Blueprint for a Climate Justice Jobs Corps in Vermont - Bella Pucker, Liam Love-Lewis, Luke Bazemore, & Oscar Psychas Middlebury College ...
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Blueprint for a Climate Justice Jobs
Corps in Vermont
Source: Dolan et al., 2021
Bella Pucker, Liam Love-Lewis, Luke Bazemore, & Oscar Psychas
Middlebury College Environmental Studies Program
ENVS 401: Community Engaged Practicum, Spring 2021
Table of Contents:
I. Introduction & Background 2
II. Project Methods 3
III. Needs to Address in Vermont 8
A. Jobs/Workforce Training 8
B. Energy 9
C. Justice 11
D. Climate Resilience 12
IV. Blueprint for a Climate Justice Jobs Corps in Vermont 13
A. Systems Map 13
B. Program Structure 14
C. Funding 17
D. Program Details 20
i. Corps Member Progression 20
ii. Recruitment 23
iii. Training Program 24
iv. Benefits 26
v. Alumni Operations & Career Development 27
V. Next Steps & Conclusion 28
VI. Appendix/Archive 29
VII. References 30
1
I. Introduction & Background
In the fall of 2020, the Vermont State Legislature successfully passed the Global
Warming Solutions Act legally requiring an ambitious course of statewide emissions reductions
through 2050. In order to implement the slated reductions (including lowering emissions by not
less than 26% below 2005 emissions in just four years) the state will need to quickly bolster its
workforce (Act No. 153, 2020). These dynamics represent an opportunity to advance work for a
just transition by both prioritizing small scale weatherization, retrofits, and thermal heat
replacements for those with the highest energy burden and by developing training and
apprenticeship programs for under-employed and/or historically marginalized Vermonters in the
form of a Climate Justice Jobs Corps (Energy Action Network [EAN], 2019). Through the
creation of a workforce development program focused on building labor supply to accelerate the
transition, the Vermont Climate Justice Jobs Corps (CJJC) recognizes how addressing poverty
reduction and climate change requires awareness of their interconnection.
This proposal for a Climate Justice Jobs Corps in Vermont seeks to harness the newfound
national energy for investment in a just transition. At the federal level, President Biden has
indicated outright support for the development of a 21st century “Civilian Climate Corps
Initiative” by signing an executive order on the climate crisis within his first week in office (The
White House, 2021). Reminiscent of FDR’s Civilian Conservation Corps (CCC) as a method for
revitalizing a struggling economy during the Great Depression, Biden’s new vision incorporates
key elements of justice and mitigating climate change. Among other things, the executive order
calls for the creation of a national corps to provide quality training and good jobs while
bolstering conservation and community resilience efforts. Incorporated into President Biden’s
“Build Back Better” campaign, this executive order will be complemented by both the American
Rescue Plan Act as well as the nascent American Jobs Plan to supply generous funds to state and
local governments for various purposes. Representatives Markey (D-MA) and Ocasio-Cortez (D-
NY) as well as Senator Wyden (D-OR) and Representative Neguse (D-CO) have put forward
legislation to create a contemporary version of the CCC with attention towards justice and
climate adaptation (Senator Markey, 2021; Rep. Neguse, 2021). Additionally, in September of
2020, California became the first state in the country to have implemented a statewide climate
jobs corps, known as the California Climate Action Corps (Scheuer, 2021). Vermont has
dedicated itself to achieving ambitious emissions reduction goals in the near future. A Climate
Justice Jobs Corps would be able to capitalize on the current political and economic climate to
develop the workforce needed to do the ambitious work ahead in our state.
In the development of our proposed structure for the Climate Justice Jobs Corps, we aim
to consistently prioritize the voices of the historically marginalized and under-employed.
Informed by the guiding principle of radical empathy, we strive to build a program representative
of the needs of Vermont as a whole and its constituent communities. We recognize that statewide
action to reduce emissions represents a rare moment to offer substantive opportunity for scores
of under-employed and historically marginalized members of our community through
2
employment and energy burden reduction. Through both a focus on recruiting members of
marginalized communities to receive training as well as focusing service provision to those same
communities, we aim to operationalize the belief that social, economic, and environmental
concerns are interconnected. We hope to lay a foundation for an essential component of
Vermont’s clean energy transition.
As students in the Middlebury College Environmental Studies Program’s senior seminar,
the Community-Engaged Practicum, we have worked closely with a dynamic and dedicated
group of community partners: Johanna Miller from Vermont Natural Resources Council, Lauren
Hierl of Vermont Conservation Voters, and Catherine Crawley of the Stowe Energy Committee.
Their collective wisdom and knowledge provided us with consistent support and encouragement;
we are deeply grateful for their assistance.
In pursuit of the previously mentioned goals, our team has spent three months researching
existing models and conducting interviews with various organizations throughout the state. From
these numerous conversations with a diverse array of stakeholders, we have developed principles
and structural aspects of our program responsive to the needs of the organizational landscape. In
the following pages, after a discussion of our research and interview methods, our report
explores extant federal and state level corps programs. The overview of existing programs serves
to inform the details of the blueprint we developed as we considered advantages and
disadvantages of current models. Following this discussion, our report turns towards elucidating
the various goals of our proposed program along with the principal elements of our blueprint. In
so doing, we aim to provide a flexible model that attends to our multiple program goals while
providing training for quality jobs which will serve as an essential aspect of Vermont’s just
transition.
II. Project Methods
Phase 1:
Phase 1 of our project mostly entailed preliminary internet research related to our topic.
The goal of this initial research was two-fold: 1) to identify the state of play and organizational
landscape of Climate Corps nationally and within Vermont, and 2) to determine the needs and
gaps within the community that the Corps would address. Within these two broad sections, we
divided our research into smaller subsections. For the first research question, we looked at the
federal discussion of a Climate Corps, the policy landscape in Vermont related to the Corps, and
other Corps models around the country and in Vermont. For the second question, we researched
Vermont’s energy transition needs, labor market and income inequality, diversity, equity and
inclusion, and the state’s community infrastructure and housing quality needs. The document
containing all our Phase 1 research is in a notes/outline format (see Appendix A).
3
Phase 2:
For the second phase of our project, we began preparing for and coordinating interviews.
This entailed creating a Google Sheet with all the community members we were contacting (see
Appendix B). This document was organized by priority of contacting the partner (high, medium,
or low), the category that the community partner fell in to (E = Energy, C = Conservation, J =
Job Training/Corps, D = Diversity, Equity, Inclusion Focus, G = Government Officials), along
with status of contact, team member responsible for coordinating the communication, and several
additional logistical columns (email address, phone number, website, etc.). Then, using our
standard “stock” email (see Appendix C) that we created and modified based on our specific
contacts, we sent initial interview request emails out to our respective contacts. We prepared a
document titled “Interview Questions” (see Appendix D) that included questions and other
preparatory materials for the interviews. The following list reflects the interviewees, their
respective host organizations/agencies/companies, and a few key takeaway(s) for our own
blueprint from each of the interviews we facilitated:
1. Lynn Coale; Hannaford Career Center
- Indicated that the various tech centers throughout the state should be an important
part of our plan as they already have the infrastructure to train people in the type
of work that we need
- Tech centers are already doing this work, they just need more consistent funding
to be able to provide quality programming at scale
- He believes the problem is that there are too many options for adult education in
state—it should be streamlined so funding can be consolidated and consistent
2. Alex Wilson; Resilient Design Institute
- Suggested that the Corps we envision should be part of a national mandatory 2-
year service requirement
- Mentioned that the facility for the Corps could be housed on a former college
campus in Vermont (i.e., one that recently closed and is no longer in operation)
3. Carolyn Weir; McClure Foundation and Vermont Community Foundation
- Existing organizational landscape is program rich/systems poor
- We must be able to provide a tangible, enticing hook for potential participants
- Offering a stipend, certification, pathways to long term employment,
health care
- We need to be mindful of how we pitch what might be considered ideologically
partisan job opportunities
4. Kesha Ram, Philip Kolling, & Kiah Morris; State Senate, SerVermont
- Need to center justice in all aspects of the program. Corps have historically been
exclusive and inaccessible to many populations (even the word “corps” has an
exclusionary meaning...think about the language we want to use)
4- Need to cater our blueprint for a Corps to the demographics and population of
Vermont
5. Tonya Gayle; Green City Force
- Part of the reason that Green City Force (GCF) is so effective is that its model is
holistic and integrated; it includes training, support, and alumni resources
- Justice is at the core of all of GCF’s work—it trains and employs marginalized
young people and does work in the communities and neighborhoods where the
corps members live
6. Liz Schlegel & Jess Laporte; Alchemist Foundation
- We should act as a network/hub—spurring existing work
- Need to focus both on recruiting people and developing labor demand
- We have to be intent on providing good, quality jobs to people that they actually
want
- We need to decide on definitions:
- Who are the marginalized communities? Where are they? What are good
jobs? Quality jobs?
7. Madison Kremer; Shires Housing
- Madison expressed interest in advertising our Focus Group idea to Shires Housing
renters
8. Cara Robechek; Energy Action Network
- Addressing the energy transition goals for 2025 and beyond: greatest needs in
thermal and transport—need to quadruple current rate of weatherization
- Need for weatherization workforce—challenges include difficulty of work, lack
of valuation of hands-on work
- Creating a weatherization training & certification corps members can receive
9. Breck Knauft; Vermont Youth Conservation Corps
- Emphasized soft skills training that prepare people for workforce and address
intergenerational trauma experienced by marginalized youth
- Use existing programs and institutions rather than starting from scratch
- “People, projects, pathways” —provide a pathway to long-term employment
10. Bill Neukomm; Cover Home Repair
- The demand for weatherization/retrofitting is 3x normal
- There is a huge shortage of trade workers
- We should consider educational programming for communities reluctant to
receive services
- Need to be attentive to needs of low-income Vermonters
- Efficiency VT and others tend to focus on middle/higher income earners
11. Stacey Sirios; Commonwealth Corps
- Former MA Governor Deval Patrick came into office and Commonwealth Corps
was one of the first pieces of legislation he signed off on
5- Unique program because it is managed by the Massachusetts Service Alliance but
receives pretty much all of its funding from the state (and it has since 2007)
- All corps members must be MA state residents
12. Hannah Traverse, Danielle Owen, & Sydni Dobson; The Corps Network
- Successful corps are embedded within and responsive to their local community
- Working with Biden’s team on the CCC and believes that the program should
“start from a space of strength” instead of working from scratch → leverage
existing infrastructure
- Along with the actual corps members, staff members for Corps also need to
reflect justice goals—could employ former corps members as staff
13. Liz Medina; Vermont State Labor Council, AFL-CIO
- Unions are ready to endorse this work as it correlates with their bottom line: to
take care of working class people
- We should be focusing on creating good union jobs
- We should be thinking about how to educate workers about union organizing
while also supporting state legislation that makes unionization possible/much
easier
14. Maria Young; Northwoods Stewardship Center
- Expressed frustration with current money-providing organizations for her Corps
as they require that the money is used for specific purposes that often ignore other
funding necessities (i.e., their own facility, advertising/HR employees, etc.)
- Most of the money goes to other projects, training, and attendees
15. Dustin Bowman & Liz Shields; ECO Americorps (Vermont)
- ECOVermont is interested in being part of this Climate Justice Jobs Corps, but it
is not within ECO’s current capacity to train/employ corps members to do
traditional energy efficiency work (e.g., weatherization, installations, etc.)
- Working on improving DEI of ECOVermont through increasing living stipend,
locating new sources of affordable housing, and making environmental justice the
primary goal of all aspects of ECOVermont
16. Thomas Longstreth; ReSOURCE
- ReSOURCE is doing a ton of impactful work in poverty relief and job training
- Encouraged us to be responsive to needs of employers
- Specific needs include: plumbers, heating technicians, weatherization contractors
- We need to address both labor supply and demand
- We should be providing community education to consumers/homeowners
- Need to be mindful of who existing training structures are including
- Tech centers/VTC/CCV not serving those with highest barriers to
employment
617. Kif Scheuer; California Climate Action Corps
- Model is based on a “service pyramid” approach which acknowledges that people
show up to serve in a number of different ways (joining the corps, volunteering,
taking action) → celebrates the idea that action can happen on multiple scales
- Intentionally did not use the term “justice” in the title of the Program because they
do not want to falsely promise something that they may/may not live up to
18. David Rubin; Vermont Technical College
- Our focus should be on how we add value to the existing organizational landscape
- We need to be in contact with industry to determine where both current and future
labor needs are
- Start small, show effectiveness, and scale up
19. Kate Brenan; Minds Matter
- Inclusivity is not about specifying certain groups and leaving out others, it is
about being specific about what services we can provide to those who need them
- Revise language to speak to the audience
- Have “connector” people such as high school counselors who can siphon potential
attendees
Phases 3 & 4:
As we finished up these interviews, we started to simultaneously work on a few other
components of the project. For one, we began to have discussions and brainstorming sessions
within our team with the aim of conceptualizing our blueprint. We shared key findings from
interviews with each other and discussed elements of other programs that we were drawn to and
hoped to replicate within our model. We also considered aspects of existing programs that we
wanted to avoid. During this stage, we also began to draft a “Systems Map.” The first iteration of
this Systems Map visually depicted the existing organizational landscape of Corps efforts. In this
map, we included all the related players we had found so far and categorized them based on type
of organization. After discussions about the actual usefulness of this type of Systems Map, we
ultimately ended up deciding to morph our initial Systems Map into one that instead only depicts
relevant Vermont-based players for our blueprint and the interconnections between these
partners.
We also spent time developing plans for a Focus Group. The intention behind hosting this
event was to elevate the voices and perspectives of individuals that would be the beneficiaries of
the CJJC. Based on our interviews and conversations with our project partners, we brainstormed
different entities that could aid in the advertising and facilitation of the group. Both ReSOURCE
and Shires Housing were target candidates. After preparing promotional materials and questions
for the Focus Group, we reached out to our contacts at the two organizations. Unfortunately, by
the time that these individuals got back to us, we did not have enough time left in the semester to
advertise and facilitate the event. That said, if this project continues, we have the prepared
materials and connections needed to make a Focus Group happen (see Appendices E & F).
7Phase 5 & 6:
Our fifth and sixth phases of this project consisted mostly of integrating research from the
prior phases in order to write the final report and prepare for the presentation. We also
incorporated feedback provided to us by our community partners as well as from Professor Jon
Isham (Professor of Economics and Environmental Studies) and Diane Munroe (Assistant
Director for Community-Based Learning). As we prepared these final deliverables, we continued
to revise our blueprint and make updated decisions about certain aspects. We worked together to
design our final presentation, and then rehearsed it several times both in and outside of
designated class time.
III. Needs to Address in Vermont
A. Jobs/Workforce Training
As it stands today, Vermont must mobilize a substantial labor force to meet emissions
reductions mandated in the Global Warming Solutions Act (GWSA). By 2025, for example,
Vermont will have to install 90,000 heat pumps, 25,000 wood heat systems, and 90,000 building
retrofits (Energy Action Network, 2019). With only a handful of years to accomplish these tasks
among others, Vermont’s labor market must scale up both supply and demand for green jobs. In
addition to these practical needs to accomplish GWSA goals, Vermont also has a growing need
for increased opportunities for technical job training. In the 2020 Vermont Clean Energy
Industry Report, 82.6% of employers surveyed indicated they found hiring somewhat difficult
while 33.9% found it very difficult (Vermont Clean Energy Industry Report, 2020). Employers
went on to indicate that a “lack of experience, training, or technical skills,” and “insufficient
qualifications,” were primary reasons for difficult hiring (Vermont Clean Energy Industry
Report, 2020). Consequently, Vermont is faced with a vacuum of qualified labor to meet the
urgent need. In general, these assessments correlate to our conversations with organizations
across the state. Multiple partners indicated that Vermont needs more workers in construction,
plumbing, HVAC, and weatherization professions (Longstreth, 2021; Neukomm 2021; Schlegel,
2021; Rubin, 2021). The need for a broad range of well-trained workers across industries to
accomplish Vermont’s goals is significant, and a Vermont CJJC would serve to close the gap
while providing pathways for long term, quality employment.
The workers in Vermont that are employed in green jobs are not distributed evenly
throughout the state. There is a massive imbalance in the number of clean energy workers in
different regions throughout Vermont. While a high number of workers in the Northeast
Kingdom have the skills and training to work in the clean energy sector, a high percentage are
unemployed (Schlegel, 2021; BW Research Partnership, 2019). Therefore, this region represents
an untapped source of a supply of workers in clean energy. Burlington, on the other hand, is
8home to 47% of the clean energy workers employed in Vermont (BW Research Partnership,
2019). Accordingly, the CJJC must ensure that corps members are distributed to different regions
throughout the state based on need.
Pursuant to our goal to provide pathways to long term, quality employment, we advise
consistently analyzing the state of the labor market and working closely with the Department of
Labor to identify areas of growth. To that end, the McClure Foundation has developed a guide to
careers with a high entry level wage and that are anticipated to offer more than 220 openings by
2028 (Initiatives, 2021). To the benefit of the CJJC, multiple relevant positions which the corps
will provide pathways and education for are included on the list. Electricians, construction
workers, plumbers, and HVAC installers/mechanics are all present and are relevant to work that
the CJJC will complete (Initiatives, 2021). Accordingly, the CJJC will offer training in careers
that are both projected to grow and offer good wages.
B. Energy
The CJJC can and should be ambitious in addressing the massive challenge of stepping
up the pace of a just energy transition to the scale of the problem and Vermont’s ambitious
climate goals. Vermont has committed to aggressive short- and long-term emissions reductions,
as shown in Chart 1 below. However, these goals must be matched with the far more difficult
work of investment and on-the-ground action to transition the state’s energy infrastructure at an
unprecedented pace and scale. And on that front, there is great cause for concern: the Energy
Action Network’s 2020 Annual Progress Report states that “Vermont has the highest per capita
GHG emissions, has made the least progress toward the Paris climate commitment, and is the
only state in the region that has failed to reduce emissions below its 1990 levels” (EAN, 2020).
Vermont is at risk of failing to achieve our 2025 goal of reducing emissions by 26-28% below
2005 levels unless action is accelerated. Further, the Global Warming Solutions Act holds the
state liable to prosecution by citizens if it does not meet its emissions reductions goals.
Chart 1. Vermont’s Historical Emissions and Emissions Reductions Goals. In 2019, Vermont’s
Emissions declined to 8.59 MMTCO2e (EAN, 2020).
9What is needed to accelerate Vermont’s energy transition? The bulk of Vermont’s
emissions reductions needs are not in the electricity sector that receives much attention, but
rather in the transportation and thermal (heating and cooling) sectors. Electricity constitutes only
8.3% of Vermont’s carbon emissions, compared to 44.5% for transportation, 27.5% for thermal,
and 12.2% for agriculture (EAN, 2020). A pithy summary of what is needed for the global
energy transition is “Decarbonize electricity, then electrify everything” (John Doerr and Hal
Harvey 2020). Vermont must embrace the next step in the energy transition of mass
electrification of the thermal and transportation sectors. Chart 2 shows specific actions that
would enable the state to meet its Paris agreement commitment to reduce emissions 26-28% by
2025. As this chart shows, an astounding amount of physical hardware needs to be replaced and
installed in the coming years (and not quantifiable is the hard work of conversations, listening,
advocacy, tracking, and organizing needed to make the human side of this transition happen).
This transition will also not happen unless low- and moderate-income Vermonters receive
stepped up financial, logistical, and social support to make this transition truly affordable and
clearly beneficial for them. Cara Robechek of the EAN says that Vermont’s energy transition
efforts “need a lot of scaling up. It requires a lot of jobs, and this program could be a really
important part of the solutions, because we’re going to need a lot more people.” (Robechek,
2021).
Chart 2. Model for Potential Actions That Could Reduce Vermont Carbon Emissions to Meet
2025 Paris Agreement Goal (EAN, 2020).
We propose that the Climate Justice Job Corps is constructed around building the
workforce and cooperation and physical infrastructure needed to meet these emissions reductions
goals, not at the margins, not just in the long-term, but at the scale called for by the scope of the
task at hand and right now, in the little time we have left to meet upcoming emissions reductions
deadlines needed to protect the habitability of our planet. The Climate Justice Jobs Corps could
10work in coordination with existing state agencies and other actors in the energy sector to play a
pivotal role in Vermont’s energy transition. First, an assessment could be made of the total
workforce and installations that will be needed to reach energy transition targets in coming years
beyond the capacity of current actors. Then, an assessment could be made of what is within the
capacity of the corps members to do, both during their service and in their ensuing careers (with
an estimate of the number of corps members that would remain in the clean energy field in
Vermont). The funding and institutional support given to the CJJC by the state government and
other actors could then be tailored towards fully meeting this total need, even if it is ambitious.
Such investments could be prioritized in the fields of weatherization and the installation of
heating systems (specifically heat pump systems, advanced wood heat systems, and heat pump
water heaters). Further research is needed on how the CJJC could address needs in the
transportation sector and the remaining 11% gap in emissions reductions need found by EAN
(EAN, 2020). Solutions could include jobs in public transport, installing EV-related
infrastructure, and advising citizens on transportation emissions reductions.
We can take as an example the weatherization field. The CJJC could play a pivotal role in
the goal to weatherize 90,000 homes by 2025 (Chart 2) along with a goal by EAN members to
weatherize 120,000 low- and moderate-income homes by 2030 (Robechek, 2021). Robechek
states that the key “sticking point” hampering this goal is lack of workforce (Robechek, 2021).
Demand for home weatherization has been reported to be 3 times higher than normal, and
hundreds of low-income Vermonters’ homes are at this moment shovel-ready for weatherization
crews, but currently existing work crews are scheduling from seven-months to more than a year
into the future (Zabriskie, 2020).
C. Justice
Low-income Vermonters are subject to injustices that reinforce their financial status. Liz
Medina, Executive Director of the Vermont State Labor Council, AFL-CIO, highlighted this
challenge in an interview, noting that Vermont has some of the lowest wages in New England
(Medina, 2021). Generally, unions have the potential to raise wages and workers’ benefits, yet
Medina mentioned that workers in Vermont are afraid to unionize because employers can fire
and discipline employees that engage in unionization efforts (Medina, 2021). Because of this
reality, Vermont has an 11% union density, which is considered to be average when compared to
the national union membership average—in 2020, the U.S. union membership rate was 10.8%
(U.S. Bureau of Labor Statistics, 2021). Lack of wage growth paired with average union activity
makes it difficult for low-income earners to pull themselves out of poverty.
Vermonters with lower incomes are more likely to experience high energy burdens. An
energy burden refers to the amount of money spent on energy as a proportion of a home or
individual’s income. Residents of Vermont’s Northeast Kingdom, along with some of the other
most rural regions in Vermont, are subject to the highest energy burdens in the state (Sears &
Lucci, 2019). Conversely, residents of the greater Chittenden County region experience some of
11the lowest energy burdens in the state (Sears & Lucci, 2019). In areas with high energy burdens,
clean energy technologies are not represented at the same rates they are in areas with higher
incomes and lower energy burdens (Sears & Lucci, 2019). Liz Schlegel, Executive Director of
the Alchemist Foundation, commented that “all of existing green infrastructure stuff is for people
in the top 25% of the economy” (Schlegel, 2021). In order to fill this vast unmet need for low-
income Vermonters, these residents need to be paid decently and offered access to the clean
energy services given to the highest-earning Vermonters.
While clean energy technologies can have high upfront costs, the return on investment is
generally favorable. The estimated 10-year benefit of a weatherization project, for instance, is
nearly 3 times greater than the initial expense (Zabriskie, 2020). Weatherization crews also
provide diverse services with huge positive ramifications for low-income residents, such as
coaching on energy efficiency, replacing unsafe wiring, and improving accessibility for disabled
residents. Weatherization also provides significant health benefits that are associated with
reduced hospital visits and deaths, such as mold and toxics remediation and improved
ventilation. The benefits of clean energy technology are numerous, especially for low-income
populations.
D. Climate Resilience
Vermont’s response to climate change must not only prioritize “grey” energy
infrastructure, but also caring for, restoring, and sustainably sharing with the public the state’s
priceless “green” infrastructure. A reminder of the value of ecosystems in climate resilience in
Vermont came in the wake of Tropical Storm Irene, when the town of Middlebury experienced
significantly less flooding than upstream Rutland thanks to the ability of the upstream Cornwall
swamp to absorb floodwater (Vermont Department of Parks and Recreation, 2015). Managing,
restoring, and sometimes leaving alone healthy ecosystems and watersheds will be vital to
preserving and restoring the capacity of these ecosystems to survive and adapt in the face of
climate change and to protect our basic needs in the face of climate disasters. There is a great
amount of work ready to be done in the field of land, watershed, species management, and
restoration that will support ecosystems more resilient to climate change. A report by the
Vermont Department of Parks and Recreation details work that can be done to improve the
climate resilience of Vermont’s forests: “Most adaptation recommendations should promote a
favorable forest health outcome regardless of climate impacts; a no-regret approach. While
building resilience is a major focus for forest adaptation, actions to resist change (e.g., establish
refugia) and transition systems (e.g., assist migration) are also part of the climate-smart forester’s
toolbox” (Vermont Department of Parks and Recreation, 2015).
The CJJC could provide critical labor power to complete important climate resilience
projects while equipping corps members for careers in conservation and land management and
lives more closely connected to and inspired by nature. Vermont Youth Conservation Corps is a
natural source of institutional knowledge on appropriate projects in this field in Vermont. Their
12work in watershed restoration includes establishing riparian buffers, restoring wetlands, and
replacing culverts with more environmentally friendly bridges (Vermont Youth Conservation
Corps, 2021). Vermont Youth Conservation Corps also completes work in wildlife and land
habitat care, including installing nest boxes, reforestation, and removing invasive species
(Vermont Youth Conservation Corps, 2021). Finally, projects building and maintaining
environmentally appropriate trails and other recreation opportunities connect communities to
nature and build longer-term community stewardship for vital ecosystems. These are high-
importance projects that do not require advanced training and would be a good avenue for the
corps to engage in.
IV. Blueprint for a Climate Justice Jobs Corps in Vermont
In the following pages, we share information and ideas about our vision for a Climate
Justice Jobs Corps in Vermont. These ideas are the product of internet-based research, interviews
and conversations with relevant stakeholders and partners, and discussions within our team and
with our project partners. None of what we include in the following pages is set in stone. Instead,
we provide suggestions for what we see as the best path forward. At times, we offer multiple
courses of action and explain the advantages or disadvantages of one approach over the other.
A. Systems Map
This systems map identifies the relevant players that will work together to form a
Vermont Climate Justice Jobs Corps. The goals of this map are to a) identify the relevant
partners, b) illustrate the connections between these partners, and c) visually depict the ways in
which these partners come together to form our vision for a Corps.
13Figure 1. Static Image of Systems Map.
***If you are having trouble reading this image or are interested in engaging with the systems
map in an interactive way (you can zoom in, move around the map, zoom out, etc.), follow this
link: https://miro.com/app/board/o9J_lFtTmew=/
B. Program Structure
The structure of our Climate Justice Jobs Corps (CJJC) builds on the current
organizational infrastructure in Vermont. Based on the recommendations of leaders in the field
(Coale, 2021; Schlegel, 2021; Knuaft, 2021), this program makes the most of the existing work
going on in Vermont. There are three distinct components that make up the structure of the
CJJC:
1. Umbrella host = this host is responsible for supervising the entire CJJC.
2. Training hosts = the umbrella host partners with training host sites in order to
train the corps members.
3. Worksite hosts = the umbrella host partners with worksite hosts. These are the
places (companies, agencies, organizations) where the corps members serve.
14Umbrella Host
The umbrella host of the Vermont CJJC should be a public-private entity. In practice, this
means that the umbrella host would be quasi-governmental in and of itself but will partner with
both private and public entities. The quasi-governmental nature of the umbrella host is
productive because it allows for the CJJC to become a part of the state government. The
integration of the CJJC into the state government ensures that the Corps will have statewide
reach. It also streamlines the process of securing annual state funding and enacting policy
change. Furthermore, relationships with other relevant state agencies (i.e., Vermont Housing
Conservation Board, Vermont Labor Department, etc.) will be easier to come by.
SerVermont, Vermont’s State Service Commission, is the most natural division of the
government for the CJJC to be housed within. The mission of SerVermont is to advance
volunteerism and service within the state of Vermont. When we considered comparable Corps
programs in other states, they generally were housed within the “service” or “volunteer” branch
of the state government. For instance, the California Climate Action Corps—the country’s first
statewide climate service corps—is housed within California Volunteers, the state office
responsible for promoting volunteerism and service (Scheuer, 2021). Similarly, the
Commonwealth Corps—a state-funded service corps program based in Massachusetts—is
housed within the Massachusetts Service Alliance, which is a nonprofit commissioned by the
state (Sirios, 2021).
The CJJC will require staff members whose entire responsibility is the planning and
execution of the Corps, and, if the CJJC is housed within SerVermont, additional staff will need
to be hired. SerVermont currently only has three full-time staff members. These staff-members
are tasked with running Vermont’s AmeriCorps programs as well as working to increase
volunteerism in the State, and therefore could not take on the additional work of the CJJC
(Bowman & Shields, 2021).
The umbrella host will be tasked with marketing the program and pitching it to a broad
audience. Interviewees agreed that outward-facing material should not just be lost within
bureaucratic details but should be shared with the greater public in an inspiring, easily
conceptualized way. Benefits and impacts of the program must be clearly communicated.
Significant media marketing will be required to make this happen.
Training Hosts
Because of the plethora of technical education centers and career training programs in
Vermont, the CJJC will make use of these existing sites for training corps members. Before
corps members are funneled into these training programs, however, all corps members will take
part in a 1–2-week orientation and general training led by the umbrella host. This orientation will
welcome corps members to the program, offer time and space for corps members to get to know
one another, and provide some introductory soft skills training for all participants. From there,
corps members will disperse and complete more specialized “track” training at various training
host sites.
15There are a diverse range of training hosts in Vermont for corps members. There are 16
technical career centers in Vermont. These training centers already have courses on subjects that
are applicable to the work of a corps member of the CJJC. For example, a few of the educational
tracks for students at the Hannaford Career Center include: Natural Resource Management,
Sustainable Agriculture, Engineering & Architecture Design, Construction Technology, and
Industrial Design & Fabrication, among others. According to Lynne Coale from the Hannaford
Career Center, there are a plethora of adult technical education centers in Vermont, there is just
not nearly enough funding to educate everyone hoping to enroll (Coale, 2021). In order to make
use of Vermont’s training infrastructure, funding from the CJJC could be funneled into these
existing, underfunded training programs.
In addition to training programs at the technical career centers, other organizations could
be good fits for corps member training. ReSOURCE, a nonprofit in Vermont that provides job
training services to adults and youth who have barriers to employment, is one such organization
(Longstreth, 2021). ReSOURCE offers training programs in weatherization and construction,
both of which are important for jobs in climate resilience work.
Worksite Hosts
After going through a training program, corps members will engage in service with
worksite hosts. The actual labor that the corps members will engage in can vary tremendously,
such as weatherizing buildings, installing heat pumps, retrofitting homes, responding to natural
disasters, constructing energy-efficient affordable homes, installing renewable energy
technologies, expanding clean transportation options, engaging in traditional conservation work
to restore public lands and waters, and organizing and advocating for local community
engagement in climate resilience (Dolan et al., 2021).
This labor will take place at the worksite hosts, which will consist of a mix of private and
public entities distributed in a deliberate manner throughout the state. Because of the uneven
distribution of clean energy workers across the state, paired with the unequal energy burdens
from county to county, it is essential that regions that are worse off in these two regards are
provided with more resources from the CJJC.
Some potential worksite hosts include: Efficiency Vermont, Vermont Gas, Green
Mountain Power, and Cover Home Repair, among others. Many of these programs, specifically
Efficiency Vermont, Vermont Gas, and Green Mountain Power, lack uptake in low-income
communities even though they purport to have a mandate to serve these communities (Ram,
Morris, & Kolling, 2021). If some of the corps members are from these communities, they can
hopefully foster trust and act as a liaison between the companies and communities.
Vermont Housing Conservation Board (VHCB), a state office dedicated to advancing
affordable housing opportunities for Vermonters while preserving the integrity of the Vermont
landscape, could also be a potential worksite host for CJJC corps members (Knauft, 2021).
Because VHCB works directly with low-income communities in Vermont, the organization has
its pulse on the needs of these individuals. VHCB could act as a liaison between these
16communities and the Corps in order to create projects that will actually be meaningful to the
populations served by the CJJC.
C. Funding
The degree to which a Vermont Climate Justice Jobs Corps can achieve transformative
and sustained change will be dependent upon securing funding that matches the scale of the work
that needs to be done and the workforce that needs to be trained. Interviewees unanimously
stated that lack of funding is perhaps the greatest setback in their work towards state goals,
workforce development, and climate action, and that for a Corps to succeed funding will need to
be at the scale of the considerable work needed. A strong backbone of support from state
political and civil society leadership is needed to secure strong year-to-year funding from the
state legislature, and to effectively tap into and advocate for federal dollars. To build such
political will to create and fund a Corps at the federal and state levels, supporters need to make
the case for creating and funding a Corps to political leaders, the public, and the media. It will be
critical to communicate that the great strength of the Corps is that it does not address one issue in
isolation, but rather it addresses multiple critical needs in poverty reduction, workforce
development, energy transition, and climate resilience to create a more just, prosperous, and
sustainable economy for generations to come. Experts in messaging and advocacy will need to
create a unifying, publicly marketable hook for the Corps (Weir, 2021). We hope that the
creation of this blueprint and future conversations will allow the many actors across sectors
interested in this goal, both those who we interviewed and the countless others we did not
interview, to be able to advocate for the funding of a Corps with a unified voice.
To understand how to fund the CJJC, we can look at the funding structure of existing
corps in Vermont and other states, while also looking out for unique opportunities available at
this time and in the Vermont context. Funding opportunities can be broken into four categories:
federal, state and municipal, philanthropy, and fee for service.
Federal Funding
With its emphasis on job creation, economic equity, local investment, infrastructure, and
climate, the CJJC is an ideal candidate to receive federal funding, starting with the recently
passed American Rescue Plan and a potential multi-trillion-dollar infrastructure package. The
American Rescue Plan included $2.7 billion for the state of Vermont, and both state and
municipal governments are looking for ways to apply this funding to needs in their community.
The Biden administration’s proposed infrastructure bill (The American Jobs Act) specifically
includes $10 billion to establish a Civilian Climate Corps, although this fell far short of what
many advocates say is necessary. It also funds significant energy infrastructure work that could
be implemented by a Corps, such as $174 billion to boost the electric vehicle market and shift
away from gas-powered cars (including the construction of half a million charging stations),
$100 billion to update the electric grid and improve climate disaster resilience, $111 billion for
17water infrastructure for marginalized communities, and $16 billion for former fossil fuel worker
jobs to cap oil and gas wells and reclaim coal mines. However, Vermont Senator Ram and other
leaders also stated that while a short-term infusion of funding of this kind (federal funding has a
three-year horizon) can help with rapid scaling of a proof of concept, the uncertainty and short-
term nature of federal funding may jeopardize the multi-year success of a program while also
creating a lack of trust among community actors (Ram, Morris, & Kolling, 2021). While this
issue should not discourage capitalizing on a large infusion of federal dollars, proactive planning
is needed to ensure longer-term sources of funding that can sustain this program. Further
research is needed to locate avenues for longer-term federal funding. One opportunity comes
from AmeriCorps funding, which is on an annual basis. In cases, it has been applied to Corps
programs not within AmeriCorps itself, such as New York’s Green City Force (Gayle, 2021).
To catalyze the transition at the necessary scale, the CJJC must continually secure long-
term federal funding. Consistently, one of the most significant challenges for similar
organizations has been acquiring a stable source of funding which then encourages continuity
and efficiency throughout the program (Knauft, 2021; Longstreth, 2021; Gayle, 2021). Federal
funding, in conjunction with other sources, should ideally play a significant role in financing the
CJJC. As a result, we advise that a program develop the organizational capacity to consistently
search for and secure various forms of federal funding.
State Funding
Funding from the state government will be absolutely vital as a core of the program’s
funding that will allow it to continue and have security in the face of booms and busts from
federal and philanthropic funding. State funding will combine a specific amount earmarked to
the Corps with making use of diverse sources of funding earmarked for needs that the Corps will
address, such as the Weatherization Trust Fund. To ensure the CJJC is fully institutionalized and
as well-resourced as possible, it needs to be inserted in a coherent and comprehensive way into
the state’s larger climate action, workforce development, and economic equity strategies. The
Global Warming Solutions Act provides a framework critical for diverse actors to work towards
and cooperate on a just transition in Vermont, and includes as a goal supporting “industries,
technology, and training that will allow workers and businesses in the state to benefit from
greenhouse gas emissions reduction solutions.” The act mandates the creation of a “Climate
Action Plan,” a detailed statewide stakeholder-based plan to meet the goals of the Act that will
be finalized in December of 2021. In the coming months, advocates should take advantage of the
opportunity to give an important place for the CJJC in the Climate Action Plan. The CJJC can
also be included in a statewide Environmental Justice policy for Vermont currently being worked
on by a group of environmental justice stakeholders (Ram, Morris, & Kolling, 2021). Senator
Ram placed a potential initial budget request for the CJJC to the state legislature at $25 million a
year (Ram, Morris, & Kolling, 2021). If the cost per participant was similar to the Vermont
Youth Conservation Corps’ rough total cost per participant (their total annual budget divided by
the number of crew members per year divided by the number of weeks in a year), this would
18translate to funding for approximately 325 CJJC members from state funding (this number
should be taken with a grain of salt, as VYCC expenses are naturally very different, including
lower participant wages). Interviewees and online research provided other potential sources for
additional funding:
● Lynn Coale noted a $5 million grant to community action groups to start programming
for solar installers and weatherization (Coale, 2021).
● The Vermont Housing and Conservation Board provides various grants for projects by
501(c)3 nonprofits, municipalities, and certain state agencies related to conservation and
affordable housing.
● The Weatherization Trust Fund raises about $6 million a year for weatherization for low-
income households, which could be used towards Corps projects in weatherization
(Vermont ACEEE). One idea in circulation by Efficiency Vermont is pitching the fund to
be used towards a goal of weatherizing over 100,000 low- and middle-income homes by
2030. Cara Robechek stated that the Vermont legislature is providing $16 million for
supporting weatherization scaling (Robechek, 2021).
● The Vermont Economic Development Authority’s Sustainable Energy Loan Fund is
intended “for projects that stimulate and encourage development and deployment of
sustainable energy projects” (Vermont ACEEE).
Philanthropy
In addition to predominantly federal and state funding, incorporating a structure to attract
philanthropy may provide more stability and an opportunity to demonstrate value in the early
stages of implementation. Especially important for getting the program off the ground, it would
be wise to pursue philanthropy as a source of funding. Before securing sizable, consistent long-
term state or federal funding, philanthropy could provide ‘incentive funding’ to demonstrate
effectiveness and legitimize the program (Weir, 2021; Rubin, 2021). We propose philanthropy as
a source of funding not as an essential solution, but as a useful tool in conjunction with other
sources.
“Fee for Service”
“Fee for Service” refers to payment for the outcome of work completed by corps
members, unrelated to educational benefits for corps members. The CJJC would complete many
valuable projects that federal, state, municipal, nonprofit, and business actors would be willing to
pay for, such as energy efficiency upgrades, construction of affordable housing, and habitat
restoration work. An organization where corps members are placed could pay part of those
members’ salary and benefits, although it would be very important to ensure corps members do
not replace existing workers. Fee for Service could come in the form of government grants for
priority services such as weatherization. Breck Knauft noted that Fee for Service is a vital part of
Vermont Youth Conservation Corps’ (VYCC) funding structure for services such as building
trails for a local Parks and Recreation Department (Knauft, 2021). In 2020, Fee for Service
19comprised 27% of their funding, totaling $752,159 (State Legislature, 2018). The federal
government covers the largest portion of VYCC’s Fee for Service funding. Municipal
governments are the next highest contributors to their Fee for Service, followed by institutions
(non-profits/companies) and then the state government (State Legislature, 2018).
D. Program Details
i. Corps Member Experience and Progression
The following section describes the steps of a corps member’s progression through the
Climate Justice Jobs Corps and how their participation will benefit them and Vermont (Figure 2).
The CJJC will be rooted in a model that combines training, service, and employment, with
participants receiving payment for all three phases. A corps member will build soft and technical
skills and experience that, with the support of a strong career development program, will allow
them to secure good-paying jobs after graduation, realize their potential, and build a green
economy throughout their careers. A corps member could serve anywhere from 6 months to 2
years. Corps members will engage in diverse work and training depending upon their interests,
but there will be several common trainings and aspects of their experience. By their graduation, a
corps member interested in the trades should have the experience and accreditations to have the
choice to either enter paid work immediately for jobs that the Corps training would suffice for, or
to enter a building trade apprenticeship program with a union (Medina, 2021). A timeline of a
corps member’s experience would look something like this:
● Orientation and General Training (1-2 weeks): All corps members will engage in an
orientation and general training where they will learn to understand the meaning of the
CJJC, get to know their fellow corps members, engage in common soft skills trainings
(detailed later on), and have the opportunity to meet with practitioners and visit field sites
that offer an introduction to sustainability, clean energy, and equity and affordability
work. This will be led and coordinated by the umbrella host organization.
● Specialized Track-specific Training (varies, ~2 weeks - ~6 months): Corps members
will engage in training that will build skills in their specific workforce track of their
interest, including but not limited to those suggested here: energy efficiency, green
construction, stewardship, and agriculture. This additional training could range from two
weeks to spanning roughly six months, depending on the track.
○ Energy Efficiency Track (~6+ weeks): This track would prepare corps members
for trades jobs in energy efficiency, including weatherization, the installation of
heat pumps, and public outreach. To gain an additional soft skill valuable for
career opportunities and assisting an energy transition, corps members would also
learn about ways to advise low- and moderate-income community members on
accessing energy efficiency appliances and funding. Training and professional
certification in weatherization takes 6 weeks, and extended training in other
installation and advisory work may take several additional weeks.
20○ Green Construction Track (~6+ weeks): Students in this track would be
prepared for careers in construction and manufacturing, with a non-exclusionary
emphasis on green construction and renewable energy installation. Training
would include a National Center for Construction Education and Research
(NCCER) certification as well as green construction specific training, such as in
solar installation. NCCER training takes 6 weeks, though other trainings could
last several weeks longer. Crews could work on projects such as installing
renewable energy installations and constructing green modular homes for low-
income Vermonters.
○ Stewardship Track (~2 weeks): Students in this track would be prepared for
careers in land/ wildlife/watershed conservation management, restoration, trail
maintenance, and other public access work. Training would take about 2 weeks
and would include the basics of outdoor work and safety, a practice camping trip,
basic natural history, and chainsaw certification. Corps members would work on
projects such as building green stormwater infrastructure (e.g., replacing
culverts), restoring wetlands and riparian buffers, and building trails, often
camping at field sites. A strongly hands-on, outdoor focus in training and crew
work would be combined with soft skills training on larger conservation goals and
the human side of conservation and climate resilience. Sessions on traditional
ecological knowledge and indigenous management with Abenaki leaders would
build respect among future land stewards for the value of these systems.
○ Agriculture Track (6 months or less): This track could prepare students for
careers in regenerative farming, food and artisanal products preparation, and food
and agriculture outreach. Crew work could include hands-on farm work with
farms with a regenerative focus, assisting farms with human power-heavy work
needed to adopt more sustainable practices (e.g., no-till), gleaning leftover
produce for food banks, and supporting work educating and assisting low-income
Vermonters with accessing healthy food. The University of Vermont’s Farmer
Training Program could be an ideal host for this track—its graduates receive a
“Certificate in Sustainable Farming” after 6 months of full-time training and
work.
● Placement (9 months +): Corps members would be placed with a host organization and
engage in day-to-day productive work while receiving continued soft skills training on a
monthly basis. Depending on the kind of work, placement may consist of two phases.
The first phase could be working with a crew on projects that require significant human-
power such as weatherization or watershed management, with an emphasis on continued
training. The second phase could be an individual internship placement as a training
ground for programmatic skills such as leadership development, organizing, project
management, and grant-writing (Knauft, 2021).
21● Employment (indefinite): The CJJC is working to create a green workforce and well-
paying jobs for not just a year of service, but people’s lifetimes. The CJJC would work to
set up every corps member with a job in their field of interest upon graduation. Such jobs
would be with worksite hosts as well as with a very broad array of partner organizations
in the private, nonprofit, local, state, federal, and parastatal sector. Worksite hosts who
the Corps graduate has already worked for would have the advantage of already knowing
the corps member, but all recruiters would know that Corps graduates are highly qualified
in technical and soft skills and have at least one year of strong work experience. The
CJJC would provide jobs that are broadly green and in Vermont, but of course would
provide assistance with the application process if corps members find jobs outside of
these specifications. There could be special financial incentives for corps members who
do choose a green job in Vermont specifically to help retain talent in this field.
The progression of a corps member through the CJJC could look something like the
following: a corps member in the energy efficiency track could participate first in the 1–2-week
orientation and general training, and then receive a 6-week specialized training in weatherization.
They could participate on a weatherization crew for 9 months, weatherizing low- and moderate-
income homes around the state while providing additional support services and receiving
continued training in other aspects of energy efficiency work and community outreach. While on
this crew, the corps member would help to educate homeowners on how weatherization offers
savings down the line and would act as an ambassador to help drive up demand (Longstreth,
2021). They would report to a training facility at least every month to meet up with other corps
members, receive further soft skills training, and share ideas and strategies. After completing
their 9-month service term, the corps member would get placed in a long-term employment
opportunity. The alumni/career branch of the umbrella host organization would help to make this
placement. The corps member could get hired by the weatherization company that they worked
for during their service term or could get paired with a different partner organization of the CJJC.
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