Boots on the ground

On Wednesday of past this week, I went to a conference in Portland focused on diversity issues and their intersection with workforce development. Coordinated by Working Together, a coalition of businesses and organizations intent on finding a way to integrate individuals with disabilities into Maine’s labor pool, the conference was held at USM’s Abromson Center, and was attended by a mix of business people, state officials, representatives from a variety of organizations, as well as non-profit agencies.

During the morning session, John Dorrer, of Maine’s Department of Labor/CWRI gave a presentation on the challenges facing Maine and the nation as our demographic “time bomb”—Maine’s aging population, mainly baby boomers—reaches the age when they’ll be leaving our workforce en masse. This will create a huge gap affecting productivity, economic growth, and U.S. competitiveness. Dorrer cited statistics by economists that indicate that by 2030 that gap of necessary employees and the diversity of skills represented could be as high as 35 million individuals, in the U.S.

Dorrer, an economist by trade talked about the need to address this, and how Maine needed to “get serious” about this. Others, like Martha Antilles, Manpower’s chief diversity officer, spoke to this issue, framing it in global terms, given Manpower’s international corporate focus.

What was lacking in my opinion was an offer of an action plan.

That’s been my experience over the past three years in the trenches of workforce development. By-and-large, recognition that there are problems with both scarcity and skill-level of Maine’s workforce is not an issue. Yes, politicians make the mistake of lauding our state’s workforce, which is still mainly skilled for the state’s 20th century, resource-based economy of manufacturing, paper mills, and wood products. As Maine shifts to a service sector economy, with healthcare growing, jobs in state government, and other business service jobs looking for fulfillment, working for 20 years in a factory environment, or running a paper machine doesn’t easily translate into transferable skills, however. As a result, the transition becomes difficult for many presently out of work.

So how does Maine help people transition from a 20th century skill set, to a 21st century one? Is merely championing four-year degrees going to push the state forward? What happens when displaced workers are told that they need to go to college, but don’t have the academic, study, and other attendant skills that will ensure success in the kind of environment conducive to higher education? Many will stumble and falter, unfortunately.

As I’ve written about before, there needs to be an emphasis on skills characterized as “middle skills.” These entail training beyond the high school level, but don’t necessarily require four-year degree programs. Some of this training can be short-term, conferring a certificate, or credential at its completion.

With all due respect to many good people, talk is cheap. Maine, like many other states have organizations, state agencies, and various hierarchies that crunch numbers, issue reports, and unfortunately, shuffle and/or warehouse elements of the state’s workforce that need to be trained, and ultimately, working. Maine’s large DHHS roles demonstrate this approach, and in my opinion, it’s a terrible waste of human potential, not to mention that it represents a partial solution to the looming labor shortage that Maine will be facing.

There are those in our region that have moved beyond talk, to action. This is due, I believe, to their recognition that workforce development is one of the key elements looking forward towards growing their local/regional economy. Three leaders in Waterville--John Butera/Central Maine Growth Council, Kim Lindlof/Mid-Maine Chamber of Commerce, and Ken Young/KVCOG—all recognize that if the economy of their city and region is going to be a vibrant one, then having a workforce with the kind of skills that the 21st requires is essential.

While a program like WorkReady won’t solve all of Waterville’s, or Maine’s ongoing issues of workforce development, it is a great first step in pushing the issue forward. It also moves beyond mere recognition of a problem, to finding a solution to it. An action-oriented approach should not be minimized. Far too often, problems are wanting a solution primarily because no action plan is developed.

WorkReady is the kind of foundational program that has been developed primarily to meet the needs of businesses, addressing many of the ongoing problems that HR people and hiring managers regularly encounter in their attempts at hiring new people, particularly for entry, or lower level positions in their firms.

Over the past three years, our workforce board has built a solid coterie of local WorkReady programs in key communities across Central/Western Maine. We’ve developed a model that starts first with a pilot of the program, and then constructs the next steps forward towards building program sustainability. Even better, the WorkReady curriculum has demonstrated that it has the capacity to transform and change lives, while maintaining a cost-effective approach to training.

While originally intended to target those stuck in the “ghetto” of low wage/low skill jobs, with many bouncing from seasonal position, to seasonal position, WorkReady has been successful in helping displaced workers transition by identifying transferable skills, upgrade their technology skills, and better represent their qualities on a resume, and through the interview process. Additionally, WorkReady continues to find new audiences for its training, including recent successes within Maine’s correction system and county jails, including the Somerset County Jail in East Madison. Other programs have been offered at the Maine Correctional Center in Windham, and one currently under way at the Bolduc Correctional Facility in Warren.

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Friday morning, Morning Sentinel reporter, Erin Rhoda's compelling feature article on the WorkReady graduation was a welcome acknowledgement of much of the work I've been involved in to bring WorkReady to its current place in the community. This came about because I left a voicemail for her, and she felt it was newsworthy enough to follow-up with me by phone.

Having a feature article on our program was significant because it validates the efforts that many of us have put into building WorkReady from the ground up, which is how it develops in every location where it ends up being launched. Rhoda’s article was excellent, and really captured the essence about what WorkReady is all about.

Friday was also the day of our third WorkReady graduation in Waterville. This current group of trainees is our largest one in Waterville, with candidates being awarded their WorkReady credential. This group is also a very strong group of future employees for any business that would want to employ them.

For the first time ever, we had a former WorkReady graduate returning to deliver the keynote address to the current group of trainees.

Jeneese LaRouche has taken the training she received last March, and has parlayed that into success for herself. Like many young women in Maine, Jeneese had graduated from high school without a clear career direction for her life. Before she knew it, she was a mother of two, with no firm opportunities on the employment front, and not sure of where to turn to move her life forward.

I first met Jeneese in Skowhegan, at an informational meeting that was held to promote the program and potentially recruit attendees to participate in our upcoming offering of WorkReady. Jeneese was the one person who jumped at the opportunity, and WorkReady has been a springboard for her, putting her on the road to employment success.

Upon graduating last March, she was hired by Global Contact Services (GCS), in Pittsfield. GCS is a customer contact center, working with major clients throughout the U.S. Jeneese was committed to being a success and despite some logistical issues with daycare, and carpooling with her partner to work, she managed to be a model employee. In fact, when the United Way of Mid-Maine wanted to interview a WorkReady graduate for their kick-off video (United Way is the current funder for WorkReady inWaterville), Jeneese agreed and did an outstanding job on camera, representing the program, and demonstrating its success in helping transform her life, and the lives of others. Her employer even agreed to speak on camera about her performance, telling how she had been modeling the qualities that WorkReady imparts in its trainees.

Jeneese delivered an inspirational speech to the graduates on Friday. She encouraged them to take what they’ve learned, and in particular, some of the personalized lessons that Kathleen Lewia, the program’s outstanding facilitator has given them over the past four weeks. Jeneese spoke about the challenges, and also, about the opportunity that she now has, to be a role model for her children, who see their mother going off to work each day, helping to provide for their well-being.

Demostrating that good things come to those who apply the lessons learned in WorkReady, Jeneese was recently offered a position with T-Mobile in Oakland, and it currently going through the company’s eight-week training program. She will be one of T-Mobile’s customer service reps upon completion of the training.

For more information about WorkReady, you can visit the program’s website. You can also contact Jim Baumer, director of business services, for the Central/Western Maine Workforce Investment Board at 207-753-9026.

[Waterville WorkReady graduation photo]

Workforce in the year 2020

Our local workforce investment board has a wonderful and respected member that gets quite animated about how Maine continually fails to do long-range strategic planning when it comes to fiscal matters. I can't say I disagree with him. In addition to fiscal matters, I think our state also is lacking in long-range strategic planning when it comes to its workforce, with a few exceptions.

We have begun an election cycle for governor. We are one year out from having to decide who we want to lead our state for four more years, but I don't think it's too early for the candidates to formulate a strategic vision, and communicate just what their workforce strategy might be during their four (or eight, if chosen for re-election) year tenure.

Unfortunately, not much that is coming out of the mouths of any of the candidates is making me particularly giddy at this point. Experience teaches me that not too much will change over the next 12 months, either.

You see, politicians talk in generalities. They say things like Maine's biggest challenge is "lack of jobs and opportunity." Others indicate that all Maine needs to move from the bottom tier of states, to possibly the middle tier, is "more accountability in Augusta." We hear others blather on about "cut, cut, cut, cut, cut," as if merely cutting government spending (and taxes) to the bone will magically lead us to prosperity. Then, there is the belief that merely running government like a business will offer up the magic bullet needed to lead the Pine Tree State to the economic promised land.

Maine does not have some vaunted work ethic, yet we've heard this regularly for the past eight years. What Maine has is a workforce that was predominantly skilled for an economy that was resource-based, and heavily oriented towards manufacturing--basically, a 20th century mindset towards work. The skills required for success in the 21st century are heavily weighted towards information, and technology. Further, in speaking with employers on a daily basis, I hear them indicate that work ethic, or the basic skills of being able to show up, on time, as scheduled for work, is not a given, at least in the five counties that I travel throughout, in Central/Western Maine. I don't think it's any different in the other 11 counties, represented by the three other LWIBs.

While it might be tempting, given that our unemployment rate was 8.6 percent in August, to think that Maine's workforce will be sufficient for the future. In reality, Maine, like the other 49 states that make up the U.S. will be looking at a labor shortage--projected at 30 million skilled and educated workers over the next thirty years, according to the U.S. Dept. of Labor, cited in a report funded by the Bill & Melinda Gates Foundation.

In the face of these numbers, the Foundation has committed to doubling the number of low-income students earning post-secondary degrees, or credentials that hold genuine value--basically leading to employment in a sector where jobs are being created.

Maine can learn some things from this report, which focused on successful programs that had both significant employer involvement, as well as employment connected to a career track.

Additionally, certain common characteristics were apparent in the successful program that were highlighted (see report pages 10-12). Things like flexibility, partnerships, connections to local employers, helping students learn and gain skills while they continued to work, all were important determinants of success.

Some of these same lessons (particularly the value of partnerships, leveraging resources, and connecting with employers) have been learned in Central/Western Maine with WorkReady, Next Steps programs, our recent CNC Precision Manufacturing training at CMCC, as well as other initiatives developed by our LWIB.

Maine's four workforce boards are closely aligned with their regional workforce needs, as well as having "boots on the ground," so they can offer some sense of what's needed for workforce solutions in the short-term, as well as offering a more strategic vision for the future.

Gubernatorial candidate Lynne Williams, on Prop 4 (Tabor 2)

Lynne Williams is running for governor as a Green Independent candidate. She is opposed to Proposition 4 on the ballot, also known as Tabor 2. She sees it as problematic in that it takes away local control. Local control is often more direct control, than state control.

Here is a recent video she posted on Twitter.

Augusta uses free wi-fi to promote downtown

Development Director Michael Duguay said six transmitters were installed to provide a signal throughout the downtown. The city is contracting with RedZone Wireless, of Rockland, to provide the service.

"It's something we should be very, very proud of," Duguay said. "Not many other communities in the United States are doing this."

The city paid about $44,000 to have the system installed and signed a three-year contract for the service, at a cost of $12,000 to $14,000 a year, Duguay said.

Patrick Quigg, who owns the Riverfront BBQ and Grille (one of my favorite stops when in Augusta afterhours) sees this as a boon for his business.

"I've noticed guests that will come in and actually have lunch and then stay another two or three hours, doing work on their laptop," Quigg said. "That's good for business.

You can read the entire article here.

Workforce development in DC, and the efforts of TWA

The Workforce Alliance is actively engaged in workforce development at the national level, in Washington, DC. Executive Director Andy Van Kleunen shares some of his thoughts about the work that TWA is doing, and discusses some job training programs, including recognizing Maine colleague, Rob Brown and Opportunity Maine's efforts on the green jobs front.

Van Kleunen also talks about initiatives that pull together partnerships with community colleges, as well as the mechanisms (mainly funding) to assist programs designed to retrain displaced workers. He also addresses what he characterizes as negative press about the current administration's use of ARRA funds, and dispels the myth that funds have been used ineffectively in creating job opportunities.

The online newsletter can be found here.

Experience can be the teacher of all things

There is an old adage that says if handed lemons, you make lemonade. I take this to mean that you should make the best out of tough situations. Just like Daniel Seddiqui did.

Seddiqui attended USC, and when he graduated in 2005 with a degree in economics, attempted to find a job in his field. Scoring 40 rejections, he decided that since he ran track in college, maybe he could find a coaching assistant’s position, instead.

From a book that had contacts for every college coach in the country for every sport, Seddiqui emailed 18,000 coaches asking for a chance. He received 250 offers. The most attractive one was coaching Cross Country at Northwestern University.

From Seddiqui's website;

I had to move to Chicago, not knowing a soul. I loved the adventure of putting myself into a new environment with complete uncertainty. I failed to mention this was a volunteer position, so I had to find ways to make an income. I found positions from painting stairs to accounting at a biomedical firm. This was a complete thrill because I forced myself to get to meet new people and struggled to make myself satisfied.

After a successful Cross Country season, the program fell apart by every staff member quitting. It was only natural that I didn't stick around, plus I knew there was something else out there for me. I was invited to a small town in Southern Indiana to reunite with the former head coach. This was a trip that I will never forget. I thought transferring from the University of Oregon to USC was a culture shock, but this took the cake. I had my first grilled corn on the cob, saw real Amish folks, 4-wheeling with rednecks, and shot my first gun. I couldn't get enough; I had to see more and seeing more is exactly what I am doing.

Now, it's my job to showcase careers, cultures, and cities.

And that’s exactly what Seddiqui’s done.

I first heard his story this past week when caught a clip on NPR’s Morning Edition. I’ve since done a bit more research about this young man and found this article on the completion of his task.

He completed what he set out to do, which by itself qualifies as a success, but even better, he’s come away from this experience with a much better understanding of people, place, and the cultural differences that make up life in the U.S.

During his yearlong journey of diverse work experiences, Seddiqui accepted jobs that he felt depicted each state’s economy and culture. Hence, while in Maine, he chose to work as a lobsterman, as well as an insurance broker in Connecticut, and a coal miner in West Virginia.

What was Seddiqui’s favorite job? He told NPR’s Renee Montagne that it was being a dietician in Mississippi.

I chose that because it's the most obese state in the country, and would it just be a really fulfilling career just to change people's lives just by educating them how to eat right, be active, motivating them, because I think a lack of motivation has a lot to do with it, along with limited food sources in terms of everything's fried in the South.

While job hopping might not be a pathway to success, neither is occupying the same position, doing the same thing always beneficial, either.

I’ve done a variety of jobs in my work career, entirely on the private side of things until this position came along, working for a nonprofit. Being able to work both blue collar jobs, spending several years in a professional environment, tethered to a cubicle, selling big ticket items on commission, as well as spending several years running my own business, has helped me acquire skills that I might not have, otherwise. Additionally, I have a strong background in grassroots organizing, which aids me in putting together partnerships, an important quality in the work I’m currently engaged in.

It has intrigued me over the past three years how many people I come in contact with who have been doing the same job for the past 10, 15, 20, 25, and even 30 years, including many that have never worked outside of public service, particularly government.

If you graduated from college, and then worked for a government agency for the next 25 years, how much do you really know about the private sector? On the flipside, government agencies, nonprofits, and other community organizations on the public side of the fence do not operate like a private business. I do not mean this in the pejorative way that this often gets framed in debate. I do believe, however that either way, having only one type of experience can be a hindrance.

Often, politicians that have never done anything else in their lives often have a skewered perspective when it comes to work, and in particular, adhering to the bottom line that is the modus operandi of business. It is also disingenuous for a candidate running for public office to trumpet that he or she will run government like a business, no matter what level of private sector experience they bring to the arena.

Seddiqui’s story is an interesting one, and he now plans to write a book about his experiences.

Bailey big on felon work-release program in Maine

[Partially culled from an online article by Greg Davis, Sun Media Wire, with my own comments at the end-JB]

F. Lee Bailey, best known for his high-profile legal cases, was in Farmington this morning, speaking to the Farmington Rotary Club at its monthly breakfast. Like his other appearances in Portland and Waterville, speaking on an important and timely topic, this meeting was well-attended, as The Grainery Restaurant was packed.

With ties to Maine including trips to the state during childhood, Bailey is currently serving as a marketing and project development director for Oxford Aviation, which he said is currently looking for a new home at the closing Naval Air Station in Brunswick.

Bailey is advocating an "Amicas" (misspelled by the reporter) or friend-of-the-court system for Maine that is similar to one developed in Minnesota 30 years ago, which has reduced that state's rate of repeating felons from 75 percent to 25 percent, because the program paroles an inmate to the custody of a businessperson, who is motivated to see that the inmate does not fail or reoffend. Other employees in the business are also urged to help make sure the employee succeeds, Bailey said.

I left the house at 5:30 this morning to drive to Farmington to meet Bailey, and hear his presentation. I think Bailey's ideas are sound. It is extremely costly to house a prisoner in Maine (Bailey said $65,000 per year, I think around $45,000 is more accurate) and it makes sense to find a way to cut down on the rate of recidivism, particularly if the program is as effective as he claims it to be, cutting recidivism by 25 percent.

Like most great ideas, the devil's in the details, and the real test is rolling this out first on a pilot basis, building employer support for the program.

Much of the work to create and grow a program in its infancy is much like grassroots activism. It's what has been required with WorkReady, and it's one of the reasons the program, now in its third year, has grown from a local pilot in Lewiston, to where it is now a statewide program, recognized by over 50 employers.

Ben Hanstein, a reporter for The Daily Bulldog, a local online newsite in Franklin County penned this article about Bailey's appearance at the Rotary breakfast.