Narrative: III. a. 2. A.

Implementation

We have the partners and knowledge; now we take action.  The next four years will build on our strong, existing coalitions. The knowledge and experience of our coalition partners will allow us to start work in 2024. In fact, you will see sprinkled through this plan “spotlights” on where the system has already done work on a particular topic, or we see promise in the results of innovative programs. New partners and new thoughts are always welcome as we move forward. Taking transformative action includes listening to new voices. The importance of the workforce drives us to keep pushing forward with innovation even as we incorporate feedback and build bigger coalitions.  We are fueled by the sense of urgency expressed by our industry partners.

We envision that each of the five strategic priorities will follow a similar implementation trajectory over the next four years:

Year 1: July 2024 -June 2025: Getting to work on the strategic priorities.   

A working group will lead each strategic priority by July 2024.  This team will work closely with Board sponsors to drive work forward. This leadership team and Workforce Board staff will develop the workplans, identify the pilot projects, research existing successes, and coordinate the full resources available from across the partner organizations.  Measures for success of each project will be identified that will guide ongoing assessment and formal review. Regular reports will be provided to the Board as summarized in the Board commitments section. The following table summarizes the organizations and agencies that have committed members of those teams:

Year 2: July 2025 – June 2026: Transition, framework development, and implementation

The second year will capture the learnings of the first year and build those learnings into the strategic priority projects. This work will include identifying the aspects of each initial project that can scale across the network, and establishing mechanisms for shared learning.  Those learnings will also drive the next round of pilot projects in each strategic priority.

Year 3: July 2026 – June 2027: Expansion, integration, and pilot testing

The third year will be led by evaluating the first-year projects against the identified success metrics.  Each pilot will have had at least a year’s worth of operational data for this evaluation.  All projects will also be assessed for integration into existing operations.  If project elements require more analysis, additional pilot projects will be identified.

Year 4: June 2027 – June 2028: Implementation, expansion, and strategic planning

This fourth year will be focused on assessment of the entire plan against success criteria.  The results of that assessment will lead the planning for the next four years, 2028 – 2032.

Each partner agency has committed to the plan and is responsible for assigned activities within their organizations.  Partners have also committed to a collective impact structure and have accepted responsibility to work across agency walls and funding silos towards the group’s goals. The general timeline and reporting calendar will be overseen by the Workforce Board, supported by Board staff. Regularly scheduled presentations, Board-sponsored workgroups, and an interactive performance dashboard will make TAP implementation transparent to partners and the general public. Each strategic priority section (below) provides more details on the timeline and process.

Partner Agencies

Core and partner programs in Talent and Prosperity for all will remain engaged in coordinating and aligning their activities dynamically through the network of WIOA implementation workgroups convened by the state Workforce Board, and also at the direction of the Board itself.  Every partner program in Talent and Prosperity for All has a voice at the state Board level either through a voting member, an ex officio representative to the Board, or as part of the Interagency Committee.

Decisions on the character of service delivery are made locally, including the extent to which participants are co-enrolled. Several local areas in Washington have spent the past few years refining their processes to achieve co-enrollment among Title I and III participants, with some growth in Title II co-enrollment.  

TITLE I: ADULT, DISLOCATED WORKER, AND YOUTH SERVICES

Twelve local workforce development councils across the state lead efforts to implement WIOA and have direct responsibility for Title I (Youth, Adult, and Dislocated Worker) activities to execute the state’s strategies around integrated/streamlined service delivery, technology and access, business engagement, and performance accountability include and are coordinated with the following partners:

Youth:

• Coordination with Wagner-Peyser for labor exchange service (targeted to older out-of-school youth)
• Coordination with TANF/SNAP for public/food assistance as appropriate, including use of BFET and Community Jobs programs leveraged in support of eligible customers and access to  Washington Connection portal for eligibility assessment

Adult:

• Automatic co-enrollment between Wagner-Peyser and WIOA Adult in all local areas is a short-term goal
• Coordination with Wagner-Peyser for labor exchange services
• Coordination with TANF/SNAP on referrals to public/food assistance as appropriate; referrals of TANF/SNAP (also WorkFirst/BFET) clients to WIOA Adult program as priority of service (low-income) customers, as appropriate,  and use of Washington Connection portal for eligibility assessment
• Coordination with UI for unemployment compensation as appropriate
• Coordination with businesses for work-based learning opportunities.
• Monster-powered WorkSourceWA.com to afford access to clients of other programs
• Serving jobseekers with disabilities is emphasized by priority of service for the Adult program (access).

Dislocated Worker:

• Co-enrollment of TAA participants into the WIOA Title I Dislocated Worker program.
• Co-enrollment of RESEA participants into the WIOA Title I Dislocated Worker program.
• Coordination with TAA, RESEA, and UI (partner programs) and CTCs to provide integrated service delivery in the form of DW support services, Trade Re-adjustment Assistance (additional UI benefits) and leverage between Worker Retraining funds, respectively; coordination with Commissioner Approved Training/Training Benefits.
• Coordination (via Rapid Response) with TAA during TAA-related Rapid Response events and with UI for general Rapid Response events and for Shared Work opportunities for employers as an alternative to layoffs.
• Coordination with RESEA for re-employment services
• Coordination with Wagner-Peyser for labor exchange services
• WorkSourceWA.com to afford access to clients of other programs

Title I (Youth, Adult, and Dislocated Worker) services to participants include the following:

Youth Program Elements (Youth Only):

• Tutoring, study skills training, instruction and evidence-based dropout prevention and recovery strategies that lead to a high school diploma or recognized equivalent or recognized post-secondary credential
• Alternative secondary school services or dropout recovery services, as appropriate
• Paid and unpaid work experiences that have academic and occupational education components (summer employment, pre-apprenticeship, internships, job shadowing, OJT)
• Occupational skills training with priority for those that lead to recognized postsecondary credentials aligned with in-demand sectors or occupations
• Education offered concurrently with or in the same context as workforce preparation activities and training for a specific occupation or cluster
• Leadership development opportunities, including community service and peer-centered activities that promote responsibility and positive social and civic behaviors
• Supportive services
• Adult mentoring for the period of participation and for not less than 12 months following participation
• Follow up services for not less than 12 months (includes all allowable youth services and activities)
• Comprehensive guidance and counseling, which may include drug and alcohol abuse and referral
• Financial literacy education
• Entrepreneurial skills training
• Labor market information on in-demand industries and occupations in the local area, including career awareness, career counseling, and career exploration
• Activities that help youth prepare for and transition to postsecondary education and training

Basic Career Services (Adult and DW):

• Outreach, intake, and orientation to information and other services available through the workforce development system
• Initial assessment of skill levels (including literacy, numeracy, and English language proficiency), aptitudes, abilities (including skill gaps), and supportive service needs
• Labor exchange services (resumes, interviewing skills, job search and placement, information on in-demand industries and occupations, information on non-traditional employment for current and future jobseekers)
• Career guidance
• Referrals to coordination of activities with other programs and services within the workforce development system
• Job clubs
• Job development
• Meaningful unemployment assistance
• Financial aid eligibility
• Provision of:
  • Workforce and labor market information (job vacancies, job skills needed, demand occupations with earnings, skill requirements, and career pathways);
  • Performance and cost information on eligible training programs under all WIOA titles;
  • Information on local area performance or one-stop system performance
  • Information on and/or referral to supportive services or assistance, including child care, child support, Medicaid, SNAP, EITC, TANF, etc.
  • Information and assistance regarding filing UI claims
  • Assistance in establishing financial aid eligibility for non-WIOA-funded employment and training programs

Individualized Career Services (Adult and DW):

• Comprehensive and specialized assessments of the skill levels and service needs, including diagnostic testing, in-depth interviewing, and evaluation to identify employment barriers and employment goals
• Development of individual employment plans (employment goals, achievement objectives, appropriate services, eligible training providers, career pathways)
• Group counseling
• Individual counseling
• Career planning
• Short-term prevocational services (learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, professional conduct), including pre-apprenticeship, to prepare for unsubsidized employment or training
• Internships and work experience
• Workforce preparation activities
• Financial literacy services
• Transitional jobs
• Testing
• Out of area job search and relocation assistance
• English language acquisition and integrated education and training programs

Follow-up Services (Adult and DW):

• Counseling regarding the workplace for up to 12 months for those placed in unsubsidized employment, as appropriate
• Customized follow-up services unique to the customer (e.g., additional career planning and counseling, information on and assistance pursuing additional educational or employment opportunities, assistance with work-related problems, peer support groups, referral to community services)

Training Services (Adult and DW):

• Coordination with training partners and institutions (both public and private, non-governmental training providers)
• Occupational skills training
• On the job training
• Registered apprenticeship
• Customized training
• Programs that combine workplace training with related instruction 
• Skill upgrade and retraining
• Entrepreneurial training
• Adult education and literacy activities, including English language acquisition and integrated education and training programs, provided concurrently or in combination with services described above
• Customized training conducted with the commitment of the employer(s) to employ the participants upon successful completion of the training.
• Coordination with Adult Basic Education programs by integrating services for Adult and DW participants and facilitating enrollment.

Supportive Services:

• Assistance with clothing, counseling, family/health care, food, housing, tools, union dues, driver licenses, or car repairs to help participants become or stay independent while actively engaged in job search, work activities or training
• Goods in the form of transportation assistance to help participants become or stay independent while actively engaged in job search, work activities or training.
• Need related financial assistance (income support) to eligible adults, dislocated workers, and youth 18-24 in training to enable them to participate in training

Employer Services:

• Incumbent worker training
• Develop, convene, or implement industry or sector partnerships
• Customized screening and referral of qualified participants in training services to employers
• Customized services to employers, employer associations, or other such organizations, on employment-related issues
• Customized recruitment/hiring events, job fairs, workshops and related services for employers (e.g., targeted hiring, new business openings, seasonal hiring, and safety training)
• Marketing on-line with the support of ESD’s Communications Office for occasions such as holiday hiring or major veterans hiring events
• Human resource consultation services (e.g., writing/reviewing job descriptions and employee handbooks; developing performance evaluation and personnel policies; creating orientation sessions for new workers; honing job interview techniques for efficiency and compliance; analyzing employee turnover; or explaining labor laws to help employers comply with wage/hour and safety/health regulations)
• Customized labor market information for specific employers, sectors, industries or clusters
• Increased coordination with WSATC, L&I, labor and business to support and develop pre-apprenticeship and apprenticeship opportunities and providing customized assistance or referral for assistance in the development of registered apprenticeships
• Job order listings and applicant referrals through WorkSourceWA.com, the Monster-based state job matching system to provide a deeper pool of talent for employers to recruit
• Employer Needs Assessment
• Unemployment Insurance Access
• Access to Facilities
• Translation Services
• Developing and delivering innovative workforce investment services and strategies for area employers, e.g., career pathways, skills upgrading, skill standard development and certification for recognized postsecondary credential or other employer use, apprenticeship, and other effective initiatives for meeting the workforce investment needs of area employers and workers
• Assistance in managing reductions in force in coordination with rapid response activities and with strategies for the aversion of layoffs, and the delivery of employment and training activities to address risk factors
• Assisting employers with accessing local, state, and federal tax credits, including Work Opportunity Tax Credit (WOTC) certification
• Local Veterans Employment Representatives outreach to businesses interested in attracting qualified veterans
• Recruiting and initial screening for participation in WIOA special projects to train for demand occupations, OJTs or customized training
• Increasing rapid response and pursuing National Dislocated Worker Grant funding to serve dislocated workers
• Labor exchange services (job search and placement, info on in-demand industries and occupations, info on non-traditional employment for current and future jobseekers; recruitment and other business services for employers)
• Increase the partnership and level of participation between business services delivery agencies/organizations to avoid confusion for employers and duplication of work
• Local Veterans Employment Representatives outreach to businesses interested in attracting qualified veterans

TITLE II: ADULT EDUCATION AND LITERACY (BASIC EDUCATION FOR ADULTS)

The shared vision, values, and principles of collaboration mutually established by Basic Education for Adults (BEdA), Washington Workforce Association (WWA), and all core partners reflect the partnership and integration of service delivery that BEdA and local Workforce Development Councils (WDCs) intend to carry out through implementation of the Workforce Innovation and Opportunities Act (WIOA).

BEdA and the WDCs are partners in the development and operation of a WorkSource one-stop system that meets the needs of all customers, particularly those with significant barriers to education and employment. BEdA in collaboration with all core partners is dedicated to providing academic instruction and educational services to adults in order to provide them with the skills and resources needed to become literate and obtain the knowledge and skills necessary for employment and economic self-sufficiency. The goal of this collaboration is to ensure that clients obtain the job skills training, education, and credentials needed to become full partners in their own educational development as well as the educational development of their children, which leads to sustainable improvement in the economic opportunities for their families. This includes attaining a secondary school diploma or its equivalency and transition to postsecondary education and training along a clearly defined, accelerated, and guided career pathway in order to be placed in a living wage job. The collaboration will engage employers and meet their workforce needs to help communities and the state strengthen their workforces and economies.

BEdA will demonstrate collaboration and service delivery integration with core partners to assure current and future jobseekers with basic skills deficiencies receive quality customer service within the WorkSource system, and will work jointly with employers to maximize the employment outcomes of jobseekers. BEdA commits to sharing resources in a manner that prioritizes the customer’s experience and needs as well as acknowledges the responsibilities and expertise of each organization. Title II providers will:

• Participate in a locally driven, fully integrated WorkSource service delivery system;
• Provide staff training, technical assistance and consultation to WorkSource partners on service delivery to individuals with basic skills needs;
• Participate in annual reviews of WorkSource services and resources;
• Assign BEdA staff at designated co-located WorkSource locations when appropriate, and negotiate any occupancy costs (e.g., office space, equipment, utilities, etc.);
• Support integrated staff and co-located services whenever and wherever possible that move clients to living wage jobs;
• Contribute to the success of the one-stop system by participating in the orientation, referral and joint service delivery to individuals with educational needs;
• Participate in the development and implementation of the local WorkSource Business Plan and delivery of employer services aimed at the employment of current and future jobseekers with basic skills deficiencies;
• Contribute to the infrastructure of the WorkSource system costs financially and with in-kind support in proportion to the relative benefits received by BEdA customers and consistent with federal regulations under Title II;
• Refer and coordinate services for BEdA clients who are eligible and for whom funds are available so that they receive the Title I and Title II WorkSource and training services needed to achieve their employment goals. Services will be coordinated as described in the local Memorandum of Understanding and local WorkSource protocols; and
• Provide educational testing and placement services in collaboration with the WDCs to BEdA clients.

TITLE III: WAGNER-PEYSER ACT

Washington State Employment Security Department (ESD) is the State Workforce Agency (SWA) operating Wagner-Peyser (W-P) Act employment services and related merit-staffed programs in addition to WorkFirst (TANF-Job Search pathway) and the Unemployment Insurance (UI) program. ESD retains responsibilities carried forward into the WIOA era from longstanding executive order 99-02 as the state administrative lead for Title 1-B programs and the overall WorkSource one-stop service delivery system. Thus ESD provides leadership in the implementation of the State’s strategies for Wagner-Peyser employment services, and shares leadership for WIOA Title 1-B with the local workforce development boards. These are the four of six designated WIOA core programs directly in its purview which are increasingly integrated. Accordingly, the department’s vision is: “The nation’s best and most future ready workforce with opportunities for all”; its mission: “We provide our communities with inclusive workforce solutions that promote economic resilience and prosperity”; and the values are; “Collaboration, Diversity/Equity/Inclusion, Innovation, Integrity, Investing in our people, and Service with kindness”.  These strategic items are on a poster which depicts the system as a lens displayed by ESD managers in one stop centers. The value and lens drive every decision that we make, determine how we interact with others and are at the core of who we are.

The Employment Connections Division (EC) operates the Wagner-Peyser-funded labor exchange, Migrant Seasonal Farm Worker (MSFW) and agricultural employer outreach, Re-employment Services and Eligibility Assessments (RESEA) grant activities serving UI claimants, Trade Act, Jobs for Veterans State Grant (JVSG), Foreign Labor Certification (FLC), Work Opportunity Tax Credit (WOTC), WorkFirst, and Washington Service Corps. While the general charge to assist current and future jobseekers and employers remains the central thrust of the Wagner-Peyser labor exchange and ancillary programs, lean management principles required across all cabinet level departments in Washington State are working continuously to improve WorkSource processes and eliminate waste to deliver results for all one stop customers more efficiently and effectively. Wagner-Peyser is a locus for instilling lean WorkSource operations that yield benefits more widely in local areas.

Leaning is also evident at the state agency level. Employment System Administration and Policy (ESAP), part of the Policy, Performance, Data and Integrity (PDPI) division, oversees DOL-funded core programs policy and administration for Title III Wagner-Peyser, WIOA Title 1-B and  Rapid Response. ESAP works in consultation with the Washington Workforce Association (WWA) representing local workforce development boards to administer WIOA Title 1-B fiscal, administrative and program policies, and provides technical assistance. It also shares the lead on WorkSource System policy with the state Workforce Board covering cross-program topics such as coordinated business services, dispute resolution, one-stop assessments, data element validation, common measures policy, Priority of Service for veterans/eligible spouses, customer complaint resolution, data sharing and security administration, and more. The department will continue to lead a consortium of local workforce development boards working on more fully aligned and integrated policies and services to include the core programs—WIOA titles I-IV—through such means as functional teams and simultaneous enrollment/co-enrollment.

The essence of Wagner-Peyser is facilitating the public labor exchange. To improve operations the department implemented a new job match website, WorkSourceWa.com, with the assistance of contractor Monster Government Solutions. WorkSourceWA.com replaced the aging Go2WorkSource.com in mid-PY15. The new system allows for semantic-based job match technology benefitting employers and current and future jobseekers. In addition, it provides integration across self-service and staff customer management platforms. The aging SKIES management information system (from which most performance information is derived for exits and subsequent Wagner-Peyser and other program and common measures reporting) was replaced at the same time with the Effort To Outcome (ETO) proprietary staff customer management information system. SKIES records have been transferred to the new system. When new self-service customers establish their account on WorkSourceWA.com, account creation will occur in ETO thereby expediting staff-assisted services.

TITLE IV: DEPARTMENT OF SERVICES FOR THE BLIND

The Department of Services for the Blind (DSB) is the designated state agency for Title IV Vocational Rehabilitation services in Washington State for residents who experience functional vision loss as a barrier to finding employment, keeping a current job, or promoting within a career. Eligible participants often have multiple co-occurring disabling conditions that are addressed by agency staff in tandem with issues of blindness, low vision or deaf blindness in order to move the individual towards greater independence, inclusion, and economic vitality. The agency provides vocational services statewide with approximately 82 FTE staff in six office locations. Vocational and adaptive skills of blindness rehabilitation services are provided in participant home and work locations, and each eligible participant has access to the in-house staff services of an inter-disciplinary team including a vocational rehabilitation counselor; a rehabilitation teacher, low vision specialist and orientation & mobility specialist; an adaptive technology specialist; and a rehabilitation technician. If more intensive (daily) adaptive skills of blindness training are required by an individual, they can be available through the agency’s residential training center, located in Seattle. If vocational or training services are required beyond those provided by in-house staff, the agency collaborates with community resources and/or contracts with external vendor service providers. DSB activities are strongly aligned with implementation of the State’s strategies.

DSB activities towards State Strategy

The DSB will leverage its existing success towards contributing to the State’s strategy of Talent and Prosperity for All, and will create new pathways to greater self-sufficiency for DSB participants through deeper collaboration among core and partner programs.

The DSB will continue to provide the comprehensive, participant-centered, individualized vocational and blindness rehabilitation services that have consistently made a strong national reputation for quality and diversity of employment achieved and wages and benefits earned. The DSB will continue to provide highly professional and informed counseling and guidance services to assist the participant through issues of adjustment to disability, vocational and skill gap-analysis, career matching, and integration into the workplace. The DSB will continue to make use of client-centered tools, such as deep practice of Motivational Interviewing, to assist the participant to identify the pathways of change that fit best for the individual. The DSB will continue to provide the services that assist an individual who has had a change in vision to keep the high paying job they are skilled at, and will continue to assist individuals who require supports to expand and challenge their current work circumstances through promotional opportunities. The DSB will continue to develop, refine, and provide relevant job readiness and entrepreneurial exploration workshops for participants to refine their self-marketing skills and explore self-employment as an option. The DSB will continue to provide the highest quality blindness rehabilitation skills assessment and training which are essential to creating an equal footing among non-disabled peers and within the community and workplace. The DSB will continue to provide cutting-edge adaptive skills assessment, tools matching and training that are critical to developing the technical access, efficiencies and competencies that meet business workforce needs. The DSB will continue to provide vocational and academic training, work experience, and paid internship opportunities that bring the participant the technical and professional skills needed by business, broaden the participant perspective on workplace culture and expectations, and help a workplace recognize the talent of the individual blind participant through active demonstration of value to the business. The DSB will continue to partner among DSB staff, the participant, and employer to provide on-site workplace evaluations for accessibility recommendations and tools. The DSB will continue to refine its message and outreach methods to inform potential eligible participants, business and partners of our comprehensive services, and to provide businesses with the talent, information and referral they require. The DSB will continue to refine facilitation of services for historically underserved communities such as non-native-English speaking communities, co-occurring disabilities such as mental & behavioral health, homelessness, formerly incarcerated and youth.

Under the Combined State Plan, the DSB expects the relationship among core group and partner programs to address the development of pathways for access that allow blind, low vision and deaf blind individuals to also engage in the workforce activities that enhance and increase their opportunities towards the State’s strategy of Talent and Prosperity for All. Future success of equal participation for individuals with a visual disability in these workforce activities will be enhanced by the WIOA partners’ deepening awareness and belief that individuals who are blind are viable employees in any job that matches the individual’s strengths, aptitude and interests (with the right tools and training), and that the DSB is a valuable collaborator among workforce partners. Access and navigation issues must continue to be addressed with highest priority among all partner programs. There is no easy fix for the obstacles that exist for people with a disability in accessing the range of services through the American Jobs Centers, and on-going explicit work is needed to identify and address these obstacles.

The DSB expects blind, low vision and deaf blind participants to become fully engaged in the greater array of workforce job readiness, job exploration, job training and job finding services through the American jobs Centers. The DSB expects our agency staff to be active and equal partners among the regional and local Business Service Teams, where the talents of agency participants can be more effectively matched with business needs through sharing of sector strategy and real time labor market information. The DSB expects staff will enter agency participant information into the shared profile mechanism that is developed among the core and partner programs, schedule appointments to meet with agency participants at One-Stop centers, and connect agency participants to the array of wrap-around services they are eligible for. The DSB expects partner programs to identify shared core-participant job readiness skill needs, and to work with all partners to develop common-need trainings - and share presentation efforts where applicable – to strengthen the skill sets of our agency participants through access to all. The DSB expects that the new partnership will make our staff and agency participants more informed beneficiaries of relevant targeted workforce vocational training and apprenticeship opportunities towards gaining higher skills that match an individual’s aptitude despite visual disability, and thereby securing higher wages and greater self-sufficiencies. The DSB expects to explore bridges among the partner Department of Labor youth programs to fully engage blind youth in integrated and competitive work experience opportunities that fit individual need.

TITLE IV: DEPARTMENT OF SOCIAL AND HEALTH SERVICES – DIVISION OF VOCATIONAL REHABILITATION

The DSHS Division of Vocational Rehabilitation (DSHS/DVR) is committed as a core program to integrating VR services within the one-stop system by implementing a model of integrated service delivery that is comprised of the following components:

Intake. Individuals who experience disabilities will be welcomed in to the one-stop system beginning with their initial contact. An interview will identify their immediate needs and career interests; compile education and job history; gather information on barriers to employment and ability to access education and training, and screen for eligibility for services, funding and other resources. DHS/DVR will take an active role in helping all one-stop partners welcome individuals with disabilities in to the system.

Triage and Follow-up. Based on intake information, a brief evaluation will be conducted to determine the individual’s interest and need for services from DSHS/DVR as well as other one-stop partners. This will provide the gateway for an individual’s enrollment in to DSHS/DVR as a single program or co-enrollment in to multiple programs.

Assessment. Individuals may enter a career pathway at whatever stage 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. Those eligible for DSHS/DVR services will assess their needs for specific VR services as well as services provides by other partner programs. Assessment of their needs will be individualized and may include standardized tests, criterion referencing, personal interviews, hands-on skill trials, and portfolios. Assessments will 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. A key piece of this assessment is determining the disability barriers to employment experienced by an individual, and then identifying the VR and other one-stop services needed to reduce or eliminate those barriers.

Career and Education Exploration and Guidance. All DSHS/DVR 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 available through the one-stop system, customers are able to choose a career pathway based on their interests, needs, and capabilities. Career pathway exploration includes timely information about a wide range of occupations and whether they are in demand by local industry, connections to apprenticeship programs, and encouragement to consider non-traditional occupations for both women and men.

Customer Pathway and Individualized Plan for Employment. Career exploration will enable DSHS/DVR customers to select in-demand employment goals and develop an Individualized Plan for Employment (IPE) taking them along a career pathway that results in competitive, integrated employment. The IPE will identify VR and other one-stop services that an individual requires to achieve their employment goal.

Customer Navigation & Case Management. DSHS/DVR assist customers in successfully navigating the one-stop system, providing guidance and mentoring to help customers who are often unfamiliar with the overall workforce system.

Support Services. DSHS/DVR will enable customers to overcome disability-barriers to employment by connecting them with needed support services from other one-stop partners and community resources. For many individuals, career pathway success is directly linked to their ability to overcome significant barriers not related to their disabilities. A variety of social, economic, and other support services can help individuals overcome employment obstacles. These services, in tandem with VR services and other career pathway components, will enable individuals realize their employment goals.

Integrated Basic Education and Skills Training (I-BEST). Day-to-day living calls for literacy and numeracy skills, as do careers. Many DSHS/DVR customers lack basic skills that 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. This model, which blends basic skills training with occupational training, has been replicated and expanded in several other states. DSHS/DVR will forge an enhanced working relationship with I-BEST that integrates VR service delivery for joint customers.

Work Readiness Instruction and Assessment. Work readiness measures 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 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. DSHS/DVR has developed a work readiness assessment and training curriculum tailored to the needs of individuals with significant disabilities; this will be shared with all one-stop partners.

Development of Knowledge, Skills, and Abilities for Job Entry. Skill development in this integrated service delivery 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, DSHS/DVR will integrate its customer skill development services with other one-stop partners to include project-based learning in the classroom, online coursework, industry guest lecturers, or direct workplace experience, including job shadows, mentorships, internships (paid or unpaid), clinicals, cooperative learning models, and apprenticeships.

Skills Upgrading for Occupational Advancement. DSHS/DVR will team with one-stop partners to assure opportunities exist for individuals with the most significant disabilities to upgrade their skills and advance in their careers. Skills upgrading refers to development of skills beyond entry-level (first employment during program participation). Skills upgrading will be tied to an industry-recognized credential, whenever possible. Industry credentials include college credits so individuals 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 individuals 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 need. DSHS/DVR business services staff will work hand-in-hand with other one-stop job seeker and business services staff responsible for job development and placement, and faculty responsible for curriculum development and delivery, will work closely with business services staff and 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.

Post-Job Placement Support for the Individual and Employer. Landing a job is often just the first step for individuals, 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 program participants 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. DSHS/DVR will integrate its delivery of VR Post-Employment Services to eligible individuals within the one-stop system.

UNEMPLOYMENT INSURANCE

Use state employment and local offices to orient UI claimants to the services offered across all programs. Ensure all those that administer programs that can touch a UI claimant have the basic understanding of eligibility requirements including being able and available for all suitable work and making an active search for work. Work closer with training programs, community and technical colleges, Labor and Industries (apprenticeships and other back to work programs), Human Services (WorkFirst and DVR), The Washington Labor Council, along with various other programs and co-enrolling where a good fit is determined. This can be done by reaching out to claimants and assessing their needs.

JOBS FOR VETERANS STATE GRANTS (JVSG)

Disabled Veteran Outreach Program (DVOP):

1. Provide individualized career services and facilitate placements to meet the employment needs of  veterans, eligible spouses, and other eligible persons determined to have significant barriers to employment as defined in VPLs 03-14, 03-14 Ch. 1 & 2, 07-14, and 03-19.
2. Case manage veterans and other eligible persons to help overcome significant barriers to employment (SBEs) and place in living wage career positions
3. Outreach to community events, activities and organizations to locate and assist veterans with SBEs
4. Prioritize services to veterans in accordance with 38 USC Chapter 41
5. Manage and document caseload activities 
6. Per VPL 01-22, as part of the case management process, the DVOP maintains consistent contact with the veteran/other eligible person until they have exited from case management.

Local Veterans Employment Representative (LVER):

1. Conduct outreach to employers to assist veterans in gaining employment, including employer seminars, and job search workshops/groups
2. Facilitate employment, training and placement services furnished to veterans under the local service delivery model
3. Coordinate with unions, apprenticeship programs and businesses or business organizations to promote and secure employment and training programs for veterans
4. Inform Federal contractors on process to recruit and retain veterans
5. Coordinate and participate with partner agencies and entities, internal and external, on business outreach
6. Coordinate, plan and orchestrate hiring events to promote the hiring of veterans

TRADE ADJUSTMENT ASSISTANCE

The TAA program expired on July 1, 2022, and the U.S. Department of Labor (DOL) can no longer certify new petitions for TAA group eligibility. However, the program has continued to receive funding to support benefits to workers who established eligibility prior to the effective date of the termination provisions. Dislocated workers must now rely on other workforce development programs, such as such as Worker Retraining at the colleges and the Title I Dislocated Worker program, for assistance in the absence of the TAA program.

TAA benefits can include tuition, books, tools, and transportation/subsistence needs that a participant in classroom training might have. Additionally, TAA can assist in covering a portion of long distance job search costs and most of the cost of relocation for a new job outside the commuting area. Trade also offers on-the-job training and for workers over 50 there is a program that provides income subsidization to 50 percent of their pre-dislocation wage if their new job does not pay to that level. Participants in training are usually eligible for unemployment based income support while they are in training and maintaining satisfactory progress.

COMMUNITY DEVELOPMENT BLOCK GRANT/COMMUNITY SERVICES BLOCK GRANT

Block Grant (CSBG), administered by the Department of Commerce, awards funds to local community action agencies to provide services to low-income households at or below 125% of the federal poverty level (FPL). CSBG Grantees determine how funding will be used to support allowable CSBG activities, such as employment and training activities. This funding is administered federally by the Department of Health and Human Services (HHS).

The state Community Development Block Grant (CDBG) program, administered by the state Department of Commerce, awards HUD funds to rural local governments for locally-prioritized activities, such as economic development, construction, and public services activities. These funds are awarded based on a competitive grant process for eligible CDBG recipients. This funding is administered federally by the Department of Housing and Urban Development (HUD).

SENIOR COMMUNITY SERVICES EMPLOYMENT PROGRAM (SCSEP)

The Title V Senior Community Services Employment Program (SCSEP) is a job training and employment placement support program: defined in the Older Americans Act as amended in 2006 which provides the following definition, and outlines the SCSEP eligibility criteria:

As defined under the Older Americans Act Title V, Section 502(a) (1) “…unemployed low income person who are age 55 or older, particular persons who have poor employment prospects.

Eligible candidates for the program are:

• individuals 55 years year and older
• unemployed
• have a total family income of less than 125 percent of the Federal poverty level
• Have low employment prospects
• Are unable to find employment through the WOIA workforce system
• Homeless or at Risk of Homelessness
• Veterans and qualified spouses
• Have Limited English proficiency
• Have low literacy skills
• Have a Disability

SCSEP is: Authorized by Congress in Title V of the Older Americans Act of 1965 to provide subsidized, part-time, community service work based training for low-income persons (125% of federal poverty level) age 55 or older who have poor employment prospects. Poor employment prospects means unemployed at the time of application to SCSEP, and not job ready, in other words, have a need for training in order to become more marketable to employers in the community.

During the enrollment process the individual applicant works with the Employment Coordinator, and/or Participant Coordinator in developing an Individual Employment Plan (IEP) based upon the individual’s preferences for future employment. During this process the individual is provided with job market opportunities (both present and future trends) which are made available through the State Economic Services Division, the local WorkSource offices, via internet information. Based upon the individuals plan the individual wherein the participant is placed in a part time subsidized job training position at a site (Host Agency) in the community that is a 501(c)(3) or a governmental entity for the purposes of gaining work experience. These subsidized positions are intended to be temporary job training placements wherein the individual can develop, acquire, re-acquire the skills and abilities through which an individual can become successfully employed.

During the time an individual is engaged in the work training positions being offered by the SCSEP programs. Historically the job training positions focused on community service positions at senior centers, and social service entities. Though these types of training positions are still available to those that choose that employment path many of the positions now are focusing on such marketable training positions as Participant Co-Coordinators/Employment Coordinators, Administrative Assistant with IT and computer skills; IT and data base support staff positions and recently SCSEP providers have supported individuals becoming certified to provide in home health, and Certified Nursing Aid positions. Individuals are encouraged to be engaged in additional education and training opportunities available through the WIOA Core Programs, and other continuing education opportunities available in the community. Historically the program has focus on community service types of positions and placements within community service organizations.

In recent years there has been a shift to develop training and education opportunities beyond the community services field.  As technology continues to have a greater influence the job market and life in general there has been an increased effort for SCSEP providers to support the aging worker in gaining these skills and knowledge.  Hence the efforts and expectations for individuals to be co-enrolled with appropriate WIOA Core Partner programs; increased training opportunities beyond the basic computer classes to include hands on IT and Data base computer training positions; administrative assistants training via the Microsoft academy and Workforce Development/WorkSource trainings, engaging with local community colleges towards certifications in the Home Health and Certified Nursing Aid programs.

Grantees or local projects will collaborate with local workforce development and economic development councils in both urban and rural areas in order to provide professional development and training on the exceptional qualities that older adults bring to the workplace, to learn about potential employment growth opportunities, to discuss where older workers could add value to growth areas, and to increase job opportunities.

Grantees will facilitate enrollee skill and professional development that matches the needs of industries and occupations critical to regional economic success.

Enrollees will be encouraged to pursue certifications and sub-grantees will facilitate on-the-job employment (OJE) opportunities that place them within view of and consideration by these industries and occupations. This can include internships; apprenticeships and registered apprenticeship opportunities based upon the individual’s personal preferences and IEP.

Grantees or local projects will review regional employment data to identify employment opportunities with established career ladders and that have annual vacancies suggesting that they can benefit from an ongoing relationship with the SCSEP program.

Grantees or local projects will pursue partnerships with these entities in conjunction with other partnership development activities and learn what their needs are and how the SCSEP program can serve them.

Enrollees will be encouraged to consider these industries in their IEPs, training, and job search activities via supportive counseling and facilitated access to supportive services.

DSHS/ALTSA is designated by the state as the SCSEP State Grantee and sub-grants to one contractor. Additionally, the AARP Foundation and Goodwill International are National Grantees for SCSEP with the Department of Labor (DOL), and the National Asian Pacific Council on Aging (NAPCA) is a set-aside grantee contracted directly with DOL, creating four different SCSEP providers operating in the state. The State Manager is working closely with the National Grantees in creating unified and streamlined efforts towards increasing collaboration and partnerships with the WIOA Core Service Partners.

During the forthcoming years the strategy will entail seeking to develop more formal partnerships between the SCSEP programs to share a new cooperative strategy to better connect the SCSEP Program, the WIA Title I-B Employment and Training Programs, Wagner-Peyser labor exchange services and entail the following systems.

• DSHS Aging & Long Term Support Administration (the state SCSEP grant administrator)
• National SCSEP contractors operating within the state, currently:
• AARP Foundation (a current national SCSEP contractor)
• Tacoma Goodwill (national SCSEP contractor)
• Washington Workforce Association
• Workforce Development Councils
• Employment Security Department (Employment and Career Development Division)
• Employment Security Department ( Workforce Standards and Integration Division)
• Workforce Boards (State and Local)
• Other interested workforce development system stakeholders
• Such as the employment Pipeline Program developed by Economic Services Administration
• Division of Vocational Rehabilitation
• DSHS partner agencies (Developmental Disabilities Administration, Behavioral Health Services Integration Administration, Economic Services Administration, Health Care Authority, Rehabilitation Administration)
• State Program Manager is a member of the WIOA Combined State Plan workgroup, and the DSHS WIOA and Employment Services Steering Committee.

A component of the strategy will be to insure that each of the SCSEP Grantees operating within a local Workforce Development Council area will be signatories of the local plan. Additionally it will be highly encouraged that at least one SCSEP staff will be available to be on site at the local One-stops in order to provide information and resources on the program; support the local WorkSource staff team, and provide information and technical assistance on working with the aging workforce.

Grantees will access Washington State Employment Security Department data and relevant regional/local analyses from Washington Workforce Explorer at Washington State Workforce Explorer. This data can assist grantees and local projects in targeting employers as potential partners and support participants in understanding how to use the data in considering occupation opportunities.

Grantees will also meet with local workforce and economic development councils and WorkSource Centers to learn their perspective on regional employment opportunities, how best to serve local employers, and potential partnership and program leveraging opportunities with industries and occupations that are critical to the success of the regional economy.

Grantees will be expected to continue to refer SCSEP participants to all WIOA programs that the individual may be eligible to engage in. Additionally the SCSEP grantees have an approach of sharing information cross programs whether it be accepting all WIOA program assessments and/or providing any relevant information to the partner programs in order to foster streamlining of services and minimizing duplication of efforts. Co-enrollment continues to be encouraged to maximize and leverage the trainings, workshop, resume preparation and employer referrals available through the WIOA programs. Grantees within the state will be encouraged to participate regularly in WDC partnership meetings. The SCSEP State Manager has been fostering collaboration efforts both locally and at the state level in terms of partnership with DVR.

TEMPORARY ASSISTANCE for NEEDY FAMILIES (TANF) - WorkFirst

DSHS administers Temporary Assistance for Needy Families (TANF), which will be included in the Washington State WIOA Combined Plan as an optional, Combined Plan partner and as a “mandatory partner” within the one-stop delivery system. The State of Washington provides cash assistance to financially needy families through the federal TANF program.  WorkFirst is the Washington State’s welfare-to-work component of TANF.  In addition to the TANF cash grant, WorkFirst provides a range of services that address barriers to work and move families towards financial stability and economic success.

The Department of Social and Health Services(DSHS) partners with several state agencies to provide WorkFirst services: the State Board for Community and Technical Colleges (SBCTC) provides basic and vocational education, and work-based learning; the Employment Security Department (ESD) provides job search services through its WorkSource offices; the Department of Commerce, through its contractors, provides subsidized employment and work experience for individuals with barriers to employment; DSHS’s Office of Refugee and Immigrant Assistance  provides services to limited English proficient individuals; and the Department of Children, Youth and Families provides subsidized child care.

SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM EMPLOYMENT AND TRANING (SNAP E&T) -  BASIC FOOD AND EMPLOYMENT TRAINING PROGRAM (BFET)

DSHS administers the Basic Food Employment and Training program (BFET), which will be included in the Washington State WIOA Combined Plan as an option, Combined Plan partner program.  BFET joins the plan to articulate the programs’ role in aligning with, leveraging, and supporting workforce development efforts in Washington State, but not as a partner within the one-stop delivery system due to the 50/50 match and reimbursement structure of the program. Through a 50% reimbursement program with 43 community-based organizations (CBOs), 34 community and technical colleges, the Employment Security Department and the DSHS’s Office of Refugee and Immigrant Assistance (ORIA), the Department of Social and Health Services (DSHS) administers the BFET program. The program provides supervised job search, job search training, educational services, skills training, help with development of self-employment microenterprises, a year of post-employment support services, and support services to Basic Food recipients not participating in the state’s TANF program.