PROGRAM YEAR 2022
Washington state WIOA
annual performance
narrative report
DECEMBER 2023
Submitted by:
Workforce Training and Education Coordinating Board
Washington State Employment Security Department
Washington’s Local Workforce Development Boards
Contents
I: WIOA in Washington state ........................................................................................................................... 1
II: Customer satisfaction and effectiveness ................................................................................................ 5
III: Research and evaluations ......................................................................................................................... 7
IV: Common exit ............................................................................................................................................. 14
V: Data validation, reporting and integrity ............................................................................................... 15
VI: Waivers ....................................................................................................................................................... 20
VII: Rapid response activities....................................................................................................................... 20
VIII: Statewide fund activities ....................................................................................................................... 23
Appendix 1: Statewide performance reports ......................................................................................... 26
Appendix 2: Evaluations, surveys and studies ........................................................................................ 37
Appendix 3: Washington’s Local Workforce Development Boards
............................................... 43
Olympic Workforce Development Council .......................................................................................... 45
Pacific Mountain Workforce Development Council ........................................................................... 48
Northwest Workforce Council ................................................................................................................ 50
Future Workforce Alliance ....................................................................................................................... 56
Workforce Development Council of Seattle-King County ................................................................ 63
WorkForce Central .................................................................................................................................... 74
Workforce Southwest Washington ........................................................................................................ 81
North Central Workforce Development Board – SkillSource .......................................................... 86
South Central Workforce Development Council ................................................................................ 91
Eastern Washington Partnership ........................................................................................................... 96
Benton-Franklin Workforce Development Council ............................................................................ 99
Spokane Workforce Council .................................................................................................................. 102
Appendix 4: Title III – Wagner Peyser Act Program (Employment Services) .................................. 107
Appendix 5: Veterans ................................................................................................................................. 110
For more information or to get this report in an alternative format, call the ESD Labor Market Information Center at
833-572-8421. ESD is an equal opportunity employer/program. Auxiliary aids and services are available upon
request. Free language assistance for limited English proficiency is available. Washington Relay Service: 711
Washington state WIOA annual performance narrative PY2022 1
WTB, ESD, LWDBs
I: WIOA in Washington state
Last year, 82,650 Washington residents received help getting a job through our state’s 40
comprehensive WorkSource offices and affiliate sites. Most needed help connecting to unemployment
insurance benefits and determining their next career steps. Others needed basic, individualized or
training services to overcome barriers to meaningful employment. The Workforce Innovation and
Opportunity Act (WIOA) is a primary funding source for Washington’s workforce benefits and services.
WIOA Title I-B has funded activities in Washington since July 1, 2015. This report reviews the impact of
those funds in Washington in program year (PY) 2022, July 1, 2022 to June 30, 2023.
In PY 2022, Washington received $76,779,954 in WIOA Title I-B funds from the U.S. Department of
Labor (USDOL) for employment and training services designed to help employers, dislocated workers,
disadvantaged adults, and low-income youth. This was an approximate 2% reduction in funding from PY
2021. Washington also received $21,060,961 in Wagner-Peyser Act funds to provide job search
assistance, career counseling, labor market information, and “universal” services to anyone legally
entitled to work in the U.S. Under the Governor's guidance, the WorkSource system not only continues
its support for the original 14 populations identified by WIOA as facing employment barriers but also
extended its focus to include Black, Asian, Native Hawaiian, COFA nations, Pacific Islander communities,
Latinos, LGBTQ communities, expectant individuals, veterans and military spouses for targeted
outreach in Washington.
Overview of Washington’s system
Washington’s workforce development system is a coordinated and collaborative network of services,
programs, and investments dedicated to improving the skills of the state's workers to meet the
demands of businesses, industries, the public sector, nonprofits, and other organizations. The system is
pivotal in helping a diverse range of job candidates, particularly low-income and opportunity youth,
adults, and displaced workers, overcome barriers to successful employment.
WorkSource is Washington’s one-stop delivery platform. The American Job Center is one facet of the
system, encompassing comprehensive, affiliate, specialized, and connection sites. Funded primarily by
WIOA Title I-B and the Wagner-Peyser Act, WorkSource not only serves as a primary gateway for
employers seeking skilled talent but also offers basic and individualized career services to people
aiming to secure employment, transition jobs, re-enter the workforce, or learn new skills. Through
WorkSource, thousands benefit from job listings, employability workshops, job search assistance, and
specialized training for high-demand occupations and sectors.
At WorkSource sites throughout the state, individuals can find job openings, receive other job search
assistance, and attend workshops that can improve employability. Qualified individuals can find
Washington state WIOA annual performance narrative PY2022 2
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assistance with specific training in high-demand occupations. Employers can get help with workforce
needs including recruitment, screening, employee training, layoff aversion and employee retention.
WIOA Title I-B and the Wagner-Peyser Act provide primary funding for the WorkSource service delivery
system. Other formula-based and competitive federal programs that constitute core and required one-
stop partners include Temporary Assistance for Needy Families (TANF), Jobs for Veterans State Grant
(JVSG), National Dislocated Worker Grants (NDWGs), Job Corps, YouthBuild, Trade Adjustment
Assistance (TAA), Vocational Rehabilitation, Adult Basic Education, Carl Perkins Career and Technical
Education, Community Services Block Grant, Supplemental Nutrition Assistance Program E&T, Housing
and Urban Development E&T, unemployment insurance, Senior Community Services Employment
Program, Indian and Native American Program, and the National Farmworker Jobs Program (NFJP).
Washington’s economy and labor market
In PY2022, Washington's economic landscape demonstrated notable resilience, underscored by
nuanced employment trajectories and industry-specific dynamics. Following the pandemic recession,
from July 2022 to June 2023 (PY2022), Washington underwent significant economic transitions. The
state witnessed a consistent upswing in nonfarm employment with an addition of 98,900 jobs. This
pushed the unemployment rate down to 3.8% in June 2023 from 4.1% in July 2022. Throughout this
period, employment trends varied by industry, but overall continued job growth helped nonagricultural
jobs pass the seasonally adjusted pre-pandemic peak of 3.51 million from February 2020.
By June 2023, the labor force grew to 4,067,929, marking a 9% increase from 3,994,794 in July 2022.
The state's lower unemployment rate and expanded labor force indicate a positive outlook for
Washington’s economy.
State and local roles
The Workforce Training and Education Coordinating Board (WTB) serves as the state’s workforce
development board and manages performance accountability for WIOA. The core business of the WTB
is to coordinate state policy and state strategic planning for the workforce development system,
evaluate results and facilitate demonstration projects that test innovations and ideas. The Workforce
Board is the designated hub of the state's workforce development system, serving as a coordination
point for government, education, and industry partnerships.
The Employment Security Department (ESD) serves as the state’s WIOA Title I-B grant recipient. ESD’s
WIOA responsibilities include stewardship of the funds, oversight and monitoring, issuing statewide
policy, management of grants and contracts and allocation of WIOA Title I-B funds to Local Workforce
Development Boards (LWDBs) for the delivery of services. ESD also provides services funded by
Wagner-Peyser, TAA, Jobs for Veterans State Grant, and unemployment insurance (which includes
RESEA).
Washington state WIOA annual performance narrative PY2022 3
WTB, ESD, LWDBs
LWDBs are the local leaders, conveners, and strategists of local WorkSource systems through which
WIOA-affiliated programs are accessed. There are 12 LWDBs in Washington, and each is locally focused
and led by a mix of business, community, labor organizations, economic development agencies, and
education and training providers. Board members are appointed by Chief Elected Officials (CEOs), and
councils are certified by the governor. CEOs are the local area WIOA Title I grant recipients. CEOs direct
LWDB staff to administer the funds and ensure the area’s workforce development system effectively
responds to needs of the local economy and citizens. LWDBs convene with regional partners and
stakeholders to assess skill gaps, identify emerging and future employment possibilities, and
collaborate with economic developers and other partners to develop and implement the region’s
workforce development plan. LWDBs are the system’s portal into the business community and are
responsible for facilitating multiple interagency projects and programs.
WIOA Title I-B Youth Program description
Who is served: Youth must be between 14 and 24 years old, disconnected from K-12 education, low
income, and meet other criteria described in the WIOA. Youth served receive additional assistance to
complete an educational program or to secure and hold employment. To qualify as low income, one
must be a TANF or SNAP recipient, experiencing homelessness, be engaged in the foster care system,
or have a family income below 70% of the lower living standard income level.
Participation: 2,776 young people were served by the WIOA Youth Program between July 1, 2022 and
June 30, 2023.
Program description: The program prepares youth for success in school and work. Eligible youth may
receive counseling, tutoring, job training, mentoring, work experience, leadership development, and
supportive services. Other service options include summer employment, study skills training and
instruction in obtaining a GED or equivalent.
WIOA Title I-B Adult Program description
Who is served: Specific eligibility guidelines are described in the WIOA and include factors such as
income, veteran status, and membership in other priority populations. Basic services are available to
all adults with minimal eligibility requirements. Basic, individualized or training services are authorized
for unemployed individuals unable to find jobs. In some cases, these services are available to
employed workers who need more help to reach self-sufficiency.
Participation: 14,094 participants received career services, and 2,090 participants received training
services from the WIOA Adult Program between July 1, 2022 and June 30, 2023.
Program description: The program prepares individuals 18 years and older for participation in the labor
force. Services are coordinated through the state’s one-stop system, WorkSource. Basic services include
Washington state WIOA annual performance narrative PY2022 4
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skill assessment, labor market information, consumer reports on training programs, and job search and
placement assistance. Individualized and training services include more intensive assessments, work
experiences and occupational skills training. Priority is given to veterans and eligible spouses over non-
covered persons, followed by low-income individuals, recipients of public assistance, and those who are
basic skills deficient.
WIOA Title I-B Dislocated Worker Program description
Who is served: Specific eligibility guidelines are described in the WIOA. Dislocated workers are
individuals who lost jobs due to plant closures, company downsizing or some other significant change in
local economic conditions. In most cases, eligible workers are unlikely to return to their occupations
because those jobs are no longer economically viable, and they must be eligible for (or have exhausted)
unemployment compensation. Other conditions can lead to eligibility for services, such as separating
military service members and eligible spouses of military service members, being self-employed but not
working due to general economic conditions or being a displaced homemaker.
Participation: 6,349 participants received career services and 1,757 received training services through
the WIOA Dislocated Worker Program between July 1, 2022, and June 30, 2023.
Program description: The program customizes employment and training services to meet dislocated
workers’ needs, establishes early intervention for workers and firms facing substantial layoffs and
fosters labor, management, and community partnerships with government to address worker
dislocation. Dislocated workers are also eligible for basic services including skill assessment, labor
market information, training program consumer reports and job search and placement assistance.
Individualized services include intensive assessments, customized participant plans tailored to
individual needs, occupational skills trainings, and work-based learning opportunities such as paid
internships and on-the-job training.
Annual report coordination with Titles II and IV
As requested by DOL and directed in guidance via TEGL 5-18, WTB staff engaged with the director of Title
II programs in Washington (administered by the State Board for Community and Technical Colleges) and
the directors of the two Title IV programs in Washington, the Division of Vocational Rehabilitation in the
Department of Social and Human Services and the Department of Services for the Blind. A draft of the
narrative was presented for their review and feedback. While their input for this year’s annual report was
limited, they acknowledged their advisory role in this process and had no objections to the content.
WIOA Title III Wagner-Peyser Program description
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Who is served: Specific eligibility guidelines are described in the WIOA. Career services are available to
anyone legally entitled to work in the United States no matter age, income, or employment status.
Through Title III, basic and individualized career services are offered. Veterans and their eligible spouses
have priority to receive such services.
Participation: 82,650 participants were served under Wagner-Peyser with 81,118 having received
career services between July 1, 2022 and June 30, 2023. Furthermore, 4,343 Wagner-Peyser participants
received training services funded by other programs.
Program description: The Wagner-Peyser Act of 1933 established a nationwide system of public
employment offices, known as the Employment Service. The Employment Service seeks to improve the
functioning of the nation’s labor markets by bringing together job seekers and employers. The Wagner-
Peyser Act was amended in 1998 to make the Employment Service part of the one-stop delivery system
under the Workforce Investment Act. In 2014, the Wagner-Peyser Act was amended again under Title III
of the WIOA. The Employment Service under the WIOA builds upon the previous workforce reforms,
requires colocation of the Employment Service offices into the nearly 2,400 American Job Centers
nationwide, and aligns performance accountability indicators with other federal workforce programs.
Basic services include skill assessment, labor market information, consumer reports on training
programs, and job search and placement assistance. Individualized services include career and
vocational counseling. Business services include labor exchange, posting of job orders, job fairs, and
applicant screening.
II: Customer satisfaction and effectiveness
The WTB is statutorily (RCW 28C.18) tasked to use surveys to assess employer workforce needs and
participant satisfaction with workforce programs. The WTB also conducts periodic surveys to assess
hiring practices and incumbent worker training. As WIOA Title I-B is included in these evaluations, all of
them are partially funded by the WIOA state set-aside. They are used to assess customer sentiment,
which is then used to continuously improve our one-stop certification process. The 2023 employer
needs and practices satisfaction survey is the most recently completed satisfaction survey.
Employer needs and satisfaction survey
The WTB periodically administers the employer survey to Washington employers. The survey asks
employers who have hired WIOA Adult, Dislocated Worker, and Youth participants about their hiring
needs and satisfaction with people who have completed training through a WIOA program.
Washington state WIOA annual performance narrative PY2022 6
WTB, ESD, LWDBs
The WTB contracted with the Social and Economic Sciences Research Center (SESRC) at Washington
State University (WSU) to manage survey administration. The survey is conducted by phone, mail, and
email over the course of two months. The survey contract with SESRC started in April 2023, data
collection began in June 2023, and data and reports were delivered in August 2023.
The survey includes multiple choice, Likert scale, and open-ended questions. The employer survey asks
about hiring of entry-, mid-, and senior-level employees; use of state workforce systems; and
satisfaction with WIOA Adult, Dislocated Worker, and Youth participants. WTB staff intend to administer
the next employer survey in 2025.
The Workforce Training Participant Survey
The WTB periodically administers the participant survey to individuals who have been involved in certain
workforce training programs in Washington. WIOA Adult, Dislocated Worker, and Youth participants are
randomly chosen from the Participant Individual Record Layout (PIRL). Respondents include
participants who exited training during the four quarters of the program year in question (July 2019
through June 2020 for the current survey). Samples were unduplicated to ensure individuals are not
contacted for multiple iterations of the survey.
The WTB contracted with SESRC at WSU to manage survey administration. The survey is developed
using the Total Design Method. It is available in Spanish and English and is conducted by phone, mail,
and email over the course of two to three months. The survey contract with SESRC started in August
2022, data collection began in September 2022, analysis began in June 2023, and results were delivered
in August 2023.
The largely quantitative questionnaire was vetted by Washington’s 12 local WDAs, ESD, various
educational service districts, and WTB research and policy staff. The survey includes multiple choice,
Likert scale, and open-ended questions.
The Participant Survey asks individuals about reasons for enrolling in WIOA programs; training received
and satisfaction with that training; usefulness of skills learned; and pre- and post-training employment.
WTB staff have contracted with SESRC to administer the Participant Survey in 2023, for participants who
exited from WIOA training during the 2021 to 2022 program year. Data collection started September
2023 with delivery expected March 2024.
Effectiveness in serving employers
Washington state WIOA annual performance narrative PY2022 7
WTB, ESD, LWDBs
WIOA implemented a pilot performance measure to determine the effectiveness of serving employers.
States select two of three USDOL pilot measures and can include additional state-defined employer
measures.
For the pilot period, Washington chose to report on repeat business customers (repeated use of core
programs) and employer penetration rate (percent of employers that use core program services out of
all employers represented in an area or state served by the system).
In late 2022 USDOL proposed that post-pilot, the Retention with the Same Employer measure would be
the required metric for effectiveness in serving employers. Washington will continue reporting on the
penetration rate for this year, but thereafter report out on the retention metric.
III: Research and evaluations
The legislation that established the WTB also created a comprehensive research program. This program
measures workforce investment activities. All evaluations are, in part, paid for by the state set-aside.
Other fund sources are the stage general fund and Perkins where applicable.
Performance measures focus on results for WorkSource customers who are registered for basic,
individualized or training (only Title I-B) services funded under Title I-B and Title III. Separate Title I-B
programs are operated for disadvantaged adults, dislocated workers and disadvantaged youth. Each
program has its own measures for employment, education, and training progress.
Federal and state performance measures have precise definitions. Employment and earnings measures
are based on wage records collected by state unemployment insurance systems for employer payroll
taxes. Washington’s federal and state measures use unemployment insurance wage records from ESD.
In addition, Washington participates in the state wage record interchange system (SWIS), which provides
unemployment insurance wage records from 52 other states and the District of Columbia.
Some performance measures use information about enrollment in education or training following
program exit. This information is gathered by matching enrollment data from state colleges, private
career schools, apprenticeship programs, and programs seeking eligibility as WIOA training providers.
Net impact study
The net impact and cost-benefit evaluation of Washington state’s workforce development system is
conducted every four years by the WTB, as per its statute. The study uses a control group approach to
evaluate workforce training participants’ outcomes. Prior studies were contracted out to third parties at
considerable expense, but the most recent one was done in-house and completed in 2021.
Washington state WIOA annual performance narrative PY2022 8
WTB, ESD, LWDBs
The findings of this study inform – in direct quantitative terms – the attributable economic impact of
various workforce development programs. More frequent and consistent evaluation of these programs
will help economic recovery and future workforce development planning efforts.
All programs evaluated in this study have a positive earnings and employment impact directly attributed
to program participation for individuals on average within three years of program exit. Other influencing
factors, such as race, education, employment history, and prior earnings, are held constant. The
remaining net impact is due to program participation itself. Using the net impact findings, it is then
possible to use average program costs per person and calculate a program’s cost-benefit.
Most programs achieve a measurable positive taxpayer return on investment (ROI), with programs
breaking even within that same three-year observation period. However, there are several important
considerations. For example, many of a program’s benefits are unobserved or intangible. Increased
personal satisfaction, social justice, civic engagement, crime reduction, public health, and economic
multiplier effects are linked to public investments in education and training. Public costs, such as the
consumption of welfare benefits, may also be reduced following program participation, which is not
accounted for in this study, with the exception of unemployment insurance and Social Security Disability
Insurance and Supplemental Security Income for vocational rehabilitation program participants. For
more detail see: https://www.wtb.wa.gov/wp-content/uploads/2021/05/Net-Impact-Study_FINAL.pdf
Workforce System Matrix
Some of the work of the net impact study feeds into WTB’s Workforce System Matrix. For example, the
program ROI is updated and used in this product. The most recent version of this is located at
https://wtb.wa.gov/wp-content/uploads/2023/03/Matrix_2023_Publisher_FINAL.pdf.
Workforce training results
Workforce Training Results (WTR) is an annual evaluation of Washington state’s workforce development
system, annually studying outcomes of participants from 12 workforce development programs, using a
standard set of performance measures. The evaluation uses a data comparison approach to answer this
question: Are training programs providing participants with opportunities and positive outcomes? The
report describes the demographics and employment outcomes of each population and participant. The
evaluation includes representative programs from all four WIOA Titles. The Workforce Training Results
report also includes measures such as hourly wage and hours worked. Most recent, as well as older
results for exiting cohorts, can be found at https://www.wtb.wa.gov/research-resources/workforce-
training-results/
We produced Workforce Training Results reports for the following programs:
Washington state WIOA annual performance narrative PY2022 9
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▪ Programs for adults including community and technical college, job preparatory training, private
career schools, apprenticeship, and a state-funded worker retraining program at community
and technical colleges and WIOA dislocated worker services.
▪ Programs serving adults with barriers to employment including adult basic education, WIOA
adult services, Division of Vocational Rehabilitation, Department of Services for the Blind and
Temporary Assistance for Needy Families (TANF) WorkFirst.
▪ Programs serving youth, including secondary career and technical education and WIOA youth
services.
Figure 1: Participants and expenditures in PY 2022
Washington state. Source Workforce Education Training and Coordinating Board
Target population
PY 2022 participants
PY 2022 Expenditures
Cost per participant
Adults
14,117
$18,380,096
$1,302
Dislocated workers
6,469
$16,431,124
$2,540
Youth
2,825
$17,924,267
$6,345
Wagner-Peyser
82,650
$14,975,815
$181
Total
106,061
$67,711,302
$638
ESD program evaluation
ESD’s program evaluation team within the Data Architecture, Transformation, and Analytics division
(DATA) division has completed, or is conducting several program evaluations and research projects.
These programs overlap with the WIOA because WIOA program participants tend to frequently benefit
from these program services. The evaluations are described in detail below.
Re-Employment Services and Eligibility Assessment (RESEA) evaluation
The USDOL requires states that receive RESEA funds to spend 25% of these funds on program
components that reduce claim duration and improve employment outcomes, starting in 2023. The
percentage increases over time. In 2027 and thereafter, at least 50% of funds must be allocated to
effective, evidence-based programs. Evidence of effectiveness can be provided by an evaluation that
receives a high or moderate rating from USDOL. RESEA objectives include improving claimants’
employment outcomes, reducing the average duration of benefit receipt, reducing improper
unemployment insurance (UI) payments, promoting alignment with the broader vision of WIOA, and
giving people receiving unemployment compensation a gateway into other workforce system partner
Washington state WIOA annual performance narrative PY2022 10
WTB, ESD, LWDBs
programs. RESEA evaluations are required by the Social Security Act 306(c) and UIPL 1-20, UIPL 10-22,
and TEGL 5-21 provide guidance to states about the program and mandated evaluations.
ESD’s evaluation team manages and conducts the RESEA program evaluations. The evaluation team
conducts a randomized controlled trial (RCT) to investigate how RESEA affects claimants’ earnings,
employment, and claim duration. RESEA participants are assigned to the program based on a random
score. Data for this study come from ESD administrative databases that capture information on
claimant demographics, employment, and earnings, their participation in the RESEA program, and their
claims data. These data are supplemented with information on the queue for the RESEA program and
the treatment group assignment from the self-scheduling system. This study will demonstrate whether
RESEA services, as currently provided, are effective in improving UI claimant outcomes or if some
improvements in the current program structure are needed.
The RCT is in progress. It began in December 2021. The first part of the analysis will assess RESEA
services delivered in 2022 which were primarily via phone. The final report for this phase is expected in
2024. The second analysis extends to 2023 and 2024. In 2023, RESEA service delivery changed to
mainly in-person and virtual meetings. The final report for this phase is expected in 2025.
The pre-analysis plan outlined the planned empirical approach to the RCT. The evaluation team has
been working with ESD’s Employment Connections (EC), Employment System Policy and Integrity (ESPI),
and Information Technology Services Division (ITSD) to implement the RCT. Evaluation staff have sought
consultation on the project with Abt Associates, a consulting firm hired by USDOL as a RESEA evaluation
technical assistant. No USDOL or Department of Education (ED) evaluation contractors assisted with the
evaluation.
The evaluation team is planning additional research, including quasi-experimental methods to study the
effects of transitioning the RESEA services from mostly phone appointments to mostly in-person and
virtual appointments. The team also plans to extend the RCT to look at secondary outcomes associated
with RESEA, such as impact on program integrity and use of other WorkSource services.
The project is funded through the federal RESEA grant. The amounts spent during state fiscal years
(SFY) 2020-2022 are included in the previous WIOA Annual Performance Reports. In SFY 2023, the staff
of the DATA division spent $400,798 on the RESEA evaluation. No other funds or sources, including
Washington state funds, are used to fund this project. The total expected cost of the evaluation can be
up to 10 percent of the annual RESEA funding received by the state.
The RESEA program aims to continuously improve its program delivery and assist its participants by
implementing different program innovations. The evaluation results can be used to guide the state of
Washington in its efforts to make program improvements in the future.
Washington state WIOA annual performance narrative PY2022 11
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Agricultural and seasonal workforce services customer experience study
The Agricultural and Seasonal Workforce Services (ASWS) Advisory Committee was appointed by the
ESD commissioner per RCW 50.75.040. The bill directs the ASWS Advisory Committee to complete a
report and recommendations in even years suggesting how to improve the effectiveness of ESD’s
domestic recruitment process as part of the H-2A application. In the 2020 ASWS report, the advisory
committee provided several recommendations on how ESD could improve its recruitment process to
provide a faster and more effective connection between domestic farmworkers and employers.
One recommendation was to conduct a customer experience study to better understand the
experience of farmworkers and employers in the ESD application and referral process. The ESD
evaluation team in the DATA division has been working closely with the ESPI division, particularly the
ASWS unit, to execute the study. The ASWS Advisory Committee provides input and feedback
throughout the process. No USDOL or ED evaluation contractors have assisted with the evaluation.
Following a competitive solicitation process in 2022, human-centered design research firm Anthro-Tech
was selected to conduct the customer experience study. The study is in progress. It consists of two
inter-related phases. The first phase is complete. It examined the experience of apple, berry, cherry,
grape, and pear farmworkers and growers with Washington’s agricultural recruitment system, and
identified key areas to improve the recruitment system for U.S. workers. Anthro-Tech conducted
interviews and focus groups with the agricultural employers and farmworkers. They documented
several findings. First, they described how community culture influences farmwork culture. For example,
farmworkers’ work-life community culture is closely related, and employers may trust known worker
recommendations more than ESD referrals. Second, they documented mismatches in hiring
communication channels. For example, farmworkers are exposed to communication channels that do
not suit their needs and language barriers between workers and employers create communication
issues. Third, the research highlighted problematic perceptions of worker reliability. Lastly, the work
highlighted how government complexity may influence the recruitment and hiring processes. Anthro-
Tech made recommendations based on these findings.
The second phase addresses the same broad research question. It builds on the first phase of the
study and aims to address sampling gaps (for example, recruitment of study participants), explore new
topics, and understand the potential impact of recommended policy improvements. ESD continues to
work with Anthro-Tech on this part of the project. The second phase of the study is in progress. It is
conducted from July 2023 through July 2024. The final report from the second phase is expected to
contain a list of concrete, actionable recommendations that ESD could use to improve its agricultural
recruitment system, thereby improving the recruitment and hiring experiences and outcomes of
agricultural employers and workers.
The first phase of the study was funded through the Washington state funds. The second phase is
funded through the federal grant via the funding from Washington State Department of Agriculture. The
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amounts spent during state fiscal year (SFY) 2020-2022 are included in the previous WIOA Annual
Performance Reports. In SFY 2023, the staff of the DATA division spent $304,150, which includes the
cost of the contract, on this project. No other funds or sources are used to fund this project at this time.
The expected cost of the contract for the second phase is $250,000.
Opioid disaster relief dislocated worker grant evaluation
The Pacific Mountain Workforce Development Council (PacMtn) was served by an Opioid Disaster PY
2018 National Dislocated Worker Grant funded program in May 2019. The opioid program helps people
adversely affected by the opioid crisis by improving their employment and health outcomes. It offers an
augmented version of the services provided under the WIOA Dislocated Worker Grant (WIOA DWG).
The DWG offers reemployment services to people affected by adverse economic events, including plant
closures and mass layoffs. In addition to reemployment services, the opioid program offers temporary
employment opportunities, and may finance training for people transitioning into health care careers
related to the opioid epidemic.
The evaluation assesses the efficacy of these services and whether they are associated with higher
earnings and decreased use of UI benefits. Guidelines for the opioid program evaluation are provided
in TEGL 04-18 and TEGL 16-21. The program evaluation team is responsible for conducting the
evaluation. PacMtn has been involved in planning and developing the evaluation. The initial evaluation
report was published in January 2022. It finds that the augmented services offered through the opioid
program improve career outcomes for recipients more than if they had received WIOA dislocated
worker grant services.
The evaluation team is conducting the second stage of evaluation in partnership with PacMtn. No
USDOL or ED evaluation contractors have been assisting with the evaluation. The evaluation will be
completed in fall 2023. This evaluation assesses whether opioid grant training funds and service funds
are associated with better intermediate outcomes, such as service completion. The research compares
program participation and outcomes for dislocated workers served by the opioid program from the
third quarter of 2022 to the second quarter of 2023 to the outcomes of dislocated workers served by
the opioid program from the third quarter of 2019 to the second quarter of 2021. The comparison is
conducted using administrative data from ESD’s Efforts to Outcomes (ETO) case management system
and administrative data on claimants’ employment and earnings.
The initial evaluation demonstrates that augmented services, especially when targeted to populations in
need, can positively affect recipients. The second stage of evaluation is expected to support this
conclusion and provide additional evidence about the program and its outcomes. This research will
inform how the state provides comprehensive services to people affected by the opioid crisis.
Washington state WIOA annual performance narrative PY2022 13
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No Washington state funds are used to fund this project. The project is funded through the National
Dislocated Worker Grant (NDWG) under WIOA. The amounts spent during state fiscal year (SFY) 2020-
2022 are included in the previous WIOA Annual Performance Reports. The amount spent by the DATA
division staff included $18,868 in SFY 2023.
Impact evaluation of increasing the minimum weekly benefit amount
In 2021, Engrossed Substitute Senate Bill (ESSB) 5061 amended the existing RCW to increase the
minimum weekly benefit amount (MWBA) from 15% of the average weekly wage to 20% of the average
weekly wage for UI claims filed July 1, 2021 or after. This effectively increased the MWBA from $201 per
week to $295 per week. Without the policy change, the MWBA would have been $221 per week.
Following the policy change, RCW 50.12.355 requires ESD to produce a report analyzing the impact of
the MWBA increase. The report is produced annually between 2021 and 2025.
The ESD evaluation team is responsible for conducting the evaluation. To conduct the study, the
evaluation team works with ESD’s ESPI, Unemployment Insurance Customer Support (UICS), and
Government Relations divisions. The UI Advisory Committee provides input and feedback throughout
the process. No USDOL or ED evaluation contractors have assisted with this work.
This work is in progress. The evaluation examines the effects of an increase in the MWBA on
employment and earnings outcomes. The latest legislative report produced in 2022 uses the
administrative data from ESD that include information on UI claims, and claimants’ employment and
earnings. The evaluation team uses a regression model that controls for the factors that determine an
individual’s weekly benefit amount. The 2022 report shows that, because of the MWBA increase to $295
per week in July 2021, UI claimants who received the increased MWBA between July 4 and Aug. 8, 2021,
on average, earned more and were more likely to be re-employed in the quarter after a claim, claimed
UI benefits for fewer weeks, and ended up claiming less in UI benefits. The report in 2023 aims to
improve the analysis by including more claimants, improving the modeling approach, and expanding
the outcome variables. This analysis will inform the design of the UI program and ESD’s ability to provide
temporary support to unemployed customers.
This work is funded through UI funds. In SFY 2023, the DATA division staff spent $199,829 on this
evaluation project.
Documenting and measuring inequities in unemployment insurance
Washington’s UI program aims to provide temporary income to all qualifying individuals who lose jobs
through no fault of their own, and to do so equitably. However, not everyone who qualifies for the UI
program applies for, or is approved for, benefits. The provision of UI benefits may also not be equitable.
Following the guidelines outlined in UIPL 23-21, the ESD evaluation team examines the issues of equity
Washington state WIOA annual performance narrative PY2022 14
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and access in the UI program. This project will build the capacity to prepare, organize, and analyze data
related to equity within the UI program as well as consider possible changes that may improve equity in
the provision of UI. The research project is underway and is expected to be completed in 2024. The
study has two parts. The first part measures, documents, and describes inequities in the provision of UI.
The research team leverages the administrative data on claims and appeals and uses descriptive
methods to examine how different demographic and socio-economic groups interact with the UI
program. The study also uses qualitative data from interviews with ESD staff to describe the challenges
in the UI program. The second part of the study examines the impacts of the UI services on the key UI
program outcomes. The empirical approach is in the planning phase. It will employ an RCT or quasi-
experimental analysis. Findings from this research will help ESD improve the quality of the services it
provides to the UI claimants and ensure services are delivered in an equitable way.
The ESD program evaluation team is primarily responsible for this research. To conduct the study,
research team staff have been working with the ESD’s Equal Opportunity Office (EOO), Office of Equity,
Diversity and Inclusion, Product, Planning and Performing (PPP), ESPI, UICS, Communications Office, EC,
and ITSD. No USDOL or ED evaluation contractors have assisted with this work.
No Washington state funds are used to fund this project. The project is funded through the federal
USDOL UI Equity Grant Funding. In SFY 2023, the DATA division staff spent $283,918 on this project.
The total project funding is $806,231.
Economic Security for All (EcSA) evaluation summary
Economic Security for All (EcSA) is a poverty reduction and equity program that aims to help
participants reach economic self-sufficiency with a particular focus on serving people of color and rural
communities. It was launched in four pilot areas in 2019 then expanded to seven more regions in 2021.
Social Policy Research Associates is contracted for an ongoing implementation evaluation of EcSA. An
initial evaluation report was submitted in August 2020, a midpoint evaluation was produced in May
2022, and a final evaluation report is planned for January 2024.
IV: Common exit
Washington’s common exit policy is found in Section 1.5 of the Data Integrity and Performance Policy
Handbook affiliated with WorkSource System Policy 1020, Revision 1. The common exit policy applies to
the following ETA-funded program:
▪ WIOA Title I-B youth
▪ National Dislocated Worker Grants
▪ WIOA Title I-B adult
▪ Trade Adjustment Assistance
Washington state WIOA annual performance narrative PY2022 15
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▪ WIOA Title I-B dislocated workers
▪ Jobs for Veterans State Grant
▪ WIOA Title III (Wagner-Peyser Act)
Section 1.5.1 of the handbook notes that our state MIS calculates the “Exit Date” automatically, after the
system determines that participants have not received any participation-level service for 90 consecutive
calendar days and are not scheduled to receive future services. In accordance with the requirements of
TEGL 14-18, the exit date is applied retroactively, after a 90 consecutive calendar-day period without
participation-level services, back to the last day on which individuals received participation-level services
provided by any program included in WorkSource System Policy 1020, Revision 1. Individuals who are
participating in more than one program will have a single common exit date based on the last
completed participation-level service. This ensures that the exit date is the same as the last date of
service for all programs in the participation period.
V: Data validation, reporting and integrity
The ESD Workforce Monitoring unit is the agency’s principal WIOA Title I-B, Wagner-Peyser, Trade
Adjustment Assistance (TAA), and Reemployment Services and Eligibility Assessment (RESEA) program
monitor. The unit performs annual onsite monitoring of each local workforce development board
(LWDB) and other direct sub-recipients for WIOA. The unit conducted quarterly monitoring of TAA and
performs ongoing monitoring of Wagner-Peyser. The unit incorporated data element validation (DEV)
into the annual PY 2022 WIOA Title I-B monitoring visits, TAA quarterly monitoring visits, and ongoing
Wagner-Peyser and RESEA reviews. Data validation activities for WIOA Title I-B, Wagner-Peyser, and TAA
were based on guidance in Washington state’s data element validation policy, ESD WorkSource System
Policy 1003, Revision 5, which was based on guidance in TEGL 23-19, Change 2. Below are the
procedures for each of the programs.
WIOA Title I-B programs and Dislocated Worker Grants
A participant record table assigns a random number to each record in the “rnum” field four weeks
before each LWDB monitoring entrance. The table includes the Participant Individual Record Layout
(PIRL) data values to be validated against source documentation.
The participant record table is filtered by Report Name to only display participant records that include
ITSS services. The table is then filtered by Enrollment Start Date to include new enrollments since the
last monitoring review up to the last day of the last quarter. This ensures all records have data values
on the current PIRL to validate. Using the rnum field to create a random sort of the filtered results, the
first respective number of unduplicated participant records is selected to reach the desired sample size
as detailed below.
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Sample size and methodology: For each of the 12 LWDB monitoring reviews (PY 2022 Monitoring
Schedule):
▪ Each core Title I-B program has 10 records selected, with a minimum of seven reviewed
depending on resources.
▪ Each DWG program, as identified in scope on the LWDB monitoring entrance letter, has five
records selected with a minimum of three reviewed depending on resources. (Note: all DWG
records will be recorded on one DWG worksheet.)
▪ If less than 10 or five records, respectively, appear in the table, all will be sampled.
The sample size methodology is based on a fixed number of participant records with all required data
elements being reviewed per the resources available. The sample includes a mix of active and exited
participant records. Monitoring validates all elements identified in each program’s DEV Worksheet.
Timelines and documentation of error resolution: Once the review is complete, the LWDB receives the
Program Daily Observation Report (DOR), which includes a DEV tab listing failed items. They are
required to resolve the items and communicate when resolved or, if they can’t, why they can’t. It will
also list any elements that exceed the 20% programmatic pass/fail ratio that requires a corrective action
plan from the LWDB.
DEV worksheets identify passes and failures for each record by element. A comment is added to each
cell in the worksheet with a failure value, identifying the cause of the failure. LWDB failures are color
coded light orange, and MIS system issues are coded bright yellow. LWDB failures are copied into the
Program DOR.
The Pass/Fail column in the DEV worksheet indicates whether each data element passed or failed based
on exceeding the 20% programmatic pass/fail ratio as prescribed in ESD Policy 1003, Revision 5. If any
element fails, it will be coded light orange for LWDB level failures and bright yellow for MIS system issue
failures. LWDBs and ESD are required to develop and submit a corrective action plan for element
failures assigned to them.
The LWDB and ESD teams have 30 business days from the day they receive either the Program DOR or
the DEV worksheets to resolve errors, document resolution and outcome, or reason for failure to
resolve in the respective program worksheets and send the completed worksheets back to the
Monitoring unit. Responses are used to document and communicate the resolution, or reason for
failure to resolve, or the corrective action plan.
Wagner-Peyser
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A participant record table assigns a random number to each record in the rnum field four weeks prior
to each WorkSource office monitoring entrance. The table includes the PIRL data values to be validated
against source documentation.
Sample size and methodology: For monitoring visits to Workforce Development Offices (PY 2022
Wagner-Peyser monitoring schedule), the sample is pulled from the Workforce Development Area
records. A sample of at least five records from the offices being monitored is selected. If there are less
than five records, then all records are selected, including at least two migrant seasonal farm worker
records if available.
The sample size methodology is based on a fixed number of participant records. The required data
elements selected for review are identified on each PY 2022 Program Participant File Checklist, being
reviewed per the resources available. The sample includes a mix of active and exited participant
records. Monitoring validates all elements identified in each program’s DEV Worksheet.
Timelines and documentation of error resolution: The Monitoring unit identifies passes and failures at
the Office, Employment Connections (EC) Program Operations, Data Architecture, Transformation, and
Analytics division (DATA), and Information Technology Services Division (ITSD) level. The Monitoring unit
summarizes the results on a DEV Action Item Worksheet.
After each monitoring, the WorkSource Office receives the DEV Action Items worksheet showing items
that failed. The office has 30 business days to resolve errors, document resolution and outcome, or
reason for failure to resolve an item. The office uses the correction section of the DEV Action Items
worksheet to communicate the resolution or reason for failure to resolve an individual participant item.
Quarterly DEV results are provided to Wagner-Peyser EC Program Operations and ITSD/DATA division
on a DEV Action Items Worksheet. If any element fails across the quarter, the owner of the failure
develops and submits a corrective action plan for element failures that exceed the 20% programmatic
pass/fail. Existing corrective action plans for element failures will require a progress update rather than
a new plan. Wagner-Peyser EC Program Operations and/or ITSD/DATA division send any required
corrective action plans or progress updates to the Monitoring unit within 30 business days of receiving
the DEV Action Items Worksheet.
Trade Adjustment Assistance (TAA)
DATA division staff provide the Monitoring unit with a participant record table that assigns a random
number to each record in the rnum field four weeks prior to each WorkSource office monitoring
entrance. The table includes the PIRL data values to be validated against source documentation.
The table is filtered by Enrollment Start Date to include all new enrollments since the last monitoring
review up to the last day of the last quarter. This ensures all records have data values on the current
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PIRL to validate. Using the rnum field to create a random sort of filtered results, the first five
unduplicated participant records are selected, or the number of records needed to reach the desired
sample size detailed below.
Sample size and methodology: Annually, a sample of 80 records are selected and reviewed. The sample
records are distributed across four quarterly samples within a calendar year. The sample records cover
at least five regions each year (PY 2022 TAA monitoring schedule). Sample records total 20 records
reviewed for each quarter and cover at least two trade certifications.
For each WorkSource office, the Monitoring unit reviews a total of at least five records randomly
selected. If less than five records appear in the table, all available records are sampled. (Note: records
are recorded on one Trade Act Program DEV worksheet for each WorkSource office to resolve any
record failures.) If less than 20 records appear in the table across the quarter, then all available records
are sampled.
The sample size methodology is based on a fixed number of participant records with all required data
elements being reviewed per the resources available. The sample includes a mix of active and exited
participant records. Monitoring validates all elements identified in each program’s DEV Worksheet.
Timelines and documentation of error resolution: Once the review is complete, WorkSource offices and
Program Operators receive copies of the DEV worksheets showing items that failed and required a
response that identifies their efforts to resolve any failed items.
The DEV worksheets identify passes and failures for each record by element and the cause of the
failure. WorkSource office failures are color coded light orange, TAA Program Operations failures are
color coded lavender, TRA Program Operations failures are color coded blue, and the ITSD Division and
DI Team for MIS system issues are color coded bright yellow.
The local WorkSource office has 30 business days from the day they receive their DEV worksheet to
resolve errors, document resolution and outcome, or reason for failure to resolve an item in their
respective worksheets.
The Pass/Fail column in the DEV worksheet indicates whether each data element passed or failed based
on exceeding the 20% programmatic pass/fail ratio. If any element failed across the quarter, the owner
of the failure is required to develop and submit a corrective action plan for those element failures that
exceed the 20% pass/fail ratio.
Title I-B, Dislocated Worker Grants, Wagner-Peyser and TAA
Washington state WIOA annual performance narrative PY2022 19
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In the second quarter of the program year, ESD’s DI Team pulled a sample of participants and exiters
for validation of elements 1600-1607, 1614-1618, and 1700-1706. Elements 1610, 1612, and 1613 are
not being populated.
Sample size and methodology for the 12 LWDB monitoring areas:
▪ For core Title I-B programs 15 records will be selected, with a minimum of seven reviewed
depending on resources.
▪ For Title III program (Wagner-Peyser) 10 records will be selected, with a minimum of five
reviewed depending on resources.
▪ For TAA program, as applicable, 10 records will be selected, with a minimum of five reviewed
depending on resources.
▪ For DWG program, as applicable, five records will be selected, with a minimum of three reviewed
depending on resources.
▪ If the sample size is less than the sample mentioned above, all will be sampled.
The sample size methodology is based on a fixed number of records with all required data elements
being reviewed per the resources available. The sample includes a mix of active and exited participant
records.
On an annual basis, following completion of the monitoring reviews, the Monitoring unit reviews the
results of the full sample for each program to identify what elements exceed the error rate. The
elements identified are included as technical assistance in our annual DEV training, except for MIS
system failures. The MIS systems failures are addressed in the WIT replacement process.
At the conclusion of the PY 2022 data element validation, ESD assessed the effectiveness of the data
validation process and updated procedures for PY 2022 to address any gaps, inconsistencies, and
inefficiencies. ESD provided data element validation training during annual monitoring tool review
sessions in September 2023. ESD’s approach for the regular review of the quality of reported program
data is addressed during annual, quarterly, and ongoing monitoring visits. Data validation results are
saved for five years. Source data for wages is destroyed immediately after use.
Data quality control and integrity
Each quarter, ESD uses a combination of standardized SQL queries and repeated test submissions to
the workforce integrated performance system (WIPS) edit check system to identify data requiring
correction prior to submitting the quarterly PIRL. Once records are identified for correction, records are
sent to area contacts who work with staff to ensure adequate training to correct existing errors and
prevent future errors. If widespread data entry problems are identified, the configuration is reviewed to
determine if additional safeguards can be added to the system configuration and additional training
Washington state WIOA annual performance narrative PY2022 20
WTB, ESD, LWDBs
materials are developed and delivered to the field. Where data is associated with critical areas of
performance (e.g., measurable skill gains), ESD creates specialized reports addressing data gaps, errors,
needed corrections, and opportunities to improve business processes. Due to State Wage Interchange
System (SWIS) agreement requirements, the Data Integrity team validated the wage data elements for
records identified by the Monitoring unit for review. The wage data elements are validated quarterly.
VI: Waivers
Washington is not in receipt of any WIOA waivers.
VII: Rapid response activities
The purpose of the statewide Rapid Response Team (SRRT) is to strengthen relationships and
collaborate across the state to provide effective, locally driven Rapid Response services and strategic
guidance to the 12 local LWDBs. SRRT is composed of three entities.
1. The WIOA required Rapid Response unit at ESD made up of the Rapid Response Manager, Trade
Adjustment Assistance Operator, Unemployment Insurance liaison, and Dislocated Worker
Program Manager.
2. The Washington State Labor Council (WSLC), a statewide labor consortium that participates in
Rapid Response events, assists with Trade application research, collaborates with the unions for
represented worker groups in layoffs and closures, and provides RR services to all impacted
workers irrespective of whether they are union represented.
3. Washington Workforce Association (WWA), a membership organization of the Local Workforce
Development Boards that collaborates on statewide strategy and direction.
Rapid Response and layoff aversion activities
▪ Facilitated quarterly community of practice events to share best practices and resources,
strategize how best to serve business and job seeker customers, and strengthen services across
the state.
▪ The RR system came together to update the standard RR presentation that can be customized
to local areas and used for in-person and virtual RR sessions.
▪ RR/Business Services teams worked with businesses on recruitment and retention and layoff
aversion including offering incumbent worker training (IWT), on-the-job training (OJT) candidates,
Washington state WIOA annual performance narrative PY2022 21
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and promoting SharedWork to businesses who will need to lay off staff temporarily due to
business changes.
▪ Trained and upskilled additional unemployment insurance staff to present at RR events.
▪ RR teams in Seattle-King County, Pierce County, and Snohomish County workforce development
areas present monthly public virtual sessions called Life After Layoff to increase access to RR for
laid off workers. The events are promoted through the UI recent applicant lists, social media,
local news media, WorkSource, and to affected workers through their employer.
Strategies for linking RR recipients to American Job Centers:
▪ During RR Events we provide information packets and contact information for the RR
coordinator for follow-up. WorkSource partners attend to create familiarity, so when customers
come into the WorkSource office for services, they see a familiar face. We follow up with
impacted workers using RR surveys.
▪ Larger WDAs use online referral portals to direct impacted workers to program staff.
▪ Life After Layoff event attendees are provided presentation materials and referrals to
WorkSource, WIOA, and Worker Retraining as needed.
▪ RR coordinators collaborate with ESD staff to reach recent unemployment insurance applicants.
Business engagement, sector strategy and career pathways
The RR program is integrated into the overall Business Services program and menu of business services
in the 12 local areas. Following a layoff in a certain industry or sector, RR coordinators and Business
Services teams host targeted job fairs with local businesses in the same industry or sector for workers
interested in staying in the same industry. The program also focuses on transferable skills that benefit
businesses and workers by matching them to available jobs in local sectors.
National Dislocated Worker Grant activities
ESD, in partnership with three LWDBs, applied for and received several federal grant funds from the
USDOL to help Washingtonians affected by the opioid crisis:
Figure 2: Opioid Crisis Disaster Relief Grant Funds,
Washington state, Employment Security Department
Grant
Grant recipient
Grant period
Grant amount
Grant status
Opioid Crisis Disaster Relief
NHE NDWG
Workforce Southwest
Washington LWDB
7/01/2020 to
6/30/2023
$863,500
Expended Thru
6/30/23 $839,775
Washington state WIOA annual performance narrative PY2022 22
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Opioid Crisis Disaster Relief
NHE NDWG
Pacific Mountain LWDB
11/01/2021
to
10/31/2023
$800,000 first
increment of
$1,785,474
Expended Thru
6/30/23 $860,282
Opioid Crisis Disaster Relief NHE NDWGs (TEGL 4-18)
These projects provide employment services to eligible people impacted by health and economic
effects of opioid use disorder. LWDBs expanded their regional partnership between ESD, local
governments, nonprofit organizations, regional health networks, and higher education to provide
individualized career, training, and support services. Individuals were also placed into disaster relief
employment and transitional jobs to serve as peer recovery navigators for other participants.
▪ Opioid Crisis Disaster Relief NHE NDWG/Workforce Southwest WA LWDB/$863,500: At
conclusion, Workforce Southwest WA achieved 350% of contract enrollments (315 of 90) and
employed more participants at exit than anticipated with 350% of goal (158 of 45).
▪ Opioid Crisis Disaster Relief NHE NDWG/Pacific Mountain LWDB/$1,785,474: With one year
remaining, Pacific Mountain achieved 111% of contract enrollments (128 of 115) and employed
more participants at exit than anticipated with 200% of goal (49 of 25).
COVID-19 Disaster Relief and Employment Recovery NDWG
ESD received a period of performance extension on federal grant funds from the U.S. Department of
Labor in May and June of 2020 in response to the COVID-19 pandemic. The state was awarded $24
million in two $12 million National Dislocated Worker Grants (NDWGs) which have a performance
period through June 30, 2023: the COVID-19 Employment Recovery NDWG and the COVID-19 Disaster
Recovery NDWG. These two grants respond to the COVID-19 pandemic disaster by targeting dislocated
workers and long-term unemployed people who have lost jobs or are struggling to obtain employment
because of the economic and societal impacts of COVID-19. All 12 of Washington’s LWDBs received
funds as subrecipients under both grants. The Disaster Recovery (DR) grant focused on response and
recovery in the immediate aftermath of the pandemic via fully subsidized temporary Disaster Relief
Employment (DRE) positions, boosting local emergency response capacity. The Employment Recovery
(ER) grant has a long-term focus, aiming to expand the workforce development system’s capacity to
serve dislocated workers and support economic recovery.
The DR and ER COVID-19 NDWG grants completed their period of performance as of June 30, 2023.
During the July 1, 2022 to June 30, 2023 period:
▪ ESD’s comprehensive fund reallocation process was heavily utilized in partnership with the
NDWG Recovery and Coordination Team comprised of ESD, WWA, and the WTB. This process
allowed for a seamless prompt return and reallocation of funds within the state in response to
Washington state WIOA annual performance narrative PY2022 23
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changing, on-the-ground pandemic effects. The state’s successful expenditure of available funds
and quick reallocation of funds to areas in need is a direct result of ESD’s process.
▪ ESD worked closely with LWDBs to ensure participants needing services after the grants were
successfully co-enrolled in other programs. This ensured seamless service provision for
participants as the grants concluded.
From July 1, 2022 to June 30, 2023, five LWDBs continued service provision under each respective grant.
The increasing demand for workers through December slowed enrollments as potentially eligible
individuals reengaged directly with the workforce instead of seeking retraining or other assistance. As
the labor market stabilized into spring, areas shifted focus from enrollment to wrapping up service
provision and placements for participants already in the programs. In late spring local areas
experienced stabilization within their labor markets as pandemic impacts waned. LWDBs indicated that
CDL, health care, and IT occupations were still in high demand, though local employers and training
providers shifted enough during the pandemic that identifying and reestablishing service pipelines was
necessary and ongoing through the end of the grants’ periods of performance.
Final ER expenditures and enrollments as of June 30, 2023 were a resounding success. Performance
exceeded expectations, with enrollments statewide 176% of the grant target (1,867 of a planned 1,060).
Exits to employment were 140% (914, of a 655 target). Statewide final expenditures through the end of
the grant were $11,951,788, or 99.6% of available funds.
The DR grant also ended successfully. Final expenditures on June 30, 2023 were $11,820,744, or 98.5%
of available funds. Statewide enrollments were 144% (1,460 of a planned 1,011). Total DRE positions
were 226 of a planned 225. Exit to employment metrics were 108% of target (707 of a planned 657).
Overall, the two grants provided a crucial infusion of funds into the state’s workforce development
system during the pandemic, allowing local areas to reimagine service delivery, partner development,
work-based learning opportunities, and employer support. The lasting impact of these grants will
continue well past the end of their performance period.
VIII: Statewide fund activities
Economic Security for All (EcSA)
EcSA is a poverty reduction and equity program that aims to help participants, namely those
experiencing poverty, reach economic self-sufficiency. EcSA prioritizes services for people experiencing
homelessness, people of color and rural communities. It launched in 2019 in four pilot areas across the
state with support of the Governor’s Poverty Reduction Work Group (PRWG), multiple state agencies,
Washington state WIOA annual performance narrative PY2022 24
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and LWDBs. In 2021, Gov. Jay Inslee expanded EcSA to seven more regions. In 2022, state general funds
were dedicated to the program giving additional local flexibility and making EcSA a statewide program.
EcSA brings multiple programs together at the local level to help people move out of poverty. EcSA
partners with Washington State Department of Social and Health Services (DSHS) and focuses on
serving participants that qualify for Supplemental Nutrition Assistance Program (SNAP) benefits and
people at risk of experiencing poverty. It began by listening to people who have experienced or are
currently experiencing poverty in Washington. Direct participant feedback captured through surveys,
listening sessions and conversations with career specialists is used to improve local programs.
Promising developments since July 2021
▪ Addressing homelessness: LWDBs increased partnerships with local housing providers to fill the
gap that has existed in many areas for customers transitioning from homelessness to
stabilization with housing and a career that supports sustainable self-sufficiency.
▪ Investment in equity: LWDBs are building relationships with organizations and community
groups that serve homeless and Black, Indigenous, People of Color (BIPOC) communities. In
Seattle-King County, service providers contract directly with organizations that have long-
standing relationships in highly impoverished and BIPOC neighborhoods.
▪ University of Washington self-sufficiency calculator: Local workforce areas fully utilize the
calculator to set an accurate customized self-sufficiency wage goal for each participant that
takes into consideration where they live and their total cost of living. The core accountability
measure for local providers is the number of people who move from poverty to a career with
earnings that exceed their self-sufficiency goal. Most EcSA completers enter careers that earn
$40,000 to $50,000 annually.
▪ Breaking down silos: Engagement among state and local partners is improving. Local
relationships with housing, education, and BIPOC communities have strengthened. The state
Department of Commerce invested over $24 million into EcSA, and the Washington Student
Achievement Council makes EcSA participants automatically eligible for state-funded financial
aid to cover the full cost of college, apprenticeship, and some short-term training programs.
The governor dedicated additional WIOA statewide activity funds to continue expanding EcSA, and the
state legislature dedicated over $10 million per year in state general funds to expand it. EcSA is on track
to help more than 3,839 households meet or exceed their self-sufficiency goals by March 2025.
Significant performance milestones
▪ EcSA exceeded all statewide enrollment, training, and self-sufficiency goals.
▪ Helped 606 people reach self-sufficiency, with a median annualized income of $42,390.
Washington state WIOA annual performance narrative PY2022 25
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▪ Significantly increased recruitment and participation of historically marginalized populations and
unhoused people. Washington’s population is 22% BIPOC; EcSA participation is 52% BIPOC.
▪ EcSA is helping 1,171 people statewide achieve and maintain self-sufficiency. 85% of them had
annual incomes below $9,860 when they enrolled.
▪ Total cost for the most recent single year was $8,878,113, including federal and state funding.
▪ The USDOL highlighted EcSA as a best practice. It was also featured at the annual convening of
the Governor’s Office of Equity and the National Association of Workforce Boards.
Career Connect Washington
The Career Connect Washington Task Force, composed of leaders from business, labor, government,
nonprofits, and education, concluded that Washington lacked systemic support to scale its career
connected learning programs. An inclusive process to develop a strategic plan and policy
recommendations followed. The plan was transformed into legislation following a groundswell of
support from every region of Washington. The legislation passed in April 2019, along with significant
funding to begin implementation.
The CCW partnership built a statewide coalition of regional networks, program builders, sector leaders,
career-connected learning coordinators within the K-12 system, and industry champions; a program
endorsement process; and a grant program to expand earn-and-learn opportunities for Washington’s
young people. Best practices and partnerships established during the WIOA-funded Career Connect
Prototype projects (described in previous annual reports) informed the legislation and local strategy.
Program builders create, manage, and scale specific career-connected learning programs. To date, 118
unique program builder proposals have been funded. During PY 2022, at the direction of Gov. Inslee,
31 proposals were funded using $4.6 million of WIOA Title I statewide activity funds. These programs
will provide access to training, credentials, and career opportunities for populations with barriers to
employment in the advanced manufacturing, agriculture, automotive, construction, health care,
hospitality, information technology, maritime, and life sciences sectors.
Industry and philanthropic leaders from the private sector provide critical feedback on CCW work. This
helps ensure that industry voices are represented throughout the system.
During program year 2022, ESD staff worked with CCW leaders and personnel from the Washington
Student Achievement Council, the WTB, and the Washington State Department of Labor and Industries
on federal grant applications to expand the impact of the CCW system. The U.S. Department of
Commerce awarded $23.5 million of Good Jobs Challenge funds to the Washington Student
Achievement Council to support sector-based CCW program expansion. USDOL awarded $5.6 million of
Apprenticeship Building America funds to ESD to develop new registered apprenticeship and
apprenticeship preparation programs. Implementation of both projects will begin in PY 2023.
Washington state WIOA annual performance narrative PY2022 26
WTB, ESD, LWDBs
Appendix 1: Statewide performance reports
This section looks at specific statewide outcomes (participant counts, expenditures, employment and
earnings) for Title I-B and III programs. A few notes may help with interpretation. Federal deadlines and
the need for prompt reporting mean that the year-long periods used for some measures are not the
same year-long periods used for others. Finally, since these are outcome measures, they concentrate
on participants who have left WIOA programs and do not include those who are still participating.
Federal employment rates second quarter after exit and median earnings measures are calculated for
participants who exited between July 2020 and June 2021. The two-year span is denoted as exit year in
the table but is often also called program year. All metrics for participants who exited between July 1
2020 and June 30 2021 were that of July 1 2021 and June 30 2022. Federal employment rates four
quarters after exit are calculated for participants who exited between January 2020 and December
2020.
Federal youth employment, education and training rates second quarter after exit and median earnings
measures are calculated for participants who exited between July 2020 and June 2021. Federal youth
employment, education and training rates fourth quarter after exit are calculated for participants who
exited between January 2020 and December 2020.
Not all individuals who exited are included in performance measures for a variety of reasons. For
example, a member of a reserve military unit was called to active duty and so prematurely exited from
the WorkSource system.
Results for WIOA adults
Workforce Training Results evaluates the labor market outcomes of program participants using their
employment and earnings during the fourth quarter after leaving a program. When considering these
outcomes, please note that there is considerable change across years in the labor market conditions.
The annual update of these analyses is underway, and the data for participants exiting for the most
recently available year is published at https://wtb.wa.gov/research-resources/workforce-training-
results/.
Washington state WIOA annual performance narrative PY2022 27
WTB, ESD, LWDBs
Unemployment insurance wage files were used to examine employment rates and earnings among
participants who left programs during recent program years.
1
Data were collected from the
unemployment insurance agencies in Washington and Oregon. Results are shown in Figure 3.
Figure 3: Employment and earnings of WIOA and Workforce Investment Act (WIA) adult participants in
fourth quarter after leaving program
Washington state, 2015 through 2021. Source: Employment Security Department/DATA Division, PIRL
Performance measure
by exit year
2015-
2016
2016-
2017
2017-
2018
2018-
2019
2019-
2020
2020-
2021
Employment rate
70%
67%
66%
69%
59%
59%
Employees in full-time job
62%
62%
64%
60%
58%
55%
Median quarterly hours
449
456
470
450
430
420
Median hourly wage
$17.58
$22.10
$24.54
$24.86
$23.23
$22.58
Median annualized earnings
$31,600
$39,500
$42,500
$41,400
$39,000
$37,200
Note: These figures apply to those with employment reported to ESD one year after leaving program. Rate does
not include self-employment, employment outside the Northwest or military service. We estimate these figures
understate total employment by approximately 10%. Full-time employment is defined as averaging 30 or more
hours per week; percent is of those employed. Earnings and wages are inflation-adjusted to first quarter 2022
dollars.
Results for WIOA dislocated workers
In Figure 4, dislocated worker results vary with economic conditions and the characteristics of
participants. Change can occur quickly from year to year as industrial conditions change and different
groups of employees face layoffs. The most recently available Dislocated Worker data appears at
https://wtb.wa.gov/research-resources/workforce-training-results/.
Figure 4: Employment and earnings of WIOA dislocated worker participants in the fourth quarter after
leaving program
Washington state, 2015 through 2021. Source: Employment Security Department/DATA Division, PIRL
1
Employment rates based on matches are lower than those based on survey results. Employment Security
records do not contain information on self-employment. The reported rates exclude employment in states that
are not included in our matching process.
Washington state WIOA annual performance narrative PY2022 28
WTB, ESD, LWDBs
Performance measure
by exit year
2015-
2016
2016-
2017
2017-
2018
2018-
2019
2019-
2020
2020-
2021
Employment rate
70%
72%
74%
73%
63%
63%
Employees in full-time job
68%
75%
72%
64%
60%
63%
Median quarterly hours
480
490
483
450
440
450
Median hourly wage
$22.51
$23.55
$25.67
$25.12
$24.82
$25.15
Median annualized earnings
$41,200
$44,800
$48,800
$45,000
$43,200
$46,400
Note: These figures apply to those with employment reported to the state's ESD one year after leaving program.
Rate does not include self-employment, employment outside the Northwest or military service. We estimate these
figures understate total employment by approximately 10%. Full-time employment is defined as averaging 30 or
more hours per week; percent is of those employed. Earnings and wages are inflation-adjusted to first quarter
2022 dollars.
Results for WIOA youth
Figure 5 displays results for the WIOA youth programs. The WIA figures include both older and younger
youth. Labor market results are presented for participants who were not enrolled in secondary
education at exit. The most recently available youth data appears at https://wtb.wa.gov/research-
resources/workforce-training-results/.
Figure 5: Employment and earnings of WIOA and WIA youth participants in the fourth quarter after
leaving program
Washington state, 2015 through 2021. Source: Employment Security Department/DATA Division, PIRL
Performance measure
by exit year
2015-
2016
2016-
2017
2017-
2018
2018-
2019
2019-
2020
2020-
2021
Employment rate
63%
63%
66%
66%
61%
69%
Employees in full-time job
38%
38%
37%
32%
33%
33%
Median quarterly hours
314
319
320
300
320
320
Median hourly wage
$14.49
$14.49
$15.29
$16.12
$16.77
$16.99
Median annualized earnings
$17,200
$18,600
$19,000
$17,500
$19,400
$19,600
Note: These figures apply to those with employment reported to the state's ESD one year after leaving program.
Rate does not include self-employment, employment outside the Northwest or military service and thus
understates total employment by approximately 10%. Full-time employment is defined as averaging 30 or more
hours per week – percent is of those employed. Earnings and wages are inflation-adjusted to first quarter 2022
dollars.
Washington state WIOA annual performance narrative PY2022 29
WTB, ESD, LWDBs
WIOA Adult
OMB Control Number 1205-0526 ETA-9169
Expiration Date: 05-31-2024
Statewide Performance Report
Certified in WIPS: 9/26/2023 10:31 AM EDT
PROGRAM WIOA
Adult
TITLE (select on
e
):
STATE:
Washington
Title I Local Area:
REPORTING PERIOD COVERED (Required for current and three preceding years.)
From ( mm/dd/yyyy ): 7/1/2022 To ( mm/dd/yyyy ):
6/30/2023
Title I Adult
Title I Dislocated Worker
Title I Youth
Title I and Title III combined
Title II Adult Education
Title III Wagner-Peyser
Title IV Vocational Rehabilitation
SUMMARY INF
O
RMA
T
I
O
N
Service
Participants
Served
Cohort
Period:
Participants
Exited
Cohort
Period:
4/1/2022-3/31/2023
Funds
Expended
Cohort
Period:
7/1/2022-6/30/2023
Cost Per Participant
Served
Cohort
Period:
7/1/2022-6/30/2023
Career Services
14,094
12,168
$13,941,034
$989
Training Services
2,090
1,146
$4,439,062
$2,124
Percent training-related
employment
1
:
Percent enrolled in more than one core
program:
Percent admin
expended:
8.7%
100.0%
96.5%
BY PARTICIPANT
CH
AR
ACT
ERIS
T
ICS
Total Participants
Served
Cohort Period:
7/1/2022-6/30/2023
Total Participants
Exited
Cohort Period:
4/1/2022-3/31/2023
Employment Rate
(Q2)
2
Cohort Period:
7/1/2021-6/30/2022
Employment Rate
(Q4)
2
Cohort Period:
1/1/2021-12/31/2021
Median Earnings
Cohort Period:
7/1/2021-6/30/2022
Credential Rate
3
Cohort Period:
1/1/2021-12/31/2021
Measurable Skill
Gains
3
Cohort Period:
7/1/2022-6/30/2023
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total Statewide
14,117
12,197
Negotiated
Targets
63.6%
65.0%
$8,070
66.0%
51.9%
Actual
7,907
63.8%
6,755
63.8%
$10,008
890
73.1%
946
50.5%
Sex
Female
6,719
5,718
-
3,823
63.4%
3,406
64.9%
$8,772
325
64.4%
408
48.5%
Male
7,085
6,196
-
3,925
64.6%
3,214
62.9%
$11,363
556
79.3%
524
52.6%
Age
< 16
0
0
-
0
-
0
-
0
-
0
-
16 - 18
77
50
-
40
74.1%
38
64.4%
$7,130
12
70.6%
20
69.0%
19 - 24
1,035
814
-
589
67.7%
586
67.0%
$7,639
125
77.6%
158
53.2%
25 - 44
7,479
6,366
-
4,073
65.6%
3,504
66.4%
$9,927
522
75.9%
584
52.2%
45 - 54
2,805
2,506
-
1,587
64.2%
1,343
65.8%
$11,379
135
68.9%
111
42.7%
55 - 59
1,167
1,037
-
707
63.0%
585
63.7%
$10,729
57
61.3%
42
44.7%
60+
1,554
1,424
-
911
54.7%
699
49.2%
$9,523
39
62.9%
31
41.3%
Ethnicity/Race
American Indian / Alaska Native
438
362
-
256
65.8%
198
65.3%
$8,687
21
67.7%
39
56.5%
Asian
1,524
1,285
-
808
66.4%
689
67.3%
$10,665
73
65.8%
86
48.0%
Black / African American
1,264
939
-
562
60.3%
482
63.0%
$8,007
110
70.1%
79
28.6%
Hispanic / Latino
1,408
1,068
-
682
68.3%
535
66.7%
$9,323
126
67.7%
209
58.9%
Native Hawaiian / Pacific Islander
313
256
-
190
66.4%
150
65.8%
$8,526
19
61.3%
20
55.6%
White
9,392
8,243
-
5,341
63.9%
4,611
63.9%
$10,195
592
76.5%
635
55.9%
More Than One Race
618
491
-
306
64.4%
283
69.7%
$9,027
42
66.7%
55
56.1%
Washington state WIOA annual performance narrative PY2022 30
WTB, ESD, LWDBs
BY EMPLOYMENT
BARRIER
4
Total Participants
Served
Total Participants
Exited
Employment Rate
(Q2)
2
Employment Rate
(Q4)
2
Median Earnings
Credential Rate
3
Measurable Skill
Gains
3
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
14,117
12,197
Negotiated
Targets
-
63.6%
-
65.0%
$8,070
-
66.0%
-
51.9%
Actual
7,907
63.8%
6,755
63.8%
$10,008
890
73.1%
946
50.5%
Displaced Homemaker
Displaced Homemakers
85
70
-
24
36.9%
25
49.0%
$6,371
3
60.0%
0
0.0%
English Language Learners, Low Levels of
Literacy, Cultural Barriers
1,508
1,007
-
600
63.3%
459
61.2%
$9,171
105
78.9%
207
49.5%
Exhausting TANF within 2 years (Part A
Title IV of the Social Security Act)
0
0
-
0
-
0
-
-
0
-
0
-
Ex-offenders
Ex-offenders
1,340
1,122
-
655
59.0%
510
58.0%
$7,634
129
74.6%
140
59.6%
Homeless Individuals / runaway youth
Homeless Individuals / runaway youth
701
522
-
261
50.7%
215
49.2%
$5,824
40
54.1%
46
41.4%
Long-term Unemployed (27
or more consecutive weeks)
268
172
-
158
64.0%
134
61.2%
$9,622
77
76.2%
74
63.2%
Low-Income Individuals
Low-Income Individuals
3,669
2,674
-
1,616
59.0%
1,375
59.7%
$7,630
368
73.9%
447
51.3%
Migrant and Seasonal Farmworkers
Migrant and Seasonal Farmworkers
65
39
-
27
81.8%
24
64.9%
$7,870
8
72.7%
18
64.3%
Individuals with Disabilities (incl. youth)
Individuals with Disabilities (incl. youth)
1,395
1,163
-
725
58.7%
528
53.4%
$8,079
69
69.0%
85
49.7%
Single Parents (Incl. single pregnant
women)
969
628
-
411
70.4%
358
66.7%
$7,870
112
68.7%
149
50.2%
Youth in foster care or aged out of system
Youth in foster care or aged out of system
1
0
-
3
100.0%
3
75.0%
$5,473
0
0.0%
0
0.0%
ADDITIONAL COMMENTS:
Below is a summary of the state of Washington’s PIRL submission:
▪ 2,444 total errors were addressed with hardcoded values, in order to pass WIPS edit checks successfully.
• 1,604 total records were hardcoded with a value of zero, where the “Highest School Grade Completed” was unavailable.
• 613 total records were hardcoded with the “School Status at Program Entry” status, where the “School Status at Exit” status was
unavailable.
• 119 total records were hardcoded to remove “Category of Assessment” when the pre-test wasn’t present.
• 94 unique records were hardcoded, in order to pass various other WIPS edit checks successfully.
▪ A/RTAA data prior to May 2019 was not available for reporting due to technical issues.
1
Applies to Title I only.
2
This indicator also includes those who entered into a training or education program for the Youth program.
3
Credential Rate and Measurable Skill Gains do not apply to the Wagner-Peyser program.
4
Barriers to Employment are determined at the point of entry into the program.
Numbers entered into cells in this template are the same as the corresponding "report item number" on the report specification document. Clicking on each hyperlink will take the user to the plain text language
Public Burden Statement (1205-0NEW)
Persons are not required to respond to this collection of information unless it displays a currently valid OMB control number. Respondent’s reply to these reporting requirements is mandatory (Workforce Innovation and
Opportunity Act, Section 116). Public reporting burden for this collection of information is estimated to average 30 minutes per response, including the time for reviewing instructions, searching existing data sources,
gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate to the Office of Policy Development and Research ● U.S.
Department of Labor ● Room N-5641 ● 200 Constitution Ave., NW, ● Washington, DC ● 20210. Do NOT send the completed application to this address.
Washington state WIOA annual performance narrative PY2022 31
WTB, ESD, LWDBs
WIOA Youth
OMB Control Number 1205-0526 ETA-9169
Expiration Date: 05-31-2024
Statewide Performance Report
Certified in WIPS: 9/26/2023 10:34 AM EDT
PROGRAM WIOA
Youth
TITLE (select on
e
):
STATE:
Washington
Title I Local Area:
REPORTING PERIOD COVERED (Required for current and three preceding years.)
From ( mm/dd/yyyy ): 7/1/2022 To ( mm/dd/yyyy ):
6/30/2023
Title I Adult
Title I Dislocated Worker
Title I Youth
Title I and Title III combined
Title II Adult Education
Title III Wagner-Peyser
Title IV Vocational Rehabilitation
SUMMARY INF
O
RMA
T
I
O
N
Service
Participants
Served
Cohort
Period:
Participants
Exited
Cohort
Period:
4/1/2022-3/31/2023
Funds
Expended
Cohort
Period:
7/1/2022-6/30/2023
Cost Per Participant
Served
Cohort
Period:
7/1/2022-6/30/2023
Career Services
1,547
756
$13,731,895
$8,876
Training Services
472
238
$4,192,372
$8,882
Percent training-related
employment
1
:
Percent enrolled in more than one core
program:
Percent admin
expended:
12.6%
100.0%
96.5%
BY PARTICIPANT
CH
AR
ACT
ERIS
T
ICS
Total Participants
Served
Cohort Period:
7/1/2022-6/30/2023
Total Participants
Exited
Cohort Period:
4/1/2022-3/31/2023
Youth
Employment/Education/
Training Rate
(Q2)
2
Cohort Period:
7/1/2021-6/30/2022
Youth
Employment/Education/
Training Rate
(Q4)
2
Cohort Period:
1/1/2021-12/31/2021
Median Earnings
Cohort Period:
7/1/2021-6/30/2022
Credential Rate
3
Cohort Period:
1/1/2021-12/31/2021
Measurable Skill
Gains
3
Cohort Period:
7/1/2022-6/30/2023
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
2,825
1,251
Negotiated
Targets
60.0%
59.0%
$3,663
63.7%
50.0%
Actual
800
59.1%
918
59.8%
$4,703
378
42.9%
577
35.7%
Sex
Female
1,268
546
-
363
57.8%
439
60.1%
$4,296
162
37.3%
254
34.7%
Male
1,442
651
-
420
61.0%
463
59.8%
$5,242
210
48.5%
299
36.4%
Age
< 16
42
16
-
3
20.0%
7
41.2%
$1,413
0
0.0%
3
7.1%
16 - 18
1,376
563
-
357
56.0%
391
58.5%
$4,207
199
41.8%
314
34.3%
19 - 24
1,407
672
-
440
62.9%
520
61.2%
$5,604
179
45.8%
260
39.6%
25 - 44
0
0
-
0
-
0
-
-
0
-
0
-
45 - 54
0
0
-
0
-
0
-
-
0
-
0
-
55 - 59
0
0
-
0
-
0
-
-
0
-
0
-
60+
0
0
-
0
-
0
-
-
0
-
0
-
Ethnicity/Race
American Indian / Alaska Native
149
63
-
34
38.6%
47
47.0%
$3,730
11
26.2%
28
31.5%
Asian
245
107
-
54
58.7%
68
64.8%
$5,035
24
39.3%
50
35.0%
Black / African American
452
162
-
93
63.3%
103
57.5%
$4,215
42
44.7%
47
18.5%
Hispanic / Latino
824
386
-
252
63.6%
307
66.9%
$5,699
123
42.7%
204
39.0%
Native Hawaiian / Pacific Islander
89
38
-
26
56.5%
29
53.7%
$2,808
15
50.0%
12
26.7%
White
1,641
745
-
509
59.3%
541
57.7%
$4,422
229
43.3%
392
42.5%
More Than One Race
241
96
-
56
56.6%
52
50.0%
$3,238
20
43.5%
45
32.1%
Washington state WIOA annual performance narrative PY2022 32
WTB, ESD, LWDBs
BY EMPLOYMENT
BARRIER
4
Total Participants
Served
Total Participants
Exited
Youth
Employment/Education/
Training Rate
(Q2)
2
Youth
Employment/Education/
Training Rate
(Q4)
2
Median Earnings
Credential Rate
3
Measurable Skill
Gains
3
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
2,825
1,251
Negotiated
Targets
-
60.0%
-
59.0%
$3,663
-
63.7%
-
50.0%
Actual
800
59.1%
918
59.8%
$4,703
378
42.9%
577
35.7%
Displaced Homemakers
1
0
-
0
-
0
-
-
0
-
0
0.0%
English Language Learners, Low Levels of
Literacy, Cultural Barriers
955
447
-
274
57.9%
335
64.5%
$5,068
152
41.9%
283
42.2%
Exhausting TANF within 2 years (Part A
Title IV of the Social Security Act)
0
0
-
0
-
0
-
-
0
-
0
-
Ex-offenders
307
176
-
140
59.6%
157
57.3%
$3,506
57
38.8%
62
35.8%
Homeless Individuals / runaway youth
393
195
-
117
54.2%
123
50.6%
$4,471
52
47.7%
55
28.4%
Long-term Unemployed (27
or more consecutive weeks)
1
1
-
1
100.0%
0
0.0%
$6,532
1
100.0%
0
-
Low-Income Individuals
1,113
510
-
292
58.1%
286
54.4%
$4,567
105
37.4%
238
36.7%
Migrant and Seasonal Farmworkers
5
4
-
2
66.7%
7
87.5%
$5,531
2
50.0%
1
50.0%
Individuals with Disabilities (incl. youth)
727
351
-
236
56.3%
229
57.0%
$4,011
72
43.6%
120
33.5%
Single Parents (Incl. single pregnant
women)
225
101
-
76
67.9%
80
58.0%
$5,611
29
37.7%
31
22.5%
Youth in foster care or aged out of system
109
59
-
37
53.6%
26
37.1%
$3,842
5
16.7%
14
21.2%
ADDITIONAL COMMENTS:
Below is a summary of the state of Washington’s PIRL submission:
▪ 2,444 total errors were addressed with hardcoded values, in order to pass WIPS edit checks successfully.
• 1,604 total records were hardcoded with a value of zero, where the “Highest School Grade Completed” was unavailable.
• 613 total records were hardcoded with the “School Status at Program Entry” status, where the “School Status at Exit” status was
unavailable.
• 119 total records were hardcoded to remove “Category of Assessment” when the pre-test wasn’t present.
• 94 unique records were hardcoded, in order to pass various other WIPS edit checks successfully.
▪ A/RTAA data prior to May 2019 was not available for reporting due to technical issues.
1
Applies to Title I only.
2
This indicator also includes those who entered into a training or education program for the Youth program.
3
Credential Rate and Measurable Skill Gains do not apply to the Wagner-Peyser program.
4
Barriers to Employment are determined at the point of entry into the program.
Numbers entered into cells in this template are the same as the corresponding "report item number" on the report specification document. Clicking on each hyperlink will take the user to the plain text language
Public Burden Statement (1205-0NEW)
Persons are not required to respond to this collection of information unless it displays a currently valid OMB control number. Respondent’s reply to these reporting requirements is mandatory (Workforce Innovation and
Opportunity Act, Section 116). Public reporting burden for this collection of information is estimated to average 30 minutes per response, including the time for reviewing instructions, searching existing data sources,
gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate to the Office of Policy Development and Research ● U.S.
Department of Labor ● Room N-5641 ● 200 Constitution Ave., NW, ● Washington, DC ● 20210. Do NOT send the completed application to this address.
Washington state WIOA annual performance narrative PY2022 33
WTB, ESD, LWDBs
WIOA Dislocated Worker
OMB Control Number 1205-0526 ETA-9169
Expiration Date: 05-31-2024
Statewide Performance Report
Certified in WIPS: 9/26/2023 10:37 AM EDT
PROGRAM WIOA
Dislocated Worker
TITLE (select on
e
):
STATE:
Washington
Title I Local Area:
REPORTING PERIOD COVERED (Required for current and three preceding years.)
From ( mm/dd/yyyy ): 7/1/2022 To ( mm/dd/yyyy ):
6/30/2023
Title I Adult
Title I Dislocated Worker
Title I Youth
Title I and Title III combined
Title II Adult Education
Title III Wagner-Peyser
Title IV Vocational Rehabilitation
SUMMARY INF
O
RMA
T
I
O
N
Service
Participants
Served
Cohort
Period:
Participants
Exited
Cohort
Period:
4/1/2022-3/31/2023
Funds
Expended
Cohort
Period:
7/1/2022-6/30/2023
Cost Per Participant
Served
Cohort
Period:
7/1/2022-6/30/2023
Career Services
6,349
4,776
$14,216,630
$2,239
Training Services
1,757
1,122
$2,214,494
$1,260
Percent training-related
employment
1
:
Percent enrolled in more than one core
program:
Percent admin
expended:
9.2%
100.0%
96.5%
BY PARTICIPANT
CH
AR
ACT
ERIS
T
ICS
Total Participants
Served
Cohort Period:
7/1/2022-6/30/2023
Total Participants
Exited
Cohort Period:
4/1/2022-3/31/2023
Employment Rate
(Q2)
2
Cohort Period:
7/1/2021-6/30/2022
Employment Rate
(Q4)
2
Cohort Period:
1/1/2021-12/31/2021
Median Earnings
Cohort Period:
7/1/2021-6/30/2022
Credential Rate
3
Cohort Period:
1/1/2021-12/31/2021
Measurable Skill
Gains
3
Cohort Period:
7/1/2022-6/30/2023
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
6,469
4,864
Negotiated
Targets
-
66.6%
-
67.6%
$9,678
-
75.3%
-
51.5%
Actual
3,181
64.7%
3,099
64.5%
$10,752
852
70.1%
831
54.2%
Sex
Female
2,908
2,130
-
1,475
64.9%
1,447
65.4%
$9,104
264
59.6%
290
50.3%
Male
3,428
2,647
-
1,654
64.9%
1,598
64.4%
$12,671
575
76.5%
531
57.4%
Age
< 16
0
0
-
0
--
0
-
-
0
-
0
-
16 - 18
5
4
-
6
85.7%
4
80.0%
$8,342
1
100.0%
1
100.0%
19 - 24
416
370
-
243
67.1%
213
61.6%
$8,372
85
78.0%
82
67.2%
25 - 44
3,131
2,290
-
1,473
67.3%
1,502
68.9%
$10,872
466
73.2%
468
55.5%
45 - 54
1,395
1,027
-
726
66.8%
745
68.8%
$11,476
165
63.7%
149
48.5%
55 - 59
699
520
-
339
64.3%
331
62.7%
$11,106
84
67.2%
73
47.1%
60+
823
653
-
394
52.7%
304
46.1%
$9,698
51
60.7%
58
55.2%
Ethnicity/Race
American Indian / Alaska Native
151
118
-
99
78.0%
91
76.5%
$10,804
20
76.9%
23
59.0%
Asian
653
510
-
365
69.8%
369
71.1%
$12,852
67
52.8%
86
51.8%
Black / African American
505
333
-
200
57.5%
186
59.8%
$10,019
94
72.9%
62
39.5%
Hispanic / Latino
796
587
-
358
69.9%
318
69.9%
$11,727
132
70.2%
188
62.3%
Native Hawaiian / Pacific Islander
97
59
-
69
72.6%
78
73.6%
$8,604
22
88.0%
21
67.7%
White
4,404
3,346
-
2,143
64.4%
2,089
64.2%
$10,652
564
73.4%
519
55.7%
More Than One Race
205
149
-
106
69.7%
110
72.4%
$11,922
32
72.7%
22
47.8%
Washington state WIOA annual performance narrative PY2022 34
WTB, ESD, LWDBs
BY EMPLOYMENT
BARRIER
4
Total Participants
Served
Total Participants
Exited
Employment Rate
(Q2)
2
Employment Rate
(Q4)
2
Median Earnings
Credential Rate
3
Measurable Skill
Gains
3
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
6,469
4,864
Negotiated
Targets
-
66.6%
-
67.6%
$9,678
-
75.3%
-
51.5%
Actual
3,181
64.7%
3,099
64.5%
$10,752
852
70.1%
831
54.2%
Displaced Homemakers
73
61
-
21
37.5%
22
50.0%
$8,363
5
50.0%
0
0.0%
English Language Learners, Low Levels of
Literacy, Cultural Barriers
505
346
-
254
65.0%
230
63.9%
$10,438
68
70.8%
57
45.6%
Exhausting TANF within 2 years (Part A
Title IV of the Social Security Act)
0
0
-
0
-
0
-
-
0
-
0
-
Ex-offenders
368
280
-
193
65.2%
194
67.8%
$10,305
74
76.3%
70
68.0%
Homeless Individuals / runaway youth
135
88
-
58
52.7%
54
53.5%
$7,499
17
58.6%
12
52.2%
Long-term Unemployed (27
or more consecutive weeks)
602
425
-
427
66.7%
384
65.8%
$11,188
221
75.2%
129
46.9%
Low-Income Individuals
1,036
761
-
525
61.2%
529
64.2%
$8,853
183
73.5%
116
47.0%
Migrant and Seasonal Farmworkers
42
23
-
14
73.7%
6
66.7%
$12,939
5
100.0%
13
54.2%
Individuals with Disabilities (incl. youth)
515
365
-
253
59.8%
212
56.1%
$9,349
48
65.8%
41
47.1%
Single Parents (Incl. single pregnant
women)
256
165
-
138
73.4%
124
75.6%
$9,906
61
76.3%
46
51.7%
Youth in foster care or aged out of system
0
0
-
1
100.0%
1
100.0%
$6,900
0
0.0%
0
-
ADDITIONAL COMMENTS:
Below is a summary of the state of Washington’s PIRL submission:
▪ 2,444 total errors were addressed with hardcoded values, in order to pass WIPS edit checks successfully.
• 1,604 total records were hardcoded with a value of zero, where the “Highest School Grade Completed” was unavailable.
• 613 total records were hardcoded with the “School Status at Program Entry” status, where the “School Status at Exit” status was
unavailable.
• 119 total records were hardcoded to remove “Category of Assessment” when the pre-test wasn’t present.
• 94 unique records were hardcoded, in order to pass various other WIPS edit checks successfully.
▪ A/RTAA data prior to May 2019 was not available for reporting due to technical issues.
1
Applies to Title I only.
2
This indicator also includes those who entered into a training or education program for the Youth program.
3
Credential Rate and Measurable Skill Gains do not apply to the Wagner-Peyser program.
4
Barriers to Employment are determined at the point of entry into the program.
Numbers entered into cells in this template are the same as the corresponding "report item number" on the report specification document. Clicking on each hyperlink will take the user to the plain text language
Public Burden Statement (1205-0NEW)
Persons are not required to respond to this collection of information unless it displays a currently valid OMB control number. Respondent’s reply to these reporting requirements is mandatory (Workforce Innovation and
Opportunity Act, Section 116). Public reporting burden for this collection of information is estimated to average 30 minutes per response, including the time for reviewing instructions, searching existing data sources,
gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate to the Office of Policy Development and Research ● U.S.
Department of Labor ● Room N-5641 ● 200 Constitution Ave., NW, ● Washington, DC ● 20210. Do NOT send the completed application to this address.
Washington state WIOA annual performance narrative PY2022 35
WTB, ESD, LWDBs
WIOA Wagner-Peyser
OMB Control Number 1205-0526 ETA-9169
Expiration Date: 05-31-2024
Statewide Performance Report
Certified in WIPS: 9/26/2023 10:16 AM EDT
PROGRAM Wagner-Peyser
TITLE (select on
e
):
STATE:
Washington
Title I Local Area:
REPORTING PERIOD COVERED (Required for current and three preceding years.)
From ( mm/dd/yyyy ): 7/1/2022 To ( mm/dd/yyyy ):
6/30/2023
Title I Adult
Title I Dislocated Worker
Title I Youth
Title I and Title III combined
Title II Adult Education
Title III Wagner-Peyser
Title IV Vocational Rehabilitation
SUMMARY INF
O
RMA
T
I
O
N
Service
Participants
Served
Cohort
Period:
Participants
Exited
Cohort
Period:
4/1/2022-3/31/2023
Funds
Expended
Cohort
Period:
7/1/2022-6/30/2023
Cost Per Participant
Served
Cohort
Period:
7/1/2022-6/30/2023
Career Services
81,118
70,887
$ 14,975,815
$185
Training Services
-
Percent enrolled in more than one core
program:
Percent admin
expended:
-
24.4%
N/A
BY PARTICIPANT
CH
AR
ACT
ERIS
T
ICS
Total Participants
Served
Cohort Period:
7/1/2022-6/30/2023
Total Participants
Exited
Cohort Period:
4/1/2022-3/31/2023
Employment Rate
(Q2)
2
Cohort Period:
7/1/2021-6/30/2022
Employment Rate
(Q4)
2
Cohort Period:
1/1/2021-12/31/2021
Median Earnings
Cohort Period:
7/1/2021-6/30/2022
Credential Rate
3
Cohort Period:
1/1/2021-12/31/2021
Measurable Skill
Gains
3
Cohort Period:
7/1/2022-6/30/2023
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
82,650
71,551
Negotiated
Targets
-
62.9%
-
61.6%
$7,550
-
-
-
-
Actual
42,468
63.6%
34,890
62.7%
$9,458
-
-
-
-
Sex
Female
38,531
33,470
-
20,183
63.6%
17,223
63.7%
$8,200
-
-
-
-
Male
42,019
36,324
-
21,341
63.8%
16,895
61.8%
$10,892
-
-
-
-
Age
< 16
44
18
-
4
22.2%
7
35.0%
$2,069
-
-
-
-
16 - 18
1,717
845
-
510
58.6%
539
61.0%
$4,248
-
-
-
-
19 - 24
7,061
5,711
-
3,604
67.9%
3,403
67.0%
$7,002
-
-
-
-
25 - 44
38,844
34,120
-
19,792
65.3%
16,181
65.6%
$9,621
-
-
-
-
45 - 54
16,403
14,439
-
8,743
65.9%
7,198
66.1%
$10,733
-
-
-
-
55 - 59
7,819
6,838
-
4,409
64.1%
3,550
62.3%
$10,435
-
-
-
-
60+
10,762
9,580
-
5,406
53.5%
4,012
47.8%
$8,613
-
-
-
-
Ethnicity/Race
American Indian / Alaska Native
2,386
2,073
-
1,295
62.0%
974
60.2%
$8,514
-
-
-
-
Asian
7,770
6,482
-
3,889
64.4%
3,458
65.2%
$10,482
-
-
-
-
Black / African American
7,272
6,021
-
3,228
61.1%
2,460
60.1%
$8,262
-
-
-
-
Hispanic / Latino
14,502
12,351
-
7,623
72.7%
5,757
70.6%
$8,298
-
-
-
-
Native Hawaiian / Pacific Islander
1,642
1,390
-
844
63.9%
659
63.7%
$8,488
-
-
-
-
White
48,107
41,815
-
25,053
62.5%
20,731
61.5%
$9,750
-
-
-
-
More Than One Race
2,811
2,310
-
1,277
62.1%
1,016
61.7%
$8,327
-
-
-
-
Washington state WIOA annual performance narrative PY2022 36
WTB, ESD, LWDBs
BY EMPLOYMENT
BARRIER
4
Total Participants
Served
Total Participants
Exited
Employment Rate
(Q2)
2
Employment Rate
(Q4)
2
Median Earnings
Credential Rate
3
Measurable Skill
Gains
3
Num
Rate
Num
Rate
Earnings
Num
Rate
Num
Rate
Total
Statewide
82,650
71,551
Negotiated
Targets
-
62.9%
61.6%
$7,550
-
-
-
-
Actual
42,468
63.6%
34,890
62.7%
$9,458
-
-
-
-
Displaced Homemakers
87
70
-
27
38.6%
28
49.1%
$7,563
-
-
-
-
English Language Learners, Low Levels of
Literacy, Cultural Barriers
9,718
7,823
-
4,893
68.8%
3,742
66.1%
$8,334
-
-
-
-
Exhausting TANF within 2 years (Part A
Title IV of the Social Security Act)
0
0
-
0
-
0
-
-
-
-
-
-
Ex-offenders
5,051
4,385
-
2,399
58.2%
1,797
55.0%
$7,473
-
-
-
-
Homeless Individuals / runaway youth
3,321
2,617
-
1,186
51.6%
869
49.2%
$5,924
-
-
-
-
Long-term Unemployed (27
or more consecutive weeks)
776
556
-
541
67.0%
486
65.9%
$10,759
-
-
-
-
Low-Income Individuals
14,176
11,396
-
6,198
58.9%
4,789
58.3%
$7,291
-
-
-
-
Migrant and Seasonal Farmworkers
2,946
2,689
-
1,767
80.8%
1,318
75.1%
$7,785
-
-
-
-
Individuals with Disabilities (incl. youth)
7,247
5,850
-
3,091
55.3%
2,403
52.9%
$7,700
-
-
-
-
Single Parents (Incl. single pregnant
women)
2,929
2,267
-
1,448
66.2%
1,175
64.8%
$7,691
-
-
-
-
Youth in foster care or aged out of system
110
59
-
37
53.6%
26
37.1%
$3,842
-
-
-
-
ADDITIONAL COMMENTS:
Below is a summary of the state of Washington’s PIRL submission:
▪ 2,444 total errors were addressed with hardcoded values, in order to pass WIPS edit checks successfully.
• 1,604 total records were hardcoded with a value of zero, where the “Highest School Grade Completed” was unavailable.
• 613 total records were hardcoded with the “School Status at Program Entry” status, where the “School Status at Exit” status was
unavailable.
• 119 total records were hardcoded to remove “Category of Assessment” when the pre-test wasn’t present.
• 94 unique records were hardcoded, in order to pass various other WIPS edit checks successfully.
▪ A/RTAA data prior to May 2019 was not available for reporting due to technical issues.
1
Applies to Title I only.
2
This indicator also includes those who entered into a training or education program for the Youth program.
3
Credential Rate and Measurable Skill Gains do not apply to the Wagner-Peyser program.
4
Barriers to Employment are determined at the point of entry into the program.
Numbers entered into cells in this template are the same as the corresponding "report item number" on the report specification document. Clicking on each hyperlink will take the user to the plain text language
Public Burden Statement (1205-0NEW)
Persons are not required to respond to this collection of information unless it displays a currently valid OMB control number. Respondent’s reply to these reporting requirements is mandatory (Workforce Innovation and
Opportunity Act, Section 116). Public reporting burden for this collection of information is estimated to average 30 minutes per response, including the time for reviewing instructions, searching existing data sources,
gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate to the Office of Policy Development and Research ● U.S.
Department of Labor ● Room N-5641 ● 200 Constitution Ave., NW, ● Washington, DC ● 20210. Do NOT send the completed application to this address.
Washington state WIOA annual performance narrative PY2022 37
WTB, ESD, LWDBs
Appendix 2: Evaluations, surveys and
studies
WTR background
Organizational unit responsible: Research Unit, WTB
Methodology: https://wtb.wa.gov/research-resources/workforce-training-results/
State partners involved in planning and feedback: 12 LWDBs, Employment Security Department,
Department of Social and Health Services, Labor & Industries, Office of the Superintendent for Public
Education, and the State Board for Community and Technical Colleges.
Workforce training results (WTR) funding: As the WTR evaluation examines the Adult, Dislocated Worker,
and Youth Title I programs in addition to non-WIOA programs, part of the cost of the evaluation is paid
out of the state set-aside.
Coordination with partners: WTB has worked with all of the LWDBs and relevant agencies, particularly
the Employment Security Department. The effort has been to ensure that the data is accurate as well as
meaningful at the local level. The results are produced and made available for review annually in the
fall.
Cooperation with DOL: All WTR analysis and results have been made available when requested and all
surveys and requested site visits have been accommodated.
Customer satisfaction and net impact evaluations
The Washington Workforce Training and Education Coordinating Board (WTB) conducts three
evaluation studies on a staggered schedule. Two of the research studies focus on customer needs and
satisfaction, while the other seeks to determine the return on investment for participants in workforce
training and education programs, taxpayers, and society. These include:
▪ The Employer Workforce Needs and Practices, and Satisfaction Survey (the Employer Survey)
▪ Workforce Training and Education Program Participant Satisfaction Survey (the Participant
Survey)
▪ The Net Impact and Cost-Benefit Evaluation of Washington State’s Workforce Development
Programs (The Net Impact Study)
Washington state WIOA annual performance narrative PY2022 38
WTB, ESD, LWDBs
The employer and participant surveys are conducted on a rotating basis every two years, while the Net
Impact Study occurs every four to five years. The Employer Survey was last published in early 2020, the
Net Impact Study in early 2021, and the Participant Survey is currently under development and has an
expected publication data in late 2023. The workforce training and education programs evaluated are:
▪ Community and technical college career and technical education programs
▪ Adult Basic Education programs
▪ Private career school programs
▪ Apprenticeship programs
▪ Workforce Investment and Opportunity Act (WIOA) federally funded programs
▪ WorkSource Employment Placement programs
▪ Employment services for students, youth and adults with disabilities through the Division of
Vocational Rehabilitation at the Department of Social and Health Services.
▪ WorkFirst services at the Department of Social and Health Services
As WIOA Title I is included in these evaluations, all of them are partially funded by the WIOA state set-
aside. They are all used to assess customer sentiment, which is then used as part of the continuous
improvement process for one-stop certification process.
The Employer Workforce Needs and Practices and
Satisfaction Survey
The Employer Survey is a scientific survey designed to identify employer needs and practices, as well as
employer satisfaction with workforce system services to better meet the needs of its customers. The
findings, which are generalizable to employers on average in the state, helps clarify the workforce
system’s value proposition, customer pain points, areas of improvement, and domains of strength, as
well as estimates for employer awareness of these services. The primary research objectives are:
▪ Assess the difficulty Washington employers have in finding qualified applicants
▪ Estimate future needs for skilled employees
▪ Identify types of training that employers provide themselves
▪ Assess employer awareness and engagement with the Workforce System
The Employer Survey uses a combination of mail, phone, and online collection. The latest survey sample
included 30,000 records and achieved a 6.5% response rate. A sufficiently large number of survey mail-
outs were required to reliably sample from all 12 workforce development areas. Several factors were
identified as contributing to lower response rates in the past, including survey length, bad address data,
and lack of an explicit survey follow-up strategy. Past improvements that boosted survey response rates
included reduced survey length, supplemental web-survey options, telephone follow-ups, and a cover
letter within the mailed-out survey package indicating co-sponsorship supported by the Association of
Washington state WIOA annual performance narrative PY2022 39
WTB, ESD, LWDBs
Washington Business (AWB) and Washington Chamber of Commerce Executives (WCCE). These past
improvements were applied for the redesign and administration of the 2020 survey.
Local Workforce Boards and State agencies charged with administering Workforce Development
Programs were consulted on the questionnaire development. The survey is used in the preparation of
strategic state-level workforce development plans and in the strategic plans of the Workforce
Development Councils serving 12 local workforce areas in Washington. The governor and state
legislature have used past survey estimates to prepare the budget related to workforce development in
the state.
Project Budget was approximately $200,000, with an additional estimated 480 FTE staff hours allocated
to the project at a cost of about $33,600.
The 2020 Employer Survey yielded key insights regarding opportunities for improvement in service
delivery:
▪ 70% of Washington employers claimed that finding qualified talent was their biggest workforce
challenge.
• Manufacturers are 12% more likely than all other employers to report recruitment as
their biggest challenge.
▪ Small employers (less than 20 employees) make up 90% of businesses and employ 20% of the
Washington labor force.
• Small employers are 10% more likely than larger employers to report recruitment as
their biggest workforce challenge.
• 17% of small employers that reported recruitment as their biggest workforce challenge
also reported having to turn down new business opportunities because of that
challenge. Only 2% of larger businesses turned down new business opportunities
because of recruitment challenges.
▪ Larger employers have access to more recruitment tools.
• 70% of employers that increased recruitment efforts reported successful outcomes to
address recruitment challenges.
▪ 30% of larger employers use WorkSourceWA, whereas only 9% of small employers do.
• 80% of employers that automated certain job functions reported successful outcomes to
address recruitment challenges.
• 70% of employers that lowered job requirements reported successful outcomes to
address recruitment challenges.
▪ 36% of Washington employers are unaware of the state’s workforce system services.
• 26% of employers claimed to not use state workforce system services because they think
the services do not fit their needs.
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• 12% of employers claim job candidates from the state workforce system would be the
wrong fit for their organization.
▪ Larger employers are 13% more likely to report turnover and retention as their biggest
workforce challenge.
• 11% of employers that report turnover and retention as their biggest challenge also
report having turned down new business opportunities because of that challenge.
▪ 7% of employers reported training and professional development as their biggest workforce
issue.
The complete employer survey report is thorough and includes a full description of the technical
methodology and in-depth findings. The report is available through the WTB website:
https://wtb.wa.gov/employer-survey/
Workforce Training and Education Program Participant
Satisfaction Survey
The Participant Survey is currently under development and will closely follow the methodology of the
Employer Survey. Questionnaire design is being done in collaboration with State Workforce System
partners. The objectives are to measure:
▪ Participant satisfaction with services provided.
▪ Job and occupational relevancy of training and education services, i.e., usefulness of skills
gained.
▪ The extent of which training and education services helped the participant get a job and receive
better compensation.
Data gleaned from these measures will be combined with program administrative data to determine
equity gaps in service delivery, best practices, and areas of improvement. The starting sample size for
each program is 1,300 with a target of 210 completed surveys for each of the 8 to 12 programs being
evaluated. This target is consistent with past Participant Survey response rates of between 10% to 50%.
The WTB has contracted with the Social and Economic Sciences Research Center (SESRC) at Washington
State University (WSU) to handle the administrative aspects of the survey. The survey is conducted by
phone, mail, and email over the course of two months. The survey contract with SESRC started in April
2023; data collection began in June 2023, data and reports were delivered in August 2023.
The net impact and cost-benefit evaluation of Washington
state’s workforce development programs
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The WTB serves as the state’s objective evaluator of public investments in workforce development and
maintains a dashboard of annual performance outcomes. Every four to five years, the WTB takes a
closer look at the state’s workforce development system to evaluate how well it is serving its customers
by measuring the direct economic impact programs have on participants and the broader public.
The Net Impact and Cost-Benefit Evaluation study is rigorous and detailed. While most evaluations of
workforce system programs identify average participant outcomes like earnings and employment, this
study takes it a step further by using a quasi-experimental design to estimate the causal relationship
between programs and participant outcomes. The findings produce employment, earnings, and social
assistance outcomes that are attributed to program participation itself by isolating other influencing
factors, such as prior employment history, education, gender, or race. This makes it possible to
calculate the average net benefit of these programs for individual participants, and a return on
investment to society and taxpayers.
Prior studies were contracted out to third parties at significant cost. In 2018, the WTB’s research unit
successfully replicated findings from previous studies to determine the feasibility of bringing the study
in-house, and within an acceptable level of staff time. Bringing the study in-house was made possible by
increased staff expertise and technical know-how in econometric research design, statistical
programming, and project management. An independent review was conducted to validate the
evaluation methodology used. This new approach yields several advantages:
▪ Substantial cost-savings.
▪ Standardization of research design and evaluation methodology.
▪ Study repeatability and reproducibility.
▪ Increased research unit capabilities.
These improvements make it feasible to conduct the study more frequently and make incremental
improvements to the process with acceptable fiscal commitment. Independent reviews can be
conducted periodically to preserve the integrity of the study.
The findings of this study reveal – in direct quantitative terms – the economic impact of workforce
development programs. More frequent and consistent net impact and cost-benefit evaluation of these
programs will be helpful to ongoing economic recovery, and workforce planning efforts.
The programs evaluated serve around 343,000 Washingtonians per year at an average total cost of $2.6
billion, which includes federal and state funds plus student tuition. The direct social impact – the total
economic impact of these programs – is a net gain of $14.5 billion over five years, for a social return on
investment (ROI) of $5.60 per $1.00 spent.
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From a taxpayer perspective the total cost is about $1.6 billion, with an estimated net gain in federal,
state, and local tax revenues of $1.1 billion over five years, rising to $3.3 billion over 10 years, which is a
net five-year taxpayer ROI of $0.67 per dollar spent, and a 10-year ROI of $2.02.
The programs evaluated in this study address different populations with different needs and barriers.
Because of these differences, comparing program ROI, as a means of ranking program efficacy or
allocating public resources between these programs, requires a closer look at participant barriers —
and outcomes — over time. Findings from more frequent and regularly conducted studies will help
track specific program performance, measuring improvements or setbacks over multiple years and
provide insights into larger trends in Washington state’s workforce development system.
Project budget for the independent peer review was $50,000, with an additional estimated 960 FTE staff
hours allocated to the project at a cost of about $67,200.
The complete report is available through the WTB website: https://wtb.wa.gov/research-resources/net-
impact-study/
.
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Appendix 3: Washington’s Local
Workforce Development Boards
Each of the 12 certified Local Workforce Development Boards (LWDBs) oversee their respective areas
ensuring the workforce system focuses on the local economy. LWDBs are authorized by Local Elected
Officials and Board members are appointed by the Chief Local Elected Official (CLEO). Boards are
governed by business majority, and local business leaders chair the boards. LWDBs serve local needs;
are responsive to the thinking and demands of local business and community leaders. As community-
based organizations, they are grounded by the values and commitments of the people they serve to the
vitality of that region.
LWDBs are the strategic visionaries for local implementation of WIOA legislation and funds. They
convene a diverse set of public and private stakeholders to develop workforce solutions that drive the
economic prosperity for their residents, businesses and industries. LWDBs analyze economic and labor
force data to identify targeted industries and determine where talent gaps exist; cultivate the local
partnerships needed to fill those gaps; and pursue the resources necessary to execute local workforce
development strategies, interagency initiatives, projects and programs. Their oversight of the local
service delivery system, including WorkSource, requires they determine strategic outcomes and local
performance standards.
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LWDBs understand that workforce development must directly focus upon overcoming the barriers that
limit people and our economies. Equitable recovery and prosperity require strong focus on the
untapped, underutilized talent of Black, Asian, Latinx, and other communities of color; and those who
are impacted by poverty and the justice system.
LWDBs are a group of community leaders appointed by local elected officials and charged with planning
and overseeing workforce programs and services in their area. These boards are made up of people
who represent business, education, economic development, organized labor, community-based
organizations, state agencies, and local government. Washington has 12 local workforce areas to
support locally-driven decisions and programs. These boards play multiple roles in their communities in
support of the local workforce:
▪ Convener: Bringing together business, labor, education, and economic development to focus on
workforce issues and promote strategic alignment. These collaborations strengthen our local
economy.
▪ Workforce analyst: Developing, disseminating, and assisting with the analysis of current labor
market and economic information and trends in industry sectors in partnership with the
Employment Security Department and local community-based organizations.
▪ Broker: Bringing together community stakeholders to solve common problems; aligning systems
and strategies; forging new relationships between business and education.
▪ Community voice: Articulating the issues for the needs of a skilled workforce. Demonstrating and
speaking to the effectiveness of training programs.
▪ Capacity builder and investor: Enhancing the region’s ability to meet the workforce needs of
local employers through the utilization of federal and state funds.
Washington state WIOA annual performance narrative PY2022 45
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Olympic Workforce Development
Council
Our Purpose
The OWDC leads regional workforce efforts, dedicated to the
development and implementation of innovative workforce
systems, with a focus on community prosperity and economic
well-being.
Outstanding services to businesses and great
jobs for the region’s jobseekers
This year was a very exciting time for the Olympic
Workforce Development Council serving Clallam,
Jefferson and Kitsap counties.
Finding quality talent to keep the region’s businesses
thriving has always been a huge part of what we do,
and this year was no exception. The year saw our bells
ringing at hiring events throughout the year. When a
job seeker provides a return to work or gets a
conditional offer, the customer rings the bell and all
staff stop their work, stand up and clap.
In Program Year 22/23, The region’s WorkSource
Centers held 74 multiple Employer Hiring events with
over 1,600 attendees. Over 192 on-site job offers were
made at these events. In addition, the region
conducted 39 specialized custom recruitments. These
interview events resulted in 152 additional job offers.
Serving Clallam, Jefferson and Kitsap counties
A job seeker rings the bell to celebrate being hired during a
hiring event.
Economic Security for All changes lives in the Olympic Region
Washington’s Economic Security for All (EcSA) is a poverty reduction program that aims to support low-
income Washingtonians in their pursuit of equity, dignity, and sustained self-sufficiency. The program is
designed to coordinate existing systems through intensive program navigation, local innovation, and
flexible support that fills gaps and meets needs within existing programs and regulations.
Washington state WIOA annual performance narrative PY2022 46
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The program takes an innovative approach to equitably reduce poverty, focusing on historically
marginalized populations and people with multiple obstacles to self-sufficiency. At the local level, EcSA is
run by partnerships of community service providers, includes the voices of those who have experienced
poverty, and is convened and coordinated by Local Workforce Development Boards like the Olympic
Workforce Development Council (OWDC).
In 2022, the Legislature appropriated state funds for EcSA in proviso, expanding its capacity to deliver
comprehensive and coordinated services to the 26% of Washingtonians who live in poverty.
The program’s commitment to equity and inclusion is reflected in customer demographics with over 1.8
million Washingtonians, 26% of the state’s population, currently living in households that earn less than
200% of the Federal Poverty Level (FPL) 1. Of those, more than 500,000 are children.
Here in the Olympic Region, EcSA has been a huge success and lifechanging for many of our
participants. Olympic was tasked with serving 40 individuals this first year of the State funded EcSA
program. The region’s provider knocked it out of the park and enrolled 95 participants, or 140% of our
contracted goal. In addition, we were able to provide almost $40,000 in incentive investment to our
customers so far in this innovative program.
Approximately 98% of the region’s EcSA
enrollments are also enrolled in one or more of
our WIOA funded programs. EcSA investments
have bolstered the success rate of our WIOA
participants and helped them to persist in training
when resources ran short.
One example of the successes which EcSA has
brought to local participants is Austin Wood. Wood
was enrolled in the Economic Security for All (EcSA)
program in February 2023 to receive assistance in
obtaining a CDL-A from the Port Orchard
Commercial Driving School (CDS). Wood was
unable to continue in his previous line of work.
With the assistance from EcSA, he excelled at CDS
and became the first recipient of incentives to
persist in training. As of June 2023, Wood completed training for his new position at Werner Enterprises
as a commercial truck driver and is now making $80,000 per year. Wood was extremely appreciative of
the support he received from the case management staff.
The WIOA and EcSA staff are proud of Wood’s accomplishments!
Evan Salveson presents Austin Wood his first EcSA incentive
payment at WorkSource Kitsap in Silverdale, Wash.
Washington state WIOA annual performance narrative PY2022 47
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Skookum Contract Services win Hire-A-Vet Employer of the Year
The Olympic Region is the home of Skookum Contract Services who has been awarded the 2022 Hire-A-
Vet Employer of the Year, large employer for 2022. This award recognizes Skookum's commitment to
hiring veterans. The program acknowledged that Skookum had hired 46 veterans in Washington state in
2022 and 25% of their workforce nationwide are veterans.
Founded in 1988 out of a desire to do good in the community, Skookum has carried forward their social
mission "creating opportunities for people with disabilities" in all that they aspire to be. From their
humble beginnings in small-town America, they have grown to be the best value provider of choice in
the defense industrial complex and aerospace manufacturing sectors. Skookum does this by first
investing in their people.
Skookum is dedicated to ensuring specialized recruitment, career advancement, and job training
methods are employed across the nation. Skookum is a national leader in disability and veteran
recruitment, hiring, and retention.
Regional offices win JVSG Service Awards again
The Olympic Region is very proud of our services to our veteran customers. The Jobs for Veterans State
Grant (JVSG) program is a federal program that provides funding to states to help veterans find
employment. The program encourages the improvement and modernization of employment, training,
and placement services for veterans, and recognizes eligible employees and employment service offices
for excellence in the provision of such services or for having made demonstrable improvements in the
provision of services to veterans.
The program includes a performance incentive award plan that grants states the authority to
administer performance incentive cash awards to eligible employees and employment service offices
using designated incentive award funds, and to administer nonfinancial awards using base allocation
funds according to criteria established by the Secretary of Labor.
WorkSource Kitsap won the JVSG Incentive award for 2022. In the past four years WDA1 has received
this incentive. WS Kitsap 2022, 2021, WS Clallam 2020, and WS Kitsap 2019. The area focused hard on
implementing a referral process and frontline WP POS process to ensure all eligible veterans and
military spouses receive POS at point of entry. Join us in congratulating ESD’s Veterans Team for their
outstanding services to those who have served our nation.
Washington state WIOA annual performance narrative PY2022 48
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Pacific Mountain Workforce
Development Council
The One Workforce Initiative
As of July 2022, WorkSource PacMtn fully transitioned to the
principles outlined in the TEN 13-20 and One Workforce
guidance to refine and modernize in-person service delivery.
Building on its existing framework and informed by a 2021
review of the pandemic's impact on local job markets, PacMtn
continues its steadfast commitment to customer-centric, data-
informed, and integrated service delivery.
Guided by the TEN 13-20 emphasis on strategic coordination and alignment across federal, state, and
local systems, PacMtn has refined its co-enrollment strategy to minimize service duplication. The
objective is to seamlessly channel Title 1B resources to locations where clients are already engaged,
thereby eliminating the need for separate referrals.
The One Workforce initiative remains a demand-driven system. By updating its 2019 cluster study to
include data reflecting the post-pandemic economy, PacMtn has reoriented its business solutions team
to focus on demand-responsive career pathways. The one-stop operator, in collaboration with the one-
stop operations board subcommittee, has thus redesigned the service delivery model to directly align
clients with in-demand occupations correlated to actual job orders.
This approach resonates with the One Workforce call for sector strategies, enabling a shift from the
outdated push model to a more efficient and effective pull system. By doing so, WorkSource PacMtn
ensures job seekers are matched with specific opportunities tailored to meet the demands of the local
labor market.
One Workforce PacMtn, initially launched in May 2021, began the comprehensive rollout of this
updated model in July 2022, ensuring greater alignment with federal guidelines and a more agile,
responsive system for both employers and job seekers.
Focus on Economic Security for All
In July 2022, PacMtn utilized State Economic Security for All funds championed by Washington state’s
Poverty Reduction Task Force to benefit job seekers of our region. PacMtn implemented programming
designed to incentivize participant engagement within the workforce system. The program adopted a
best practice strategy by combining financial services with career development, occupational training,
Serving Grays Harbor, Lewis, Mason, Pacific and
Thurston counties
Washington state WIOA annual performance narrative PY2022 49
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and retention services for participants in order to effectively minimize barriers to achieve self-
sufficiency.
Focus on the unhoused community
In PY22, PacMtn continued to administer The Journey 2 Jobs program to support our unhoused
Olympia community. Journey 2 Jobs provides peer navigator training and work experience for unhoused
residents in Olympia. This programming effort connected new housing-focused partners with the
WorkSource system and provides key linkages to system resources for unhoused clients.
Workforce Development for justice involved
Since 2009, PacMtn has made it a priority to provide workforce development services to those involved
in the justice system. In PY 2022, we adapted our approach in response to the challenges of COVID-19,
introduced new investments, and rolled out our One Workforce strategy. Individuals transitioning from
incarceration often face amplified challenges due to limited access to fair employment services and
resources.
Expanding upon PacMtn’s innovative certified peer counselor approach, which incorporates individuals
with lived experience, PacMtn secured Pathways Home 3 available by the Re-Entry Employment
Opportunities grant to expand pre-release services and strengthen the connection to the WorkSource
system post-release for those transitioning out of incarceration. As a result, our justice-impacted
initiatives are now seamlessly integrated into the One Workforce strategy, ensuring clients have
comprehensive access to all available resources.
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Northwest Workforce Council
Serving Island, San Juan, Skagit and Whatcom
counties
Making financial literacy a priority
The largest barrier to employment is being low income or living
in a low-income community, according to the U.S. Department of
Labor. In addition to those who are low-income and
unemployed, there is a subset of individuals who may be
described as discouraged workers. They are working, but
struggle to make ends meet, develop assets, or identify with and
advance along a career pathway. The Northwest Workforce
Council (NWC) conducts targeted and extensive outreach to
these populations to improve individual outcomes and build a
skilled and strong workforce.
Research shows financial literacy services, when coupled with comprehensive workforce development
services, leads to enhanced and enduring outcomes. Outcomes can include:
▪ Asset development
▪ Empowering the individual, and
▪ Creating a state of security, calmness, and food security.
WIOA Programs
A review of the financial literacy curricula produced by the banking industry typically includes career
decision making as the cornerstone for financial literacy. Accessing and understanding labor market
information and developing a plan to move along a career pathway is half of the equation. The other
half includes understanding money management, financial planning and, perhaps most important, how
behaviors and personal values impact resource development. While financial literacy has been a
mainstay of young adult and adult programming for years, NWC continues to contemporize service
delivery approaches through building a library of available instructional options and continuing the
relationship with other agencies and businesses that provide these services.
NWC’s Economic Security for All (EcSA) project is an innovative approach that combines comprehensive
career and training services with financial literacy aimed at increasing financial resiliency and self-
sufficiency for long-term impacts. This program has a dual generational approach to help families with
children achieve their long-term financial self-sufficiency goals by combining financial literacy training
with cash incentives, peer learning, and workforce development services. In addition to providing
services to the workforce participant, this model also provides instruction at an age-appropriate level to
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the participant’s children. This project is a strong collaboration among the community action agency
(Opportunity Council), the local Community Services Office of DSHS, and the local community and
technical colleges.
The workforce services provide comprehensive services coupled with incentives, paid in real time, for
achieving milestones on the participant’s plan. Community partners work cooperatively to coordinate a
robust, individualized mix of both financial literacy and workforce preparation services to enable the
customer to benefit from both sets of services. Individuals needing SNAP or other supportive services
are referred to the appropriate agency to remove barriers to participation.
The adults in the family participate in a series of financial literacy workshops. Upon successful
completion of the workshops, participants are then paired with a trained mentor, whose role is to assist
in goal development and then coach the person for one year through achieving short-, mid-, and long-
term financial goals. Incentives for meeting individualized financial milestones are banked and paid to
the participant upon successful completion of the one-year financial literacy component. This approach
reinforces the concept of saving a portion of earned income. The children participate in age-
appropriate financial literacy training and can earn incentives as well. Families have the option of
opening a child’s savings account to bank the incentive provided through the Opportunity Council’s
separate foundation funds.
Results in the first year:
▪ The program exceeded enrollment targets meeting 142% of target.
▪ The program achieved 92% of the goal established for individuals reaching self-sufficiency (two
earn more than $70,000 per year)!
▪ Eight families completed the financial literacy program (some have participation that starts in
2022 and ends in 2023).
▪ Eight families opened a child’s savings account.
Developing a pipeline for key industries
The Northwest Workforce Council (NWC) has a longstanding commitment to promoting pre-
apprenticeship and apprenticeship opportunities in the trades as an excellent career pathway,
particularly to support young adults, women, minorities and low-income individuals to enter careers
which enable economic self-sufficiency. One strategy used to highlight the importance of the skilled
trades as a viable employment and career option, and to create a pipeline of young adults interested in
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postsecondary careers untethered to the college
experience and expense, is showcasing the multitude
of trade opportunities. The Washington
Apprenticeship Vocational Education (WAVE) Tour is
one such event that exposes high school students
and WIOA young adults to careers in construction and
related manufacturing trades, providing real-time
interactions with journeymen and related hands-on
activities that had been run annually for 12 years.
After a three-year hold due to the pandemic, WAVE
was reinstituted and once again turned out to be a
resounding success for all who participated.
As part of a cross-regional strategy, NWC partnered
with Career Connect WA Northwest Regional Network,
registered apprenticeship programs, and nine local
trades organizations to conduct the 2023 WAVE Tour.
The event was attended by more than 400 individuals,
including school counselors, CTE teachers, juniors,
and seniors from 25 high schools, spanning across
two Workforce Development Areas (WDAs) that serve
Skagit, Whatcom, Island, and north Snohomish
counties. The hands-on experience was conducted at
the Northwest Carpenter’s Institute (NWCI) Technical
Training Center in April 2023. Each day, Carpenters,
Construction Laborers Local 292, Electricians IBEW
191, Operating Engineers, Sheet Metal Workers,
Plumbers & Pipefitters, Snohomish PUD, AJAC
Advanced Manufacturing Apprenticeships, and Puget
Sound Energy provided activities for participants to
explore trade tasks. Students from different schools
visited the NWCI Training Center each day, and
learned about salaries, benefits, and career path
opportunities in the trades while participating in
hands-on activities that introduced students to what
apprentices may do in the various trades.
In a survey of students who attended the 2023 WAVE tour:
Participants of the WAVE Tour get hands-on exposure to
construction and manufacturing trades.
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▪ 89% reported they learned more about apprenticeship programs than they had previously
known.
▪ 59% were interested in being contacted directly regarding apprenticeship opportunities.
Due to the event’s success, all parties look forward to next year’s WAVE event!
Work-based training
The Department of Labor emphasizes WIOA work-based training as a primary focus for building strong,
job-driven workforce programs that are responsive to business needs. While COVID-19 certainly
changed the dynamics within the workforce, analysts clearly predicted a shortage in skilled workers long
before the pandemic. This call to action to focus on work-based training aligns with the Northwest
Workforce Council’s strategic goals of tailoring services to be responsive to business needs, and
expanding the ways in which business is engaged with workforce activities.
Easy access options
Extensive outreach and marketing to businesses has been a focus by NWC. NWC connects with local
business in the manner that the business prefers. If a business needs in-person meetings to review
work-based training options, this is always available to them at any point in the process of becoming a
work-based training site. During 2022, NWC provided an internet site for businesses to connect and
made it more convenient to explore options to increase and enhance their workforce (NWC Connect,
Resources for Business). This new website hosts orienting information, FAQs, and applications for
businesses to become a work-based training site. Business feedback has been positive. Businesses
report that online information is handy, easily accessible, and they like the ability to fill out forms and
applications online and at a time that is most convenient for them.
On-the-job training (OJT)
NWC provided OJT business services to 12 different businesses, thus increasing the workforce
occupational skills of 44 program participants. The following example illustrates the effective use and
positive outcomes of OJT business services. Andgar Mechanical, LLC, is a business whose products and
services include heating, ventilation and air conditioning services (HVAC) in the Northwest.
In order to create a talent pipeline and attract both young adults and low-income individuals who
experience barriers to employment, Andgar developed a Career Acceleration Program (CAP) to bring on
promising candidates for employment. When Andgar learned about NWC’s OJT option, they soon
entered into a partnership to train workers newly entering the workforce. WIOA IB participants are
hired by Andgar for the eight-week CAP training where they learn proper material handling, hand and
power tool usage, construction math skills and construction job site protocols. The CAP participants are
Washington state WIOA annual performance narrative PY2022 54
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taught the National Center for Construction and Education Research (NCCER) Introduction to Basic
Construction Skills and also complete the Career Safe OSHA 10-hour construction safety course. These
two courses along with hands-on training conducted by Andgar staff in the classroom and in the field
set up CAP participants for long-term success in their new career.
Individuals that complete CAP are assessed by supervisors at Andgar, and then start orienting in a
focused career pathway in areas such as Commercial HVAC, Residential HVAC, Architectural Metals or
Sheet Metal Fabricating. After the basics are learned, further skills are gained working in the field with
seasoned technicians, allowing the participant to grow and progress in their new job.
Results: 80% of the WIOA participants successfully completed their training, meeting all Measurable Skill
Gains throughout the training period. They are now employed full-time with benefits, earning at least
$21 per hour and are on a career pathway where they can expect increased skill development and
higher wages over time.
Incumbent Worker Training (IWT)
NWC provided IWT business services to six businesses in the region’s key sectors of manufacturing and
construction. Twenty-four employees received upskill training, which increased their wages and
increased the competitiveness of the business. While the need to upskill a business’s workforce
changes based on industry, business size, and access to a qualified workforce, the following highlights
the value of this business service in rural communities.
Northwest Workforce Council has had long-term relations with the majority of small businesses in rural
San Juan County. In conversation with Armstrong Electrical Solutions regarding the challenges of
building a qualified and skilled workforce, the business was introduced to the benefits of IWT, and a
plan was put into action.
Three Armstrong Electric employees entered into a training plan to get them to journeyman electrician
status. Armstrong reports, “Through the incumbent worker program, I was able to train my current
workers in preparation for the Journeyman qualification exam. Immediately after the class, one of the
workers was able to take the test and is now a qualified Journeyman. With an additional Journeyman
Electrician staff, I have been able to hire two trainees to work under him. NWC’s IWT program has
increased my workforce substantially.”
Results: The journeyman electrician level participant is now working full-time, moving from $35 to $50
per hour. The other two incumbent worker trainees continue to make progress towards completing the
requirement for work hours and other CEU classes to be eligible for Journeyman qualification and to
test in 2024. Each journey level employee allows both the business and employees to grow and thrive.
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Work Experience (WEX)
NWC has a robust young adult program which significantly emphasizes paid work experience with
occupational and academic components for gaining both essential workforce skills and occupational
skills. While the pandemic severely disrupted this work-based training option, 2022 proved to be a year
of growth in expanding this valued business service that also meets the needs of young adults. The
strategy to bring work-based training back to pre-pandemic levels for young adults necessitated
targeted outreach and promotion of appealing options. In addition to re-engaging WEX host sites that
provide exemplary training services, NWC created new host sites that can provide training in the
region’s key sectors, thus leading to career pathways that provide high wages. One of these new work
sites, Pirate Metal Works LLC, was eager to provide training to young adults. The owner herself,
understanding the dynamics of non-traditional employment, hoped to attract women to the occupation
and was open to providing training services to any young adult interested in entering the field of
welding. Recruitment efforts were explosive. A young man and a young woman were placed and
continue their training in marine and artistic welding.
Results: In addition to the young adults mentioned above, 50 additional participants gained invaluable
work readiness, occupational, and essential skill development.
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Serving Snohomish County
Future Workforce Alliance
In 2022, the economic and labor force conditions in Snohomish
County slightly lagged the national growth rate in its post-
pandemic recovery; however, unemployment continued to
decline. Over the course of the year enrollments in WIOA and
workforce grant programs increased sharply. Employers across
most major industry sectors in the county continued to rebuild
their workforces, as the complexities workers faced in the post-
pandemic economy continued to persist.
The Snohomish County Future Workforce Alliance’s focus on facilitating an equitable recovery and
employer and worker resiliency catalyzed efforts in PY22, with a consistent focus on system
transformation and responsiveness. Guided by the Workforce Development Strategic Action Plan
(WDSAP), initiatives in PY22 continued to advance the plans’ three overarching goals:
▪ Facilitate and build a culture of collaboration among all workforce system stakeholders.
▪ Grow and diversify jobs in Snohomish County.
▪ Cultivate talent through increased skill development and opportunities for Snohomish County.
To advise the FWA on strategic priorities and to oversee the planning and execution of those priorities,
the FWA established the Workforce System Transformation Committee in PY22. This board-led
committee brings together working groups to help implement specific priorities in the strategic action
plan.
The FWA’s PY22-23 work plan is composed of targeted, short-term action items as well as continued,
sustained efforts stemming from the WDSAP and its charter, aimed at systems change and advancing a
gold standard workforce development system.
Overview of the PY2022-23 Work Plan
▪ Development of a roadmap for strengthening the delivery of WIOA- and non-WIOA workforce
services for underserved communities through community-engaged practice and WorkSource
Connection Sites.
▪ Continued advancement of the business retention and expansion team consisting of delegates
from Workforce Snohomish, Snohomish County, and local economic development to support
the growth and diversification of jobs in Snohomish County.
▪ Implementation of Workforce Compass’ job seeker portal to improve capabilities of job seekers
and employment specialists to explore careers, identify transferable skills, develop individualized
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training plans and navigate career transitions. Ensure the platform supports occupational and
skills-based training for participants aligned with employer needs.
Workforce System Transformation Committee Action Items included:
▪ Developing a community centered service delivery strategy.
▪ Developing a career and training navigation and pathways strategy.
▪ Developing a youth apprenticeships strategy.
Collectively, the three priority areas identified by the Transformation Committee are designed to evoke
stronger customer outcomes among underserved communities and employers by moving towards a
community-responsive model of workforce service development and delivery. The FWA goals, workplan
and correlating action items are inherently and intentionally connected and dependent to achieve the
desired outcomes. The implementation of the work plan is reflected in the reporting below.
Goal 1: Facilitate and build a culture of collaboration among all workforce
system stakeholders
Community centered service delivery strategy. The community centered service delivery strategy
upholds the definition of community-engagement, developing reciprocal partnerships with a wide range
of organizations with the intent of improving access and services to populations historically
underserved and disproportionately impacted by the pandemic.
Community engagement describes collaboration between the workforce development
system and the communities we serve, supporting the mutually beneficial exchange of
knowledge and resources in a context of partnership and reciprocity. – Adapted by
Workforce Snohomish from Carnegie Classification
These partnerships are diverse as the communities they serve and continue to evolve and develop,
based on need, organizational mission alignment and clear definition of community-engaged practice
and partnership.
In PY22, Future Workforce Alliance in partnership with Workforce Snohomish and WIOA Adult/DW and
Youth subrecipients continued to expand partnerships with community-based organizations.
Community-based organization partnerships. Informed by geographic data on customers served and
an increasing need among employers for talent, the board charged Workforce Snohomish with
expanding services to north Snohomish County. The cities of Arlington, Marysville, Lake Stevens and the
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surrounding area are rapidly growing. Employers in north county, particularly in advanced
manufacturing, transportation and logistics continued to report vacancies and difficulty hiring.
Volunteers of America Western Washington (VOAWW). VOAWW provides thousands of Snohomish
County residents with an array of essential services and programs, including food, early childhood and
assistance program, job search help, clothing, paperwork and application assistance, disability services
and youth center. These services and programs are delivered at certified Community Resource Centers
(CRC) located across the county, including the Arlington Community Resource Center that also serves as
a WorkSource Connection Site. Recognizing the opportunity to strengthen the connection of individuals
and households served by VOAWW to the opportunities in the local labor market, and the benefit to
WIOA participants in accessing supports provided by VOAWW; the organizations agreed to partner.
With support from the QUEST Disaster Recovery Dislocated Worker Grant, an investment was made to
support dedicated staff time supporting the collaborative design of service delivery in north county with
VOAWW. The development process began with establishing mutual understanding of how VOAWW,
WIOA Title I subrecipient, Career Path Services and Workforce Snohomish serve customers; customer
profiles, staffing models and competencies and the programs and services provided. In spring 2023,
services commenced, resulting in five referred customers enrolled in QUEST.
Advancement of the partnership with VOAWW’s CRCs and additional community-based organizations is
planned in the coming year, as the Transformation Committee advances its work plan. These
partnerships are a critical component to reaching underserved and diverse populations across the
county, supporting access to talent for existing and emerging industries and employers.
Goal 2: Grow and diversify jobs in Snohomish County
The Workforce Snohomish business engagement and retention team continued to adapt to changing
economic conditions and employer needs for talent in PY22. Despite the slight decline in overall
employment, sectors including advanced manufacturing continued to report severe shortages. The
business engagement and retention team maintained its charge to cultivate relationships with local
employers and related organizations, supporting immediate needs; while cultivating employer
relationships and a deep understanding of emerging skill and hiring needs in sectors of advanced
manufacturing, health care and social assistance, maritime and construction and infrastructure.
As job seeker activity increased, employer utilization of business services also increased.
▪ 228 unique businesses served through meaningful interactions
▪ 26 Employer of the Day events held, generating 24 offers of employment
▪ 360 job seekers attended hiring events
▪ 6 rapid response events held, serving 65 jobs seekers
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In support of increasing demand for talent, the business team focused on building their relationship
and workflow with WIOA subrecipients and system partners, as well as connecting with community-
engagement efforts to support employer hiring and skill development needs, including refugee-focused
hiring events.
Goal 3: Cultivate talent through increased skill development and
opportunities for Snohomish County.
Refugees and immigrants. Snohomish County welcomed 1,938 refugee and humanitarian immigrant
applicants for Washington Department of Social and Health Services between October 2022 and June
2023. The county’s newly arrived refugees come from countries spanning the globe, including Ukraine,
Afghanistan, Iran, Syria and Haiti. As the population of refugee’s sought assistance with their transition
to a new country, many enrolled in English language courses at local community colleges – stretching
the capacity of these programs and generating substantial waitlists. College partnerships with
community-based organizations expanded ELL capacity and workforce development programs and
partnerships mobilized to serve the population, utilizing an array of braided federal, state and local
resources.
In response to the significant community need, Workforce Snohomish directed the investment of state
funding under the Economic Security for All (EcSA) program to enhance system capability to serve
refugees living at or below 200% of federal poverty level. Workforce Snohomish and Adult/Dislocated
Worker subrecipients, Career Path Services, Pacific Associates and Refugee & Immigrant Services
Northwest (RISNW) worked collaboratively to co-enroll participants, based on their needs and
backgrounds in WIOA Title IB, EcSA and Refugee Career Pathways Initiative (RCPI) grant, funded by the
US Department of Health & Human Services, Administration for Children and Families.
▪ Subrecipients provided wraparound supports for refugee participants, including ELL referrals,
housing referrals, transportation assistance, and laptop purchases for participants to engage in
online learning.
▪ The RCPI program supported refugees with professional backgrounds to support foreign
credential assessment and facilitate workforce re-entry through occupational training or
employment.
▪ RISNW provided bilingual case managers and translation services.
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▪ Partner VOAWW provided rapid housing
assistance as well as other wraparound
supports to ensure participants could
successfully complete training and attain
employment.
In collaboration with Volunteers of America of Western
Washington, the business engagement team hosted
two hiring events focused on the Ukrainian refugee
and immigrant population. Between the two events 11
different employers participated, and over 200 job
seekers gained exposure to employers across many
industries, learned proper etiquette on approaching
recruiters, and accessed resources for job seekers
provided by WorkSource.
Data analytics. Data analytics uses various techniques
to organize and translate business data into
information for concrete action plans that are of
critical importance to business as they recover from
the pandemic and strengthen their resiliency. Data
analysts provide context and interpret data that
supports data-informed decision making and drives
strategic advantage. The persistent demand for data
analytics talent takes form both in the occupation itself
and as a skill for individuals to leverage their
professional backgrounds and education to progress
their career and/or re-enter the workforce.
Participants continued to engage with NWIRC’s 20-
week, full-time Data Analytics Bootcamp in PY22,
including a significant percentage of refugees.
Supports provided by subrecipients, Workforce
Snohomish, partnering organizations and NWIRC have
yielded strong completion rates and employment
outcomes. As intended, bootcamp graduates have
successfully obtained jobs by leveraging their prior
work experience, enhanced by the skills and credential attained in data analytics. These graduates enter
positions in a wide range of industries, including advancement manufacturing, transportation and
logistics, finance and healthcare and social services.
Michael is a Ukrainian refugee who was
connected to a case manager in March
2023. He was struggling to find
employment due to limited English skills
and a medical condition. The case manager
enrolled Michael in the Economic Security
for All (EcSA) grant and began counseling
him to overcome his barriers to
employment. They defined his goals of
working as a carpenter, his previous job in
Ukraine for over 30 years, and identified
potential employers. The case manager
created an English resume on behalf of
Michael and assisted him in sending
applications to local businesses. Due to
Michael’s friendliness and impressive
knowledge of carpentry, he was able to
make excellent impressions on multiple
employers and accepted a position in April
2023. With his new employment, he has
achieved 187% of his self-sufficiency level.
Graduates of the Washington Data Analytics Bootcamp
landed new jobs in a variety of industries.
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Cybersecurity. Subrecipients collaborated with
FOUR18 Intelligence to train dislocated workers and
adults, including a large percentage of refugees in
cybersecurity through the Tradecraft program.
Unique in its design, the Tradecraft program is a fully-
online program that utilizes real-world threat data to
feed a gamified platform integrated with industry-
standard tools that provides an experience equivalent
to performing cyber analysis professionally, with a rich
and constantly changing stream of real threats and
direct coaching feedback from professional
practitioners. Program completers received a number
of industry-recognized credentials as they progressed
through the program.
FOUR18 Intelligence provided individuals one-on-one
tutoring in addition to their standard curriculum and
established a peer-to-peer learning group to support
collaboration among refugee participants, supporting successful completions.
Youth. In PY22, WIOA youth enrollments increased sharply over the prior year, exceeding local targets.
Youth subrecipients worked to restore pre-pandemic work experience opportunities for youth
participants and strengthen collaborations with local organizations and open doors programs.
Arlington Employment Expo. The Arlington Employment Expo was a joint effort with Arlington Public
Schools, including Weston High School’s Open Doors Program. In total, there were 32 businesses in
attendance and 125 community members. WIOA employment specialists were onsite to help attendees
with resume building and other job search questions. The team provided on-site resume review and job
search support to all attendees.
Dartur was co-enrolled into WIOA Title IB in
January 2023 after being laid off from their
Network Administrator job in February
2021, and co-enrolled with the Trade
Adjustment Assistance program between
April 2021 to May 2023. They received
support from their WIOA Employment
Specialist with their job search, resume
reviews and funding for TradeCraft training.
They also received support services for
transportation, hygiene supplies, and
medical equipment so they could attend
and successfully complete training. They
obtained employment as a Network
Engineer in May 2023 making $35 an hour
for 40 hours per week.
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Apprenticeship awareness. The Snohomish & Island
County Labor Council, in partnership with Workforce
Snohomish hosted two Trade UP events in PY22.
Trade UP is an all-day hands-on event that brings
juniors and seniors together from different school
districts to explore a variety of trades and
apprenticeships that are prevalent in Snohomish
County.
The Edmonds School District Trade UP event
convened 100 students with eight different trades and
apprenticeship programs, including Snohomish
County Public Utilities District, Community Transit, and
the Laborers.
The second event was the regional Trade UP event that took place at the Livestock Pavilion of the
Evergreen State Fairgrounds in Monroe. Two hundred students from Sultan, Gold Bar, Monroe,
Snohomish and Granite Falls school districts attended. Trainers represented Snohomish County Public
Utility District, Snohomish County Public Works, Community Transit, International Union of Operating
Engineers, Machinists Institute, the Cement Masons & Plasterers Union and AJAC Advanced
Manufacturing Apprenticeships.
In the coming year, guided by the Board’s Transformation Committee and partners, we will focus on
expanding youth apprenticeship programs in Snohomish County.
Conclusion
Demand for re-training and re-employment services remains high as we enter PY23, as community-
engaged practices yield stronger access, awareness and community connection. As employer demand
for talent remains robust, new skill demands continue to emerge as new companies are formed and
traditional industries adapt and grow. At the same time, investments in infrastructure and workforce
recovery across a number of sectors further drive local demand for a skilled workforce.
The Future Workforce Alliance is excited to continue its exploration of innovative models for broadening
the pool of talent in Snohomish County through employer and partner engagement, ensuring that
business is supported in accessing skilled talent and every individual in Snohomish County has access
to meaningful work.
Participants of the Trade UP event get a hands-on
introduction to a variety of trades. Photo courtesy of Annie
Barker, Everett Herald.
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Workforce Development Council
of Seattle-King County
Serving Seattle-King County
Introduction
In PY22, the Workforce Development Council (WDC) of Seattle-
King County continued its commitment to transforming the
workforce landscape, emphasizing racial equity, job quality, and
partnership.
Throughout the year, under the Workforce Innovation and
Opportunity Act (WIOA), we served 637 adults, 611 dislocated
workers, 331 youths, and provided services to 2,549 businesses.
We dream of a Puget Sound region where economic prosperity is shared by all - where racial wealth
gaps and systemic racial inequities are remnants of the past. Our primary objective as the local
workforce board is to synchronize the needs of the regional labor market with industry and community
resources, striving for enhanced prosperity, superior job quality, and racial equity for all.
Here are our highlights for the year:
Innovative collaboration
This year built up the WDC's capacity to conduct its daily operation and raised the bar for job quality.
▪ 13 hires and promotions
▪ 3 newly created positions
▪ 3 internal promotions
Over the course of the year, the WDC gained 10 new staff members, filling seven vacancies and creating
three new positions, and promoted three internal staff.
We've always encouraged staff to engage in professional development and this year our staff took these
opportunities to heart. Team members attended conferences and training sessions across the country
to improve their skills and knowledge base, including:
▪ MIP Accounting Conference
▪ National Association of Workforce Boards Conference
▪ National Skills Coalition Summit
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▪ Uniform Guidance Training
▪ WWA Annual Conference
Advancing daily operations means smooth and united collaboration. This year, our fiscal and operations
staff researched and implemented new practices that center accountability and efficiency across the
organization. Across the WDC, we developed new procedures to align our workflows for more
streamlined teamwork.
In an intentional effort to secure the sensitive data our staff handles, our team advanced processes to
enhance delivery of accurate, reliable, and transparent data internally and externally. Working alongside
ESD, we sought to develop new solutions to best fit the needs of case management staff and local
workforce development boards. Alongside this, we conducted over 20 ETO training sessions for WIOA
Title I service providers.
The Self-Sufficiency Calculator's statewide use for all EcSA program participants was championed this
year by WDC staff. The calculator also had its infrastructure modernized, allowing for future updates to
be conducted seamlessly.
This year saw the launch of Workforce Dynamics, a data visualization tool that uncovers significant racial
inequities in King County's labor market, including employment, wages, and access to quality jobs. This
tool is an important part of our overall strategy and combined our data and communications staff to
closely examine the disparities as they exist within our regional economy and workforce.
Community engagement
This year we platformed our community members in creative ways with a focus on population-based
strategies and worker-centered storytelling
One example of intentional support to community-based organizations was our Population-Based
Strategies Pilot targeting youth impacted by the pandemic to uncover new approaches to systems
change. Service providers include Boys and Girls Clubs of King County, El Centro de la Raza, Safe
Futures, and Partner in Employment. By bringing in organizations that have historically been
disregarded and disengaged from the traditional workforce system, we will continue learning to identify,
address, and support these populations. We will continue catering our approaches to these
communities experiencing more barriers to career and education opportunities so that we can ensure
a more equitable workforce.
To better engage our community members, we also delved into new mediums of communication. We
sought to highlight the lived experiences of our participants and staff throughout our online presence
via websites and social media. Our new social media strategy sought to engage the culture of the WDC
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by showcasing our staff's lives and work journeys, emphasizing the values and mission of our
organization.
WorkSource Seattle-King County
WorkSource Seattle-King County leapt into new opportunities to develop our local system.
Providing local jobseekers with the training options to enhance their skills, the WDC and the one-stop
operator team gave a greater purpose to the use of Coursera. Featured courses were selected to align
with ESD's in-demand skills report promoting the top 25 skills listed in current job postings.
During the program year, jobseekers that connected to WorkSource-SKC enrolled in 6,389 courses
through Coursera, with 1,605 courses completed so far.
▪ 6,389 Coursera enrollments
▪ 1,605 Courses completed
Our partnership with Unite Us brought regional service providers together on a new client referral
platform. This platform, centered around the Job Seeker Request Form, simplifies the process for clients
to connect with providers and resources in their job search.
The recertification of WorkSource sites and selection of a new one-stop operator team for our local
system helped us end the program year with new plans and opportunities for continued growth going
into the future.
Partnerships
We cultivated our partnerships and emphasized the value of economic empowerment and community
building across our programs.
▪ Bank of America
▪ Seattle Storm
▪ Build2Lead
▪ Black Coffee Northwest
Through paid internships, job training programs, and pre-apprenticeship certifications, youth and young
adults were able to gain quality job experience with local employers.
Part of changing workforce development includes addressing the underlying barriers that impede
economic mobility. Programs like Employment Supports for Individuals Impacted by Criminal Legal
System (ESIICLS), King County Jobs and Housing Program, and QUEST helped provide services and
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additional financial support for vulnerable populations. These programs provided services like these to
grow skills in participants:
▪ Peer navigators
▪ Housing, rental, and tuition assistance
▪ Pathways to permanent jobs
▪ Culturally and linguistically sound community events
Featured Partners:
▪ King County Housing Authority
▪ YWCA
▪ Asian Counseling & Referral Service (ACRS)
▪ TRAC Associates
▪ Weld
▪ Chief Seattle Club
▪ Organization for Prostitution Survivors
▪ Community Passageways
Networking has strengthened our partnerships as well. Our Healthcare Industry Leadership Table (HILT)
convened leaders from small and large health care providers across King, Pierce. and Snohomish
counties to come together and improve access to the pathways for a skilled health care workforce.
The success of the HILT's Sound Careers in Healthcare event gives us added confidence as we engage
in more Leadership Tables.
Advocacy
Collective advocacy and joint efforts made a difference in our approach to developing a better
workforce system.
Policy priorities for this year emphasized equitable workforce growth, removing barriers to economic
mobility, and building pathways to quality jobs.
The State Economic Security for All (EcSA) model of Seattle-King County piloted a Guaranteed Basic
Income (GBI) program, which provided unrestricted funds, career development assistance, and financial
education and coaching to community members hit hard by the pandemic – Black, Indigenous, People
of Color, and refugee and immigrant communities.
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To address the underlying obstacles faced by our region’s most vulnerable communities, we targeted
the gaps in government aids. Members of our staff met with legislators to garner support for digital
equity and bridging programs that provide assistance to communities no longer eligible for public
benefits.
Added capacity in our staff this year led us to more deliberate advocacy pushes and coalition building.
WIOA Adult Program overview
In PY22, WIOA Adult Program providers embraced a multifaceted strategy aimed at enhancing outreach
and service delivery. This was evident in collaborative efforts with external partners: ACRS building
bridges with entities like credit unions and IT-focused organizations, while YWCA was forming strategic
alliances with groups like Community Passageways.
A significant commitment was made to promote racial equity, with a specific focus on assisting refugees
and immigrants. This included efforts by Neighborhood House to recruit bilingual career specialists, and
initiatives by ACRS and TRAC Associates to support Afghan and Ukrainian refugee communities. In
tandem with this, providers harnessed technological advancements to bolster internal communication,
such as YWCA’s dedicated SharePoint platform development. TRAC Associates’ focus on experiential
learning was the result of a long-term strategy to improve the transition from training to employment.
Overall, WIOA Adult Program providers are converging on a model that champions collaboration, places
a premium on equity, and ensures an end-to-end approach from training to job placement.
Frontline staff experience
Frontline staff across WIOA Adult providers are emphasizing continuous professional development, with
organizations like ACRS and Neighborhood House investing in training sessions ranging from
SharePoint to motivational interviewing. Collaboration stands out as a central theme; TRAC Associates’
partnerships with ESD and YWCA’s collaborations with IRC, Urban League, and Consumer Direct Care
Network Washington reflect their drive to broaden impact.
To bolster efficiency, providers are incorporating tools and technologies; for instance, ACRS utilizes
SharePoint for scheduling, while YWCA employs financial planning tools for job seekers. Initiatives like
YWCA’s Ethical Storytelling Workshop highlight a commitment to principled and respectful client
interactions.
The overarching goal for staff is comprehensive service delivery. The collaboration between YWCA and
PIM Savvy, aiming to guide participants toward essential DSHS services, and the services of ACRS at WS
Rainier and Auburn, showcase the diverse ways providers are ensuring comprehensive support.
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Challenges
WIOA Adult partners face many challenges in providing comprehensive workforce development
services. The job market presents difficulties such as decreased demand for specific roles, like
manufacturing and phlebotomy, and saturated sectors like IT and finance. Bureaucratic hindrances,
including lost paperwork (especially for selective service registration and essential documents for
enrollment), and prolonged exception requests for specific trainings or programs, complicate
enrollment processes.
Additionally, language barriers, especially among Cantonese and Vietnamese speaking clients,
combined with digital literacy needs, pose service accessibility issues. Staffing and training issues were
prevalent in PY22, ranging from general understaffing to the need for improved training modules in
everything from data entry and system usage to staff’s emotional and professional needs.
The financial fallout from the pandemic has intensified the need for rental aid among participants,
prompting partners to seek further funding for extended assistance for clients. Over the year, client
interactions sometimes proved challenging, and staff have expressed desire for peer support groups to
help handle the challenges and emotional toll associated with difficult clients. There remains a need to
streamline the enrollment process and implement digital tools like Cognito Forms to enhance service
efficiency.
Sector-based programming
Across the WIOA Adult partners, there is a drive towards forging collaborations and amplifying sector-
based training. ACRS showcases versatility with diverse collaborations, from manufacturing to IT, while
Neighborhood House and TRAC Associates emphasize targeted employer partnerships and the
expansion of work-based learning sites respectively. YWCA stands out with its multi-faceted approach,
encompassing health care partnerships, city recruitments, employment-centric events, and pronounced
corporate synergies. A notable feature is YWCA’s forward-thinking in the realm of 5G
telecommunications, combined with its youth-centric initiatives. Collectively, these endeavors
emphasize the partners’ commitment to inclusive workforce development prioritizing equity.
WIOA Dislocated Worker Program overview
In PY22, the WIOA Dislocated Worker providers showcased dedication and adaptability in addressing
the needs of their communities.
Community engagement and collaborations
Providers have been deeply committed to community engagement. ACRS formed notable partnerships
with Unite Us and various CBOs, particularly emphasizing support for the Vietnamese-speaking
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demographic. Pacific Associates bolstered their connections with educational institutions such as the
Lake Washington Institute of Technology and actively participated in outreach events. TRAC Associates
emphasized outreach to the African-American community and trained new staff to serve LEP clients.
Rapid response and supportive services
Providers were quick to respond to immediate community needs. ACRS stood out in its rapid response
services to companies like Greenleaf and Blue Nile, ensuring support during layoffs. Pacific Associates
also noted their increased efforts adapting to challenges arising from regional tech layoffs. TRAC
Associates focused rapid response efforts on addressing individualized client needs.
Challenges and adaptability
Despite facing significant challenges, providers remained adaptable. ACRS contended with significant
rental assistance needs and barriers of technology access and English proficiency. Pacific Associates
navigated challenges posed by the tech industry layoffs and uncertainty about the future of the agency
amid a restructuring, choosing to prioritize client welfare. TRAC Associates tackled diverse challenges
from managing specific client demands to navigating administrative barriers.
Sector-based programming
ACRS continued its collaborations with educational and skills training institutes. Pacific Associates
initiated a promising partnership with All New LLC, a Black, female-owned business. Meanwhile, TRAC
Associates developed a plethora of work-based learning sites across sectors like construction, health
care, IT, and transportation.
WIOA Youth Program overview
During PY22, the work of WIOA Youth providers could be characterized by several themes. First was an
emphasis on diverse work-based learning initiatives. Boys and Girls Clubs of King County (BGCKC)
recognized and adapted to the dynamic needs with robust programs like Advanced Manufacturing
Academy as well as new pre-apprenticeships in a range of disciplines. Partners have shown how
collaboration enriches program offerings, from initiatives like Evergreen Goodwill’s work with Boeing to
BGCKC’s partnership with AJAC and Federal Way Public Schools, and Urban League’s efforts with the
University of Washington’s AVELA program.
As partners have expanded program offerings, it has been important to cultivate operational efficiency
to support enrollment. Several organizations have leveraged tools, classes, and outreach mechanisms
to broaden their impact. King County Education & Employment Resources (KCEER) showed a robust
emphasis on academic and post-secondary pathways, with a focus on facilitating transitions to higher
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education and ensuring academic excellence. Finally, all providers emphasized the importance of
consistent engagement and support, building initiatives that prioritize a nurturing and comprehensive
development environment for youth.
Youth outreach efforts
The past year was marked by strategic and impactful outreach initiatives across partner organizations.
Central to these efforts was the establishment of strategic partnerships with educational institutions.
BGCKC, for instance, has collaborated closely with prominent school districts to roll out career
readiness and internship programs, preparing students for future employment opportunities.
Meanwhile, community engagement from organizations like Partner In Employment (PIE) and YMCA
Social Impact Center resulted in job fairs and community events, hosted with a range of partners. King
County Education & Employment Resources (KCEER) located at Shoreline Community College Learning
Center North (LCN) has implemented a revamped targeted outreach strategy that is especially notable,
focusing on inclusivity through regular engagement with diverse community entities, from schools and
religious groups to community agencies. Mentorship initiatives, like BGCKC’s partnership with Blacks at
Microsoft, enriched these outreach endeavors, offering youth invaluable interactions with professionals
and insights into diverse career pathways. The collective drive across these initiatives aims for a future
where youth are not only well-informed but are also actively inspired to explore a spectrum of career
opportunities.
Challenges
Across WIOA Youth organizations, several shared challenges have emerged in the execution and
delivery of programs. Central among these was the issue of communication and turnover, with
organizations like PIE experiencing disruptions due to frequent personnel changes at partnering
entities, which strained their capacity as a program lead. Recognizing these challenges, PIE plans to
revise its partnership model for future cycles. Another significant bottleneck has been enrollment
documentation delays, which impedes the swift progression and realization of program objectives.
Wage disparity was an additional challenge among program participants. This was especially
pronounced at LCN, as their internships were forced to compete with high wages offered by local
businesses. The inability to match or increase these wages, due to factors like County policies, further
compounded the challenge. In response, LCN is focusing on shorter-term training opportunities leading
to a Work Experience (WEX), with community collaborations such as those with car dealerships for
automotive programming.
Additionally, organizations are grappling with the dual challenges of staffing and efficient training, with
providers such as Urban League playing catch up to staff and train their two full-time case managers at
Foster High School. Training for the inefficiencies of the state ETO database add administrative burden
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to partners. These challenges are further magnified by the need to adapt to competitive external
factors—LCN’s struggle with the allure of higher wages in local job postings reflects a broader challenge
to meet the cost of Seattle-King County’s economy with competitive training programs.
Work experience and career-connected learning
WIOA Youth providers have focused on a few major areas to improve their work experience and career-
connected learning programs. First is the shift from traditional job readiness training to real-world
applications, as organizations like BGCKC are focusing more on tangible internships and
apprenticeships. This is complemented by comprehensive training programs championed by entities
such as the Urban League, which equip participants with a gamut of skills, ranging from resume crafting
to holistic job readiness strategies.
Collaboration remains paramount, with many organizations forming alliances with external partners to
ensure work experiences resonate with industry demands. The YWCA embraces digital tools and online
platforms, and the Y Social Impact Center’s weekly Job Club also plays a pivotal role in connecting youth
with potential employers and providing career guidance.
While theoretical knowledge forms the foundation, organizations are putting significant weight on
practical skill enhancement, be it through mock interviews, networking training, or other hands-on
training modules. Feedback continues to inform new processes, with community insights from
YouthSource indicating that comprehensive, thorough training reduces onboarding times and
maximizes program effectiveness and employer satisfaction.
Employer engagement
The business services team (BST) continually works with providers to align the dynamic workplace
needs of youth programming. This includes the dissemination of job opportunities, ensuring that youth
providers remain well-informed with available opportunities. A strategic, sector-specific engagement is
the goal as providers like BGCKC work in tandem to foster industry-relevant connections. At the same
time, KCEER stresses that referral mechanisms must be refined to guarantee impactful and efficient
connections. Evergreen Goodwill leverages both community touchpoints and digital avenues,
showcasing the power of a multifaceted approach in employer engagement. Evergreen Goodwill
showed success with their strategic use of social media, compelling flyers, and sharing personal success
stories in outreach, leading to an increase in participation.
WIOA business services team
In PY 22, the business services team handled over 300 inquiries and provided more than 400 referrals
to local workforce development entities. Their involvement was instrumental in organizing events
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engaging over 450 employers and 3,100 job seekers, with notable interactions with 250 local public
workforce partners. In response to 38 WARN notices affecting nearly 10,000 workers, the team
supported over 700 businesses and affected workers with dedicated layoff presentations. Collaborating
with the WDC’s communications team, the team updated WorkSourceWA to streamline business
inquiries, and implemented a new intake process to foster more effective communication. In media, the
team expanded its outreach with a Seattle Times interview regarding our rapid response program
services. Proactive participation in business events culminated at the 2023 WA State Employment Law
and HR Conference, reaching over 500 HR professionals.
King County business landscape
King County remains a core economic engine, with 63% of Washington State’s top 75 publicly traded
firms by FY 2021 revenue. Cities like Seattle, Bellevue, and Redmond lead this drive. The region’s
economic strength lies in its diverse industry landscape, ranging from tech giants like Microsoft to
traditional retailers like Costco, and isn’t reliant on a single sector. Moreover, 85% of the state’s top 100
privately owned companies from various sectors also call King County their home, bolstered by
significant government and health care employment. The dynamic job market here caters to various
roles, from professional to blue-collar positions, with health care and tech sectors leading in job
postings.
Challenges in the King County business environment
While the county’s economic landscape is robust, challenges persist. The most recurrent business
concerns relate to workforce shortages across industries and roles. Factors like the county’s aging
workforce, high cost of living, and issues around transportation, childcare, and housing further
exacerbate these challenges. As per U.S. BLS data, a single person needs to earn an annual income of
$86,303 to sustainably live in King County. The cost inflation also reveals that the Seattle Metro Area
exceeds the average US city by 2% in terms of living costs. Job postings data indicates a declining trend
over the past two quarters on WorkSourceWA, although postings on platforms like Indeed have seen a
surge.
Engagement and partnerships
Aligning with WDC’s Regional Workforce Plan, we emphasize the importance of fostering partnerships to
enrich the business environment. Our collaboration extends to 26 chambers of commerce and city
economic entities within King County. This year alone, we’ve engaged with 13 chambers and have
partnered with influential business organizations like the Washington Small Business Development
Center (SBDC), local chapters of the Society for Human Resources (SHRM), and the Association of
Washington Businesses (AWB).
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Economic Security for All
Economic Security for All (EcSA) has become one of the most important additions to the suite of
workforce development programs available to the public.
Central to this work in King County is the EcSA stipend, a flexible cash payment provided using state-
allocated funds which has proven instrumental to fostering tangible change in the lives of recipients.
Whether it's transitioning from prison to a new career or ensuring one can commute to a job, financial
support at critical moments can be transformative.
But the journey to economic security is not without its challenges. From logistical issues around class
schedules to language barriers, providers have had to adapt and innovate to ensure that their offerings
meet the unique needs of every client. The collaboration between various organizations underscores
the importance of partnership in these endeavors. Neighborhood House's symbiotic relationship with
ESD staff and TRAC Associates' extensive enrollment approach exemplifies the innovative ways
providers work to meet their goals. ACRS' deep community relationships help to reach customers who
are intimidated by the large amount of paperwork required for enrollment.
Incentives have played a pivotal role in maintaining engagement and fostering commitment. The
integration of the Benefit Cliff Calculator has helped to ensure that aid benefits recipients without
unintended repercussions. From financial incentives for training completion to rewards for sustained
employment, this flexible aid, whether through direct deposits or specific assistance like rent payments,
helps to provide immediate support and long-term stability.
Basic Food Employment and Training
In the past year, both Pacific Associates and ACRS have shown dedication to the BFET program by
amplifying their outreach efforts. Pacific Associates zeroed in on unhoused individuals, with consistent
engagement at The Gateway shelter, and strengthened ties with North Seattle and Auburn WorkSource
offices, leading to heightened enrollments. Concurrently, ACRS bolstered their recruitment and job
development, collaborating with a diverse range of partners from Dress for Success to the Boeing
Museum of Flight. Notably, they hosted a pivotal meet and greet event for Afghan Refugees, aligning
with their QUEST outreach plan. Across both entities, there's a pronounced emphasis on individualized
support through intake assessments, ensuring participants are not only informed but effectively
integrated into the program.
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WorkForce Central
WorkForce Central’s task is to continue to look for ways to
improve services that meet the needs of our different
customers. This is an ongoing statement that we are dedicated
to assist customers. We recognize that customer voices are
different, and our goal is to meet customers where they are and
help them grow. We continue to listen to our experienced
partner providers and educators and the incredible customers
who shared their voices so we could improve, expand, and
create. You will see all the exciting work we have done this year
based on the voices and feedback from our community.
Serving Pierce County
Diversity, equity, access and inclusion
WorkForce Central continues on the journey to bring equity and diversity into the Pierce County
workforce development system. We continue to approach the goal and how we respond to it a number
of different ways, from outreach to our underrepresented communities and updating policies and
procedures, to bringing in system partners to focus on serving our local communities of color. Most
importantly, we are making sure customer voices and communities have an opportunity to be heard
when it comes to programs and services. We know this was stated last reporting period but this is so
important to the community that it is something we will never let go of.
Our staff continues to take steps to increase their knowledge and understanding of diversity, equity,
access, and inclusion (DEAI) work. Below is a timeline that highlights some of our journey:
RFP technical review – July 2022. We continue to look at our contracting processes finding items we
need to change and update. Customers and staff have responded well to the process changes and
work to review each year for updates.
Lunch and Learn – August 2022. We continue this work by reading books about the subject and sharing
the information with staff members. It has helped with our connection to each other and
understanding the world in which we live. This has helped us write better contracts, create better
engagement with the public and create better programs for our customers.
Facilitation training – August 2022. Staff is utilizing results-based facilitation that helps groups move
from talk to action and reach collaborative results.
Survey on public website – October 2023. We continuously use the website information to improve
customer experience. This is an ongoing activity.
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Bridging the gap between job seekers, workers and employers
Young adult internship program
In July 2022, WorkForce Central shifted the young adult service delivery from the piloted consortium
model to a focused core partner provider model. During the consortium pilot WorkForce Central
learned that the core provider model allows for direct connections per the varied needs of young adults
within the workforce system and streamlines reporting otherwise required of multiple providers. The
core providers are Career TEAM, and Palmer Scholars. These two core providers report on services
received by young adults in removing barriers to accessing employment, education and training,
regardless of the organization providing these services.
While both core providers serve young adults across the county, their strengths and contributions
differ. Career TEAM offers a welcoming environment to young adults accessing WorkSource Pierce as
well as having a strong presence within the community where youth are experiencing barriers. Career
TEAM serves both in-school and out-of-school youth to meet their goals of employment and/or
education. Palmer Scholars’ mission is dedicated to serving young adults of color through
apprenticeship, education and employment.
Connecting employers into the community
Workforce Central’s business solutions team has worked diligently to move the ball forward on
partnerships, projects and customer service. Working with our community engagement team, we
identified a strong need for employers at our mobile One-Stop Collaboration for a Cause events. This
past year, Business solutions recruited over 60 employers for the events who engaged with more than
710 job seekers in attendance. Working with employers, our chambers of commerce, and our
community engagement team, we have brought employers to the forefront of visibility in Pierce
County.
Industry training programs
Employers across high-demand industries throughout Pierce County are seeking qualified job seekers
to fill positions that provide living-wage employment. In August 2021, WorkForce Central responded to
this need by building a strong pool of technical training providers through an RFP process to deliver
employer-driven, rapid reskill and upskill cohort trainings to build the talent pipeline in these high-
demand occupations. The Business solutions team has offered five different industry specific cohort-
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style training courses over the past 18 months. The
industries include health care, water treatment,
advanced manufacturing, IT and cybersecurity.
To date, 15 training cohorts have been completed
with an estimated 275 students taking part – 88
students were eligible and enrolled in WIOA. These
training opportunities have assisted job seekers in
building their career pathway, which has led to
employment opportunities, apprenticeships or further
education.
Students learning in class at Manufacturing Academy, an
industry training program partner.
Employer Reskill/Upskill Fund
As recovery has progressed, the gap between available workers and open job opportunities has created
significant sustainability challenges for employers. This workforce shortage has impacted the supply
chain and inflation. To assist employers in retaining workers, we developed an employer reskill/upskill
fund (incumbent worker program) designed to increase business and employee competitiveness and
avert layoffs. This will allow businesses to maintain their workforce, averting potential layoffs, by funding
existing staff to obtain the skills and credentials needed to retain and grow in their employment. Each
business is able to determine and develop the training that suits their staff specifically. These trainings
so far have included CDL licensing, de-escalation training, software training (office management),
software training (payroll system), specialized machine drilling, Lean Kaizen, and Six Sigma training.
The results of these training courses have been an increase in employee retention, professional
development for staff, promotional opportunities and an increase in wages.
Paid internship milestone reached
WorkForce Central, in collaboration with its service providers, has achieved the significant milestone of
awarding $1 million in wages to interns. This has also translated to substantial savings for businesses.
Over the past four years, these interns have cumulatively dedicated 69,572 hours of service to 120
Pierce County businesses.
Pierce County Internship Convening
WFC business solutions will continue to bring together local paid internship programs. The focus of
these gatherings is to discuss best practices, exchange insights, and mutually support each program.
The ultimate goal is to offer a comprehensive support system for the young adults in our community.
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Exploring new funding avenues
WFC is actively searching for new funding avenues for its annual young adult paid internship initiative.
While programs such as the ARPA Hire Pierce County Next Gen and the WIOA Work Experience
Program have seen success, our aim is to discover ways to not only replicate their achievements but
also ensure they continue to provide meaningful work experience opportunities for young adults
throughout the year.
We are expanding our work into sectoral partnerships and exploring methods to fund sector-driven
strategies. Our work with advanced manufacturing and construction sectors proves there is growth and
sustainability in these fields, and they are the starting point for our sectoral strategy.
Collaboration for a Cause
Collaboration for a Cause offers an easy way for
individuals and families to access resources and
employment opportunities right in their own
community. The events first began in 2020 to serve
communities struggling during the pandemic. It has
grown into a large-scale collaborative event that
connects people to resources and services to find
stability and quality employment. No two
Collaboration for a Cause events are the same – each
one is catered to the identified needs of the host
community.
▪ At Collaboration for a Cause: Puyallup on March 16, we had 256 participants and 976 self-
referrals. Fifty-two vendors provided a connection to a variety of resources and services,
including education and technical training, employment, health, basic needs, youth and young
adult services, and more. There was on-the-spot hiring from Boeing with computers available
and assistance for applications, as well as free services for taxes.
▪ On Nov. 1 at the Tacoma Dome, Collaboration for a Cause: Pierce County provided a connection to
a variety of resources and services, including education and technical training, employment,
health, basic needs, youth and young adult services, and more with a wraparound approach.
Employers, education providers, and organizations throughout Pierce County connected with
our community in one place at one time to support generational sustainability and a multi-
generational approach to careers and career development. We expect over 120 vendors and
over 1,000 people to attend the event.
Community members register as they enter Collaboration for
a Cause: Puyallup.
Lens of Equity Summit
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The first annual Lens of Equity Summit was held
on May 18, 2023 at Clover Park Technical
College’s McGavick Conference Center in
Lakewood. Presented by the Pierce County
Community Engagement Task Force (powered by
WorkForce Central), the conference provided
tangible tools and information on how to build
healthy diversity, equity, access, and inclusion
(DEAI) frameworks for organizations, leadership,
individuals, workplaces, and our community.
Featuring keynote speakers, presentations and
workshops, educational resources, and more,
the summit demonstrated how organizations,
businesses, and individuals can be action-
oriented in implementing equity work in Pierce County. Rather than having more general or generic
discussion, the Lens of Equity Summit focused on specific and actionable steps you can take starting
tomorrow to truly implement DEAI work and effect greater change. The summit sold out 250 tickets in
March after early bird tickets were released in February.
Figure 1: Training services, certificates and credentials. Training Services, Certificates, and Credentials
obtained by customers in Pierce County from all programs between July 2022 and June 2023.
143
135
28
17
15
9
8
5
4
4
3
2
2
2
2
1
1
1
1
0 20 40 60 80 100 120 140 160
CDL
Other
Pre-Apprenticeship
Dental Assistant
CAN
Waterversity Cohort
Tractor Trailer Driving
Medical Administrative Assistant
Business Bootcamp Series
Forklift
Amazon Web Services
Certified Supply Chain Professional
CPC Medical Billing & Coding
Emergency Medical Technician
Welding
Certified Administrative Assistant
Certified Personal Trainer
Phlebotomy
Real Estate
Special guest Ronaldo Hardy opens at the Lens of Equity summit in
Lakewood with a keynote called Shatter the Glass.
Washington state WIOA annual performance narrative PY2022 79
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Lead a movement for DEAI
DEAI is more than just a phrase to us; it's a fundamental value that guides our actions. Our mission now
places DEAI at the forefront, recognizing it as an essential pillar of our work. We believe in accountability
and responsibility in our services and how we represent ourselves as an organization.
Workforce Central is committed to DEAI internally and is a proud driving force of the Pierce County
Community Engagement Task Force. This collaborative initiative underscores our dedication to serving
our communities, irrespective of geographical or demographic boundaries, with a strong focus on
equity. Our unwavering support for our community and colleagues continues as we strive to bring
economic mobility to all residents of Pierce County.
The Pierce County Community Engagement Task Force has made significant strides in advancing
Diversity, Equity, Accessibility, and Inclusion (DEAI) within our community. Our commitment to serving
the community has resulted in over 1,000 individuals and families receiving support, with more than
$150,000 in donated goods distributed to those in need. Notably, the Collaboration for a Cause event is
a highlight of the year, bringing together over 100 employers and a wide range of resources to connect
community members with quality employment opportunities and vital services. This event, open to the
public and free of charge, facilitated direct engagement with employers, on-the-spot job interviews, and
on-site resume assistance. It is a holistic experience that addresses diverse needs, from essential
support to specialized resources for various communities. The Pierce County Community Engagement
Task Force remains dedicated to promoting DEAI principles and fostering an inclusive environment. We
are immensely proud of our community's resilience and the positive impact we have collectively
achieved, continuously supporting the goal of making Pierce County a more diverse, equitable,
accessible, and inclusive place for all.
Figure 2: Customers served by program between July 2022 and June 2023
Business
Solutions
Employers
Served, 810
WIOA Adult, 427
WIOA Dislocated
Worker, 396
Fed EcSA, 248
WIOA Youth,
227
State EcSA, 135
Employees Up-Skilled, 99
Training Cohort, 79
Quest NDWG, 57
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Economic Security for All (EcSA)
The Federal EcSA grant was originally secured in 2019. The award of State EcSA in July 2022 provided an
additional $745,364 to continue to serve individuals below 200% of the federal poverty level across
Pierce County. By the end of June 2023, a combined 650 people were connected to jobs, training,
financial literacy coaching, education, and resources supporting their future of rising above poverty.
While enrolled in the EcSA program, customers are provided with career guidance, labor market
information, career research assistance, short-term training, job search and job placement assistance,
interview preparation, resume building, personal branding and networking assistance, resource and
partner referrals, paid internships, and on-the-job training.
WorkForce Central is excited to continue growing in collaboration with all of our partners, customers,
educators, and businesses! We cannot wait to see what is around the next corner and look forward to
all the exciting work to be done in our community!
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Serving Clark, Cowlitz and Wahkiakum counties
Workforce Southwest Washington
As Workforce Southwest Washington (WSW) wraps up its 20th
year of service we remain committed to creating a region where
economic prosperity and growth exist for every person. We are
guided by our strategic plan and its three pillars of business
growth and recovery, economic mobility and systems change.
Business recovery
Quality Jobs Initiative. WSW’s Quality Jobs Framework is a
blueprint of actionable, detailed strategies organizations can make to create inclusive and equitable
quality jobs, improve work conditions and aid in employee recruitment and retention.
This public and private regional initiative aims to advance an equitable economic recovery and address
long-standing inequities and disparities while helping businesses navigate the post-pandemic economy.
The Quality Jobs Initiative will help increase the number of good jobs and improve the regional economy
for everyone, especially those hit hardest by the pandemic.
In 2023, WSW released quality job guides for each of the standards to provide companies with a
roadmap of tools, actions and metrics to implement the quality job standards of self-sufficiency wages,
workplace safety, worker engagement, comprehensive benefit programs, predictable scheduling and
hours, accessible hiring and onboarding, and training and advancement opportunities. Each guide
includes in-depth information on the specific standard, guidance and resources to implement the
strategies, and a fillable worksheet to guide businesses.
WSW understands that companies may need support and assistance to implement quality job
standards. To that end, WSW is seeking consultants specializing in human resources, diversity, equity,
inclusion, accessibility, and other areas to work directly with interested companies.
Connecting companies with candidates. As companies continue struggling to recruit new workers to fill
their open positions, WSW and its WorkSource centers host hiring events where companies can meet
potential candidates. Some events are industry specific as when WSW partnered with our region’s High-
Tech Council (HTC) to host a hiring event to fill more than 70 manufacturing job openings. The event
was held at a community college to enable students to participate while also providing a venue easily
accessible to the public. Job seekers gained information about companies and their job openings and
participated in pre-screening interviews.
The WorkSource centers hold hiring events monthly in Vancouver and quarterly in Kelso to connect
companies with candidates. A recent Vancouver event drew 206 job seekers. The excellent turnout is
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attributed to WorkSource staff and partners sharing event information with clients and ongoing
outreach including social media, email, radio spots and bus signs.
Economic mobility
One of WSW’s strategic plan goals is creating an equitable economic recovery by providing access to
high-quality employment and advancement opportunities. Several of the grants we oversee contribute
to this by holistically serving families, individuals facing barriers to employment, and historically
unprioritized communities.
Economic Security for All (EcSA). WSW’s EcSA grant, called Thrive locally, provides training and support
services like rent and transportation assistance, work clothing and child care to individuals and families
experiencing poverty in our rural communities. Launched in 2020 in two adjoining neighborhoods in
Longview and then expanded to all of Cowlitz County and Wahkiakum County, the goal is to lift families
out of poverty. So far, 521 people have enrolled in the program, 43 have engaged in training and 129
participants were placed into unsubsidized employment. Services will be expanded into Clark County in
the next program year.
Employment recovery. Our COVID-19 National Dislocated Worker Grant was aimed at connecting those
negatively impacted by the pandemic with training and job opportunities, specifically, those considered
to be dislocated workers and long-term unemployed. We ended above target on all enrollments and
exits to employment.
Figure 1: Employment Recovery Performance Goals and Outcomes
Outcome
Goal
Realized
Total planned participants
41
108
Number of participants in career and training services
30
98
Employment exit
35
47
Participants in disaster relief related employment*
11
12
*Employment related to the delivery of humanitarian assistance (related to saving lives, alleviating suffering and
maintaining human dignity in the immediate aftermath of the disaster—often including activities such as the
provision of food, clothing and shelter).
Opioid recovery. With funds from another COVID dislocated worker grant, we partnered with recovery,
reentry and health organizations to provide services to those impacted by the opioid epidemic. Through
these partnerships, 272 individuals received assistance with career advising, training and support
services to help them seek permanent employment. As a result, 158 participants returned to work. The
average annual wage at employment was $47,611. Six participants received training in fields that can
have a positive impact on the opioid crisis.
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One hundred and nine participants received supportive services such as auto repair, DOT physical, gas,
work-related licensing fees, practice tests, study materials, work clothing and more.
Figure 2: Opioid Recovery Performance Goals and Outcomes
Outcome
Goal
Realized
Participants Receiving Career Services
90
315
Participants Receiving Training Services
40
71
Participants Receiving Supportive Services
90
109
Participants Entered Employment at Exit
45
158
In addition, WSW donated technology equipment to three recovery organizations for participant
training and job search activities. WSW also hosted two events for businesses and partners to learn
how to be recovery-friendly workplaces. More than 175 people attended to learn about the benefits of
hiring people in recovery and how to support employees facing substance use disorder.
Youth investments. Our region’s youth career and employment center, Next, provides education,
training and support services for young adults ages 16 to 24. Since opening in 2018, Next has served
more than 900 young adults.
Next provides internships and apprenticeships to enable young adults to gain work experience and
develop transferable skills that can be used in future jobs. More than 187 individuals have participated
in these opportunities. Nearly 40% of youth served through Next enter unsubsidized employment.
Other paths participants take include secondary or alternative school, post-secondary education, part-
time employment, military service and apprenticeship.
The young adults served through Next come from diverse backgrounds. Nearly 60% have not earned a
high school diploma while almost 33% have a high school diploma or GED. The remainder of
participants completed some college, post-secondary degrees and/or certifications beyond high school.
In 2023, Next released a new strategic plan to guide the organization over the next three years. Next
aims to reach and engage youth to connect them with accessible, individualized services to empower
them with the skills and competencies to succeed in education and career pathways. The plan also
outlines goals to engage with businesses to make youth exiting Next a first choice for hiring and invest
in Next staff to ensure retention and quality services.
Fighting food insecurity. In the wake of the pandemic, families across Southwest Washington struggle to
make ends meet, often having to decide between paying bills and buying food. At the same time, the
nonprofit organizations providing critical services and resources to the community are stretched thin by
spiking demand and fewer volunteers to keep things running. The partnership between WSW and the
Washington State Department of Commerce places interns with local food distribution centers, helping
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individuals gain skills and work experience and at the same time building capacity at food banks. Since
the program’s start, 47 people have participated and after completing their internship and gaining
valuable transferrable job skills, all participants were subsequently hired.
Industry training and career exploration. To ensure workforce system staff are knowledgeable about
Southwest Washington’s in-demand sectors, employers and opportunities, WSW holds quarterly sector
trainings for staff to hear directly from employers. Each quarter focuses on a different sector and
includes Q&A sessions with local companies so staff can learn about their needs and then share that
information with job seekers. In addition, WSW hosts annual events like Manufacturing Day to raise
awareness of the quality careers the trades can offer and make manufacturing a career of choice for
the emerging workforce. Manufacturing Day 2022 brought together teachers from our rural school
districts and gave them the opportunity to tour companies and learn about careers in the
manufacturing field and the skills students will need.
Systems change
WSW envisions the existence of an accessible and effective workforce system to advance equity for
individuals and to promote the community and economic goals of the region. It is for this reason that
we continue to review and revamp our internal operations and those of the region’s workforce system.
Diversity, equity, inclusion and access. As part of its dedication and focus on equity, diversity, access,
and inclusion, WSW has reviewed and updated its internal and external policies, procedures and
contracts to include DEIA practices. WSW’s team recently completed conflict training that included,
among other things, coaching on addressing microaggressions. The results of a companywide climate
survey are being reviewed and a follow-up survey is being planned. We continue to draw on knowledge
gained through our participation in the Building a Community of Equity (BaCE) program through
Washington State University Vancouver and have used it to improve representation and diversity on
WSW’s Board, create a Youth Champions Council to incorporate voices and leadership from historically
underrepresented communities into the youth employment and training center, and development of
WSW’s inaugural internal climate survey, among other initiatives.
WSW Board of Directors. When openings became available on WSW’s Board of Directors, leadership
intentionally sought candidates from diverse communities to ensure a diversity of thoughts, lived
experiences and voices were at the table guiding not only WSW but the public workforce system as well.
During PY22, WSW welcomed more than a dozen new board members. As a majority private sector
board of directors and a business-led nonprofit, it is imperative that the board of directors not only
represents our high-growth and in-demand sectors, but also represents a diversity of size of business
and the myriad identities that individuals hold in our community. This representation will allow WSW to
gather input from a variety of interested parties and continue to build a competitive and
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comprehensive system of leaders in our community that can in turn increase belonging and inclusion
across our region.
Incumbent worker training. In support of our Quality Jobs Initiative, WSW has made training funds
available for companies that are making jobs better for women and individuals from historically
unprioritized communities. Companies must demonstrate the actions they have taken in support of
equity, diversity and inclusion and training must be of high value and warrant a pay increase for the
participating employees.
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Serving Adams, Chelan, Douglas, Grant and
Okanogan counties.
SkillSource Regional Workforce Board
The reduction of COVID-19 related
closures and remote measures brought the WorkSource system
partners in North Central Washington back together to
reconnect, examine what changes were needed in a post-
pandemic landscape, and begin to plan for the future. Several
emerging workforce needs became apparent to the system, as
new industries entered the region and employers looked at long-
standing challenges in new ways. SkillSource was ready to help
career seekers fulfill their training needs and to facilitate
business success in Adams, Chelan, Douglas, Grant and
Okanogan counties.
Regional Workforce Board – back together, better
The SkillSource Regional Workforce Board meets in George, Wash in October 2022 to participate in strategic planning.
The program year began with the long-delayed planning retreat for the SkillSource Regional Workforce
Board in October 2022 in George, Wash. overlooking the Columbia River. The two-day retreat was both
energizing and successful as long-time and new board members alike explored labor and workforce
issues facing North Central Washington and examined opportunities and challenges with hope for the
future. Highlights included an address from state Rep. Keith Goehner on business resiliency.
The board and staff discussed the Federal Workforce Innovation and Opportunity Act and the role of
local workforce boards and how they can make a difference in our region and state. The information
gathered is shaping conversations as the board looks ahead to draft its 2024 regional plan. Awards of
appreciation were presented to Dave Petersen for nearly four decades of service as the SkillSource
Executive Director and to Ken Johnson for his service as past chair of the board from 2018 to 2021.
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Expanding training pathways for employers in rural communities
A key function of the SkillSource Regional Workforce Board is to convene and connect employers,
educators, labor representatives, and workforce development partners to benefit regional businesses
and career seekers. The implementation of the QUEST dislocated worker grant has increased regional
focus on business and community outreach with the goals of connecting job seekers to high-quality
jobs through education and training, expanding existing cross-regional partnerships and identifying
new partnerships to invest in high quality career pathways.
Convening and collaborating with business and community partners has focused on specific workforce
training needs in the 14,000-square-mile rural region including commercial wireman, licensed
commercial drivers, data centers technicians, licensed practical nurses, nursing assistants,
manufacturing technicians, and behavioral health professionals. Business and educational partners are
facing different challenges in expanding pathways from new legislation, training access in rural areas,
and innovative training options in an effort to address the need for skilled talent.
SkillSource partnered with two Tech Hub grant opportunities with Big Bend Community College and
Central Washington University. Staff and board members attended planning sessions around the
expansion of hi-tech industries in Grant County, to include renewable energy, battery production, and
data centers. Big Bend Community College convened industry and partners, including SkillSource, to
apply for a Tech Hub grant opportunity which is a place-based economic development investment to
drive technology and innovation centric to regional growth. SkillSource was also asked to support
Central Washington University’s Tech Hub consortium application, which aims to build on existing
training capacity to achieve global competitiveness in Robotics, Automation, Advanced Manufacturing,
and Natural and Anthropogenic Disaster Prevention and Mitigation.
Workforce collaboration
The newly selected One-Stop Operator, North Central Workforce Consortium, led kickoff meetings for
its operation at WorkSource Central Basin and WorkSource Okanogan. The partners in the Consortium
include Opportunities Industrialization Center (OIC), Employment Security Department, and SkillSource.
In May 2023, over 130 representatives from more than 30 organizations gathered for the third annual
Workforce Collaboration Summit hosted at Wenatchee Valley College. The summit is an annual
convening of local workforce development partners, community organizations and service providers.
The workforce community met with great excitement as the summit convened for the first time since
2019 due to the pandemic.
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The event featured partner
presentations on employment and
career services, affordable
healthcare resources, business
services including internships, on-
the-job training, apprenticeships,
diverse hiring practices, employee
upskilling, as well as other critical
resources such as housing, child
care and transportation. During a
special panel, three individuals
shared inspiring stories of how their career journeys were made possible through a collaboration of
several partners represented at the summit. Attendees had multiple opportunities to network with staff
from other partner agencies and further their connections for future collaboration. At the end of the
day, a demo was given of the new staff resource website to help the network of partners provide better
customer service through access to extensive program information.
WorkSource system and community partners meet at the annual Workforce
Collaboration Summit at Wenatchee Valley College on May 10, 2023.
Apprenticeship
For the past several years, SkillSource has been involved in the development and implementation of
several registered apprenticeships. This includes partnerships with statewide labor organizations and
apprenticeship councils to expand programs to North Central Washington, as well as direct
development work as an apprenticeship program builder. The first of these programs created an
information technology apprenticeship for youth, leading to computer technician positions in the
Wenatchee School District, supported in part by Career Connect Washington.
From that success, SkillSource was asked to advise and assist multiple stakeholders in the five-county
region to explore registered apprenticeship options for a variety of industries such as healthcare,
veterinary care and construction trades. Some of these industries have long track records of
apprenticeship training, while others see it as a novel approach to address training shortfalls.
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SkillSource and Cascade Veterinary Clinics (CVC), based in
Wenatchee, partnered to develop an innovative program that
provides apprenticeships in veterinary care to meet an area
shortage in veterinary workers. SkillSource helped steer the
program through rigorous state regulatory processes, lent
technical expertise in the development of apprenticeship
programs, and garnered supplemental grant funding from Career
Connect Washington to make the program possible. SkillSource
and CVC continue to collaborate with North Central Educational
Service District, Wenatchee Valley College, and Wenatchee High
School to build courses and pathways that ensure robust
learning.
On Oct. 25, 2022, the Washington State Apprenticeship Training
Council unanimously approved the Cascade Veterinary Clinics
Apprenticeship Program for Licensed Veterinary Technician and
Veterinary Assistant occupations. On Jan. 9, Molly Robertson —
the very first apprentice in the Cascade Registered Apprenticeship
Program — began her training in the first registered
apprenticeship program of its kind in Washington state and the
nation.
Molly Robertson, CVC’s first licensed veterinary
technician registered apprentice, cares for a
four-legged patient at the Wenatchee clinic.
Enhancing success
SkillSource continued to offer training and education supports to individuals with significant obstacles
to employment through the Governor’s 10% Economic Security for All (EcSA) initiative, as well as to
training cohorts in rural portions of Grant County. This year, additional funding through a state-funded
version of EcSA provided opportunities for additional career seekers. A robust incentive program within
State-Funded EcSA provided participants making satisfactory progress in training or education with
monthly payments, easing their financial burdens and promoting their retention and success. Local
partners offered financial literacy classes and other supports.
One of many success stories from the past year portrays how the extra support and targeted services
of the federal and state EcSA programs are impacting the most vulnerable and in-need individuals in
our region.
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Domenico Tedeschi immigrated as a refugee from Venezuela to
the United States in 2018. “I didn't even know the language,”
Tedeschi said. Through hard work and dedication, Tedeschi
earned his nursing assistant certification through Wenatchee
Valley College (WVC) in December of that year, followed by his
high school diploma through the Transitional Studies program in
December 2019. He was referred to SkillSource by WVC for
funding assistance after being accepted into the nursing
program in fall 2021. SkillSource assisted Tedeschi that first year
with tuition, books, testing fees and other needed supplies as
well as a career and training counselor to help him navigate his
career and training journey. He qualified for state EcSA funding
during his second year, making him eligible for incentive
payments, tuition and other support to successfully complete his
associate degree in nursing and associate of arts degree with a
4.0 GPA in June 2023. Furthermore, he was nominated for the
WVC President’s Medal, awarded for academic achievement,
leadership and service.
At the graduation ceremony on June 16, 2023, not only did he finally receive his nursing degree, but was
also announced as the President’s Medal winner. He remarked, “Graduating from the nursing program
feels like a dream come true. And yesterday, with immense pride, I walked across that stage and
received the President's Medal and my diploma. What an incredible honor (even I am surprised).”
Tedeschi started working at Confluence Health Hospital Central Campus in July 2023 as an RN resident
in the intensive care unit, filling a vital position in that unit.
Domenico Tedeschi graduated from the
Wenatchee Valley College in 2023.
Opening doors
For many years, SkillSource has coupled traditional youth workforce investment activities with state-
funded secondary education activities. In Learning Centers in Wenatchee, Othello and Omak, youth
simultaneously study towards their diplomas or equivalency certificates while also engaging in work-
based learning and career exploration activities. SkillSource was selected as one of the six Open Doors
program sites across the state to study best practices. Each of these programs will be described in a
special report available in fall 2023 from the Community Partnerships for Reengagement Initiative, a
collaboration between Education Northwest and the Washington Office of Superintendent of Public
Instruction (OSPI) to strengthen the capacity of Open Doors Youth Reengagement Programs. The
Initiative is funded by Kaiser Permanente and the Ballmer Group and focuses on promising practices
that support positive outcomes for young people who participate in Open Doors.
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South Central Workforce
Serving Kittitas, Klickitat, Skamania and Yakima
counties
South Central Workforce staff recognized by
Washington Workforce Association
At the annual Washington Workforce Conference in November
2022, the WWA honored Programs Director Meranda Smith as
Workforce Professional of the Year. Meranda was chosen for
going above and beyond to serve customers, collaborate with
peers, and inspire both staff and customers. Smith is co-chair of
the statewide Peer2Peer Workgroup formed during the
pandemic to help local workforce development boards deliver
employment and training programs despite the closure of
WorkSource offices for 18 months.
EcSA expands success of WIOA
Thanks to the funds provided by the Economic Security for All (EcSA) program, more people from all
ages and backgrounds can connect with employment, education, training, and support services:
▪ Rebecca Perez was struggling both emotionally and financially. A college student working part-
time, Rebecca was contemplating dropping out. Already behind on her utility bills and rent, she
was worried about buying food, not to mention tuition. As a low-income single parent lacking
occupational skills, dropping out would limit her employment options. Through People For
People, Rebecca was enrolled in EcSA and the WIOA Adult program. With the help of her career
counselor, Rebecca created a budget and career plan. Thanks to rental assistance, essential
hygiene supplies, gas vouchers, and ongoing emotional support, Rebecca graduated from
Charter College and is now working as a medical assistant earning $20 per hour.
▪ Elias Espana was homeless, unemployed, justice involved, and sleeping in his vehicle. Without a
high school diploma, he had few job prospects and didn’t know what to do. Fortunately, he
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found his way to People For People. He was
enrolled in EcSA and the WIOA Adult program.
He participated in life skill classes, basic skills,
and occupational training. He received
support for basic needs like food and hygiene
and connected with a mentor. Thanks to
Neighborhood Connections, a local homeless
service provider, he found housing and
received much needed health and dental
care. With encouragement and support from
his career counselor, Elias persevered. After
many months he completed a commercial
driving course and earned his CDL. He is now
driving long haul.
Elias Espana earned his CDL and is now making a living
driving as a long-haul truck driver.
WIOA Youth Program expands
community partnerships
Youth career counselors found new and innovative ways to connect with young people in our four-
county area:
▪ In February, career counselors from
People For People, Salvation Army,
and volunteers from the
Snowboarding Outreach Society
(SOS) took 14 youth to White Pass
for a full day of snowboarding.
While learning to snowboard,
volunteers instilled valuable life
skills like communication,
responsibility, and other core
values. On the drive back from the
mountain, people talked about
what they learned. Trips continued
for five weeks and each ride up to the mountain focused on a life skills theme.
▪ Young people with disabilities face additional challenges. Thanks to a new partnership with a
local group called Common Grounds, young people with disabilities are finding employment
opportunities at local coffee shops.
Fourteen young people spent the day at White Pass learning to snowboard
and other life skills, such as communication and responsibility.
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▪ The Real Home Girls of Yakima have been providing work-based learning opportunities teaching
youth the ins and outs of real estate, especially empowering young women to explore careers in
the industry.
▪ The Cowiche Canyon Conservancy (CCC) is a
non-profit organization in Yakima established to
protect shrub-steppe habitat of Central
Washington. CCC Trail Guides host community
walks. In spring, career counselors partnered
with People For People’s transportation
department and organized a trip to Cowiche
Canyon. A group of young people explored the
area with the CCC director, a tour guide, and
biologist learning about the biodiversity of the
land, animals that call the canyon home, the
creation of the site, as well as the importance of
conserving these lands.
A group of young people learned about biodiversity and
conservation during a guided tour of Cowiche Canyon.
WIOA continues to make dreams come true
▪ A low-income single mother, Sarah Roberts dreamed of becoming a mobile crane operator. She
researched the occupation and found training within driving distance of her home in the
Columbia River Gorge but could not afford school. Through WIOA, Sarah received tuition
assistance, money to buy the required work boots and gloves, and gas vouchers to help Sarah
make the 1.5-hour trip to school and back. Thanks to this wrap-around support, Sarah
completed mobile crane operator school and passed her written exams. She was hired full-time
by Everett Ship Repair at $26.06 per hour, which will increase to $28.55 once she is fully
licensed.
▪ A single father, Levi Godfrey had just completed his first quarter in the welding program at Perry
Technical Institute when he realized he wasn't going to be able to make ends meet despite
receiving basic food benefits to support himself and his son. A full-time student, Levi had limited
time to work, and his prior involvement with the justice system made finding suitable
employment difficult. Gas prices were on the rise and on top of this, Perry required specific
tools. Levi connected with People For People and was enrolled in the WIOA Adult Program.
WIOA purchased the necessary tools, provided gas money, and much-needed tuition assistance
allowing Levi to use a portion of his student loans to meet daily living expenses. Thanks to
ongoing financial support, encouragement and counseling, Levi successfully graduated from
Perry and is now employed as a professional welder earning $23 per hour.
▪ Stacey Weeks had a long career in food service managing a local pub for years. During the
pandemic the 47-year-old was laid off. She connected with People For People and was enrolled
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in the Dislocated Worker program. Through career counseling, Stacey realized she had
developed solid skills and strong leadership talent but lacked computer skills needed to pursue
employment in administrative roles. She completed a short-term computer software course,
and after months of job searching, she obtained an on-the-job training opportunity with a local
food bank where she put her new skills to practice, built new ones, and gained confidence and
expertise in common software and administrative tasks. The food bank has since hired her full-
time and Stacey has a new career.
Engagement takes center stage
The pandemic is over, and the labor market has settled into a new normal—an ongoing talent shortage.
South Central saw strong employment throughout the year. (Unemployment highs were limited to
winter months and the cyclical nature of the agriculture industry.)
Workers Wanted: Yakima County's New Labor Market
To help business understand the new post-COVID labor market, South Central Workforce partnered
with Yakima County Development Association, Yakima SHRM, and the Greater Yakima Chamber of
Commerce to present a special business event in Yakima in February. The daylong event had 132
attendees and featured a keynote address by a vice president from Lightcast, the global leader in real-
time labor market analytics. In addition, experts spoke about younger workers and how they differ from
prior generations, incumbent worker training, rapid response, SharedWork, bonding, Work Opportunity
Tax Credits, and SHRM. A panel of local employers also shared their own recruitment and retention
strategies.
Recruitment remains challenging for employers
Competition is tight for businesses looking to hire. In response, South Central Workforce organized
several in-person events:
▪ Numerous hiring events were organized for both the United States Postal Service and Boeing.
Despite being located in Renton and Everett, Boeing visited Yakima three different times in
hopes of recruiting production workers. Even with paid training and relocation assistance, most
workers opted to stay local.
▪ In November, a health care roundtable was held in partnership with Yakima County
Development Association, South Central Washington STEM, YV-Tech, the Health Care
Apprenticeship Consortium, and the Healthcare Training Fund. In addition to physicians and
nurses, medical assistants, nursing assistants, and pharmacy technicians are still in demand.
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Training programs are readily available, but entry level wages remain low across the industry.
Burnout, looming retirements, child care, and credentialing also present staffing challenges.
▪ Thanks to new funding, South Central Workforce hired a new full-time employer engagement
manager in late February. With a background in recruiting, she was able to hit the ground
running. She helped organize Job Fest/Chamba Fest in May. Held outside WorkSource in Union
Gap, the job fair drew 44 employers and over 600 attendees. “Working with WorkSource has
been such a great experience,” said Oscar Chavirra of Cowiche Growers. “WorkSource helped
me to fill open positions with great candidates.” Shane Wilkinson of Whistling Jack’s Lodge
reiterated the sentiment. “We filled all our open positions with the new hires we got at the job
fair Chamba Fest,” said Wilkinson, whose resort is located on Highway 410 near Chinook Pass.
▪ South Central Workforce also partnered with ESD 105 to organize a job fair for new graduates.
The event drew 89 students and 35 organizations including three labor unions, armed forces
recruiting, AmeriCorps, Job Corps, and Perry Technical Institute. Loretta was one of many
students who received a job offer; she accepted a full-time security job with Crowd Management
Services.
▪ A recent hiring event for a new gas station and mini mart on the Yakama Indian Reservation
drew 147 job seekers, primarily from the Yakama Indian Reservation. The employer conducted
over 140 interviews and filled all open positions. “No one has ever helped us with interviewing
and recruitment at this capacity,” said Joel Smith of Road Warrior Travel Center. “I couldn’t have
hired my employees for my new location without the help.”
New kiosk promotes WorkSource
On May 31, South Central Workforce staff, chamber, county and city officials held an official ribbon
cutting to mark the opening of a new WorkSource kiosk inside the Valley Mall. The kiosk is staffed
weekdays during peak shopping center visiting hours.
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Eastern Washington Partnership
Serving Asotin, Columbia, Ferry, Garfield,
Lincoln, Pend Orielle, Stevens, Walla Walla and
Whitman counties
Highlights for program year 2022
The Eastern Washington Partnership (EWP) workforce
development area (WDA) is comprised of nine counties in
Washington, including Asotin, Columbia, Ferry, Garfield, Lincoln,
Pend Oreille, Stevens, Walla Walla and Whitman. These counties
are located on the extreme eastern border of the state, reaching
from Canada to Oregon along the Idaho border. The area is over
14,000 square miles in size, approximately 21% of the state, yet
only 3% of the state’s population resides there.
The EWP’s diversity, in terms of geography, resources and demographics, make it unique among other
workforce areas in the country. Within the area, there are sub-regions with distinctly individual
identities, different natural resources and singular economies. Each sub-region has some of its own key
industries with discrete workforce training needs. Labor markets vary within the area and are
determined by resources unique to each region. Natural resources such as timber production and
mining historically have been drivers of the economy in the northern counties. Wheat, grain and
specialty agricultural crops, along with wind generation farms, highly contribute to the economic base in
the south. Intellectual capital has contributed to the prosperity of the central region.
While recognizing internal differences, the nine counties and sub-regions also share many industry and
labor features. Common across nine counties and emerging as an economic driver are industries that
manufacture an array of goods, including food processing equipment, aluminum boats and high-tech
electronic instruments. The process of turning agricultural crops into foodstuffs is also considered part
of the manufacturing sector. All counties export goods or services to a greater or lesser degree and are
reliant on a strong warehousing and transportation sector. With multiple hospitals, numerous clinics,
nursing home facilities and the need for home health care, a wide spectrum of workers are needed in
the health care sector. Over the last year, all these industries have been adjusting to the post pandemic
economy and are encountering challenges from supply chain issues to staffing shortages.
Here are some highlights of efforts to meet the workforce needs of the region during the last year.
System delivery response
WIOA system partners from the Employment Security Department (ESD), Division of Vocational
Rehabilitation, Blue Mountain Action Council, Rural Resources Community Action, Community Colleges
of Spokane and Walla Walla Community College continued to offer a hybrid of in-person and virtual
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service delivery. Demand for in-person service delivery increased throughout the year and all locations
are experiencing higher levels of foot traffic than in recent years.
In-person service delivery continues to expand with resume preparation, work search, technology
access and Unemployment Insurance assistance being the most requested services. Various workshops
are returning to a regular rotation at most locations. Challenges still exist with customer capacity, ability,
and resources to fully benefit from services virtually. Digital literacy resources have been identified and
are available to support customers. Partnerships with library systems throughout the nine-county area
have been instrumental in providing support for customers with technology use challenges.
ESD staff are actively outreaching to unemployment claimants, starting with those that have exhausted
or have been filing for unemployment the longest. Distribution of newsletters through email provides
information and links to job opportunities and information from WorkSource system and other
community partners. Coordination between Reemployment Services and Eligibility Assessment (RESEA)
and the WIOA Dislocated Worker program has been key to assisting the claimant customer.
Responding to business needs
Business Services teams continue to collaborate to provide resources to our business customers.
Teams have formed and serve three sub-regions of the nine-county area. One team serves Walla Walla
and Columbia counties, a second team serves Ferry, Stevens, Pend Oreille and Lincoln counties and a
third team serves Asotin, Garfield and Whitman counties. All three teams have members representing
WIOA Titles I, II, III and IV providers, community colleges, economic development, libraries, and other
community-based organizations.
As employers began to right size from the impacts of the pandemic, and in some cases expanded to
meet a resurgence in the economy, the demand for business services shifted from UI-related questions
back to recruitment and placement of job seekers into open positions. Demand for recruitment events
shifted from primarily virtual to strictly in-person job fairs and hiring events. Previously, demand for
large hiring events was minimal and often focused on one employer. That changed significantly this year
with multiple events including open air job fairs in downtown Walla Walla, industry, or employer specific
events at WorkSource locations in Pullman, Walla Walla and Colville and large-scale events held at Walla
Walla Community College and Community Colleges of Spokane locations.
Additionally, Business Services teams collaborate to provide resources to our business customers for
challenges beyond the recruitment of skilled talent. Employee expectations, new regulatory
requirements and increased technology demands are having an impact on small and medium-sized
employers in our area. Local teams are busy creating toolkits for business services that include
resources for employers with needs beyond those typically provided by the workforce system. One
clear result of the Business Services teams is that demand for on-the-job training has increased and
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WIOA Youth, Adult and Dislocated Worker staff have been successful in providing employment-ready
candidates.
Serving specialized populations
EWP has always had a model based on a network of partners and locations throughout the area for
service delivery instead of relying on a center-based service delivery model. The model has proven to be
successful in serving rural populations.
EWP values our veteran customers and is fortunate to have Disabled Veteran’s Outreach Program
(DVOP) and Local Veteran Employment Representatives (LVER) with a passion to serve. The two
individuals located in the area are committed to serving all nine counties and are key members of the
Business Services teams.
Some of the challenges of delivering services in a virtual setting to limited English proficient (LEP)
populations were not solved just by moving to an in-person delivery model. Providing services with
bilingual staff, when possible, is critical to meeting the needs of the LEP customer. Coordination and
collaboration with partner staff from EWP, as well as from Benton-Franklin WDC, helped to provide
necessary services to LEP customers seeking assistance with UI and job placement. Coordinated
outreach with our partners from Opportunities Industrialization Center (OIC) of Washington has also
improved our services to the LEP population.
Services to youth have fully recovered from the impacts of the pandemic. With the Curlew Job Corps
welcoming students back to the center and Open Doors programs returning to capacity, opportunities
to assist youth with education goals has increased. Employers experiencing limited candidates for their
openings have been willing to take youth with limited or no work experience and with the support of
WIOA staff, train them in their vacant positions.
Services to those experiencing poverty have expanded to include support from the Economic Security
for All (EcSA) project. During the year EcSA resources were available to assist individuals in Asotin,
Garfield and Whitman counties to receive support to navigate from poverty to income adequacy.
Beginning in July 2023 all nine counties have EcSA resources available including State EcSA designed to
not only serve those in poverty but also those in jeopardy of returning to poverty.
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Benton-Franklin Workforce
Development Council
218
137 135
153
544
391
361
402
1394
1598
2009
1821
4820
4597
6325
5848
0
5000
Q1 Q2 Q3 Q4
WorkSource Columbia Basin and TC Futures PY22 Services Provided
Number of Businesses Served Business Services Provided
Staff Assisted Job Seekers Job Seeker Services Provided
Serving Benton and Franklin counties
Mission
The Benton-Franklin Workforce Development Council promotes
a prosperous community by providing a progressive workforce
system.
Vision
The Benton-Franklin Workforce Development Council
contributes to our prosperous community by elevating human
potential.
Customer connectivity and outreach
The Benton-Franklin Workforce System continues to look for ways to engage with the community and
expand our outreach. We have begun a campaign of customer success videos, one of which was
completely in Spanish, that have been well received by our board and community. As we progressively
grow our social media presence on LinkedIn and Facebook, and evolve from customer feedback, we
continue to engage our community digitally. From July 1, 2022 to June 30, 2023 the reach of the
WorkSource Columbia Basin Facebook page grew by 40% (60,666) and visits grew by 266% (11,380).
Figure 1: Services and outreach of the Benton-Franklin workforce system
Quarterly number of businesses and job seekers served, as well as number of services provided.
In February 2023 we created a new position, the business engagement manager. Carya Bair has
widened our digital outreach, strengthened relationships with municipalities and community-based
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organizations, helped create additional content for system engagement, and increased the number of
tours we offer to the public. Bair has also joined numerous community forums, and audited where
workforce development conversations are taking place for each sector in order to determine where our
presence is needed, and where we may need to explore setting up industry committees to address
local workforce trends.
Expanding employer engagement
In partnership with Educational Service District 123, Tri-Cities Futures hosted Future Fest in May 2023.
Future Fest is an education and career fair that features employers, non-traditional and traditional post-
secondary schools and training providers, trade industries, and military branches. Twenty-seven
vendors were featured, and over 100 youth attended the event. Local high schools such as Rivers Edge
High, Riverview High, Delta High, and Columbia High also brought graduation students to explore the
event. Future Fest was sponsored by Gale-Rew Construction, HAPO Credit Union, and Community
Health Plan of Washington. Future Fest was a great success and will become an annual event at TC
Futures.
Collegiate collaboration
WorkSource joined numerous community partners at the Fall Career & Internship Fair at WSU Tri-Cities
on Oct. 13, 2022. The event was coordinated by WSU Tri-Cities, Columbia Basin College, and
Washington Workforce Portal to provide a connection point for employers, students, alumni, and
community members to meet. Staff assisted event attendees with their resumes and connected with
students and assisted with resume reviews. Many attendees networked with multiple local employers,
such as Hanford contractors.
Strategic partnerships
The program coordinator for the Superior Court Adult Drug Court Program met with WIOA staff in
January 2023 as they were looking to partner with local organizations with similar missions. The drug
court program helps individuals who faced legal repercussions due to drug and substance abuse
reacclimate to society. Many of these individuals struggle immensely in re-entering the workforce and
Marshall Pickett was looking for additional assistance via other programs and resources, such as WIOA
programs, to help address employment barriers for his active customers.
WIOA staff took time to learn about the drug court program while also sharing information on eligibility
and provisions of WIOA programs. The goal of this meeting was to eventually set up a stable
partnership between both entities. The main referral JotForm link was provided so the drug court
program can start sending referrals as soon as possible. If enrollments from the drug court program
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are successful, then it could be a mutually beneficial partnership in the long run. Drug court program
participants will receive the re-employment services they need while the WIOA program can be assured
customers will follow through on tasks since the court system will be attached to their goals. This greatly
reduces the risk of MIA customers.
Success story – Olga Preciado
Olga Preciado was a 24-year-old high school graduate,
unemployed, single mother who needed training, employment,
housing assistance, and career guidance. Preciado wanted to
participate in training in either the nursing or dental field, to
secure employment and provide for herself and her 1-year-old
daughter. Preciado was enrolled as an Out of School Youth
participant, and able to secure housing with the assistance of TC
Futures and the Housing Resource Center.
While in the program, Preciado explored her educational and
career options and decided that the dental assistant industry was
the right fit for her. She participated in the fall semester dental
assistant training at Tri-Cities Dental Assisting School, graduating
in November 2022. Preciado was top of her class and was referred
by her teachers to various dental assisting jobs in the surrounding
areas.
School Youth staff nominated Preciado for the Soroptimist Live
Your Dreams Scholarship, a unique education award for women
who are the primary financial support for their families. Live Your Dreams gives young women the
resources they need to improve their education, skills, and employment prospects. Live Your Dream
recipients can use the $2,500 cash award to help offset costs associated with their efforts to attain
higher education, such as books, childcare, tuition, and transportation. Preciado was the 2022 recipient
of this award, thanks to TC Futures’ ongoing partnership with Soroptimist 3 Rivers.
Preciado worked hard to overcome her barriers and is a well-deserved recipient of this award. Preciado
continued her dedication to gaining self-sustainability and procured full-time employment with
Columbia Basin Health Association in Othello, Wash., her hometown. Preciado has relocated to Othello
to be closer to her family and is working full-time as a dental assistant as of December 2022. She is
making $23.00 per hour, with full benefit options. Olga is now in her desired career and able to support
herself and her daughter. Olga has expressed gratitude to TC Futures and is excited about her future.
Olga Preciado worked hard to overcome
barriers and become a dental assistant.
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Spokane Workforce Council
Serving Spokane County
Introduction
During PY22, the Spokane Workforce Council (SWC) continued to
invest in innovative and highly impactful services to meet the
needs of the Spokane community. The WorkSource Spokane
One-Stop Campus, (consisting of WorkSource Spokane, Talent
Solutions by WorkSource Spokane, Next Generation Zone, and
the Resource Center of Spokane County [RCSC]) worked
collaboratively to initiate best practices and sustainable service
delivery components to benefit all customers who engaged with
the campus.
PY22 performance achievements within the workforce system in Spokane County included:
▪ WorkSource Spokane served 3,967 job seekers with WIOA-funded services, and the RCSC served
1,784 customers.
• Funding, which included Economic Security for All (EcSA) and the Disaster Workforce
Grant in addition to WIOA Title I, totaled $710,435 invested in training for 218 individuals
in in-demand occupations and careers.
▪ The Next Generation Zone served 310 young adults with WIOA-funded services.
• 150 individuals earned their GEDs or high school equivalency.
• 23 participants completed a work-based training program and earned an industry-
recognized credential.
• 77 young adults achieved positive outcomes through employment or post-secondary
education.
▪ Consultants at Talent Solutions by WorkSource Spokane served 1,324 unique businesses.
• 6,822 WIOA-funded services were given to businesses in Spokane County.
• 93 targeted or multi-sector hiring events were hosted, including three large-scale
community job fairs.
The SWC made a determined effort to strive to find opportunities to reach job seekers and businesses
and provide value-added information to assist both. This was formalized through a partnership with
Non-Stop News/Fox 28 and the production of the Workforce Wednesday segment featured on the Fox
28 “Good Day” show. This segment combines episodes tailored to promote campus services, as well as
to provide news you can use to help individuals navigate timely workforce development topics. This,
coupled with an internally produced video podcast titled “workforceNERD” which expands on the
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selected Workforce Wednesday topics has allowed for a larger audience to gain awareness of
programs, services, and key partnerships the SWC is involved in.
The SWC is excited to share additional projects and initiatives organized into three main categories.
1. Developing a skilled workforce
2. Advancing business solutions, and
3. Building strong community relationships.
Developing a skilled workforce
Reconnect2Work Initiative
The SWC partnered with the RCSC and the TST to create the Reconnect2Work initiative. This is a child
care impact project with two key components: support for families, and support for providers.
Recognizing that child care access should not be a barrier to individuals getting back to work,
specifically women who have opted to leave the workforce due to a variety of child care issues, drove
the implementation of this program. Leveraging WIOA funding, a child care navigator was positioned in
the RCSC to assist working families to navigate their options, create a child care plan, learn about safe
and stable child care options, and return to work. In addition, funding helped support a dedicated
business navigator on the TST to help child care providers recruit, retain, and expand capacity within
their organizations. Since its inception, 52 families have been served and over 200 child care providers
have received consultative services.
CareerQuest
In 2018, the SWC worked with WorkSource Spokane to develop a virtual career coaching tool called
CareerQuest. This tool was designed to assist staff at the 17 connection sites within the system in
providing a standardized platform when working with job seeker customers. As the global pandemic
shifted all connectivity to a virtual and tele platform, CareerQuest was instrumental in making sure
services were accessible. Over the last fiscal year, the tool has been vital in the daily career coaching
interactions at the comprehensive center and connection sites. Staff are able to utilize CareerQuest to
enhance their conversations with customers and help them take more control over their own pathway
to success.
Diversity, equity and inclusion
DEI initiatives led by the SWC on campus have promoted the role these initiatives have on social justice,
enhancing economic development, attracting and retaining top talent, and fostering innovation. One
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specific example is the DEI focus groups being conducted at the Next Generation Zone. These focus
groups are an opportunity to hear from the youth and young adults on how we can continue to
advance policies, services, infrastructure design, and overall improved decision making which will make
the center more inclusive to all. The forums have brought diverse youth and staff voices to discussions
on inequalities that have marginalized certain groups based on race, gender, sexual orientation, and
disability while also promoting equity and social justice as a fundamental moral and ethical imperative.
Ukrainian refugee assistance
In response to the large number of Ukrainian refugees that have been displaced in Spokane due to the
ongoing conflict in their home country, campus staff have partnered with Thrive International to
conduct two targeted hiring events. These events have provided the refugees a networking and
connectivity opportunity with local employers eagerly wishing to employ them. Translators were on
hand to assist with any communication barriers which could cause misunderstanding of job
requirements and to help with the application process. Each of the attendees were also invited to a
workshop in their own language to highlight WorkSource and other campus resources to assist them as
they make the transition to living in Spokane.
Next Generation Zone Academy and 1000th GED graduate
This program year the Next Generation Zone re-vamped its 21st Century Academy using Human and
Customer Centered Design (CCD) processes. The Academy is a 32-hour pre-employment preparation
and essential skills individualized service workshop which is taught over the course of eight days. Staff
at the center developed a CCD working group which solicited feedback from past, current, and future
attendees of the academy to help ensure the topics being covered during the classes were relevant and
valued information that will assist young adults in making career and educational decisions.. In addition,
employers were asked to provide insight into key essential skills that would make young adults more
successful in retaining employment. The redesign of the academy incorporated a new employer panel
so the attendees can find out more about the five key industries in Spokane. It also now includes a
deeper dive into financial literacy topics such as personal budgeting, building credit, investing, and
understanding how to determine a sustainable wage.
The Next Generation Zone has a yearly Embark graduation ceremony to recognize the 150 GED earners
who successfully complete their high school equivalency through the partnership with Open Doors an
NEWESD101. This year’s graduation was highlighted by recognizing the 1000th graduate since the
inception of the partnership between the SWC and NEWESD101 in 2014. Reaching this milestone
shows the significant impact this partnership has had on the lives of young adults in the community to
assure their future success.
Professional career coaching and leadership training
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The SWC led and facilitated intensive professional career coaching and training with WorkSource staff
and leaders. This training had 11 components which advanced the essential career coaching skills
necessary to serve job seeker customers. The training highlighted the use of the GROW (Goal, Reality,
Options, Way Forward) model of coaching to help customers take ownership of their own job
exploration journey. The training also emphasized having an employer-focused mindset. This mindset is
essential so career coaches can use a data-driven approach with job seekers using local labor market
information. The training culminated in capstone projects that staff presented on how they would use
the career coaching training to continue to better serve job seeker customers.
Advancing business solutions
Hiring and Retention Strategies conference
The SWC, in partnership with several other key community organizations, hosted the first annual Hiring
and Retention Strategies conference. This event was tailored to business and HR professionals to learn
more about talent acquisition and development best practices. Over 120 attendees convened to
discuss key topics including: retention and recruitment strategies, multi-sector collaboration
opportunities, and the continued development of a reliable workforce pipeline.
Talent solutions workshops
The TST by WorkSource developed three workshops to address specific needs represented on a
business survey they initiated with area employers. These workshops addressed retention and
recruitment, creation of job advertisements that promote an equitable and inclusive workplace, and
how to leverage WIOA resources through the system to enhance the talent pipeline. Over 70 employers
participated in these virtual workshops and gained insight on business solutions topics while
strengthening their connectivity to the workforce
system and services.
Building strong community
relationships
Annual WorkSource job fair
The Non-Stop Local News/WorkSource Job Fair, our
region’s largest hiring event, celebrated its 10th
anniversary on May 25, 2023. This job fair connected
120 employers with over 700 job seekers. The job
fair moved to a larger venue due to its past success
The Non-Stop Local News/WorkSource Job Fair connected 120
employers with more than 700 job seekers.
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and allowed for more resource and informational booths from community-based organizations who
offered support to attendees. This year’s job fair also included a no-cost drop-in children’s activity room
allowing parents needing child care to attend the event and connect with employers.
4th annual WorkSource system conference
The SWC hosted the 4th Annual WorkSource System Conference at Spokane Community College in
June. The conference is attended by all 115-campus staff as well as representatives from each of the 17
connection sites. This year’s conference theme was “Innovation to Implementation” and included
breakout sessions covering disability access, DEI, career coaching tools, motivational interviewing,
system design, referral processes, and case management techniques. The conference allows staff to
continue to develop their skills professionally while connecting with other workforce development
organizations which can grow their network within the community to better serve customers.
Outreach efforts
Although the SWC is fully dedicated to the one-stop center concept, it is also recognized that we must
be flexible and take our services to meet people where they are, rather than wait for them to connect
with us. This proactive approach to awareness of the workforce system and its benefits is needed in a
time when less individuals seem to be engaging on their own with our centers. We have created a kiosk
at the Northtown Mall in Spokane to engage with potential customers in a location where there is a
large concentration of the population. This kiosk is staffed by all four centers on a rotating basis. It
provides detailed information about the services offered on campus, employment opportunities,
scheduling for in-person or virtual appointments, and generic local labor market information. Since its
inception in March 2022, the kiosk location has produced nearly 200 follow-up appointments with
Spokane residents that would have otherwise not connected with our centers. A second key outreach
location is on Fairchild Air Force Base. The air base is located approximately 12 miles west of downtown
Spokane. It is home to 2,700 active duty, national guard, and reserve forces and 1,100 households. The
SWC has certified the base’s Airman and Family Readiness Center as a “specialized site” and two
WorkSource staff members alternate days working within the center. These staff members help
transitioning airmen who are separating or retiring from the Air Force navigate the Spokane job market.
They provide all the components of WIOA basic services at the site and refer back to the One-Stop
Center for individualized or training services. In addition, their outreach and services also encompass
working with military spouses. They assist spouses with job exploration and employer connectivity once
they arrive at Fairchild Air Force Base. During this fiscal year, in conjunction with the TST, the base has
held four targeted hiring events focused on transitioning airmen and military spouses.
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Appendix 4: Title III – Wagner Peyser Act
Program (Employment Services)
Focus on equitable services to migrant seasonal
farmworkers (MSFW)
In Program Year 2022, the Employment Security Department (ESD) initiated the MSFW Reporting
Research and Development Project, a sound/stable concept, structure, and strategy, which supports
connecting Participant Individual Record Layout (PIRL) data to ESD’s case management system, Efforts-
To-Outcomes (ETO) data. ESD is responsible for reporting services to Wagner-Peyser Program (WP)
participants, identifying Migrant Seasonal Farmworkers (MSFWs), and ensuring that MSFWs are
receiving equitable services measured in quantity and quality. Until now, data that could inform ESD
down to the local level has not been available. This made it difficult for local management and staff to
adjust their business practices and make data-driven business decisions.
The MSFW Reporting Research and Development Project concept works not only for MSFWs, but for all
WP participants. This project is a set of nine reports, all interconnected, which provide extensive data to
ESD in order to make better data-driven business decisions that ultimately improve the quality of
services to our customers.
This project represents a start-to-end business process. One of the primary reports provides ESD staff
with the ability to analyze and monitor the quantity and quality of the services for both MSFW and WP
populations. It allows ESD to correct data stored in ETO with an exception report helping to identify
potentially miscoded MSFWs. This provides the ability to adjust ESD business processes in order to
improve equity outcomes. The most recent DOL Monitor Advocate Report for PY2022 Quarter 3 (1-1-
2023 through 3-31-2023) shows that WA State met six of the eight equity indicators.
This project also provides more awareness and transparency to WP staff, partners, and the public by
posting these reports and the final report/data from the PIRL, which is produced, maintained and
distributed, by DOL to all states, in the form of the Official DOL MSFW Advocate Report, which ESD
posts on Washington’s Workforce Professionals Center website. It is not just the Significant MSFW
offices that are held accountable for the Equity Ratio Indicators and Minimum Service Level Indicators
within the Official DOL MSFW Advocate Report, but it is the responsibility of all Wagner-Peyser
providers.
Wagner-Peyser success stories from around the state
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Life skills class boosts confidence
Strategies for Success (SFS), a six-week life-skills program, has many impactful outcomes. Participants in
this learning environment frequently share their gratitude for life-changing outcomes with SFS
instructors. The following success story was shared by participant Tom with instructor Jeff: “Although I
did not get an interview for any of the 6 WA state roles (WorkSource & ESD) I have applied for... I'm very
grateful and appreciate the opportunities to learn & apply your learning concepts from the workshops
and our 1 on 1 interactions. Now, more great news. I have found a new job with a bigger firm, doing
what I love (working with people & accounting). Having prepped for my interviews using your concepts,
the interview flowed more naturally (less transactional). When I was asked about salary, I told them "I
love being an AR SME & working with people so much, that I'll do it for free... But if you need a number,
then..." I gave them a middle range. Within 1 hour after the in-person interview (with 7 people), they
offered the job with maximum salary (exceeding my previous employers). Thank you, Jefferey, for
impacting my life with such a positive way! I wish you continued happiness, good health, and success.”
UI claimant success
A UI claimant in the Puget Sound area served through the Reemployment Services & Eligibility
Assessment (RESEA) program found great success working with WorkSource. This customer, a father of
two, had always held minimum wage jobs. Being unemployed was a significant concern as he lived in an
apartment and needed to return to work as quickly as possible to make rent and meet his daily living
needs.
During his RESEA appointment, staff discussed his skills and labor market information for his
occupation, including average wages. He was shocked that the average wage for his skill set was $10
higher per hour than minimum wage, which is what he had been making. He also shared that he was
not getting calls for interviews from his resume.
Staff also conducted a resume review and found he had been using a chronological resume. They
provided him a sample resume that included a Summary of Qualifications, including sample statements
appropriate for his occupation and experience. The customer updated his chronological resume to a
skills-based format and began using it to apply for jobs. Within two weeks, he was employed earning
$10 above minimum wage.
Hiring event leads to a new beginning
During a large hiring event for WinCo at the WorkSource Pierce County location, dozens of people were
hired on the first day of the event. One person came into the center for something else but was thrilled
to walk out with a job. He left the hiring event with tears in his eyes and expressed joy with the positive
change in his life knowing that he would be closer to work for a shorter commute, get paid just as much
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as when he worked in Seattle 40 minutes away, and share his love for seafood with grocery shoppers.
He rang our bell enthusiastically to symbolizes the new direction in his life.
TANF recipient finds success
Career Scope is the Employment Security Department’s 12-week WorkFirst job search program. DSHS
refers participants receiving Temporary Assistance for Needy Families (TANF) assistance into this
program for assistance in obtaining unsubsidized employment and ultimately self-sufficiency.
Christina came into this program at WorkSource Skagit with the goal of becoming a bookkeeper.
Although she had recently received an AA in business management, she was interested in obtaining a
QuickBooks certification so she would be able to apply for better positions as previously she had
worked in restaurant management, an insurance center and bartending. Christina’s job coach worked
with her on transferrable skills, interviewing, and targeted resume creation utilizing O*Net to conduct
labor market research. They also worked on the creation and practice of 60 second commercials (aka
Elevator Speeches) targeted specifically to the jobs she was applying to. As a result of all these efforts,
Christina became more comfortable with interviewing for positions and her hard work paid off when
she received a full-time offer of employment from Principal Warranty Corporation. She was hired on at
an hourly wage of $21.00 per hour.
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Appendix 5: Veterans
Veterans and Military Families Program
The Veterans and Military Families Program provides a variety of services to help Veterans, eligible
spouses, and transitioning service members move forward toward employment.
Priority of service
Veterans with at least one day of active duty served in any military branch (without a dishonorable
discharge), and eligible spouses (including widows and widowers) are eligible for Priority of Service
(POS). POS means that Veterans and eligible spouses are entitled, by law, to precedence over non-
covered persons for services, including those offered through WIOA. Of the approximate 87,352 job
seekers served by WorkSource centers and affiliates, 5,816 (6.7%) were eligible for POS.
YesVets
YesVets is a partnership comprised of
Washington State SHRM, the Washington
Department of Veterans Affairs, the
Department of Commerce, the
Employment Security Department, and the
Washington State Military Transition
Council. The YesVets partnership continues
to collaborate with the Seattle Seahawks
and Taskforce12; partnering again this
program year for both an annual in-person
event at Lumen Field and a statewide
virtual hiring event centered around the
Seahawks Salute to Service game. The
statewide Local Veteran Employment
Representative (LVER), a key member of
ESD’s Virtual Services team, led the planning
for both events. Each event hosted 100
employers and Veteran resource
organizations, resulting in over 1,000
veteran registrations and a 67% attendance
Above: WDVA CFO Terry
Westhoff and ESD
Commissioner Cami Feek
present Seahawks GM John
Schneider with the YesVets
Military Champion Award.
Right: Schneider rings the
hired bell, a 1944 Army Air
Corps brass bell from a 104-
foot rescue boat.
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rate. To date, 1,673 statewide Washington employers are signed up with YesVets and 7,412 hires have
been documented since its 2016 inception. In this program year alone, 763 hires were reported from
YesVets employers.
Transition assistance
WorkSource centers supporting the state’s five major military bases (Joint Base Lewis-McChord (JBLM),
Fairchild Airforce Base, and Naval bases Everett, Whidbey Island, and Kitsap) have all resumed varying
levels of on-site support for transitioning service members (TSMs). JBLM supports with a 4.0 FTE Labor
Exchange (LEX) and Fairchild AFB has a 0.5 FTE Disabled Veteran Outreach Program (DVOP) and 0.5 FTE
LEX. Each office supporting the three Navy bases provides regular presentations at the Transition
Assistance Programs and/or Capstone and other activities. All locations support military family
members with a system of warm handoffs that connects service members and their families with the
American Job Center closest to their future home location, regardless of whether the service member
or family originates in Washington state.
The JBLM “inside-the-gate” WorkSource center continues to be a trendsetter in providing upstream
career services to service members and military families. During this year, they collaborated with five
other offices in the region to implement Operation Military Culture (OMC), an initiative that allows
WorkSource Specialists from King and Pierce counties to undertake a short assignment augmenting
WorkSource JBLM. During their time at our nation’s fourth largest military base, they gain invaluable
insight into the military culture by providing intake and triage of transitioning military and their family
members who are seeking meaningful post-service careers. Participants also benefit from various
training and experiences including shadowing members of Team JBLM; learning first-hand through
triage and intake of military-affiliated job seekers; meeting and learning about JBLM partners and
resources; participating in military outreach events and activities; attending workshops provided by
partner organizations; participating in partner and team member meetings; touring the American Lake
co-location to learn about that unique service model. Completion of this first-hand learning and
exposure benefits their assigned office, team members, and military-affiliated customers.
Individualized case management
The Jobs for Veterans State Grant (JVSG) Case Management model used in Washington state primarily
relies on veterans and spouses to be screened at the various entry points in a WorkSource location, to
determine eligibility for an appropriate referral to a DVOP or Consolidated Veteran Service
Representative (CVSR). Of the 5,816 POS-eligible customers served, 3,432 (59%) met at least one
criterion for DVOP or CVSR eligibility. In PY 2022, DVOP and CVSR case managers provided
individualized services to 1,505 eligible customers. A total of 1,014 were enrolled on a DVOP or CVSR
caseload (67.3%), including customers referred through the U.S. Department of Veteran Affairs Veteran
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Readiness and Employment program (201 referrals, 19.8%) and those carried-in from the previous
program year. Additionally, 151 (14.9%) were co-enrolled, allowing DVOPs and CVSRs the ability to
leverage the resources through all WIOA-funded programs. Of all the 1,014 DVOP case-managed
customers, 682 (67%) were employed within their first quarter after exit.
