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W W W. M A I N E B I Z . B I Z 15 A P R I L 2 0 , 2 0 1 5 Shimmield says the prior plan didn't include specifi cs about how to build up R&D investment or how to measure progress. e new plan will. He adds that the new plan builds on eff orts by states like Kentucky that have seen bet- ter results. "In the current plan, we're trying to talk about where the impacts will be," he says. He'd like to see industry and aca- demia work together better. at's especially important in light of aca- demic budget constraints, he notes. Among other issues, belt-tightening caused the University of Maine System's board of trustees last October to cut the University of Southern Maine's graduate Applied Medical Sciences program. Shimmield adds that it's important to form partnerships and strategies that "move along on a plan that isn't chopped and changed one year to the next." He says that while organizations like the Maine Technology Institute play an important role in stewarding technol- ogy, large organizations like Bigelow go to MTI for a specifi c project. "What it doesn't do is to create a self-perpetuating network," he says. "LSG wants to be more collaborative than that, and to be on a more generic mission of the economy." More accountability MDIBL's Strange says he pushed for the LSG because of the lack of a real strategic plan at the legislative level and no long-range investment strategy. "You can't throw a little bit of money here and there," he says, pointing to the focused, 30-year commitment and build-up of the now-successful Research Triangle Park biotech cluster in North Carolina. " ey're now doing that in other parts of that state," he says. " e investment has real milestones and accountability. ere's a real need for accountability and standards in [Maine's] state bond fund- ing," he adds, saying he was involved in the bond discussions last year. "You should hold Maine to milestones." After being asked to talk before the Legislature several times and then to draft an accountability and milestone strategy, he says, "One thing that became clear to me, for profi t and nonprofi t R&D organizations, is they're not part of the conversation. We need to work together. at's one of the main driving forces behind LSG, the long-range visions and strategies and putting into place long-range accountability and standards." "Maybe I'm tilting at windmills, but I think Maine has a lot of potential," Strange says. "It's next to Boston and NBT Bank's Commercial Banking team would like to thank these valued clients for establishing a relationship with us. Member FDIC Contact us today to learn how our experienced team can help with everything that counts to your business. John Watt 207.773.0010 Kimberly Twitchell 207.808.4487 Joe Delano 207.808.4486 Stephen Lubelczyk 603.263.1442 Tara Trafton 603.531.1063 • Peter Anastos Real estate project at 127 Topsham Fair Mall Road in Topsham • Paul Aldrich Village Candle® Inc. in Wells • Michael Mastronardi Real estate project at 1600 Congress Street in Portland • Peter and Steven Prescott Everett J. Prescott, Inc. in Gardiner NBT Bank Maine Regional Headquarters 254 Commercial Street Merrill's Wharf, 2nd Floor Portland, ME In business, relationships count. Congratulations Dover Foxcroft, Pine Crest, Mayo Mill, LLC and the rest of the project team Consulting Engineers and Scientists Contact Nick Sabatine at the idea-stage: Contact Nick Sabatine at the idea-stage: nsabatine@ransomenv.com \\ 207-772-2891 \\ www.RansomEnv.com D E V E L O P M E N T \ \ D U E D I L I G E N C E D U E D I L I G E N C E \ \ E N V I R O N M E N TA L H E A LT H & S A F E T Y E N V I R O N M E N TA L H E A LT H & S A F E T Y E N V I R O N M E N TA L H E A LT H & S A F E T Y \ \ M U N I C I P A L \ \ U T I L I T Y, E N E R G Y & M A N U F A C T U R I N G U T I L I T Y, E N E R G Y & M A N U F A C T U R I N G F R O M U R B A N T O R U R A L R E D E V E L O P M E N T C O N T I N U E D O N F O L L OW I N G PA G E »

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