2014 Owdc Executive Committee Meeting Packet

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE MEETING

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force DATE: Wednesday, January 15, 2014 VICE CHAIR D. M. DELABARRE, Secretary/Treasurer TIME: 9:30 a.m. – 12:00 p.m. BaRay Event Services, Inc. LOCATION: Via WebEx LARRY EYER, Executive Director Kitsap Community Resources

MARGARET HESS, Kitsap Administrator Washington State Employment Security ______Dept.

MARC LAWRENCE, Relationship Manager US Bank Business Banking

KELLIE LETEXIER, SVP/Chief Operations Officer Kitsap Credit Union A G E N D A

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of 1. Approval of Executive Committee Summary Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont a. October 23, 2013 (Attachment 1.a.)

CORDI FITZPATRICK, HR Director Armstrong Marine, Inc.

DUANE FOLDEN, Owner 2. Discussion/Action Items Express Employment Professionals

DAVID FREDERICK, President/Director The Coffee Oasis a. Status of Industry Cluster Panel for Advanced Manufacturing ELAINE GENTILO, Human Resources Director (Composites) and Aerospace First Federal

WILLIS, GOODENOUGH, HR Manager b. Learning Express Software Decision Status Port Townsend Paper Company c. Transit to Twelve Trees DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation

LISA HEAMAN, Principal West Hills S.T.E.M. Academy 3. Operations

DEB HOWARD, HR Coordinator City of Port Orchard

GREG LYNCH, Superintendent a. Olympic WorkSource Performance Report for PY 13, Qtr. 1 Olympic Edu. Service Dist. #114 (Attachment 3.a.) DR. DAVID MITCHELL, President Olympic College

RICHARD NEWMAN, Asst. Administrator HR Olympic Medical Center 4. Other Business

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

CATHY PRICE, Corporate HR Manager a. Extended Unemployment Insurance Nippon Paper Industries USA, Co. b. Roster (Attachment 4.b.) DR. LUKE ROBINS, President Peninsula College (1) Recruitment of New Members (Business/EDC)

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council c. 2014 Meeting Calendar (Attachment 4.c.)

LINDA ROTMARK, Exec. Director d. WIA Reauthorization/Funding Update Clallam Economic Development Council

MARGARET SWIGERT, Administrator e. Conferences –NAWB 2014 Forum MAR 29-APR 1 2014 CSO, DSHS

GEOFFREY WOOD, Manager Profile Composites, Inc. 5. Next OWDC Meeting (Tuesday, February 11, 2014 – Cedars at

KYRSTEN WOOSTER, HR Generalist The Doctors Clinic Dungeness, Sequim)

BOB ZINDEL, President Olympic Labor Council 5. Adjourn

Attachment 1.a. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL EXECUTIVE COMMITTEE SUMMARY OCTOBER 23, 2013

ATTENDANCE: Larry Eyer, Margaret Hess, Kellie LeTexier (by phone), Julie Tappero. Staff: Doug Washburn, Bob Potter, Jim McKenna and Che Che Murphy.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, October 23, 2013, at Kitsap County Department of Human Services. Julie Tappero, Chair, called the meeting to order at 9:40 a.m.

APPROVAL OF AGENDA AND SUMMARY

The Executive Committee’s Agenda was approved as follows.

ACTION: Larry Eyer moved to approve the August 14, 2013 Executive Committee Summary as presented. Margaret Hess seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

 Employer Skill Panel for Advanced Manufacturing/Composites Industry Sector

The Olympic Consortium Board is encouraging Consortium staff to establish an employer skill panel based on the advanced manufacturing/composites industry sector in our three counties. An Employer Skill Panel for Advanced Manufacturing and Composites was being planned for November 19, 2013. Doug Washburn is recommending holding off on the Employer Skills Panel until the first quarter of 2014 in order to have time complete an employers survey, then follow-up with employers after the survey has been completed, and compile the data so that it will be informative and worthwhile for employers. Doug will provide a bullet release on why the Employer Skills Panel is being rescheduled. Other items discussed: Survey to Composite employers; follow-up with employers who completed the survey; reschedule skills panel until February; hold skills panel in the morning for convenience of employers; and capturing the event.

 Certification of WorkSource Centers and Affiliates

Jim McKenna provided an overview on the certification process. He then reported on the Kitsap WorkSource Center, Clallam WorkSource Center and Kitsap Community Resources Affiliate certification findings. After review and discussion of each certification report, the following action was taken:

ACTION: Kellie LeTexier moved to recommend that the Olympic Workforce Development Council approve the certifications for the Kitsap WorkSource Center, Clallam WorkSource Center and the Kitsap Community Resources Affiliate Site as presented. Larry Eyer seconded the motion. Motion carried unanimously.

 NAWB Conferences: After review and discussion on the 2014 NAWB Conference Budget, the following action was taken to approve $10,884 to send 1/OCB-BOC, 1/staff; 2/Council members to the conference:

ACTION: Larry Eyer moved that the Olympic Workforce Development Council approve the Budget for attendance to the National Association of Workforce Boards as presented. Kellie LeTexier seconded the motion. Motion carried unanimously.

 2014 Calendar: After review of the 2014 Calendar for the OWDC/Executive Committee meetings, the following action was taken:

ACTION: Kellie LeTexier moved that the Olympic Workforce Development Council’s 2014 Calendar be approved as presented. Margaret Hess seconded the motion. Motion carried unanimously.

 Learning Express Software Evaluation and Decision: After review and discussion, the members decided to table while Jim McKenna checked into whether the vendor provided training and after the initial cost of $1,500 for the first year, what is the cost starting with the second year.

 OPERATIONS

 Federal Performance

Reviewed the Federal Performance Measure Summary for PY 2013, 1st Quarter ending September 30, 2013. Performance targets are at 100% or over. Grant expenditures for youth, adult and dislocated workers are all on target.

OTHER BUSINESS

 Membership: The committee reviewed the OWDC Roster and discussed the following:

Lisa Heaman, West Hills S.T.E.M. Academy is replacing Thomas Mosby in the K-12 slot. Business members are also being recruited.

 Manufacturing Day for High School Students: Julie discussed how counties are putting on a manufacturing day where high school students visit various manufacturing companies in order to draw attention to the highly skilled jobs in . manufacturing. It was agreed that this could be a topic to have at the employer skill panel which has been rescheduled for sometime in February.

 Transit to the Twelve Trees Business Park: Julie recommended that the OWDC partner with Twelve Trees Business Park owners and make an appointment to talk with the appropriate bus transit staff on getting a bus stop at the business park. It was suggested to ask the bus transit staff to meet at Twelve Trees Business Park. Doug will also talk to John Glauson, about attending the meeting and Julie will talk to the owners of Twelve Trees Business Park to see if they would be interested in hosting a meeting.

 WIA Reauthorization: Senator Murray introduced a new bill to reauthorize WIA. Murray’s bill preserves the structure of the program and there are no significant changes in the new bill. Nothing new to report.

OWDC Full Council Meeting

The next OWDC Full Council Meeting will be held on Tuesday, November 19, 2013 at Kitsap Conference Center, Bremerton, WA. Julie suggested having SHRM members be guest panelists at the next meeting. SHRM members are human resources professionals and could provide a discussion on key issues facing employers today.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned.

Attachment 3.a. Olympic WorkSource Performance Report for the Quarter Ending December 31, 2013 Performance on Federal Standards - 9/30/13

100%

Grant Expenditures Expended Available % of Target of % Current Grants $3,175,498 $5,785,016 All Grants $63,364,949 $67,671,716

Job Seeker Services* December 2012 December 2013 % Change from 2012 Contractor Performance All Customers 2,865 2,331 -19% Unemployment Insurance Claimants 875 444 -49% WIA Youth Veterans Served 235 168 -29% All Counties Actual Plan Plan % WorkFirst Customers 77 79 3% Total Participants 96 95 101% Exited 28 26 108% Placed 14 13 108% Expenditures $195,913 $250,397 78% Employer Services* December 2012 December 2013 % Change from 2012 Kitsap Community Resources - WIA Adult Kitsap County Employers Served 41 50 22% Total Participants 41 45 91% New Job Openings 126 294 133% Exited 22 25 88% Jobs Filled 78 188 141% Placed 16 12 133% Expenditures $56,520 $83,811 67% WIA Adult Unemployment Rates Total Participants 170 168 101% November 2012 November 2013 % Change from 2012 Exited 50 61 82% Clallam County 9.1% 8.5% -7% Placed 40 45 89% Jefferson County 8.7% 8.2% -6% Expenditures $124,568 $192,621 65% Kitsap County 6.6% 6.1% -8% WIA Dislocated Workers State 7.2% 6.5% -10% Total Participants 163 183 89% Exited 60 95 63% Placed 45 63 71% Expenditures $176,156 $282,324 62% Note: Does not include December expenses.

Attachment 3.a. WIA Federal Performance Measures for September 30, 2013 WIA Formula Programs

Wash State Employment Security Department Performance Measures Actual Target % of Target* Adults Year Adult Employment 83.3% 80.7% 103.2% Kitsap County Adult Actual Plan % Plan Plan % Plan Adult Retention 84.4% 80.7% 104.6% Participants 70 60 117% 80 88% Adult Earnings $13,960 $14,105 99.0% Exits 29 35 83% 68 43% Dislocated Worker Employment 89.0% 85.7% 103.9% Placed in a Job 23 24 96% 58 40% Dislocated Worker Retention 86.5% 80.9% 106.9% Expenditures $ 68,146 $ 99,246 69% $192,574 35% Dislocated Worker Earnings $18,578 $18,950 98.0% Youth Certificate 66.7% 73.9% 90.3% Clallam County Adult Youth Numeracy/Literacy 57.1% 38.2% 149.5% Participants 48 50 96% 70 69% Youth Employment 75.4% 71.3% 105.8% Exits 16 22 73% 60 27% *Note: 80% is minimum for acceptable performance Placed in a Job 15 18 83% 51 29% WIA Formula Programs Expenditures $ 45,136 $ 70,583 64% $141,267 32%

Olympic Educational Services District Qtr Year Jefferson County Adult Kitsap County Youth Actual Plan % Plan Plan % Plan Participants 11 13 85% 13 85% Participants 65 66 98% 93 70% Exits 5 4 125% 11 45% Exits 18 16 113% 38 47% Placed in a Job 2 3 67% 9 22% Placed in a Job 7 8 88% 19 37% Expenditures $ 11,286 $ 22,792 50% $46,501 24% Expenditures $127,703 $164,931 77% $330,622 39% Clallam County Youth Dislocated Workers Participants 23 24 96% 34 68% Kitsap County DW Exits 9 8 113% 17 53% Participants 123 115 107% 154 80% Placed in a Job 6 4 150% 9 67% Exits 48 70 69% 131 37% Expenditures $44,890 $61,279 73% $122,823 37% Placed in a Job 35 45 78% 111 32% Jefferson County Youth Expenditures $ 117,226 $ 188,964 62% $377,982 31% Participants 8 5 160% 9 89% Exits 1 2 50% 5 20% Clallam County DW Placed in a Job 1 1 100% 3 33% Participants 36 56 64% 77 47% Expenditures $23,320 $24,187 96% $49,539 47% Exits 10 20 50% 65 15% Placed in a Job 8 15 53% 56 14% Kitsap Community Resources Qtr Year Expenditures $ 47,962 $ 71,026 68% $142,079 34% Kitsap County Adult Actual Plan % Plan Plan % Plan Participants 41 45 91% 65 63% Jefferson County DW Exits 22 25 88% 35 63% Participants 4 12 33% 15 27% Placed in a Job 16 12 133% 28 57% Exits 2 5 40% 13 15% Expenditures $56,520 $83,811 67% $161,359 35% Placed in a Job 2 3 67% 11 18% Expenditures $ 10,968 $ 22,334 49% $44,661 25%

Note: Does not include December expenses. Note: Does not include December expenses.

Attachment 3.a. Community Partnership Grant for Laid-Off State Workers Grant Expenditures Title Spent Total % Spent End Date Actual Plan % Plan FY 2014 Adult 31,232 605,671 5.2% 06/30/15 Enrollments 6 7 86% FY 2014 Dislocated Worker 4,359 587,805 0.7% 06/30/15 Placements 4 4 100% FY 2014 Admin Cost Pool 0 132,609 0.0% 06/30/15 Expenditures $ 22,413 $ 28,000 80% PY 2013 Youth 219,068 602,743 36.3% 06/30/15 PY 2013 Adult 7,452 16,686 44.7% 06/30/15 PY 2013 Dislocated Worker 13,586 88,568 15.3% 06/30/15 PY 2013 Admin Cost Pool 0 78,667 0.0% 06/30/15 Community Jobs 623,642 1,361,176 45.8% 06/30/14 FY 2013 Adult 532,956 550,708 96.8% 06/30/14 FY 2013 Dislocated Worker 539,640 542,581 99.5% 06/30/14 FY 2013 Admin Cost Pool 121,345 121,477 99.9% 06/30/14 Community Jobs (CJ) Programs Performance PY 2012 Youth 593,104 593,104 100.0% 06/30/14 Kitsap Community Resources PY 2012 Adult 45,488 45,488 100.0% 06/30/14 Actual Plan % Plan PY 2012 Dislocated Worker 116,816 116,816 100.0% 06/30/14 Enrollments 124 614 20% PY 2012 Admin Cost Pool 83,934 83,934 100.0% 06/30/14 Expenditures $ 595,157 $ 1,615,669 37% Dislocated Worker Training Grant 112,502 0 #DIV/0! 04/30/15 Community Partnership Grant 22,413 28,000 80.0% 01/31/14 Note: Does not include December expenses. Air Washington 107,961 228,983 47.1% 09/30/14 Open Grants Total $3,175,498 $5,785,016 54.9% Note: Does not include December expenses.

Grand total $63,364,949 $67,671,716 93.6%

Attachment 4.b.

Olympic Workforce Development Council Membership January 2014

. Council Member’s Name, Title, Business and Address Phone Fax E-Mail Type of Association Alternate Member Information Term Dates BUSINESS (15 Members Required [51% of Membership] – 16 Members) 1 Monica Blackwood, Director Of Phone 360-362-1435 Business Administration Fax 360-792-1435 Rice Fergus Miller E-mail [email protected] 2/22/13 – 2/21/16 275 5th Street Bremerton, WA 98337 2 Annette Crawford, Administrator Phone 360-876-4461 Business Stafford Healthcare Ridgemont Fax 360-876-4837 2051 Pottery Avenue E-mail [email protected] 2/22/13 – 2/21/16 Port Orchard, WA 98366 3 Vice-Chair (OWDC) Phone 360-683-1507 Business (Small) D.M. (Del) DelaBarre, Fax 360-683-6654 Secretary/Treasurer E-mail [email protected] 7/1/11 – 6/30/14 BaRay Event Services, Inc. P. O. Box 4090 203 S. 4th Avenue Sequim, WA 98382 4 Cordi Fitzpatrick, HR Director Phone 360-457-5752 Business Armstrong Marine, Inc. Fax 151 Octane Lane E-mail [email protected] 9/30/11 – 9/29/14 Port Angeles, WA 98362 5 Duane Folden, Owner Phone 360-452-1253 Business Express Employment Professionals Fax 360-452-1514 1128 E. Front Street E-mail [email protected] 2/15/11 – 2/14/14 Port Angeles, WA 98362 Alternate Sean McCuin 6 David O. Frederick, Phone 360-373-0461 Business (Small) President/Director Fax The Coffee Oasis E-mail [email protected] 2/16/12 – 2/15/15 822 Burwell Street Bremerton, WA 98337 7 Elaine Gentilo, HR Director Phone 360-417-3107 Business First Federal Fax P. O. Box 351 E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98362 8 Willis Goodenough, Human Phone 360.379.2155 Business (Substantial) Resources Manager Fax 360.379.2102 Port Townsend Paper Company E-Mail [email protected] 5/24/13 – 5/23/16 160 Foxfield Drive Cell Port Townsend, WA 98368 9 Marc Lawrence, Relationship Mgr. Phone 360-683-3366 Business (Substantial) US Bank Business Banking Cell 360-402-6939 101 West Washington Fax 9/18/12 – 9/17/15 Sequim, WA 98382 E-mail [email protected] 10 Kellie LeTexier, SVP/Chief HR Phone 360-662-2000 Business (Substantial) Officer Fax 360-662-2127 Kitsap Credit Union E-mail 360-662-2088 5/30/11 – 5/29/14 P. O. Box 990 [email protected] Bremerton, WA 98337 11 Richard Newman, Assistant Phone 360-417-7708 Business (Substantial) Administrator, HR Fax 360-417-7307 Olympic Medical Center E-mail [email protected] 2/15/11 – 2/14/14 939 Caroline Street Port Angeles, WA 98362 12 Cathy Price, Corporate HR Manager Phone 360-565-7048 Business Nippon Paper Industries USA, Co. Fax 360-457-2875 LTD E-mail [email protected] 11/30/12 – 11/29/15 1022 E. 8th Street Port Angeles, WA 98362 1

Attachment 4.b.

Olympic Workforce Development Council Membership January 2014

. Council Member’s Name, Title, Phone Fax E-Mail Business and Address Type of Association Alternate Member Information Term Dates 13 Chair (OWDC) Phone 253-853-3633 Business (Small) Julie Tappero, President Fax 253-857-6652 West Sound Workforce E-mail [email protected] 6/20/12 – 6/19/15 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335 14 Geoffrey Wood, Manager Phone 360-620-2888 Business Profile Composites Fax 1945 Laurie Vei Loop E-Mal [email protected] 2/17/12 – 2/16/15 Poulsbo, WA 98370

15 Kyrsten Wooster, HR Generalist Phone 360-782-3648 Business – (Large) The Doctors Clinic Fax 360-782-3689 9021 Ridgetop Boulevard NW E-Mail [email protected] 12/6/13-12/5/16 Silverdale, WA 98383 ECONOMIC DEVELOPMENT (1 Member Required - 2 Members) 1 Linda Rotmark, Exec. Director Phone 360-457-7793 Economic Development Clallam Economic Development Fax 360-452-9618 Council E-Mail [email protected] 3/20/12 – 3/19/15 102 E. Front P. O. Box 1085 Port Angeles, WA 98362 2 John Powers, Executive Director Phone 360.377.9599 Economic Development Kitsap Economic Development Fax Alliance E-Mail [email protected] 9/18/11 – 9/17/14 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate E-Mail [email protected] Kathy Cocus EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent Phone 360-478-6880 Education (K-12) Olympic Edu. Service Dist. #114 Fax 360-478-6869 105 National Avenue N. E-mail [email protected] 6/20/12 – 6/19/15 Bremerton, WA 98312 2 Lisa Heaman, Principal Phone 360-473-4600 Education (K-12) West Hills S.T.E.M. Academy Fax Bremerton School District E-mail [email protected] 12/06/13 – 12/05/16 520 S National Avenue Bremerton, WA 98312 EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President Phone 360-417-6200 Education (Postsecondary) Peninsula College Fax 360-417-6220 1502 E. Lauridsen Blvd. E-mail [email protected] 9/13/11 – 9/12/14 Port Angeles, WA 98362

Alternate Phone 360-417-6235 Dr. Mary O’Neil-Garrett Fax 360-417-6383 Vice President of Education E-mail [email protected] 2 Dr. David Mitchell, President Phone 360-475-7100 Education (Postsecondary) Olympic College Fax 360-475-7104 1600 Chester Avenue E-mail [email protected] 9/13/11 – 9/12/14 Bremerton, WA 98337

Alternates Mary Garguile, Dean for Workforce Phone 360-475-7841 Amy Hatfield Fax 360-475-7845 Olympic College E-mail [email protected] 1600 Chester Avenue E-mail [email protected] Bremerton, WA 98337 2

Attachment 4.b.

Olympic Workforce Development Council Membership January 2014

. LABOR (3 Members Required - 3 Members) 1 David A. McMahan, Phone 360-457-6929 Labor Secretary/Treasurer Fax 360-417-1545 Olympic Labor Council E-mail [email protected] 6/20/12 – 6/19/15 P. O. Box 688 Port Angeles, WA 98362 2 John Ross, Vice President Phone 360-692-1420 Labor Kitsap County Central Labor Fax 360-692-3896 Council E-Mail [email protected] 2/17/12 – 2/16/15 10049 Kitsap Mall Blvd. NW, Suite 105 Cell 206-601-2684 Silverdale, WA 98383 3 Bob Zindel, President Phone 360-457-1435 Labor Olympic Labor Council Fax 508 South H Street E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98363

PUBLIC EMPLOYMENT SERVICE (1 Member Required - 2 Members) 1 Margaret Hess, Kitsap Phone 360-337-4754 State/Community Based Administrator Fax 360-337-4770 Organization/ Washington State Employment E-mail [email protected] Employment Service Security Department 1300 Sylvan Way, 2nd Floor 2/13/12 – 2/12/15 Bremerton, WA 98310

Alternate Phone 360-457-2102 Mimi Reeves Fax E-mail [email protected]

2 Deb Howard, HR Coordinator Phone 360-876-7014 Public Employment City of Port Orchard Fax 360-895-9029 216 Prospect Street E-mail [email protected] 9/18/12 – 9/17/15 Port Orchard, WA 98366 STATE VOCATIONAL REHABILITATION (1 Member Required – 1 Member) 1 David Hankinson, Voc. Rehab Spvr. Phone 360-698-4386 State/Community Based Division of Vocational Fax 360-698-4373 Organization Rehabilitation E-mail [email protected] 3888 NW Randall Way, Suite #201 2/13/12 – 2/12/15 Silverdale, WA 98383 PUBLIC ASSISTANCE (1 Member Required – 1 Member) 1 Margaret Swigert, Administrator Phone 360-473-2202 State Organization Bremerton Community Services Fax 360-478-6960 Office E-mail [email protected] 5/21/13 – 5/20/16 4710 Auto Center Blvd. Bremerton, WA 98312

Alternate Phone 360-565-2182 Patricia Busse, CSO Administrator Fax 360-417-1461 DSHS Email [email protected] 201 W. First Street Port Angeles, WA 98362 COMMUNITY BASED ORGANIZATIONS (1 Member Required – 1 Member) 1 Larry Eyer, Executive Director Phone 360-478-2301 Community Based Kitsap Community Resources Fax 360-415-2706 Organization 845 – 8th Street E-mail [email protected] Bremerton, WA 98337-1512 7/1/12 – 6/30/15

Alternate Phone 360-473-2115 Charmaine Scott Fax 360-415-2706 Kitsap Community Resources E-mail [email protected] 845 – 8th Street Bremerton, WA 98337-1512 3

Attachment 4.b.

Olympic Workforce Development Council Membership January 2014

STAFF 1 Kathy Gross Phone 360-337-4805 Operations Committee Fax 360-337-4470 E-mail [email protected] 2 Jim McKenna Phone 360-337-4767 Economic Development and Business Fax 360-337-4770 Coordination Committee E-mail [email protected]

3 Che Che Murphy, Staff Phone 360-337-7185, Ext. 3530 Fax 360-337-5721 E-mail [email protected] 4 Gay Neal Phone 360-337-4879 Youth Council Fax 360-337-5721 E-mail [email protected] 5 Bob Potter Phone 360-337-4873 Operations Committee Fax 360-337-5721 E-mail [email protected] 6 Doug Washburn, Director Phone 360-337-4625 Fax 360-337-5721 E-mail [email protected] Economic Development and Executive Committee Business Coordination Operations Committee Youth Council Committee Committee Julie Tappero, Chair John Powers, Chair Margaret Hess, Chair Marc Lawrence, Co-Chair Del DelaBarre, Vice Chair Deb Howard, Co-Chair Bob Potter, Staff Jim McKenna, Staff Kathy Gross, Staff Gay Neal, Staff

Larry Eyer Annette Crawford Larry Eyer Monica Blackwood Margaret Hess Del DelaBarre Elaine Gentilo Dave Frederick Marc Lawrence Cordi Fitzpatrick Willis Goodenough Lisa Heaman Kellie LeTexier Duane Folden Greg Lynch Bob Zindel David McMahan David Hankinson Cathy Price Amy Hatfield (Dr. Mitchell) Charmaine Scott Kellie LeTexier Mary O’Neil-Garrett (Dr. Robins) David McMahan Margaret Swigert Richard Newman Geoffrey Wood John Ross Kyrsten Wooster Linda Rotmark Member(s) At-Large Julie Tappero Patty Bronson Jim Funaro Pam Martin Stephanie McDonald Laura Schaeffer Kristin Schutte Darence Shine Stephanie Thompson Ken Walls

Nominated Members Assign to Committee

Attachment 4.c. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2014 Calendar

Executive Committee Full Council Wednesdays Tuesdays 9:30 a.m. – noon 9:30 a.m. (Committee Meetings) WebEx Meeting / 11:30 a.m. (Lunch) WorkSource Center, Port Hadlock 12:00 p.m. – 3:00 p.m. (Full Council Meeting)

January 15 February 11, Tuesday – Cedars at Dungeness, Sequim WebEx

April 16 May 13, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

June 18 WebEx

August 20 September 9, Tuesday – Cedars at Dungeness, Sequim WebEx

October 15 November 18, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE MEETING

EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President DATE: Wednesday, April 16, 2014 West Sound Work Force TIME: 9:30 a.m. – 12:00 p.m. VICE CHAIR D. M. DELABARRE, Secretary/Treasurer BaRay Event Services, Inc. LOCATION: WorkSource Center, Shold Business Park,

LARRY EYER, Executive Director 207 W. Patison, Port Hadlock Kitsap Community Resources

CORDI FITZPATRICK, HR Director Armstrong Marine, Inc. ______

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

MARC LAWRENCE, Relationship Manager US Bank Business Banking

KELLIE LETEXIER, SVP/Chief Operations A G E N D A Officer

Kitsap Credit Union

DAVID MCMAHAN, Secretary/Treasur er Olympic Labor Council

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of 1. Approval of Executive Committee Summary Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont a. January 15, 2014 (Attachment 1.a.)

DAVID FREDERICK, President/Director The Coffee Oasis 2. Discussion/Action Items ELAINE GENTILO, Human Resources Director First Federal

WILLIS, GOODENOUGH, HR Manager a. Status of Industry Cluster Panel for Advanced Manufacturing Port Townsend Paper Company

ROBIN HAKE, HR Director (Composites) and Aerospace (Attachment 2.a.) Jamestown S’Klallam Tribe b. Transit to Twelve Trees – Meeting Scheduled for APR 17, 2014 DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation c. Appoint Proposal Review Committee

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

DEB HOWARD, HR Coordinator 3. Operations City of Port Orchard

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114 a. Olympic WorkSource Performance Report for PY 13, Qtr. 1 DR. DAVID MITCHELL, President Olympic College (Attachment 3.a.)

ALLISON PLUTE, HR Manager 7 Cedars Resort b. Long-Term Unemployed Project (Handout)

JOHN POWERS, Executive Director Kitsap Economic Development Alliance

CATHY PRICE, Corporate HR Manager 4. Other Business Nippon Paper Industries USA, Co.

DR. LUKE ROBINS, President Peninsula College a. Extended Unemployment Insurance

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council b. Roster (Attachment 4.b.)

MARGARET SWIGERT, Administrator c. 2014 Meeting Calendar (Attachment 4.c.) CSO, DSHS

GEOFFREY WOOD, Manager d. WIA Reauthorization/Funding (Update) Profile Composites, Inc. e. NAWB 2014 Forum MAR 29-APR 1 2014 (Update) KYRSTEN WOOSTER, HR Generalist The Doctors Clinic

BOB ZINDEL, President Olympic Labor Council 5. Next OWDC Meeting (Tuesday, May 13, 2014 – Cedars at Dungeness, Sequim)

Attachment 1.a. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL EXECUTIVE COMMITTEE SUMMARY JANUARY 15, 2014

ATTENDANCE: Del DelaBarre, Larry Eyer, Margaret Hess, Kellie LeTexier, Dave McMahan, Julie Tappero. Staff: Doug Washburn, Bob Potter, Jim McKenna and Che Che Murphy.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, January 15, 2014 via WebEx. Julie Tappero, Chair, called the meeting to order at 9:30 a.m.

APPROVAL OF AGENDA AND SUMMARY

The Executive Committee’s Agenda was approved as follows.

ACTION: Dave McMahan moved to approve the October 23, 2013 Executive Committee Summary as presented. Larry Eyer seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

 Employer Skill Panel for Advanced Manufacturing/Composites Industry Sector

 Learning Express Software: Jim McKenna provided a review and discussion regarding the feedback from WorkSource staff who tested the software program, after which following motion was made:

ACTION: Dave McMahan moved to purchase the Learning Express software for a period of one year at a cost of $1,500 for one year. Del DelaBarre seconded the motion.

After further discussion, Dave McMahan moved to rescind his first motion. Del DelaBarre seconded the motion. Motion carried unanimously.

 Transit to the Twelve Trees Business Park: Julie had recommended that the OWDC partner with Twelve Trees Business Park owners and make an appointment to talk with the appropriate bus transit staff on getting a bus stop at the business park. It was suggested to ask the bus transit staff to meet at Twelve Trees Business Park. Doug reported that a meeting is to be scheduled with John Clauson (Kitsap Transit), Mayor Erickson (Poulsbo), John Powers (KEDA), Julie Tappero and himself to discuss this issue. John Clauson had told Larry Eyer that he would assign a planner . to complete an assessment. Larry Eyer and Julie will work on developing a survey for WorkSource Centers’ participants to get an overall picture of participants travel.

OPERATIONS

 Bob Potter reported on the Federal Performance Report ending September 30, 2013, 1st quarter. Most measures were at 100% and the others were at 90% or better. Grant expenditures for youth, adult and dislocated workers are all on target. Contractor performance was also very good. We should receive second quarter data within the next week. No new grants coming up at this time.

OTHER BUSINESS

 Federal Unemployment Insurance Extension: Bob reported that the Senate did not pass the extension of Unemployment Insurance yesterday, January 14, 2014. Will have to wait to see what the final outcome will be.

 Julie appointed Cordi Fitzpatrick to replace and complete Allen Gillett’s term on the Executive Committee.

 Roster: Duane Folden and Richard Newman’s terms are up in February. Robin Hake, Jamestown S’Klallam Tribe and Allison Plute, 7 Cedars Resort have been nominated to fill those 2 business slots. Letters of Appointment will be submitted to the Olympic Consortium Board (OCB) for approval at their February 21st scheduled meeting.

 NAWB Conferences: Registration and hotel reservations have been made for the following attendees to the conference: Julie Tappero, John Powers, Charlotte Garrido (OCB Chair), and one staff person. The conference runs from March 29 – April 1, 2014 in WA, DC.

 Workforce Training and Education Coordinating Board (WTECB): The WTECB announced that the Workforce Training Results 2014 has been published and can be found on their website at: wtb.wa.gov/WorkforceTrainingResults.asp – click on the “Full Program Report” link.

OWDC Full Council Meeting

The next OWDC Meeting will be held on Tuesday, February 11, 2014 at Cedars at Dungeness, Sequim.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned.

Attachment 2.a.

OLYMPIC CONSORTIUM ADVANCED MANUFACTURING EMPLOYERS FORUM March 11, 2014, Kitsap WorkSource Center, Bremerton, WA

SUMMARY

Charlotte Garrido, Chair, Olympic Consortium Board (OCB) and Julie Tappero, Chair, Olympic Workforce Development Council (OWDC) made opening remarks. Charlotte Garrido gave a brief overview of the OCB. The workforce development was implemented in 1988 through the Workforce Investment Act (WIA) to provide job counseling and training for adult, dislocated workers and youth. The forum was being held to look at gaps in skills associated with the Advanced Manufacturing/Composites Industries and to initiate a skill panel to address this issue. Julie Tappero gave an overview of the 3-County Olympic Workforce Development Council and what entities make up the Council – members include business (51%), members representing education, labor, public employment service, economic development council, state vocational rehabilitation, public assistance, community based organization make up the rest of the membership.

INDUSTRY OVERVIEW

Julie Tappero introduced Susan St. Germain, Department of Commerce, as providing an overview presentation on the Composite Industry as follows:

Future of Carbon Fiber

 Carbon fiber composites included in the World Economic Forums’ list of Top 10 Emerging Technologies for 2014.  Global Composites Market Expected to be worth $34.1 billion in 2018.  Expected annual growth rate projections range from 5% - 15% over the next 5 years

Carbon Fiber Advantages

 High Tensile Strength – 10 times steel  High Tensile Modulus – 7 times steel  Better Fatigue Resistance – longer life  Corrosion Free  High Electrical Conductivity

Carbon Fiber Production Capacity

 New carbon fiber manufacturers have come on line  Work-wide capacity CF production – 97 thousand metric tones  Japan manufactures 70% of carbon fiber

Projected Global Raw Carbon Fiber Demand by Industry (2019)

 Energy – 495%  Aerospace – 312%  Automotive - 172%  Industrial

Carbon Fiber Challenges

 Fiber cost and pre-curser substitutes  Carbon fiber recycling  Expanding new markets

Washington’s Carbon Fiber Supply Chain

Over 80 carbon fiber companies in Washington:  53 Composite supply chain companies headquartered in Washington  13 foreign companies with in-state operations at 17 locations  1 major carbon fiber manufacturer, 31 composite manufacturers at 70 locations  50+ composite fabrication companies at 70 locations  25 input manufacturers and 31 input distributors at 65 locations  24 supply chain locations employ fewer than 50 workers

Primary Industries Served

 Aerospace composites – 40 locations  Defense focus – 20 locations  Automotive, energy and recreation – 15 locations

Washington’s Competitive Advantages

 230 Material Scientists  6000 Aerospace Engineers  4.2¢ Per kWh Electricity

 State initiatives create carbon fiber R&D and manufacturing center of North America  Nation’s leading hydroelectric power producer  Proximity to transportation: air, water, railway and road infrastructure  World-class institutions researching materials technology  Extensive network of community and technical colleges offering materials technology programs  Established industry clusters in aerospace, medical devices and marine products  Ranks #3 in US for venture capital investments as a percentage of workers’ earnings – 0.33%, and #3 in industry R&D investments

Research and Development

Washington is home to cutting edge research and development in composites and advanced manufacturing:

 Washington State University is home to the Institute for Shock Physics and the Composite Materials & Engineering Center.  University of Washington hosts the first FAA Center of Excellence in Advanced Materials and Transport Aircraft Structures  The Automobile Lamborghini Advanced Composite Structures Lab, working to ensure safety of current and future air and ground vehicles

MARINE MANUFACTURING AND TECHNOLOGY

Julie Tappero introduced Ann Avary, Director, Center of Excellence, as providing a presentation on Marine Manufacturing and Technology as follows:

Composites Washington Overview

Composites Washington is an alliance of community and technical colleges working collaboratively with industry and professional associations to advance Washington’s leadership role in the global composites industry. The consortium enhances the competitiveness of Washington’s exceptional composites workforce by providing innovative, relevant education and training to faculty, students, and the incumbent workforce.

 Defined  Response to expanding industry needs: multi-industry approach  Strategy to leverage resources  Curriculum  Training  Professional development  Market education & training opportunities  Formation began February 2013  Current Structure  Eight community and technical colleges  Two Centers of Excellence  Go to: www.compositeswa.org

Training for Multiple Industry Sectors

 Aerospace  Marine Energy  Construction Recreation  Recreation  Medical Devices  Transportation  Consumer Goods

Member Schools

 Clover Park Technical College Edmonds Community College  Everett Community College  Olympic College  Peninsula College  Skagit Valley College  Spokane Community College South Seattle Community College  South Seattle Community College  Centers of Excellence for Marine Manufacturing & Technology and Aerospace & Advanced Materials Manufacturing 3

Professional Development

 May 2013 – ABARIS Composite Damage Repair Training for Instructors at South Seattle Community College  Non-Destructive Testing at Spokane Community College  February 2014 – ACMA Vacuum Infusion training for Instructors at Skagit Valley College  Upcoming:  April 9-10, 2014 – CCP U Gel Coat Workshop  May 2-3, 2014 – Instructor’s Certification Course through ACMA  Fall 2014 – ABARIS Training

Federal and State Support

 $20M Air Washington Project  $19.7M National STEM Consortium  $9.5M in State Support

FUTURE OF AEROSPACE

Julie Tappero introduced John Gokcen, Engineer, Boeing, who gave an overview on the future of Aerospace. He is an Aerospace Engineer at Boeing and provides training to employees to be qualified in composites technology. The following are some thoughts on what is needed to move to the next level in composite industry:

 Come up with the composite technology language industry wide  Boeing and the University of Washington coordinated composite education curriculum  Schools must be a major part with  Research Institutes  Industry Supported  Training Coordinated with Employers  More formalized apprenticeship training  Industry needs to support internships to keep them constant and always available  Need to start at the middle and high school levels in composite education  Will be a need in increased design engineers  Repair side of manufacturing will be a growth industry. It also is the most concerning for the manufacturers.  Need to have more simplified methods for repairs; most repairs are done on location.  Initiate a curriculum for a composite certification program  The industry needs to initiate more customer training

John Gokcen passed around a composite aerospace machine part.

AIR WASHINGTON – OLYMPIC COLLEGE

Julie Tappero introduced Stephanie Thompson, Olympic College and Sandra Kint, Air Washington Navigator, Olympic College, as providing a presentation on Olympic College Air Washington Program as follows:

Air Washington

 Funded by the US Department of Labor  Consortium of eleven of state’s community and technical colleges  By fall of 2014, Air Washington campuses will train more than 2,600 workers in Advanced Manufacturing, Composites, Electronics/Avionics, Aircraft Assembly, and Airframe and Power Plant Mechanics

Diverse Industry Sectors

 OWDA is surrounded by Aerospace, Marine, Medical, Machining and Recreation leaders in composites and machining manufacturing:

 ACTI Hexcel  Boeing Armstrong Marine Platypus Marine  Safe Boats  Trulife  Mervin Manufacturing  Sage Manufacturing  TMF  AGS Stainless Precision Machining

Composites/Manufacturing Technology includes instruction in:

 Advanced Materials Fabrication  Composite Repair  Machining  Non-Destructive Testing  Composite Recycling  Computer Aided Design  Math embedded into curriculum

Career Data

COMPOSITES MANUFACTURING WAGES $11.40 - $32.81 $9.50 - $27.00 Career Options Assemblers & Fabricators Team Assemblers Team Assemblers Boat Assemblers Helpers – Production Workers Production Workers Fiberglass Laminators & Computer Numerical Control Fabricators (CNC) Operator First-Line Supervisors/Mangers CNC Programmer of Production & Operating (apprentice) Workers Machinist

Which Path is right for you?

COMPOSITES CERTIFICATES AAS DEGREE AAS-T DEGREE Degree & Certificate  Composites  93 credits = 6  98 credits = 6 Options Fabrication quarters quarters  Composites  Fabrication  Fabrication *One Full-time Infusion  Repair  Repair quarter = 12-18  Introduction to  Machining  Machining credits CNC Machining  Non-Destructive  Non-Destructive  Composites Testing Testing *One quarter = 11 Structures weeks  Advanced Materials

Program Format Lab and Lecture Cohort Model (Full- Daytime/Evening (506 Week Short- time pace for 6 classes term Certifications quarters only) and one year Certifications)

Pre-Employment Training

Pre-Employment training offered to increase retention and success in the workplace:

 Lean Manufacturing  OSHA 10 Certification  Precision Measurement  Soft Skills (Communication)  National Career Readiness Certification (NCRC)  Applied Math  Reading for Information  Locating Information

Air Washington Navigator

Sandra Kint, Air Washington Navigator, Olympic College, supports business development and student employment in all our programs:

 Employer Relations  Pre-Employment Strategies  Retention  Data/Reporting

Seeking Veterans

The Air Washington project is committed to helping veterans, service member currently on active duty, in the reserves, or in the National Guard to translate their skills into civil aerospace careers. Priority placement is given to our veteran students.

Supporting Women in the Non-Traditional Employment

The Air Washington project is committed to preparing women for entering the field of manufacturing and the trades, putting them on a path to high-wage careers.

Encouraging Employment for Persons with Disabilities

The Air Washington Project is committed to ensuring persons with disabilities have access to the field of composites manufacturing and machining.

INDUSTRY SKILL PANELS

Julie Tappero introduced Mike Brennan, Workforce Training & Education Coordinating Board, as providing a presentation on Skill Panels as follows:

Today’s Forum Outcomes

 Committed skill panel(s) representing the identified target industries for Kitsap County  This initial information will be shared across your networks and a draft plan for future actions defined  A next meeting will be confirmed and attendance guaranteed

What is a Skill Panel?

Skill Panels – Industry skill panels are public/private partnerships of business, labor and education – alliances working together to improve the skills of workers in industries vital to Kitsap County’s economy.

 What they provide:  Employers with direct access to identify needed skill sets and the ability to participate in the continuous improvement of the system  Workers with better skills, jobs, and career opportunities  Employers with more efficiency, less turnover, and higher profits  Expansion of skill standards to meet employers’ needs  Educational programs that address key economic clusters and on-the-job learning strategies  Local and state information abut employers’ skill needs  Policy recommendations based on real-time information

What do Industry Skill Panels do?

 Address the largest barrier to a market-based business expansion: the shortage of skilled workers. How?  Assess current and future skill needs  Implement strategies to meet skill needs  Empower the training institutions with the capacity to offer short-term training  Provide workers with better skills, jobs, career growth  Provide employers with more efficiency, less turnover, higher profits

Workforce and Economic Development

CUSTOMERS  Employers/Job Seekers Economic Development Authority  Education Partners Coordinate with Local Leaders State Partners – Commerce/ Workforce Development  Employers/Job Seekers

The Mantra

CUSTOMER = INDUSTRY

INDUSTRY = CUSTOMER

Skill Panels

 Are created around a specific industry or industry cluster and are “market advantage” driven.  Go beyond the advising capacity and engage in activities and commitments that create innovative solutions to close industry skill gaps.  Focus on education and training to ensure the competitive advantage of an economically vital industry is enabled.  Members are chosen for their unique knowledge of the industry cluster being examined.  May be short-term or long-term in nature, depending upon the work identified to be done.

Advisory Committees

 Industry members provide subject matter expertise in the review and evaluation of program curricula, equipment, and overall program effectiveness.  Function in an advisory capacity to a specific professional technical degree program.  Help determine professional/technical program goals.  Are long-term in nature.  Create a bridge between local industry and professional and technical educational programs.

Integrated Funding Approach: The Five Stages of Workforce Development

Stage One: Bring together private sector leaders in the key economic sector to identify critical skills  Stage Two: Use the partnership to develop Industry Skill Standards  Stage Three: Develop new training that prepares workers to meet new standards  Stage Four: Education partners provide the training  Stage Five: Employers hire from the trained pool

Investor Collaboration “Grow Your Own”

 Industry Lead Skill Panel(s) – Skill Panel Planning and Innovation  K-12 Community Colleges/Universities  High School Work Experience  High demand Skills Training  Certification  Degrees  Employer & State Support Programs  Employer Investment  Job Skills Program

Skill Panels – Serve the Industries that Drive Washington’s Economy

Industries served by skill panels from 2002 to 2010 including federal, state and regional supported projects:

 Transportation & Logistics  Food Processing  Construction  Medical Devices  Healthcare  Manufacturing – Advanced & General –  Homeland Security Rural - Marine  IT  Automotive Technology  Electronics  Marine Technology  Aerospace  Marine Towing  Hospitality & Tourism  Green Construction  Life Sciences  Electronic Gaming  Pulp & Paper  Nursing  Recreation & Tourism  Wood Products  Apprenticeship  Recreation  Energy  Professional Services

How has Industry Skill Panels Increased Collaboration?

 By giving companies a direct leadership role in workforce development design  By enhancing and directing the effectiveness of state investments  By leveraging existing resources and supporting the acquisition of new funding  By finding innovative ways to streamline training and educational services

Anatomy of Your Skill Panel

 First Step: What jobs are and will be in demand?  Composite  Advanced Manufacturing  What else?  Step Two: What training is available?  Locally  Regionally  On-Line  Somewhere  Step Three: Where do we need to apply resources?  Education and Training  Workforce Development  Political  State  Industry  Step Four: Who is going to take responsibility?  Get commitments  Step Five:  The next meeting is?  Who needs to be there?  Who is missing and should be there?  Who will invite the team?

Resources

 http://www.greaterspokane.org/careers - and-workforce.html  http://www.greaterspokane.org/visit -career -web -sites.html  http://www.greaterspokane.org/teach -the -teachers.html  http://www.greaterspokane.org/careers - and-workforce/409 -the -vision -of-a -four- year-medical -school -in-spokane - whats- involved.html

Mike Brennan, Economic Development Specialist, Washington State Workforce Board [email protected] 360.709.4616 http://222.wtb.wa.gov

Summary of Meeting and Next Steps

 Step One: Jobs in Demand  Composites, Composite Repair, recycling and Advanced Composites  Advanced Manufacturing  Shipbuilding (PSNS)  Aerospace  Power Plant License  Opportunities from Education 11

 Thermoplastics  Welders  Designers  Engineers  Marine Engineers  Electrical  Healthcare  Production  Recycling

 Step Two: What training is available?

 Step Three: Where do we need to apply resources?  Education/Training  Workforce Development  Political – go to legislators  State  Industry  High School Level Contacts  Apprenticeship – First work experience

 Step Four: Who is going to take responsibility?

 Step Five:  Next Meeting?  Who needs to be here/ Who is missing?  Chamber of Commerce  Economic Development Council  School District Superintendents  K-12 Representatives  Rotary  Representative from local military bases

 Who will invite the team?  Olympic Workforce Development Committee and Staff will take the lead.

 Discussion on training available and training needed:  Soft Skills  Running Start Program  Mobilize training and take to the classroom  Sponsor a Parent’s Night  Partner with Schools  Middle School Job Fair – Job Shadowing – Junior Achievement in High Schools  Take students on Industry Tours  M&M Program – Military to Manufacturing  Veterans Job Fair

Kitsap County Staff will make available from the meeting:

 Summary of Meeting  Contact List  Other Contacts: School District Superintendents, Chambers of Commerce and Economic Development Councils (Doug Washburn/Julie Tappero); Military, Ports  Questionnaire  Nest Meeting: Date, Location, Time

ATTENDEES

NAME ORGANIZATION

Ann Avary Center of Excellence for Marine Manufacturing & Technology Laurie Bouchard Trulife Mike Brennan Workforce Training & Education Coordinating Board Joe Dacca Representing Congressman Derek Kilmer Alex Fastle Representing Senator Patty Murray Cordi Fitzpatrick Armstrong Marine, Inc. John Gokcen Boeing Company Kevin Harris AGS Stainless Guy Houser Olympic College Tim Keeney Armstrong Marine, Inc. David King Townsend Bay Marine Sandra Kint Olympic College Anna Reyes-Potts Trulife Susan St. Germain WA ST Department of Commerce Patrice Stankavich Far Bank (Sage) Stephanie Thompson Olympic College

OLYMPIC CONSORTIUM BOARD AND OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC)

Charlotte Garrido, Chair Olympic Consortium Board Jim McKenna, WorkSource Coordinator Olympic Workforce Development Council Che Che Murphy, Staff Olympic Workforce Development Council Bob Potter, WIA Administrator Olympic Workforce Development council Julie Tappero, Chair Olympic Workforce Development Council Doug Washburn, Director Olympic Workforce Development Council

Olympic WorkSource Performance Report Attachment 3.a. for the Quarter Ending March 31, 2014

Performance on Federal Standards - 12/31/13

100%

Grant Expenditures Expended Available % of Target of % Current Grants $3,935,167 $6,190,987 All Grants $64,883,173 $69,337,539

Job Seeker Services February 2014 February 2013 % Change from 2013 Contractor Performance All Customers 2,404 2,788 -14% Unemployment Insurance Claimants 405 824 -51% WIA Youth Veterans Served 217 237 -8% All Counties Actual Plan Plan % WorkFirst Customers 161 77 109% Total Participants 119 116 103% Exited 45 42 107% Placed 23 20 115% Expenditures $316,375 $375,322 84% Employer Services February 2014 February 2013 % Change from 2013 Kitsap Community Resources - WIA Adult Kitsap County Employers Served 46 50 -8% Total Participants 59 55 107% New Job Openings 225 72 213% Exited 29 28 104% Jobs Filled 153 34 350% Placed 25 22 114% Expenditures $116,252 $122,765 95% WIA Adult Unemployment Rates Total Participants 238 198 120% February 2014 February 2013 % Change from 2013 Exited 79 91 87% Clallam County 9.8% 10.7% -8% Placed 69 65 106% Jefferson County 9.4% 10.8% -13% Expenditures $205,622 $284,551 72% Kitsap County 7.1% 7.9% -10% WIA Dislocated Workers State 7.3% 8.0% -9% Total Participants 203 220 92% Exited 79 123 64% Placed 71 89 80% Expenditures $307,389 $423,482 73% WIA Federal Performance Measures for December 31, 2013 WIA Formula Programs Avg of All WDAs Wash State Employment Security Department Performance Measures Actual Target % of Target* Actual Target % of Target* Adults Year Adult Employment 84.6% 80.7% 104.8% 78.6% 78.5% 100.1% Kitsap County Adult Actual Plan % Plan Plan % Plan Adult Retention 84.0% 80.7% 104.1% 85.9% 85.4% 100.6% Participants 85 70 121% 80 106% Adult Earnings $13,793 $14,105 97.8% $ 14,876 $ 14,146 105.2% Exits 47 50 94% 68 69% Dislocated Worker Employment 88.8% 85.7% 103.6% 83.9% 83.9% 100.0% Placed in a Job 39 34 115% 58 67% Dislocated Worker Retention 89.3% 80.9% 110.4% 89.5% 89.0% 100.6% Expenditures $ 103,399 $ 144,384 72% $192,574 54% Dislocated Worker Earnings $18,563 $18,950 98.0% $ 19,326 $ 20,101 96.1% Youth Certificate 68.4% 73.9% 92.6% 75.5% 74.4% 101.5% Clallam County Adult Youth Numeracy/Literacy 50.0% 38.2% 130.9% 49.5% 48.0% 103.1% Participants 79 60 132% 70 113% Youth Employment 76.8% 71.3% 107.7% 70.0% 74.4% 94.1% Exits 24 31 77% 60 40% *Note: 80% is minimum for acceptable performance Placed in a Job 23 24 96% 51 45% WIA Formula Programs Expenditures $ 73,494 $ 105,840 69% $141,267 52%

Olympic Educational Services District Qtr Year Jefferson County Adult Kitsap County Youth Actual Plan % Plan Plan % Plan Participants 15 13 115% 13 115% Participants 81 81 100% 93 87% Exits 8 10 80% 11 73% Exits 27 26 104% 38 71% Placed in a Job 7 7 100% 9 78% Placed in a Job 11 12 92% 19 58% Expenditures $ 28,729 $ 34,327 84% $46,501 62% Expenditures $212,911 $247,396 86% $330,622 64% Clallam County Youth Dislocated Workers Participants 28 28 100% 34 82% Kitsap County DW Exits 14 13 108% 17 82% Participants 136 140 97% 154 88% Placed in a Job 9 6 150% 9 100% Exits 64 85 75% 131 49% Expenditures $77,671 $91,919 84% $122,823 63% Placed in a Job 58 58 100% 111 52% Jefferson County Youth Expenditures $ 202,166 $ 283,445 71% $377,982 53% Participants 10 7 143% 9 111% Exits 4 3 133% 5 80% Clallam County DW Placed in a Job 3 2 100% 3 100% Participants 56 66 85% 77 73% Expenditures $25,793 $36,007 72% $49,539 52% Exits 12 30 40% 65 18% NOTE: OESD expenses do not include March 2014. Placed in a Job 10 25 40% 56 18% Expenditures $ 82,866 $ 106,539 78% $142,079 58% Kitsap Community Resources Qtr Year Kitsap County Adult Actual Plan % Plan Plan % Plan Jefferson County DW Participants 59 55 107% 65 91% Participants 11 14 79% 15 73% Exits 29 28 104% 35 83% Exits 3 8 38% 13 23% Placed in a Job 25 22 114% 28 89% Placed in a Job 3 6 50% 11 27% Expenditures $116,252 $122,765 95% $161,359 72% Expenditures $ 22,357 $ 33,498 67% $44,661 50% NOTE: ES expenses do not include March 2014. Grant Expenditures as of 2/28/14 Dislocated Workers Training National Emergency Grant Title Spent Total % Spent End Date FY 2014 Adult 176,300 605,671 29.1% 06/30/15 ES Actual Plan % Plan FY 2014 Dislocated Worker 115,295 587,805 19.6% 06/30/15 Enrollments 20 21 95% FY 2014 Admin Cost Pool 0 132,609 0.0% 06/30/15 Placements 1 11 9% PY 2013 Youth 360,648 602,743 59.8% 06/30/15 Expenditures $ 6,751 $ 42,479 16% PY 2013 Adult 16,686 16,686 100.0% 06/30/15 PY 2013 Dislocated Worker 88,568 88,568 100.0% 06/30/15 PY 2013 Admin Cost Pool 36,930 78,667 46.9% 06/30/15 Community Jobs (CJ) Programs Performance Community Jobs 945,874 1,682,642 56.2% 06/30/14 FY 2013 Adult 550,708 550,708 100.0% 06/30/14 Kitsap Community Resources Actual Plan % Plan FY 2013 Dislocated Worker 542,581 542,581 100.0% 06/30/14 Enrollments 265 614 43% FY 2013 Admin Cost Pool 121,477 121,477 100.0% 06/30/14 Expenditures $ 894,433 $ 1,615,669 55% PY 2012 Youth 593,104 593,104 100.0% 06/30/14 PY 2012 Adult 45,488 45,488 100.0% 06/30/14 PY 2012 Dislocated Worker 116,816 116,816 100.0% 06/30/14 PY 2012 Admin Cost Pool 83,934 83,934 100.0% 06/30/14 Dislocated Worker Training Grant 6,751 112,505 6.0% 04/30/15 Air Washington 134,007 228,983 58.5% 09/30/14 Open Grants Total $3,935,167 $6,190,987 63.6%

14-Year Totals $64,883,173 $69,337,539 93.6%

Quarterly Common Measure Summary Report Statewide Final ADULT DISLOCATED WORKER YOUTH WDA Name Measure Entered Emp Retention Rate Average Entered Emp Retention Rate Average Certicate Rate Literacy/ Numeracy Placement Rate Rate Earnings Rate Earnings Rate Olympic Actual 84.6% 84.0% $13,793 88.8% 89.3% $18,563 68.4% 50.0% 76.8% Target 80.7% 80.7% $14,105 85.7% 80.9% $18,950 73.9% 38.2% 71.3% Ach % 104.8% 104.1% 97.8% 103.6% 110.4% 98.0% 92.6% 130.9% 107.7% Pacific Actual 80.0% 85.5% $14,029 83.1% 89.0% $17,150 93.7% 49.0% 87.5% Mountain Target 83.4% 85.5% $13,604 84.6% 87.7% $18,365 75.6% 55.1% 66.1% Ach % 95.9% 100.0% 103.1% 98.2% 101.5% 93.4% 123.9% 88.9% 132.4% Northwest Actual 77.4% 88.5% $18,422 89.4% 92.2% $19,050 82.5% 56.3% 87.8% Target 83.5% 87.7% $16,780 82.5% 91.0% $18,400 74.2% 56.8% 69.3% Ach % 92.7% 100.9% 109.8% 108.4% 101.3% 103.5% 111.2% 99.1% 126.7% Snohomish Actual 75.3% 90.0% $14,833 90.6% 91.7% $20,960 52.6% 38.3% 49.3% Target 71.8% 86.2% $14,690 86.4% 89.8% $22,364 73.1% 55.6% 61.1% Ach % 104.9% 104.4% 101.0% 104.9% 102.1% 93.7% 72.0% 68.9% 80.7% Seattle - King Actual 72.2% 88.5% $15,974 85.1% 89.5% $23,367 80.7% 39.1% 72.6%

Target 76.7% 89.1% $14,840 81.2% 90.8% $24,216 75.6% 36.6% 71.1% Ach % 94.1% 99.3% 107.6% 104.8% 98.6% 96.5% 106.7% 106.8% 102.1% Tacoma - Actual 87.3% 89.8% $17,975 86.0% 86.9% $17,678 66.2% 38.6% 66.7% Pierce Target 82.6% 86.9% $14,974 89.8% 90.6% $19,534 74.5% 47.8% 68.1% Ach % 105.7% 103.3% 120.0% 95.8% 95.9% 90.5% 88.9% 80.8% 97.9% Southwest Actual 84.3% 84.5% $14,625 84.5% 88.7% $16,921 91.2% 63.5% 82.9% Target 73.7% 84.0% $14,192 79.2% 87.4% $18,215 76.7% 61.8% 68.1% Ach % 114.4% 100.6% 103.1% 106.7% 101.5% 92.9% 118.9% 102.8% 121.7% North Central Actual 71.9% 89.3% $14,365 87.7% 88.8% $14,094 75.8% 57.8% 60.2%

Target 77.3% 84.6% $12,042 84.9% 89.1% $15,157 73.0% 54.6% 57.2% Ach % 93.0% 105.6% 119.3% 103.3% 99.7% 93.0% 103.8% 105.9% 105.2% South Actual 81.3% 85.9% $10,798 86.4% 90.4% $15,682 74.6% 64.1% 65.5% Central Target 81.7% 86.9% $11,018 83.8% 87.5% $15,813 71.3% 53.1% 58.6% Ach % 99.5% 98.8% 98.0% 103.1% 103.3% 99.2% 104.6% 120.7% 111.8% Eastern Actual 74.4% 79.8% $12,408 76.6% 82.4% $16,414 66.4% 37.1% 61.8% Target 82.3% 84.3% $13,330 84.1% 91.1% $18,912 76.1% 42.6% 66.1% Ach % 90.4% 94.7% 93.1% 91.1% 90.5% 86.8% 87.3% 87.1% 93.5% Benton/Frank Actual 87.1% 80.2% $11,906 88.7% 89.6% $22,550 73.6% 56.2% 70.8% lin Target 85.9% 84.1% $11,505 89.3% 90.5% $16,949 78.8% 60.4% 70.0% Ach % 101.4% 95.4% 103.5% 99.3% 99.0% 133.0% 93.4% 93.0% 101.1% Spokane Actual 74.6% 83.9% $16,251 86.1% 90.6% $19,880 75.9% 55.7% 68.1% Target 84.7% 84.0% $15,961 87.8% 90.2% $19,800 72.6% 52.5% 71.3% Ach % 88.1% 99.9% 101.8% 98.1% 100.4% 100.4% 104.5% 106.1% 95.5% Statewide Actual 78.6% 85.9% $14,876 85.9% 89.5% $19,326 75.5% 49.5% 70.0% Target 78.5% 85.4% $14,146 83.9% 89.0% $20,101 74.4% 48.0% 74.4% Ach % 100.1% 100.6% 105.2% 102.4% 100.6% 96.1% 101.5% 103.1% 94.1%

Attachment 4.b. Olympic Workforce Development Council Membership April 2014 . jCouncil Member’s Name, Title, Business and Address Phone Fax E-Mail Type of Association Alternate Member Information Term Dates BUSINESS (15 Members Required [51% of Membership] – 15 Members) 1 Monica Blackwood, Director Of Phone 360-362-1435 Business Administration Fax 360-792-1435 Rice Fergus Miller E-mail [email protected] 2/22/13 – 2/21/16 275 5th Street Bremerton, WA 98337 2 Annette Crawford, Administrator Phone 360-876-4461 Business Stafford Healthcare Ridgemont Fax 360-876-4837 2051 Pottery Avenue E-mail [email protected] 2/22/13 – 2/21/16 Port Orchard, WA 98366 3 Vice-Chair (OWDC) Phone 360-683-1507 Business (Small) D.M. (Del) DelaBarre, Fax 360-683-6654 Secretary/Treasurer E-mail [email protected] 7/1/11 – 6/30/14 BaRay Event Services, Inc. P. O. Box 4090 203 S. 4th Avenue Sequim, WA 98382 4 Cordi Fitzpatrick, HR Director Phone 360-457-5752 Business Armstrong Marine, Inc. Fax 151 Octane Lane E-mail [email protected] 9/30/11 – 9/29/14 Port Angeles, WA 98362 5 David O. Frederick, Phone 360-373-0461 Business (Small) President/Director Fax The Coffee Oasis E-mail [email protected] 2/16/12 – 2/15/15 822 Burwell Street Bremerton, WA 98337 6 Elaine Gentilo, HR Director Phone 360-417-3107 Business First Federal Fax P. O. Box 351 E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98362 7 Willis Goodenough, Human Phone 360.379.2155 Business (Substantial) Resources Manager Fax 360.379.2102 Port Townsend Paper Company E-Mail [email protected] 5/24/13 – 5/23/16 160 Foxfield Drive Cell Port Townsend, WA 98368 8 Robin Hake, Human Resources Phone 360-582-5788 Business Director Fax 360-683-4005 Jamestown S’Klallam Tribe E-mail [email protected] 2/21/14 – 2/20/17 1033 Old Blyn Hwy Sequim, WA 98382 9 Marc Lawrence, Relationship Mgr. Phone 360-683-3366 Business (Substantial) US Bank Business Banking Cell 360-402-6939 101 West Washington Fax 9/18/12 – 9/17/15 Sequim, WA 98382 E-mail [email protected] 10 Kellie LeTexier, SVP/Chief HR Phone 360-662-2000 Business (Substantial) Officer Fax 360-662-2127 Kitsap Credit Union E-mail 360-662-2088 5/30/11 – 5/29/14 P. O. Box 990 [email protected] Bremerton, WA 98337 11 Allison Plute, Human Resources Phone 360-681-6706 Business (Substantial) Manager Fax 360-681-6769 7 Cedars Resort E-mail [email protected] 2/21/11 – 2/20/17 270756 Highway 101 Sequim, WA 98382

12 Cathy Price, Corporate HR Manager Phone 360-565-7048 Business Nippon Paper Industries USA, Co. Fax 360-457-2875 LTD E-mail [email protected] 11/30/12 – 11/29/15 1022 E. 8th Street Port Angeles, WA 98362

Attachment 4.b. Olympic Workforce Development Council Membership April 2014 . Council Member’s Name, Title, Phone Fax E-Mail Business and Address Type of Association Alternate Member Information Term Dates 13 Chair (OWDC) Phone 253-853-3633 Business (Small) Julie Tappero, President Fax 253-857-6652 West Sound Workforce E-mail [email protected] 6/20/12 – 6/19/15 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335 14 Geoffrey Wood, Manager Phone 360-620-2888 Business Profile Composites Fax 1945 Laurie Vei Loop E-Mal [email protected] 2/17/12 – 2/16/15 Poulsbo, WA 98370

15 Kyrsten Wooster, HR Generalist Phone 360-782-3648 Business – (Large) The Doctors Clinic Fax 360-782-3689 9021 Ridgetop Boulevard NW E-Mail [email protected] 12/6/13-12/5/16 Silverdale, WA 98383

ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director Phone 360.377.9599 Economic Development Kitsap Economic Development Fax Alliance E-Mail [email protected] 9/18/11 – 9/17/14 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate E-Mail [email protected] Kathy Cocus

EDUCATION K-12 (2 Members Required - 2 Members) 1 Greg Lynch, Superintendent Phone 360-478-6880 Education (K-12) Olympic Edu. Service Dist. #114 Fax 360-478-6869 105 National Avenue N. E-mail [email protected] 6/20/12 – 6/19/15 Bremerton, WA 98312

2 Lisa Heaman, Principal Phone 360-473-4600 Education (K-12) West Hills S.T.E.M. Academy Fax Bremerton School District E-mail [email protected] 12/06/13 – 12/05/16 520 S National Avenue Bremerton, WA 98312

EDUCATION POSTSECONDARY (2 Members Required - 2 Members) 1 Dr. Luke Robins, President Phone 360-417-6200 Education (Postsecondary) Peninsula College Fax 360-417-6220 1502 E. Lauridsen Blvd. E-mail [email protected] 9/13/11 – 9/12/14 Port Angeles, WA 98362

Alternate Phone 360-417-6381 Brian Walsh Fax 360-417-6383 Associate Dean of Basic Skills and E-mail [email protected] Corrections Education

2 Dr. David Mitchell, President Phone 360-475-7100 Education (Postsecondary) Olympic College Fax 360-475-7104 1600 Chester Avenue E-mail [email protected] 9/13/11 – 9/12/14 Bremerton, WA 98337

Alternates Mary Garguile, Dean for Workforce Phone 360-475-7841 Amy Hatfield Fax 360-475-7845 Olympic College E-mail [email protected] 1600 Chester Avenue E-mail [email protected] Bremerton, WA 98337

Attachment 4.b. Olympic Workforce Development Council Membership April 2014 . LABOR (3 Members Required - 3 Members) 1 David A. McMahan, Phone 360-457-6929 Labor Secretary/Treasurer Fax 360-417-1545 Olympic Labor Council E-mail [email protected] 6/20/12 – 6/19/15 P. O. Box 688 Port Angeles, WA 98362 2 John Ross, Vice President Phone 360-692-1420 Labor Kitsap County Central Labor Fax 360-692-3896 Council E-Mail [email protected] 2/17/12 – 2/16/15 10049 Kitsap Mall Blvd. NW, Suite 105 Cell 206-601-2684 Silverdale, WA 98383 3 Bob Zindel, President Phone 360-457-1435 Labor Olympic Labor Council Fax 508 South H Street E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98363

Alternate Phone Anne Goranson Fax E-mail [email protected]

Alternate Phone 360-473-2115 Charmaine Scott Fax 360-415-2706 Kitsap Community Resources E-mail [email protected] 845 – 8th Street Bremerton, WA 98337-1512

Attachment 4.b. Olympic Workforce Development Council Membership April 2014 .

Larry Eyer Annette Crawford Larry Eyer Monica Blackwood Cordi Fitzpatrick Del DelaBarre Elaine Gentilo Dave Frederick Margaret Hess Cordi Fitzpatrick Willis Goodenough Lisa Heaman Marc Lawrence Robin Hake Greg Lynch Bob Zindel Kellie LeTexier David Hankinson Cathy Price David McMahan Amy Hatfield (Dr. Mitchell) Charmaine Scott Kellie LeTexier Margaret Swigert David McMahan Brian Walsh (Dr. Robins) Allison Plute Geoffrey Wood John Ross Kyrsten Wooster Julie Tappero Member(s) At-Large

Patty Bronson Jim Funaro Pam Martin Stephanie McDonald Laura Schaeffer Kristin Schutte Darence Shine Stephanie Thompson Ken Walls

Nominated Members Assign to Committee

Attachment 4.c.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2014 Calendar

January 15 February 11, Tuesday – Cedars at Dungeness, Sequim WebEx

April 16 May 13, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

June 18 WebEx

August 20 September 9, Tuesday – Cedars at Dungeness, Sequim WebEx

October 15 November 18, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR EXECUTIVE COMMITTEE MEETING JULIE TAPPERO, President West Sound Work Force

VICE CHAIR D. M. (DEL) DELABARRE DelaBarre and Associates DATE: Wednesday, June 18, 2014 LARRY EYER, Executive Director Kitsap Community Resources TIME: 9:30 a.m. – 12:00 p.m. CORDI FITZPATRICK, HR Director Armstrong Marine, Inc. LOCATION: Via WebEx

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept. ______

MARC LAWRENCE, Relationship Manager US Bank Business Banking

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co. A G E N D A

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller

ANNETTE CRAWFORD, Administrator 1. Approval of Executive Committee Summary Stafford Healthcare Ridgemont

DAVID FREDERICK, President/Director The Coffee Oasis a. April 16, 2014 (Attachment 1.a.) ELAINE GENTILO, Human Resources Director First Federal 2. Discussion/Action Items WILLIS GOODENOUGH, HR Manager Port Townsend Paper Company

ROBIN HAKE, HR Director a. Status of Industry Cluster Panel for Advanced Manufacturing Jamestown S’Klallam Tribe (Composites) and Aerospace DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation b. Transit to Twelve Trees LISA HEAMAN, Principal West Hills S.T.E.M. Academy c. Joint OCB/OWDC Meeting

DEB HOWARD, HR Coordinator City of Port Orchard d. Oxford House and Juvenile Department Outreach & Program

GREG LYNCH, Superintendent Development (Attachment 2.d.) Olympic Edu. Service Dist. #114

DR. DAVID MITCHELL, President Olympic College 3. Operations ALLISON PLUTE, HR Manager 7 Cedars Resort

JOHN POWERS, Executive Director Kitsap Economic Development Alliance a. Olympic WorkSource Performance Report for PY 13, Qtr. 4

DR. LUKE ROBINS, President (Attachment 3.a.) Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council 4. Other Business MARGARET SWIGERT, Administrator CSO, DSHS

GEOFFREY WOOD, Manager Profile Composites, Inc. a. Roster (Attachment 4.a.)

KYRSTEN WOOSTER, HR Generalist b. 2014 Meeting Calendar (Attachment 4.b.) The Doctors Clinic c. WIA Reauthorization/Funding (Attachment 4.c.) BOB ZINDEL, President Olympic Labor Council

5. Next OWDC Meeting (Tuesday, September 9, 2014 – Cedars at Dungeness, Sequim)

Attachment 1.a.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY APRIL 16, 2014

ATTENDANCE: Del DelaBarre, Larry Eyer, Margaret Hess, Kellie LeTexier (via conference call), Dave McMahan, Julie Tappero. Staff: Bob Potter and Che Che Murphy.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, April 16, 2014 at the WorkSource Center in Port Hadlock. Julie Tappero, Chair, called the meeting to order at 9:30 a.m.

APPROVAL OF AGENDA AND SUMMARY

The Executive Committee’s Agenda was approved as follows.

ACTION: Dave McMahan moved to approve the January 15, 2014 Executive Committee Summary as presented. Margaret Hess seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

 Employer Skill Panel for Advanced Manufacturing/Composites Industry Sector: Julie Tappero provided a brief overview regarding the Advanced Manufacturing Employers Forum held on March 11, 2014 at the Kitsap WorkSource Center in Bremerton.

 After some discussion, there was a consensus to have this topic placed on the agenda for the May 13, 2014 Olympic Workforce Development Council meeting. Items to discuss: (1) What can outside dollars accomplish (hire a person to lead this effort, form a coalition and develop a long range plan, sustainability). (2) Form an Ad Hoc Composites Committee to plan a 3 hours strategy meeting.

 Transit to the Twelve Trees Business Park: A meeting has been scheduled on Thursday, April 17, 2014 at Twelve Trees Industrial Park, Apanage Corporation (Twelve Trees office) located in Poulsbo. Scheduled to attend are John Clauson (Kitsap Transit), Mayor Erickson (Poulsbo), John Powers (KEDA), Christine Salo (Twelve Trees), Julie Tappero (OWDC) and Doug Washburn (OWDC) to discuss this issue.

.  Request for Proposal (RFP) for Adult/Dislocated Worker: Bob Potter reported that the RFP is due April 30, 2014 at 1:00 p.m. Bob went over the Program Design Review Sheet to be used for Review of RFPs scheduled for May 6, 2014. A Proposal Review Committee needs to be appointed anywhere from 3 to 5 members with at least a 1 committee member from each county (Clallam, Jefferson, and Kitsap Counties) being represented.

 Should be able to recommend award(s) at the May 13, 2014 OWDC meeting.

OPERATIONS

 Long-Term Unemployed Project: Bob Potter provided an overview on the proposal (due April 17, 2013 to the State Employment Security Department). There is $4 million in Dislocated Worker Rapid Response funds available to local Workforce Development Areas for services to help place the long-term unemployed into jobs.

 Project Requirements - Eligible Long-Term Unemployed (LTU) individuals include those who:

 Meet the WIA Dislocated Worker eligibility criteria and have exhausted or are within 8 weeks of exhausting Unemployment Compensation, or  Can otherwise show that they had attachment to the workforce and have been unemployed for at least 27 weeks.

 Olympic Consortium Proposal – The Olympic Consortium plans to use $193,557 to serve 80 LTU& workers at the WorkSource offices by our Dislocated Worker Program staff using these activities:

 Intensive job search and job club activities for 80 clients to include a motivational speaker and employer forum event - $ 25,000  Supportive services for 55 clients - $ 23,000  OJT positions for 10 clients - $ 36,000  Internships for 10 clients - $ 46,000  Case management and outreach - $ 63,557 $193,557

Of the 80 workers served, we plan to place 64 workers in unsubsidized jobs.

 To be placed on OWDC May 13, 2014 agenda.

. OTHER BUSINESS

 Roster and Calendar: No report

 NAWB Conference: Julie Tappero provided a brief report on the NAWB 2014 Forum in WA, DC from March 29 – April 1, 2014. Senators Maria Cantwell and Patty Murray held a forum for WA Workforce Development Areas to meet. Twenty attended and Charlotte Garrido, Chair, Olympic Consortium Board was a speaker. John Powers was able to meet with Derek Kilmer.

OWDC Full Council Meeting

The next OWDC Meeting will be held on Tuesday, May 13, 2014 at Cedars at Dungeness, Sequim.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned.

Approved ______(Date) Attachment 2.d. Attachment 2.d. Olympic WorkSource Performance Report Attachment 3.a. for the Month Ending May 2014

Performance on Federal Standards - 12/31/13

100%

Grant Expenditures Expended Available % of Target of % Current Grants $4,567,433 $6,190,987 All Grants $65,515,446 $69,337,539

Job Seeker Services April 2014 April 2013 % Change from 2013 Contractor Performance All Customers 2,232 2,840 -21% Unemployment Insurance Claimants 226 878 -74% WIA Youth Veterans Served 188 229 -18% All Counties Actual Plan Plan % WorkFirst Customers 34 69 -51% Total Participants 132 136 97% Exited 51 60 85% Placed 27 31 87% Expenditures $448,375 $502,984 89% Employer Services April 2014 April 2013 % Change from 2013 Kitsap Community Resources - WIA Adult Kitsap County Employers Served 54 56 -4% Total Participants 72 70 103% New Job Openings 130 137 -5% Exited 41 38 108% Jobs Filled 63 58 9% Placed 35 30 117% Expenditures $134,281 $171,590 78% WIA Adult Unemployment Rates Total Participants 278 169 164% April 2014 April 2013 % Change from 2013 Exited 103 139 74% Clallam County 7.6% 9.2% -17% Placed 89 118 75% Jefferson County 7.3% 9.0% -19% Expenditures $283,144 $401,155 71% Kitsap County 5.5% 6.8% -19% WIA Dislocated Workers State 5.6% 6.7% -16% Total Participants 222 256 87% Exited 94 209 45% Placed 84 178 47% Expenditures $372,255 $599,495 62%

WIA Federal Performance Measures for December 31, 2013 WIA Formula Programs Wash State Employment Security Department Performance Measures Actual Target % of Target* Adults Adult Employment 84.6% 80.7% 104.8% Kitsap County Adult Actual Plan % Plan Adult Retention 84.0% 80.7% 104.1% Participants 101 84 120% Adult Earnings $13,793 $14,105 97.8% Exits 50 68 74% Dislocated Worker Employment 88.8% 85.7% 103.6% Placed in a Job 42 58 72% Dislocated Worker Retention 89.3% 80.9% 110.4% Expenditures $ 136,947 $204,584 67% Dislocated Worker Earnings $18,563 $18,950 98.0% Youth Certificate 68.4% 73.9% 92.6% Clallam County Adult Youth Numeracy/Literacy 50.0% 38.2% 130.9% Participants 90 71 127% Youth Employment 76.8% 71.3% 107.7% Exits 43 60 72% *Note: 80% is minimum for acceptable performance Placed in a Job 38 51 75% WIA Formula Programs Expenditures $ 111,927 $146,380 76%

Olympic Educational Services District Jefferson County Adult Kitsap County Youth Actual Plan % Plan Participants 15 14 107% Participants 89 93 96% Exits 10 11 91% Exits 31 38 82% Placed in a Job 9 9 100% Placed in a Job 13 19 68% Expenditures $ 34,270 $50,191 68% Expenditures $295,326 $330,622 89% Clallam County Youth Dislocated Workers Participants 30 34 88% Kitsap County DW Exits 16 17 94% Participants 147 162 91% Placed in a Job 11 9 122% Exits 69 131 53% Expenditures $111,128 $122,823 90% Placed in a Job 61 111 55% Jefferson County Youth Expenditures $ 240,046 $401,714 60% Participants 13 9 144% Exits 4 5 80% Clallam County DW Placed in a Job 3 3 100% Participants 63 78 81% Expenditures $41,921 $49,539 85% Exits 19 65 29% Placed in a Job 17 56 30% Expenditures $ 102,592 $150,188 68% Kitsap Community Resources Kitsap County Adult Actual Plan % Plan Jefferson County DW Participants 72 70 103% Participants 12 16 75% Exits 41 38 108% Exits 6 13 46% Placed in a Job 35 30 117% Placed in a Job 6 11 55% Expenditures $134,281 $171,590 78% Expenditures $ 29,617 $47,593 62% Grant Expenditures as of 5/31/14 Dislocated Workers Training National Emergency Grant Title Spent Total % Spent End Date FY 2014 Adult 307,144 605,671 50.7% 06/30/15 ES Actual Plan % Plan FY 2014 Dislocated Worker 196,415 587,805 33.4% 06/30/15 Enrollments 20 21 95% FY 2014 Admin Cost Pool 1,389 132,609 1.0% 06/30/15 Placements 3 11 27% PY 2013 Youth 508,831 602,743 84.4% 06/30/15 Expenditures $ 9,954 $ 42,479 23% PY 2013 Adult 16,686 16,686 100.0% 06/30/15 PY 2013 Dislocated Worker 88,568 88,568 100.0% 06/30/15 PY 2013 Admin Cost Pool 78,667 78,667 100.0% 06/30/15 Community Jobs (CJ) Programs Performance Community Jobs 1,148,617 1,682,642 68.3% 06/30/14 FY 2013 Adult 550,708 550,708 100.0% 06/30/14 Kitsap Community Resources Actual Plan % Plan FY 2013 Dislocated Worker 542,581 542,581 100.0% 06/30/14 Enrollments 304 614 50% FY 2013 Admin Cost Pool 121,477 121,477 100.0% 06/30/14 Expenditures $ 1,090,345 $ 1,615,669 67% PY 2012 Youth 593,104 593,104 100.0% 06/30/14 PY 2012 Adult 45,488 45,488 100.0% 06/30/14 PY 2012 Dislocated Worker 116,816 116,816 100.0% 06/30/14 PY 2012 Admin Cost Pool 83,934 83,934 100.0% 06/30/14 Dislocated Worker Training Grant 13,292 112,505 11.8% 04/30/15 Air Washington 153,716 228,983 67.1% 09/30/14 Open Grants Total $4,567,433 $6,190,987 73.8%

14-Year Totals $65,515,446 $69,337,539 94.5%

Olympic Workforce Development Council Membership June 2014 Attachment 4.a. . Council Member’s Name, Title, Business and Address Phone Fax E-Mail Type of Association Alternate Member Information Term Dates BUSINESS (15 Members Required [51% of Membership] – 15 Members) 1 Monica Blackwood, Director Of Phone 360-362-1435 Business Administration Fax 360-792-1435 Rice Fergus Miller E-mail [email protected] 2/22/13 – 2/21/16 275 5th Street Bremerton, WA 98337 2 Annette Crawford, Administrator Phone 360-876-4461 Business Stafford Healthcare Ridgemont Fax 360-876-4837 2051 Pottery Avenue E-mail [email protected] 2/22/13 – 2/21/16 Port Orchard, WA 98366 3 Vice-Chair (OWDC) Phone 360-460-5565 Business (Small) D.M. (Del) DelaBarre Fax DelaBarre and Associates E-mail [email protected] 7/1/11 – 6/30/14 P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382 4 Cordi Fitzpatrick, HR Director Phone 360-457-5752 Business Armstrong Marine, Inc. Fax 151 Octane Lane E-mail [email protected] 9/30/11 – 9/29/14 Port Angeles, WA 98362 5 David O. Frederick, Phone 360-373-0461 Business (Small) President/Director Fax The Coffee Oasis E-mail [email protected] 2/16/12 – 2/15/15 822 Burwell Street Bremerton, WA 98337 6 Elaine Gentilo, HR Director Phone 360-417-3107 Business First Federal Fax P. O. Box 351 E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98362 7 Willis Goodenough, Human Phone 360.379.2155 Business (Substantial) Resources Manager Fax 360.379.2102 Port Townsend Paper Company E-Mail [email protected] 5/24/13 – 5/23/16 160 Foxfield Drive Cell Port Townsend, WA 98368 8 Robin Hake, Human Resources Phone 360-582-5788 Business Director Fax 360-683-4005 Jamestown S’Klallam Tribe E-mail [email protected] 2/21/14 – 2/20/17 1033 Old Blyn Hwy Sequim, WA 98382 9 Marc Lawrence, Relationship Mgr. Phone 360-683-3366 Business (Substantial) US Bank Business Banking Cell 360-402-6939 101 West Washington Fax 9/18/12 – 9/17/15 Sequim, WA 98382 E-mail [email protected]

10 Kellie LeTexier, SVP/Chief HR Phone 360-662-2000 Business (Substantial) Officer Fax 360-662-2127 Kitsap Credit Union E-mail 360-662-2088 5/30/11 – 5/29/14 P. O. Box 990 [email protected] Bremerton, WA 98337 11 Allison Plute, Human Resources Phone 360-681-6706 Business (Substantial) Manager Fax 360-681-6769 7 Cedars Resort E-mail [email protected] 2/21/11 – 2/20/17 270756 Highway 101 Sequim, WA 98382

Olympic Workforce Development Council Membership June 2014 Attachment 4.a. . Council Member’s Name, Title, Phone Fax E-Mail Business and Address Type of Association Alternate Member Information Term Dates 13 Chair (OWDC) Phone 253-853-3633 Business (Small) Julie Tappero, President Fax 253-857-6652 West Sound Workforce E-mail [email protected] 6/20/12 – 6/19/15 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335 14 Geoffrey Wood, Manager Phone 360-620-2888 Business Profile Composites Fax 1945 Laurie Vei Loop E-Mal [email protected] 2/17/12 – 2/16/15 Poulsbo, WA 98370

15 Kyrsten Wooster, HR Generalist Phone 360-782-3648 Business – (Large) The Doctors Clinic Fax 360-782-3689 9021 Ridgetop Boulevard NW E-Mail [email protected] 12/6/13-12/5/16 Silverdale, WA 98383

Alternate E-Mail [email protected] Kathy Cocus

Alternate Phone 360-417-6381 Brian Walsh Fax 360-417-6383 Associate Dean of Basic Skills and E-mail [email protected] Corrections Education

2 Dr. David Mitchell, President Phone 360-475-7100 Education (Postsecondary) Olympic College Fax 360-475-7104 1600 Chester Avenue E-mail [email protected] 9/13/11 – 9/12/14 Bremerton, WA 98337

Alternates Mary Garguile, Dean for Workforce Phone 360-475-7841 Amy Hatfield Fax 360-475-7845 Olympic College E-mail [email protected] 1600 Chester Avenue E-mail [email protected] Bremerton, WA 98337

Olympic Workforce Development Council Membership June 2014 Attachment 4.a. . LABOR (3 Members Required - 3 Members) 1 David A. McMahan, Phone 360-457-6929 Labor Secretary/Treasurer Fax 360-417-1545 Olympic Labor Council E-mail [email protected] 6/20/12 – 6/19/15 P. O. Box 688 Port Angeles, WA 98362 2 John Ross, Vice President Phone 360-692-1420 Labor Kitsap County Central Labor Fax 360-692-3896 Council E-Mail [email protected] 2/17/12 – 2/16/15 10049 Kitsap Mall Blvd. NW, Suite 105 Cell 206-601-2684 Silverdale, WA 98383 3 Bob Zindel, President Phone 360-457-1435 Labor Olympic Labor Council Fax 508 South H Street E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98363

Alternate Phone 360-480-1904 Anne Goranson Fax E-mail [email protected]

Alternate Phone 360-473-2115 Charmaine Scott Fax 360-415-2706 Kitsap Community Resources E-mail [email protected] 845 – 8th Street Bremerton, WA 98337-1512

Olympic Workforce Development Council Membership June 2014 Attachment 4.a. .

STAFF 1 Kathy Gross Phone 360-337-4805 Operations Committee Fax 360-337-4470 E-mail [email protected]

2 Jim McKenna Phone 360-337-4767 Economic Development and Business Fax 360-337-4770 Coordination Committee E-mail [email protected]

3 Che Che Murphy, Staff Phone 360-337-7185, Ext. 3530 Fax 360-337-5721 E-mail [email protected]

4 Gay Neal Phone 360-337-4879 Youth Council Fax 360-337-5721 E-mail [email protected]

5 Bob Potter Phone 360-337-4873 Operations Committee Fax 360-337-5721 E-mail [email protected]

6 Doug Washburn, Director Phone 360-337-4625 Fax 360-337-5721 E-mail [email protected]

Economic Development and Executive Committee Business Coordination Operations Committee Youth Council Committee Committee Julie Tappero, Chair John Powers, Chair Margaret Hess, Chair Marc Lawrence, Co-Chair Del DelaBarre, Vice Chair Deb Howard, Co-Chair Bob Potter, Staff Jim McKenna, Staff Kathy Gross, Staff Gay Neal, Staff

Larry Eyer Annette Crawford Larry Eyer Monica Blackwood Cordi Fitzpatrick Del DelaBarre Elaine Gentilo Dave Frederick Margaret Hess Cordi Fitzpatrick Willis Goodenough Lisa Heaman Marc Lawrence Robin Hake Greg Lynch Bob Zindel David McMahan David Hankinson Cathy Price Cathy Price Amy Hatfield (Dr. Mitchell) Charmaine Scott Kellie LeTexier Margaret Swigert David McMahan Brian Walsh (Dr. Robins) Allison Plute Geoffrey Wood John Ross Kyrsten Wooster Julie Tappero Member(s) At-Large

Patty Bronson Jim Funaro Pam Martin Stephanie McDonald Laura Schaeffer Kristin Schutte Darence Shine Stephanie Thompson Ken Walls

Nominated Members Assign to Committee

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2014 Calendar

January 15 February 11, Tuesday – Cedars at Dungeness, Sequim WebEx

April 16 May 13, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

June 18 WebEx

August 20 September 9, Tuesday – Cedars at Dungeness, Sequim WebEx

October 15 November 18, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

Attachment 4.c. The Workforce Innovation and Opportunity Act Investing in America’s Competitiveness

KEY IMPROVEMENTS FROM CURRENT LAW

Changes to the Workforce Development System:  Eliminates 15 programs; 14 within WIA and one higher education program.  Applies one set of accountability metrics to every federal workforce program under the bill.  Requires states to produce one strategic plan describing how they will provide training, employment services, adult education and vocational rehabilitation through a coordinated, comprehensive system.  Reduces the number of required members on state and local workforce boards.  Strengthens alignment between local workforce areas and labor markets and economic development regions.  Strengthens evaluation and data reporting requirements.  Specifies authorized appropriation levels for each of the fiscal years 2015-2020.  Adds a minimum and maximum funding level to the dislocated worker formula beginning in fiscal year 2016 to reduce volatility.

Changes to Training and Employment Services:  Eliminates the “sequence of services” and merges “core and intensive activities” into a combined “career services.”  Emphasizes access to real-world training opportunities through: o Increasing the ability to use on-the-job training (reimbursement rates up to 75 percent for eligible employers), incumbent worker training (may use up to 20 percent of local funds), and customized training; o New opportunities to utilize prior learning assessments; o Pay-for-performance training contracts for adults and youth (local boards may use up to 10 percent of funds); and o Requirements for implementation of industry or sector partnerships and career pathway strategies.  Requires 75 percent of youth funding to support out-of-school youth, of which 20 percent is prioritized for work- based activities.

Changes to Job Corps:  Improves the procurement process for center operators to support high-quality services by: o Collecting information on key factors indicating the ability of an applicant to operate a center; o Providing the operator of a high-performing center the opportunity to compete for contract renewal; and o Placing limits on the ability of an operator of a chronically low-performing center to compete for a contract renewal, or to continue to operate that center.  Allows the U.S. Department of Labor to provide technical assistance to Job Corps operators and centers to improve operations and outcomes.  Collects more data on Job Corps operations and financial management to better inform Congress and the public about the program.

Changes to Adult Education:  Strengthens the connection between adult education, postsecondary education, and the workforce.  Improves services to English language learners.  Requires evaluations and additional research on adult education activities.

Changes to State Vocational Rehabilitation Services:  Sets high expectations for individuals with disabilities with respect to employment.  Provides youth with disabilities the services and supports necessary to be successful in competitive, integrated employment.

The Workforce Innovation and Opportunity Act Investing in America’s Competitiveness

The Problem:  By 2022 the United States will fall short by 11 million the necessary number of workers with postsecondary education, including 6.8 million workers with bachelor's degrees, and 4.3 million workers with a postsecondary vocational certificate, some college credits or an associate's degree.i  Fifty-two percent of adults (16-65) in the United States lack the literacy skills necessary to identify, interpret, or evaluate one or more pieces of information; a critical requirement for success in postsecondary education and work.ii  Individuals with disabilities have the highest rate of unemployment of any group, and more than two-thirds do not participate in the workforce at all.iii

The Workforce Innovation and Opportunity Act (WIOA): WIOA is bipartisan, bicameral legislation that will improve our nation’s workforce development system and help put Americans back to work. Now more than ever, effective education and workforce development opportunities are critical to a stronger middle class. We need a system that prepares workers for the 21st century workforce, while helping businesses find the skilled employees they need to compete and create jobs in America.

WIOA creates: A streamlined workforce development system by:  Eliminating 15 existing programs.  Applying a single set of outcome metrics to every federal workforce program under the Act.  Creating smaller, nimbler, and more strategic state and local workforce development boards.  Integrating intake, case management and reporting systems while strengthening evaluations.  Eliminating the “sequence of services” and allowing local areas to better meet the unique needs of individuals.

Greater value by:  Maintaining the 15 percent funding reservation at the state level to allow states the flexibility to address specific needs.  Empowering local boards to tailor services to their region’s employment and workforce needs.  Supporting access to real-world education and workforce development opportunities through: o On-the-job, incumbent worker, and customized training; o Pay-for-performance contracts; and o Sector and pathway strategies.

Better coordination by:  Aligning workforce development programs with economic development and education initiatives.  Enabling businesses to identify in-demand skills and connect workers with the opportunities to build those skills.  Supporting strategic planning and streamlining current governance and administration by requiring core workforce programs to develop a single, comprehensive state plan to break down silos, reduce administrative costs, and streamline reporting requirements.  Ensuring individuals with disabilities have the skills necessary to be successful in businesses that provide competitive, integrated employment.

Improved outreach to disconnected youth by:  Focusing youth program services on out-of-school youth, high school dropout recovery efforts, and attainment of recognized postsecondary credentials.  Providing youth with disabilities the services and support they need to be successful in competitive, integrated employment. i The Georgetown University Center on Education and the Workforce. ii Based on data from the Program for the International Assessment of Adult Competencies (PIAAC), 2012. iii Based on data from the Current Population Survey, Bureau of Labor Statistics.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE

CHAIR EXECUTIVE COMMITTEE MEETING JULIE TAPPERO, President West Sound Work Force

VICE CHAIR D. M. (DEL) DELABARRE DelaBarre and Associates DATE: Wednesday, August 20, 2014 LARRY EYER, Executive Director Kitsap Community Resources TIME: 9:30 a.m. – 12:00 p.m. MARGARET HESS, Kitsap Administrator Washington State Employment Security LOCATION: Via WebEx Dept.

MARC LAWRENCE, Relationship Manager US Bank Business Banking ______

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co. A G E N D A

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration Rice Fergus Miller 1. Approval of Executive Committee Summary

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont

DAVID FREDERICK, President/Director a. June 18, 2014 (Attachment 1.a.) The Coffee Oasis

ELAINE GENTILO, Human Resources Director First Federal 2. Discussion/Action Items

WILLIS GOODENOUGH, HR Manager Port Townsend Paper Company a. Status of Industry Cluster Panel for Advanced Manufacturing ROBIN HAKE, HR Director Jamestown S’Klallam Tribe (Composites) and Aerospace DAVID HANKINSON, Supervisor Division of Vocational Rehabilitation b. Joint OCB/OWDC Meeting (December 5, 2014 – Kitsap

LISA HEAMAN, Principal West Hills S.T.E.M. Academy Conference Center, Bremerton)

DEB HOWARD, HR Coordinator c. Status on Oxford House and Juvenile Department Outreach & City of Port Orchard Program Development GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114 d. Jobs Fair (Attachment 2.d.) DR. DAVID MITCHELL, President Olympic College e. Pioneer Industries

ALLISON PLUTE, HR Manager 7 Cedars Resort

JOHN POWERS, Executive Director 3. Operations Kitsap Economic Development Alliance

DR. LUKE ROBINS, President Peninsula College a. Olympic WorkSource Performance Report for PY 13, Qtr. 4 JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council (Attachment 3.a.)

MARGARET SWIGERT, Administrator CSO, DSHS

GEOFFREY WOOD, Manager 4. Other Business Profile Composites, Inc.

BOB ZINDEL, President Olympic Labor Council a. Roster (Attachment 4.a.) b. 2014 Meeting Calendar (Attachment 4.b.) c. WIA Reauthorization/Funding (Attachment 4.c.)

5. Next OWDC Meeting (Tuesday, September 9, 2014 – Cedars at

Dungeness, Sequim)

Attachment 1.a. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY JUNE 18, 2014

ATTENDANCE: Del DelaBarre, Larry Eyer, Margaret Hess, Marc Lawrence, Dave McMahan, and Cathy Price. Staff: Bob Potter, Jim McKenna and Che Che Murphy.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, June 18, 2014 via WebEx. Del DelaBarre, Vice Chair, called the meeting to order at 9:45 a.m.

APPROVAL OF AGENDA AND SUMMARY

The Executive Committee’s Agenda was approved as follows.

ACTION: Marc Lawrence moved to approve the April 16, 2014 Executive Committee Summary as presented. Larry Eyer seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

 Employer Skill Panel for Advanced Manufacturing/Composites Industry Sector: Jim McKenna provided a brief update on the status of the Employer Skill Panel.

 Transit to the Twelve Trees Business Park: A meeting was held on Thursday, June 5, 2014 at Twelve Trees Industrial Park, Jazz Alley meeting room at Watson Furniture, Poulsbo. The purpose of the meeting was to go over the required paperwork and processes to begin Van Pool Service to Twelve Trees. Potential Van Pool riders can go to the County’s internet site to Human Services, Olympic Consortium WorkSource Program and under News and Events, RideshareOnline has been added so potential Van Pool riders can go in and enter their address.

 Joint OCB/OWDC Meeting: A discussion was held on scheduling a joint OCB/OWDC Meeting. It was agreed to schedule a joint meeting sometime after the September 9, 2014 Council meeting. Doug Washington requested that members send us their recommendations on a location for the meeting.

 Oxford House and Juvenile Department Outreach and Program Development: Oxford Houses are an affordable, alcohol and drug free housing option for individuals in recovery. Charlotte Garrido met with Doug Washburn regarding this new pilot project for Oxford Houses’ residents to implement a job training program geared for Oxford Houses’ residents. The goal would be to gather data and track what impact the WorkSource Center can have in providing job training services to residents. The Pilot Program would initially be implemented in Kitsap County and if successful, expand to Clallam and Jefferson Counties. Charlotte Garrido and Julie are planning to meet with Oxford Houses representatives and it was recommended that a couple of Executive Committee members also attend. Doug Washburn . requested that members send us any suggestions regarding the implementation of this pilot program. Doug will provide the committee members with a list of Oxford Houses’ locations for all 3 counties.

OPERATIONS

 Olympic WorkSource Performance Report: Bob Potter provided a brief overview on the Federal Performance Report ending December 31, 2013. Most measures were at 100% and the others were at 92.6% or better. Grant expenditures for youth, adult and dislocated workers are all on target. December 31, 2013 was the last data received from the state as the State is reconfiguring data formatting. The report is for the month ended in May (mid term) and, therefore, achievement levels will not be 100%. Margaret Hess requested that a line be added under “Placed in a Job” and add the new line “Placement Rate.” Del DelaBarre requested a “Note” section be added so that Bob Potter can comment on any areas of concern, questions, etc. that members should be made aware of or might be interested in.

OTHER BUSINESS

 Roster and Calendar: The committee members went over the Roster and businesses to approach for potential membership on the Council.

 WIA Reauthorization: Bob Potter reported that he has not heard of any action on the WIA Reauthorization, however has been told that the Reauthorization bill is viable and is looking good to pass the Senate and the House. There are changes in the bill, however, there are no changes that would make any significant difference to our Workforce Development Area (WDA). One change would be in our youth programs and focusing more on out-of-school youth. Funding has been written into the bill, however the Appropriations Committee will determine the final funding allocations.

OWDC Full Council Meeting

The next OWDC Meeting will be held on Tuesday, September 9, 2014 at Cedars at Dungeness, Sequim.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 10:40.

Approved ______(Date) Attachment 2.d.

Attachment 3.a.

WIA Federal Performance Measures for March 31, 2014 WIA Formula Programs Wash State Employment Security Department Performance Measures Actual Target % of Target* Adult Employment 81.8% 80.7% 101.4% Adults Adult Retention 85.2% 80.7% 105.6% Kitsap County Adult Actual Plan % Plan Adult Earnings $12,459 $14,105 88.3% Participants 100 84 119.0% Dislocated Worker Employment 80.2% 85.7% 93.6% Exits 62 68 91.2% Dislocated Worker Retention 92.1% 80.9% 113.8% Placed in a Job 51 58 87.9% Dislocated Worker Earnings $18,196 $18,950 96.0% Placement Rate 82% 85% 96.4% Youth Certificate 58.7% 73.9% 79.4% Expenditures $ 198,383 $204,584 97.0% Youth Numeracy/Literacy 65.2% 38.2% 170.7% Clallam County Adult Youth Employment 83.1% 71.3% 116.5% Participants 89 71 125.4% *Note: 80% is minimum for acceptable performance Exits 48 60 80.0% WIA Formula Programs Placed in a Job 41 51 80.4% Placement Rate 85% 85% 100.5% Olympic Educational Services District Expenditures $ 137,797 $146,380 94.1% Kitsap County Youth Actual Plan % Plan Jefferson County Adult Participants 94 93 101.1% Participants 15 14 107.1% Exits 47 38 123.7% Exits 10 11 90.9% Placed in a Job 19 19 100.0% Placed in a Job 9 9 100.0% Placement Rate 40% 50% 80.9% Placement Rate 90% 82% 110.0% Expenditures $323,112 $330,622 97.7% Expenditures $ 43,786 $50,191 87.2% Clallam County Youth Participants 34 34 100.0% Dislocated Workers Exits 19 17 111.8% Kitsap County DW Placed in a Job 13 9 144.4% Participants 150 162 92.6% Placement Rate 68% 53% 129.2% Exits 88 131 67.2% Expenditures $121,467 $122,823 98.9% Placed in a Job 74 111 66.7% Jefferson County Youth Placement Rate 84% 85% 99.2% Participants 14 9 155.6% Expenditures $ 305,409 $401,714 76.0% Exits 6 5 120.0% Clallam County DW Placed in a Job 4 3 133.3% Participants 65 78 83.3% Placement Rate 67% 60% 111.1% Exits 30 65 46.2% Expenditures $47,149 $49,539 95.2% Placed in a Job 25 56 44.6% Placement Rate 83% 86% 96.7% Kitsap Community Resources Expenditures $ 143,542 $150,188 95.6% Kitsap County Adult Actual Plan % Plan Jefferson County DW Participants 73 70 104.3% Participants 16 16 100.0% Exits 45 38 118.4% Exits 6 13 46.2% Placed in a Job 35 30 116.7% Placed in a Job 6 11 54.5% Placement Rate 78% 79% 98.5% Placement Rate 100% 85% 118.2% Expenditures $165,897 $171,590 96.7% Expenditures $ 43,744 $47,593 91.9% Attachment 3.a.

Grant Expenditures as of 6/30/14 Dislocated Workers Training National Emergency Grant Title Spent Total % Spent End Date PY 2014 Youth 30,280.00 591,736.00 5.1% 06/30/16 ES Actual Plan % Plan PY 2014 Adult 0.00 43,038.00 0.0% 06/30/16 Enrollments 21 26 81% PY 2014 Dislocated Worker 0.00 75,087.00 0.0% 06/30/16 Placements 4 15 27% PY 2014 Admin Cost Pool 0.00 78,873.00 0.0% 06/30/16 Expenditures $ 31,947 $ 55,004 58% FY 2014 Adult 455,909.73 605,671 75.3% 06/30/15 FY 2014 Dislocated Worker 337,613.42 633,729 53.3% 06/30/15 FY 2014 Admin Cost Pool 33,888.35 137,712 24.6% 06/30/15 Community Jobs (CJ) Programs Performance PY 2013 Youth 572,198.65 602,743 94.9% 06/30/15 PY 2013 Adult 16,686.00 16,686 100.0% 06/30/15 Kitsap Community Resources Actual Plan % Plan PY 2013 Dislocated Worker 88,568.00 88,568 100.0% 06/30/15 Enrollments 310 365 85% PY 2013 Admin Cost Pool 78,667.00 78,667 100.0% 06/30/15 Expenditures $ 1,252,338 $ 1,615,669 78% PY 2013 Rapid Response Long-Term Unemp 0.00 193,557 0.0% 03/31/16 Community Jobs 1,311,867.12 1,682,642 78.0% 06/30/14 Dislocated Worker Training Grant 37,569.05 112,502 33.4% 04/30/15 Air Washington 171,232.38 197,824 86.6% 09/30/14 Open Grants Total 3,134,479.70 5,139,035.00 61.0%

14-Year Totals $63,432,688 $67,644,022 93.8%

Attachment 4.a. Olympic Workforce Development Council Membership August 2014 . jCouncil Member’s Name, Title, Business and Address Phone Fax E-Mail Type of Association Alternate Member Information Term Dates BUSINESS (15 Members Required [51% of Membership] – 15 Members) 1 Monica Blackwood, Director Of Phone 360-362-1435 Business Administration Fax 360-792-1435 Rice Fergus Miller E-mail [email protected] 2/22/13 – 2/21/16 275 5th Street Bremerton, WA 98337 2 Annette Crawford, Administrator Phone 360-876-4461 Business Stafford Healthcare Ridgemont Fax 360-876-4837 2051 Pottery Avenue E-mail [email protected] 2/22/13 – 2/21/16 Port Orchard, WA 98366 3 Vice-Chair (OWDC) Phone 360-460-5565 Business (Small) D.M. (Del) DelaBarre Fax DelaBarre and Associates E-mail [email protected] 7/1/14 – 6/30/17 P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382 4 Vacant Phone Business (Cordi Fitzpatrick) Fax E-mail

5 David O. Frederick, Phone 360-373-0461 Business (Small) President/Director Fax The Coffee Oasis E-mail [email protected] 2/16/12 – 2/15/15 822 Burwell Street Bremerton, WA 98337 6 Elaine Gentilo, HR Director Phone 360-417-3107 Business First Federal Fax P. O. Box 351 E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98362 7 Willis Goodenough, Human Phone 360.379.2155 Business (Substantial) Resources Manager Fax 360.379.2102 Port Townsend Paper Company E-Mail [email protected] 5/24/13 – 5/23/16 160 Foxfield Drive Cell Port Townsend, WA 98368 8 Robin Hake, Human Resources Phone 360-582-5788 Business Director Fax 360-683-4005 Jamestown S’Klallam Tribe E-mail [email protected] 2/21/14 – 2/20/17 1033 Old Blyn Hwy Sequim, WA 98382 9 Marc Lawrence, Relationship Mgr. Phone 360-683-3366 Business (Substantial) US Bank Business Banking Cell 360-402-6939 101 West Washington Fax 9/18/12 – 9/17/15 Sequim, WA 98382 E-mail [email protected]

10 Vacant Phone Business (Kellie LeTexier) Fax E-mail

11 Allison Plute, Human Resources Phone 360-681-6706 Business (Substantial) Manager Fax 360-681-6769 7 Cedars Resort E-mail [email protected] 2/21/11 – 2/20/17 270756 Highway 101 Sequim, WA 98382

Attachment 4.a. Olympic Workforce Development Council Membership August 2014 . Council Member’s Name, Title, Phone Fax E-Mail Business and Address Type of Association Alternate Member Information Term Dates 13 Chair (OWDC) Phone 253-853-3633 Business (Small) Julie Tappero, President Fax 253-857-6652 West Sound Workforce E-mail [email protected] 6/20/12 – 6/19/15 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335 14 Geoffrey Wood, Manager Phone 360-620-2888 Business Profile Composites Fax 1945 Laurie Vei Loop E-Mal [email protected] 2/17/12 – 2/16/15 Poulsbo, WA 98370

15 Vacant Phone Business (Kyrsten Wooster) Fax E-Mail

Alternate E-Mail [email protected] Kathy Cocus

Alternate Phone 360-417-6381 Brian Walsh Fax 360-417-6383 Associate Dean of Basic Skills and E-mail [email protected] Corrections Education

2 Dr. David Mitchell, President Phone 360-475-7100 Education (Postsecondary) Olympic College Fax 360-475-7104 1600 Chester Avenue E-mail [email protected] 9/13/11 – 9/12/14 Bremerton, WA 98337

Alternates Mary Garguile, Dean for Workforce Phone 360-475-7841 Amy Hatfield Fax 360-475-7845 Olympic College E-mail [email protected] 1600 Chester Avenue E-mail [email protected] Bremerton, WA 98337

Attachment 4.a. Olympic Workforce Development Council Membership August 2014 . LABOR (3 Members Required - 3 Members) 1 David A. McMahan, Phone 360-457-6929 Labor Secretary/Treasurer Fax 360-417-1545 Olympic Labor Council E-mail [email protected] 6/20/12 – 6/19/15 P. O. Box 688 Port Angeles, WA 98362 2 John Ross, Vice President Phone 360-692-1420 Labor Kitsap County Central Labor Fax 360-692-3896 Council E-Mail [email protected] 2/17/12 – 2/16/15 10049 Kitsap Mall Blvd. NW, Suite 105 Cell 206-601-2684 Silverdale, WA 98383 3 Bob Zindel, President Phone 360-457-1435 Labor Olympic Labor Council Fax 508 South H Street E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98363

Alternate Phone 360-480-1904 Anne Goranson Fax E-mail [email protected]

Alternate Phone 360-473-2115 Charmaine Scott Fax 360-415-2706 Kitsap Community Resources E-mail [email protected] 845 – 8th Street Bremerton, WA 98337-1512

Attachment 4.a. Olympic Workforce Development Council Membership August 2014 .

STAFF 1 Kathy Gross Phone 360-337-4805 Operations Committee Fax 360-337-4470 E-mail [email protected]

2 Jim McKenna Phone 360-337-4767 Economic Development and Business Fax 360-337-4770 Coordination Committee E-mail [email protected]

3 Che Che Murphy, Staff Phone 360-337-7185, Ext. 3530 Fax 360-337-5721 E-mail [email protected]

4 Gay Neal Phone 360-337-4879 Youth Council Fax 360-337-5721 E-mail [email protected]

5 Bob Potter Phone 360-337-4873 Fax 360-337-5721 E-mail [email protected]

6 Doug Washburn, Director Phone 360-337-4625 Fax 360-337-5721 E-mail [email protected]

Larry Eyer Annette Crawford Larry Eyer Monica Blackwood Margaret Hess Del DelaBarre Elaine Gentilo Dave Frederick Marc Lawrence Robin Hake Willis Goodenough Lisa Heaman David McMahan David Hankinson Greg Lynch Bob Zindel Cathy Price Amy Hatfield (Dr. Mitchell) Cathy Price David McMahan Charmaine Scott Allison Plute Margaret Swigert John Ross Brian Walsh (Dr. Robins) Julie Tappero Geoffrey Wood

Member(s) At-Large

Patty Bronson Cordi Fitzpatrick Jim Funaro Pam Martin Stephanie McDonald Laura Schaeffer Kristin Schutte Darence Shine Stephanie Thompson Ken Walls

Nominated Members Assign to Committee

Attachment 4.b. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2014 Calendar Revised 8/15/14

January 15 February 11, Tuesday – Cedars at Dungeness, Sequim WebEx

April 16 May 13, Tuesday – Cedars at Dungeness, Sequim WorkSource Center, Port Hadlock

June 18 WebEx

August 20 September 9, Tuesday – Cedars at Dungeness, Sequim WebEx

October 15 December 5, Friday – Kitsap Conference Center WorkSource Center, Port Hadlock Joint OCB/OWDC Meeting

November 18, Tuesday – Cedars at Dungeness, Sequim Attachment 4.c.1. The Workforce Innovation and Opportunity Act (WIOA) “Driving Innovation, Collaboration, and Performance”

“We believe that WIOA can help assure that U.S. companies will remain competitive and grow jobs, that our domestic workforce has the guidance and pathways needed to obtain required skills, and that our communities have the workforce development system to remain strong.”

- National Association of Workforce Boards

1 Attachment 4.c.1.

Vision Statement

The Workforce Innovation and Opportunity Act (WIOA) was created to provide state and local areas the flexibility to collaborate across systems in an effort to better address the employment and skills needs of current employees, jobseekers, and employers. WIOA accomplishes this by prescribing:

1. A stronger alignment of the workforce, education, and economic development systems; and

2. Improving the structure and delivery in the system to assist America’s workers in achieving a family-sustaining wage while providing America’s employers with the skilled workers they need to compete on a global level.

2 Attachment 4.c.1. Section 1: Introduction

This brief has been prepared by the National Association of Workforce Boards (NAWB) and the Public Consulting Group (PCG). The document will serve to compare and contrast the Workforce Innovation and Opportunity Act (WIOA) with the Workforce Investment Act of 1998. And, further serve as a Call to Action for those committed to workforce development efforts at every level including direct service staff, state and local boards, and partners of the workforce delivery system.

Brief Overview The Workforce Investment Act (WIA) was authorized in 1998. Over the past 11 years the public workforce system has long awaited reauthorization that would address the evolving workforce and economic needs as well as the limitations in WIA with respect to training, funding, and service delivery design. The Workforce Innovation and Opportunity Act (WIOA) replaces WIA and will be in effect for the next five years (2015-2020). The purpose of WIOA is to better align the workforce system with education and economic development in an effort to create a collective response to economic and labor market challenges on the national, state, and local levels. WIOA continues the trend in workforce legislation by further engaging the private sector to lead local workforce development efforts and focuses on introducing increased flexibility and accountability of board members. WIOA encourages an improved response to labor market needs by connecting board performance to outcomes that require an understanding of the correlation between training investments and economic return. Changes in WIOA prompt Workforce Develop- ment Boards to be increasingly engaged in the business of collaboration, convening and partnership. WIOA may be best summarized in the following statement:

‘… to provide workforce investment activities, through statewide and local systems that increase the employment, retention, and earnings of participants, and increase attainment of recognized credentials by participants, and as a result, improve the quality of the workforce, reduce welfare de- pendency, increase economic self-sufficien- cy, meet the skill requirements of employers, and enhance the productivity and competive-

ness of the Nation.’ 3 Attachment 4.c.1. Section 1: Introduction

WIOA Overview Plans are designed to improve service delivery and access to the workforce system for job seekers and employers. Local Passage of WIOA is vital to the modernization of the nation’s Plans are designed to address the needs of the local labor workforce development system. WIOA introduces a renewed market and encompass the overall strategy of the State Plan. system which will ensure access for all individuals, of every WIOA establishes core skill level, the opportunity to pursue the skills, training, and Performance Accountability – measures for Adult and Dislocated Worker Funding (includ- education they need to obtain employment that will lead to ing Title II, Title III, and Title IV), which includes the revision of financial stability and economic security for themselves and the three WIA measures and two additional measures. WIOA their families. Employers will also have the assurance that establishes Youth measures which eliminates one measure, trained and qualified workers will be available to fill their cur- revises three WIA measures and adds two new measures. Still rent and future openings. Through WIOA, a more collabora- to be determined is an employer measure that is expected tive and robust service delivery system will be implemented. to be implemented in year two of the law. (See chart on the A sample of key changes include: following page) WIOA performance measures are designed Workforce Boards – Workforce Boards will maintain much to measure the effectiveness and continuous improvement of of the same structures under WIA with the exception that the the One-Stop and Youth service delivery systems. number of required members would be reduced. Minimum Under WIOA, the One-Stops are membership under WIOA: One-Stop Career Centers – measured by their effectiveness, accessibility, and continuous • (12) Business Representatives (51%), including improvement as it relates to their ability to achieve negotiated the Chair performance levels, integrate available services, and meet the • (5) Labor Representatives (20%) (further workforce development and employment needs of the local definitions apply) employers and job seekers. • (1) Adult Education/Literacy Representative • (1) Vocational Rehabilitation Representative Employment and Training – More diversity in the types of • (1) Higher Education Representative job training programs will be made available. This is critical • (1) Wagner-Peyser Representative to closing the skills gap that exist between job seekers and good paying - high skilled jobs. Fifteen duplicative programs • (1) Economic Development Representative will be eliminated and the remaining programs will be more Boards are charged with ensuring coordination of their Local closely aligned with the needs of U.S. employers. Plans with the State’s strategic workforce goals. National Programs – Programs will be reauthorized for Job System Plans at the State and Local Levels – In an Corps, YouthBuild, Native Americans Programs, Migrant and effort to create a more comprehensive, strategic and Seasonal Farmworkers programs, and evaluation and multi- streamlined system, WIOA requires a single, unified State state projects. Plan inclusive of all core programs under the Act. The State

4 Section 1: Introduction Attachment 4.c.1.

Cross Comparison of Performance Measures Comparing WIA and the Proposed WIOA

Performance Measure Current WIA Proposed WIOA

Adults and Dislocated Worker Measures

Entry into unsubsidized Measured in Q2 after exit. employment Measured in Q1 after exit. (Additional 1 quarter lag in reporting.) (Entered Employment)

Retention in unsubsidized Measured in Q2 and Q3 Measured in Q4 after exit. employment after exit. (Additional 1 quarter lag in reporting.) (Employment Retention)

Earnings change after entry into Measured as median earnings in Q2 after exit only. unsubsidized employment Measured as average, in Median is defined as the numerical value that separates (Average Earnings) Q2 and Q3 after exit. the higher half from the lower half of earnings.

New measure: Percentage of participants who obtain a recognized post- Credential rate None secondary credential or diploma during participation or within 1 year after program exit.

New measure: Percentage of participants in education leading to credential or In Program Skills Gain None employment during program year, achieving measurable gains. Measured in real time.

Youth Measures

Placement in Employment, Measured in Q1 after exit. Measured in Q2 after exit. Education, or Training (Additional 1 quarter lag in reporting.)

New measure: Retention in Employment, None Percentage of participants in education, training, or Education, or Training unsubsidized employment; measured in Q4 after exit.

New measure: Earnings after entry into None Median earnings of participants in unsubsidized em- unsubsidized employment ployment during Q2 after exit.

Attainment of a Degree or Certificate - Rate of youth par- Percentage of participants who obtain a recognized creden- Credential rate ticipants who obtain a diploma, tials or secondary diploma during participation or within 1 GED, or certificate by the end of year after program exit. the Q3 after exit.

Literacy and Numeracy Gain - Rate of youth participants who Literacy and Numeracy Gains increase one or more educational Eliminates measure functioning levels during first year in program.

New measure: Percentage of participants in education leading to credential or In Program Skills Gain None employment during program year, achieving measurable gains. Measured in real time.

Employer Measure New measure: Indicators of effectiveness None One or more employer measures to be implemented in serving employers before commencement of Year 2.

5 Attachment 4.c.1. Section 2: WIOA Performance – Broad Overview of Impact on Performance

Applicability to On-the-Ground Operations - WIOA will serve to strengthen the workforce system through the provision of opportunities for innovation, frequent and on-going monitoring of performance, and by closely tracking results through a new reporting system. Programs will be held accountable for helping job seekers get back to work and connect to good paying jobs. Workforce Boards will have the ability to drive performance, innovation, quality, and alignment through Pay-for-Performance contracts.

Implications or changes between WIA – WIOA: of individual job seekers. Sector focused pathways to careers will be encouraged and will place job seekers on One-Stop Career Center Infrastructure - The Act will a clear career pathway towards their employment goals. maintain the current One-Stop mandatory partners. WIOA Training and Employment – A variety of training requires that each local area reach agreement on shared costs products will be made available to individuals which to fund infrastructure of the One-Stops. If local areas fail to will allow workers to obtain better paying jobs, access reach an agreement, a State funding protocol for allocating to the middle class and further contribute towards costs will be imposed. Wagner-Peyser can no longer have building our economy. Job seekers will have access to independent offices and are now required to deliver services quality education and training and workforce activities within the One-Stop environment. through more On-the-Job training; incumbent worker Workforce Boards – WIOA will modify the structure of training and customized training opportunities. State and Local workforce boards, allowing them to be Youth Workforce Activities – Youth services focus will smaller, charging them with more responsibility to be be improved by placing a priority on out of school youth, strategic analysts and investors in the labor market. Respon- high school dropout recovery and achievement of recognized sibilities of boards are extended to reviewing statewide and postsecondary credentials. Career Pathways and work-based local performance accountability measures. Eliminates the re- learning will be promoted as leading approaches to be quirement to have a Youth Council and suggests committees adopted on a wider scale. be established to advise on One-Stop Partner issues, youth services, and services to individuals with disabilities. Critical components of the new law include: Adult and Dislocated Workers – The sequencing of services will be eliminated, and core and intensive activities will be combined into a ‘career services’ category in which workforce staff will have the flexibility to better meet the unique needs

6 Attachment 4.c.1. Section 2: WIOA Performance – Broad Overview of Impact on Performance

WIOA is the authorizing legislation for several key “core programs” in the workforce development system. Workforce Activities have been outlined in this document and represent Title 1. Other Core Programs being reauthorized and amended include the following:

Core Programs and Titles Reauthorized Amendments

The connections between adult education, postsecondary education and workforce will be strengthened. A strong emphasis will be placed on ensuring Title II – Adult Education State and Local providers offer adult education and skills development, includ- and Literacy ing Career Pathways, to accelerate achievement of diplomas and credentials, but most importantly, to become a partner in their children’s education and improving their family’s economic futures.

Amendments to Wagner-Peyser include an overall maintenance of the current law, but a closer alignment with the changes in the bill such as including State Employment Services in the unified State Plan; alignment of performance met- Title III - Wagner-Peyser rics with WIOA performance and improvements to the Workforce Information Act of 1933 Council. Additionally, there will be a provision for staff professional development in order to strengthen service delivery. WIOA will increase connections between job training and employment services, the workforce system, and the Unemployment Insurance system.

Through the Act, programs are authorized which help individuals with disabilities acquire the skills they need to be successful in the workplace, including vocational rehabilitation training and services. The main activity to support individuals with disabilities in WIOA is integrated employment opportunities. Integrated employment opportunities expect the same performance in a work setting of Title IV - Rehabilitation those that have disabilities with others that are not considered individuals with Act of 1973 disabilities. Young people with disabilities will gain many more opportunities to improve their career prospects and gain employment transition services. Inde- pendent living programs will be transferred from the Department of Education to the Department of Health and Human Services for better support in achieving the program goal of independent living and integration into mainstream America.

7 Attachment 4.c.1. Section 2: WIOA Performance – Broad Overview of Impact on Performance

Compliance: President’s FY 2015 budget request. In addition, Administra- tive costs definitions will be maintained as described in CFR Local Performance Accountability Measures – WIOA 667.220 and served as guidance under the Workforce Invest- increases the accountability and reporting requirements of ment Act. Further definitions will be developed to support both the Local and State systems. This will give the Local and WIOA. Allocation formulas will also remain, with the excep- State Boards the ability to analyze the performance of each tion of the following: area on a more consistent and effective basis. Failure to meet the minimum performance measures may lead to sanctions • Governor’s discretionary amount will return to 15% being placed on States and Local regions. Initial sanctions for for reserve activities; both State and Local regions include performance improve- • The minimum and maximum allocation levels ment plans and technical assistance. After two years of not established on a year-over- year basis for States is meeting state performance measures, sanctions can include to receive an allotment no less than 90 percent a reduction of 5% of the Governor’s allotment. If a Local or no greater than 130 percent of the allotment area fails to meet performance in three consecutive years the percentage for the preceding year. For Local areas, Governor has the ability to require the appointment and cer- the allotment should not be less than 90 percent tification of a new local board, prohibit the use of any eligible or greater than 130 percent of the average of the providers or partner that is failing performance, or any other preceding two years; action that the Governor deems fit. Enhanced performance • States will have the ability to transfer 100% of reporting will be enacted for States and Regions as well as for funds between Adult and Dislocated Worker fund- eligible training providers. ing categories. Under WIA, this was achieved Fiscal – WIOA authorizes appropriations for each of Fiscal through approval of waivers; and Years 2015 – 2020. The levels increase a total of 17 percent • A requirement that 75% of youth program fund- over that time period. However, the amounts authorized in ing at both the State and Local levels be directed the Act remain subject to the annual Congressional ap- towards out of school youth. propriations process. Congress currently is considering the

8 Section 3: It’s Not Just about Performance Attachment 4.c.1. and Compliance

In the initial implementation of WIA, the National Association of Workforce Boards (NAWB) and the local WIB’s discovered that efforts to develop and deploy a regional workforce strategy required an understanding of a complex set of public and private systems. Examples of such systems included housing development, transportation networks, economic development investments, public school systems, institutions of higher education, and business practices related to talent acquisition and recruitment. As a result of this complexity and interconnectivity, a systematic approach has been required to address the challenges of today’s multi-dimensional labor market. What does that actually mean to workforce professionals? Béla Heinrich Bánáthy, a Hungarian linguist, systems scientist and a Professor at San Jose State University and the University of California Berkeley defined systems in this way:

“The systems view is a world-view that is based on the discipline of SYSTEM INQUIRY. Central to systems inquiry is the concept of SYSTEM. In the most general sense, system means a configuration of parts connected and joined together by a web of relationships.”

WIOA puts WIB’s in the center of these community systems Where the Law ‘Gives us License’ to Do What is Best for like never before and ascribes to the WIB responsibilities Our Communities: implied in WIA, but now clearly articulates the WIB’s respon- WIOA gives us license to do the work we have wanted to do sibility as a convener, a collaborator and charged with hosting and is best for our communities, but have been seemingly community conversations to better align workforce resources restricted by former WIA Policy. Innovation to support and better understand the complexity of their regional change and continuous improvement are key components of markets. In essence Boards will begin to serve as Activist WIOA; these activities are allowable and encouraged. Provi- Boards with the opportunity to have a greater impact on sions within the law ensure that States and the Department their communities. of Labor work together to share promising and proven practices; to evaluate and disseminate information regarding such practices; and to identify and commission research to address knowledge gaps.

9 Attachment 4.c.1. Section 3: It’s Not Just about Performance and Compliance

The following are highlights, which represent oppor- Skills Development Programs: A representative of a joint tunities for Activist Boards and where the law gives us labor-management partnership will be included in the Board license to improve our regions: contingent and presents an opportunity to validate pre-ap- Solicit Grants and Donations: WIOA contains provisions prenticeship and skills development bridge program offerings explicitly authorizing local boards to solicit grants and (adult basic education, vocational ESL, etc.) for entry into donations from non-Federal sources and to operate as state-approved apprenticeship training. tax exempt organizations. Local Labor Market Analysis: Boards will have the oppor- Innovative Strategies: Local boards will have a tremendous tunity to complete a comprehensive analysis of the workforce opportunity to create innovative strategies to focus on em- in the region, including current labor market employment ployer engagement; strengthening of core programs; data, information on labor market trends, educational and dissemination of best practices; and promoting effective skill levels of the workforce in the region, including individuals use of technology to enhance service delivery. with barriers to employment.

Standing Committees: Boards are encouraged to establish One-Stop Career Centers: One-Stop Career Centers have and maintain standing committees such as the Youth Council, always been the public face of the workforce system. The services to individuals with disabilities and a committee congressional architects of the Workforce Investment Act to address One-Stop partner service issues. envisioned a mostly bricks and mortar system in which the partners each paid a fair share of the system’s overhead. Serve Youth with Disabilities: The Title IV - Rehabilitation Unfortunately, this rarely happened. Now, WIOA has more Act provides an opportunity to better serve youth with explicit language around the equitable funding goal. Equi- disabilities and assist them towards gaining ‘competitive table funding will free up WIOA funds to provide additional integrated employment’ through skills development. services to clients.

Unemployment Insurance Claimants (UI): WIOA increas- Engaging Community Systems by Convening, es connections between the job training and employment Brokering and Leveraging: WIOA clearly highlights the services and the UI system. UI claimants will benefit from the importance of local workforce boards in convening partners enhanced services, including the labor exchange services and and funders in their regional labor markets as they assemble career counseling that are included as career services under a unified strategic plan and encourages the development title I, and activities that assist workers in identifying and of workforce strategies that address failures throughout the obtaining jobs in in-demand industries and occupations (Need region’s talent development and delivery system. to re-phrase). Professionally Developed and Trusted Staff: WIOA will Alignment of Youth Serving Organizations: In represent- require that contractors revise their program designs and ing youth serving organization on boards, greater prospects ensure that staff have additional skills. These changes will exist for alignment of juvenile justice, foster care, education make for a more rational, responsive system. WIOA will resources and efforts for more meaningful approach to en- allow for professionally trained front line staff that have the gage hard to serve youth and young adults. flexibly to better meet the needs of individuals in a timely Career Pathways and Industry and Sector Partnerships: and efficient fashion. Boards will have greater influence on secondary education reform initiatives where Career Pathways are emerging and in leveraging business and industry groups to establish sector partnerships.

10 Attachment 4.c.1. Section 4: Call to Action

The talent war that Jim Clifton, CEO and Chairman of Gallup, spoke about in his remarks at the NAWB Forum: Dialogue for Workforce Excellence and in his book, “The Coming Jobs War” will not be won with a quick fix. Business has cycles that are fluid and demand different responses from the supply-side to respond with skilled workers. This is why the United States labor market produces over 100 million hires and separations each year. The pipeline that helps direct the investments to deal with these cycles is a ‘mish-mash’ of separate funding led by distinct organizations employing inconsistent strategies with varying goals.

As a country, we are constantly monitoring the financial mar- 2. Effective data analysis can bring clarity from complexity, kets. The Federal Reserve meets numerous times each year to challenge long-held assumptions, target public invest- consider the state of the markets and further develop mon- ments, and rally a broad group of partners around etary responses they deem appropriate for the circumstances. common causes. It is essential to understanding the Workforce Investment Boards, likewise, meet throughout the needs in our communities and the effectiveness of our year to consider the state of their regional labor market. But impact against those needs. We must learn to use we often lack the flexibility to adequately deal with what we data in new and more effective ways to drive see. In addition to the lack of flexibility, there is a deficiency strategic planning and operational efficiency. in the amount of investment funds that we can access to 3. We reach conclusions when we study the data, consult manage these labor market cycles. Often, the United States’ business, and vet our investment and policy decisions labor market is referred to as a dynamic and fluid network through our local Workforce Investment Boards – so of hires and separations, but since hiring and firing happen tell people what you think! largely on an individual basis, it’s hard to see those dynamics at play as only one small part of a much larger network. 4. There is plenty of work in our communities, so ‘grind it out’ with economic development and education and It seems we need to be more visible, bolder and strategic move forward with developing local solutions to impor- with our public comments on the state-of-the-market and tant issues such as high school drop-out rates, unem- our investment strategies. Workforce funding represents a ployed youth or working to increase low wages in certain relatively small investment fund, but when utilized strategi- employment sectors. We must ask ourselves what cally and directed by those of us that use data to understand we can do as leaders in workforce development the market and ‘invest’ to correct imbalances, it can have a to ensure long-term economic viability for our tremendous impact on our local economies. communities and regions. We work with humans – that gets tricky. We interact with 5. It takes a village to address today’s complex workforce complex systems like public transportation, education and, challenges; not one single organization has the resources, economic development. But unlike these public systems, we knowledge or education and training capacity to align do not design bridges. We do not decide where to put on or workforce supply with demand. It’s time to engage off ramps for major highway systems. We do not set mileage traditional partners in new ways and engage non- rates or tuition rates. We have to live with and understand traditional partners to address long-standing chal- the impact of those decisions made by professionals in other lenges and increase the system’s reach and capacity. disciplines. Yet in the workforce development arena: 6. Notwithstanding the passage of WIOA and potential for a 1. It takes professionals to understand and make an return to funding levels in FY 2010, it is clear that federal re- impact on this complex labor market. As workforce sources are not enough to meet the workforce development professionals, we must re-evaluate how our boards, needs in our communities. It’s time to get serious about WIB staff, direct service providers and system part- leveraging our position in the community and our ners are growing in their professional capacity to service delivery infrastructure to bring in more capital do their jobs better. to invest in our nation’s workforce and economy.

11 Attachment 4.c.1. Section 4: Call to Action

WIOA, even more so than its predecessor, puts significant and the overall economic well-being of their communities. faith in the ingenuity, entrepreneurial spirit and leadership of The task of developing solutions that will result in such local workforce leaders. NAWB has been referring to this as desirable outcomes will largely be the prime work of State Congress’ “innovation gamble.” The new law simply encour- and Local leaders. ages increased innovation and creativity in the public work- NAWB expects to offer members a framework for identifying force system – it does not prescribe how we will achieve it. It the kind of innovation that will be necessary in service deliv- will be left to our local and state workforce professionals and ery, program design and board room activities that will inspire committed private sector leaders to understand what out- the development of a 21st century workforce system. comes will most positively impact their local labor market

12 Attachment 4.c.1. Summary:

As policy makers, the President, and the Departments of Labor and Education have presented us with a great challenge in the new Act: “…Workforce Boards will now be responsible for tapping innovation and opportunity in their communities to drive positive social and economic change.” We cannot let them down and we owe it to our nation’s job seekers and businesses to live up to the opportunities this new legislation provides to our collective systems. WIOA fills the gaps of WIA with amazing flexibility. Where WIA did not allow Local Boards to seek non-federal funds that would allow the board to expand and sustain its workforce initiatives, WIOA does. Where WIA required One- Stop Mandatory partners based on the programs they provide, WIOA requires regional collaboration that makes sense based on the needs of the employers that make up the region’s economic landscape.

Writers: WIOA seeks to increase innovation – innovation in how Josh Copus, National Association of Workforce Boards the system works collaboratively to serve both business Reg Javier, Public Consulting Group and jobseekers; innovation in increasing opportunities for Tom Kavanagh, Public Consulting Group the most marginalized populations, especially those with Ron Painter, National Association of Workforce Boards disabilities, to access competitive employment; and, innovation in how we use technology to increase the prosper- Regina Serrano, Public Consulting Group ity of workers (both urban and rural) in America. Our appreciation to the following for WIOA seeks to increase opportunities – opportunities for their contributions to this document: America’s business to fill their open positions with highly Margie DeRuyter, Subject Matter Expert Youth Services skilled-highly qualified job applicants; opportunities for individuals with taxing barriers to employment to access Ed Donahue, Retired Department of Labor education and training that leads to employer recognized Robert Knight, ResCare Workforce Services credentials and jobs that pay well; and opportunities to Cindy Perry, San Diego Workforce Partnership align the workforce system with social services, educa- Magda Sochacka, Public Consulting Group tion, and economic development.

13 Attachment 4.c.1. Overview

Public Consulting Group, (PCG) is a management NAWB represents business-led Workforce Boards that consulting firm that primarily serves public sector coordinate and leverage workforce strategies with educa- education, health, human services, and other state, tion and economic development stakeholders within their county, and municipal government clients. Established local communities, to ensure that state and local workforce in 1986 with headquarters in Boston, the firm has exten- development and job training programs meet the needs of sive experience in all 50 states, clients in six Canadian employers. For more information, go to www.NAWB.org, provinces, and a growing practice in the European Union. and for workforce system customer successes and innova- PCG has five designated practice areas which each have tions, go to www.WorkforceInvestmentWorks.com a proven track record of achieving desired results for For more information please contact Josh Copus at clients. PCG professionals offer proven solutions to help [email protected]. agencies assess and analyze workforce service needs; evaluate and design programs, services, and systems, increase program revenue, cut costs, enhance governance and innovation, and improve compliance with state and federal regulations. For more information please refer to: www.publicconsultinggroup.com/humanservices/ or email us at: [email protected].

14 Attachment 4.c.2.

U.S. Senate and House NGA Principles Current Law Workforce Innovation and Opportunity Act and Statements Workforce Investment Act of 1998 H.R. 803 TITLE I

State Workforce Development Board Membership: NGA Policy: State Workforce Investment Board Membership: The State board requires: The Workforce Investment The State board requires: - The Governor Act should provide - The Governor - One member of each chamber of the state legislature governors with expanded - Two members of each chamber of the state legislature - Business representatives authority to appoint State - Business representatives o Requires that a simple majority of board members be Workforce Investment o Requires that a simple majority of board members

Boards representatives of the business community Board members and direct be representatives of the business community - Twenty percent of the board must be representatives of the work of the State - Chief elected officials (i.e. mayors, managers) the workforce, including labor organizations. Board. - Labor representatives - May include such other representatives and officials as - Lead state agency officials responsible for one-stop the Governor may designate. ---- partner programs - Requires the balance of the board to include state - Representatives of organizations with experience in government officials responsible for core WIA programs February 2014 NGA Letter: delivery of youth and workforce services and chief elected officials. Any reauthorization must - Others as the Governor may designate - The Governor maintains the authority to appoint a preserve current flexibility business representative as chair of the board. for governors to continue The Governor appoints a business representative as chair of operating grandfathered the board. State Board Functions: The state board must assist the state workforce boards and Governor in development of a state plan, review of statewide create a state workforce State Board Responsibilities: The state board must assist the policies and programs, development and continuous Governor in development of a state plan, designation of State Workforce State Workforce board with a simple improvement of state performance measures, dissemination majority of business local areas, development and continuous improvement of of best practices, preparation of annual report, among other members and the authority state performance measures, preparation of annual report, functions. to appoint a state board among other functions. chair in order to align the Alternative Entity: Governors have broad authority to board’s efforts with the Alternative Entity: Governors have broad authority to grandfather state boards that were in existence prior to WIA. state’s comprehensive grandfather state boards that were in existence prior to The bill also permits the state WIB to hire staff, using a economic agenda. WIA. portion of state formula grant funds or other non-federal sources. State WIB responsible for establishing objective set of qualifications for the WIB director.

Source: Pages 37-50

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Attachment 4.c.2.

Common Measures: Establishes performance accountability NGA Policy: Core Indicators: States are subject to four core indicators s indicators at the state level that are common to each of the Enact state created (entered employment, retention, earnings and attainment of core programs for adults and performance accountability common performance a credential). indicators for the youth formula program. measures across federally funded workforce Core indicators are applied to older youth and all adult and The proposed measures reflect the National Governors programs and streamline dislocated worker services. Association (NGA)/National Association of State Workforce state data collection and Agencies (NASWA) performance measures proposal while reporting requirements. Accountability measures are not applied to self-service and adding an indicator of performance on the effectiveness of information activities. WIA programs serving employers. ---- The U.S. Department of Labor is currently utilizing the Indicators for Adult and Dislocated Worker and WIA July 2006 NGA Letter: following measures for WIA programs in Title I, Title II, programs in Title I, Title II, Title III, and Title IV: NGA proposes developing Title III, and Title IV: - The percentage of participants in unsubsidized common measures to - Number of adult participants who are employed in the 1 employment increase accountability, st quarter after the exit quarter. - during second quarter after exit focus on customer - Number of adult participants who are employed in both - Percentage of program participants in unsubsidized outcomes and reduce the 2nd and 3rd quarters after the exit quarter. employment during the fourth quarter after exit administrative costs. - Total earnings in the 2nd quarter plus the total earningsi - Median earnings of participants in unsubsidized n the 3rd quarter after the exit quarter. Performance Measure Performance employment during second quarter after exit ---- - Percentage of participants who obtain a recognized Based on these measures, the Department of Labor requires postsecondary credential, secondary school diploma or NGA-NASWA Common states to report on over 100 varying indicators. equivalent during participation or within 1 year after Measure Proposal program exit (Summer 2009): Three additional indicators apply to youth (attainment of - Percentage of participants who during a program year are A critical element of basic skills, attainment of diploma or equivalent and in education that leads to a recognized postsecondary Workforce Investment Act placement and retention). credential or employment and who are achieving (WIA) reauthorization is the measurable gains towards those goals development and use of - Indicators of effectiveness in serving employers common measures to increase system-wide accountability, while Source: Pages 124-127 significantly decreasing administrative costs and inefficiencies.

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Attachment 4.c.2.

Primary Indicators for Youth: February 2014 NGA Letter: The Department of Labor also administers three additional - Percentage of program participants who are in education Governors also encourage indicators that apply to youth (attainment of basic skills, or training activities, or in unsubsidized employment inclusion of performance attainment of diploma or equivalent and placement and during second quarter after exit accountability metrics that retention): - Percentage of participants who are in education or incorporate the governors’ - Number of youth participants who are employed or in training activities or in unsubsidized employment during performance measures the military or enrolled in postsecondary education and/ fourth quarter after exit proposal developed in or advanced training/occupational skills training in the - Median earnings of participants in unsubsidized coordination with state 1st quarter after the exit quarter. employment during second quarter after exit workforce agency - Number of youth participants who attain a diploma, - Percentage of participants who obtain a recognized administrators. GED, or certificate by the end of the 3rd quarter after postsecondary credential, secondary school diploma or the exit quarter. equivalent during participation or within 1 year after - Of those out‐of-school youth who are basic skills program exit deficient, the number who increase one or more

- PercentagePerformance of of participants who during a program year are educational functioning levels. Youth Indicators Indicators Youth in education that leads to a recognized postsecondary credential or employment and who are achieving measurable gains towards those goals

Source: Pages 127-128 Employer Services Indicator: The U.S. Secretaries of July 2007 NGA House Customer satisfaction indicators for individuals and

Education and Labor are directed to work with states, Testimony: employers are administered by the Department of Labor business, educators and labor to create an additional WIA needs to provide measure to determine the effectiveness of state and local states with the tools to WIA funds to provide services to employers. States are respond to changing needs permitted to identify additional measures determining of workers and businesses. effectiveness in serving employers. ---- NGA Policy: Indicator on Credential Attainment: Participants who have Support state-led efforts to earned a credential shall only be included in the percentage raise credential attainment counted as meeting the criteria if they have obtained or rates, increase college retained employment or are in an education or training completion, improve program leading to a recognized credential within one year of productivity and ensure exit. college access and affordability. Other Indicators Indicators Other State-Determined Indicators: Governors may identify other measures or indicators to measure the effectiveness of local workforce systems in their states. Source: Pages 128-129

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Attachment 4.c.2.

Basic Requirements and Term. For a state to be eligible to State Impact: Plan Term. States and local areas must submit a plan that

receive allotments for the core programs, the Governor must This new process replaces outlines a 5-year strategy. The plan describes workforce submit to the Secretary of Labor and the Secretary of the previous process under investment activities, how key requirements will be met and Education for consideration by the Secretaries, a unified state which states submitted how special populations (dislocated workers, low-income plan. The unified state plan shall outline a 4-year strategy for individual state plans for individuals and others) will be served. the core programs of the State and meet the requirements each WIA program. This set forth in the bill. State and local plans must include a new requirements will Basic Components. As part of the plan, states must describe description of how the one-stop system in the state will reduce administrative costs the basic structure of their state workforce system, including comply with the applicable requirements of section 188 and for many states. the make-up of the state workforce investment board, state- State Plan the Americans with Disabilities Act regarding the accessibility ---- imposed workforce requirements on locals, a description of of programs and facilities for people with disabilities. NGA Chair’s Initiative – the state performance accountability system, state America Works: measures to ensure coordination among WIA programs, New Strategic Planning Elements. The unified state plan Articulate and implement a description of adult, youth and dislocated worker training must now incorporate strategic planning elements that strong vision connecting activities to be provided and methods states will use to include an analysis of the economic conditions in the state, an education and the distribute funds to locals. analysis of the knowledge and skills needed to meet the workforce to have more employment needs of the employers in the programs that will Americans achieve the address the needs of the region, an analysis of the workforce “new minimum;” in the state, an analysis of the workforce development ---- activities (including education and training) in the state and a Governors’ Principles on description of the state’s strategic vision and goals for Perkins Career and preparing an educated and skilled workforce. Technical Education: Governors support Greater Workforce Coordination. Establishes a process for alignment of federal the state to submit combined state plans for core WIA education and workforce programs WITH other workforce-related federal programs training programs and such as the Carl D. Perkins Career and Technical Education believe that a reauthorized Act, Trade Adjustment Assistance and Temporary Assistance Perkins should facilitate for Needy Families. collaboration across programs in other key Operations. The unified state plan also must describe how federal legislation, such as the lead state agency with responsibility for the the Workforce Investment administration of a core program will implement the strategic Act. plan and how state systems and policies will support the implementation of the strategy.

Source: Pages 50-73

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Attachment 4.c.2.

For dislocated workers, the bill utilizes existing formulas with March 2005 NGA Letter: A fraction of the WIA dislocated worker allotment to states one change—the inclusion of a minimum and maximum Congress should provide is reserved for outlying areas. The remainder is distributed allotment percentage (hold harmless/stop-gain) for the governors with the option to states using the following formula factors: dislocated worker formula beginning in fiscal year 2016 (this and authority to coordinate - One-third based on the relative number of unemployed is aimed at reducing funding volatility for States year to year). WIA funding and include a individuals The bill also continues the small state minimum. hold harmless provision to - One-third based on the relative excess number (above ensure that the federal 4.5 percent) of unemployed individuals National Reserve/Emergency Grants: The bill retains the investment in workforce - One-third based on the relative number of people Secretary’s ability to reserve 20 percent of the appropriated and related programs is not unemployed for 15 weeks or longer amount for dislocated workers and uses it for national diminished. emergency grants, dislocated worker projects and other National Reserve/Emergency Grants: The Secretary retains projects. 2014 NGA-NASWA WIA 20 percent of the appropriated amount for dislocated Set-Aside Report: workers and uses it for national emergency grants, The bill preserves the governor’s 15 percent set aside for Many of the most dislocated worker projects and other projects. statewide activities. For within state allocations for innovative, nimble and

Dislocated Worker Dislocated dislocated workers, the bill retains the Governors’ ability to effective workforce system The Governor reserves up to 15 percent of the WIA adult for reserve 25 percent for statewide rapid response activities. strategies in effect today statewide activities (appropriations language had reduced were created and this to 5 percent; it is currently 8.75 percent). In addition, Provides local boards with the authority to transfer 100 implemented with WIA set- the Governor may reserve up to 25 percent of the dislocated percent of funds between adult and dislocated worker aside funding for statewide worker funding stream for statewide rapid response programs at the local level, with approval from the activities. activities. governor. ---- Memo to Vice President Local boards can transfer up to 20 percent of funds between States may allow local boards to reserve up to 20 percent of Biden on Comprehensive adult and dislocated workers programs with approval from funds for incumbent worker training programs. The Review of Federal the governor. Governor or State Workforce Board may make Workforce Programs: recommendations to local boards providing incumbent Recommendation #3 - Incumbent Worker Allowance: Allows local boards to worker training that has state impact. Allow states to use [more] reserve up to 15 percent of adult and dislocated worker WIA Dislocated Worker funds for incumbent worker training. Source: Pages 242-252 funds for incumbent worker training.

NGA Office of Federal Relations Page 5 Last Updated: July 10, 2014

Attachment 4.c.2.

The bill utilizes the existing formula for WIA Adult, including NGA Policy: A fraction of the WIA adult allotment to states is reserved the hold harmless and stop-gain provisions provided under Champion state-led for outlying areas and the remainder is distributed to states current law. innovations and avoid using the following formula factors: unfunded mandates by - One-third based on the relative number of unemployed Allows Governors to reserve 15 percent of state allotments maintaining the 15 percent individuals in areas of substantial unemployment (above Adult for state workforce investment activities. set-aside for statewide 6.5 percent unemployment rate) activities. - One-third is based on relative excess number of Permits incumbent worker and customized training, industry unemployed individuals sector strategies, career pathway programs, layoff aversion - One-third is based on relative number of disadvantaged activities, innovative services to individuals with barriers to adults employment, and coordination with other workforce-related programs from other agencies. Removes the current Allows Governors to reserve 15 percent of state allotments “sequence of services” between core, intensive and training ---- for state workforce investment activities (appropriations services by streamlining core and intensive into “career language had reduced this to 5 percent and in FY 2014 it services.” Maintains customer choice requirements and was increased to 8.75 percent). allows for the combined use of individual training accounts, cohort training, and pay-for-performance contracts. At the Local Boards can transfer up to 20 percent of funds between local level, the bill permits boards to utilize incumbent worker adult and dislocated workers programs with approval from training; on-the-job training; customized training; and Memo to Vice President the governor. transitional jobs activities; and provide supportive services. Biden on Comprehensive Review of Federal Provides local boards with the authority to transfer 100 Workforce Programs: percent of funds between adult and dislocated worker Recommendation #1- programs at the local level, with approval from the Provide all states with the governor. 100 percent transferability authority between adult Source: Pages 234-242, 253-257 and dislocated worker programs.

NGA Office of Federal Relations Page 6 Last Updated: July 10, 2014

Attachment 4.c.2.

For youth, the bill utilizes the existing formula to allot funds May 2013 Letter: States receive 100 percent of the first $1 billion in to States for youth services. For within state allotments, Governors need the appropriations for youth. allows governors to reserve 15 percent of State allotments flexibility of the 15 percent for State workforce investment activities. Maintains within- WIA set-aside to create The formula for allocation to states incorporates the state formula and minimum allocation percentage. Includes a jobs, spur economic following factors:

Youth 10 percent limitation on local administrative costs. Describes growth, grow family - One-third based on the relative number of unemployed reallocation procedures. incomes and get people individuals in areas of substantial unemployment back to work. - One-third based on relative excess number of unemployed individuals As under current law, both in-school and out-of school youth - One-third based on relative number of 16-21 year old are eligible (age 14-21), and the eligibility definitions are very disadvantaged youth similar to current law with a focus on low-income and youth ---- with barriers). The main difference with current law is that No state shall receive an allotment that is less than 90 the bill places a priority on out-of-school youth--75 percent percent or greater than 130 percent of prior year’s share of of funding at the State and local level (with some the total allotment to states. Small state minimum is exceptions). applied. July 2007 NGA House Committee Testimony: Both in-school and out-of-school youth are eligible. Thirty The bill focuses on career pathways for youth, drop-out The focus of "youth (30) percent of funds must be used to serve out-of-school recovery efforts, and education and training that lead to the funding" should be to serve youth unless the Secretary approves a request reducing the attainment of a high school diploma and a recognized high-risk, basic skill required percentage. postsecondary credential. A priority is also included for work- deficient youth to prepare based learning activities. them for future Eligible youth must be 14-21 years old, low-income and have employment or education. one or more barriers (such as basic skills deficiency or school Source: Pages 215-233 dropout). There are no separate eligibility criteria for out-of- school and in-school youth. Maintains Current Law. Identifies one-stop partners and their July 2006 NGA Letter: One-Stop System: Local one-stop systems bring together a roles and responsibilities. Describes the MOUs that will be Protect and enhance range of required (mandatory) partners who must make

entered into between the local workforce development services for special their services available to customers and participate in the s boards and the one stop partner organizations to operate the populations, including operation of the local system. Required partners include one-stop delivery system. Outlines the process for people with disabilities by WIA, Employment Service and vocational rehabilitation. designating or certifying one-stop operators. expanding their access to Additional (voluntary) partners may opt to participate in the

Stop WIA one-stops. one-stop system. - Required One-Stop Partners: The bill eliminates the Senior Community Service Employment program and TANF as mandatory partner programs.

One Required One-Stop Partners:

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Attachment 4.c.2.

Infrastructure Development Funding: Local workforce April 2005 NGA Senate - WIA Title I programs boards, with one-stop partners, must come to an agreement Testimony: - Wagner-Peyser programs on infrastructure funding contribution levels, other shared Governors recommend that - Adult Education and Literacy programs costs and how the partners would deliver services under the federal partner agencies - Rehabilitation Act programs system. If the local partners fail to reach an agreement, the develop a joint initiative to - Welfare-to-Work Governor must determine the funding level for each local align federal regulations - Older Americans Act programs one-stop partner’s individual contribution based on several and encourage support for - Perkins postsecondary vocational education activities factors. These contributions would be sent to the Governor to and participation in one- - Trade Adjustment Assistance and NAFTA-TAA programs fund one-stop infrastructure enhancement in a local area. stop centers. - Veterans Employment and Training - Community Service Block Grant Source: Pages 153-172 - HUD employment and training - Unemployment compensation programs

Local Area Designation: Very similar to current law, NGA Policy: Local Area Designation: Governors designate local areas governors are required to consult with the State board, local Support statewide and after taking into account a number of considerations, such boards, chief elected officials and the public in order to regional based workforce as consistency with labor market areas and available identify local areas and planning regions that are in alignment systems to increase resources. Governors must approve a request for with labor markets and regional economic development areas efficiencies, reduce designation from any single jurisdiction with a population of and available resources, including whether the areas have the administrative costs, and 500,000 or more, a rural concentrated employment program appropriate education and training providers, such as ultimately make available and local areas in Rhode Island. A jurisdiction with a institutions of higher education and area career and technical more training to more population of 200,000 or more that was a service delivery education schools. The bill allows for initial and subsequent workers. area under JTPA could win 2-year designation and continued designations based on performance, fiscal integrity and designation if it performed successfully and sustained fiscal participation in regional coordination activities, including integrity. Jurisdictions may appeal to the state board and to regional planning, information sharing, pooling of the Secretary of Labor. administrative costs, and coordination of service delivery. For the first two years, Governors must approve a request for States that were single state areas under JTPA as of July 1, Local Provisions Local initial designation if it performed successfully and sustained 1998 may be designated as single state local areas under fiscal integrity. Jurisdictions may appeal to the state board WIA. and to the Secretary of Labor. States may require local boards in a region to participate in a The Governor of any State that was a single state local areas regional planning process that results in regional in effect as of July 1, 2013 may be designated as single state performance measures. local area under the new legislation.

NGA Office of Federal Relations Page 8 Last Updated: July 10, 2014

Attachment 4.c.2.

Requires local boards and chief local elected officials in a NGA Policy: region to participate in a regional planning process and Provide governors with submit to the state a single regional plan. increased flexibility to transfer federal funding Source: Pages 74-82 between programs and eliminate eligibility Local Workforce Boards: Governor, in consultation with State requirements that restrict Local Workforce Boards: Local boards must include Board, establishes criteria for use by local elected officials for alignment and integration representatives of business, labor, local education entities appointment to local boards. Criteria shall require, at a of programs. and community-based organizations. There must be a minimum that membership include: business majority and a business chair. Representatives of - a majority of representatives of businesses in the local each of the one-stop partners also required to have seats on area and a business chairperson; the local board. - 20 percent of the board be representatives of the workforce, including labor organizations; Local boards must establish a youth council to coordinate - other representatives include education and training ---- youth activities and develop youth portions of local plan providers in the local area (such as community colleges), among other tasks. the core programs (WIA, Wagner-Peyser and Voc. Rehab) in the local area and economic and community development. - With the exception of core programs, required one-stop programs are not required to be represented on the board.

Describes permissible standing committees, including one- April 2005 NGA Senate stop operations, youth services and services to individuals Testimony: with disabilities. Local board may designate the existing youth [WIA] programs must council. recognize the differences among states and Other provisions include the appointment, certification, and communities, and thus decertification requirements for local board. Continues to provide governors, working allow the State board of a single State to function as the local with local government, board for the State. Identifies the functions of the local business, and labor to board, permits the local board to hire staff and directs the design flexible ways to local board to establish and apply objective qualifications for meet distinct needs. the director's position. Provides certain limitations for the local board concerning the delivery of career and training services.

NGA Office of Federal Relations Page 9 Last Updated: July 10, 2014

Attachment 4.c.2.

Source: Pages 82-112 Local Plan: Local areas must submit a plan that outlines a Local Plan: Requires each local board to develop and submit a five-year strategy. The plan describes workforce investment local plan to the governor every four years, including a activities, how key requirements will be met and how special description of how services offered through the core populations (dislocated workers, low-income individuals and programs at the local level will be coordinated and aligned to others) will be served. regional needs. Requires the strategy described in the local plan to align with the State strategy for workforce development. Local boards participating in a regional planning process are required to contribute to and submit a regional plan. Describes the process for plan submission, approval, and modifications.

Source: Pages 112-123

TITLE III Authorizes the public employment services and the employment statistics States currently receive annual allotments to carry out labor exchange system. Generally maintains current law but also reflect the need to align activities. 90 percent of the funds are for job search and placement services, the statute with the other changes in the bill such as including the State appropriate recruitment services for employers and for other activities, such employment services in the unified State plan; aligning performance as labor market information and administering the work test for accountability indicators with those indicators used for core programs - as unemployment insurance. Ten percent of funds are reserved by the described in section 116 of title I. Governor for performance incentives, services for groups with special needs and exemplary service delivery models. In most states, state personnel Increases access to and improves the quality of workforce information. deliver these services through a combination of employment services offices

Peyser Act Peyser Promotes the use of best practices across the system and provides for staff and one-stop centers. - professional development and career advancement opportunities for staff in order to strengthen the provision of career guidance services, Established the employment statistics system and the Workforce identification of job openings and working with employers and technical Information Council to work with the Department of Labor and Bureau of assistance and training activities. Labor Statistics. The WIC includes state representatives from each of the Department of Labor regions. Requires co-location of employment service offices with one-stop centers.

Wagner Allows the Secretary, in consultation with the states, to assist States in the development of national electronic tools that may be used to improve access to workforce information for individuals in the one-stop career system.

NGA Office of Federal Relations Page 10 Last Updated: July 10, 2014

Attachment 4.c.2.

Renames "employment statistics" to the "workforce and labor market information system" and updates the Workforce Information Council, renaming it the Workforce Information Advisory Council. The Secretary is responsible for appointing members of the Council.

Requires the Secretary of Labor to submit a two-year plan for the workforce and labor market information system to the House Committee on Education and the Workforce and the Senate Health, Education, Labor and Pensions Committee, the entities that take into consideration the state plans.

Source: Pages 537-554

NGA Office of Federal Relations Page 11 Last Updated: July 10, 2014

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

EXECUTIVE COMMITTEE MEETING EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force

VICE CHAIR DATE: Wednesday, October 15, 2014 D. M. DELABARRE, Secretary/Treasurer BaRay Event Services, Inc. TIME: 9:30 a.m. – 12:00 p.m. LARRY EYER, Executive Director Kitsap Community Resources LOCATION: WorkSource Center, Shold Business Park,

CORDI FITZPATRICK, HR Benefits Coord. Clearwater Casino 207 W. Patison, Port Hadlock

MARGARET HESS, Kitsap Administrator Washington State Employment Security Dept.

MARC LAWRENCE, Relationship Manager ______US Bank Business Banking

DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co. A G E N D A

COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration 1. Approval of Executive Committee Summary Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont a. August 20, 2014 Meeting Summary(Attachment 1.a.) DAVID FREDERICK, President/Director The Coffee Oasis

ELAINE GENTILO, Human Resources 2. Discussion/Action Items Director First Federal

WILLIS, GOODENOUGH, HR Manager Port Townsend Paper Company a. Status of Industry Cluster Panel for Advanced Manufacturing

ROBIN HAKE, HR Director Jamestown S’Klallam Tribe (Composites) and Aerospace

DAVID HANKINSON, Supervisor b. Joint OCB/OWDC Meeting (December 5, 2014 – Kitsap Division of Vocational Rehabilitation Conference Center, Bremerton) (Attachment 2.b.) LISA HEAMAN, Principal West Hills S.T.E.M. Academy c. WIOA Topics (Attachment 2.c DEB HOWARD, HR Coordinator City of Port Orchard

GREG LYNCH, Superintendent Olympic Edu. Service Dist. #114 3. Operations

DR. DAVID MITCHELL, President Olympic College a. Olympic WorkSource Performance Report for PY 14, Qtr.1 ALLISON PLUTE, HR Manager 7 Cedars Resort Preliminary (Attachment 3.a.) JOHN POWERS, Executive Director Kitsap Economic Development Alliance b. Point B Report On Go2 WorkSource Employer Focus

DR. LUKE ROBINS, President Peninsula College Groups

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council 4. Other Business MARGARET SWIGERT, Administrator CSO, DSHS

GEOFFREY WOOD, Manager Profile Composites, Inc. a. Roster (Attachment 4.a.)

KYRSTEN WOOSTER, HR Generalist The Doctors Clinic b. 2015 Meeting Calendar (Attachment 4.b.)

BOB ZINDEL, President Olympic Labor Council 5. Next Meeting (Joint OCB/OWDC Meeting, Friday, December 5, 2014, 10:00 a.m. at the Kitsap Conference

Center Bremerton)

Attachment 1.a. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL (OWDC) EXECUTIVE COMMITTEE SUMMARY AUGUST 20, 2014

ATTENDANCE: Del DelaBarre, Larry Eyer, Margaret Hess, Dave McMahan, Cathy Price and Julie Tappero. Staff: Bob Potter, Jim McKenna, Che Che Murphy and Doug Washburn.

The Olympic Workforce Development Council’s (OWDC) Executive Committee meeting was held on Wednesday, August 20, 2014 via WebEx. Julie Tappero, Chair, called the meeting to order at 9:40 a.m.

APPROVAL OF AGENDA AND SUMMARY

The Executive Committee’s Agenda was approved as follows.

ACTION: Dave McMahan moved to approve the June 18, 2014 Executive Committee Summary as presented. Del DelaBarre seconded the motion. Motion carried unanimously.

DISCUSSION ITEMS/ACTION ITEMS

 Employer Skill Panel for Advanced Manufacturing/Composites Industry Sector: Jim McKenna provided a brief update on the status of the Employer Skill Panel.

 Bylaw Change: After a discussion on the OWDC Bylaws, the following action was taken:

Motion; Dave McMahan moved to add the following clause to the OWDC Bylaws: 5.0 – Membership: 5.03 Resignation: Any member may resign by submitting written notice to the Workforce Development Council and the Olympic Consortium Board. Members shall offer their resignations when they retire or otherwise leave a position of optimum policy-making authority in the sector they were appointed to represent. Or, if a Council member retires or loses their job, they may opt to remain on the Council until their term expires.

The above change to the Bylaws will be presented to the Council members at the September 9, 2014 meeting.

 Joint OCB/OWDC Meeting: A discussion was held on December 5, 2014 (Kitsap Conference Center) Joint OCB/OWDC Meeting. Items discussed:  Share vision.  Concentrate on communication efforts.  Activities the OCB believe are important in WorkForce Development in the Counties.  Share what the OWDC priorities are and what we are working on. .

 Work on better flow of information between the OCB and the OWDC.  Review organization changes.  An agenda will be drafted for the December 5th meeting and emailed to the Executive Committee for review and comments.  Have a presentation on the Workforce Innovative and Opportunity Act (WIOA).

 Oxford House and Juvenile Department Outreach and Program Development: Oxford Houses are an affordable, alcohol and drug free housing option for individuals in recovery. Charlotte Garrido met with Doug Washburn regarding this new pilot project for Oxford Houses’ residents to implement job training outreach and services geared for Oxford Houses’ residents. The goal would be to gather data and track what impact the WorkSource Center can have in providing more targeted job training services to residents. The Pilot Program would initially be implemented in Kitsap County and if successful, expand to Clallam and Jefferson Counties. Margaret Hess, Jim McKenna and Bob Potter have worked on data to track progress of the pilot program.

 Pioneer Industries: Pioneer Industries is a subsidiary of Pioneer Human Services. It’s a non-profit that helps ex-offenders and substance abuse treatment graduates by providing transitional housing and employment opportunities. It is partially funded by making parts for Boeing and other equipment manufacturers. Connection made by Charlotte Garrido and John Powers while in England. Won an award for best contractor with Boeing. Charlotte Garrido, John Powers, Samantha Lyons of Kitsap County Superior Court and Bob Potter went over to Seattle and toured their plant and received a briefing by the manager. Have approximately 200 employees who are trained in soft skills before going into on-the-job training. 50% hires are ex- offenders and people just out of substance abuse treatment. The other 50% hired through regular means including WorkSource. Pioneer is looking to expand which could be an opportunity for our area.

OPERATIONS

 Olympic WorkSource Performance Report: Bob Potter provided a brief overview on the Federal Performance Report ending June 30, 2014. Most measures were at or above 100%. WIA Formula Programs - ending June 30, 2014, Olympic Educational Services District and Kitsap Community Resources are all on target. OESD Placement Rate is below at 80.9%.above Grant expenditures for youth, adult and dislocated workers are all on target. Washington State Employment Security Department measures are above or on target. Dislocated Workers measures are showing a decrease in reaching targets. Grant Expenditures as of June 30, 2014 are all on target.

OTHER BUSINESS

 Roster and Calendar: The committee members went over the Roster and businesses to approach for potential membership on the Council. The 2014 Calendar noted the cancelation of the November 18, 2014 OWDC Meeting to December 5, 2014 Joint OCB/OWDC meeting.

 WIA Reauthorization: Bob Potter advised the Executive Committee that attached were 2 documents outlining the new WIOA and a comparison document between WIA and WIOA. Bob will place the entire Act on the website.  OWDC Reorganization: Doug Washburn announced that Bob Potter would be holding the position as the WorkForce Director, effective September 1, 2014 and will be moving to the WorkSource Center. Jim McKenna will be fulltime business outreach and special projects. This reorganization should give more visibility and connection with employers, state and local partners. Should have a direct impact on Bob overseeing the implementation of the WIOA programs and the Rapid Response Program (150 employees have been affected by a major mill in Forks being closed.)

OWDC Full Council Meeting

The next OWDC Meeting will be held on Tuesday, September 9, 2014 at Cedars at Dungeness, Sequim.

ADJOURN

There being no further business to come before the committee, the meeting was adjourned at 10:40.

Approved ______(Date) Attachment 2.b. OLYMPIC WORKFORCE DEVELOPMENT COUNCIL Serving Clallam, Jefferson and Kitsap Counties

JOINT OCB/OWDC MEETING EXECUTIVE COMMITTEE

CHAIR JULIE TAPPERO, President West Sound Work Force DATE: Friday, December 5, 2014

VICE CHAIR TIME: 10:15 a.m– 3:00 p.m D. M. DELABARRE, Secretary/Treasurer BaRay Event Services, Inc. LOCATION: Kitsap Conference Center, Bremerton LARRY EYER, Executive Director Kitsap Community Resources Joint OCB/Council Meeting begins at 10:15 a.m.; Lunch at 11:30 a.m.; Resume Joint CORDI FITZPATRICK, HR Benefits Coord. Clearwater Casino Meeting at 12:00 noon; Adjourn Joint Meeting - Break 1:30; OWDC Committees at

MARGARET HESS, Kitsap Administrator 1:45 p.m.; Adjourn at 3:00 p.m.) Washington State Employment Security Dept. ______MARC LAWRENCE, Relationship Manager US Bank Business Banking A G E N D A DAVID MCMAHAN, Secretary/Treasurer Olympic Labor Council

CATHY PRICE, Corporate HR Manager Nippon Paper Industries USA, Co. 1. Welcome and Introductions (Julie Tappero, Chair, OWDC /

Commissioner Garrido, Chair, OCB (10:15 a.m.) COUNCIL MEMBERS

MONICA BLACKWOOD, Dir. Of Administration 2. Approval of Joint Agenda (10:25) Rice Fergus Miller

ANNETTE CRAWFORD, Administrator Stafford Healthcare Ridgemont 3. OCB Action Items (10:25)

DAVID FREDERICK, President/Director a. Approval of September 19, 2014 Minutes (Attachment 3.a.) The Coffee Oasis b. Election of Officers ELAINE GENTILO, Human Resources Director c. Appointment/Reappointment of OWDC Members First Federal

WILLIS, GOODENOUGH, HR Manager Port Townsend Paper Company 4. OWDC Action Items (10:35) ROBIN HAKE, HR Director Jamestown S’Klallam Tribe a. Approval of September 9, 2014 Minutes (Attachment 4.a.)

DAVID HANKINSON, Supervisor b. Election of Officers Division of Vocational Rehabilitation

LISA HEAMAN, Principal West Hills S.T.E.M. Academy 5. Keynote Speaker: TBD – Ideas? Eleni, Director of Workforce Training DEB HOWARD, HR Coordinator City of Port Orchard Board? Tim Probst, Director of Special Projects from Employment

GREG LYNCH, Superintendent Security? (10:40) Olympic Edu. Service Dist. #114

DR. DAVID MITCHELL, President Olympic College LUNCH (11:30) ALLISON PLUTE, HR Manager 7 Cedars Resort

JOHN POWERS, Executive Director 6. Discussion on Shared Vision and Mission of the OCB and OWDC Kitsap Economic Development Alliance (12:00 p.m.) DR. LUKE ROBINS, President Peninsula College

JOHN ROSS, Secretary/Treasurer Kitsap County Central Labor Council 7. Discussion on Best Communications Methods and Strategies

MARGARET SWIGERT, Administrator (12:45 p.m.) CSO, DSHS

GEOFFREY WOOD, Manager Profile Composites, Inc. BREAK (1:30 to 1:45 p.m.) – END OF JOINT MEETING

KYRSTEN WOOSTER, HR Generalist The Doctors Clinic

BOB ZINDEL, President 8. OWDC Committees (1:45) Olympic Labor Council

9. OWDC Committees’ Reports (2:30)

10. Adjournment (3:00 p.m.)

Attachment 2.c.

WIOA Topics for Workforce Development Board

Membership Composition Requirements

 Business majority and business chair  20% workforce representatives (at least 2 labor organization reps, 1 labor rep or apprenticeship training director rep, and optional rep from CBO working with employment and training services)  Adult Ed rep  College rep  May include local education rep  Economic development rep  Wagner-Peyser (unemployment insurance) rep  Division of Vocational Rehabilitation rep  May include reps from Transit, Housing, Public Welfare and Philanthropic organization  Overall of 19 minimum members  Members are appointed by elected officials

Committees

 No Youth Council requirement, but recommended Youth Committee  Other

Functions of Workforce Development Board

1. Develop and submit, in partnership with elected officials, the local WIOA plan which has 32 items to address 2. Analyze and research local labor market information and assist Governor in developing statewide workforce and labor market system 3. Convene local workforce development system stakeholders to develop local plan and leverage support for workforce development activities 4. Lead efforts to engage employers to promote business representation on the Board, develop linkages with employers, ensure workforce activities meet needs of employers and develop and implement promising strategies for meeting needs of workers and employers 5. Work with secondary and postsecondary education reps on Career Pathways 6. Identify best practices from within WDA and from other WDAs 7. Use technology to maximize accessibility and effectiveness of workforce development system 8. Provide program oversight 9. Negotiate performance measure targets with elected officials and Governor 10. Select One Stop Operator and Youth Providers along with training provider identification 11. Coordinate with training and education providers by reviewing Adult Ed applications and plans to ensure they mesh with local WIOA plan. Also replicate cooperative agreement with DVR. 12. Develop a budget for local board for elected official approval 13. Assess accessibility for individuals with disabilities Attachment 3.a. Performance Report for Program Year 14, Quarter One (7/1/14 – 9/30/14)

WIA Federal Performance Measures for June 30, 2014 WIA Formula Programs Actual Wash State Employment Security Department Performance Measures Actual Target % of Target* Num/Denom Adult Employment 88.6% 80.7% 109.8% 94/106 Adults Adult Retention 84.6% 80.7% 104.8% 99/117 Kitsap County Adult Actual 1st Qtr Plan % Plan Year Plan Adult Earnings $13,101 $14,105 92.9% $1.296,795/99 Participants 64 45 142.2% 75 Dislocated Worker Employment 76.3% 85.7% 89.0% 92/121 Exits 18 20 90.0% 60 Dislocated Worker Retention 92.6% 80.9% 114.4% 125/135 Placed in a Job 15 16 93.8% 48 Dislocated Worker Earnings $18,360 $18,950 96.9% $2,295,007/125 Placement Rate 83% 80% 104.2% 80% Youth Certificate 67.9% 73.9% 91.9% 36/53 Expenditures* $ 26,087 $39,938 65.3% 180921 Youth Numeracy/Literacy 60.9% 38.2% 159.3% 14/23 Clallam County Adult Youth Employment 79.1% 71.3% 110.9% 57/72 Participants 59 38 155.3% 62 *Note: 80% is minimum for acceptable performance Exits 14 15 93.3% 44 WIA Formula Programs Placed in a Job 13 12 108.3% 35 Placement Rate 93% 80% 116.1% 80% Olympic Educational Services District Expenditures* $ 18,168 $32,168 56.5% $ 129,795 Kitsap County Youth Actual 1st Qtr Plan % Plan Year Plan Jefferson County Adult Participants 58 57 101.8% 95 Participants 10 9 111.1% 16 Exits 16 11 145.5% 47 Exits 3 2 150.0% 14 Placed in a Job 9 5 180.0% 23 Placed in a Job 1 1 100.0% 11 Placement Rate 56% 45% 123.8% 49% Placement Rate 33% 50% 66.7% 79% Expenditures* $48,190 $80,741 59.7% $ 322,955 Expenditures* $ 9,842 $8,219 119.7% 47946 Clallam County Youth Participants 19 21 90.5% 37 Dislocated Workers Exits 5 5 100.0% 18 Kitsap County DW Actual 1st Qtr Plan % Plan Year Plan Placed in a Job 4 2 200.0% 9 Participants 84 100 84.0% 135 Placement Rate 80% 40% 200.0% 50% Exits 18 50 36.0% 95 Expenditures* $15,480 $30,207 51.2% $ 120,833 Placed in a Job 16 25 64.0% 80 Jefferson County Youth Placement Rate 89% 50% 177.8% 84% Participants 9 7 128.6% 13 Expenditures* $ 37,230 $82,479 45.1% 331218 Exits 1 1 100.0% 6 Clallam County DW Placed in a Job 1 1 100.0% 3 Participants 48 45 106.7% 55 Placement Rate 100% 1.00 100.0% 50% Exits 15 10 150.0% 35 Expenditures* $6,185 $11,824 52.3% $ 47,295 Placed in a Job 13 8 162.5% 30 Placement Rate 87% 80% 108.3% 86% Kitsap Community Resources Expenditures* $ 11,725 $26,629 44.0% $ 105,926 Kitsap County Adult Actual 1st Qtr Plan % Plan Year Plan Jefferson County DW Participants 34 32 106.3% 65 Participants 12 10 120.0% 13 Exits 19 12 158.3% 35 Exits 3 3 100.0% 8 Placed in a Job 18 8 225.0% 28 Placed in a Job 2 1 200.0% 6 Placement Rate 95% 67% 142.1% 80% Placement Rate 67% 33% 200.0% 75% Expenditures* $22,862 $35,330 64.7% $ 154,117 Expenditures* $ 4,969 $7,621 65.2% 30486 * Expenditures are through August * Expenditures are through August Attachment 3.a.

Grant Expenditures as of 9/30/14 Dislocated Workers Training National Emergency Grant Title Spent Total % Spent End Date Octobober 1, 2013 - April 30, 2015 PY 2014 Youth 66,297 591,736 11.2% 06/30/16 ES Actual Plan % Plan PY 2014 Adult 1,083 43,038 2.5% 06/30/16 Enrollments 28 29 97% PY 2014 Dislocated Worker 1,224 75,087 1.6% 06/30/16 Placements 6 15 40% PY 2014 Admin Cost Pool 0 78,873 0.0% 06/30/16 Expenditures $ 33,064 $ 68,004 49% FY 2014 Adult 548,873 605,671 90.6% 06/30/15 FY 2014 Dislocated Worker 415,058 633,729 65.5% 06/30/15 Long-Term Unemployed National Emergency Grant FY 2014 Admin Cost Pool 68,289 137,712 49.6% 06/30/15 July 27, 2014 - March 31, 2016 PY 2013 Youth 602,743 602,743 100.0% 06/30/15 ES Actual 9/30/2014 % Plan PY 2013 Adult 16,686 16,686 100.0% 06/30/15 Enrollments 2 30 7% PY 2013 Dislocated Worker 88,568 88,568 100.0% 06/30/15 Placements 0 8 0% PY 2013 Admin Cost Pool 78,667 78,667 100.0% 06/30/15 Expenditures $ 4,789 $ 24,780 19% PY 2013 Rapid Response Long-Term Unemp 4,789 193,557 2.5% 03/31/16 Community Jobs 157,228 1,829,145 8.6% 06/30/15 Dislocated Worker Training Grant 37,569 112,502 33.4% 04/30/15 Community Jobs (CJ) Programs Performance Air Washington 189,478 197,824 95.8% 09/30/14 Open Grants Total 2,276,552 5,285,538 43.1% Kitsap Community Resources Actual Plan % Plan Enrollments 57 664 9% 14-Year Totals $63,891,307 $69,766,468 91.6% Expenditures $ 151,743 $ 1,829,145 8% Attachment 3.b.

State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project

Findings, Recommendations, and Lessons Learned Summary Report

September 26, 2014

Attachment 3.b.

September 26, 2014

To ESD Executive Leadership Team and Workforce Development Councils:

The Go2 Job Match Employer Focus Group Project report is submitted for your review and consideration.

The project team wanted to thank you for your sponsorship and support during the eight week project. During this project, the project team uncovered valuable findings, recommendations and lessons learned from the participating employers that will help in developing a more effective Go2 job match application tool.

This report is a compilation of the hard work and efforts by the project team in crafting communications, planning and scheduling for Focus Groups sessions throughout the state.

Finally, the project team appreciates all of the employers who participated and provided valuable input during the Focus Group sessions. Their input will help develop a more effective online recruiting application for employers as well as job seekers.

Sincerely,

Ralph Seely Point B, Inc.

2 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Table of Contents

Table of Contents ...... 3 Executive Summary ...... 5 Focus Group Session Overview ...... 7 Findings: Go2 WorkSource Experience (Users) ...... 10 Findings: Experience with Private Online Applications (Users) ...... 11 Recommendations: Helpful Features for Employers (Users) ...... 12 Recommendations: Features to Encourage Greater Use (Users) ...... 13 Recommendation: Features for Attracting Desirable Candidates (Users) ...... 14 Other Recommendations (Users) ...... 15 Findings: Limitations of Using Go2 WorkSource (Non-Users) ...... 16 Findings: Experience with Private Online Applications (Non-Users) ...... 17 Recommendations: Helpful Features for Employers (Non-Users) ...... 18 Recommendations: Features to Encourage Greater Use (Non-Users) ...... 19 Recommendation: Features for Attracting Desirable Candidates (Non-Users) ...... 20 Other Recommendations (Non-Users) ...... 21 Findings: Go2 WorkSource Experience (Users) – Details ...... 22 Findings: Experience with Private Online Applications (Users) – Details ...... 28 Recommendations: Helpful Features for Employers (Users) – Details ...... 33 Recommendations: Features to Encourage Greater Use (Users) – Details ...... 39 Recommendation: Features for Attracting Desirable Candidates (Users) – Details ...... 43 Other Recommendations (Users) –Details ...... 47 Findings: Limitations of Using Go2 WorkSource (Non-Users) –Details ...... 49 Findings: Experience with Private Online Applications (Non-Users) –Details ...... 51 Recommendations: Helpful Features for Employers (Non-Users) –Details ...... 54 Recommendations: Features to Encourage Greater Use (Non-Users) –Details ...... 57 Recommendation: Features for Attracting Desirable Candidates (Non-Users) –Details ...... 60 Other Recommendations (Non-Users) –Details ...... 63 Lessons Learned ...... 65 Next Steps ...... 70

3 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Appendix ...... 71

General and “Out of scope” Comments (User) ...... 72 General and “Out of scope” Comments (Non-User) ...... 74 Memorable Quotes ...... 75 Project Approach ...... 76 Project Plan and Milestones ...... 77 Communications plan ...... 78 Focus Group Questions ...... 79 Focus Group Session schedule ...... 80 Work Force Development Area map ...... 81 Focus Group Sessions...... 82 Acknowledgements ...... 83

4 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Executive Summary

Problem Statement Washington State needs to utilize current technology to support its workforce development business model serving both employers and job seekers. Although the Employment Security Department (ESD) has existing applications to support the United States Department of Labor (USDOL) requirements for service delivery, they were developed separately and at a point in time when technology had limited ability to provide intelligent, robust job matching and to manage workforce program services including performance and financial tracking and in an era preceding todays Internet and mobile technologies.

The ESD and the Workforce Development Councils (WDC) are experiencing changes resulting from declining revenue while still accountable to USDOL for quality data reporting and efficient customer focused service delivery.

An updated technological solution is necessary to support this evolving business model and meet the needs of the increasingly mobile, tech savvy business and job seeking customer by providing easily accessed, user friendly, and efficient self-service tools. It will also assist workforce development staff members who support the variety of programs and labor exchange activities crucial to workforce development and employments.

Project Objectives • Employer input influences elements of Go2 replacement. • Ultimately, more employers will use the Go2 replacement Application than the current version.

The following items were considered Out of Scope: Implementation of recommendations arising from the focus group sessions Looking more broadly at the WorkSource system (i.e., policies and procedures) Collection of voice of the customer data from job seekers, partner staff, and other stakeholders (focused on employers only)

5 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Focus Group Statistics

. Total number of Focus Group sessions conducted = 19 . Total number of Focus Group Participants = 113 . WDA regions participation = 11 of 12 (92%) (in-person Focus Group sessions) . For areas not able to schedule Focus Group sessions, offered alternate means of obtaining employer feedback . Number of different geographic locations = 13 . Number of different organizations participating in sessions = 105

6 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Focus Group Session Overview

. All Focus Group sessions conducted were approved by each Workforce Development Council Director (WDC’s). . WDC’s either scheduled or requested support in scheduling participants to the sessions. . During the majority of the visits, two Focus Group sessions were conducted at each geographical location. . One session for current users . One session for non-users . Session discussions were 90 minutes in duration. . Six questions were used to capture participant responses regarding their Go2 Work Source experience, features, and comparison with private online recruiting applications. Each question was allotted 15 minutes of discussion time. . In addition to capturing participant responses, lessons learned were noted as well. . Note: In a few cases, timing and logistics made it difficult to conduct Focus Group sessions in a specific WDA. In lieu of conducting a Focus Group session, feedback was obtained through email submissions.

7 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Overall Key Findings & Recommendations

Key Findings Top Recommendations The Go2 WorkSource online recruiting Implementing best practices from other application is limited in its capabilities and private online recruiting applications as well as features to meet employers and job seekers user recommendations will help create a needs. better online experience and greater success for employers and job seekers. The Go2 WorkSource online recruiting Initiate a robust and comprehensive application and its supporting services are marketing and public relations campaign that relatively unknown and its purpose and accentuates the Go2 WorkSource online targeted customers are misperceived by recruiting application’s features and benefits employers and job seekers. in a positive light. Conveying that WorkSource is for ALL employers and job seekers and not just for unskilled job seekers and those applying for unemployment benefits is critical as well. The Go2 WorkSource online recruiting Revitalizing the website and effectively application is offered as a free service. Most communicating to employers and job seekers other private online recruiting applications that they can obtain similar services and charge fees for using their services. results as other private recruiting firms at no cost. The Go2 WorkSource online recruiting Create the ability to link Go2 WorkSource to application is limited in its ability to integrate company sites, professional associations, its capabilities with other resources and colleges, and other online recruiting sites. networks. Additionally, leverage various media methods (e.g., mobile, video, social, multi-lingual) to accelerate greater exposure and traction to the site. Users and non-users of the Go2 WorkSource Implement site improvements as well as online recruiting application experience enhancing customer support, training and similar frustrations and difficulties using the communications for employers and job site seekers. Customer surveys and analytics could be the tools to check the effectiveness and sustainability of the changes.

8 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Top Participant Recommendations (Users & Non-Users)

Top Participant Recommendations Marketing/branding/advertising campaigns for increasing site awareness Easy to use and intuitive features Private online application best practices Search tools (e.g., key words, skills, locations) Ability to link Go2 WorkSource with other sites Mobile application capability Formatting features (e.g., bold, italics, more characters, editing, etc.) Filtering tools (e.g., sorting and general screening) Recruitment resources (e.g., referrals, networking, partnerships, etc.)

9 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Go2 WorkSource Experience (Users)

18%

36%

11%

13% 13%

Site is not user-friendly or intuitive Sorting tool is lacking or difficult to use Formatting is poor Unattractive appearance Slow and unreliable Others

Question: “Please describe your experience as an employer using the WorkSource online recruiting application, called “Go2 WorkSource.”

10 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Experience with Private Online Applications (Users)

15% 25%

10%

15% 20%

15%

Private sites have better candidate responses compared to Go2 WorkSource More expensive than Go2 WorkSource Improved search, screening and posting capabilities Ability to link or scrape jobs from multiple sites Ability to conduct professional and national candidate searches Others

Question: “If you have used other, private online recruiting applications (such as Monster, LinkedIn), please describe your experience using those applications.”

11 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Helpful Features for Employers (Users)

17%

40% 11%

10%

5% 7% 5% 6% Search tools (e.g. key words, skills, locations) Easy to use and intuitive Formatting features (e.g., bold, italics, more characters, editing, etc) Filtering tools (e.g., sorting and general screening) Ability to link Go 2 WorkSource with other sites Notification capability (e.g., "pushes" and alerts) Posting feature (search by location and refresh) Others

Question: “What are the top three to five features of a new public recruiting application that would be most helpful to you as an employer?”

12 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Features to Encourage Greater Use (Users)

18%

33%

14%

3% 10% 4% 5% 6% 8%

Marketing/Branding/Avertising of site Mobile application capability Easy to use and intuitive Ability to link Go 2 WorkSource with other sites Employer/job seeker training Analytics capability (e.g., # views, # applied, history) Notification capability (e.g., "pushes" and alerts) Attractive appearance Others

Question: “What other features or functions would encourage even more use of a public online recruiting application?”

13 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendation: Features for Attracting Desirable Candidates (Users)

20% 29%

4% 5% 5% 5% 16% 7% 12% Marketing/Branding/Avertising of site Easy to use and intuitive Mobile application capability Attractive appearance Ability to link Go 2 WorkSource with other sites Recruitment resources (e.g. referrals, networking, partnerships) Employer/job seeker training Search tools (e.g., key words, skills, locations) Others

Question: “What do you think would attract the most desirable job candidates to this new public online recruiting application?”

14 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Other Recommendations (Users)

21% 26%

6% 15% 6% 9% 11%

Employer/job seeker training Marketing/Branding/Avertising of site Easy to use and intuitive Recruitment resources (e.g., referrals, networking, partnerships) Mobile application capability Notification capability (e.g., "pushes" and alerts) Filtering tools (e.g., sorting and general screening) Others

Question: “Is there anything else you would like to share?”

15 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Limitations of Using Go2 WorkSource (Non-Users)

15%

6% 43% 6%

23%

Lack of site awareness Site is not user-friendly or intuitive Slow and unreliable Unattractive appearance Sorting tool is lacking or difficult to use Others

Question: “What has limited your ability or desire to use the “Go2 WorkSource” public online recruiting application?”

16 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Experience with Private Online Applications (Non-Users)

5% 7%

8% 40%

25%

15% Private sites have better candidate responses compared to Go2 WorkSource More expensive than Go2 WorkSource Improved search, screening and posting capabilities Use more for recruiting than searching Ability to conduct professional and national candidate searches Others

Question: “Please describe your experience as an employer using other private online recruiting applications (such as Monster, LinkedIn).”

17 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Helpful Features for Employers (Non-Users)

15%

35% 10%

5% 8% 5% 5% 6%

Filtering tools (e.g., sorting and general screening) Formatting features (e.g., bold, italics, more characters, editing, etc) Analytics capability (e.g., # views, # applied, history) Ability to link Go 2 WorkSource with other sites Search tools (e.g., key words, skills, locations) Easy to use and intuitive Background check and pre-qualifications screening Marketing/Branding/Avertising of site Others

Question: “What are the top three to five features of a new, public online recruiting application that would be most beneficial to you as an employer?”

18 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Features to Encourage Greater Use (Non-Users)

31% 30%

5% 14% 5% 7% 8%

Marketing/Branding/Avertising of site Easy to use and intuitive Ability to link Go 2 WorkSource with other sites Attractive appearance Filtering tools (e.g., sorting and general screening) Search tools (e.g., key words, skills, locations) Others

Question: “What do you think would attract the most desirable job candidates to this new online recruiting application?”

19 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendation: Features for Attracting Desirable Candidates (Non-Users)

36% 39%

4% 8% 7% 7% Marketing/Branding/Avertising of site

Ability to link Go 2 WorkSource with other sites

Recruitment resources (e.g., referrals, networking, partnerships) Easy to use and intuitive

Question: “What do you think would attract the most desirable job candidates to this new public online recruiting application?”

20 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Other Recommendations (Non-Users)

28%

43%

10%

5% 5% 5% 5%

Marketing/Branding/Avertising of site Mobile application capability Notification capability (e.g., "pushes" and alerts) Recruitment resources (e.g., referrals, networking, partnerships) Formatting features (e.g., bold, italics, more characters, editing, etc) Mobile application capbability Others

Question: “Is there anything else you would like to share?”

21 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Go2 WorkSource Experience (Users) – Details

“Please describe your experience as an employer using the WorkSource online recruiting application, called “Go2 WorkSource.”

Go2 WorkSource lacks Resumes need to be updated regularly functional flexibility to meet user requirements Go2 WorkSource lacks supplemental questions Categories are too limited-can only chose one category Frustration on not being able to filter applications quickly No consistency for how to screen resumes Character limits cause difficulties in entering information into cells Frustrating when job postings fall off the top of the priority list Character limits cause me to re-write or re-think job postings causing the need to edit Job postings would drop down if posted too long Limited choice categories for posting jobs in regards to multiple locations and positions Multiple locations are not filtered and not well formatted Search functions are not well-defined Inability to determine job posting status because the same positions are posted twice (e.g., open, closed, pending) User name and login are limited to one person Job categories lack specificity Scope of work section in posting (e.g., space is too small). The system would not accept my entry since it was too long, needed to rewrite and edit it (e.g., time consuming and frustrating) When I search resumes, job seekers click "in state" but actually they live in Walla Walla, not Olympia Takes too long to post on site WorkSource resumes tend to have 5 places for phone numbers- Home…alternate… alternate…Very confusing and time consuming to know where to call. Keep it clear and simple (i.e., maybe just home and cell numbers) The "willing to relocate" option is frustrating because of invalid responses Go2 WorkSource screens, but we still get unqualified job seekers. Mistake proof job applications (i.e., if all qualifications are not met, candidate is unable to submit) No qualified applicants for "experienced" jobs. Only inexperienced job seekers apply Job seekers use Go2 WorkSource to submit UI requirements Last time I used WorkSource, I had trouble with responses from unqualified job seekers Last time I used WorkSource, I had trouble with responses from unqualified job seekers

22 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Get qualified applicants from WorkSource prior to job seekers applying for jobs I go into my site once a week, modify some words in posting and the job goes back to the top of the list There are a very wide variety of applicants that are forwarded to employers that are not qualified Go2 WorkSource has beneficial candidate information (e.g., community) Multiple requirements on job posting Job seekers are not meeting job requirements (may be applying to satisfy UI requirements and not interested in job) I did not know how to access the site. More importantly, there is no way to report an unemployed applicant that was only meeting his contact requirements and declining when offered a job Go2WorkSource was easy to use. Candidates, however, are not qualified, so screening by qualifications could be improved For the posting of a position it seems to work fine. However, I do have issues with the resume search feature Helpful, but always pulls up people that are very far away and not even close to the area selected when choosing search options for resumes I have WorkSource staff post jobs because I cannot set an automatic closing date. I would need to log in and manually close the posting. When WorkSource posts the job, it doesn't include a direct link to our job posting. I would prefer that rather than a "referral required " I get frustrated when I do a search for Bellingham/Whatcom county (or other specific area) and I get resumes from out of the area candidates that are NOT willing to relocate. Most people who indicate "all locations" do not mean it It can be confusing to match the job categories and locations. I am hoping the position information will reach the right people in the right region. Description limitation tends to reduce the information that we provide Go2WorkSource has been good. It would be nice if it was quicker to post jobs. Also, it would be nice to have more specific selection criteria when searching the resume database It's easy enough to post a job. Some of the required fields do not seem to apply, such as the hours per week. The drop down under "duration" is confusing. What do you select if it is a full time, permanent position? Go2WorkSource is easy to use but doesn't allow for any company branding or use of images People sent to us are not interested in anything that requires physical labor The search tools are inadequate for many positions. One thing in particular that would help is allowing you to select multiple locations to search at one time Go2WorkSource is not an easy tool to use, limited fields etc. We have used Go2WorkSource for recruiting seasonal, part time and full time positions. Works well. Not happy with the option of having to pick a category to list your position. Our positions never really fit into those and I have to wonder if that is what hinders exposure Go2WorkSource works well. I don't think it was immediately posted. From what I remember, after the first review, it can take up to 72 hours to post 23 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Usability is difficult and Need to cut/paste applicant data into Word to file (e.g., time consuming) challenging WorkSource does not apply intuition/common sense to what seekers list as experience and job Site is not easy to navigate Categories are confusing in Go2 WorkSource. We need to better capture or describe the categories Site is not user friendly Need to copy/paste from Word when inserting bold and italics (e.g., time consuming) Some data is smashed together and hard to read Challenging to move from job seekers to employers section of the WorkSource website Get too many calls from job seekers who could not find posting in the WorkSource site Go2 WorkSource is not easy to navigate Job search is stacked on each other, difficult locating specific jobs job seekers have a hard time finding posting because of category classifications Easier for applicant to go to WorkSource and see a live person rather than use the Go2 WorkSource site Go2 WorkSource is "choppy" to use I need to copy and paste from an existing posting versus creating a new job posting to make it quicker Too many variations on how to enter applicant information Frustration over "bulky" formatting (e.g., bold and italics) Too much site information and difficult to find Password and log in process is very challenging and frustrating When printing from the site, formatting is not correct making it difficult to read Selecting job categories are frustrating and difficult to identify Go2WorkSource ease of use is limited I have used the application to recruit 4 positions in the last year. It has not been difficult to post positions, but the format of the responses is difficult and challenging Go2WorkSource is difficult to navigate. It limits our ability to navigate effectively Go2WorkSource is not user friendly Go2WorkSource seems old and not as user friendly The pages have too much information crammed in, I spend a long time looking all over the page for the right option Experience with using Go2 WorkSource is adequate Go2 WorkSource application Overall WorkSource is good Use Go2 WorkSource for accountability and proof of posting Use Go2 WorkSource daily I enjoyed using Go2 WorkSource

24 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Good experience with Go2 WorkSource Don't get many applicants applying through the Go2 WorkSource site Go2 WorkSource is being used to satisfy UI search requirements I use it less now than 4 years ago. Use it to recruit job seekers (use has gone down and typically use Craigslist) Job seekers are applying for jobs that are not qualified (e.g., satisfying UI requirements) WorkSource is not a good source for salaried employees Perception that "bottom feeder" job seekers come through WorkSource WorkSource has gotten a tarnished reputation Go2 WorkSource "feels like you out there in outer space" Go2 WorkSource is "perplexing" and "confusing" Get qualified applicants from WorkSource prior to job seekers applying for jobs A lot of people apply that are not interested, not qualified, or won't return a phone call or email regarding the position. Also a lot of people apply from other states or across the state. 95-100% all of resumes submitted are not hired for those reasons. It has not been a valuable resource to us. Applicants reply but don't show up for interviews Go2WorkSource was easy to navigate I have not found Go2WorkSource to be a very good source for recruiting workers. I get a huge amount of applications, and applicants tend not to be qualified for the position. Seems people are just tossing their resume at anything I have used the site to look for candidates to fill open positions in our company I use it post ads directly, as well as look through resumes/applications candidates have posted online I used Go2WorkSource to post jobs only It has been frustrating to have to choose between posting the job and actually getting help on a job. We would like to be able to do both Go2WorkSource is a useful site to identify candidates Go2WorkSource is fine. We had one really good hire from it, but mostly we just had people applying who were not qualified Need an internal application filled out by a candidate to begin screening No complaints. Go2WorkSource is fast and easy to use. The UI is intuitive. Since templates and old posts save to users, it's easy to re-post previous ads Our career services team uses Go2WorkSource Our firm has successfully recruited for several temporary positions through this service Overall, the application has worked ok for me in posting jobs and reviewing resumes Used Go2WorkSource to post jobs WorkSource service was very good The Go2WorkSource application works fine and no problems The quality of applicant has limited my desire to use WorkSource The setup is very similar to posting a Craigslist ad. All of our positions are 25 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

posted at WorkSource The staff is very helpful and helped me with our company's postings Go2WorkSource is used to source journeyman electrician and journeyman mechanic positions Go2WorkSource is used only through job fairs and phone connections WorkSource is very easy to use. I also liked being able to use the interview rooms at the site I had a very positive experience with WorkSource. Friendly people. Always willing to help our business out We are able to use the Go2WorkSource online recruiting tool by accessing the employer portal, job hiring events and interviews at the Everett Train Station site as well as healthcare employment fairs. We find this very resourceful and educational in better understanding the requirements for our particular healthcare jobs and would like to do that again since you have a new team We have used WorkSource to advertise and hire 8 employees in the past year. We like your services We post all of our open positions on this site and use the submitted resumes to help schedule interviews and potentially fill our openings We use WorkSource to post open positions. I find the program easy to use and receive many applicants I do feel that some of the applicants may be applying for the purpose of unemployment only because they apply to positions that they have no experience in Your online application is fine from my end. Our problem has been the quality or qualification of candidates. We get a lot of applications from people who are just meeting their unemployment requirements and are not actually interested in obtaining a job. Success! I have not been able to get any personnel from the Employment Security I have used Go2 WorkSource for over five years. Very seldom have I actually received candidates that meet my qualifications. The time it takes to enter the details honestly not worth the quality of candidates that I am given. I have been much more successful in the candidates that I receive from other programs That's tough when you are up against websites that scrape jobs like Indeed The WorkSource staff has been extremely helpful in posting our jobs. The site overall is one I recommend to job seekers due to the large number of local jobs posted Generally, not a source for staffing Certified Nursing Assistants I have not used Go2WorkSource I have only sent job openings to a contact at WorkSource. I have not searched Go2WorkSource for possible candidates Previous person in my position handled job postings and used Go2WorkSource services. I have not used Go2WorkSource It's hard to say without having had used it Greater need to brand People link Go2 site as the site used to conduct Unemployment Insurance and market Go2 searches WorkSource application

26 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Perception that Go2 WorkSource is used more for non-professional job seekers I had never seen the Go2 WorkSource site before Perception that " Go2 WorkSource is only for Unemployment Insurance (UI)" (i.e., need better branding) "Go2" is perceived as an "Unemployment" website A great need to rebrand the site WorkSource is perceived as "unemployment office," and people don't know about the free and excellent services of WorkSource Go2 Website is used more for non-professional applicants Skilled applicants perceive Go2 site as an UI site Better marketing of the Go2 WorkSource site Perception that WorkSource is more for entry level jobs Greater awareness of the site WorkSource site is perceived as having a bad stigma (e.g., inferior site and used for hiring entry level, and submitting for UI) Go2 WorkSource is a resource not a lot of people know about Surprised that many employers do not know Go2 WorkSource site exists I don't understand the "Go2 WorkSource" name. It has a weird sound to it and does not capture what it does. Appearance is dull and Go2 WorkSource site contains "mashed" together applications system is outdated System is antiquated and garbled. Attachment format is lousy Go2 WorkSource site looks like a typical government site (e.g., bland and not updated) Go2 WorkSource appearance is ugly-blue and grey Print outs from website are very sloppy Formatting is poor, cuts off application and resume The setup of the job application is not formatted correctly e.g., (it cuts off words) and lacks structure Training is not formalized Tips and tutorials not well advertised or well communicated Go2 WorkSource is a free It is great that Go2 WorkSource is free service Looking for free ways to post (e.g., Go2 WorkSource is a plus since it is free) Free "Time is money" WorkSource is inexpensive Nice that Go2 WorkSource does not charge a fee to post

27 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Experience with Private Online Applications (Users) – Details

“If you have used other, private online recruiting applications (such as Monster, LinkedIn), please describe your experience using those applications.”

Private online recruiting LinkedIn contains application summaries to search applications offer greater capability than Go2 WorkSource Indeed pushes out job openings to job seekers (e.g., notifications) LinkedIn is good for initial screening (e.g., skills) and reviewing candidate endorsements Use LinkedIn to see the name of companies (logo). It tends to draw lots of job seekers (e.g., more customized) I use private applications for professional and technical searches for job seekers LinkedIn has the capability to review references and recommendations LinkedIn saves posting information Indeed is able to conduct resume search and mass emails to many job seekers LinkedIn has the capability to send potential applicant list America's Job site contains job salary, video clips, knowledge and skills Monster and Indeed have the ability to scrape jobs Career Builder is able to screen resumes quickly, also good for positions requiring certifications, as well as pushing out postings to other websites (including military and LinkedIn) Glass Door.com contains job salary information and interview comments LinkedIn has the capability to insert emblem on seeker's profile to indicate that they are "actively" seeking work Craigslist has the capability to post jobs outside local area LinkedIn Career Builder has a good search function and portal about wages and other candidate resources Ability to reach out beyond local area Facebook may become a viable search tool to source job seekers We use many specialized and broad sites on a regular basis. They vary in the experience, but some that save information about our company (e.g., description, link to jobs page, archived jobs) are the more positive experiences We are able to customize our ads and make them look good. WorkSource is very limited LinkedIn is easy to use and you can just apply with your profile. It is fast and easy and you can do this from your mobile phone too Most private online No charge fee for posting jobs through Go2 WorkSource recruiting applications cost more than Go2 WorkSource Recruiters fee for hiring job seekers (typically 20-30% commission) 28 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

I use private online recruiting applications only if they are free (no budget) Go2 WorkSource/Zip Recruiter/Craigslist are inexpensive Go2 WorkSource is less expensive than other private recruiting applications Monster site is expensive "Time is money" Private applications are more expensive than WorkSource Some private recruiting sites charge a fee for service. My company does not use it due to the cost being too high. Able to post as many postings on Go2 WorkSource as Monster for less money. Monster is very expensive Monster and Career Builder are expensive Regular recruiters charge too much Cannot beat Go2 WorkSource application for price Usability of private online Intuitive recruiting applications is simple and intuitive Easy Go2 WorkSource is difficult to navigate use multiple fields Ease of usability More customer driven Craigslist is very clean, easy to click through Simple, easy to navigate Private online recruiting applications are much easier to use Little more user friendly and works easily with Boolean searches Private online recruiting applications are less confusing, more flexible, e- mailed resumes are easier to process Private online recruiting application are much easier to find the area where to post (e.g., it is impossible to figure out where to post Project Manager jobs on WorkSource, but super simple on Monster and LinkedIn) Private online recruiting applications are easy to navigate Private online recruiting applications are easy to input information. Never really knew if job seekers ever saw the online ad Experience with using Road Techs.com used for national and specialized job fills (i.e., very private online recruiting valuable)job seeker applications Craigslist is great and really fast for getting entry level job seekers Dice is good for recruiting IT positions For higher level positions, Career Builder is better than Go2 WorkSource Better candidate results from Craigslist versus Monster Indeed is good for some local technical positions Had success recruiting on Monster and Indeed Indeed is preferred with job seekers - inexpensive and consolidates applications from various web sites Ladders is for high salary jobs

29 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Craigslist is the best - cheaper and more appropriate for entry level folks Used LinkedIn as a sourcing and not a posting option Career Builder is easy to post, results are variable Use Monster for salaried positions; Use WorkSource for hourly positions. Have had good success Use Career Builder and LinkedIn on occasion for high level sales positions Use Monster, Indeed, LinkedIn for posting and searching for job seekers I have had good experience and success with LinkedIn and Career Builder Use Career Builder specifically for food jobs I use Indeed to get lots of relevant job seekers Snag-A-Job-is a good resource site for less skilled positions Use LinkedIn as a recruiting versus networking tool LinkedIn is a "professional Facebook" LinkedIn is used for professional/specialized searches LinkedIn is better for national versus local candidate searches Craigslist has large amounts of applicants, more success than other private sites For filling skilled positions, typically go to Craigslist I would use Monster, Craigslist and LinkedIn over Go2 WorkSource Get more job seekers using Craigslist and newspaper than Go2 WorkSource Craigslist (free, get resume copy, pulls job after it is filled) Use own website and recruiting tools for professional positions Several years ago I switched from newspaper to online for applicant search (using Facebook and Craigslist) We are looking for someone who has a passion for our line of work or someone who likes our company enough to shop it. We get many good applications in and that's where we start looking. We have posted Craigslist ads, but haven't received the responses we we're looking for. Some good and some not so good aspects of Go2WorkSource. This is a better process and it benefits us in finding people to train Go2WorkSource is quick and easy We use other recruiting applications for salaried positions Much better because the applicants actually have the experience needed. The WorkSource applicants have some experience, but others with NONE are applying for a job that requires years of experience listed in the ad. We receive a lot of applicants without qualifications from the WorkSource We use ZipRecruiter as well as other applications and find that the more personal aspect of recruiting, job fairs at the local schools and colleges work better We use our own online application and other education specific recruiting sites We use Jobelephant to post our jobs on other web sites We use Craigslist, city website and local colleges We hire very specialized individuals and had not much success with all our searches We have only used Craigslist

30 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

We generally use Craigslist We also use Craigslist, Indeed and LinkedIn. We find that different types of jobs are better sourced by different applications. WorkSource is great for general labor and more entry level jobs while LinkedIn is better for higher end positions Go2WorkSource is very similar to Craigslist. With Monster, we let the Everett Herald post for us. With LinkedIn, we just post on our page Used only Craigslist with variable results So far we have had good results using the other job boards Our largest number of applicants come from Craigslist, then a fairly even number coming from LinkedIn, Simply Hired, and Indeed Only use Craigslist for applicants, screen resumes before setting up interviews Not happy with Monster. Career Builder is much better Still get hits on my old resume Mostly use Craigslist Used Monster, mostly for job announcements Monster's posting experience is frustrating because if you accidently click on the go back key, it erases everything you already entered LinkedIn: One case, ho-hum results. Craigslist: Far fewer applicants, but usually of a little better quality. Monster: One case, too expensive. Generally, we use Craigslist and WorkSource for production workers; LinkedIn, Monster, and Craigslist for professional or office workers I use LinkedIn, CareerBuilder, ZipRecruiter LinkedIn was not helpful I have had limited success with Monster I've used Monster recently and their online job posting board has been frustrating because if you accidently select the go back screen you lose everything you have previously entered I use LinkedIn to review potential candidates and have also posted a few ads here I have found Indeed to be a wonderful resource. Pricey, but typically more serious applicants I always post on Craigslist as well as WorkSource. Craigslist is easy for applicants and provides easy to handle responses I use Craigslist, Indeed Craigslist and ZipRecruiter also have their own respective navigation issues Craigslist is the best resource Better quality candidates, who are qualified and actually interested in the position come from Craigslist, Indeed, Monster, and Career Builder Experienced average performance with Private online recruiting applications As far as UI goes, it's the same applicants applying to meet their UI requirements Private online recruiting Fast applications are consistently faster and more reliable than Go2 31 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

WorkSource Quick and organized Done in less than 30 minutes

32 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Helpful Features for Employers (Users) – Details

“What are the top three to five features of a new public recruiting application that would be most helpful to you as an employer?”

Seek functional flexibility Ability to rank resumes based on key word matches (percentage) to meet user requirements Ability to reverse search (i.e., using key words for skills to search for job seekers) No more system generated messages. They are garbled and distorts resumes Ability to post/search by geographically specific range Mobile application capability Ability to refresh postings to bring back to top (priority) Ability to make self-edits and filter applications Spell check feature Prefer individual name search Cut and paste formatting on documents (prefer no hard returns) Refresher reminder/notification to update posting Resume key word search for job seekers Qualifications checklist to filter applications (based on qualification points/percentage) Reminder notification to refresh posting Word search capability between job posting and resume Searchable functions Unlimited character count Analytics ability to know how many job seekers are applying as well as the barriers preventing them from applying Option box for security clearance, make searchable (i.e., active) (TWIC Card boxes for confidential, secret, top secret) More effective search functions (i.e., search by zip code) Ability to look at job seeker's objective, qualifications, skills at top of resume or cover letter Ability to add attachments Ability to create an employer option check box (e.g., "I contacted this person and they are not available to work") "Triggers" for updating candidate resumes and employer postings More detailed search categories for geographical location (i.e., city versus area or county) Key word search capability Qualification questionnaire to screen job seekers Group "entry level" positions in one location, “professional” positions in another Ability to save application information and have system send trigger to candidate for similar job opening

33 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Applicant log feature (e.g., who and when job seekers apply to posting) Extend length of posting time (minimize having to reopen) Ability to customize posting with company Logo and information Keep history and data for posting for an employer Ability to attach resume to application Ability to search job by job title and category Refine relocation feature (e.g., North or South Stephens county to Colville, use radius miles or commuting time from central location) Prefer candidate pre-qualification screening capability Eliminate the 4000 character length requirement Ability to conduct multiple industry searches Ability to screen resumes and push out to applicants Tutorial tool/tips for users Applicant survey for job seekers to share feedback with employers Ability to screen for active and current certifications and licenses Searchable by company profile Ability to download (extract) to a report of summarized data Ability to convert resumes more efficiently Ability for multiple drop-downs Advanced resume search ability for employer Filter job seekers by skills sets Ability to review history of applicants who have already applied (having to re-screen applicants who applied before) Bilingual capability (particularly in Spanish) Ability to load in an expiration date for posting with a reminder when posting will expire Ability to search by key words Analytics to provide statistics where job seekers are coming from Ability to search posting date and sort out stale postings Cut and paste feature not helpful Designate time limit on how long a resume can be active prior to it being updated Feature that prevents posted jobs from losing their priority Need capability to search by zip code Consider a 50 mile radius applicant search filter for each county Drop down menu for job categories Set specific criteria to screen applicants who are not qualified Insert “click” boxes to identify specialized skills capability Ability to pull jobs after closing date has been reached Ability to attach job benefit information to application Ability to see job posting status (e.g., open/closed status and # views)

34 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

History report to track where and when an applicant applied for a job Ability to re-open and edit job postings Be able to monitor between "real" applicants and Unemployment Insurance clients Availability of pay rate information Create feature for more immediate job seeker feedback Ability to attach resume and application Ability to search by a smaller geographic area Notification to candidate from WorkSource that resume sent to employer Auto-response feature to job seekers thanking them for applying A key word search/matching capability is helpful (particularly out of state searches) Applicant Tracking System (ATS) feature is helpful in tracking candidate application status Ability to identify user frequency "traffic" and make recommended actions to improve visibility (analytics) Ability to upload original Work Source posting and have it be the same as employer posting Ability to re-populate standard fields and refresh appropriate areas of the application Ability to create applicant profile once and be able to apply to multiple jobs Automatically build job seeker profile from a resume Post application to Go2 WorkSource and be able to push it out for company openings Company can create multi-site profile options with check boxes and small fill-ins Tickler system to notify employers for job seekers actively looking for work Ability to pre-sort job seekers by skill level and experience Ability to validate candidate certifications and licenses Ability to test applicants knowledge (i.e., math, Excel, Word test) Allow full job descriptions Multiple language format (i.e., ESL) Ability to search parameters based on applicants home address (location search-specific to job seekers home, not the entire state) Feature that signifies candidate needs pre- or post-job search assistance No "timed out" function on posting expiration Must have multiple alternate formats such as paper applications for employers and job seekers (flexibility) Site needs to be accessible and comply with 504 regulations for disability Ability to "trigger" if applicant has applied for job before ( applicant notification and follow-up )

35 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Ability to conduct job matches to other recruiting applications, including DVR, DSHS, Behavioral Health and private services Feature that matches job descriptions and resumes/applications Ability to specify specific geographic area, not just county level (i.e., Belfair versus Kitsap County) Ability to create qualification questions and criteria for pre-screening (prerequisite to move forward in hiring process) Alert "passive" job seekers of new potential jobs Geographical county map so job seekers can visualize job locations/distance Companies want to look engaging to attract good job seekers Job seekers are not meeting job requirements (may be applying to satisfy UI requirements and not interested in job) Pre-screening applicants with experience or desire to learn. It eliminates weekly resume drops which can waste time Timeliness, accuracy, relevance to current openings The ability to edit text, font, shape and size. Easy to remove once position is filled. Those are the most important features. Single page ability to pull archived job postings. Added space and flexibility in the data that we provide Resume search based on area such as "county." Presently, resume search does not have that feature, it's listed but it doesn't pull the data requested If you have the feature, fix it so it works the way it is supposed to! Qualified applicants should only apply versus everyone. More job title/type categories available versus what we have currently (e.g., under manufacturing etc.) Qualification screening. Low cost. Word rather than text submissions from applicants Matching candidates automatically, having more general categories for fields that the job falls in, ability to choose multiple fields, and ability to have unlimited words per posting Individualized responses: WorkSource sends me one e-mail with multiple applicants listed. This makes it difficult to sort and respond to the applicants. Each applicant should be an individual response. Applications should be downloadable as a PDF directly from the response Ability to screen applications in the local area I am searching in, not 100 miles away Easily locate top resumes and place them in the same “bin” not a bin for each job Don't limit new listings to only a few general position types. Ability to upload job descriptions easier Clear lines of previous experience. A comment area if they choose not to send cover letter as a personal touch Knowing there was a talent pool in a particular area before I bothered to place a request. Knowing that candidates had passed a state background check that met DSHS requirements. Candidates have been vetted for reliability Communication/notification(s). Targeted responses from our application to our inboxes. More complete application process that requires the 36 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

applicants to state their credentials, experience and licensing requirements Unlimited data fields. Matching field Ability to search applicants by industry experience and specific keywords Seek simple usability User-friendly website (i.e., Indeed) Ease of use Make it easier for job seekers to apply online Ability to post quickly and easy to use Make it easy to change posting date Make it easy to update posting Intuitive website Simplify website Intuitive interface is helpful to keep seekers on site Intuitive and easy to use site User-friendly One stop shopping for all needs Simple use and navigation of site Easy way to post jobs Easy to get applications out More user friendly Easy to get into site Fewest number of clicks possible Used Craigslist was easy to navigate Craigslist works the easiest for the best value. Moderately qualified candidates. Otherwise we use targeted sites Easy to use for applicant and employer Easy resume search and job posting by demographics Easy access, pre-screening of applicants, emails when there are qualified candidates Easier ways to communicate with candidates. For example, I get an email from an interested candidate, but if I try and reply to that message, it's not directed to the candidate, since the email is pushed through the Go2 WorkSource site. It would be nice if the candidates were limited to how many resumes they can post or the frequency. When trying to look through candidates, it can be frustrating to find the same resume four times, all with a different heading. A more simplistic way to add a new job posting. Too many steps as it is makes it time consuming Ease of use. Ability to ask supplemental questions Ease of searching resumes. Ease of posting new openings. Resumes being forwarded to an email address of our choice Ease of navigation. Short time frame to complete Better branding and Educate applicants and employers on success and features of Go2 marketing of Go2 WorkSource WorkSource Advertise the Go2 WorkSource site like other recruiters "it's a free service" Need a more catchy name for site that resonates with employers and job

37 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

seekers Improve integration of Customize postings for companies with link to our website Go2 WorkSource applications to other web sites Ability to link site to social media Ability to link postings to other sites Ability to link candidate application with company profile, link profile with resume Consider linking to Company website to the WorkSource site Ability to link into schools and multiple specialized markets (i.e., welders, CDL, tech jobs) Ability to link to video clips Ability to post to multiple sites Use Craigslist and online bulletin board listing sites through the community colleges and universities Requiring the candidate apply on our job link. Have a current resume as a requirement Ability to insert our logo on the application Link to employer site Improve Go2 WorkSource Better visual look and appearance of the site appearance More colorful website Improved formatting (e.g., bullet points, font size, character count) results in a better looking product

38 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Features to Encourage Greater Use (Users) – Details

“What other features or functions would encourage even more use of a public online recruiting application?”

Seek functional flexibility Mobile application capability to meet user requirements Ability to automatically "refresh" postings Ability to create a master application (specific job questions to filter out skills of non-qualified job seekers like Career Builder) Ability to create folders that are searchable to identify job posting status (e.g., open, closed, pending) Ability to upload resume to one site and push it out to multiple sites (only create one application) Ability to make search options more specific Ability to create alerts signaling when companies are hiring-"job match" Ability to set up screening questions within job posting that is linked to application for qualifying job seekers Ability to attach PDF's to postings and applications Spell check capability for resume screening Ability to create a weekly usage notification to distinguish if application has been reviewed Ability to send weekly postings to job seekers based on specific criteria Ability to save folders that have subfolders (i.e., different industries) More clearer links to LMEA (currently difficult to find) Ability to add contacts for other resources like community colleges (for employers to use) Ability to online pre-screening Ability to use WorkSource site in different languages Ability to type in "job title" to specify search Affirmative Action (AA) employer option with branching questions to collect AA data Ability to enable job seekers to know where they have applied (e.g., history) Ability to categorize all job positions all in one location (one stop shop) Multi-lingual capability Ability to see applicant activity during searches Statistical information to support PR efforts Resume search function Online chat Function as a platform not only posting jobs but also providing community services (i.e., childcare, food handlers, Excel classes) Voice recognition capability (e.g., Dragon) System based on "key words" versus "phrases" Rejection letter notification option 39 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Ability to create job posting report or extract file Application received notification option Personalized, customized profile pages (e.g., 30-second videos, photos) Notification to UI claimants when match happens continually (proactive job seekers) Ability to extract data to a report Customizable for employer (i.e., other option box) Search engine friendly so that Go2 WorkSource pops up in Internet searches (i.e., Google and Firefox) Wage desired and valid driver's license Pre-qualifying resumes for completeness before allowing an applicant to post their resume or apply for a job. Allow us to automatically sort by (brief) educational value (e.g., GED, high school diploma, some college, college degree, graduate degree, etc.) More options for filtering and searching resumes The ability to include an employer profile or link to the employer's public web site Job scraping from our applicant tracking system History tracking and storage of applicant information Eliminate/flag repeat applicants Being able to post a job in multiple categories or locations. Our company is near the King/Snohomish county border, so candidates might be missing out on opportunities because of location or category choice Accountability. Maybe a way for employers to tell WorkSource about the people who apply, but have no intention of being hired for the position Ability to view multiple locations and contacts Better sorting capabilities for the different jobs that are out there Ability to sort by zip code and choose mileage radius from that zip code Ability to learn more about the employer Better branding and More advertising of the Go2 WorkSource site (i.e., TV, radio) marketing of Go2 WorkSource Rebrand site and demonstrate features to potential users Communicate WorkSource is more than just UI job search Improved marketability of site (i.e., increase awareness) Leverage kiosk concept generating greater awareness Change perception that the site is not just for applying for UI Advertising the site to get more information and awareness to employers (i.e., easy to use, positive spin) Advertising or printed site information and word of mouth referrals Advertise site on college and Western Washington job boards Ability to appeal to all job seekers More outreach and advertising about WorkSource services from WorkSource staff Billboards to advertise site Link company information and logo to site Job fairs resource to advertise the Go2 WorkSource application

40 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Webinars are a good marketing option to promote site Fliers to advertise site WorkSource is a funny name, initially doesn't make sense to what they do (name is different for each state) Publish success rates of job seekers hire from website Better marketing of the system so more applicants use it Seek simple usability Easier to use better for employers and job seekers (i.e., Craigslist) Ease of use for employer and candidate Greater ease of use Make it intuitive. is it "friendly" for job seekers and employers Simplicity of the recruiting application is critical Convenient for employers and job seekers Simple and visual training and clearer verbiage and instructions to better understand site Ease of use during candidate screening Make it as simple as possible (e.g., Craigslist) Job numbers are not easy to use or search (use job title or other descriptor) One-click submission Ease of entering information. Quick turnaround. Must have human interaction as well Easier to see their skills. Allow me to enter key words Easier to find applicants and jobs Ease of use Ease of location, and navigation and no popups Better search fields, even for listing the job! Affordability. Easer of logging on and placing requirements Easy use, ability to run searches Easy and accessible and user-friendly Ease of use Ease of use both for the applicant and the employer Ease of application and speed of application Improve integration of Link between Go2 WorkSource and employer sites (pre- and post- Go2 WorkSource employment and support) applications to other web sites Integration between Go2 WorkSource and private applications and recruiters Connect Go2 WorkSource with other resources (DSHS, certification schools, daycare) List employers and local resources where applicants can search Link WorkSource to other online recruiting applications (like Indeed) Link to tax credit application for employers to offset Go2 WorkSource is less expensive than other private recruiting applications and encourage greater site use Salary links to educational resources Interface with NeoGov 41 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Ability to linkGo2WorkSource to our website Improve communications Communicate to applicants of WorkSource resources and how to use the and training tools Employer training or resources (PDF) tutorials on how to use website Educating employers to increase site awareness Communicate to employers about tools and services at WorkSource (i.e., like LMPA, LMI, training) Ability to teach others on resume writing and candidate skills Improved appearance (visually pleasing, color, etc.) We need you guys to work with AJAC and offer apprenticeship programs and the Manufacturing Academy in Snohomish County

42 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendation: Features for Attracting Desirable Candidates (Users) – Details

“What do you think would attract the most desirable job candidates to this new public online recruiting application?”

Seek functional flexibility Capability to conduct candidate qualification assessments and testing (i.e., to meet user typing skills) requirements Must be mobile friendly-must be convertible to mobile and searchable Key word search (rank resume %) Mobile applications with ability to download documents Ability to attach resumes without copy and pasting or inputting new data Capability to research and learn about jobs job seekers are interested (e.g., pay, hours, scope of work) The site needs to be in multiple languages (especially Spanish) Ability to insert company logo and information Able to apply and manage resumes through mobile devices Skype interviews to leverage face to face connections Able to save resume on site and attach it to applications Ability to search by "job title" More subcategory options/choices (more descriptive) Ability to provide detailed company information regarding job (e.g., attrition rates, employee review) Remove barriers of only using one zip code for posting Expand criteria for job search beyond local area Salary range option versus experience-based scale. Applicants tend to apply for high salaried positions without being qualified Create check box for job seekers "willing to re-locate" Ability to match job seekers with company culture and subcultures Ability to search and match by skill sets More system flexibility regarding job categories Ability for job seekers to review company information and profiles Create ability to add additional features that support new changes Ability to break up postings into "tiers"/categories (i.e., salary levels- Professional, mid-tier, laborers) Enable companies to build a section that describes or markets potential job seekers Being able to post a job directly and close the job when we choose to do so. Being able to attach the job posting to the job Be more explicit in job descriptions. Don't waste time sending those who only want to add a name on their job search report Ability to add background information on the posting Attached resumes (i.e., not text in the body of e-mail), more flexible online posting Ability to set an automatic closing date, include a direct link to our job posting, and allow a third party, such as Jobelephant, to add and manage 43 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

the postings for us Ability to upload images (logo) with better format fonts Ability to search more than one area at a time, ability to search by word/phrase, and not having resumes duplicated multiple times Ability to save a resume. Ability to mark a resume as viewed. Ability to download a formatted resume Direct link capability to company's website and staffing system. Ability to view online profiles by key word. A person doesn't have to apply for a company's posting, they can just have a résumé posted for all employers to use More selection criteria. Specifically, regions to search in the resume database. Ability to post a job more quickly, particularly when reposting List Automotive as a field. Accountability to applicant (e.g., not just listing three job tries a week). Salary desired/required field from applicant Success of placement. Again this goes back to qualification screening Ability to pre-screen candidates Pre-qualify and keep out the flaky, incomplete resumes so the database yields a higher percentage of appropriate results Better branding and Improved marketing and branding of site (differentiate from UI) marketing of Go2 WorkSource Advertise and Market WorkSource services beyond UI Advertise website and other WorkSource services Change perception and re-educate employers and job seekers of benefits/features

Accentuate success stories and benefits to create greater site exposure Ways to promote site: get word out, site makeover, re-branding Promote through radio, TV, bus postings More outreach on full range of jobs/careers/market Ability to let people know about Go2 WorkSource Overcome current WorkSource stereotype of only listing lower level jobs Advertise through professional presentations Employers listed on site to attract applicants (e.g., success stories) More effective advertising of the site Don't have to be unemployed to use WorkSource. Need to market site better Magnet in front of phone book for promoting WorkSource site Outreach to trade schools Social networking for promoting site Market at Seattle sporting events, Facebook and Twitter Proposed new site name "JobTarget.com" Exhibit company personality Attract students as job seekers while still in school (tech and community colleges) Engaging branding (get job seekers attention quickly, "flashy") Ability to attract diverse job seekers

44 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Promote at a more professional level Need advertising outside WorkSource, better branding of tool and services (particularly resume building) Change the perception about the WorkSource site. It has a reputation used only for hourly jobs Application needs to be easy and user friendly Easy to navigate Clearer job descriptions in posting Less “bells and whistles” Simplicity at front end with more choices on back end Ease of use (i.e., similar to Amazon site) simpler is better Ease of use for already employed as well as unemployed (like Indeed) "One-click-ability” Simple Only allow one way to submit applications (consistency and standardization) Open multiple pages simultaneously Make application process easier Larger font size Statistics that demonstrate they actually get jobs Pulling in experienced people versus entry level. We receive a lot of applicants without any experience applying for jobs that require a lot of experience so it comes over like junk mail Public advertisement Open jobs need filled More listings by employers, need to advertise the site Marketing! Exposure to a broad range of employers Better publicity Awareness that this application is available Advertise # of applicants hired through the process each month or quarter Improve integration of Integrates with other job sites (career fairs, workshops) Go2 WorkSource applications to other web sites WorkSource pushes out to other recruiting sites (Monster, Indeed, Career Builder) so they can push out or match as well Possibility of linking to Facebook and YouTube Easy to connect with employers who have jobs WorkSource is too isolated. Connect with networks (colleges, universities, etc.) Linked to other WorkSource sites in other states Interstate connections with other states’ systems - one stop systems Better on-screen interaction between potential employer and employee. A remembering interface that engenders county location and type of job. Perhaps a quick contact section to inform the candidate of new work. An 45 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

employer feedback rating form so that employers can note that this person didn't work well and why Automatic, brief job history summary (start date, end date, company, position) with no puffery. Make appropriate database results by candidate linked to state unemployment security development records, and allowing employers to easily confirm or deny whether the candidate actually applied For your system to be able to have them directly apply to our internal application site Improve Go2 WorkSource Make site more current and attractive (cosmetic changes) appearance Improve appearance of site with more colors Change and rotate web site colors (i.e., rebranding) Reduce amount of ads/clutter from site Bold job title. Clarity in ads. Ask applicants to only apply for positions if they meet minimum requirements Improve communications Educate public about WorkSource(i.e., largest online job board in WA) and training Provide resume tips and pre-employment training for job seekers Ability to help job seekers translate and match their skills to specific jobs (e.g., military job seekers may not understand how their skills translate for non-military jobs) Improved candidate success due to training and support from WorkSource staff WorkSource should provide training for recruiters on any new Go2 features and resources Educate/train job seekers of "hot" jobs Go2WorkSource has to be user-friendly. Also needs to have a support person who can help them with any difficulties More information regarding experienced only versus entry level positions Make it mandatory that all individuals collecting unemployment MUST register their resume online. Not sure if that is being done now

46 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Other Recommendations (Users) –Details

“Is there anything else you would like to share?”

Seek functional flexibility Need mobile access to meet user requirements Ability to self-screen applicants Ability to send a response to applicant (i.e., thank you for applying, status of application, etc.)job seeker Pre-formatted response stating where resume was sent "Send a text" feature to notify job seekers of potential openings Have a variable field size to allow for different jobs and categories Interactive web page Applicant screening capability Better branding and Advertise more WorkSource services (i.e., candidate screening) marketing of Go2 WorkSource Essential for site to be well-advertised WorkSource job fairs are a good resource for attracting applicants Public/private partnerships Utilize word of mouth (i.e., referrals) to promote the site Advertise the WorkSource website (e.g., free site, provides training and development support) Networking meetings/job fairs to source job seekers Post announcements and training on home page Create radio and TV ads for site Symbol for new site, "applicants clicking their heels" (happy they found work) Seek simple usability Needs to be easier for employers and job seekers Ability to only have to create application once Simple to use An easy and accessible online application to use when in need of a job Less is more sometimes, keep it simple Improve integration of Connect with professional websites (ability to post job orders to other Go2 WorkSource recruiting websites) applications to other web sites Connect with other similar company/job websites across the country Improve Go2 WorkSource Linking capability from Go2 WorkSource to employer's website appearance

Improve communications Tutorial to help employers use the system and training Train/educate how employers can attract best job seekers

47 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Embed employer information and tips (i.e., FAQ's) Critical for WorkSource to provide training and resources needed for job seekers to qualify for a job Skills assessment on matching skills needed for specific jobs How do applicants with no Internet experience find jobs? (an opportunity for WorkSource to assist) Tutorial to enhance site understanding Improved training and clearer verbiage and instructions of site Train job seekers on effective verbiage to be used in their applications "Soft" skills checklist (appropriate dress, interview tips, no perfume, etc.) Training for employers on how to use the system More effective recruiting Offer incentives? capability Make it clear that Go2WorkSource is only for people who actually want to work Heartier search engine education enticements (paid) Encourage more professional postings Being able to actually get interviews and also get job prep help with resumes/cover letters A serious desire to work would have an applicant looking at all available sources. Mandatory that all unemployed workers drawing unemployment search your website for employers in need of help. Does the employer post an ad with the department? Not sure how it works! Please change your focus to apprenticeship programs and start engaging students from HS level

48 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Limitations of Using Go2 WorkSource (Non-Users) –Details

“What has limited your ability or desire to use the “Go2 WorkSource” public online recruiting application?”

Go2 WorkSource lacks No screening filter functional flexibility to meet user requirements Search function to find job seekers is not helpful (specify a specific posting location, however tool pull up postings for entire state) Lacks resume sorting tool WorkSource notifications not sorted Go2 Does not provide most updated/applicable candidate info WorkSource resumes or applications not personalized Usability is difficult and Search techniques are challenging challenging When re-opening a posting, needed to call WorkSource support to understand how to do it Feedback from employer, “If I forget password, it is difficult to sign back into system” Cumbersome Go2 WorkSource home page can be "overwhelming" I post on our own internal website. If I go to WorkSource, I would have to log in, remember my password and re-enter everything again Too time consuming Candidate flow is difficult Can be overwhelming during navigating system (e.g., tax identification information) Complicated site Difficult to figure out how to post Job listings confusing Does not meet our needs Use Go2 WorkSource but it is cumbersome Greater need to brand and I did not realize that "Go2" website site was available market Go2 WorkSource application Did not know there was a Go2 WorkSource application Lack of awareness to "Go2 site" During hiring events, employers are not aware of Go2 WorkSource site. It needs better advertising, particularly for out of state job seekers and military I would use Go2 WorkSource if I knew more about it There is a perception that the currently employed do not use WorkSource Did not know Go2 WorkSource existed Unaware of Go2 WorkSource as an option

49 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Stigma of businesses not using WorkSource. It is for lower tier job seekers and unemployed Emphasize how easy Go2 WorkSource is to use We were not aware that site existed until reading this question. We went to the website and it appears that it is all employment opportunities and not set up for us to be able to recruit job seekers. We need some training on the Go2 site.Go2 I did not know about the WorkSource Go2 application I forgot about using Go2 WorkSource There is a perception that Go2 is for filing for UI and entry level positionsGo2job seeker Lack of familiarity with site Did not realize that "Go2" website site was availableGo2 My issue is just awareness of system and remembering about it when I hire every 10 months or so I didn't know about Go2WorkSource I didn't even know Go2WorkSource existed. We just called and emailed in our open job positions I didn't know Go2WorkSource existed I was not fully aware of Go2WorkSource or how to utilize it I was unaware of Go2WorkSource Lack of knowledge about the Go2WorkSource No knowledge about Go2WorkSource Not aware of Go2WorkSource Appearance is dull and Not exciting job seeker system is outdated The Go2 site lacks color and is bland Training is not formalized or I need training to better understand the Go2 website well communicated Lack of knowledge and requirements needed to post positions to the public Go2 WorkSource is a free Go2 WorkSource is free service Limited Integration of Consider adding a link between Go2 WorkSource and the "Washington applications to other web Connections" sites sites Applications are not Go2 takes too long to post (should take less than 1 min) consistently reliable Go2 WorkSource is not reliable

50 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Findings: Experience with Private Online Applications (Non-Users) –Details

“If you have used other, private online recruiting applications (such as Monster, LinkedIn), please describe your experience using those applications.”

Private online recruiting LinkedIn-contains an e-mail feature in contacting job seekers directly applications offer greater capability than Go2 WorkSource Bing.com has a screening tool and large pool of applicants- LinkedIn is focused on national/international job seekers I prefer LinkedIn for active recruiting Career Builder contains an automated screening filter LinkedIn is great for analytics (how many job seekers have reviewed the posting) LinkedIn is used for professional searches Indeed works well for automatically converting applications I like Indeed very much (pay per click), able to keep track who have looked at posting as well as applied LinkedIn has a "live" person behind every posting to assist I am not happy with my experience with Monster On LinkedIn, I can see "recommendations and compare with application to get another view of the applicant Hiring Manager.com calculates years of experience based on jobs. Ability to set algorithms that are tied to postings (i.e., by words). It also calculates education levels and results in prioritized candidate list Zip Recruiter.com and Go2 WorkSource are less expensive than other private recruiting applications effective posting resource LinkedIn has network availability and multi-level marketing (especially in specialized industry) I post out to various job boards (e.g., Monster and Indeed has capability to scrape jobs from our site) Craigslist is easy to use and can re-post or edit quickly Monster is best tool for national searches Applicant Pro pushed posting to all free sites and tracks the number of applicants viewed WorkSource, then managers can review resumes as well Newspapers are good for candidate searches Specialty boards are useful recruiting tools Usability of private online Convenient recruiting applications are simple and intuitive Most private online Career Builder and Monster cost too much recruiting applications cost more than Go2 WorkSource Monster is expensive and did not like experience 51 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Monster is very expensive As a small company, typically use Go2 WorkSource site. I like that it is free. It is good for seeking local, hourly job seekers Career Builder, Monster, and LinkedIn are expensive to post Go2 WorkSource is less expensive than other private recruiting applications Experience with using Craigslist is productive and effective and uses Gorge technology as a private online recruiting resource for new job seekers applications Monster is not a good return on our investment and sends too much solicitation I never found success with Career Builder. Sales team is not customer driven and did not listen to customers In public education, we don't use Monster or LinkedIn; instead, we use paper and pencil. We advertise in our own website, newspaper format, professional journals, and universities I only fill entry level positions. Higher level positions use a professional recruiter or online applications (will accept paper application and resume) Craigslist charges a smaller fee than Monster and is effective for getting job seekers I use Indeed and LinkedIn to fill professional positions Posting duration for some private sites does not meet our need. Not getting value We have used Monster and Craigslist. We have not used LinkedIn for recruiting. Monster has been expensive and usually used for higher level positions where we might find out of region job seekers. We have not hired any person through Monster, but have tried it. We were not happy with the volume of spams from Monster. We have used Craigslist for most of our hiring recently and have found good employees using the website. Our experience with Craigslist has been very positive We use Craigslist often. Some applicants are unqualified, but it is good for front line job seekers (good candidate response) LinkedIn has lots of success, postings and specialty boards are good Professional job seekers are more apt to post on private online applications Occasional use of newspaper postings is another option (cheaper than recruiter (25-30% of 1st year salary) Use college job boards to source applicants Resumes are manageable as they come in to me from Monster Private recruiting applications are used more for recruiting Craigslist is good for filling entry level, good candidate response and recognizable LinkedIn is typically used for supervisory roles and above, niche or Leadership positions (seamless process, bulk postings) Monster mass blasts (necessary evil, but is easy to use and great brand recognition Only use recruiters for high level positions LinkedIn platform is great as it mirrors Facebook timeline 52 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Private online recruiting Fast applications are consistently faster and more reliable

53 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Helpful Features for Employers (Non-Users) –Details

“What are the top three to five features of a new public recruiting application that would be most helpful to you as an employer?”

Seek functional flexibility Library logging of job postings (archived) to meet user requirements Library for archiving applicants Drop down menus for sorting Limit candidate search area, not just statewide Ability to search candidate resumes quickly Expand or eliminate fixed character count limits job seeker can sort by area of interests (manufacturing, finance, HR) Ability to update resumes Boolean strings for key word searches and ranking Ability to have a pre-screen for resumes and background checks Ability to enter information once versus multiple times Ability to pre-screen applicants Ability to screen applicants with or without required skills Ability to retain format of the original posting (i.e., bold and underline, etc.) Ability to save searches and identify which applicants have applied since last review Ability to flag incoming postings and resumes in Outlook Request resumes stored even if older. Sort by resume posting date (i.e., 1 week, 2 weeks, 2 months) Email updates are filterable Data portability into Excel file Ability to edit posting without re-writing it Allow screening questions along with application Ability to maintain formatting (i.e., more professional appearance) For job seekers, create ability to network (i.e., LinkedIn) Ability to have a user account history to avoid re-entering posting Searching for key attributes (specific skills and abilities that would apply to job descriptions). Both filters and search features. Some kind of % applicability to minimum job requirements. (i.e., lift 50 lbs., worked 3-5 years, certain education level, etc.). I want to be clear that we have never had to go to recruiting websites for production jobs. Almost all are filled through applications that come in the front door or through word of mouth. Most of our recruiting effort online has been for administrative and technical jobs. Ability to attach one application to the posting Screen out inappropriate job seekers Applicant profile that employers can access Good human interface Filter for military and veteran job seekers 54 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Modify sections of application to include salary requirements and reasoning for leaving previous job Supplemental screening qualification questions Pre-qualification questions to initially screen job seekers Ability to refresh postings so renewals don't show as a new posting Flexible space allocation. Expand as needed for more professional postings Ability to include logo on posting Ability for site to retain Login name so I don't have to remember password Ability to filter candidate level and position criteria (e.g., location, commute distance) Have most current jobs on top of list Ability to conduct background checks and prequalification testing to get candidate profile Able to track "hits" to get a sense of popularity of posting and use response rates to determine if we need to repost, etc. (i.e., analytics) Allow more space in fields (allow more than 250 characters/words). Had to edit and it takes more time. Ability to screen all levels of job seekers the same way (i.e., consistency) Allow for multiple clarifiers such as entry level, HS diploma and years of experience Add screening questions option for major criteria (i.e., how many years of experience do you have using this technology?) Capability to develop coding filters to identify job seekers employers want to reach Ability to attach resume and certification with application Job requirement checklist and applicant rating (i.e., 1 to 100 rating) capability Capability to scan candidate certifications in pre-screening Capability to conduct online skills assessment (testing) with job seekers (good evaluation of job seekers qualifications When logging in, clear differentiation between employer and candidate. Be able to go directly to employer section Have separate check boxes for GED and high school diploma Seek simple usability Easy to navigate and posting jobs Make it very easy to functionally navigate system Ease of editing job posting Ease of use (e.g., few clicks to get where I want to go) More streamlined (clearer verbiage) process for receiving applications and contacting employer (i.e., email, phone, mail) Quick and efficient posting User-friendly Ability to do things quickly Better branding and Better public relations marketing of Go2 WorkSource The site should be visible to employers and job seekers

55 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Include company profile (e.g., logo, bios, benefits) to attract potential employees Embed company logo (PDF) on WorkSource site How does WorkSource make Go2 site available to job seekers and employers (better visibility and marketing of site) Change the site perception. It does more than UI Utilize all resources to attract job seekers (e.g., networking, professional associations, and referrals) Improve integration of Go2 Integrate the Go2 WorkSource site with company sites WorkSource applications to other web sites Link Work Source to professional associations Direct link to company sites with clear job posting application number Link to employer websites Interface for candidate to apply for jobs using the Go2 system that can access company job database Easy integration with multiple websites to avoid duplicating efforts Push out job posting to professional associates and other sites Link site to high schools and colleges (i.e., career planning) Improve communications Easy to get technical support and training Assistance with postings (i.e., 800 number, live chat) Applications need to be Must be fast and efficient consistently reliable

56 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendations: Features to Encourage Greater Use (Non-Users) –Details

“What other features or functions would encourage even more use of a public online recruiting application?”

Better branding and Better advertising (i.e., did you know cards, where did you hear about marketing of Go2 this) WorkSource User testimonials/success stories Marketing campaign promoting Go2 WorkSource Create greater awareness of the WorkSource site as being "full" service Social media connection (ability to share or refer a friend) Modeling or YouTube video (good learning tool) to engage and instruct on how to use the site Need to brand the site better (e.g., accentuate the positives of the product and services) No advertising on the site would be preferred (i.e., clutters the site) Educate the public about Go2 WorkSource YouTube could be a good marketing tool for site Social media can help market the site (promote site for greater exposure) Share via Facebook and Twitter Advertise with professional orgs for promotion within the associations Better understanding that the site exists and where to go (i.e., workshop to educate community and employers of what WorkSource does, offering, latest ne WorkSource) Overcome the perception: "non-professional or UI only" Use webinars to appeal to higher level careers Have a customized page by employer (logo, community, company, info to entice applicants) Consider a new name for tool (i.e., recruit source) Use WDC board members to post and promote Go2 WorkSource Promote the WorkSource site and services Media outlet partnerships (e.g., chambers of commerce, newspapers) Improved marketing message (e.g., "this is not the old Go2 WorkSource ", professional postings, new portal) Network with local businesses "Live" WorkSource presentations to promote site and services Ability to promote that WorkSource is a free resource Communicate with recruiters and HR professionals the value and effectiveness of the WorkSource site

Seek functional flexibility to Ability to sort meet user requirements Ability for recruiters and employers to reach out to potential job 57 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

seekers through key word search Search key words or database searches Ability to export information to site Key Word sorting capability Ability to track candidate data to measure search effectiveness and Return on Investment (ROI) Flexibility in functionality (ability to offer options to where applicants apply) Ability to send links to a particular posting "Top jobs" format on front page (i.e., top 5 jobs with good applicants) Ability to post desired salary range Candidate filtering capability Keep history of postings so reposting would be easy with a search function Ability to edit posting (bold characters and underline) Ability to have options for employers about how to apply Enable more space for content in posting Ability to resume "parse" (upload resumes and apply quickly; a quick and efficient way to post resumes and apply) Spell check feature Ability to screen applications for grammar Site accessible to all Analytics (who is looking at site) Pre-screen applicants to meet minimum level qualifications (while complying with employment laws) Export postings and resumes into an email Targeted job search with multiple, expansive, industries Ability to upload resume (job seekers) and download applications (employers) Ability to create mobile capability (access to site via cell phones) Interactive chat box or online live help in getting immediate resolution to questions or problems Ability to refresh job postings Ability to modify existing job application (be able to modify posting easily without approvals or challenges) Filter or notification to refresh candidate data (i.e., remove application once a candidate is employed) Extend closing dates on postings so we don't have to re-post as often Job search engine to look at job category and salary to see who is hiring for a particular type of job. Seek simple usability Make site interactive and user friendly (i.e., Target.com) User intuitive Ease of navigation Easy to navigate Easy to read and aesthetically pleasing Ease to post and edit job postings FAQ tab is easy to locate

58 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Make initial entry point as easy as possible for the job seekers who are likely to use the site (make it self-selecting for user) Make the site so it is not overwhelming Larger font (at least mid-level font size) Get the basic information quickly for employers Interactive chat box or online live help in getting immediate resolution to questions or problem Improve integration of Go2 Easy integration with other hiring software (automatically populates WorkSource applications to posting) other web sites Accessibility to online should include phone so as to not limit it by computer, public library or WorkSource More interactive linking of employers and job seekers (i.e., LinkedIn) Easy integration with other hiring software (automatically populates posting) Improve Go2 WorkSource Good appearance appearance Use focus groups to pick names, colors, look and feel of site Site has an upbeat feel to it Improve communications Offer training and support to help job seekers file applications and training WorkSource staff outreach session (15 min) to HR Managers and local professionals about how WorkSource helps people in the community Applications are consistently Reliability reliable

59 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Recommendation: Features for Attracting Desirable Candidates (Non-Users) –Details

“What do you think would attract the most desirable job candidates to this new public online recruiting application?”

Better branding and Improved site branding and marketing marketing of Go2 WorkSource Good visibility of the site Get word out about the site Establish partnerships to promote the site Provide information, storytelling and testimonials from job seekers and employers about the positive things the site can offer Job seeker testimonials (like eHarmony). “This is how I found my job using this tool” Success blog that is updated monthly Success stories from job seekers Leverage SHRM conferences to advertise the site Create the web site value proposition (customer benefit and how is it better than what we already use) Testimonials to be shown on the website Career fairs are a good resource for marketing company sites Advertising about finding a job and moving up the career ladder (what is the perfect job to you as a potential candidate?) Consider public relations and outreach to civic clubs, community and association groups Promote success stories Candidate testimonials to promote the site Promoting or incentivizing the use of the site (e.g., the web site works because others like you have been previously successful) Welcome wagon packets for new families Make it value added to employers and job seekers SHRM association is a good source for promoting the site Communicate that WorkSource Go2 is for all job seekers Communicate the WorkSource site, benefits and services Promote the site through success stories Blogs and newsletters are good tools for promoting the site Once a new tool is developed, we will need a PR effort into the community for success Seek functional flexibility to Leverage social media to attract applicants meet user requirements Ability to insert company logos on postings Implement video job postings (2-3 minutes) or links to videos about job duties. These are well-received so far and can be used for self- selection (i.e., realistic expectation of whether a candidate can perform the job or not) 60 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Security and confidentiality screening capability (particularly for employed job seekers) Bilingual capability (i.e., ESL) Easy resume upload capability WorkSource would sort your resume and forward to employers and other sites Online chat capability Access to resume template Simple log-in feature Auto-response to applicants with info about how many employers received your resume Easy method to upload resumes that retains the original formatting Add "comment" section for employer and candidate feedback Ability to automatically populate fields without having to re-enter personal data One stop shopping (post all positions) Auto-response customized to applicants by employers Multiple ways to search (flexibility) (e.g., "industry, "distance radius", etc.) Ability to modify resumes and applications List of references capability One-click capability Job matching by profile key words and job postings Video postings enable applicants to know in advance more about the job and is interactive Improved formatting for postings Ability to attach certificates of candidate qualifications to site Consider adding wage (salary) info on postings Improve communications Tips in interviewing, etc. and training "Tips and tricks" Leverage "best practices" for recruiting job seekers Technological assistance for users "Job interest card" to communicate candidate interests Quick help for entry level job seekers (i.e., trainers, helpers) No standard for posting jobs (need to educate employers on how to post attract job seekers) Improve integration of Go2 Ability to spider to Go2 WorkSource with other company websites WorkSource applications to (customizable which sites are integrated) other web sites More linked to social media and links with Facebook and Twitter "One tree-many branches" (one place to post job and it distributes to multiple sites) Link job posting to local college and other web sites (i.e., career fairs, high schools, job boards, Nursing) Initiate a link to company profiles/information sharing (i.e., LinkedIn), creating interaction between job seekers and job seekers Integrate in-person WorkSource services to online services 61 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Seek simple usability Ease of use (i.e., particularly those who are not computer literate) Ease of use Minimal clicks Make it easy for people who have not used computers before Intuitive and easy to use Improve Go2 WorkSource "Make it shiny" (attract job seekers) appearance Make it appealing to recruit the next generation job seekers Appealing look and feel Most private online Go2 WorkSource is free recruiting applications cost more than Go2 WorkSource

62 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Other Recommendations (Non-Users) –Details

“Is there anything else you would like to share?”

Seek functional flexibility to Mobile application capability (iPhone) meet user requirements Mobile technology and "alerts" Ability to provide salary information Keep job posting history Ability to sort postings by employer Add "other" category (write-in) for listing job category Ability to conduct chat discussions between applicant and employer Video component capability Create active and passive job searches (i.e., recruiters) Spanish version would be helpful, though it could open doors to some issues. What about other large statewide groupings of different ethnicities? Instant notification with a networking capability with job seekers and network (i.e., LinkedIn) Ability to capture Affirmative Action (AA) categories Keep ability to edit postings in the future Automatically pre-screen/filter applicants Visual indicator specifying urgency of posting (i.e., box marked urgent, immediate, routine) If job has been posted for 30 days, have a quick survey follow-up (Is job still open? Should it be closed? Regular maintenance on posting status) Better branding and Leverage media sources to promote the site (e.g., TV, radio, marketing of Go2 newspaper) WorkSource Public relations of the site is the biggest challenge Recommend using different branding and color to enhance Go2 site. Job fairs are another source for job seekers with minimal advertising Advertise through social media Need success stories. “If people are actually able to find jobs, word will get out and people will use it. We need to get more than just the bottom feeders on the site but get quality job seekers.” Job Fit Assessment could be the draw in getting more people to use site

WorkSource Go2 has something to offer and the word just needs to get out Advertise all the services that will help the candidate and employer Ability to bring employers and job seekers together creating a "win- win" Encourage employer partnerships with WorkSource (e.g., Job Fit, 63 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

compensation info) Promote success stories There already is a lot of good information on the Go2 WorkSource site. Packaging the product is everything and needs improved There are opportunities for employers to partner with other employers and linking employers together through "job match/sharing" Social media is a means of promoting site Improve integration of Go2 Better integration of WDC business services team staff and have them WorkSource applications to post articles on WorkSource other web sites Ability to push out announcements and postings for employers and job seekers Go2 WorkSource is a free I like that it WorkSource is free service Seek simple usability Wide spectrum of jobs posted and the site needs to be easy to use no matter where one is on spectrum -"all things to all people" Improve communications We need a skills assessment tool for job seekers to find career or job and training More effective recruiting Employee referrals work for some, not others capability Company Facebook pages are a possible recruiting resource Word of mouth is a good source of recruitment "Employee referrals are the number one way of hiring job seekers" Leverage university job boards as a source for job seekers Professional associations are a good source for job seekers Observing a trend from newspaper ads to online postings 60-80% of jobs are filled through networking versus postings Local associations are a good source for good job seekers

64 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Lessons Learned

Listed below are what we have learned regarding the preparations, setup, management, and participant selection for the Focus Group sessions.

Area What Worked Well (+)

Session Setup “U” shaped cell work well in engaging participants Time commitment for the Focus Group session was appropriate Good Focus Group session size Timing of session worked well (date and time) Room setup worked well for participant visibility Participate in session remotely via WebEx Room setup was good creating a positive and comfortable environment Good and convenient location Liked the face to face interaction with participants Good visuals with focus group questions (on poster paper) helped stay on track Like the small group-able to add greater value Timing of session was adequate Small group created greater intimacy and better interaction Snacks were appreciated Observers seating arrangement worked well in not to distract group discussion Good size of group Session Management Greatly appreciate Cindy and Cynthia’s (ESD’s) support, commitment, and presence Good use of “neutrality” “Informality” was great Ground rules and expectations helped keep participants focused Showed respect by waiting to start session for a participant who was running late Moderator was an extension of the group which helped participants engage in discussion better Time between focus group questions and session format worked well Did not let silence go too long Good Moderation of session Each Focus Group session question had its own sheet and was revealed one at time. This helped participants focus on one question at a time Good process flow Having moderator away from participants helped enable engagement of discussion Timing of session worked well (i.e., early morning) enabling participants to return to work early Session norms, protocol, very inviting-made participants feel comfortable

65 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Area What Worked Well (+)

Acclimated to Focus Group process as session progressed Using Focus Group as a tool for data collection was effective Appropriately “neutral” session Like the “pauses” and ability to interject The group gelled well Good time management and followed the agenda Session was very organized and structured with clear expectations Hospitality (greeting participants) and introductions created comfort Moderator did a great job in clarifying expectations Focus Group session was well done (one of best that I have seen) No defensiveness Participants were able to freely talk without being influenced by others Moderator acknowledged participants Moderator was kind to greet us Moderator prepped us about “silence” periods Silence helped participants to reflect and give opportunity for new ideas Moderator set clear expectation regarding “silence” period Good to reference “silence” periods Moderator stayed “neutral” and did not participate in discussion Questions Questions were appropriate and just the right quantity Timing of questions was appropriate (15 minutes) Sequencing of questions played off responses well (good flow) Focus Group questions were easy to understand Questions were well-crafted and in the right amount (quantity) Open-endedness of questions Questions were great-well thought out/focused feedback Questions helped invoke thought Participant Diversity Participants involved good cross functionality of community Having application users and non-users during same session is helpful in providing different perspectives Important to have diverse groups (i.e., industries) to get different perspectives Participants were intelligent and polite Good partnership with employers Diverse employers Diversity of employers Cross-functional participants Variety of participant experience Diversity of the group Networking & Input Introductions helped educate participant backgrounds and opportunity to Sharing network

66 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Area What Worked Well (+)

Session was a good opportunity to leverage existing technology and network with others Participants learned new ideas from each other Ability to listen to Employer’s concerns Liked the opportunity to be candid and listen to others Great ideas from Focus Groups Networking with other employers Opportunity to share different perspectives Good to better understand “best practices” and global versus narrow approach on project Opportunity to involve users and gain input Great experience and able to get others perspectives Different perspectives and ideas regarding developing a new tool Shared input from participants Opportunity for participants to network prior to session Opportunity to share input Ability for WorkSource to network with other employers

Area What Could Have Worked Better (-)

Participant Diversity More employees attend session (low participant attendance) Did not have context or did not know why I was a participant Provide opportunity for other employers not able to attend to provide feedback (i.e., surveys) Confirmation of more employers More employers attend Focus Group session Questions Some questions may be repetitive Session Management Having site available electronically to jog participants knowledge Provide session questions in advance to research potential responses as well as determine if the right candidate was selected to participate in session Communicate to participants that it is acceptable to stop talking at silence. (No need to fill up time on small talk) Include examples to help understand questions better Consider opening up the WS Go2 website to better understand the site Good visuals with focus group questions (on poster paper) helped stay on track Session Management Ask participants “is there is anything to add to the question” prior to moving on to next question Would like to see Moderator ask follow-up and probing questions enabling us to explore more Share common “themes” of previous sessions to generate more conversations

67 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Area What Could Have Worked Better (-)

Show website prior to discussion to generate more discussion Encourage employers to visit “Go2” site and put themselves in shoes of “job seeker” Ability to answer participant questions during session Ability to share Go2 site with participants Ability to visually “see” the Go2 site or examples would have helped generate more discussion Full 15 minutes may not be required for each question Session Prep More information regarding what focus group sessions are all about prior to session Consider when sending invite to participants to set expectation to view the Go2 site and send a link More clarity regarding Focus group expectations Provide the expectations of the session in advance More background on how we currently advertise WS Go2 site More advanced notice of session (more than 5 days) with a reminder Advanced review of questions Initial letter for focus group could have been clear on participant roles and expectations Session Setup Conduct sessions at lunch with food Provide pen and paper for participants Consider less Focus Group questions and use time for Web conference call 2 hour Focus Group length created challenges to attend Monday’s are difficult days to attend Better clarification on session start time Post questions to front of room Consider placing one tape recorder at each end of table

Area Recommendations for Future Improvement Follow-up Follow-up with employers on project status Consider follow-up invitation Participant Diversity Get more input from other employers (i.e., connect with different chamber chapters) Reach out to local SHRM chapter Project “Don’t overthink it” “Don’t get rid of good stuff” Implementation Make website simpler and more intuitive “Pilot” implementation (e.g., WDA area versus state-wide) Conduct usability testing Session Management Communicate prior to the session regarding “silence” periods. Can feel awkward if you are not accustomed to dealing with extended periods of “silence”.

68 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Area Recommendations for Future Improvement Session Setup Continued use of “U” shaped seating arrangement Consider conference call option for participants unable to attend in person Earlier e-mail invite sent to participants

69 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Next Steps

. Submit the Project Summary report to Executive Leadership Team, WDC Directors and Project Implementation Manager for “Go2 WorkSource” tool

. Develop and implement new features/processes for new WorkSource online recruiting application.

. Communicate to WDC Directors final selection requirements for a new WorkSource online recruiting application.

70 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Appendix

The next section of this report contains supplemental and other support information and documents developed and collected during this project

71 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. General and “Out of scope” Comments (User)

Participant Comment Q1 User Tracking Affirmative Action data like male/female is not a WorkSource capability Q1 User I use Go2 WorkSource. WorkSource does a lot of screening for us. Q1 User Typically I do not use Go2 WorkSource online. I contact WorkSource to recruit and screen Q1 User I did not know about the online aspect. I go through the WorkSource staff. They do the screening for me (very nice) Q1 User I went in to Go2 WorkSource as a job seeker and the system matched me with appropriate job openings Q1 User Prefer to have staff assisted job posting Q1 User If there are some companies with automatic postings to WorkSource, does that mean there are two postings? Q1 User Listed and unqualified applicants still apply for jobs Q1 User I want qualified job seekers and can pull applications that are close to what I want Q1 User Many job seekers apply, few are qualified Q1 User This was a task that I delegated within my organization Q2 User job seekers attitude: "I want a job, but don't want to work for it" Q2 User Temporary hiring is fast-paced. Professional hiring is slower-paced Q2 User Write job descriptions that are more targeted versus general Q2 User Hard to find applicants that can pass drug testing requirements Q2 User 1 in 20 job seekers applying online attend interview Q3 User WorkSource staff forcing UI job seekers to apply for jobs-lends to "spaghetti on the wall" approach for meeting quotas Q3 User Employers have to teach employees. So, are the job seekers "teachable?” Q3 User Employers need to update postings as well Q3 User Transportation (travel distance) is a huge challenge for job seekers Q3 User Appears applying in WorkSource is to meet UI job search requirement (three per week) Q3 User Attempt to do away with UI Job search requirements Q3 User Don't want to lose current Go2 WorkSource features (i.e., resume search and job posting) Q3 User “Don’t overthink it” ”Don’t get rid of good stuff” Q3 User Target "veterans/military" job seekers Q3 User Job seekers can be unrealistic about what they are able to do Q3 User "Bouncers" - Job seekers that switch jobs frequently can work in fast food restaurants, but not in our industry (automotive) Q3 User Always better to have as many options as possible Q3 User Stop letting people who are not interested in working for the position apply for the position, in order to meet their job search requirements Q3 User My last employer offered skills and accreditations

72 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b.

Q3 User It would be helpful to have a list to choose from here Q4 User Employers will use it regardless of how good or bad because it is free and a good resource. They will use it no matter what Q4 User Don't want "spell check" as a screening tool because "I want to know if they (job seekers) are that bad" Q4 User With technology, lose the human interaction in better knowing job seekers Q4 User Compliance issues hamper employers ability to effectively hire job seekers Q5 User "Many of the most desirable job seekers are already employed" Q5 User Re-write postings to best fit the job Q5 User Get perspective from end user prior to redesigning site Q5 User Typically, I don't review cover letters only resumes Q5 User " A key to networking is understanding a job seekers work experience" Q5 User Spanish speaking seekers don't tend to use online system. They apply in person-word of mouth Q5 User Knowing this is a long term job if they are successful at it Q6 User I like the interaction and networking with other employers Q6 User Internet usage has changed at an alarming fast-paced rate Q6 User Less bureaucracy Q6 User Incremental career pathing is best ("get your feet wet first with entry level jobs") Q6 User Review tool in 3-5 years not 15 years to see if further upgrades are needed Q6 User Will there be records retention after new Go2 conversion? Q6 User Tweak and use current system foundation Q6 User I find more about WorkSource every day Q6 User WDC's in this area are very helpful and collaborative Q6 User Streamline current process Q6 User WorkSource job seekers do not pre-screen themselves Q6 User How do we get people back to work that can't pass drug tests or have convictions? Q6 User Struggle between using older methods of recruitment (newspapers) and modern technology Q6 User Drug testing depends on company policies and job posting requirements Q6 User WorkSource is important for job seekers Q6 User I have never seen a perfect online system Q6 User We really appreciate the help and resources that we receive from WorkSource. Thank you Q6 User Thanks for helping us to find qualified applicants Q6 User Thank you for helping with recruitment! Q6 User Thank you for investigating this opportunity to improve Go2WorkSource Q6 User I want to be able to report a person who is unemployed and refuses work when offered 73 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. General and “Out of scope” Comments (Non-User)

Participant Comment Q1 Non-User Need to get over the hurdle about people applying just to meet job search requirement Q1 Non-User Overwhelmed by applicants doing job search requirements for UI Q1 Non-User I don't want applicants to email resume-direct to company website Q1 Non-User Not enough time to learn how to post Q1 Non-User Important to make a good match with the culture of firm Q1 Non-User In the past, one person did all of the postings and it would take an entire day to post. It is very time consuming Q1 Non-User We do our own recruiting Q2 Non-User Higher level candidate postings are the hardest to fill Q2 Non-User Job postings in newspaper ads are going away Q2 Non-User Use of effective search terms results in greater success Q2 Non-User Job seekers often are just casually looking even though they have jobs Q2 Non-User Utilize a variety of tools for searching rather than posting Q2 Non-User Use sites targeted to specific positions Q2 Non-User Higher level financial positions are harder to get job seekers to apply Q3 Non-User Announcements such as drug testing (employer requires pre-screening drug test and criminal background check with a yes or no box) Q3 Non-User Match to minimum requirements Q3 Non-User Ask about criminal history in application Q4 Non-User Create a "win-win"-no fee and quality job seekers Q4 Non-User Do we even need a public recruiting application? Maybe help job seekers use existing sites/resources instead of creating a new one. Q4 Non-User Hiring success will drive usage Q4 Non-User With high turnover rates, it is painful to continue to post jobs Q4 Non-User No replacement for human interaction. Need a balance of technology and human interaction Q4 Non-User Eliminate job seekers that do not match key attributes and requirements Q5 Non-User The goal is to attract higher level job seekers Q5 Non-User Communications and results increase chances of finding jobs Q5 Non-User Make site value added to all users Q5 Non-User WorkSource is a viable way to find jobs Q5 Non-User Job seekers are a valuable resource in developing a new site Q6 Non-User No substitute for human interaction when it comes to automated systems

74 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Memorable Quotes

Comment "I don't care who your friends are (references), can you do the job?" "Networking is the most effective way to post and find jobs" "Number one way that people get hired is word of mouth, not systems" Go2 site slogan: "Before you need it, you know about it" "Skill sets are more important than a resume" WorkSource slogans: "WorkSource is Washington's number one employers’ choice,” "WorkSource is where employers come to post jobs," "If you want a job, go where employers go" "Great job seekers are attracted to great jobs" "Easier to use, the greater the use" "Bad experiences get told 10 times, good experiences get told 3 times" "Most desirable applicants are already employed" "Need to not only help job seekers to find jobs but also retain them" "Don't throw the baby out with the bathwater. There are many good things that are working with Go2 , we need to tell our story better about Go2" "If Go2 WorkSource is less expensive than other private recruiting applications and effective, people will use it"

75 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Project Approach

This project consisted of three phases-Program and Logistical Preparation, Facilitation, and Summarization.

During the Program preparation phase, the majority of the effort involved working with the WDC Directors in developing an approach for collecting voice of the customer data as well as creating the project charter and communications plan.

During the Logistical preparation phase, each of the Workforce Development Areas was contacted individually with an invitation to participate in Focus Group sessions. ESD staff then worked with WDC-designated contacts to schedule sessions and customize logistics. The date and times for each session were then confirmed and invites were sent to employers requesting their voluntary participation. Invitations were sent by ESD staff or WDC-designated contacts, as directed by the WDC-designated contacts.

During the Facilitation phase, all of the work and efforts in the Program and Logistical phases were implemented at numerous locations throughout the state. Sessions included a local representative kick-off, project overview, introductions, ground rules, discussions related to Focus Group questions, and lessons learned. The participant responses (findings and recommendations), and lessons learned were documented for inclusion into the project summary report.

The approach for the Focus Group sessions were to conduct two session per each WDA region-one for employers that had used the Go2 WorkSource online recruiting application within the last two years and the other who had not used the application

Finally, during the Summarization phase, participant responses (including findings, recommendations, and lessons learned) were integrated into this report for the purpose of being utilized in developing an improved Go2 job match application tool.

76 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Project Plan and Milestones

77 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Communications plan

78 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Focus Group Questions

Focus group questions for employers who have used WorkSource in the past two years: 1. Please describe your experience as an employer using the WorkSource online recruiting application, called “Go2 WorkSource.” 2. If you have used other, private online recruiting applications (such as Monster, LinkedIn), please describe your experience using those applications. 3. What are the top three to five features of a new public recruiting application that would be most helpful to you as an employer? 4. What other features or functions would encourage even more use of a public online recruiting application? 5. What do you think would attract the most desirable job candidates to this new public online recruiting application?

6. Is there anything else you would like to share?

Focus group Questions for employers who have not used WorkSource in the past two years: 1. What has limited your ability or desire to use the “Go2 WorkSource” public online recruiting application? 2. Please describe your experience as an employer using other private online recruiting applications (such as Monster, LinkedIn). 3. What are the top three to five features of a new, public online recruiting application that would be most beneficial to you as an employer? 4. What other features would encourage even more use of the public online recruiting application? 5. What do you think would attract the most desirable job candidates to this new online recruiting application? 6. Is there anything else you would like to share?

79 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Focus Group Session schedule

80 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Work Force Development Area map

81 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Focus Group Sessions

82 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project Attachment 3.b. Acknowledgements

All of the WDC Directors and Coordinators for sponsoring and scheduling Focus Groups sessions

All Focus Group participants for your invaluable feedback and input

Project Leadership and Sponsorship . Dale Peineke . Carole Holland . Cynthia Forland

Project Core Team . Sandy Miller . Tim Probst . Carole Holland . Cynthia Forland . Cindy Fulton

Project Focus Group Core team . Cynthia Forland . Cindy Fulton

83 State of Washington – Employment Security Department (ESD) Go2 Job Match Employer Focus Group Project

Attachment 4.a.

Olympic Workforce Development Council Membership September 2014 . jCouncil Member’s Name, Title, Business and Address Phone Fax E-Mail Type of Association Alternate Member Information Term Dates BUSINESS (15 Members Required [51% of Membership] – 15 Members) 1 Monica Blackwood, Director Of Phone 360-362-1435 Business Administration Fax 360-792-1435 Rice Fergus Miller E-mail [email protected] 2/22/13 – 2/21/16 275 5th Street Bremerton, WA 98337 2 Annette Crawford, Administrator Phone 360-876-4461 Business Stafford Healthcare Ridgemont Fax 360-876-4837 2051 Pottery Avenue E-mail [email protected] 2/22/13 – 2/21/16 Port Orchard, WA 98366 3 Vice-Chair (OWDC) Phone 360-460-5565 Business (Small) D.M. (Del) DelaBarre Fax DelaBarre and Associates E-mail [email protected] 7/1/14 – 6/30/17 P. O. Box 545 203 S. 4th Avenue Sequim, WA 98382 4 Cordi Fitzpatrick, HR Benefits Phone 360-598-8726 Business (Large) Coordinator Fax 9/29/14 – 9/28/17 Clearwater Casino E-mail cordifitzpatrick@clearwatercasino 15347 Suquamish Way Suquamish, WA 98392 5 David O. Frederick, Phone 360-373-0461 Business (Small) President/Director Fax The Coffee Oasis E-mail [email protected] 2/16/12 – 2/15/15 822 Burwell Street Bremerton, WA 98337 6 Elaine Gentilo, HR Director Phone 360-417-3107 Business First Federal Fax P. O. Box 351 E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98362 7 Willis Goodenough, Human Phone 360.379.2155 Business (Substantial) Resources Manager Fax 360.379.2102 Port Townsend Paper Company E-Mail [email protected] 5/24/13 – 5/23/16 160 Foxfield Drive Cell Port Townsend, WA 98368 8 Robin Hake, Human Resources Phone 360-582-5788 Business Director Fax 360-683-4005 Jamestown S’Klallam Tribe E-mail [email protected] 2/21/14 – 2/20/17 1033 Old Blyn Hwy Sequim, WA 98382 9 Marc Lawrence, Relationship Mgr. Phone 360-683-3366 Business (Substantial) US Bank Business Banking Cell 360-402-6939 101 West Washington Fax 9/18/12 – 9/17/15 Sequim, WA 98382 E-mail [email protected] 10 Kellie LeTexier, SVP/Chief HR Phone 360-662-2000 Business (Substantial) Officer* Fax 360-662-2127 Kitsap Credit Union E-mail 360-662-2088 5/30/11 – 5/29/14 P. O. Box 990 [email protected]

Bremerton, WA 98337 11 Allison Plute, Human Resources Phone 360-681-6706 Business (Substantial) Manager Fax 360-681-6769 7 Cedars Resort E-mail [email protected] 2/21/11 – 2/20/17 270756 Highway 101 Sequim, WA 98382

Attachment 4.a.

Olympic Workforce Development Council Membership September 2014 . Council Member’s Name, Title, Phone Fax E-Mail Business and Address Type of Association Alternate Member Information Term Dates 13 Chair (OWDC) Phone 253-853-3633 Business (Small) Julie Tappero, President Fax 253-857-6652 West Sound Workforce E-mail [email protected] 6/20/12 – 6/19/15 5790 Soundview Drive, Suite 103 Gig Harbor, WA 98335 14 Geoffrey Wood, Manager Phone 360-620-2888 Business Profile Composites Fax 1945 Laurie Vei Loop E-Mal [email protected] 2/17/12 – 2/16/15 Poulsbo, WA 98370

15 Kyrsten Wooster, HR Generalist* Phone 360-782-3648 Business – (Large) The Doctors Clinic Fax 360-782-3689 9021 Ridgetop Boulevard NW E-Mail [email protected] 12/6/13-12/5/16 Silverdale, WA 98383

ECONOMIC DEVELOPMENT (1 Member Required - 1 Member) 1 John Powers, Executive Director Phone 360.377.9599 Economic Development Kitsap Economic Development Fax Alliance E-Mail [email protected] 9/18/14 – 9/17/17 4312 Kitsap Way, Suite 103 Bremerton, WA 98312

Alternate E-Mail [email protected] Kathy Cocus

Alternate Phone 360-417-6381 Brian Walsh Fax 360-417-6383 Associate Dean of Basic Skills and E-mail [email protected] Corrections Education

2 Dr. David Mitchell, President Phone 360-475-7100 Education (Postsecondary) Olympic College Fax 360-475-7104 1600 Chester Avenue E-mail [email protected] 9/13/14 – 9/12/17 Bremerton, WA 98337

Alternates Mary Garguile, Dean for Workforce Phone 360-475-7841 Amy Hatfield Fax 360-475-7845 Olympic College E-mail [email protected] 1600 Chester Avenue E-mail [email protected] Bremerton, WA 98337

Attachment 4.a.

Olympic Workforce Development Council Membership September 2014 . LABOR (3 Members Required - 3 Members) 1 David A. McMahan, Phone 360-457-6929 Labor Secretary/Treasurer Fax 360-417-1545 Olympic Labor Council E-mail [email protected] 6/20/12 – 6/19/15 P. O. Box 688 Port Angeles, WA 98362 2 John Ross, Vice President Phone 360-692-1420 Labor Kitsap County Central Labor Fax 360-692-3896 Council E-Mail [email protected] 2/17/12 – 2/16/15 10049 Kitsap Mall Blvd. NW, Suite 105 Cell 206-601-2684 Silverdale, WA 98383 3 Bob Zindel, President Phone 360-457-1435 Labor Olympic Labor Council Fax 508 South H Street E-mail [email protected] 2/13/12 – 2/12/15 Port Angeles, WA 98363

Alternate Phone 360-480-1904 Anne Goranson Fax E-mail [email protected]

Alternate Phone 360-473-2115 Charmaine Scott Fax 360-415-2706 Kitsap Community Resources E-mail [email protected] 845 – 8th Street Bremerton, WA 98337-1512

Attachment 4.a.

Olympic Workforce Development Council Membership September 2014 .

STAFF 1 Kathy Gross Phone 360-337-4805 Operations Committee Fax 360-337-4470 E-mail [email protected]

2 Jim McKenna Phone 360-337-4767 Economic Development and Business Fax 360-337-4770 Coordination Committee E-mail [email protected]

3 Che Che Murphy, Staff Phone 360-337-7185, Ext. 3530 Fax 360-337-5721 E-mail [email protected]

4 Gay Neal Phone 360-337-4879 Youth Council Fax 360-337-5721 E-mail [email protected]

5 Bob Potter Phone 360-337-4873 Operations Committee Fax 360-337-5721 E-mail [email protected]

6 Doug Washburn, Director Phone 360-337-4625 Fax 360-337-5721 E-mail [email protected]

Larry Eyer Annette Crawford Larry Eyer Monica Blackwood Margaret Hess Del DelaBarre Elaine Gentilo Dave Frederick Marc Lawrence Cordi Fitzpatrick Willis Goodenough Lisa Heaman David McMahan Robin Hake Kellie LeTexier Bob Zindel Cathy Price David Hankinson Greg Lynch Amy Hatfield (Dr. Mitchell) Cathy Price David McMahan Charmaine Scott Allison Plute Margaret Swigert John Ross Brian Walsh (Dr. Robins) Julie Tappero Geoffrey Wood Kyrsten Wooster Member(s) At-Large

Patty Bronson Cordi Fitzpatrick Jim Funaro Pam Martin Stephanie McDonald Laura Schaeffer Kristin Schutte Darence Shine Stephanie Thompson Ken Walls

Nominated Members Assign to Committee

Attachment 4.b.

OLYMPIC WORKFORCE DEVELOPMENT COUNCIL

Meeting Schedule 2015 Calendar

January 14 February 10, Tuesday – Cedars at Dungeness, Sequim WebEx

April 15 May 12, Tuesday – Silverdale Beach Hotel, Silverdale WorkSource Center, Port Hadlock

June 17 WebEx

August 19 September 8, Tuesday – Cedars at Dungeness, Sequim WebEx

October 14 November 24, Tuesday – Silverdale Beach Hotel, WorkSource Center, Port Hadlock Silverdale