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OED outlines citywide workforce strategy emphasizing youth pathways and clean-energy jobs

Human Services, Labor and Economic Development Committee, Seattle City Council · April 17, 2026

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Summary

The Office of Economic Development presented a 2026 workforce strategy focused on coordination across 11 departments, youth pathways and utilities (clean energy), cited early pilots like Next Move Seattle, and highlighted FEPP levy alignment and a Ready to Work career-pathway refinement for immigrant jobseekers.

The Office of Economic Development on Friday presented a citywide workforce strategy that aims to move Seattle from fragmented workforce investments toward coordinated implementation across departments and regional partners.

Acting OED Director Beto Yarsay and workforce staff described work begun in 2025 to convene more than 11 departments, set SMART goals, and align training with employer demand. OED staff said the 2026 strategy centers on three pillars — the city as a model employer, strategic partnerships, and data/impact — with urgent priorities in utilities (including clean energy) and youth pathways.

Anita Chander Mohan, workforce development policy adviser, said the city previously invested about $15 million across 65+ workforce programs but lacked coordination and shared outcomes. Early wins include a soft launch of Next Move Seattle, a digital career and well‑being navigation prototype for youth, and regional coordination with the Port and Workforce Development Council.

OED highlighted plans to align the FEPP levy ‘path to trades’ funding with city workforce investments and to expand hands‑on trade exposure in schools through partnerships with organizations such as AJAC and the Machinists Institute. Staff also outlined a refined Ready to Work program that builds pathways for English‑language learners and skilled immigrants to access vocational training and apprenticeships; OED said it is working with OIRA to create referral pathways for applicants who need vocational English supports.

OED staff asked for better county-level data and closer King County collaboration to prioritize investments, and emphasized piloting promising ideas rather than waiting for perfect data. Staff invited council engagement on piloting, data-sharing and regional partnerships.