Report and Recommendations on the HB 1083 Education and Workforce Data Work Group (November 1, 2024)
Summary
Memorandum dated November 1, 2024 from Aimee Rogstad Guidera, Secretary of Education, to Glenn Youngkin, Governor of Virginia, and the chairs of four General Assembly committees, transmitting the final report of the Education and Workforce Data Work Group under Chapter 410, 2024 Virginia Acts of Assembly. House Bill 1083 (2024) directed the Secretary of Education to convene the Work Group to review the current capabilities of the data systems and develop a work plan for their improvement. The executive summary lists challenges including limited coordination and communication between agencies and the unavailability of timely data. The first recommendation for the General Assembly is to establish the Virginia Education and Workforce Data Governing Board.
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“Report and Recommendations on the HB 1083 Education and Workforce Data Work Group (November 1, 2024).”
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Aimee Rogstad Guidera
Secretary of Education
November 1, 2024
MEMORANDUM
TO: The Honorable Glenn Youngkin, Governor of Virginia
The Honorable Ghazala Hashmi, Chair, Senate Education and Health Committee
The Honorable L. Louise Lucas, Chair, Senate Finance and Appropriations
Committee
The Honorable Sam Rasoul, Chair, House Education Committee
The Honorable Luke E. Torian, Chair, House Appropriations Committee
FROM: Aimee Rogstad Guidera, Secretary of Education
SUBJECT: Report and Recommendations on the HB 1083 Education and Workforce Data
Work Group
Pursuant to Chapter 410, 2024 Virginia Acts of Assembly, Section 1, please find enclosed the report based on
the collaboration of Virginia’s Education and Workforce Data Work Group.
The General Assembly charged me with convening this Work Group to evaluate the status of Virginia’s
education and workforce data ecosystem and to develop recommendations for its improvement. This
report builds on the existing strengths of our data systems and proposes innovative strategies for
enhancing collaboration, finding efficiencies across agencies, and producing improved outcomes and tools
to better serve the Commonwealth.
This report reflects months of collaboration among many dedicated Work Group members and their staff.
The recommendations included are informed by their valuable input, as well as by the advisement of
technical experts. These recommendations address critical gaps and ensure Virginia’s education and
workforce data and analysis systems offer a nation-leading experience for policymakers, government
leaders, and citizens alike.
I would like to express my gratitude to all participants for their contributions. I am confident that the efforts
outlined in this report will foster a more robust and integrated data ecosystem, ultimately benefiting all
Virginians.
Patrick Henry Building • 1111 East Broad • Richmond, Virginia 23219
(804) 786-1151 • TTY (800) 828-1120
www.governor.virginia.gov
FINAL REPORT
Virginia education and workforce data ecosystem Report addressing Chapter 410, 2024 Virginia Acts of
Assembly Section 1
Contents
Executive Summary .....................................................................................................................................................................................................................2
Background .......................................................................................................................................................................................................................................5
National Best Practices .............................................................................................................................................................................................................9
Opportunities.................................................................................................................................................................................................................................. 10
Recommendations: Summary.......................................................................................................................................................................................... 17
Recommendations: Details ................................................................................................................................................................................................20
Conclusion ......................................................................................................................................................................................................................................28
Appendices .....................................................................................................................................................................................................................................29
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Executive Summary
Virginia’s education and workforce data ecosystem (“the Ecosystem”) is a collection of data and analysis
systems critical for supporting evidence-based policy decisions, workforce development, and educational
outcomes across the Commonwealth. The Ecosystem, comprised of key data entities such as the Virginia
Longitudinal Data System (VLDS), the Virginia Workforce Data Trust (VWDT), and the Virginia Office of
Education Economics (VOEE), serves as a foundation for addressing the data needs of families, opportunity
seekers, employers, educators, state and local agencies, policymakers, and researchers, among other
stakeholders. However, despite its strengths, the Ecosystem in its current state faces significant challenges
in coordinating governance, ensuring data accessibility, providing valuable insights, tools, and
communications, and promoting inter-agency coordination, which lead to inefficiencies and hinder its
potential for greater impact.
House Bill 1083 (2024) directed the Secretary of Education to convene a Work Group to review the current
capabilities of Virginia’s education and workforce data systems and to develop a comprehensive work plan
for their improvement. After months of collaborative meetings, surveys, and interviews, the Work Group has
developed a set of strategic recommendations aimed at addressing critical issues in the Ecosystem that, if
implemented, can position Virginia as a national leader in leveraging coordinated governance to better
consolidate existing resources, reduce bureaucratic barriers to data access, and address some of the
Commonwealth’s most pressing data priorities and questions with greater efficiency.
Leaders across the Ecosystem consistently identified several key challenges, including limited coordination
and communication between agencies leading to duplication of efforts, the unavailability of timely data to
inform decision-making, a lack of clarity on where to go to get questions answered, and an absence of
user-friendly tools, like dashboards, that provide actionable data for policymakers, educators, and the
public. Additionally, stakeholders expressed concerns about data privacy, security, and the modernization
of technology, highlighting the opportunity to coordinate across the various entities that manage and use
the Commonwealth’s education and workforce data to address these issues. These challenges underscore
the critical need for better coordination to ensure that Virginia’s data systems can effectively serve the
needs of all stakeholders to solve the Commonwealth’s most pressing challenges.
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Recommendations for the General Assembly
1. Streamline decision-making, reduce redundancies, and ensure greater coordination across
education and workforce data systems by establishing the Virginia Education and Workforce
Data Governing Board. The Governing Board will be charged with delivering on the state’s vision
for education and workforce data, including identifying areas for consolidation, aligning
resources, and improving overall system efficiency.
A Virginia Education and Workforce Data Governing Board (“the Governing Board”) should be
established to oversee the strategic direction, governance, and management of the Ecosystem. This
new structure should supersede and replace existing decision-making structures for the Ecosystem’s
data systems, ensuring strategic decisions about how the Commonwealth’s data is connected,
analyzed, and reported to stakeholders reflect executive-level leadership alignment, as well as
bolster inter-agency coordination, data security, accountability, and transparency for the
Ecosystem. The Governing Board will also set a prioritized research agenda and direct the creation of
data outputs (such as data analyses and interactive dashboards of outcomes data), ensuring the
available data in the Ecosystem is strategically leveraged to meet the needs of a wide array of
stakeholders, including policymakers, educators, businesses, and the public. With budgetary
oversight of all data systems within the Ecosystem, the Governing Board will initially determine how
much money is being spent across the Ecosystem and for what functions, and will be empowered to
find budgetary efficiencies and identify opportunities to consolidate redundant practices such as
the duplication of data collection or analysis.
2. Ensure the Governing Board can deliver on the state’s vision by establishing an Office of Education
and Workforce Data overseen by an Executive Director, initially housed in the Administration
Secretariat.
The Governing Board should oversee an Office of Education and Workforce Data (“the Office”),
housed within a non-contributing entity, responsible for coordinating Virginia’s education and
workforce data systems and developing outputs such as tools and dashboards that align with the
Governing Board’s vision and meet stakeholders' needs. In its first two years, the Office will focus on
high-impact tasks that will immediately improve the efficiency and coordination of Virginia’s data
systems. These tasks include cataloging all existing data systems within the Ecosystem, evaluating
their operating budgets, and identifying areas for consolidation to reduce redundancy in data
collection, analytics, and reporting. The Office will also develop public-facing tools, such as
dashboards, to provide stakeholders with timely and actionable data. By addressing these priorities
early on, the Office will deliver measurable improvements in operational efficiency, resource
allocation, and data accessibility, ensuring Virginia’s data systems are streamlined and effective
from the outset.
3. Elevate input from key stakeholders by charging the Governing Board with establishing an
advisory committee and other work groups as needed.
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The Governing Board should establish an advisory committee comprised of state agency leaders,
local government agency leaders, business leaders, members of the public, and other individuals as
directed by the Governing Board that provide recommendations on decisions related to data
privacy, security, technical aspects of data migration, and the use of emerging technologies, such as
Artificial Intelligence (AI). This advisory committee will ensure diverse perspectives are incorporated
into decision-making processes, allowing the Governing Board to stay informed on emerging trends,
address stakeholder concerns, and implement best practices in data governance and technology.
4. Provide a sustainable funding source to allow the Office of Education and Workforce Data to
perform their legislatively required duties by establishing a line item in the state operating
budget.
The General Assembly should appropriate adequate resources and funding to support the execution
of the charges of the Governing Board and its Office. This appropriation should align with the
operating budgets of states with similar governance structures and account for staffing, operations,
and production of tools and outputs. As the Office works to find budgetary efficiencies by
coordinating across the Ecosystem, the Office will develop recommendations for other ways this
Office can provide cost savings to the Commonwealth.
The recommendations outlined in this report can significantly strengthen Virginia’s ability to leverage its
existing education and workforce data systems to increase efficiencies, benefitting policymakers,
educators, businesses, and citizens alike. By establishing a clear governance framework for shared
decision-making, prioritizing and streamlining the best use of existing assets and funding, and modernizing
data systems, Virginia can continue to lead the nation in education and workforce development.
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Background
HB 1083
In 2024, the Virginia General Assembly passed House Bill 1083, directing the Secretary of Education to
convene a Work Group tasked with reviewing and improving Virginia’s education and workforce data
ecosystem (“the Ecosystem”). This initiative is critical to ensuring that Virginia’s education and workforce
data systems operate efficiently and coordinate effectively to support evidence-based policymaking,
economic development, and alignment between education and workforce efforts.
CHAPTER 410
An Act to direct the Secretary of Education to convene a work group to review and develop a work plan
related to the Virginia Longitudinal Data System and the Virginia Workforce Data Trust; report.
[H 1083]
Approved April 4, 2024
Be it enacted by the General Assembly of Virginia:
1. § 1. The Secretary of Education (the Secretary) shall convene a work group to review the current
capabilities and future needs of the Virginia Longitudinal Data System (the System) and the Virginia
Workforce Data Trust (the Trust) (collectively, the Databases) and, based on the results of such review,
develop a work plan for improving the System. The goal of such work shall be to provide a best-in-class
data analytics platform and to support evidence-based research and data-informed decision-making
by policy makers in the Commonwealth through the maintenance of datasets and the creation of public-
facing dashboards regarding education, labor, and the workforce. The work group shall include a
representative from the State Council of Higher Education for Virginia (SCHEV), the Virginia Office of
Education Economics (VOEE), the Secretary of Labor, each of the participating agencies in the System, the
Chief Data Officer of the Commonwealth, and the Chairs of the Senate Committee on Education and
Health, the Senate Committee on Finance and Appropriations, the House Committee on Education, and
the House Committee on Appropriations or their designees.
The work group's review shall consider a consolidation of or other improvements to the System and the
Trust, including (i) identification of the appropriate entity or entities to host the Databases and the
associated upfront and ongoing costs; (ii) the identification of any technology upgrades required for
interoperability and modernization; (iii) a plan for the governance of data sharing among partner entities;
(iv) opportunities and challenges related to accessing the System and Trust on the network of the Virginia
Information Technologies Agency (VITA); (v) best practices related to data privacy and data integrity;
and (vi) any other issues identified by the Work Group as relevant to the review.
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Based upon the results of the review and the identified capabilities and needs of the System, and
consistent with the goal of the work, the work group shall develop either a work plan for the proposed
consolidation of the Databases or for improved support of the System.
Such work plan shall include recommendations regarding (a) a projected timeline for completing such
consolidation or improved support; (b) the funds, staffing, and resources necessary to fully administer
and maintain the consolidation or improved support; (c) a formal governance structure for the
Databases; and (d) the appropriate entity to lead the implementation of the work plan.
SCHEV, VOEE, the Department of Labor, VITA, and all other state entities shall cooperate upon request with
the Secretary in executing the provisions of this act.
The Secretary shall deliver a report that includes a summary of the review and the proposed work plan by
November 1, 2024, to the Governor and the Chairs of the Senate Committee on Education and Health, the
Senate Committee on Finance and Appropriations, the House Committee on Education, and the House
Committee on Appropriations.
In addition to the Work Group members named in HB 1083, the Secretary of Education expanded the Work
Group to include a total of 75 members, representing legislators and their staff, agency leaders and their
staff, data systems leaders, and additional representatives from other associations and organizations.
These additional Work Group Members provided diverse perspectives that contributed to the robustness of
group discussions as well as the recommendations included in this report. For a full list of participating Work
Group members, see Appendix A.
Virginia’s Education and Workforce Data Ecosystem
HB 1083 only explicitly names the Virginia Longitudinal Data System (“VLDS”) and the Virginia Workforce Data
Trust (“VWDT”); however, the Work Group identified other pertinent components of Virginia’s education and
workforce data ecosystem that also merited discussion and inclusion for consideration in overall
recommendations to ensure a comprehensive approach inclusive of all systems incorporating data into the
Ecosystem—namely, the Virginia Office of Education Economics (“VOEE”) and the Commonwealth Data Trust
(“CDT”).
The Virginia Longitudinal Data System (“VLDS”)
Housed within the State Council of Higher Education for Virginia (“SCHEV”), the VLDS is a P20+ system
composed primarily of education and workforce data agencies spanning from K-12 to postsecondary. The
agencies that provide data to VLDS retain their own internal data governance, source systems, and data
collections; only a selected subset of data from each agency are made available to VLDS. Funded by the
2009 Statewide Longitudinal Data Systems Grant Program of the U.S. Department of Education, VLDS is most
often leveraged by researchers looking to answer research questions using Virginia’s education and
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workforce data. Participating researchers can access data from VLDS in a secure portal. Participant data for
VLDS is federated, meaning that agencies must approve for their data to be used in research. For a list of all
participating agencies, see Appendix B.
The Virginia Workforce Data Trust (“VWDT”)
Housed within the Virginia Department of Workforce Development and Advancement (Virginia Works), the
VWDT was created by legislation in 2019. Although VLDS primarily supports research, VWDT is intended to
develop meaningful analyses and evaluations of workforce programs, support state reporting
requirements, and improve coordination efforts across workforce programming. Unlike VLDS, VWDT has
access to identifiable data such as social security numbers, and, outside of the participating entities listed
in legislation, it has the authority to request data from other agencies. For a list of all participating agencies,
see Appendix B.
The Virginia Office of Education Economics (“VOEE”)
In 2021, the General Assembly established VOEE as the state’s newest data entity with a focus on aligning
higher education and workforce data with economic development goals. VOEE is housed within the Virginia
Economic Development Partnership (“VEDP”), which has its own governing board. Established under § 2.2-
2238 of the Code of Virginia, VOEE coordinates data analysis on workforce and higher education alignment
and translates data to partners, offering a unified source of information for policy development and
implementation related to talent development. One of their most notable products is a collaboration with
the Virginia Workforce Development Board to produce the Virginia High Demand Occupations List. For a list
of all participating agencies, see Appendix B.
The Office of Data Governance and Analytics (“ODGA”) and the Commonwealth Data Trust (“CDT”)
The Office of Data Governance and Analytics (“ODGA”), led by the Commonwealth Chief Data Officer, is
housed in the Office of the Secretary of Administration and oversees data governance, fosters data sharing
among agencies, and manages the CDT, as established under § 2.2-203.2:4 of the Code of Virginia. ODGA
advises Commonwealth agencies on best practices for data governance and supports the secure
collection and sharing of government information, among other responsibilities. It oversees both the Virginia
Data Advisory Commission and the Data Sharing and Analytics Advisory Committee, which provide
guidance and recommendations to the Executive Branch regarding data governance. The CDT is a secure
information-sharing environment that establishes consistent requirements for CDT members through
standardized data sharing agreements. Although not an analytics entity in the same way that VLDS, VWDT,
or VOEE are regarding education and workforce data, ODGA and the CDT support effective data
stewardship by Virginia agencies and support data sharing (including sharing of original analytics and
datasets) across the Commonwealth.
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Work Group Process
Between May and November 2024, the Work Group followed a structured process to assess the current state
of the Ecosystem and to develop recommendations aligned with the requirements of HB 1083. This process
was designed to engage a diverse range of stakeholders, incorporate expert input, and fulfill the legislative
mandate of HB 1083 to create a cohesive plan for modernizing the Ecosystem.
The Work Group began its efforts with a virtual meeting in June, where members reviewed the legislative
requirements of HB 1083 and discussed the existing capabilities of VLDS, VWDT, VOEE, and CDT. In July, the
Work Group convened in person to identify key challenges within the current data systems, evaluate
national best practices from other states, and initiate discussions on a shared vision for Virginia’s future
data ecosystem. The September meeting built upon these discussions, where members reviewed a draft
vision statement, further examined national best practices, and worked collaboratively to develop potential
solutions for advancing Virginia’s data ecosystem, including recommendations for what outputs should be
prioritized. A detailed summary of the Work Group’s meetings can be found in Appendix C.
Between each meeting, Work Group members had the opportunity to participate in smaller, focused
discussions on relevant topics, and were also invited to complete surveys to provide feedback. A detailed
summary of surveys provided to Work Group members can be found in Appendix D. From September
through November, feedback was synthesized into specific recommendations that were shared with Work
Group members for additional feedback. This collaborative, phased approach—grounded in stakeholder
input and expert analysis—led to a set of actionable recommendations aimed at enhancing Virginia’s
strong foundation in data collection and analytics, and moving toward a more coordinated and
modernized system. The following sections of this report detail the current opportunities facing the
Ecosystem, as well as recommendations for improvement.
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National Best Practices
As part of the Work Group’s responsibilities through HB 1083, members engaged with best practices from
across the nation. There are many different national experts providing guidance on state longitudinal data
systems (“SLDS”), but their recommendations align on some of the major opportunities for change and
improvement of Virginia’s Ecosystem.
At the June, July, and September meetings, the Data Quality Campaign (“DQC”), a national leader on
education data policy and expert adviser on national SLDS best practices, served as a technical advisor to
this Work Group. DQC provided insights and presented the below national best practices to the group. Work
Group members additionally engaged with data systems leaders from Kentucky and California to learn
about how they have approached these best practices, creating space for Work Group members to reflect
on what may work best within Virginia’s unique context.
The national best practices elevated to Work Group members focused on 10 primary recommendations for
state policy, including:
1. Codifying cross-agency data governance in state law.
2. Establishing an independent entity to administer the state’s SLDSs.
3. Mapping existing assets to identify system strengths and limits.
4. Engaging the public to prioritize data access needs and seek continual feedback.
5. Funding SLDSs and the source systems that contribute data to them.
6. Developing legal and privacy frameworks to enable and guide state data efforts.
7. Developing and acting on rollout plans when building data access.
8. Investing in the talent and human capacity needed to modernize SLDSs toward access.
9. Centering privacy.
10. Supporting local leaders in building their own capacity to use data. 1
Although these recommendations do not need to be implemented in a strict sequence, national best
practice suggests the first recommendation should be the highest priority. This underscores the critical role
of governance in ensuring the success of the other recommendations. The Work Group carefully considered
how these recommendations could be applied within Virginia’s Ecosystem and, through discussions,
identified opportunities that align with national models and address the Commonwealth’s most pressing
needs.
1
Data Quality Campaign. (2023, April). What now? A vision to transform state data systems. https://dataqualitycampaign.org/wp-
content/uploads/2023/04/DQC-What-Now_A-Vision-to-Transform-State-Data-Systems.pdf
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Opportunities
Virginia is already a national leader when it comes to its existing education and workforce data systems.
The Strada Education Foundation rated the Commonwealth as one of nine states in the nation “leading,” its
highest possible rating, on key state education-to-employment data system elements. 2 The
Commonwealth also ranked among the top-scoring states in the Bush Institute’s SLDS rankings and was
only one of eight states with a ranking of highly effective in “Governance: Capacity and Resources.” 3 This
strong foundation contributes to Virginia’s ranking as the top state in the nation for business. 4
Despite these strengths, the Work Group identified several opportunities for growth and advancement of the
Ecosystem beyond its current capabilities. Through meetings, one-on-one interviews, surveys, and
additional engagements, the Work Group outlined four main categories where the Commonwealth can
improve:
1. Opportunity for Improved Leadership Coordination
2. Opportunity for Improved Cross-Agency Collaboration, Consolidation, and Efficiency
3. Opportunity for Improved Data Accessibility
4. Opportunity for Improved Data Tools and Usability
Opportunity for Improved Leadership Coordination
Individually, the Ecosystem’s main data and analysis systems operate effectively and accomplish their
legislatively mandated duties. The agencies that compose these systems have established governance
practices and data sharing protocols, and produce a diverse set of outputs for their target stakeholders.
Although these systems individually contribute in their own ways, the Ecosystem as a whole lacks the
impact that Work Group members envision it can achieve in the future.
Currently, there is no formalized mechanism fostering coordination and engagement across the leaders of
the individual data systems of the Ecosystem. There is also no single authority charged with setting a vision
for the Ecosystem and ensuring it is operating efficiently. As a result, they all operate with independent
visions and priorities, making it difficult for Work Group members to know where to go to get a question
answered or to understand what data collection or analyses any given system is prioritizing. For Work Group
members, this creates a desire for a more effective and efficient governance structure, especially regarding
determining shared definitions and protocols across systems. The current fragmented systems create
misalignment when decisions around data sharing, integration of additional data sources, or producing
2
Strada Education Foundation. (2024, May). State outcomes index: Clear outcomes. https://stradaeducation.org/wp-
content/uploads/2024/05/SOI_Appendices_ClearOutcomes_May2024.pdf
3
Bush Institute. (2023). Statewide longitudinal data systems. https://pipeline.bushcenter.org/slds
4
Office of the Governor of Virginia. (2024, July). Governor Glenn Youngkin announces CNBC names Virginia “America’s Top State for
Business.” https://www.governor.virginia.gov/newsroom/news-releases/2024/july/name-1030663-en.html
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outputs like analyses and dashboards overlap. As the Ecosystem currently lacks the shared vision and
direction that would come through coordination among leadership, each system operates in a silo, largely
isolated from its counterparts.
“We need to have someone who is the single source of
consolidated strategy, and we don’t have that currently.”
— Work Group Member
It is also often unclear how decisions are made within each system. Although they each maintain their own
governance structures, interviews with Work Group members suggested that the actions of these data
systems are frequently determined by technical experts rather than by the senior leadership of the
Commonwealth’s state agencies. This creates an environment where decisions and their outcomes lack
accountability and transparency to broader stakeholders and the general public. In a survey, 50% of Work
Group survey respondents identified “Governance” as the top feature needed to improve the Ecosystem.
The recommendations included in this report provide a pathway to increasing the coordination and
improving the efficiency of the Ecosystem’s leadership, giving Virginia the opportunity to address many of
the desires of Work Group members and the stakeholders they represent. A centralized decision-making
entity can establish expedited research requests and standardize data sharing agreements for all
participating agencies, rather than those within a specific existing system, such as CDT. Leaders from across
the Ecosystem will be able to collaborate on a unified vision, engage in transparent decision-making, and
be held accountable for delivering meaningful outcomes.
Opportunity for Improved Cross-Agency Collaboration, Consolidation, and Efficiency
At least 16 distinct state agencies currently participate in the Ecosystem, each collecting and integrating
data provided by Virginians into major data systems. These systems practice data governance, such as
through ODGA’s standardized data-sharing agreements among CDT members. However, feedback from
Work Group members revealed that, like the systems they manage, the agencies themselves often operate
in silos. As a result, it can be excessively difficult to navigate the various data systems in the Ecosystem to
answer timely, policy-relevant questions.
Work Group members currently lack a comprehensive understanding of the Ecosystem's data offerings and
how to access and leverage it to support their respective organization’s goals. There is a strong desire
amongst Work Group members to better catalog existing resources within the Ecosystem to make sense of
what is available to inform decision-making. Work Group members were surveyed for their familiarity with
the various data systems within the Ecosystem, and the results indicate that despite many respondents
representing organizations that participate in these systems, there is a highly varied understanding of what
they actually do. When asked in a survey about VWDT, only 39% of Work Group respondents were extremely
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or moderately familiar with the system, 44% had never interacted with it, and only 9% used it to access state
data. This lack of familiarity is not unique to VWDT. Although the external system most frequently accessed
by Work Group member survey respondents was VLDS at 52%, almost a fifth of respondents had never
accessed this system at all. VOEE, the next most frequently accessed system, was “not at all familiar” for 26%
of the Work Group and had never been accessed by 37%. This creates an environment where there is a lack
of general knowledge of the work of other data systems in the Ecosystem, which leads to redundancies and
inefficiencies as agencies do not actively seek to collaborate and combine efforts that may overlap. Virginia
has access to robust data systems, but if its leaders do not know how to effectively leverage them, they
cannot live up to their potential.
“The ecosystem must be one that enables agencies to break
down communication barriers and information silos to share
relevant information across and within agencies to improve the
overall workflows and processes that directly affect Virginians.”
— Work Group Member
This lack of familiarity leads to additional problems. During interviews with leaders from agencies and data
systems in the Ecosystem, the challenge and importance of building trust amongst agencies participating
in the Ecosystem was raised on at least four separate occasions. This theme held true in a group discussion
of familiarity and use of the Ecosystem during the July meeting, when it was brought up at least three
additional times that establishing greater trust amongst agencies was an important early step that should
be addressed.
The recommendations in this report provide a roadmap for agency leaders to gain a deeper understanding
of the Ecosystem and foster stronger, more trusting relationships between participating agencies. By
building trust and understanding, agencies will be able to collaborate more effectively, maximizing the
impact of their data. In this future state, data can be combined and shared in ways that are not currently
possible, and those who need it will be able to access it easily and use it effectively.
State Example: Kentucky Center for Statistics
During the July Work Group meeting, Dr. Matt Berry, Executive Director of the Kentucky Center for Statistics
(“KYSTATS”), presented the process Kentucky went through to establish itself as a model state for “high-
quality, formal, and transparent cross-agency data governance structures.” 5 By codifying cross-agency
governance with leadership from the Education and Labor Cabinet, Department of Education, Council on
Postsecondary Education, Higher Education Assistance Authority, and Cabinet for Health and Family
Services, KYSTATS was able to bring critical stakeholders to the table, building trust across agencies and
stakeholders, resulting in over 6,000 active data elements from over 27 agencies. Furthermore, through
5
Data Quality Campaign. (2018, January). Cross-agency governance: A case study. https://dataqualitycampaign.org/wp-
content/uploads/2018/01/DQC-Cross-Agency-Gov-CaseStudy-090920.pdf
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building trust and demonstrating value, KYSTATS has taken on work normally split across numerous
agencies, such as completing federally required reporting from across agencies, helping reduce the
volume of administrative tasks and creating greater efficiencies and freeing up agency time for other key
responsibilities. 6
Opportunity for Improved Data Accessibility
Work Group feedback highlights significant gaps in data accessibility within the current Ecosystem,
emphasizing the need for broader access and more inclusive participation. According to Work Group
members, researchers and state and local government agencies are currently the primary beneficiaries of
the Ecosystem. Surveyed Work Group members identified at least seven additional stakeholder groups who
are served to some degree but may not be as well served as they should be, including business leaders,
educators, families, and non-profit organizations. As each major system within the Ecosystem targets
different sets of stakeholders, data accessibility emerged as a key concern throughout Work Group
discussions. This feedback underscores a clear gap between those who currently have access to Virginia’s
data and those who should have access in the future, both within participating agencies and among
Virginia’s citizens.
As one Work Group member observed, “There isn’t one place for someone to get the answers they want, so
they have to go to multiple sources.” The absence of a singular access point for data, combined with a
general lack of familiarity with the Ecosystem, signals a clear opportunity for improvement. With different
protocols, locations, and interfaces across systems, the Ecosystem is fragmented and difficult to navigate.
As a result, 38% of Work Group members chose “Greater Availability” as a key feature needed to improve the
Ecosystem.
“The data is there, but the problem is ensuring we have the
opportunity to access it.”
— Work Group Member
In addition to challenges around access, the Work Group also identified a gap between those currently
being served and those who should be served. For example, while 87% of Work Group survey respondents
believe that business leaders should be served by the Ecosystem, only 12% believe they are being served
currently– a trend that holds true for other groups, including elected officials (42% believe they are currently
served while 92% believe they should be) and educators (only 23% believe they are currently served while
87% believe they should be). This aligns with national critiques of the Ecosystem, such as from the Strada
Education Foundation, who gave the Commonwealth the lowest possible rating for learner and earner
6
This information is based on proprietary research shared by the Work Group’s expert partner, the Data Quality Campaign.
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access to their own verified data. 7 Furthermore, the absence of a formal mechanism for gathering feedback
from stakeholders outside of participating agencies means that many stakeholders, including public
citizens, lack the opportunity to advocate for increased data access or voice their needs or concerns.
The recommendations in this report provide a clear path forward for Virginia to expand data accessibility
and ensure a more diverse array of stakeholders are served well by the system. By simplifying the pathways
to access relevant data, the Commonwealth can meet the needs of Virginians more effectively and address
the pressing questions of policymakers, educators, and business leaders alike.
State Example: Indiana’s Career and Technical Education Employer Connector
In the June survey (see Appendix D for details), Work Group members expressed a desire for the
Ecosystem to better serve business leaders. Indiana’s Career and Technical Education Employer
Connector offers a compelling example of how improved data accessibility can bridge the gap between
education systems and the workforce. This tool allows employers to identify potential employees across
the state by providing detailed information on students’ career and technical education skills. Through a
partnership between Indiana’s SLDS (the Management Performance Hub) and the Governor’s Workforce
Cabinet, Indiana can align its talent pipeline with the needs of employers by ensuring timely access to
relevant, actionable data. This example illustrates how Virginia could better serve business leaders and
opportunity seekers by creating tools that simplify data access and meet the diverse needs of the
Ecosystem’s users, helping to address critical workforce gaps and support informed decision-making. 8
Opportunity for Improved Data Tools and Usability
Virginia has the opportunity to significantly enhance the usability of its data ecosystem by developing more
accessible tools that serve a broad range of stakeholders, empowering experts and the public alike to make
data informed decisions. Some of the existing tools created within the Ecosystem are well received by Work
Group members. Currently, VOEE produces tools like the College and Career Outcomes Explorer, a
dashboard that “provides insights into the employment and career outcomes of graduates from Virginia's
institutions of higher education.” 9 This interactive dashboard integrates data from over 650,000 graduates
from Virginia’s institutions of higher education. However, this type of tool is not common across the many
different datasets available within the ecosystem. Work Group members advocated for more
comprehensive and user-friendly tools that can serve the systems’ stakeholders more effectively.
7
Strada Education Foundation. (2024, March). State outcomes index: Clear outcomes for Virginia. https://stradaeducation.org/wp-
content/uploads/2024/03/SOI_ClearOutcomes_Virginia.pdf
8
Indiana Commission for Higher Education. (n.d.). Employer connector. https://www.in.gov/che/cte/employer-connector/
9
Virginia Office of Education Economics. (2024). Virginia college and career outcomes explorer. https://voee.org/virginia-college-and-
career-outcomes-explorer/
14
“I’m a parent of a community college student and two high
schoolers. Virginia Wizard is a clunky system. When you go to a
community college [on Virginia Wizard], they don’t direct you to
other places. [This Work Group] is about making sure citizens
have the tools they need instead of what is being pushed on
them.”
— Work Group Member
The Commonwealth has a unique opportunity to enhance the usability of its data by creating better tools
that cater to a wider array of stakeholders. Many of the existing tools are designed primarily for researchers
and data experts, leaving many stakeholders without useful tools to answer their questions. When asked
about their satisfaction with the Ecosystem’s features and tools, 27% of Work Group member respondents
were either somewhat or very dissatisfied, and 34% were neutral. When asked about features that would
improve the Ecosystem, 38% of respondents highlighted the need for more user-friendly interfaces, while an
equal number pointed to improved data visualization tools as a critical priority.
When asked about features that would improve the Ecosystem, 38% of respondents highlighted the need for
more user-friendly interfaces, while an equal number pointed to improved data visualization tools as a
critical priority. This indicates a significant opportunity to improve the alignment and usability of data tools
across the various data systems to make them more usable for their stakeholders who often rely on these
kinds of tools to make informed decisions.
State Example: California’s College Guidance Initiative
During the September Work Group meeting, Work Group members engaged in a presentation from Mary
Ann Bates, Executive Director of California’s Cradle-to-Career (“C2C”) Data System. When legislators
created the C2C, they included the California College Guidance Initiative (“CCGI”) as a contributing data
source - allowing the combination of CCGI’s data on postsecondary institutions with data from the K12
and student aid systems. This will result in a single, user-friendly interface that students, families, and
educators will be able to use to make informed decisions about postsecondary pathways. This integration
resulted in over 400,000 applications for student aid by California students in 2023-2024 alone.
California’s approach illustrates how Virginia could enhance the usability of its Ecosystem by connecting
existing tools to empower a wide range of stakeholders to easily navigate data and make informed
decisions. 10
The recommendations in this report provide a pathway for Virginia to transform the Ecosystem into one that
is not only more useful but also more widely used by producing a wider range of tools and dashboards that
are accessible not just to researchers, but to all Virginians. In this future state, Work Group members foresee
an Ecosystem that empowers all stakeholders–from policymakers to the general public–to access data
10
California College Guidance Initiative. (n.d.). What we do. https://www.cacollegeguidance.org/what-we-do/
15
that enables more informed decision-making and addresses a broader range of questions than the current
system.
16
Recommendations: Summary
Recommendations for the General Assembly
1. Streamline decision-making, reduce redundancies, and ensure greater coordination across
education and workforce data systems by establishing the Virginia Education and Workforce
Data Governing Board. The Governing Board will be charged with delivering on the state’s vision
for education and workforce data, including identifying areas for consolidation, aligning
resources, and improving overall system efficiency.
a. The Governing Board should be composed of ten members or their designees.
■ The Secretary of Administration;
■ The Secretary of Commerce and Trade;
■ The Secretary of Education;
■ The Secretary of Labor;
■ The President and Chief Executive Officer of the Virginia Economic Development
Partnership;
■ A representative from the Virginia House of Delegates, to be appointed by the Speaker
of the Virginia House of Delegates;
■ A representative from the Senate of Virginia, to be appointed by the President pro
tempore of the Senate of Virginia;
■ An ex officio non-voting member of the public not currently employed by a state
agency with executive-level experience in either education or workforce, to be
appointed by the Governor;
■ An ex officio non-voting member of the public not currently employed by a state
agency with executive-level experience in either education or workforce, to be
appointed by the Speaker of the Virginia House of Delegates; and,
■ An ex officio non-voting member of the public not currently employed by a state
agency with executive-level experience in either education or workforce, to be
appointed by the President pro tempore of the Senate of Virginia.
b. The General Assembly should require the Governing Board to:
■ Establish a process for electing a chair and vice chair and to establish their
responsibilities;
■ Establish a process for appointing representatives to advisory committees and work
groups;
■ Approve actions with a simple majority vote of all members;
■ Establish bylaws for the operations of the Governing Board;
■ Meet at least four times per year; and,
■ Hold meetings open to the public and allow public comment.
c. The Governing Board should be responsible for setting the vision and guiding the direction of
the Ecosystem (including VLDS, VWDT, and VOEE) through a research agenda and have the
17
authority to make data collection recommendations to participatory agencies to meet the
needs of the vision and research agenda.
d. The Governing Board should report annually to the General Assembly and the Governor on
topics including:
■ Successes, challenges, and impact of the data ecosystem;
■ The operating budget, major strategic finance decisions, and procurement decisions
for all entities under its purview;
■ Capacity and resource needs; and,
■ Recommendations to improve the Ecosystem.
2. Ensure the Governing Board can deliver on the state’s vision by establishing an Office of Education
and Workforce Data overseen by an Executive Director, initially housed in the Administration
Secretariat.
a. The Governing Board should appoint an Executive Director who is accountable to the
Governing Board and the Governor. The Executive Director should lead the Office, direct the
creation of any new data systems and maintenance of all systems overseen by the Office,
oversee any staff assigned to or hired by the Office, and serve as the liaison for the Governing
Board and the General Assembly.
b. The General Assembly should require the Office to prioritize a set of core tasks within its first
year to create greater efficiencies and eliminate duplication of existing efforts. These tasks
should include:
■ Cataloging the various data systems within the Ecosystem, including their data
assets, collection protocols, and privacy and security requirements;
■ Determining the operating budgets of the data systems within the Ecosystem,
identifying areas for potential consolidation to create greater efficiencies;
■ Determining opportunities for consolidation across the Ecosystem, including areas
such as data collection, analytics, reporting, tool development, and staffing; and,
■ Developing public-facing dashboards and tools that report on the outcomes of the
Governing Board’s research agenda.
c. The General Assembly should require the Office to evaluate and propose in its first two years
a long-term location for the Office and its associated data systems. This evaluation should
additionally include the reports, tools, portals, and other resources that the Governing Board
should prioritize.
d. The General Assembly should require participating agencies to share data with the data
systems while adhering to privacy laws and to data sharing structures put in place by the
Governing Board.
3. Elevate input from key stakeholders by charging the Governing Board with establishing an
advisory committee and other work groups as needed.
a. The advisory committee should include state agency leaders, local government agency
leaders, business leaders, members of the public, and other individuals as directed and
18
appointed by the Governing Board, and be responsible for making recommendations to the
Governing Board based on the research agenda established by the Governing Board.
b. Work groups should include other government agencies and content experts to advise and
support on tactical priorities such as data privacy, security, technical aspects of data
migration, and the use of new technologies, such as AI.
4. Provide a sustainable funding source to allow the Office of Education and Workforce Data to
perform their legislatively required duties by establishing a line item in the state operating
budget.
a. The budget appropriation should provide $2 million toward the staffing and resources
required to maintain the data systems and perform the duties assigned to the Governing
Board and its Office.
b. The General Assembly should require the Governing Board to complete a study of the cost
and headcount of Virginia’s current data systems to recommend the budgetary and staff
capacity needed to maintain the data systems on a recurring basis, including opportunities
for cost efficiencies across agencies and data systems.
c. The General Assembly should charge the Governing Board with providing oversight of
funding to ensure strategic alignment with the use of funds for data systems overseen by the
Office.
19
Recommendations: Details
Through meetings, group discussions, interviews, surveys, and engagement with data experts from across
the nation, the Work Group developed recommendations for the future of the Ecosystem. In order to create
a more effective data ecosystem for all Virginians, this report recommends that the General Assembly take
the following actions:
Recommendation 1: Streamline decision-making, reduce redundancies, and ensure greater coordination
across education and workforce data systems by establishing the Virginia Education and Workforce
Data Governing Board. The Governing Board will be charged with delivering on the state’s vision for
education and workforce data, including identifying areas for consolidation, aligning resources, and
improving overall system efficiency.
The Governing Board will serve as the centralized authority for the Ecosystem, responsible for all key
decisions across data systems. Their primary role is to serve as a centralized authority for all integrated
systems, charged with decision-making for all aspects of the system. With this authority, they create a clear,
unified vision for the system through collaboration and coordination across agencies, ensuring continuity
and consistency centered on the needs of all stakeholders. Leadership-level representation ensures that
systems inputting data have a voice, while creating public transparency and holding the Governing Board
accountable for decisions and outcomes.
Recommendation 1a: The Governing Board should be composed of ten members or their designees:
● The Secretary of Administration;
● The Secretary of Commerce and Trade;
● The Secretary of Education;
● The Secretary of Labor;
● The President and Chief Executive Officer of the Virginia Economic Development Partnership;
● A representative from the Virginia House of Delegates, to be appointed by the Speaker of the
Virginia House of Delegates;
● A representative from the Senate of Virginia, to be appointed by the President pro tempore of the
Senate of Virginia;
● An ex officio non-voting member of the public not currently employed by a state agency with
executive-level experience in either education or workforce, to be appointed by the Governor;
● An ex officio non-voting member of the public not currently employed by a state agency with
executive-level experience in either education or workforce, to be appointed by the Speaker of the
Virginia House of Delegates; and,
● An ex officio non-voting member of the public not currently employed by a state agency with
executive-level experience in either education or workforce, to be appointed by the President pro
tempore of the Senate of Virginia.
20
Representation from both the Executive and Legislative branches will ensure that decisions affecting the
Ecosystem are driven by Virginia’s leadership, not lower-level staffers who are not accountable to the
public. The Secretariats on the Governing Board provide broad oversight of the vast majority of data feeding
into the Ecosystem, including the Secretary of Education (who oversees VLDS) and the Secretary of Labor
(who oversees VWDT), ensuring that decisions are made at the leadership level. The Legislative
representation from the House and Senate will ensure any recommendations or decisions the Governing
Board makes are informed by the citizens’ priorities via their elected representatives. Additionally, the
inclusion of the President and Chief Executive Officer of VEDP will ensure that the Governing Board’s work is
responsive to Virginia’s evolving business and economic interests. Giving the Governor, Speaker of the
House, and President pro tempore of the Senate the authority to select qualified members of the public to
add their perspectives to Governing Board discussions will further strengthen the transparency of the
Governing Board and ensure that informed voices from the public are included in decision-making.
Recommendation 1b. The General Assembly should require the Governing Board to:
● Establish a process for electing a chair and vice chair and to establish their responsibilities;
● Establish a process for appointing representatives to advisory committees and work groups;
● Approve actions with a simple majority vote of all members;
● Establish bylaws for the operations of the Governing Board;
● Meet at least four times per year; and,
● Hold meetings open to the public and allow public comment.
Establishing processes for electing a chair and vice chair ensures consistent and accountable leadership of
the Governing Board, balancing representation from elected and appointed officials while benefiting from
the expertise of technical advisors. By adopting bylaws and requiring regular meetings, the Governing Board
will create a clear operational framework that fosters continuity and transparency. By requiring a majority
vote for all actions, the Governing Board ensures that key decisions are made transparently and at the
leadership level, not delegated to lower-level staff. By holding at least four public meetings annually and
allowing public comment, the Governing Board will enhance public accountability, ensuring stakeholders
have a voice in the decision-making process and that the Governing Board’s actions are fully transparent to
the public.
Recommendation 1c. The Governing Board should be responsible for setting the vision and guiding the
direction of Virginia’s Education and Workforce Data Ecosystem (including VLDS, VWDT, and VOEE)
through a research agenda and have the authority to make data collection recommendations to
participatory agencies to meet the needs of the vision and research agenda.
One of the primary responsibilities of the Governing Board is to establish a unified, collective vision for the
Ecosystem, ensuring all agencies and systems are moving toward shared goals by identifying those who
should be served, the tools and outputs that should be produced, and the desired future outcomes. Work
Group members worked collaboratively to propose the vision statement below. The Governing Board should
adopt a vision statement to drive their work as one of their first matters of business once established.
21
Working Vision Statement
Virginia envisions an education and workforce data ecosystem that ensures every individual’s unique
journey, from early childhood through workforce, is informed by useful, relevant, and secure data.
Stakeholders—including families, opportunity seekers, employers, educators, state and local agencies,
policymakers, and researchers—can access and use timely and trusted information and tools to make
informed decisions.
The Governing Board should also be responsible for producing a research agenda that aligns with this
vision to ensure that the Ecosystem answers the most important questions for stakeholders. Work Group
members proposed that this research agenda include the outcomes of various career pathways and
educational outcomes for students. Although the Governing Board should ultimately decide the initial
research agenda, the Work Group proposed a suggested research agenda for the Office to prioritize below.
Working Research Agenda
1. The impact of early education on K-12 and postsecondary outcomes.
2. The impact of K-12 education and workforce initiatives on short term outcomes (like graduation
and credential attainment) and longer-term outcomes (like employment, college completion, and
wage earnings).
3. Educational outcomes for students, including students at different levels of reading and math
achievement, English language learners, students with disabilities, Pell grant recipients, and
students participating in early childhood education.
4. The role of credential attainment in secondary and postsecondary education to workforce
success.
5. The workforce impact of education completion across various institutions (high school, community
colleges, four-year institutions, and other educational programs).
6. Outcomes for opportunity seekers, including the effectiveness of reskilling and upskilling programs,
and their relation to job placement, wage earnings, and career advancement.
7. The intersection between higher education and workforce outcomes, including how well
postsecondary education aligns with workforce needs and how higher education is responding to
labor market trends.
The Governing Board should have the authority to make data collection recommendations to all
participatory agencies to ensure that the data collected aligns with the vision and research agenda. This
authority will enable the Governing Board to standardize and prioritize data collection efforts across
systems, ensuring that the most relevant and impactful data is gathered to meet the Ecosystem’s strategic
goals.
22
Recommendation 1d. The Governing Board should report annually to the General Assembly and the
Governor on topics including:
● Successes, challenges, and impact of the data ecosystem;
● The operating budget, major strategic finance decisions, and procurement decisions for all
entities under its purview;
● Capacity and resource needs; and,
● Recommendations to improve the Ecosystem.
Annual reporting to the General Assembly ensures transparency around the Governing Board's decisions,
funding allocations, and effectiveness, holding the Governing Board accountable for its use of resources
and outcomes. This reporting will provide the General Assembly with a clear view of the Ecosystem’s
operation and effective use of funds and will empower the General Assembly to use this information to
make necessary adjustments over time.
Recommendation 2: Ensure the Governing Board can deliver on the state’s vision by establishing an
Office of Education and Workforce Data overseen by an Executive Director, initially housed in the
Administration Secretariat.
Although the Governing Board should set the vision and research agenda of Virginia’s education and
workforce data ecosystem, an entity is needed to make them operational. Housing this office within the
Administration Secretariat, a non-contributing entity, allows the Office to serve as a neutral entity between
the various agencies, which are within the executive branch, feeding data into the system without any one
agency or system having undue influence and maintaining Executive authority over the Office and system.
“Having an independent entity would serve as a release valve for
their own workforce within departments. This would give agencies
a place to send everyone… The idea is to free up the experts in
each agency to focus on more creative thinking and take Virginia
to the next level.”
— Work Group Member
Recommendation 2a. The Governing Board should appoint an Executive Director who is accountable to
the Governing Board and the Governor. The Executive Director should lead the Office, direct the creation
of any new data systems and maintenance of all systems overseen by the Office, oversee any staff
assigned to or hired by the Office, and serve as the liaison for the Governing Board and the General
Assembly.
Appointing an Executive Director further supports the longevity and sustainability of the Governing Board’s
vision. The Executive Director can communicate and sustain a relationship with the Governing Board and
General Assembly while not being subject to term limits or changing political environments. This position
23
should be a long-term position that should sustain beyond political leadership transitions at the state level,
strengthening the sustainability of the Office and its work and allowing the Executive Director to execute the
vision, research agenda, and core tasks beyond any one state political administration. This Executive
Director should report directly to the Governing Board and have the authority to hire and fire personnel as
needed to ensure that they sustain the Governing Board’s vision and Office’s charge. The Executive Director
should be a civil servant and hired based on their knowledge, skills, and experiences working with and
managing data systems, technology, or infrastructure to ensure they have the relevant technical expertise
required to guide the Office.
Recommendation 2b. The General Assembly should require the Office to prioritize a set of core tasks
within its first year to create greater efficiencies and eliminate duplication of existing efforts. These tasks
should include:
● Cataloging the various data systems within the Ecosystem, including their data assets, collection
protocols, and privacy and security requirements;
● Determining the operating budgets of the data systems within the Ecosystem, identifying areas
for potential consolidation to create greater efficiencies;
● Determining opportunities for consolidation across the Ecosystem, including in areas such as
data collection, analytics, reporting, tool development, and staffing; and,
● Developing public-facing dashboards and tools that report on the outcomes of the Governing
Board’s research agenda.
The General Assembly should require the Office to prioritize a set of core tasks within its first year to drive
greater efficiencies, consolidate existing resources, and address the most pressing issues from its inception.
One of the first priorities should be a comprehensive cataloging of all data systems within the Ecosystem,
including a detailed inventory of their data assets, collection protocols, privacy and security requirements,
and operational standards. This will lay the foundation for streamlining data management and ensuring
consistent data practices across agencies, reducing redundancy and improving system alignment.
In tandem with this cataloging effort, the Office should conduct a thorough evaluation of the operating
budgets for all data systems. This assessment will identify areas where consolidation can generate cost
savings and improve operational efficiency, without compromising data quality or system integrity.
Consolidation opportunities should focus on key areas such as data collection, analytics, reporting, tool
development, and staffing, ensuring that resources are allocated effectively and duplication of effort is
minimized across agencies.
Additionally, the Office should prioritize the development of public-facing dashboards and tools that align
with the Governing Board’s research agenda. These tools must be designed to meet the needs of a broad
array of stakeholders by providing user-friendly, actionable insights into the outcomes of legislative
initiatives, educational programs (including early childhood and higher education), and workforce
development efforts. By taking on these tasks, the Office will immediately eliminate redundant processes,
24
consolidate resources, and create a more streamlined, effective, and efficient data Ecosystem from day
one.
Recommendation 2c. The General Assembly should require the Office to evaluate and propose in its first
two years a long-term location for the Office and its associated data systems. This evaluation should
additionally include the reports, tools, portals, and other resources that the Governing Board should
prioritize.
Best practices nationwide call for housing the Office within an Education or Labor Secretariat or an
Information Technology or Administrative Office (like the Administration Secretariat). An evaluation to
determine the most effective permanent location for the Office and its data systems, including whether it
should remain within the Administration Secretariat, will ensure Virginia’s long-term host has the necessary
capacity and expertise to accomplish the Office’s responsibilities.
Recommendation 2d. The General Assembly should require participating agencies to share data with
the data systems while adhering to privacy laws and to data sharing structures put in place by the
Governing Board.
To ensure the effective integration of data systems overseen by the Governing Board’s system, data
security and privacy must be paramount. Establishing policies that honor the unique requirements of each
agency and state and federal privacy laws creates a secure, trusted environment for data sharing. The
Governing Board should also establish a security plan to prepare for relevant contingencies and further
protect the systems’ data. The Governing Board should work with VITA and ODGA to develop these policies
so that Virginia’s existing practices and guidance are incorporated into this system, especially regarding
alignment with industry standards and best practices, appropriate handling of data privacy and security,
procurement rules, and dissemination of data sharing agreements with all participatory agencies.
Recommendation 3: Elevate input from key stakeholders by charging the Governing Board with
establishing an advisory committee and other work groups as needed.
Advisory committees and work groups allow the Governing Board to gather input from a variety of
stakeholders and data experts with different areas of expertise beyond that of Governing Board members.
This establishes formal pathways of oversight and input on pertinent issues without reducing the Governing
Board’s capacity to execute its charge. Work groups further allow the Governing Board to adjust and adapt
the system and its policies over time and direct inquiries into questions that can guide the systems’ ability
to meet changing needs and priorities.
Recommendation 3a. The advisory committee should include state agency leaders, local government
agency leaders, business leaders, members of the public, and other individuals as directed and
appointed by the Governing Board, and be responsible for making recommendations to the Governing
Board based on the research agenda established by the Governing Board.
25
Advisory committees provide other relevant stakeholders a voice in the decision-making process. State
agency leaders can give input on the status and needs of their individual agency, and data users and
target stakeholders of the system, such as business leaders and members of the public, can use this
position to guide the Governing Board and Office’s work to better serve those they represent. Giving the
Governing Board authority to add representatives of other groups according to changing needs of the
system ensures all groups are impacting the development of the research agenda and receiving answers
to their questions.
Recommendation 3b. Work groups should include other government agencies and content experts to
advise and support on tactical priorities such as data privacy, security, technical aspects of data
migration, and the use of new technologies, such as Artificial Intelligence.
Additional guidance and input from government agencies and content experts ensure system-wide
alignment on the vision and technical aspects required for effectively operating the system. These technical
experts can provide guidance on developments in privacy, security, and data integration, aiding the
Governing Board in adjusting to changes in technology and priorities. By following this recommendation,
Virginia can become the first state to codify the incorporation of generative AI into its education and
workforce data and analysis systems and innovate in conjunction with the Governor’s Executive Order 30,
which implements AI Education Guidelines for the classroom and AI Policy and Information Technology
Standards that safeguard the state’s databases while simultaneously protecting the individual data of all
Virginians. 11 The Governing Board should also establish a mechanism to create additional advisory
committees and work groups to further support sustainability and provide representation to every
participatory agency.
Recommendation 4: Provide a sustainable funding source to allow the Office of Education and Workforce
Data to perform their legislatively required duties by establishing a line item in the state operating
budget.
Ensuring adequate resources are allocated to the Governing Board and its Office ensures that the system
has the capacity to accomplish its responsibilities. Appropriating these funds in the state operating budget
provides consistent and sustainable resources for the Governing Board and Office that can be adjusted
based on changing needs and priorities. This also allows the Governing Board to direct its members and
supporting staff to carry out the day-to-day tasks required to effectively manage all systems, agencies,
outputs, and data sharing responsibilities.
11
Office of the Governor of Virginia. (2023). Executive order number thirty (2023): Establishing AI education guidelines and AI policy and
IT standards for the Commonwealth of Virginia. https://www.governor.virginia.gov/media/governorvirginiagov/governor-of-
virginia/pdf/eo/EO-30.pdf
26
Recommendation 4a. The budget appropriation should provide $2 million toward the staffing and
resources required to maintain the data systems and perform the duties assigned to the Governing
Board and its Office.
This $2 million budget appropriation is proportionate to other states with similar governance structures and
is essential for supporting the new Office in managing and consolidating data systems efficiently 12. The
funding will provide for key staffing, including an Executive Director and necessary personnel to oversee
operations, drive strategy, manage and support the Governing Board, and foster community engagement.
It will also support the development of new tools and outputs like public-facing dashboards to meet
stakeholder needs. The funding can also support a legislative liaison staff position focused on coordinating
and addressing legislative data requests relevant to the Ecosystem. Additionally, the Governing Board can
assess, through a feasibility study, whether to integrate the Office’s funding and staffing with existing
systems like VLDS, VWDT, or VOEE, further enhancing efficiency and reducing duplication. As the Office
delivers on its core tasks, the budget should be reevaluated to ensure it aligns with the evolving needs of the
Ecosystem and reflects any cost savings from consolidations or efficiencies realized through its work.
Recommendation 4b. The General Assembly should require the Governing Board to complete a study of
the cost and headcount of Virginia’s current data systems to recommend the budgetary and staff
capacity needed to maintain the data systems on a recurring basis, including opportunities for cost
efficiencies across agencies and data systems.
The Governing Board should determine an initial appropriate budgetary request based on predicted costs
of the future system and the current cost and staffing of the Ecosystem. This study should analyze staffing
and potential data outputs, including portals and real-time data usage. Analyzing opportunities for cost
efficiencies across existing systems and agencies ensures that the Governing Board and its Office are
identifying any relevant resources and capacity that are already available, which should assist in carrying
out the charge of the Governing Board and its Office.
Recommendation 4c: The General Assembly should charge the Governing Board with providing
oversight of funding to ensure strategic alignment with the use of funds for data systems overseen by
the Office.
Charging the Governing Board with oversight of funding ensures that there is clear guidance for the use of
additional resources, such as federal grants, and leaders can consistently direct resources to priorities that
align with the vision and research agenda established by the Governing Board. This oversight will also
create a layer of accountability, ensuring that all expenditures are strategic, transparent, and effectively
advancing the Ecosystem’s goals. By aligning funding decisions with the Governing Board’s long-term
vision, the Commonwealth can ensure that resources are used efficiently and that investments in data
systems drive measurable improvements in outcomes.
12
This estimate is based on proprietary research shared by the Work Group’s expert partner, the Data Quality Campaign. It included
budget estimates from California, Kentucky, Maryland, Missouri, and Washington, D.C.
27
Conclusion
Virginia has spent more than a decade investing in strong data systems that connect data longitudinally.
Its collective education and workforce data ecosystem is a critical asset to informing evidence-based
policymaking and decision-making to advance education and workforce outcomes. However, the current
system falls short of serving its stakeholders as effectively or as modernly as it could, and other states have
made advancements in data access and effectiveness that the Commonwealth, through the
recommendations in this report, can meet and exceed.
The recommendations in this report imply certain shifts within the Ecosystem. Primarily, that strategic
decisions affecting data systems within the Ecosystem will be made by a single, unified Governing Board.
Agency employees will also be expected to coordinate externally and internally, and funding decisions for
all participatory agencies will be directed under the authority of the Governing Board. There will also be a
centralized Office that is responsible for managing the needs and data requests of those within the
Ecosystem. However, these recommendations do not suggest that any data systems will move from where
they are currently housed in the immediate term. Nor do they suggest that agencies or systems must
immediately adjust their personnel structures or current data sharing practices. It should also not be
assumed that, moving forward, all data system decisions will be required to go through the Governing
Board or its procedures.
The recommendations in this report chart a path forward for Virginia to solve its most pressing education
and workforce data issues and create structures to ensure data can be accessed and used by the
stakeholders who need it. Most urgently, the creation of the Governing Board will ensure the coordination
and communication across data systems and across agencies needed to ensure Virginia is maximizing its
already strong resources. By doing so, Virginia can secure its position as a national leader in leveraging
data governance to solve pressing challenges in education and workforce, ensuring Virginia a long-term
solution for how stakeholders–including families, opportunity seekers, employers, educators, state and local
agencies, policymakers, and researchers–can get the insights they need to make informed decisions to
their most pressing education and workforce questions.
28
Appendices
APPENDIX A: Work Group Membership
HB 1083 required the Work Group to be comprised of, at a minimum, a representative or their designee from
the following:
● Secretary of Education;
● State Council of Higher Education for Virginia;
● Virginia Office of Education Economics;
● Secretary of Labor;
● Each of the participating agencies in the Virginia Longitudinal Data System;
● The Chief Data Officer of the Commonwealth;
● The Chair of the Senate Committee of Education and Health;
● The Chair of the Senate Committee on Finance and Appropriations;
● The Chair of the House Committee on Education; and
● The Chair of the House Committee on Appropriations.
The Secretary of Education then broadened the Work Group to include a wider array of stakeholders to
contribute their perspectives and input. Over the course of the summer of 2024, over 70 individuals were
asked to contribute their time or their opinions to this Work Group. Those individuals are listed below in
alphabetical order by organization and last name.
● Criminal Sentencing Commission: Meredith Farrar-Owens, Chang Kwon
● Department for the Blind and Vision Impaired: Deborah Collard
● Department of Aging and Rehabilitative Services: Barbara Burkett, Kurt Sprenger
● Department of Corrections: Tama Celi, Chadwick S. Dotson, Brittney Via
● Department of Education: Andy Armstrong, Lisa Coons, Dave Myers, Toni Stroter
● Department of Health Professions: Barbara Hodgdon, Yetty Shobo
● Department of Housing and Community Development: Sara Dunnigan
● Department of Juvenile Justice: Leo Akujuobi, Nina Hyland, Monica McMillan, Jessica Schneider
● Department of Social Services: Mitzi Fletcher, Aline Jesus Rafi
● Department of Veterans Services: Eric Johnson, Patrice Jones, Chase Stanga, Chuck Zingler
● House Appropriations Committee: Kimberly McKay, Delegate Delores McQuinn, Zack Robbins,
Delegate Luke E. Torian
● House Education Committee: Delegate Sam Rasoul
● Office of Children’s Services: Preetha Agrawal, Carrie Thompson
● Office of Data Governance and Analytics: Ken Pfeil, Chris Reilly, Marcus Thornton
● Office of the Secretary of Administration: Secretary Lyn McDermid, Bradley Philips, Carl Warf
● Office of the Secretary of Commerce and Trade: Maggie Beal, Secretary Caren Merrick, Juan Pablo
Segura
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● Office of the Secretary of Education: Secretary Aimee Guidera, Nicholas Kent
● Office of the Secretary of Finance: John Markowitz
● Office of the Secretary of Labor: Nicole Overley, Secretary Bryan Slater, George Taratsas
● Senate Education and Health Committee: Senator Ghazala F. Hashmi
● Senate Finance and Appropriations Committee: Wendy Kang, April Kees, Senator L. Louise Lucas,
Kendra Shifflett
● State Council of Higher Education for Virginia: Tom Allison, Lee Andes, Scott Fleming, Tod Massa
● Virginia Chamber of Commerce: Eleni Poulos, Emily Webb
● Virginia Community College System: Catherine Finnegan
● Virginia Department of Corrections: Brittney Via
● Virginia Early Childhood Foundation: Kathy Glazer
● Virginia Economic Development Partnership: Jason El Koubi, Nicole Riley
● Virginia Employment Commission: Susan Landis, Demetrios Melis
● Virginia House of Delegates: Delegate Carrie Coyner
● Virginia IT Agency: Richard Matthews, Robert Osmond, Jessica Sudduth
● Virginia Manufacturers Association: Stacie Gordon, Brett Vassey
● Virginia Works: Leo Campos, Carrie Roth
● Virginia Goodwill Network: Steve Thompson
● Virginia Office of Education Economics: Todd Oldham
In addition, the Work Group included participation from a national organization with expertise in state
longitudinal data systems:
● Data Quality Campaign: Kris Amundson, Camila Camborda, Paige Kowalski
Watershed Advisors facilitated the Work Group meetings, supported by Jill Pinsky, Andrew Shachat,
Cameron Stokes, and Ian Trapp.
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APPENDIX B: Participating Agencies in Virginia’s Education and Workforce Data Ecosystem
Participating Agencies VLDS VWDT VOEE Participating Agencies VLDS VWDT VOEE
Department for the Blind and Virginia Department of
✓ ✓ ✓ ✓ ✓
Visually Impaired Education
Virginia Department of
Office of Children’s Services ✓ ✓
Health Professions
State Council of Higher Virginia Department of
✓ ✓ ✓ ✓ ✓
Education for Virginia Juvenile Justice
Virginia Economic Development Virginia Department of
✓ ✓ ✓ ✓
Partnership Social Services
Virginia Community College Virginia Department of
✓ ✓ ✓ ✓
System Veterans Services
Virginia Criminal Sentencing Virginia Employment
✓ ✓ ✓ ✓
Commission Commission
Virginia Department for Aging Virginia Goodwill
✓ ✓ ✓
and Rehabilitative Services Network
Virginia Department of
✓ Virginia Works ✓ ✓ ✓
Corrections
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APPENDIX C: Work Group Meeting Summaries
All materials from the Work Group meeting can be found in a shared drive. 13
Meeting Summary
Prior to June 21, 2024 Pre-Reading:
Virtual Meeting ● Grace’s Path to Success
● The Virginia Longitudinal Data System
● Getting the Facts Straight about Statewide Longitudinal Data Systems
June 21, 2024 Virtual Objectives:
Meeting ● Align on the objectives and scope and sequence for the Virginia
Education and Workforce Data Work Group
● Understand the charge of the Work Group created by HB 1083
● Introduce participating members and the organizations they represent
● Explore Virginia's data ecosystem including VLDS , VOEE , VWDT, and the
CDT
Agenda:
1. Welcome and Introductions
2. Overview of Virginia’s Data Ecosystem
3. Housekeeping & Next Steps for Work Group
July 26, 2024 In- Objectives:
Person Meeting
● Identify the current state and challenges with Virginia’s education and
workforce data ecosystem
● Explore best practices for state longitudinal data systems from across
the nation
● Define and align on the aspirational vision for Virginia’s education and
workforce data ecosystem, including what it should be able to do, who it
should serve, and what governance it needs
Agenda:
1. Welcome and Purpose
2. Discussion of Survey Results: Current State and Challenges in Virginia
3. National Landscape Presentation by the Data Quality Campaign
4. State Example: Kentucky
5. Vision for Virginia’s Data Ecosystem Discussion
6. Next Steps for Work Group
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Virginia Education and Workforce Data Ecosystem Work Group. (2024). Work Group Share Drive. https://bit.ly/VAHB1083
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Presenters:
● Dr. Matt Berry, Executive Director, Kentucky Center for Statistics
● Paige Kowalski, Executive Vice President, Data Quality Campaign
September 5, 2024 In- Objectives:
Person Meeting
● Identify future needs and priorities for Virginia specific to its data
ecosystem
● Align on common priorities across organizations and agencies
● Make a plan for moving forward, including legislative and budget
considerations, to improve Virginia’s data ecosystem
Agenda:
1. Welcome
2. Grounding in a Vision for Virginia’s Data Ecosystem
3. Presentation from the Data Quality Campaign: National Best Practices in
Governance
4. Presentation from California’s Cradle-to-Career Data System: Best
Practices in Action
5. Break and Grab Lunch
6. Developing an Action Plan
7. Next Steps
Presenters:
● Mary Ann Bates, Executive Director, California’s Cradle-to-Career Data
System
● Paige Kowalski, Executive Vice President, Data Quality Campaign
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APPENDIX D: Work Group Survey Questions
June Survey
● What is your vision for the ideal state of Virginia's data ecosystem? How would you like your
organization to be able to leverage the state's data ecosystem in the future?
● How familiar are you with the following entities within Virginia's broader data ecosystem?
○ Options:
■ VLDS
■ VWDT
■ VOEE
■ CDT
● For each of the following entities, select how often you use or interact with them
○ Options:
■ VLDS
■ VWDT
■ VOEE
■ CDT
● When you access state data, where are you accessing that data from?
○ Options:
■ VLDS
■ VWDT
■ VOEE
■ My organization’s internal data
■ I am unsure which system(s) the data comes from
● How satisfied are you with the current features and tools available through Virginia’s data
ecosystem?
○ Options:
■ Very dissatisfied
■ Somewhat dissatisfied
■ Neither satisfied nor dissatisfied
■ Somewhat satisfied
■ Very satisfied
● What are the most important questions you believe Virginia’s future data ecosystem should be able
to answer?
● What do you see as the top 2-3 biggest challenges with Virginia’s data ecosystem, as it relates to
your organization?
● In your opinion, who does the current data ecosystem serve?
○ Options:
■ State and local government agencies
■ Cross-agency work groups and task forces
■ Elected officials and policymakers
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■ Business leaders
■ Researchers
■ Non-profit organizations
■ Educators
■ Other
● In your opinion, who should the current data ecosystem serve?
○ Options:
■ State and local government agencies
■ Cross-agency work groups and task forces
■ Elected officials and policymakers
■ Business leaders
■ Researchers
■ Non-profit organizations
■ Educators
■ Other
● What are the most important features needed for the overall improvement of Virginia’s data
ecosystem?
○ Options:
■ Automated Reporting
■ Customizable Dashboards
■ Data Visualization Tools and Other Approaches to Translate Data into Information
■ Governance (common terms and protocols between stakeholders around data)
■ Greater Availability of Data
■ Historical Data Analysis
■ Mobile Accessibility
■ Real-Time Data Access
■ User-Friendly Interface
Vision Statement for Virginia's Education and Workforce Data Ecosystem Survey
● Name
● Organization
● Title
● To what extent do you believe this draft vision statement is suitable for Virginia's education and
workforce data ecosystem?
● What do you like about the draft vision statement that you would want to see included in any future
vision statement?
● What do you not like about the draft vision statement that you would not want to see included in any
future vision statement?
● What, if anything, is missing from the draft vision statement that should be incorporated into any
future vision statement?
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● Please select the top three stakeholder groups that should be included in the future vision statement
from the list below:
○ Options:
■ Business leaders
■ Cross-agency work groups and task forces
■ Educators
■ Elected officials and policymakers
■ Media
■ Non-profit organizations
■ Opportunity seekers
■ Researchers
■ State and local government agencies
■ Students and families
■ Virginia citizens
● What are your general reactions to the draft vision statement?
September 5 Pre-Work Survey
● What do you see as the biggest challenges with Virginia's current education and workforce data
ecosystem? What is currently not working?
● What resources (e.g., data, dashboards, tools) do you wish you had access to that you currently do
not? How would access to those resources further your organization's work?
● What would success look like for you in the next 6-12 months if this Work Group is successful? What
would be true?
● What are our biggest problems to solve? (Select all that apply)
○ Options:
■ Building Trust Among Stakeholders
■ Creating New or Updated Dashboards or Tools
■ Empowering a Transparent Decision-Making entity
■ Enabling Access to Datasets
■ Ensuring Data Privacy and Security
■ Other (please describe)
September 5 Post-Meeting Survey
● To what extent do you agree with the statement: This meeting met the outlined objectives.
● To what extent do you agree that the following agenda items were a valuable use of time:
○ Grounding in a Vision for Virginia's Data Ecosystem
○ Presentation from California's Cradle-to-Career Data System: Best Practices in Action
○ National Best Practices Presentation by DQC: Governance
○ Developing an Action Plan
● What question(s) do you most want prioritized and answered by any future Governing Board
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recommended by this Work Group?
● What tool(s) or output(s) do you most want that should be prioritized by any future Governing Board
recommended by this Work Group?
● What questions do you still have following the meeting?
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File and source
- File
- 2024-RD734.pdf
- Size
- 772,155 bytes
- SHA-256
- 3470367139cf49676e96bfd415301402255d619bbfc679db8e9bbd3aef7193a5
- Our copy
- 2024-RD734.pdf
- Original
- No public link identified.