Located in:
- III. Operational Planning Elements
The Unified or Combined State Plan must include an Operational Planning Elements section that supports the State’s strategy and the system-wide vision described in Section II(c) above. Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. This section must include—
- a. State Strategy Implementation
The Unified or Combined State Plan must include–
- a. State Strategy Implementation
III. a. 1. State Board Functions
Describe how the State board will implement its functions under section 101(d) of WIOA (i.e., provide a description of Board operational structures and decision making processes to ensure such functions are carried out).
Current Narrative:
The Vermont State Workforce Development Board (SWDB) is a majority-business board, appointed by the Governor, with members representing all sectors of the economy and all geographic regions of the State. In addition, board membership includes top officials from State agencies and education and training institutions, representatives of labor and special populations, and members of the Vermont legislature. The Chair of the SWDB is appointed by the Governor from among the business membership. The 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 (WIOA). 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. The SWDB plays an active role in coordinating completion of the State Plan, drafting components specific to the SWDB, participating in the development of the vision and goals, and soliciting public comment.
- Review of statewide policies, statewide programs, and recommendations on actions to align workforce development programs to support 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 OneStop partners that are not WIOA core programs.
- The development and continuous improvement of the workforce development system, including:
- Identification of barriers and means for removing barriers to better coordinate, align, and avoid duplication among the programs and activities carried out within the system.
- 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.
- Development of strategies for providing effective outreach to and improve access for individuals and employers who could benefit from services provided through the system.
- Development and expansion of strategies to meet the needs of employers, workers, and job seekers, particularly through industry or sector partnerships related to in demand industry sectors and occupations.
- Development and continuous improvement of the OneStop Center delivery system, including assistance to the OneStop operator, partners, and providers through planning and delivery services (including training and supportive services) to support effective service delivery to workers, job seekers, and employers.
- Development of strategies to support staff training and awareness across programs supported by the system.
- Development and updating of comprehensive state performance accountability measures, including state adjusted levels of performance, to assess the effectiveness of the state’s core programs. The Policy Committee of the SWDB continues to engage with the Core Partners in identifying key performance metrics and necessary data collection.
- Identification and dissemination of information on best practices, including best practices for:
- Effective operation of OneStop Centers, including business outreach, partnerships, and service delivery strategies, including strategies for serving individuals with barriers to employment.
- Effective training programs that respond to real-time labor market analysis and make effective 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 OneStop delivery system, including the development of:
- Objective criteria and procedures for use in assessing the effectiveness and continuous improvement of OneStop Centers.
- Guidance for the allocation of OneStop Center infrastructure funds.
- Policies relating to the appropriate roles and contributions of entities administering OneStop partner programs within the OneStop Delivery System, including approaches to facilitating equitable and efficient cost allocation in the system.
The SWDB has established such criteria and procedures for certifying Vermont’s One-Stop Center(s), most recently recertifying in June 2019 for a period of two years with a status report and formal review in the interim. In these periodic certifications, the SWDB has identified several areas for improvement in service delivery including enhanced accessibility and colocation of services and providers, comprehensive cross training among staff of One-Stop partners, improved mechanisms for client feedback, and more.
- Development of strategies for technological improvements to increase facilities access and the quality of services and activities provided through the OneStop delivery system, including such improvements to:
- Enhance digital literacy skills.
- Accelerate acquisition of skills and recognized postsecondary credentials.
- Strengthen the professional development of providers and workforce professionals.
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 OneStop 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 OneStop 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 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.