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Home My WebLink About20061902 RESOLUTION RE: APPROVE EXPENDITURE AUTHORIZATION FOR 2006-2007 WORKFORCE DEVELOPMENT PROGRAMS AND AUTHORIZE CHAIR TO SIGN WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS,the Board has been presented with an Expenditure Authorization for2006-2007 Workforce Development Programs between the County of Weld,State of Colorado,by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment, July 1, 2006, with further commencing terms and conditions being as stated in said expenditure authorization, and WHEREAS, after review, the Board deems it advisable to approve said expenditure authorization, a copy of which is attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Expenditure Authorization for 2006-2007 Workforce Development Programs between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment be, and hereby is, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said expenditure authorization. The above and foregoing Resolution was,on motion duly made and seconded, adopted by the following vote on the 17th day of July, A.D., 2006, nunc pro tunc July 1, 2006. • BOARD OF COUNTY COMMISSIONERS ,rf fj ,t, WELD C NTY, COLORADO ATTEST: Lill /�/ c _: 1 M. J. Geile, hair Weld County Clerk to th 1W. O —.4.. EXCUSED David E. Long, Pro-Tem BY: De ty Cle o the Board i1't`� �G�✓ Will' H. Jerk ft APP: a -S AS TO FO'- ' \( S� 1 �J�V°✓� Robe D. Masden ro y A eY 3 Glenn Vaad �� Date of signature: 112th' 2006-1902 HR0077 �O . H 5 C C( ) O'7 X8-O6 a MEMORANDUM f DATE: July 12, 2006 r ' V�`kTO:FROM: Walter J. Speckman, Director Human Services U1/41 v COLORADO SUBJECT: Expenditure Authorization Requests Enclosed for Board approval is the Workforce Investment Act Plan Modification for Program Year 2006. This includes the Expenditure Authorizations for The WIA Title I Adult, Dislocated Worker,and Youth programs and an Expenditure Authorization for the Title III Wagner-Peyser Program. The Expenditure Authorizations include the Budget Information Summaries for these Programs and request the following funding levels: Title I Adult $344,640; Dislocated Workers $389,567; Youth $485,565; and Wagner-Peyser$538,208. These funds will be used to provide the Core, Intensive, and Training Services to job seekers and employers as outlined under the Workforce Investment Act of 1998. If you have any questions, please feel free to telephone me at 353-3800 ext. 3317. 2006-1902 ., EXPENDITURE AUTHORIZATION(EA) Signature Page Workforce Region: Employment Services of Weld County Address: PO Box 1805, Greeley, CO 80632 Program/Project Coordinator: Ted A. Long Phone Number: (970) 353-3800 ext 3400 EXPENDITURE AUTHORIZATION SUMMARY This Expenditure Authorization (EA) covers the following Funding Streams: Program Year: PY06 Funding Stream: PY06 Adult $58,935.00 Program Year: PY06 Funding Stream: PY06 Dislocated Worker $111,916.00 Program Year: PY06 Funding Stream: PY06 Youth $485,565.00 Program Year: PY06 Funding Stream: PY06 Wagner Peyser $538,208.00 This Expenditure Authorization has been reviewed and approved by the following parties and will be incorporated into the Workforce Development Programs Grant Agreement as an attachment. This signature page, when duly signed, authorizes the granting of funds by the Colorado Department of Labor and Employment for the program/project identified herein. The EA commitment document is not valid until it has been approved by he State Controller or designee. By: Jul 17 2 -s�� \_ 6-6 . . eile Date IT Grice Date Chair, Board of Weld County Commissioners Executive Director, CDLE By:, _ iar By: Mary Li ter Date Date Board, hair Title: By: r>i,G,'LE / s- 2 ? .6; By: ----Lit. L. Perez, Director 7' Date Date Employment Services of Weld County Title: ALL CONTRACTS MUST BE APPROVED BY THE STATE CONTROLLER CRS 24-30-202 requires that the State Controller approve all state contracts. This contract is not valid until the State Controller, or such assistant as he may delegate, has signed it. The contractor is not authorized to begin performance until the contract is signed and dated below. If performance begins prior to the date below, the State of Colorado may not be obligated to pay for the goods and/or services provided. STATE CONTROLLER: _.„,,LIE M. S NE� vn V Date ! 71166 q, ATTE NG ' N C0M R .9 , ATT" va ;5 Y:EL C K TO JHE BOA D By.- tit f 4 _Fick DE , TY CLE TO TfiE BOARD OCi( /fe177 EXPENDITURE AUTHORIZATION(EA) Signature Page Workforce Region: Employment Services of Weld County Address: PO Box 1805, Greeley, CO 80632 Program/Project Coordinator: Ted A. Long Phone Number: (970) 353-3800 ext 3400 EXPENDITURE AUTHORIZATION SUMMARY This Expenditure Authorization (EA) covers the following Funding Streams: Program Year: PY06 Funding Stream: FY07 Adult $275,705.00 Program Year: PY06 Funding Stream: FY07 Dislocated Worker $277,652.00 Program Year: Funding Stream: $ This Expenditure Authorization has been reviewed and approved by the following parties and will be incorporated into the Workforce Development Programs Grant Agreement as an attachment. This signature page, when duly signed, authorizes the granting of funds by the Colorado Department of Labor and Employment for the program/project identified herein. The EA commitment document is not valid until it has been approve by the State Controller or designee. M.J. eile Date ck Grice Date Chair, Board of Weld County Commissioners Executive Director, CDLE By. �� )u (/ i' By: Mary Lit fW6t ter Date Date Board, Chair Title: BY 4" ��( '7-s' By: ti L. Perez, Director / Date Date Employment Services of Weld County Title: ALL CONTRACTS MUST BE APPROVED BY THE STATE CONTROLLER CRS 24-30-202 requires that the State Controller approve all state contracts. This contract is not valid until the State Controller, or such assistant as he may delegate, has signed it. The contractor is not authorized to begin performance until the contract is signed and dated below. If performance begins prior to the date below, the State of Colorado may not be obligated to pay for the goods and/or services provided. STATE CONTROLLER: FN.TAl -:. '-',, '� M. SHE FELT J .,,,,it • ' ,� ��i�// am/ • MI i` ' !....• Date o algt A T oN31 oriCUUwti Y COI WRES ONLY g '/ ATTEST WEL COUNTY CLERK TgTHE BOARD BY:- a -t ,--rti� DE UTY CLE TO HE BOARD PGL Attachment 1 PY06 Local Plan Signature Sheet (Grant Agreement Attachment B Local Plan) Workforce Region Name: Employment Services of Weld County Address: PO Box 1805 City/State/Zip Greeley, CO 80632 This Attachment B provides a modification to the Two Year Local Plan that was implemented under the Workforce Investment Act of 1998 (WIA) during Program Year 2005. This Two Year Local Plan Modification shall be implemented to cover the interim period until the Workforce Investment Act of 1998 (WIA) is reauthorized. We certify that all planned activities and modifications under the Two Year Local Plan are presented here for i mentation beginning July 1, 2006, for Program Years 2006-2007. By:i�� 71,e,‘ C/‘- M. J. Geile Date Chair, Board of County Commissioners dutBy: /—13-o4' Mary liter, Chair Date Weld unty Workforce Development Board By; �� of----1-1. 2-/3* nda Perez,Director Date Employment Services of Weld County ADDITIONAL APPROVALS: By: Date By: [Name, Title] Date Employment Services of Weld County Workforce Investment Act/Wagner-Peyser Local Plan Modifications Narrative for PY 06 Based on the guidelines for PY06, Employment Services submits the following information: A. Economic and Labor Market Analysis 1. Describe any changes since last year's plan to the makeup of the region's economic base including growing or declining industries and occupations and the demographics and skills gaps of the labor pool. Identify what sources of labor market information that you are using to identify these changes. The Weld County economy continued to perform well in 2005 and it is expected that the improvement seen over the past two years is an indicator for similar anticipated growth throughout 2006 and 2007. Unemployment in the County decreased from 5.4% in 2004 to 5.1 in 2005 (a decrease of .3%) and as of March 2006 data shows that the unemployment rate has continued to decline to a 4.6% rate. Employment numbers in the county continued to improve and showed an increase of 2.27% from 2004 to 2005. Job growth is expected to continue to be steady but may not see as much growth as in 2005 due to the Owens-Illinois glass manufacturing plant, Lock Line, Accutele, The Shops at Centera, the major expansions at Northern Colorado Medical Center, RR Donnelley Norwest, and Eastman Kodak are fully operational and the major thrust for hiring has been completed. Based on an analysis of local data derived from the Spring 2006 Colorado Department of Labor Job Vacancy Survey's, Weld County will continue to focus its employer relations efforts in the Healthcare Practitioner and Technical occupational area. The Weld County Workforce Development Board will also place a major emphasis on increasing the availability of workers for the transportation and energy fields. In the upcoming year, Weld will continue to focus marketing efforts toward the employers in the south western portion of the county. This area has seen an expanding employer base and marketing efforts will familiarize the employers with the services available to them through the workforce center as well as advertise the Employment Services satellite office located in Del Camino. The Weld County Workforce Development Board will continue to analyze local data to ensure that changing market trends are addressed. The following indicates the major employers in the Greeley and Weld County area and the changes seen in the number of jobs from last years plan. Company #Jobs DifferenceLocation from Last year Swift & Company 2,900 +60 Weld County State Farm Insurance Companies 2,340 -827 Greeley School District 6 2,180 -143 Greeley/Evans State of Colorado (includes uNc) 1,925 +63 Government North Colorado Medical Center 1,866 +334 Greeley Eastman Kodak, Colorado Division 1,650 -50 Windsor Weld County 1,389 -1 Weld County Startek, Inc. 840 +147 Greeley City of Greeley 930 +44 Greeley Aims Community College 705 +80 Greeley/Ft. Lupton U.S. Government (includes military,civilian&postal) 613 -16 Weld County Source: 2006 Weld County Demographic Profile,GreeleyNVeld Economic Development The Spring 2006 Job Vacancy Survey indicates that the Leisure and Hospitality sector led the twelve supersectors with 1,285 estimated vacancies. Government dropped from 547 estimated vacancies in spring 2005 to 290 in the Spring 2006 survey. The top three supersectors—leisure and hospitality; trade, transportation and utilities; and health care and social assistance, make up over 59 percent of the Larimer and Weld estimated vacancies. All groups of supersectors, with the exception of professional and business services and government, have more job openings in the spring 2006 compared to the last survey. Small to mid-size (less than 200 employees) firms account for 85 percent of all vacancies, however, since there are more small to mid-size firms, there are actually fewer vacancies per employer compared to large companies. There are almost 8 vacancies per large private firm compared to an average of two vacancies per employer for small to mid-size firms. According to the Spring 2006 Job Vacancy Survey, there were an estimated 4,086 vacancies that were open for immediate hire in firms with at least five employees. The top four supersectors concerning vacancies were: Leisure and Hospitality-1,284; Trade, Transportation & Utilities— 678; Health Care &Social Assistance—463; and Construction—362. The general demographic makeup of the Weld County region is as follows. (Data is based on the County Estimated Population for July 2004 of: 217,781) Age Total Number Percentage Under 18 yrs 59,650 27.39% 18 yrs—44 yrs 93,493 42.93% 45 yrs-64 yrs 46,300 21.26% Over 64 yrs 18,337 8.42% Median Age 31.6 Race' Total Number Percentage White 173,114 79.49% Hispanic/Latino 66,750 30.65% Black/African American 1,416 .65% American Indian 2,221 1.02% Asian 2,091 .96% Hawaiian/Pacific Islander 261 .12% Labor Force/Employment Greeley MSA June2004 Labor Force 109,916 Employed 104,342 Unemployment Rate 5.1 •Note:Data are estimates prepared by Ctaritas Inc. Sub totals add up to more than projected totals due to individuals claiming more than one race/ethnicity. The following chart identifies the demographics of the customers served in the workforce center during the period of July 1, 2005 - May 31, 2006. A review of data captured for this eleven month period shows that there has been approximately a 1.7% decrease in the total number of active job seekers compared to the similar period last year which would correspond to the improved economy, and approximately a 10% decrease in the number of job seekers that received staff assisted services which could be attributed in part to an increase in the number of Web registrations. On average, more individuals 45 and older and employed workers are utilizing the system. Employment Status at UI Hispanic or Latino Total Participation Eligible Total Job Seekers Job Employed Not Claimant Yes No Seekers Employed Total Active Job Seekers 17,351 3,139 14,212 5,709 7,851 9,500 Veterans& Eligible Persons 1,352 310 1,042 616 242 1,110 Male 9,274 1,802 7,472 3,124 4,140 5,134 Female 8,077 1,337 6,740 2,585 3,711 4,366 Youth 1,175 84 1,091 6 604 571 Adult 18 and over 16,176 3,055 13,121 5,703 7,247 8,929 18-44 11,823 2,281 9,542 3,491 5,910 5,913 45-54 2,989 548 2,441 1,475 993 1,996 55 and over 1,364 226 1,138 737 344 1,020 Received Staff Assisted Services 13,393 2,556 10,837 4,107 6,219 7,174 Employment Services consistently analyzes the job seeker/applicant data base to determine whether our labor supply meets the needs of the demand occupational areas. Data is also analyzed to compare our client pool against existing job orders, proposed new business expansions, as wells as to target employers who could benefit from the skills of our job seekers. 2. Based on the described changes to the local economy, identify changes in your key workforce development challenges and issues. The transportation and energy related occupation and labor supply shortages will continue to be a major focus and challenge for 2006-2007. To address transportation needs, active recruitment for individuals to be trained in truck driving has been a priority and a taskforce of the Weld County Workforce Development Board was developed to identify additional strategies to meet the needs of employers. The Weld County Workforce Development Board's Transportation Taskforce was formed and met numerous times in 2005, and will continue to meet to develop and implement strategies in 2006-2007. A link for Professional Drivers has been added to the Employment Services web site and will be actively marketed in the upcoming year to encourage professional drivers to apply for positions with listing employers. This site will also be used to provide occupation and resource information for future truck drivers. Training for limited English Speakers to become CDL certified was developed over a year ago and is offered as an alternative for employers. A job fair is planned for September 2006 which will provide a venue to encourage individuals to look into this as a viable career and link them to training providers as well as offer current drivers the opportunity to interview with employers. Employers needing truck drivers have been, and will continue to be, invited to participate in our job fairs to promote employment in this area as indicated above. Employment Services is also a partner with the Rockies Workforce Energy Coalition. This coalition represents key energy employers like Shell, Halliburton, Encana, Key Energy, Suncor, representatives from education, and workforce development officials that represent Colorado, Wyoming, Montana, North Dakota, and Utah. An Energy Employer Service Guide for accessing the workforce system in the 5 state region was developed to assist employers in using the workforce system to meet their employment needs. A link on our web site is also being enhanced to provide Weld County job seekers the ability to access information concerning job openings and training available in Wyoming, Denver, and North Dakota. Employment Services continues to work with Aims Community College to address health care shortages. Aims shares our commitment in this area and their dedication is demonstrated by expanding their capacity for training by building a new Allied Health Care building at the Greeley campus. The population growth in the southern part of Weld County will require additional emphasis and resources devoted to serving this population areas needs. Employment Services will be moving into a new building in Ft. Lupton in the fall of 2006 which will increase the access to services for customers in this area. An additional challenge area that we will focus on in 2006-2007wi11 be expanding employment opportunities for youth with disabilities. Through funds provided in 2005 under the Youth Transitions grant for planning and conducting a gaps analysis, efforts were made to solidify our existing relationships with schools and the community based organizations serving youth with disabilities and as a result a collaborative plan was developed which identifies targets and goals that we will work on for the next year. A Workforce Board task-force was identified and has begun, and will continue to work on, developing strategies to more effectively engage employers in this area. B. Strategies/Partnerships for a Demand-Driven System and Expansion of Training 1. Identify changes in strategies/partnerships or new strategies/partnerships you will be utilizing to target industries that are high-growth/high-demand, which are critical to your local economy. Describe your strategies/partnerships for closing the skills gaps in these industries, and to address the additional challenges and issues. As mentioned in A-2 above, addressing the energy workforce shortages in the region has resulted in a five state regional collaboration effort. This effort will result in increased training and employment opportunities for job seekers as well as increase the access to the labor force for employers. The Weld County Workforce Development Board has been promoting and encouraging discussions around regional workforce collaboration. The development of new training for emerging technologies was identified as a high priority to address the workforce needs. Employment Services will be an active partner in the Metro Workforce Development Board and it is expected this partnership will provide the opportunity to increase training opportunities in demand occupations. As a member of the Metro WIB we will also be an active partner in the strategies developed through the WIRED grant. The president of Upstate Colorado Economic Development and the director of Employment Services of Weld County are members of the Metro WIB and this will help provide the necessary linkage to connect the economic development and workforce issues in Weld County. 2. On May 8, 2006, CDLE received a waiver of the prohibition on use of WIA funds for economic development. This allows WIA funds to be utilized for economic development activities that have a direct tie to workforce development and human capital solutions, such as identifying skill requirements of business and developing industry-recognized competency models. Funds could not be used for such activities as infrastructure development or business financing. Please describe any strategies that the region may pursue related to this waiver including initiatives related to the WIRED grant. Include your methodology for ensuring a fair and equitable process for employers to access or benefit from these funds. Supporting small businesses continues to be a priority for Weld County. The Greeley/Weld Small Business Development Center will continue to partner with Employment Services to help bring services to small businesses. They are a valuable resource for referrals for customers who are interested in small businesses opportunities. Upstate Colorado Economic Development coordinates information and services with our office as businesses identify a work force need. In addition to the collaborative partnerships with agencies providing services to small businesses, we also have developed marketing efforts specifically designed to reach the small business owner. This includes a quarterly newsletter made available to business owners though the various Chambers of Commerce in the county. This newsletter addresses workforce information that may be of interest to the employers, and our local business plan addresses employer relations and outreach. The Small Business Development Center is one of the partners in our business services plan. As indicated in 1 above, Employment Services and Upstate Colorado Economic Development are members of the Metro WIB and part of the WIRED grant and will incorporate appropriate strategies identified from this collaboration as they are developed. 3. Describe the region's strategies/partnerships to redirect local resources to increased training opportunities for clients and employers. For purposes of this plan, training activities may include ITAs, OJTs, customized training, work experience (adult and youth), ESL, GED, diploma, KeyTrain/WIN (etc.), and literacy classes. (Note: The State is working to obtain official recognition of ESL, literacy and KeyTrain/WIN as certificate programs.) Regions should view all these activities as part of a training package/voucher for clients and employers that may be awarded to them in a manner similar to an ITA or an OJT. In addition: i. Describe additional activities you will initiate that involve client acquisition of job related skills, and the percentage of funds that will be used to support them. Employment Services believes that the Northern Colorado/Wyoming collaborative effort should assist both our employers and job seekers by providing them with a better understanding of different labor market needs as well as training resources and opportunities. It is also possible that additional collaborative efforts will occur between the community colleges to increase training opportunities in a variety of occupations including the development curriculum for training individuals in the skills needed for the job opportunities in the area of energy, health care, nanotechnology, etc. Employment Services is engaging employers in discussions around the utilization of WorkKeys and Key Train as a resource to increase the skills of their incumbent workers and provide them with certificates of competency for higher level positions with potential for increased wages. The additional use of tools for ESL, literacy classes, Key Train/WIN, GED, ITAs, OJTs, etc. will be utilized for clients and employers as needed and as appropriate. The Weld County Workforce Development Board has determined that individuals who score level three and above on the WorkKeys assessments will be awarded a certificate/credential of competency. ii. Describe how you would set up a system to award the training vouchers for all training activities described. The existing processes for training activities such as ITAs, OJTs, customized training, work experience placements, GED, ESL, etc., for adults, dislocated workers and youth have been described in the Weld County 5 year WIA plan and its subsequent modifications At this time Employment Services has not identified how we would develop a voucher system for activities such as GED, work experience, OJT and is unsure exactly how that system would be set up as we either deliver the services such as GED, ESL, and literacy training, or in the case of OJT and work experience placements, place clients directly with employers. As strategies and processes are developed, the resulting policies will be forwarded to CDLE. iii. Identify what percentage of each funding stream for PY06 (total Adult, DW, Youth, and Grand Total) will be utilized for the direct costs of training opportunities. Include all direct costs (tuition, books, supportive services,tutors, etc.) associated with ITAs, OJTs, customized training, work experience, ESL, GED, diploma, KeyTrain/WIN (etc.), and literacy classes. (These percentages can be obtained from attachment#4 - PY06 Local Plan Modification Budget and Service Levels [column 6, rows 14, 20, 24, and 29], and copied into your plan narrative.) Based upon data provided by CDLE, Employment Services currently expends an average of 50% of its funds on training activities normally considered as training in the Adult, Dislocated Worker and Youth programs. It is anticipated that we will continue to expend a similar percentage in each of the funding streams for these specified training activities. Based upon the guidelines established above, directing regions to include all costs such as books, supportive services, tutors, etc., and assuming that direct staff costs associated with the delivery of these services would also be considered as a training cost, Employment Services' estimates that the majority of costs, with the obvious exception of administrative costs, would be associated with training. Therefore it is our estimate that approximately 60- 65% of funds would be included as training costs. iv. Identify partner agencies that contribute to the costs of training your WIA clients and specify their direct financial or in kind contribution to the training costs. For example: Pell grants, costs of instructors for customized training, etc. This data should be listed or presented in a chart format. In PY06 we expect that our collaborative partnerships will continue to grow. Aims Community College, the Weld County Department of Social Services, and others have provided a continuum of services to help meet our customers' training needs. New partnerships continue to be made with the key players and workforce boards in Northern Colorado and Wyoming. A regional meeting was held in April of 2005 and a second meeting was held in the fall of 2005 with the key stakeholder in these areas. It is expected that from this meeting, a variety of task forces will be developed to address key strategic areas for workforce development and we continue to anticipate that task forces will be developed to discuss/review education, new training and technology development, economic development, as well as other areas. The following chart identifies partner agencies and their contributions to the training costs for our WIA clients. Partner Agency Type of Contribution Aims Community College In Kind - reserved slots for some courses, Pell grants, ESL, etc. Department of Social Services Training and supporting service funds for co-enrolled (i.e. TANF/WIA) individuals Right-to-Read Adult Basic Education services v. What percentage of training-related placements do you anticipate for all training activities described above? These percentages can be obtained from the revised EA planned participation charts contained in attachment#6. Copy the 4t° quarter figures for Adult, DW, Older Youth, and Younger Youth into your plan narrative. When considering that a training related placement would be considered if the individual met the identified goals of an individuals Individual Employment Plan (IEP), or in the case of youth their Individual Service Strategy (ISS), Employment Services anticipates the percentage for training related placements will be 65-70%. C. Strategies for Serving Youth/Restructuring of the WIA Youth Program Colorado has requested a waiver of the WIA requirement that local programs provide each of the ten youth program elements. These elements include tutoring, alternative secondary school services, summer employment opportunities, paid and unpaid work experiences, occupational skills training, leadership development, supportive services, adult mentoring, follow-up services, and comprehensive guidance and counseling. If granted, this waiver would allow local creativity and flexibility in designing programs to serve out-of-school youth and the hardest-to-serve youth client groups. In addition, it would allow development of youth credentials based on standards developed or endorsed by state agencies, institutions of higher education, and industry organizations. 1. Please describe any strategies your region may pursue related to this waiver. Employment Services of Weld County does not anticipate we will purse any strategies that are significantly different than those already in place as a result of the waiver submitted by the state. When Weld County submitted its RFP for the delivery of youth services there were no responses and therefore Employment Services has been providing the availability to the ten program elements. Weld County has consistently targeted and provided integrated and comprehensive services to those youth most in need including drop-outs, offenders, foster care youth, homeless youth, as well as other at-risk youth. As a result of us serving these categories of youth for over fifteen years, we have developed very good strategies and relationships with numerous agencies including the probation department, juvenile justice, Senate Bill 94, the Weld County Department of Social Services, alternative high schools, and a variety local community based and faith based organizations. These relationships allow us to design programs that best meet the needs of the hard to serve youth populations and the ability to receive referrals and to collaborate in the delivery of services as needed and appropriate. Employment Services invested in and developed a computerized learning lab over sixteen years ago designed to provide educational services to individuals in need of a GED or who were in need of remedial activities to assist them in obtaining employment. Over the years we have enhanced the services provided by the lab to include a wide variety of assessments and training components. The lab has proven to be very beneficial and successful in providing alternative education opportunities to at-risk youth. As we have developed our south county offices we have included learning labs in both locations. Through the use of the computerized learning environment, it has been shown that youth make a stronger connection to their assigned educational activities than they would in a regular classroom environment. Employment Services will continue to utilize the learning labs to provide educational opportunities and services to youth. As discussed earlier, Employment Services has well established linkages with the various school districts and alternative schools in the Weld County area, the Weld County Department of Social Services, the juvenile justice systems including the courts and the probation department, and the various community based and faith based organizations to serve the at-risk youth population. Our strategies for serving at risk youth will be to continue our existing collaborative efforts with these agencies/departments as well as to develop new collaborations as the need arises. Employment Services has and will continue to introduce younger youth to the various health occupations by utilizing the Gee Whiz Health Camp. Employment Services of Weld County and Aims Community College collaborates with North Colorado Medical Center(NCMC), the University of Northern Colorado (UNC), Bonell Good Samaritan Center and Medline to continue to partner in the delivery of the Gee Whiz Health Camp program. This program is designed to familiarize youth ages 14-15 with health care occupations and the types of working environments utilizing a"see, touch, experience and share" format. The camp operates for four days during the summer and offers a variety of experiences related to the medical field. As discussed earlier, new partnerships are being made with the businesses, economic development, other key players, and workforce boards in Northern Colorado and Wyoming. Meetings with this group were held in April of 2005 and the fall of 2005 which included key stakeholders from the workforce and education systems in these areas. Employment Services continues to expect that as a result of these meetings, task forces will be developed to address key strategic areas, whether these are in education, training and employment opportunities, technology development, economic development, or other areas. We anticipate that these discussions will address the identification of the in-demand skills and training needs of employers, and what will need to be developed in education, training and employment opportunities for all individuals, including youth. Strategies identified by the Youth Council that we will continue to work on include: • Designing and refining programs so they can become increasingly responsive to business needs by sponsoring an employer focus group, surveying employers regarding youth employment opportunities, and sponsoring or assisting in a variety of job fairs each year • Recommending goals and objectives for youth programs and systems and trying to align performance goals and objectives for all youth workforce development programs • Continuing to analyze the short and long term labor needs of employers, especially as it applies to youth • Developing an integrated model between the AmeriCorps and out of school youth program • Developing new alternatives to serve at risk youth • Marketing and monitoring the Multi-Disciplinary Youth Assessment Team • Marketing and monitoring health care initiatives to increase the number of youth entering the health care field • Monitoring, revising, and expanding the TIGHT Youth Corps Program As CDLE identifies and obtains approved recognition of certificates/credentials from a variety of standards endorsed by state agencies, the Weld County Workforce Development Board will seek approval for credentials for youth participants that meet those standards. The Weld County Workforce Development Board has determined that individuals who score level three and above on the WorkKeys assessments will be awarded a certificate/credential of competency assuming that the state receives approval from the US Department of Labor in this area. 2. Identify changes in the youth program for PY06 that will support the implementation of the provisions of TEGL 17-05, Common Measures Policy. The Weld County Youth Council is reviewing a variety of strategies that will encourage required youth to test in accordance with common measures guidance for the identification of literacy and numeracy gains. The Weld County Workforce Development Board has determined that individuals who score level three and above on the WorkKeys assessments will be eligible to receive a certificate/credential of competency assuming that the state receives approval from the US Department of Labor for local boards to issue credentials in this area. The Council will also provide input to the sate regarding the identification of areas for consideration for recognition of credentials/certificates. 3. Provide a description of any other types of changes that will occur in your youth program or any youth initiatives related to the WIRED grant. As mentioned previously, Employment Services has developed a number of strategies that focus on serving Weld County youth. Employment Services submitted for and was awarded a continuation grant for our AmeriCorps program. Workforce Investment Act (WIA) Youth, Weld County Youth Conservation Corps (WCYCC) Junior Corps youth, and other youth, have the opportunity participate in the WCYCC AmeriCorps Program to learn a variety of skills and earn money for college. Presently, we are developing a program which will be funded by the Weld County Department of Social Services to serve 14 and 15 year old youth who are in foster care. The first two years of this program will focus on increasing the developmental assets of the youth which include such things as refusal skills training, sexual abstinence, increasing social skills, increasing skill s in reading and math, basic career exploration, initial work experiences, etc. As youth progress and turn sixteen, they will become involved with the CHAFFEE program through the Department of Social Services and will also be considered for participation in the WIA youth programs and the associated activities. As a member of the Metro Workforce Investment Board (WIB) and a partner in the WIRED grant, Employment Services will be actively involved in the development and implementation of the goals and objectives established through the grant as well as participate in the various panels convened. Planning is the primary activity that will take place in 2006, however, we will be share information obtained from the higher education panel of the grant to the 13 school K-12 districts in Weld County and to Aims Community College and the University of Northern Colorado. As potential programs and initiatives are explored, the Weld County Workforce Board will convene the appropriate partners to determine next steps. D. Organizational and Infrastructure Changes 1. Describe organizational changes that occurred during PY05 and indicate organizational changes that you anticipate for PY06. Explain the reasons for the anticipated changes. There were no significant organizational changes in PY 05 and Employment Services does not anticipate that there will be any changes in PY 06. A number of staff positions were added to accommodate the delivery of services. A WIA youth case manager and Adult program case manager were added to the Special Programs unit. If there are any significant changes we identify as necessary, Employment Services will inform CDLE as appropriate. 2. Provide a copy of your latest organizational chart. On the chart or on a separate page, indicate the gross annual salary for each position. The organization chart with gross annual salary to each staff is included as Attachment 2. Salaries identified do not include fringe amounts 3. Identify any new system building initiatives that you plan to undertake (e.g. expansion of your resource room, new services at a particular location, new satellite offices, etc.) during PY06. In addition, describe any new technology improvements or initiatives that are being planned. Our new office in Ft. Lupton should be completed sometime in 2006 and when completed, this office will provide us more space and as a result, we anticipate increasing our capacity to serve additional customers in the Ft. Lupton area. We will add a resource room which will also include assistive technology and upgraded versions of some of the assistive technology software. The Employment Services Learning Lab will upgrade its system in 2006 to stay current with the increasing technology requirements demanded of the software needed for the delivery of services. A small resource room/training room will be developed to provide the ability to deliver small class size training activities for new staff concerning work tools such as JobLlnk, internet based job search, etc., as well as providing the potential to deliver similar small class sized activities for employers and job seekers. Employment Services is also working in partnership with the Colorado Department of Labor to implement the utilization of both the Dynamic Works and Data Casting initiatives to provide increased training opportunities and access to resources for workforce center staff. E. Fiscal and Performance Outcomes 1. Indicate what strategies you will be using to meet a 70% average expenditure rate for all years of WIA Adult, DW, and Youth funds available to be spent in PY06. Employment Services routinely reviews expenditures and obligations. Financial reports are reviewed on a monthly basis by the Employment Services director, fiscal officer, and program managers to review expenditures and evaluate projected levels of expenditures. Based upon these reviews, adjustments in client recruitment, training levels, time allocations, etc and made as appropriate. Modifications to plans are submitted as necessary to adjust or transfer funds and adjust client service levels as needed. 2. Indicate which PY05 performance outcomes may fall below 100% and what strategies you will be using to achieve 100% of your PY06 performance goals. As of the most recent data available for the third quarter of PY 05 Weld County is currently below the 100% level for the following: the Adult 6 Month Retention Rate (achieved 87.6% of standard); the Dislocated Worker Credential/Employment Rate (achieved 93:4% of standard); the Older Youth Credential/Employment Rate (achieved 80% of standard); the Older Youth 6 Month Retention Rate (achieved 97.6% of standard); and the Younger Youth Diploma or Equivalent (achieved 84.8% of standard). Employment Services is exceeding the minimum of 80% of the federal standard in all areas and we believe that a number of the standards will increase to over the 100% level when final data is available. Weld County will continue to monitor and implement strategies designed to increase performance which include a review of UI wage records prior to enrollment to ensure post program target wages are identified, increased follow-up contacts including additional emphasis on wage improvement efforts after exit to employment, exit date management, and ensuring supplemental data is recorded as soon as it is obtained. Weld County does not anticipate that any standards will fall below the 100% level for PY 06 but until common measures standards are identified and negotiated will not be able to ascertain expected outcomes at this time. Weld County also continues to believe that performance standards should be negotiated based upon the regions local labor market and economic conditions. Weld County wages continue to be one of the lowest along the Front Range and data shows that the per-capita income for Weld County ranges from $3,000 to approximately$22,000 lower than other Front Range Counties and this trend continues (and widens) when Median Household and Median Family incomes are considered. Demographic and economic data should be considered when negotiating the common performance measure for average wage. 3. Identify additional administrative, or Adult or Dislocated Worker program/process changes that will be necessary to implement TEGL 17-05, Common Measures Policy, during PY06. Indicate what actions will be taken to achieve these changes. Employment Services does not foresee that any additional administrative, program or process changes will be required to implement TELL 17-05 at this time. If it is identified that changes will need to be made in the future, Employment Services will provide CDLE copies of any new policies or process changes. 4. Discuss the region's intent to utilize the State's proposed waivers identified below. Regions wishing to implement these waivers effective July 1, 2006, should include the transfers and set-asides in the original EA for PY06.) i. Up to 100% transfer of funds between the Adult and Dislocated Worker formula- allocated funding streams (Note: Regions taking advantage of this waiver must still meet their responsibility to provide a full range of services to Adults or Dislocated • Workers and meet the performance standards for these programs.) [This waiver was granted 5/8/06.] Employment Services does not anticipate utilizing the waiver to transfer 100% of its funds between the Adult and Dislocated Worker funding streams. If the need arises where funds need to be transferred to meet an unforeseen demand for services for either of these programs, Employment Services will submit an Expenditure Authorization Modification requesting the appropriate transfer of funds to meet the identified need. ii. Up to 25% set-aside of formula funds for discretionary projects (Refer to PGL#05-06- WIA for more detailed information on set-aside grants). [This waiver was granted 5/8/06.] Employment Services does not anticipate utilizing the 25% set aside for local discretionary projects at this time. If the need arises where a discretionary project is identified and funds need to be transferred, Employment Services will submit an Expenditure Authorization Modification requesting the appropriate transfer of funds and submit a Expenditure Authorization identifying the project and the anticipated outcomes. iii. Use of the 25%set aside for activities described in sections 7(a) (labor exchange services) or 7(b) (10%special needs groups or exemplary projects) of the Wagner- Peyser Act. (Development of actual set-aside grants for Wagner-Peyser activities will be addressed in an updated version of PGL#05-06-WIA regarding set-asides.) In August of 2006, final allocations for WIA will be awarded and at that time Employment Services will determine if we will use the 25% set aside for Wagner Peyser activities waiver to support our Triage Targeted Populations program which provides more intensive Wagner Peyser services to customers who are limited English speakers, offenders, and individuals with disabilities. 5. Stand-In Costs: These are defined as costs that are paid by non-Federal funds for activities that directly benefit the program. One example is the time of a county attorney or accountant that is not charged to WIA or Wagner-Peyser, but has impact on the program. This can also include free advertising and board member donations. It is to the advantage of each workforce region to identify and report such costs because they can be used to avoid repayment of any disallowed costs. Please describe how the region plans to identify stand-in costs for PY06. (See PGL#01-14-F1 for more information on how to report stand- in costs to CDLE.) Employment Services will identify stand-in costs for PY 06. Documentation concerning the value of time, goods or services will be obtained from the provider of the services or goods or copies of receipts or donation letters will be made. A file of these costs will be maintained in the Division of Human Services fiscal office and Employment Services will adhere to the guidelines established under PGL 01-14-F1 for reporting stand-in costs. 6. Please attach a copy of the region's latest Cost Allocation Plan. A copy of the Weld County cost allocation plan is included as Attachment 3. F. Charts 1. Attachment 4—Budget and Service Level Chart: The budget and Service Level Chart is included as Attachment 4. Attachment 1 Workforce Investment Act/Wagner Peyser Plan Modification for PY 06 Executive Summary for the State Workforce Development Council Workforce Region: Weld County One-Stop Operator: Employment Services of Weld County Address: P.O. Box 1805 Greeley, CO 80632 Director: Linda L. Perez Phone (970) 353-3800 ext 3363 Program Contact: Ted Long Phone (970) 353-3800 ext 3400 Fiscal Contact: Dennis Bogott Phone (970) 353-3800 ext 3350 MIS Contact: Dora Lara Phone (970) 353-3800 ext 3420 • Provide a brief summary of the client groups and business sectors that will be targeted for PY 06 and the reasons for selecting them. Weld County intends to serve the following client target groups: • Adult- Weld County will serve unemployed adults who need and can benefit from additional assistance in obtaining a job, and will continue to target low income, unemployed individuals for services under the WIA Adult Program. Weld County has decided it will continue to focus services to these populations groups to ensure that the high population of low income individuals and those most in need are provided the necessary services to assist them in obtaining employment. A number of individuals who do not meet these guidelines will be served; however, our focus will continue to be on serving those individuals that do. • Dislocated Workers-Weld County will continue to serve individuals who meet the eligibility as outlined in the Workforce Investment Act, including those who are identified under the UI Profiling System. • Youth -Weld County will continue to focus its services to eligible out of school youth and a limited amount of eligible in school youth. The primary focus of services will be towards the out of school youth population, particularly those who have dropped out of school. • Wagner Peyser-Weld County will continue to provide priority services to veterans and targeted services to migrant and seasonal farm workers. The Triage Targeted Populations Program focuses more intensive services to monolingual individuals, ex-offenders, and individuals with disabilities. The Weld County Disability Program Navigator will continue to focus on increasing access to services in the workforce system for people with disabilities. Weld County will continue to operate The Return Unemployed Insurance to Employment(RUITE) Program to provide enhanced services to individuals receiving Unemployment Insurance benefits to assist them in locating suitable employment. An analysis of the local labor market was completed using the Larimer/Weld Job Vacancy Survey compiled by the Colorado Department of Labor, a review of statistical information regarding job seekers in Weld County, and of the number and type of job listings placed by employers in Weld County. The Weld/Larimer County areas have seen a forty-one (41%) increase in the number of job vacancies between the Spring of 2005 and the Spring of 2006. The Weld/Larimer areas also saw a .9% decrease in the unemployment rate for the same time period. Based on an analysis of local data derived from the Spring 2006 Colorado Department of Labor Job Vacancy Survey's, Weld County will continue to focus its employer relations efforts in the Healthcare Practitioner and Technical occupational area. The Weld County Workforce Development Board will also have a major emphasis on increasing the availability of workers for the transportation and energy fields. In the upcoming year, Weld will continue to focus marketing efforts towards the employers in the south western portion of the county. This area has seen an expanding employer base and marketing efforts will familiarize the employers with the services available to them through the workforce center as well as advertise the Employment Services satellite office located in Del Camino. The Weld County Workforce Development Board will continue to analyze local data to ensure that changing market trends are addressed. Based on the Spring 2006 Job Vacancy Survey, the Leisure and hospitality sector led the supersectors with 1,285 estimated vacancies. Government dropped from 547 estimated vacancies in Spring 2005 to 290 in the Spring 2006 survey. The top three supersectors—leisure and hospitality; trade, transportation and utilities; and health care and social assistance, make up over 59 percent of the Larimer and Weld estimated vacancies. All groups of supersecotrs, with the exception of professional and business services and government, have more job openings in the Spring 2006 compared to the last survey. Small to mid-size (less than 200 employees) firms account for 85 percent of all vacancies. • Provide a brief summary of the program initiatives, goals and objectives that will be undertaken in PY 06 for each WIA program and the Wagner-Peyser program. The following is a brief summary of the program initiatives, goals and objectives that Weld County will undertake for PY 06: • A focus will continue to be made to serve more low-income, unemployed individuals in the Adult Program. The Dislocated worker Program will continue to utilize the UI Profiling System as a recruitment tool. Staff will continue to provide coverage in all areas and the South Weld County offices will be open more days per week. • Formal Job Search/Job Club workshops will continue and new workshop content areas will be implemented and conducted on a regularly scheduled basis and be made available to all customers. The utilization of technology and the Employment Services resource room will be continue to be included as one of the workshop topics to assist individuals in expanding their job search beyond the local economy. • The Disability Program Navigator will continue to focus on increasing the access of individuals with disabilities to services in the workforce system. The Disability Program Navigator will continue to train staff in disability issues and increase their skills to ensure that individuals with disabilities are aware of and encouraged to use the workforce center resources and services. • The new satellite office at the Del Camino Weld County Office Complex in the southern portion of the County is operational and a major emphasis at this location in the upcoming year will include intensive marketing efforts and employer relations services towards the businesses in south Weld County. This office will offer the full array of services 2-3 days per week. We will also look at opening a new office in the Ft. Lupton area in 2006 which will provide us the ability to offer expanded services in that area. • The period of 2006-2007 will include initiatives in: continue expanding health care opportunities; Workforce Board Development activities; continuous improvement activities through CPEX which include pursuing the Timberline recognition; continued implementation of the State Alignment grant for improving transitions outcomes for youth with disabilities through the use of intermediaries; expanding options for youth who are involved in the social services or juvenile justice systems through the use of the TIGHT Youth Corps model as well as a project to work with 13-15 year old foster care youth in the areas of pre-employment and life skills. • It is anticipated that the Colorado Department of Labor and Employment and the Workforce Development Council will determine the historical trends of the Wagner-Peyser Program when establishing the performance standards for this program. Once these standards are identified, Weld County will respond to any program changes that may be necessary to ensure that the standards are met. • The Weld County Workforce Development Board and Employment Services of Weld County have identified several areas that it will direct its resources and time on for the next ear. These focus areas are identified in the WIA Plan Modification for PY 06. Some of these areas include the continuation of Disability Program Navigator to increase the workforce system's ability to respond to individuals with disabilities, increase the involvement of faith based and community based organizations in the workforce system, refine the continuous improvement process for Employment Services of Weld County, and continue to implement an intensive marketing plan that complements the statewide marketing plan developed by the Colorado Workforce Development Council. • The Weld County Workforce Development Board will continue to work with Aims Community College and other partners to increase health career training options. • The Weld County Workforce Development Board will also continue to work closely with the Greeley/Weld Economic Action Partnership in assisting existing businesses to grow and expand and in bringing new businesses into the County. Employment Services was a partner in the Synchronist Program and assisted in interviewing primary sector employers. The data obtained from these efforts will continue to be used as an evaluation and identification of the workforce and training needs of employers. • The Weld County Workforce Development Board will continue its efforts with the Larimer County and Wyoming Workforce Development Boards concerning regional collaboration efforts. • Weld County is a member of the Metro Workforce Investment Board and as a result the Weld County Workforce Investment Board (WIB) will be actively involved in the WIRED grant. As the Metro WIB identifies industry specific worker shortage problems, the Weld County Workforce Board will address the training and shortage issues as they apply to Weld County. • Complete the following chart,which does not include carry-in or transfer funds. Program PY 06 Total #of Clients to be Cost Per Client Allocation Served WIA Adult $344,640 150 $2,297.60 WIA Dislocated $389,567 140 $2,782.62 Worker WIA Youth $485,565 170 $2,856.26 Wagner-Peyser $538,208 18,000 $ 29.90 N Z. E f, v r L O) r co r J ` o N co Ll"J 1-CO 0 M Q C co V � v. M m t of d C O Eft co aN) E CV E 0 O C N U r K f0 0 O O. J N W g co E a 0 moo c s. al O W f0 Q cm N O0 > wU O � ca a r--- - - m ,-, co N R N :` O N- co W I` To �' N 1 NCO N. f` N. co r co co a0f .E S a) in 'y„��i_ E W co N- co o ° 1` M 0 r r, t co 0) co M M t fn (Cm O ).. I- Co ^ r N.co 1..-- rno 'lap v co c4 coin tfy CO CO M C l6 ' O 2O O)co MMM iO v'R fn (Nov 0_coco =M � M N (U N co •10 � Om d C � CO V CO0 dO Q) c r:/3 'Cl- Co cv V NM �M co -- 'J E V IL c co N N m UUb ; U ;.CNVCN f-F EN0 to NM coo J InWO 6 'O 'OcO U mcO U . (A Fa) o � mmc Q CO cu F a) 0- 0 oQUU � WQO2Jm � ooaso — m > m 0 m - C Y L t N 0 Y Q) m > J c � o d E m c' E c m mE � .c E °) is o c w co N C7 -3 (nU' ) IMFu_ cn .� O - OZ > f � O` CC —I W r O f0 O L 0 W N i_ Tr- w to C‘ iti a `m > E In iz Umi c N > J 0 t u n I— 0co z OI a d w p c m 2 J E O c co _ -J O fn a r. m v o 2 1g.. co W in M t o L. CO to O N (0 u ;Tb NCd E cr) m F0 R C13 0 C O c N M -t v CO co O N N (` 69(n f0 y Q 669 CO — Es- 2 (O f0 d O U L < 0 .,.Z °. L. 7 > 2 o 0 .� E o 22 Aa- W Ya2 � 2 o a O mc o rn _ EF c (0 f>i °DoLa M x •O = co flJcor co r V � rO � aor V ID Q W 7 E O f ) coo co co N M M I` co c_ N CO a. W coco O CO 1%. V V R M O CO N E o. N M N c a" Al) rn to 0, -M co MN- N M f+Ni � N �MM E «O fn rn G IT N Mbey fA f9 N fA 59 N CO t N 4Y F C m m 0 74 0, .. fo °gym = oOom � o (O � E a 2 „ ,`DY�. d O c 0 7C o U' m N co N 0D -12 U N N N a o P ( f_0 c m � c U > > E c y Y E °U m` � ° w ¢ ¢ . 0- CO ATTACHMENT 3 WELD COUNTY DIVISION OF HUMAN SERVICES COST ALLOCATION PROCESS BY DENNIS D.BOGOTT FISCAL OFFICER REVISED JUNE 2006 rijii ,_,O. CERTIFICATION OF COST ALLOCATION PLAN This is to certify that I have reviewed the cost allocation plan submitted herewith and to the best of my knowledge and belief: 1. All the costs covered by this proposal revised June 2006, to establish the cost allocation method for calendar year 2006 on, are allowable and in accordance with the requirements of OMB Circular A-87 and the requirements to the Federal awards to which they apply. 2. All costs covered by this proposal are properly allocable to the Federal awards on the basis of a beneficial or causal relationship between the expenses incurred and the awards to which they are allocated in accordance with the applicable requirements. Further, similar types of costs have been accounted for consistently. I declare that the foregoing is true and correct. State of Colorado County of Weld County Division of Human Services W lter,I Speckman/Ex6cufivee irector, WCDHS • • G A = 00_ N a o c \ is W N:C — N d N C .O III rt. ❑z LL C a N L w o�= -(1,� a S. =• 0 al F- UOz ._ - CO Ill O 5 g Fd € vg. A Ea: .a.e CO qu_ a € 6g 6"Acafi-.u- my".€83a '=y N,it Z.2 ' y jm gal! y!HH ! - ll " W � vbiawm` _ai 8' o z" - .._did o \ a S ay �7"Nw • CC... . WZ aa. Q o C = U N Q U 2 N L `= 2 U o UiA O W 5 \ U o U Z K COi W CT) Ca N. Z ° j w a /A\ �N T = -- = ° H._ �1 C O !L t � ~ C a ry 4 y v \ W O JLu U \ X C LL C 0 9 __._..,.& = m W z°— m !1!1 • as N IL _ am!! i O z O 8 E • g 5 fi Ili ma-3 CO r fi a` o Illoilti E` � a 56N i!tJ! ! wLm a 13' 5 _ 6-0c a. > ≥ ,2 a 8QA / ` >" Ewafo.@_ gJ ,1R1 �$ SR d3- 8 E' a 2 N m s c m � =a r cc tt w H. 3 3 3 3 a` a O c m co N W N m N Q T C > C N C co E m 'u N am K a o) rn n o W u9l¢ w �a • / E $ N C CD N j :st Q O L O co Z2 / \ 0 O zrCC u O .W LL � Z U c m d b r Z .0 d o O N (T CS c v i X 'o U_ Q N a — ..gym.. 1 2 N a Q N T 'O ` Y C f �p c N O N O .< Q � O a t 991 Om . O N.j o m ! a 0 N H aj c0 ,' m u T S u Vm 8 a Q u V 2 2, m CO3 �' = "` m"0 co) _ °'>. of c a o° T �// Cr N "S C C Oi V ~ > CY J C V1 N V 8 N Ci, � � m '° CS -o o � o s Q � OH o c > W Z T y 2 D m .200 4 E ro ll c Q 0 O 7 N N Z N Q C Q c Q m B N N pO y o C 'p N U C/ G 4� ZLHm 6 V 02IU 88Z 6 (3 cm N- V W W 0 N H CO �, Z V 1 u �^ �? W d v c m '` L Z�1 L m E, F q. N G ` V y N :`al Q W ° O 3 N c E c 0 t o ° t m CO u ` N O ¢ t H H t '> ai Et N °� o c 20 C f— 4 El 03 o - o co— O `m c d v U z m .2 i s _6 C U �L _ �8 8 -� Q C� m � m m Z m E m , w ll ¢ ? = U 3 lm f7 w o E o m e O U Q o 10 a s E w OO mac") < ` � a —, LL32_ ` -- t0 00 3, z .v .o m ° o d Q L o c > v 7 s 0 o W < V) C o O _Jlnm � 0 _Z a < Nz riT ¢ = \ U) W i 1 O C `\ 1 G f _ I__ O 1 U O �x _ U w t L 8 CO it -Ig W p � N o CC IL' -5 L a T tJ L LL ez 28 � `o cc a m w � Edo 0 gcm e ` o 0 r4 Q Fl o L � w m� ` D LL 2- Fl Y ¢ m `° y m a m C� = O T M (n li 2 3 ; O t C ` T I— Ua N a m c� � 9 z � 2 t9 m t Z N w N. CL fl fl 8 ` L12 -&-'' D m o N8 O N _ O O N U o _oE 0 = u_ oa -imC a o 0 0 0 OU _:2m a = a L �1 / 1 Cc ... 2 n _ .. W y x .. J — 'J 9 -1 rE L Z UJ 13 O W o o' a N 3 0 ° a a c p > c .� W 6. C .z N Lpp C G Q ID N > N O O O y Z C C O O Z L m = a2� N O LLN L.. M >,� Q ?i 3 N 01 m m o c 3 o gy =m �_ m O) g (J m to u V m 2 a c Q ` ci M mQ o m o `p F m Q om :n fa -to E o ��nn o_ 0- -CO m 8 tQ H — Z > V �o m` C tr Q 82� 2a va`c < , � 'c W m0 pp� ZZ u EMPLOYMENT SERVICES OF WELD COUNTY ORGANIZATIONAL STRUCTURE Board of Weld County Commissioners Weld County Workforce Development Board Employment Services of Weld County- Workforce Center i • EMPLOYMENT SERVICES ADMINISTRATION rBasic Labor Exchange I a Reception i t Registration Employment First Food Stamp Program Migrant'Seasonal Farmworkers t Client Data TRA/TAA I Fiscal ;Triage Targeted Population 'Basic Labor Exchange "'Job Referrals 3 Job Placements ;Accounting Job Match Building Maintenance job L'Stincs COMGute-MaIntenan,^,?• Marketing EmOlover Jot Soii alion • Relations Jct Deveioomen: • Summer Joo Hunt ._.._—.�....— -_.._.___.,._..... Personnel 'Veteran's Services Veteran Veteran Service Coordination I Veteran's Preference Monitoring t Representative i----------- ._ Secretarial PBX Operator c r Preparation _._ ______�� 'Remedial Edur ticn ' Assessments Basic Word Processing j ?Basic Typing Resume Development Learning Lab 'Employability Skills ;Career Development Special Projects i TANF Program WIA Adult Program I WlA Youth Program (Welfare to Work Special IWIA Dislocated Worker Program! • Programs AmeriCorps I Project TRAIN L-- 08/03 • • Area Agency on Aging Organizational Chart • Board of County Commissioners • Fiscal and Department of Human Services — — — - Personnel* Walter J. Specianan-Executive Director Area Agency on Aging Eva M. Jewell* -Director — — — — - Advisory Board - Dorothy Escamilla'r-Assistant C un'm- Servi , CareLin_,. `T_T_ '_on act. Se.. ices •Bev Reid'-≥vurirb and -Sandra Hooch- Adult DayCar: Han Health c Senior Centers Technical Coordinator Pee Couns_lin_ Anoracy Supervision Meals an Wheels Y.ispaniz Ouncach Advisor UNC Food Services -9 Case Managers •Joyce Johnson*-Nutrition •1 Registered Nurse* Consultant •Pete Archuleta*-Paralegal and Special Programs •Jerry Kearney*-Family Caregiver Coordinator •Dorothy Escamil_la* - Outreach •P.aegan Maldonado*- Ombudsman • 2 Assistant Ombudsman* *Indicates full or part-time FTE (Older Americans Act) AAA Organizational Chan ATTACHMENT A 45 { • 0 CO CD IV CO Ca — en en \ CO o co Ca I— CDC » o — an. en co / \ \ - / CO 0 � / � \ _ _ - -J I . \ \ z \ I ~ � ' I + ] 0 , j / I / CO y � i —1 ES 0 CO \ \ ` [ 0 = 5 i ; a $ � ! I � — � 2 I \ ~ « \.3 LCO ] E -52 ci„ 3 k iES .'— CD I— = . ! ' _ . , . ro CO2 \ \ yen . cp Lar-® O < TRANSPORTATION DEPARTMENT Organizational Chart County Commissioners Director Human Services Administrator Transit Systems Operations Supply/Vehicle Coordinator Specialist Dispatchers Drivers Schedulers "pt9les\orrice\orgchart.wpd S:3,2000 WELD COUNTY DIVISION OF .HUMAN SERVICES COST ALLOCATION PLAN PURPOSE The purpose of this cost allocation plan is to outline, in writing, the methods and procedures that Weld County Division of Human Services will use to allocate costs to its various programs, contracts and grants. BACKGROUND Weld County Division of Human Services (DES) operates as an umbrella agency of Weld County Government. DHS is the administrative entity for various federal and state programs, grants and contracts. These programs are grouped into four areas; Employment Services, Family Educational Network, Area Agency on Aging, and Other Human Service. Employment Services includes the following grants and contracts; Workforce Investment Act Grant programs, Wagner/Peyser programs, Summer Job Hunt, Employment First Food Stamp/Job Search Program, Workfare, TTANF, Waia-_ to Work, ?mericerps, National Emergency Grants. & the Educat: onil Computer Lab. Family Educational Network consists of the following revenue sources and programs; Head Start, Migrant Head Start, Child Care Food Program, and State Preschool. Area Agency on Aging incorporates Older American Act funds into several Senior programs. It also relies on USDA funds for Senior nutrition programs, Community Service Block Grant Funds for coordinating the Senior volunteer program, Federal Transit Funds for Senior Minibus transportation, and Single Entry Point Funds and Private Contracts for Senior Case management. Other Human Service programs and funding include; Community Service Block grant, and the Commodity Supplemental Food Program. Annual Budgets for all DHS grants and funds are stated in the Weld County Calendar Year Budget Book. These grants require that DHS complies with OMB Circular A-102, Uniform Administrative Requirements for State and Local Governments and OMB Circular A- 87, Cost Principles for State and Local Governments. This Cost Allocation Plan is based on the definitions and requirements spelled out in OMB Circular A-87 . GENERAL APPROACH The general approach of DES in allocating costs to particular programs, grants and contract is as follows; A) All costs identifiable with a specific program, grants or contracts are charged directly to the benefitting program. B) Unassigned direct costs are assigned to cost pools and are allocated monthly based on monthly time sheet distribution percentages of the personnel assigned to each particular cost pool. For example, the percentages taken against the Employment Services cost pool only come from Employment Services staff and are allocated only to the programs served by the Emc"_oyment serv_oes staff. ;"-_ocatet cost: do not cross pools. ALLOCATION METHODOLOGY DHS uses six cost pools; 1) Transportation Cost Pool---This pool is used to accumulate all the joint costs associated with running DHS's Transportation Department which provides minibus transportation for several of our programs. This pool includes transportation staff salaries, fringe benefits, and all transportation operational costs. 2) Employment Services Cost Pool---This pool is used to accumulate all the joint costs associated with the operations of Employment Services including; Employment Services staff salaries, fringe benefits, and other costs which cannot be directly identified to a program. 3) Area Agency on Aging Cost Pool---This pool is used to accumulate all salary and fringe costs and joint costs associated with Area Agency on Aging employees and programs. 4) Administrative Cost Pool---This pool includes all administrative salaries, fringe, overhead and other joint costs associated with administering all DHS programs that cannot be directly identified to a grant or contract. For example; ground maintenance, utilities, janitorial - those types of general overhead costs that serve the entire agency. 5) FENWC Cost Pool---This pool is used to accumulate all the joint costs associated with the operations of Family Educational Network of Weld County including; FENWC staff salaries and fringe, as well as other costs which cannot be directly identified to a specific program. 6) Client Payroll pool - This pool is used to accumulate all the client payroll expense - salary and fringe - from all programs. } TRANSPORTATION COST POOL / The Transportation Department system tracks client miles and trips associated with each program served. These figures are accumulated into a mo th_y retort. Monthly, percentages of miles per rogress are calculated for the period. The percentages are taken against the total transportation department costs for the month. The amounts are allocated from the pool to the program (fund) receiving benefit. EMPLOYMENT SERVICES COST POOL Monthly time sheets are kept by all Employment Services employees noting their time per month per program served. Monthly, the time worked per program is entered into a spreadsheet which calculates total time (weighted by rates of pay) percentages per program. The time/rate percentages are taken against this pool of costs and are allocated to grants served accordingly. AREA AGENCr OY AGING SERVICES COST POOL Monthly time sheets are kept by all Area Agency on Aging employees noting their time per month per program served. Monthly, the timeworked per program is entered into a spreadsheet which calculates total time percentages per programs weighted by rates of pay. The time/rate percentages are taken against this pool of costs and are allocated to grants served accordingly. ADMINISTRATIVE COST POOL - Monthly time sheets are kept by all Administrative staff noting their time per month per program served. Monthly, the time worked per program is entered into a spreadsheet which calculates total time percentages per program weighted by rates of pay. The time/rate percentages are taken against this pool of costs and are allocated to grants served accordingly. FENWC COST POOL Monthly time sheets are kept by all FENWC staff noting their time per program served. The classroom staff allocates by percentage of children per program. Monthly, the percentages are calculated and taken against this pool of c_.,,cs a__c allocated or __nt_ ant programs serve_ accordingly. CLIENT PAYROLL POOL Monthly payroll log is sent from County payroll. The DES Fiscal Tech identifies by Time sheets what program each client is associated with on the payroll log. A manual journal entry is done monthly to move the salary and fringe from the pool to the fund/grant that the client is directly associated with. GENERAL LEDGER ACCOUNTING Weld County uses a uniform -.e_ ; on of accounts for all general ledger departments . Each grant or program is its own general ledger department (fund) . Al'_ direct costs are charged directly to the particular department it served. All allocated costs are entered into the ledger by journal entry--from the pools to the grant departments. Each allocated line item is coded so it can be identified as to cost pool source. Each expense, whether direct or allocated, is also coded with a program code to charge it against the cost category defined by the grant. REPORTING Most grant programs are on monthly reporting. Each general ledger department is printed for the time period to report. The department carries the calendar year-to-date totals for each cost category of expenses. From the total for the grant cost category is subtracted what has been reported in prior periods of the same calendar year. The balance for the cost category is transferred to the report for the current period. The ledger report, is the documentation of costs and backup to reported expenditures. MEMORANDUM DATE: 7/29/2003 1 TO: All DHS ES Staff - • FROM: Marilyn Garlinc, Fiscal Officer - COLORADO SUBJECT: Documenting Time sheets In May, the DHS Fiscal Department was monitored by CDLE. Cost allocation was a focus of the monitoring. The DHS cost allocation system is based on the right side of the time sheets that you turn in monthly and the left side is for payroll. The whole monthly cost allocation system is based on the accuracy of what you put on your timesheet. That is why after interviewing some employees on methods they use on filling out timesheets, the monitor suggested that we communicate to all employees the importance of filling out the timesheets accurately and some methods you can use to document what you put on the timesheets. Many methods are acceptable. It is important to be consistent on your method and to document it. If you work on one program, the method is obviously easy. However, if your time is split between two or more programs, then it is important to document your method of splitting out time. The best methods are to use your day planner or calendar and actually mark out the programs you serve and hours or percentage for each program daily. This can be done by time or by number of participants. Then you can add up all the time per program for the month and write it on your time sheet. If you choose to use the number of participants and come up with a percentage for the month and calculate it out to time, that is fine also. Another method using participant numbers would be if your caseload is approximately the same in a month and it is split out between programs, you can take the percentage of clients per program and split your time out by the same percentages as the client percentages. These are a few of the more common methods. If you have a different one, and would like to check with me on it, that is fine. If you have any questions on it, please call or email me anytime. It is very important to be accurate as possible and to document it as well as you can. That way, we know what the real cost is in each program. Thank you for your help with this issue. WELD COUNTY DIVISION OF HUMAN SERVICES (Regular Employees Benefit Time arid FLSA) ACTIVITY SHEET NAME: DEPT.NO. SOCIAL.SECURITY# YEAR: AY PERIOD I I OVER I SICK I VACF.'oERS-i FUN- !LEAVE I WORK I.HOLl GRANTS - t I GRANT 'ADMIN. INc, He s*:.: Tllrf_ -r:._ .•I. _ ►rrl. C:7!4.1 ! -!:ate Dv, . H S7 — • • ' • rIIIS ' HRS I HR:: HRS HRS I HRS ; HRS l HRS rtRS I TO1'AL PRESCHOOL1i 16 1 I MIGRANT HEAD START 17 W/P WAGNER PEYSER 18, L - W/P SUMMER JOB HUNT 19 - W/P OTHER 20 • EMPLOYMENT FIRST 21 . - - _ I WORKFARE 22 MYAT 23 24 TANF TANF SUMMER PROGRAM {! 25 TIGHT 26 WIA ADMIN. 27 I I I WIA ADULT PROGRAM/NER 28• WIA IN-SCHOOL YOUTH PROGRAM 29 I WIA OUT OF SCHOOL YOUTH I WIA DISLOCATED WORKER 31 tWIA S T ATEWIDE OTHER • 1 I I I I WIA STATEWIDE PI 2 1COMPUTER LAB I I a!- I I 1 i i i H IIAMERICORP ' I I I i (IAAAADMIN. __i. 5i i I ' IAMB-LEGAL SI ' • I i I I IAAA B-OMSBUD. I I 71 i t ! AAA B-COORD. 8' I I - AM C-1 NUTRITION 9 AM C-2 HOME DEL. 10 - I AAA D HEALTH SERVICES 11 AAA E FAMILY CAREGIVER 12 AAA E FAMILY GRANDPARENT 13 AAA SPEC.OMSBUD. jb - I AAA ELDER ABUSE I I AAA ADMN.STATE PROGRAMS - •TAL I . MA DENTAL STATE PROGRAMS !-. •tal"GRANT HOURS"must be equal to the total of AM OMB.STATE PROGRAMS EG HRS". Do not include any leave in your total of Grant SEP FCN !VALE urs. TRANSPORTATION I ivity In program is defined in staff job description located in personnel file. CSBG VOLUNTEER luded above is all time worked during this pay period. included is ALL break and/or CSBG SELF SUFFICIENCY at time for which I was not completely relieved from duty. I certify that the above SUPP FOODS OTHER• ;rmation is true and correct to the best of my knowledge. J TOTAL 1 iployee Signature Date Supervisor Signature BILL OWENS 44;OF;5o\Qf� DEPARTMENT OF LABOR AND EMPLOYMENT Governor , VICKIE L. ARMSTRONG t77 '°9 OFFICE OF FINANCE Executive Directore`"-'* 1515 Arapahoe Street, Tower 2, Suite 700 EFFREY M. WELLS Denver, CO 80202-2117 jeouty Executive Director (303) 620-4400 MELVIN MADDEN Associate Directo- r :mance Category: Finance (F) Subject: Workforce Investment Act (WIA) Memorandum of Understanding (MOU) and Cost Allocation Guidelines Source: State/Federal Revise/Replace: N/A Contact: Finance/Audit Distribution: All Workforce Boards and One-Stop Center Director, Program, Financial, and Administrative Staff. CDLE Employment and Training Programs and Financial Staff. Colorado One-Stop System Policy Guidance Letter#: 00-17-F1 Date: June 20, 2000 REFERENCES: The Workforce Investment Act (WIA). Public Law 105-220 of 1998; 20 Code of Federal Regulations(CFR) 662.270. 662_280. 662.300 and 661.350;Federal Cost Principles set forth in Office of Management and Budget (OMB) Circulars A-21, A-87, A-122. U.S. Department of Labor, Employment and Training Administration JTPA Financial Management Technical Assistance Guide (TAG), dated January 1995. II. PURPOSE: The purpose of this Policy Guidance Letter (PGL) is to reinforce the WIA statutory and regulatory requirements regarding the MOU description of how cost of services and operating costs will be funded. In addition, this PGL provides the Federal Designated Workforce Investment Boards (WFBs) and each of their One-Stop center(s) with general guidelines for the development of the methods of allocation that maybe used for allocating costs among the One-Stop partners. III. BACKGROUND: The One-Stop delivery system is designed to be a seamless service delivery system for the customer. Additionally, available services will be provided from various entities with different funding accountability responsibilities. Because of these various funding streams and to ensure that each One-Stop partner contributes its fair share of the costs of maintaining the center,each One-Stop center's Memorandum of Understanding(MOU)must describe the funding arrangements for services and operating costs. As stated at 20 CFR 662.270,there are a number of methods,including allocations based on direct charges,cost pooling,indirect cost rates and activity—based cost allocations plans, consistent with the requirements of the relevant OMB circulars,that may be used for allocating costs among the partners. Page 2 WIA MOU and Cost Allocation Guidelines June 20,2000 IV. POLICY/ACTION: In accordance with Section 121(c)(2) of the WIA and 20 CFR 662.300(b) of the Interim Final AVi; Regulations how the costs ofse-Cice, and the operating cost., will be 1- aced must be ineludee within each MOU. in accordance with 20 CFR 661.350(a)(3)(ii), the Workforce Region's (WR's) five-year plan must include a copy of the local MOU(s) between the WFB and each of the One-Stop partners. Therefore,as part of the review of the WR's plan, the MOUs are subject to State review to ensure the costs of services and operating costs are adequately described. In accordance with the Cost Principle OMB Circulars, to be allowable, costs must be allocable to Federal awards in accordance with the provisions of the OMB Circular. A cost is allocable to a particular cost objective if the goods or services involved are chargeable or assignable to such cost objective in accordance with relative benefits received. This PGL provides the WFBs and their One-Stop operators with general guidelines of the minimum requirements of and assistance in the development of the methods of allocation that may be used for allocating costs among the One-Stop partners. Implementing such an allocation method will help ensure each partner is contributing a fair share of the operating costs of the One-Stop center proportionate to the use of the system by individuals attributehl_ to the partner's program and enhance the One-Stop's compliance with the Cos: Principle OMB Circulars. One-Stop centers will be subject to the review of their methodology for allocating costs among its One-Stop partners during CDLE's on-site monitoring reviews. V. IMPLEMENTATION DATE: The PGL is effective July 1, 2000. VI. INQUIRIES: Inquiries concerning this PGL,should be directed to the Office of Finance, 303-620-4400 or the Office of Employment and Training Programs, 303-620;4200. Me vin Madden r Roliert . ale, for Associate Director for Finance Division of Employment and Training Attachment 1 —Cost Allocation Guidelines • • Attachment 1 Page 1 of 19 COST ALLOCATION GUIDELINES L COST ALLOCATION GUIDELINES A. Basic Cost Principles and Guidelines It is important to consider the following factors in incurring and classifying costs: 1. Allowability: To be allowable,a cost must be necessary and reasonable for the proper and efficient administration of the program. To reduce risk of accumulating and being held accountable for disallowed costs, you should carefully review anticipated program expenditures,the terms and conditions of the award, and applicable regulations before any program costs are incurred. 2. Reasonableness: For a cost to be reasonable under an award, it will not exceed the cost that would be incurred by a prudent person under the same circumstances. In determining the reasonableness of a given cost, consideration should be given to: • Whether the cost is of a type generally recognized as ordinan and necessary for the operation of the organization or the performance of the award. • The restraints or requirements imposed by such factors as generally accepted sound business practices, arms-length bargaining, Federal and state laws and regulations,and terms and conditions of the award. • Whether the individuals concerned acted with prudence in the circumstances, considering their responsibilities to the organization, its members, employees, and clients, the public at large, and the government. • Significant deviations from the established practices of the organization that may unjustifiably increase the award's costs. 3. Allocability: For a cost to be allocable to a particular cost objective, it must be treated consistently with other costs incurred for the same purpose in like circumstances. Any cost allocable to a particular grant or other cost objective under these principles may not be shifted to other Federal grants to overcome funding deficiencies,to avoid restrictions imposed by law or grant agreement, or for other reasons. However, this prohibition would not preclude Attachment 1 Page2of19 governmental units from shifting costs that are allowable under two or more awards in accordance with existing program agreements. 4. Measuring Benefit: Measuring benefit is the critical requirement and central rasa: to be performed in allocating cos: -nsts are allocable tc s cost objective on benefits received by that cost objective. Wnen the direct measurement of benefit cannot be done efficiently and effectively, then it is appropriate to pool the costs for later distribution. The allocation base is the mechanism used to allocate the pooled costs to final cost objectives. Care should be taken to ensure that the basis chosen does not distort the results. B. Cost Allocation Plans—A Method of Documenting Cost Allocation A CAP documents the method in which an entity identifies, accumulates, and distributes allowable direct and indirect costs under grants and contracts, and identifies the allocation methods used for distributing costs. A plan for allocating joint costs is necessary to support the distribution of those costs to the grant program. Formal accounting records to substantiate the propriety of the eventual charges must support all costs included in a CAP. A CAP should include, at a minimum, the following elements: 1. An organization chart that identifies all partners, type of services provided. and staff functions. 2. A description of the type of services and programs provided at the center. 3. A copy of the official budget that includes all costs to operate the center. 4. The methods used in allocating the expenses to benefiting cost objectives which includes the following: a. A narrative description of the methodology for allocating expenses for each cost objective, b. A general description of direct costs and type of costs, c. A list of indirect costs, cost pool, basis for allocating each type of pooled cost, and the documentation for supporting each basis for allocation. 1 Attachment 1 Page 3 of 19 d. A summary of the allocation of central services costs that are charged to the One-Stop Center. If this is not applicable, include a statement the One-Stop Center is not charged by the City or County(whichever is applicable) for central services costs. 5. Certification by the One-Stop operator that the methodology of cost allocation has been prepared in accordance with the applicable guidelines. If the One-Stop wishes to certify its CAP, it may use a certification statement similar to the one provided in the PGL on page 14. C. Factors in Developing a CAP In developing a CAP, the following factors should be considered: • Keep it Simple—Use the simplest and least costly method possible,based on a measure of relative benefit received, that will produce an equitable allocation of costs to programs. • Make it Replicable—The process that is developed must be replicable at any time. • Resources Required — The required structure and capabilities of your accounting system must be considered in designing an operable cost allocation process. • Make Changes Prudently—Changes in a One-Stop center's CAP that result in a retroactive redistribution of costs to the benefiting cost objective are allowable where the change results in a more equitable distribution of costs. Such changes in allocation methodology should be rare,receive the necessary prior approvals, and be justified and well documented. D. Cost Allocation Parameters Some of the cost allocation parameters include: • Each partner must pay or offset its portion of pooled costs in addition to paying its own direct costs. • • Attachment 1 Page 4 of 19 • Costs that are prohibited by a funding source(federal,state,or local)may not be paid or used as offset under a pooled cost agreement. For example, if a partner's funding source prohibits entertainment costs, the partner may not pay entertainment costs or use them as an offset under a pooled cost arc:__rne_ : • The preference is the use of non-pooled costs over the use of pooled costs whenever possible. Contribution to pooled costs is limited to costs incurred during the period of operation,e.g.,purchases made during the period of the agreement. Intrinsic values, like the value of a building that has been fully paid for,may not be included in reimbursable or offsetting cost calculations. • Costs of capital improvements made for the benefit of the partnership or for an individual partner may be amortized during the term of the partnership. • Offsets are based on cost. In the case of staff, use actual salary and benefit costs in calculations,not number of staff and function performed. If different individuals will perform the function, then an average of their actual salaries and benefits may be used. Square"footage will generally become the allocation basis for space. The cost per square foot becomes a pooled cost that is a direct charge to partners. E. Development of the CAP I. Step 1 — Classify Costs The One-Stop operator and partners must identify the total cost of operation. The identification of costs and the funding in support of those costs are necessary to make the centers sustainable. Cost classification is the process of labeling direct and indirect costs relative to the cost allocation process. a.) Direct Costs i. Direct Costs are costs that are identified specifically with a final cost objective and charged directly to that objective. They may also be costs pending allocation to final cost objectives based on an intermediate cost objective or a cost pool that is used to accumulate costs. Attachment 1 Page 5 of 19 ii. Assignable Direct Costs are costs charged directly to final cost objective that do not require any further allocation or breakdown. Examples of assignable direct costs that are charged to the program include: • Compensation paid to employees whose time is devoted specifically to the fulfillment of a particular program objective; • Cost of pre-approved items such as equipment, consultants, and subcontractors for performance of services specifically for the program; and • Costs of any materials purchased specifically for a particular program. b.) Shared Direct Costs are costs that cannot be readily assigned to a final cost objective, but are directly charged to an intermediate cost objective or cost pool and subsequently allocated to final cost objectives. These costs are incurred for a common or joint purpose benefiting more than one funding stream. An example of shared direct costs that are charged to the program include: • Case management staff members providing services to participants in all funding streams. It is difficult to identify time spent by case management staff by funding stream. Costs could be directly charged to a category for case managers and later distributed to the proper funding stream using an appropriate allocation method. c.) Indirect Costs After direct costs have been determined and assigned directly to a cost objective,indirect costs are those remaining to be allocated to the benefited cost objectives. Indirect costs are costs incurred for a common or joint purpose benefiting more than one cost objective. Therefore,some method of allocation must be used to distribute the indirect costs to various direct activities that are benefited. To distribute indirect costs equitably and consistently, it will be necessary to develop a cost allocation plan. In most cases,indirect costs are administrative costs that are incurred to support the overall operation of the organization. Attachment 1 Page 6 of 19 However, because of the differences among organizations, it is impossible to classify costs that will be indirect in all situations. 2. Step 2 —Determine Cost Pools Direct and indirect costs may be pooled. Cosi pooling is the process of accumulating costs into pools pending allocation to benefiting programs. Similar allocable costs, which may be combined to simplify the allocation process, should be pooled. In cost pooling, the time and expense to isolate a cost and allocate by usage may cost more than the benefits derived from the process, i.e., telephone • charges. In this case the cost should be combined and allocated with other costs in a consolidated larger pool. The partners may decide the level of cost allocation within the pool. Cost items may be allocated individually or all cost items in the pool can be combined and the total allocated. The decision will depend on the level of budget control required and program reporting requirements. a.) Administrative Cost Pool: This cost pool may include allowable costs that have been incurred in the overall administration of the agency. An example would he to pool all staff responsible for the overall management, supervision, planning, and monitoring of the agency. This would also include operating costs related to the above staff. b.) Facility Cost Pools: A cost pool may be broad enough to benefit all co-located programs and integrated service cost centers. An example would be a pool that includes rent, utilities,janitorial, receptionist costs, phone and other facility overhead costs. c.) Categorical Cost Pools: Some cost pools may contain only specific costs(telephone charges) or type of costs (copier maintenance agreements, copy paper, toner, copier repair) because the benefits from the cost require a special allocation method due to unequal use of benefit across programs or cost centers. Examples may be computer information sharing,copier or telephone costs. Attachment 1 Page 7 of 19 d.) Organization Cost Pools: Some expenditures maybenefit y parts of a partnership. Examples are one integrated serviceben areaonl cost center as a pool for all the programs in that cost center or a pool for a subset of the programs withini an integrated service area center. e.) Co-located Cost Center Cost Pools: The partners must also decide the level of cost allocation within the pool. Cost items may be allocated individually or all cost items in the pool can be combined and the total allocated. 3. Step 3—Determine if the Cost is Allocable To determine the allocation process, you must first understand the nature of the cost and how the benefits will be received. The following are the four major requirements for a cost to be allocable. a.) Cost is allocable to a particular cost objective if the goods or services involved are chargeable or assignable to such cost objective in accordance with relative benefits received. b.) All activities. which benefit from the governmental unit's direct costs, will receive an appropriate allocation of indirect costs. c.) Any cost allocable to a particular federal award or cost objective under the principles provided for in these guidelines may not be charged to other Federal awards to overcome fund deficiencies, to avoid restriction imposed by law or term of the Federal awards,or for other reasons. However, this prohibition would not preclude governmental units from shifting costs that are allowable under two or more awards in accordance with existing program agreements. d.) Where an accumulation of indirect costs will ultimately result in charges to a Federal award, a cost allocation plan will be required. Attachment 1 Page 8 of 19 4. Step 4 — Select an Allocation Base Once costs to be shared among partners are pooled, a basis of allocation must be agreed upon. An allocation base is a method of documentation used to measure thh; extent c be i lit_ received wher, u - - - partners. An allocation base is acceptable if it represents a fair measure or cost generation or cost benefit, and if it results in an equitable distribution of the costs of services rendered or goods provided. Different pools may be allocated by using different bases. a.) Criteria Used -The following criteria should be used in selecting an allocation base: i. Minimal Distortion The base should be distributing costs in a fair and equitable manner without distorting the results. This requires that the base be as causally related as possible to the types of costs being allocated so that benefit can be measured as accurately as possible. ii. General Acceptability The base should be generally accepted and in conformance with Generally Accepted Accountin2 Principles(G AAP). For example, it should be consistently applied over time. The base should also be drawn from the same period,in which the costs to be allocated have been incurred. iii. Represents Actual Cost or Effort Expended The base should be a measure of actual cost or actual effort expended. It should not be based solely on a plan,budget,job description, or other estimates of planned activity. iv. Timely Management Control The base should be within management's ability to control on a timely basis. The base should produce reliable and fairly predictable results. If the base is erratic and unpredictable, beyond management's ability to control, or not timely, it is likely to produce unacceptable results. Attachment 1 Page 9 of 19 v. Consistency with Variations in Funding The base must be able to acconunodate and withstand changes in funding during the year and from year to year. If the base excludes factors that are affected by variations in finding, is will produce distorted iesults. vi. Materiality of Costs Involved The complexity of the base should be commensurate with the materiality of the costs to be allocated. The base should be sufficiently detailed to provide the most equitable and accurate allocation possible. At the same time, the base should be simple enough to be efficient while still attaining a fair distribution of costs. vii. Practicality and Cost of Using the Base The base should be as efficient as possible in terms of the cost or effort in developing it. Thus, wherever possible, use a database that already exists in the financial or participant record keeping and reporting systems rather than create a separate database to be used only for allocating costs. b.) Method Used - Cost allocation methods vary, just as cost types do. The objective of the method used is to ensure reasonableness and equity. Your organization is likely to use several different bases for allocating different types of costs. Once your organization establishes the methods of allocation, that method should be used consistently over time and be described in your cost allocation plan. The following are examples of various cost allocation base options to be used in the allocation process. i.) Space Allocation This will include facility wide costs such as rent, utilities,and janitorial. Programs or service area cost centers benefit from those costs in proportion to the work area(square feet), and, in some cases,usage. Other costs that benefit all occupants of the facility, such as copier maintenance, receptionist salary, etc. may also be allocated using this basis. This assumes a correlation between square feet allotted to a partner and number of staff benefiting from those costs. Attachment 1 Page 10 of 19 ii.) Personnel Allocation This includes any cost where partners benefit from costs in proportion to the staff time worked on them. To use this process,there must be a documented time distribution system. With a time distributior_ Seste:`i. ca;caS1F flow to the - work emphasis, which normally correlates to funding. This system works well with budget because it creates cost per position relation for expenditures. iii.) Usage Allocation Equipment costs, such as copiers,computers,telephones,etc., may be used disproportionately by some programs and require allocation other than space or time. This would require usage logs,such as number of copies or long distance phone calls made. This could be time consuming and expensive for one item of cost. iv.) Program Output This process uses production figures and unit costs (e.g., placements, customers trained, assessments, etc.) to allocate costs of integrated service area cost centers to partners. It is based on the assumption that the cost to produce an output across programs is correlated to the results. v.) Participants Served This basis uses a point-in-time snapshot of the number of active participants served at the site by each partner's program. It is based on the assumption that the number of participants correlates to the benefits derived by each partner. 5. Step 5—Summarizing The Cost Allocation and Methodology of Allocating Costs In order to summarize and assist with how various types of costs are allocated in the One-Stop center,the attached tables can be used to show the cost allocation for each program year. Instructions for completing each of the Tables are as follows: Attachment 1 Page 11 of 19 Summary of Direct and Shared Costs First Column - List all the direct and shared costs to be incurred by the One- Stop center. (e.o.. salaries. tuition. books.supplies,telephone. etc.) Second Column - Identify the cost as either Direct "D" or Shared "S". Third Column - Identify the name of the pool for that cost(s),if shared. (e.g. a shared "administrative" costs pool includes various shared costs such as administrative salaries, supplies, postage, etc.) Fourth Column - Identify the One-Stop partner(s) that benefit and will be charged the direct or shared cost(s). Fifth Column - Identify the allocation basis used to allocate the pooled shared costs among the benefiting partner(s). (e.g.the administrative cost pool will be allocated using "direct expenditures" charged to the benefiting partners.) Summary of Indirect Costs First Column - List the various One-Stop center indirect cost pools. (e.g. county's indirect costs) Second Column - List the indirect costs included in each cost pool listed in the first column. (e.g. general administration, treasurer, finance, etc.) J Third Column - Identify the One-Stop partner(s) that benefit and will be charged by the indirect cost pool. Fourth Column - Identify the allocation basis used to allocate the pooled indirect costs among the benefiting One-Stop partner(s).(e.g., "direct expenditures") Fifth Column - List the supporting documentation for the allocation basis. (e.g. "general ledger) Summary of Funding Sources First Column List all the One-Stop center programs. (e.g., WIA, Wagner Peyser, DVOP, LVER, etc.) Second Column — Identify the purpose for each One-Stop center program. (e.g., workforce investment activities, labor exchange, veteran services, etc.) Third Column— Identify the funding source of each One-Stop center program. (e.g., WIA—CDLE-Federal Funds; TANF—DHS—Federal Funds, etc.) Fourth Column— Identify the current program year budget for each One-Stop center program. (e.g., PY99, FY00, etc.) Fifth Column— Identify the program's spending restrictions. (e.g. cost limitations, life of funding, etc.) Attachment 1 Page 12 of 19 6. Step 6 —Describing the Methodology of Allocating Costs The One-Stop operator must develop a description, within its MOU, of the method of allocating costs to each of its One-Stop partners. If the One-Stor, onerato- rrepare2 tht tables desc7ihe tc in S•" _. those . assisi with the aescription in the MOU. The methodology should describe nom each One-Stop partner bears its fair share of the costs of maintaining the One- Stop center. 1.—( a aa) H M bD pact O G ` .C pit Lz7 aiaD iug i cf) St FE C C '.L , 1 L z it a a, - L C d I o � U Er. - CC II y . . f . Zyj 7 / * �� \ M �f o 7 I : ! ; . ; : , . , ! , E [ I � . . . [ I ( o \ ; , � � . u \ k f - $ . o \ - / < # / \ / I :;:c; .- . . . ) • • WI W y • 0.Q • 0 0g • N II I w i, I ct c W. O i ••"8 d C cit -"Fs. spC k / w . / \ � �VS PL - 0 en } } \ 2 ) 52741 rF { o � 16 � 0 ;° \ \ � � O a ( / \ a 44 \ u V I $ \ \ / - g ; \ \ _ - 0 0 \ } w � 2 k \ \ \ § \ / \ \ . 9 a { 0 O 9 . o � � / \ \ \ a74 / "g { \ \ � ( 0 O / = � S • O. = = .5 \ _ 2 \ \ / ; ) } \ § ) § ( 2 e © .) . / \ \ . \ \ 0 \ u » t \ \ la bn . •; 7 /\ \ - 0 0 f ) . j 0 / z \ \ Attachment 1 Page 17 of 19 Glossary of Terms and General Definitions } Allocation Basis —The approximate measure of benefit. The method of documentation used to measure the extent of benefits received with allocating joint costs among multiple cost obi ectives. Categorical Cost Pool- Some cost pools may contain only specific costs(telephone line charges)or type of costs (copier maintenance agreement, copy paper, toner, copier repair) because the benefits from the cost require special allocation methods due to unequal use or benefit across programs or cost centers. Cost Allocation Plan (CAP) — A plan for identifying costs associated with programs. The plan describes the programs for which cost data is needed, the methodology for identifying program specific costs, and the technique used to accumulate cost data. Co-located Cost Center Cost Pool-Normally, a co-located partner will operate its own accounting system with its own cost pools and allocation methods. Co-located Services—Services that are provided in a single location but identified with individual partners are considered co-located services. A customer would be directed to a particular section of the office for placement. Co-location —A situation in which more than one service provider occupies a single facility. or in } which more than one service provider has a presence (physically or electronically). Cost Center — A commonly accepted business term used to indicate a pool, center, or area established for the accumulation of cost(s),such as organizational units,functions,objects, or items of expense,as well as ultimate cost objective,including specific titles,cost categories,grant/awards, program activities,projects, contract, and/or other activities. Cost Pool — An accounting structure to accumulate costs pending distribution by allocation to benefiting cost centers and/or programs. Direct Cost-Costs that are identified specifically with a final cost objective and charged directly to that cost objective. Facility Cost Pool - A cost pool may be broad enough to benefit all co-located programs and integrated service cost centers. An example would be a pool where rent,receptionist costs,utilities, janitorial, home and other facility overhead costs would be recorded. Indirect Cost - Costs incurred for a common or joint purpose benefiting more than one cost objective. Attachment 1 Page 18 of 19 Integrated Services - Assigning staff from partner agencies to integrated interagency functional teams, as allowed under current law and policy and as resources permit,e.g., staff for assessment,job placement,job development, workshops, training or counselors/case managers; or Having partner agencies specialize in the delivery of particular functions as part of integrated loos; semi st . orl znne-runs Inc assessment center, another runs the empioymentresours, center. Memorandum of Understanding (MOU) — An agreement developed and executed between the Local Board, with the agreement of the chief elected official, and the One-Stop partners relating to the operation of the One-Stop delivery system in the local area. Multiple Funding'Streams - Funding from more than one source with more than one set of governing standards. Non-Pooled Costs - Costs that benefit one program and are directly recorded to that program. Common examples are training costs, supportive services and salaries paid by the benefiting program. A cost may be non-pooled in some circumstances and pooled in others. One-Stop Center- A service point that meets the criteria established. One-Stop Delivery System —In general.a system under which entities responsible for ad_ inisterins separate workforce investment, educational, and other human resource programs and fundine streams (referred to as One-Stop partners)collaborate to create a seamless system of service deliver that will enhance access to the programs'services and improve long-term employment outcomes for individuals receiving assistance. One-Stop Operator—One or more entities whose role may range from simply coordinating service providers within the One-Stop center to being the primary provider of services with the One-Stop center. One-Stop Partner—An entity that is participating, with the approval of the local board and chief elected office, in the operation of the One-Stop delivery system. Organization Cost Pool- Some expenditures may benefit only parts of a partnership. Examples are an integrated service area cost center as a pool for all the programs in that cost center, or a pool for a sub-set of the programs within an integrated service area cost center. Partnership - Collaboration among service providers that results in coordinated services to a community. Attachment 1 Page 19 of 19 Pooled Costs — Shared costs, such as rent, utilities, and phone, which cannot be readily assigned because they benefit multiple programs, service areas, or funding sources (i.e., resource areas and conference rooms) may be considered pooled costs. These accumulated costs are periodically (monthly or quarterly) allocated based on an agreed upon measure of benefit (time distribution. square fc cage. number o_ participants. etc. Program -A grant, appropriation, or other designated fund whose activities, including costs,must be accumulated and reported to the funding sources. Examples of federal programs include Food Stamp, Employment and Training, Wagner Peyser, Workforce Investment Act, etc. Shared Direct Cost—Shared direct costs are direct costs that cannot be readily assigned to a final cost objective, but which are directly charged to an intermediate cost objective or cost pool and subsequently allocated to final cost objectives. 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B aia33ww oaa 4Q apE I w w h o 0 0 Z Z .....-C a c u U ° Q Z Z O a w w 3 3 o O N w c U - 0 0 - -'>- ZI. : m1: Attachment 5A EXPENDITURE AUTHORIZATION (EA) Request Page If applicable, Date of Modification I. BUDGET INFORMATION and NARRATIVE: Employment Services of Weld County will use the award of$334,640.00 to provide core, intensive, and training services to adults registered in the WIA Adult Program and to cover the associated administrative costs of operating the program. Funding Stream: PY 06 Adult Period of Performance: 7/1/06 through 6/30/08 Original Allocation: $58,935.00 To Administration Pool: $5,894.00 Current Program Budget: $53,042.00 Vax# 1042 Transfer In (+): $00.000 From Fund Year and Name: Transfer Out(-): ($00.00) To Fund Year and Name: Revised Program Budget: $53,041.00 Cost Category Current Budget Transfer In/Out(+/-) Revised Budget Program $53,041.00 $53,041.00 Total Program $53,041.00 $53,041.00 Funding Stream: FY 07 Adult Period of Performance: 10/1/06 through 6/30/08 Original Allocation: $275,705.00 To Administration Pool: $27,570.00 Current Program Budget: $248,135.00 Vax# 1042 Transfer In (+): $00.000 From Fund Year and Name: Transfer Out(-): ($00.00) To Fund Year and Name: Revised Program Budget: $248,135.00 Cost Category Current Budget Transfer In/Out(+/-) Revised Budget Program $248,135.00 $248,135.00 Total Program $248,135.00 $248,135.00 II. SCOPE OF WORK: A. Purpose and Goal Employment Services of Weld County will use the award of$301,177.00 to provide core, intensive, and training services to adults registered in the WIA Adult Program. Weld County will serve the planned number of adults as outlined under section C below. The goal of the program is to provide participants with the appropriate mix of services they require to assist them in obtaining and retaining employment. B. Services to be Provided Adult participants will be able to access core, intensive, and training services and activities authorized under Section 134 (b) of the Workforce Investment Act through Employment Services of Weld County's Local One-Stop Center. Customers will also be able to access information regarding WIA partner programs and some services provided by the partners will be available through the One-Stop Center. Wagner-Peyser Act services have been an integral part of Employment Services One-Stop Center for twenty-five years, and therefore, do not exist as a stand-alone system. The services described in Section 7(a) of the Wagner-Peyser Act are universally available to the customers of Employment Services of Weld County. The following WIA employment and training activities and services will be available to adult participants: Core Services 1. Determination of eligibility to receive assistance under Title I of WIA. 2. Outreach, intake (including worker profiling), and orientation to the information and services available through the One-Stop system at Employment Services of Weld County. 3. Initial assessment of the skill levels, aptitudes, abilities, and supportive service needs of customers. 4. Job search and placement assistance. 5. Career counseling, where appropriate. 6. Labor market information which will include information related to the local, regional, and national labor markets including job vacancy listings, information on the job skills necessary to obtain the jobs, and information regarding occupations in demand in the local area and the earnings and skill requirements for those occupations. 7. Performance and program cost information on eligible training providers furnished for each training program. 8. Information regarding the One-Stop Center's performance. 9. Information regarding the availability of supportive services, including daycare and transportation services, in the local area and when appropriate, the referral to such services. 10. Information regarding filing claims for unemployment compensation. 11. Assistance in establishing eligibility for programs of financial aid assistance for training and education programs not funded by WIA. 12. Follow-up services, including counseling regarding the workplace, for participants placed in unsubsidized employment for not less than 12 months. Intensive Services Intensive services will be provided to adults who are: 1) unemployed and who have been unable to obtain employment through the provision of core services; and 2) have been determined to be in need of more intensive services in order to obtain employment; or 3) employed, but have been determined to be in need of intensive services in order to retain their employment or obtain employment which allows for self-sufficiency. The following intensive services may be provided to customers who meet the above criteria: 1. Comprehensive and specialized assessments of the skill levels and service needs of customers including: (a) diagnostic testing and use of other assessment tools; and (b) in-depth interviews and evaluations to identify any employment barriers and appropriate employment goals. 2. Development of an individual employment plan (IEP) which identifies an employment goal, appropriate achievement objectives, and the appropriate combination of services to allow the customer to achieve their employment goals. 3. Individualized counseling and career planning 4. Case management for customers seeking training services 5. Short term pre-vocational services to prepare customers for unsubsidized employment or training which may include (a) development of learning skills; (b) improvement of basic skills (i.e. reading and math levels); (c) GED preparation; (d) development of communication skills; • Interviewing Techniques • Resume Development • Labor Market Information • Application Completion • How to Dress for Interviews • Effective Communication • Other Related Activities (e) development of interviewing skills; (f) development of resume and cover letters; (g) punctuality; (h) development of personal maintenance skills; and (i) professional conduct. Training Services Training services will be provided to adults who: 1) have met the eligibility requirements for intensive services and who have been unable to obtain or retain employment through the receipt of such services; 2) after an interview, evaluation, assessment, and case management are determined to be in need of training services and have the skills and qualifications to successfully participate in the selected training services; 3) select programs of training services that are directly linked to employment opportunities in the local area or in an area where the participant is willing to relocate; 4) meet the requirements of financial assistance set below; and 5) are determined eligible in accordance with the established Weld County priority system. The following training services may be made available to customers: 1. occupational skills training, including training for non-traditional employment 2. on-the-job training 3. training programs operated by the private sector 4. programs that combine workplace training with related instruction, including cooperative education programs 5. skill upgrading and retraining 6. entrepreneurial training 7. job readiness training 8. customized training conducted with commitments from an employer or employers to hire the individual upon successful completion of the training 9. adult education and literacy activities provided in combination with the above listed services Supportive Services The Weld County Workforce Development Board and Employment Services have adopted a supportive services policy to ensure that services are provided on a consistent and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment or to participate in and complete core, intensive, or training services and who are unable to obtain such services through other programs or means. The supportive services that may be provided are: • transportation • child care/dependent care • job related medical expenses • special clothing • license costs • assistance to secure bonding C. Projected Number of Participants to be Served The projected total number of participants to be served for the period of July 1, 2006 through June 30, 2007 will be 150 for the WIA Adult Program. This total includes 64 new participants and 86 carry-in participants from the PY 05 WIA program. The planned participation and termination summary for the WIA Title 1 Adult Program is included at Attachment 5A1. D. Expected Outcomes The Expected Outcomes for exiters is included in Attachment 5A1. E. Coordination with other One-Stop Partners The Memorandums of Understanding with the required One-Stop Partners address the services to be provided by the One-Stop partners and how these services will be coordinated and made available through the One-Stop system. In general, the partners have agreed to provide brochures on their services which will be made available at each access point, cross train staff to help customers' access appropriate services, and coordinate employer relations efforts as appropriate. Partner organizations have agreed to have staff on site at the One-Stop for a period of time each week. Customers will be able to obtain information and access partner programs during these times. Employment Services will continue to maintain its web site. On this site, information is made available regarding the services available through Employment Services and linkages to other employment and training opportunities are provided. The contract with the Colorado Department of Labor and Employment addresses the implementation of the programs authorized under the Wagner-Peyser Act. This addresses the coordination between the Trade Adjustment Assistance Act and the National transitional adjustment assistance activities. Also addressed in the contract is coordination with activities authorized under Chapter 41 of Title 38 U.S.C. and the programs authorized under the State Unemployment Insurance programs. F. Other Financial Resources to Support Program The following programs and funding streams will help support the delivery of services through the Weld County One-Stop system: Workforce Investment Act: Title I Youth and Dislocated Workers Wagner-Peyser- Basic Labor exchange Temporary Assistance to Needy Families Employment First Food Stamp Job Search Program AmeriCorps Disability Program Navigator Local Veterans Employment Representative G. Subcontracting Arrangements Not applicable. Weld County does not subcontract services. III. MODIFICATION(S) REQUESTED and RATIONALE FOR MODIFICATION: N/A IV. REVISED GOALS, OBJECTIVES, and OUTCOMES: N/A V. REVISED PLANNED PARTICIPATION AND TERMINATION SUMMARY: N/A Attachment 5A1 PLANNED PARTICIPATION AND TERMINATION SUMMARY -CUMULATIVE Workforce Region: Weld County I Program and Year:PY06 WIA Adult I In each category, indicate the total cumulative number of Adults to be served with all years of WIA Adult and Adult NER funds being spent during PY06. Submit a revised chart when changes in planned expenditures occur. CATEGORY 1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER Total Participants 95 115 135 150 Carry In 86 N/A N/A S6 New 9 29 49 64 Total Exiters 15 50 80 100 Carry Out N/A N/A N/A 50 Entered Employment Rate 81% 81% 81% 81% Employment Retention Rate 83% 83% 83% 83% Average Wage 53,30(1 $3.300 $3,300 $3.300 Employment and Credential 75% 75% 75% 75% Rate L. Cost per Participant $3,334 $3,334 $3,334 $3,334 PLANNED PROGRAM ACTIVITIES -CUMULATIVE CATEGORY 1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER Registered Core Services 9 29 49 64 Intensive Services 95 115 135 150 Training Services 47 57 67 76 Training Completions 10 41 59 73 Training Related Placements 10 26 42 54 %Training Related Placements 65% 65% 65% 65% Attachment 5B EXPENDITURE AUTHORIZATION (EA) Request Page If applicable, Date of Modification I. BUDGET INFORMATION and NARRATIVE: Employment Services of Weld County will use the award of$389,568.00 to provide core, intensive, and training services to individuals registered in the WIA Dislocated Worker Program and to cover the associated administrative costs of operating the program. Funding Stream: PY 06 Dislocated Worker Period of Performance: 7/1/06 through 6/30/08 Original Allocation: $111,916.00 To Administration Pool: $11,192.00 Current Program Budget: $100,724.00 Vax# 1044 Transfer In (+): $00.000 From Fund Year and Name: Transfer Out(-): ($00.00) To Fund Year and Name: Revised Program Budget: $100,724.00 Cost Category Current Budget Transfer In/Out(+/-) Revised Budget Program $100,724.00 $100,724.00 Total Program $100,724.00 $100,724.00 Funding Stream: FY 07 Dislocated Worker Period of Performance: 10/1/06 through 6/30/08 Original Allocation: $277,652.00 To Administration Pool: $27,765.00 Current Program Budget: $249,887.00 Vax# 1044 Transfer In (+): $00.000 From Fund Year and Name: Transfer Out(-): ($00.00) To Fund Year and Name: Revised Program Budget: $249,887.00 Cost Category Current Budget Transfer In/Out (+/-) Revised Budget Program $249,887.00 $249,887.00 Total Program $249,887.00 $249,887.00 II. SCOPE OF WORK: A. Purpose and Goal Employment Services of Weld County will use the award of$350,610.00 to provide core, intensive, and training services to individuals registered in the WIA Dislocated Worker Program. Weld County will serve the planned number of dislocated workers as outlined under section C below. The goal of the program is to provide participants with the appropriate mix of services they require to assist them in obtaining and retaining employment. B. Services to be Provided Dislocated Worker participants will be able to access core, intensive, and training services and activities authorized under Section 134 (b)of the Workforce Investment Act through Employment Services of Weld County=s Local One-Stop Center. Customers will also be able to access information regarding WIA partner programs and some services provided by the partners will be available through the One-Stop Center. Wagner-Peyser Act services have been an integral part of Employment Services One-Stop Center for twenty-five years, and therefore, do not exist as a stand-alone system. The services described in Section 7(a) of the Wagner-Peyser Act are universally available to the customers of Employment Services of Weld County. The following WIA employment and training activities and services will be available to dislocated worker participants: Core Services 1. Determination of eligibility to receive assistance under Title I of WIA. 2. Outreach, intake (including worker profiling), and orientation to the information and services available through the One-Stop system at Employment Services of Weld County. 3. Initial assessment of the skill levels, aptitudes, abilities, and supportive service needs of customers. 4. Job search and placement assistance. 5. Career counseling, where appropriate. 6. Labor market information which will include information related to the local, regional, and national labor markets including job vacancy listings, information on the job skills necessary to obtain the jobs, and information regarding occupations in demand in the local area and the earnings and skill requirements for those occupations. 7. Performance and program cost information on eligible training providers furnished for each training program. 8. Information regarding the One-Stop Center's performance. 9. Information regarding the availability of supportive services, including daycare and transportation services, in the local area and when appropriate, the referral to such services. 10. Information regarding filing claims for unemployment compensation. 11. Assistance in establishing eligibility for programs of financial aid assistance for training and education programs not funded by WIA. 12. Follow-up services, including counseling regarding the workplace, for participants placed in unsubsidized employment for not less than 12 months. Intensive Services Intensive services will be provided to dislocated workers who are: 1) unemployed and who have been unable to obtain employment through the provision of core services; and 2) have been determined to be in need of more intensive services in order to obtain employment; or 3) employed, but have been determined to be in need of intensive services in order to retain their employment or obtain employment which allows for self-sufficiency. The following intensive services may be provided to customers who meet the above criteria: 1. Comprehensive and specialized assessments of the skill levels and service needs of customers including: (a) diagnostic testing and use of other assessment tools; and (b) in-depth interviews and evaluations to identify any employment barriers and appropriate employment goals. 2. Development of an individual employment plan (IEP)which identifies an employment goal, appropriate achievement objectives, and the appropriate combination of services to allow the customer to achieve their employment goals. 3. Individualized counseling and career planning 4. Case management for customers seeking training services 5. Short term pre-vocational services to prepare customers for unsubsidized employment or training which may include (a) development of learning skills; (b) improvement of basic skills (i.e. reading and math levels); (c) GED preparation; (d) development of communication skills; • Interviewing Techniques • Resume Development • Labor Market Information • Application Completion • How to Dress for Interviews • Effective Communication • Other Related Activities (e) development of interviewing skills; (f) development of resume and cover letters; (g) punctuality; (h) development of personal maintenance skills; and (i) professional conduct. Training Services Training services will be provided to dislocated workers who: 1) have met the eligibility requirements for intensive services and who have been unable to obtain or retain employment through the receipt of such services; 2) after an interview, evaluation, assessment, and case management are determined to be in need of training services and have the skills and qualifications to successfully participate in the selected training services; 3) select programs of training services that are directly linked to employment opportunities in the local area or in an area where the participant is willing to relocate; 4) meet the requirements of financial assistance set below; and 5) are determined eligible in accordance with the established Weld County priority system. The following training services may be made available to customers: 1. occupational skills training, including training for non-traditional employment 2. on-the-job training 3. training programs operated by the private sector 4. programs that combine workplace training with related instruction, including cooperative education programs 5. skill upgrading and retraining 6. entrepreneurial training 7. job readiness training 8. customized training conducted with commitments from an employer or employers to hire the individual upon successful completion of the training 9. adult education and literacy activities provided in combination with the above listed services Supportive Services The Weld County Workforce Development Board and Employment Services have adopted a supportive services policy to ensure that services are provided on a consistent and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment or to participate in and complete core, intensive, or training services and who are unable to obtain such services through other programs or means. The supportive services that may be provided are: • transportation • child care/dependent care • job related medical expenses • special clothing • license costs • assistance to secure bonding C. Protected Number of Participants to be Served The projected total number of participants to be served for the period of July 1, 2006 through June 30, 2007 will be 140 for the WIA Dislocated Worker Program. This total includes 83 new participants and 57 carry-in participants from the PY 05 WIA program. The planned participation and termination summary for the WIA Title 1 Dislocated Worker Program is included at Attachment 5B1. D. Expected Outcomes The Expected Outcomes for exiters is included in Attachment 581. E. Coordination with other One-Stop Partners The Memorandums of Understanding with the required One-Stop Partners address the services to be provided by the One-Stop partners and how these services will be coordinated and made available through the One-Stop system. In general, the partners have agreed to provide brochures on their services which will be made available at each access point, cross train staff to help customers' access appropriate services, and coordinate employer relations efforts as appropriate. Partner organizations have agreed to have staff on site at the One-Stop for a period of time each week. Customers will be able to obtain information and access partner programs during these times. Employment Services will continue to maintain its web site. On this site, information is made available regarding the services available through Employment Services and linkages to other employment and training opportunities are provided. The contract with the Colorado Department of Labor and Employment addresses the implementation of the programs authorized under the Wagner-Peyser Act. This addresses the coordination between the Trade Adjustment Assistance Act and the National transitional adjustment assistance activities. Also addressed in the contract is coordination with activities authorized under Chapter 41 of Title 38 U.S.C. and the programs authorized under the State Unemployment Insurance programs. F. Other Financial Resources to Support Program The following programs and funding streams will help support the delivery of services through the Weld County One-Stop system: Workforce Investment Act: Title I Youth and Adult Wagner-Peyser- Basic Labor exchange Temporary Assistance to Needy Families Employment First Food Stamp Job Search Program AmeriCorps Disability Program Navigator Local Veterans Employment Representative G. Subcontractinq Arrangements Not applicable. Weld County does not subcontract services. VI. MODIFICATION(S) REQUESTED and RATIONALE FOR MODIFICATION: N/A VII. REVISED GOALS, OBJECTIVES, and OUTCOMES: N/A VIII.REVISED PLANNED PARTICIPATION AND TERMINATION SUMMARY: N/A Attachment 5B I PLANNED PARTICIPATION AND TERMINATION SUMMARY-CUMULATIVE Workforce Region:Weld County I Program and Year: PY06 Dislocated Worker In each category, indicate the total cumulative number of Dislocated Workers to be served with all years of WIA DW, NER-DW (if any) and Enhanced DW funds being spent during PY06. Submit a revised chart when changes in planned expenditures occur. CATEGORY 1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER Total Participants 77 102 127 140 Carry In 57 N/A N/A 57 New 20 45 70 83 Total Exiters 8 35 65 80 Carry Out N/A N/A N/A 60 Entered Employment Rate 87% 87% 87% 87% Employment Retention Rate 9L5% 91.5% 91.5% 91.5% Average Wage ($4,000) ($4,000) ($4,000) ($4,000) Employment and Credential 76.5% 76.5% 76.5% 76.5% Rate l Cost per Participant $3,300 $3,300 $3,300 $3.300 PLANNED PROGRAM ACTIVITIES -CUMULATIVE CATEGORY 1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER Registered Core Services 20 45 70 83 Intensive Services 77 102 127 I40 Training Services 35 52 63 70 Training Completions 8 32 51 68 Training Related Placements 5 23 45 52 %Training Related Placements 75% 75% 75% 75% Attachment 5C EXPENDITURE AUTHORIZATION (EA) Request Page If applicable, Date of Modification Workforce Region: Employment Services of Weld County Program/Project Coordinator: Ted A. Long Phone Number: (970) 353-3800 ext. 3400 I. BUDGET INFORMATION and NARRATIVE: Employment Services of Weld County will use the award of$485,565.00 to provide services to youth registered in the W IA Program and to cover the associated administrative costs of operating the program. PY 06 Youth Period of Performance: 7/106 through 6/30/08 Original Allocation: $485,565.00 To Administration Pool: $48,556.00 Current Program Budget: $437,009.00 Vax# 1043 Cost Category Current Budget Changes In/Out(+/-) Revised Budget Out-of-School $305,907.00 $305,907.00 In-School $131,102.00 $131,102.00 Total Program $437,009.00 $437,009.00 II. SCOPE OF WORK: A. Purpose and Goal Employment Services of Weld County will use the award of$437,008.00 to provide services to youth registered in the WIA Program. Weld County will serve the planned number of youth as outlined under section C below. The goal of the program is to provide participants with the appropriate mix of services they require to assist them in obtaining and retaining employment. B. Services to be Provided In accordance with Section129(c)of the Workforce Investment Act, Employment Services of Weld County will deliver the following to eligible youth participants: 1. Eligible youth will be provided an objective assessment of the academic levels, skill levels, and service needs of each participant. This assessment will include a review of the basic skills, occupational skills, prior work experience, employability, interests, aptitudes (including interests and aptitudes for nontraditional jobs), supportive service needs, and developmental needs of the participant; 2. Service strategies for each participant will be developed and they will identify an employment goal (including, in appropriate circumstances, nontraditional employment), appropriate achievement objectives, and appropriate services for the participant, taking into account the assessment conducted pursuant to paragraph (a). The following services will be provided to eligible youth participants: (a) preparation for post-secondary educational opportunities, in appropriate cases; (b) strong linkages between academic and occupational learning; (c) preparation for unsubsidized employment opportunities, in appropriate cases; and (d) effective connections to intermediaries with strong links to (i) the job market; and (ii) local and regional employers Program Elements Employment Services of Weld County will provide the following program elements to eligible youth participants: 1. Tutoring, study skills training, and instruction leading to completion of secondary school, including drop-out prevention strategies; 2. alternative secondary school services as appropriate; 3. summer employment opportunities that are directly linked to academic and occupational learning; 4. as appropriate, paid and unpaid work experiences, including internships and job shadowing; 5. occupational skill training, as appropriate; 6. leadership development opportunities, which may include community service and peer centered activities encouraging responsibility and other positive social behaviors during non- school hours, as appropriate; 7. supportive services which may include; • transportation • child care/dependent care • job related medical expenses • special clothing • license costs • assistance to secure bonding 8. adult mentoring for the period of participation and a subsequent period, for a total of not less than 12 months; 9. follow-up services for not less than 12 months after the completion of participation, as appropriate; and 10. comprehensive guidance and counseling, which may include drug and alcohol abuse counseling and referral, as appropriate. Each participant or applicant who meets the minimum income criteria to be considered an eligible youth shall be provided 1. information on the full array of applicable or appropriate services that are available through the local board or other eligible providers or One-Stop partners including those receiving funds under subtitle I of WIA; and 2. referral to appropriate training and educational programs that have the capacity to serve the participant or applicant either on a sequential or concurrent basis. Applicants not meeting enrollment requirements. - Employment Services of Weld County will ensure that an eligible applicant who does not meet the enrollment requirements of the program or who cannot be served shall be referred for further assessment, as necessary, and to appropriate programs to meet the basic skills and training needs of the applicant. C. Projected Number of Participants to be Served The projected total number of participants to be served for the period of July 1, 2006 through June 30, 2007 will be a total of 170 for the WIA Youth Program (40 Older Youth and 130 Younger Youth). This total includes 60 new participants and 110 carry-in participants from the PY 05 WIA program. The planned participation and termination summary for the WIA Title 1 Youth Program is included at Attachment 5C1. D. Expected Outcomes The Expected Outcomes for exiters is included in Attachment 5C1. E. Coordination with other One-Stop Partners The Memorandums of Understanding with the required One-Stop Partners address the services to be provided by the One-Stop partners and how these services will be coordinated and made available through the One-Stop system. In general, the partners have agreed to provide brochures on their services which will be made available at each access point, cross train staff to help customers access appropriate services, and coordinate employer relations efforts as appropriate. Partner organizations have agreed to have staff on site at the One-Stop for a period of time each week. Customers will be able to obtain information and access partner programs during these times. Employment Services will maintain its web site. On this site, extensive information is made available regarding the services available through Employment Services and linkages to other employment and training opportunities is provided. The contract with the Colorado Department of Labor and Employment addresses the implementation of the programs authorized under the Wagner-Peyser Act. This addresses the coordination between the Trade Adjustment Assistance Act and the National transitional adjustment assistance activities. Also addressed in the contract is coordination with activities authorized under Chapter 41 of Title 38 U.S.C. and the programs authorized under the State Unemployment Insurance programs. F. Other Financial Resources to Support Program The following programs and funding streams will help support the delivery of services through the Weld County One-Stop system: Workforce Investment Act: Title I Adult and Dislocated Worker Wagner-Peyser- Basic Labor exchange Temporary Assistance to Needy Families Employment First Food Stamp Job Search Program AmeriCorps Disability Program Navigator Local Veterans Employment Representative G. Subcontracting Arrangements Not applicable. Weld County does not subcontract services. III. MODIFICATION(S) REQUESTED and RATIONALE FOR MODIFICATION: N/A IV. REVISED GOALS, OBJECTIVES, and OUTCOMES: N/A V. REVISED PLANNED PARTICIPATION AND TERMINATION SUMMARY: N/A Attachment 5C1 PLANNED PARTICIPATION AND TERMINATION SUMMARY- CUMULATIVE Workforce Region: Weld County Program and Year: PY06 Older Youth In each category, indicate the total cumulative number of Older Youth to be served with all years of WIA Youth funds being spent during PY06. Submit a revised chart when changes in planned expenditures occur. CATEGORY 1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER Total Participants 31 33 36 40 Carry In 31 N/A N/A 31 New 0 2 5 9 Total Exiters 5 11 19 30 Carry Out N/A N/A N/A 10 Entered Employment Rate 78% 78% 78% 78% Employment Retention Rate 82% 82% 82% 82% Earnings Increase $3,300 $3,300 $3,300 $3,300 Credential Rate 57% 57% 57% 57% Cost Per Participant $2,878 $2,878 $2,878 $2,878 Training Services 31 33 36 40 Training Completions 8 12 18 25 Training Related Placements 2 6 10 16 %Training Related 70% 70% 70% 70% I Placements Workforce Region: Weld County I Program and Year: PY06 Younger Youth I In each category, indicate the total cumulative number of Younger Youth to be served with all years of WIA Youth funds being spent during PY06. Submit a revised chart when changes in planned expenditures Calif. CATEGORY 1ST 2ND QUARTER 3RD QUARTER 4TH QUARTER QUARTER Total Participants 119 124 129 130 Carry In 118 N/A N/A 118 New 1 5 9 12 Total Exiters 90 Carry Out N/A N/A N/A 40 Skill Attainment Rate 85% 85% 85% 85% Diploma or Equivalent Rate 63% 63% 63% 63% Retention Rate 62% 62% 62% 62% Cost Per Participant $2,878 $2,878 $2,878 $2,878 Training Activities 119 124 129 130 Training Completions 15 25 48 76 Training Related 9 17 27 40 Placements % Training Related 60% 60% 60% 60% Placements Attachment 5D EXPENDITURE AUTHORIZATION (EA) Request Page , If applicable, Date of Modification Workforce Region: Employment Services of Weld County Program/Project Coordinator: Linda L. Perez Phone Number: (970) 353-3800 ext. 3363 I. BUDGET INFORMATION and NARRATIVE: Employment Services of Weld County will use the award of$538,208.00 to provide basic labor exchange services to job seekers and employers in the Weld County area, and for the activities that support the administration and service delivery of its employment and workforce information system. This may include staff salaries, purchase of equipment to improve the centers ability to provide services and enhance the ability of customers to utilize the center resources. Funding Stream: PY 06 Wagner Peyser Period of Performance: 7/1/06 through 6/30/07 Original Allocation: $538,208.00 Vax# 1045 Cost Category Current Budget Changes In/Out (+/-) Revised Budget Program $538,208.00 $538,208.00 Total Program $538,208.00 $538,208.00 II. SCOPE OF WORK: A. Purpose and Goal Employment Services of Weld County will use the award of$538,208.00 to provide basic labor exchange services to job seekers and employers. B. Services to be Provided Wagner-Peyser Act services have been an integral part of Employment Services One-Stop Center for over twenty-five years, and therefore, do not exist as a stand-alone system. The services described in Section 7(a) of the Wagner-Peyser Act are universally available to all of he customers of Employment Services of Weld County. The Weld County Workforce Development Board and Employment Services will continue to implement and revise the following marketing strategies to increase employer relations and applicant services over the next 5 years. 1. General Business Development Strategies. (a). Increase the awareness of the services offered through Employment Services through an educational marketing campaign designed to increase the number of presentations to employers and community groups, and improve brand awareness through the use of media displays and promotional materials. (b). Review job orders for specific industry groups and see how we are generating applicants to respond to those job orders, and how we are recruiting customers for programs to increase the utilization of services. (c). Increase the number of opportunities to publicize the system through the use of news releases that inform the community about special programs. Promote special recognition • awards and events that recognize staff and program accomplishments, as well as recognizing successful and satisfied customers. (d). Continue to conduct customer satisfaction surveys and gather statistical data to assist in determining program effectiveness. Utilize information form surveys to identify areas that can benefit from improved marketing efforts and program design. 2. New business and existing business development strategies will continue to include coordination between the Economic Development Action Partnership and the Weld County Chamber of Commerce to offer our services to new and existing business. 3. Marketing strategies that target employer, applicant and consumer groups will be designed and implemented. C. Protected Number of Participants to be Served N/A D. Expected Outcomes N/A E. Coordination with other One-Stop Partners The Memorandums of Understanding with the required One-Stop Partners address the services to be provided by the One-Stop partners and how these services will be coordinated and made available through the One-Stop system. The MOUs address areas with the partner programs that support and enhance applicant and employer access to services. Partner agencies' services are integrated through cross training of staff, sharing of information through brochures and other materials available through various access points, access by electronic means through the Internet, and joint or coordinated employer relations efforts when feasible and appropriate. In addition, partners have agreed to be physically located at Employment Services for varying amounts of time to increase their target group's access to services and to be on-site to provide services to their potential customers. In general, the partners have agreed to provide brochures on their services which will be made available at each access point, cross train staff to help customers' access appropriate services, and coordinate employer relations efforts as appropriate. Partner organizations have agreed to have staff on site at the One-Stop for a period of time each week. Customers will be able to obtain information and access partner programs during these times. Employment Services will continue to maintain and enhance its web site. On this site, extensive information is made available regarding the services available through Employment Services and linkages to other employment and training opportunities is provided. The contract with the Colorado Department of Labor and Employment addresses the implementation of the programs authorized under the Wagner-Peyser Act. This contract addresses the coordination between the Trade Adjustment Assistance Act and the National transitional adjustment assistance activities. Also addressed in the contract is coordination with activities authorized under Chapter 41 of Title 38 U.S.C. and the programs authorized under the State Unemployment Insurance Programs. F. Other Financial Resources to Support Program The following programs and funding streams will help support the delivery of services through the Weld County One-Stop system: Workforce Investment Act: Title I Adult, Youth and Dislocated Workers Temporary Assistance to Needy Families Employment First Food Stamp Job Search Program AmeriCorps Disability Program Navigator Local Veterans Employment Representative G. Subcontracting Arrangements Not applicable. Weld County does not subcontract services. III. MODIFICATIONS) REQUESTED and RATIONALE FOR MODIFICATION: N/A IV. REVISED GOALS, OBJECTIVES, and OUTCOMES: N/A V. REVISED PLANNED PARTICIPATION AND TERMINATION SUMMARY: N/A Attachment 5E EXPENDITURE AUTHORIZATION (EA) Request Page If applicable, Date of Modification Workforce Region: Employment Services of Weld County Program/Project Coordinator: Ted A Long Phone Number: (970) 353-3800 ext 3400 I. BUDGET INFORMATION and NARRATIVE: Funding Stream: PY06/FY07 Administration Period of Performance: 7/1/06—6/30/08 Original Total PY06 Allocation: $656,416.00 Vax# 1041 Original Total FY07 Allocation: $553357.00 Total PY06+FY07 Allocation: $1,209,773.00 Current Admin Budget: $120,977.00 Administrative Dollars $00.000 From Fund Year and Name: Transferred In(+): Administrative Dollars ($00.00) To Fund Year and Name: Transferred Out(-): Revised Admin Budget: $0.00 Funding Stream Current Budget Changes In/Out(+/-) Revised Budget PY06 Adult $5,894.00 S5,894.00 PY06 Youth $48,556.00 S48,556.00 PY06 Dislocated Worker $11,192.00 S11,192.00 FY07 Adult $27,570.00 S27,570.00 FY07 Dislocated Worker $27,765.00 $27,765.00 Total Pooled Admin. $120,977.00 $120,977.00 Attachment#6 Projected Quarterly Expenditures—Cumulative for PY06 Workforce Region: Employment Services of Weld County Funding Stream: WIA Adult (include all years of Adult and NER-Adult funding that will be spent during PY06) Expenditures 1st Quarter Projections 2nd Quarter Projections 3rd Quarter Projections 4th Quarter Projections Administration 8,632 17,264 25,895 34,527 Program 125,021 250,044 375,065 500,087 Carry In/Carry Out 300,365 N/A N/A 100,392 Funding Stream: WIA Dislocated Worker(include all years of DW,NER-DW [if any], and Enhanced DW funds [add in PY06/FY07 funds when received] that will be spent during PY06) Expenditures 1st Quarter Projections 2nd Quarter Projections 3rd Quarter Projections 4th Quarter Projections Administration 9,218 18,435 27,653 36,870 Program 115,514 231,029 346,543 462,057 Carry In/Carry Out 225,830 N/A N/A 116,870 Funding Stream: WIA Youth (include all years of Youth funds that will be spent during PY06) Expenditures 1st Quarter Projections 2nd Quarter Projections 3rd Quarter Projections 4th Quarter Projections I � Administration I 13,591 27,181 40,772 54.362 Program 122,316 244,633 366,949 489,265 Carry In/Carry Out 203,732 N/A N/A 145,668 Funding Stream: Wagner-Peyser(include all years of W-P and ESF funds that will be spent during PY06) Expenditures 1st Quarter Projections 2nd Quarter Projections 3rd Quarter Projections 4th Quarter Projections Administration N/A N/A N/A N/A Program 137,052 274,104 411,156 538,208 Carry In/Carry Out 0 N/A N/A 0 Funding Stream: Expenditures 1st Quarter Projections 2nd Quarter Projections 3rd Quarter Projections 4th Quarter Projections Administration/Program Hello