Mission
The Northeastern Workforce Development Board (NWDB) is a workforce development system network that includes a variety of partners and stakeholders. This network of partners presents new opportunities to leverage additional resources and more effectively provide services to all customers.
As the Board endeavors to develop new partnerships and reinforce existing ones, the goal is always the same:
• To effectively provide services to job seekers and employers;
• Address skill gaps impeding economic growth; and
• Develop and share career pathways that support the efforts of workers to access higher wages and more skilled employment.
It is in this spirit that the NWDB and its Partners engaged in a process for the completion of this consolidated regional plan.
Vision
The Northeastern Workforce Development Board (NWDB) continues to align its strategic vision with the State of Maine’s priorities and regional needs by engaging in a coordinated, data-informed approach to workforce development. As demographic shifts, economic pressures, and employer needs evolve, the Board remains focused on preparing a workforce that is inclusive, resilient, and equipped to meet both current and future labor market demands. This vision is grounded in building equitable access to opportunity and addressing persistent systemic barriers that impact workforce participation.
Our goal continues to focus on the cultivation, convening, management, and participation in successful partnerships that bring traditional and non-traditional—public and private—partners together to address economic and workforce challenges. The Board approaches the building of these partnerships with the view that we can accomplish our mutual goals more effectively—and that the region, as a whole, is more successful—by working together.
Through extensive engagement with workforce development partners, stakeholders affirmed that while the core goals for job seekers remain consistent—access to training, career pathways, and quality employment—the strategies to achieve them must evolve. Economic and labor market shifts, including the widespread integration of technology, the expansion of remote work, and increased demand in emerging sectors, require more flexible and responsive approaches. The post-pandemic environment has heightened the need for digital access and targeted strategies to meet both immediate workforce needs and long-term career development. Clear, coordinated communication across job seekers, employers, and partner organizations will be essential to building shared understanding, expanding access, and delivering services that are inclusive, timely, and aligned with real-world demand.
The NWDB is constantly engaged in developing and enhancing new and existing relationships and partnerships. A recent example includes partnership with regional recovery organizations, such as the Bangor Area Recovery Network (BARN) and Aroostook Mental Health Center (AMHC), as well as others, helping to employ those in recovery from substance use disorder. Work has also expanded to support individuals leaving the prison system, seeking training and job opportunities. The Board recognizes a wealth of new opportunities to collaborate more broadly as it now represents five counties while maintaining programs, initiatives, and resources that meet the unique needs of the different parts of the region.
Programming to assist underserved communities will be available, and partnerships with partners including Literacy Volunteers of Maine and the regional chapters will be supported. Our partnership with the Maine Multicultural Center will support these efforts.
The strategic-level goals of the NWDB and its partners are outlined below:
Key Priorities
1. Improve and align training pathways with employer demand
2. Develop Sector Strategies to Guide Workforce Development
3. Build inclusive, resilient workforce systems for underserved populations
4. Address urgent replacement demand and succession planning needs
5. Strengthen collaborative partnerships and service coordination
Key Priority 1: Improve and Align Training Pathways with Employer Demand
• Expand earn-and-learn models including apprenticeships, on-the-job training (OJT), and
internships.
• Incentivize participation in occupational skills training through expanded access and
training stipends.
• Broaden credentialing options through micro-credentials and badging to reflect skills
attainment.
• Diversify training offerings in collaboration with partners (including Department of
Defense contractors) to meet emerging career pathways.
• Support incumbent worker training programs in high-demand sectors.
Key Priority 2: Develop Sector Strategies to Guide Workforce Development
• Launch or expand partnerships in high demand sectors: healthcare, skilled trades,
technology, and food service.
• Promote equity-focused employer education and wage transparency.
• Invest in “train the trainer” models to build employer-side training capacity
• Work with education providers to increase training availability in in-demand fields.
• Elevate career awareness in clean energy, aquaculture, and other emerging sectors.
• Fund work-based learning programs to support direct employer engagement.
Key Priority 3: Build Inclusive, Resilient Workforce Systems
• Provide targeted outreach and services for single parents, individuals in recovery, reentry
citizens, and persons with disabilities.
• Expand access to digital literacy and broadband tools and access for older and rural residents.
• Expand supportive service opportunities for participants with mental health/SUD needs.
• Offer mental health training for educators, employers, and workforce staff.
• Expand training opportunities for employers and jobseekers on workplace strategies to
address workplace conflict resolution, performance improvement, employee retention, and
positive organizational culture.
Key Priority 4: Address Replacement Demand and Support Succession Planning
• Develop tools and resources to help employers manage workforce succession.
• Promote mentorship and job shadowing to preserve institutional knowledge.
• Encourage phased retirement and flexible work arrangements to retain older workers.
• Engage youth through entrepreneurial and pre-career training in trades, IT, and healthcare.
• Build recruitment and upskilling pipelines for sectors most affected by retirements.
Key Priority 5: Strengthen Collaborative Partnerships
• Formalize relationships with Chambers of Commerce, economic development entities, and
nonprofit service providers through Memorandums of Understanding (MOUs).
• Connect employers and job seekers more intentionally through targeted initiatives.
• Deepen partnership with mental health providers to raise awareness on mental health in the
workforce.
• Improve referral pathways to address housing, transportation, and other barrier mitigation.
• Expand NWDB Board membership to include stakeholders from housing and transportation
sectors.