Narrative: III. a. 2. G.

Priority 5 Job Quality

The Job Quality strategic priority shows up here as Priority 5 but underpins each of the other four strategic priorities.  Economic, societal, and ecological changes over the past few years, including rapid-fire technological advancements, have disrupted many industry sectors and caused modifications to workplace practices and the nature of work across occupations. In developing this strategic plan, there has been widespread agreement that the next generation of Washington’s workforce development services should be focused on job quality.  Public investments in workforce development should help workers access quality jobs and should support businesses to develop and maintain quality jobs. 

While quality is in the eye of the beholder, there are some givens, such as livable wages, worker safety, supportive benefit packages, and an opportunity to advance one’s career and/or earning potential, among others.  This priority represents a commitment among partners to work with workers, employers, job seekers, community-based organizations, economic developers, advocates, and the state and local public sector to define, support and promote quality jobs. Like all workforce board initiatives, Job Quality strategic planning will use a “balanced scorecard” approach, ensuring that results benefit the workforce system’s three customers: workers/jobseekers, employers, and communities.

The impact of this work over the next four years will be seen in part in the following two areas:

1. Ensure pathways to living wage jobs critical to communities by:
   1. Considering elements from the Quality Jobs Framework to identify implementation strategies in order to close economic disparities for populations who have been marginalized by the Workforce Development system
   2. Establishing partnerships with industry to explore sector strategies that offer comprehensive supports for individuals with barriers to employment
2. Expand registered apprenticeships to more fields. Expanding registered apprenticeship programs can have a significant positive impact on job quality in our state. We can achieve this by exploring:
   1. Preparatory apprenticeship programs
   2. Community Workforce Agreements
   3. Matching existing jobs with existing apprenticeship programs
   4. Apprenticeship navigators that support potential employer sponsors and apprentices.

Background

Washington State has identified two existing models of defining job quality, one regional model and one federal, to help speed the early stages of this priority. The regional model was developed by the Southwest Local Workforce Development Board (LWDB). The federal Good Jobs Principles model was created by the U.S. Departments of Labor and Commerce.

In mid-2021, Workforce Southwest Washington (WSW) was the first LWDB in WA to initiate this work, along with its Columbia-Willamette Workforce Collaborative partners (a joint Washington-Oregon partnership of seven counties spanning both sides of the Columbia River). The Collaborative convened 19 cross-sectoral participants representing businesses, workers, labor, service providers, and government agencies located in the Portland-Southwest Washington Metropolitan area to develop and adopt a regional approach to creating quality jobs. The purpose of the Council was to (1) define a quality job for the region, (2) provide guidance on standards employers can adopt, (3) identify resources to help employers implement in accordance with their workplace needs, and (4) develop a roadmap—a framework of actions and implementation steps.

The Collaborative’s Quality Jobs Framework, a guide for advancing quality jobs in the region,  was developed in close collaboration with the Regional Collaborative partners and informed by: (1) a multipronged research approach which included a review of existing regional case studies; (2) a nationwide scan of best practices; and (3) a series of interviews with relevant organizations and leaders throughout the region to identify core components of a quality job. They have launched this regional effort and have built a public/private coalition to advance an equitable economic recovery. Through this Initiative, they hope to increase job quality by supporting strategies that lead to self-sufficiency wages, workplace safety, worker engagement, comprehensive benefit programs, predictable scheduling and hours, accessible hiring and onboarding, and training and advancement opportunities.

At the federal level, the U.S. Department of Labor and U.S. Department of Commerce have developed Good Jobs Principles. These principles establish the groundwork for more concrete strategies to achieve high quality jobs for all workers in our economy. There are eight principle categories:

1. Recruitment and Hiring
2. Benefits
3. Diversity, Equity, Inclusion and Accessibility
4. Empowerment and Representation
5. Job Security and Working Conditions
6. Organizational Culture
7. Pay
8. Skills and Career Advancement.

Critical Steps for Success

Partners discussed many options for exploration during TAP implementation.  Job Quality strategies often cross over into other priorities.  Some recommendations have been tried and others will be new.  A point of consensus among partners is that we must find ways to measure whether or not more quality jobs are being developed and who is getting those jobs.

It will be critical that we pay very close attention to equity and inclusivity to ensure the framework benefits all workers, especially those who have experienced longstanding inequities and exclusion from quality jobs. The framework should acknowledge and address systemic inequities that create barriers to accessing quality jobs and create room for individuals to meet and exceed their economic needs so they can grow and create generational wealth, regardless of their background. This involves recognizing and actively working to dismantle discriminatory practices based on race, gender, ethnicity, disability, sexual orientation, or socioeconomic status. To ensure inclusivity, the framework should actively engage communities who have been marginalized by the workforce development system, including Black, Indigenous and People of Color, individuals with disabilities, immigrants, women, LGBTQ+ individuals, and those with a low socioeconomic status and others who have experienced longstanding discrimination in employment. Their perspectives and needs must be considered in the design and implementation of job quality policies. Community organizations, local leaders, and advocacy groups can offer valuable input on how to best communicate, educate, and engage with the framework to ensure its successful adoption. The support of communities across the state and employers is instrumental in the successful implementation of a job quality framework. Their involvement ensures that the framework is responsive to local needs, enjoys widespread acceptance, incorporates diverse perspectives, and leads to lasting positive changes in the world of work.

Policies within the framework should focus on removing barriers to entry; ensuring fair recruitment, hiring, and promotional practices; jobs that offer living wages to all workers; providing job security and good working conditions; organizational cultural alignment; promoting equal access to training and postsecondary education opportunities, career advancement, and benefits.

We must also ensure that the framework is sustainable and adaptable.  It will be important to look at how technological changes may impact job quality, both when developing effective solutions to workforce challenges and when technology is viewed as a replacement for workers. Technologic change can be shaped and subsequent impacts to workers can be shaped as well.

 It is important that there is statewide agreement on definitions and opportunities within the framework. Involving a wide array of stakeholders ensures diverse perspectives. This diversity can include representatives from various industries, workers' unions, professional organizations, community organizations, government agencies, academia, and more. Each stakeholder brings unique insights and experiences to the table, contributing to a comprehensive understanding of job quality issues from multiple angles leading to a shared vision for the state.

Different stakeholders have different priorities and concerns related to job quality. By involving a broad range of stakeholders, the framework can be designed to address a wider spectrum of issues comprehensively. For instance, input from workers' unions might emphasize fair wages and working conditions, while employers might focus on meeting their specific industry standards for quality, productivity and competitiveness. A holistic approach that considers these diverse viewpoints leads to a more balanced and effective framework. Various stakeholders possess unique resources, expertise, and networks that can be leveraged for effective implementation. For example, involving community organizations can help in reaching out to marginalized or underrepresented groups, while businesses might offer insights into practical implementation strategies within workplaces. Utilizing these resources maximizes the chances of successful implementation and adoption.

Some of the recommendations brought forward during the TAP planning process included:

Sector Strategies and Industry Partnerships

One well-regarded option to create more career pathways to quality jobs is through sector strategies. This approach incorporates a partnership of multiple employers within a critical industry that brings together education, economic development, workforce systems, and community organizations to identify and collaboratively meet the workforce needs of that industry within a regional labor market. Sector strategies are not new, and in fact were pioneered in Washington as Industry Skill Panels in the mid-1990's.

Evaluations of Skill Panels and other sectoral programs from across the country demonstrated how this model moves workforce agencies from a restrictive “program administration” focus to a more strategic role building regional talent pipelines, addressing skill gaps, and creating meaningful career pathways for a range of workers in important regional industries. 

The strategy is encouraged throughout the WIOA and Carl Perkins Acts.  However, no new funds were added for this purpose and there is no longer an ongoing fund source in Washington state.  

Industry/sector partnerships related to in-demand sectors and occupations can play a significant role in defining and improving job quality. Some strategies that may be considered for fostering such partnerships and creating pathways for individuals include:

• Develop sector-recognized credentials and certifications in partnership with industry stakeholders to ensure that workers are well-prepared for high-quality jobs.
• Offer pathways for workers to earn credentials while working, enabling career advancement and higher wages. While some entry level jobs may not fit the job quality framework, demonstrating a clear path in which an individual could advance in their career is key.
• Support stakeholders in fostering strong relationships with employers in in-demand sectors, involving them in curriculum development, job placement, and career services. 
• Identify evidence-based promising practices created by employers to improve the quality of their jobs and their workplaces. Establish channels to share promising practices and lessons learned with the state’s employers, making certain to reach small and midsize businesses with limited resources.

Career Connected Washington Example:
All CCW Career Launch programs include both a work-based and academic component. The work-based component includes a fully paid and supervised work-based learning experience with an employer. The academic component results in an employer-verified postsecondary credential of value or at minimum 45 credits toward a postsecondary degree. All Career Launch programs are designed with employers to meet their specific hiring needs. Braiding academic instruction with work-based learning produces experienced and high-qualified job candidates that employers are ready to hire into living wage careers. Investments into this quality framework have generated more than 19,000 completions since 2019. For additional information on CCW, please see Appendix A for more details in IV. Coordination with State Plan Programs.

Prescribed Procurement for State and Local Contracts

Another way to enhance job quality in daily work is to encourage Local and State Workforce Development Boards and other agencies to incorporate job quality requirements into their procurement and subcontracts. They can support businesses who already provide quality jobs and prioritize people who have been left out of quality jobs. Another example is to prioritize funding for small businesses owned or operated by BIPOC, LGBTQ+, Veterans, women, and people with disabilities.

Marketing and Outreach

Through a dynamic communications and educational outreach campaign, in partnership with other state agencies and groups, we hope to gain public support of using statewide quality job metrics to increase the number of good jobs in our state. Communities have a nuanced understanding of their local needs and challenges. Engaging with them helps in tailoring the job quality framework to address specific regional requirements. Their insights can ensure that the framework aligns with the realities of the community, making it more relevant and effective. When communities are involved in the development process, there's a higher likelihood of buy-in and support for the framework. This participation can range from providing feedback on proposed policies to actively engaging in implementation efforts.

By educating employers and the public about the benefits of job quality, a raised level of awareness can encourage participation, and may create a culture of support for the overall initiative. Through engagement with marginalized communities to gather input and involve them in the development of the framework this can help create move inclusive strategies for implementing data collection and analysis tools to track job quality metrics, assess economic disparities, and identify areas for improvement.

In addition to community engagement this campaign will include involving system partners and the Washington employer community. Having the support of these groups will be key as we devise effective strategies for implementing the job quality framework. Employer perspectives and buy-in is critical to the success of a Job Quality initiative.  Employers will help identify progress metrics that are meaningful to them, such as: by creating quality jobs has my company seen a reduction in recruitment and hiring costs? Have we reduced the amount of time that critical vacancies are open?  Have we cut the cost of temp hiring because we’ve improved retention rates?

Data Collection, Analysis, and Policy Recommendations

After the framework is set by the group and metrics are determined, it will be critical to start collecting data and research so that we can start to see evidence-based insights into the current state of job quality within the state. It is unclear which relevant administrative data sets will be available to the work group.  Funds may have to be secured to survey for important trend information and other insights. Analysis of relevant data can help policymakers gain a clearer understanding of existing challenges, trends, and areas that require improvement, and therefore make informed decisions about service and policy reforms.

The group will aim to create a relevant baseline data set that will allow us to track progress over time.  While we may not achieve the robust data collection we desire right from the start, regular reporting of relevant available data can provide signals about our collective progress and help us understand where the important data gaps might be. Stakeholders may be more inclined then, to uncover additional data collection opportunities.

Metrics to Consider:

• Compensation /wages can be measured to show the average increase in wages over time and analyze gender and racial pay gaps.
• Career Development can be measured by employee participation in training programs, tracking the number of internal promotions and assessing the acquisition of new skills and competencies.
• Diversity and Inclusion can be monitored for the increased representation of underrepresented groups within the workforce using job quality framework dimensions and metrics.
• Increased job quality.
• Fewer people in poverty.
• Employers having the talent they need.
• Increased engagement on job quality from legislators, state agencies, and the Governor’s Office.
• Increased worker economic mobility and stability.

Employer Liaisons

A focus on working with employers to help them make changes to make their jobs good jobs. Working with employers to acknowledge the importance of flexible work hours, remote work options, or part-time positions can all contribute to a larger number of quality jobs across the state.

  Comprehensive support for individuals with barriers to employment  

 Many individuals face barriers to employment that can include access to child care, transportation, affordable housing, educational opportunities, etc. Providing comprehensive support for individuals facing these barriers is vital to an inclusive workforce. The following components are important to consider as part of a quality jobs framework:

• A focus on awareness of training programs that can help individuals acquire the necessary skills for specific job roles or to advance in their current roles. This can include technical skills, soft skills, and job-specific certifications. Additionally, mentorship is a great way to support individuals with barriers. Mentors or job coaches can work with individuals to provide ongoing guidance, feedback, and support as they look for their next opportunity or adapt to a new role. 
• Inclusion of wrap-around services like transportation services or subsidies to help individuals with limited mobility access the workplace, especially if they have difficulty with public transportation are key. Offering childcare and elder care support by assistance or subsidies for individuals who have caregiving responsibilities, enabling them to balance work and family obligations effectively. 
• The inclusion of mental health and counseling services: When systems offer access to counseling or mental health services to support employees dealing with mental health challenges or other emotional issues, this can break down barriers to employment. Job placement services can provide personalized job matching services that take into account an individual's skills, interests, and specific employment barriers. This may involve working with local employers who are open to hiring individuals with diverse needs. 
• A focus on partnering with vocational rehabilitation agencies that specialize in assisting individuals with disabilities and other barriers to employment in finding suitable jobs.
• A commitment to equal access for all employees to similar benefits, advancement opportunities, and professional development programs. 

Expanding registered apprenticeship programs to more fields

Apprenticeship program expansion is another important component of a quality jobs framework.

Registered apprenticeship programs come with a progressive wage scale, which means that as apprentices gain experience and skills, their wages increase. This can lead to higher earnings compared to non-apprenticeship entry-level positions in the same field. Many registered apprenticeship programs offer benefits such as health insurance, retirement plans, and paid time off, which contribute to overall job quality. Apprenticeships can help reduce income inequality by providing individuals with a pathway to well-paying jobs without requiring a traditional college degree.

The development of preparatory apprenticeship programs is one of the best ways to formally create a connection between people who are interested in a field and the industry that needs people. One of the requirements for a preparatory apprenticeship program is to have a Memorandum of Understanding or other written agreement with an apprenticeship program that spells out a specific benefit to the preparatory participant. Apprenticeship preparatory programs also create inroads for women and people of color who want to pursue a career in construction. 81% of Washington’s Registered Apprenticeship programs are in the Building and Construction Trades. 

Community Workforce Agreements or Project Labor Agreements are another tool in expanding apprenticeships. In these agreements contractors must have a certain percentage of apprentices on the job in order to successfully bid on a given project. Of those apprentices that are hired there are also priority hire requirements that give preference to applicants who are preparatory program graduates.

In developing new preparatory programs, one strategy to consider is matching existing jobs with existing apprenticeship programs. Existing examples include the AJAC Manufacturing Academy or the Machinist Institute Career Accelerator preparatory programs, and also manufacturing jobs within Correctional Industries. Credit for work experience could be given and a preparatory apprenticeship certificate could be issued with direct or preferred placement into existing apprentice eligible positions. As another example, there is a robust textile industry within Correctional Industries and there is an “Industrial Sewing Machine Operator” apprenticeship in Mukilteo who may be a willing training or employer partner.

Expanding existing partnerships is another good way to increase registered apprenticeship opportunities. Community-based organizations like Apprenticeship and Non-traditional Employment for Women, Seattle Urban League, the Regional Pre-Apprenticeship Collaboration, and other preparatory apprenticeship organizations can be great partners to create consistent training standards, and equitable processes.

Year 1: Launching the Job Quality Initiative

A strategic work group will be established in year one and will be led by workforce board staff. Staff plan to collaborate with Washington’s Job Quality Academy team who have been working with Jobs for the Future (JFF) on a plan to utilize the Good Jobs Principles developed by the U.S. Department of Labor and U.S. Department of Commerce. This team has representation from MLK County Labor Council, Washington State Employment Security Department, Washington State Department of Social and Health Services, Washington State Department of Commerce and several Local Workforce Development Boards.  The team represents a wide reach across Washington state and has been networking with similar teams from across the country.  This presents a unique opportunity to help the workforce system focus on enhancing good jobs and opportunities for workers. The Academy seeks to provide teams with the knowledge and expertise to build the principles of a good job into their policies and programs. 

Timeline and Milestones

Year 1 -  Establish statewide framework and metrics

•  In year one we will establish a work group and engage with various stakeholders via the development a statewide survey, including workforce associations, employees, employers, education leaders, unions and industry associations to gather input on job quality issues. The work group will have a board member sponsor from the Workforce Training and Education Coordinating Board as well.   By the end of year one, the dimensions/components/indicators that will be used for Washington’s statewide job quality framework will be determined. In conjunction with the determination of dimensions/components/indicators, metrics will also be developed to measure each dimension/component/indicator of job quality. It will also be important at this time to establish benchmarks or standards for each metric to provide a basis for comparison. One metric that should be included is wages as we need to be able to determine how many jobs are paying a family sustaining wage or above and how many are not and if these numbers shift over time as we expand the state’s knowledge of the quality jobs framework.  It will also be important to acknowledge that workforce culture has changed, and it will be important to work with stakeholders to explore and innovate around how this new culture can be embraced.

Year 2 – Communication/Rollout

• A milestone activity to occur in year two is communication of the state’s commitment to job quality and the actions being taken to improve it. A roll out of the framework to local entities for adoption and use encouraging them to assess, validate and implement the framework for their use will also occur. This rollout may include a job quality toolkit to assist local entities with implementation. It is also our goal to use the framework at this point to prioritize policy changes, investments, and initiatives that will have the most significant impact on improving job quality.

Year 3 – Data Collection

• In year three we aim to be able to start collecting relevant data to assess the current state of job quality across the state. This data may come from surveys, employee feedback, HR records, or external sources. 

Year 4 – Formal Assessment

•  A formal assessment is targeted to take place in year four.
• The overarching goal that we would like to see met by the end of year four is more quality jobs across the state. 

PROGRAM INFORMATION

TITLE I: ADULT, DISLOCATED WORKER, AND YOUTH SERVICES

Title I activities are coordinated with state and local economic development entities, such as the Department of Commerce’s Office of Economic Development and Competitiveness, focusing on sectors like aerospace and clean technology. The State Workforce Development Board (WTECB) and Employment Security Department (ESD) partner with these entities on sector strategy projects. Locally, Workforce Development Boards engage with business, labor, and education partners in sector strategies and training initiatives. The ESD, as part of the Community Economic Revitalization Board (CERB), aligns infrastructure funding with workforce needs, requiring CERB-funded employers to utilize WorkSource for recruitment. This coordination ensures workforce development efforts are in sync with economic development strategies, leveraging Governor’s discretionary funds to meet private sector training needs.

TITLE II: ADULT EDUCATION AND LITERACY

Title II programs collaborate with local Workforce Boards to align education pathways with the needs of key industry sectors, supported by the Governor’s Adult Education Advisory Council and other statewide initiatives. This coordination aims to develop a skilled workforce that meets regional business demands, with Community and Technical Colleges expanding capacity in line with state industries. These efforts include retooling workforce education programs, developing business partnerships, and leveraging resources to enhance economic development. The focus is on increasing accessibility and success for underserved populations, ensuring educational pathways lead to recognized credentials.

TITLE III: WAGNER-PEYSER ACT

Under the Wagner-Peyser Act, workforce development activities are integrated with the state's sector-based economic development strategy, emphasizing career readiness and workforce training, especially in STEM fields. The Employment Security Department (ESD) plays a pivotal role, using its flexibility to assess skill gaps and refer individuals to appropriate training, thereby aligning with economic opportunities. This includes supporting recruitment for economic development projects and leveraging unemployment insurance claimants, ensuring a skilled workforce for growing industries.

TITLE IV: DEPARTMENT OF SERVICES FOR THE BLIND

The Department of Services for the Blind (DSB) aligns its activities with the state’s economic development strategies, focusing on including blind and low vision individuals in workforce programs, especially in sectors like aerospace and information technology. The DSB works with WIOA partners to support STEM employment and training for eligible participants and encourages entrepreneurship among its client base, aiming for their integration into the broader economic development strategy.

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

The Division of Vocational Rehabilitation (DVR) actively coordinates with one-stop partners to integrate customers into the workforce, particularly in STEM and in-demand occupations. This involves supporting self-employment and assisting businesses in recruiting qualified employees with disabilities, thereby contributing to the state’s economic development strategies.

UNEMPLOYMENT INSURANCE

Unemployment Insurance (UI) efforts are minimally integrated but aim to align with broader economic development strategies, coordinating with partner programs to support a cohesive economic development approach.

JOBS FOR VETERANS STATE GRANTS

Veterans' services, through DVOP and LVER activities, integrate with local economic development efforts, supporting Workforce Development Councils and engaging with business entities to foster local economic growth.

COMMUNITY SERVICES BLOCK GRANT/COMMUNITY DEVELOPMENT BLOCK GRANT

Community and Development Block Grant programs align with local and state economic development strategies, focusing on funding activities that support community-prioritized economic development efforts.

SENIOR COMMUNITY SERVICES EMPLOYMENT PROGRAM

The SCSEP aims for cohesive partnerships with Workforce Development Councils and local economic entities, enhancing collaborative efforts to align employment and education programs with economic development strategies, particularly for the aging workforce.

TEMPORARY ASSISTANCE FOR NEEDY FAMILIES/BASIC FOOD EMPLOYMENT AND TRAINING PROGRAM

DSHS collaborates on economic development strategies at various levels, ensuring a coordinated effort between TANF/BFET and regional economic priorities, aiming for a unified approach to economic development.

CARL D. PERKINS ACT SECONDARY AND POSTSECONDARY PROGRAMS

Perkins Act programs are integrated with Washington’s workforce and economic development vision through the Comprehensive Local Needs Assessment Process, ensuring local programs align with workforce development councils and economic strategies. This includes expanding Community and Technical College capacities to meet the needs of strategic industries, improving access, success, and flexibility for students, and aligning educational efforts with workforce and economic development initiatives.