Narrative: II. c.

The planning process for the Talent and Prosperity for All (TAP) Plan began with a letter in the spring of 2023 from Gov. Jay Inslee to the Workforce Board, describing his vision for the future of the comprehensive workforce development system in Washington. This vision included stronger cross-agency collaboration and enhanced outcomes for all Washingtonians, businesses, and communities, especially those historically and structurally marginalized from economic success. To implement this vision, the TAP Plan includes strategies such as forming industry or sector partnerships for in-demand sectors and occupations, and developing and expanding career pathways and credentials, including registered apprenticeships, to address the needs of diverse populations as outlined in WIOA sections 101(d)(3)(B) and (D). This foundation set the stage for the development of specific strategies to address the needs of populations identified in Section (a). The letter also reflects the urgency experienced by many stakeholders involved in Washington’s workforce system. 

“Today, workforce challenges are one of the top concerns for both employers and workers here in Washington and across the country,” Inslee wrote to the board. “Our extraordinary workforce challenges limit the ability of businesses to expand and grow, stifle economic opportunity for Washington families, and hinder our work to create a Washington where everyone can thrive.” The Governor’s message underscores a central theme of this plan: a strong and stable workforce, accessible to all, is critical for Washington’s future economic success and quality of life.

The Governor’s vision supplied the foundation for discussions at the Workforce Board’s May 2023 retreat, where Board members and more than 60 stakeholder and partner representatives created a planning framework comprised of three guiding principles and five strategic priorities. These strategies involved alignment of the core programs, our Combined State Plan partner programs, and all one-stop partner programs. These strategies are aimed at achieving more integrated customer services, in line with the strategic vision and goals outlined. The retreat's outcomes, along with interviews conducted with collaborating agencies, informed the development of impact statements for each priority area of the TAP plan, ensuring a cohesive approach to strengthen workforce development activities in regard to weaknesses identified in section II(a)(2). This integrated approach is exemplified by the focus on system integration, enhancing data sharing among agencies and integrating service delivery to provide a seamless customer experience and moving towards a holistic system where residents at all stages of their life and career journey can find support. Interviews were conducted with each collaborating agency to learn how these principles and priorities resonated within the agency’s vision and mission, short- and long-term goals and operating plans. These conversations helped shape impact statements connected with each priority area of the TAP plan. 

The 2024-2028 TAP Plan aims to harness the collective energy of the full complement of publicly funded programs and services to expand our reach and enhance our impact. By working together, across program and funding silos, we can better identify what is working well and what isn't, and innovate improvements together. The plan encompasses the work of 55 programs across many state and local agencies, including 12 local workforce boards covering every region of the state. It also leverages support from the Workforce Training and Education Coordinating Board (Board); a critical leadership infrastructure comprised of business, labor, and government representatives that ensures and maintains collaborative momentum in addressing workforce issues. The tri-partite Board is an alternate entity under WIOA, established in state statute in 1991.

Over the next four years, the Board will focus on ensuring support for the TAP plan’s strategic priorities, identifying and applying tangible and measurable goals and metrics to track progress, and create a culture of continuous improvement. The Board’s mix of business, labor, and government representatives makes it well suited to maintain focus on Washington’s strategic workforce priorities, using a “balanced” scorecard” to ensure all Washingtonians, businesses, and communities are benefitting equitably from the state’s economic prowess.

The Board will adopt the following procedures to help ensure that momentum continues:

• Assign Board members to each strategic priority to serve as sponsors for the work. Include strategic priority review in each Board meeting agenda.
• Create a dashboard to track progress on the strategic priorities.
• Work closely with agencies and other partners to garner support for necessary workgroups, advisory councils, and other activities.
• Commit to an environment of continuous improvement including the ability to fail, regroup, and try again.
• Hold to rigorous systemwide performance accountability including cross agency evaluation and research.

This Talent and Prosperity for All (TAP) Plan builds on the successes and customer-focused culture of Washington’s current workforce system. We have worked hard to create a holistic system where residents can find support in almost every stage of their life and career journey – be it a student on a new path, a worker seeking new opportunities or as a business owner in pursuit of growth and talent. Our youth are provided a wide range of educational opportunities using multiple pathways to career success, such as work-based or career-connected learning, the cross-crediting of CTE and academic programs, and dual-crediting to accelerate attainment of postsecondary credentials. We support workers in upskilling and transitioning into new careers, whether they are pivoting to new positions and opportunities, returning to work after time away, or simply working longer as they age. Moreover, our agencies and organizations work hard to enable all Washingtonians to utilize their full skills and abilities and help employers realize and tap into this potential.

Yet, within those successes, there is also increasing awareness about the supportive services and programs needed to create a more inclusive and diverse workforce, helping Washington workers to access and afford childcare for their young children, long-term care for their aging family members, along with housing, transportation, health care, behavioral health services, food assistance, and more. Recruitment, retention, and job performance are impacted by the support people receive in all other aspects of their lives and we are striving to find the most effective policies and supportive infrastructure to embed into Washington’s workforce system.

The COVID-19 pandemic highlighted the need to place greater emphasis on helping those working in service professions such as health care, childcare, and hospitality—essential workers who are integral not only to our daily lives but also to our state’s economic growth. This evolving perspective is fostering new partnerships, programs, and a more robust and connected workforce system.

Recent shifts in the economy, adoption of new technologies, the nature of work, and the relationships between employers and employees, and between workers and their communities have all contributed to new thinking about the need for continuous skill development in our workforce.  The landscape of postsecondary and industry-recognized credentials has changed dramatically over the past decade.  In their 2022 Counting Credentials report, national think tank, Credential Engine reported over 1 million different credentials available nationally. According to Credential Engine, the largest increase has been in online courses and industry-developed credentials. As increasingly more credentials become available, it is important that the workforce development system be able to help workers and employers make good decisions about how to invest time and money for the highest workforce returns. We must also create accessible, easily navigable talent development pathways that result, equitably, in high-wage employment opportunities.

Community Feedback

A critical part of developing the TAP Plan was gathering community input on the current state and future direction of the state’s workforce system. Guided by the TAP Plan’s mission to empower all Washingtonians, the state embarked on a statewide outreach effort to gather valuable insights using various methods. Washington State made a concerted effort to collect feedback from a diverse range of perspectives across the state to ensure the 2024-2028 TAP Plan accurately reflects the workforce needs of all distinct communities. To accomplish this, the state utilized surveys, in-person Community Forums, Virtual Feedback sessions, one-on-one interviews, and attended third-party hosted events. Local Workforce Development Councils, whose deep understanding of their communities’ unique strengths and challenges proved essential partners. Through this comprehensive outreach, connections were made with a remarkable array of passionate individuals statewide who harbor a profound love for and belief in their communities and a commitment to the expansion and fortification of the state’s workforce. The diversity of voices and breadth of feedback gathered provides a strong foundation upon which an impactful, equitable TAP Plan can be built.

Several strong themes emerged that informed the TAP Plan:

• Employees are an investment not an expense.  

The workforce system achieves its greatest success when employees and job seekers are seen as investments that will pay off over time, with the right levels of support and training, rather than a drain and an expense.

• A watershed moment requires change from all parts of the system.  

While current collaborations were celebrated, the feedback highlighted more areas for engagement, including expanding beyond existing partners and forming new partnerships. No one recommended a smaller workforce system or reducing the number of partners involved.

• Industry engagement is critical.

Community feedback reinforced the importance of respecting businesses as customers. The ongoing voices of both employers and workers are needed to shape the success of our investments.Better outreach to and sustained engagement of a broader range of industry partners was identified as a clear need.

• Culture needs to evolve along with the system.

All forums had enthusiastic support for the cultural changes that complement the strategic prioritiesincluding those at the agency level and at the industry level to support the workforce.

• Regional intermediary organizations are needed to ensure equitable access to services. 

Regional differentiation in service design and delivery is required to best serve customers throughout the state. However, these differences can inadvertently lead to slow adoption of best practices and some constituencies being disconnected from the larger vision. Strong support was voiced for a coordinated, regionally based navigation or concierge service that would facilitate achieving common outcomes from different areas.

• Expansion beyond the hub and spoke model is needed.

The current one-stop-shop model has achieved strong results for those who have used the services.  However, potential customers are frequently prevented from receiving services because they cannot reach the one stop location and are unable to use online services. Many forums suggested using the full scope of public sector resources such as libraries, community halls, and school buildings to provide appropriateworkforce services.

• Increased data utilization and analysis

Strong support for the guiding principles of closing economic disparities and comprehensive supports resulted in requests for data to help fully understand the issues and undertake evidence-based problem-solving. Suggestions included better use of existing data and collecting new data. Noted as an example is the recent passage of a bill requiring employers to report the job titles of their workers. ESD has begun collecting standard occupational classification (SOC) data from employers with their quarterly unemployment insurance forms, which should allow for more granular, meaningful program evaluations and performance tracking.

Aligning Workforce Development and Education Systems for the Future of Work

Technology has a tremendous impact on our workforce and plays a role in nearly all aspects of the TAP Plan. The increased adoption of technology is profoundly reshaping the workplace, altering fundamental aspects of how work is performed, managed, and perceived. Automation and artificial intelligence are revolutionizing industries by streamlining processes, augmenting productivity, and transforming job roles. The rise of remote work facilitated by digital communication tools is blurring geographical boundaries, enabling greater flexibility in work arrangements and challenging traditional notions of office culture.

The increased adoption of technology is not merely altering workflows, it is reshaping the modern workforce development system. Remote work and education have transformed the concepts of the classroom and the workspace. Automation has changed the nature of many jobs, altering the skillsets needed to perform them and educational pathways to achieve them. Most recently, artificial intelligence is being used by students, teachers, workers, and employers in ways unimaginable by most only a decade ago. The unprecedented pace of AI adoption necessitates increased flexibility and adaptability, continuous learning, and innovative approaches to workforce management.

In an effort to get ahead of these changes and challenges, Washington initiated the first of its kind Future of Work Task Force in 2018. This legislatively mandated initiative brought together business, labor, and legislative representatives from both major parties to address some of the biggest challenges to our workers and businesses. After more than a year of research, debate, and stakeholder engagement task force members found common ground in supporting five general policy areas to help prepare Washington’s communities and economy for the future:

• Enhance worker training, so employees can be “upskilled” as technology evolves.
• Understand and set guidelines on the deployment of advanced technology in state agencies.
• Examine and seek opportunities to modernize public worker support and protection systems to enhance work flexibility and benefits
• Reimagine career and credentialing pathways, validated by improved labor market data, to provide continuous momentum for workers, and a reliable talent pipeline for employers.
• Deploy economic development and other state resources to support small and midsize businesses and create family-sustaining jobs in every region of the state, and ensure equitable access to those jobs.

The Task Force developed 17 recommendations within these five priorities, many of which proved prescient and warrant continued exploration. These included assessment of advanced technology use in state government, including artificial intelligence (AI); expanding credential transparency and competency-based credentialing; analyzing and enhancing worker support systems; and utilizing technology to provide greater and more equitable access to economic development resources. A recommendation to modify employer Unemployment Insurance reporting passed the state legislature in 2019. The bill requires employers to report the job titles of each covered employee, which will allow for deeper understanding of employment trends into the future, and enables more granular performance tracking of workforce development investments.

The TAP 2024-2028 workforce development plan builds on these earlier efforts, aiming to design systems that can adjust to current changes and those ahead. In little more than four years since the Task Force submitted its recommendations, much has already changed. COVID-19 accelerated many of the trends predicted by the group, and the pace of technological adoption has only accelerated as remote work intensified and normalized during and after the pandemic. Less than a decade ago, disruption in the workplace was largely focused on the risks and rewards of automation in manufacturing, retail, and other hands-on fields. Creative work once thought to be immune to machine competition such as fiction writing, acting, storytelling, art, and music are undeniably threatened by synthetic competition. AI also threatens to displace workers in fields as varied as marketing, law, and even health care, with AI able to see beyond the range of the human eye, and to comb through and summarize huge volumes of information in seconds.  At the same time, AI has provided office workers and other professionals with faster ways to synthesize their thoughts, pull together complex pieces of information, and generate outlines and ideas to speed up more labor-intensive work processes.

TAP’s strategic priorities each encompass a review of the impact of AI and other advanced technologies on system customers.  Employers are increasingly turning to AI and other technology to fill needed positions that are otherwise left open too long. From a workforce development perspective, AI adoption will need to be closely monitored to mitigate risk and foster competitiveness for both businesses and workers.

TAP activities align with broader state, national, and international efforts overseeing AI. Washington is proactively addressing AI to both foster innovation and safeguard its population against potential risks. This includes ongoing legislative efforts and the Governor’s executive order on AI, released in January 2024. This executive order calls for state agencies to develop guidelines and best practices for how to adopt generative artificial intelligence into systems to ensure ethical and transparent use. Implementation of this order highlights a number of implications for workforce development systems, including the need for: assessing the impact of AI on the state workforce, creating research and partnership opportunities at the state and federal levels to enhance innovation, building workforce pathways into the AI industry, ensuring ethical and equitable use of AI, and developing AI training programs for government workers.

There are similar national and international policy efforts to address the technological disruptions affecting multiple aspects of the economy, education system, and workplace. The European Commission proposed the first regulatory framework for AI in 2021 and amended it in June 2023 to address new challenges. Rather than relying on blanket regulations, the EU AI Act calls for rules and obligations to be enforced depending on risk levels to health, safety, or rights of an individual. The U.S. followed with an executive order issued by the White House in October 2023. This order established new AI safety and security standards in the U.S., with similar goals for privacy protection, promotion of equity and civil rights, and protection for workers and consumers while at the same time promoting innovation and competition. While these efforts differ in their approach and scope, they do retain a common thread: to safeguard citizens while promoting innovation and prosperity.

Rather than restricting the use of technology and AI in workforce development and the workplace, the TAP Plan will maximize its potential by aligning with the opportunities and adaptations that AI necessitates. Instead of trying to predict jobs and skills of the future, the strategic vision of this TAP plan will assess what knowledge, skillsets, and abilities best align with the adoption and use of AI and other technologies.  Changes to the education and training system will be explored to meet these rapidly changing skill demands. A thoughtful and deliberate approach to technology adoption in learning and workplace settings could usher in an educational renaissance that amplifies rather than replaces human productivity.

Health Care is an example of an Industry working to positively apply AI to their industry, allowing them to expand their reach to patients, support/improve diagnostics, and accelerate the creation of new treatment options. Yet, this industry has been hemorrhaging talented workers, and the pipeline of new workers is far below the level needed to support adequate, high-quality delivery of healthcare across the state. The system will maintain a laser focus on meeting the needs of this critical industry. See Spotlight to the right for more information.

AI is also being explored through the lens of the TAP plan’s guiding principles:

Closing Economic Disparities: Potential AI regulations can include provisions that promote equitable access and opportunities in the workforce. By actively monitoring AI applications in hiring processes, training programs, and job placement algorithms, states can ensure that these technologies do not inadvertently perpetuate biases or discriminate against marginalized populations. Regulations can mandate fairness and transparency in AI systems, helping to create a level playing field for all individuals seeking employment opportunities. 

Comprehensive Support for Individuals with Barriers to Employment: AI can be used to tailor support services for individuals facing barriers to employment. Monitoring AI applications in workforce development can identify areas where technology can enhance accessibility, provide personalized training resources, and assist with job matching for individuals with disabilities or other challenges. Regulations can guide the responsible and ethical use of AI to ensure that these technologies contribute to, rather than hinder, inclusive workforce development.

Improving System-Wide Performance Metrics and Accountability: AI can analyze large datasets to identify trends, assess program effectiveness, and measure outcomes in workforce development initiatives. Monitoring and regulating the use of AI in these systems can improve the accuracy and reliability of performance metrics. Additionally, regulations can establish standards for accountability, ensuring that AI-driven decision-making aligns with the goals of equitable workforce development, and that there are mechanisms in place to address any disparities that may arise. 

6/7 Sections in Correction Updates Follow:

All Significant MSFW offices were informed about the requirements to have a full-time outreach person dedicated 100% to conducting outreach duties on a year around basis and must spend the majority of their time out of the office providing services to farmworkers that do not access services through our job centers.  Additionally, in 2023, USDOL published the Wagner-Peyser Act Staffing Final Rule.  This rule clarified that outreach staff are limited to performing only the duties as described in 20 CFR 653.107.

In addition to clarifying the requirements for outreach, the final rule also clarified that full-time outreach staff are not able to provide services within the job center except as a follow up to an outreach contact.  This requirement was shared with all Significant MSFW office staff and leadership, along with training on ensuring that other Wagner-Peyser funded staff are serving farmworkers within the office.

In April, 2024, ESD’s Employment Connections division held a 3-day summit for all staff conducting outreach to farmworkers, their supervisors, their administrators and Wagner-Peyser program staff.  The focus of this summit was on training staff on the requirements of conducting outreach to farmworkers.  The National Monitor Advocate and her office presented for two hours on the Wagner-Peyser Act Final Rule.

In addition to ensuring that all full-time outreach staff in Significant MSFW offices are performing outreach appropriately, in 2023 ESD allocated additional Wagner-Peyser funds to all job centers in order to ensure that some level of outreach is occurring in all areas of the state as required.  Staff and leaders in these offices also were in attendance and trained at the April 2024 summit.

Washington State has set minimum standardized targets for each of the nine Significant MSFW offices for both days of outreach and MSFW contacts.  ESD has far exceeded these targets consistently year over year.  With the addition of outreach activities in the non-Significant MSFW offices, the state has increased our targets and performance.

One area that ESD identified as an area for improvement in the previous AOP was the development and implementation of indicators and/or targets that communicate results produced beyond an outreach contact.  Although ESD has developed tools and reports to provide performance data to field staff on equity indicators, which has been helpful in addressing performance in this area, ESD has not moved forward sufficiently to address what is a quality contact and how to measure the impact of our outreach in improving the lives of farmworkers we serve.  The Wagner Peyser program team is currently working with data integrity staff to identify which indicators might provide the information needed to measure outcomes and inform how to improve performance overall.

Another area where ESD is struggling is coordination and collaboration of outreach efforts with our NFJP grantee.  The State Monitor Advocate developed an MOU with the NFJP grantee and progress was being made in some areas where coordinated outreach efforts were taking place.  Some offices were seeing great results, whereas other areas were struggling to create an effort that was effective.  Some of this is due to turnover for both ESD and the NFJP grantee, and particularly the NFJP leadership.  Leadership buy-in is key to success.  The State Monitor Advocate will be addressing this with the NFJP grantee in order to address areas for improvement.