washington state - Workforce Training and Education Coordinating ...

A N N U A L R E P O R T D Workforce Investment Act / Title I-BA shared ownership amongst partners of WIA Adult and Dislocated Worker, labor-exchange, TradeAdjustment Assistance (TAA) and ESD employment-program customers when it is efficient to do soand results in improved services to job seekers.A one-stop staff members working mutually to serve customers and achieve shared performancestandards with the goal of getting customers connected with as many services as they need for successin as seamless a manner as possible.A a functionally integrated one-stop environment in which WIA, TAA, ESD labor-exchange and otheremployment-services staff work together, regardless of the program, to address customers needs withas many services as possible.Between July 1, 2010 and June 30, 2011, local areas developed policies, agreements, plans and proceduresto achieve these objectives. ESD is using its risk-based monitoring model to identify potential risks related tothe policies and evaluate whether we are achieving the above outcomes in the one-stop environment. As ofJuly 1, 2011, ESD is using this approach in partnership with local areas to identify barriers to implementation,opportunities for policy improvements, implementation gaps and opportunities for technical assistance.Risk-based monitoringIn November 2010, the state adopted a risk-based monitoring model to monitor and provide valuableinformation for WIA programs. Unlike compliance monitoring, risk-based monitoring incorporates risks andseeks to identify potential compliance issues before they occur rather than after a problem emerges. Byfocusing on risks and evaluating the processes management has in place to manage the more significant risksthe monitors are able to provide assurance on how well management’s processes are able to manage the moresignificant risks. Another advantage of the risk-based monitoring model is that it helps to increase programefficiency and effectiveness. The model works to identify both risks that are not properly controlled and risksthat are over-controlled and consuming unnecessary resources. With this new approach, monitoring is ableto recommend opportunities to streamline processes resulting in savings to the state and local areas andimproved program outcomes.Rapid ResponseThe state Dislocated Worker Unit (DWU), in coordination with each of the state’s 12 local WDCs, continuesto deliver an effective rapid response system for workers facing layoff or plant closures. In keeping with pastsuccessful practices, once a layoff notice is received by the state DWU, the state contacts the impacted localarea(s) to ensure rapid response services are provided. As in the past, the Washington State Labor Council(WSLC) continues to play a key role in coordinating initial rapid response activities, ensuring that worker needsare addressed and that the appropriate support systems are in place for impacted workers.During Program Year 2010, the state DWU, WSLC and the local rapid response teams responded to 31 WorkerAdjustment and Retraining Notification (WARN) Act notices impacting 3,527 workers. The state DWU, alongWIA IN WASHINGTON STATE < 15