Mathew J. Barewicz

This document provides updates on apprenticeship programs and workforce development initiatives, primarily within the healthcare sector, presented to the VT Apprenticeship Advisory Board. It details new registered programs, identifies funding sources, and outlines criteria for future healthcare education partnerships. Key focus areas include expanding access to training for working adults, increasing program capacity, and enhancing employer engagement within Vermont's apprenticeship ecosystem.

The meeting included an overview of the agenda and introductions, noting the Deputy Commissioner's background. Key discussion points centered on the Vermont Department of Labor's 2026 priorities for Registered Apprenticeship, which include aligning expansion efforts with the State Workforce Board's five key sectors, identifying and promoting new Pre-Apprenticeship programs, exploring Service to Apprenticeship pathways, focusing on Youth in Apprenticeship/CTE programs, and ongoing program monitoring and data cleanup. A significant portion of the meeting featured a presentation by UVM Health detailing their Registered Apprenticeship Program expansions in healthcare (Phlebotomy, Central Sterile Processing Technician, Surgical Technology) and discussing obstacles such as accreditation and related instruction availability. Updates were also provided on the VT Healthcare Collaborative and the forthcoming utilization of federal Rural Health Transformation grant funds. The board received updates on legislative priorities and discussed several federal funding opportunities, including the American Manufacturing Apprenticeship Incentive Fund, a Pay for Performance Grant, and the Community College - Pre-Apprenticeship Grant.

The meeting focused on establishing foundational goals for the board, emphasizing efficiency and actionability, preferably in the five-goal range. Key discussion points included establishing programs to attract large employers and retain existing businesses through tax and employment incentives. Members discussed fostering collaborations between businesses and Vermont colleges, and establishing controlled rental programs. Significant attention was given to growing the workforce by creating benefit packages and training programs. Discussions also centered on ensuring the board understands the entire workforce system, developing a strategic plan, and establishing metrics to measure success. Concerns were raised regarding the definition of workforce development, specifically whether attracting new populations to the workforce should be prioritized alongside training existing workers. Participants also highlighted the need for the Office of Workforce Strategy and Development to act as an umbrella entity to align and consolidate existing workforce training programs and resource gaps.

The discussion centered on structuring the committee framework to support the progress of goals previously approved by the board. Key topics included defining champions for each goal, establishing a committee structure, and planning to circulate a Microsoft form to gauge board member interest in supporting specific goals. The conversation also addressed potential operational committees, such as one for program quality focusing on WEOA responsibilities, and a potential task force for the federal workforce PEL program. Furthermore, the attendees discussed the need to rework existing goals to ensure they are measurable within the board's sphere of influence, as opposed to operational tasks managed by agencies. Specific attention was given to the goal related to re-engaging adults in the workforce, emphasizing the need to better organize and finance Adult CTE programs in coordination with other initiatives.

The executive committee meeting focused on establishing the responsibilities and duties of the committee, which include setting agendas for full board meetings, reviewing and updating bylaws, discussing subcommittees, and serving as the leadership team for the board. A significant portion of the discussion centered on establishing specific, measurable goals for the board, ensuring focus rather than diverging into broad topics discussed in the previous meeting. Key goal areas identified for initial focus include establishing measurable metrics for success (e.g., employer needs fulfillment), better aligning education and training, and marketing the career opportunities available in the state to attract new residents and employers. The committee also discussed the need to review the existing 2023 strategic plan as a roadmap and to incorporate statutory obligations, such as those under WEOA, while recognizing the board's role extends beyond WEOA compliance to broader workforce development. The immediate priority is to define initial goals quickly to advise the governor by August regarding budget and staffing needs for the following year, leveraging the Executive Director's office as the central coordinator for statewide workforce strategy.