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Maine Strategic Planning

Stay informed about the latest updates from the Maine Strategic Planning, Innovation, Development, Economic Advancement, and Business Committee. Learn about their mission, working philosophies, scope, schedule, resources, strategic goals, and next steps.

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Maine Strategic Planning

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  1. Maine Strategic Planning Innovation, Development Economic Advancement and Business Committee Update May 22, 2019

  2. Strategic Work Team Mission • We will create an inclusive, data driven roadmap to bring prosperity to all Maine people in an environment where all can live, work, and learn in every region of the state. • Working Philosophies • Non-partisan perspective – what is right not who is right • Transparent and collaborative with public and private constituents • Seek breakthrough strategies • Assign accountability to drive persistent deployment • Assign metrics for deployment management

  3. Scope • Scope • Ten year planning horizon • Develop rural areas • Grow Household Income by Area • Workforce Development • Addressed by Other Teams • Climate Change • Energy Policy • Broadband • Healthcare

  4. Schedule

  5. RESOURCES • Steering Committee; Accountable for Process and Schedule; Weekly Meetings • Bruce Wagner, CEO, Finance Authority of Maine, Chair • Sarah Curran, Senior Policy Analyst, Governor’s Office of Policy and Management • Peggy Schaffer, Director, ConnectME Authority • Amanda Rector, Maine State Economist • Kate Foye, Legislative Liaison/Communications Manager, DECD • Torrey Gray, Development Program Manager, DECD • Strategic Work Team (Includes Steering) ; Accountable for Content; Bi-Weekly – Monthly Meetings • Yellow Light Breen, President and CEO, MDF • Kim Smith, Deputy Commissioner, Department of Labor • Amy Landry, Executive Director, AVCOG • Ben Gilman, Government Relations Attorney, Maine State Chamber of Commerce • Brian Whitney, President, Maine Technology Institute • John Burns, Managing Director, Maine Venture Fund • Keith Bisson, President, Coastal Enterprises • Dr. Joan Ferrini-Mundy, President, University of Maine • John Napolitano, President, Maine State Building and Construction Trades Council • David Daigler, President, Maine Community College System • Paul Towle, CEO Aroostook Partnership • Kimberly Hamilton, President, FocusMaine • Julia Trujillo, Director, Office of Economic Opportunity, City of Portland • Charlies “Wick” Johnson, President, Kennebec Technologies

  6. Strategic PlanningProcess Flow TRENDS ANALYSIS SWOT VISION STATEMENT STRATEGIC GOALS GAP ANALYSIS SOLUTION PLANNING STRATEGIC DEPLOYMENT ACCOUNTABILITY TRACKING METRICS

  7. Governor’s Vision Statement By 2030, Maine will be known as a national leader for its forward-looking work in creating a diverse and sustainable economy. We will empower innovators and entrepreneurs, attract young families and new businesses, and revitalize rural Maine so that every person will know unequivocally that living in Maine means not only an unmatched quality of life, but an unmatched opportunity for good-paying jobs in innovative industries across the entire state.

  8. Strategic Goals • Drive the value added contribution per job from $87,160 to Y while protecting Maine’s quality of life. • Equitably grow the annual median wage/job from $31,550 to Y. • Grow the workforce from 700,000 to Y.

  9. Strategic GoalsCritical Success Factors Drive the value added1 contribution per job from $87,160 to Y while protecting Maine’s quality of life. • R&D will be critical to all industries as the means to add value. • Some industries will develop from commodity to finished goods. • Maine must be more productive. • We must be environmentally responsible as Maine develops. • The economy must be more recession resistant. 1 Value added is GDP/employed workforce

  10. Strategic GoalsCritical Success Factors Equitably grow the annual median wage/job from $31,550 to Y. • Employee earn higher wages as they become more productive. • Skills development are essential in a value-added economy. • The percentage of the workforce with credentials of value must increase significantly (from 46% to 60%). • We must find the means to ensure fair distribution of wages across regions, gender, race, ethnicity or other demographic factors.

  11. Strategic GoalsCritical Success Factors Grow the workforce from 700,000 to Y. • Maine must attract and retain people to the workforce from outside the state. • We must retain the aging boomer generation in the workforce longer. • Childcare and other supports may be needed to draw younger people into the education system and workforce.

  12. SWOT Analysis

  13. Immediate Next Steps • Begin solution planning on June 7th. • Host a major convening meeting on June 20nd. • Research and set strategic targets. • Complete initial economic sector analysis.

  14. APPENDIX IDEA COMMITTEE PRESENTATION May 22, 2019

  15. Key Constituents Maine Economic Growth Council Meetings Convening Jobs for Maine Graduates New Mainers Industry Associations CAP Agencies Maine Association of Non-Profits Maine EDDs Local Chambers State Workforce Boards Leadership & Outreach Strategy Environmental Associations Tribal Representation New Maine Residents People of Color • Maine Economic Growth Council • Maine State Chamber of Commerce • Maine & Company • Maine International Trade Center • EducateME • Maine Municipal Association

  16. Regional Meetings Region Timing June 24th – 28th • Western York • Western Maine • Lewiston/Auburn • Rockland • Down East • Portland area • Presque Isle • Bangor

  17. Trend Analysis Introduction

  18. Macroeconomic Trends high SeasonalEconomy IndustryMix SlowingGrowth Productivity EconomicImpact Rural/UrbanDivide LowIncomes Poverty Exports low Rate ofChange fast slow

  19. Macroeconomic Trends

  20. Human Capital Trends high Demographics LaborForce DegreeAttainment WorkforceSkills Higher EdInvestment CollegeSuccess Higher EdAffordability Tomorrow'sWorkforce EconomicImpact Diversity RuralMaine RemoteWorkforce low Rate ofChange fast slow

  21. Human Capital Trends

  22. Innovation and Entrepreneurship Trends high R&D Entrepreneurship EconomicImpact Start-upSupport low Rate ofChange fast slow

  23. Innovation and Entrepreneurship Trends

  24. Governance and Business Climate Trends high HealthcareCosts Cost of DoingBusiness EconomicImpact Taxes EnergyCosts Governance RegulatoryPerceptions low Rate ofChange fast slow

  25. Governance and Business Climate Trends

  26. Economic Sector and Cluster Trends high Healthcare Tourism Prof & BusServices Manufacturing EconomicImpact ForestProducts Financial ActivitiesConstruction Energy Boatbuilding Farming Brewing Aquaculture low Rate ofChange fast slow

  27. Economic Sector and Cluster Trends

  28. Economic Sector and Cluster Trends

  29. Physical and Virtual Environmental Trends high Higher EdInfrastructure Connections to theWorld Roads andBridges Forests ClimateChange Broadband WaterQuality RenewableEnergy Heatingoil EconomicImpact PublicTransportation Housing Rail low Rate ofChange fast slow

  30. Physical and Virtual Environmental Trends

  31. Physical and Virtual Environmental Trends

  32. Physical and Virtual Environmental Trends

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