned politics, is rooted in the personal.
The idea of zero-sum loss, which is basically pessimistic in outlook, is affecting America in a way that is uncoupled from the economy. Colgan mentioned healthcare reform—initially, Americans supported it, but because of political efforts mainly from the right (my analysis), the polls now show that Americans believe that healthcare gains for some, will be taken from others.
Colgan wrapped up by saying that Maine’s economic future is based on Green and Blue; wood chips, wind, energy efficiency. The state’s prosperity is tied to our potential to be an environmental leader. This requires some profound changes in the way policy is made. It also requires sacrifices by all—potentially in a combination of both taxes and program cuts. I also think, and Colgan alluded to this—personal transformation.
Personally, I think we all need to look closely at our own values. Are we willing to do what’s necessary to move Maine forward? Transformation of a personal nature, something I’m familiar with, is something that we all need to consider.
Sunday, January 10, 2010
Jackman, or bust
Nearly three years ago now, just after I started in my position with the LWIB, I was part of a discussion about economic development, and someone used the term, "the two Maines." While this phrase has become popularized by some, and periodically, you'll read an article in a Maine-based publication referring to this sense that Maine is split in two--namely north/south; with the state's economically viable (southern sections south of Bangor) corridor, and the rural regions, anything north and east/west of I-95--it more often than not indicates to me an apparent lack of understanding about the geographic, demographic, and economic realities of the state. At the very least, it's an oversimplication of Maine, and shows a lack of creativity.
At that same meeting, a DECD representative was in attendance, a gentleman I have developed a fondness and respect for, partly for his self-deprecating sense of humor, but mainly because of his wisdom that comes from his length of service working in the trenches of econonomic development. He calls himself a "dinosaur" and he bears the scars of one who has managed to maintain a relevance that's allowed him to serve in the current administration, and also during the King administration. I'd affectionately call him a grizzled veteran.
When queried about "the two Maines," he indicated that if this was the case, then his job would be an easy one. Instead, in his estimation, Maine was in reality, 16, or 18 seperate entities, all with their own inherent unique characteristics, local cultures, and economic challenges. This has stayed with me ever since, and validates much of what I've come to know about my home state.
I thought about this idea again last Wednesday, when I made the long drive north of Skowhegan, to Jackman. I had been invited to speak before the Jackman Community Leadership Group.
The trip had been arranged by a colleague and community partner, Dana Hamilton, who serves with me as a member of the Somerset Workforce Development Team (SWDT), a standing group that meets monthly, primarily in Skowhegan. This group, focused on workforce/econonomic development for all of Somerset County, has shut out other communities in Somerset, by unintentionally becoming centered mainly on Skowhegan, and to a lesser extent, Pittsfield and Madison.
My colleague chided our group back in October by saying that "Somerset County is more than just Skowhegan." This resonated with me. She challenged our group to think about holding meetings elsewhere, particularly in some of the smaller communities to the north, like Bingham, and Jackman. It's so easy, regardless of where we live and work, to become parochial, fixated on only our tiny little corner.
Workforce development, and I think, economic development, at least in a state like Maine, is really a regional affair. It's difficult to mandate statewide policies that will work well in both economically robust Portland, and even Cumberland County, and in economically challenged counties like Somerset, Washington, and Oxford to name just three. Yet, more often than not, when policy is discussed, at least by this current administration, and now, by the ever-expanding field of candidates running for governor, one-size-fits-all pronouncements continue to be made.
The best part of my visit to Jackman last week is that is helped me have a much better understanding of the issues as they are on the ground. Rooting what I do in reality informs me in the work that I do, and helps me to be as effective as possible in my position. It also prevents me from becoming someone detached, yet thinks that he knows all the answers. These kind of people often offer "solutions" to people in rural regions that prefer partners and people willing to collaborate, not government "experts" riding in on their white horses with yet another solution to their problems.
That seems to me to be what school consolidation has turned out to be for many rural school districts. What began in theory as a way to shave administrative costs, has visited major challenges on rural districts, like MSAD #12, in Jackman.
As I mentioned during my talk in Jackman, "if someone wanted to create a policy designed to destroy what vitality and hope remains in Maine's rural outposts, they couldn't have come up with anything better than school consolidation." While this might not be received happily by the current administration in power, you'd be hard pressed to find anyone that understands life in Maine's small communities to disagree with that statement.
The Jackman Community Leadership Team holds their monthly meetings at The Fours Seasons Restaurant. Prior to the meeting, Dana and I had a wonderful lunch and conversation with Heather Perry, superintendent of schools in Jackman and Greenville, Denise Plante, assistant superintendent in Jackman and principal at Forest Hills School, and Steve Banahan, a manager at one of the region's major employers, Moose River Lumber Company. The enthusiasm that these community leaders expressed about the town and region at large, as well as some of the exciting things going on with students at the school, and the innovative qualities of the Moose River mill was a much different message than some would have anticipated.
In reality, I have found the spirits and community health of rural Mainers, and by extension, economic possibilities in rural America, to be much more hopeful than are often portrayed major media types that rarely, if ever take the time to understand the culture of these areas. I tackled this subject some time ago in relation to a national story done by NPR on Skowhegan.
Because of my visit to Jackman, and given the technology that exists to conference in members of the Community Leadership Team, we now have a goal to start forging stronger ties between our work with the SWDT and the initiatives that are already underway in Jackman.
To do this will require a willingness to periodically take our meetings outside of Skowhegan, and possibly meet at a minimum of two to three times each year in Jackman, or other communities in the Moose River region. More to come on this.
To learn more about issues connected to rural school districts, like the one in Jackman, I'd suggest the website of The Rural School and Communty Trust. Their report, Why Rural Matters in 2009 is worth reviewing for anyone that cares about keeping rural schools healthy and vibrant, and by extension, the communities where those schools are the central focus of local life.
At that same meeting, a DECD representative was in attendance, a gentleman I have developed a fondness and respect for, partly for his self-deprecating sense of humor, but mainly because of his wisdom that comes from his length of service working in the trenches of econonomic development. He calls himself a "dinosaur" and he bears the scars of one who has managed to maintain a relevance that's allowed him to serve in the current administration, and also during the King administration. I'd affectionately call him a grizzled veteran.
When queried about "the two Maines," he indicated that if this was the case, then his job would be an easy one. Instead, in his estimation, Maine was in reality, 16, or 18 seperate entities, all with their own inherent unique characteristics, local cultures, and economic challenges. This has stayed with me ever since, and validates much of what I've come to know about my home state.
I thought about this idea again last Wednesday, when I made the long drive north of Skowhegan, to Jackman. I had been invited to speak before the Jackman Community Leadership Group.
The trip had been arranged by a colleague and community partner, Dana Hamilton, who serves with me as a member of the Somerset Workforce Development Team (SWDT), a standing group that meets monthly, primarily in Skowhegan. This group, focused on workforce/econonomic development for all of Somerset County, has shut out other communities in Somerset, by unintentionally becoming centered mainly on Skowhegan, and to a lesser extent, Pittsfield and Madison.
My colleague chided our group back in October by saying that "Somerset County is more than just Skowhegan." This resonated with me. She challenged our group to think about holding meetings elsewhere, particularly in some of the smaller communities to the north, like Bingham, and Jackman. It's so easy, regardless of where we live and work, to become parochial, fixated on only our tiny little corner.Workforce development, and I think, economic development, at least in a state like Maine, is really a regional affair. It's difficult to mandate statewide policies that will work well in both economically robust Portland, and even Cumberland County, and in economically challenged counties like Somerset, Washington, and Oxford to name just three. Yet, more often than not, when policy is discussed, at least by this current administration, and now, by the ever-expanding field of candidates running for governor, one-size-fits-all pronouncements continue to be made.
The best part of my visit to Jackman last week is that is helped me have a much better understanding of the issues as they are on the ground. Rooting what I do in reality informs me in the work that I do, and helps me to be as effective as possible in my position. It also prevents me from becoming someone detached, yet thinks that he knows all the answers. These kind of people often offer "solutions" to people in rural regions that prefer partners and people willing to collaborate, not government "experts" riding in on their white horses with yet another solution to their problems.That seems to me to be what school consolidation has turned out to be for many rural school districts. What began in theory as a way to shave administrative costs, has visited major challenges on rural districts, like MSAD #12, in Jackman.
As I mentioned during my talk in Jackman, "if someone wanted to create a policy designed to destroy what vitality and hope remains in Maine's rural outposts, they couldn't have come up with anything better than school consolidation." While this might not be received happily by the current administration in power, you'd be hard pressed to find anyone that understands life in Maine's small communities to disagree with that statement.
The Jackman Community Leadership Team holds their monthly meetings at The Fours Seasons Restaurant. Prior to the meeting, Dana and I had a wonderful lunch and conversation with Heather Perry, superintendent of schools in Jackman and Greenville, Denise Plante, assistant superintendent in Jackman and principal at Forest Hills School, and Steve Banahan, a manager at one of the region's major employers, Moose River Lumber Company. The enthusiasm that these community leaders expressed about the town and region at large, as well as some of the exciting things going on with students at the school, and the innovative qualities of the Moose River mill was a much different message than some would have anticipated.
In reality, I have found the spirits and community health of rural Mainers, and by extension, economic possibilities in rural America, to be much more hopeful than are often portrayed major media types that rarely, if ever take the time to understand the culture of these areas. I tackled this subject some time ago in relation to a national story done by NPR on Skowhegan.
Because of my visit to Jackman, and given the technology that exists to conference in members of the Community Leadership Team, we now have a goal to start forging stronger ties between our work with the SWDT and the initiatives that are already underway in Jackman.
To do this will require a willingness to periodically take our meetings outside of Skowhegan, and possibly meet at a minimum of two to three times each year in Jackman, or other communities in the Moose River region. More to come on this.
To learn more about issues connected to rural school districts, like the one in Jackman, I'd suggest the website of The Rural School and Communty Trust. Their report, Why Rural Matters in 2009 is worth reviewing for anyone that cares about keeping rural schools healthy and vibrant, and by extension, the communities where those schools are the central focus of local life.
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