Private, Public Sector Initiatives Target Workforce Pipeline
For many young people in Connecticut, the path from school to a meaningful career is becoming increasingly difficult to navigate.
Rising education costs, shifting skill demands, and a labor market that too often feels disconnected from the classroom are raising urgent questions about how well the state is preparing its next generation for success.
And with a shrinking labor force and 68,000 job openings, the state’s workforce crisis remains a persistent problem.
Business, education, and government leaders say answering those questions requires a more intentional approach to career pathways.
“Every business I talk to asks whether they’ll have the workforce they need—not just today, but five years from now,” Gov. Ned Lamont told more than 650 attendees at the April 2 Connecticut Workforce Summit.
The Lamont administration and the CBIA Foundation for Economic Growth & Opportunity announced initiatives at the summit that target clearer, more equitable workforce pipelines.
Career Pathways
The foundation, with support from JPMorgan Chase, released the Connecticut Workforce & Education Strategy Blueprint—a comprehensive plan to align high school workforce programs with the state’s current and future economic needs.
The blueprint identifies high school as the critical intervention point for connecting students to careers and addressing workforce shortages, economic mobility, and the state’s aging labor force.
“Connecticut’s economy depends on whether we can connect students to real career opportunities earlier and more effectively,” said foundation director Dustin Nord.
“This blueprint focuses on practical steps to reduce barriers, improve coordination, and ensure our education‑to‑workforce system is aligned with employer needs.”
The blueprint draws on months of research and stakeholder feedback—including from employers, educators, workforce providers, students, and parents.
It recommends early and sustained connections between education and work, including expanded dual enrollment, work‑based learning, industry credentials, and enhanced career advising.
“This blueprint isn’t about creating something new,” said Nord.
“It’s about understanding where education and workforce trends align, where they don’t, and how we make the system work better for the future.”
Pathways Commission
Lamont announced the creation of the Connecticut Career Pathways Commission at the summit, later signing an executive order establishing the new body.
The governor said former U.S. Education Secretary and former Connecticut Education Commissioner Miguel Cardona will chair the commission.
The commission is tasked with developing a five-year strategic plan and sharing it with the administration and the Connecticut General Assembly by Dec. 31, 2026.
“I want this to be a plan we follow through on,” Lamont said. “So every student, regardless of background, has access to opportunity—and employers have confidence in Connecticut’s talent pipeline.
“Connecticut’s long-term economic competitiveness depends on how well we work together to prepare people not only for the jobs of today but also for the jobs of the future.
“AI, automation, and global competition are reshaping work faster than any of us have seen in our lifetimes.
We need a career pathways system that doesn’t just prepare people for today’s jobs, but one that can learn, evolve, and respond to the changes and opportunities we know are coming.”
CBIA president and CEO Chris DiPentima will serve on the commission, as will Shannon Marimón, the executive director of K-12 workforce development organization ReadyCT.
The commission will include representatives from education, business, labor, workforce development, and state government.
“It’s critical that we reimagine the way we look at career pathways,” DiPentima said. “If we want a future built on progress and opportunity, skills‑based learning isn’t optional—it’s essential.”
Intentional Approach
That message was echoed during a panel discussion featuring Nord, Cardona, General Dynamics Electric Boat chief of workforce development William Barber, and Economic Leadership partner Kat Saunders.
They all reiterated the need for a more intentional approach to career pathways.
“This is hard work and measuring it won’t be perfect at first,” said Saunders.
“But if we don’t agree on shared metrics and track them together, real change will be nearly impossible.”
Rather than relying on isolated programs or one‑off partnerships, the blueprint calls for a more cohesive, statewide approach centered on four pillars:
- Expanded dual enrollment
- Work‑based learning
- Industry‑recognized micro‑credentials
- Stronger, more diverse career advising
If implemented effectively, the report finds that by 2030 Connecticut can expect:
- Clearer career pathway visibility for students and families
- Streamlined employer engagement through regional structures
- Stronger access to industry expertise for educators
- Measurable progress aligning high school programs with workforce demand
“The recommendations in this report are ambitious but achievable,” Nord said.
Sustainability
Cardona, who is also the president of Cardona Solutions, said Connecticut already has many of the tools it needs—but must focus on alignment and sustainability.
“We have pockets of excellence across the state,” Cardona said.
“The challenge is systematizing what we know works so this becomes the rule, not the exception.”
For employers, the report reinforces the importance of engaging students earlier—particularly during high school—so young people understand the range of careers available to them in Connecticut.
Barber said high schools represent a critical entry point into the talent pipeline.
“Our high schools are a renewable resource,” he said.
“They’re where students, families, and communities intersect—and where exposure to real career opportunities can change a student’s trajectory.”
Understanding Opportunities
The panelists stressed that many students and parents remain unaware of in‑state opportunities in advanced manufacturing, technology, and the skilled trades.
“In Connecticut, every town operates in its own universe,” Barber said.
“We have great systems—but we need to organize them better so students and employers can actually navigate them.”
The blueprint encourages stronger employer‑school partnerships, including internships, job shadowing, teacher externships, and site visits, to make those pathways more visible and accessible.
“It’s time to bring it all together and get to work.”
Miguel Cardona
“You can’t boil the ocean,” said Saunders.
“If we focus on the two or three actions that move the needle most, the impact over a year or two can be transformative.”
Cardona said the new commission will help bring greater coordination to Connecticut’s workforce efforts and ensure the blueprint’s recommendations translate into action.
“We have the talent,” he said. “We have the educators. We have the commitment.
“Now it’s time to bring it all together and get to work.”
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