OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force

VICE CHAIR CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co.

D. M. DELABARRE, Consultant DelaBarre and Associates

LARRY EYER, Executive Director Kitsap Community Resources

CORDI FITZPATRICK, HR Generalist Westport LLC

ROBIN HAKE, HR Director Jamestown S’Klallam Tribe

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

ALLISON PLUTE, Director of HR 7 Cedars Resort

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont

ELAINE GENTILO, Human Resources Director First Federal

DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation

LISA HEAMAN, Principal West Hills S.T.E.M. Academy

MARILYN HOPPEN, SVP Human Resources Kitsap Bank

DEB HOWARD, HR Coordinator City of Port Orchard

GINA LINDAL, Administrator CSO, DSHS

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114

JIM MCCONNELL, Contract Chief Financial Officer Armstrong Marine, Inc.

DR. DAVID MITCHELL, President Olympic College

ROBIN PERMAN, Director of Business Operations Kitsap Sun-JMG

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

DR. LUKE ROBINS, President Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council

FELIX VICINO, Human Resources Mgr. Port Townsend Paper Corporation

BOB ZINDEL, President Olympic Labor Council

EXECUTIVE COMMITTEE MEETING

DATE: Wednesday, January 13, 2016 TIME: 9:30 a.m. – 12:00 p.m. LOCATION: WebEx

______________________________ A G E N D A

1. Approval of Executive Committee Summary

October 14, 2015 Meeting Summary (Attachment 1)

2. Discussion/Action Items

a. Draft State WIOA Strategic Plan (Attachment 2.a.)b. Director’s report-WIOA implementation progress (Attachment 2.b.)c. Transfer of Dislocated Worker Funds to Adult Program

3. OperationsOlympic WorkSource Performance Report for PY 15, Qtr.2

Preliminary (Handout)

4. Other Business

a. Roster (Attachment 4.a.)b. 2016 Meeting Calendar (Attachment 4.b.)

5. Next Meeting: OWDC Executive Committee Meeting, April 13,2016, WorkSource Center, Port Hadlock

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY

October 14, 2015

ATTENDANCE: Cathy Price, Larry Eyer, Allison Plute, Dave McMahan, Cordi Fitzpatrick, and Robin Hake. Staff: Bob Potter, Jim McKenna, Doug Washburn and Nicki Kremer. Excused: Margaret Hess, Del DelaBarre and Julie Tappero.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, October 14, 2015 at the WorkSource Center, Shold Business Park, 207 W. Patison, Port Hadlock. Cathy Price, Vice Chair, called the meeting to order at 9:34 a.m.

APPROVAL OF SUMMARY

The Executive Committee’s Meeting Summary was approved as follows:

ACTION: David McMahan moved to approve the August 19, 2015 Executive Committee Summary as presented. Allison Plute seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

a. Draft Strategic Plan – Olympic Workforce Development Council PlanningSession

Discussion was had on the current status of the local Strategic Plan, and wherethe responsibility should lie in relation to formulating the strategies and actionplans for the individual objectives. Discussion was also had on whether it will benecessary to continue working on the Strategic Plan during the November 17th

OWDC meeting, consequently omitting the Committee meetings again. Basedon the fact that additional State guidance is required to continue to move forwardwith the local Strategic Plan, it was decided to table the Strategic Plandiscussion, both within the Executive Committee and for the OWDC, until theState comes out with its own plan and guidance. Bob Potter confirmed that theState Plan should be available in draft form by November 2015, with acompletion due date to the Department of Labor of March 2016. It was notedthat local strategic plans are not due to the State until June 2016.

b. Director’s Report on WIOA Implementation Progress

Bob Potter highlighted what is going on at the state level in relation to WIOAimplementation, specifically related to the Workforce Planning Regions. Ahandout was provided to give the Executive Committee additional backgroundinformation on the formation of the Workforce Planning Regions. The Committee

Attachment 1

discussed the issues they have with the remapping and expanding of the Workforce Planning Region outside of the current three-county Olympic Workforce Development Area (WDA). Bob clarified that the Workforce Planning Regions are not supposed to affect/change the WDAs, and explained that the mindset behind the expanded Planning Regions is to give the WDAs the opportunity to collaborate with other counties, but only through planning and not administratively. The Executive Committee still had concerns with the Planning Regions as they have been presented. Bob confirmed that he is currently working on drafting a letter for Commissioner Garrido, Olympic Consortium Board Chair, to send to Governor Inslee addressing the Executive Board’s concerns. Bob also strongly encouraged everyone to provide comments to the Workforce Training Board (www.wtb.wa.gov) regarding their concerns. The expectation is that the Planning Regions will be sent back to be reworked.

c. Nominating Committee for Election of OfficersAfter a brief discussion, this topic was tabled until Bob Potter could confirmwhether or not elections were required or if the OWDC was still within two yearsof the previous elections; elections are required every two years. Bob will informthe Executive Committee via email on the date of the last elections.

OPERATIONS

a. WorkSource Performance Report for PY 15, Qtr 1

Bob Potter presented the WorkSource Performance Report for PY15, Qtr 1. Goals reflected new modifications, which resulted from reallocations based on revised funding across the three counties. Expenditures were not available because invoices are not due until Oct 15th; this report was for July 1st, 2015 – September 30th, 2015. The Executive Committee had some concerns regarding the performance numbers and Bob Potter is going to follow up with the contractors to verify that the numbers are correct.

OTHER BUSINESS

a. Roster: Jim McKenna announced that Marilyn Hoppen has been newly appointedto the OWDC, and a nomination form has been submitted and approved forRobin Perman, Director of Business Operations, Kitsap Sun – IMG; Robin will beappointed at the December 4th, 2015 OCB meeting. Jim mentioned that he iscurrently working with Diane Harrison from First Federal on internships; Dianewill replace Elaine Gentilo. Jim also discussed that he is working with ACTI,AeroTech, and Port Ludlow Resort to encourage new membership as the OWDCneeds 14 Business members and there are currently only 12. The ExecutiveCommittee requested updates to the Committee memberships as listed on theroster.

b. 2015 Calendar: As a reminder, Cathy Price mentioned that the OWDC meetinghas been rescheduled to Tuesday, November 17th, 2015.

c. 2016 Calendar: The Executive Committee reviewed the 2016 Calendar andapproved it as is.

d. The next OWDC Executive Meeting will be held via WebEx Wednesday, January13, 2016, at 9:30 a.m.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 10:53 a.m.

Washington’s Strategic Workforce Development Plan Draft: December 21, 2015

Attachment 2.a.

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Washington’s Workforce System The workforce system helps supply an appropriately skilled and able workforce that allows businesses to:

• Thrive and grow. • Be more competitive in a global

economy.

The workforce system brings together workforce development, education and training, and human services to help people, including those with barriers, to:

• Get and keep jobs. • Grow along lifelong career

pathways.

Washington’s Workforce Plan 2016

Introduction-Draft

Historic Opportunity to Strengthen Washington’s Workforce System The businesswoman scratched her head. Her manufacturing company had doubled in size and was growing quickly. She needed skilled workers and she paid a living-wage, but her job openings went unfilled. She wondered, “How am I going to attract the skilled workforce I need to continue to grow my business?”

He entered the workforce straight out of high school and had worked at the mill for the last 25 years. Today, the mill announced it was closing. In the old days, you just responded to a classified ad in the local newspaper. For a job today there wasn’t even a newspaper. He felt lost in today’s world; where could he turn, what would he do to support his family?

He graduated at the top of his class and was on his way to an engineering degree. Then there was the car wreck. Fortunate to survive, he now needed to figure out how to realize his dreams without eyesight and the use of his legs. He was confident in his talent; how could he connect with the right employer who recognized it too?

She just graduated from high school. Her grades weren’t the greatest, and since she wasn’t going to college, she wasn’t sure what to do next. She needed someone to help her figure out her possibilities for working, how to get the right skills and how to find a job – things that hadn’t been taught in school. She’d heard about WorkSource from a friend; could they help?

Workforce issues such as these play out every day in Washington among growing businesses, the newly graduated, those with disabilities, and those abruptly displaced from long-time careers.

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Forging paths to self-sufficiency Each year, hundreds of thousands of Washington residents enter our state’s workforce system seeking greater skills, new jobs, higher wages, and more prosperous futures.

With the help of job counselors, teachers, and other service providers, they forge new pathways to self-sufficiency, undergo basic skills and English language training, and embark on career-focused education--from high school career and technical education classes to postsecondary certificates and degrees.

Still others begin apprenticeships in higher-wage trades, or enter the workforce through targeted on-the-job training and other forms of work-based learning.

These same issues drove the near unanimous, bipartisan passage of the federal Workforce Innovation and Opportunity Act of 2014 (WIOA), which calls upon states to “improve the quality of the workforce, reduce welfare dependency, increase economic self-sufficiency, meet the skill requirements of businesses and enhance the productivity and competiveness of the Nation.”

State Strategic Plan Aligns with New Federal Act Washington’s dual-customer focus on both workers and businesses is at the heart of the state’s workforce system, and undergirds this report on the state’s new strategic plan for workforce development. Even before WIOA, the state’s rich web of programs and resources have long worked together to integrate services, improve outcomes, and evaluate results on behalf of these two key customers. Now, with this much anticipated revision to the federal workforce development act, Washington has the opportunity to bring greater alignment between federal, state, and local service delivery, allowing the system to build on its previous successes and overcome remaining obstacles.

Specifically, this new strategic plan outlines an approach that empowers individuals, communities, and employers to realize their full potential through a universally accessible workforce system that continually improves and adapts to changing conditions and demands. This new plan comes with a new title – Talent and Prosperity for All.

A Coordinated Plan Aligned with Federal and State Mission and Goals Soon after the passage of WIOA, Governor Jay Inslee directed the Workforce Training and Education Coordinating Board (Workforce Board) to work with the system’s stakeholders to shape Washington’s strategic plan toward three goals to maximize the workforce system’s impact:

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• Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

• Close skill gaps for employers, with a focus on in-demand industry sectors and occupations, including through apprenticeships.

• Work together as a single, seamless team to make this happen.

The Governor also directed the Workforce Board to initiate several new activities while developing the state’s strategic workforce plan.

These activities (see below) were to be completed before the Governor would approve the plan and before it was submitted to the U. S. Department of Labor (DOL) in March 2016:

• Explore fully the benefits of a Combined Plan.1

• Conduct an examination of integrating Temporary Assistance for Needy Families (TANF) program into the workforce system, including recommendations for serving the most at-risk customers.

• Provide a data-driven evaluation and recommendation for planning regions in consultation with chief elected officials, local workforce boards, and stakeholders.

• Provide recommendations for elevating the strategic role of both state and local workforce boards to focus on system goals and changing the service delivery system in order to improve outcomes for job seekers and employers.

These Governor-directed goals and initiatives have been part of the planning process and are reflected in this report.

1 The U.S. Department of Labor provided states with two options for responding to the Workforce Innovation and Opportunity Act (WIOA) of 2014. States could submit a “Unified Plan” that covers only "core programs" of workforce development: WIOA Title I (Adult, Dislocated Worker, and Youth Services), Basic Education for Adults, Wagner-Peyser Act services, and Vocational Rehabilitation programs. The unified plan would be limited to service delivery strategies and partner-to-partner operational commitments made between these core programs. States could also choose to create a “Combined Plan” that covers the core program and one or more of the additional partner programs listed in the act: postsecondary Carl Perkins Act programs, Temporary Assistance for Needy Families/WorkFirst, Trade Adjustment Assistance Act programs, veterans employment and training efforts, Unemployment Insurance services, SNAP Employment & Training, Senior Community Services Employment, Community Development Block Grant, Community Services Block Grant, and the Second Chance Act. The additional partners that join the plan coordinate service delivery strategies and make operational commitments in the plan among themselves and with the core partners.

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Critical Steps to Successful Plan Implementation Through multiple meetings among interested partners and stakeholders the following critical steps were identified in implementing the state’s new strategic plan.

• Continued Focus on the Governor’s Direction: A culture of collaboration, with a laser-sharp focus on improving the outcomes for businesses and workers.

• An Operational Plan Embraced by Partners: The ability to put the principles of this strategic plan into day-to-day program practices to better serve our combined range of customers.

• Leadership and Sustained Commitment: Leadership at every level to stay the course when necessary and adjust the sails when needed and the ability to make the right choice driven by performance data and other valid evidence for fact-based decision-making.

• Ongoing Communication: In order to successfully implement the key priorities within the strategic plan the plan partners and stakeholders will need to invest in building an ongoing communication system to support ongoing information sharing and rally partners to respond to challenges and opportunities.

Work on this Directive is Built on a Solid Foundation Washington’s many successes in workforce development are detailed in a 2015 report by the State Auditor’s Office highlighting the overall effectiveness in coordinating services among 55 programs across 12 state agencies: “Washington’s approach to coordinated service delivery is highly regarded at the federal and state level . . .The Workforce Training and Education Coordinating Board (Workforce Board) is the lead agency responsible for coordinating system partners statewide. It works with them, as well as the Governor and Legislature, to develop the strategic vision and policies for workforce development in Washington.”

Washington’s Choice of a Combined Plan The many partners of Washington’s workforce system chose to submit a robust Combined Plan to federal partners—one of two options under WIOA. This decision was made with a clear eye towards improving the breadth and depth of services to workers and businesses across the state. By submitting a “Combined” Plan, partners are committing to working toward a seamless, customer-driven system that will not differentiate between programs and agencies whether local, state, or federal. The Combined Plan unites six core programs with any number of workforce services across the education and training system. Once included as “Combined”

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Full range of talent and possibilities Some come to the system with significant barriers, such as physical or mental disabilities.

Others face life challenges, such as poverty, past incarceration, or cultural and language differences. The majority enter the system largely ready for work, but need help with resume writing, career direction, and job search assistance.

At the same time, Washington businesses seek capable workers who can enhance their capacity and competitiveness—workers who are willing and able to learn new skills in a fast-changing economy.

Plan partners, these programs will be aligned with the mission, goals, and priorities within the combined state plan submitted to federal agencies by March of 2016.2

Sustaining Recovery by Unlocking Washington’s Talent Business Demand Rises for Highly Skilled Workers The year 2014 was the best for job gains since 1999. Productivity has been rising in the United States, and as the economy recovers, gross domestic product for 2014 is estimated at $16 trillion–besting the pre-recession high of $14.9 trillion in 2007. 3 Much of this job growth has occurred at the higher end of the skill and wage scale. A 2015 Seattle Times analysis of Washington State Employment Security Department data highlighted an uneven recovery with less skilled, lower paying jobs between $18 and $36 per hour declining during the recession, while jobs paying over $54 per hour grew during the same time period.

To fulfill this growing demand for highly skilled workers, Washington companies have turned to out-of-state and foreign workers to broaden their labor pool, tapping talent from across the world through the U.S. Department of Labor H-1B Foreign Worker Program. It’s clear that this is a missed opportunity for Washington’s workers, who would benefit from higher-skill, higher-wage jobs, especially in Washington’s thriving tech industry. Skilling up Washington’s workforce to meet the needs of businesses that import their talent requires greater collaboration and frank discussions among workforce professionals, education providers, and the business community. A more engaged and invested business community would help fill existing skill gaps through targeted training opportunities and help create a better skilled, homegrown workforce. This would give Washington workers a clearer pathway to higher paying jobs, and businesses a more direct connection to their own back-yard talent pipeline. Already, the state has secured two grants totaling $9.8 million through the U.S. Department of Labor for the American Apprenticeship Initiative, which include

2 In Washington, the “Combined Plan” includes the following partners: core programs (Title I Adult/DW/Youth, Title II ABE, Title III Wagner-Peyser, Title IV Voc-Rehab), TANF/WorkFirst, SNAP E&T (used to be called Food Stamps), Senior Community Services, Community Development Block Grant, Community Services Block Grant, Unemployment Insurance (UI), Veterans, Trade Adjustment Act, and Unemployment Insurance. 3 Source: U.S. Bureau of Economic Analysis

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a focus on the technology industry.4 These grants will help reduce the number of imported workers. Registered Apprenticeship in Washington is growing. Since January 2014 the number of registered apprentices has grown by 25 percent to around 11,000 by the end of 2015.

Focus on Youth with Barriers to Employment The Great Recession hit a generation of young workers hard and so far the recovery does not appear to be correcting the problem. Labor force participation for 16 to 19 year olds in Washington fell from 45.8 percent to 36.1 percent between 2007 and 2014.5 While all young people, across all education levels, are experiencing difficulties with the labor market, those who lack a high school diploma are more likely to be unemployed, or drop out of the labor force altogether, than high school graduates and those with higher education levels.6

WIOA Designates Key Populations with Barriers Youth aren’t the only ones with employment challenges. Under WIOA, 14 populations were designated as those with barriers. These populations are as diverse as the state’s workforce system and face significant challenges in obtaining living-wage jobs that lead to self-sufficiency and economic prosperity. The 14 populations designated as “populations with barriers” under WIOA include:

Populations with Barriers under WIOA Displaced Homemakers Youth in, or formerly in, Foster Care Low-Income Individuals English Language Learners Native Americans, Alaska Natives, and Hawaiians

Migrant/Seasonal Farmworkers

Individuals with Disabilities Individuals within Two Years of Exhausted TANF Eligibility

Older Individuals Single Parents/Pregnant Women Ex-Offenders Long-Term Unemployed Homeless Individuals Veterans “Other Groups” Designated by the Governor

4 One of the grants, totaling $1.5 million, is being administered by the state’s Department of Labor and Industries. It’s expected to provide training and jobs for up to 1,000 people, 600 of them in the technology industry. Another $3.5 million will go to the Washington Technology Industry Association to create an apprenticeship program in the information technology industry. The initiative will be carried out through an innovative partnership between the state, WTIA, and technology companies, including Microsoft, F5 and AT&T. 5 Source: U.S. Bureau of Labor Statistics 6 One important avenue to self-sufficiency and higher wages is apprenticeship. Youth-focused pre-apprenticeships have been recognized by Washington’s Apprenticeship and Training Council and these pre-apprenticeships are helping young people prepare for and enter apprenticeships.

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Talent and Prosperity for All - Organized Around Four Strategic Priorities After many months of collaboration and consultation among Washington’s workforce development program leaders and their teams, including more than 70 meetings and engaging more than 500 people, the following key strategic priorities were adopted by the Workforce Board. These strategic priorities are the organizing principles around which Washington’s workforce plan is structured:

1. Customers Receive Integrated Services that Lead to Employment and Careers: Customers need to be able to find and navigate the workforce development pathway that is best for them. This means Washington’s richly complex system must help customers move beyond program-specific solutions to make informed choices that pull from the full menu of services. Services need to be designed and delivered with customers as the focal point. In addition to acquiring skills and jobs that put them on the path to prosperity, customers should also understand they have continuous access to the workforce development system throughout their working lives. For sustained lifelong success, individuals will reengage in the workforce system throughout their career and lifelong learning journey. The system’s promise is to combine all resources to help each individual learn how to find and keep the right job and receive continued support to advance their careers.

2. Increase Business Engagement with a Clearly Defined Workforce Value Stream: Only 8 percent of Washington businesses utilize the public workforce system.7 This stark fact underscores the limited interaction between businesses and workforce development service providers at all levels. Businesses need simple paths to the workforce system and a better understanding of the benefits, whether it’s filling open positions with qualified applicants from WorkSource or shaping training programs to ensure workers have industry-specific skills. In addition, once businesses and industries are engaged—be it through sector strategies or recruitment services—the workforce system must build and sustain these partnerships. The system’s promise to partnering businesses is streamlined and integrated services that are easy for an employer to navigate and recognized value.

3. Universal Accessibility to the System through Technology and Other Barrier Removal: This plan embraces barrier removal and universal accessibility of workforce development services—both physical and programmatic—as core priorities. The system’s promise to those with barriers is to help employers realize their individual talents and to help all workers realize their full potential in the workplace. The use of technology to remove barriers for workers and enhance their access to services is a “game changer.” Advances in telecommunications and technology potentially allow for seamless, universal, and remote access to education, training,

7 Source: U.S. States: For Richer, For Poorer? Winning the battle for talent and securing our standard of living, Accenture report, Page 5: http://www.wtb.wa.gov/Documents/U.S.StatesRicherPoorerCombined.pdf

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and other workforce development services. While technology cannot fix all barrier access problems, in many cases it will free up staff to tackle more difficult access issues. This plan seeks to convert the best of these possibilities into a reality. The Workforce Board is establishing a permanent advisory committee to support the barrier removal work of local Workforce Development Councils.

4. A Next Generation Performance Accountability System That Shows Outcomes and Identifies Gaps: While Washington’s workforce system has been a national leader in performance accountability, new federal legislation and its mandates create the opportunity to improve performance measures to better support a more integrated and coordinated service delivery system. Under WIOA’s predecessor acts, Washington’s annual workforce program evaluation “Workforce Training Results” has shown whether participants of the state’s 12 largest workforce programs got jobs, how much they earned, the skills they obtained, and if they were satisfied with their program, among other measures. The Workforce Board’s Career Bridge website, home of the state’s Eligible Training Provider List (ETPL), also provides performance results for thousands of education programs. However, to get a clear picture of the system’s effectiveness, the current performance accountability system will have to undergo significant changes. The new federal workforce law requires that customers be served at a variety of entry points. If the intention is to enable customers to move into and across programs as needed, then the performance measurement system needs to measure results when many of the participants are served by multiple programs. These measures will need to quantify the results for customers, create a level playing field among programs and service strategies and promote behavior and results consistent with longer-term objectives, among other changes.

Key Commitments Braided Throughout the Plan Based on extensive stakeholder input, Governor Directives, and customer needs, the following values and commitments underpin our Talent and Prosperity for All strategic plan:

All Means All With the plan’s heightened emphasis on program alignment, many agencies and their stakeholders voiced concern that this would result in reduced services for their clients. Each community urged that customers receive increased services, not less. These services need to be provided in a manner that reflects their unique needs, ranging from one-on-one services for new immigrants to early intervention for youth while still in middle and high school. The plan consistently directs that priority populations receive the resources they require to be successful and that each community is included in the goal of prosperity and success for everyone. This is a “universal” plan.

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Systemwide Partnerships A culture of cooperation and partnership will be built to achieve positive results in a complex workforce system. Aligning goals, and measuring them in the same way, across all service providers and customers is essential in building this culture of partnership. Through shared goals and measures, Washington can achieve the seamless system envisioned in this plan.

These goals include:

A. Deliver prosperity and success in a measurable way for the system’s key customers: workers and businesses.

B. Address strategically and efficiently the economic needs of workers and businesses.

C. Ensure sustainable results.

Interdependency of Government and Non-Profit Agencies The mandates outlined in WIOA, the reality of limited resources, and the volume of work to accomplish them all point toward strategic leveraging of all available resources. Members of the non-profit community will be engaged in even closer collaboration with government agencies, including tribes. Interagency collaboration will foster increased business involvement and reduce duplication of effort, saving valuable resources, while also reducing business and worker fatigue in using the system.

Career Pathways The Career Pathways model will be utilized to offer an efficient and customer-centered approach to workforce development because they structure intentional connections among workers, employers, and service providers. Aligning educational opportunities that lead to industry-recognized qualifications, skills, and academic credentials helps bring workers and employers into the training system on the front end. In turn, this transforms businesses from “customers” into “partners and co-investors” in the workforce system.

Continuous Improvement-Old Way of Doing Business is Not an Option As the economy and population continue to change, Washington’s workforce system must be even more nimble to adapt to new demands and challenges. Timely, clear, and informative performance indicators will guide strategic course corrections and resource deployment. The Workforce Board, along with its partners, will continue to measure the impact of services to customers and will create an oversight system capable of responding as needed to ensure continued success and system improvements.

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Professional Development A highly skilled and talented staff has played a pivotal role in Washington’s workforce system success. The changes outlined in this plan will require continued investment in staff training and support across agencies and programs. To “manage the system to success,” front-line staff and managers will need to be equipped to respond to changing customers’ needs and support the four key strategies outlined in the plan. Team members will require a broader and deeper understanding of the services provided, not just by their own organization, but by other partners throughout the workforce system. Raising the bar on customer service will require thoughtful and coordinated outreach to businesses, and a tailored approach to providing education and training, and wraparound services for workers.

Leveraging Existing Successes Compelling stories of successful initiatives and programs are highlighted in this plan, bringing to life strategic objectives and system goals. These proven successes, and others, will be shared across the system. Too often, unique and successful pilot projects are abandoned due to lack of funding or changes in administration, and we will work to stay-the-course where they are proven successful. Encouraging information to be shared across the system, and regularly drawing attention to achievements, will help partners replicate and build on successes.

A Plan Embraced by All-Inclusive Process A key objective in developing and writing this plan was to have every team member and their stakeholders endorse and embrace the plan. This process has required time and engagement with numerous committees, task forces, public forums, and an inclusive writing team. This plan strives to honor that participation.

Who is Involved? WIOA requires Workforce Development Councils (WDCs) to lead strategic planning, business engagement and worker education and training efforts by developing a plan with other workforce partners that coordinates strategies and resources across the workforce system, in support of regional economies. WDCs recognize that in addition to their focus on regional and local needs, they are part of the statewide system which must be recognizable to businesses and workers, no matter their location. While any workforce system partner may potentially lead a business or training solution, all are expected to support WDCs in the development and implementation of aligned and effective regional and area-wide strategies. In turn, WDCs are expected to work with their partners to identify the approach taken within a region or area. Workforce system partners at the state and regional level will collaborate on the chosen approach.

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Workforce system partners in this approach include, but are not limited to:

Workforce System Partner Services Apprenticeship (Department of Labor and Industries)

A combination of on-the-job training (OJT) and related classroom instruction under the supervision of a journey-level craft person or trade professional in which workers learn the practical and theoretical aspects of a highly skilled occupation.

Carl D. Perkins Vocational and Technical Education Act*

*Carl Perkins is included in Washington’s workforce plan but is not a partner in the Combined WIOA plan.

Aims to increase the quality of technical education at both the secondary and postsecondary levels and provide students with academic and technical skills for in-demand, living wage careers that advance the economy.

Community Development Block Grant and Community Services Block Grant (Department of Commerce)

Funds support the costs of implementing comprehensive local plans designed to eliminate barriers to self-sufficiency among needy residents. The grant supports activities and services provided by community action agencies across Washington. Some of these services include: housing assistance, energy assistance, emergency services, education, job readiness counseling, job placement assistance, nutrition, asset development, and transportation services.

Customized Training Program (State Board for Community and Technical Colleges)

A training institution delivers dedicated customized employee training as requested by the business. The level of customization ranges from existing training curriculum delivered at the job site to fully customized training curriculum developed exclusively for the business.

Higher Education (Community and Technical Colleges, Four-year Colleges and Universities, Private Career Schools)

Education and training, customized training, incumbent worker training, certification, apprenticeship related supplemental instruction (RSI), education and career counseling, small business resources.

Job Skills Program (State Board for Community and Technical Colleges)

Prospective and current employees of a business receiving a Job Skills Program (JSP) grant are eligible for training. Eligible businesses and industries include private firms and institutions, groups, or associations concerned with commerce, trade, manufacturing, or service provisions. Public or nonprofit hospitals are also eligible.

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Workforce System Partner Services Title I Youth, Adult and Dislocated Worker programs (Various state and local service providers)

Workforce development workshops, assessment and career guidance, resources for worker training, on-the-job training, support services.

Title II Adult Literacy (Community and Technical Colleges)

Adult basic skills training, English as a Second Language training, GED

Title III Wagner-Peyser (Employment Security Department)

Job seeker assessment, job matching, and other business services. Washington labor market Information.

Title IV Vocational Rehabilitation (Division of Vocational Rehabilitation and Department of Service for the Blind)

Training, retraining of individuals with disabilities, identification and support for the implementation of assistive technologies for job seekers and businesses, job placement, job development, community rehabilitation providers.

Temporary Assistance for Needy Families (Department of Social and Health Services, Community and Technical Colleges, Community-Based Organizations, Employment Security Department, Department of Commerce, Department of Early Learning)

Assessment, case management, job placement, education and training, work study, workfare, support services, and job development.

Senior Community Service Employment (Department of Social and Health Services and Community-Based Organizations)

Provide subsidized, part-time, community service work-based training for low-income people age 55 or older who have poor employment prospects. Through this program, older workers have access to the SCSEP services as well as other employment assistance available through WorkSource, the state’s one-stop career centers.

SNAP, E&T (Department of Social and Health Services, Community and Technical Colleges, Community-Based Organizations)

Food stamps, assessment, education and training, job search, job search skill development, and support services.

Trade Adjustment Assistance (Employment Security Department)

A federal program that helps workers who have lost jobs due to foreign trade to gain the skills, resources, and support they need to become reemployed.

Training Benefits Program (Employment Security Department)

Training benefits pay up to 52 times a participant’s unemployment weekly benefit amount, minus any regular unemployment benefits received. These additional benefits are available to eligible dislocated workers in a

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Workforce System Partner Services full-time vocational training program approved by the unemployment insurance (UI) program.

Veterans Employment and Training Workforce development workshops, assessment and career guidance, resources for worker training, on-the-job training, support services for veterans.

Worker Retraining Program (State Board for Community and Technical Colleges)

Serves the unemployed or those facing imminent layoffs. Community and technical colleges provide training in basic skills and literacy, occupational skills, vocational education, and related or supplemental instruction for apprentices. Qualified students may receive financial assistance to help with tuition, other costs. Private career schools and colleges enroll a small number of students.

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Serving all seamlessly

The system’s goal is to ensure every customer has the education, employability skills, work experience, and credentials needed to move into sustained employment and economic self-sufficiency, and receives the wraparound services needed to pursue his or her career pathway.

Improving the Customer Experience

Better Serving Current and Future Workers The federal Workforce Innovation and Opportunity Act (WIOA), envisions a streamlined, demand-driven, integrated, and business-informed system that can support the talent needs of business, and the education and training needs of a diverse population of current and future job seekers and workers, including those most in need.

In many ways, streamlining and integrating the delivery system is the first step in helping all of the state’s current and future workers gain a foothold in Washington’s economy. Finding more efficient and successful ways to engage these individuals will create a sustainable talent pipeline. The diverse populations served by the state’s workforce system include unemployed or underemployed people, those seeking additional education to advance their careers, highly skilled workers, and those facing barriers to employment. Some will pass through the system with minimal support, while others will require multiple resources. The state’s economy benefits when the entire workforce is engaged in productive, meaningful employment, and the state’s business community is more competitive and prosperous as a result.

Service delivery integration means current and future workers can access the state’s workforce system, at any level throughout their lives, and are able to obtain the appropriate mix of services to put them on, or propel them along, a pathway to economic self-sufficiency. Current and future workers are able to connect to the system quickly and efficiently through a common intake process. They meet, or are connected technologically, with an individual navigator or team of navigators with a broad knowledge of available education, training, and support services. These trained system navigators ensure current and future workers have a roadmap to achieve their goals, including connections to relevant service providers. They ensure that each individual is enrolled in every program that can help meet their needs, in a way that is transparent to the customer.

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Improving the Customer Experience Goals The following goals will help move Washington’s system forward:

• Increase the number of designated navigators available within the One-Stop system. • Develop an intake process that eliminates redundant assessments and streamlines customer

experience. • Increase the number of participants, including those with barriers, who have defined career

pathways and have gained portable skills, received industry recognized credentials, and/or earned college credits.

In addition, soon after the passage of WIOA, Governor Jay Inslee directed the Workforce Board to work with the system’s stakeholders to shape Washington’s strategic plan toward three goals to maximize the workforce system’s impact:

1. Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

2. Close skill gaps for employers, with a focus on in-demand industry sectors and occupations, including through apprenticeships.

3. Work together as a single, seamless team to make this happen.

These three goals will inform the larger system and any guide changes. Below are ways the system is evolving to better serve all populations through a more integrated system.

Greater Flexibility and Access to Services In general, services are integrated to provide greater flexibility and a better fit for people who may need skill-specific training or other intensive services right from the start, rather than moving more deliberately through a predetermined, sequence of steps. Customers will be enrolled simultaneously in any service for which they are eligible and that can help them achieve their goal.

This streamlined integration requires all service providers to quickly identify needs, and then match resources to meet those needs. Increased collaboration and coordination among system partners ensures that the best of what the system has to offer comes forward with a minimum of duplication. Integration provides a flexible, interconnected set of services tailored to each customer. Customers receive a range of services via various providers and funding streams that may be braided together to meet their specific needs.

One key to service integration is a career pathway approach. This approach connects levels of education, training, counseling, support services, and credentials for specific occupations in a

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way that optimizes continuous progress toward the education, employment, and career goals of individuals of all ages, abilities, and needs. Career pathways fully engage businesses to help meet their workforce needs. In turn, customers are encouraged to choose among a full range of education and work-based learning opportunities that allows them to earn marketable credentials. Ultimately, the goal is to connect the customer to a career pathway that taps their talents and leads to long-term economic security.

Service Delivery Integration Customer Choice and Asset-based Programming Integration honors the assets and interests of customers at every stage of service delivery. This customer-centered approach recognizes that the needs and interests of customers may change as they engage in services, learn more about their abilities and aptitudes, and consider new career options. Customers help shape their individual pathways and outcome plans to achieve desired outcomes, with periodic check-ins and adjustments to ensure their plans continue to be both appropriate and effective.

In addition to being program experts, staff must think holistically about customers, their goals, and their skill-sets when they enter the system, and be knowledgeable about the full array of services that an individual requires. This asset-based approach focuses first on the strengths and positive experiences each customer brings, and then builds on those assets by connecting individuals with an appropriate mix of services.

Intake During initial customer contact, all necessary information will be collected to identify potential eligibility for all available services and provide the individual with a full menu of relevant options. The individual’s initial intake responses will be available to all partners, helping eliminate multiple requests for the same information. Ideally, the first interview will: evaluate the individual’s immediate needs and career interests; compile education and job history; identify any barriers to employment and ability to access education and training; and screen for eligibility for services, funding, and other resources. The intake process will also include working with the customer to identify potential effective learning modalities (learning styles, modes of instruction and training) or successful prior learning experiences.

Triage and Follow-up Based on intake information, a navigator or navigation team will evaluate a customer’s need for support services, readiness to pursue education, training, employment, or a combination, and make appropriate referrals. The navigator or navigation team will follow up with the customer to ensure smooth transition, or to redirect the customer if needed. Partners will work together beyond the points of program transition to braid funding and services across organizations for the benefit of the customer.

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Assessment Customers will enter career pathway programs at a level that makes sense for them, depending on their career readiness, while also taking advantage of multiple entry and exit points as they develop new skills. Assessment may vary, and can include standardized tests, criterion referencing, personal interviews, hands-on skill trials, and portfolios. Assessments should be tied to a credentialing process recognized by a targeted industry. The state approved basic skills assessment Comprehensive Adult Student Assessment System (CASAS) aligns with the state’s community and technical college system and many other service providers. This saves customers time and potential frustration that come with multiple tests. With CASAS, customers complete only one assessment before they begin basic skills training. A key piece of this assessment is determining whether an individual faces barriers to employment, and then identifying the services needed to reduce or eliminate those barriers.

Career and Education Exploration and Guidance All customers, but especially those with little or no work experience, need sufficient information to make informed career decisions and education choices. By fully exploring their career and education options, customers are able to choose a career pathway based on their interests, needs, and capabilities. Career pathway exploration should include timely information about a wide range of occupations and whether they’re in demand by local industry, connections to apprenticeship and other work- and-learn programs, and encouragement to consider non-traditional occupations for both women and men. Career guidance should also include a review of any foreign degrees and professional expertise held by educated, skilled refugees and immigrants experiencing unemployment or under-employment.

Customer Pathway and Outcome Plan Every customer will work with staff to develop a plan with clear and measureable outcomes. Staff will facilitate conversations with customers to better understand their immediate needs, interests, passions, assets and current capabilities and experience, and career goals. Staff will then help customers develop education and career pathways and outcome plans, and provide necessary information and guidance, including labor market trends, wages, and training opportunities. These plans are considered “living documents,” subject to change as customers learn more about career and education options and discover new areas of interest and capacity.

Case Management For individuals with barriers to employment, or any eligible customers who need more support, career counseling and case management will be provided as they move through each stage of a program. Career counselors not only help with career and life choices, they assist customers during tough transition points, increasing the likelihood of success. At a minimum, the career

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counselor/case manager provides stability and continuity, while offering encouragement and acknowledging successes. Ideally, customers should not be assigned more than one case manager. However, if necessary, career counselors/case managers will work as a team to streamline and expedite services. Career Counselors/case managers with particular knowledge, skills and expertise in serving individuals with unique, multiple, or the most complex barriers to employment will be available to assist customers who need more specialized or intensive support.

Support Services Support services help customers overcome employment barriers. For many customers, career pathway success is directly linked to their ability to overcome significant barriers. A variety of social, medical, behavioral, economic, and other support services can help individuals overcome employment obstacles. These services, in tandem with occupational skill development and other career pathway components, enable individuals with barriers to land a job, and keep a job.

Customer Pathway and Outcome Plan Options Integrated Basic Education and Skills Training (I-BEST) Day-to-day living calls for literacy and numeracy skills, as do careers. Basic skills are needed across all occupations, both in landing a job and progressing within a career. Basic skills are also required for more advanced career-specific education and training. Evidence shows that I-BEST education, pioneered by Washington’s community and technical college system, improves and accelerates the attainment of important learning outcomes and meaningful work credentials. This model, which blends basic skills training with high-demand occupational training, has been replicated and expanded in numerous states. Service integration and cross-training of national staff will increase the number of I-BEST participants who have access to these accelerated pathways to living-wage employment.

Contextualized English Language Acquisition English proficiency, including speaking, reading, writing, math, listening, employability skills, and solving problems in technology-rich environments are required to enter and progress within most occupations. Language acquisition is also a necessary ingredient for high-skill, foreign educated professionals to transition into the same or similar employment in the United States. Because evidence clearly indicates that contextualized English Language Acquisition improves and accelerates the attainment of desired learning outcomes, this is considered an optimal instruction method and is being expanded across the Title II system.

Work Readiness and Employability Skills Instruction Work readiness is an individual’s preparedness for getting a job and keeping a job. With work readiness training, customers learn about the structure and culture of the workplace, and about

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what makes a valuable employee—beyond job-specific skills. Topics typically include communication skills, decision-making and problem-solving, team building and teamwork, following instructions, healthy relationships with authority figures, leadership skills, personal growth, stress management, health and hygiene, and dealing with difficult people and situations. Customers should be able to show through their attitude and behavior that they understand these concepts, rather than simply scoring well on a standardized test. Work readiness is best taught when embedded in an education or training program, not as a stand-alone component.

Development of Knowledge, Skills, and Abilities for Job Entry Skill development in this model refers not just to those skills needed to enter the field, but building skills that allow individuals to advance within the field. Wherever possible, skill development activities should be integrated with work. Models of work-integrated learning include: project-based learning in the classroom, online coursework, industry guest lecturers, or direct workplace experience, including job shadows, mentorships, internships (paid or unpaid), work study, clinicals, cooperative learning models, and apprenticeships. Paid work experience or earn-and-learn models are optimal, but understandably the most difficult to achieve and sustain. Where possible, industry credentials should be integrated into job-entry programs, demonstrating competencies and reducing hiring costs for business partners. Skill development activities should be appropriate to the learning styles, interests and capabilities of each customer. Early intake and assessments will help determine the appropriate pathway and point of entry for each customer.

Skills Upgrading for Occupational Advancement Skills upgrading refers to development of skills beyond entry-level (first employment during program participation). Skills upgrading should be tied to an industry-recognized credential, whenever possible. Industry credentials should include college credits so customers can more readily add and build on their education to help them move up the career ladder.

Business Engagement, Job Development, and Placement Successfully connecting customers with jobs requires working with businesses to determine which jobs are currently available, or projected to become available, along with the skill requirements for these jobs. Engaging businesses and sharing labor market data will better inform curriculum development, support work-integrated activities, enhance program offerings, and assist in evaluating the effectiveness of the program in meeting industry needs. Staff responsible for job development and placement, and faculty responsible for curriculum development and delivery, will need to work closely with industry representatives to ensure skill development curriculum and materials are directly applicable to the workplace, and that participants are adequately prepared to meet the needs of business once on the job. This is an

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ongoing, fluid process. Curriculum may need to be modified or enhanced as new jobs become available or if participants are unable to perform effectively on the job.

Post-Job Placement Support for the Customer and Employer Landing a job is often just the first step for customers, even if they have benefited from effective pre-placement services. Once on the job they may struggle with child or elder care, transportation, interpersonal issues, family difficulties, medical needs, basic skills development, and court involvement. Or an individual may require additional skill development in specific areas to improve job performance or to keep pace with industry changes. Support services for customers and the businesses who hire them may involve: periodic contact, information and referral for necessary services, and, when necessary, advocacy for the individual on the job.

System Training and Support Professional Development Integrated services require a system-wide emphasis on professional development and cross-training for both leadership and front-line staff. Professional development that cuts across all programs and strategies is a foundational element of system accessibility. Training includes: outreach; the intake and triage process; customer choice; coaching and navigation; asset-based programming; and broad and basic knowledge of workforce education and training programs. Key skills for frontline staff include cultural competency, technical fluency, and command of motivational interviewing techniques. These core skills will significantly improve outcomes by connecting customers to the workforce system. Training and cross-training will ensure staff is able to serve a diverse population who experience a wide range of barriers to employment and require an array of integrated services to be successful along their career pathways.

Implementation of Technology This streamlined, integrated approach requires staff to use technology in new ways to simplify administrative processes, provide the customer with easy-to-use interfaces to access relevant information, connect to resources, and expand the options available for skill development certification, and portfolio management. New technologies will enable job seekers to use their own devises to connect easily and effectively to public systems and take advantage of state-of-the-art communications, and networking and accessibility tools.

Replication of Promising Practices Adopting streamlined customer service and service delivery integration does not mean that Washington must reinvent the wheel. In many instances, the state leads the nation in education and training programs, in performance accountability, and in service delivery.

The following programs and models have proven results in their programmatic areas. They provide a set of “how-to’s” for the workforce system to employ:

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Co-enrollment allows customers to access more resources and provides staff an easier way to serve all customers, regardless of their eligibility for services. Several Workforce Development Areas across the state are working on a pilot to automate co-enrollment of future and current workers seeking new or better jobs. While current efforts focus entirely on the co-enrollment of customers in the WIOA Adult and WIOA Wagner-Peyser programs, the goal is to create a template that will support co-enrollment into additional programs.

Labor–Management Committees are formed during major closures and facilitate the coordination between labor and business representatives, the workforce system and community partners. These committees are often the platform for pursuing Trade Adjustment Assistance, National Emergency Grants or other forms of funding to assist transition.

Peer Outreach contracts place workers from an affected group, during closure, on-site in WorkSource offices to offer support and ease the transition to training, job search and/or relocation activities, as appropriate. These individuals offer the emotional and motivational support necessary to assist a community in recovery from a major layoff event.

Puget Sound Welcome Back Center builds bridges between the pool of internationally trained professionals living in Washington and the need for linguistically and culturally competent professional services. Its goal is to assist these professionals to make the best use of their professional skills through respectful, innovative, and individualized career counseling, and educational services.

Transition Centers serving specific workgroups offer a tailored space to serve large impacted workgroups. Based on individual circumstances, these centers may be implemented within a One-Stop office or nearby location. (An example is the Simpson Lumber Mill closure in Mason County in 2015. Through a Labor-Management Committee, the company was certified for Trade Adjustment Assistance and two Peer Outreach Workers were funded to staff a Transition Center, alongside workforce system partners, in the office space next door to the Shelton WorkSource Center.)

Bachelors in Applied Science (BAS) degrees create expanded opportunities for both students and businesses by providing upper-division coursework at community and technical colleges in an applied field. These degrees, many of them online and tailored to working adults, build upon professional-technical associate’s degrees.

Centers of Excellence are flagship institutions located at Washington’s community and technical colleges that focus on a targeted industry and are built upon a reputation for fast, flexible, quality education and training programs. (A targeted industry is identified as one that is strategic to the economic growth of a region or state.) Centers are guided by industry

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representatives to lead collaborative and coordinated statewide education and training efforts to build a competitive workforce in a global economy.

Community and Technical College Workforce Program Advisory Boards are long standing, with private sector business and labor representatives serving as advisors to the college programs, providing: advocacy, curriculum recommendations, and support for quality professional-technical education programs.

HS 21+ allows students 21 and older to attain a competency-based high school diploma. The program awards credit for prior learning, military training, and work experience.

I-BEST Programs

Professional Technical I-BEST co-enrolls students in adult basic education and college credit-bearing career pathways that lead to living wage jobs. I-BEST accelerates students down their career pathway, by contextualizing and team teaching the language, math, and other foundational skills needed to succeed in their professional-technical program. I-BEST students are nine times more likely to earn a workforce credential than students in traditional basic education programs.

Professional Technical Expansion I-BEST allows students to move further and faster down their career pathway by putting English and math courses in context, as needed for longer-term certificate and degree programs. This allows students to skip developmental education and earn their college or terminal-level English and math credits through contextualization and team teaching.

Academic I-BEST co-enrolls students in adult basic education and Direct Transfer Agreement (DTA) courses for students intending to earn a transfer degree. Through Academic I-BEST, adult education students can accelerate their progress down a transfer career pathway and reduce or eliminate time spent in developmental education.

I-BEST at Work is based upon a partnership between a community college or community-based organization, and an employer, in which the college or organization provides a basic skills instructor who team-teaches with a representative from the employer. It is part of the comprehensive I-BEST Pathway, designed to accelerate basic skills students within the context of work for incumbent workers.

I-DEA Integrated Digital English Acceleration is an on-ramp to I-BEST that is in collaboration with the Gates Foundation and provides the lowest level ESL students with a laptop computer with half of the instruction online with 24/7 access to learning.

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Industry DACUM incorporates the use of a business or industry focus group to capture the major duties and related tasks included in an occupation, as well as the necessary knowledge, skills, and traits, in a process facilitated by a Center of Excellence or community college. This cost-effective method provides a quick and thorough analysis of any job.

Industry showcases highlight how industry skills are put to use in the work world and serve as an example of how community and technical colleges are responsive to the changing needs of businesses.

Industry Skill Panels are public/private partnerships of business, labor, and education working together to improve the skills of workers in industries vital to Washington’s economy. Washington has worked with Industry Skill Panels since 2000.

Workforce Program Review is a community college review of a vocational education program’s intent and objectives. Industry representatives participate on evaluations teams that look at: program accomplishments, student performance standards compared to the needs of industry, facility adequacy as a training site, quantity and quality of graduates, and job placements. This review team then makes recommendations for any identified program improvements or innovations.

Summary and Goals In conclusion, a truly integrated service delivery system holds promise for Washington’s workforce by helping people reach their goals no matter their barriers, their background, or where they entered the system. Doing this effectively calls for increasing the number of navigators in the state’s One-Stop system, eliminating redundant assessments, and helping more customers define career pathways that help them achieve portable skills, industry credentials, and satisfying, living-wage careers.

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Better access, better engagement By providing businesses with easier access to the workforce system and a clearer understanding of the benefits of working together, Washington will move business

Critical Industry Sectors in Washington Governor Inslee created the Office of Economic Development and Competitiveness to recruit new companies to Washington and grow businesses in key industry sectors statewide. Critical industry sectors in Washington designated by the Governor are:

• Aerospace • Agriculture • Clean Energy • Forest Products • Information and

Communication Technology • Life Sciences and Global

Health • Maritime Industries • Military and Defense

Engaging Business for Better Results When Washington’s workforce system effectively engages with business, it’s a win-win situation for workers, and for employers. By working closely with firms to determine their talent challenges and by implementing effective solutions, the workforce system helps both businesses and workers prosper. The Workforce Innovation and Opportunity Act (WIOA) places a greater emphasis than its predecessor act on engaging business in the development of workforce solutions, identifying business as a primary customer of the workforce system. Yet for the system to realize the full potential of business engagement, it must go beyond thinking of employers as merely customers. Businesses must be partners in the system. After all,

businesses know what they need, and the skills that they lack. They can help identify, create, and implement effective workforce solutions. By providing businesses with easier access to the workforce system and a clearer understanding of the benefits of working together, Washington will move business engagement to the next level. Washington is already known as a leader in business engagement. The state piloted Industry Skill Panels which were instrumental in the establishment of Centers of Excellence. Housed within the state’s community and technical college system, Centers of Excellence provide fast, flexible, quality education and training programs that respond directly to the needs of industry. Washington was also an early adopter and leader in the implementation of sector strategies and career pathways. Washington has invested in Skill Centers, which provide career-focused education to high school students. These centers routinely partner with local employers to give students the skills to be successful in the local job market and advance in their

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education and training. In 2015, Governor Inslee appointed industry sector leads to better support the growth of strategic industry sectors in Washington: aerospace, agriculture, clean energy, forest products, information and communication technology, life sciences and global health, the maritime industry, and military and defense.

Today, Washington has the opportunity to take this work to the next level and to close skills gaps and help employers hire and further develop the talented workforce they need to grow and prosper.

Business Engagement Goals Over the next two years, the following goals will help move Washington’s system forward:

• Establish a baseline and increase the number of businesses utilizing the workforce system by 20% per year.

• Establish a baseline and increase the percentage of businesses reporting satisfaction with the services they receive via the workforce system by 20% percent each year.

• Train at least 30% of the workforce system on the implementation of sector partnerships and have at least one new sector partnership in development in each workforce area.

• Establish a baseline and increase resources for work-based learning, including on-the-job training, apprenticeship, internships, work experience, and especially, incumbent worker training by 30% in the next two years.

In addition, soon after the passage of WIOA, Governor Jay Inslee directed the Workforce Board to work with the system’s stakeholders to shape Washington’s strategic plan toward three goals to maximize the workforce system’s impact:

1. Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

2. Close skill gaps for employers, with a focus on in-demand industry sectors and occupations, including through apprenticeships.

3. Work together as a single, seamless team to make this happen.

These three goals will inform the larger system and any guide changes. Below are ways the system is evolving to better serve all populations through better engaging business.

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What Better Engagement Means for Business According to a 2014 Accenture report, employers cannot find the talent they need. In this report, just “18 percent of employers reported sufficient access to needed skills.” Yet, in Washington, just 8 percent of businesses connected with the state’s workforce system to find talent. And talent acquisition is only one challenge facing today’s businesses. New articles and reports identify a variety of human resources challenges that the workforce system could help to address, including:

• Skilling up workers and job seekers to keep pace with rapid changes in technology. • Retaining talent. • Planning for succession. • Increasing workforce diversity. • Dealing with the greater demand for flexibility within the workforce. • Impacts of personal life on work.

There are many tools available for addressing the need, including work-based learning (on-the-job training, incumbent worker training, apprenticeship) where the public system and business share in the cost of developing an employee’s skills. Business partnerships with workforce development and human services programs can increase diversity in the hiring pool and support job retention in the workplace. If employers are willing to partner with the workforce system, expend energy, and, devote resources, they can leverage their investment to create sustainable solutions to their workforce challenges.

What Better Business Engagement Means for the Workforce System An emphasis on business engagement creates a benchmark for more activity—more surveys, more meetings, more outreach—but not necessarily more engagement. While many businesses do not know about the many workforce system programs and services that could benefit them, more outreach does not necessarily lead to more employers partnering with the workforce system.

According to a recent National Governors Association (NGA) report, “The U.S. workforce system is often criticized as a sum of disconnected parts, with worker training poorly matched to industry demand, a lack of focus on industries that are the most important to local economies, and duplicative business outreach and workforce training services.” Outreach alone will not fix these issues.

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Successful business engagement is about better understanding the value proposition that the workforce system can offer business and delivering that value by:

1. Aligning and coordinating “disconnected parts” across the system to provide workforce solutions that meet real business needs.

2. Enlisting business as a partner in the identification, development, implementation of and investment in workforce solutions.

3. Making services and products more transparent, accessible, and user-friendly, and supporting services with appropriate technologies for employers.

By finding more effective ways of working together, leveraging limited resources, and addressing long- term issues, the workforce system can help employers achieve stronger results, forging a sustainable and mutually beneficial alliance. Engaging business as a partner increases the diversity and number of resources available and builds a team that helps workers find, keep, and grow in good jobs.

Aligning and Coordinating Across the Workforce System Effective business engagement is a system function, rather than a programmatic one. Each system partner comes with specific resources to develop, support, educate, and train the workforce in the region, and a mandate to better engage business in doing so. When each program works in isolation to create businesses services, increase contact with businesses, or solicit business input, the end result is a patchwork approach where some businesses are asked the same questions over and over, and others are left completely out of the conversation. Creating an aligned and coordinated approach that conveys the full strength of the system increases its efficiency and the likelihood that employers will realize value from the system.

To achieve this innovation, Washington’s workforce system must shift its focus when working with businesses from the promotion and administration of programs and management of services, to a more strategic role of building regional talent pipelines, addressing skill gaps, and creating meaningful education and career pathways for a range of workers in key industries.

Recently, a staff person at a WorkSource center described the transition as moving from inventory control to business solutions. In inventory control mode, staff thinks in terms of how many jobs a company has open and how many job seekers the program has available or could quickly train to apply for these jobs. In the business solution model, staff move from focusing on this “inventory” of specific services and programs to helping businesses access system resources and services that will meet their specific needs. Put another way, the system must move from a “push” that works to match the job seeker inventory on hand to a “pull” or a “demand-driven” system working in partnership with businesses to determine and develop the talent they actually need.

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What better way to demonstrate value and responsiveness than to engage business as equal partners in the design and creation of the products and services they need? Sector partnerships and career pathways are proven mechanisms for forging these relationships.

Engaging Business through Sector Partnerships Sector strategies are the most widely used approach to engage businesses throughout the U.S., according to the National Governors Association (NGA). Sector strategies are regional partnerships of employers within one industry that bring together government, education, training, economic development, labor, and community organizations to focus on the workforce and other needs of their industry. At the state level, sector strategies are policies and investments to support and align regional sector strategies. NGA finds that “a growing body of evidence demonstrates their effectiveness for employers and workers.”

Washington’s workforce system is a recognized leader in the implementation of sector strategies. The state needs to capitalize on this strength and move beyond sector strategies to sustainable sector partnerships. Sector partnerships shift employers from being customers of the workforce system to active participants in the design and creation of workforce solutions—forming business-to-business partnerships within industry sectors that set the course for resolving industry-wide workforce needs.

In addressing industry sector workforce issues, system partners package their individual components to create customized solutions. This may include incumbent worker training that moves current workers into higher demand fields, paired with recruitment strategies to backfill the entry-level opportunities that open up as a result. Employer engagement may lead to more work-based learning opportunities where the company makes it easier for potential and existing workers to elevate their skills in workplace settings. Sector partners may also choose to focus on longer term solutions, including reaching within the K-12 system to prepare young people for future careers in the industry. The key is to leverage the investment and resources of all partners toward a common goal. Rather than competing for the attention of businesses, the workforce system strategically braids together the resources of the public, philanthropic, and private sectors to create new solutions to ever-changing business challenges.

A Sector Partnership Framework is included in the appendix of this chapter to support the transition to sector partnerships. The framework provides a common set of principles, definitions, processes and criteria and creates the expectation that regional and state sector leads will coordinate and leverage each other’s work. The Framework creates a common language for implementing sector partnerships, sharing promising practices and lessons learned among regional level workforce development professionals from different agencies and different parts of the state.

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The framework also provides a vehicle to identify the training needs of system partner staff to support sector partnerships. By using the framework to report on the status of sector activities, policy makers, business stakeholders, and workforce system partners will all have a better understanding of the impact of sector partnerships. Most importantly, the framework lays the groundwork for fully engaging business as a partner in workforce solutions.

Engaging Business through Career Pathways Career Pathways form a transit system for careers, mapping out the various routes workers can take to achieve their career and life goals. Career Pathways serve as a recruitment and retention tool for industry sectors, clearly conveying the career pathways within the industry to incumbent and potential employees. Businesses identify the career progression within occupations they need to prosper. The education system, through ongoing consultation with businesses, organizes programs that allow current and future workers to access the right amount of education and training to fulfill those job requirements and move up the career ladder throughout their lives.

Career pathways must be highly informed by businesses in a regional economy and supported by system partners. These pathways offer a mechanism for those with barriers to employment to move more efficiently into jobs. The workforce development partners identify potential participants and provide the support services for these current and future workers to succeed in their education and training. Business input helps the education system better tailor and update curriculum based on regional industry needs and trends, building a sustainable talent supply pipeline.

Making workforce services more transparent, accessible and user-friendly Businesses often find it difficult to navigate the vast array of programs and services available within the workforce system, because individual programs often compete to be “the” solution. The program-by-program approach to developing business services has resulted in an abundance of program-specific solutions. If the workforce system is to better engage business, it must demystify, align, and simplify access to this array of resources and services. Businesses care little about the program and funding stream, and more about getting the talented workers they need. Several approaches will address this challenge.

Identify/invest in business navigators The fact that navigators are needed to help businesses access services demonstrates the complexity of the workforce system. For example, a business wanting to support the growth of a young, inexperienced job seeker may be offered on-the-job training support by one partner, an internship by another, a work experience, job shadow, or assistance setting up an apprenticeship program by others, and so on. The workforce “solution” may have more to do with which program is contacted first, rather than which approach fits best.

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Business navigators must be sufficiently cross-trained in business programs and services to readily identify services useful to businesses, regardless of who provides them. Navigators will also help tailor and package services to meet specific business needs.

Speak the language of business Even within the workforce system, programs have their own languages built around their authorizing legislation, regulations, and cultures. Translating workforce development products and services into a common language that resonates with business serves the dual purpose of creating a stronger partnership among workforce system partners while also improving the relationship with businesses. That language educates system partners on what business really wants, not what they presume business wants.

Create a common brand The difference between on-the-job training, clinicals, internships, job shadows, cooperative training, work experiences, work study, apprenticeships, and other workforce activities revolves around who offers the programs and program-specific rules and regulations. All are approaches that allow job seekers to actively build their knowledge and skills in a work-and-learn setting. But the names are confusing, leading to the conclusion that the system is fragmented. Creating a common brand and a clear, common plain-language menu of service options will make it more likely that businesses will use these services.

Increase work-and-learn opportunities Work-and-learn opportunities are a win-win-win for the job seeker/worker, the business, and the workforce system. Job seekers collect a paycheck while in training and businesses are able to defray payroll costs, while helping a worker gain valuable skills. Work-and-learn solutions help ensure training provides tangible, relevant skills that lead to jobs for trainees. They give an employer the opportunity to get to know job candidates and build commitment between employers and job seekers.

Train staff to support business engagement Relatively few staff in the workforce system come to their roles with a strong business background. Therefore, staff often market programs and services without a full understanding of business needs. At the same time, many staff worry that a greater focus on business engagement diminishes support for the needs of job seekers. The state must invest in professional development if the workforce system is to successfully connect with businesses, help identify and solve business problems, and retain the business community as true customers and partners. Professional development should also help to show the connections between effective business engagement and better job seeker outcomes, building a bridge between staff who serve businesses and those who serve job seekers. A set of leading indicators will help staff know if they are on track in helping area businesses, adopting business

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assessment methods to better match potential workers with employers, and developing customized recruitments. These indicators must be part of staff professional development.

The role of Workforce Development Councils Under WIOA, local Workforce Development Councils (WDCs) are responsible for assuring the workforce system meets the needs of businesses, workers, and job seekers within economic regions and their local areas. WIOA requires WDCs to lead business engagement by developing a strategic and operating plan with other workforce partners that coordinates business engagement strategies and resources across the workforce system, in support of regional and local economies.

WDCs exercise their leadership responsibility in a variety of ways. At a minimum, WDCs serve as leaders for specific efforts like sector partnerships; assessing business engagement opportunities, (both in terms of quantity and quality); convening, organizing, coordinating, facilitating, and supporting the efforts of workforce partners to create an aligned approach to business engagement; facilitating information sharing among workforce partners and businesses; and/or creating partnerships with effective intermediaries who already have the trust of the business community. While any workforce system partner may potentially lead a business solution or provide services to businesses, all are expected to support Workforce Development Councils in the development and implementation of aligned and effective regional business engagement strategies. In turn, WDCs are expected to work with their partners to identify the approach taken within a region. Workforce system partners at the state and regional level will collaborate on the chosen approach.

Workforce Development Councils will unify the approach of all partners and establish a documented process for business engagement. WDCs and workforce system partners must work together to implement it. This includes organizing, targeting, and assigning representatives to the market, setting protocols for contact and services, identification and analysis of business workforce problems, adopting an integrated plan, maintaining a shared customer base, connecting job seeker staff to the process, seeking alignment with business demand, and reporting and evaluating progress.

Summary and Goals In conclusion, a system that better engages businesses will rely on a firm accountability framework that establishes a solid baseline on the number of businesses utilizing the workforce system, and builds on it by 20 percent per year and also increases the percentage of businesses reporting satisfaction with the services they receive by 20 percent each year. The new goals also call for at least 30 percent of the workforce system to be trained to implement sector

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partnerships, with at least one new sector partnership in each workforce area. The goals also call for establishing a baseline and increasing resources for work-based learning, including on-the-job training, apprenticeship, internships, work experience, and especially, incumbent worker training by 30 percent in the next two years.

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Engaging Business APPENDIX With sector partnerships, employers within one industry within a regional labor market are able to bring together government, education, training, economic development, labor, and community organizations to focus on workforce (and possibly other) industry-identified needs.

Guiding Principles • Sector strategies are but one of many strategies for workforce and economic development. • Statewide and local sector partnerships and strategies can co-exist in mutually reinforcing

and beneficial ways. They are not mutually exclusive of one another. • Critical factors for identifying sectors to be targeted for sector strategies include

employment opportunities (including opportunities for those with barriers to employment), wage levels (including career and wage progression potential), and the economic impact of the industry.

• Because policy objectives vary, workforce and economic development partners may work from different lists of targeted sectors. That being said, collaboration and coordination is imperative when economic and workforce strategies target the same sectors.

• Nascent or emerging sectors, as well as mature or plateaued ones, have a role in workforce and economic development initiatives.

• Both traded sectors and local services sectors have a role in workforce initiatives. Traded sectors generally include export or innovation-based industries – agriculture, manufacturing, scientific research and development. Local services sectors are population-based. Retail, health care, educational services, food services, public administration – tend to locate based on population and are prevalent in almost all communities.

• Targeted sector lists should be updated to keep pace with changing economic conditions. • As strategies are developed to serve the workforce needs of sector partnerships, there

should be an emphasis on data-driven outcomes (such as employment placements) for businesses, job seekers and workers, including individuals with barriers to employment.

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Alignment between local and statewide sectors Identified statewide sectors represent statewide priorities for sector work. When Workforce Development Councils (WDCs) identify regional and/or local sectors using the process and criteria in the Washington Sectors Partnership Framework, they will identify which statewide sectors are also of regional and/or local significance. Not all statewide sectors will be of significance to regional/local economies, nor will all regional sectors be significant at the state level.

When regional, locally identified sectors are also statewide priority sectors, WDCs are expected to connect with state sector leads to determine how best to align local activities with statewide sector goals. Statewide sector leads are expected to reach out to WDCs operating in regional and local economies where high concentrations of companies are part of identified statewide sectors, in order to identify opportunities to work to together/align work. Opportunities to align regional/local industry sectors that are part of the supply chain for statewide sectors should also be coordinated among state sector leads and WDCs.

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WashingtonSector Partnership

Framework

Sector partnerships are partnerships of employers within one industry that bring government, education, training, economic development, labor, and community organizations together to focus on the workforce (and possibly other) needs identified by the industry within a regional labor market.

Phase I: Prepare your team

Goal: build buy-in & support

Phase II: Investigate*

Goal: determine target industries

Phase III: Inventory and Analyze&*

Goal: build baseline knowledge of industry

Phase IV: Convene

Goal: build industry partnership, prioritize activities

Phase V: Act

Goal: Implement initiatives

Phase VI: S and evolve

Goal: grow th partnership

• Build a team of workforce, education and economic development leaders for ongoing joint decision-making

• Inventory current sector partnership or industry–targeted efforts

• Decide on initial roles & responsibilities – who has the credibility to lead a sector partnership, what support can partners commit to

• Commit to looking at LMI data together

Sample measures of progress• Partners identified• Meetings held• Agreements developed• Resources committed

• Determine growth sectors to investigate

• Ensure relevance for the region

• Evaluate against 10+ consideration relating to growth, relevance to economic development activities, and other key factors

Sample measures of progress• Data provided• Partners select key

industries to explore

• Conduct a baseline review of demand-side (employer) and supply-side (labor pool) data

• Analyze industry trends, review existing research

• Analyze data and develop a brief industry “report” or “snapshot” to start the engagement with employers

• Identify business champions to bring industry to the table

Sample measures of progress• Industry “snapshot” or

“report” ready for first meeting

• Industry champions identified• Companies invited

• Prepare support team and set expectations for the meeting – business talking to business

• Hold event to find out what’s new in industry, growth opportunities, and related needs

• Ask industry to Identify and prioritize key issues

• Determine whetheradditional resources are needed

Sample measures of progress• Plan for action developed• Task forces identified• Staff and chairs

identified/ assigned

• Develop Operational Plan

• Execute plans, monitor progress

• Provide status reports to partnership, task forces, stakeholders

• Identify road blocks and address them

Sample measures of progress• Metrics specific to

project identified and reported

• Identify nex opportuniti

• Start the pr again at the appropriate

• Grow the p

Sample meas progress• New projec

identified• New resour

Evaluate Adjust Improve Report Tell Your Story

CompanSupporting

Partners

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Criteria for identifying and prioritizing target sectors

Criteria The identified sector is important to the regional economy in terms of employment, economic impact, growth potential, and/or wages.

Process Conduct quantitative data analysis: Identify core/driver industries and inter-industry linkages. Measure and rank criteria relating to industry concentration, employment, and opportunities for wage and career progression. Criteria should include, but not be limited to:

• Industry concentration – Using employment location quotient for the local area relative to the nation. (Possible data sources: Employment Security Department’s Quarterly Census of Employment and Wages, U.S. Bureau of Labor Statistics location quotient calculator at http://data.bls.gov/location_quotient/ControllerServlet)

• Recent and projected employment growth – Looking for positive projected growth potential. (Possible Data Source: ESD's employment projections for projected data and ESD’s Quarterly Census of Employment and Wages for recent employment data)

• Opportunities for wage progression – As indicated by range between 25th and 75th percentiles in wages observed within a given occupation in the sector (Possible Data Source: ESD's Occupational Employment Survey wage data.)

• Opportunities for career progression – As indicated by percent of occupations in the middle- and high- wage ranges and other indicators of occupational mobility within a given sector. (Possible Data Sources: ESD's occupational wage data and industry-occupation matrix.)

Conduct qualitative validation: Validate quantitative findings through conversations with industry (business and labor) and regional economists. Criteria may include but not be limited to:

• Quantitative factors such as employment projections relating to retirements and turnover; output; earnings per worker; commute patterns; change in establishments; change in wages; exports as percent of output; traded versus local services sectors. (Possible Data Sources: ESD's Employment projections, Bureau of Labor Statistics national replacement rates for occupations at http://www.bls.gov/emp/ep_table_110.htm, comparisons between job openings and numbers of unemployed from sources like Help Wanted on Line at https://fortress.wa.gov/esd/employmentdata/reports-publications/occupational-reports/employer-demand-report, Washington Department of Revenue’s Quarterly

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Business Income at http://dor.wa.gov/content/aboutus/statisticsandreports/TID/StatisticsReports.aspx?query=gbinaics, commuting patterns from the Census Bureau’s county to county migration flows, change in establishments and changes in wages reported on ESD’s Quarterly Census of Employment and Wages; Occupational Employment Survey.)

• Qualitative Factors such as industry-recognized certifications and related opportunities for career progression, policy/regulatory/legislated issues, resources at-hand, and factors of chance and special circumstances, as identified by companies within the sector.

Common definitions • Sector: A group of industries with similar business processes, products or services such

as construction or health services; formerly categorized by the Standard Industrial Classification (SIC) system, now categorized by the North American Industry Classification System (NAICS). Traded sectors – those that produce goods - often located near the resources necessary to create products, while local services sectors – retail, healthcare, education - tend to exist throughout the state as these are population-based.

• Industry Cluster: A geographic concentration of interdependent competitive firms that do business with each other, including firms that sell inside and outside of the geographic region as well as support firms that supply new materials, components, and business services. (RCW 43.330.090)

• Targeted Industries or Clusters: Industries and industry clusters that are identified based on a strategic economic development consideration or other public concerns.

• High Employer Demand Program of Study: Postsecondary or Industry Recognized Certificate or degree program in which the number of students prepared for employment per year (from in-state institutions) is less than the number of projected job openings per year in that field—statewide, or in a region of the state.

• High-Demand Occupation: An occupation with a substantial number of current or projected employment opportunities.

• High Student Demand Program of Study: Postsecondary or Industry Recognized Certificate or degree program in which student demand exceeds program capacity.

Tracking sector implementation and outcomes To answer the question “how would we know if sector strategies make a difference?” the Workforce Training and Education Coordinating Board (Workforce Board) will convene a work group to develop a rubric aligned to the Workforce Board’s approved sectors framework (above).

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The intended outcomes for sector strategies are generally the same as for programs in the workforce system:

• Did people get and keep jobs? • Did people get and increase wages? • Were businesses retained or grown? • Did the job seeker and the business have a positive experience?

However, it is difficult to draw direct causal links between sector strategies and statewide performance improvements related to the outcomes listed above. Those implementing sector strategies can track specific factors, such as the numbers trained (if training was a goal of the project), the number of those recruited who were placed into jobs, the time required to fill job openings, etc. The specific results would vary based on the sector project undertaken based on the needs of employers.

It was agreed that the primary goal for the implementation of sector strategies was to provide a strong and flexible tool to help WDCs meet their requirement to coordinate business engagement and fulfill the expectation that implementation of WIOA would support economic vitality of the communities they serve. In order to roll this information up to a statewide level, a common approach to sector strategies and reporting tool is needed. Local sector experts identified the lack of consistency in the implementation of sector strategies as a challenge to learning across and even within local areas.

Therefore, it was recommended that a rubric be developed and incorporated in the state strategic plan. The rubric would provide:

• Common definitions. • Clarification of the steps needed to implement a sector strategy. • Criteria that help a local area identify, track and map progress throughout a sector

project. • Sample outcome measures and a tool for tracking sector specific outcomes.

Local areas/region would complete a rubric for each targeted sector identified as part of their strategic plans, and would update their progress every two years as part of local/regional plan reviews. The rubric would include a template for tracking and reporting outcomes that could be compiled across regions/areas to give the Workforce Board, the locals, and partner agencies a better understanding of the results obtained and the strategies that are most effective.

This approach also recognizes that the implementation of sectors is a learning opportunity. Locals should not be penalized for taking risks to address industry needs. Sector strategies are

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most effective as a way to gain more precise, actionable information to better fill the needs of employers and job seekers.

Sample rubrics included below provide a starting place for the development of a statewide rubric.

The Workforce Board will provide formal training for local practitioners on the implementation of sector strategies and the use of the rubric to increase consistency and develop local expertise.

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Ensuring access to everyone Every Washington resident needs universal, barrier-free access to our state’s workforce system. Technology is a powerful tool that can reduce obstacles to access. However, it’s clear that technology will not solve all accessibility issues. Tailored approaches to different populations are required.

Accessibility and Technology A key priority for Washington’s workforce system over the next 10 years is ensuring universal access to the entire array of education, training, and support services. Every Washington resident should have the opportunity to progress along a clearly defined and guided career pathway that leads to economic self-sufficiency.

Advances in technology offer one way to provide both remote and universal access to the state’s workforce system. Tapping this technology will help more Washington residents, including those with barriers, access a wide range of services.

As we began to focus on the potential for technology to tear down barriers to workforce system access, it became equally clear that advances in technology—or the way it is applied throughout the system—will not solve all accessibility issues. Executing universal accessibility to Washington’s workforce system will require a concerted, long-term effort from all partners, and a willingness to adapt and refine service delivery strategies to meet customer needs. This collective commitment is essential if all Washington workers are to benefit from our improving economy.

Accessibility and Technology Goals

The following goals will help move Washington’s system forward:

• Implement secure, wireless Internet access in public areas of all comprehensive One-Stop centers in Washington by 2020.

• Establish a state-level advisory committee on accessibility and barrier solutions and ensure the designation of local advisory committees during the first two years of the plan. By the fourth year of the plan, ensure the state-level advisory committee has received annual progress reports on One-Stop centers’ accessibility at the local level.

• Identify and encourage local pilot programs that use technology to facilitate and improve an integrated service delivery for customers, including programs designed to improve access to the system.

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In addition, soon after the passage of WIOA, Governor Jay Inslee directed the Workforce Board to work with the system’s stakeholders to shape Washington’s strategic plan toward three goals to maximize the workforce system’s impact:

1. Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

2. Close skill gaps for employers, with a focus on in-demand industry sectors and occupations, including through apprenticeships.

3. Work together as a single, seamless team to make this happen.

These three goals will inform the larger system and any guide changes. Below are ways the system is evolving to better serve all populations through enhanced accessibility.

Universal access across the workforce system Fundamental to the Workforce Board’s vision for the workforce system is the concept of universal accessibility. Washington’s workforce system must be prepared and able to serve job seekers from all kinds of backgrounds, who face a variety of barriers. Universal accessibility encompasses both physical accessibility of all facilities, as well as programmatic accessibility—taking into account the particular access needs of all customers. Integration of service delivery and better coordination among workforce system partners will allow services and delivery approaches to be customized to meet a wide range of needs.

Identifying and Removing Barriers to Workforce Services WIOA has provided new energy across Washington’s workforce system to address and remove barriers to access so that a greater number of Washingtonians will be able to connect with a career pathway and a living-wage job.

The Workforce Board embraced the new federal workforce act as a chance to improve service delivery and remove barriers to access for all individuals with barriers to employment, not just those populations covered by the Americans with Disabilities Act. While developing recommendations on accessibility, the Workforce Board engaged stakeholders, staff, and policy experts representing a wide range of the 14 populations designated as “populations with barriers” under WIOA:

Populations with Barriers under WIOA Displaced Homemakers Youth in, or formerly in, Foster Care Low-Income Individuals English Language Learners

Native Americans, Alaska Natives, and Hawaiians

Migrant/Seasonal Farmworkers

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Populations with Barriers under WIOA Individuals with Disabilities Individuals within Two Years of Exhausted

TANF Eligibility Older Individuals Single Parents/Pregnant Women

Ex-Offenders Long-Term Unemployed Homeless Individuals Veterans

“Other Groups” Designated by the Governor

An initial look at how technology could be used to remove access barriers for individuals with disabilities quickly expanded in scope to consider all strategies to remove access barriers to all barrier populations. A System Barriers Map that outlines these is available at: http://wtb.wa.gov/Documents/WIOABARRIERPOPULATIONchart.pdf.

Some of the common barriers faced by vulnerable populations include:

• Lack of recent work experience. • Difficulties with transportation, housing, or childcare. • Lack of work-appropriate wardrobe or resources (tools, equipment, safety gear) • Inability to access necessary language translation services or accessibility devices. • Lack of financial and educational literacy. • Inability to successfully utilize technology resources.

Technology is a Powerful Tool to Remove Barriers Advances in personal computing and telecommunications technology have made the Internet and person-to-person connectivity a feature of many people’s daily lives. WIOA acknowledges these improvements by opening the door to “virtual” service delivery—bringing services each participant needs to their doorstep, or kitchen table.

Recognizing that barrier removal is a project that requires sustained effort over time, the Workforce Board started work on establishing its first standing advisory committee to lead a statewide effort on removing barriers to access throughout the system. The standing advisory committee, described below, is expected to work with local advisory committees on accessibility issues, starting an ongoing conversation between local workforce system practitioners and state-level policymakers. In this way, the committee will be able to systematically identify and address access barriers.

The first three recommended strategies embrace technology to achieve a more accessible workforce system. The final recommendation is designed to address system barriers of any nature, including barriers that cannot be addressed solely through technology.

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Strategies to Improve Access for All

Technology as a Barrier Removal Tool

Secure Wireless at Comprehensive One-Stops Only a decade ago, access to the Internet was confined to a desktop-based personal computer at home, school, the office, or a library. Today, wireless Internet is available in restaurants, theaters, coffee shops and even at 30,000 feet in an airline seat. Smartphones are common, bringing Internet connectivity to the palms of our hands. However, not all of the workforce system’s customers are connected—and many will require training on the baseline technological skills needed to use these tools and be competitive in today’s labor market.

Expanding wireless Internet connectivity at one-stop centers could pay off particularly for the blind and low-vision community. One local area in Washington is piloting a “paperless” one-stop experience facilitated by secure wireless access at its WorkSource center. All education and training information, including pamphlets and documents, are digitized in a standard format and stored online. WorkSource center staff members receive regular training on how to digitize materials. People who are blind or low-vision who visit a one-stop center can navigate to those digitally archived materials using their own accessibility devices. Digitally archived materials would also be accessible to job seekers with mobility, transportation, and/or childcare responsibilities that may prevent them from accessing a WorkSource center.

Virtual Service Delivery With WIOA, education and training services are no longer required to be administered in person. The availability of online, real-time, hybrid (blended online and face to face), and open source course materials warrants close system collaboration. Beyond simply providing access, the system must help customers gain the skills to effectively use these new technological tools. Some tools have become increasingly common in just a few short years. Video conferencing technology, for example, is widely available and less expensive than in years past. Reducing or eliminating the need for customers to travel and physically access a one-stop center will remove accessibility barriers for many Washingtonians.

Services offered virtually via computer, tablet, or smartphone empower people with mobility challenges, or anyone preferring to access information remotely. These tools allow them to begin progressing down a career pathway on their terms and at a time and location more convenient to them. Virtual service delivery helps customers with childcare or transportation barriers make progress toward a better future. A parent can hop online when the kids are asleep and gain access to services, or a family who lacks a car can avoid making several bus

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transfers to reach a one-stop center--if the center is reachable by bus at all. Many rural Washingtonians live hours away from the nearest comprehensive one-stop center. Accessing these services at home just makes sense. Even rural customers without reliable Internet connections still benefit from virtual service delivery—library systems statewide have expressed interest in partnering with the workforce system to create “remote connection sites” strategically located around Washington.

Promoting Open Education Resources and e-Learning Washington’s 34 community and technical colleges provide a wide range of open education resources (OERs), online courses, and e-Learning strategies to workforce system customers. These resources allow working adults and place-bound customers who are far from a college or university campus to access education when it fits their work and life schedules. OERs are teaching and learning materials that reside in the public domain or have been released under an open license. These resources may be used free of charge, distributed without restriction, and modified without permission. Often, OERs take the form of digital textbooks, video lectures, assessments, and new forms of “gamified” multimedia education experiences. Washington’s community and technical colleges are leaders in the OER movement, ready to share their expertise with the entire workforce system.

Washington’s public higher education institutions also offer a wide array of e-Learning strategies that can be integrated into the workforce system where appropriate. E-Learning is high quality online instruction and assessment that allows students to study and learn on their own schedules. Customers with physical, sensory, behavioral health, or cognitive disabilities as well as rural populations and economically disadvantaged communities, can benefit from online instruction tailored to their needs.

Enhanced Delivery of Online Job-Matching Services In early 2016, the state is expected to launch a redesigned and enhanced online job-matching service for its WorkSource one-stop career center system, powered by Monster Government Solutions. The new job-match website will give Washington’s workforce system customers access to all jobs and resumes posted on Monster’s Washington database, a far richer and deeper pool of possible matches than the current website provides. Another bonus: the proprietary job-matching algorithms programmed into the website are designed to match the skills and competencies of individual job seekers with specific skills and competencies needed for each job. This promises better quality matches between businesses and job seekers, and offers unsuccessful candidates a better sense of the specific education and training required for similar positions in the future.

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As a result of the collaborative work sparked by the Accessibility and Technology Task Force, system partners identified a potential strategy to maximize the impact of the new job-matching website for people with disabilities. Federal government contractors are required by the U.S. Department of Labor to use one-stop centers to post job openings, and are expected to work toward a utilization goal of ensuring a minimum 7 percent of their workforce are employees with disabilities, across all job descriptions. Federal contractors have an incentive to work with this system to achieve this goal—and the new job-matching system will be configured to facilitate the match.

In early stages of the website’s design, users with a disability could choose to have a “disability” label visible on their job seeker profile. Federal contractors could use the system to identify any person with the label made visible. Under the earlier design, job seekers with disabilities were forced to either disclose their disability status to all employers or turn the label off and not be identified as disabled to any employers—even though federal contractors were especially interested in seeking them out.

Many partners from the disability community raised concern about a perceived disadvantage in disclosing a disability in a job-search before speaking “face-to-face” with an employer. To avoid this complication but still allow federal contractors to be matched with individuals with disabilities, the task force proposed adding a feature to the job-matching system that would allow people with disabilities to disclose their status only to federal contractors. Federal contractors can search and filter for job seekers that have self-disclosed a disability but non-identified employers will not be able to search or filter for job seekers with disabilities.

Any public-facing service offered to workforce system participants must be accessible to all, including individuals who use a screen-reading device or other accessibility equipment. Ensuring that the state’s new online job-matching site is accessible for all, the site’s architects have agreed to go beyond the ADA’s Section 508 accessibility standards and instead adopt the more stringent, internationally recognized Web Content Accessibility Guidelines 2.0. When the new website is ready to launch, system partners will test the “public-facing” elements of the website with customers with barriers who have intermediate skill levels in accessing software and technologies. Any needed accessibility adjustments will be made before launch or immediately after.

Thinking Beyond Technology: Removing resistant workforce system barriers Local and State Advisory Groups on Barrier Solutions WIOA allows local area boards to establish standing committees to work on issues specifically faced by individuals with disabilities, including Section 188 and ADA compliance.

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Washington’s workforce system has embraced a more expansive goal of improving access for populations with a wide variety of barriers to access, including economic barriers, geographic barriers, physical barriers, language and cultural barriers, low-level education and skills barriers, and behavioral health barriers. To build consensus on a coordinated and sustained effort to remove these access barriers, a standing Workforce Board committee on accessibility issues is being created.

The Workforce Board’s advisory committee on barrier solutions will be informed by local advisory committees that evaluate accessibility issues at the community level and will help local boards prioritize projects and track progress toward improved customer service for those populations. The state standing committee will additionally serve as a forum for sharing best practices and strategies to improve access and advocate for resources and policy development that will improve services for all populations with barriers.

Local Workforce Development Councils (WDCs) will partner with the state advisory committee on barrier solutions to identify barrier removal projects and best practices that can be brought to scale statewide. Local WDCs have taken the lead for several years in convening their own advisory groups on system accessibility at the local level. Each WDC will designate either one of these existing advisory groups or create a new one to focus on barrier removal work, and will seek to recruit members from a broad spectrum of populations with barriers to employment, including: people with physical, sensory, behavioral health, or cognitive disabilities; economically disadvantaged communities; low-skilled and under-educated individuals; English language acquisition or bilingual communities; disadvantaged youth; and the long-term unemployed. Local WDCs are encouraged to engage with real customers with barriers, including encouraging customers to be part of their local committees focused on barriers.

These local advisory groups on barrier solutions will create an annual progress report to their local WDC outlining and discussing issues, accomplishments, and future deliverables related to the accessibility goals in local WDC strategic plans; concerns and challenges faced by populations with access barriers, as seen from the advisory groups’ perspectives; a work-plan containing recommendations for improving accessibility in the coming year; and a progress report on previous work-plans for improving accessibility. The same report will be delivered each year to the state advisory group on barrier solutions, which will incorporate identified local best practices into statewide strategies. The state advisory group on barrier removal will also redirect resources toward barrier removal projects it prioritizes, and will help local advisory groups identify and broadly recruit representative members.

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Summary and Goals

In conclusion, a truly accessible workforce system that makes full use of technology, will Implement secure, wireless Internet access in public areas of all comprehensive One-Stop centers in Washington by 2020. The system will also include state-level advisory committees during the first two years of the plan, with annual progress reports on One-Stop center accessibility at the local level. Finally, the local pilot programs that use technology to facilitate and improve integrated service delivery for all customers will be identified and encouraged.

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New measures for a new federal act New measures will focus on customers: workers, employers, jobseekers and students. Previous performance measures focused on programs rather than people.

Next Generation Performance Accountability To meet the combined challenges of a competitive economy and a changing labor force, and make the best use of limited resources, Washington’s workforce system must achieve its objective outcomes and continuously improve its performance. While Washington’s workforce system has been a national leader in performance accountability, new mandates from the Workforce Innovation and Opportunity Act (WIOA) create the opportunity to improve performance measures to better support a more integrated and coordinated service delivery system.

New measures will be developed to provide a system-level, cross-agency assessment of overall progress that provides a clear picture of customer progress (worker, employer, jobseeker and student) rather than individual program results.

Next Generation Performance Goal

The following goal will help move Washington’s system forward:

• Develop a system to accurately measure the collective success of all WIOA partners in serving workforce populations.

In addition, soon after the passage of WIOA, Governor Jay Inslee directed the Workforce Board to work with the system’s stakeholders to shape Washington’s strategic plan toward three goals to maximize the workforce system’s impact:

1. Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

2. Close skill gaps for employers, with a focus on in-demand industry sectors and occupations, including through apprenticeships.

3. Work together as a single, seamless team to make this happen.

These three goals will inform the larger system and any guide changes. Below are ways the system is evolving to better serve all populations through enhanced performance measures.

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Federal and State Framework WIOA combines six federal programs under a common performance measurement system. This updating of federal law brings with it new requirements, challenges, and opportunities.

All but one of the six WIOA core programs (Title III - Wagner-Peyser) have been included in the performance measurement and evaluation framework previously developed by the Workforce Board under state law. This framework includes annual reporting of state Core Measures, including the employment and earnings of workforce program participants along with skill attainment, employer and participant satisfaction, and the return on investment to taxpayers and participants. State core performance measures cover several additional components of the workforce system not included in the WIOA performance system, such as apprenticeship, secondary and postsecondary career and technical education programs, and licensed private career schools.

Overview of Washington’s workforce development accountability system Washington has made great progress in implementing a workforce development accountability system since the Legislature created the Workforce Board in 1991. Part of the Board’s mandate was to establish standardized performance measures across multiple workforce education and training partners and programs. In consultation with workforce training and education agencies and providers, a comprehensive set of Core Measures and data collection methods were established to address the following questions:

• Did participants of workforce programs get the skills they needed? • After leaving the program, were participants employed? • How much did they earn? • Were program participants and their employers satisfied? • Did the participant and public get a good return on investment?

To achieve these goals, the Workforce Board developed a variety of measurement methods, including administrative records matching, surveys, and statistical evaluations. The last question, about return on investment, was answered through periodic “net impact” studies which compared earnings and employment of program participants with those of a control group with similar demographic characteristics.

The establishment of these core measures and data collection methods constituted one of the broadest and most sophisticated ongoing state workforce education and training assessment systems in the country.

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Federal workforce programs also addressed performance accountability on a program-by-program basis. However, different performance measures were developed separately for many federal programs during this period.

The performance measures largely focused on participant outcomes in terms of employment, earnings, attainment of credentials or progress in education and customer satisfaction. The Workforce Board was heavily involved in national efforts, starting in 2003, to bring interested states together to develop model measures for participant performance outcomes that could be applied across a wide range of programs. The resulting model measures were very similar to the ones adopted by Washington in 1996, and are known as the Integrated Performance Information measures.

Under the Workforce Investment Act (WIA) further progress was made toward service coordination and integration of federal programs. Although WIA emphasized closer service coordination across agencies and programs, there were no provisions for performance measures except for the Title I (Adult, Dislocated Worker, and Youth) and Title III (Wagner-Peyser employment services) programs. WIA did advance participant choice and consumer information provisions and Washington aggressively implemented a performance-based Eligible Training Provider List, requiring programs meet specific completion, employment and earnings thresholds in order to be eligible for federal training dollars.

Washington also uses this performance information to improve informed choice by individuals seeking training, most notably through the Career Bridge website, launched in 2009. Not only can job counselors see whether an education program led to living-wage jobs, but so can jobseekers, students, parents, legislators, and anyone else interested in the outcomes of thousands of Washington education programs.

WIOA promises a better integrated, more coordinated system It was against this backdrop that WIOA was enacted, the first federal reform of the workforce system in 15 years.

WIOA’s overall goal is to serve customers at a variety of entry points and offer services as needed, rather than requiring customers to proceed on a specific pathway through increasingly “intensive” levels of assistance. If the intention of a high-functioning system is to enable customers to move into and across programs as needed, then the performance measurement system needs to be capable of accurately measuring results when many of the participants are served by multiple programs.

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Many details of WIOA’s performance accountability system are yet to be defined in regulation and federal guidance; however parts of the emerging picture are becoming clear. WIOA makes important changes in federal performance measurement requirements, including:

• Updated and standardized outcome measures applied across all six core programs. Themajority of these measures are very similar to Washington’s existing IPI/State Coremeasures, which have used for all of the core programs except Wagner-Peyser.

• Reporting procedures which recognize the relationship between participants’ barriersand other characteristics and their outcomes, and that many participants may be servedby more than one program.

• Extending the types of training providers to be covered under performance-basedEligible Training Provider List processes.

Several of WIOA’s key features move toward more consistent accountability for its component programs. In addition to the improved measures and reporting improvements mentioned above, final WIOA rules are likely to include a “common exit” rule under which the exit outcome period for a participant served by multiple programs will not start until the participant has exited from all of them.

However, WIOA does not focus on assessing the collective performance of the WIOA partners, instead focusing on participants served under each of the six separate federal funding streams. Reporting on performance measures is required for participants with specific barriers and by demographic groups within each of the six core programs, but not unduplicated reporting across all of the core programs. Recent regulatory drafts from the federal departments of Labor and Education reference an “average indicator score,” arrived at by averaging each performance measure across all six programs. This may be an initial step toward assessing system-level performance, but the average of performance at the program level will not be very effective in measuring the system-level performance of the WIOA partnership.

In contrast to the previous act (WIA), WIOA measures are proposed to exclude the outcomes of participants who rely solely on self-service, eliminating the performance of almost 40 percent of the state’s Title III (Wagner-Peyser) participants from the official performance measures. In Washington, we will continue to include this ever-increasing part of our customer base.

Washington’s Commitment to System-Level Performance Accountability Washington’s Workforce Board is committed to developing a true “system” of workforce delivery, with service delivery coordinated and aligned across programs and agencies. In May 2015, the Workforce Board decided to pursue development of performance data appropriate to a coordinated and aligned system of service delivery by measuring how the components of that system collectively affect the outcomes of different types of clients, regardless of the mix

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of resources involved. That is, the system will be measured by how well the state is collectively serving populations - such as the disabled, or out-of-school youth - rather than how participants receiving services from Vocational Rehabilitation or from Title I Youth are faring.

This will be in addition to - and developed more slowly than - the required calculation and reporting of federal measures at the program level.

Performance targets will be required for all six core WIOA programs using the new WIOA measures at the state level, with the state targets set in negotiations with the federal departments. Performance targets are required at the sub-state level only for the three Title I programs – Adult, Dislocated Worker, and Youth. These local targets are to be negotiated between the regional Workforce Development Councils (WDCs) and the Workforce Board. The current practice under WIA has been to consult with the WDCs in developing target levels to propose to the federal agencies as required for the negotiation process. Only the six core WIOA programs are required to use the WIOA performance measures. Participation of any other federal or state program in a WIOA “combined plan” or “unified plan” does not invoke WIOA accountability for any additional programs.

Washington’s Alignment with WIOA While WIOA shifts several elements of the performance accountability system in the direction of current Washington practices, the act will require significant changes and at least minor modifications in almost every aspect of those processes.

WIOA measures compared to current Washington State Core Measures

Measure WIOA Washington Impact Employment Rate

2nd and 4th quarters after exit 3rd quarter after exit These are very similar to the IPI/State Core measures. Existing sources and methods appear to be adequate for providing this data.

Median Earnings

2nd quarter after exit 3rd quarter after exit

Credential Rate

Percentage of participants who either obtained postsecondary credential, or obtained secondary school diploma during participation or within one year after exit. (More complicated definition for Title III Youth)

State Core measure is similar, but significant details still to be determined.

Skills Gain Percentage of participants (not only exiters) who are in a program leading to either: a postsecondary credential, or

No comparable State Core measure

A new measure of progress while in training has yet to be fully defined, and will

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employment and achieve measurable skill gains toward credential or employment

pose some challenges as it involves data and sources not used in previous workforce performance measures.

Effectiveness in Serving Employers

TBD State has conducted periodic employer surveys.

New measure(s) will be developed over the next year or more by the federal agencies.

At a high level, the key outcomes identified nearly 20 years ago for the workforce system remain the focus of most performance measurement efforts. They are not static targets, but areas in which positive results should be achieved for all people, and by which improvement efforts should be focused.

• Employment.• Earnings.• Skills.• Satisfaction of workforce program participants.• Satisfaction of employers.

Washington will also strive for quality performance measures by emphasizing the following considerations for outcome measures:

• Quantify the results for customers rather than processes or the quantity of inputs.• Promote behavior and results consistent with longer-term objectives – and does not

incent actions with unintended consequences contrary to overall objectives of theworkforce system.

• Comprehensible to a lay audience.• Create a level playing field among programs and service strategies.• Scalable and divisible such that they are applicable to local institutions, regional areas,

and the state, and for subpopulations and service strategies.• Not easily “gamed” or manipulated.• Affordable and not a substantial diversion of resources from direct service to customers.

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Washington’s Commitment to System-Level Performance Accountability WIOA’s goal is to serve customers at a variety of entry points and offer services as needed rather than requiring customers to move through increasingly “intensive” levels of assistance. If the intention of a high-functioning system is to enable customers to move into and across programs as needed, then the performance measurement system should be appropriate to a system in which many of the participants are served by multiple programs. However, the formal WIOA performance assessment process does not focus on assessing the collective performance of the WIOA partners, instead focusing on each of the six separate federal funding streams.

Washington is committed to developing a true “system” of workforce education and training service delivery, including the integration of performance accountability.

To measure achievement of this plan’s objectives of Improving the Customer Experience for Current and Future Workers, Improving Accessibility and Technology, and Engaging Business for Better Results, the Workforce Board is committed to the development of a system-level or cross-agency assessment of overall progress. This is a commitment beyond the federal requirements in order to develop a performance approach that addresses how the WIOA partners are collectively serving all populations within the workforce system. This approach will provide aggregated data by population type, in unduplicated counts across all the core programs.

The development of performance data appropriate to an integrated system of service delivery is necessary to measure how the components of that system collectively affect the outcomes of different types of clients, regardless of the mix of resources involved. This systemic performance accountability effort will be in addition to, and developed more slowly than, the required federal measures computation and reporting at the program level.

Work to be Done (What we don’t know) Many critical details have yet to be released. However, a substantial amount of policy, procedure, and technical development will be involved in implementing the performance accountability components of this far-reaching federal act. This work is likely to continue for at least the next two years. A partial list includes the following:

Which core programs are included in WIOA?

1. Employment and TrainingPrograms

• Disadvantaged YouthServices.

• EconomicallyDisadvantaged AdultServices.

• Dislocated WorkerPrograms.

2. Basic Education for Adultsunder Title II

3. Wagner-Peyser EmploymentServices

4. Vocational Rehabilitation

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Implementing Federal Measures and Reports The full scope of this task will not be determined until more federal instructions are released. However, almost all parts of the process of computing performance measures will require some modification. Some new data will have to be collected for the new education and training progress measure (#5). Data collection and processing procedures must be modified or expanded to support new WIOA requirements for performance measurement, statistical adjustment of performance measures, and mandatory reporting. Data validation processes will need to be established for new data items, and may need to be modified for some items currently collected.

Performance Target Negotiation Data will have to be assembled and analyzed so that performance can be monitored relative to agreed targets and timely requests can be made for target level adjustments in response to unforeseen developments. This will be particularly important during the initial years when federal statistical models for performance adjustment are not fully developed.

Sanctions and Incentives The system of federal incentives under WIA was not retained under WIOA. New performance sanction procedures must be developed, and the option of state-designed incentives considered.

Combining WIOA and State Core Measures Because all three of the current State Core Measures for participant outcomes are very similar (but not identical) to WIOA measures, the number of measures used for the programs involved in WIOA should be consolidated. Because the State Core Measures have been in use for almost 20 years and are applied to programs outside WIOA, careful evaluation is needed before consolidation.

Eligible Training Provider List Processes WIOA requires the establishment of some new procedures for the existing processes for eligibility of education and training programs for Adult and Dislocated Worker participants. The existing criteria must also be re-evaluated and modified. Further, systems for performance assessment and minimum criteria for programs providing several additional types of services to Youth, Adults, and Dislocated Workers must be developed, including pre-apprenticeship and incumbent worker training. Additional program information identified as important in WIOA may need to be collected and disseminated, requiring modification of the Eligible Training Provider List and Career Bridge.wa.gov processes and systems. The WIOA draft regulations indicate that states have the flexibility of setting different standards for different types of providers. Significant time and effort will be required to determine how to define different

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types, and how to set standards for provider types for which we have limited experience and baseline data.

Measures for Combined Plan Programs and Other Partners The separate federal performance measurement systems for all non-core programs will remain unaffected by WIOA, regardless of the extent to which their activities become formal or informal partners in One-Stop and WIOA. As part of developing a system accountability approach for Washington, it may be desirable to eventually include participants from these other partners in an overall accountability framework. However, this would be strictly a state option, and not subject to federal targets and sanctions.

The System-Level View Going beyond the federal requirements to develop a system-level view will also require substantial work, and will proceed more slowly than development of required federal reporting. Phased implementation is expected, beginning with development of descriptive data about how many people from which populations are currently receiving what types of services across the partnering agencies. Fortunately, the Workforce Board has significant relevant experience and established methods for parts of this task.

Summary and Goals

In conclusion, Washington’s performance accountability system leads the nation, but there is clearly room for improvement. Determining how to make these adjustments will take time as the state waits for additional federal guidance and sorts through the many metrics involved in workforce performance. In general, the state is committed to developing a system to accurately measure the collective success of all WIOA partners in serving workforce populations. This approach will provide data aggregated by population type, in unduplicated counts across all the core programs.

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Workforce Innovation and Opportunity Act

Guidelines for Regional/Local Workforce Plans

Program Years 2016–2020

January 2016

Attachment 2.b.

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TABLE OF CONTENTS

Plan Submission Instructions................................................................................................. Page

Timeframes and Submission of Documents ........................................................................3 Local Workforce Development Board (LWDB) Contact Information ................................3

Background

Guidelines for Developing 2016-2020 Regional/Local Workforce Plans ...........................4 2016-2020 Regional/Local Workforce Plan overall goals...................................................5 How is the “Local Workforce Development System” defined? ..........................................5

Section I

Regional Designation ...........................................................................................................7

Section II

Regional Component of Plan ...............................................................................................7

Section III

Local Component of Plan ..................................................................................................10

Section IV

Performance Accountability ..............................................................................................13

Attachments

A. Sector Partnership Framework ...........................................................................................15 B. Regional Service Coordination Framework.......................................................................17 C. Attachment C: Regional Economic Development Framework .........................................19 D. Local Area Profile ..............................................................................................................21 E. Local Workforce Development Board Membership and Certification..............................23 F. Local Assurances ..............................................................................................................25 G. Local Certification .............................................................................................................29 H. Public Comment.................................................................................................................30 I. Performance Targets ..........................................................................................................31

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PLAN SUBMISSION INSTRUCTIONS

Timeframes and Submission of Documents

January 5, 2016 – May 2, 2016: Plan development period (including Workforce Board andESD technical assistance).

May 2, 2016 – May 31, 2016: Public comment period on local plans.

May 2, 2016: Draft local plan due to Workforce Board and ESD.

May 23, 2016: State comments on draft local plans transmitted to LWDBs following review.

June 10, 2016: Final, signed local plans due to the Workforce Board and ESD.

June 22, 2016: Workforce Board takes action on local plans on behalf of the Governor atspecial meeting.

June 30, 2016: Local plans approved by the Governor.

June 30, 2016: Local Chief Elected Officials and LWDBs notified by Workforce Board ofGovernor approval of their local plans (official correspondence to follow).

Please submit your draft and final plans electronically in both Word (.doc) and Adobe (.pdf) format to Terri Colbert at tcolbert@wtb.wa.gov and Elise Rowe at erowe@esd.wa.gov.

Local Workforce Development Board (LWDB) Contact Information

When submitting your draft and final plans, please provide the name, title, e-mail address, and phone number of the person we may contact with questions regarding the plan:

• Contact Name and Title:

• Mailing Address:

• E-Mail Address:

• Phone Number:

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BACKGROUND

Guidelines for Developing 2016-2020 Regional/Local Workforce Plans

One of the new features of Public Law 128-113, the Workforce Innovation and Opportunity Act of 2014 (WIOA), is the implementation of workforce regions. Workforce regions are intended to provide an opportunity for local areas to collaborate more formally to serve regional economies where they exist. Workforce regions recognize that while there are strong and effective programs in workforce areas, industries recruit and people commute for work across local area boundaries. In some cases industry sectors or special initiatives can be more effectively served when several workforce areas leverage their strengths and coordinate appropriate services.

WIOA requires the state to identify workforce regions consisting of one or more local workforce areas. Local Workforce Development Boards (LWDBs) are required to develop plans that detail policies, procedures, and activities they will carry out to implement the law. Because all LWDBs are part of workforce regions, whether these are single local area or multi-area regions, all LWDBs must address both regional and local planning requirements described in the law. All plans must support the strategy described in the State Plan developed per WIOA Sections 102 and 103 and otherwise be consistent with the State Plan.

WIOA requires the development of four-year plans, to be revisited/revised after the first two years. In an effort to reduce duplication of processes, the Workforce Board will use the regional/local plan as a mechanism to address as many of the criteria for LWDB certification as possible. LWDBs must be certified once every two years. An approved plan will serve as evidence that each LWDB is addressing the 13 required functions of local boards. A table has been added to this document for LWDBs to address board membership requirements that are part of the certification process. LWDBs will be provided the opportunity to update components of their plans once every two years as part of the board certification process, but will not be required to undertake a major plan modification each time they update information for the purpose of board certification. The possible exception relates to the WIOA requirement to provide a 2-year update to the 2016-2020 plan.

WIOA regulations direct LWDB to submit their regional/local plans to the Workforce Board and ESD for review. Once reviews are completed, the Workforce Board, in consultation with ESD, will make a recommendation to the Governor regarding approval of each regional/local plan.

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2016-20 Regional/Local Integrated Workforce Plan Goals A. Articulate a vision for the local area’s workforce development system. B. Develop goals, objectives, and strategies to increase skill levels, employment, earnings,

customer satisfaction and return on workforce development investments. C. Develop a blueprint to utilize the area’s strategic workforce assets to meet the requirements

of the changing economy. D. Create a planning process, managed by LWDBs, that assures meaningful opportunities for

business, labor, local chief elected officials, program operators, WorkSource partner agencies, and others to communicate their needs, offer perspectives and expertise, and participate in the process. The review and comment process for developing the regional/local workforce plan is transparent and dynamic, with opportunities for interested parties to comment as the plan is developed.

E. Create a plan that is focused on the unique needs and resources of the local area and is

consistent with both the 2016-2026 State Strategic Plan for Workforce Development and 2016-2020 Combined State Plan.

F. Broadly share goals, objectives, and strategies that:

• Represent the priorities of the LWDB and its partners. • Reflect stakeholder input. • Offer guidance and propose approaches that benefit customers of the workforce

development system (employers, jobseekers, workers, students, and out-of- school youth).

• Are supported by current and specific economic and demographic data and needs assessment.

• Take into account existing workforce development programs and services. • Are informed by program performance.

G. Describe the local area’s WIOA Title I operational plans.

H. Document WIOA Title I compliance through the use of an assurances checklist. How is the “Local Workforce Development System” Defined? The “Local Workforce Development System” means programs that use private and/or public (local, state, and federal) funds to prepare workers for employment, upgrade worker skills, retrain workers, or provide employment or retention services for workers or employers. The “Local Workforce Development System” includes, but is not limited to:

• Secondary vocational education, including activities funded under the federal Carl D. Perkins

Career and Technical Education Improvement Act of 2006.

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• Community and technical college vocational education programs, including activities funded

under the federal Carl D. Perkins Career and Technical Education Improvement Act of 2006.

• Private career schools and private college vocational programs.

• Employer-sponsored training.

• Youth, Adult, and Dislocated Worker programs and activities funded by Title I of the Workforce Innovation and Opportunity Act (WIOA).

• Work-related adult basic education and literacy programs, including programs funded under

the federal Adult Education and Family Literacy Act (WIOA Title II).

• Programs and activities funded under the federal Wagner-Peyser Act (WIOA Title III).

• Registered apprenticeship programs.

• The One-Stop System [as described in WIA Section 121(b)].

• State workforce education programs administered by the public community and technical college system (Job Skills Program, Worker Retraining Program, Customized Training Program, Centers of Excellence).

• Training Benefits Program.

• Vocational rehabilitation programs administered by the Department of Social and Health

Services (DSHS) Division of Vocational Rehabilitation and the Department of Services for the Blind (WIOA Title IV).

• Programs offered by private and public nonprofit organizations that provide job training or

work-related adult literacy services.

• May include other state- and federally-funded workforce development programs (consult the Workforce Board’s Workforce Program Directory).

• May include locally-funded workforce development programs.

• May include other privately funded workforce development programs and initiatives.

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SECTION I Regional Designation

• Workforce Region Name:

• For each Workforce Development Area Comprising the Workforce Region please list: • Workforce Development Area Name and Number:

• County or Counties Comprising Service Delivery Area:

• Fiscal Agent/Entity Responsible for the disbursal of grant funds:

SECTION II Regional Component of Plan This section presents the vision, goals, objectives, and strategies for the workforce development system within the region and addresses the seven required regional planning elements. The plan should articulate strategies that respond to the needs of the regional economy, as identified in the regional analysis. In addition, the plan should align with Talent and Prosperity for All: The Strategic Plan for Unlocking Washington Workforce Potential. Accordingly, the plan should encompass selected objectives and strategies to address the state’s strategic goals. The information should provide local and state leaders a current picture of the workforce development programs in the region and show what the LWDB in the region plans to do to continually refine and improve that system. LWDBs are expected to identify problems or opportunities that they will work cross-regionally with one or more other regions to address. LWDBs are asked to identify the current status of their regional and cross-regional work and define where they intend to be at the end of two years and possibly at the end of the four years. The State Board and ESD will look for progress along a continuum in future plan submissions. LWDBs engaged in cross-regional planning should manage coordination among themselves in any manner that makes sense. The State Board and ESD view regional planning “as a work in progress” and do not assume that newly formed workforce regions will have fully developed strategies for all regional planning elements. LWDB in a planning region are asked to identify the current status of their regional work, and define where they intend to be at the end of two years and possibly at the end of the four-year planning period if they are ready to do so. It is anticipated that LWDBs may be more ready to proceed with some elements of regional planning and implementation than others. The State Board and ESD will be looking for progress along a continuum in future plan submissions.

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Each region must provide a response to questions 1 through 7. If responses incorporate attachments, please reference them within the narrative using active hyperlinks or as appendices. 1. Regional analysis. Provide an analysis of regional economic conditions, including:

a. existing and emerging in-demand industry sectors and occupations, and their employment needs;

b. demographic characteristics of the current workforce, including the educational and literacy levels, with emphasis on youth, adults in transition, and individuals with disabilities. Describe how the local area’s demographics are changing and the planning implications for the anticipated workforce of the future;

c. knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs in in-demand industry sectors and occupations;

d. analysis of the workforce in the region, including current labor force employment/ unemployment data, labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment;

e. analysis of the workforce development activities (including education and training) in the region, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services, to address the identified education and skill needs of the workforce and the employment needs of employers in the region;

Note: The regional labor market analysis should provide the framework for the development of goals, objectives, and strategies in the region and also for cross-regional strategies. Plan writers are encouraged to review information on the state’s economy and workforce in the state’s strategic plan for workforce development.

2. Regional Sector Strategies. Identify which in-demand industry sector(s) or occupation(s)

the region is serving and why. For each in-demand sector or occupation, use the Sector Partnership Framework (Attachment A) to describe the current status of regional collaboration in support of the sector/occupation, and identify anticipated next steps and timelines for at least the first two years of plan implementation. Please provide one completed framework for each in-demand industry sector or occupation/occupational grouping the region intends to prioritize. The 2016-2020 plan provides a baseline from which the region will show progress over time.

3. Regional Service Strategies. Based on the regional analysis, identify and describe which populations and/or service strategies and/or services will be developed on a regional basis to affect a challenge or opportunity. Please use the Regional Service Strategies Framework (Attachment B) to describe the current status and anticipated next steps during the planning period. The completed framework will serve as the regional cooperative service delivery agreement once the plan is approved.

4. Coordination with Regional Economic Development Organizations. Identify regional economic development services and providers in the region and describe how the LWDB(s) will coordinate services with these services and providers. Please complete the framework in Attachment C to describe the current state of coordination with economic development and the anticipated next steps during the four-year plan period.

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NOTE: Workforce regions may have more than one economic development organization. LWDBs should work with all economic development organizations that are appropriate, even if these entities do not serve the entire region.

5. Coordination of Transportation and/or Other Support Services, as Appropriate. As part of the regional service delivery strategy, describe whether transportation or other support services need to be coordinated across the region based on the regional analysis, and if so which services and how.

6. Cross-Regional Cost Arrangements, as Appropriate. Describe any cross-regional cost or resource-sharing or resource leveraging arrangements associated with items 1 through 5 above, which may include the pooling of administrative costs. (Note: Regional cost arrangements are not to be confused with one-stop infrastructure cost sharing MOUs and RSAs.)

7. Regional performance negotiation and evaluation. Describe how the region will

collaboratively negotiate and reach agreement with the Governor on local levels of performance and report on performance accountability measures.

Cross-Regional Component of the Plan LWDBs are expected to identify problems or opportunities that they will work cross-regionally with one or more other regions to address. These cross-regional efforts should support the talent pipeline needs of businesses within a sector important to the cross-regional economy, improve access and performance outcomes for a targeted service populations, test new models or practices to fill critical service gaps and improve service numbers and outcomes, sustainably and efficiently scale up proven best practices, and/or streamline administrative and operational infrastructure functions. Each region is required to coordinate planning with at least one (1) other region. LWDBs engaged in cross-regional planning should manage coordination among themselves in any manner that makes sense. LWDBs are encouraged to create as many cross-regional collaborations as necessary to address issues and opportunities shared across regionals. Identify which of the following strategies will be addressed on a cross-regional basis (check all that apply).

Regional Sector Strategies Regional Service Strategies Regional Economic Development Strategies Transportation or other Support Services Strategies Cross-Regional Cost Arrangement Strategies

For each strategy selected above, please answer the following questions: If responses incorporate attachment, please reference them within the narrative, using active hyperlinks or as appendices. Please feel free to use the planning tools in attachment A, B, and C, if appropriate.

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1. Identify which regions and partners will be part of the cross-regional effort. 2. What is the specific problem or opportunity these cross-regional partners will address

together? Why was this problem or opportunity chosen? 3. What is the current performance baseline against which the cross-regional partners will

tract success? If data or reliable evidence is insufficient, how will the cross-regional partners establish a performance baseline?

4. What are the strategies or tactics that will be employed by the cross-regional partners to improve outcomes? How did partners identify these particular strategies and tactics? What evidence supported the partners’ selection of these strategies and tactics?

5. What are the measurable goals or targets that the cross-regional partnership will work together to achieve?

6. How will performance be tracked and evaluated over time? Which goals or targets will be achieved during the first two years and the second two years of the plan? Which will be achieved after completion of this plan and when?

7. Who is responsible for reviewing progress and making mid-course corrections? 8. What types and amounts of funding will support this effort and which funding partners

will provide these resources? Will funds be transferred between regions? Will the cross-regional partnership jointly leverage new resources?

9. How will the cross-regional partners evaluate the cross-regional partnership, including governance and decision-making, efficient use of resources, community perceptions, and sustainability of the partnership?

SECTION III LWDB Component of Plan Use the following outline to guide your responses. If responses incorporate attachments, please reference them within the narrative using active hyperlinks or as appropriately labeled appendices. LWDB should reference the regional section of the plan for any items that are already addressed in that section, rather than repeating the response. 1. Describe the LWDB’s strategic vision and goals for preparing an educated and skilled

workforce (including youth and individuals with barriers), in order to support regional economic growth and economic self-sufficiency.

2. Describe actions the LWDB will take toward becoming or remaining a high-performing board.

3. Taking into account the regional analysis, describe the local board’s strategy to work with the entities that carry out WIOA core programs to align resources available to the local area and achieve local strategic vision and goals.

a. Describe the workforce development system in the local area, using Attachment D to

specifically clarify the one-stop system and availability of Adult, Dislocated Worker services in the area

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b. Describe how each partner program fits into the local workforce development system, how the local area’s workforce development system serves youth, adults in transition (e.g., job seekers, dislocated workers, under-employed), and individuals with disabilities, and the public and private workforce initiatives underway.

c. Taking into account the regional analyses, describe the strategy to work with core programs to align local resources to achieve the strategic vision. Additional local data may be provided to clarify where the strategy meets local needs not identified in the regional analysis

d. Describe how the LWDB will work with entities carrying out core programs and other workforce development programs to support alignment to provide services, including programs of study authorized under the Carl D. Perkins Career and Technical Education Act of 2006 (20 U.S.C. 2301 et seq.), to support the strategy identified in the state and local plans.

e. Describe how the LWDB, working with the entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals.

4. Describe your local area’s efforts to provide targeted outreach to eligible individuals with

barriers to employment, in particular veterans and eligible spouses (including any special initiatives to serve the veteran population), Unemployment Insurance Claimants, older workers, at-risk youth, low-income adults, dislocated workers (including the long-term unemployed and under-employed), and individuals with disabilities. In addition, WDAs 3, 8, 9, 10 and 11 must further describe outreach to Migrant and Seasonal Farm Workers (MSFW) to connect them to services in the local one-stop system.

5. Describe how the LWDB will coordinate education and workforce investment activities in

the local area with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services.

6. Describe how the LWDB will facilitate development of career pathways and co-enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable).

7. Describe how the LWDB will (i) facilitate engagement of employers, including small

employers and employers in demand industry sectors and who have demand occupations, in workforce development programs; (ii) support a workforce development system that meets the needs of local businesses; (iii) better coordinate workforce development programs and economic development; and (iv) strengthen linkages between the one-stop delivery system and the state’s Unemployment Insurance program. LWDBs that intend to use sector strategies for this engagement should complete the sector rubric in Attachment A for each sector prioritized

8. Describe how the LWDB will implement initiatives such as incumbent worker training, on-

the-job training, customized training, industry and sector strategies, career pathways, utilization of effective business intermediaries, and other business services and strategies to meet the needs of employers in the region.

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9. Describe how the LWDB will ensure continuous improvement of eligible providers of services and ensure that providers meet the employment needs of local employers, workers and job seekers.

10. Describe how the LWDB will develop an implementation timeline and strategy for wireless

Internet access at comprehensive one-stop centers.

11. Describe how the LWDB will facilitate access to services provided through the one-stop delivery system, including in remote areas, through the use of technology and other means.

12. Describe how the LWDB, operators, and partners within the local one-stop delivery system

will comply with Section 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities.

13. Assess the type and availability of adult and dislocated worker employment and training

activities in the local area. Please use Attachment D to list and describe adult, dislocated worker and training activities in the local area.

14. Assess the type and availability of youth workforce investment activities in the local area,

including activities for those with disabilities. Identify successful models of such youth workforce investment activities. Please use Attachment D to list and describe youth workforce investment activities in the local area.

15. Describe how the LWDB will coordinate workforce investment activities carried out in the

local area with statewide rapid response activities. 16. Describe how the LWDB will coordinate workforce investment activities carried out in the

local area under Title I with the provision of transportation, including public transportation, and other appropriate supportive services in the local area.

17. Describe plans and strategies for, and assurances concerning, maximizing coordination of

services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area through the one-stop delivery system to improve service delivery and avoid duplication of services.

18. Describe how the LWDB will coordinate workforce investment activities in the local area

carried out under Title I with the provision of adult education and literacy activities in the local area carried out under Title II, including a description of how the LWDB will carry out, per WIOA Section 107(d)(11) and Section 232, the review of local applications submitted under Title II.

19. Describe the cooperative agreements between the LWDB, any local entities that serve

individuals with disabilities (101(a)(11)(B) of the Rehabilitation Act of 1973) and local Division of Vocational Rehabilitation and Department of Services for the Blind offices. The agreements and descriptions should describe how all parties will improve services to

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individuals with disabilities and will also include descriptions of joint activities. Examples include but are not limited to, cross training of staff, providing technical assistance, information sharing, cooperative business engagement, and other efforts to improve coordination.

20. Describe the competitive process to be used to award sub-grants and contracts in the local

area for activities carried out under Title I. 21. Describe how adult and dislocated worker training services will be provided, including, if

contracts will be used, how the use of such contracts will be coordinated with the use of individual training accounts and how the LWDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided.

22. Describe how one-stop centers are implementing and transitioning to an integrated,

technology-enabled intake and case management information system for WIOA programs and programs carried out by one-stop partners.

23. Please use Attachment E to provide a list of current workforce board members and indicate

how the membership of the board complies with either the requirements of WIOA or those of an alternative entities requesting certification as an LWDB. Alternative entities must show that they have filled their membership categories, and that the categories are substantially similar to those in WIOA. Describe your efforts to broadly recruit new and replacement board members from across the Local Area.

Section IV Performance Accountability Component of the Plan LWBDs must include information on performance accountability for the local area’s workforce development system. The adjusted levels of performance on (1) federal common measures must be included in Appendix A of the plan. Future years’ performance targets will be appended to the local plan at an appropriate later date. The Workforce Board will supply LWDBs with available performance information. The plan must address each of the following overall goals for performance accountability: 1. How performance information on workforce development programs informs local strategic

planning. 2. How performance information is used to oversee WorkSource system and WIOA Title I. 3. How WorkSource system and WIOA Title I performance information is used by program

operators to inform continuous quality improvement in their day-to-day management.

4. How performance information is used to conduct performance-based intervention. LWDBs will be held accountable for the results of WIOA Title I through a system of performance-

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based interventions, and will share in accountability for career and technical education (CTE) and adult education (ABE/ESL) results.

The Workforce Board will issue performance targets once negotiations are complete as Attachment H to this plan.

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Attachment A: Sector Partnership Framework

Directions: Complete the table below to describe current and future activities for at least the next two years for each sector partnership. Please start at the appropriate phase based on the current status of the sector partnership. Please complete one table per sector.

Washington Industry Engagement Framework or

Sector Partnership Framework

Sector partnerships are partnerships of companies, from the same industry and in their natural labor market region, with education, workforce development, economic development and community organizations that focus on a set of key priority workforce and other issues identified by the target industry.

Phase I: Prepare your team

Goal: build buy-in & support

Phase II: Investigate

Goal: determine target industries

Phase III: Inventory and Analyze

Goal: build baseline knowledge of industry

Phase IV: Convene

Goal: build industry partnership, prioritize activities

Phase V: Act

Goal: Implement initiatives

Phase VI: Sustain and evolve

Goal: grow the partnership

• Build a team of workforce, education and economic development leaders for ongoingjoint decision-making

• Inventory current sector partnership or industry–targeted efforts

• Decide on initial roles & responsibilities – who has the credibility to lead a sector partnership, what support can partners commit to

• Commit to looking at LMI data together

Sample measures of progress• Partners identified• Meetings held• Agreements developed• Resources committed

• Determine growth sectorsto investigate

• Ensure relevance for theregion

• Evaluate against 10+consideration relating to growth, relevance to economic development activities, and other key factors

Sample measures of progress• Data provided• Partners select key

industries to explore

• Conduct a baseline review of demand-side (employer) and supply-side (labor pool) data

• Analyze industry trends, reviewexisting research

• Analyze data and develop a brief industry “report” or “snapshot” to start the engagement with employers

• Identify business champions to bring industry to the table

Sample measures of progress• Industry “snapshot” or “report”

ready for first meeting• Industry champions identified• Companies invited

• Prepare support team and set expectations for the meeting – business talkingto business

• Hold event to find out what’s new in industry, growth opportunities, and related needs

• Ask industry to Identify and prioritize key issues

• Determine whetheradditional resources areneeded

Sample measures of progress• Plan for action developed• Task forces identified• Staff and chairs identified/

assigned

• Develop Operational Plan• Execute plans, monitor

progress• Provide status reports to

partnership, task forces, stakeholders

• Identify road blocks and address them

Sample measures of progress• Metrics specific to project

identified and reported

• Identify next opportunities

• Start the process over again at theappropriate phase

• Grow the partnership

Sample measures of progress• New projects identified• New resources added

Evaluate Adjust Improve Report Tell Your Story

CompaniesSupporting

Partners

Convener

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Attachment A: Sector Partnership Sector to be served: _____________________________________________________________________________ Check one: ____Regional _____Local Phase Timeline for

each phase Activities anticipated for each phase to be implemented. Please indicate how each LWDB will participate for sectors that will be served in a cross-regional plan.

Anticipated outcome(s) for each phase

Measure(s) of progress for each phase

Phase I: Prepare your team Goal: build buy-in & support

Phase II: Investigate Goal: determine target industries

Phase III: Inventory and Analyze Goal: build baseline knowledge of industry

Phase IV: Convene Goal: build industry partnership, prioritize activities

Phase V: Act Goal: Implement initiatives

Phase VI: Sustain and evolve Goal: grow the partnership

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Attachment B: Regional Service Coordination Framework Directions: Complete the table below to describe current and future activities for at least the next two years for any service strategies to be coordinated across the region. Please start at the appropriate phase based on the current status of the regional. The completed table will serve as the Regional Cooperative Service Delivery Agreement required by Section 107(d)(11) once the plan is approved.

WashingtonRegional Service Coordination Framework

Phase I: Prepare your team

Goal: build buy-in & support

Phase II: Investigate

Goal: determine options for coordinated service delivery

Phase III: Inventory and Analyze

Goal: build baseline knowledge

Phase IV: Convene

Goal: build partnership, prioritize activities

Phase V: Act

Goal: Implement initiatives

Phase VI: Sustain and evolve

Goal: grow the partnership

• Build a team of workforce, education and economic development leaders for ongoing joint decision-making

• Inventory current regional service strategies

• Determine initial roles & responsibilities of partners -who will lead, what support can partners commit to

• Commit to looking at regional data analysis together

Sample measures of progress• Partners identified• Meetings held• Agreements developed• Resources committed

• Identify customers who could be better served by a regional approach based on the regional analysis

• Identify services that could be worth coordinating

• Ensure relevance for the region and the partnersparticipating

Sample measures of progress• Data reviewed• Potential

customers/services identified for coordinated approach

• Conduct a review current services and strategies

• Analyze trends, review outcome data and existing research

• Develop a brief “report” or “snapshot” of the current state to engage current and potential partners

• Identify champions, resources and resource gaps

Sample measures of progress• “Snapshot” or “report” ready

for first meeting• Champions identified• Partners invited

• Hold event or meeting to find discuss the analysis and develop options for addressing the challenges

• Identify a goal and strategy to address it.

• Prioritize key issues• Determine whether

additional resources are needed and how to bring these to the table

Sample measures of progress• Plan for action developed• Task forces identified• Assignments made

• Develop plan for implementation

• Execute plans, monitor progress

• Provide status reports to partnership, task forces, stakeholders

• Identify road blocks and address them

Sample measures of progress• Metrics specific to

project identified and reported

• Identify next opportunities

• Start the process over again at the appropriate phase

• Grow the partnership

Sample measures of progress• New projects

identified• New resources added

Evaluate Adjust Improve Report Tell Your Story

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Attachment B: Regional Cooperative Service Delivery Agreement Phase Timeline for

each phase Activities anticipated for each phase to be implemented. Please indicate how each LWDB will participate in a cross-regional plan.

Anticipated outcome(s) for each phase

Measure(s) of progress for each phase

Phase I: Prepare your team Goal: build buy-in & support

Phase II: Investigate Goal: determine options for coordinated service deliver

Phase III: Inventory and Analyze Goal: build baseline knowledge

Phase IV: Convene Goal: build partnership, prioritize activities

Phase V: Act Goal: Implement initiatives

Phase VI: Sustain and evolve Goal: grow the partnership

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Attachment C: Regional Economic Development Framework

Directions: Complete the table below to describe current and future activities for at least the next two years regarding regional coordination with economic development. Please start at the appropriate phase based on the current status of the regional.

WashingtonRegional Economic Development Framework

Phase I: Prepare your team

Goal: build buy-in & support

Phase II: Investigate

Goal: determine options for coordination with economic development

Phase III: Inventory and Analyze

Goal: build baseline knowledge

Phase IV: Convene

Goal: build partnership, prioritize activities

Phase V: Act

Goal: Implement initiatives

Phase VI: Sustain and evolve

Goal: grow the partnership

• Build a team of workforce,education leaders for ongoingjoint decision-making

• Inventory current regionaleconomic developmentorganizations and strategies

• Determine initial roles &responsibilities of partners -who will lead, what support canpartners commit to

• Commit to looking at regional data analysis and economic development plans together

Sample measures of progress• Partners identified• Meetings held• Agreements developed• Resources committed

• Identify opportunities for collaboration based on regional analysis

• Identify services and strategies that could support economicdevelopment goals

• Ensure relevance for theregion and the partnersparticipating

Sample measures of progress• Data reviewed• Potential opportunities

for coordinated approachidentified

• Analyze trends, reviewoutcome data and existingresearch

• Identify champions, resourcesand resource gaps

• Identify topics for discussion• Identify what information is

needed to engage

Sample measures of progress• “Snapshot” or “report” ready

for first meeting• Champions identified• Partners invited

• Hold event or meeting to discuss the analysis and develop options for addressing the challenges

• Identify a goal and strategy to address it.

• Prioritize key issues• Determine whether

additional resources areneeded and how to bringthese to the table

Sample measures of progress• Plan for action developed• Task forces identified• Assignments made

• Develop implementation strategies

• Execute plans, monitorprogress

• Provide status reports topartnership, task forces, stakeholders

• Identify road blocks andaddress them

Sample measures of progress• Metrics specific to

project identified and reported

• Identify nextopportunities

• Start the process over again at the appropriate phase

• Grow the partnership

Sample measures of progress• New projects

identified• New resources added

Evaluate Adjust Improve Report Tell Your Story

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Attachment C: Regional Economic Development Coordination Plan

Phase Timeline for each phase

Activities anticipated for each phase to be implemented. Please indicate how each LWDB will participate in a cross-regional plan.

Anticipated outcome(s) for each phase

Measure(s) of progress for each phase

Phase I: Prepare your team Goal: build buy-in & support Phase II: Investigate Goal: determine options for coordinated service deliver Phase III: Inventory and Analyze Goal: build baseline knowledge

Phase IV: Convene Goal: build partnership, prioritize activities Phase V: Act Goal: Implement initiatives Phase VI: Sustain and evolve Goal: grow the partnership

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Attachment D: Local Area Profile

Please complete the following three sections for each Local Area in the Region and submit the information as part of the plan.

1. Local One-Stop System

List all comprehensive, affiliate, and connection one-stop sites in the local area, along with the site operator. If the operator is a partnership, list all entities comprising the partnership.

Site

Type of Site (Comprehensive,

Affiliate, or Connection) Site Operator(s)

Add more rows if needed

2. WIOA Title I Service Providers

Dislocated Worker Program Indicate service(s) provided by each WIOA funded? List all current and potential service providers

in the area Basic Individualized Training

Comments regarding the adequacy and quality of Dislocated Worker Services available:

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Adult Program Indicate service(s) provided by each WIOA funded? List all current and potential service providers

in the area Basic Individualized Training

Comments regarding the adequacy and quality of Adult Services available:

Youth Program Indicate service(s) provided by each WIOA funded?

Services for youth with disabilities?

List all current and potential service providers in the area

Basic Individualized Training

Comments regarding the adequacy and quality of Youth Services available:

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Attachment E

Local Workforce Development Board Membership and Certification

LWDBs must complete one of the two tables below. The information in the appropriate table will be used to certify LWDBs pursuant to WIOA Section 107(c)(2) and in the second and subsequent certifications pursuant to Section 106(e)(2). Data regarding performance and fiscal integrity will be added at the time of certification. The labels in the first column represent minimum criteria for certification. Please add lines as needed.

Complete this table for LWDB confirming to WIOA membership criteria Required categories Name/Title/Organization* Nominated by

Business majority (greater than 50% of all members) 1. Business2. Business3. Business4. Business5. Business6. Business7. Business8. Business9. Business10. Business

Workforce (20% of members. Majority must be nominated by organized labor) 1. Labor2. Labor3. Apprenticeship4. Other workforce

Education 1. Title II Adult Ed1. Higher Education

Government 1. Wagner-Peyser1. Vocational

Rehabilitation1. Economic

DevelopmentAdd more rows if needed

* LWDBs must provide evidence of recruitment for any empty seats on the board.

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Complete this table for an alternative entity.

Categories Name/Title/Organization*

(please list one per line and add lines as needed) Nominated by Business majority (>50%) - Please indicate the total

number of seats available for this category:____

Workforce/Labor - Please indicate the total

number of seats available for this category:____

Education - Please indicate the total

number of seats avail Please indicate the total number of seats available for this category:____

Government/workforce programs (may include economic development) - Please indicate the total

number of seats available for this category:____

Add more rows if needed

* LWDBs must provide evidence of recruitment for any empty seats on the board.

The table should identify how an alternative entity serving as a Local Workforce Development Board is substantially similar to the local entity described in WIOA Section 107(b)(2), by indicating membership in each of the 4 categories listed above.

25

Attachment F Regional/Local Workforce Plan Assurances Instructions This section of the plan is a "check-the-box" table of assurance statements, including the legal reference(s) corresponding to each assurance. Note: Boxes can be electronically populated by double-clicking the check box and selecting “checked” as the default value. By checking each assurance and signing and dating the certification page at the end of the Regional/Local Workforce Plan, the LWDB and local chief elected official(s) certify that (1) the information provided to the State in the following table is accurate, complete, and meets all legal and guidance requirements and (2) the local area meets all of the legal planning requirements outlined in WIOA law and regulations and in corresponding State guidance. By checking each box and signing the certification page, the LWDB and local chief elected official(s) also assure the State that supporting documentation is available for review upon request (e.g., state or federal compliance monitoring visits). If a local board is unable to provide assurance for a specific requirement, it must promptly notify the staff contact in ESD’s Employment System Administration and Policy Unit to provide the reason for non-compliance and describe specific actions and timetables for achieving compliance. Identified deficiencies within the assurances may result in additional technical assistance and/or a written corrective action request as part of the State’s conditional approval of the Regional/Local Workforce Plan.

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2016-2020 Regional/Local Workforce Plan Assurances

Planning Process and Public Comment References 1. The local board has processes and timelines, consistent with WIOA

Section 108(d), to obtain input into the development of the local plan andprovide the opportunity for comment by representatives of business,labor organizations, education, other key stakeholders, and the generalpublic for a period that is no less than 30 days.

WIOA Sections 108(d); proposed 20 CFR 679.550(b)

2. The final local plan is available and accessible to the general public. Proposed 20 CFR 679.550(b)(5) 3. The local board has established procedures to ensure public access

(including people with disabilities) to board meetings and informationregarding board activities, such as board membership and minutes.

WIOA Section 107(e); proposed 20 CFR 679.390 and 679.550

Required Policies and Procedures References 4. The local board makes publicly-available any local requirements for the

public workforce system, such as policies, including policies for the useof WIOA Title I funds.

Proposed 20 CFR 679.390

5. The local board has established a written policy or procedure thatidentifies circumstances that might present conflict of interest for anylocal workforce investment board or entity that they represent, andprovides for the resolution of conflicts.

WIOA Section 107(h); proposed 20 CFR 679.410(a)-(c); WIOA Title I Policy 5405; WIOA Title I Policy 5410

6. The local board has copies of memoranda of understanding between thelocal board and each one-stop partner concerning the operation of theone-stop delivery system in the local area, and has provided the Statewith the latest versions of its memoranda of understanding.

WIOA Section 121(c); proposed 20 CFR 678.500-510; WorkSource System Policy 1013

7. The local board has written policy or procedures that ensure one-stopoperator agreements are reviewed and updated no less than once everythree years.

WIOA Section 121(c)(v); WorkSource System Policy 1008 Revision 1

8. The local board has negotiated and reached agreement on localperformance measures with the local chief elected official(s) andGovernor.

WIOA Sections 107(d)(9) and 116(c); proposed 20 CFR 679.390(k) and 677.210(b)

9. The local board has procurement policies and procedures for selectingOne-Stop operators, awarding contracts under WIOA Title I Adult andDislocated Worker funding provisions, and awarding contracts for Youthservice provision under WIOA Title I in accordance with applicable stateand local laws, rules, and regulations, provided no conflict exists withWIOA.

WIOA Sections 121(d) and 123; proposed 20 CFR 678.600-615 and 681.400; WIOA Title I 5404; WIOA Title I Policy 5613

10. The local board has procedures for identifying and determining theeligibility of training providers and their programs to receive WIOATitle I individual training accounts and to train dislocated workersreceiving additional unemployment insurance benefits via the state’sTraining Benefits Program.

WIOA Sections 107(d)(10), 122(b)(3), and 123; Proposed 20 CFR 679.370(l)-(m) and 680.410-430; WIOA Title I Policy 5611

11. The local board has written procedures for resolving grievances andcomplaints alleging violations of WIOA Title I regulations, grants, orother agreements under WIOA and written policies or procedures forassisting customers who express interest in filing complaints at any pointof service, including, at a minimum, a requirement that all partners canidentify appropriate staff contacts and refer customers to those contacts.

WIOA Section 181(c); proposed 20 CFR 683.600; WIOA Title I Policy 5410; WorkSource System Policy 1012, Revision 1

12. The local board has assurances from its one-stop operator that all one-stopcenters and, as applicable, affiliate sites have front-end services consistent

WorkSource System Policy 1010 Revision 1

27

with the state’s integrated front-end service policy and their local plan. 13. The local board has established at least one comprehensive, full-service one-

stop center and has a written process for the local Chief Elected Official andlocal board to determine that the center conforms to the definition therein.

WIOA Section 121(e)(2)(A); proposed 20 CFR 678.305; WIOA Title I Policy 5612

14. The local board provides to employers the basic business services outlined inWorkSource System Policy 1014.

WorkSource System Policy 1014

15. The local board has written processes or procedures and has identifiedstandard assessment objectives and resources to support service deliverystrategies at one-stop centers and, as applicable, affiliate sites.

WorkSource System Policies 1011 and 1016; WTECB State Assessment Policy

16. All partners in the local workforce and education system described inthis plan ensure the physical, programmatic and communicationsaccessibility of facilities, programs, services, technology and materials inone-stop centers for individuals with disabilities.

WIOA Section 188; 29 CFR parts 37.7-37.9; 20 CFR 652.8(j)

17. The local board ensures that outreach is provided to populations and sub-populations who can benefit from one-stop services.

WIOA Section 188; 29 CFR 37.42

18. The local board implements universal access to programs and activitiesto individuals through reasonable recruitment targeting, outreach efforts,assessments, service delivery, partner development, and numeric goals.

WIOA Section 188; 29 CFR 37.42

19. The local board complies with the nondiscrimination provisions ofSection 188, and assures that Methods of Administration were developedand implemented.

WIOA Section 188; 29 CFR 37.54(a)(1); WIOA Policy 5402, Revision 1; WorkSource System Policy 1012, Revision 1

20. The local board collects and maintains data necessary to showcompliance with nondiscrimination provisions of Section 188.

WIOA Section 185; 29 CFR 37.37; WIOA Policy 5402, Revision 1; WorkSource System Policy 1012, Revision 1

21. The local board complies with restrictions governing the use of federalfunds for political activities, the use of the one-stop environment forpolitical activities, and the local board complies with the applicablecertification and disclosure requirements

WorkSource System Policy 1018; 2 CFR Part 225 Appendix B; 2 CFR Part 230 Appendix B; 48 CFR 31.205-22; RCW 42.52.180; TEGL 2-12; 29 CFR Part 93.100

22. The local board ensures that one-stop MSFW and business services staff,along with the Migrant and Seasonal Farm Worker program partneragency, will continue to provide services to agricultural employers andMSFWs that are demand-driven and consistent with ESD’s mission.

WIOA Section 167

23. The local board follows confidentiality requirements for wage andeducation records as required by the Family Educational Rights andPrivacy Act of 1974 (FERPA), as amended, WIOA, and applicableDepartmental regulations.

WIOA Sections 116(i)(3) and 185(a)(4); 20 USC 1232g; proposed 20 CFR 677.175 and 20 CFR part 603

Administration of Funds References 24. The local board has a written policy and procedures to competitively

award grants and contracts for WIOA Title I activities (or applicablefederal waiver), including a process to be used to procure trainingservices made as exceptions to the Individual Training Account process.

WIOA Section 108(b)(16); proposed 20 CFR 679.560(a)(15); WIOA Title I Policy 5601; WIOA Section 134(c)(3)(G); proposed 20 CFR 680.300-310

25. The local board has accounting systems that follow current GenerallyAccepted Accounting Principles (GAAP) and written fiscal-controls andfund-accounting procedures and ensures such procedures are followed toinsure proper disbursement and accounting of WIOA adult, dislocatedworker, and youth program and the Wagner-Peyser Act funds.

WIOA Section 108(b)(15), WIOA Title I Policy 5230; WIOA Title I Policy 5250

28

26. The local board ensures compliance with the uniform administrative requirements under WIOA through annual, on-site monitoring of each local sub-recipient.

WIOA Section 184(a)(3); proposed 20 CFR 683.200, 683.300, and 683.400-410; WIOA Policy 5230

27. The local board has a local allowable cost and prior approval policy that includes a process for the approval of expenditures of $5,000 or more for equipment requested by subcontractors.

WIOA Title I Policy 5260

28. The local board has a written debt collection policy and procedures that conforms with state and federal requirements and a process for maintaining a permanent record of all debt collection cases that supports the decisions made and documents the actions taken with respect to debt collection, restoration, or other debt resolution activities.

WIOA Section 184(c); 20 CFR Part 652; proposed 20 CFR 683.410(a), 683.420(a), 683.750; WIOA Title I Policy 5265

29. The local board has a written policy and procedures for ensuring management and inventory of all properties obtained using WIOA funds, including property purchased with JTPA or WIA funds and transferred to WIOA, and that comply with WIOA, Washington State Office of Financial Management (OFM) and, in the cases of local government, Local Government Property Acquisition policies.

WIOA Section 184(a)(2)(A); proposed 20 CFR 683.200 and 683.220; OMB Uniform Administrative Guidance; Generally Accepted Accounting Procedures (GAAP); WIOA Title I Policy 5407

30. The local board will not use funds received under WIOA to assist, promote, or deter union organizing.

WIOA Section 181(b)(7); proposed 20 CFR 680.850

Eligibility References 31. The local board has a written policy and procedures that ensure adequate

and correct determinations of eligibility for WIOA-funded basic career services and qualifications for enrollment of adults, dislocated workers, and youth in WIOA-funded individualized career services and training services, consistent with state policy on eligibility and priority of service.

Proposed 20 CFR Part 680 Subparts A and B; proposed 20 CFR Part 681 Subpart A; WorkSource System Policy 1019, Revision 1

32. The local board has a written policy and procedures for awarding Individual Training Accounts to eligible adults, dislocated workers, and youth receiving WIOA Title I training services, including dollar and/or duration limit(s), limits on the number of times an individual may modify an ITA, and how ITAs will be obligated and authorized.

WIOA Section 134(c)(3)(G); Proposed 20 CFR 680.300-320; WIOA Title I Policy 5601

33. The local board has a written policy and procedures that establish internal controls, documentation requirements, and leveraging and coordination of other community resources when providing supportive services and, as applicable, needs-related payments to eligible adult, dislocated workers, and youth enrolled in WIOA Title I programs.

WIOA Sections 129(c)(2)(G) and 134(d)(2); proposed 20 CFR 680.900-970; proposed 20 CFR 681.570; WorkSource System Policy 1019, Revision 1

34. The local board has a written policy for priority of service at its WorkSource centers and, as applicable, affiliate sites and for local workforce providers that ensures veterans and eligible spouses are identified at the point of entry, made aware of their entitlement to priority of service, and provided information on the array of employment, training and placement services and eligibility requirements for those programs or services.

Jobs for Veterans Act; Veterans’ Benefits, Health Care, and Information Technology Act; 20 CFR 1010; TEGL 10-09; Veterans Program Letter 07-09; WorkSource System Policy 1009 Revision 1

29

Attachment G

Regional/Local Workforce Plan Certification

This section of the Regional/Local Workforce Plan serves as the LWDB’s certification that it complies with all required components of Title I of the Workforce Innovation and Opportunity Act and Wagner-Peyser Act and must be signed by authorized officials.

Please customize this signature page to accommodate your CLEO structure (i.e., local areas that require more than one local chief elected official signature).

The Local Workforce Development Board for certifies that it complies with all required components of Title I of the Workforce Innovation and Opportunity Act and Wagner-Peyser Act and plan development guidelines adopted by the State Workforce Development Board. The LWDB also assures that funds will be spent in accordance with the Workforce Innovation and Opportunity Act, Wagner-Peyser Act, and their regulations, written U.S. Department of Labor guidance implementing these laws, Office of Management and Budget circulars, and all other applicable federal and state laws and regulations.

Local Chief Elected Official(s)

Date

Local Workforce Development Board Chair

Date

30

Attachment H

Public Comment

Describe the Council’s public review and comment process. The description should specify the public comment duration and the various methods used to seek input (e.g., web-posts, newspapers, e-mail, web-posting, events/forums and plan development workgroups. Also include any comments that represent points of disagreement with the plan.

31

Attachment I

Performance Targets

This page is intentionally left blank pending the results of state board negotiations with chief local elected officials.

Olympic Workforce Development Council Membership January 2016

1

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates BUSINESS (14 Members Required [51% of Membership] – 13 Members) 1 Monica Blackwood, Director Of

Administration Rice Fergus Miller 275 5th Street Bremerton, WA 98337

Phone Fax E-mail

360-362-1435 360-792-1435 mblackwood@rfmarch.com

Business

2/22/13 – 2/21/16

2 Annette Crawford, Administrator Stafford Healthcare Ridgemont 2051 Pottery Avenue Port Orchard, WA 98366

Phone Fax E-mail

360-876-4461 360-876-4837 acrawford@staffordcare.com

Business

2/22/13 – 2/21/16

3 D.M. (Del) DelaBarre DelaBarre and Associates P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382

Phone Fax E-mail

360-460-5565

del@dbamlg.com

Business (Small)

7/1/14 – 6/30/17

4 Cordi Fitzpatrick, HR Generalist Westport LLC 637 Marine Drive Port Angeles, WA 98363

Phone Fax E-mail

360-452-5095

cordi.fitzpatrick@westportyachts.com

Business

9/29/14 – 9/28/17

5 Elaine Gentilo, HR Director First Federal P. O. Box 351 Port Angeles, WA 98362

Phone Fax E-mail

360-417-3107

elaine.gentilo@ourfirstfed.com

Business

2/13/15 – 2/12/18

6 Robin Hake, Human Resources Director Jamestown S’Klallam Tribe 1033 Old Blyn Hwy Sequim, WA 98382

Phone Fax E-mail

360-582-5788 360-683-4005 rhake@jamestowntribe.org

Business

2/21/14 – 2/20/17

7 Marilyn Hoppen, SVP Human Resources Kitsap Bank P.O. Box 9 Port Orchard, WA 98366

Phone Fax Email

360-876-7892 360-876-7801 mhoppen@kitsapbank.com

Business

9/18/15 – 9/17/18

8 Jim McConnell, Contract Chief Financial Officer Armstrong Marine, Inc. 151 Octane Lane Port Angeles, WA 98362

Phone Fax E-mail

360-457-5752 360-457-5753 jimm@armstrongmarine.com

Business

5/22/15 – 5/21/18

9 Robin Perman, Director of Business Operations Kitsap Sun-JMG 545th St Bremerton, WA 98337

Phone E-mail

360-792-3336 robin.perman@kitsapsun.com

Business

12/18/15 – 12/17/18

10 Allison Plute, Human Resources Manager 7 Cedars Resort 270756 Highway 101 Sequim, WA 98382

Phone Fax E-mail

360-681-6706 360-681-6769 aplute@7cedarsresort.com

Business (Substantial)

2/21/11 – 2/20/17

11 Vice-Chair (OWDC) Cathy Price, Corporate HR Manager Nippon Paper Industries USA, Co. LTD 1815 Marine Drive Port Angeles, WA 98362

Phone Fax E-mail

360-565-7048 360-457-2875 cathy.price@npiusa.com

Business

11/30/15 – 11/29/18

12 Chair (OWDC) Julie Tappero, President West Sound Workforce 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335

Phone Fax E-mail

253-853-3633 253-857-6652 julie@westsoundworkforce.com

Business (Small)

6/20/15 – 6/19/18

Attachment 4.a.

Olympic Workforce Development Council Membership January 2016

2

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates 13 Felix Vicino, HR Manager

Port Townsend Paper Corporation 100 Mill Road Port Townsend, WA 98368

Phone Fax E-mail

360-379-2155 360-379-2102 Felix.vicino@ptpc.com

Business

5/22/15 – 5/21/18

ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director

Kitsap Economic Development Alliance 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate Kathy Cocus

Phone Fax E-Mail

E-Mail

360-377-9599

powers@kitsapeda.org

cocus@kitsapeda.org

Economic Development

9/18/14 – 9/17/17

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent

Olympic Edu. Service Dist. #114 105 National Avenue N. Bremerton, WA 98312

Alternate Jeff Allen, Director High Risk Youth Programs

Phone Fax E-mail

Phone E-Mail

360-478-6880 360-478-6869 glynch@oesd.wednet.edu

360-337-5552 jallen@oesd114.org

Education (K-12)

6/20/15 – 6/19/18

2 Lisa Heaman, Principal West Hills S.T.E.M. Academy Bremerton School District 520 S National Avenue Bremerton, WA 98312

Phone Fax E-mail

360-473-4600

lisa.heaman@bremertonschools.org

Education (K-12)

12/06/13 – 12/05/16

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President

Peninsula College 1502 E. Lauridsen Blvd. Port Angeles, WA 98362

Alternate Laura Brogden Associate Dean for Basic Education and Corrections

Phone Fax E-mail

Phone Fax E-mail

360-417-6200 360-417-6220 lrobins@pencol.edu

360-417-6381 360-417-6383 lbrogden@pencol.edu

Education (Postsecondary)

9/13/14 – 9/12/17

2 Dr. David Mitchell, President Olympic College 1600 Chester Avenue Bremerton, WA 98337

Alternates Amy Hatfield, Dean for Workforce Elaine Williams Olympic College 1600 Chester Avenue Bremerton, WA 98337

Phone Fax E-mail

Phone Fax E-mail E-mail

360-475-7100 360-475-7104 dmitchell@oc.ctc.edu

360-475-7841 360-475-7845 ahatfield@oc.ctc.edu ewilliams@olympic.edu

Education (Postsecondary)

9/13/14 – 9/12/17

LABOR (3 Members Required - 3 Members) 1 David A. McMahan,

Secretary/Treasurer Olympic Labor Council P. O. Box 688 Port Angeles, WA 98362

Phone Fax E-mail

360-457-6929 360-417-1545 labordave@gmail.com

Labor

6/20/15 – 6/19/18

Olympic Workforce Development Council Membership January 2016

3

Council Member’s Name, Title, Business and Address

Alternate Member Information

Phone Fax E-Mail Type of Association Term Dates

2 John Ross, Vice President Kitsap County Central Labor Council 10049 Kitsap Mall Blvd. NW, Suite 105 Silverdale, WA 98383

Phone Fax E-Mail Cell

360-692-1420 360-692-3896 fuzzypugnutz@hotmail.com 206-601-2684

Labor

2/17/15 – 2/16/18

3 Bob Zindel, President Olympic Labor Council 508 South H Street Port Angeles, WA 98363

Phone Fax E-mail

360-457-1435

bobzindel@msn.com

Labor

2/13/15 – 2/12/18

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 2 Members) 1 Margaret Hess, Kitsap

Administrator Washington State Employment Security Department 1300 Sylvan Way, 2nd Floor Bremerton, WA 98310

Alternate Anne Goranson

Phone Fax E-mail

Phone E-mail

360-337-4754 360-337-4770 mhess@esd.wa.gov

360-480-1904 agoranson@esd.wa.gov

State/Community Based Organization/ Employment Service

2/13/15 – 2/12/18

2 Deb Howard, HR Coordinator City of Port Orchard 216 Prospect Street Port Orchard, WA 98366

Phone Fax E-mail

360-876-7014 360-895-9029 dhoward@cityofportorchard.us

Public Employment

9/18/15 – 9/17/18

STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr.

Division of Vocational Rehabilitation 3888 NW Randall Way, Suite #201 Silverdale, WA 98383

Phone Fax E-mail

360-698-4386 360-698-4373 hankid@dshs.wa.gov

State/Community Based Organization

2/13/15 – 2/12/18

PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Gina Lindal, Administrator

Bremerton Community Services Office 4710 Auto Center Blvd. Bremerton, WA 98528

Phone Fax E-mail

360-473-2202 360-478-6960 gallagl@dshs.wa.gov

State Organization

5/21/13 – 5/20/16

COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director

Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Alternate Charmaine Scott Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Phone Fax E-mail

Phone Fax E-mail

360-478-2301 360-415-2706 larrye@kcr.org

360-473-2115 360-415-2706 cscott@kcr.org

Community Based Organization

7/1/15 – 6/30/18

Olympic Workforce Development Council Membership January 2016

.

4

STAFF 1 Kathy Gross, Staff

Operations Committee Phone Fax E-mail

360-337-4805 360-337-4470 kgross@co.kitsap.wa.us

2 Jim McKenna, Staff Economic Development and Business Coordination Committee

Phone Fax E-mail

360-337-4767 360-337-4770 jmckenna@esd.wa.gov

3 Nicki Kremer, Staff Phone Fax E-mail

360-337-7185, Ext. 3530 360-337-5721 nkremer@co.kitsap.wa.us

4 Bob Potter, Director, OWDA Executive Committee, Youth Council

Phone Fax E-mail

360-337-4873 360-337-5721 bpotter@co.kitsap.wa.us

5 Doug Washburn, Director, Kitsap County Human Services Department

Phone Fax E-mail

360-337-4526 360-337-5721 dwashbur@co.kitsap.wa.us

Executive Committee Economic Development and

Business Coordination Committee

Operations Committee Youth Council Committee

Julie Tappero, Chair Cathy Price, Vice Chair

John Powers, Chair Margaret Hess, Chair Deb Howard, Chair

Bob Potter, Staff Jim McKenna, Staff Kathy Gross, Staff Bob Potter, Staff

Del DelaBarre Annette Crawford Laura Brogden (Dr. Robins) Jeff Allen (Greg Lynch) Larry Eyer Del DelaBarre Elaine Gentilo Monica Blackwood Cordi Fitzpatrick Larry Eyer Gina Lindal Dave Frederick Robin Hake Cordi Fitzpatrick Cathy Price Lisa Heaman Margaret Hess Robin Hake Charmaine Scott Bob Zindel David McMahan David Hankinson Allison Plute Amy Hatfield (Dr. Mitchell)

David McMahan Allison Plute John Ross Julie Tappero

Member(s) At-Large

Stephanie McDonald Laura Schaeffer Darence Shine Stephanie Thompson

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2016 Calendar

Executive Committee Wednesdays

9:30 a.m. – noon WebEx Meeting /

WorkSource Center, Port Hadlock

Full Council Tuesdays

9:30 a.m. (Committee Meetings) 11:30 a.m. (Lunch)

12:00 p.m. – 3:00 p.m. (Full Council Meeting)

January 13 WebEx

February 9, Tuesday – Cedars at Dungeness, Sequim

April 13 WorkSource Center, Port Hadlock

May 10, Tuesday – Silverdale Beach Hotel, Silverdale

June 15 WebEx

August 17 WebEx

September 20, Tuesday – Cedars at Dungeness, Sequim

October 12 WorkSource Center, Port Hadlock

November 8, Tuesday – Silverdale Beach Hotel, Silverdale

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Serving Clallam, Jefferson and Kitsap Counties EXECUTIVE COMMITTEE CHAIR JULIE TAPPERO, President West Sound Work Force VICE CHAIR CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co. D. M. DELABARRE, Consultant DelaBarre and Associates LARRY EYER, Executive Director Kitsap Community Resources CORDI FITZPATRICK, HR Generalist Westport LLC ROBIN HAKE, HR Director Jamestown S’Klallam Tribe MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept. DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council ALLISON PLUTE, Director of HR 7 Cedars Resort COUNCIL MEMBERS MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont ELAINE GENTILO, Human Resources Director First Federal DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation LISA HEAMAN, Principal West Hills S.T.E.M. Academy MARILYN HOPPEN, SVP Human Resources Kitsap Bank DEB HOWARD, HR Coordinator City of Port Orchard GINA LINDAL, Administrator CSO, DSHS GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114 JIM MCCONNELL, Contract Chief Financial Officer Armstrong Marine, Inc. DR. DAVID MITCHELL, President Olympic College ROBIN PERMAN, Director of Business Operations Kitsap Sun-JMG JOHN POWERS, Executive Director Kitsap Economic Development Alliance DR. LUKE ROBINS, President Peninsula College JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council FELIX VICINO, Human Resources Mgr. Port Townsend Paper Corporation BOB ZINDEL, President Olympic Labor Council

EXECUTIVE COMMITTEE MEETING

DATE: Wednesday, April 13, 2016 TIME: 9:30 a.m. – 12:00 p.m. LOCATION: WorkSource Center, Shold Business Park, 207 W.

Patison, Port Hadlock

______________________________ A G E N D A

1. Approval of Executive Committee Summary January 13, 2016 Meeting Summary (Attachment 1)

2. Discussion/Action Items

a. Rough Draft Local WIOA Plan (Handout) b. Industry Sector Plan Status (Attachment 2.b.) c. Designated Proposal Review Committees (Attachment 2.c.) d. DoD Project Brief (Handout) e. Additional Dislocated Worker Funds (Handout) f. Director’s Report on WIOA Implementation Progress

3. Operations

Olympic WorkSource Performance Report for PY 15, Qtr.3 Preliminary (Attachment 3)

4. Other Business

a. Roster (Attachment 4.a.) b. 2016 Meeting Calendar (Attachment 4.b.) c. NAWB Conference Debrief – Robin and Bob

5. Next Meeting: OWDC Executive Committee Meeting, June 15,

2016, WebEx

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY

January 13, 2016

ATTENDANCE: Julie Tappero, Cathy Price, Margaret Hess, Larry Eyer, Allison Plute, Dave McMahan, and Robin Hake. Staff: Bob Potter, Jim McKenna, Doug Washburn and Nicki Kremer. Excused: Cordi Fitzpatrick and Del DelaBarre.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, January 13, 2016 via WebEx. Julie Tappero, Chair, called the meeting to order at 9:33 a.m.

APPROVAL OF SUMMARY

The Executive Committee’s Meeting Summary was approved as follows:

ACTION: Cathy Price moved to approve the October 14, 2015 Executive Committee Summary as presented. Allison Plute seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

a. Draft State WIOA Strategic Plan

Discussion was had on the draft State WIOA Strategic Plan and what it meansfor the local Workforce Development Committees. Staff has begun reviewing thedraft State WIOA Strategic Plan and emphasized the section titled “StateStrategic Plan Aligns with New Federal Act,” which highlights Washington’s dual-customer focus on both workers and businesses to ensure success. JimMcKenna also touched briefly on the industry strategies included in the draftstrategic plan, noting that they appear to be good but stressed the importance ofnot losing smaller employers if they do not fit into a specific industry. Bob Pottermentioned that there is currently an open comment period and that the ExecutiveBoard can submit their comments to him, he will compile them, and then submit aformal OWDC comment. Members are also able to submit commentsindividually if desired.

Further discussion was had regarding the draft State WIOA Strategic Planrelated to the section titled “Talent and Prosperity for All – Organized AroundFour Strategic Priorities.” Bob Potter noted that the four strategic priorities listedare carried through the entire plan and concentrate on a customer-centeredapproach. This customer-centered approach should capture what customers,both employer and employee, want and need and then deliver on that. It wasmentioned that this should be integrated with the sector strategies to ensurethose in-demand industries are receiving the support they require to find and hire

Attachment 1

new employees. In an effort to effectively utilize limited resources, the plan would be to define a process that works for all industries within a particular sector as opposed to having individual employer plans.

b. Director’s Report on WIOA Implementation Progress

Bob Potter presented that the deadline for the completion of the Federal Regulations for WIOA implementation has shifted to late-May 2016 vice January 2016 as originally scheduled. This means that the local WIOA plans will not be due until May 2016, with a required public comment period beginning May 2, 2016. Bob highlighted that there is a regional component required for the local plans, noting that even though the Olympic Workforce Development Area (OWDA) remained its own region, we still must show a plan to work with other Regions. Per the WIOA Guidelines for Regional/Local Workforce Plans Program Years 2016-2020, nine questions must be answered in relation to every regional plan. Bob led a brief discussion on Workforce Development Membership and the fact that the OWDA is grandfathered in regarding membership criteria. The grandfathering lasts through the end of this plan (2020) or can expire sooner if desired. Jim McKenna presented that our current membership roster closely mirrors the new WIOA membership criteria so there should not be drastic changes necessary to come into WIOA membership compliance. Bob ended the implementation progress report with a discussion on the need to go through the Request for Proposal (RFP) process for new and continuing service providers as that process has not been completed under WIOA. Bob particularly emphasized the need to RFP the One-Stop Operator Program as that service has traditionally been provided through Kitsap County.

c. Transfer of Dislocated Worker Funds to Adult Program

Bob Potter presented information on the current status of fund obligations for the Dislocated Worker Program and the fact that the program is below the required federal baseline of 80%; it currently sits at 74% of funds obligated. Bob proposed the transferring of $80,000 in Dislocated Worker Program funds to the Adult Program due to the higher demand for Adult Program services. This would bring the funds obligated through the Dislocated Worker Program up to 84%. ACTION: Dave McMahan moved to approve the transfer of $80,000 in Dislocated Worker Program funds to the Adult Program. Cathy Price seconded the motion. Motion carried. Larry Eyer abstained due to a conflict of interest.

OPERATIONS

a. WorkSource Performance Report for PY 15, Qtr 2 (Preliminary) Bob Potter presented the WorkSource Performance Report for PY15, Qtr 2. He stressed that the data included for the 2nd quarter is not indicative of performance to date as data is still being received. For Youth Programs, Kitsap, Clallam and Jefferson Counties are all on track to meet their PY15 goals. Discussion was had on how to better incorporate tribal youth into the youth-targeted WIOA programs. Overall, programs are doing well across the board and doing better than anticipated at this early stage in the PY.

OTHER BUSINESS

a. Roster: Robin Perman has been newly appointed to the OWDC. Jim McKenna noted that all three counties are well-represented in regards to small and large business employers. Jim continues to work with Diane Harrison from First Federal. He would like for Diane to replace Elaine Gentilo; Diane would represent Jefferson County. He also continues to work with ACTI, who would represent Clallam County. Jim has recently begun working with the CEO of Martha and Mary, who is a primary employer in the healthcare industry in Kitsap County. Jim finished his discussion by mentioning the possibility of needing to review OWDC Committee assignments. Due to Julie Tappero, Chair, having to leave the WebEx early, it was decided to table that discussion until the next Executive Committee meeting.

b. 2016 Calendar: The Executive Committee reviewed the 2016 Calendar. It was noted that the September OWDC meeting date was changed to Tuesday, September 20th, 2016.

c. The next OWDC Executive Meeting will be held on Wednesday, April 13, 2016,

at 9:30 a.m. at the WorkSource Center, Port Hadlock.

d. The OWDC Executive Committee voiced concern on completing the local WIOA plan in time for the May 2, 2016 public comment period. It was recommended by the Executive Committee that Staff complete the plan as it is not feasible for the OWDC to complete within the designated timeframe. A draft is slated to be presented to the Executive Committee at their next meeting – Wednesday, April 13, 2016.

e. Jim McKenna introduced that the new website the State is implementing through Monster.com has been pushed back to February 2016. Staff has been going through training in preparation and they will be coming up with a new marketing plan on how to train employers on the system.

ADJOURN There being no further business to come before the committee, the meeting was adjourned at 11:04 a.m.

1

Employer Outreach and Engagement Plan 

Background The Workforce Innovation and Opportunity Act places a new and different emphasis on employer engagement, calling on all local workforce areas to not only serve employers as customers of the system, but to engage them as true partners in the system too. For the Olympic Consortium this means building partnerships of multiple employers within high priority target sectors, i.e. sector partnerships. Sector partnerships are partnerships of employers within one industry in a shared labor market region that bring together education and training, economic development, labor, and other community organizations to focus on the workforce and other needs of that industry. Not all industry sectors warrant the development of a full sector partnership to support a growth agenda; sectors should be prioritized based on a set of data, including number of jobs, quality of jobs, growth potential, and location quotient (an indicator of regional comparative advantage). The readiness and willingness of employers within a sector should also be a decision factor. Olympic Consortium leadership, including members of the Olympic Workforce Development Council (OWDC) and member County Commissioners, should be part of the decision‐making body for selection of target industries. 

In the best cases, local workforce development councils help catalyze the development of sector partnerships in each of their region’s critical industries. In some cases a WDC will be the lead organization to staff the needed coordination of a sector partnership; in other cases a college, economic development organization or other entity may take the lead staffing role; and in other cases the WDC may partner closely in a co‐convening capacity with education or an economic development organization for staffing support. These decisions should be determined based on capacity, willingness and credibility of the community’s organizations to coordinate a partnership, and may also change depending on the target industry. The OWDC is willing and well‐positioned to act as a catalyst in helping leadership make decisions about lead staffing functions, and if deemed appropriate is also willing to be the lead staffing entity for the first Olympic area sector partnership. 

Rarely do sector partnerships adhere perfectly to geo‐political lines (such as county or city or workforce area boundaries). This means that Olympic Consortium leadership have an immediate role to play in helping to identify at least one target sector for partnership development that will make sense for all three Olympic area counties combined (Jefferson, Clallam and Kitsap), as well as target sectors that might make sense in the near future for either a narrower geography (one or two counties) or even an expanded geography (in collaboration with adjacent counties or workforce council areas). These decisions should be driven by the natural labor market sheds of selected target industries.  

In all cases sector partnerships only succeed when the following 3 principles are adhered to:  

Attachment 2.b.

  2

Partnerships are industry‐led, constituted of CEO‐level representatives of companies in a target sector, and driven by a comprehensive agenda created by those industry members;  

Partnerships are staffed, facilitated and coordinated by a neutral, credible third‐party;   Partnerships fully engage the array of education and training entities in a region 

(Workforce Councils, WorkSource Centers, Community Colleges, K‐12 systems, labor and others), as well as economic development organizations, needed to help implement a target industry’s complete agenda.  

 Goals and Intent It is the goal of the Olympic Consortium to fully implement a sustainable sector partnership for at least one target industry sector by the end of calendar year 2016. It is the intent of the Olympic Consortium to use the process and experience of developing this sector partnership to achieve the following outcomes:   

New understanding of how to harness industry demand and industry voice to create accurate and timely education and training responses that serve their needs and our region’s jobseekers better;  

Improved working relationships with key education and economic development partners in the 3‐county region;  

A replicable process and model of sector partnership development and sustainability that can be applied to the other driving industry sectors of the Olympic region.  

 Note: It is important to note that the Olympic Consortium is prioritizing developing and sustaining sector partnerships in its critical sectors, but that sector partnerships will not replace the one‐to‐one customer service transactions with individual employers. Our goal is to build sustainable sector partnerships in addition to our ongoing one‐to‐one services. As the partnerships evolve, they will not only offer strategies for supporting the needs of a target industry, but they will also bring essential guidance and input to how we better serve individual companies. The Olympic Consortium understands that both levels of engagement are needed.   Sector Partnership Process Plan Fortunately for the Olympic Consortium, the decision to adopt sector partnerships as organizing frameworks for engaging industry comes on the heels of decades of national and statewide experience with sector‐like partnerships and initiatives. This means that promising practices, lessons learned and recommended approaches exist for replication. The Olympic Workforce Development Council will take full advantage of these resources, including using as guidance a set of steps outlined in a Sector Partnership Framework included in the Washington State Education and Training Coordinating Board’s 2016 strategic plan Talent and Prosperity for All (see figure below). These steps will be customized to meet the Olympic Consortium’s unique starting place and goals. The Council will also take advantage of national subject matter experts in sector partnership development as needed and as available.   

3

Based on the State’s framework, below is a suggested operational plan, including a timeline, for selecting, planning, launching and sustaining the Olympic Consortium’s sector partnerships. 

USpring 2016 Phase I and II will be implemented in parallel tracks, with a goal of completion of both phases (preparing and training a team of support organizations + selecting the top 3 priority sectors) by end of May 2016.  

Phase I: Preparing a Team of Support Organizations 

For the Olympic area, the OWDCalready acts as a key convening bodyof the critical education, economicdevelopment, and other stakeholderorganizations in the region.Therefore, part of the spring Councilmeeting will be used to:

o Establish a sharedunderstanding of the processof sector partnershipdevelopment;

o Select a target industry; ando Agree on who among

Phase II: Investigate and Prioritize Target Industry Sectors  

During March and April, assess andsummarize current economicconditions in each county, includingcurrent and projected jobs by industrysector.

During March and April, assessavailability of skilled workforce andgaps by sector.

During March and April, assess bestchoice of industry sector for a sectorpartnership in each county, and as acombined region, by weighing thefollowing data points (historical and

  4

stakeholder organizations shall be the “lead convener” or set of “co‐conveners” for the Partnership. 

A training will also be held by end of May for a wider group of stakeholder organizations in the Olympic area that covers the following topics:  

o Sector Partnership 101 and Promising Practices 

o Benefits and Outcomes o Roles and Responsibilities o Process and Timeline o Agreement across 

organizations to act as a cohesive “support team” to Sector Partnership(s) 

current):  o Employment o Location Quotients o Average Wage 

By mid‐May, Olympic Consortium and Council leadership approve one industry sector target for sector partnership development, and at least two additional targets for future development.  

(See Target Industry Selection and Recommendations sections for more details) 

  USummer 2016  Phase III: Inventory Existing Efforts and Analyze Industry Trends for Target Industry 

Upon selection of a first target industry for sector partnership development, a short‐term information gathering and analysis effort will be undertaken. This should not take more than 30 days (target: June 2016), and should result in a short (2‐3 Pages) Industry Snapshot report that includes information such as:  

o Baseline data related to current, past and projected employment o Occupational data showing top (5‐10) critical occupations, wages, skill levels o Trends in the industry based on industry and trade group reports as available o Trends or changes in the industry in the Olympic area, if known 

Also during June at least two CEOs in the target industry will be recruited to act as preliminary Chairpersons of the sector partnership. These individuals will help identify CEOs in their industry in the region to invite to the “launch” meeting of the partnership, will sign the official letter of invite for participation, and will act as overall spokespersons during the set‐up of the partnership.  

By mid‐July, a date will be set for the official “launch” of the partnership, including setting a location, a time, a facilitator and an agenda. Invites will go out one month ahead of the “launch” date.  

 Phase IV: Convene the Partnership of CEO‐level Representatives 

No later than August 2016, a 2‐hour “Launch” meeting will be convened with CEOs in the target industry. This meeting will be professionally facilitated including the following agenda topics:  

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o Exciting opportunities in the industry right now;  o Barriers to stability and/or growth;  o Priority action areas to move forward; and o Commitments and next steps.  

Immediately following the “Launch”, a summary will be sent out to participants, and next steps will be organized in the form of “action teams”, based on the priority action areas defined by CEOs. Action teams will be responsible for refining (via short, facilitated phone conversations) 3‐, 6‐ and 12‐month plans for their priority topic. By end of September, a full “Roadmap” will be developed for implementation.  

 UFall 2016  Phase V: Act and Implement Industry Agenda 

Implementation of the Partnership’s agenda shall begin no later than one month following the “launch” meeting, with pro‐active focus on early‐wins (3‐month timeframe) in each priority area, as well as activities/solutions in 6‐ and 12‐month timeframes. 

The task teams (made up of CEOs) will continue to guide the work, and full Partnership meetings will re‐convene quarterly to check‐in, take stock, refine and re‐direct as needed.  

The “Support team” members will be integrated into the task teams, as appropriate based on topics, needed resources, needed expertise, etc. They will also attend the quarterly Partnership meetings in order to stay closely attuned to CEO guidance.  

In addition to supporting projects and activities defined by task teams, the Support team will also be responsible for clearly identifying ways for guidance from the Partnership to be translated to frontline service delivery within and across their respective programs.  

Partnership activities, early wins and outcomes will be tracked regularly.  Throughout this process, the lead convener or co‐conveners shall be responsible for 

organizing and coordinating activities, projects, and meetings.   UOngoing  Phase VI: Sustain and Evolve with Needs of Industry 

Ideally, the Partnership will continue to evolve and grow, with new industry membership and new projects prioritized.  

Convener(s) shall continue to coordinate and facilitate the Partnership, ensuring that industry leadership continues to drive the agenda and that support partners coordinate together to create appropriate solutions and activities in response.  

  Target Industry Selection: Methodology and Findings In addition to the analysis of economic contribution and total number of jobs by industry sector presented earlier in this report, OWDC staff conducted a scan of industry groups (by 4‐digit 

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NAICS codes) in each of the 3 counties across the following data points: March 2012 and 2015 employment; average 2012 and 2015 weekly wages (as an indicator of job quality); and March 2012 and 2015 location quotients (an indicator of regional comparative advantage for a sector).  The complete analysis in this report therefore includes the following data points, weighed by county and by industry sector:  

Part I of this Report 

Total economiccontribution of industryto the regional economy

Total number of jobs inan industry

Part II of this Report 

Regional comparative advantage for that industry(concentration of companies per sector herecompared to nationally)

Weekly average wages in a sector Changes in number jobs in sector in the past 3 years Changes in average wages in sector in the past 3 years

Findings Analysis required weighing data points against each other on a county‐by‐county basis in order to prioritize a short list of industry sectors that would prove most viable and ready for sector partnership development. Sectors should be selected based on answering questions like: does the sector overall exhibit healthy indicators? Does it show a healthy number of jobs, at decent wages? If overall wages are low, does it have a diverse set of occupations that show different wage levels (vs. a flat‐lined wage profile)? Are there certain data points that might falsely skew a sector’s profile? Does it demonstrate at least a > or = 1.0 location quotient (LQ), indicating that this region is above average in concentration of this industry compared to the nation? Are there other factors to consider beyond the numbers?  

The below findings demonstrate the analysis process and a preliminary set of conclusions, using a simple sector partnership “Readiness Score” of low, medium or high.  

Clallam County:   The highest combined scores (across employment, wages and location quotient) for

Clallam county are in NAICS code category 11XX, specifically Logging and Greenhouse/nursery production. Following this are general Retail (NAICS 44XX and 45XX), Wholesalers (42XX), Healthcare (62XX), and Construction (23XX). Upon closer analysis:  

o Logging, not surprisingly, exhibits an extremely high LQ (44.85), which slightlyskews its mid‐level contribution to employment (356 jobs of Clallam’s total11,000, about 3 percent) and mid‐to‐high wage quality (about $1,000 per week).Logging employment and wages increased by 20 percent and 30 percentrespectively between 2012 and 2015. Logging itself may exhibit a flat‐linedwage/occupation profile (i.e. lack of diverse or different types of jobs), but

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because total numbers of jobs and wages are mid‐to‐high, the sector may be worth further consideration. Sawmills and Wood preservation (NAICS 3211) add an additional 319 jobs to this cluster, with similarly decent wages ($900).   Readiness Score: Medium 

o The Retail sector shows a high combined score, but this is significantly skewed by high employment numbers (almost 2,300), which overcompensate for low weekly wages (between $200 and $400 per week) and mediocre LQs (between 1.0 and 2.0). Similarly, Restaurants exhibit a very high employment (1600 jobs), but exhibit the county’s lowest average wages ($271 weekly).   Readiness score: Low 

o The Wholesale sector (NAICS code 42XX) rates high in combined scores likely because of the subsector “Electronic Markets and Agents and Brokers”, which has the 2P

ndP highest average weekly wages in the county ($1,746), but exhibits 

low overall employment (42 total jobs) and a less than 0.25 LQ. Other Wholesale sectors (durable goods, machinery, grocery, furniture, miscellaneous non‐durable) add up to less than 160 jobs, with wages between $224 and $769.   Readiness score: Low 

o The Healthcare sector provides almost 20 percent of Clallam county’s total jobs, across a diverse set of subsectors (nursing care facilities, office of physicians, other practitioners, outpatient care centers, individual and family services, personal care services, vocational rehabilitation, and community care services for elderly). Wages vary from relatively low ($300) to mid‐level ($900). Average LQ across sub‐sectors is 1.6.   Readiness score: High 

o Construction (residential building; highway, street and bridge; finishing contractors; specialty trade contractors; foundation and exterior) add up to about 900 jobs, about 8 percent of total jobs in the county, all at relatively good weekly wage rates ($900). Average LQ across sub‐sectors is 1.3  Readiness Score: Medium‐High 

  Conclusions to consider:  

o When subsectors with outlying rates are taken into account, it is clear that certain overall industries may look more robust than they really are (e.g. Wholesale). It is also clear that certain sectors look stronger because they simply show a high number of jobs (like Retail), but come with low wages and LQs.  

o Conclusion: Viable choices for sector partnerships in Clallam are Healthcare (high), Logging/Wood products (medium‐high), and Construction (medium). 

 Jefferson County:  

The highest combined scores for Jefferson county are in Construction (23XX), Retail (44XX and 45XX), Healthcare (62XX) and Tourism/Accommodations (72XX). With closer analysis: 

o Construction (residential building; highway, street and bridge; finishing contractors; specialty trade contractors; foundation and exterior) add up to 244 

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jobs, about 6 percent of the county’s total employment. Average LQ is 1.4, and average weekly wage is $731. Highway, street and bridge construction pays significantly higher ($1,136) than other sub‐sectors (next highest is $668).   Readiness score: Medium

o Retail shows a high combined score but like Clallam county this is explained byhigh overall employment (854 jobs, 21 percent of total employment), whichskews mid‐level LQs (average 1.9) and below average wages (weekly wage $388compared to Jefferson’s average of $565). Readiness score: Low

o Healthcare makes up 18 percent of total jobs in Jefferson county, with averageweekly wages of $563 and average LQ of 1.6. The number of jobs in Healthcarecombined with average wages makes the sector a highly viable target. Readiness score: High

o Tourism and Accommodations shows a similar profile to Retail. Total jobs arehigh (931, 23 percent of total jobs), and average weekly wages are $415. Thisweekly wage is skewed however by NAICS 7212 (RV Parks and Recreationalcamps), which show a high weekly wage of $684, but only 6 total jobs in 2015. Ifthis category is removed, average wages reduce to $290. Average LQ is 1.94. Readiness score: Low

Conclusions to consider:o In Jefferson county, Retail and Tourism/Accommodations are both large

employers but pay below average wages, and therefore may not be the besttargets for sector partnership development – see special note #2 below for more.

o Conclusion: Most viable choices for sector partnerships in Jefferson areHealthcare (high) and Construction (medium).

Kitsap County:   By just employment, professional & technical services (14,345 jobs), healthcare

(10,052), retail (7,755 jobs) and restaurants (6,400 jobs) rate highest. By wage alone, an array of professional & technical/administration & management sub‐sectors rate highest, as well as heavy construction, and medical and diagnostic laboratories, a sub‐sector of Healthcare. Combined scores however, including LQ, in Kitsap county show Healthcare (62XX), Professional and Technical services (52XX, 53XX, 54XX), Construction (23XX) and Manufacturing (31XX, 32XX, 33XX) as the top economic drivers. Closer analysis reveals:  

o Healthcare in Kitsap county makes up 22 percent (10,052) of total jobs, and cutsacross the same sub‐sectors as in Clallam and Jefferson (nursing care facilities, office of physicians, other practitioners, outpatient care centers, individual and family services, personal care services, vocational rehabilitation, and community care services for elderly), and also includes medical and diagnostic laboratories, one of the highest average wages for the county (average weekly wage $1,520). Overall average healthcare weekly wages in Kitsap are $729, just below the county’s overall average sector wage of $753. If the wage for medical and 

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diagnostic labs are removed, the average for Kitsap county healthcare wages is reduced to $650.   Readiness score: High 

o Professional & Technical services, combined with Administration & Management makes up over 30 percent of total jobs in Kitsap (14,345 of the county’s total 49,959 in 2015), but this is about the same in Clallam and Jefferson. The reason the category rises further to the top for Kitsap county can likely be attributed to the fact that one category (NAICS 5413 Architects & Engineers) is in the top 10 of highest employment (1200 jobs), and 5 categories fall into the top 10 for average weekly wages (financial investment activities, scientific R&D services, management of companies and enterprises, computer systems design, and wired telecommunications carriers), all of which are double or more the county’s overall average wage. The LQs for this category in Kitsap are unremarkable, with only Architects & Engineering (LQ 1.6) making it into the top 20 (at #18).   Readiness score: Low (see special note #1 below) 

o Construction (residential building; highway, street and bridge; finishing contractors; specialty trade contractors; foundation and exterior) add up to 2,805 jobs, about 6 percent of total jobs in the county. Average weekly wages in the sector are $1,009, significantly higher than the county’s overall wage average of $753. LQs are all below 1.0 except Residential building which is 1.4.   Readiness score: Medium 

o Manufacturing in Kitsap county is diverse (boatbuilding, machine shops, threaded, sew & cuts, and medical device) and makes up 3 percent (1,400 jobs) of total jobs; nearly half of those are in ship and boat building (NAICS 3366). Average weekly wages are $673 (less than the average for all jobs in Kitsap, which is $753). Ship and boat building pays on average $1,037 per week.   Readiness score: Medium‐low 

  Conclusions to consider:  

o In Kitsap county, additional analysis could be undertaken to further understand viability of sub‐sectors of Professional & Technical Services/ Management & Administration.  

o Conclusion: Most viable choices currently for sector partnerships in Kitsap are Healthcare (high), Construction (medium) and Manufacturing (medium‐low). 

  Recommended Target Industries Recommendations for target industries are hereby presented to the Council and Olympic Consortium leadership, with a request for agreement by leadership on: 

At least one target industry for immediate development of a 3‐county sector partnership per the above process plan and timeline; and 

At least two additional target industries for future development of sector partnerships, geographic scopes to‐be‐determined.   

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Recommended targets include:   

3‐County Sector Partnership:  o Healthcare and related services o Construction, Trades and Building o Professional & Technical Services/Administration & Management – if scope is 

narrowed.  

Kitsap County:  o Manufacturing  

  Clallam County:  

o Logging and related wood products processing  

Jefferson County:  o Tourism/Accommodations 

 Special Notes:  

1. One sector to note is the very broadly defined Professional and Technical Services/ Management and Administration (52XX, 53XX, 54XX), which in Part I of this report is called out as having the most total number of jobs for the 3‐county region (45,000+ jobs), and an enormous contribution to the regional economy ($2.5 billion). This category of codes often becomes a “catch‐all”, and can include: architects and engineers, publishers, real estate and related, lessors of real estate, depository credit intermediation, non‐depository credit intermediation, accounting, computer system design, advertising and PR, legal services, insurance agencies and brokerages, other financial investment, management and technical consulting, scientific research and development services, automotive rentals, machinery and equipment rentals, software publishers, and specialized design services. Because of this, it is not in its entirety a viable choice for a sector partnership. Sector partnerships succeed when a critical mass of companies that share core functions come together. A narrowing of this category can lead to a viable sector for partnership building. Sector partnerships exist for example in Architecture & Engineering; in Business Services; and in Finance & Banking. With further analysis, sub‐sectors of the Professional & Technical/ Management & Administration categories could be viable for sector partnership development.  

2. Some sector partnerships exist around the country in Retail, as well as Hospitality and Tourism. When so many jobs exist in these sectors, they should not be excluded completely from selection. These sectors can pose challenges however due to the flat‐lined wage profile, and lack of advancement to living wage jobs for workers.  

 

Olympic Consortium Proposal Review Committees

Adult and Dislocated Worker Proposal Review Committee

Annette Crawford

Robin Hake

Cathy Price

One Stop Operator Proposal Review Committee

Cordi Fitzpatrick

Allison Plute

Julie Tappero

Youth Proposal Review Committee

Deb Howard

Lisa Heaman

Laura Brogdan

Attachment 2.c.

Kitsap County Youth Actual 3rd Qtr Plan % Plan Year PlanParticipants 36 36 100.0% 42 Exits 13 9 144.4% 12 Kitsap County Adult Actual 3rd Qtr Plan % Plan Year PlanPlaced in a Job 6 6 100.0% 8 Participants 69 53 130.2% 65Placement Rate 46% 67% 69.2% 67% Exits 42 40 105.0% 49Expenditures* $122,699 134,945$ 90.9% 179,926$ Placed in a Job 36 32 112.5% 39

Clallam County Youth Placement Rate 86% 80% 107.1% 80%Participants 27 33 81.8% 40 Expenditures* $82,449 107,417$ 76.8% 130,748$ Exits 8 8 100.0% 11 Clallam County AdultPlaced in a Job 7 4 175.0% 6 Participants 113 90 125.6% 109Placement Rate 88% 50% 175.0% 55% Exits 44 68 64.7% 82Expenditures* $84,181 112,955$ 74.5% 150,606$ Placed in a Job 37 54 68.5% 65

Jefferson County Youth Placement Rate 84% 79% 105.9% 79%Participants 11 12 91.7% 14 Expenditures* $118,744 171,322$ 69.3% 221,960$ Exits 3 3 100.0% 4 Jefferson County AdultPlaced in a Job 3 2 150.0% 2 Participants 22 25 88.0% 30Placement Rate 100% 67% 150.0% 50% Exits 13 20 65.0% 24Expenditures* $38,771 42,398$ 91.4% 56,531$ Placed in a Job 11 16 68.8% 19

Placement Rate 85% 80% 105.8% 79%*Expenditures depicted are through February 2016 Expenditures* $46,287 59,264$ 78.1% 78,644$

Kitsap County Adult Actual 3rd Qtr Plan % Plan Year Plan Kitsap County DW Actual 3rd Qtr Plan % Plan Year PlanParticipants 41 40 102.5% 48 Participants 97 75 129.3% 85Exits 27 21 128.6% 26 Exits 34 40 85.0% 72Placed in a Job 21 18 116.7% 22 Placed in a Job 32 32 100.0% 58Placement Rate 77.8% 85.7% 90.7% 84.6% Placement Rate 94% 80% 117.6% 81%Expenditures** $64,831 88,967$ 72.9% 111,918$ Expenditures* 103,028$ 135,811$ 75.9% 185,491$

Clallam County DWParticipants 56 52 107.7% 60Exits 23 35 65.7% 45Placed in a Job 17 28 60.7% 35Placement Rate 74% 80% 92.4% 78%Expenditures* $83,436 107,218$ 77.8% 137,505$ Jefferson County DWParticipants 12 14 85.7% 15Exits 6 6 100.0% 12Placed in a Job 6 6 100.0% 10Placement Rate 100% 100% 100.0% 83%Expenditures* $40,214 34,798$ 115.6% 46,402$

WIOA Performance Report - PY 15 Q3 (as of April 1, 2016)

Wash State Employment Security Department

Adults

Dislocated Workers

Olympic Educational Services District

**Expenditures depicted are through January 2016

**Expenditures depicted are through January 2016

WIOA Formula Programs WIOA Formula Programs

Kitsap Community Resources

Attachment 3

Title Spent Total % Spent End DateFY 2016 Adult 228,638 481,698 47.5% 06/30/17

ES Actual Plan % Plan FY 2016 Dislocated Worker 41,106 360,392 11.4% 06/30/17Enrollments 65 65 100.0% FY 2016 Admin Cost Pool 0 93,564 0.0% 06/30/17Placements 46 52 88.5% PY 2015 Youth 315,122 512,195 61.5% 06/30/17Expenditures* 112,321$ 136,756$ 82.1% PY 2015 Adult 43,929 43,929 100.0% 06/30/17

PY 2015 Dislocated Worker 53,140 90,540 58.7% 06/30/17PY 2015 Admin Cost Pool 41,082 71,850 57.2% 06/30/17FY 2015 Adult 644,940 644,940 100.0% 06/30/16

ES Actual Plan % Plan FY 2015 Dislocated Worker 458,077 458,077 100.0% 06/30/16Enrollments 85 84 101.2% FY 2015 Admin Cost Pool 122,558 122,558 100.0% 06/30/16Placements 44 48 91.7% PY 2014 Youth 591,736 591,736 100.0% 06/30/16Expenditures* 90,146$ 204,392$ 44.1% PY 2014 Adult 43,038 43,038 100.0% 06/30/16

PY 2014 Dislocated Worker 75,087 75,087 100.0% 06/30/16PY 2014 Admin Cost Pool 78,873 78,873 100.0% 06/30/16PY 2014 Youthworks 45,676 89,231 51.2% 06/30/16

ES Actual Plan % Plan PY 2014 WIOA Planning 4,653 42,250 11.0% 06/30/16Enrollments 11 47 23.4% Community Jobs 610,758 1,299,833 47.0% 06/30/16Placements 1 26 3.8% PY 2013 Rapid Response Long-Term Unemp 112,321 136,756 82.1% 03/31/16Expenditures** 6,774$ 65,695$ 10.3% Job-Driven National Emergency Grant 125,301 198,999 63.0% 07/31/16

Open Grants Total 3,636,035 5,435,546 66.9%Kitsap Community Resources Actual Plan % Plan

Enrollments 201 407 49% 15-Year Totals $66,841,954 $72,389,755 92.3%Clallam County 60

Jefferson County 11Kitsap County 130

Expenditures* 590,958$ 950,875$ 62%

*Expenditures depicted are through February 2016**Expenditures depicted are through January 2016

July 1, 2015 - June 30, 2016

September 1, 2014 - July 31, 2016

Community Jobs (CJ) Programs Performance

Grant ExpendituresRapid Response Long-Term Unemployed

June 27, 2014 - March 31, 2016

Job Driven National Emergency Grant

Sector Partnership National Emergency GrantNovember 16, 2015 - April 30, 2017

WDA Name Measure Adult EE Rate Adult Retention Rate

Adult Avg Earnings

DW EE Rate DW Retention Rate

DW Avg Earnings Youth Certificate Rate

Youth Literacy/Numer

acy Rate

Youth Placement Rate

Olympic Actual 82.4% 80.8% $14,582 82.2% 81.5% $15,376 67.9% 57.1% 72.9%Target 83.2% 86.3% $14,917 92.4% 86.3% $18,902 67.8% 57.4% 76.9%Ach % 99.0% 93.6% 97.8% 89.0% 94.4% 81.3% 100.1% 99.5% 94.8%

Pacific Mountain Actual 79.3% 79.6% $12,806 80.1% 91.1% $17,389 75.9% 55.3% 75.9%

Target 84.0% 84.4% $14,614 76.5% 87.2% $17,901 82.5% 49.8% 83.8%

Ach % 94.4% 94.3% 87.6% 104.7% 104.5% 97.1% 92.0% 111.0% 90.6%

Northwest Actual 82.5% 89.1% $15,397 89.1% 86.5% $20,798 76.2% 42.1% 76.5%

Target 82.3% 86.6% $17,247 89.0% 90.9% $21,854 73.5% 61.3% 74.9%

Ach % 100.2% 102.9% 89.3% 100.1% 95.2% 95.2% 103.7% 68.7% 102.1%

Snohomish Actual 66.7% 81.8% $12,508 77.5% 92.6% $22,723 53.1% 13.6% 44.8%

Target 56.3% 80.0% $12,023 71.0% 90.1% $19,523 47.7% 58.6% 50.4%

Ach % 118.5% 102.3% 104.0% 109.2% 102.8% 116.4% 111.3% 23.2% 88.9%

Seattle - King Actual 69.6% 89.0% $15,172 79.5% 89.9% $24,427 73.4% 38.3% 64.3%

Target 67.9% 87.4% $14,593 82.0% 91.0% $23,930 63.5% 35.2% 59.5%

Ach % 102.5% 101.8% 104.0% 97.0% 98.8% 102.1% 115.6% 108.8% 108.1%

Tacoma - Pierce Actual 77.0% 83.0% $16,001 78.9% 90.8% $16,804 53.6% 41.9% 53.2%

Target 75.0% 87.0% $15,423 81.6% 86.0% $17,864 59.1% 36.0% 60.3%

Ach % 102.7% 95.4% 103.7% 96.7% 105.6% 94.1% 90.7% 116.4% 88.2%

Southwest Actual 81.2% 86.8% $13,321 85.8% 47.5% $18,482 78.2% 51.1% 65.4%

Target 82.8% 79.4% $14,484 80.3% 89.8% $17,660 87.3% 61.1% 66.2%

Ach % 98.1% 109.3% 92.0% 106.8% 52.9% 104.7% 89.6% 83.6% 98.8%

North Central Actual 78.3% 83.7% $14,551 76.8% 90.0% $17,156 47.7% 56.0% 71.4%

Target 77.3% 87.0% $13,593 85.0% 88.4% $15,001 47.5% 64.0% 54.0%

Ach % 101.3% 96.2% 107.0% 90.4% 101.8% 114.4% 100.4% 87.5% 132.2%

South Central Actual 82.7% 84.5% $12,833 86.1% 88.8% $16,134 75.2% 56.8% 69.1%

Target 75.7% 79.3% $12,016 76.4% 89.9% $16,327 55.6% 67.8% 54.0%

Ach % 109.2% 106.6% 106.8% 112.7% 98.8% 98.8% 135.3% 83.8% 128.0%

Eastern Actual 82.8% 82.1% $16,038 84.4% 84.4% $20,270 54.5% 49.2% 62.8%

Target 81.2% 80.2% $12,811 81.0% 92.7% $17,638 57.5% 36.0% 53.8%

Ach % 102.0% 102.4% 125.2% 104.2% 91.0% 114.9% 94.8% 136.7% 116.7%

Benton/Franklin Actual 83.2% 82.7% $16,662 87.5% 90.3% $25,624 61.9% 16.2% 75.4%

Target 78.9% 79.1% $10,850 75.0% 87.2% $22,005 68.6% 49.0% 82.2%

Ach % 105.4% 104.6% 153.6% 116.7% 103.6% 116.4% 90.2% 33.1% 91.7%

Spokane Actual 74.7% 85.2% $14,941 83.8% 85.7% $18,934 63.2% 39.2% 64.4%

Target 80.0% 80.3% $15,200 86.9% 88.1% $19,858 51.4% 60.9% 69.5%

Ach % 93.4% 106.1% 98.3% 96.4% 97.3% 95.3% 123.0% 64.4% 92.7%

Statewide Actual 76.4% 84.6% $14,539 81.0% 89.3% $20,730 65.7% 41.8% 63.9%

Target 76.0% 85.5% $14,185 82.0% 89.4% $19,800 64.5% 50.5% 66.0%

Ach % 100.5% 98.9% 102.5% 98.8% 99.9% 104.7% 101.9% 82.8% 96.8%

Common Measure Summary Report for PY15 Q2 (7/1/2015 to 12/31/2015)

Olympic Workforce Development Council Membership April 2016

.

1

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates BUSINESS (14 Members Required [51% of Membership] – 13 Members) 1 Monica Blackwood, Director Of

Administration Rice Fergus Miller 275 5th Street Bremerton, WA 98337

Phone Fax E-mail

360-362-1435 360-792-1435 mblackwood@rfmarch.com

Business

2/22/13 – 2/21/16

2 Annette Crawford, Administrator Stafford Healthcare Ridgemont 2051 Pottery Avenue Port Orchard, WA 98366

Phone Fax E-mail

360-876-4461 360-876-4837 acrawford@staffordcare.com

Business

2/22/13 – 2/21/16

3 D.M. (Del) DelaBarre DelaBarre and Associates P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382

Phone Fax E-mail

360-460-5565

del@dbamlg.com

Business (Small)

7/1/14 – 6/30/17

4 Cordi Fitzpatrick, HR Generalist Westport LLC 637 Marine Drive Port Angeles, WA 98363

Phone Fax E-mail

360-452-5095

cordi.fitzpatrick@westportyachts.com

Business

9/29/14 – 9/28/17

5 Elaine Gentilo, HR Director First Federal P. O. Box 351 Port Angeles, WA 98362

Phone Fax E-mail

360-417-3107

elaine.gentilo@ourfirstfed.com

Business

2/13/15 – 2/12/18

6 Robin Hake, Human Resources Director Jamestown S’Klallam Tribe 1033 Old Blyn Hwy Sequim, WA 98382

Phone Fax E-mail

360-582-5788 360-683-4005 rhake@jamestowntribe.org

Business

2/21/14 – 2/20/17

7 Marilyn Hoppen, SVP Human Resources Kitsap Bank P.O. Box 9 Port Orchard, WA 98366

Phone Fax Email

360-876-7892 360-876-7801 mhoppen@kitsapbank.com

Business

9/18/15 – 9/17/18

8 Jim McConnell, Contract Chief Financial Officer Armstrong Marine, Inc. 151 Octane Lane Port Angeles, WA 98362

Phone Fax E-mail

360-457-5752 360-457-5753 jimm@armstrongmarine.com

Business

5/22/15 – 5/21/18

9 Robin Perman, Director of Business Operations Kitsap Sun-JMG 545th St Bremerton, WA 98337

Phone E-mail

360-792-3336 robin.perman@kitsapsun.com

Business

12/18/15 – 12/17/18

10 Allison Plute, Human Resources Manager 7 Cedars Resort 270756 Highway 101 Sequim, WA 98382

Phone Fax E-mail

360-681-6706 360-681-6769 aplute@7cedarsresort.com

Business (Substantial)

2/21/11 – 2/20/17

11 Vice-Chair (OWDC) Cathy Price, Corporate HR Manager Nippon Paper Industries USA, Co. LTD 1815 Marine Drive Port Angeles, WA 98362

Phone Fax E-mail

360-565-7048 360-457-2875 cathy.price@npiusa.com

Business

11/30/15 – 11/29/18

12 Chair (OWDC) Julie Tappero, President West Sound Workforce 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335

Phone Fax E-mail

253-853-3633 253-857-6652 julie@westsoundworkforce.com

Business (Small)

6/20/15 – 6/19/18

Attachment 4.a.

Olympic Workforce Development Council Membership April 2016

.

2

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates 13 Felix Vicino, HR Manager

Port Townsend Paper Corporation 100 Mill Road Port Townsend, WA 98368

Phone Fax E-mail

360-379-2155 360-379-2102 Felix.vicino@ptpc.com

Business

5/22/15 – 5/21/18

ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director

Kitsap Economic Development Alliance 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate Kathy Cocus

Phone Fax E-Mail

E-Mail

360-377-9599

powers@kitsapeda.org

cocus@kitsapeda.org

Economic Development

9/18/14 – 9/17/17

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent

Olympic Edu. Service Dist. #114 105 National Avenue N. Bremerton, WA 98312

Alternate Jeff Allen, Director High Risk Youth Programs

Phone Fax E-mail

Phone E-Mail

360-478-6880 360-478-6869 glynch@oesd.wednet.edu

360-337-5552 jallen@oesd114.org

Education (K-12)

6/20/15 – 6/19/18

2 Lisa Heaman, Principal West Hills S.T.E.M. Academy Bremerton School District 520 S National Avenue Bremerton, WA 98312

Phone Fax E-mail

360-473-4600

lisa.heaman@bremertonschools.org

Education (K-12)

12/06/13 – 12/05/16

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President

Peninsula College 1502 E. Lauridsen Blvd. Port Angeles, WA 98362

Alternate Laura Brogden Associate Dean for Basic Education and Corrections

Phone Fax E-mail

Phone Fax E-mail

360-417-6200 360-417-6220 lrobins@pencol.edu

360-417-6381 360-417-6383 lbrogden@pencol.edu

Education (Postsecondary)

9/13/14 – 9/12/17

2 Dr. David Mitchell, President Olympic College 1600 Chester Avenue Bremerton, WA 98337

Alternates Amy Hatfield, Dean for Workforce Elaine Williams Olympic College 1600 Chester Avenue Bremerton, WA 98337

Phone Fax E-mail

Phone Fax E-mail E-mail

360-475-7100 360-475-7104 dmitchell@oc.ctc.edu

360-475-7841 360-475-7845 ahatfield@oc.ctc.edu ewilliams@olympic.edu

Education (Postsecondary)

9/13/14 – 9/12/17

LABOR (3 Members Required - 3 Members) 1 David A. McMahan,

Secretary/Treasurer Olympic Labor Council P. O. Box 688 Port Angeles, WA 98362

Phone Fax E-mail

360-457-6929 360-417-1545 labordave@gmail.com

Labor

6/20/15 – 6/19/18

Olympic Workforce Development Council Membership April 2016

.

3

Council Member’s Name, Title, Business and Address

Alternate Member Information

Phone Fax E-Mail Type of Association Term Dates

2 John Ross, Vice President Kitsap County Central Labor Council 10049 Kitsap Mall Blvd. NW, Suite 105 Silverdale, WA 98383

Phone Fax E-Mail Cell

360-692-1420 360-692-3896 fuzzypugnutz@hotmail.com 206-601-2684

Labor 2/17/15 – 2/16/18

3 Bob Zindel, President Olympic Labor Council 508 South H Street Port Angeles, WA 98363

Phone Fax E-mail

360-457-1435 bobzindel@msn.com

Labor 2/13/15 – 2/12/18

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 2 Members) 1 Margaret Hess, Kitsap

Administrator Washington State Employment Security Department 1300 Sylvan Way, 2nd Floor Bremerton, WA 98310 Alternate Anne Goranson

Phone Fax E-mail Phone E-mail

360-337-4754 360-337-4770 mhess@esd.wa.gov 360-480-1904 agoranson@esd.wa.gov

State/Community Based Organization/ Employment Service 2/13/15 – 2/12/18

2 Deb Howard, HR Coordinator City of Port Orchard 216 Prospect Street Port Orchard, WA 98366

Phone Fax E-mail

360-876-7014 360-895-9029 dhoward@cityofportorchard.us

Public Employment 9/18/15 – 9/17/18

STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr.

Division of Vocational Rehabilitation 3888 NW Randall Way, Suite #201 Silverdale, WA 98383

Phone Fax E-mail

360-698-4386 360-698-4373 hankid@dshs.wa.gov

State/Community Based Organization 2/13/15 – 2/12/18

PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Gina Lindal, Administrator

Bremerton Community Services Office 4710 Auto Center Blvd. Bremerton, WA 98528

Phone Fax E-mail

360-473-2202 360-478-6960 gallagl@dshs.wa.gov

State Organization 5/21/13 – 5/20/16

COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director

Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512 Alternate Charmaine Scott Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Phone Fax E-mail Phone Fax E-mail

360-478-2301 360-415-2706 larrye@kcr.org 360-473-2115 360-415-2706 cscott@kcr.org

Community Based Organization 7/1/15 – 6/30/18

Olympic Workforce Development Council Membership April 2016

.

4

STAFF 1 Kathy Gross, Staff

Operations Committee Phone Fax E-mail

360-337-4805 360-337-4470 kgross@co.kitsap.wa.us

2 Jim McKenna, Staff Economic Development and Business Coordination Committee

Phone Fax E-mail

360-337-4767 360-337-4770 jmckenna@esd.wa.gov

3 Nicki Kremer, Staff Phone Fax E-mail

360-337-7185, Ext. 3530 360-337-5721 nkremer@co.kitsap.wa.us

4 Bob Potter, Director, OWDA Executive Committee, Youth Council

Phone Fax E-mail

360-337-4873 360-337-5721 bpotter@co.kitsap.wa.us

5 Doug Washburn, Director, Kitsap County Human Services Department

Phone Fax E-mail

360-337-4526 360-337-5721 dwashbur@co.kitsap.wa.us

Executive Committee Economic Development and

Business Coordination Committee

Operations Committee Youth Council Committee

Julie Tappero, Chair Cathy Price, Vice Chair

John Powers, Chair Margaret Hess, Chair Deb Howard, Chair

Bob Potter, Staff Jim McKenna, Staff Kathy Gross, Staff Bob Potter, Staff

Del DelaBarre Annette Crawford Laura Brogden (Dr. Robins) Jeff Allen (Greg Lynch) Larry Eyer Del DelaBarre Elaine Gentilo Monica Blackwood Cordi Fitzpatrick Larry Eyer Gina Lindal Dave Frederick Robin Hake Cordi Fitzpatrick Cathy Price Lisa Heaman Margaret Hess Robin Hake Charmaine Scott Bob Zindel David McMahan David Hankinson Allison Plute Amy Hatfield (Dr. Mitchell)

David McMahan Allison Plute John Ross Julie Tappero

Member(s) At-Large

Stephanie McDonald Laura Schaeffer Darence Shine Stephanie Thompson

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2016 Calendar

Executive Committee Wednesdays

9:30 a.m. – noon WebEx Meeting /

WorkSource Center, Port Hadlock

Full Council Tuesdays

9:30 a.m. (Committee Meetings) 11:30 a.m. (Lunch)

12:00 p.m. – 3:00 p.m. (Full Council Meeting)

January 13 WebEx

February 9, Tuesday – Cedars at Dungeness, Sequim

April 13 WorkSource Center, Port Hadlock

May 10, Tuesday – Silverdale Beach Hotel, Silverdale

June 15 WebEx

August 17 WebEx

September 20, Tuesday – Cedars at Dungeness, Sequim

October 12 WorkSource Center, Port Hadlock

November 8, Tuesday – Silverdale Beach Hotel, Silverdale

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force

VICE CHAIR CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co.

D. M. DELABARRE, Consultant DelaBarre and Associates

LARRY EYER, Executive Director Kitsap Community Resources

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

ALLISON PLUTE, Director of HR 7 Cedars Resort

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont

ELAINE GENTILO, Human Resources Director First Federal

ROBIN HAKE, HR Director City of Port Townsend

DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation

LISA HEAMAN, Principal West Hills S.T.E.M. Academy

MARILYN HOPPEN, SVP Human Resources Kitsap Bank

DEB HOWARD, HR Coordinator City of Port Orchard

GINA LINDAL, Administrator CSO, DSHS

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114

DR. DAVID MITCHELL, President Olympic College

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

DR. LUKE ROBINS, President Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council

FELIX VICINO, Human Resources Mgr. Port Townsend Paper Corporation

BOB ZINDEL, President Olympic Labor Council

EXECUTIVE COMMITTEE MEETING

DATE: Wednesday, June 15, 2016 TIME: 9:30 a.m. – 12:00 p.m. LOCATION: WebEx

______________________________ A G E N D A

1. Approval of Executive Committee Summary

April 13, 2016 Meeting Summary (Attachment 1)

2. Discussion/Action Items

a. Local WIOA Plan - State Comments (Attachment 2.a.)b. Sector Strategy Updatec. DoD Project Brief (Handout)

3. Operations

Olympic WorkSource Performance Report for PY 15, Qtr.3 (Attachment 3)

4. Other Business

a. Roster (Attachment 4.a.)b. 2016 Meeting Calendar (Attachment 4.b.)

5. Next Meeting: OWDC Executive Committee Meeting, August 17,2016, WebEx

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY

April 13, 2016

ATTENDANCE: Cathy Price, Cordi Fitzpatrick, Margaret Hess, Larry Eyer, Del DelaBarre, David McMahan, and Robin Hake. Staff: Bob Potter, Jim McKenna, Doug Washburn and Nicki Kremer. Excused: Allison Plute and Julie Tappero.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, April 13, 2016 at the WorkSource Center, Shold Business Park, 207 W. Patison, Port Hadlock. David McMahan, Executive Committee Member, called the meeting to order at 9:36 a.m. Cathy Price, Vice-Chair, arrived at 9:39 a.m. and took over the meeting administration at that time.

APPROVAL OF SUMMARY

The Executive Committee’s Meeting Summary was approved as follows:

ACTION: Larry Eyer moved to approve the January 13, 2016 Executive Committee Summary as presented. Del DelaBarre seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

a. Rough Draft Local WIOA Plan

Discussion was had on the draft local WIOA plan that staff has been working on.The Executive Committee asked staff if there was any particular section(s) thatrequired a closer look prior to the public comment period that begins on May 2,2016. Staff directed the Executive Committee’s attention to the employerengagement and sector strategy sections (beginning on page 41) as thesesections need some additional input. Staff requested that the ExecutiveCommittee review the local WIOA plan and provide feedback by April 25, 2016so that staff has time to incorporate any changes or additions into the draft priorto the May 2, 2016 public comment period. The final product will be due by theend of May 2016, and will be signed by Commissioner Garrido, OlympicConsortium Board (OCB) Chair, and Julie Tappero, OWDC Chair.

Additional discussion was had regarding possible sectors that will be the focus ofthe sector strategy section. The current placeholder sectors for the three-countyarea are healthcare, followed by construction. Staff noted that, per the State,there must also be one Workforce Development Area (WDA) to WDA sectorcollaborative included in the local WIOA plan; forest products with the PacificMountain WDA is the current choice.

Attachment 1

Additional discussion was also had regarding the employer engagement plan, particularly focusing on the performance targets and how those are set. Staff presented that the performance targets are set by the State and Department of Labor, in negotiation with the local WDA.

This part of the meeting was closed out with a discussion on the “Nonprofit and private organizations that provides job training or work-related adult literacy services” section of the WIOA local plan (beginning on page 28). Of particular interest was how to best include the tribes in the local WIOA plan to provide better coordination and outreach/awareness. Doug Washburn volunteered to reach out to the tribes to discuss their potential involvement.

b. Industry Sector Plan Status

Bob Potter presented the draft Industry Sector Plan, which is much more detailedthan what is required for the local plan. The product presented was put togetherby Lindsey Woolsey, whom the OCB contracted with to assist with building thesector strategy plan required for the local WIOA plan. The draft Industry SectorPlan has been reviewed by the OCB and sent to the OWDC ExecutiveCommittee for their review and discussion; it will be reviewed by the full OWDCat their May 10, 2016 meeting. Discussion focused on the recommended targetsectors and why they had been put forward. Bob discussed the readiness scoreassigned to each sector, noting that the score is based on the composite numberof jobs, average of wages, and location quotient as compared to the nationaldata. The readiness score is used to determine a particular sector’s readiness toengage in a sector partnership. It was emphasized that these sectors are justrecommendations and open to further discussion.

c. Designated Proposal Review Committees

Bob Potter discussed who the committee volunteers are and the make-up of thethree proposal review committees.

ACTION: Cathy Price, Vice-Chair, appointed the following OlympicWorkforce Development Council members to the Olympic ConsortiumProposal Review Committees:

Adult and Dislocated Worker Proposal Review Committee- Annette Crawford - Robin Hake - Cathy Price

One Stop Operator Proposal Review Committee - Cordi Fitzpatrick - Allison Plute - Julie Tappero

Youth Proposal Review Committee - Deb Howard - Lisa Heaman - Laura Brogden

d. DoD Project Brief

Bob Potter presented that the DoD Project Brief is brand new and just coming onour radar. It is a DoD contract that was given to the Washington StateDepartment of Commerce. Washington State Department of Commerce thencontacted the Washington State Employment Security Department, who in turnreached out to three WDAs. We were chosen as one of the test WDAs as theOlympic WDA has one of the highest concentrations and diversity factors ofmilitary contractors in the state. This pilot project will work with employers incase of any type of layoff or loss of defense contract(s). Bob emphasized thatthis is only a study and the program is still very much in the development phase.The Executive Committee mentioned the possibility of including the localEconomic Development Council (EDC) in this study. It was discussed that theEDC has someone who works with the contractors and does training for them;staff will reach out to that individual.

e. Additional Dislocated Worker Funds

Bob Potter presented that the State has made available mitigation funds to shoreup local Dislocated Worker (DW) formula programs. Per federal requirements,the State must obligate 80% of their program funds by June 30, 2016, which iswhy all 12 WDAs in the state received a share. The shares were based oncurrent percentages of DW program allocation. Bob noted that we have toobligate the funds by June 30, 2016. The Executive Committee asked if thesefunds could be used by the Adult program as well. Bob acknowledged that thesefunds could be used for the Adult program; however, a transfer of funds wouldneed to be approved.

ACTION: Del DelaBarre moved to pre-approve the transfer of up to 30% ofthe newly available Dislocated Worker program funds to the Adult program,based upon staff putting together an acceptable proposal. David McMahanseconded the motion. Additional discussion was had. Del DelaBarre moveto take the vote. Motion carried unanimously.

f. Director’s Report on WIOA Implementation Progress

Bob Potter presented that the Request for Proposal (RFP) Process for the Adultand Dislocated Worker Programs, the One Stop Operator Program, and theYouth Proposal Program are currently ongoing. The review committees for each

of the different programs have been established, which is necessary to complete the RFP process.

OPERATIONS

a. WorkSource Performance Report for PY 15, Qtr 3 (Preliminary)

Bob Potter presented the WorkSource Performance Report for PY15, Qtr 3(Preliminary). Bob emphasized that this report does not have all of the requireddata yet as numbers are still coming in. However, it does give a good idea ofwhere the program is at and shows that there are no major problem areas. Grantexpenditures were reviewed, as was the Common Measure Summary Report. Inregards to the Common Measure Summary Report, it was noted while thenumbers look good, they have looked better in the past. Discussion was had onthe Olympic WDA targets and why they seem to be particularly high.

OTHER BUSINESS

a. Roster

Jim continues to work with Diane Harrison from First Federal. He would like forDiane to replace Elaine Gentilo. He also continues to work with ACTI (DougMarcoux). Jim has received interest from a prospective new member, John Hurdof Lakeside Industries; Jim has sent an email and will continue to follow up.Robin Hake mentioned that she can no longer be a tribal business representativeas she will beginning a job with the City of Port Townsend in May 2016; herstatus on the OWDC will need to be reviewed. Cordi Fitzpatrick also mentionedthat she has changed jobs and now works for Port Townsend Paper Corporation.Staff will need to determine how that affects the OWDC roster since there arenow two people from the Port Townsend Paper Corporation on the council.

b. 2016 Calendar

No changes.

c. NAWB Conference Debrief

Robin Hake began the discussion, emphasizing that it was an amazing andvaluable conference. She attended the breakout session on the healthcareindustry, noting: there was steady growth through two recessions; it is #2 in jobs,second only to the government sector; 13% of all employment in the US falls inhealthcare; the “tech” component of healthcare is growing; colleges need tomove to a more competency-based model instead of recall learning as it relatesto the healthcare industry; and community colleges are now doing a better job oflistening to healthcare industry employers. She also attended a pre-conferencesession on “Workforce Boards & Community Colleges: Best Practices in

Collaboration,” noting: WIOA has given community colleges a new energy through its inclusion of a reference to post-secondary education, whereas WIA did not; and there has been a positive shift in collaboration between workforce boards and community colleges compared to three years ago. Robin acknowledged that there is still room for growth though, in that it is important for community colleges to understand what workforce boards must track and report, and vice versa, to ensure better collaboration. Robin also acknowledged that there is a sense that both parties are trying to accomplish the same thing, but need to align better so that the reporting goals of each do not hamper helping clients. She also briefly touched on the discussion that was had regarding credentialing, and how that could possibly be done more quickly (challenges of credit versus non-credit programs).

Bob Potter attended a different pre-conference session on Board Governance, which was a review of WIOA and the requirements for regional planning and WDA designations. Bob also attended a breakout session on local boards where they delved into the nitty-gritty of doing randomized trials to ensure better data. Lastly, both he and Robin met Senator Murray during the “Hit the Hill” part of NAWB 2016. Bob also met with Senator Cantwell.

d. Update on new jobs website

Jim McKenna announced that the website will be live on May 3, 2016 and thatthere is more info to come on its implementation; specifically, there will beroundtables and meetings to discuss marketing. Of note, it already looks like animprovement in the system. Employers and job-seekers are receiving emailsabout setting up profiles in the new system.

e. Event

Jim McKenna announced that the Marine Center of Excellence meeting atBremerton WorkSource was a success. There were 40 people from variousmarine industries, and Commissioner Garrido, OCB Chair, and Julie Tappero,OWDC Chair, were in attendance.

f. Retirements/Resignations

Jim McKenna announced that he will be retiring April 29, 2016. Robin Hakeannounced that she will likely be leaving the OWDC due to the change in heremploymer.

g. Received YouthWorks grant

Bob announced that Kitsap County received a YouthWorks grant of $97,000.The YouthWorks program is a Governor’s initiative that is funded through WIOA

money. This funding will provide youth with more career assessments and work employer jobs.

h. The next OWDC Executive Committee Meeting will be held on Wednesday, June15, 2016, and will be conducted via WebEx.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 11:29 a.m.

1

Regional/Local Workforce Plan Rubric – - - Olympic SECTION I – REGIONAL DESIGNATION Meets Expectations Category Comments Yes 1. Workforce Region Name Yes 2. For each Workforce Development Area Comprising the Workforce

Region please list: Workforce Development Area Name and Number County or Counties Comprising Service Delivery Area Fiscal Agent/Entity Responsible for the disbursal of grant funds

Meets Expectations

Category Comments

No 1. Regional Analysis provides an analysis of regional economic factors:a) Existing and emerging in-demand industry sectors and occupations, and

their employment needs;b) Demographic characteristics of the current workforce, including the

educational and literacy levels, with emphasis on youth, adults intransition, and individuals with disabilities. Describes how the local area’sdemographics are changing and the planning implications for theanticipated workforce of the future;

c) Knowledge and skills needed to meet the employment needs of theemployers in the region, including employment needs in in-demandindustry sectors and occupations;

d) Analysis of the workforce in the region, including current labor forceemployment/unemployment data, labor market trends, and theeducational and skill levels of the workforce in the region, includingindividuals with barriers to employment;

e) Analysis of the workforce development activities (including education andtraining) in the region, including an analysis of the strengths andweaknesses of such services, and the capacity to provide such services, toaddress the identified education and skill needs of the workforce and theemployment needs of employers in the region.

1.a. They identify several in-demand sectors and then provide expanded details about specific occupations and the education levels needed for each. This was a nice analysis – gave great picture of their region.

1.b. They do a good job of presenting data for multiple demographic categories and including an analysis of the data in their narratives. They do not present data concerning education and literacy levels outside of limited English proficiency.

• They need to include education and literacy levelcharacteristics of their workforce.

2.c. They identify areas where they will be impacted by skills gaps. They do not expand upon the type of knowledge and skills needed in these gaps.

• Identify specific knowledge and skills needed bythe workforce to meet employer needs in theindustries identified.

2.d. – They are commended for the content they include

Attachment 2.a.

2

in their analysis of the workforce in the region. However, they do not address educational and skill levels or the other 13 categories of individuals with barriers to employment.

• They need to expand their analysis of theworkforce to include educational and skill levels and the other 13 categories of individuals with barriers to employment.

2.e. – They are commended for the great job of listing partners that provide services and describing those services for each. They did not include Dept. of Services for the Blind. On p. 30 they refer to “services to disabled individuals.”

• Please use the term “individuals with disabilities”instead of “disabled individuals.”

• They should include the Dept. of Services for theBlind.

SECTION II – REGIONAL COMPONENT OF PLAN (Continued from Page 1) Meets Expectations Category Comments Yes 2. Regional Sector Strategies identify which in-demand industry

sector(s) or occupation(s) the region is serving and why. For each in-demand sector or occupation, use the Sector Partnership Framework (Attachment A) to describe the current status of regional collaboration in support of the sector/occupation, and identify anticipated next steps and timelines for at least the first two years of plan implementation. Please provide one completed framework for each in-demand industry sector or occupation/occupational grouping the region intends to prioritize.

They identified health care and construction as the first two that they will focus on and attached a framework for each. They also attached a framework for Forest Products, but does not reference it in the narrative.

Yes 3. Regional Service Strategies identify and describe whichpopulations and/or service strategies and/or services will be developed on a regional basis to affect a challenge or opportunity. Please use the Regional Service Strategies Framework (Attachment B) to describe the current status and anticipated next steps during the planning period. The completed framework will serve as the regional

They listed services and strategies and elaborated in their attached framework.

3

cooperative service delivery agreement once the plan is approved. Yes 4. Coordination with Regional Economic Development Organizations

identify regional economic development services and providers in the region and describe how the LWDB(s) will coordinate services with these services and providers. Please complete the framework in Attachment C to describe the current state of coordination with economic development and the anticipated next steps during the four-year plan period.

They identified EDCs and a couple other partners and elaborate on their attached framework plan.

No 5. Coordination of Transportation and/or Other Support Services –as appropriate – describe whether transportation or other support services need to be coordinated across the region based on the regional analysis, and if so which services and how.

They identify 3 public transportation entities in their region and state they collaborate to serve the area.

• They should elaborate to identify any specifictransportation challenges that the region faces and how collaboration is addressing the needs.

No 6. Cross-Regional Cost Arrangements – as appropriate – describe anycross-regional cost or resource-sharing or resource leveraging arrangements associated with items 1 through 5 above which may include the polling of administrative costs.

They state they have none. However, since you have a cross-regional partnership with Pacific Mountain and SW Washington WDCs, it seems likely that there will be some cost or resource sharing or resource leveraging.

• Please address any cost or resource-sharing orleveraging that may be occurring (for example, dedicating staff or facility resources to the partnership for meetings).

Yes 7. Regional performance negotiation and evaluation describe howthe region will collaboratively negotiate and reach agreement with the Governor on local levels of performance and report on performance accountability measures.

States they will have a representative to work with the WTECB.

SECTION II – REGIONAL COMPONENT OF PLAN (Continued from Page 2) Meets Expectations Category Comments Yes Cross-Regional Component of the Plan coordinates planning with at least one (1)

other region. Wood Products and Paper Manufacturing Sector Partnership Team

Yes For each cross-regional collaboration, one or more of the following strategies have been identified: Regional Sector Strategies Regional Service Strategies

Identified regional sector strategies

4

Regional Economic Development Strategies Transportation or other Support Services Strategies Cross-Regional Cost Arrangement Strategies

No For each strategy selection, the following questions have been answered: 1. Identify which regions and partners will be part of the cross-regional effort.2. What is the specific problem or opportunity these cross-regional partners will

address together? Why was this problem or opportunity chosen?3. What is the current performance baseline against which the cross-regional

partners will tract success? If data or reliable evidence is insufficient, how willthe cross-regional partners establish a performance baseline?

4. What are the strategies or tactics that will be employed by the cross-regionalpartners to improve outcomes? How did partners identify these particularstrategies and tactics? What evidence supported the partners’ selection ofthese strategies and tactics?

5. What are the measurable goals or targets that the cross-regional partnershipwill work together to achieve?

6. How will performance be tracked and evaluated over time? Which goals ortargets will be achieved during the first two years and the second two years ofthe plan? Which will be achieved after completion of this plan and when?

7. Who is responsible for reviewing progress and making mid-course corrections?8. What types and amounts of funding will support this effort and which funding

partners will provide these resources? Will funds be transferred betweenregions? Will the cross-regional partnership jointly leverage new resources?

9. How will the cross-regional partners evaluate the cross-regional partnership,including governance and decision-making, efficient use of resources,community perceptions, and sustainability of the partnership?

Partnering with PacMtn and SW Washington on Forest Products project. They address questions 1-2, 4-6 and 9. They do not clearly address question 3 or 7-8.

• They need to address questions 3, 7,and 8 specifically.

• Recommend elaborating theresponse on question 9.

SECTION III – LWDB COMPONENT OF PLAN Vision, Goals, and Strategies: Categories 1-3 Meets Expectations Category Comments No 1. Describe the LWDB’s strategic vision and goals for preparing an educated

and skilled workforce (including youth and individuals with barriers), in order to support regional economic growth and economic self-sufficiency.

They provide a clear vision and goals. • They need to integrate an emphasis on

preparing an educated and skilled workforceincluding youth and individuals with barriers.

Yes 2. Describe actions the LWDB will take toward becoming or remaining a high-performing board.

They provide many examples demonstrating they are currently a high-performing board. Would have liked

5

to see a plan for maintaining the performance level of the board.

No 3. Taking into account the regional analysis, describe the local board’sstrategy to work with the entities that carry out WIOA core programs to align resources available to the local area and achieve local strategic vision and goals.

a. Describe the workforce development system in the local area,using Attachment D to specifically clarify the one-stop system andavailability of Adult, Dislocated Worker services in the area

b. Describe how each partner program fits into the local workforcedevelopment system, how the local area’s workforcedevelopment system serves youth, adults in transition (e.g., jobseekers, dislocated workers, under-employed), and individualswith disabilities, and the public and private workforce initiativesunderway.

c. Taking into account the regional analyses, describe the strategy towork with core programs to align local resources to achieve thestrategic vision. Additional local data may be provided to clarifywhere the strategy meets local needs not identified in the regionalanalysis

d. Describe how the LWDB will work with entities carrying out coreprograms and other workforce development programs to supportalignment to provide services, including programs of studyauthorized under the Carl D. Perkins Career and TechnicalEducation Act of 2006 (20 U.S.C. 2301 et seq.), to support thestrategy identified in the state and local plans.

e. Describe how the LWDB, working with the entities carrying outcore programs, will expand access to employment, training,education, and supportive services for eligible individuals.

3.a. They provide a list and included the attachment 3.b. This element is not addressed.

• Address this element of the prompt.3.c. They state they will collaborate to establish key strategies, but have none yet. 3.d. They refer to ongoing meetings and use LMI. 3.e. They state they will look for funding opportunities to help partners expand services.

SECTION III – LWDB COMPONENT OF PLAN – continued from Page 4 Outreach to Individuals with Barriers: Category 4 Meets Expectations Category Comments No 4. Describe your local area’s efforts to provide targeted outreach to eligible

individuals with barriers to employment, in particular veterans and eligible spouses (including any special initiatives to serve the veteran population), Unemployment Insurance Claimants, older workers, at-risk youth, low-income

The covered disabilities, veterans, and UI claimants. They have a bulleted list of many others but did not include a narrative for each.

• Describe outreach to the other 11

6

adults, dislocated workers (including the long-term unemployed and under-employed), and individuals with disabilities. In addition, WDAs 3, 8, 9, 10 and 11 must further describe outreach to Migrant and Seasonal Farm Workers (MSFW) to connect them to services in the local one-stop system.

populations with barriers identified in WIOA.

• There is a bulleted list at the end of thisplan that seems to be missing intendedcontent.

Coordination of Education and Workforce Investment Activities: Categories 5-6 Meets Expectations Category Comments No 5. Describe how the LWDB will coordinate education and workforce investment

activities in the local area with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services.

Address their coordination with secondary education and secondary education’s coordination with post-secondary education. No reference to LWDB coordination with post-secondary. No reference to further efforts, only examples of current state.

• They need to include description of LWFBscoordination with post-secondaryeducation.

• They need to identify strategies tocoordinate education and workforceinvestment activities.

No 6. Describe how the LWDB will facilitate development of career pathways andco-enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable).

They state they will give focus to career pathways by requiring it as a component in their RFPs. However, WIOA requires a larger role of the LWDB in facilitating the development of career pathways.

• Stating that adding career pathways to theRFP process does not meet the WIOAstandard. They need to address their role infacilitating career pathway development.

Business Engagement: Categories 7-9 Meets Expectations Category Comments Yes 7. Describe how the LWDB will (i) facilitate engagement of employers, including

small employers and employers in demand industry sectors and who have demand occupations, in workforce development programs; (ii) support a workforce development system that meets the needs of local businesses; (iii) better coordinate workforce development programs and economic development; and (iv) strengthen linkages between the one-stop delivery system and the state’s Unemployment Insurance program. LWDBs that intend to use sector strategies for this engagement should complete the sector rubric in

They provided a very thoughtful and thorough response to this prompt.

7

Attachment A for each sector prioritized. Yes 8. Describe how the LWDB will implement initiatives such as incumbent worker

training, on-the-job training, customized training, industry and sector strategies, career pathways, utilization of effective business intermediaries, and other business services and strategies to meet the needs of employers in the region.

They address this topic in their plan.

Yes 9. Describe how the LWDB will ensure continuous improvement of eligibleproviders of services and ensure that providers meet the employment needs of local employers, workers and job seekers.

They adequately address this prompt.

SECTION III – LWDB COMPONENT OF PLAN – continued from Page 5 Access & One-Stops: Categories 10-12 Meets Expectations Category Comments Yes 10. Describe how the LWDB will develop an implementation timeline and

strategy for wireless Internet access at comprehensive one-stop centers. They state they already have wireless internet access at each comprehensive one-stop.

Yes 11. Describe how the LWDB will facilitate access to services provided throughthe one-stop delivery system, including in remote areas, through the use of technology and other means.

They require accessibility plans in RFPs and reference the use of WorksourceWA.com to expand access. They identify the use of area libraries to expand geographic access.

• Recommend including a plan to assess andexpand accessibility.

Yes 12. Describe how the LWDB, operators, and partners within the local one-stopdelivery system will comply with Section 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities.

They address this appropriately. Commend them for having an EO officer.

Title Integration & Activities: Categories 13-19 Meets Expectations Category Comments No 13. Assess the type and availability of adult and dislocated worker employment

and training activities in the local area. Please use Attachment D to list and describe adult, dislocated worker and training activities in the local area.

They provide a narrative and refer to their attachment. They do not elaborate to provide all details requested.

• They need to assess and describe theavailability of services.

No 14. Assess the type and availability of youth workforce investment activities inthe local area, including activities for those with disabilities. Identify successful models of such youth workforce investment activities. Please use Attachment D to list and describe youth workforce investment activities in the local area.

They provide a narrative and refer to their attachment. They do not elaborate to provide all details requested.

• They need to assess and describe the

8

availability of services. • They need to identify successful models.

Yes 15. Describe how the LWDB will coordinate workforce investment activitiescarried out in the local area with statewide rapid response activities.

They addressed this prompt adequately.

Yes 16. Describe how the LWDB will coordinate workforce investment activitiescarried out in the local area under Title I with the provision of transportation, including public transportation, and other appropriate supportive services in the local area.

They addressed this prompt adequately.

Yes 17. Describe plans and strategies for, and assurances concerning, maximizingcoordination of services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area through the one-stop delivery system to improve service delivery and avoid duplication of services.

They addressed this prompt adequately.

SECTION III – LWDB COMPONENT OF PLAN – continued from Page 6 Yes 18. Describe how the LWDB will coordinate workforce investment activities in

the local area carried out under Title I with the provision of adult education and literacy activities in the local area carried out under Title II, including a description of how the LWDB will carry out, per WIOA Section 107(d)(11) and Section 232, the review of local applications submitted under Title II.

They do a good job of addressing the partnership memorandum of understanding and the application review process.

Yes 19. Describe the cooperative agreements between the LWDB, any local entitiesthat serve individuals with disabilities (101(a)(11)(B) of the Rehabilitation Act of 1973) and local Division of Vocational Rehabilitation and Department of Services for the Blind offices. The agreements and descriptions should describe how all parties will improve services to individuals with disabilities and will also include descriptions of joint activities. Examples include but are not limited to, cross training of staff, providing technical assistance, information sharing, cooperative business engagement, and other efforts to improve coordination.

They did a good job addressing transportation.

Contracting Service Providers: Categories 20-22 Meets Expectations Category Comments Yes 20. Describe the competitive process to be used to award sub-grants and

contracts in the local area for activities carried out under Title I. The addressed this prompt effectively.

Yes 21. Describe how adult and dislocated worker training services will be provided,including, if contracts will be used, how the use of such contracts will be coordinated with the use of individual training accounts and how the LWDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided.

Reserves the right to use contracts for high-demand occupations. They addressed this prompt.

No 22. Describe how one-stop centers are implementing and transitioning to an They refer to the transition from SKIES to a new

9

integrated, technology-enabled intake and case management information system for WIOA programs and programs carried out by one-stop partners.

system and the WorkSourceWA.com launch. They do not address any local efforts around integrated service delivery.

• They need to address their local effortstowards an integrated intake system.

LWDB Membership: Category 23 Meets Expectations Category Comments Yes 23. Please use Attachment E to provide a list of current workforce board

members and indicate how the membership of the board complies with either the requirements of WIOA or those of an alternative entities requesting certification as an LWDB. Alternative entities must show that they have filled their membership categories, and that the categories are substantially similar to those in WIOA. Describe your efforts to broadly recruit new and replacement board members from across the Local Area.

SECTION IV – PERFORMANCE ACCOUNTABILITY Meets Expectations Category Comments – section starts on p.71 Yes 1. How performance information on workforce development programs informs

local strategic planning. They review annually by their board for strategic planning.

Yes 2. How performance information is used to oversee WorkSource system andWIOA Title I

No 3. How WorkSource system and WIOA Title I performance information is used byprogram operators to inform continuous quality improvement in their day-to-day management.

State they provide data regularly and it is used to inform day-to-day management, but not how.

• Identify how often regularly is?• Identify how program operators are using

the data? Yes 4. How performance information is used to conduct performance-based

intervention. Shortfalls result in investigations and corrective action plans.

Kitsap County Youth Actual 3rd Qtr Plan % Plan Year PlanParticipants 36 36 100.0% 42 Exits 13 9 144.4% 12 Kitsap County Adult Actual 3rd Qtr Plan % Plan Year PlanPlaced in a Job 6 6 100.0% 8 Participants 69 53 130.2% 65Placement Rate 46% 67% 69.2% 67% Exits 42 40 105.0% 49Expenditures $134,620 134,945$ 99.8% 179,926$ Placed in a Job 36 32 112.5% 39

Clallam County Youth Placement Rate 86% 80% 107.1% 80%Participants 27 33 81.8% 40 Expenditures $93,433 107,417$ 87.0% 130,748$ Exits 10 8 125.0% 11 Clallam County AdultPlaced in a Job 8 4 200.0% 6 Participants 113 90 125.6% 109Placement Rate 80% 50% 160.0% 55% Exits 44 68 64.7% 82Expenditures $92,158 112,955$ 81.6% 150,606$ Placed in a Job 37 54 68.5% 65

Jefferson County Youth Placement Rate 84% 79% 105.9% 79%Participants 11 12 91.7% 14 Expenditures $145,339 171,322$ 84.8% 221,960$ Exits 3 3 100.0% 4 Jefferson County AdultPlaced in a Job 3 2 150.0% 2 Participants 22 25 88.0% 30Placement Rate 100% 67% 150.0% 50% Exits 13 20 65.0% 24Expenditures $38,812 42,398$ 91.5% 56,531$ Placed in a Job 11 16 68.8% 19

Placement Rate 85% 80% 105.8% 79%Expenditures $53,733 59,264$ 90.7% 78,644$

Kitsap County Adult Actual 3rd Qtr Plan % Plan Year Plan Kitsap County DW Actual 3rd Qtr Plan % Plan Year PlanParticipants 40 40 100.0% 48 Participants 97 75 129.3% 85Exits 27 21 128.6% 26 Exits 36 40 90.0% 72Placed in a Job 21 18 116.7% 22 Placed in a Job 32 32 100.0% 58Placement Rate 77.8% 85.7% 90.7% 84.6% Placement Rate 89% 80% 111.1% 81%Expenditures $86,798 88,967$ 97.6% 111,918$ Expenditures 135,935$ 135,811$ 100.1% 185,491$

Clallam County DWParticipants 56 52 107.7% 60Exits 23 35 65.7% 45Placed in a Job 17 28 60.7% 35Placement Rate 74% 80% 92.4% 78%Expenditures $100,285 107,218$ 93.5% 137,505$ Jefferson County DWParticipants 12 14 85.7% 15Exits 6 6 100.0% 12Placed in a Job 6 6 100.0% 10Placement Rate 100% 100% 100.0% 83%Expenditures $42,995 34,798$ 123.6% 46,402$

WIOA Performance Report - PY 15 Q3 (as of April 22, 2016)

Wash State Employment Security Department

Adults

Dislocated Workers

Olympic Educational Services District

WIOA Formula Programs WIOA Formula Programs

Kitsap Community Resources

Attachment 3

Title Spent Total % Spent End DateFY 2016 Adult 228,638 481,698 47.5% 06/30/17

ES Actual Plan % Plan FY 2016 Dislocated Worker 41,106 360,392 11.4% 06/30/17Enrollments 65 65 100.0% FY 2016 Admin Cost Pool 0 93,564 0.0% 06/30/17Placements 46 52 88.5% PY 2015 Youth 315,122 512,195 61.5% 06/30/17Expenditures 120,478$ 136,756$ 88.1% PY 2015 Adult 43,929 43,929 100.0% 06/30/17

PY 2015 Dislocated Worker 53,140 90,540 58.7% 06/30/17PY 2015 Admin Cost Pool 41,082 71,850 57.2% 06/30/17FY 2015 Adult 644,940 644,940 100.0% 06/30/16

ES Actual Plan % Plan FY 2015 Dislocated Worker 458,077 458,077 100.0% 06/30/16Enrollments 85 84 101.2% FY 2015 Admin Cost Pool 122,558 122,558 100.0% 06/30/16Placements 44 48 91.7% PY 2014 Youth 591,736 591,736 100.0% 06/30/16Expenditures 97,778$ 204,392$ 47.8% PY 2014 Adult 43,038 43,038 100.0% 06/30/16

PY 2014 Dislocated Worker 75,087 75,087 100.0% 06/30/16PY 2014 Admin Cost Pool 78,873 78,873 100.0% 06/30/16PY 2014 Youthworks 45,676 89,231 51.2% 06/30/16

ES Actual Plan % Plan PY 2014 WIOA Planning 4,653 42,250 11.0% 06/30/16Enrollments 11 47 23.4% Community Jobs 610,758 1,299,833 47.0% 06/30/16Placements 1 26 3.8% PY 2013 Rapid Response Long-Term Unemp 112,321 136,756 82.1% 03/31/16Expenditures 16,896$ 65,695$ 25.7% Job-Driven National Emergency Grant 125,301 198,999 63.0% 07/31/16

Open Grants Total 3,636,035 5,435,546 66.9%Kitsap Community Resources Actual Plan % Plan

Enrollments 218 407 53.6% 15-Year Totals $66,841,954 $72,389,755 92.3%Clallam County 68

Jefferson County 12Kitsap County 138

Expenditures 680,024$ 950,875$ 71.5%

July 1, 2015 - June 30, 2016

September 1, 2014 - July 31, 2016

Community Jobs (CJ) Programs Performance

Grant ExpendituresRapid Response Long-Term Unemployed

June 27, 2014 - March 31, 2016

Job Driven National Emergency Grant

Sector Partnership National Emergency GrantNovember 16, 2015 - April 30, 2017

WDA Name Measure Adult EE Rate Adult Retention Rate

Adult Avg Earnings

DW EE Rate DW Retention Rate

DW Avg Earnings Youth Certificate Rate

Youth Literacy/Numera

cy Rate

Youth Placement Rate

Olympic Actual 82.4% 80.8% $14,582 82.2% 81.5% $15,376 67.9% 57.1% 72.9%Target 83.2% 86.3% $14,917 92.4% 86.3% $18,902 67.8% 57.4% 76.9%Ach % 99.0% 93.6% 97.8% 89.0% 94.4% 81.3% 100.1% 99.5% 94.8%

Pacific Mountain Actual 79.3% 79.6% $12,806 80.1% 91.1% $17,389 75.9% 55.3% 75.9%

Target 84.0% 84.4% $14,614 76.5% 87.2% $17,901 82.5% 49.8% 83.8%

Ach % 94.4% 94.3% 87.6% 104.7% 104.5% 97.1% 92.0% 111.0% 90.6%

Northwest Actual 82.5% 89.1% $15,397 89.1% 86.5% $20,798 76.2% 42.1% 76.5%

Target 82.3% 86.6% $17,247 89.0% 90.9% $21,854 73.5% 61.3% 74.9%

Ach % 100.2% 102.9% 89.3% 100.1% 95.2% 95.2% 103.7% 68.7% 102.1%

Snohomish Actual 66.7% 81.8% $12,508 77.5% 92.6% $22,723 53.1% 13.6% 44.8%

Target 56.3% 80.0% $12,023 71.0% 90.1% $19,523 47.7% 58.6% 50.4%

Ach % 118.5% 102.3% 104.0% 109.2% 102.8% 116.4% 111.3% 23.2% 88.9%

Seattle - King Actual 69.6% 89.0% $15,172 79.5% 89.9% $24,427 73.4% 38.3% 64.3%

Target 67.9% 87.4% $14,593 82.0% 91.0% $23,930 63.5% 35.2% 59.5%

Ach % 102.5% 101.8% 104.0% 97.0% 98.8% 102.1% 115.6% 108.8% 108.1%

Tacoma - Pierce Actual 77.0% 83.0% $16,001 78.9% 90.8% $16,804 53.6% 41.9% 53.2%

Target 75.0% 87.0% $15,423 81.6% 86.0% $17,864 59.1% 36.0% 60.3%

Ach % 102.7% 95.4% 103.7% 96.7% 105.6% 94.1% 90.7% 116.4% 88.2%

Southwest Actual 81.2% 86.8% $13,321 85.8% 47.5% $18,482 78.2% 51.1% 65.4%

Target 82.8% 79.4% $14,484 80.3% 89.8% $17,660 87.3% 61.1% 66.2%

Ach % 98.1% 109.3% 92.0% 106.8% 52.9% 104.7% 89.6% 83.6% 98.8%

North Central Actual 78.3% 83.7% $14,551 76.8% 90.0% $17,156 47.7% 56.0% 71.4%

Target 77.3% 87.0% $13,593 85.0% 88.4% $15,001 47.5% 64.0% 54.0%

Ach % 101.3% 96.2% 107.0% 90.4% 101.8% 114.4% 100.4% 87.5% 132.2%

South Central Actual 82.7% 84.5% $12,833 86.1% 88.8% $16,134 75.2% 56.8% 69.1%

Target 75.7% 79.3% $12,016 76.4% 89.9% $16,327 55.6% 67.8% 54.0%

Ach % 109.2% 106.6% 106.8% 112.7% 98.8% 98.8% 135.3% 83.8% 128.0%

Eastern Actual 82.8% 82.1% $16,038 84.4% 84.4% $20,270 54.5% 49.2% 62.8%

Target 81.2% 80.2% $12,811 81.0% 92.7% $17,638 57.5% 36.0% 53.8%

Ach % 102.0% 102.4% 125.2% 104.2% 91.0% 114.9% 94.8% 136.7% 116.7%

Benton/Franklin Actual 83.2% 82.7% $16,662 87.5% 90.3% $25,624 61.9% 16.2% 75.4%

Target 78.9% 79.1% $10,850 75.0% 87.2% $22,005 68.6% 49.0% 82.2%

Ach % 105.4% 104.6% 153.6% 116.7% 103.6% 116.4% 90.2% 33.1% 91.7%

Spokane Actual 74.7% 85.2% $14,941 83.8% 85.7% $18,934 63.2% 39.2% 64.4%

Target 80.0% 80.3% $15,200 86.9% 88.1% $19,858 51.4% 60.9% 69.5%

Ach % 93.4% 106.1% 98.3% 96.4% 97.3% 95.3% 123.0% 64.4% 92.7%

Statewide Actual 76.4% 84.6% $14,539 81.0% 89.3% $20,730 65.7% 41.8% 63.9%

Target 76.0% 85.5% $14,185 82.0% 89.4% $19,800 64.5% 50.5% 66.0%

Ach % 100.5% 98.9% 102.5% 98.8% 99.9% 104.7% 101.9% 82.8% 96.8%

Common Measure Summary Report for PY15 Q2 (7/1/2015 to 12/31/2015)

Olympic Workforce Development Council Membership June 2016

.

1

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates BUSINESS (14 Members Required [51% of Membership] – 11 Members) 1 Monica Blackwood, Director Of

Administration Rice Fergus Miller 275 5th Street Bremerton, WA 98337

Phone Fax E-mail

360-362-1435 360-792-1435 mblackwood@rfmarch.com

Business

2/22/16 – 2/21/19

2 Annette Crawford, Administrator Stafford Healthcare Ridgemont 2051 Pottery Avenue Port Orchard, WA 98366

Phone Fax E-mail

360-876-4461 360-876-4837 acrawford@staffordcare.com

Business

2/22/16 – 2/21/19

3 D.M. (Del) DelaBarre DelaBarre and Associates P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382

Phone Fax E-mail

360-460-5565

del@dbamlg.com

Business (Small)

7/1/14 – 6/30/17

4 Elaine Gentilo, HR Director First Federal P. O. Box 351 Port Angeles, WA 98362

Phone Fax E-mail

360-417-3107

elaine.gentilo@ourfirstfed.com

Business

2/13/15 – 2/12/18

5 Marilyn Hoppen, SVP Human Resources Kitsap Bank P.O. Box 9 Port Orchard, WA 98366

Phone Fax Email

360-876-7892 360-876-7801 mhoppen@kitsapbank.com

Business

9/18/15 – 9/17/18

6 Allison Plute, Human Resources Manager 7 Cedars Resort 270756 Highway 101 Sequim, WA 98382

Phone Fax E-mail

360-681-6706 360-681-6769 aplute@7cedarsresort.com

Business (Substantial)

2/21/11 – 2/20/17

7 Vice-Chair (OWDC) Cathy Price, Corporate HR Manager Nippon Paper Industries USA, Co. LTD 1815 Marine Drive Port Angeles, WA 98362

Phone Fax E-mail

360-565-7048 360-457-2875 cathy.price@npiusa.com

Business

11/30/15 – 11/29/18

8 Chair (OWDC) Julie Tappero, President West Sound Workforce 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335

Phone Fax E-mail

253-853-3633 253-857-6652 julie@westsoundworkforce.com

Business (Small)

6/20/15 – 6/19/18

9 Felix Vicino, HR Manager Port Townsend Paper Corporation 100 Mill Road Port Townsend, WA 98368

Phone Fax E-mail

360-379-2155 360-379-2102 Felix.vicino@ptpc.com

Business

5/22/15 – 5/21/18

Attachment 4.a.

Olympic Workforce Development Council Membership June 2016

.

2

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director

Kitsap Economic Development Alliance 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate Kathy Cocus

Phone Fax E-Mail

E-Mail

360-377-9599

powers@kitsapeda.org

cocus@kitsapeda.org

Economic Development

9/18/14 – 9/17/17

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent

Olympic Edu. Service Dist. #114 105 National Avenue N. Bremerton, WA 98312

Alternate Jeff Allen, Director High Risk Youth Programs

Phone Fax E-mail

Phone E-Mail

360-478-6880 360-478-6869 glynch@oesd.wednet.edu

360-337-5552 jallen@oesd114.org

Education (K-12)

6/20/15 – 6/19/18

2 Lisa Heaman, Principal West Hills S.T.E.M. Academy Bremerton School District 520 S National Avenue Bremerton, WA 98312

Phone Fax E-mail

360-473-4600

lisa.heaman@bremertonschools.org

Education (K-12)

12/06/13 – 12/05/16

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President

Peninsula College 1502 E. Lauridsen Blvd. Port Angeles, WA 98362

Alternate Laura Brogden Associate Dean for Basic Education and Corrections

Phone Fax E-mail

Phone Fax E-mail

360-417-6200 360-417-6220 lrobins@pencol.edu

360-417-6381 360-417-6383 lbrogden@pencol.edu

Education (Postsecondary)

9/13/14 – 9/12/17

2 Dr. David Mitchell, President Olympic College 1600 Chester Avenue Bremerton, WA 98337

Alternates Amy Hatfield, Dean for Workforce Elaine Williams Bryant Olympic College 1600 Chester Avenue Bremerton, WA 98337

Phone Fax E-mail

Phone Fax E-mail E-mail

360-475-7100 360-475-7104 dmitchell@oc.ctc.edu

360-475-7841 360-475-7845 ahatfield@oc.ctc.edu ewilliams@olympic.edu

Education (Postsecondary)

9/13/14 – 9/12/17

LABOR (3 Members Required - 3 Members) 1 David A. McMahan,

Secretary/Treasurer Olympic Labor Council P. O. Box 688 Port Angeles, WA 98362

Phone Fax E-mail

360-477-1901

labordave@gmail.com

Labor

6/20/15 – 6/19/18

Olympic Workforce Development Council Membership June 2016

.

3

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail

Type of Association Term Dates

2 John Ross, Vice President Kitsap County Central Labor Council 10049 Kitsap Mall Blvd. NW, Suite 105 Silverdale, WA 98383

Phone Fax E-Mail Cell

360-692-1420 360-692-3896 fuzzypugnutz@hotmail.com 206-601-2684

Labor

2/17/15 – 2/16/18

3 Bob Zindel, President Olympic Labor Council 508 South H Street Port Angeles, WA 98363

Phone Fax E-mail

360-457-1435

bobzindel@msn.com

Labor

2/13/15 – 2/12/18

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 2 Members) 1 Robin Hake, Human Resources

Director City of Port Townsend 250 Madison Street Port Townsend, WA 98368

Phone Fax E-mail

360-379-5047

RHake@cityofpt.us

Public Employment

2/21/14 – 2/20/17

2 Margaret Hess, Kitsap Administrator Washington State Employment Security Department 1300 Sylvan Way, 2nd Floor Bremerton, WA 98310

Alternate Anne Goranson

Phone Fax E-mail

Phone E-mail

360-337-4754 360-337-4770 mhess@esd.wa.gov

360-480-1904 agoranson@esd.wa.gov

State/Community Based Organization/ Employment Service

2/13/15 – 2/12/18

3 Deb Howard, HR Coordinator City of Port Orchard 216 Prospect Street Port Orchard, WA 98366

Phone Fax E-mail

360-876-7014 360-895-9029 dhoward@cityofportorchard.us

Public Employment

9/18/15 – 9/17/18

STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr.

Division of Vocational Rehabilitation 3888 NW Randall Way, Suite #201 Silverdale, WA 98383

Phone Fax E-mail

360-698-4386 360-698-4373 hankid@dshs.wa.gov

State/Community Based Organization

2/13/15 – 2/12/18

PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Gina Lindal, Administrator

Bremerton Community Services Office 4710 Auto Center Blvd. Bremerton, WA 98528

Phone Fax E-mail

360-473-2202 360-478-6960 gallagl@dshs.wa.gov

State Organization

2/11/16 – 2/10/19

COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director

Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Alternate Charmaine Scott Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Phone Fax E-mail

Phone Fax E-mail

360-478-2301 360-415-2706 larrye@kcr.org

360-473-2115 360-415-2706 cscott@kcr.org

Community Based Organization

7/1/15 – 6/30/18

Olympic Workforce Development Council Membership June 2016

.

4

STAFF 1 Kathy Gross, Staff

Operations Committee Phone Fax E-mail

360-337-4805 360-337-4470 kgross@co.kitsap.wa.us

2 Nicki Kremer, Staff Phone Fax E-mail

360-337-7185, Ext. 3530 360-337-5721 nkremer@co.kitsap.wa.us

3 Bob Potter, Director, OWDA Executive Committee, Youth Council

Phone Fax E-mail

360-337-4873 360-337-5721 bpotter@co.kitsap.wa.us

4 Doug Washburn, Director, Kitsap County Human Services Department

Phone Fax E-mail

360-337-4526 360-337-5721 dwashbur@co.kitsap.wa.us

Executive Committee Economic Development and

Business Coordination Committee

Operations Committee Youth Council Committee

Julie Tappero, Chair Cathy Price, Vice Chair

John Powers, Chair Margaret Hess, Chair Deb Howard, Chair

Bob Potter, Staff Kathy Gross, Staff Bob Potter, Staff

Del DelaBarre Annette Crawford Laura Brogden (Dr. Robins) Jeff Allen (Greg Lynch) Larry Eyer Del DelaBarre Elaine Gentilo Monica Blackwood Robin Hake Larry Eyer Gina Lindal Dave Frederick Margaret Hess Robin Hake Cathy Price Lisa Heaman David McMahan David Hankinson Charmaine Scott Bob Zindel Allison Plute Amy Hatfield (Dr. Mitchell) Felix Vicino

David McMahan Allison Plute John Ross Julie Tappero

Member(s) At-Large

Stephanie McDonald Laura Schaeffer Darence Shine Stephanie Thompson

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2016 Calendar

Executive Committee Wednesdays

9:30 a.m. – noon WebEx Meeting /

WorkSource Center, Port Hadlock

Full Council Tuesdays

9:30 a.m. (Committee Meetings) 11:30 a.m. (Lunch)

12:00 p.m. – 3:00 p.m. (Full Council Meeting)

January 13 WebEx

February 9, Tuesday – Cedars at Dungeness, Sequim

April 13 WorkSource Center, Port Hadlock

May 10, Tuesday – Silverdale Beach Hotel, Silverdale

June 15 WebEx

August 17 WebEx

September 20, Tuesday – Cedars at Dungeness, Sequim

October 12 WorkSource Center, Port Hadlock

November 8, Tuesday – Gold Mountain Golf Club, Bremerton

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force

VICE CHAIR CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co.

D. M. DELABARRE, Consultant DelaBarre and Associates

LARRY EYER, Executive Director Kitsap Community Resources

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

ALLISON PLUTE, Director of HR 7 Cedars Resort

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont

ELAINE GENTILO, Human Resources Director First Federal

ROBIN HAKE, HR Director City of Port Townsend

DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation

LISA HEAMAN, Principal West Hills S.T.E.M. Academy

MARILYN HOPPEN, SVP Human Resources Kitsap Bank

DEB HOWARD, HR Coordinator City of Port Orchard

GINA LINDAL, Administrator CSO, DSHS

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114

DR. DAVID MITCHELL, President Olympic College

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

DR. LUKE ROBINS, President Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council

FELIX VICINO, Human Resources Mgr. Port Townsend Paper Corporation

BOB ZINDEL, President Olympic Labor Council

EXECUTIVE COMMITTEE MEETING

DATE: Wednesday, August 17, 2016 TIME: 9:30 a.m. – 12:00 p.m. LOCATION: WebEx

______________________________ A G E N D A

1. Approval of Executive Committee Summary

June 15, 2016 Meeting Summary (Attachment 1)

2. Discussion/Action Items (Attachment 2)

a. WIOA Plan Approvalb. Distribution of Workforce Innovation and Opportunity Act formula

moniesc. Sector Updated. DoD Project Completion

3. Operations

Olympic WorkSource Performance Report for PY 15, Qtr.4 (Attachment 3)

4. Other Business

a. Roster (Attachment 4.a.)b. 2016 Meeting Calendar (Attachment 4.b.)

5. Next Meeting: OWDC Executive Committee Meeting, October 12,2016, Port Hadlock WorkSource Center

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY

June 15, 2016

ATTENDANCE: Cathy Price, Margaret Hess, Larry Eyer, Del DelaBarre and Allison Plute. Staff: Bob Potter, Doug Washburn and Linda Ward. Excused: David McMahan, Cordi Fitzpatrick, Robin Hake and Julie Tappero.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, June 15, 2016 via WebEx. Cathy Price, Vice-Chair, called the meeting to order at 9:31 a.m.

APPROVAL OF SUMMARY

The Executive Committee’s Meeting Summary was approved as follows:

ACTION: Cathy Price moved to approve the April 13, 2016 Executive Committee Summary as presented. Larry Eyer seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

a. Local WIOA Plan – State Comments

The state has returned the local WIOA plan with comments from the teams thatreviewed each plan and identified areas that need additional information. Staffreviewed the comments with the Executive Committee and responded to theirquestions. The Committee expressed concern that they weren’t given much timeto review the comments in order to provide feedback to staff at today’s meeting.The Committee will have the opportunity to review the revised information andprovide additional comments as necessary. If we are unable to meet the two-week response deadline, the state has given the OWDC up to a year to addressthe 13 areas that need expanded information. Bob noted that it should only taketwo to three days to address the areas of concern and get it back to the state tomeet the earlier June 17th deadline.

b. Sector Strategy Update

On June 10, Lindsey Woolsey led a sector strategy meeting at the BremertonWorkSource office to discuss how the Sector Strategy would work using theConstruction Industry as a starting point. The group agreed to focus on theHealthcare sector next year. The Olympic Consortium Board, represented by allthree commissioners (Kathleen Kler, Charlotte Garrido, and Mark Ozias) alsoattended the meeting in support of focusing on the Construction Industry sector.

Cathy Price, Larry Eyer, and Margaret Hess shared their impressions of themeeting. Cathy noted that Lindsey has a definite process, is well organized, and

Attachment 1

her assistance will be invaluable. Larry agreed with Cathy’s observations. Margaret noted that focusing on just one sector at a time will allow us to be more effective.

The next steps are to create an invite list and to identify CEO level executives to sign a letter of invitation to their construction industry colleagues to attend the first summit scheduled for late August. Staff will be looking for a volunteer agency or college to serve as support staff to the event.

c. DoD Project Brief

We are one of three WDAs, along with Seattle and Spokane, selected to takepart in test project targeting defense contractors in our area. The $73,000 grantis mostly a study project tailored to defense contractors and their employees todevelop a plan to assist with future employee downsizing or loss of defensecontracts. The initial workplan outline was submitted June 1st; the draft report isdue July 8th; with the final report due July 31 due to the Employment Securityprogram under contract with the Department of Defense.

Bob Potter shared some of the workplan outline and noted that we are alreadydoing many of these things under our normal work strategy, however, the planwould expand our process to include the KEDA (formerly the EDC) to assistdefense contractors during layoffs or loss of defense contracts. While there isnothing to suggest any planned layoffs in the immediate future, the DoD hopes tohave a solid plan in place that will lessen the impact to employees that might beaffected by future reductions in workforce. Bob assured the committee that todate most defense contractors have renewed their contracts with no resultinglayoffs. He also pointed out that in Kitsap, local contractors in constructionprojects tend to come and go as the projects are completed. Their employeestend to be laid off but are often picked up by the next contractor awarded anotherproject.

OPERATIONS

a. WorkSource Performance Report for PY 15, Qtr 3

Bob Potter presented the WorkSource Performance Report for PY15, Qtr 3showing most programs are on target. The new data base continues to presentproblems with accessing accurate data, which will continue to do so until thesystem is completed and the “bugs” are worked out. Staff have been workingthrough the issues with the program techs. Some of the red data areas on thereport reflect data not processing through the system leaving reports withinaccurate numbers. Updated 4th quarter data should be available in about fourweeks.

OTHER BUSINESS

a. Roster

Staff continues to recruit for the council’s private sector business openings ineach of the three counties. One potential member is now serving on the EDCand felt it would be difficult to serve on both boards. No specific business sectoris being targeted; individuals just need to meet the business criteria. Committeemembers offered a number of suggestions that staff will pursue.

b. 2016 Calendar

No changes.

NEXT MEETING

The next OWDC Executive Committee Meeting will be held on Wednesday, August 17, 2016, and will be conducted via WebEx.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 10:55 a.m.

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Olympic Workforce Development Council Executive Committee August 17, 2016

Discussion/Action Items

a. WIOA Plan ApprovalThe local WIOA Plan that was available for public review and commentduring May has been approved by the state’s Workforce Training Board intheir July 22 meeting. The approved Plan will be posted on the state’swebsite at: www.wtb.wa.gov.

b. Distribution of Workforce Innovation and Opportunity Act formula moniesStaff received information during a Clallam County Board meeting in Julythat there were concerns from the Port of Port Angeles that Clallam andJefferson Counties may be under-represented in the funding of theWorkforce Innovation and Opportunity Act formula monies and in themembership of the Olympic Workforce Development Council. We have metwith the Port and the Clallam County Board of Commissioners in order toclarify how funding is allocated to the OWDC and to the three counties byformula and we produced the attached document to demonstrate that allCounties are being fairly represented in funding and in OWDC membership.

c. Sector UpdateThe second Sector Partnership meeting took place on August 10th withmany of the support agency partners. We got a review of what, why andhow of partnership development by Lindsey Woolsey, our sector consultant.

d. DoD Project CompletionThe Department of Defense funded a study through the state’s Departmentof Commerce and Employment Security Department to find out how best wecan help defense contractor businesses with Rapid Response services inWashington State. The ESD contracted with three Workforce DevelopmentAreas – Spokane, Seattle and Olympic to do local reviews of our RapidResponse organization and how we can best adapt it to defense contractorlay-offs. Our review was completed and sent to ESD on July 29th.

Attachment 2

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Program Kitsap Clallam Jefferson TotalPY 2015PY 2015 Youth 253,024.00 183,878.00 75,293.00 512,195.00PY 2015 Adult 21,262.00 16,166.00 6,501.00 43,929.00PY 2015 DW 47,262.00 31,282.00 11,996.00 90,540.00PY 2015 ACP 37,668.00 24,312.00 9,870.00 71,850.00FY 2016 Adult 303,317.00 185,360.00 73,021.00 561,698.00FY 2016 DW 202,461.00 134,006.00 51,389.00 387,856.00FY 2016 ACP 55,311.00 35,700.00 14,493.00 105,504.00PY 2015 Community Jobs 635,143.00 263,829.00 78,171.00 977,143.00Sector Partnership NEG 168,746.00 108,916.00 44,218.00 321,880.00PY 2015 Rapid Response 86,130.00 57,008.00 21,862.00 165,000.00

Total 1,810,324.00 1,040,457.00 386,814.00 3,237,595.00% of OWDC Funding 56% 32% 12%% of OWDC Population 71.38% 20.08% 8.54%% of OWDC Unemployed 68.73% 22.31% 8.96%Unemployment Rate 6.50% 8.90% 8.50%PY 2014 Kitsap Jefferson Clallam TotalPY 2014 Youth 388,360.00 143,073.00 60,303.00 591,736.00PY 2014 Adult 27,224.00 11,235.00 4,579.00 43,038.00PY 2014 DW 50,206.00 18,166.00 6,715.00 75,087.00PY 2014 ACP 50,195.00 20,427.00 8,251.00 78,873.00FY 2015 Adult 410,852.00 166,823.00 67,265.00 644,940.00FY 2015 DW 306,286.00 110,823.00 40,968.00 458,077.00FY 2015 ACP 77,996.00 31,741.00 12,821.00 122,558.00PY 2014 Community Jobs 1,188,944.00 493,869.00 146,332.00 1,829,145.00PY 2014 WIOA Implementation 26,888.00 10,942.00 4,420.00 42,250.00Job Driven NEG 127,551.00 82,327.00 33,423.00 243,301.00PY 2014 Youthworks 89,231.00 - - 89,231.00

Total 2,743,733.00 1,089,426.00 385,077.00 4,218,236.00 % of OWDC Funding 65.04% 25.83% 9.13%% of OWDC Population 71.26% 20.19% 8.55%% of OWDC Unemployed 68.92% 22.08% 9.00%Unemployment Rate 7.60% 10.00% 9.70%

WIA/WIOA Funding by CountyPY 2010 - 2015

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PY 2013 Kitsap Jefferson Clallam TotalPY 2013 Youth 401,728.00 141,705.00 59,310.00 602,743.00PY 2013 Adult 10,692.00 4,268.00 1,726.00 16,686.00PY 2013 DW 60,448.00 20,654.00 7,466.00 88,568.00PY 2013 ACP 52,503.00 18,520.00 7,644.00 78,667.00FY 2014 Adult 388,114.00 154,931.00 62,626.00 605,671.00FY 2014 DW 443,613.00 152,192.00 55,107.00 650,912.00PY 2013 Community Jobs 1,093,717.00 454,314.00 134,611.00 1,682,642.00DW Training NEG 68,533.00 39,883.00 4,086.00 112,502.00FY 2014 ACP 91,909.00 32,420.00 13,383.00 137,712.00PY 2013 Rapid Response LTU 93,336.00 31,892.00 11,528.00 136,756.00

Total 2,704,593.00 1,050,779.00 357,487.00 4,112,859.00 % of OWDC Funding 65.76% 25.55% 8.69%% of OWDC Population 71.22% 20.29% 8.49%% of OWDC Unemployed 69.15% 21.96% 8.89%Unemployment Rate 8.10% 10.70% 10.30%PY 2012 Kitsap Jefferson Clallam TotalPY 2012 Youth 402,243.00 143,235.00 47,626.00 593,104.00PY 2012 Adult 30,186.00 9,449.00 5,853.00 45,488.00PY 2012 DW 78,162.00 27,837.00 10,817.00 116,816.00PY 2012 ACP 56,732.00 20,225.00 6,977.00 83,934.00FY 2013 Adult 365,450.00 132,555.00 52,703.00 550,708.00FY 2013 DW 363,041.00 129,297.00 50,243.00 542,581.00Opportunity Internship 28,333.00 28,334.00 28,333.00 85,000.00PY 2012 Community Jobs 946,028.00 392,965.00 116,434.00 1,455,427.00FY 2013 ACP 82,108.00 29,271.00 10,098.00 121,477.00

Total 2,352,283.00 913,168.00 329,084.00 3,594,535.00 % of OWDC Funding 65.44% 25.40% 9.16%% of OWDC Population 71.35% 20.19% 8.46%% of OWDC Unemployed 69.17% 21.98% 8.85%Unemployment Rate 8.40% 10.90% 10.30%

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PY 2011 Kitsap Jefferson Clallam TotalPY 2011 Youth 354,731.00 127,863.00 41,739.00 524,333.00PY 2011 Adult 26,296.00 9,656.00 3,801.00 39,753.00PY 2011 DW 75,813.00 23,656.00 9,530.00 108,999.00PY 2011 ACP 50,761.00 17,908.00 6,118.00 74,787.00FY 2012 Adult 355,806.00 130,475.00 51,424.00 537,705.00FY 2012 DW 372,748.00 114,349.00 46,138.00 533,235.00503 Grant 30,247.00 30,248.00 30,247.00 90,742.005809 Grant 170,022.00 98,944.00 10,137.00 279,103.00Air Washington 120,509.00 70,130.00 7,185.00 197,824.00PY 2011 Community Jobs 704,477.00 292,629.00 86,704.00 1,083,810.00FY 2012 ACP 80,765.00 28,494.00 9,734.00 118,993.00

Total 2,342,175.00 944,352.00 302,757.00 3,589,284.00 % of OWDC Funding 65.25% 26.31% 8.44%% of OWDC Population 71.41% 20.14% 8.45%% of OWDC Unemployed 69.67% 21.81% 8.52%Unemployment Rate 8.40% 10.70% 9.70%PY 2010 Kitsap Jefferson Clallam TotalPY 2010 Youth 378,620.00 137,013.00 42,307.00 557,940.00PY 2010 Adult 63,499.00 23,400.00 8,821.00 95,720.00PY 2010 DW 91,347.00 33,629.00 12,190.00 137,166.00PY 2010 ACP 59,274.00 21,560.00 7,036.00 87,870.00FY 2011 Adult 302,335.00 111,416.00 42,001.00 455,752.00FY 2011 DW 334,306.00 123,073.00 44,613.00 501,992.00FY 2011 ACP 71,784.00 26,111.00 8,521.00 106,416.00Community Partnership 10,851.00 10,851.00 10,850.00 32,552.00PY 2010 Policy Implementation 39,799.00 14,477.00 4,724.00 59,000.00PY 2010 Profile Composite 115,000.00 - - 115,000.00PY 2010 OJT 161,638.00 58,793.00 19,187.00 239,618.00PY 2010 Aerospace 38,000.00 8,000.00 4,000.00 50,000.00PY 2010 OJT #2 10,119.00 3,680.00 1,201.00 15,000.00PY 2010 Community Jobs 1,231,136.00 511,395.00 151,524.00 1,894,055.00PY 2010 Nippon Paper - 52,000.00 - 52,000.00SEED Grant 322,030.00 187,404.00 19,200.00 528,634.00ARRA Youth 542,465.00 284,422.00 58,935.00 885,822.00ARRA Adult 283,608.00 147,460.00 35,806.00 466,874.00ARRA DW 525,636.00 256,042.00 68,110.00 849,788.00ARRA ACP 100,802.00 58,661.00 6,010.00 165,473.00ARRA Incentive 50,259.00 29,248.00 2,997.00 82,504.00

Total 4,732,508.00 2,098,635.00 548,033.00 7,379,176.00 % of OWDC Funding 64.13% 28.44% 7.43%% of OWDC Population 71.26% 20.26% 8.48%% of OWDC Unemployed 69.14% 22.33% 8.53%Unemployment Rate 6.50% 8.70% 7.40%

Total PY 2010 - 2015

16,685,616.00 7,136,817.00 2,309,252.00 26,131,685.00 % of OWDC Funding 64% 27% 9%Notes

Unemployment Numbers - Employment Security Department

Population Numbers - fortress.wa.gov/esd/employmentdata/reports-publications/regional-reports/county-profiles

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Defense Contractor Workforce Diversification Strategy Plan

Olympic Workforce Development Area

July 29, 2016

Contact: Bob Potter, bpotter@co.kitsap.wa.us, 360-337-4873

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Defense Contractor Workforce Diversification Strategy Plan

Olympic Workforce Development Area

This Diversification Strategy Plan identifies a local defense contractor rapid response team as well as the following elements:

• Recommendations on how to use the WorkSourceWA.com data system totrack and retrieve information on current and former defense contractorworkers;

• “Best practices” for case managed employment plans that maps eachdefense contractor employee into a local area “high demand” industry orsector, and/or providing on-the-job retraining so defense contractorpersonnel may be retrained at their employer in a new capacity;

• How defense contractor employees can use their unique skillsets andcertifications to transition to other opportunities in other industries if laid off;

• Recommendations on enhancing the existing Rapid Response model tobetter serve defense contractor employees.

WorkSourceWA.com

Through working on this state Department of Commerce and DoD project it has come to our attention that it would be very advantageous for there to be a way to identify and track job seekers who are working for or have worked for a defense contractor. On possibility could be to add a field to the Account profile under the WorksourceWA.com application that would ask the job seeker if the worked for an employer who has or had a contract with the Department of Defense. This would be the most direct way of being able to identify defense contractor workers. The question would be added in the Profile Details after the question asking about employment status. This question would take care of those who knew and were willing to share this information about their former employer. For job seekers that weren’t aware of their employer’s involvement with DoD we may have to run periodic query matches of the

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WorkSourceWA.com database using the list of DoD contractors that is available through www.usaspending.gov .

Best Practices in Career Mapping for Workers

In order to best match workers to career opportunities, a preliminary assessment of career interests and skills should be taken. In this assessment, a worker can conveniently inventory their interest and skills which can be used to match career opportunities in the local area. The local occupations that are in demand are noted on the Demand/Decline List (https://fortress.wa.gov/esd/wilma/wdclists/).

Monster.com (http://my.monster.com/Career-Planning/Pathing.aspx) has a free career mapping tool that shows in graphic form the related jobs that a person can work in on their way to the ultimate dream job. This career planning tool can help to reinforce the assessment and training plan work that a case manager and worker accomplish.

Because the occupations are widely diverse and based on the business that is experiencing some dislocations, it is difficult to align the jobs with existing career pathways schema. Case managers will identify high demand sectors within the Workforce Development Area and in the vicinity which are connected by occupation or industry cluster to defense contractors. Workers, under the coaching of case managers, will also enroll into WorkSourceWA.com to facilitate resource identification.

Using Unique Skillsets and Certifications for Other Opportunities

Transferrable skills are those occupational skills that can be used effectively in more than one occupation. Through the job counseling process, one of the important outcomes is a list of transferrable skills that the worker possesses and can use on their next job. Also, transferrable skills can be sharpened through on-the-job training for alternate job with the current employer or a new job with a different employer.

Comparing the Current Rapid Response System to Defense Contractor System

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Early intervention serves to inform affected workers and businesses about employment and training resources and evaluate options prior to a lay-off. The opportunity to learn about the full range of programs and supports available lead to more productive and informed decision making and career planning. This includes knowledge of agency and local community resources to help cope with the financial and emotional impacts of job loss.

Employers may receive confidential assistance with planning transition needs for their workers and pre-layoff services that can help them get back to work sooner, maintain worker morale and productivity during the transition, and the full array of services available to workers through the Olympic Area WorkSource centers.

Workers are informed of employment and training services, UI benefits, and mass UI benefit applications may be taken.

1. When a major layoff is announced, the state’s rapid-response team quicklyestablishes communication with the employer and locally based Rapid response partners. This includes the Olympic Consortium WIOA Planner who will inform its Dislocated Worker contractor, the local Washington State Employment Security Department (ESD). If the notice is something other than WARN, the recipient will contact the Consortium.

2. Those lay-offs involving TAA will follow a similar process relative to lines ofcommunication. The Employment Security TAA Response Team will collaborate in the Rapid Response outreach session and subsequent follow-up services.

3. The Consortium's WIOA Planner will work with the Dislocated Worker ProgramSupervisor and Administrator (Clallam), henceforth referred to as management staff, to investigate the needs of the employer and workers along with any existing collective bargaining arrangements and other relevant employment conditions. An on-site meeting may be scheduled with the employer, including union officials, if applicable, to gather information and schedule pre-layoff workshops for the dislocated workers.

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4. The management staff, working with the Consortium, is the single point ofcontact for the employer and workers. In the event that a backup contact is needed, the Consortium's Business Services Manager will fulfill that role.

5. Through the analysis of the employer and workers needs, the Consortium willwork with its Dislocated Worker Program management staff to assemble the outreach team of program experts for the outreach event. The Consortium may seek additional funds to support the retraining efforts for laid-off workers.

6. The team obtains the commitment of company management and the union,if applicable, to actively participate in planning and implementing key tasks, such as a worker survey, pre-layoff workshops regarding unemployment and reemployment services, placing staff on-site to deliver transition services and outreach activities.

7. In situations in which there is short lay-off notification and / or few affectedworkers, the Rapid Response Team will distribute employee information packets and schedule presentations as needed. If a presentation is not possible, or the layoff has already occurred, Rapid Response team members may conduct weekly orientation sessions at the WorkSource Centers that can be customized for targeted workers.

8. The Rapid Response outreach event includes a one to one-half hourpresentation of information regarding programs and resources. This includes information on Unemployment Insurance benefits, Dislocated Worker Program services, WorkSource reemployment and career development resources, and Community College Worker Retraining and WorkForce Development opportunities.

9. Employers and worker certified for TAA will receive program specificinformation in collaboration with the state TAA Program Coordinator and support staffs. This procedure serves to reduce duplication of effort by identifying partner roles and responsibilities, streamlining the information and referral process, enhancing communication between key stakeholder, and increasing

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the overall efficiency and effectiveness of local rapid response activities for concerned workers and employers.

A Defense Contractor Rapid Response Team quickly assists employers and affected workers after the announcement of a permanent closure, mass layoff or disaster that results in a mass job dislocation. Two major events trigger state rapid response activities:

1. When a notice is filed under the federal Worker Adjustment and RetrainingNotification Act (WARN). The WARN notice requires employers to providenotice 60 days in advance of plant closings and mass layoffs foremployers over a certain size. This notice must be provided to affectedworkers or their representatives, local government and the state’sDislocated-Worker Unit located within the Employment SecurityDepartment).

2. When a petition is filed under the federal Trade and GlobalizationAssistance Act (TAA) of 2009. The filing requires the state Dislocated-Worker Unit to ensure that rapid-response assistance and appropriatecore and intensive services are made available to workers covered by thepetition. If the TAA petition is approved, the eligible workers are entitled toadditional benefits and training opportunities to help them return to work.

Much of the procedural steps will remain the same with the Defense Contractor Rapid Response Team. We plan on examining the feasibility of using unemployment insurance (UI) claims data to see if there are any patterns of lay-offs among targeted defense contractors. This could serve as an early warning system for early detection of defense contractor downsizing since many of our local employers are small and may fall under the formal WARN notice requirements. Also, the data recording tool of choice is WorksourceWA but we are also reviewing the use of Salesforce to help us track employer contacts.

A Defense Contractor Rapid Response team would consist of members representing: Employment Security Department Dislocated Worker program, Unemployment Insurance, Trade Act Assistance program, Workforce Development Council, organized Labor (as needed), local college worker retraining programs, Kitsap Economic Development Alliance and the

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participation of the Clallam Economic Development Council and Team Jefferson agencies. This Rapid Response team is the same as the regular team except for the addition of the Kitsap EDA, Clallam EDC and Team Jefferson representatives who are the local experts in defense contracting.

Roles and Responsibilities of the Team

ES Dislocated Worker program representative – a local representative who assists in gathering data on businesses with connections to defense contractors in our area.

Unemployment insurance representative – a statewide resource who assists in rapid response events as the subject matter expert on unemployment claims.

Trade Act Assistance representative – a statewide expert who can be consulted on the Trade Act certification process by local and other state staff in addition to employers and workers.

Workforce Development Council staff – the local lead person for Workforce Development Area Rapid Response activities ensuring that resources are available and deployed in a timely manner.

Organized Labor representative- the Labor Liaison employed by Employment Security and/or the organized labor representative connected to the affected workers will be part of the team as appropriate. The labor representative is the expert on any collective bargaining agreement from the worker’s standpoint along with other worker interests.

Local college representative – either Peninsula College or Olympic College will participate in the rapid response activity. The college representative may offer services under the Worker Retraining Program.

Kitsap Economic Development Alliance representative – the Kitsap EDA representative acts as a local government contracting consultant and can advise the rest of the team on connections among contractors and between DoD entities and contractors.

State Dislocated Worker Unit – the State DWU is the lead contact for all state Rapid Response activities. The State DWU collaborates with the state’s Labor Liaison as well.

List of Large Defense Contractors in the Olympic Consortium

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Kitsap County

AMSEC LLC BAE Systems Applied Technologies Bergerabam Inc. Bonneville Power Administration CDI Marine Company C. J. SETO Support Services Celleris Systems, Inc Cellco Partnership Chugach Federal Solutions Chugach Information Tech Delphinus Engineering Co DLT Solutions, LLC Dresser-Rand Company EHB Supply Four Points Technology Huntington Ingalls Inc ICI Services Corp. International Marine and Industrial Applicators, LLC Konica Minolta Business Solutions, Inc Metro Machine Corporation (Earl Industries LLC) Notkin Engineering Inc Oceaneering International Owl International Inc. Pentacon, LLC Phacil, Inc. QED Systems, Inc. Raytheon Company Rore, Inc. Skookum Educational Programs Spatial Integrated Systems, Inc. TRANE US Inc. Triton Marine Construction Versability Resources, Inc. Walsh Construction Company Washington Patriot Construction Watts Constructors, LLC Wiedemann Consulting

Clallam County Pacific Aerospace & Electronics, Inc. Platypus Marine, Inc.

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Jefferson County Basic Contracting Services, Inc (Xcel Protective Services, Inc.) North Star Construction and Engineering, Inc

Kitsap County Youth Actual 4th Qtr Plan % Plan Year PlanParticipants 42 42 100.0% 42 Exits 16 12 133.3% 12 Kitsap County Adult Actual 4th Qtr Plan % Plan Year PlanPlaced in a Job 9 8 112.5% 8 Participants 83 68 122.1% 68Placement Rate 56% 67% 84.4% 67% Exits 53 49 108.2% 49Expenditures $172,771 179,926$ 96.0% 179,926$ Placed in a Job 43 39 110.3% 39

Clallam County Youth Placement Rate 81% 80% 101.9% 80%Participants 32 40 80.0% 40 Expenditures $125,920 142,748$ 88.2% 142,748$ Exits 13 11 118.2% 11 Clallam County AdultPlaced in a Job 10 6 166.7% 6 Participants 129 109 118.3% 109Placement Rate 77% 55% 141.0% 55% Exits 67 82 81.7% 82Expenditures $137,716 150,606$ 91.4% 150,606$ Placed in a Job 55 65 84.6% 65

Jefferson County Youth Placement Rate 82% 79% 103.6% 79%Participants 13 14 92.9% 14 Expenditures $207,299 221,960$ 93.4% 221,960$ Exits 4 4 100.0% 4 Jefferson County AdultPlaced in a Job 4 2 200.0% 2 Participants 23 30 76.7% 30Placement Rate 100% 50% 200.0% 50% Exits 21 24 87.5% 24Expenditures $55,860 56,531$ 98.8% 56,531$ Placed in a Job 17 19 89.5% 19

Placement Rate 81% 79% 102.3% 79%Expenditures $68,518 78,664$ 87.1% 78,644$

Kitsap County Adult Actual 4th Qtr Plan % Plan Year Plan Kitsap County DW Actual 4th Qtr Plan % Plan Year PlanParticipants 51 50 102.0% 50 Participants 107 91 117.6% 91Exits 34 26 130.8% 26 Exits 54 81 66.7% 81Placed in a Job 27 22 122.7% 22 Placed in a Job 45 65 69.2% 65Placement Rate 79.4% 84.6% 93.9% 84.6% Placement Rate 83% 80% 103.8% 80%Expenditures $115,802 121,918$ 95.0% 121,918$ Expenditures 185,284$ 212,214$ 87.3% 212,214$

Clallam County DWParticipants 65 62 104.8% 62Exits 37 53 69.8% 53Placed in a Job 26 45 57.8% 45Placement Rate 70% 85% 82.8% 85%Expenditures $148,561 148,980$ 99.7% 148,980$ Jefferson County DWParticipants 12 17 70.6% 17Exits 8 14 57.1% 14Placed in a Job 8 11 72.7% 11Placement Rate 100% 79% 127.3% 79%Expenditures $46,367 53,204$ 87.1% 53,204$

WIOA Performance Preliminary Report - PY 15 Q4 (as of July 14 , 2016)

Wash State Employment Security Department

Adults

Dislocated Workers

Olympic Educational Services District

WIOA Formula Programs WIOA Formula Programs

Kitsap Community Resources

Attachment 3

Title Spent Total % Spent End DateFY 2016 Adult 423,860 593,937 71.4% 06/30/17

ES Actual Plan % Plan FY 2016 Dislocated Worker 171,848 355,617 48.3% 06/30/17Enrollments 66 65 101.5% FY 2016 Admin Cost Pool 35,464 105,504 33.6% 06/30/17Placements 47 52 90.4% PY 2015 Youth 426,262 512,195 83.2% 06/30/17Expenditures 120,478$ 136,756$ 88.1% PY 2015 Adult 43,929 43,929 100.0% 06/30/17

PY 2015 Dislocated Worker 90,540 90,540 100.0% 06/30/17PY 2015 Admin Cost Pool 71,850 71,850 100.0% 06/30/17FY 2015 Adult 644,940 644,940 100.0% 06/30/16

ES Actual Plan % Plan FY 2015 Dislocated Worker 458,077 458,077 100.0% 06/30/16Enrollments 99 84 117.9% FY 2015 Admin Cost Pool 122,558 122,558 100.0% 06/30/16Placements 55 60 91.7% PY 2014 Youth 591,736 591,736 100.0% 06/30/16Expenditures 148,663$ 174,410$ 85.2% PY 2014 Adult 43,038 43,038 100.0% 06/30/16

PY 2014 Dislocated Worker 75,087 75,087 100.0% 06/30/16PY 2014 Admin Cost Pool 78,873 78,873 100.0% 06/30/16PY 2014 Youthworks 80,428 89,231 90.1% 06/30/16

ES Actual Plan % Plan PY 2014 WIOA Planning 22,526 42,250 53.3% 06/30/16Enrollments 24 58 41.4% Community Jobs 968,631 977,143 99.1% 06/30/16Placements 7 35 20.0% PY 2013 Rapid Response Long-Term Unemp 120,501 136,756 88.1% 03/31/16Expenditures 28,808$ 98,541$ 29.2% Job-Driven National Emergency Grant 168,201 243,301 69.1% 07/31/16

Sector Partnership NEG 32,004 321,880 9.9% 04/30/17

Open Grants Total 4,670,354 5,598,442 83.4%OESD Actual Plan % Plan

Enrollments 31 32 96.9% 15-Year Totals $66,841,954 $72,389,755 92.3%Expenditures 80,429$ 89,231$ 90.1%

Kitsap Community Resources Actual Plan % PlanEnrollments 282 360 78.3%

Clallam County 81Jefferson County 17

Kitsap County 184Expenditures 938,881$ 945,143$ 99.3%

July 1, 2015 - June 30, 2016

September 1, 2014 - July 31, 2016

Community Jobs (CJ) Programs Performance

Grant ExpendituresRapid Response Long-Term Unemployed

June 27, 2014 - March 31, 2016

Job Driven National Emergency Grant

Sector Partnership National Emergency GrantNovember 16, 2015 - April 30, 2017

YouthWorksMarch 23, 2015 - June 30, 2016

WDA Name Measure Adult EE Rate Adult Retention Rate

Adult Avg Earnings

DW EE Rate DW Retention Rate

DW Avg Earnings Youth Certificate Rate

Youth Literacy/Numer

acy Rate

Youth Placement Rate

Olympic Actual 78.5% 83.4% $14,249 80.3% 83.5% $15,533 58.5% 50.0% 76.1%

Target 83.2% 86.3% $14,917 92.4% 86.3% $18,902 67.8% 57.4% 76.9%

Ach % 94.4% 96.7% 95.5% 86.9% 96.8% 82.2% 86.3% 87.2% 99.0%

Pacific Mountain Actual 77.5% 80.0% $13,488 78.5% 90.9% $17,931 85.3% 69.4% 73.0%

Target 84.0% 84.4% $14,614 76.5% 87.2% $17,901 82.5% 49.8% 83.8%

Ach % 92.3% 94.8% 92.3% 102.6% 104.3% 100.2% 103.4% 139.4% 87.1%

Northwest Actual 79.7% 86.8% $16,037 86.1% 87.4% $21,874 75.0% 47.4% 73.2%

Target 82.3% 86.6% $17,247 89.0% 90.9% $21,854 73.5% 61.3% 74.9%

Ach % 96.8% 100.2% 93.0% 96.7% 96.1% 100.1% 102.0% 77.3% 97.7%

Snohomish Actual 70.9% 81.8% $12,998 77.5% 92.3% $23,310 39.4% 6.4% 57.5%

Target 56.3% 80.0% $12,023 71.0% 90.1% $19,523 47.7% 58.6% 49.3%

Ach % 125.8% 102.3% 108.1% 109.2% 102.4% 119.4% 82.6% 10.9% 116.6%

Seattle - King Actual 68.1% 90.4% $15,519 77.6% 91.3% $24,650 67.4% 37.3% 62.7%

Target 67.9% 87.4% $14,593 82.0% 91.0% $23,137 63.5% 35.2% 59.5%

Ach % 100.3% 103.4% 106.3% 94.7% 100.4% 106.5% 106.2% 106.0% 105.4%

Tacoma - Pierce Actual 75.6% 83.2% $15,746 76.0% 88.8% $16,890 42.9% 44.4% 62.7%

Target 75.0% 87.0% $15,423 81.6% 86.0% $17,864 59.1% 36.0% 60.3%

Ach % 100.8% 95.6% 102.1% 93.2% 103.2% 94.5% 72.5% 123.5% 103.9%

Southwest Actual 79.8% 88.2% $14,197 87.0% 89.3% $19,559 84.8% 50.9% 66.2%

Target 82.8% 79.4% $14,484 80.3% 89.8% $17,660 87.3% 61.1% 66.2%

Ach % 96.3% 111.1% 98.0% 108.4% 99.5% 110.8% 97.1% 83.3% 100.0%

North Central Actual 86.7% 80.3% $14,739 85.5% 93.2% $17,254 53.4% 44.0% 73.0%

Target 77.3% 87.0% $13,593 85.0% 88.4% $15,001 47.5% 64.0% 54.0%

Ach % 112.1% 92.3% 108.4% 100.6% 105.5% 115.0% 112.5% 68.8% 135.2%

South Central Actual 82.4% 84.6% $13,228 88.1% 90.4% $16,460 64.8% 55.2% 70.2%

Target 75.7% 79.3% $12,016 76.4% 89.9% $16,327 55.6% 67.8% 54.0%

Ach % 108.8% 106.7% 110.1% 115.3% 100.6% 100.8% 116.6% 81.4% 129.9%

Eastern Actual 89.9% 86.0% $15,553 84.1% 85.9% $21,370 59.3% 47.8% 61.0%

Target 81.2% 80.2% $12,811 81.0% 92.7% $17,638 57.5% 36.0% 53.8%

Ach % 110.7% 107.2% 121.4% 103.9% 92.8% 121.2% 103.2% 132.7% 113.4%

Benton/Franklin Actual 85.3% 83.8% $16,171 89.9% 89.1% $25,076 63.9% 6.9% 79.3%

Target 78.9% 79.1% $10,850 75.0% 87.2% $22,005 68.6% 49.0% 82.2%

Ach % 108.1% 105.9% 149.0% 119.9% 102.2% 114.0% 93.2% 14.2% 96.4%

Spokane Actual 77.9% 82.0% $14,396 86.3% 89.6% $19,345 64.6% 36.4% 71.8%

Target 80.0% 80.3% $15,200 86.9% 88.1% $19,858 51.4% 60.9% 69.5%

Ach % 97.4% 102.1% 94.7% 99.3% 101.8% 97.4% 125.6% 59.7% 103.3%

Statewide Actual 76.8% 84.9% $14,684 80.7% 89.8% $21,173 63.4% 39.1% 67.5%

Target 76.0% 85.5% $14,185 82.0% 89.4% $19,800 64.5% 50.5% 66.0%

Ach % 101.1% 99.3% 103.5% 98.4% 100.4% 106.9% 98.2% 77.4% 102.3%

Common Measure Summary Report for PY15 Q3 (7/1/2015 to 3/31/2016)

Olympic Workforce Development Council Membership August 2016

.

1

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates BUSINESS (14 Members Required [51% of Membership] – 9 Members) 1 Monica Blackwood, Director Of

Administration Rice Fergus Miller 275 5th Street Bremerton, WA 98337

Phone Fax E-mail

360-362-1435 360-792-1435 mblackwood@rfmarch.com

Business

2/22/16 – 2/21/19

2 Annette Crawford, Administrator Stafford Healthcare Ridgemont 2051 Pottery Avenue Port Orchard, WA 98366

Phone Fax E-mail

360-876-4461 360-876-4837 acrawford@staffordcare.com

Business

2/22/16 – 2/21/19

3 D.M. (Del) DelaBarre DelaBarre and Associates P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382

Phone Fax E-mail

360-460-5565

del@dbamlg.com

Business (Small)

7/1/14 – 6/30/17

4 Elaine Gentilo, HR Director First Federal P. O. Box 351 Port Angeles, WA 98362

Phone Fax E-mail

360-417-3107

elaine.gentilo@ourfirstfed.com

Business

2/13/15 – 2/12/18

5 Marilyn Hoppen, SVP Human Resources Kitsap Bank P.O. Box 9 Port Orchard, WA 98366

Phone Fax Email

360-876-7892 360-876-7801 mhoppen@kitsapbank.com

Business

9/18/15 – 9/17/18

6 Allison Plute, Human Resources Manager 7 Cedars Resort 270756 Highway 101 Sequim, WA 98382

Phone Fax E-mail

360-681-6706 360-681-6769 aplute@7cedarsresort.com

Business (Substantial)

2/21/11 – 2/20/17

7 Vice-Chair (OWDC) Cathy Price, Corporate HR Manager Nippon Paper Industries USA, Co. LTD 1815 Marine Drive Port Angeles, WA 98362

Phone Fax E-mail

360-565-7048 360-457-2875 cathy.price@npiusa.com

Business

11/30/15 – 11/29/18

8 Chair (OWDC) Julie Tappero, President West Sound Workforce 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335

Phone Fax E-mail

253-853-3633 253-857-6652 julie@westsoundworkforce.com

Business (Small)

6/20/15 – 6/19/18

9 Felix Vicino, HR Manager Port Townsend Paper Corporation 100 Mill Road Port Townsend, WA 98368

Phone Fax E-mail

360-379-2155 360-379-2102 Felix.vicino@ptpc.com

Business

5/22/15 – 5/21/18

Attachment 4.a.

Olympic Workforce Development Council Membership August 2016

.

2

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director

Kitsap Economic Development Alliance 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate Kathy Cocus

Phone Fax E-Mail

E-Mail

360-377-9599

powers@kitsapeda.org

cocus@kitsapeda.org

Economic Development

9/18/14 – 9/17/17

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent

Olympic Edu. Service Dist. #114 105 National Avenue N. Bremerton, WA 98312

Alternate Jeff Allen, Director High Risk Youth Programs

Phone Fax E-mail

Phone E-Mail

360-478-6880 360-478-6869 glynch@oesd.wednet.edu

360-337-5552 jallen@oesd114.org

Education (K-12)

6/20/15 – 6/19/18

2 Lisa Heaman, Principal West Hills S.T.E.M. Academy Bremerton School District 520 S National Avenue Bremerton, WA 98312

Phone Fax E-mail

360-473-4600

lisa.heaman@bremertonschools.org

Education (K-12)

12/06/13 – 12/05/16

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President

Peninsula College 1502 E. Lauridsen Blvd. Port Angeles, WA 98362

Alternate Laura Brogden Associate Dean for Basic Education and Corrections

Phone Fax E-mail

Phone Fax E-mail

360-417-6200 360-417-6220 lrobins@pencol.edu

360-417-6381 360-417-6383 lbrogden@pencol.edu

Education (Postsecondary)

9/13/14 – 9/12/17

2 Dr. David Mitchell, President Olympic College 1600 Chester Avenue Bremerton, WA 98337

Alternates Amy Hatfield, Dean for Workforce Elaine Williams Bryant Olympic College 1600 Chester Avenue Bremerton, WA 98337

Phone Fax E-mail

Phone Fax E-mail E-mail

360-475-7100 360-475-7104 dmitchell@oc.ctc.edu

360-475-7841 360-475-7845 ahatfield@oc.ctc.edu ewilliams@olympic.edu

Education (Postsecondary)

9/13/14 – 9/12/17

LABOR (3 Members Required - 3 Members) 1 David A. McMahan,

Secretary/Treasurer Olympic Labor Council P. O. Box 688 Port Angeles, WA 98362

Phone Fax E-mail

360-477-1901

labordave@gmail.com

Labor

6/20/15 – 6/19/18

Olympic Workforce Development Council Membership August 2016

.

3

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail

Type of Association Term Dates

2 John Ross, Vice President Kitsap County Central Labor Council 10049 Kitsap Mall Blvd. NW, Suite 105 Silverdale, WA 98383

Phone Fax E-Mail Cell

360-692-1420 360-692-3896 fuzzypugnutz@hotmail.com 206-601-2684

Labor

2/17/15 – 2/16/18

3 Bob Zindel, President Olympic Labor Council 508 South H Street Port Angeles, WA 98363

Phone Fax E-mail

360-457-1435

bobzindel@msn.com

Labor

2/13/15 – 2/12/18

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 2 Members) 1 Robin Hake, Human Resources

Director City of Port Townsend 250 Madison Street Port Townsend, WA 98368

Phone Fax E-mail

360-379-5047

RHake@cityofpt.us

Public Employment

2/21/14 – 2/20/17

2 Margaret Hess, Kitsap Administrator Washington State Employment Security Department 1300 Sylvan Way, 2nd Floor Bremerton, WA 98310

Alternate Anne Goranson

Phone Fax E-mail

Phone E-mail

360-337-4754 360-337-4770 mhess@esd.wa.gov

360-480-1904 agoranson@esd.wa.gov

State/Community Based Organization/ Employment Service

2/13/15 – 2/12/18

3 Deb Howard, HR Coordinator City of Port Orchard 216 Prospect Street Port Orchard, WA 98366

Phone Fax E-mail

360-876-7014 360-895-9029 dhoward@cityofportorchard.us

Public Employment

9/18/15 – 9/17/18

STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr.

Division of Vocational Rehabilitation 3888 NW Randall Way, Suite #201 Silverdale, WA 98383

Phone Fax E-mail

360-698-4386 360-698-4373 hankid@dshs.wa.gov

State/Community Based Organization

2/13/15 – 2/12/18

PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Gina Lindal, Administrator

Bremerton Community Services Office 4710 Auto Center Blvd. Bremerton, WA 98528

Phone Fax E-mail

360-473-2202 360-478-6960 gallagl@dshs.wa.gov

State Organization

2/11/16 – 2/10/19

COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director

Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Alternate Charmaine Scott Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Phone Fax E-mail

Phone Fax E-mail

360-478-2301 360-415-2706 larrye@kcr.org

360-473-2115 360-415-2706 cscott@kcr.org

Community Based Organization

7/1/15 – 6/30/18

Olympic Workforce Development Council Membership August 2016

.

4

STAFF 1 Kathy Gross, Staff

Operations Committee Phone Fax E-mail

360-337-4805 360-337-4470 kgross@co.kitsap.wa.us

2 Nicki Kremer, Staff Phone Fax E-mail

360-337-7185, Ext. 3530 360-337-5721 nkremer@co.kitsap.wa.us

3 Bob Potter, Director, OWDA Executive Committee, Youth Council

Phone Fax E-mail

360-337-4873 360-337-5721 bpotter@co.kitsap.wa.us

4 Doug Washburn, Director, Kitsap County Human Services Department

Phone Fax E-mail

360-337-4526 360-337-5721 dwashbur@co.kitsap.wa.us

Executive Committee Economic Development and

Business Coordination Committee

Operations Committee Youth Council Committee

Julie Tappero, Chair Cathy Price, Vice Chair

John Powers, Chair Margaret Hess, Chair Deb Howard, Chair

Bob Potter, Staff Kathy Gross, Staff Bob Potter, Staff

Del DelaBarre Annette Crawford Laura Brogden (Dr. Robins) Jeff Allen (Greg Lynch) Larry Eyer Del DelaBarre Elaine Gentilo Monica Blackwood Robin Hake Larry Eyer Gina Lindal Dave Frederick Margaret Hess Robin Hake Cathy Price Lisa Heaman David McMahan David Hankinson Charmaine Scott Bob Zindel Allison Plute Amy Hatfield (Dr. Mitchell) Felix Vicino

David McMahan Allison Plute John Ross Julie Tappero

Member(s) At-Large

Stephanie McDonald Laura Schaeffer Darence Shine Stephanie Thompson

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2016 Calendar

Executive Committee Wednesdays

9:30 a.m. – noon WebEx Meeting /

WorkSource Center, Port Hadlock

Full Council Tuesdays

9:30 a.m. (Committee Meetings) 11:30 a.m. (Lunch)

12:00 p.m. – 3:00 p.m. (Full Council Meeting)

January 13 WebEx

February 9, Tuesday – Cedars at Dungeness, Sequim

April 13 WorkSource Center, Port Hadlock

May 10, Tuesday – Silverdale Beach Hotel, Silverdale

June 15 WebEx

August 17 WebEx

September 20, Tuesday – Cedars at Dungeness, Sequim

October 12 WorkSource Center, Port Hadlock

November 8, Tuesday – Gold Mountain Golf Club, Bremerton

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force

VICE CHAIR CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co.

LARRY EYER, Executive Director Kitsap Community Resources

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

ALLISON PLUTE, HR Director Jamestown S’Klallam Tribe and 7 Cedars Resort

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller

WENDY CLARK-GETZIN, General Manager Clallam Transit System

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont

ROBIN HAKE, HR Director City of Port Townsend

DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation

JULIE HATCH, Branch Manager Sound Community Bank

LISA HEAMAN, Principal West Hills S.T.E.M. Academy

MARILYN HOPPEN, SVP Human Resources Kitsap Bank

DEB HOWARD, HR Coordinator City of Port Orchard

GINA LINDAL, Administrator CSO, DSHS

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114

DR. DAVID MITCHELL, President Olympic College

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

DR. LUKE ROBINS, President Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council

FELIX VICINO, Human Resources Mgr. Port Townsend Paper Corporation

BOB ZINDEL, President Olympic Labor Council

EXECUTIVE COMMITTEE MEETING

DATE: Wednesday, October 12, 2016 TIME: 9:30 a.m. – 12:00 p.m. LOCATION: Port Hadlock WorkSource Office

______________________________ A G E N D A

1. Approval of Executive Committee Summary

August 17, 2016 Meeting Summary (Attachment 1)

2. Discussion/Action Items (Attachment 2)

a. Introduction of Mike Robinson, One Stop Operatorb. Construction Sector Partnership Updatec. State Monitoring Updated. Division of Vocational Rehabilitation Move-In To WorkSourcee. Rapid Response Projectf. Maritime and Aerospace Industry Projectg. Rural Prosperity

3. Operations

Olympic WorkSource Performance Report – Kathy Gross Currently out of office and will provide update at next meeting.

4. Other Business

a. Briefing on “Discover Washington’s Hidden Workforce”b. Roster (Attachment 4.b.)c. 2017 Meeting Calendar (Attachment 4.c.)

5. Next Meeting: OWDC Executive Committee Meeting, January 11,2017, WebEx

h. Bylaws Update

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY

August 17, 2016

ATTENDANCE: Cathy Price, Margaret Hess, Julie Tappero, Allison Plute, and Larry Eyer. Staff: Bob Potter, Elizabeth Court, Doug Washburn and Nicki Kremer. Excused: David McMahan and Del DelaBarre.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, August 17, 2016, via WebEx. Cathy Price, Vice-Chair, called the meeting to order at 9:34 a.m. Julie Tappero, Chair, arrived shortly after the meeting convened and took over the meeting administration at that time.

APPROVAL OF SUMMARY

The Executive Committee’s Meeting Summary was approved as follows:

ACTION: Margaret Hess moved to approve the June 15, 2016 Executive Committee Summary as presented. Larry Eyer seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

a. WIOA Plan Approval

Bob Potter presented that the local WIOA plan that was available for publicreview and comment in May 2016 was approved by the state’s WorkforceTraining Board at their July 22, 2016 meeting. The approved plan can be viewedon the state’s website (www.wtb.wa.gov).

b. Distribution of WIOA Formula Monies

Doug Washburn provided information on the Clallam County Port and Boardmeeting that he and Bob Potter attended on July 25, 2016. The Port of PortAngeles raised concerns regarding the allocation of monies within the three-county area, the lack of participation of local non-profits in Clallam and JeffersonCounties in the Community Jobs Program, and the possible under-representationof Clallam and Jefferson Counties on the Olympic Workforce DevelopmentCouncil. Doug emphasized to the Executive Committee that WIOA monies areallocated based off of state formulas. For those monies that are not required tobe allocated per state formula, the Olympic Consortium still uses the stateformula to ensure the equitable distribution of funds. Doug also noted thatMargaret Hess (WA Employment Security Department) and Larry Eyer (KitsapCommunity Resources) will be attending the Olympic Consortium Board meetingon Friday, August 19, 2016 to provide information on how their agencies support

Attachment 1

Clallam and Jefferson Counties. The concerns related to County OWDC membership representation will be discussed later during the Roster review.

c. Sector Update

Bob Potter provided a brief update on the Sector Partnership Training Session –Part II that took place on Wednesday, August 10, 2016. It was noted that thiswas likely the first time Commissioners from all three Counties, Jefferson EDC,Clallam EDC, Kitsap EDA, and the colleges have all come together, which isperceived as a very positive step forward. Discussion was had regarding whowould be the best co-convener for the Construction Industry Partnership launch.

d. DoD Project Completion

Bob Potter presented an update on the DoD Project, which was a Department ofDefense-funded study through the state’s Department of Commerce andEmployment Security Department (ESD) to determine how best to assist defensecontractor businesses with Rapid Response services. We were one of threeWorkforce Development Areas (WDA) chosen for the study because we have avariety of defense contractors and businesses; the other two were Spokane andSeattle. In completing the study, which was submitted to ESD on July 29, 2016,our WDA earned $73,000. Highlights from the study included the need for bettertracking of government workers, determining best practices regarding casemanagement of government workers, and getting to know the defense contractorbusinesses better.

OPERATIONS

a. WorkSource Performance Report for PY 15, Qtr 4

Bob Potter presented the WorkSource Performance Report for PY15, Qtr 4. Henoted that most everything is green or yellow, with yellow indicating we are belowour goal but still within the required parameters. He mentioned that there aresome red marks in the areas of the Jefferson County Adult Program and in allthree Counties for the Dislocated Worker Program. Bob stated he does not havehigh confidence in these numbers as they are having issues with gathering datafrom the last quarter of the most recent Program Year as a result of switchingfrom the old SKIES data management system to the new WorkSourceWA/WITsystem. The issue will hopefully be fixed by the end of September 2016.Margaret Hess stated the data will likely not change for Jefferson County;however, the low numbers should be remedied soon as they have hired a newemployee who will be focusing on outreach and collaboration. Bob alsomentioned that we are behind in the area of the Sector Partnership NationalEmergency Grant, which can be attributed to the fact that the contract was notsigned until late (mid-January 2016). It was noted that the Community Jobs

Program is red as well; however, there is not much we can do in that regard because we can only enroll those people who are referred to us by the DSHS office. Bob finished this section with a brief discussion on the Common Measure Summary Report and how well the WDA is doing despite the high target goals.

OTHER BUSINESS

a. Roster

Bob Potter presented that he has been receiving applications for potential newOWDC members from Clallam and Jefferson Counties. One is a Clallam transitmanager (engineer) and another one is the branch manager from SoundCommunity Bank in Jefferson County. Allison Plute stated there is interest fromthe S’Klallam Tribe Youth Development Coordinator and there may be interestfrom other tribal employees in becoming OWDC members. Cathy Pricementioned that she will contact the HR officer at Olympic Medical Center,Richard Newman, to see if he might be interested in joining the OWDC. Hisparticipation could be helpful with the initiation of a future healthcare sectorpartnership. In regards to the healthcare sector partnership, Allison commentedthat a representative from the Jamestown Family Clinic would likely be interestedin joining a leadership team as well. Lastly, there was a brief discussionregarding the Executive Committee membership and the need to conductelections by the end of 2016.

b. 2016 Calendar

No changes.

c. The next OWDC Executive Committee Meeting will be held on Wednesday,October 12, 2016, at the Port Hadlock WorkSource Center.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 10:26 a.m.

1 | P a g e

Olympic Workforce Development Council Executive Committee October 12, 2016

Discussion/Action Items

a. Mike Robinson, One Stop OperatorThe One Stop Operator function was competitively bid out last spring withEmployment Security Department as the sole bidder for the position. MikeRobinson of Employment Security was designated as the primary staff forthe One Stop Operator. In past years this function was performed by KitsapCounty primarily through Jim McKenna.

b. Construction Sector Partnership UpdateOctober 24, has been set as the meeting date for the Construction SectorPartnership to be held from 9 to 11 am in Port Ludlow. A final meeting of allsupport partner agencies will take place via WebEx on October 14th.

c. State Monitoring UpdateThe state Employment Security Department conducts annual reviews ofeach workforce development area for compliance with the WorkforceInnovation and Opportunity Act (WIOA). Our next scheduled review is onJanuary 9th through the 13th, 2017.

d. Division of Vocational Rehabilitation Move-In To WorkSourceThe Division of Vocational Rehabilitation plans to move two staff into theBremerton WorkSource office in the near future. Plans are currently beingdrawn up to accommodate the staff in what is currently a medium-sizedconference room.

e. Rapid Response ProjectThe Consortium has the opportunity to receive $118,674 in Rapid Responsefunds within the next month. $71,204 of the total will be to augment ourcurrent Dislocated Worker program with 25 more enrollments and theremaining $47,470 will fund staff training towards process improvement.

f. Maritime and Aerospace Industry ProjectAnother opportunity to help serve more youth in Clallam, Jefferson andKitsap counties has recently arisen that involves the Office of theSuperintendent of Public Instruction and Employment Security Department.The project would involve training and providing youth with skills and workexperience in the maritime manufacturing sector. The statewide emphasisof the project is Aerospace and Maritime manufacturing.

g. Rural Prosperity

h.

Elizabeth will brief the Committee on the Rural Prosperity initiative.

Attachment 2

Bylaws Update

Olympic Workforce Development Council Membership October 2016

1

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates BUSINESS (15 Members Required [51% of Membership] – 9 Members) 1 Monica Blackwood, Director Of

Administration Rice Fergus Miller 275 5th Street Bremerton, WA 98337

Phone Fax E-mail

360-362-1435 360-792-1435 mblackwood@rfmarch.com

Business

2/22/16 – 2/21/19

2 Wendy Clark-Getzin, General Manager Clallam Transit System 830 West Lauridsen Blvd Port Angeles, WA 98363

Phone Fax E-mail

360-417-1350 360-452-1316 wendycg@clallamtransit.com

Business

8/19/16 – 8/18/19

3 Annette Crawford, Administrator Stafford Healthcare Ridgemont 2051 Pottery Avenue Port Orchard, WA 98366

Phone Fax E-mail

360-876-4461 360-876-4837 acrawford@staffordcare.com

Business

2/22/16 – 2/21/19

4 Julie Hatch, Branch Manager Sound Community Bank 226 Motor Ave Port Angeles, WA 98362

Phone Fax E-mail

360-437-8805 x824 844-884-7377 julie.hatch@soundcb.com

Business

8/19/16 – 8/18/19

5 Marilyn Hoppen, SVP Human Resources Kitsap Bank P.O. Box 9 Port Orchard, WA 98366

Phone Fax Email

360-876-7892 360-876-7801 mhoppen@kitsapbank.com

Business

9/18/15 – 9/17/18

6 Allison Plute, Human Resources Director Jamestown S’Klallam Tribe and 7 Cedars Resort 270756 Highway 101 Sequim, WA 98382

Phone Fax E-mail

360-681-6706 360-681-6769 aplute@7cedarsresort.com

Business (Substantial)

2/21/11 – 2/20/17

7 Vice-Chair (OWDC) Cathy Price, Corporate HR Manager Nippon Paper Industries USA, Co. LTD 1815 Marine Drive Port Angeles, WA 98362

Phone Fax E-mail

360-565-7048 360-457-2875 cathy.price@npiusa.com

Business

11/30/15 – 11/29/18

8 Chair (OWDC) Julie Tappero, President West Sound Workforce 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335

Phone Fax E-mail

253-853-3633 253-857-6652 julie@westsoundworkforce.com

Business (Small)

6/20/15 – 6/19/18

9 Felix Vicino, HR Manager Port Townsend Paper Corporation 100 Mill Road Port Townsend, WA 98368

Alternate Cordi Fitzpatrick

Phone Fax E-mail

E-Mail

360-379-2155 360-379-2102 Felix.vicino@ptpc.com

cordi.fitzpatrick@ptpc.com

Business

5/22/15 – 5/21/18

10 Vacant Business - Jefferson

11 Vacant Business - Clallam

12 Vacant Business - Kitsap

13 Vacant Business - Kitsap

14 Vacant Business - Kitsap

15 Vacant Business - Kitsap

Attachment 4.b.

Olympic Workforce Development Council Membership October 2016

2

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail Type of Association

Term Dates ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director

Kitsap Economic Development Alliance 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate Kathy Cocus

Phone Fax E-Mail

E-Mail

360-377-9599

powers@kitsapeda.org

cocus@kitsapeda.org

Economic Development

9/18/14 – 9/17/17

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent

Olympic Edu. Service Dist. #114 105 National Avenue N. Bremerton, WA 98312

Alternate Jeff Allen, Director High Risk Youth Programs

Phone Fax E-mail

Phone E-Mail

360-478-6880 360-478-6869 glynch@oesd.wednet.edu

360-337-5552 jallen@oesd114.org

Education (K-12)

6/20/15 – 6/19/18

2 Lisa Heaman, Principal West Hills S.T.E.M. Academy Bremerton School District 520 S National Avenue Bremerton, WA 98312

Phone Fax E-mail

360-473-4600

lisa.heaman@bremertonschools.org

Education (K-12)

12/06/13 – 12/05/16

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President

Peninsula College 1502 E. Lauridsen Blvd. Port Angeles, WA 98362

Alternate Laura Brogden Associate Dean for Basic Education and Corrections

Phone Fax E-mail

Phone Fax E-mail

360-417-6200 360-417-6220 lrobins@pencol.edu

360-417-6381 360-417-6383 lbrogden@pencol.edu

Education (Postsecondary)

9/13/14 – 9/12/17

2 Dr. David Mitchell, President Olympic College 1600 Chester Avenue Bremerton, WA 98337

Alternates Amy Hatfield, Dean for Workforce Elaine Williams Bryant Olympic College 1600 Chester Avenue Bremerton, WA 98337

Phone Fax E-mail

Phone Fax E-mail E-mail

360-475-7100 360-475-7104 dmitchell@oc.ctc.edu

360-475-7841 360-475-7845 ahatfield@oc.ctc.edu ewilliams@olympic.edu

Education (Postsecondary)

9/13/14 – 9/12/17

LABOR (3 Members Required - 3 Members) 1 David A. McMahan,

Secretary/Treasurer Olympic Labor Council P. O. Box 688 Port Angeles, WA 98362

Phone Fax E-mail

360-477-1901

labordave@gmail.com

Labor

6/20/15 – 6/19/18

Olympic Workforce Development Council Membership October 2016

3

Council Member’s Name, Title, Business and Address

Alternate Member Information Phone Fax E-Mail

Type of Association Term Dates

2 John Ross, Vice President Kitsap County Central Labor Council 10049 Kitsap Mall Blvd. NW, Suite 105 Silverdale, WA 98383

Phone Fax E-Mail Cell

360-692-1420 360-692-3896 fuzzypugnutz@hotmail.com 206-601-2684

Labor

2/17/15 – 2/16/18

3 Bob Zindel, President Olympic Labor Council 508 South H Street Port Angeles, WA 98363

Phone Fax E-mail

360-457-1435

bobzindel@msn.com

Labor

2/13/15 – 2/12/18

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 3 Members) 1 Robin Hake, Human Resources

Director City of Port Townsend 250 Madison Street Port Townsend, WA 98368

Phone Fax E-mail

360-379-5045

RHake@cityofpt.us

Public Employment

2/21/14 – 2/20/17

2 Margaret Hess, Kitsap Administrator Washington State Employment Security Department 1300 Sylvan Way, 2nd Floor Bremerton, WA 98310

Alternate Anne Goranson

Phone Fax E-mail

Phone E-mail

360-337-4754 360-337-4770 mhess@esd.wa.gov

360-480-1904 agoranson@esd.wa.gov

State/Community Based Organization/ Employment Service

2/13/15 – 2/12/18

3 Deb Howard, HR Coordinator City of Port Orchard 216 Prospect Street Port Orchard, WA 98366

Phone Fax E-mail

360-876-7014 360-895-9029 dhoward@cityofportorchard.us

Public Employment

9/18/15 – 9/17/18

STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr.

Division of Vocational Rehabilitation 3888 NW Randall Way, Suite #201 Silverdale, WA 98383

Phone Fax E-mail

360-698-4386 360-698-4373 hankid@dshs.wa.gov

State/Community Based Organization

2/13/15 – 2/12/18

PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Gina Lindal, Administrator

Bremerton Community Services Office 4710 Auto Center Blvd. Bremerton, WA 98528

Phone Fax E-mail

360-473-2202 360-478-6960 gallagl@dshs.wa.gov

State Organization

2/11/16 – 2/10/19

COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director

Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Alternate Charmaine Scott Kitsap Community Resources 845 – 8th Street Bremerton, WA 98337-1512

Phone Fax E-mail

Phone Fax E-mail

360-478-2301 360-415-2706 larrye@kcr.org

360-473-2115 360-415-2706 cscott@kcr.org

Community Based Organization

7/1/15 – 6/30/18

Olympic Workforce Development Council Membership October 2016

4

STAFF 1 Elizabeth Court, Director, OWDA

Executive Committee Economic Development and Business Coordination Committee

Phone Fax E-mail

360-337-4767 360-337-5721 ecourt@co.kitsap.wa.us

2 Kathy Gross, Staff Operations Committee

Phone Fax E-mail

360-337-4805 360-337-4470 kgross@co.kitsap.wa.us

3 Nicki Kremer, Staff Phone Fax E-mail

360-337-7185, Ext. 3530 360-337-5721 nkremer@co.kitsap.wa.us

4 Bob Potter, Staff Youth Council

Phone Fax E-mail

360-337-4873 360-337-5721 bpotter@co.kitsap.wa.us

5 Doug Washburn, Director, Kitsap County Human Services Department

Phone Fax E-mail

360-337-4526 360-337-5721 dwashbur@co.kitsap.wa.us

Executive Committee Economic Development and

Business Coordination Committee

Operations Committee Youth Council Committee

Julie Tappero, Chair Cathy Price, Vice Chair

John Powers, Chair Margaret Hess, Chair Deb Howard, Chair

Elizabeth Court, Staff Elizabeth Court, Staff Kathy Gross, Staff Bob Potter, Staff

Annette Crawford Laura Brogden (Dr. Robins) Jeff Allen (Greg Lynch) Larry Eyer Monica Blackwood Larry Eyer Gina Lindal Dave Frederick

Margaret Hess Robin Hake Cathy Price

Lisa Heaman David McMahan

David Hankinson Charmaine Scott Bob Zindel

Allison Plute Amy Hatfield (Dr. Mitchell) Felix Vicino David McMahan Allison Plute John Ross Julie Tappero

Member(s) At-Large

Stephanie McDonald Laura Schaeffer Darence Shine Stephanie Thompson

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2017 Calendar

Executive Committee Wednesdays

9:30 a.m. – noon WebEx Meeting /

WorkSource Center, Port Hadlock

Full Council Tuesdays

9:00 a.m. (Committee Meetings) 11:30 a.m. (Lunch)

12:00 p.m. – 1:00 p.m. (Full Council Meeting)

January 11 WebEx

February 14, Tuesday – TBD

April 12 WorkSource Center, Port Hadlock

May 9, Tuesday – TBD

July 12 WebEx

September 12, Tuesday – TBD

October 11 WorkSource Center, Port Hadlock

November 14, Tuesday – TBD

Attachment 4.c.