MEMORANDUM
TO:
WIOA State Strategic Plan Writing Team and Stakeholders
FROM:
Workforce Training and Education Coordinating Board Staff
DATE:
September 22, 2015
RE:
WIOA State Strategic Plan Drafting Timeline and Team Expectations for the Narrative
Portion of the Plan
Over the next several months, the Workforce Training and Education Coordinating Board (Workforce
Board) will be developing the state’s 10-year strategic plan for workforce development in consultation
with our partners and stakeholders throughout the workforce development system. This memo outlines
the expected deliverables from writing team participants and sets a drafting timeline through the
Workforce Board’s November 19 meeting, where the narrative, “public-facing” portion of the state’s
strategic plan will be presented.
Patrick Woods, Workforce Director of Operations, will coordinate the planning process and can be
reached at Patrick.Woods@wtb.wa.gov or (360) 709-4622 if you have questions.
Structure of Plan and Drafting Expectations
The state strategic plan for workforce development will be drafted in two phases: a first phase that
concentrates on completing the narrative, “public-facing” portion of the plan corresponding to past
editions of the High Skills, High Wages plan; and a second phase addressing the 46 operational elements
specified by WIOA. Writing team partners have already identified the operational elements they would
like to provide input on, and the subject-matter experts drafters should to consult in creating responses
to each operational element.
The narrative, “public-facing” portion of the state strategic plan will consist of the following chapters,
not necessarily in this order:
I.
II.
III.
IV.
V.
VI.
VII.
Introduction/Background on Planning Process/Preview of Key Strategic Themes (to be
drafted)
Economic Outlook of Workforce System (complete)
Demographic Outlook of Washington State (complete)
Key Strategic Priority 1: Streamlined Customer Experience/Integrated Service Delivery (to be
drafted)
Key Strategic Priority 2: Business Engagement (to be drafted)
Key Strategic Priority 3: Technology and Access (to be drafted)
Key Strategic Priority 4: Next-Generation Performance Accountability (in progress)
Recognizing that the narrative, “public-facing” part of the plan will necessarily incorporate information
that may be responsive to one or more of the 46 operational elements, the Workforce Board and the
staff leads for each chapter of the plan will identify operational elements likely to be addressed in each
respective chapter.
Drafting the Plan
Each chapter of the narrative portion of the plan will be completed in first draft form by a designated
staff lead before October 19 (see Drafting Teams and Staff Leads section). Staff leads will engage
writing team partners on an individual basis during the initial drafting period.
During the initial drafting period, staff will also compile a list of possible system goals to be proposed at
the end of each chapter, reflecting the implementation planning conversations we have had throughout
the spring and fall.
Between October 19 and 26, writing team participants will be asked to review possible goals and first
drafts of their relevant chapters, expected to be roughly 3000-6000 words per chapter. Please set a
sufficient amount of time aside on your calendar during the week of October 19-26 for two tasks:
1. A thorough, Track Changes edit of the chapter;
2. A Proposed list of goals connected to the chapter that would demonstrate improved
outcomes among those you serve and/or the system in general.
Goal-setting is where we expect and desire considerable feedback from our partners. The plan needs
to propose meaningful system goals that are impactful and measurable, but avoid unnecessarily
prescriptive directives or unachievable outcomes. The final draft of each chapter will contain 3-5 system
goals.
Between October 26 and October 30, the Workforce Board staff will reconcile edit feedback and compile
a list of proposed goals for each chapter. Staff leads will likely contact their writing teams on a daily
basis during this period to finalize the text and assess consensus on goals. The Workforce Board’s
Communications team will format the Word document text into the publishable format customarily
used for the state strategic plan before the Workforce Board staff distributes drafts for review at the
Interagency Council meeting on November 5, leading to the Workforce Board meeting on November 19.
Drafting Teams and Staff Leads
The following charts outline staff leads and the Workforce Board-approved, general outlines for each
anticipated incomplete chapter. Please contact the relevant staff lead directly to indicate your interest
in joining a specific writing team.
Staff Lead
Board-Approved
Outline
Introduction/Background on Planning Process/Preview of Key Strategic Priorities
Patrick Woods
Patrick.Woods@wtb.wa.gov
(360) 709-4622

Goals – mission, vision, strategy (Governor’s letter)

The economic rationale for strategies

Note how WIOA aligns with current practices in Washington
o One strategic plan
2






o Single performance accountability system, ETPL
o Dual customer focus
o Emphasis on Business Engagement
o Improving access for all
Career Pathways concept
New Performance accountability system in development and why
Continuous Performance Improvement
Professional development of front line staff and managers
What it takes to achieve our goals
Four Strategic priorities as organizing principles
Writing
Team/Stakeholders to
Engage
Staff Lead
Key Strategic Priority 1: Streamlined Customer Experience/Integrated Service Delivery
Terri Colbert
Terri.Colbert@wtb.wa.gov
(360) 709-4623
Board-Approved
Outline
Why is this a Plan priority?
A. What does this mean to jobseekers/workers?
Pathways and services available to support:
I.
Youth
a. In school
b. Out of school
c. Older youth
d. Youth with disabilities
e. Transitioning youth
II.
Adult
a. Dislocated workers
b. Incumbent workers
c. Adults with barriers
d. Veterans
B. What does this mean to Businesses?
I.
Ease of access to system
II.
Recruitment of new employees
III.
Upskilling incumbent workers
IV.
Upskill of existing workers & backfilling with newly recruited employees
V.
Lay-off aversion and dislocated worker services
C. What does this mean to the workforce system?
I.
Streamlined intake
II.
The Navigator Role
III.
Sector strategies
IV.
Work-integrated learning
V.
Emphasis on career pathways
VI.
Common exit across programs
D. Who is specifically involved?
How will we know if we are successful—Performance Measures
Writing
Team/Stakeholders to
Engage
3
Staff Lead
Board-Approved
Outline
Key Strategic Priority 2: Business Engagement
Agnes Balassa
abalassa@esd.wa.gov
(360) 902-9571
Dave Wallace
Dave.Wallace@wtb.wa.gov
(360) 709-4613
A. Why is this a priority in the Plan?
a. 5% of Business participation in system is not enough
b. System can help solve business workforce problems
c. Business as true partner in service delivery system (i.e., increased work-based
learning opportunities, modernizing curriculum, etc.)
B. What is needed?
a. Outreach activities
b. Tool box of business relevant services
c. Using the language of business
d. Business impact performance data
e. Business navigators
f. Focused investment on:
I.
Targeted industry sectors
II.
Rural, small & mid-size businesses
C. What does this mean to the workforce system?
a. Business team approach (single points of contact for businesses)
b. Professional development of frontline staff and managers
c. Performance indicators that businesses find relevant
D. Who is specifically involved?
E. How will we know if we are successful-Performance Measures
Writing
Team/Stakeholders to
Engage
Staff Lead
Board-Approved
Outline
Key Strategic Priority 3: Technology and Access
Eric Wolf
Eric.Wolf@wtb.wa.gov
(360) 709-4614
A. Why is this a priority?
a. All really will mean all
b. Modern technology can make services more widely accessible, with cost
returns over time
B. What does this mean to our customers?
a. Equal access to programs and services.
b. Customization of services and delivery modalities to meet customer access
needs.
c. Enhanced ability to benefit from programs and services
C. What does this mean to the workforce development system?
a. Provide all customers with equal access to career centers and programs &
strengthen non-discrimination requirements.
b. Establish local standing committees to work on these issues
c. Establish a state advisory committee to help sustain progress around
technology and access.
d. Focus on populations with barriers to employment
D. Who is specifically involved?
How will we know if we are successful—Performance Measures
Writing
Team/Stakeholders to
Engage
4
Staff Lead
Board-Approved
Outline
Key Strategic Priority 4: Next Generation Performance Accountability
Dave Pavelchek
Dave.Pavelchek@wtb.wa.gov
(360) 709-4630

History of Washington Performance Accountability
A. Why is this a priority
B. What does this mean to the system--Business-Workers-Service Providers
C. What change are we trying to affect?
D. Who is specifically involved?
E. How will we know if we are successful and improving over time?
Writing
Team/Stakeholders to
Engage
5
MEMORANDUM
October 2015
SUNDAY
Sep 27
MONDAY
Sep 28
TUESDAY
Sep 29
WEDNESDAY
Sep 30
THURSDAY
1
2
FIRST DRAFT
(WTB STAFF)
4
11
18
6
7
8
9
--------------------------------
--------------------------------
--------------------------------
-----------------------------
--------------------------
12
13
14
15
16
Moses Lake Public Forum
Bremerton Public Forum
-----------------------------
--------------------------------
--------------------------------------
--------------------------------
--------------------------
19
20
21
22
23
-----------------------------
--------------------------------
--------------------------------
---------------------------
27
28
29
30
-------------------------------
--------------------------------
----------------------------
26
PARTNER FEEDBACK
ON FIRST DRAFT DUE
Yakima Public Forum
FINALIZING TEXT
(WTB & PARTNERS)
SATURDAY
3
----------------------------
5
FIRST DRAFT TO
PARTNERS
25
FRIDAY
10
17
24
31
November 2015
SUNDAY
1
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
3
4
FINALIZE FORMATTING
FOR DISTRIBUTION
(WTB STAFF)
--------------------------------
----------------------------
9
10
11
12
13
--------------------------------
WIOA Steering
Committee (Tentative)
--------------------------------
-------------------------------
----------------------------
16
17
18
19
20
21
--------------------------------
--------------------------------
----------------------------
22
23
24
25
27
28
29
30
15
6
SATURDAY
2
8
5
FRIDAY
I.C. Meeting
DISTRIBUTE FINAL
DRAFT
STAKEHOLDER
FEEDBACK/FINAL
TWEAKS
14
Workforce Board
Meeting
26
7
7