The Challenge
Vermont's construction talent pipeline is under increasing pressure. Nationally, the construction industry will need to attract almost half a million new workers in 2026, according to the Associated Builders and Contractors. The challenge is particularly acute in Vermont, where the construction workforce is getting older, not younger. According to the Vermont Talent Pipeline, the average age of construction workers in the state is nearly 50 years old. Many workers are approaching retirement age, intensifying the need for a coordinated plan to attract and prepare their successors.
Negative perceptions of skilled trades careers compound the worker shortage, as many prospective employees face pressure to explore other career paths. The industry also has an opportunity to reach groups that remain underrepresented in construction. According to Vermont Public, only 4% of Vermont’s construction workers—and less than 1 in 10 of the state’s career and technical education students—are women. Johnny Illick, the owner of ReArch Construction, worries that skilled trades careers are “dying on the vine” without supportive training infrastructure for future builders.
The Solution
In 2025, the Associated Builders and Contractors New Hampshire/Vermont and local construction partners established the Vermont Construction Academy (VCA) to expand access to formal construction training. For recent high school graduates exploring the construction industry, VCA offers a 215-hour Carpentry Boot Camp. Students learn through the National Center for Construction Education and Research curriculum, with instruction covering construction career opportunities, safety training, and tool usage. Alongside hands-on training, students also complete OSHA 10 Certification, culminating in an official OSHA 10 U.S. Department of Labor card and certificate of completion.
Students also meet and learn from regional employers. Participating employers may hire boot camp graduates and sponsor their enrollment in VCA's Commercial Carpentry Registered Apprenticeship. The program spans 316 hours of paid, advanced classroom instruction and hands-on training. Students learn foundational skills in math, drawing, and tool safety; they then receive specialized training in concrete, structural work, hardware, and interior finishing that prepares them for work on construction sites and continued apprenticeship training.
Building Partnerships
Through VCA, construction employers collaborate on a shared talent challenge rather than address it independently. Construction companies such as ReArch Construction, DEW Construction, and PC Construction, serve together on VCA's board of directors and help strengthen the state’s construction talent pipeline.
This employer-led collaboration reflects a central principle of Talent Pipeline Management® (TPM): businesses with shared workforce needs can organize demand and work collectively with education and training providers.
Vermont employers have invested in talent pipeline development with the VCA because graduates are more prepared to enter the workforce. Kevin Moyer, president of construction employer Vermont Frames, explains that VCA boosts the likelihood that employers can retain entry-level talent and that those workers can succeed in the construction industry. Moyer said, “graduates from the program come to us better equipped and better prepared for a successful apprenticeship."
Implementation and Impact
VCA has expanded access to construction training for Vermont's most underrepresented communities. In partnership with the U.S. Committee for Refugees and Immigrants, VCA welcomed 30 students to explore carpentry careers and learn to operate tools and equipment. VCA also gives students opportunities through community projects. In 2026, VCA students built picnic tables for hospital break areas and for a summer camp serving kids who had experienced the loss of a loved one.
VCA helps students build both technical skills and confidence. One VCA student explained: “I’ve never used any kind of saws or personal protective equipment (PPE) before, but the environment here is so supportive. Everyone comes in with different perspectives, and we all have the same goal: to learn and grow. It’s helping me build social skills and confidence while we work together on our first project.”
As of 2026, 57 students had graduated from VCA. Moyer said: "[VCA graduates] are not starting from zero; [they're] starting from step one or step two. There's a long journey ahead … but pretty awesome to have people coming on board who are already warmed up and more familiar with what they're getting into." He ultimately hired a VCA graduate as a full-time apprentice using VCA's construction talent pipeline.
Lessons Learned
One key pillar of VCA's approach is helping people achieve economic mobility. Realizing that many low-income students face unseen barriers to training and professional development opportunities, VCA opened a call for donations and student sponsorship. Using their platform, leadership at VCA asked individuals and organizations to sponsor costs ranging from workwear to full tuition.
VCA has used community fundraising to decrease participation costs and expand access to training equipment. Furthermore, VCA offers state-of-the-art teaching equipment and technology to enhance students' learning experience. By raffling off two hand-built sheds by apprentices, VCA was able to help fund a heavy equipment simulator for students. This simulator allows students to practice equipment-operation skills in a training environment before applying them during their apprenticeships.
Scalability and Future Potential
VCA continues to pursue outreach and expansion opportunities. In April 2026, they held an open house for prospective construction workers to try new training technologies and explore career pathways. With support from the Vermont Department of Labor, which co-hosted the event, VCA presented construction as a viable, accessible, and financially sound pathway for high school students.
Employers, states, and workforce intermediaries looking to implement solutions like VCA must similarly prioritize the professional development of their future workforce. Replicating the model requires sustained employer leadership, accessible training, and partnerships that help participants move from career exploration into apprenticeships and employment. Ross Lavoie, manager at VCA, emphasized that outreach must help people see construction not merely as a job, but as a sustainable and rewarding career.
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