Narrative: III. a. 1.

The Vermont State Workforce Development Board (SWDB) advises the Governor on the development and implementation of a comprehensive, coordinated, and responsive workforce education and training system. Vermont is designated as a Single State Local Area, and the SWDB is designated as the State and Local Workforce Development Board under the federal Workforce Innovation and Opportunity Act. Under Section 101(d) of the WIOA, the SWDB assists the Governor in the following functions:

• The development, implementation, and modification of the State plan.

• Review of statewide policies, statewide programs, and of recommendations on actions that should be taken to align workforce development programs in a manner that supports a comprehensive and streamlined workforce development system, including the review and provision of comments on the State plan, if any, for programs and activities of one-stop partners that are not WIOA core programs;

• The development and continuous improvement of the workforce development system, including:

o Identification of barriers and means for removing barriers to better coordinate, align, and avoid duplication among the programs and activities carried out through the system.

o Development of strategies to support the use of career pathways for the purpose of providing individuals, including low-skilled adults, youth, and individuals with barriers to employment (including individuals with disabilities), with workforce investment activities, education, and supportive services to enter or retain employment.

o Development of strategies for providing effective outreach to and improve access for individuals and employers who could benefit from services provided through the workforce development system.

o Development and expansion of strategies for meeting the needs of employers, workers, and job seekers, particularly through industry or sector partnerships related to in-demand industry sectors and occupations.

o Development and continuous improvement of the One-Stop Center delivery system, including providing assistance to the One-Stop Operator, One-Stop Partners, and providers with planning and delivery services, including training services and supportive services, to support effective delivery of service to workers, job seekers, and employers.

o Development of strategies to support staff training and awareness across programs supported under the workforce development system.

• Development and updating of comprehensive state performance accountability measures, including state adjusted levels of performance, to assess the effectiveness of the core programs in the state.

• Identification and dissemination of information on best practices, including best practice for:

o Effective operation of One-Stop Centers, relating to the use of business outreach, partnerships, and service delivery strategies, including strategies for serving individuals with barriers to employment.

o Effective training programs that respond to real-time labor market analysis and effectively use of direct assessment and prior learning assessment to measure an individual’s prior knowledge, skills, competencies, and experiences and evaluate such skills, and competencies for adaptability, to support efficient placement into employment or career pathways.

• Development and review of statewide policies affecting the coordinated provision of services through the state’s One-Stop delivery system, including the development of:

o Objective criteria and procedures for use in assessing the effectiveness and continuous improvement of One-Stop Centers.

o Guidance for the allocation of One-Stop Center infrastructure funds.

o Policies relating to the appropriate roles and contributions of entities carrying out One-Stop Partner programs within the One-Stop Delivery System, including approaches to facilitating equitable and efficient cost allocation in the system.

• Development of strategies for technological improvements to facilities access to, and improve the quality of, services and activities provided through the One-Stop delivery system, including such improvement to:

o Enhance digital literacy skills.

o Accelerate the acquisition of skills and recognized post-secondary credentials by participants.

o Strengthen the professional development of providers and workforce professionals.

o Ensure such technology is accessible to individuals with disabilities and individuals residing in remote areas.

• Development of strategies for aligning technology and data systems across One-Stop partner programs to enhance service delivery and improve efficiencies in reporting on performance accountability measures, including the design and implementation of common intake, data collection, case management information, performance accountability measurement and reporting processes, and the incorporation of local input into such design and implementation to improve coordination of services across One-Stop partner programs.

• Preparation of required annual reports.

• Development of the statewide workforce and labor market information system.

• Development of other policies that may promote statewide objectives for, and enhance the performance of, the workforce development system in the state.

In addition to the functions required under section 101(d) of the WIOA, the SWDB is tasked with the following duties:

• Conduct an ongoing public engagement process throughout the State that brings together employers and potential employees, including students, the unemployed, and incumbent employees seeking further training, to provide feedback and information concerning their workforce education and training needs; and

• Maintain familiarity with the federal Comprehensive Economic Development Strategy (CEDS) and other economic development planning processes, and coordinate workforce and education activities in the State, including the development and implementation of the State plan required under the Workforce Investment Act of 1998, with economic development planning processes occurring in the State, as appropriate.

The SWDB operates as a public board in Vermont enacted through 10 V.S.A. chapter 22A (Workforce Education and Training). The board meets at a minimum three times annually, with additional work groups called when necessary. A majority of members is required to constitute a quorum and action taken requires a majority of the members present. The SWDB maintains official minutes and abides by sunshine and conflict of interest provisions.

The SWDB Chair and the Commissioner of the VDOL are authorized to establish work groups to facilitate the work of the Board. These smaller, targeted work groups are instrumental to implementing the functions of the SWDB, because they allow for flexible decision-making and more intimate monitoring of progress. The work groups meet as frequently as needed to consider and recommend policies to the SWDB to implement the SWDB’s functions. Additionally, they allow the full SWDB to focus on developing statewide policies, such as career pathways, at their meetings

Currently, there are two standing committees of the SWDB: the Operating Committee and the Standing Youth Committee. The Operating Committee is a business-majority committee that also includes members from government, including the core partner agencies. The Operating Committee is tasked with the day-to-day operations of the SWDB, and is required to report in writing to the SWDB on all Committee decisions. The activities that the Operating Committee may engage in, on behalf of the Board, include:

• Participating in meetings and activities that promote the work of the Board, such as marketing and advocating for the goals of the Board, WIOA and Vermont’s workforce system;

• Reviewing and responding to state and federal legislative proposals that impact Vermont’s workforce system, as necessary;

• Overseeing the performance of the WIOA core partners relative to their state and federal performance measures, and when necessary, providing necessary approval for the submission of documents or reports;

• Approve the draw-down of federal funding, if necessary; and

• Addressing urgent and/or time-sensitive business when a regular or special meeting cannot occur in time to meet the deadline.

Specific policies regarding the functions of the SWDB that are under currently consideration by the Operating Committee include the selection, certification, and evaluation of the one-stop operator, as well as developing strategies for aligning technology and data systems across one-stop partner programs.

The Youth Committee is tasked with providing information to the SWDB and assisting with the planning, operational and other issues related to services for youth. Particular policies regarding the functions of the SWDB that are currently under consideration by the Youth Committee include the selection of youth service providers, and the effective provision of services to out-of-school youth.