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V O L . X X X I I N O. X X V N OV E M B E R 2 , 2 0 2 6 24 FA M I LY - OW N E D B U S I N E S S F O C U S "We have had some major con- cerns with new labor requirements that have not adopted what we would argue are best practices from regional peers, and also the complexity of intersection with existing programs," Woodcock says, referring to the Paid Family and Medical Leave law, which took effect in May. He also cites energy costs, which are high compared to the rest of the country. "Our [energy] costs have been some of the highest in the country over the last 10 years," he adds. Woodcock notes the recently released Maine Economic Vision 2035 outlines key goals, policy priori- ties and actionable steps to support businesses. e 31-page report focuses on the need to increase private investment and housing construction, lower taxes and energy and health- care costs, streamline regulation and boost the workforce. e Institute for Family-Owned Business participated in creating Vision 2035 and recently met with all three gubernatorial candidates to share Institute members' needs and asked each how they plan to address key challenges, including workforce shortages. Wygant Fossett notes growing Maine's employment base is about more than job training. Affordable housing, healthcare and childcare are all part of the equation. Building stronger pipelines Brien Walton, professor of business and innovation at Husson University, says that fixing the worker shortages is not an easy task. "Maine's workforce challenges are not simply a matter of produc- ing more graduates or expanding training programs. We need stronger connections between employers, edu- cational institutions and workforce development organizations to ensure that training aligns with actual industry needs," Walton says. Small and family-owned businesses often lack the resources to develop their own workforce pipelines. Employers also need to focus on developing the skills of existing team members. "Helping workers acquire new skills, advance into management positions and adapt to emerging technologies can be just as impor- tant as recruiting new employees. Apprenticeships, employer-driven training programs, and partnerships with colleges and universities can play an important role in addressing these challenges," he adds. Need for succession planning Succession planning is an economic development issue, not simply a pri- vate family matter. "When a family business lacks a viable transition strategy, Maine » C O N T I N U E D F RO M P R E V I O U S PA G E If good fences make good neighbors, think of all the good neighbors we've made since Norris Cianchette bought the company in 1969. In that time, we've installed thousands of miles of beautiful, quality fencing all over Maine. And as a family-owned business, we take pride not only in making—but also being—good neighbors. 2 nd & 3 rd Generation Owners, Rocky & Ryan Cianchette Proud Winner of the 2024 Maine Family Business Maddie Corson Small Business Award Residential | Commercial | Industrial MainLineFence.com | (207) 829-5549 A Family-Owned Fence Company For Three Generations. We're currently booking installations for 2027. Call us if you are ready to make a good neighbor of your own. (207) 839-2744 / info@greatfallsinc.com 20 Mechanic Street, Gorham See what we've been working on at greatfallsinc.com CONSTRUCTING WITH A PURPOSE SINCE 1988 2026 Our [energy] costs have been some of the highest in the country over the last 10 years. — Patrick Woodcock Maine State Chamber of Commerce P H O T O / C O U R T E S Y O F T H E M A I N E S TAT E C H A M B E R O F C O M M E R C E Partick Woodcock

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