A Feasibility Study of a Job Placement Agency by czv19389

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									Employability Co-location
Feasibility Study

December 2004

Prepared by
The Education Services Division

Washington State Board for Community and Technical Colleges
                                           TABLE OF CONTENTS


Table of Contents.....................................................................................................i

Background ............................................................................................................ 1

Findings.................................................................................................................. 4

Recommendations................................................................................................ 12


A          College Survey of Employment Security Co-location
B          Advisory Committee Members and Work Plan
C          Low-Income Customer Focus Group Executive Summary
D          Agency Workgroup Participants
E          Everett Community College Interview
F          Summary of ESD and DSHS Leased Facilities
G          Agency Services Matrix
H          Co-location Study of Washington and Other States
I          Project Request Report
J          Worksource North Seattle
K          DSHS King North/Ballard CSO


The state legislature’s Capital Budget of 2003 called for “the State Board for Community and
Technical Colleges (SBCTC) to conduct a study, with input from an advisory committee, on the
feasibility and benefits of establishing one-stop satellite offices co-locating the Employment
Security Department (ESD) and the Department of Social and Health Services (DSHS) on
community college campuses.”

The legislature’s intent was to improve service delivery to shared clients/students of the two-year
colleges, DSHS, and ESD; to improve employment outcomes for people struggling to achieve
self-sufficiency and prosperity for their families; and to make better use of tax dollars by locating
these services in facilities owned by the state rather than in leased buildings.

WorkSource is a partnership of government agencies, colleges, and non-profit organizations that
offer employment services at 23 centers and 50 affiliate sites throughout Washington State.
WorkSource programs and services address the needs of a wide spectrum of job seekers, and are
not focused only on low-income customers. The broad array of partner services provided at a
WorkSource site is more extensive than those provided by ESD alone. Therefore for the purpose
of this study, WorkSource Centers were considered in the evaluation of ESD relocation.

Co-location on community and technical colleges campuses in Washington State

Current co-location of services on community and technical college campuses is limited, and
focused on services offered through WorkSource, Washington’s one-stop career centers.

Until recently, an ESD employee funded jointly by ESD and SBCTC provided services on all
campuses. In spite of a reduction in funding as of July 1, 2004, SBCTC continued its co-location
allocation for one year and encouraged colleges to find other resources to continue on-campus
ESD services in partnership with local Workforce Development Councils or other agencies. As
of September 2004, 18 colleges reported having co-located ESD staff on campus, 11 on a full-
time basis and 7 on a part-time basis. A summary of current activities is in Appendix A.

Essential elements of the study included:
• conducting a strategic evaluation of services to be co-located,
• identifying the appropriate location on campuses, and
• considering strategies to better integrate ESD and DSHS programs with basic skills,
   workforce, and academic programs of community and technical colleges to provide more
   opportunities for skill improvements and employability.

The advisory group was to be made up of representatives from SBCTC, ESD, and DSHS. North
Seattle Community College was specified as the pilot location for the study. The study looked at
general applicability across the state in addition to North Seattle Community College. The
design of the study included evaluation of proposed services from client, staff, and funding

Advisory group meetings

The advisory group met four times during the course of the study at various locations in King
County: May 24, June 4, September 28, and November 22, 2004. The meetings were open to
the public and group members invited additional participants. The committee established a work
plan for the study. A list of members and the work plan are in Appendix B.

Consumer focus groups

Four focus groups were conducted representing both urban (North Seattle, Vancouver) and rural
(Walla Walla, Wenatchee) sites. The participants were selected from current and past customers
of DSHS, ESD, and local colleges. The participants of the focus groups shared how they
perceive, feel and think about the prospect of co-locating services on community and technical
college campuses across the state.

Focus group participants recommended a number of improvements. The primary concerns were
that services should be integrated and consistent. Child care and transportation were top issues.
Computer labs were also a high priority, with numerous suggestions for improvement. A
summary of the groups is in Appendix C.

Business consumers

Business representatives were asked by the ESD Business Services Group in the WorkSource
North Seattle office to participate in a focus group about the relocation of services onto college
campuses. The majority of the businesses contacted were not interested in participating.
Through ESD’s business outreach services, ESD staff generally go to the business to provide
many employment services. Businesses also utilize on-site recruitment services at the
WorkSource and therefore do not see a change of location as an issue.

Nonetheless, stronger partnerships between ESD and the colleges, which would be achieved
through co-location, could streamline outreach to businesses and increase the supply of the
skilled workers that businesses need.

Multi-agency workgroup

A workgroup composed of staff from throughout the state representing community and technical
colleges, ESD, DSHS, and Workforce Development Councils met at Highline Community
College to develop a co-location service model that served as a framework for one of three
models in the study. The services in this model are employment-focused. A list of participants
is in Appendix D.


Interviews were conducted at Everett Community College, which was selected for its proximity
to a DSHS Community Service Office. Two members of the advisory committee interviewed
college staff members. Interviewees identified the greatest potential benefit of co-location as a

unified focus among all partners on working toward an individual client’s success. A summary
of the interviews is in Appendix E.

Facility lease analysis

An inventory of lease terms for ESD and DSHS offices located within 10 miles of community
and technical college campuses is in Appendix F.

Services matrix

An agency services matrix was developed to identify services shared among the agencies. It is in
Appendix G.


Co-location in other states

House of Representatives Office of Program Research staff consulted five national organizations
that conduct research on higher education and workforce policy to find out what similar
programs other states may have. They found four states with successful models of partial co-
location: Oregon, Iowa, Kentucky, and North Carolina. Oregon appears to have done the most
extensive work on this, offering workforce training and support services with multiple agencies
co-located and organized into 15 regions. Some of the co-location sites are on community
college campuses. A summary is in
Appendix H.

Co-location Models

The advisory committee looked at three models for co-location of existing services housed at
DSHS, ESD, WorkSource, and colleges. The services provided in each of these models would
be focused on serving the community members that each partner traditionally serves. The
services would be relocated onto the college campus.

The Workforce Investment Act (WIA) mandates that specific partners are to be located at a
WorkSource one-stop center. In order for sites using Models One or Two to meet these
requirements, these mandated partners, as well as voluntary partners currently located in the
WorkSource center, would need to be included in the planning process and relocation. WIA also
mandates the governance of sites and services to be the responsibility of local Workforce
Development Board/Councils. The local board is responsible for site certification, which would
be needed for any relocated site to be considered a WorkSource Center.

                                                 Model One
Model One includes the relocation of DSHS services housed at Community Service Offices (CSOs) in
addition to ESD and WorkSource partner services housed at WorkSource centers in their entirety onto
community/technical college campuses.

Services to be co-located would include:
    • Temporary Assistance for Needy Families (TANF)
    • Working Connections Child Care (WCCC)
    • General Assistance Unemployable (GAU)
    • Refugee Cash Assistance (RCA)
    • Food Assistance Program
    • First Steps Program
    • Division of Child Support
    • Family Planning Program
    • Medical Assistance Programs
    • Alcohol and Drug Addiction Treatment and Support Act Program
    • Resource and Service Center/Support Services
             o Child care
             o Transportation
             o Cash, Families with minor children or pregnant woman (includes emergency assistance
                  for a variety of needs)
             o Student advising/counseling
             o Domestic violence program referrals
             o Vocational Rehabilitation Services (DVR)
             o Family planning information/referrals
             o Financial aid (PELL, WIA ITA, State Need Grant, Worker Retraining, WorkFirst tuition
                  assistance, Perkins, etc.)
    • Assessment Services
             o Career counseling and skills assessment
             o Interests/personality profile
             o Work skills/readiness
             o English as a Second Language/Limited English Proficiency
             o Adult Basic Education (CASAS)
             o College readiness (ASSET/COMPASS testing)
             o Disability (learning, other) and accommodations
             o Need for support services
    • Business Services
             o Screening, testing, and interviewing applicants
             o Labor market information
             o Taxes—employer services and credits
             o Programs/training (includes On-The-Job-Training)/retraining
             o On-site business services to employers
*Services need to be available on the Internet as well as on-site.

                                              Model Two
Model Two includes the relocation of ESD and WorkSource partner services housed at WorkSource, in
addition to DSHS WorkFirst program services targeted to TANF clients onto community/technical college
campuses. The services in this model are employment-focused.
Core services would include:
    • Employment information
             o WorkSource Quick Job Search
             o Job referrals
             o Labor market information
             o Job/listings/placement services
             o Assistance with Commissioner Approved Training applications
             o Unemployment Insurance (UI) documentation/verification status
             o Individual Responsibility Plan (IRP) development/update capability for TANF clients
             o Training Program Information
             o Resume development and posting
    • Resource and Service Center/Support Services
             o Child care
             o Transportation
             o Cash, Families with minor children or pregnant woman (includes emergency assistance
                  for a variety of needs)
             o Food assistance program
             o Student advising/counseling
             o Domestic violence program referrals
             o Vocational Rehabilitation Services (DVR)
             o Family planning information/referrals
             o Financial aid (PELL, WIA ITA, State Need Grant, Worker Retraining, WorkFirst tuition
                  assistance, Perkins, etc.)
    • Assessment Services
             o Career counseling and skills assessment
             o Interests/personality profile
             o Work skills/readiness
             o English as a Second Language/Limited English Proficiency
             o Adult Basic Education (CASAS)
             o College readiness (ASSET/COMPASS testing)
             o Disability (learning, other) and accommodations
             o Need for support services
    • Business Services –
             o Screening, testing, and interviewing applicants
             o Labor market information
             o Taxes—employer services and credits
             o Programs/training (includes On-The-Job-Training)/retraining
             o On-site business services to employers
*Services need to be available on the Internet as well as on-site.

                                             Model Three
Model Three would be the limited co-location of a DSHS staff person and an ESD staff person who would
serve both college students and community members.
Core services would include:
    • Job referrals
    • Labor market information
    • Job/listings/placement services
    • Job search/employment services
    • Assistance with Commissioner Approved Training applications
    • Unemployment Insurance (UI) documentation/verification status
    • Business employment services information
    • Individual Responsibility Plan (IRP) development/update capability for TANF clients

TANF and WIA Administration Structure

In response to questions raised in the multi-agency workgroup about administrative issues, a
review was conducted of an analysis by The Center for Law and Social Policy (February 2004),
Integrating TANF and WIA Into a Single Workforce System: An Analysis of Legal Issues. This
analysis found that “under both TANF and WIA, a state or locality has broad but not unlimited
discretion in use of the funding streams to provide employment services” and that “it is
technically possible to provide employment services to any unemployed adult and to any low-
income employed adult.” The complex program rules and lack of sufficient funding were likely
to pose the greatest problems, but eligibility for the programs was not seen as a significant issue.

The administration structure for TANF is determined at the discretion of the state; however,
WIA is more structured, with specific federal guidelines on the governance structure and
specified service delivery provided through one-stop centers. There are also policy structural
differences in federal accountability requirements: TANF uses participation rates, and WIA uses
performance measures. However, “it is difficult to see why the respective agencies should not
work to harmonize their approaches.” Furthermore, according to the study, “it is clearly possible
to do much to co-locate TANF and WIA services, and some states report significant progress in
efforts to integrate their efforts.” Thus, it appears that the state has some flexibility in
determining administrative structures for Models One and Two.

Note: There are issues about agency service area overlaps and basic service capacity that
would need to be addressed in detail in the pilot location and potentially in other metropolitan
areas with the adoption of either model one or model two.

Benefits and Challenges

The possible benefits and challenges for co-location as cited in the multi-agency work group

                        Benefits                               Challenges
           •   Improved access to services by        •   Increased issues around
               creating a one-stop for services          maintaining client/student
               and training                              confidentiality
           •   Increased cost sharing (there         •   Increased concern for those who
               was a question by the group as            have a bad history with
               to whether this would be y                education
           •   Increase communication                •   Increased strain on existing
               through better understanding of           resources if there are not
               what each agency does and                 enough resources for all CTCs.
               increased awareness that we are           Concern that this might create
               really about human capital                “have and have not” CTCs.
           •   Better outreach to clients            •   Decreased services to
               through improved seamlessness,            clients/customers outside major
               greater cohesion of services,             service areas
               and reduced red tape
           •   Stronger connection for clients       •   Enhanced concerns around
               with the community                        leadership structure needed for
           •   Introduction to college               •   Increased strain which could
               education (minimize education             significantly impact current
               fears)                                    resources/agreements
           •   Increased diversity of                •   Increased redundancy and
               client/customers supporting life          bureaucracy if the sites do not
               long learning                             provide all the services required
                                                         by the Workforce Investment
           •   Reduced frustration with silos        •   Increased agency costs and
               and competing goals                       reduced revenue
           •   Greater support for agency staff      •   Decreased responsiveness and
               by other agency representatives           flexibility as it would be
               and better working conditions             site/building driven rather than
                                                         service driven

                        Benefits                                Challenges
                      (continued)                               (continued)
           •   Enhanced performance                 •   Increased perception problem
               incentives by program-centric            for CTCs that already need to
               measurements that would be               expand for educational services,
               based on all win or all lose             but would instead be building
                                                        for co-location
           •   Allow agencies to do what they       •   Decreased efficiency in
               do best                                  providing services to such a
                                                        large client base—will people
                                                        fall through the cracks?
           •   Opportunity to enhance               •   Dissatisfaction of current
               practicums                               landlords as they lose lessees
           •   Increased numbers of                 •   Potential conflict in agency
               clients/customers/students               performance goals that promote
                                                        “get a job”
           •   Increased trained applicant pool     •   Potential conflict with
               to meet employment needs and             community members angry
               enhanced follow-up and support           about changing population in
               for job retention                        their neighborhood
           •   Increased achievement of             •   Concern about how to fold in
               federal participation                    existing partnerships including
               requirements                             non-profit/community based
           •   Enhanced location;                   •   Increased costs to relocate
               convenience; positive                    facilities and integrate services

The multi-agency work group focused on an opportunity to create a better culture and climate
that would has the potential to be:
    • open and friendly;
    • responsive to clients, getting them to whatever services are needed;
    • collaborative rather than competitive;
    • simple;
    • staffed by people who are cross-trained and knowledgeable;
    • flexible, adaptable systems and people (provide triage);
    • safe, secure, inviting environments (e.g., lighting, furniture, gathering spaces);
    • focused on human potential and growth; and
    • respectful of people’s vulnerabilities.

Facility Design

An architectural firm, Schacht/Aslani Architects, was hired to conduct a project request report
(PRR) and provide supporting documentation. A site was selected at North Seattle Community
College (NSCC), which would be located on the top of the existing Technology Building,
creating a second floor. The study examined the feasibility of co-location “relative to the broad
functional relationships between DSHS, ESD, and NSCC student services.” It also studied the
potential size of the facility and site issues for the facility on the NSCC campus. A construction
cost model for the new facility and a project budget were also studied.

Elements considered in the design included drop-in child care and increased parking. This
would need to be followed up by a more detailed pre-design phase with an appropriation to move
to design and ultimately constructing a facility to house the services at NSCC. The study is in
Appendix I.

SBCTC staff, with support of the state Treasurer’s Office, built a pro forma document
establishing estimated debt service for the specific project defined.


The advisory committee recommends moving forward with a pilot at North Seattle Community
College using Model Two, which is the employment services model. This co-location model has
the potential to utilize state resources more effectively; to enhance service delivery through the
integration of services needed by working-age adults; and through housing the services in state
owned buildings rather than in leased facilities. This would improve services to clients and
employment outcomes, while making better use of tax dollars. While it is recommended that
Model Two be used for the pilot, either of the other models may be appropriate for adoption at
other locations depending on local partners and conditions.

Shared Vision

A shared vision statement was developed by the agencies for the co-location project.

The shared vision is to improve the quality of life for individuals and families in need through
helping people succeed throughout their lives. We help people achieve safe, self-sufficient,
healthy and secure lives. This is accomplished by providing superior customer service to
support people during times of unemployment, to provide individuals with access to
advancement through education and training, to connect job seekers with employers, and to
provide business and individuals with the information and tools they need to adapt to a changing
economy. We provide a supportive, responsive teaching and learning environment distinguished
by its commitment to openness, innovation, and excellence in education. We provide a system
that is responsive to the educational and economic needs of the community.

Possible Ways to Improve the Current State Program

   •   Systems integration
       Further work needs to take place to clarify systems integration of the agency services.
       The partners have begun to address this during the study phase. Agency cross training
       should be conducted to ensure a thorough understanding of all services. There is an
       opportunity here to design a participant flow based on an integrated design that would
       provide clients with the opportunity to access the best services available to fit their needs.
       A client flow should be established that reflects the integration of services.

   •   Organizational culture
       As the multi-agency workgroup noted, there is an opportunity here to create a better
       culture and climate that would be more open, responsive, collaborative, flexible, and
       respectful. The agencies currently have different organizational cultures that would need
       to be brought together in a focused way to achieve a unified culture that would reflect
       these elements. Increased communication through better understanding of what each
       agency does in its role as service provider is required for success. During the
       implementation phase of the project, employees should be brought together with a
       facilitator with expertise in creating cultural change. This work should be ongoing and
       include a focus on designing integrated services as addressed above.

   •   Performance measures
       There is concern that silos and competing goals of the agencies have the potential to
       create conflict in a co-located environment. Performance incentives based a collaborative
       model rather than an individual agency performance measures are recommended. These
       measures should be developed in collaboration with the partnering agencies during the
       planning phase. There would need to be state level support for the performance measures
       identified for the pilot.

       Critical to the evaluation of the effectiveness of the pilot project is the
       development/identification of a measurement(s) to determine whether this co-location
       enhances the overall delivery of services. Equally important will be the ability to assess
       the integration of the service delivery strategies for all job seekers beyond simple co-
       location within the same facility.

   •   Assessment and Career Development plans
       The Washington WorkFirst philosophy is based on “a job, a better job, a better life.”
       According to the Washington WorkFirst Website, “Current efforts are focused on helping
       people move from "a job" to "a better job," ensuring assistance and support services
       continue for parents taking responsibility for becoming self-sufficient, and protecting
       children.” This pilot creates an opportunity to develop holistic success plans that
       combine an employment and education strategy that move participants toward self-
       sufficiency. Client plans should be developed with a long- range focus based on
       comprehensive upfront assessments. Colleges in the WorkSource North Seattle service
       area are working to integrate basic skills and workforce education programs to better
       serve the needs of the population. These colleges have also worked to modularize
       curriculum of existing professional/technical programs creating career ladders. This
       allows students to earn certificates at multiple points throughout a two-year program.
       The certificates build toward a degree over time. Both of these educational strategies are
       designed to allow for better integration of education into a client’s long-term success

Funding Sources

The funding source for the pilot site would come from savings achieved by locating facilities in
state-owned buildings, thus freeing up cash now spent on leased facilities. The current North
Seattle WorkSource office, for which the lease expires in February 2008, is supported through a
Resource Sharing Agreement of the WorkSource partnership. Based on the pilot project
estimate, a facility of 35,000 gross square feet is anticipated, provided all the current partners
choose to relocate to the new site. An Agency/Institution Project Cost Summary indicates a total
cost of $17,884,000. As the new structure would be located on top of an existing building (a
second floor addition), the architect’s total estimate included not only the 35,000 square feet
addition but also another 13,275 square feet of space that would be impacted in the existing
structure. It is anticipated that the cost for the seismic and mechanical/electrical impacts to the
first floor would be appropriated to the college. The total $17.9 estimate would be split, with the
NSCC responsible for $3.2 million and the remaining amount, $14.7 million, for the COP
financed co-location facility.

There should be recognition of the fact that a capital project is being supported using Certificates
of Participation (COP) here as opposed to leasing market facilities. While it is hard to predict
costs, lease rates are subject to increases over time as opposed to COP, which are held at a fixed
rate for up to 25 years. There is also another consideration in the comparison of the fixed COP
of $14.7 million to existing lease payments, as property tax will not be assessed. While there
would be a higher payment initially for a fixed debt service, it will be less in the long term than
rental rates that increase over time together with the annual property tax obligation. Rental rates
increase on an average of 3% per year and depending on future ownership interest and factoring
in tenant improvements could result in a substantially higher rate.

The new site would need to be certified by the Workforce Development Council (WDC) of
Seattle-King County, which is responsible for ensuring that the mandatory partnership
requirements and expectations are met. The cost associated with WorkSource North Seattle-
King County is shared by all partners through a Resource Sharing Agreement (as noted above)
and should not be viewed as ESD funds solely. Information regarding WorkSource North
Seattle and DSHS King North/Ballard CSO services are in Appendices J and K respectively.

Next Steps
Short-term steps
   • Involvement of the local Workforce Development Council in the planning and

   •   Preparation of letters of intent to support the pilot project from the identified partners
       (February 2005)

   •   Preparation of a renovation request for the NSCC Technology Center (site indicated for
       the new facility) in the 2007-09 Capital Request

   •   Preparation of a legislative request for RCW 39.94 authority to use alternative financing
       (COP) for up to approximately $14.7 million (less any appropriated design cost) to
       construct a 35,000 co-located one-stop center built above the NSCC Technology Center

   •   Predesign and design costs (about $1.9 million) for the one-stop co-location center should
       be appropriated in the 2005-07 Biennium to ensure the project can move forward

   •   Refinement of budgeted costs based on the completion of a formal predesign and detailed
       design through the bid stage. (note: COPs can only be sold when the owner has a bid in
       hand and an award pending)

   •   Completion of the project design and project bid (Summer, 2007)

   •   Sale of bonds and construction start (Fall, 2007)

   •   Development of a Memorandum of Understanding for the partners of the pilot. This
       should include clearly delineate each agency’s role and fiscal responsibility as well as

       establishing the length of pilot to allow for adequate time to measure pilot success; to
       ensure there is time to fully implement the project; and to have enough information to
       evaluate the project. The planning phase of the project should be completed prior to the
       relocation. (2005-ongoing)

Long-term steps
   • Relocation of programs to the new facility. (Winter, 2009)

   •   Development of an implementation plan with direct involvement of all the partnering
       agencies in WorkSource North Seattle, including ESD, NSCC, WDC and the DSHS King
       North/Ballard Community Services Office. A timeline to correspond with the
       implementation plan should also be developed. Leadership should be brought together to
       work on organizational culture and service integration during the planning phase.
       Remaining feasibility study funds should be made available to support this ongoing
       operational work

   •   Identification of clients’ transportation needs based on the relocated services and
       development of a comprehensive strategy for working with local officials to address this
       critical need. One issue that will need to be addressed is that while NSCC students pay
       for parking on the campus, WorkSource and DSHS customers do not pay for parking at
       their respective locations (2005-2007)

         APPENDIX A

                 Washington State Community and Technical College
                            Co-location Survey – 9-04
    Community/Technical College            Current Employment Security
                                                   Co-located Staff
Bates Technical College               Yes – Full Time (FT)
Bellevue Community College            No
Bellingham Technical College          No
Big Bend Community College            Yes – Part Time (PT)
Cascadia Community College            No
Centralia College                     No
Clark College                         No
Clover Park Technical College         No
Columbia Basin College                Yes – PT
Edmonds Community College             Yes – PT
Everett Community College             Yes – FT
Grays Harbor College                  No
Green River Community College         Yes – FT
Highline Community College            No
Lake Washington Technical College     No
Lower Columbia College                No
North Seattle Community College       Yes – FT
Olympic College                       No
Peninsula College                     No
Pierce College District               No
Renton Technical College              Yes – FT
Seattle Central Community College     Yes – PT
Seattle Vocational Institute          Yes – PT
Shoreline Community College           Yes – FT
Skagit Valley College                 No
South Puget Sound Community College   No
South Seattle Community College       Yes – PT
Spokane Community College             Yes – FT
Spokane Falls Community College       Yes – FT
Tacoma Community College              Yes – FT
Walla Walla Community College         Yes – PT
Wenatchee Valley College              Yes – FT
Whatcom Community College             No
Yakima Valley Community College       No

        APPENDIX B

                           Employability Co-location Feasibility Study
                           Advisory Committee Membership List

       Member                Agency                  Phone                  Email

Jack Bautsch         North Seattle CC          206-527-3655        jbautsch@sccd.ctc.edu

Deborah Bingaman     DSHS                      360-902-7808        bingadl@dshs.wa.gov

Tina Bloomer         SBCTC                     360-704 4325        tbloomer@sbctc.ctc.edu

Frank Chopp          Speaker of the House      206-720-3052        Chopp_fr@leg.wa.gov

Marilyn Dahl         ESD                       206-440-2525        MDahl@ESD.WA.GOV

Gary Gallwas         ESD                       360-902-9295        ggallwas@esd.wa.gov

Phyllis Gutierrez-   Chair of the House        360-786-7818        kenney_ph@leg.wa.gov
Kenney               Higher Education
Earl Hale            SBCTC                     360-753-3412        ehale@sbctc.ctc.edu

Rick Krauss          DSHS                      206-272-2160        Krausr@dshs.wa.gov

Ron LaFayette        North Seattle CC          206-527-3601        rlafayette@sccd.ctc.edu

Greta Lent           DSHS                      206-272-2145        lentgf@dshs.wa.gov

Sharnelle Moore      ES – Seattle              206-720-3398        sxmoore@esd.wa.gov

Rich Nafziger        House of Rep Chief        360-786-7751        Nafziger_ri@leg.wa.gov
Julie Riley-Moore    Ballard CSO – DSHS        206-545-7600        mooreje1@dshs.wa.gov

Jan Yoshiwara        SBCTC                     360-704-4353        jyoshiwara@sbctc.ctc.edu

                         Employability Co-location Feasibility Study
                                          Work Plan
                                        Phase I
                                 Services Study
Lead: State Board for Community and Technical Colleges (SBCTC)
Support: Employment Security Department (ESD), Department of Social and Health
Services (DSHS), community and technical colleges

   •   Identify ESD, DSHS, and college services
               o   Develop services matrix--ESD, DSHS, SBCTC
               o   Identify agency service overlaps (e.g., shared customers/students)
               o   Identify partnering agencies and their services--ESD, DSHS
               o   Identify how customers access services (i.e., on-site, phone, web)--
                   ESD, DSHS
               o   Identify issues (i.e., transportation)—SBCTC, ESD, DSHS

   •   Identify educational and support services needed by eligible working age
               o Conduct focus groups

   •   Identify alignment opportunities for agency incentive systems
               o Evaluate agency policies and performance measures

Completion date: July 31, 2004
                  North Seattle Community College Virtual Model
Support: North Seattle Community College (NSCC), DSHS, ESD, Department of
General Administration (GA)
      • Determine co-location strategies/ scenarios
           o   Locate all services
           o   Locate some services
           o   Locate very targeted services
           o   Identify which services are available to everyone

       •   Develop model of placement of DSHS and ESD services on North
           Seattle Community College Campus
           o   Determine implications
                             Consolidation of services
                             Overall college impact (i.e., students, parking, staff/service
                             displacement, physical facility)

              North Seattle Community College Virtual Model (continued)
                o   Identify benefits and challenges of each option
                o   Estimate improved results
                               Customer/student self-sufficiency
                               Equity of state assets
                o   Estimate square footage and number of staff
                o   Develop a financing model (i.e., COPs, Bonds, etc.)
                o   Estimate cost of building
                o   Identify where services/building would be located on campus
                o   Determine accessibility/ transportation options (include disability
                o   Estimate project completion date based on lease expiration dates and
                    capital project development, funding, and construction timeframes.

Completion date: July 31, 2004
                              Supporting Information
Lead: Office of Program Research (OPR)
Support: Community and technical colleges, ESD, DSHS

          •     Provide supporting information
                    o   Research co-location activities in other states
                    o   Identify co-location activities at Washington State community
                        colleges and technical colleges and co-location of community and
                        technical college staff in other agencies
                    o   Identify DSHS and ESD facility lease terms/owners in other areas
                        of the state (in addition to NSCC) and calculate the cost savings of
                        owning verses leasing (historical study)
                    o   Identify funding streams used for leasing and their restrictions (i.e.
                        federal, state, etc.)

Completion date: July 31, 2004

Support: ESD, DSHS, OPR

      •   Develop schematic of building and location on NSCC Campus for co-location
          strategies/ scenarios chosen for further review

      •   Prioritize services matrix in rank order based on best identified mix to serve
          eligible working age adults

      •   Identify best fit of services (community and technical college viability analysis)

      •   Develop viable models/locations to assist in integrating services in other
          areas of the state

                 Report potential findings and recommendations
          •   Identify new outputs created out of combined services (i.e., more working
              age adults considering a college education yielding better results/higher
              earnings, consolidation of funding streams yielding better efficiencies and
              public support of service activities)
          •   Develop service model for working age adults (use tools such as the self-
              sufficiency calculator)
          •   Identify new program mix
                 o   Vocational English as a second language
                 o   Integrated workforce and basic skills
                 o   Educational /career ladders for technically-trained students
          •   Appendix with detail summary of other state activities, community and
              technical college viability analysis, and schematic of North Seattle
Completion date: October 31, 2004

                                Final Study Document

Completion date: November 30, 2004

          APPENDIX C

                      Facilitator: Barbara Burgener - Director
                 Office of Quality and Organizational Performance
                         Employment Security Department

                             Executive Summary

The Office of Quality and Organizational Performance at the Employment Security
Department conducted four focus groups during August 2004. Two urban (North
Seattle/Vancouver) and two rural (Walla Walla/Wenatchee) sites were selected.
Current and past customers of the Department of Social and Health Services (DSHS),
Employment Security Department (ESD), and the Community Colleges were invited to
participate and provided with a $20 incentive stipend. The participants of the focus
groups shared how they perceive, feel, and think concerning co-located services on
community and technical college campuses across the state. The facilitator used a
detailed discussion guide and specific questions relating to the purpose of the focus
group. Most focus groups ran from 2.5 to 4 hours in length.

                               Common Key Findings

Services needed to be successful:
   • Better transportation
          o Parent and child bus pass – parents get one but not child
          o Too much time on buses in Seattle for multiple stops
          o Poor transportation in rural areas
   • Child care issues
          o Child care director that can assist in finding child care
          o Too much paperwork
          o No child care for children with disabilities or ADHD issues
          o See full list not just top two of child care providers
          o Child care for sick child – system won’t pay for special child care
          o Child care at all sites
          o System takes 4-6 weeks to do background check on family child care
   • Staff
          o More compassion – especially for life circumstances that come up
          o More cross training
          o More consistency of information
          o Miscommunication between WorkFirst Counselors and DSHS staff
          o Improve customer focus – don’t judge people all the same

       o Better follow through – honor commitments
       o More coaching
       o Need to ask only one question – still must take a number
       o Case workers keep changing due to case loads – have to start over and
       o Use a mediator for customer complaints
       o ESD has strong customer focus
       o Case workers and case managers should come to college campus and
         see clients instead of the other way around –especially if clients don’t

•   Equipment
      o Better on-line services
      o Allow clients to check in on-line
      o Sign up sheets in resource areas to get on computer instead of waiting in
      o Phones with menus to access resources
      o WorkFirst computer too slow – can’t access Monster.com
      o Have more computers that access Internet
      o More phones/faxes in CSO’s
      o Books we can check out for education
      o If you leave computer to get a snack then you loose your place and have
          to wait again
      o Have lot’s of learning labs with computers, books, and tools for success
          (i.e., calculators)

•   One-Stop Success
      o Longer hours
      o Open at lunch
      o Case workers with more compassion
      o More access to education – better jobs
      o Offer more work study jobs
      o Turn in paperwork at anyone of multiple sites
      o Lights in parking lot – make it safe
      o Create a resource notebook
      o Have a drug screen for participants – keep out problem people
      o Alternate job search methods when no transportation

•   Barriers
       o If attending school full time must work 20 hours per week – children in day
           care all the time
       o Can’t leave a WorkFirst workshop for job interview – need some flexibility
       o Why continue to repeat same workshops
       o Workshops start at 8:00 – child care issues
       o Housing costs in Seattle
       o Must finish school in one year – doesn’t work if need pre-requisites

          o If education is a way out then must make the system support it
          o What about ex-offenders
          o Some training/school programs have people who finished and still can’t
            get a job
          o What about experience - sometimes schooling is not enough
          o Couple-both approved for education but no provisions for childcare
          o Had to miss finals at school to attend mandatory meeting at DSHS or be
          o Conflicting requirements
          o Have one person handle everything and not three with three different
          o Need one-on-one appointments instead of group

                             What Worked with the Process
   •   Good directions – nice letter
   •   $20
   •   Networking
   •   Getting ideas/complaints out
   •   Felt listened to
   •   Food
   •   Allowed to vent
   •   Open dialog
   •   Barb friendly and listened, wanted to hear problems and ideas
   •   Everyone talked

                            Need to improve the Process
   •   Parking options
   •   Water
   •   More breaks
   •   Write information anonymously


The focus group participants had several ideas that could improve the system. They
didn’t seem to care if the system was a one stop as long as it was better integrated and
more consistent. There seems to be conflicting information between the organizations
and they feel caught in the middle. Some of the participants were very savvy and knew
how to make the system work for them so they could move on to something better.
These individuals would make compassionate coaches. The system also seems to
change quickly and becomes paperwork intensive and overwhelming. Participants
recognized the customer service efforts of ESD and were very verbal about the lack to
compassion of some staff while quick to point out there were more positive than
negative. Child care and transportation were top issues. Also computer labs were a
high priority with numerous suggestions for improvement.

I felt strongly that having a willing listener was important and they felt valued for their
thoughts with the invitation, the food, and the stipend. They were given my e-mail
address for follow up ideas and used it to help me track the slow process of issuing their
checks. I would suggest payment in cash next time.

         APPENDIX D

           Employability Co-location Study Multi-Agency Work Group

                   Community and Technical College Participants
Roy Flores                                Marilee Hertig
North Seattle Community College           Lower Columbia Community College
Arica Sykes-Dawley                        Loris A. Blue
North Seattle Community College           Seattle Central Community College
Marcia Henkle                             Amy Hatfield
Wenatchee Valley College                  Olympic College
Nani Jackins Park
Kathy Cooper                              Michelle Andreas
SBCTC – Group Facilitator                 SBCTC – Group Facilitator
Tina Bloomer
SBCTC – Observer
                   Employment Security Department Participants
Jackie Campbell                           Robert Brader
ESD/Office Services                       ESD/E&T Division
Ron Tuvey                                 Marilyn Dahl
ESD/E&T Division                          ESD/WS North Seattle
Don Ott                                   Barbara Korst
ESD/WS Spokane                            ESD/West Region
Gary Kamimura
ESD/Office Of Policy/Research
               Department of Social and Health Services Participants
Margaret Swigert                          Dave Houser
DSHS/Bremerton CSO                        DSHS/CSD Region 4
Harjeet Kochhar                           Aaron Powell
DSHS/King North CSO                       DSHS/Division of Child Support/SEMS
Carmen Gutierrez
DSHS/Community Services Division
                    Workforce Development Council Participants
Linda Waring                              Mary Jane Vujovic
Snohomish County WDC                      Snohomish County WDC


                                       Everett Interview

An interview was conducted with Everett Community College (ECC) a group of staff that
included: Frank Cox, Assoc Dean of Worker Retraining & Development; Kathy Jenny, Worker
Retraining Program Coordinator; Linda Casimir, ESD co-location employee; Marilynn
Abrahamson, Customized Job Skills Training Coordinator; Kathleen Seaman - One-Stop
Coordinator; Amanda Rojas, Worker Retraining Administrate Assistant on August 19, 2004.
This college was chosen due to the proximity of the Everett Community Services Office (ECSO),
which is located approximately two blocks from campus. Tina Bloomer, SBCTC staff and Jack
Bautsch, North Seattle Community College Director of Research, Planning and Assessment
conducted the interview.

   1. How long has DSHS been located near the college?
      ECSO and ECC have been located near each other for over 15 years. Employment
      Security Department (ESD) was located at the ECSO until four years ago. The
      WorkFirst unit of ESD is still located at ECSO. WorkSource is located about 2 miles
      from ECSO and ECC.
   2. What are the advantages you have experienced through being physically located
      next to DSHS?
      When the college had WorkFirst work study funding, there was an advantage to being
      located so near. The clients/students could easily walk between the two locations. It was
      easier to set up meetings between DSHS and the college. There was not a perceived
      enhancement related to communication gained through proximity although they feel the
      communication has improved over time. There are conflicts in both policy and culture
      between the two with the focus of agency partners on getting the clients employed
      immediately whereas the college would like to have them complete training. They do not
      feel there is enough information sharing between partners.

       Currently, the Customized Job Skills Training (CJST) is located in the same building
       housing WorkSource. However, there is limited contact between the two as the CJST is a
       WorkFirst contract, which is housed at the ECSO.

       It was stated that, “proximity is hugely important”, but that there needed to be more
       opportunities for meetings between the partners.
   3. Have you found there are disadvantages through being physically located next to
      There are not any identified disadvantages. The disadvantage extends beyond locality,
      but is rather in policy. Policy is seen to be a “major divide” between the agencies.
   4. What does it look like for clients now?
      Through proximity, the partners get information they would not normally receive. This is
      done on an informal basis through ease of access.

5. What do you think it could look like for clients?
   The physical part of co-location doesn’t have as much of an impact as the philosophy of
   each partnering agency. The benefit is when everyone has the same goal in mind. They
   perceived the college has a more positive environment looking toward the future. Co-
   location of the partnering agencies could generate a change in culture and also provide
   opportunities for leveraging resources and staff training opportunities.
6. Are there any shared services/systems that have developed through your proximity?
   They have the greatest challenges in this area in both policy and funding constraints.
   They would like to find a way to free the agencies up from conflicting policies.
7. Are there any combined services/systems that have developed through your
   Currently, there are many silos, both internal and external, which have prohibited
   combining services and systems more effectively.
8. Do you think things are working collaboratively/supportively between the agencies
   to serve the same clientele?
   There has been resistance at different levels within the college to working with the
   clientele. Some of the resistance is based on the perception that this clientele is a
   different population than the traditional ECC student. The perception is that resources
   would be enhanced/improved through sharing.
9. What has been your experience with co-location at WorkSource?
   The greatest benefit to their co-location at the local WorkSource is that the partners are
   working toward a common goal for the client.
10. What are there benefits gained through co-location?
    While the greatest benefit was perceived to be beyond co-location and instead about the
    relationships between the partners that is gained though experience over time, they did
    express that improved access to agency data systems would be of great benefit. While
    there are data sharing agreements for the Services, Knowledge and Information Exchange
    System (SKIES), the system is not used effectively.
11. What are the disadvantages gained by being co-located?
    There would be issues around agency structures and cultures, but they believed
    efficiencies would be gained over time.
12. How is the partnership working?
    The WorkFirst Local Planning (LPA) partnership received praise from the group. They
    identified a very collaborative approach based on consensus was used by the group. For
    example the CJST training schedule is developed with input from the partnership. A
    collaborative tone is set for all the agencies through the monthly meetings. When issues
    are brought to the attention of the partnership, they work to find resolutions and then
    share them with their staff.

13. What could make things more effective from your perspective?
    They would like to see issues worked out around SKIES, so the system could provide
    more of a “virtual co-location” for the partners. They would like priorities to be shared
    and that work would be done to “grow the relationships”. They would like to see more
    services on campus provided by the other agencies and other partners. The LPA has been
    a real key in working things out to develop a strong system.
14. Where can the agencies add value to each other?
    Value can be added through leveraging of resources and partnering in client case
15. What would the ideal look like and what are the constraints to getting there?
    They would like to have more things on campus including their own CJST programs.
    They felt the clients would be able to move through the system more seamlessly and
    therefore effectively if everything was on-site.

          APPENDIX F

                                Summary of ESD and DSHS leased facilities near CTCs
      Community &            Agency/Services                                        Square    Lease Amount   Lease
      Technical College                                                             Feet      (monthly)      Expiration
      Bates                  ESD - WorkSource                                       22,282    $32,773        12/2005
      (Tacoma)               DSHS - CSO, DVR, AAS, DCFS, CCEL                       152,926   $161,858       1/2013
                             DSHS-DCFS,QCO, DEAO,MAA,JRA,DCS,DASA,CSO,LBD           86,549    $136,794       5/2013
                             DSHS - DDD                                             17,629    $21,302        9/2009
      Bellevue Community     ESD - WorkSource                                       2,846     $5,988         7/2004
      College                DSHS - CSO, DCFS, DVR, CCEL                            51,602    $79,192        2/2006
      Bellingham Technical   ESD - WorkSource                                       7,600     $7,948         5/2006
      Big Bend Community     ESD - WorkSource                                       7,822     $7,961         11/2006
      College                DSHS - CSO, DCFS, DCS, AAS, DDD, CCEL, JRA, MAA, DFI   25,307    $24,490        7/2005
      (Moses Lake)

      Cascadia CC
      Centralia College      ESD - WorkSource                                       13,346    $17,795        2/2005
                             DSHS - DVR, DDD                                        3,169     $3,383         5/2008
                             DSHS - DCFS                                            19,292    $27,596        3/2011
                             DSHS - CSO                                             12,650    $14,387        6/2003
                             DSHS - AAS                                             3,602     $3,452         10/2005
      Clark College          ESD - WorkSource                                       23,174    $30,899        9/2008
      (Vancouver)            DSHS - AAS                                             11,950    $14,191        6/2008
                             DSHS - DVR                                             6,486     $8,648         7/2013
                             DSHS - JRA                                             2,854     $4,474         8/2005
                             DSHS - CSO                                             34,688    $54,213        4/2012
                             DSHS - DCFS, CCEL                                      34,773    $47,813        6/2013
                             DSHS - DDD                                             5,918     $7,310         8/2005
                             DSHS - DLS                                             33,983    $2,832         7/2011
      Community &             Agency/Services                              Square   Lease Amount   Lease
      Technical College                                                    Feet     (monthly)      Expiration

      Clover Park Technical   ESD WorkSource                               10,496   $15,525        11/2005
      College                 DSHS - AAS                                   7,374    $10,160        1/2005
      (Lakewood)              DSHS - DFI                                   10,280   $4,507         6/2005
      Columbia Basin          ESD - WorkSource                             18,470   $8,736         10/2002
      Community College       DSHS - DDD                                   3,721    $3,860         9/2004
      (Tri-cities)            DSHS - CSO, CCEL, DFI, QCO                   23,067   $24,989        11/2008
                              DSHS - DVR                                   4,437    $4,603         9/2004
                              DSHS - DCS                                   15,606   $17,454        9/2004
                              DSHS - DDD                                   1,262    $1,309         9/2004
                              DSHS - CSO, AAS, DFI                         21,775   $20,469        11/2004
                              DSHS - DCFS                                  15,939   $17,930        11/2008

      Edmonds CC              ESD - WorkSorce                              6,532    $10, 070       7/2004
                              DSHS - AAS                                   6,953    $11,054        11/2007
                              DSHS - CSO, DCFS, DVR, DDD, CCEL             46,914   $72,477        6/2009
                              DSHS - CSO                                   12,867   $31,687        1/2005
      Everett Community       ESD - WorkSource                             13,727   $25,166        6/2007
      College                 DSHS - CSO, DCFS, DVR, CCEL, AAS, DDD, PER   91,844   $119,252       6/2010
                              DSHS - JRA                                   18,000   $21,575        6/2009
                              DSHS - DCS                                   47,662   $61,505        11/2006
                              DSHS - DCFS                                  378      $355           12/2002
                              DSHS - DDD                                   3,596    $4,985         6/2010
      Grays Harbor College    ESD - WorkSource                             9,219    $8,835         5/2005
      (Aberdeen)              DSHS - CSO                                   15,510   $13,183        3/2003
                              DSHS - CSO, DCFS, DVR, DDD, CCEL             17,326   $14,727        3/2003
                              DSHS - AAS                                   5,121    $4,956         11/2007
      Green River College     ESD - WorkSource                             11,879   $13,859        3/2006
      (Auburn)                DSHS - CSO                                   3,150    $4,459         6/2004
      Community &           Agency/Services                                 Square   Lease Amount   Lease
      Technical College                                                     Feet     (monthly)      Expiration
      Green River College   ESD - WorkSource                                8,622    $14,198        7/2005
      (Kent)                DSHS - CSO, DDD                                 30,732   $66,263        11/2004
                            DSHS- DCFS, CCEL                                62,443   $101,461       5/2009
                            DSHS - DVR                                      4,676    $11,172        5/2005
      Highline Community    ESD - WorkSource                                8,622    $14,198        7/2005
      College               DSHS - CSO                                      22,590   $40, 909       9/2010
      (Des Moines)          DSHS - DVR                                      4,622    $8,300         3/2005
      Lake Washington       ESD - WorkSource                                11,690   $19,776        6/2008
      Technical College
      Lower Columbia        ESD - WorkSource                                13,637   $17, 774       5/2007
      College (Vancouver)   DSHS-CSO, DCFS, AAS, DDD, JRA, DFI, DVR, CCEL   46,671   $58,058        12/2015

      North Seattle         ESD - WorkSource                                15,029   $28,467        2/2008
      Community College     DSHS - CSO                                      18,870   $28,187        9/2006
                            DSHS - DDD                                      2,711    $4,184         5/2006
                            DSHS - DVR                                      5,348    $10,350        5/2005
                            DSHS - DVR                                      919      $1,646         6/2008
      Olympic College       ESD - WorkSource                                5,808    $8,437         12/2005
      (Bremerton)           DSHS - CSO, AAS, QCO                            30,320   $42,120        5/2009
                            DSHS - DCFS, CCEL                               16,033   $6,210         10/2001
                            DSHS - DVR                                      1,847    $875           10/2002
                            DSHS - DDD                                      6,500    $8,260         8/2004
                            DSHS - JRA                                      2,300    $3,067         2/2009
      Olympic College       ESD – WorkSource                                6,580    $8,437         11/2007
      (Shelton)             DSHS – CSO, AAS, DCFS, DDD, DFI, DVR            20,580   $28,810        9/2007
                            DSHS - DVR                                      2,263    $2,829         11/2007
      Community &           Agency/Services                            Square   Lease Amount   Lease
      Technical College                                                Feet     (mo)           Expiration
      Peninsula College     ESD - WorkSource                           4,689    $5,080         12/2005
      (Port Angeles)        DSHS - AAS                                 5,276    $7,943         5/2005
                            DSHS - CSO, DCFS, CCEL                     27,906   $42,726        11/2004
                            DSHS - DDD                                 2,645    $2,698         4/2004
                            DSHS - DVR                                 1,411    $1,482         4/2005
      Peninsula College     ESD - WorkSource                           778      $800           9/2005
      (Port Townsend)       DSHS - DDD                                 710      $922           4/2004
                            DSHS - DCFS, DDD, AAS, DVR, CSO            8,000    $10,000        4/2004
      Pierce College        ESD - WorkSource                           10,496   $15,525        11/2005
      (Ft Steilacoom)
      Pierce College        DSHS - CSO                                 18,750   $24,488        4/2005
      (Puyallup)            DSHS - DVR                                 3,768    $4,962         11/2004
      Renton Tech College   DSHS - CSO                                 18431    $35,679        5/2009
      South Puget Sound     ESD - WorkSource                           17,643   $19,922        9/2004

      Community College     DSHS - DCS                                 27,000   $32,285        4/2007
      (Olympia)             DSHS - JRA, GJJ                            7,614    $11,650        12/2008
                            DSHS - DDD                                 8,640    $10,080        5/2004
                            DSHS - CSO, DCFS, CCEL, QCO                70,183   $104,912       12/2011
                            DSHS - DDDS, AAS                           49,984   $68,103        2/2009
                            DSHS - DVR                                 7,070    $8,240         9/2007
                            DSHS - Headquarters offices not included
      Seattle Central       ESD - WorkSource                           13,500   $15,075        3/2005
      Community College     DSHS - CSO                                 40,738   $68,867        6/2014
                            DSHS - CSO                                 16,955   $32,794        2/2008
                            DSHS - CSO, DDD, DVR, QCO                  55,490   $78,645        4/2014
                            DSHS - AAS, CSO                            55,325   $71,936        7/2009
                            DSHS - CSO                                 13,672   $30,483        11/2005
                            DSHS - DCS                                 24,925   $47,505        8/2004
                            DSHS - DCS, DCFS                           81,557   $114,995       2/2007
                            DSHS - CA&N                                2,400    $3,487         11/2006
                            DSHS JRA                                   22,213   $41,649        10/2012
                            DSHS - DDDS                                17,972   $44,301        6/2011
                            DSHS - DCFS                                44,310   $84,927        6/2013
      Community &             Agency/Services                                        Square   Lease Amount   Lease
      Technical College                                                              Feet     (mo)           Expiration
      Shoreline Community     ESD - WorkSource                                       6,532    $10,070        7/2004
      Skagit Valley College   ESD - WorkSource                                       17,629   $20,253        9/2005
      (Mount Vernon)          DSHS - CSO, DCFS, DCS, AAS, DDD, CCEL, JRA, MAA, DFI   47,900   $53,887        11/2007
                              DSHS - DVR                                             2,660    $3,651         1/2005
      South Seattle           ESD - WorkSource                                       15,029   $28,467        2/2008
      Community College       DSHS - CSO, DCFS                                       37,475   $52,363        9/2005
      Spokane and Spokane     ESD - WorkSource                                       40,126   $50,325        9/2006
      Valley Community        DSHS - AAS                                             17,874   $28,832        3/2009
      College                 DSHS - DCS                                             31,069   $36,188        7/2004
                              DSHS - DDD, QCO, DFI                                   19,836   $23,555        6/2005
                              DSHS - AAS                                             8,538    $11,740        8/2005
                              DSHS - CSO                                             35,000   $45,550        9/2006
                              DSHS - CSO                                             28,209   $37,847        4/2008
                              DSHS - DCFS, CCEL                                      55,956   $86,366        9/2008

                              DSHS - DDDS                                            15,962   $24,608        9/2007
                              DSHS - DVR                                             10,240   $15,701        3/2009
                              DSHS - CSO, JRA                                        45,777   $55,155        8/2010
                              DSHS - DASA                                            773      $925           3/2005
      Tacoma Community        ESD - WorkSource                                       22,282   $32,773        12/2005
      College                 DSHS - DCS                                             27,856   $47,083        9/2011
                              DSHS - DVR                                             2,697    $3,722         6/2005
                              DSHS - CSO                                             30,000   $41,250        7/2012
                              DSHS - DDD                                             1,970    $2,714         8/2008
      Walla Walla             DSHS - DCFS, AAS                                       13,720   $14,168        12/2008
      Community College       DSHS - CSO                                             21,048   $21,743        3/2009
      Wenatchee Valley        ESD - WorkSource                                       10,800   $12,600        3/2006
      College                 DSHS - CSO, DCFS, DDD, CCEL, JRA                       28,383   $35,479        10/2008
                              DSHS - DVR                                             2,358    $2,881         3/2007
                              DSHS - DCS                                             12,870   $14,940        8/2006
                              DSHS - AAS                                             3,780    $4,900         6/2008
      Community &              Agency/Services                                                  Square         Lease Amount      Lease
      Technical College                                                                         Feet           (mo)              Expiration
      Whatcom Community       ESD - WorkSource                                                  7,600          $7,948            5/2006
      College                 DSHS - CSO, DVR, DCS, CCEL                                        29,389         $40,705           6/2013
      (Bellingham)            DSHS - CSO, DVR, DCS, DFI                                         15,840         $20,460           9/2004
                              DSHS - DCFS                                                       6,778          $8,981            2/2008
                              DSHS - DDD                                                        3,012          $4,409            8/2006
      Yakima Valley           ESD - WorkSource                                                  24,113         $20,376           8/2004
      Community College       DSHS - JRA                                                        14,280         $10,829           10/2004
                              DSHS - DDD                                                        1,749          $1,764            9/2007
                              DSHS - DCFS                                                       7,959          $9,286            12/2008
                              DSHS - AAS                                                        4,973          $6,134            12/2004
                              DSHS - CSO, DCFS, DCS, DDD, DVR, MAA, DASA,                       99,000         $111,684          6/2019
                              CCEL, AAS, DFI, QCO
         • Notes: (1) Portion of agency lease paid to the state using federal funds generally cannot include a profit, but otherwise there are few
            limitations. (2) When more than 10% of a state facility is occupied by non-profits or federal agencies, the financing using state bonds or a

            COP is not tax exempt.

          •   ESD WorkSource includes Workforce Investment Act programs (adult disadvantaged, dislocated workers, youth), Veterans employment
              programs, the claimant placement program, labor exchange programs, labor market information, and access to Unemployment Insurance
              program services.

          •   DSHS services include: Community Services Offices (CSO); Division of Vocational Rehabilitation (DVR); Aging and Adult Services
              (AAS); Division of Children and Family Services (DCFS); Child Care and Elderly Learning (CCEL); Quality Control Office (QCO);
              Medical Assistance Administration (MAA); Juvenile Rehabilitation (JRA); Child Support (DCS); Alcohol and Substance Abuse (DASA);
              Division of Developmental Disabilities (DDD); Juvenile Justice (GJJ); and Child Abuse and Neglect (CAN).

                         Employability Co-location Feasibility Study
                                      Services Matrix
Services                                                       DSHS   ESD   CTCs

Services to Working Age Adults
Job listings from local employers                                      X     X
Job referral and placement                                             X     X
Career/Job fairs                                                       X     X
Labor market information                                               X     X
Employment counseling, testing, employability planning                 X     X
Job search workshops                                                   X     X
Apprenticeship information                                             X     X
Job finding clubs                                                      X
Work Opportunity and Welfare-to-Work tax credit                        X     X
Washington State bonding information                                   X
Career counseling/planning                                             X     X
Job search resources (complimentary local and long distance            X     X
phone/fax/TTY for job search, contacting community
resources, complimentary copiers for job search activity and
community resource information)
Unemployment Insurance claim filing assistance                         X
Access to unemployment insurance                                       X
Career resources                                                       X     X
Internet access to jobs                                         X      X     X
Classes on how to get and keep a job                                   X     X
Information on the fastest growing jobs and wages                      X     X
Referral to training and other community services               X      X     X
Translation services                                            X      X     X
Training                                                               X     X
Cash grants                                                     X     I&R    X
Basic Food Program                                              X
Housing assistance                                              X     I&R
Child support enforcement                                       X     I&R
Child care subsidies                                            X     I&R    X
Repatriation assistance                                         X     I&R
Financial aid                                                          X     X
Scholarships                                                          I&R    X
Domestic violence referrals                                     X     I&R    X
Telephone subsidies                                             X     I&R
Medical programs                                                X     I&R
Eligibility determination                                       X      X     X
Assessment testing                                                     X     X
Employer services                                                      X     X
Basic skills resources for ESL, GED, ABE                               X     X
Job readiness training                                                 X     X
Resume & Cover letter software                                         X
Disability Employment Assistance                                       X
Facilitated Professional Networking Group                              X
Support Services                                                       X
Job Coaching                                                           X
Ticket to Work                                                         X

Specialized Recruitment Services; e.g. drug testing                 X
Other business services such as information & assistance            X
with taxes; accommodations for persons with disabilities,
economic development activities, required posters & notices;
resources for staff development, employee skills assessment
& other human resource needs; assistance when dealing with
company closures and layoffs; and local economic trend
Social services assessments                                     X
ADATSA referrals (for substance abuse assessment and            X
Support services (funding for WorkFirst participation)          X
Case management                                                 X
Mental health referrals                                         X
Family planning information and referral to co-located public   X
health nurses
SSI facilitation                                                X
Disability Resource Referral DVR, COPES                         X
Medical Health Referrals                                        X
Crisis Referrals Hotlines, Harborview, CPS, APS                 X

Note: I & R is information and referral

          APPENDIX H

     Collocation of Employment and Social Services on Community College Campuses:
                             Washington and Other States


A number of researchers argue that community colleges are in a unique position to serve as a
focal point for bringing together the key actors in the workforce development system – state and
local agencies, community organizations, and employers – to create training programs and
support systems that stimulate high-wage, high-demand jobs within their region.1

Reasons for this argument include:

    o No other postsecondary institution operates on the scope and scale of community
      colleges. In Washington, there are 34 community and technical college campuses located
      across the state, serving nearly 500,000 people each year.

    o Community colleges offer a full range of education, from personal enrichment to literacy
      and basic skills development to vocational and workforce training to academic degrees
      and baccalaureate preparation. They are a gateway to higher education for low-income
      and low-skilled individuals.

    o Colleges are positioned to develop programs that directly respond to local labor markets
      and employer needs and are more flexible than most other postsecondary institutions.

These researchers also identify barriers to community colleges fully meeting their potential and
suggest various strategies to improve service delivery. One such strategy is collocation of public
agencies on the college campus to make it easier for students to take advantage of various
publicly-funded employment and social services programs, and to encourage program clients to
take advantage of the education and training opportunities offered by the college.

Collocation in Washington

Current collocation of services on community and technical college campuses is limited and
focused on services offered through WorkSource, Washington’s one-stop career centers.

Employment Services: The federal Workforce Investment Act (WIA) requires collaboration of a
number of state and local agencies and organizations to provide information, referral, services,
and training for job seekers. WIA also requires services to be offered through regional one-stop
centers, but permits flexibility in how this collaboration is implemented. The Employment
Security Department (ESD), Department of Social and Health Services (DSHS), and community
and technical colleges are among the WorkSource partners.

 Workforce Strategy Center, Building a Career Pathways System: Promising Practices in Community College-
Centered Workforce Development, August 2002; Richard Kazis, Community Colleges and Low Income
Populations: A Background Paper, Jobs for the Future, March 2002; W. Norton Grubb, Second Chances in
Changing Times: The Role of Community Colleges in Advancing Low-Skilled Workers, 2001.

House Office of Program Research: September 29, 2004
Until recently, the collaboration involved collocation of WorkSource offices at each community
and technical college across the state. Services were provided by an ESD employee funded
jointly by ESD and the college. The collocated staff assisted students with job search, referral,
and placement; determined eligibility for ESD programs such as tuition vouchers for dislocated
workers; and had access to all ESD databases and monitoring systems. The college portion of
the collocation was funded with $810,000 in state worker retraining dollars allocated by the State
Board for Community and Technical Colleges (SBCTC).

The ESD funding for collocation ended July 1, 2004. The SBCTC continued the collocation
allocation for one year and encouraged colleges to find other resources to continue the service in
partnership with local Workforce Development Councils or other agencies. The new
configuration of services is still under development, but as of September 2004, 18 colleges
reported having collocated ESD staff on campus, 11 on a full-time basis and 7 on a part-time
basis. Sixteen colleges no longer had collocated staff.2

Collaboration between WorkSource and colleges continues to occur other than through
collocation of staff. For example, college staff attend workshops offered at the WorkSource
office to promote education and training opportunities. ESD staff make regular visits to colleges
to counsel and provide services to students in dislocated worker retraining programs.

Social Services: Although colleges are active partners in providing WorkFirst training
programs, there is no statewide effort to collocate services typically provided by DSHS field
offices on community college campuses.

Collocation in Other States

Because of WIA, some form of collaboration among employment, social service, and training
agencies occurs in every state. The nature of the collaboration varies not only from state to state,
but among regions within a state, due to WIA’s emphasis on local partnerships and local
decision-making. The question of interest for this study is:

Have any other states made a full-scale effort to collocate employment and social welfare
services on community college campuses, with the college as the focal point for service delivery?

Staff consulted with five national organizations that conduct research on higher education and
workforce policy.3 No state appears to have implemented full-scale collocation of services
through community colleges. Collocation of employment services on college campuses is
common, but not necessarily comprehensive at all campuses. Collocation of social welfare
services is less common and where it occurs, tends to be focused on training and employment
programs, such as TANF or Food Stamp training benefits.

Four states were repeatedly mentioned as having successful models of partial collocation:
Oregon, Iowa, North Carolina, and Kentucky.

 SBCTC survey of colleges, September 2004.
 Education Commission for the States, National Governor’s Association, Jobs For the Future, Center for Law and
Social Policy, and Manpower Research Associates.

House Office of Program Research: September 29, 2004
Oregon:4 Oregon comes closest to having full-scale collocation. Since the mid-1990’s and pre-
dating WIA, Oregon has offered workforce training and support services with multiple agencies
collocated and organized into 15 regions. Many of the collocations are on community college
campuses, but not all. Several colleges act as the lead fiscal agent for the collocation effort.
Workforce-related social services (such as TANF) are part of the collocation, but other social
services (such as Child Welfare Services) are not. One college pilot-tested collocation of all
social services in the late 1990’s, but the pilot was not well-received by the employer community
who wanted to maintain an office environment and mission focused on training and jobs. The
employers’ primary concern was the lobby area of sites with co-located employment and social
services clients. This was subsequently resolved by developing a model that had two lobbies
with distinct functions. The staff was located in the center, with some specializing in either
social welfare or business services, and others who were functionally cross-trained. In Oregon, a
single state department oversees the community colleges, state and federal support for worker
training and adult basic skills, and workforce development under WIA.

Iowa:5 Iowa has a national reputation for investing in workforce development, with training
programs centered in the community colleges. In four of Iowa’s 16 workforce development
regions, the state employment agency (Iowa Workforce Development) and the local community
college have jointly hired a single staff person to supervise all WIA activities in the region,
including the Workforce Development agency staff and the community college staff providing
training for dislocated workers. One-stop services are not, however, collocated on community
college campuses.

North Carolina:6 North Carolina also has a national reputation for investing in worker training
programs. Thirty of North Carolina’s 58 community colleges have one-stop JobLink Centers on
campus. According to the Director of Workforce Initiatives at the state community college
system, an ongoing challenge of service collocation is ensuring full participation of all partners,
particularly where the partner agency is not the designated host of the JobLink Center. Also,
collocation of social services has been more difficult to achieve. Starting this year, individuals
who qualify for the Food Stamp Employment & Training Program will be required to go to the
local community college to receive a training assessment and services. The social service
agency will contract with the community college for this purpose. Several colleges contract with
the social service agency to house a TANF case manager on campus.

Kentucky:7 Kentucky uses approximately $2.3 million in TANF dollars to pay for case
managers at community colleges under its “Ready to Work” program. The case managers
provide recruitment, assessment, mentoring, academic and social support, and job development
services for TANF-eligible students. In Kentucky, TANF participants enroll in regular
community college programs and are supported by TANF-funded work study. (In Washington,
WorkFirst dollars at the community college have been more focused on developing short-term,
targeted job training.) Beginning in Fiscal Year 2005, case management will be extended to
TANF participants enrolled in Adult Basic Education

  Interview with Connie Green, Oregon Department of Community Colleges and Workforce Development.
  Interview with Mike Wilkinson, Iowa Workforce Development.
  Interview with Stephanie Deese, North Carolina Community College System.
  Interview with Shauna King-Simms, Kentucky Community and Technical College System.

House Office of Program Research: September 29, 2004

North Seattle Community College
 DSHS ESD Collocation Study

          13 December 2004

                             1932 First Avenue      Suite 204
                             Seattle, WA 98101      wsa@saarch.com
                             tel 206 • 443 • 3448   fax 206 • 443 • 3471

North Seattle Community College
Ronald H. Lafayette, President
Karen Demetre, Vice President for Instruction
Alan Ward, Vice President Administrative Services
Roy Flores, Vice President Student Services
Bruce Kieser, Director Facilities and Plant Operations

Washington State Board of Community & Technical Colleges
Tom Henderson, Director Capital Budget
Tina Bloomer, Director Student Achievement Project

NSCC Student Services
Marci Myer, Dean Student Services & Registrar
Mary Ellen O’Keeffe, Executive Dean Professional, Technical & Workforce Education
Suzanne Scheldt, Director Student Financial Aid Services

Rick Krauss, E & T Social Services Manager

Marilyn Dahl, Administrator, WorkSource

State of Washington
E & A Services, Department of General Administration
Don Sunderland, Project Manager

Schacht Aslani Architects
Cima Malek-Aslani
JC Letourneau

Olympic Associates Company
Structural Engineers
Marshall R. Pihl, PE, SE

HBB Engineers
Mechanical Engineers
Vern Enns, Principal

Travis Fitzmaurice & Associates
Electrical Engineer
Kevin Wartelle, Project Engineer

Palladino Green Building Strategies
Mark Frankel, Senior Consultant

                                      Table of Contents

1. Proposed Project
   1.1 Background
   1.2 Process
   1.3 Functional Program
   1.4 Technical Program
   1.5 Site Issues
   1.6        Project Budget
   1.7 Direct Construction Cost Model
   1.8        Site and Program Diagrams

2. Documents
   2.1 Site Plan
   2.2 Program Diagram
   2.3         Space Allocation Table
   2.4 Construction Cost Models
   2.5 Project Budget – C 100
   2.6         Structural Engineer’s Report
   2.7 Mechanical Engineer’s Report
   2.8 Electrical Engineer’s Report
   2.9         Sustainable Design Report
   2.10 Program Questionnaires

                                                                         1.   Proposed Project
1.1   Background

      In October 2004, Schacht Aslani Architects was asked to help the State Board for
      Community and Technical colleges with a feasibility study for a one-stop office that
      would collocate the Employment Security Department (ESD) and the Department of
      Social and Health Services (DSHS) with similar North Seattle Community College
      (NSCC) student services on the NSCC campus. The focus of the DSHS ESD Collocation
      Study is to examine the feasibility of collocation relative to the broad functional
      relationships between DSHS, ESD and NSCC student services. It also studies the
      potential size of the facility and site issues for the facility on the NSCC campus. A
      construction cost model for the new facility and a project budget were also studied.

      Prior to the design professionals’ involvement a strategic evaluation of the types of
      services to be collocated was undertaken. While three collocation models were evaluated,
      the proposed model that was selected for further study by the design team involves
      collocation of services that are employment focused. The services to be collocated are
      provided by DSHS, ESD and NSCC. Based on the College’s current Master Plan and
      adjacency to related NSCC student services, a site in the center of the North Seattle
      campus was proposed for the new facility. The design team tested the program on this

1.2   Process

      In October of 2004, representatives of the Department of Social and Health Services
      (DSHS) , the Employment Security Department (ESD) and NSCC Student Services were
      contacted to participate in and contribute to the DSHS ESD Collocation Study. The
      Facilities Director for the College and Schacht Aslani Architects led the facilities
      feasibility planning effort. Representatives from DSHS and ESD worked with their user
      groups to fill out a programming questionnaire. The information from the questionnaires
      was further discussed in a program analysis workshop that was attended by the architects
      and Facilities Director. The program data was analyzed with respect to proposed space
      use, general adjacencies and available space on the site designated to receive the addition
      for the collocated facility. The NSCC Student Services staff helped evaluate what NSCC
      functions would be integrated into the collocated facility.

      Concurrent with the analysis of functional needs, a team of engineers reviewed the
      technical program requirements for the addition. The technical program consists of the
      requirements for the engineered (structural, mechanical, and electrical) building systems.
      The Technology Building would require certain upgrades to support the addition.

1.3   Functional Program
      The mission of DSHS and ESD is to return their clients to full employment. Each
      agency’s activities encompass client intake, assessment, job search assistance and case
      management. While DSHS job search and case management activities are mandatory for
      receiving Temporary Aid to Needy Families (TANF), ESD job search and case
      management activities are accessed by choice. The services both agencies provide are
      focused on the individual’s needs but also include access to group classes and self-service
      job search resources.

      Education at the community college may be part of the pathway to employment.
      Currently the College provides similar services for their students. There is some overlap
      with the populations that are served by ESD and DSHS; the College’s WorkFirst and
      Worker Retraining programs are community college programs that support DSHS and
      ESD clients. These NSCC functions, along with Career Services, would be moved out of
      their current location in the College Center and integrated into the new facility. A
      classroom for Adult Basic Education (ABE) and English as a Second Language (ESL),
      currently located in the College Center, would be integrated with the classrooms in the
      collocated facility. The ABE/ESL classes are often part of DSHS and ESD recommended
      educational programs.

      Testing is a function that would be utilized by the DSHS and ESD programs. Given its
      size it will remain in the College Center. It would need to be enlarged to serve the added
      client load of DSHS and ESD.

      Space Allocation

      Both agencies share similar basic space needs: offices, open workstations (cubicles),
      classrooms, conference rooms, and computer resource rooms. These space needs are
      essentially the same types of spaces that NSCC also provides for similar student service
      functions. Because clients often need childcare while participating in job search
      activities, a drop in childcare center will also be provided within the collocated facility.

      The total projected gross square footage for the collocated facility, which includes
      integration of some NSCC functions, is 35,000 gross square feet (GSF). A detailed Space
      Allocation Table can be found in Section 2, Documents.


      The DSHS ESD collocated facility, delineated in the Space Allocation Table and
      corresponding colored Plan Diagram in Section 2, Documents , shows basic program
      adjacencies. Integration was the primary filter used in sorting the space and program
      needs. This resulted in five color-coded program blocks: Integrated Lobby, Group/Shared
      Spaces, WorkSource, DSHS, and Youth Learning Center.

      The program blocks on the diagram represent the approximate square footage shown in
      the Space Allocation Table including the NSCC spaces that will integrated in the

      collocated facility. While the diagram shows distinct blocks for WorkSource and DSHS,
      in the design phase the offices, cubicles, and conference room spaces associated with
      these functions would not have a wall dividing them but would instead be integrated.

      The Integrated Lobby is the main entrance to the facility and will act as a triage for the
      various collocated entities. They share a common need for reception, and client intake
      and assessment. The collocated entities provide services related to case management, job
      search assistance, workshops, resume assistance and assistance with language
      interpretation. The services are focused on the individual’s needs but also include access
      to group classes and self-service job search resources.

      The Group/Shared program block includes classrooms for workshops and language
      interpretation, computer resource rooms for job search assistance, and computer
      instruction rooms. These activities are group related or are self service and need to be
      adjacent to the Integrated Lobby for public access. Also adjacent to the Integrated Lobby
      and included in the Group/Shared program block is a dedicated drop-in child care center.

      WorkSource and DSHS Work First program blocks include semi-private workstations
      and private offices for one to one consultations with clients. Clients are often escorted to
      these semi-private and private areas for case management and other individualized
      services. WorkSource encompasses the dedicated WorkSource entity as well as the
      Employment Security Department and all the various partner entities. NSCC’s Worker
      Retraining program is integrated with WorkSource. The NSCC WorkFirst program is
      integrated with DSHS programs.

      The King County Youth Learning Center is shown furthest to the north, with a dedicated
      lobby and reception area. It does not have general adjacencies to other collocated entities.
      The program requires dedicated and contained spaces for youth focused activities. The
      spaces include offices, classrooms and resource rooms. This program space is more a
      parallel entity than a truly collocated function.

1.4   Technical Program

      The proposed site for the new collocated facility is the open roof plaza that is above the
      Technology Building. The Technology Building is 30 years old and its mechanical and
      electrical systems are not adequate to serve the new construction. Therefore, the addition
      will have its own mechanical and electrical systems that will operate independently of the
      existing systems. Mechanical systems will include additional toilet rooms sized for the
      collocated facility that will be located inside the new structure.

      The Technology Building is built of reinforced concrete. An addition built with steel
      structural elements and lightweight exterior materials can be built over the existing
      structure. Modifications to the existing structure of the Technology Building will be
      required. The building’s lateral force (earthquake) resisting system will have to be
      upgraded to meet the requirements of contemporary building codes. These upgrades will
      impact the layout and interior construction of the existing structure. Ideally, such

      structural upgrades would be part of a comprehensive renovation of the existing building
      so that their design could be coordinated with the functional layout of the existing

      Sustainable Design Features

      Beginning in 2005, all state projects are required to follow guidelines for sustainable
      construction. The new structure for the collocated DSHS, ESD and NSCC functions will
      have sustainable energy saving features that will also contribute to a comfortable
      environment for the users. Such features include the use of day lighting via skylights to
      reduce lighting energy use and under-floor ventilation systems which put the source of
      cooling or heating closer to the occupants and reduce the energy required to heat and cool
      the space.

1.5   Site Issues
      As mentioned in the Technical Program, the proposed site is located above the
      Technology Building, on the open roof plaza on the 2nd Level of the NSCC Campus. Site
      issues considered for feasibility include: compliance with the 1995 Campus Master Plan,
      vehicular and pedestrian circulation and entry, accessibility, adjacencies to NSCC
      programs and sustainable design strategies. Site and Program Plan diagrams can be found
      in Section 2, Documents.

      NSCC is beginning the process of updating its 1995 Master Plan. That update will
      include a comprehensive transportation study and plan that takes into account the
      Northgate Comprehensive Plan. This will coordinate development of the campus with
      future development of the Northgate Overlay District (which includes the NSCC campus)
      into one of Seattle’s Urban Centers. Core to that plan is the Northgate Transit Center,
      including buses, future light rail and possibly even the monorail terminus. Layout of the
      new ESD/DSHS facility is consistent with new focus on the southeast corner of the
      campus becoming a main connection to this new comprehensive mass transit center.

      The proposed collocated employment focused ESD/DSHS facility would benefit from
      proximity to the new mass transit oriented campus access. This could include a new bus
      stop at the entry plaza as delineated on the Plan Diagram. The 1995 Master Plan
      identifies two ‘Future Development Zones’, as seen on the Site Plan Diagram, in L-
      shaped areas on the northeast and southeast edges of campus. The proposed surface
      parking areas and entry plaza seen on the Plan Diagram are within these identified zones.

      The proposed facility’s entry is intended to both take advantage of these future
      developments as well as to complement existing circulation patterns. This is reinforced
      by providing an entry plaza that incorporates accessible circulation that functions in a
      similar manner whether arriving by car or by mass transit. The proposed surface parking
      area and the adjacent N. 95th St. are on Campus Level 1, while the proposed site is on
      Campus Level 2. Therefore, exterior vertical circulation would need to be integrated into
      the entry plaza concept. This would include a combination of elevators, stairs and ramps.

      The proposed site above the Technology Building on Campus Level 2 has immediate
      adjacency to the College Center (CC) to the west. The recently renovated portions of that
      building compliment the new collocated building. The CC building contains NSCC
      functions, such as Student Services, Enrollment Services, Testing, and the Baxter Student
      Center, which are functionally related to the proposed collocated facility. Additionally,
      the site borders the central exterior courtyard, the heart of student gathering and
      community on campus. To the west of the site are several three-story buildings: The
      Instruction Building, the Library, and the classroom portion of the College Center
      Building. On the east are two large, more contemporary buildings housing Physical
      Education Building and HTLC programs.

      The site provides opportunities for exploring sustainable design concepts that access sun,
      daylight, and air. Sunlight access is nearly unlimited to the east and to the south, with
      limited direct sunlight from the west in the afternoons and evenings due to the immediate
      adjacency of the College Center. Sun shading devices allow natural light to penetrate
      interior spaces while blocking direct sunlight and saving energy. Due to the large plan
      footprint, daylighting strategies to bring natural light deep within the central spaces will
      utilize courtyards, light wells, or skylights. These features can help orientation and
      promote well-being and efficiency.

1.6   Project Budget

      Based on the C-100 construction cost model, a project budget has been prepared for the
      project. The Project Budget includes all of the indirect costs such as overhead, fees,
      contingencies, permit costs, furniture and equipment costs, escalation, and other costs
      associated with a completed project. The Project Budget is $17,884,000. A copy of the
      C-100 is included in Section 2 Documents.

1.7   Direct Construction Cost Model

      A construction cost model for the direct project cost was prepared based on the gross square footage
      of the proposed program. Construction costs for the collocated facility are estimated to be
      $10,101,353. The costs of construction were evaluated based on the following assumptions:

          •   The new addition built on the roof top plaza of the Technology Building would be
              constructed of lightweight steel and would be one story. The exterior cladding material would
              also be light weight. Concrete construction, like the existing campus architecture, would
              require more remedial work to be done to the existing structure because of its additional

          •   The new single story addition would be built following guidelines for sustainable
              construction. Energy efficient building systems that use day lighting to cut down on lighting
              costs and an under-floor distribution of heating ventilating and air conditioning systems
              would be provided.

          •   The new mechanical and electrical systems for the addition will be independent from the
              systems that serve the Technology Building. The systems serving the Technology Building do
              not have enough capacity to serve the addition.

          •   With a new addition on top, the existing Technology Building will need upgrades to its lateral
              force (earthquake) resisting system. These structural upgrades are intrusive into the existing
              fabric of the building and will impact existing mechanical, electrical and architectural work.
              A cost model based on the anticipated square footage of area impacted in the existing
              Technology Building has been developed in response to the need for remedial construction to
              accommodate the seismic upgrade. However, the cost model does not cover the cost of a
              comprehensive remodel for all of the first floor. A long range renovation plan of the
              Technology Building first floor has been prepared assuming no new construction above it. If
              the new ESD/DSHS facility is built, the Technology Building long range plan will have to be
              modified so it could be executed efficiently in concert with the new building.

          •   Parking must be available for the collocated facility, as most clients arrive by vehicle. An
              allowance for 225 surface parking spaces has been provided in the cost model. Currently,
              ESD averages about 190 visitors a day. DSHS averages about 100 visitors a day. It is
              assumed that there will be some overlap in this daily visitor count.

          •   The proposed location for the surface parking lot is south of the Technology Building and is
              at the level of the existing first floor. An entrance elevator lobby will be required to allow for
              disabled access to the second floor where the collocated facility will be located. The cost
              model includes the cost of this entrance elevator tower and lobby.

      The construction cost model in more detail can be found in section 2 Documents that follows. The cost
      model is broken down into three parts to reflect the three main components of the project.

       Addition and Site Improvements                       $8,052,898
       Lower Level Seismic Upgrade                          $1,793,948
       Lower Level Lobby & Elevator                           $254,507

1.8   Site and Program Diagrams

      In section 2 Documents contains two diagrams, a Site Plan Diagram and a Program Plan
      Diagram. The Site Plan Diagram shows the proposed collocated site in the context of
      NSCC’s Master Plan, while the Program Plan Diagram shows the general entry,
      programmatic and adjacency relationships within the proposed facility. The proposed
      program is summarized in the Space Allocation Table, also contained in section 2
      Documents results in 35,000 gross square feet. The proposed site footprint, which is
      superimposed over the structure of the Technology Building, equals 36,000 gross square
      feet. For the sake of the graphic clarity, program blocks are shown that fill the entire
      36,000 square foot footprint.

                                   2.    Documents

2.1 Site Plan
2.2 Program Plan Diagram
2.3 Space Allocation Table
2.4 Construction Cost Models
2.5 Project Budget
2.6 Structural Engineer’s Report
2.7 Mechanical Engineer’s Report
2.8 Electrical Engineer’s Report
2.9 Sustainable Systems Consultant’s Report
2.10 Programming Questionnaires

North Seattle Community College - ESD|DSHS Collocation Study                                                                                                                                                10 November 2004

  Space Allocation Table
       Note: The five broad catogories of space listed below correspond with the five colored blocks on the Program Plan Diagram

                                                                                          Proposed   Subtotal                                                                      Proposed   Subtotal
  ESD|DSHS SERVICES                                                            Quantity   ASF (EA)     ASF       NSCC SERVICES                                          Quantity   ASF (EA)     ASF      Total ASF Total GSF

  A. INTEGRATED LOBBY                                                             2                  1,500                                                                 1                   200        1,700     2295

      A1.0   Triage                                                               2                  1,500                                                                 1                   200        1,700     2295
             A1.1 ESD WorkSource                                                  1        1,000     1,000 A1.3          Lobby                                             1         200       200
             A1.2 DSHS WorkFirst Reception Desk & Interview Rooms                 1         500       500                                                                                       0

  B. WORKSOURCE                                                                  75                  7,440                                                                 7                   688        8,128    10972.8

      B1.0   WorkSource (dedicated)                                              18                  3,192                                                                                                3,192     4,309
             B1.1 Reception Area / Lobby (See 1.0 Triage)                        1            0        0
             B1.2 Staff Cubicles - Community College Staff                       3           64       192
             B1.3 Testing                                                        1          120       120
             B1.4 File Cabinet / Records Retention Areas                         4           90       360
             B1.5 Conference Rooms - Large                                       2          500      1,000
             B1.6 Conference Rooms - Small                                       2          170       340
             B1.7 Staff Break Room                                               1          400       400
             B1.8 Mail Areas                                                     1          100       100
             B1.9 Electrical/Technology/Telephone Equipment Rooms                1          300       300
             B1.10 Janitors Closet                                               1          120       120
             B1.11 Supply Room                                                   1          260       260

      B2.0   Employment Security Department                                      29                  2,268 B2.0 Worker Retraining                                          7                   688        2,956     3,991
             B2.1 Manager Office - Center Administrator                          1          192       192       B2.6 Director's Office                                     1         120       120
             B2.2 Center Deputy Administrator                                    1          144       144       B2.7 Program Coordinator's Office                          1         120       120
             B2.3 Superviser Cubicles (Includes UI QC Specialist)                3          100       300       B2.8 Employment Security Rep                               1         120       120
             B2.4 Administrative Support Cubicles                                3           96       288       B2.9 Reception Lobby                                       1         100       100
             B2.5 Staff Cubicles for Department Programs                         21          64      1,344      B2.10 Reception Desk                                       1         100       100
                                                                                                                B2.11 Staff Cubicles (4 staff alternating = .25 FTE)       1          64        64
                                                                                                                B2.12 SCC Staff Cubicles (1 staff part-time = .5 FTE)      1          64        64

      B3.0   King County Dislocated Worker Program                                5                   356                                                                                                  356       481
             B3.1 Superviser Cubicles                                             1         100       100
             B3.2 Administrative Support Cubicles                                 1         64        64
             B3.3 Staff Cubicles                                                  3          64       192

      B4.0   Pacific Associates                                                   5                   436                                                                                                  436       589
             B4.1 Manager Office - WorkSource System Integration Manager          1         144       144
             B4.2 Job Seeker Services Coordinator                                 1         100       100
             B4.3 Staff Cubicles                                                  3          64       192

      B5.0   DVR                                                                  4                   256                                                                                                  256       346
             B5.1 Staff Offices                                                   4         64        256

      B6.0   CARES of Washington                                                  2                   128                                                                                                  128       173
             B6.1 Staff Cubicles                                                  2         64        128

      B7.0   TRAC Associates                                                      2                   128                                                                                                  128       173
             B7.1 Staff Cubicles                                                  2         64        128

                                                                                                                1 of 3
North Seattle Community College - ESD|DSHS Collocation Study                                                                                                               10 November 2004

      B8.0   Neighborhood House                                                    1             64                                                                        64      86
             B8.1 Staff Cubicles                                                   1     64      64

      B9.0   Work Experience                                                       3            192                                                                       192      259
             B9.1 Staff Cubicles                                                   3     64     192

      B10.0 YWCA / AARP                                                            4            292                                                                       292      394
            B10.1 Superviser Cubicle - Lead Worker                                 1    100     100
            B10.2 Staff Cubicles                                                   3     64     192

      B11.0 Shoreline Community College - Youth                                    2            128                                                                       128      173
            B11.1 Staff Cubicles (Learning Center Instructors)                     2     64     128

  C. DEPARTMENT OF SOCIAL AND HEALTH SERVICES (DSHS)                               19           1,848                                                3            360     2,208   2,981

      C1.0   DSHS WorkFirst Programs                                               18           1,648 C1.0 NSCC WorkFirst Programs                   3            360     2,008   2,711
             C1.0 Reception Desk & Interview Windows (see 1.0 Triage)              1     0        0        C1.7 Work First Coordinator's Office      1    120     120
             C1.1 Supervisor Office                                                1    120      120       C1.8 Family Support Specialist's Office   1    120     120
             C1.2 Contracted Familiy Violence Counselor Office                     1    100      100       C1.9 Assistant's Office                   1    120     120
             C1.3 Contracted Public Health Nurse Exam Room                         1    100      100
             C1.4 6.3.1 Adjoining Restroom for Testing                             1     60       60
             C1.5 Staff Cubicles / Workstations                                    12    64      768
             C1.6 Conference Room (staff meetings & training)                      1    500      500

  D. GROUP / SHARED SPACES                                                         12           7,390                                                13           1,950   9,340   12,609

      D1.0   Interview Rooms                                                       3    100     300                                                                       300      405

      D2.0   Classrooms                                                            5            4,450 D2.0 Classrooms                                1            1,310   5,760   7,776
             D2.1 Classrooms (Instruction/Workshop) - Small                        3     600    1,800      D2.4 ABE/ESL Classroom                    1    1,310   1,310
             D2.2 Classroom (Instruction/Workshop) - Large                         1    1,850   1,850
             D2.3 Classroom - Computer Instruction                                 1     800     800

      D3.0   Resource Rooms                                                        3            1,640 D3.0 Career Services                           12           640     2,280   3,078
             D3.1 Computer Resource Room                                           1    1,440   1,440      D3.4 Computer Lab Stations                8     30     240
             D3.2 First Aid/Wellness Room (Worksource & Youth Learning Center)     1     100     100       D3.5 Career Specialist Office             1    120     120
             D3.3 Business Resource Room                                           1     100     100       D3.6 Internship Coordinator Office        1    120     120
                                                                                                           D3.7 Lab Workstations                      2    80     160

      D4.0   Child Care (Drop-In)                                                  1    1,000   1,000                                                                     1,000   1,350

  E. KING COUNTY YOUTH LEARNING CENTER                                             26           4,570                                                0             0      4,570   6,170

      E1.0   Lobby - (dedicated)                                                   2            320                                                                       320      432
             E1.1 Lobby                                                            1    200     200
             E1.2 Reception Area                                                   1    120     120

      E2.0   Offices                                                               10           892                                                                       892     1,204
             E2.1 Manager Office - King County                                     1    144     144
             E2.2 Superviser Cubicle                                               1    100     100
             E2.3 Administrative Support Cubicle - Shoreline CC (also reception)   1    120     120
             E2.4 Staff Cubicles                                                   4     64     256
             E2.5 Staff Cubicles - Shoreline CC                                    2     64     128
             E2.6 Staff Break Room                                                 1    144     144

                                                                                                        2 of 3
North Seattle Community College - ESD|DSHS Collocation Study                                                                                           10 November 2004

      E3.0   Classrooms / Resource Rooms                                        9         2,888                                                       2,888    3,899
             E3.1 Classroom (Instruction/Workshop)                              1   936    936
             E3.2 Classroom (Computer Instruction)                              1   400    400
             E3.3 Classroom (Computer Instruction)                              1   500    500
             E3.4 Computer Resource Room                                        1   432    432
             E3.5 Testing Room                                                  1   120    120
             E3.6 Conference Rooms                                              2   170    340
             E3.7 Study Rooms                                                   2    80    160

      E4.0   Support Spaces                                                     5          470                                                         470      635
             E4.1 File / Records Retention Area                                 3   90     270
             E4.2 Mail Areas                                                    1    80     80
             E4.3 Supply Room                                                   1   120    120

                                          ESD|DSHS Net Assignable Square Feet             22,748            NSCC Net Assignable Square Feet   3,198   25,946   35,027
                                              ESD|DSHS Gross Square Footage               30,710               NSCC Gross Square Footage      4,317

                                                                                                   3 of 3

                             WorkSource North Seattle
                12550 and 12700 Aurora Avenue N, Seattle, WA 98133

WorkSource North Seattle (WSNS) is a certified, full service one stop employment and
training center. WorkSource North Seattle is comprised of two buildings which house
the primary one stop activities, the Employment Security Department WorkFirst program
for north King County and the workforce investment act youth Learning Center.

Services to Business

Business Services provided through WS North Seattle for all three major programs

      Recruitment of qualified applicants
      Hiring events
             Job fairs
             Employer of the day
      Taking job orders
      Referrals to job orders
      Access to business and labor market information
      Training resources available for qualifying economically disadvantaged workers
      Support services during lay offs
      Customized hiring and training plans
      Other services available based on need, such as customized applicant search,
      Linkages to Graduates of Training
      Marketing WorkSource and Outreach to Businesses

Services to Job Seekers

Services provided to job seekers at WorkSource North Seattle including priority services
to individuals with disabilities, Veterans, dislocated workers, youth, individuals with
limited English speaking ability and under-employed or unemployed individuals:
        Job listings from local employers,
        Job referral and placement,
        Job Fairs,
        Labor market information,
        Employment counseling, testing, employability planning,
        Job search workshops,
        Apprenticeship information,
        Job finding clubs,
        Work Opportunity and Welfare-to-Work Tax Credit (WOTC/WtW) certifications,
        Washington State Bonding information, and
        Career counseling complimentary local and long distance telephone, fax, and
        TTY calls for job search, contacting community resources, and filing

      unemployment insurance claims, complimentary copiers for job search activity
      and community resource information.

WorkSource North Seattle provides the following Intensive services to eligible
      Assessment of skills/needs
      Career counseling
      Case management and an individualized employment/training plan
      Basic skills resources for ESL, GED, etc.
      Job readiness training
      Individualized job placement assistance
      Support resources and services during training, job search and /or employment
      follow-up after employment to support career and wage progression

If Intensive services are not enough to meet an individual’s needs, WorkSource North
Seattle provides training assistance in addition to your Intensive Services such as:
        Scholarships to pay for training in eligible programs at approved schools
        Pre-employment training with employers who need additional trained employees
        Assistance in developing training plans and provision of Individual Training
        Accounts (ITAs)

WorkSource North Seattle also has two computer resource rooms in the primary center
and one each in the Learning Center and the WorkFirst program area equipped with a
variety of software application which can be used by job seekers to:
       o       Create and update resumes and cover letters
       o       Use the internet to research employers, industries, and labor market
       o       Use career software to assess skills and interests
       o       Post resumes on-line
       o       Access tutorials for self-paced learning
       o       Access typing tutorials
       o       Access QWIZ : QWIZ is a software program that tests computer ability on
           Microsoft Office Suite (95, 97 & 2000). It tests for basic, intermediate and
           advanced level ability in Word, Excel, Access, etc.

Each of the resource rooms also house job search resource material including books
and videos on cover letters and resume development, surviving the interviewing
process, local employment guides, job hunting tips and strategies, etc. WorkSource
North Seattle also has area newspapers & periodicals, catalogs from area community,
vocational and technical colleges.

Other services provided by WorkSource North Seattle include a variety of career
planning and job search workshops, including basic personal computer skills training;
access for Unemployment Insurance and assistance to support learning career tools
such as Choices CT, ORCA, WOIS, O*NET and Workforce Explorer

The following provide a sampling of some of the occupational areas that WSNS serves:

      * General Business and Manufacturing           * High Tech Computers
      * Aeronautical industry                        * Education
      * Maritime/ Fishing/Fish Processing            *Transportation
      * Medical                                      * Construction

Operating Costs
 Rent:       12550 Aurora Avenue N:                             $ 398,605
                 15,029 square feet
              12700 Aurora Avenue N:
                  Suite A (Workshop Facility) estimate            $48,000
                  (King Cty holds lease) @ 2600 sq. ft.
                  Suite B & C (Learning Center) estimate          $48,000
                           (King Cty holds lease) @ 2600 sq.ft.
                     Suite D WorkFirst 1961 sq. ft.                $37,829

  Total Rent estimate which includes 158 parking stalls
      Associated with main center and 7 parking stalls
      associated with Learning Center estimate                   $ 532,434

 Janitorial (including utilities and premises repairs)
                 12550 Aurora Avenue N and
                        Suite A 12700 (Workshop Facility)          $ 41,500

                      12700 Aurora Avenue N Suite D WorkFirst         $ 3,600

                      12700 Aurora Avenue N Suite B &C
                            (Learning Center)                         $ 4,000

 Total Janitorial/Utilities etc. current estimate                 $ 49,100

Copier Rent estimate                                               $ 15,656

Telephones & Data Lines estimate                                  $ 25,752

IT Support estimate                                               $ 43,889

DP repairs estimate                                               $     2,118

Non-DP Repairs                                                    $ 14,918

Supplies                                                          $ 34,135

Other Costs such as postage, interpreter services,

   Contract purchases, and capital purchases                        $ 17,300

Total Estimated Cost to Run WS excluding
   PS/PB and employee development                                  $ 735,302

Costs are shared by all partner organizations through a Resource Sharing Agreement
which includes the rent, utilities, janitorial, supplies, reception and resource room
support, telephones and copier rent charged on a pro-rata basis by FTE. Each partner
is also charged $100 each month per FTE for “system enhancements” which primarily
covers costs related to IT support.
Any change in staffing affects the costs for every partner.
        8 am - 5 pm Monday, Wednesday & Friday
        8 am - 7 pm Tuesday & Thursday

Customer Demographics
WorkSource North Seattle serves an estimated 39,000 clients each year and provides
approximately 79,000 units of service. The following is a breakdown of the customers in
major program areas:
      UI Customers – 10,000
      Dislocated Workers – 600
      Adult WIA eligible – 400
      NAFTA-TAA clients Served – 117
      Youth – 700
      WF clients served – 400
                             DVR clients served - 400

The primary language of the WSNS customers is predominantly English (97.6%). Other
languages of WSNS customers are Spanish, Chinese, Vietnamese, Laotian, Russian,
Polish, Korean, Somali and Amharic.

The following is the educational breakdown of WSNS customers as of December 2003
(based on unemployment insurance records):
       0-6 years of education              68 customers  or    1%
       7-11 years                         472                  4%
       12 years                         2,732                 21%
       13-15 years                      4,210                 32%
       16 years                           500                  4%
       more than 16 years               5,061                 39%

Other information
For the last two years, all staff at WorkSource North Seattle have worked together to
develop teams, reaffirm the mission and vision for the center, revise customer flow and
adopt standards around customer service and service delivery models. The staff from
both local community colleges (Shoreline and North Seattle) have participated in these
efforts and are highly valued members of the center staff. The community college staff
have been integrated into the customer service flow and design. Changes in staffing
would impact the work in this area as well as the financial costs to each partner

        APPENDIX K

                                     King North CSO
                           907 NW Ballard Way, Seattle, WA 98107

The King North CSO is a full-service Community Services Office located in Ballard serving
clients who live between the Lake Washington Ship Canal and the King County/Snohomish line
and from Puget Sound to Lake Washington.

Mission Statement

The goal of the King North CSO is to exceed our customer’s expectations every time.

Client Services

The King North CSO administers the following programs:

   •   TANF
   •   Diversion Assistance
   •   General Assistance
   •   ADATSA
   •   Food Assistance
   •   Medical Assistance
   •   Child-Care

To administer these programs the CSO is divided into the following work sections:

   •   Interview Unit - Processes initial applications and re-eligibility determinations for
       General Assistance and Food Benefits plus associated medical.

   •   TANF Unit – Processes initial applications for assistance, re-eligibility and on-going case
       maintenance. Case manages WorkFirst clients including removing barriers to

   •   Social Services Unit – Serves single adults and families with children. Provides case
       management of General Assistance cases, resolves medical psychological and/or drug
       and alcohol related issues when possible. Provides case management and supportive
       services to assist families with children pursuing self-reliance.

   •   CSO Call Center – Processes caseload maintenance for non-TANF clients receiving
       General Assistance, ADATSA, and Food Assistance together with associated medical,
       reschedules applications and reviews and provides telephone access to services for all
       King North clients.

Hours Of Operation

The King North CSO operates with extended hours and is open to the public from 7:00 am to
5:30 pm, Monday through Friday.

Client Access To Services and Programs

To facilitate client access to CSO services and services, the King North CSO offers:

    •   “Same day” application and review appointments
    •   Scheduled appointments
    •   Telephone access via the call centers from 7:30 am to 5:00 pm for the CSO Call Center
        and 8:00 am to 5:00 pm for medical and childcare, including the noon hour.

Customer Demographics

The King North CSO serves approximately 7,212 clients in the following major program areas:

        TANF                 1,100
        General Assistance   1,281
        Food Assistance      4,833
        ADATSA                 128

In addition, the King North section of the Region 4 Call Center (medical only and child-care)
provides application processing services, on-going case maintenance, and staffs call center
telephones for:

                      17% of all Region 4 (King County) medical-only cases
                      16% of all Region 4 (King County) child-care cases

The average monthly workload consists of approximately 3,100 client transactions and 3,750
client and child care provider telephone calls.


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