Narrative:

Appendices: Spotlights

A. Spotlight: Career Connect Washington

B. Spotlight: Economic Security for All (EcSA)

C. Spotlight: Reentry and Justice-Involved Populations

D. Spotlight: Small Business Resiliency Network

E. Spotlight: Poverty Reduction Workgroup

F. Spotlight: Heath Care

G. Spotlight: Clean Energy Taskforce Advisory Committee (CETWAC)

H. Spotlight: Pacific Northwest Technology Hubs

I. Spotlight: Job Skills Program (JSP)

J. Spotlight: Community Reinvestment Project

K. Workforce Development System Stakeholder Survey

Appendix A. Career Connect Washington

Career Connect Washington (CCW) is a statewide network of business, labor, education, and community leaders creating work-based and academic programs for young people in Washington to explore, prepare, and launch themselves into college and careers. Every student deserves a future filled with purpose and self-sufficiency — and the support necessary to achieve it. Over the next decade, Washington state will generate thousands of new career opportunities to help us stay on the cutting edge of global innovation and influence. We are confident the talent to fill those opportunities is right here at home. By seamlessly integrating education and onsite work experiences, we are cultivating a stronger workforce, improving lives, and helping build a better Washington.

Career Connect Washington makes it possible for every student to learn and earn—preparing for a career while earning money and college-level credit. By linking the many people, programs, and resources across Washington state as well as offering high-quality, unique pathways to learning, college, and career, students can begin to explore, prepare for, and launch into careers of purpose and impact. Career Connect Washington bridges the gap between employers and educators by providing the connection, funding, and support they need to deliver high quality academic and work-based experiences for Washington students, especially those furthest from opportunity.

Washington state expects thousands of job openings over the next five years, 70% of which will require a credential beyond high school. However, only 40% of our young people accomplish this today. To keep employers growing here and to enable our young people to achieve their highest potential, we need to connect more Washington students to the in-demand high potential careers right here in our state.

The vision of CCW is that every young adult in Washington will have multiple pathways toward economic self-sufficiency and fulfillment, strengthened by a comprehensive state-wide system for career connected learning. In order for every young adult to succeed, we must intentionally focus on populations furthest from opportunity especially students of color, Indigenous students, low-income students, rural students, and students with disabilities. We acknowledge that systemic racism has held students back, especially Black and Indigenous students, and we aspire to build an anti-racist system for career connected learning.

CCW’s 10-year goals are for 60% of the class of 2030 to participate in a Career Launch program and 100% of the class of 2030 to participate in a Career Prep and Career Explore program. Reaching these goals will indicate that we successfully integrated career connected learning into the educational system, providing multiple pathways to career and college advancement. This goal is aligned with Washington state’s overall goal of 70% postsecondary attainment for the class of 2030.

Through a strategic planning process in 2018, which included research with students and parents, CCW developed a strategy to achieve a cohesive career connected learning system in Washington state, instead of individual heroic efforts. This system, which was passed through legislation in 2019, would grow and scale career connected learning opportunities for students in Washington state and fundamentally change the way we educate students in Washington state by making career connected learning pathways to college and career a reality for students. The key elements of this strategy were:

CCW would be comprised of a coalition of partners, including government agencies, the K-12 system, higher education, employers, labor, and nonprofit organizations. CCW would not be a new, centralized intermediary. This would mean that each partner in the coalition would need to take on new responsibilities to play their role in the system.

A small CCW advisory team would help partners build the capacity necessary to take on these new responsibilities.

Regional networks would play a key role in the new system serving as a hub to connect employers, educators, and program intermediaries. These networks would also share best practices with each other and help scale successful programs across regions.

Program Intermediaries across the state would build programs for students. These programs would be organized into three levels, Career Explore, Career Prep, and Career Launch, with Career Launch being the most intensive program.

Career Launch would have a state endorsement process to ensure high quality throughout the system.

The most successful learning opportunities in place in Washington are built based on employer need on pathways with long term opportunity. The Career Connect Washington strategy builds on the model, allowing the sharing of programs through networks across the state, ensuring credential and credit transfer and portability for students, and developing new programs where none exist. The ten-year vision will enable choices for students across a learning continuum in all industry sectors.

Appendix B. State Economic Security for All (EcSA)

The state Economic Security for All (EcSA) program is a poverty reduction model in Washington state that supports low-income residents in achieving equity, dignity, and self-sufficiency.  It was launched in 2019 with four pilot areas and has expanded to include all 12 local areas. This year, the Legislature passed a bill to codify the EcSA program in law and make it a permanent feature of our state’s workforce system.  EcSA operates through partnerships at the local level and is run by community service providers and convened by Local Workforce Development Boards (LWDBs). It is characterized by a high level of coordination among existing services at the Department of Health and Social Services (DSHS), Employment Security Department (ESD), and the Department of Commerce. The program has a strong equity focus and prioritizes serving people of color and those living in rural communities. It also includes the voices of people with a lived experience of poverty as part of the planning process.

As of March 2023, EcSA has enrolled 949 customers who had a median annualized earning of $46,800 upon exiting the program—a significant increase from their initial earnings. The program also placed 379 customers in training for self-sufficiency earnings and helped 166 customers obtain employment.

EcSA collaborates with DSHS to facilitate data sharing and potential waivers. This helps prevent potential pitfalls of the otherwise positive economic impacts from EcSA, which sometimes pushes up salaries only to have participants potentially fall off the “benefits cliff,” reducing their access to food assistance and other public benefits. The Washington Student Achievement Council, which administers state financial aid, is another partner, ensuring EcSA participants are automatically eligible for the Washington College Grant as a way to pay for postsecondary education and training, thereby reducing the need to rely on WIOA funding for individualized training and increasing the ability to leverage those funds to better serve more participants. EcSA also partners with the Department of Commerce and its Community Reinvestment Fund. This is a $24 million investment that supports individuals making progress on their college and career plans.

The program's strategic framework, which encourages partnerships and co-enrollments, aligns with the state's broader "System Integration" strategic priority, and reflects Washington’s guiding principles and efforts to maximize the available resources among our partners. This strategic collaboration and integration of services can lead to tangible improvements in the lives of individuals and families striving to overcome poverty. It also demonstrates the state's commitment to creating opportunities for all citizens to achieve economic stability and success.

Appendix C. Re-Entry and Justice Involved Populations

In Washington State, the economic integration of individuals with arrest or conviction records is a critical concern, given that approximately 2.14 million residents—nearly a third of the adult population—have such records, with 1.9 million no longer involved with the criminal legal system​​. A disproportionate number of people impacted by criminalization and mass incarceration are Black, Indigenous and people of color (BIPOC) who experience collateral consequences that impede their ability to obtain an education, secure housing or find employment. This demographic represents a vast and untapped workforce, essential for addressing current labor shortages and meeting the ambitious goals set by federal funding initiatives such as the Infrastructure Investment and Jobs Act (IIJA), CHIPS and Science Act, and the Inflation Reduction Act (IRA).

The Workforce Board’s approach to workforce development for reentry and justice-involved populations is rooted in our guiding principles: closing economic disparities for marginalized populations and providing comprehensive support for those facing barriers to employment. Our strategic framework targets the creation of equitable training and employment opportunities, recognizing the unique challenges and barriers individuals face as they reintegrate into society and overcome biases, including housing discrimination, homelessness, and systemic racial disparities. Efforts to end these disparities are critical. In alignment with Governor Inslee’s Executive Order 1605, we are focused on building safe, strong, economically robust communities through successful reentry and continued support. Our strategy is to employ a multi-pronged approach that leverages federal funding, provides comprehensive support services, evaluates and builds on existing programs, creates customized employment pathways, fosters collaboration among various stakeholders, and involves the community in supporting the reintegration of justice-involved individuals. This approach will not only help individuals successfully re-enter society but also contribute to their continued success and the overall economic and social well-being of our communities.

This involves enhancing representation, inclusion, equity, and prosperity in the workforce. Over the next four years, we aim to provide pathways for success and opportunity, recognizing the strengths and areas for improvement within our current system. This includes creating more accessible employment opportunities that were historically unavailable to marginalized groups. We will focus on developing person-centered pathways for justice-involved individuals. This approach recognizes a lack of readily available and easily accessed resources and assistance programs for marginalized individuals. We also emphasize the importance of job coaching, mentoring, and training for sustained employment success.

Strategic Framework and Objectives (2024-2028):

• Data-Driven Employment Initiatives: Utilize the depth of data available to inform targeted employment programs, aligning with the inclusive goals of IIJA and other federal acts to bolster our workforce with qualified individuals who have been historically marginalized.
• Promote Equity and Economic Mobility: Implement strategies that address the disproportionate impact of overcriminalization on BIPOC communities, leveraging the support and vision of the Washington State Reentry Council to ensure these strategies translate into equitable opportunities.
• Integrating Services for Holistic Support: Central to our strategy is the integration of services spanning employment, health, housing, and family connections. This approach, guided in part by the work of the Washington Statewide Reentry Council, ensures that policies and programs across state agencies are harmonized to address the multifaceted needs of justice-involved individuals.
• PROWD Grant Utilization and Partnership Enhancement: Leveraging the Partners for Reentry Opportunities in Workforce Development (PROWD) grant, in partnership with the Employment Security Department (ESD) and the Workforce Development Council of Seattle-King County, is vital. This $10 million grant is dedicated to linking individuals exiting corrections custody in King County with essential re-entry and employment services.
• Collaborative Agency Approach: Agencies such as the Department of Corrections, Health Care Authority, DSHS, DCYF, and SBCTC play instrumental roles in providing comprehensive support. Our plan is to strengthen these collaborations, ensuring a cohesive support system.
• Evaluation and Enhancement of Current Programs: Over the next four years, we will continuously evaluate and enhance existing programs. For example, the PROWD grant's success will be measured by employment outcomes and public safety impacts, focusing on tailored job training and skills development initiatives to respond to the evolving labor market and specific needs of participants.
• Development of Customized Employment Pathways: Customizing employment pathways to meet individual needs, including addressing housing, mental health, and legal financial obligations, is a priority. These pathways will be aligned with current labor market demands.
• Public Awareness and Community Engagement: Increasing public awareness and community engagement is essential. This involves working with employers to encourage inclusive hiring practices and engaging community organizations in support of reintegration efforts.
• Yearly Milestones and Progress Evaluation: Each year, we will set specific milestones and evaluate progress in meeting these objectives, adapting strategies as needed to ensure the most effective support for re-entry and justice-involved populations.

Customer Story: A Journey of Transformation and Resilience

Meet John, a justice-involved individual whose journey encapsulates the essence of our system strategic priority and its profound impact on the reentry population. Incarcerated for over two decades, John's story is one of resilience, transformation, and a relentless pursuit of a second chance at life.

Early Years of Incarceration: During his initial years in prison, John navigated the complexities of his case and the intricacies of prison life. However, he soon realized that to forge a better future, he needed to invest in himself.

Transformation in Incarceration: Early in his incarceration, John embraced educational and treatment programs, through The Evergreen State College. His drive for self-improvement led him to initiate a permaculture program at the Monroe Correctional Complex. What began with just 200 worms expanded into a thriving project, managing over 10,000 lbs. of food waste and encompassing partnerships with local organizations such as the Snohomish Boys and Girls Club, and the DSHS Fircrest residential habilitation center. This initiative not only demonstrated his leadership but also his ability to contribute positively to the community.

Navigating Reentry: As John prepares transition to a reentry center in King County, his goals include securing employment and launching a non-profit in the environmental sector. Despite his progress, concerns about societal reintegration and being marginalized due to his past persist.

Evolving Needs: John's incarceration journey highlighted changing needs—from initial focus on personal growth and relationship repair to later stages requiring advanced education, vocational training, and mental health support to combat long-term incarceration effects.

Conclusion: John's journey underscores the necessity of a comprehensive support system that addresses the diverse needs of justice-involved individuals throughout their incarceration and reentry. His story is a compelling illustration of our strategic priority's role in facilitating successful societal reintegration, serving as a powerful reminder of the potential within each individual to transform their life.

Appendix D. Small Business Resiliency Network

The Small Business Resiliency Network (SBRN), a shining example of how guiding principles translate into tangible results, is supported by the Washington State Department of Commerce. In FY2023 SBRN partners provided approximately 20,000 businesses with direct technical assistance and reached 2.7 million people via outreach efforts. Their dedicated efforts are demonstrably closing economic disparities for marginalized populations, paving the way for a more equitable and prosperous future.  

Commerce has partnered with 30 trusted community organizations across Washington State to form the Small Business Resiliency Network (SBRN). This network removes obstacles by providing culturally and linguistically relevant assistance, ensuring all business owners including historically underserved small businesses get the support they need from people they trust.  

Over half of Washington business establishments have less than 10 employees.  The needs of small business are vast and varied. State agencies must do more to break down barriers to services and support. While many business owners have connections and resources that help them tap into government and philanthropic aid programs, enormous barriers prevent many minority-owned and historically underserved businesses and nonprofits from accessing those same programs. Commerce established the Small Business Resiliency Network to ensure business owners from all communities could be informed about important resources and programs available to them.   The Network's ongoing support includes:  

• Navigating resources: Guiding businesses through local, state, and federal support programs. 
• Digital Tools support: Helping businesses access technology  
• Workforce support: Helping businesses retain talent. 
• Culturally-appropriate technical assistance: Connecting businesses to vital resources in familiar languages and contexts. 
• Financial Empowerment: Launching a access to capital pilot program in 2024 to build credit for small business owners and foster inter-generational wealth within historically excluded communities.

In addition, the Network's feedback supports Commerce’s efforts to equitably administer its business support programs by reducing barriers to access:

• Simplified applications: Replacing essay questions with checkboxes for easier understanding. 
• Extended timelines: Allowing more time for outreach and technical assistance 
• Expanding business eligibility: Including businesses with ITIN or a tribal license  

With all the businesses served and millions reached, SBRN is a powerful example of how targeted support can empower equitable economic growth.

Appendix E. Poverty Reduction Work Group

Washington’s state strategic plan for workforce development, Talent and Prosperity for All (TAP), is designed to align with and amplify the Poverty Reduction Work Group's (PRWG) 10-Year Plan. This alignment underscores our shared commitment to dismantling poverty and building a just and equitable future for all Washingtonians.

At the heart of our strategies is the goal of preparing an educated and skilled workforce. This encompasses a commitment to making education and training programs accessible to everyone, especially among certain populations of youth and adults who are traditionally marginalized or face employment barriers. By integrating programs that span from early childhood education to postsecondary training and adult education, the TAP plan aims to build a robust talent pipeline that is responsive to the dynamic needs of Washington's economy. This is in sync with the PRWG's vision of eliminating systemic barriers to economic opportunities and ensuring that foundational needs are met for all citizens.

Washington’s TAP Plan, administered by the state’s Workforce Board, is explicitly aligned with three core strategies from the PRWG's blueprint:

• Strategy 2: Commit to fostering an inclusive decision-making environment, ensuring that those affected by poverty and inequality have equal power and influence.
• Strategy 3: Focus on enhancing economic opportunities through equitable income growth and wealth-building, specifically targeting people with low incomes.
• Strategy 8: Prepare Washingtonians for the future of work with a just transition, acknowledging and adapting to the evolving economic landscape.

The TAP Plan stands as a solid commitment to PRWG's overarching goals. By integrating PRWG's core strategies into the plan’s operations, we ensure that efforts towards economic empowerment and workforce development are not just aligned but are actively contributing to a state-wide effort. Our plan is a proactive approach to creating an environment where every Washingtonian has the opportunity for economic success and empowerment, paving the way for a prosperous, equitable, and resilient state for all.

Goals

(A) Goals for an Educated and Skilled Workforce

Our educational goals are designed with inclusivity at the forefront:

1. Inclusive Leadership and Engagement: Diverse voices are at the center of program development, particularly those from marginalized communities, allowing them to shape and influence the workforce strategies that affect their lives.
2. Accessible and Inclusive Education: Education and training programs are broadened to be accessible to all, with a deliberate focus on certain populations of youth and adults who are traditionally marginalized or facing barriers to employment.

(B) Goals for Meeting the Skilled Workforce Needs of Employers

Aligned with PRWG's objectives, including:

1. Industry Collaboration for Growth: Engage with industry leaders to align training programs with the dynamic needs of the job market, emphasizing diversity and agility in the workforce to stimulate innovation and productivity.
2. Advancement Pathways: Create clear pathways for career advancement, ensuring that training and education are directly applicable and valued by employers.

Appendix F. Health Care

Many Washingtonians struggle to receive necessary health care. There are not enough workers in critical positions across the health care system—particularly in rural areas of the state. Too few health care workers has burdened the existing workforce with higher patient loads, along with more individuals with complex conditions that require greater attention. Recruiting, retaining, and expanding Washington’s health care workforce is critical. At the same time, innovative staffing models will be needed to meet current and future challenges. 

While many Washingtonians are interested in healthcare careers, educational opportunities for some key occupations, such as nurses, remain limited with many more qualified applicants than seats available. Other roles, while in high demand from employers, are lower paying and experiencing lower student enrollments. That’s partly due to strong labor market for entry-level positions in other industries, including retail, that pay the same amount, but with fewer education requirements and other barriers to entry as health care.

In the 2022 Behavioral Health Workforce Assessment created by the Behavioral Health Workforce Advisory Committee highlights  low wages and high student debt as key factors behind a shortage of behavioral heath workers like counselors and social workers. This shortage has made access to care difficult for many Washington State families, as the demand for drug and alcohol counseling and mental health services has increased since the pandemic. The report recommends addressing these two barriers, helping clinics attract and retain staff, improving access to mental health services especially in underserved areas.

As the population ages, Washington residents will require more health care services—and more health care workers. The lack of front-line, and other types of trained health care workers, will only worsen as demand grows. The state needs to continue to actively recruit, train, and ultimately, retain workers in this sometimes high-turnover field.  The youth strategic priority in the Talent and Prosperity for All plan supports the next generation to find a strong, sustainable future in the health care workforce.  The credential transparency & expansion strategic priority contained within this plan can help remove barriers and create new pathways to necessary credentials in less time. 

The health workforce faces persistent challenges in retention, working conditions, and for some professions, wages – creating an environment where holding onto current healthcare workers can be difficult. Due to the interconnected nature of the health sector, staffing challenges in one area or facility can quickly lead to cascading impacts on other facilities and providers as well as patients not receiving timely care and experiencing worse health outcomes.

Health Workforce Council History and Role

More than two decades ago, the Workforce Board gathered a group of healthcare stakeholders to address growing concerns about personnel shortages in Washington’s healthcare industry. Former Governor Gary Locke directed the Workforce Board to create the Healthcare Personnel Shortage Task Force (Task Force). The Task Force developed a statewide strategic plan to address severe personnel shortages in the healthcare industry, and in January 2003, the Task Force released an action plan to tackle the growing gap between the number of trained healthcare professionals and the needs of Washington residents. The report, Healthcare Personnel Shortages: Crisis or Opportunity, was presented to the Governor and Legislature.

In 2003, the Legislature passed Engrossed Substitute House Bill 1852, directing the Workforce Board to continue gathering stakeholders to address healthcare workforce shortages. The intention of the plan was to provide a framework to help ensure a sufficient supply of trained personnel, with an emphasis on increasing diversity to better reflect the demographics of Washington’s residents, along with efforts to ensure that healthcare services were available everywhere, including rural and underserved communities. The bill also required an annual report to the Governor and Legislature, including updated recommendations to address healthcare occupations facing the most acute workforce shortages. In 2014, Task Force members voted to change their name to the Health Workforce Council to better reflect a new focus on the overall health of Washingtonians instead of just healthcare delivery.

Health Workforce Council Provided Staff Funding

In 2019, the Workforce Board received funding from the Legislature to staff the Council along with increased administrative support. The Workforce Board also received ongoing funding to support the Health Workforce Sentinel Network, which provides frequent, short surveys of Washington healthcare employers to identify emerging skills and signal changes in health workforce demand. This allowed the Council to take a greater role in connecting the educational community to on-the-ground workforce needs and to more fully explore a wider range of health workforce issues.

Council’s Roles Remain Critical

The Council’s main roles continue to be serving as a convening group for cross profession and facility discussions about the workforce, providing updates to policymakers on the number of qualified healthcare personnel (by education program) graduating from the state’s education and training programs, occupation-specific licensing data, where available, providing insight on the real-time workforce needs of area healthcare providers, and tracking the progress of newly implemented policy solutions. By bringing together a wide range of stakeholders to develop and advocate for sustainable solutions, the Council can identify key policy and funding priorities for the Governor, Legislature, and other policymakers and stakeholders.

Progress and New Strategic Priorities Areas for 2024-2028

The Health Workforce Council continued its work in 2023 to study and address topics affecting Washington’s healthcare workers, employers, and the education system with the goal of selecting key strategic priority areas for work in 2024-2028. The Council identified strategic priority areas that align with the strengths of the Council and fit well with opportunities in the current policy environment. Through multiple meetings, discussions, and a ranked choice voting process, Council members identified two strategic priority areas for work.

While many programs and efforts aimed at creating a workforce that reflects the demographics of the state have launched over the past 20 years, a foundational piece of this work remains incomplete. Washington has not had a complete understanding of the demographic make-up nor the geographic distribution of its health workforce.

In 2022, as part of addressing diversity in the health workforce, the Council recommended policymakers provide ongoing funding and the necessary authority to the Department of Health to support continuous collection of healthcare licensee demographic information. The collection effort was to include practice location and licensees' racial and ethnic identities as well as other information important to understanding the supply, distribution, and characteristics of the state’s health workforce and how those characteristics change over time.

During the 2023 session the Legislature passed House Bill 1503, sponsored by Rep. Marcus Riccelli, that requires healthcare professionals to provide a set of information to the Department of Health at the time of initial license application and review. The requirement will go into effect in January 2025. The information generated will help workforce planners, researchers, and policymakers understand to what degree Washington is making progress towards the goal of having a workforce that reflects the state’s population. These data will also enable better understanding of the distribution and practice characteristics of the workforce.  

The Council recognizes rural communities face challenges in the healthcare workforce that are different from those faced by urban communities, and strategies to address these challenges must be tailored to the unique needs of rural areas. Rural communities themselves are not homogeneous, with rural counties representing both the youngest and oldest populations in the state.^[1] The Council and its stakeholders also stress the importance of elevating the voices of rural communities to ensure equitable access to healthcare services and address workforce challenges effectively.

Examples of initiatives targeting rural areas might include developing sustainable education and training programs that allow youth and adults to remain in rural areas, examining successful rural-specific innovations implemented in other states, bringing expertise into rural communities, and exploring telehealth solutions that expand access without supplanting local healthcare resources.

2024-2025

Develop two subcommittees and determine goals within the identified strategic priority areas. Determine early strategies and recommendations for report and potential action by Legislators in 2025 session.

2026-2028

Educate policymakers and engage with partners to encourage implementation of initial recommendations. Continue work in subcommittees to develop additional strategies as needed.

[1] Office of Financial Management. (2022). Population by age, mapped by county. Retrieved Dec. 12, 2023.

Appendix G. Clean Energy Technology Workforce Advisory Committee

In the Spring of 2023, the Washington legislature passed comprehensive Climate and Clean Energy service and workforce programs legislation which Governor Inslee signed into law.  The focus of the legislation, (HB 1176) is to develop opportunities for service and workforce programs to support climate-ready communities.

The legislature and Governor recognized that climate change is one of the greatest challenges facing the state and the world today, and that we must mobilize Washington's young adults, veterans, and workforce to create the clean energy economy and strengthen our communities and ecosystems in the face of climate impacts.

The legislation acknowledges that service work provides a unique opportunity to mobilize young adults and veterans to build clean energy and climate-resilient communities, economies, and ecosystems. Growing equity-centered, climate-related service programs and addressing critical gaps in service opportunities will broaden access to service, ensuring that young adults and veterans of all backgrounds, especially from overburdened communities and vulnerable populations, can serve. As such, the Climate Corps Network, CCN, was created to adopt an AmeriCorps type program utilizing the existing Serve Washington infrastructure. 

In addition, the legislature and Governor Inslee agreed that as our state transitions away from a fossil fuel-based economy, we must do so in a way that fosters innovation, investment, and growth in clean energy technology sectors and jobs so our businesses, workforce, and communities can thrive. As state, federal, local, and tribal governments implement policies to mitigate the destructive forces of climate change, there will be consequences for Washington's businesses, workers, and communities. Accomplishing an equitable transition will require identification of future industry occupations and skill needs, the existing workforce's transferrable skills to meet those needs, and the gaps that need to be addressed through training and education. The state must also provide support in the transition for workers and communities experiencing declining jobs and revenues associated with high-emission technologies. The legislation requires Washington’s Workforce Board to establish a clean energy technology advisory committee, (CETWAC or Advisory Committee), and to evaluate clean energy technology workforce needs and make recommendations to the governor and legislature.

The first report of the Advisory Committee to the legislature focused on two recommendations:

 Policymakers fund grant development and grant management capacity at state and local agencies, tribes, postsecondary education and technical programs, as well as registered apprenticeship programs, to best leverage available federal funding opportunities focused on clean energy technology workforce needs. This new capacity will enable local partnerships between government, labor, business, and others to plan, solicit, and implement clean energy workforce activities. CETWAC recommends policymakers at the state, local and federal level act to address delays, and work to improve the predictability of the permitting process to help business, labor, and communities plan for their workforce needs.

The Advisory Committee was asked to support incumbent workers, by identifying existing skills possessed by current workers needed in the clean energy economy as well as investigating new skills needed to prepare both new and incumbent workers for clean energy technology careers.  As our state moves toward net-zero greenhouse gas emissions, we may find ourselves with workers from high emission sectors with impacts to their careers or the communities in which they live.  The Advisory Committee was tasked to conduct a feasibility study of the path to retirement for near retirement workers in the fossil fuel industry to explore pathways to maintain their medical and retirement benefits as they transition to retirement.

In the next biennium the advisory committee will focus on gathering data regarding the capacity of existing education and training programs, including registered apprenticeships, to meet the anticipated increase in clean energy workers in need of upskilling, or additional training, and make recommendations, if needed, for new pathways and programs. The Advisory Committee also seeks to assemble a crosswalk of transferrable skills from traditional industries to clean energy technology careers.

Appendix H. Washington State's Tech Hubs: Aerospace, Hydrogen, and Timber

Washington State is emerging as a key player in the national innovation landscape, with the establishment of significant Tech Hubs in aerospace, hydrogen, and timber technologies. These hubs are part of a broader strategy to bolster the state's economy, create high-quality jobs, and advance technological leadership in critical sectors. These hubs have gained momentum through federal funding opportunities like the CHIPS and Science Act, Infrastructure Investment and Jobs Act (IIJA), and Inflation Reduction Act (IRA). By securing these investments, Washington is not only reinforcing its technological and economic competitiveness but also ensuring the creation of a future-ready workforce equipped to handle the demands of these advanced industries. 

Aerospace Tech Hub: The American Aerospace Materials Manufacturing Center (AAMMC)

The AAMCr has been designated as a key aerospace Tech Hub, selected as one of the 31 inaugural Tech Hubs across the nation. This hub, part of the Regional Technology and Innovation Hubs Program, is set to revolutionize aerospace manufacturing by focusing on advanced thermoplastic composite materials. Its strategic location, the Spokane-Coeur d’Alene aerospace corridor, houses 900 aerospace manufacturers within a 300-mile radius and leverages the regional strength in aerospace manufacturing. The consortium includes significant players like Boeing, Lockheed Martin, and Raytheon and emphasizes upskilling the current workforce and focusing on underrepresented communities, aligning with the broader workforce development goals of the state. Key objectives of the AAMMC include:

• Developing a world-class testbed for manufacturing next-generation aerospace materials and parts.
• Fostering collaboration between educational institutions, industry leaders, and workforce training organizations.
• Driving innovation in high-rate production techniques to ensure the U.S. regains its position as a leading supplier of aerospace components.

 Pacific Northwest Hydrogen Hub

The Pacific Northwest was named one of seven regional hydrogen hubs in the US, receiving a $1 billion grant from the US Department of Energy. to become a leader in hydrogen technology, supported by the U.S. Department of Energy’s funding initiative. This Hydrogen Hub aims to leverage the region's abundant clean energy resources, promoting the development and use of electrolytic hydrogen. This initiative will significantly contribute to the decarbonization of heavy industries, fitting into Washington's larger sustainability and clean energy agenda. The Pacific Northwest hydrogen hub is expected to create more than 10,000 jobs – 8,050 in construction and 350 permanent positions. The Clean Energy Technology Workforce Advisory Committee (CETWAC) at the Workforce Board supports this effort.

Pacific Northwest Mass Timber Tech Hub

The Mass Timber Tech Hub, led by Oregon State University (OSU), seeks to innovate in sustainable forest products and manufacturing, benefiting Washington's legacy timber industry. A memorandum of understanding between OSU and Washington State University enhances a regional collaboration that extends across state lines, for the use of sustainable manufacture of mass timer products and utilizing low-value timber to produce high value products. The Washington State Workforce Board actively supports the Mass Timber Tech Hub's focus to expand the workforce development pipelines while collaborating with industry to support inclusive access to training in all communities.  We’ve joined the Timber Hub Network to provide  workforce assistance. 

Collaboration and Workforce Development

Central to these initiatives is the emphasis on collaboration among industry, academia, and government entities. The focus is on aligning education and workforce training with the needs of these emerging industries. The Board's collaborative efforts with various stakeholders - including industry leaders, educational institutions, and government entities - underscore its commitment to fostering inclusive growth and equipping the workforce with future-ready skills and plays a crucial role in ensuring the alignment of training programs with industry needs and supporting the creation of high-quality jobs in these high-demand sectors.

Funding and Future Prospects

These hubs have gained momentum through federal funding opportunities like the CHIPS and Science Act, Infrastructure Investment and Jobs Act (IIJA), and Inflation Reduction Act (IRA). By securing these investments, Washington is not only reinforcing its technological and economic competitiveness but also ensuring the creation of a future-ready workforce equipped to handle the demands of these advanced industries. The Washington workforce system remains committed to ensuring Washington is in the best position possible to compete for historic federal funding available through the CHIPS and Science Act, Infrastructure Investment and Jobs Act (IIJA), Inflation Reduction Act (IRA), and other opportunities instituted by the Biden-Harris administration.

Appendix I. Job Skills Program (JSP)

Washington’s Job Skills Program (JSP) provides customized training for current Washington workers (incumbent workers) to help them stay competitive in a changing job market.

JSP prioritizes funding for regions with high unemployment, poverty, and/or new and growing industries. It offers customized training programs to equip workers with the skills they need to adapt and remain employed, even if their current role is impacted by technological advancements or economic shifts.

Washington faces significant workforce disruption. Businesses struggle to find qualified workers, while many job seekers and employees lack some of the specific technical skills employers need. This gap is driven by rapid changes in technology, automation, globalization, and environmental concerns, all impacting workplace practices. The pandemic has exacerbated these issues, leading to unprecedented labor market disequilibrium. JSP helps address this challenge by providing skill trainings customized to meet employer and worker needs and reducing skills mismatches.

JSP offers dollar-for-dollar matching grants to support customized training costs. Partner employers contribute their match through cash, in-kind contributions, or a combination of both. Wages and benefits paid to employees during their training activities count toward the match. Businesses with reported Gross Business Income of less than $500,000 are exempt from the dollar-for-dollar match but must still contribute an amount equal to the wages and benefits paid during training. In the 2021-23 biennium, the private sector invested $1.29 for every $1 of the state’s investment, demonstrating a strong 129% match of state funds.

The JSP program reflects the state's commitment to:

• Foster collaboration between businesses/industries and educational institutions.
• Expand skills training programs aligned with current employment needs.
• Ensure skill training programs are regionally accessible and benefit diverse business sectors.

In partnership with the state’s 34 community and technical colleges and other eligible post-secondary institutions, JSP offers three types of training projects to enhance business competitiveness and increase employment opportunities:

1. New Employee Training: Provides training for prospective employees before a new business opens or an existing one expands. JSP prioritizes training for unemployed individuals, victims of layoffs, public assistance recipients, and underrepresented groups (women, minorities, older workers, individuals with disabilities).
2. Retraining: Offers training for current employees at risk of job loss due to changing skills requirements. This training helps both employees retain their jobs and businesses stay competitive.
3. Upgrade Training: Provides training opportunities for current employees at all levels, based on the training topic. Successful completion should qualify employees for promotions or pay increases, as per company policies.

JSP works to support a wide range of industries based off need. The 2021-23 Job Skills Biennial Report details the 126 projects awarded for that biennium, 82% of which were in Manufacturing (Aerospace, Wood/Paper/Food Production Processing, etc.) and 18% other sectors (Agriculture, Construction, Hospitals & Medical Services, Etc.). Across those projects, nearly 8,200 employees were trained in 1,200 courses. Businesses served ranged from 1-30 employees (26% of projects) to businesses with more than 200 employees (30% of projects).  Each JSP project tracks and reports performance information, allowing a comprehensive understanding of impact, and noting that the full impacts of training are not always realized before the reporting period ends.  

By equipping Washington workers with in-demand skills, Washington’s Job Skills Program (JSP) is directly addressing skill gaps and ensuring a competitive workforce.

Appendix J. Community Reinvestment Project

In 2022, the Washington State Legislature set aside $200 million in the Community Reinvestment Account for the Department of Commerce to invest in communities disproportionately harmed by the historical design and enforcement of state and federal criminal laws and penalties for drug possession (commonly referred to as the “war on drugs”). Before authorizing Commerce to distribute this funding, the Legislature directed the agency to develop a Community Reinvestment Plan (CRP) to guide funding distribution from the Community Reinvestment Account to address racial, economic, and social disparities

The Community Reinvestment Project will back 17 grant programs across four agencies: the Department of Commerce, Office of Equity, Employment Security Department, and Office of Civil Legal Aid. Funds will be allocated to support economic development, legal assistance, violence prevention, and reentry services.

Economic Development: $138 million for asset building Investments: subsidized lending, financial assistance, outreach and support and workforce development.

Violence Reduction: $30 million for prevention and intervention programs, including Community Healers, Youth Sports, and Barber/Beauty Shop health navigation programs.

Reentry Services: $12 million for community-based organization programs to support formerly incarcerated individuals with housing, employment, education, transportation, legal aid and other services.

Legal Assistance: $8 million for outreach and education to support the vacating of criminal records and legal financial obligations relief.

The harm from unjust practices requires healing and action – recognizing the structural racism embedded in the historical design and enforcement of state and federal crime laws and penalties for drug possession. This means being explicit that historical policies targeted Black, Tribal members, and Latine residents of Washington and funding must be prioritized to begin to undo this harm in these communities.

As directed by the Legislature, the Community Reinvestment Plan includes several ways to promote job creation and job retention for long-term economic benefit. In partnership with ESD, Local Workforce Development Boards, and “By and For” organizations, the CRP is allocated the following resources:

• Career Accelerator Incentives $10 million
• Business Support $15 million
• Individual Development Accounts $25 million

By and For Organizations

To successfully implement the Community Reinvestment Plan in collaboration with By and For organizations who are operated by and for the communities they serve, with a primary mission of catering to specific communities and being culturally based. They are directed and controlled by individuals from the targeted population, embodying the community's central cultural values. The rationale behind engaging with these organizations lies in promoting inclusivity, representation, and community empowerment. Agencies are encouraged to provide evidence of partnerships and endorsements from By and For organizations to ensure authentic community involvement and better address the diverse needs of marginalized communities.

Program Summary:

The Economic Security for All (EcSA) Career Accelerator Incentive provides $10 million in EcSA incentive payments to help low-income individuals stay on a career pathway leading to a living wage career, with a focus on Black, Latino and Indigenous communities and equity. Priority will be given to individuals above 200% of FPL. Those below their self-sufficiency wage are also eligible based on local program justification. Local Workforce Development Boards will develop local policies and leverage their existing EcSA funding to provide additional services, such as navigation, career planning, training, supportive services, paid work experience, and career placement.

The EcSA Business Support grant program supports Black, Tribal, and Latine businesses participate in the Workforce Innovation and Opportunity Act (WIOA) while providing job seekers with the skills and experience to secure long-term employment. With $15 million in funding, business navigators provide businesses with access to existing state systems that can help their company and employees thrive. Our program also provides recruitment of local talent, hourly pay for training, subsidized on-the-job training, equipment purchases, and training by colleges or other providers.

The Individual Development Accounts (IDA) program provides matched savings accounts up to $10,000 to participants, using their savings from earned income for the following qualified purchase: acquisition cost for a first home, postsecondary education expenses, or business expenses for self-employment. To participate in the program, individuals must undergo financial education and coaching to develop the skills and knowledge necessary to effectively manage their finances and achieve their savings goals. IDAs have the potential to have a significant positive impact on the financial well-being of impacted individuals and communities, promoting economic mobility and stability.

Appendix K. Workforce Development System Stakeholder Survey

In October 2023 the Workforce Board published an online survey aimed at gathering broad stakeholder input about Washington’s publicly funded workforce system.

The survey was announced to the Washington news media and shared frequently with partners and stakeholders, electronically and in person at a variety of public meetings. The survey was also shared widely on the agency’s social media accounts, featured prominently on the website, and included in staff email signature blocks.

Survey Goal

The following introduction highlights the connection between the survey and Talent and Prosperity for All:

The Workforce Board seeks your input as we develop the strategic plan for workforce development services in Washington. Workforce development services help people find, prepare for, and maintain employment. The plan, called “Talent and Prosperity for All” or “TAP,” provides the roadmap for improving services over the next four years. It also helps employers find workers with the skills they need to stay competitive. We’re interested in learning what you think about the public workforce development system and how it can be improved. This system manages about $1.3 billion in state and federal funds each year to train, educate and support nearly 480,000 workers and students.

Response

The survey received 542 responses as of Jan. 18, 2024:

• 252 respondents have had experience working within the public workforce development system
• 173 respondents currently represent employers
• 33 respondents have accessed public workforce services as a job seeker

Survey Highlights

This survey supports the urgency around hiring and workforce issues frequently discussed by Washington employers.

Results include:

• 93% of employers who took the survey say it is difficult to hire and retain workers
• The severity of the recruitment and retention challenge was reported as 3.9 on a 5-point Likert scale
• 28% of employers hire from the publicly funded workforce system
• 64% of employers found it difficult to navigate publicly funded workforce services in the past

Top services used by employer respondents

Employers reported using the following services:

1. Recruiting Job Seekers
2. Job Fairs
3. Jobs Skills Program

Also, 52% of employers found services ineffective.

Respondents that identified as jobseekers

The survey also captured experiences of job seekers, or those looking for work.

Results include:

• 57% of job seekers know how to find public services to help them find a job or get a better job
• 32% of job seekers have used public services to find a job or get a better job
• 60% found these public services difficult to navigate
• 60% found these services, when accessed, effective

The survey also included several opportunities for open-ended responses to questions. Those responses are included in this attachment.

Two notable highlights from these written comments refer to affordable housing and childcare as challenges facing stakeholders.

There were also comments suggesting the government should not play a role in the workforce system, and there were comments about areas for improvement with specific partner agencies and services.