Additional Articles for November 2003 Issue
Rockland-Thomaston Chamber
Becoming a more powerful voice for business
Story and photo by William Lannon
Bob Hastings became
accustomed to speaking out as a registered lobbyist back in the Midwest.
When he came to the Midcoast in February 2002 to become the executive
director of the Rockland-Thomaston Chamber of Commerce (RTACC), he
had no intention of maintaining a low profile. He told people, “Don’t
hire me if you don’t want me to take positions.” His most
important position is that a chamber of commerce exists in order to
be an advocate for its members. He believes that not using that advocacy
potential restricts a chamber to being simply an area visitors’ center.
He sees nothing wrong with such centers, but thinks they represent
only one aspect of what a chamber should be doing for its members.
He recognizes that a chamber of commerce has a potential for constructive
leadership in the community and on a state-wide level as well. Hastings
intends to make RTACC a prominent player on that higher level. And
he knows how to do it.
Bob Hastings, executive director of the Rockland-Thomaston Area Chamber of Commerce, in his office in the Chamber building at Rockland’s Public Landing.
Now the eighth largest chamber in the state with some 625
members representing over 15,000 employees, Hastings
thinks it’s imperative for RTACC
to articulate the opinions of those members. He has been delighted since
his arrival in Maine with what he calls the “civility of Maine
politics.” At the same time, he thinks that very civility, until
now, has contributed to the Chamber’s reluctance
to take public stands.
RTACC’s first venture into the public arena under Hastings’ leadership
came with the group’s advocacy of the demolition of the old Maine
state prison in Thomaston. After polling the chamber membership and discovering
that the vast majority felt that razing the structure was in the best
interests of the area, Hastings went on the offensive with a two-pronged
attack. One of the prongs was what he calls “a media blitz,” and
the other involved intensive lobbying. The message was that demolition
was “a good deal for the state” and that
rehabilitating the structure was not a viable possibility.
That view prevailed.
RTACC now has a Government/Public Affairs committee that
meets with Hastings to determine which issues may be
appropriate for chamber action.
Chris
Schrum chairs the committee. Hastings insists that the
public affairs committee should not be confused with
a political
action committee
(PAC). The chamber’s committee does not raise money and does not espouse
a special interest. Rather, it seeks to identify matters of concern to
the local business community and to educate both the legislature and
the public. Hastings remarks, “You can do amazing
things with the chamber tool by using your membership.”
Hastings thinks that such education of lawmakers and
the public is absolutely essential in a state whose policies
create a decidedly difficult
environment
for business. He sees the chamber’s role as helping to create a “business
environment for success.” He knows that Maine does not offer a
competitive business climate. While he doesn’t believe that the
state should try to become the first in the nation in pro-business policies,
it should certainly strive to be “in the middle
of the pack.”
While many legislators display a laudable urge “to help those who
can’t help themselves,” Hastings observes that many times
their efforts “wind up hurting those they’re trying to protect.” Excessive
taxation of business profits, no matter how laudable
the goal, usually has the effect of minimizing the benefits
which employers can provide
to employees.
For example, while it may appear to be a good idea to
approve all the proposed bills that enhance Workers’ Compensation
payouts, Maine becomes less competitive if all those
bills raise the cost of doing
business. In the long run, workers suffer because the
number of businesses capable
of employing them has diminished.
Hastings recognizes that Maine must overcome its geographical
disadvantage and he thinks that one way to do that is
to elect and support legislative
candidates who have a realistic perception of the role
of business in the state’s economy. He believes that too many of those in or aspiring
to go to Augusta believe that Maine’s fabled “quality
of life can overcome all economic hassles.”
That pie in the sky optimism does not impress Hastings.
He endorses Peter Vigue’s contention that “Maine needs a business plan.” Vigue
is Cianbro’s president and CEO and a director of both the Maine
Economic Research Institute (MERI) and the Maine State Chamber of Commerce.
A business plan (without which a bank won’t look
at a loan request) outlines concrete goals and plausible,
specific
means by which to achieve
them. Business plans require clear-sighted analyses of
strengths and weaknesses along with realistic projections.
Maine state
government
has not demonstrated to its citizens that it has such
a plan, or for that
matter, that it has any real urge to create one.
Beyond a business plan, Maine also needs, in Hastings’ opinion,
a greater commitment to education. He firmly believes that a “vibrant
economy depends on education” and insists particularly “kids
must be encouraged to go on.” By that, he means
that students must pursue their education beyond the
high school
level. He does see
the
emergence of a community college system as a useful step
in creating a widely available post-secondary school
opportunity for Maine students.
However, he also notes that the cost of a college education
in Maine is comparatively expensive and students do not
always receive the encouragement
they need.
Sound fiscal policies, tax reform, a trimming of state spending and a
more available higher education combine to constitute an agenda to which
business should be addressing itself in a public way. Hastings points
out that legislators are often grateful when apprized of facts and figures.
They also do want to know what their constituents are thinking. He offers
the surprising observation that as few as six letters or calls to a legislator
can significantly affect his or her thinking on an issue or a pending
piece of legislation. Public opinion does matter.
In order to make that opinion known on matters important
to the business community, Hastings will bring what he
considers crucial matters to
the attention of RTACC’s 18-member Government/Public
Affairs committee. If the committee agrees, the press
releases and lobbying
efforts begin.
They are aimed at the general public as well as at Augusta.
Other chambers throughout Maine are also becoming vocal
including those in Portland,
Augusta (the Kennebec Valley chamber) and Camden. These
local chambers reinforce the lobbying efforts of the
Maine State
Chamber, which also
speaks loudly. Frequently, however, the local chambers
can be more persuasive with local senators and representatives.
Calvin Coolidge is reported to have observed that the “business
of America is business.” While that still may be true, contemporary
sentiment doesn’t always seem to approve of such
a state of affairs. To counter the low esteem in which
business
is often held, it makes
perfect sense for local chambers of commerce to speak
for business interests.
Those chambers are, after all, best able to demonstrate
to their communities how healthy businesses in a healthy
economy
benefit their lives each
day.
FMI: Bob Hastings, Rockland-Thomaston Area Chamber of
Commerce, P.O. Box 508, Rockland, ME 04841. Telephone:
596.0376,
email: <hastings@TheRealMaine.com>.
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