Annual Report 2024-25
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Message from the Board Chair & CEO
Michael Cade, Board Chair
At PacMtn, we understand that real opportunity starts with trust - trust in each other and in the systems we build to serve our region. This past year reminded us of the critical role our board plays in stewarding that trust. We have remained firmly committed to ensuring our investments are people-centered, equitable, and responsive to the diverse needs of our communities, especially in a year where continued economic shifts required flexibility, resilience, and strong partnerships.
The strength of PacMtn’s network lies in the collaboration between staff, partners, and local leaders. Together, we have lifted up rural communities through targeted equity efforts, expanded youth work experience programs, and invested in reskilling strategies that meet real workforce demands. Research and experience tell us that regions which build with intention, guided by partnerships and a shared vision, are the ones that thrive. PacMtn is proof of that.
The Board is proud to serve as both guardian of mission and voice of community accountability. We remain dedicated to transparency, inclusiveness, and alignment with regional priorities. As we look to Program Year 2025, we stand firmly alongside our partners, staff, and stakeholders, ready to keep moving forward together.
In partnership and purpose,
Michael Cade
William Westmoreland, CEO
Creating opportunity takes more than good intentions. It requires intentional collaboration, bold ideas, and disciplined execution. At PacMtn, we bring people together not because we have all the answers, but because we believe in the power of partnership and smart investment to drive meaningful change. This past year, our integrated strategy, including One Workforce and the Opportunity Begins Here (OBH) framework, helped us align resources and strengthen outcomes across the region. These efforts, paired with focused Sector Strategies, moved us forward despite ongoing challenges like funding shifts and system complexity.
We are proud of what we have accomplished, from the successes of the Economic Security for All initiative to measurable improvements in job quality and wage growth for workers in our communities. Still, the challenges ahead are real. Our work requires data-informed decisions, a steadfast commitment to equity, and a constant drive for innovation. OBH has helped ground our region in a shared language and direction - one that centers people and possibility at every step.
Program Year 2025 will challenge our creativity and collective will. I believe, wholeheartedly, that opportunity still begins with us.
Sincerely,
William Westmoreland
Fresh Faces and Leadership Changes at PacMtn
PacMtn Board
The PacMtn Board brings together business leaders, educators, and community representatives who ensure our investments stay aligned with real needs. This year:
- Kevin Shutty, Executive Director of the Mason County EDC, steps in as incoming Board Chair, bringing deep knowledge of community and economic development.
- Marika Bertolini, Providence Centralia Hospital, adds valuable insight from healthcare and business.
- Dr. Sara Cabbage, South Puget Sound Community College, strengthens connections between workforce training and industry demand.
Their combined leadership reinforces our ability to adapt to change and create opportunities where it matters most.
Dr. Sarah Cabbage
Marika Bertolini
Kevin Shutty
Elected Official Consortium
PacMtn’s Elected Official Consortium ensures our work stays connected to local government and community realities. New members this year include:
- Commissioner Rick Hole (Grays Harbor County), recognized for his commitment to community development.
- Commissioner Rachel Grant (Thurston County), whose advocacy for survivor support and community well-being brings vital perspective.
Together with returning leaders, the Consortium provides governance, oversight, and accountability that keeps PacMtn responsive to the people we serve.
Commissioner Sharon Trask (CLEO)
Commissioner
Rachel Grant
Commissioner
Rick Hole
Commissioner Sean Swope
Commissioner Patrick "Jerry" Doyle
Sponsorship & Advocacy
Collaborating for Regional Impact
PacMtn is proud to partner with organizations that share a commitment to building a strong and resilient regional workforce. Through sponsorships, we're able to help support events and initiatives that align with our mission and extend the impact of its work across the region.
During PY24, PacMtn sponsored several key events that brought together students, employers, community leaders, and workforce professionals. These included Try-A-Trade, the Future of Work event hosted by the Thurston Chamber, the Thurston EDC Business Expo, and the ALICE Summit and CEO Lunch in partnership with United for ALICE.
These sponsorships reflect PacMtn’s belief that collaboration is essential to creating opportunity. Each event offered valuable spaces for learning, connection, and action - all in support of a stronger future for the region’s workers and businesses.
Championing Regional Workforce Voices on the National Stage
Over recent months, PacMtn has been active both locally and in Washington, D.C., ensuring the region’s workforce needs are part of the national dialogue. CEO William Westmoreland and Thurston County Commissioner Rachel Grant (Dist 2) attended the National Association of Workforce Boards Forum in March, focusing on the future of workforce legislation and policy shifts. In May, PacMtn joined the National Skills Coalition convening, meeting with federal staff to emphasize the importance of occupational skills training. While uncertainty remains around funding and WIOA reauthorization, our One Workforce model positions the region well for what lies ahead.
Honoring Excellence in the Workplace
Vaughan Company receives 2024 Nancie Payne Workplace Excellence Award
PacMtn proudly recognizes Vaughan Company of Grays Harbor as the 2024 recipient of the Nancie Payne Workplace Excellence Award. A family-owned manufacturer with global reach, Vaughan stands out for its commitment to innovation, employee development, and community connection, especially through its apprenticeship program with Elma High School.
Opportunity Begins Here
Opportunity is built, not found. Our Opportunity Model brings together One Workforce (how we invest) and OBH (how people find opportunities). Together, they connect jobseekers to training and employers to talent—leading to self-sufficiency and strong local economies.
In PY24, PacMtn and our partners:
776
Served
329
Employed
332
Trained
65
On-the-Job Training
83
Credentials
250
Measurable Skills Gains
20
Incumbent Worker Training
These numbers show that a coordinated system can turn funding into real outcomes where people gain skills, employers fill roles, and communities grow stronger.
Business Solutions
At PacMtn, supporting employers goes hand in hand with supporting jobseekers. Strong businesses create strong communities, and we know that when employers thrive, people thrive. That’s why our Business Solutions work is demand-driven; we start by listening to what industries and local employers need, and then build strategies that connect those needs with the talent and training already present in our region.
That means more than just filling open positions. It’s about working with employers to raise job quality, strengthen local industries, and building workplaces where people want to stay and grow. From sector-wide leadership and small business investments to innovative employer cohorts, PacMtn helps companies tap into the tools, resources, and partnerships they need to thrive—and to fuel a resilient regional economy
Employers remained at the center of the system, with:
598
Businesses Engaged
89
Work Experiences
65
On-the-Job Trainings
6
Hiring Events
50
Career Pathways
Connecting people and industries
PacMtn’s sector strategies are built on a simple but powerful idea: workforce investments should be demand-driven. That means we focus on the industries most vital to our regional economy—and then align training, business services, and jobseeker support to meet those needs.
By concentrating on six priority sectors—Healthcare, IT & Telecom, Forest & Wood Products, Food Production, Hospitality & Tourism, and Specialty Manufacturing & Logistics—we create clear pathways where employer demand meets jobseeker opportunity.
Our approach follows the Next Generation Sector Partnerships framework, which goes beyond traditional workforce development by emphasizing:
- Deep industry partnerships: bringing employers to the table as co-creators, not just consumers of talent.
- Collaboration across education and community: ensuring solutions are inclusive and sustainable.
- A focus on access and job quality: so the opportunities we build are not only available, but meaningful.
This demand-driven model ensures that when employers say they need skilled workers, we’re ready with training programs, partnerships, and supports that deliver. It also means jobseekers can trust that the careers we promote will offer stability, growth, and pathways to self-sufficiency.
Healthcare
$22.04 Avg. Wage
82 Employed
Healthcare is the strongest engine for employment in the region, reflecting both ongoing demand and stability. The sector consistently provides meaningful work and steady wages while directly addressing one of the community’s most urgent needs: access to quality care.
Forest & Wood Products
$26.20 Avg. Wage
15 Employed
As a legacy sector, forest and wood products continue to deliver solid, family-wage opportunities. These careers connect traditional skills with modern industry needs, offering steady employment and long-term stability for the communities that depend on them.
Specialty Manufacturing & Logistics
$25.74 Avg. Wage
68 Employed
Manufacturing and logistics placements highlight the region’s capacity for durable skills and upward mobility. With strong wages and career pathways, this sector is a cornerstone of the Opportunity Model, supporting both employers’ growth and workers’ long-term success.
IT & Telecom
$31.11 Avg. Wage
12 Employed
IT and telecom placements, though smaller in number, represent high-value opportunities with the strongest wage potential. They demonstrate the importance of building pipelines into knowledge-based industries that can diversify the economy and attract young talent.
Food Production
$19.54 Avg. Wage
15 Employed
Food production remains an anchor industry in rural communities. Although the number of placements is smaller compared to other sectors, these jobs play an important role in stabilizing families and sustaining local economies, particularly where agricultural and processing work is central.
Hospitality & Tourism
$19.30 Avg. Wage
61 Employed
Hospitality continues to be one of the region’s largest entry points into the workforce. While wages in this sector tend to be lower than in others, it provides crucial first steps for jobseekers—especially young people and those re-entering the labor force—offering transferable skills and opportunities for advancement.
Raising the bar: High Road Employers and Quality Jobs
PacMtn is entering PY25 with a new tool to guide and elevate our work: the adoption of High Road Employer (HRE) and Quality Job (QJ) standards. These benchmarks define what good jobs look like—fair wages, inclusive benefits, safe workplaces, and clear opportunities for advancement. By adopting these standards, we can recognize and celebrate businesses that lead with quality, while encouraging others to raise the bar. The badges are more than recognition; they provide jobseekers with a trusted signal that the opportunities they pursue will be stable and meaningful.
This focus on job quality is fueling momentum across the region. Convenings in Hospitality & Tourism and Specialty Manufacturing & Logistics have drawn strong participation, with employers stepping forward to serve on committees, join system team calls, and help design stronger career pathways.
Momentum is also visible in expanded training capacity. The new Culinary Program at Grays Harbor College and the Trades program at SPSCC are building pipelines directly tied to helping workers prepare for careers that don’t just provide employment, but opportunity and stability.
Together, these developments signal that PY25 will be a year of progress. With job quality standards in place and employers and educators stepping up, we are ready to transition into the next chapter: building programs that ensure every resident can connect to high-quality career opportunities.
Putting Families First: Local Employers Step Up for Working Caregivers
Finding reliable, affordable child care is a daily challenge for many families, one that often keeps parents and caregivers from fully participating in the workforce. Recognizing the growing impact of this issue, PacMtn partnered with the Washington State Department of Commerce to launch the Family-Friendly Workplaces Employer Cohort, a new effort aimed at helping employers respond in real, practical ways.
Over the course of several weeks, eleven businesses from across the region came together to take a closer look at their policies and explore how even small changes could make a big difference. Guided by HR and finance professionals, each employer left the cohort with a tailored action plan and a stronger understanding of how to better support their employees who are also caregivers.
This work is part of a broader statewide push to help businesses create workplaces that reflect the realities of modern life where flexible scheduling, supportive benefits, and a culture of understanding aren’t just nice to have, they’re part of doing business well.
Raising the bar: High Road Employers and Quality Jobs
PacMtn is entering PY25 with a new tool to guide and elevate our work: the adoption of High Road Employer (HRE) and Quality Job (QJ) standards. These benchmarks define what good jobs look like—fair wages, inclusive benefits, safe workplaces, and clear opportunities for advancement. By adopting these standards, we can recognize and celebrate businesses that lead with quality, while encouraging others to raise the bar. The badges are more than recognition; they provide jobseekers with a trusted signal that the opportunities they pursue will be stable and meaningful.
This focus on job quality is fueling momentum across the region. Convenings in Hospitality & Tourism and Specialty Manufacturing & Logistics have drawn strong participation, with employers stepping forward to serve on committees, join system team calls, and help design stronger career pathways.
Momentum is also visible in expanded training capacity. The new Culinary Program at Grays Harbor College and the Trades program at SPSCC are building pipelines directly tied to helping workers prepare for careers that don’t just provide employment, but opportunity and stability.
Together, these developments signal that PY25 will be a year of progress. With job quality standards in place and employers and educators stepping up, we are ready to transition into the next chapter: building programs that ensure every resident can connect to high-quality career opportunities.
Putting Families First: Local Employers Step Up for Working Caregivers
Finding reliable, affordable child care is a daily challenge for many families, one that often keeps parents and caregivers from fully participating in the workforce. Recognizing the growing impact of this issue, PacMtn partnered with the Washington State Department of Commerce to launch the Family-Friendly Workplaces Employer Cohort, a new effort aimed at helping employers respond in real, practical ways.
Over the course of several weeks, eleven businesses from across the region came together to take a closer look at their policies and explore how even small changes could make a big difference. Guided by HR and finance professionals, each employer left the cohort with a tailored action plan and a stronger understanding of how to better support their employees who are also caregivers.
This work is part of a broader statewide push to help businesses create workplaces that reflect the realities of modern life where flexible scheduling, supportive benefits, and a culture of understanding aren’t just nice to have, they’re part of doing business well.
2025 Business Investment Grant Awardees
Small businesses are the backbone of local communities, but many face barriers to growth, especially those owned by individuals from historically marginalized groups. To help bridge that gap, PacMtn, with support from the Washington State Department of Commerce’s Community Reinvestment Project, launched the 2025 Business Investment Grant program. The initiative is designed to give business owners the boost they need to expand operations, strengthen their workforce, and build long-term stability.
Thirteen businesses across Thurston, Mason, Lewis, Grays Harbor, and Pacific counties were selected to receive nearly $67,000 in funding. From bakeries and restaurants to art galleries, farms, and fishing vessels, these awardees reflect the creativity and resilience of the region’s entrepreneurs. Each will put their grant dollars toward improvements like new equipment, employee training, and cost-saving measures that support both job growth and retention.
More than financial investment, these grants highlight the vital role small businesses play in community well-being. By fueling local talent and innovation, PacMtn is helping business owners grow their enterprises while strengthening the regional economy for years to come.
Program Year 2024
Introductions to Programs and One Workforce
PacMtn delivers a comprehensive workforce system across five counties—Lewis, Mason, Thurston, Grays Harbor, and Pacific. The One Workforce approach ensures every person, regardless of entry point, receives access to training, career guidance, and employer connections.
From Strategy to Impact
PacMtn’s One Workforce strategy keeps funding tightly focused on training for a small set of high-demand, high-opportunity occupations that drive the regional economy. By aligning WIOA Title I resources with discretionary grants, we’re able to maximize impact, helping jobseekers build skills that lead to self-sufficiency while supporting employers with a skilled talent pipeline. This targeted approach—through on-the-job training, apprenticeships, incumbent worker training, and other investments—ensures that every dollar advances both individual opportunity and regional economic strength.
By concentrating investments in high-demand occupations through the One Workforce strategy, PacMtn ensures that training dollars translate into meaningful results. This intentional approach creates a clear line of sight from funding decisions to measurable outcomes—helping more people access quality jobs, achieve economic self-sufficiency, and strengthening the region’s employer base. The following results highlight how these strategic investments have translated into real impact across our communities.
Poverty Reduction
$5,075,116
WIOA Formula
$4,473,135
Specialty Programs
$4,88,876
Reentry Programs
$532,000
*Economic Security for All, Community Reinvestment Program, and Opioid
*Adult, Dislocated Worker, and Youth
*QUEST, Ag Labor (Thurston County)
*Pathways Home 3 & PREP
Matched Investment Savings Accounts (MISA) Multiply Impact
Through PacMtn's MISA program, 41 participants enrolled and collectively saved $82,800. With a 2-to-1 match, the program deposited an additional $165,600—bringing the total savings to $248,400. On average, participants set aside $6,059 each while in the Economic Security for All program. These savings can now be invested toward life-changing goals such as homeownership, entrepreneurship, training and education, technology, and other essential needs. Once participants reach their savings goals, they can unlock these matched funds to take their next big step toward long-term stability and success.
Investing in Culinary Arts at Grays Harbor College
PacMtn is proud to support Grays Harbor College’s new Culinary Arts program, launching in Fall 2025. With the help from a $1 million Disaster Recovery National Dislocated Worker Grant secured by PacMtn, GHC has developed a state-of-the-art training program that prepares students for immediate employment in the culinary industry. From commercial kitchen training to food production, safety and sanitation, and hospitality skills, graduates will be ready to step into roles ranging from prep cook to restaurant worker.
This program not only fills a critical gap in training capacity for our region, but also strengthens the pipeline for Hospitality and Tourism—one of PacMtn’s six priority sectors. By investing in local training and leveraging federal resources, we’re creating opportunities for residents to launch careers while meeting the workforce needs of regional employers
Military Transition
WorkEx
WorkEx by Sector
Building towards the future as we close out the program year
As PY24 comes to a close, PacMtn reflects on a year defined by progress, resilience, and partnership. Even in the face of tighter resources and shifting policies at the state and federal levels, our staff, partners, and participants came together to adapt and deliver. The outcomes highlighted in this section are more than numbers on a page—they represent real people gaining skills, employers finding the talent they need, and communities growing stronger through collaboration.
This year showed us that when we stay focused on people and grounded in our Opportunity Model, we can overcome obstacles and still expand opportunity. It also underscored the importance of innovation and alignment: every investment, training program, and partnership moves us closer to a regional workforce system that works for everyone.
The foundation laid in PY24 positions us well for the road ahead. As we enter PY25, we remain committed to refining our strategies, raising job quality, and ensuring that every resident in our five-county region has access to meaningful pathways toward self-sufficiency. With momentum at our back and a shared vision for the future, we are ready to build on this progress and take the next steps together.
Fiscal
Funding Overview
PacMtn manages and invests federal, state, and private dollars to support workforce development across our five-county region. This funding enables direct services to jobseekers and businesses, supports system infrastructure, and advances strategic initiatives. The graphic below shows total revenue and expenses for the program year, reflecting our commitment to transparency and impact.
PacMtn manages and invests federal, state, and private dollars to support workforce development across our five-county region. This funding enables direct services to jobseekers and businesses, supports system infrastructure, and advances strategic initiatives. The graphic below shows total revenue and expenses for the program year, reflecting our commitment to transparency and impact.
This chart shows how PacMtn allocates funding across key program areas. The breakdown highlights our investment in direct services, training, operations, and system support.
This chart shows how PacMtn allocates funding across key program areas. The breakdown highlights our investment in direct services, training, operations, and system support.
Funding Streams, Expenditures, and Participant Investments
This graphic illustrates how PacMtn’s funding flows from multiple streams—federal, state, and other sources—into program expenditures and direct support for participants. It highlights the alignment of resources with service delivery, showing our commitment to maximizing every dollar for community impact.
This graphic illustrates how PacMtn’s funding flows from multiple streams—federal, state, and other sources—into program expenditures and direct support for participants. It highlights the alignment of resources with service delivery, showing our commitment to maximizing every dollar for community impact.
Spending by Service Category
This graphic shows how PacMtn invests its resources across core service categories, including job search assistance, training, career navigation, and business services. It reflects our focus on meeting local workforce needs through targeted, high-impact investments.
This graphic shows how PacMtn invests its resources across core service categories, including job search assistance, training, career navigation, and business services. It reflects our focus on meeting local workforce needs through targeted, high-impact investments.
This graphic groups PacMtn’s investments by key program areas: Reentry, Specialty Programs, WIOA Formula Services, and Poverty Reduction. It shows how we align funding with community priorities and respond to the diverse needs of our region.
This graphic groups PacMtn’s investments by key program areas: Reentry, Specialty Programs, WIOA Formula Services, and Poverty Reduction. It shows how we align funding with community priorities and respond to the diverse needs of our region.
This graphic details PY24 participant spending across five program focus areas: Reentry, Specialty Programs, WIOA Formula Services, Poverty Reduction, and Youth. It shows how PacMtn targets resources to support individuals in programs aligned with community needs and workforce priorities.
This graphic details PY24 participant spending across five program focus areas: Reentry, Specialty Programs, WIOA Formula Services, Poverty Reduction, and Youth. It shows how PacMtn targets resources to support individuals in programs aligned with community needs and workforce priorities.
This graphic shows PacMtn’s total expenditures in PY24, grouped by service type. It reflects how resources were allocated across core functions like training, career services, business engagement, and system operations to support a strong regional workforce system.
This graphic shows PacMtn’s total expenditures in PY24, grouped by service type. It reflects how resources were allocated across core functions like training, career services, business engagement, and system operations to support a strong regional workforce system.
Looking Ahead
Hope and Resilience in a Time of Challenge
PacMtn is entering Program Year 2025 with open eyes and a strong sense of purpose. While funding cuts are creating real challenges, the organization is staying grounded in its mission and moving forward with thoughtful planning and renewed determination.
The core priorities remain the same. PacMtn will continue to support workers and employers through One Workforce Investment, Sector Strategies and Quality Jobs, and Opportunity Begins Here. As part of its response, PacMtn is making strategic shifts. These include closing the Tumwater WorkSource center, opening a smaller site in Lacey, and restructuring the Lewis County WorkSource location to better serve the region while lowering costs.
Even as resources tighten, PacMtn continues to invest in people, partnerships, and practical solutions. The work may look different, but the heart of it remains the same.