Secretary of Labor’s Final Quarterly Progress Report on the Transition of Workforce Programs (October 2024)
Summary
Secretary of Labor's Final Quarterly Progress Report on the Transition of Workforce Programs to the Governor of Virginia and the General Assembly, as of October 29, 2024. The background states that Chapter 624 of the Virginia Acts of Assembly, 2023 Session, mandates a quarterly report on the outcomes of the transition and expected costs, and that this report covers activities since the last report (submitted March 2024) up to July 1, 2024. It states that SB436 passed the General Assembly unanimously and was signed into law by Governor Youngkin on 04/10/2024, with updates to the Code of Virginia effective 07/01/2024. Its contents list sections on the stand up of Virginia Works, the 2024 Workforce Summit and the cost of the transition.
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“Secretary of Labor’s Final Quarterly Progress Report on the Transition of Workforce Programs (October 2024).”
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Secretary of Labor’s Final
Quarterly Progress Report on the
Transition of Workforce Programs
to the Governor of Virginia and
the General Assembly
AS OF OCTOBER 29, 2024
CONTENTS
BACKGROUND .............................................................................................................. 2
2024 LEGISLATION ..................................................................................................................................................................... 2
THE STAND UP OF VIRGINIA WORKS ........................................................................... 3
PHASE 1: AGENCY PLANNING | HIGH LEVEL ACTIVITIES ................................................................................ 4
PHASE 2 AND 3: AGENCY STAND UP AND DISCOVERY | HIGH LEVEL ACTIVITIES ....................... 5
THE FUNCTIONAL TRANSITION OF EMPLOYEES TO VIRGINIA WORKS ......................................... 5
COMMUNICATIONS & CHANGE MANAGEMENT FOR THE FUNCTIONAL TRANSITION ............... 6
ORGANIZATIONAL DESIGN ................................................................................................................. 6
PHASE 4: DRIVING SUCCESS | HIGH LEVEL ACTIVITIES ................................................................................... 8
VIRGINIA WORKS PROCESS IMPROVEMENT SPRINTS ..................................................................... 8
VIRGINIA WORKS HEADQUARTERS ................................................................................................. 16
BEYOND THE AGENCY: COMMONWEALTH-WIDE COORDINATION OF WORKFORCE
PROGRAMS ................................................................................................................ 17
THE METRICS JOURNEY ....................................................................................................................................................... 17
WORKFORCE ECOSYSTEM CATALOG OF PROGRAMS ..................................................................................... 21
COMMONWEALTH-WIDE WORKFORCE TOWN HALLS AND ADDITIONAL ENGAGEMENT .... 22
VIRGINIA WORKS TOGETHER: 2024 WORKFORCE SUMMIT ....................................................................... 23
COST OF THE TRANSITION ......................................................................................... 25
FUNDING SOURCES ..................................................................................................................................................................... 25
ACTUAL COSTS TO DATE & EXPECTED FY2025 COSTS ................................................................................................ 25
APPENDIX .................................................................................................................. 27
APPENDIX A: AGENCY WORKSTREAM TRANSITION UPDATES ................................................................................. 27
APPENDIX B: VIRGINIA WORKS MISSION, VISION AND VALUES ............................................................................. 28
APPENDIX C: VIRGINIA WORKS FUNCTIONAL TRANSITION ...................................................................................... 30
APPENDIX D: GO LIVE ................................................................................................................................................................. 31
APPENDIX E: COMMUNICATIONS AND CHANGE MANAGEMENT .......................................................................... 33
APPENDIX F: VIRGINIA WORKS ORGANIZATIONAL CHART ....................................................................................... 36
APPENDIX G: MEETING MINUTES .......................................................................................................................................... 37
APPENDIX H: WORKFORCE ECOSYSTEM PROGRAM CATALOG................................................................................ 37
1
BACKGROUND
The Virginia Acts of Assembly – 2023 Session Chapter 624 mandates a quarterly report on the
outcomes of the transition and expected costs. This report covers activities and updates since
the last report (submitted March 2024) up to July 1, 2024.
That the Secretary of Labor (the Secretary) shall convene a stakeholder work group
consisting of two members of the House of Delegates appointed by the Speaker of the
House of Delegates, two members of the Senate of Virginia appointed by the Senate
Committee on Rules, representatives from the agencies affected by the transfer of
programs pursuant to this act, local workforce boards, the business community, and labor
organizations, and any other representatives deemed appropriate by the Secretary, for the
purpose of advising the Secretary during the program transition period from July 1, 2023,
through September 30, 2024. The Secretary shall provide a progress report on the
outcomes of the work group, the progress of the transition, the current and
expected costs of transition, and the expected ongoing operational costs of the
Department quarterly to the Governor and the General Assembly.
2024 LEGISLATION
In the 2024 session, SB436 (Suetterlein) was introduced to make administrative
changes to the section of the Code of Virginia for Virginia Works (Department of
Workforce Development and Advancement). SB436 passed the General Assembly
unanimously and was signed into law by Governor Youngkin on 04/10/2024. The
updates to the Code of Virginia went into effect on 07/01/2024 and include:
Virginia Works is responsible for providing the official list of high-
demand occupations to eligible educational institutions providing
consistency across the programs.
The membership of the Apprenticeship Council was updated to include the
Director of the Department of Professional and Occupational Regulations,
the Commissioner of Labor and Industry, the Superintendent of Public
Instruction (or their designated representatives), and two representatives of
workforce training programs - one of whom shall represent an employee
organization.
o The Apprenticeship Council now meets on a quarterly basis.
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The Director of the Department of Workforce Development and
Advancement is now the Commissioner of the Department Workforce
Development and Advancement.
Other technical changes:
o Virginia Works, rather than the Virginia Community College
System, is responsible for consulting with the Governor to
develop a formula that provides 30% of WIOA Adult and
Dislocated Worker funds reserved by the Governor for
postsecondary workforce training.
o Specific workforce development programs, workforce education
and training programs, and workforce services programs now
share data in the workforce data trust.
THE STAND UP OF VIRGINIA WORKS
The establishment of Virginia Works, including the transition of people, programs, services, and
systems has taken place over four distinct phases and runs through FY 2025. They include
Agency Planning, Stand Up and Discovery, and Driving Success. Phases 1 – 3 are complete and
Phase 4 is underway.
Figure 1 Phased Stand Up Activities
3
A detailed implementation plan was developed with leadership and key stakeholders, and is
refined regularly as needed, and tracked in a project management tool. Now that the programs
have functionally transitioned, the Commissioner and agency leadership team have begun to
focus on driving agency success, including service area process improvement. The sections
below provide a high-level overview of each completed phase of the Stand Up, with deeper
detail provided on the current work occurring in Phase 4.
PHASE 1: AGENCY PLANNING | HIGH LEVEL ACTIVITIES
In Phase 1 of the Agency Stand Up, with the help of a Deloitte Consulting support team, the
transition team conducted a baseline data call to collect data, documentation, processes, and
financials around each service area transitioning to Virginia Works, resulted in the
documentation of processes, policies, reports and operations across all programs transitioning
to Virginia Works. The team also drafted, finalized and executed on a Memorandum of
Understanding that established an agreement between the Virginia Employment Commission
(VEC), Department of Labor and Industry (DOLI), Virginia Community College System (VCCS) and
Virginia Works that from June 30, 2023 through July 1, 2024, VEC, DOLI and VCCS would
continue to provide all necessary financial, compliance, HR, facilities and IT support for Virginia
Works employees post their functional transition to the new agency.
The Agency Planning phase also included the development of a robust change management
plan to support the functional transition of employees from VEC, DOLI and VCCS to Virginia
Works. Further information on this plan and the execution which occurred in Phase 2 of the
Agency Stand Up, are provided in Appendix E.
Finally, several transition workstreams were stood up in this planning phase to drive transition
related activities across the following areas:
Figure 2 Workstreams and Sub Workstreams
4
The workstreams consist of Commonwealth of Virginia subject matter experts from the various
agencies that advised on the stand up of the agency and helped refine the Standard Operating
Procedures (SOPs) for each program, and each has subgroups that vary according to the current
agency transition needs. The establishment of these groups was integral to facilitating a smooth
transition of people and programs and continues to be critical as we are now navigating the
fiscal and physical transition. During each Progress Report, we provide an updated table of high-
level activities that this group has accomplished during the quarter being reported on. Please
refer to Appendix A for the latest activities. The team has continued to track the activities,
milestones, and phases of each workstream across the entirety of the agency stand up. Inputs
are updated, tracked daily and used to inform bi-weekly transition update meetings with the
Secretary of Labor, Commissioner Overley, and other leadership and is visible across
workstreams. The bi-weekly transition update meetings provide the opportunity for workstream
leads to report on progress and raise any decision points for the Commissioner and the
Secretary of Labor.
PHASE 2 AND 3: AGENCY STAND UP AND DISCOVERY | HIGH LEVEL ACTIVITIES
During Phase 2 and 3 of the Agency Stand Up, Virginia Works leadership largely focused on
ensuring that employees transitioning to Virginia Works were provided with meaningful
information, support, and change management activities to facilitate a smooth transition that
did not interrupt service delivery.
THE FUNCTIONAL TRANSITION OF EMPLOYEES TO VIRGINIA WORKS
The programs were transitioned in a phased approach. In the weeks and months leading up to –
and during – each transition, individual programs were engaged directly with an array of change
management activities to welcome them into the new agency. The functional transition was so
successful that both Registered Apprenticeship and VCCS WIOA Title I’s transition dates were
moved up; all 14 programs functionally transitioned to Virginia Works by January 16, 2024, two
months ahead of schedule.
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Figure 3 Program Transition Timeline
COMMUNICATIONS & CHANGE MANAGEMENT FOR THE FUNCTIONAL TRANSITION
A robust, formal communications and change management plan was developed and executed
upon to connect all transitioning staff ahead of their transition to Virginia Works. These
engagement activities provided team members moving to the new agency with valuable
opportunities to connect with leadership, ease any concerns, and maintain continuity of
operations. Among the regular communications, additional tools were deployed such as
monthly Virginia Works Town Halls, the monthly Virginia Works & Advance Newsletter, office
hours, managers syncs, surveys and culture/branding focus groups. The change management
activities conducted to support a smooth functional transition were very successful as
demonstrated by employee feedback collected through a post- functional transition survey. For
more information on the agency’s mission, vision, the functional transition and takeaways from
the employee survey, reference Appendix B, Appendix C and Appendix E.
ORGANIZATIONAL DESIGN
The agency’s organizational structure was solidified in October 2023 after working iteratively
using data acquired during the baseline data call and the socialization process occurred as each
group transitioned to the new agency. The Human Resources (HR) Workstream collected and
analyzed current state organization documentation of transitioning programs from the Virginia
Employment Commission (VEC), the Virginia Community College System (VCCS), and the
Department of Labor and Industry (DOLI). They synthesized transitioning personnel data into a
comprehensive view of current programs, teams, and positions. From these inputs, a preliminary
Operating Model and Design Principles were development to guide future state decision
making. The updated organizational chart can be found in Appendix F.
6
Programs that are now delivered within Virginia Works can be found in the below graphic.
Figure 4 Programs Transferred from VEC, DOLI and VCCS Now Operational Within Virginia Works
Virginia Works also includes four distinct new functions around work-based learning, external
business engagement, metrics, and grants development.
Figure 5 Four New Functions Within Virginia Works
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PHASE 4: DRIVING SUCCESS | HIGH LEVEL ACTIVITIES
Virginia Works is now in Phase 4 of the Agency Stand Up, focused on driving success through
the evaluation and improvement of programs within the agency and the physical transition of
employees to Virginia Works. The physical transition, also known as Virginia Works Go-Live, was
completed on July 1st. To learn more about Go-Live, see Appendix D.
VIRGINIA WORKS PROCESS IMPROVEMENT SPRINTS
An integral part of Phase 4 of the Agency’s establishment is that of supporting and driving the
measurement of improvements across all service areas within the agency. To drive improved
program outcomes and begin to stand up new functions within the agency, a robust process
improvement sprint kicked-off in March 2024. The Virginia Works Process Improvement Sprint is
an opportunity for employees to get involved and engaged in the co-creation of initiatives to
improve the way that service areas operate across three main focus areas: Functional
Operations, Integration and Collaboration and Engagement with External Partners and
Customers – with an overall goal of improving service delivery for customers.
Figure 6 Process Improvement Mission Statement
This is an opportune time to reflect on each service area’s current mission, processes, and
partnerships to continue creating success stories across the Commonwealth. Service areas will
be engaged in sprint cycles - bringing together working groups to brainstorm initiatives and
drive change. Each sprint consists of three phases with clear activities to assist the working
groups in their development, prioritization, selection, and implementation of initiatives. Each
sprint lasts approximately nine weeks, followed by ongoing implementation.
8
Figure 7 Overview of Sprint Activities Across Three Phases
There are five sprint cycles in total, four of which include focus on distinct Service Areas. The fifth
sprint cycle is a cross-agency sprint focused on agency-wide initiatives to improve the overall
agency operations and service delivery.
The following diagram illustrates the schedule and participating Service Areas for each sprint.
Figure 8 Sprint Execution Timeline
The selected initiatives from Sprints 1-3 are well into the implementation phase of their
respective sprints. Each service area in sprints 1-3 have developed a set of initiatives that
will help move towards the goals listed below. The Working Group Leads participate in
recurring bi-weekly check-ins with Virginia Works leadership to report out on progress,
discuss any roadblocks, and gain leadership input as each initiative progresses. As part
of the sustainment efforts for each sprint group, the Working Group leads continue to
identify new ways to capture informative data and ways to collaborate with one another
to build on the successes of all the initiatives in progress.
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Sprint 1: RESEA, Rapid Response, Monitors
MONITORS
To ensure local, state and federal compliance is met and provide technical assistance to promote
equal opportunity and continuous improvement across Virginia’s workforce programs.
GOAL 1 GOAL 2 GOAL 3
Increase internal coordination Share best practices and Better understand the experience of
across EO Monitors and Non-EO increase education across all Monitor’s customers (local
Monitors to limit disruption to Monitoring groups to workforce center employees) and
customer service and promote standardize the delivery of identify customer facing
efficiency in the workforce services to workforce centers. opportunities to improve in
centers. monitoring engagement
activities.
RESEA
Providing comprehensive support, encouragement, and hope to job seekers by offering
resources, training, and career development opportunities to facilitate their timely return into
Virginia’s workforce thereby fostering personal success, economic growth, and empowerment.
GOAL 1 GOAL 2
Increase internal coordination and share best Further RESEA market presence and engagement with
practices across the RESEA team members to employers and job seekers to increase claimant job
standardize services and build united placement while reducing the time for placement.
relationships with customers.
RAPID RESPONSE
To help at-risk businesses and employees impacted by layoffs plan through proactive
engagement, education, and empowerment to get Virginians back to work quickly.
GOAL 1 GOAL 2
Invest in tools and conduct proactive outreach Establish stronger collaboration and teaming
within and outside of the agency to expand the environment within the Rapid Response team to
portfolio of relationships and engage foster a community backed by shared values,
employers earlier. transparency and development.
Sprint 2: Registered Apprenticeship, Economic Information & Analytics, Workforce
Services
REGISTERED APPRENTICESHIP
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Fostering skill advancement and workforce development through employer-driven Registered
Apprenticeship training programs, supporting the creation of sustainable talent pipelines to meet
Virginia’s evolving industry needs.
GOAL 1 GOAL 2
Develop guides and handbooks to educate RAC’s Establish communication channels and Service Area
on other Service Areas to Enhance educational cross collaboration to Strengthen communication
offerings and expand resource capabilities. strategies and organizational alignment.
ECONOMIC INFORMATION & ANALYTICS
To collect, produce, analyze and disseminate timely and accurate labor market information, empowering
customers across the Commonwealth to make informed economic and policy decisions.
GOAL 1 GOAL 2 GOAL 3
Improve Data Products by Enhance EIA value for Increase Collaborating and Cross-
implementing process efficiency customers by uniquely training to boost regional
and automation opportunities. marketing and branding specialization.
products tailed to specific
customer needs.
WORKFORCE SERVICES
Connecting job seekers with meaningful employment opportunities, fostering career development, and
supporting businesses in finding qualified candidates.
GOAL 1 GOAL 2 GOAL 3
Create Workforce Services SOP’s Document best practices and Provide consistent technology and
and implement a service continuous improvement efforts communication updates and align
tracking system to enhance to expand the framework of outreach to standardize
system development and staff quality standards and adopt communication strategies and
learning. best practices. develop a unified outreach plan
with stakeholders.
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Sprint 3: Foreign Labor Certification/Migrant Seasonal Farmworker Outreach, Jobs
for Veterans, Trade Adjustment Assistance
FOREIGN LABOR CERTIFICATION / MIGRANT AND
SEASONAL FARMWORKER OUTREACH
FLC: Promote job opportunities to U.S. job seekers to test the labor market, support employers
in securing a stable workforce, and ensure that the importation of foreign workers will not
adversely affect the wages and working conditions of United States workers similarly
employed.
MSFW: Offer the full range of employment services, benefits and protections, including
counseling, testing, and job and training referral services to migrant and seasonal farmworkers
(MSFWs) whose needs may not be served in the local office. Meet MSFWs where they live, work
and congregate to offer such services.
GOAL 1 GOAL 2 GOAL 3
Support staff needs through Identify new technology to Enhance partnerships with external
specialist-based management support FLC/MSFW operations to agency operations and assist
and new learning opportunities better track labor camp employers in the certification
to standardize workforce information, employer records, process to enhance interagency
training for a better prepared and have access to real time coordination, improve service
workforce. information. delivery, and optimize resources.
JOBS FOR VETERANS STATE GRANTS
To fulfill President Lincoln's promise 'To care for them who shall have borne the battle, and for
their widow, and their orphan' by advocating for and securing employment for eligible veterans,
military spouses, transitioning service members and other eligible persons.
GOAL 1 GOAL 2 GOAL 3
Enhance information-based Establish collaboration standards Streamline AJC staff operations
digital outreach and for partner engagement to easily through standardizing protocols and
advertisements for JVSG and effectively leverage partner enhanced training resources to
programs and veteran services to services to prepare and place better serve veterans and establish
increase awareness to veterans Veterans in suitable protocols around the referral
that have never heard of the employment. process.
program.
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TRADE ADJUSTMENT ASSISTANCE (planned program
sunsetting is occurring due to changes in funding at
the Federal level)
Trade Adjustment Assistance is dedicated to helping workers impacted by job loss due to
foreign trade return to suitable employment by providing case management, training, and
reemployment services.
GOAL 1 GOAL 2 GOAL 3
Standardize case management Amplify information accessibility Optimize the co-enrollment process
practices and enhance and visibility of TAA services on for an improved customer
coordination among teams to Virginia Works’ digital and public experience with faster enrollment,
increase efficiency in the platforms to increase delivery of reduction of paperwork, and ease
eligibility process. services and increase public of access to services.
awareness of the Trade
program.
As Initiatives are being marked complete, the Working Group Leads are exploring opportunities
to revisit new initiatives that were ideated on during the Initiative Discovery phase but were
ultimately not selected for immediate focus. The Virginia Works’ process improvement initiative
is an ongoing and iterative process that encourages Service Areas to explore continuous ways to
improve to meet evolving team needs. The table below details the specific initiatives that the
respective teams have marked complete to date.
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Figure 9 Completed Sprint Initiatives
Sprint 4: WOTC, Data Analytics & Research, WIOA Title I – Launched in August
The Service Areas participating in Sprint 4 are as follows:
Work Opportunity Tax Credit (WOTC)
WIOA Title I*
Data Analytics & Research**
The sprint teams recently started their Initiative Discovery phase in late August.
*Improvement of WIOA Title I’s processes has been moved to Sprint 5, Ongoing Agency Level
Transformation.
**Given the recent stand-up of Data Analytics & Research, this group will be focused on further
establishing administrative, operational, and service functions as they define their role within the
Virginia Works team.
Sprint 5: Ongoing Agency Level Transformation
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In addition to implementing program-specific process improvements (Sprints 1 – 4), the Virginia
Works agency leadership team is now beginning an effort to elevate those learnings across all
functional areas of the agency through a cross-agency process improvement effort (Sprint 5)
and defining a new service delivery model. A two-part Sprint 5 Workshop was held in Richmond
in August and September, bringing together agency leadership and program leadership to
create and map cross-agency initiatives that will make operations more effective for both our
stakeholders and employees. The workshops identified two cross-cutting areas of focus. The first
is communications and culture throughout the agency, with a need to better coordinate how
teams work together to serve customers and work within “teams of teams” at the local and
regional level with partners and stakeholders throughout this process. The second is on “next
level” process improvement by better using data and technology to inform decisionmaking
across each program and improve efficiency, effectiveness, and ways of working via standard,
streamlined procedures.
In the coming months, this effort will help Virginia Works staff operationalize a new approach to
service delivery across its many programs and functional areas, focused on a “lifecycle” of
workforce development services – from understanding the customer to aligning programs to
the customer need to evaluating and monitoring results and adjusting programs as such. This
model is illustrated in simple terms below.
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VIRGINIA WORKS HEADQUARTERS
In June, Virginia Works announced the location of its new headquarters at Holland Tower.
Located at 2221 Edward Holland Dr, the new headquarters is 6 minutes from the “startup space”
at Brookfield Place and includes free parking, easy access to the highway, GRTC bus line
accessibility, and is near restaurants. The space at Holland Tower is scheduled to open in mid-
October. While employees who live locally in Richmond will relocate to our new location, it is
important to note that most agency employees will remain aligned to their local offices.
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Figure 10 Headquarters Location & Amenities
BEYOND THE AGENCY: COMMONWEALTH-WIDE
COORDINATION OF WORKFORCE PROGRAMS
§ 2.2-2037-5 of the Code of Virginia gives the Secretary of Labor the authority to regularly track
metrics relating to workforce development programs and establish a mechanism to help assess
the adequacy of Virginia Works services and programs. In addition, 2.2-2042, provides for the
agency to provide the mechanisms for the reporting. After a successful metrics pilot in the fall of
2023, the metrics effort was scaled out to workforce programs across the Commonwealth.
THE METRICS JOURNEY
In January 2024, 65 workforce programs across 20 state agencies, spanning nine secretariats,
were engaged for the initial metrics collection period. Each program self-identified “data
owners” who were responsible for the tracking and submission of data informing the requested
metrics. The Virginia Works coordinating team initiated the collection of six initial baseline
metrics. Those metrics were:
Figure 11 Six Baseline Metrics
The initial metrics reporting period, which concluded at the end of February 2024, engaged
every program, and in addition to collecting quantitative data from all 65 programs, also
collected as much meaningful insight and context regarding their purpose and services
provided. Due to the unique nature of each program and the services they provide, not all
programs could submit data for each of the six metrics, but 100% of programs responded to the
initial data call with the information they could. Throughout March, the Virginia Works Metrics
team coordinated with programs to collect meaningful and informative data about their
programs.
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During the first quarter, the team conducted significant analysis on the data submissions
received and findings from the initial collection period are anticipated to be shared with
programs and additional stakeholders this spring. Additionally, considerable effort has been
allocated to the design of metric dashboarding and strategic discussions have been initiated for
planning for the anticipated transition to a more automated dashboard technology solution
later in 2024. Metrics collection is anticipated to be repeated on a quarterly basis; however, it is
acknowledged that an annual cumulative view of programmatic data will yield the most
comprehensive view informing baselines.
The following programs have been engaged as part of the on-going metrics tracking and
reporting effort. The programs within this list are either currently being tracked for the initial
reporting period or are slated to begin reporting in the following reporting period. The Virginia
Works metrics team took findings and feedback from the initial reporting period to refine the
process and update the list of programs involved in the effort.
Agency Program List as of 9/10/2024
COMMERCE AND TRADE
DHCD Growth and Opportunity Fund (GO Virginia)
VCEDA Coalfield Workforce Development and Training Fund
Advanced Manufacturing Talent Investment Program and Fund Pilot
Talent Accelerator Program
VEDP
Tech Talent Investment
Virginia Jobs Investment Program (VJIP)
Commonwealth Center for Advanced Manufacturing
VIPC
Commonwealth Cyber Initiative
EDUCATION
Adult Education
DOE
Secondary CTE “Perkins”
Academy for Engineering and Technology
Great Opportunities in Technology and Engineering Careers
IALR Integrated Machine Technology
Manufacturing Engineering Technology
Registered Apprenticeship
Global Wind Training
NCI
Fiber Optic Technician Training
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RHEC Career and Workforce Development Center
Virginia Talent + Opportunity Program - “VTOP”
SCHEV
New Economy Workforce Credential Grant
SVHEC Workforce Training Programs
SWVHEC Virginia Rural Information Technology Apprenticeship Grant Fund and Program
Get Skilled, Get a Job, Give Back (G3) Innovation and Program Grants
VCCS Institutes of Excellence for Non-Credit Training and Instruction
Postsecondary Career and Technical Educations
Virginia
Space Grant Virginia Space Grant Consortium
Consortium
HEALTH AND HUMAN RESOURCES
Vocational Rehabilitation Program
DARS
Senior Community Service Employment Program (SCSEP)
DBVI Vocational Rehabilitation Program
Family Engagement Services
Refugee Support Services Program
DSS Supplemental Nutrition Assistance Program Employment and Training
Virginia Initiative for Building Earning Capacity of Parents
Virginia Initiative for Education and Work
Health and Human Services Waiver Program
National Interest Waiver Program
Virginia Conrad 30 Waiver Program
ARC J-1 Waiver
Earn to Learn Nursing Education Acceleration Program
Virginia Student Loan Repayment Program
Virginia Student Loan Repayment Program, Delta Dental Foundation Extension
VDH
Virginia Behavioral Health Student Loan Repayment Program
Nursing Preceptor Incentive Program
CAN Nursing Scholarships
Mary Marshall Nursing Scholarship Program Nursing Scholarships, LPN & RN
Virginia Nurse Educator Nursing Scholarships
Virginia Nursing Scholarships Long-Term facility (CNA, LPN, RN)
Virginia Scholarships Nurse practitioner / Nurse Mid-Wife
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LABOR
Registered Apprenticeship
Employment Service Program
Foreign Labor Certification
Hampton Roads Skilled Trades Rapid On-ramp Network for Growth
Jobs for Veterans
Virginia Rapid Response
Works Reemployment Services and Eligibility Assessment
Trade Adjustment Assistance
Work Opportunity Tax Credit
WIOA Adult
WIOA Dislocated Worker
WIOA Youth
NATURAL AND HISTORIC RESOURCES
VMRC Waterman’s Apprentice Program
PUBLIC SAFETY
DJJ Workforce Development Initiative
Apprenticeship
DOC Career and Technical Education
Work Certifications
TRANSPORTATION
DPRT Workforce Development Grant Program
VETERANS AND DEFENSE AFFAIRS
Military Education & Workforce Initiative
DVS Military Medics and Corpsman Program
Virginia Values Veterans
The second cycle of metrics reporting kicked off on May 1, 2024. With a better understanding of
programs around the Commonwealth, some programs from the first cycle were rolled up due to
overlap of data and/or individual program reporting abilities. The second cycle of metrics
reporting yielded strong results, with 100% of identified programs submitting their data. The
strength of submissions was increased from the first cycle, with a 27% increase in programs
reporting at least 3 metrics. The Metrics team reviewed feedback from data owners on the
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intake process from the first two cycles of metrics reporting to continually improve the process
going forward.
The third cycle of metrics reporting kicked off on August 1, 2024. Utilizing the feedback gained
from data owners from the first two cycles of reporting, the Metrics team implemented
numerous changes to refine the process moving forward. The third cycle will benefit from a new
submission form, which allows data owners to view their submissions for future reference.
Additionally, the Metrics team is exploring opportunities to connect programs to UI Wage data
for better tracking of job placement, retention, and wage growth measures. For Business Service
programs, the team is allowing submissions of “jobs created” as their “job placement” metric.
Submissions for the third cycle also include the additional ask of submitting underlying data
points for these metrics to refine the calculation approach for program cost per participant,
program cost per job placement, progressed wage growth, and job retention rate. The team is
closing out the submission window and is conducting their analysis of programmatic data for
quarter 3 of FY2024.
The metrics effort has relied on a growing and significant partnership between Secretary of
Labor’s Office, the Virginia Works Metrics Team, and all the workforce programs across the
Commonwealth. Ultimately, metrics tracking and reporting for state workforce programs will
increase customer and stakeholder transparency, enable historical measurement of
programmatic success, and leverage data-driven insights to inform improvements.
Per the Code of Virginia, the Secretary of Labor has the authority to oversee direction and
compliance across all workforce-related programs in the Commonwealth, and the associated
steps that are being taken to being tracking metrics and establishing reporting processes across
these programs in coordination with Virginia Works.
WORKFORCE ECOSYSTEM CATALOG OF PROGRAMS
Since the completion of the Functional Transition on January 16, 2024, Deputy Secretary Overley
and Commissioner Roth have begun forging partnerships with the 72 workforce development
programs to further build the Commonwealth’s Workforce Development Ecosystem. A
culmination of their partnership efforts, the effort to establish metrics, and launch of a bi-
monthly Commonwealth-Wide Town Hall has resulted in the development of the Ecosystem
Program Catalog (See Appendix H). This is a comprehensive working catalog that includes one
page that details information on each program within the ecosystem, as well as various
summary views of the ecosystem depending on user needs. These summary views include
program categorizations by service type, customer type (individuals or businesses), industry
sector, secretariat, and geographic area. The catalog was designed with a multipurpose use, to
be a valuable resource for programs looking to solve various needs and allows programs to
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learn about, connect with and work alongside other programs around the Commonwealth to
serve customers. The catalog will continue to grow and evolve as more programs are identified
and engaged in the ecosystem.
Figure 12 Bringing Together Individuals and Businesses
COMMONWEALTH-WIDE WORKFORCE TOWN HALLS AND ADDITIONAL ENGAGEMENT
The team has hosted five Commonwealth-Wide Workforce Town Halls. The continuous
execution of this town hall is an important effort that aligns program leaders across the
executive branch, establishing a precedence of tracking metrics and offering opportunities to
coordinate like efforts, enhancing collective impact. Held every other month, this town hall
presents an opportunity for the workforce development community to come together, dive
deeper into the insights gathered through the metrics collection effort, learn about the great
work being done across Virginia’s workforce ecosystem and provide feedback on new topics
they’d like to hear more about. 200+ attendees include Agency Heads, Agency Staff, Program
Leadership, Program Owners, Program Staff, all Secretariats and their teams, State Workforce
Board Leaders, local workforce board Executive Directors, Program-specific Metrics POCs, and
more.
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Figure 13 April 2024 Commonwealth-Wide Town Hall Speakers
In addition to the Town Halls, the agency leadership team and others have continued to engage
with programs across the Commonwealth that have workforce development components or
workforce development-related needs. Their conversations have been impactful in
understanding the extensive landscape and bringing programs into the fold.
In addition, Virginia Works is in the customer-discovery and design phase for a technology hub
that will serve as the virtual one stop for job seekers and employers, while fulfilling needs for
data sharing and reporting across agencies and programs at the state and local level.
Requirements for this technology hub have been developed for a request for proposal.
VIRGINIA WORKS TOGETHER: 2024 WORKFORCE SUMMIT
23
The 2024 Workforce Summit was held on September 19th at the Hermitage Advanced Career
Education (ACE) Center in Henrico, VA. The Summit brought together approximately 250
workforce development leaders and stakeholders from across the Commonwealth. Virginia
Works shared its role in Virginia’s workforce development ecosystem, including formal service
offerings and future strategic goals. Virginia Works’ dual customer focus and its service partners
were included in the topics to help bring more awareness of the new agency’s focus and goals.
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COST OF THE TRANSITION
FUNDING SOURCES
Item Amount Fiscal Year Additional Notes
Discretionary Funds $1,089,325 FY2023 WIOA Title I
Total FY2023 $1,089,325
General Funds from Awarded to Secretary of Labor for
$500,000 FY2024
General Assembly transition, transferred to VEC
Discretionary Funds $3,128,211 FY2024 WIOA Title I & Title III
Total FY2024 $3,628,211
General Funds from Included in Virginia Works annual
$1,501,000 FY2025
General Assembly budget for transition
Discretionary Funds $1,590,000 FY2025 WIOA Title I currently planned
Total FY2025 $3,091,000
Total Funding $7,808,536
ACTUAL COSTS TO DATE & EXP ECTED FY2025 COSTS
Fiscal
Item Cost Timeframe Additional Notes
Year
Cost of Contractor $1,089,325 FY2023 April-June Contractor planning
2023
Total FY2023 $1,089,325
Cost of Contractor $2,869,913 FY2024 July 2023 - Planning, communications,
June 2024 program discovery and metrics
supported by contractor
Cost of Virginia $215,471 FY2024 July 2023 - Costs incurred at VEC for Virginia
Works Transition June 2024 Works transition including VEC IT
employee expenses
Cost of Virginia $542,827 FY2024 October Virginia Works admin
Works Operations 2023 - June salaries/benefits, VITA costs, rent
2024 and portion of indirect costs
associated with hours
Total FY2024 $3,628,211
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Cost of Contractor $989,949 FY2025 July 2024 – Communications, operations, and
September process improvements during
2024 agency go-live supported by
contractor
July 2024 –
Cost of Virginia Physical move and technology
$140,215 FY2025 September
Works Transition (A/V, etc.) to date
2024
Anticipated Costs
Dec 2025 – Ongoing process improvement
of Virginia Works $300,000 FY2025
Feb 2025 (currently planned)
Transition
Total FY2025 $1,430,164
Total Costs $6,147,700
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APPENDIX
APPENDIX A: AGENCY WORKSTREAM TRANSITION UPDATES
Several transition workstreams have been heavily involved in contributing agency-specific
knowledge that was integral to facilitating a smooth transition of people and programs and
continues to be critical as we navigate the fiscal and physical transition. Below are high level
activities that each workstream has been accomplishing over the past few months.
Operations
Finance/Budget: The team has been working through tactical items including, finance
system updates, a grant transfer process and schedule, registering the new agency with the
Internal Revenue Service (IRS), and reappropriation/reallocation of general funds. The team
has also held several meetings with the US Department of Labor (USDOL) regarding the
timing of the transfer of grants to Virginia Works, personnel transfer, and expense carry-
over.
Procurement: The procurement workstream has coordinated with corresponding
operations workstreams and is supporting ongoing prioritization of relevant tasks.
Facilities: The lease has been signed for the Virginia Works headquarters in Henrico County
with an anticipated October move in date.
Shared Services: Shared Services has worked to establish all the necessary HR, internal
audit and fiscal management processes.
Program Administration
Procedures: Programmatic specific procedures have been collected and management
report cards were created for each transitioning program to validate program information.
Compliance: Compliance dependencies have been collected and tracked from all programs
that have transitioned for this year.
Regulatory Reporting: Programmatic regulatory requirements have been collected for all
transitioned programs and performance measures were established for programs.
Grants Management: Work has included the tracking and cataloging of available grant
opportunities and the stand up of the Grants Management Department.
Employee Experience
27
Human Resources: An in-depth evaluation, led by Department of Human Resource
Management (DHRM), has continued to ensure consistent alignment to transitioned
employees’ role titles, work titles, Fair Labor Standard Act (FLSA) status, Equal Employment
Opportunity (EEO) Category, and salaries across comparable job functions. The HR team has
led hiring efforts for several vacancies across the programs.
Communications: As outlined in the communication and change management section, the
communications workstream has been supporting employee engagement across the
completion of the employee transition to the new agency as well as the wide-spread use of
new brand materials.
Data, Technology, and Analytics
IT Infrastructure: Ongoing coordination has continued between Virginia Information
Technology Agency (VITA) for the movement of users and device migrations from both VEC
and DOLI. The workstream has also created a plan to provide equipment to the VCCS team
members as they begin to physically work at the new agency. Evaluations of potentially
necessary Memorandum of Understandings (MOUs) and data sharing agreements is
underway.
Landing Page/Technology Hub: The website domain was placed by VITA into the proposal
sprint that started on February 21st. An initial landing page was then created by the
workstream for the new agency under the name of virginiaworks.gov.
The team has continued to track the activities, milestones, and phases of each workstream
across the entirety of the agency stand up. Inputs are updated, tracked daily and used to inform
bi-weekly transition update meetings with the Secretary of Labor, Commissioner Roth and other
leadership and is visible across workstreams. The bi-weekly transition update meetings provide
the opportunity for workstream leads to report on progress and raise any decision points for
Commissioner Roth and the Secretary of Labor.
APPENDIX B: VIRGINIA WORKS MISSION, VISION AND VALUES
Prior to the 2023 General Assembly Session, Secretary Slater and other workforce development
stakeholders developed a working group to align on a shared definition of “workforce
development” in the Commonwealth of Virginia. The resulting definition was:
The coordination of public- and private-sector policies and programs that empowers
Virginians with the skills, knowledge, and experience for a sustainable livelihood and
enables businesses to achieve their growth ambitions, driving a robust Virginia economy.
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Once aligned on a shared definition of what workforce development means in the
Commonwealth, the next step was to create a set of mission, vision, and values to be used as
guiding principles for the new agency. The principles are as follows:
The Mission: To create, sustain, and retain a viable workforce that can support current
and future business and industry while recognizing the unique regional needs and
capabilities of the Commonwealth through public-private partnerships and robust data
and infrastructure investment, which results in standard measures and program
accountability.
The Vision:
• Coordinated service delivery that is easily accessible
• Best-in-class centralized data collection to inform decision-making
• Agile system to address both the state and local workforce needs
• Consistent metrics to measure program success
• Single sign-on to connect employers and job seekers to opportunities
• Responsive to employer needs
• Business and industry involved in training and curriculum development
The Values:
• Accessible to all Virginians
• Metrics for accountable and transparent program management
• Standardized metrics of success
• Innovative and responsive programs with a focus on the customer
• Centralized direction and management accountability under one agency whose
priority is workforce development
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APPENDIX C: VIRGINIA WORKS FUNCTIONAL TRANSITION
All programs have functionally transitioned to Virginia Works (Department of Workforce
Development and Advancement) as of January 16, 2024. The functional transition of staff to
Virginia Works occurred from October 2023 through January 2024, included new agency
leadership and reporting structures, but not a physical location change. All determined
programs and functions have transitioned from the Virginia Employment Commission (VEC),
Department of Labor and Industry (DOLI) and Virginia Community College System (VCCS) to
Virginia Works with great success, supported by a proactive communication and change
management plan.
Heading into the functional transition, it was recognized the most significant change
management impact is around the Title 1 team from VCCS as their transition is not a clean lift
and shift as their work crosses many functions, and several individuals took alternative positions
at VCCS; and the registered apprenticeship team transitioned without senior leadership due to a
retirement and transfer to another agency. The assistant director for registered apprenticeship
has since been named and is the senior leader of the team. We are actively recruiting for current
vacant positions in both program areas.
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APPENDIX D: GO LIVE
The Virginia Works team was actively engaged in
executing the fiscal and physical transition of the
agency, also known as Virginia Works Go-Live. Go-
Live, was executed in three phases, included several
technology changes for employees, the launch of
Shared Services as an extension of the VEC on July 1,
and the upcoming opening of the new Virginia Works
headquarters in the local Richmond area, requiring
the physical relocation of some employees as well as
the alignment of non-local employees to workforce
centers across the Commonwealth. This final
transition will increase the cohesiveness of the team
and allow for a complete, coordinated administration of the agency. The lack of a central
headquarters in the Richmond area has proven to be a current cultural challenge, though it has
not impacted the quality-of-service delivery. The lease for a new central office has been signed
following an in-depth evaluation and negotiation process in collaboration with the Department
of General Services (DGS).
A robust change management and communication strategy is central to successfully navigating
Virginia Works employees through Go-Live activities while incorporating employee feedback
and addressing concerns. The chart below outlines high-level activities that have been
conducted or are in the pipeline for deployment as part of the change management plan.
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The Finance Director at the VEC as part of shared services worked with the U.S. Department of
Labor to manage the transition of all the grants that fund the new agency and coordinate with
the Virginia Department of Accounts and Planning and Budget. A significant effort has been
undertaken to ensure that agency is operational, given that most of the agency’s funding comes
from the federal government and is paramount to seamless operations.
Go-Live also includes working with the Virginia Department of Human Resource Management,
Virginia Retirement System and Department of Accounts to ensure all payroll, health, and
retirement benefits transition to the new agency without any impact on Virginia Works team
members. All eligible Virginia Works employees will see a 3 percent salary increase as part of the
statewide increase, effective beginning June 10, 2024. This increase will be reflected in their July
1, 2024, paycheck with their legacy agency. Employees’ July 16, 2024, paycheck will be
distributed in two deposits: one from their legacy agency and one from Virginia Works. The
paycheck amount will not change, and employees will begin receiving their full paycheck from
Virginia Works on a routine basis beginning with the following check.
The transition of technology is an unprecedented effort in the Commonwealth as we transition
the individual profiles, devices, and data systems to Virginia Works without interruption. The
VEC team is leading extraordinary work in coordination with VITA and VITA suppliers to make
this happens and minimize impact. Additionally, the Data, Technology, and Analytics workstream
and the Shared Services team have been working in tandem with VITA and all employee email
addresses have been updated to the @virginiaworks.gov domain before July 1.
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APPENDIX E: COMMUNICATIONS AND CHANGE MANAGEMENT
A robust, formal communications and change management plan was developed and executed
upon to connect all transitioning staff ahead of their transition to Virginia Works. These
engagement activities provided team members moving to the new agency with valuable
opportunities to connect with leadership, ease any concerns, and maintain continuity of
operations. Among the regular communications tools deployed are the following:
Town Halls: Twelve agency-wide meetings have been hosted by the leadership team
that provide major transition updates and an opportunity for staff to hear directly from
agency leadership. These occur monthly. The town halls to date have addressed
questions from staff on topics like parking, their future office space, human resource
considerations, and other topics that brought up by participating staff.
Virginia Works & Advance Newsletter: A monthly newsletter goes out to all
transitioning employees and provides a deeper dive into transition activities, program
highlights, and other fun and engaging information for employees of Virginia Works.
Fifteen editions of newsletter have been delivered to date.
Office Hours: 30-minute virtual sessions that were offered to employees transitioning to
the new agency to ask questions, pose any concerns and provide feedback. Fifteen office
hour sessions were offered.
Managers Sync: Weekly and bi-weekly short meetings as needed with transitioning
managers heading into the functional transition – depending on program size - leading
up to, during, and after the transitioning month to check in, provide any resources,
updates, collect feedback and any need for extra support. Five syncs were hosted.
Surveys: Pre- and post-transition surveys are provided to each group of transitioning
employees and feedback is informs the iteration of future materials. Nine surveys were
delivered. Below are the results from the submitted post-transition surveys collected
across all employees who transitioned to the new agency.
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34
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APPENDIX F: VIRGINIA WORKS ORGANIZATIONAL CHART
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APPENDIX G: MEETING MINUTES
Minutes for all Stakeholder Advisory Group meetings can be found at
https://www.labor.virginia.gov/workforce-transition/
APPENDIX H: WORKFORCE ECOSYSTEM PROGRAM CATALOG
The catalog is available at virginiaworks.gov/Program-Catalog.pdf.
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