In Maine, we are fortunate to have a relatively small, defined population, which allows us to take a unique approach to workforce development. At the Harold Alfond Center for the Advancement of Maine’s Workforce, a program of the Maine Community College System, we’re focused on serving Mainers through short-term workforce training. Most of our students are incumbent workers, receiving short-term workforce training to meet a skills gap and advance their careers. Deepening employer relationships is essential to our operations, and we strive to move beyond mere transactional interactions, fostering genuine partnerships that drive mutual success.
Through the Harold Alfond Foundation’s support, we have been able to harness our employers’ potential by clearly defining what we as an educational system can contribute and what employers can offer to achieve our shared goals. This collaborative approach has been years in the making, but the pandemic has certainly amplified its necessity. From January 2022 to the present, our efforts have allowed over 27,000 individuals across the state to receive training, a remarkable achievement that sets the stage for our next challenge: training 70,505 people with the help of a new $75.5 million grant and an additional $41 million in leveraged resources.
Our success thus far is rooted in honest dialogue and the understanding that we don’t hold the entire solution but rather a piece of it. It requires all parties—educational institutions, employers and community partners—to come together with candid conversations about our workforce’s needs and how we can execute actionable plans to meet those needs.
A Model of Employer Collaboration
Through our work, we’ve shown employers the value of investing in their current and future workforce beyond required training. Our employer engagement model is built on shared commitments, starting with financial contributions. For instance, our partnership with the Harold Alfond Foundation allows us to provide up to $1200 in matching funds for training per frontline employee per year, which has gained tremendous traction. Since January 2022, we’ve grown from 90 compact members to over 1700, surpassing our initial goal of 500 members. These members represent a combined 325,000 employees in Maine, nearly half of the state’s workforce.
What makes our model stand out is its adaptability and focus on current workforce needs. Take our medical assisting program as an example: Traditionally a two-year degree, we now offer a nine-month compressed version to fast-track training and meet employers’ immediate needs. Many of these programs operate within an apprenticeship model, allowing individuals to earn while they learn, thereby aligning training directly with employment demands and mitigating barriers students may experience in taking time off from work or acquiring debt to learn a new skill while earning college credit.
Flexible Pathways and Addressing Barriers
One of the greatest challenges facing today’s workforce is the need for flexibility. Whether it’s the underemployed, new Mainers or justice-involved or recovery individuals, we must adapt our education and training programs to meet people where they are. This flexibility has only become more vital in light of rapid advancements in automation and AI, which are poised to change 60% of global job roles.
The pandemic taught us invaluable lessons about remote work and the importance of thinking differently about talent acquisition. While we previously might have dismissed the idea of a professional in the Midwest working on a project in Maine, remote work has proven that we can access talent far beyond our local communities. Approximately 30% of our workforce is now remote, which has not only expanded our talent pool but also helped address traditional barriers like transportation, childcare and housing.
Collaborative Solutions for Long-Term Impact
Our partnerships extend beyond financial commitments. They involve data-sharing, transparent dialogue and a mutual understanding that success requires ongoing adaptation. It’s not just about enrolling people in training programs; it’s about braiding and blending various resources—state incentives, federal grants, employer funds—in a comprehensive way that addresses workforce gaps.
This approach does not cannibalize traditional one- or two-year degree programs; it offers an alternative for individuals at different stages of their lives. Whether it’s a single mother who needs an eight-week program to gain employment or a rural worker seeking online training, our model provides multiple entry points into meaningful career pathways.
For instance, through stipends that our new grant funds, participants in short-term programs like phlebotomy or dental assisting receive $500 per week. This support allows individuals to temporarily step away from jobs that do not meet their financial needs and focus on gaining skills that lead to better employment opportunities.
Scaling and Replicating the Model
What we have accomplished in Maine can serve as a model for other states and communities. The key takeaway is that building meaningful, long-term collaborations with employers goes far beyond transactional funding. It requires transformational change, willingness to adapt and a focus on collective impact.
Our workforce development compact isn’t a secret; it’s an agreement that outlines how we, as an educational institution, can meet employer needs if they are willing to invest in the process. By tracking outcomes and sharing data, we continuously refine our programs to ensure they align with workforce demands.
We’ve been brave enough to challenge traditional paradigms, and the results speak for themselves. With a staff of 20 through the center’s grant and an additional 18 through federal funds, we have demonstrated that strategic partnerships, proper funding and a willingness to think differently can train tens of thousands of people successfully.
Looking Ahead
While the workforce challenges we face as a state are significant, they are not insurmountable. Our experience in Maine shows that, by adopting a collaborative model focused on blending resources and fostering open dialogue, we can close skill gaps and address talent shortages. We must continue to embrace new ways of thinking, not just about workforce training but also about talent acquisition, remote work and the economy’s ever-changing demands.
The journey forward is about building on these collaborations, sharing our model with others and being open to new possibilities. We don’t have all the answers, but we do have a pathway forward—one that relies on partnership, innovation and a shared commitment to workforce development.
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