Strategic Plan Development for Vermont State Workforce Enhancement
"Explore the strategic plan development process for the Vermont State Workforce Development Board, focusing on key areas of workforce education, training, and coordination to enhance the state's workforce system. Review breakout sessions, timelines, and next steps for achieving success."
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Presentation Transcript
Abby Rhim Acting Executive Director Vermont State Workforce Developmemt Board
Board's Charge Board Bylaws "The Board advises the Governor on the development and implementation of a comprehensive, coordinated and responsive statewide workforce education and training system." (Article II, Duties) State Statute Federal Charge Combined State Plan (WIOA State Plan) 4-year action plan to develop, align, and integrate the State's workforce system, submitted by Governor
Letter from the Governor Executive Summary Table of Contents Current Workforce Landscape General Plan Overview (Areas of Focus) Vision, mission, goals, approach 1. WIOA 2. Align Workforce System 3. Increase and Enhance Workforce Supports 4. Coordinate Workforce Education and Training 5. Facilitate Relocation and Recruitment Breakdown Individual area of focus with a particular strategy and benchmarks explained (1 page each) Appendix Framework
Timeline Phase One: Setting the Stage -Quarterly Board Meeting #2 5/26/22 May 2022 September 2022 -Operating Committee Strategic Plan Meeting #1 9/23/22 Phase Two: Framing and Review -Quarterly Board Meeting #3 10/6/22 October 2022 December 2022 -Operating Committee Strategic Plan Meeting #2 -Quarterly Board Meeting #4 12/15/22* Phase Three: Plan Development and Refinement -Operating Committee Strategic Plan Meeting #4 January 2023 March 2023 -Operating Committee Strategic Plan Meeting #5 (vote to approve plan) -Quarterly Board Meeting #1
Breakout Sessions 1. After reviewing the five main categories of the strategic plan, along with their respective strategies, do you think this is the right scope of work for the Board? ** 2. Which of these categories or strategies do you see as top priorities? Are there any objectives or strategies that are missing? ** 3. Are there other people or organizations that we need at the table to accomplish this work? This could include receiving input on the strategic plan from other organizations or partnership on certain objectives within the strategic plan to not duplicate efforts. 4. How would you define overall success of the plan, if the Board were to look back and identify accomplishments in one to two years? 5. What are possible obstacles that you can identify that could prevent the Board from achieving success?
Next Steps REFLECTION SURVEY INDIVIDUAL MEETINGS
