HomeMy WebLinkAbout20242164.tiffRESOLUTION
RE: APPROVE 2024-2027 WELD COUNTY UPSTATE REGIONAL PLAN FOR
WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA), AND AUTHORIZE
CHAIR, DEPARTMENT OF HUMAN SERVICES, AND WORKFORCE DEVELOPMENT
BOARD 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 the 2024-2027 Weld County Upstate
Regional Plan for the Workforce Innovation and Opportunity Act (WIOA) from 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 and Workforce Development Board, to the Colorado
Workforce Development Council, and the Colorado Department of Labor and Employment, with
further terms and conditions being as stated in said plan, and
WHEREAS, after review, the Board deems it advisable to approve said plan, 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 2024-2027 Weld County Upstate Regional Plan for the
Workforce Innovation and Opportunity Act (WIOA) from 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 and Workforce Development Board, to the Colorado Workforce Development
Council, and the Colorado Department of Labor and Employment, be, and hereby is, approved.
BE IT FURTHER RESOLVED by the Board that the Chair, Karina Amaya-Ragland,
Department of Human Services, and Matthew Hortt, Ph.D., Workforce Development Board, be,
and hereby are, authorized to sign said plan.
cc:IASD
�t /o6/11
2024-2164
HR0096
2024-2027 WELD COUNTY UPSTATE REGIONAL PLAN FOR WORKFORCE INNOVATION
AND OPPORTUNITY ACT (WIOA)
PAGE 2
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 14th day of August, A.D., 2024.
BOARD OF COUNTY COMMISSIONERS
WELD COJN-Y, COL-9RADO
ATTEST: W vs C < y ;4,
Weld County Clerk to the Board
y,
BY: Ciart6114 .GtrUL
Deputy Clerk to the Board
APED AS
County Attorney
Date of signature: S Ito
D
Ross, Chair
Perry L. duck, Pro-Tem
Mike 6reeman
Scott K. James
29-1/4.
on Saine
2024-2164
HR0096
ConAva C* 1.D ! 1i3C01(Q
BOARD OF COUNTY COMMISSIONERS
PASS -AROUND REVIEW
PASS -AROUND TITLE: Employment Services of Weld County Workforce Development Board Upstate Regional
Plan for Program Year 2024-2027
DEPARTMENT: Human Services DATE: August 8, 2024
PERSON REQUESTING: Jamie Ulrich, Director, Human Services
Brief description of the problem/issue: Employment Services of Weld County (ESWC) is requesting approval to
submit an updated four-year regional/local plan as required by the Workforce Innovation and Opportunity Act
(WIOA) of 2014. The Upstate Regional Plan, funding streams, programs, and activities are subject to the laws
and regulations as set forth by WIOA. Within the document, ESWC addresses continuous initiatives which
include, but are not limited to, Business Services, Re -Employment and Youth Services, Outreach Strategies, and
the facilitation of WIOA. The Colorado Workforce Development Council (CWDC) approved this plan on June
28th, 2024.
What options exist for the Board?
• Approval of the ESWC Workforce Development Board Upstate Regional Plan for Program Year 2024-
2027.
• Deny approval of the ESWC Workforce Development Board Upstate Regional Plan for Program Year
2024-2027
Consequences: The ESCW Workforce Development Board Upstate Regional Plan for Program Year
2024-2027wi11 not be approved.
Impacts: Weld County will be out of compliance with the Workforce Innovation and Opportunity Act
(WIOA) of 2014 and funding for programs will not be approved.
Costs (Current Fiscal Year / Ongoing or Subsequent Fiscal Years):
• Term: Program Years 2024-2027.
• Funded through the Workforce Innovation and Opportunity Act (WIOA) of 2014.
Pass -Around Memorandum; August 8, 2024 - CMS 8616
2024-2164
Recommendation:
• Approval of the Employment Services of Weld County Workforce Development Board Upstate Regional
Plan for Program Year 2024-2027 and authorize the Chair to sign.
Support Recommendation Schedule
Place on BOCC Agenda Work Session Other/Comments:
Perry L. Buck, Pro -Tern
Mike Freeman
Scott K. James
Kevin D. Ross, Chair
Lori Saine
Pass -Around Memorandum; August 8, 2024 - CMS 8616
anng
Reg.ori:
Upstate
Local Areas Included in
this Planning Region:
Weld County
PROGRAM
YEARS:
2024 - 2027
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WELD COUNTY, CO
Contents
Introduction
Planning Region Upstate
Analysis — Regional Economic Conditions
Analysis — Knowledge and Skills
Analysis — Workforce Region
Development and Implementation of Sector Initiatives
Career Pathways
Other Strategies and Services
Regional Service Strategies
Cooperative Agreements
Coordination of Transportation and Other Supportive Services
Administrative Cost Arrangements
Levels of Performance and Accountability Measures
Integrated Technology
Development of Regional Plan
Public Comment
Local Area Weld County
Analysis — Workforce Development Activities
Workforce Development Board's Strategic Vision and Goals
Strategies and Services — Engaging In -Demand Industry`Sectors and
Occupations
Implementation of Initiatives
Expanding Access to Employment, Training, Educations, and Supportive
Services
Aligning Resources with Mandated Partners
Strengthening Linkages with Unemployment Insurance
Coordinating Workforce and Economic Development Activities
Delineation of the Workforce Development System
One -Stop Delivery System
Coordination of Education and Workforce Investment Activities
Adult and Dislocated Worker Employment & Training Activities
4
6
7
11
16
25
26
29
31
39
41
42
42
43
44
46
47
48
51
54
57
64
65
66
68
70
72
84
86
2
Youth Workforce Investment Activities 87
Coordination of Activities with Mandated Partners 89
Coordination of Activities and Supportive Services 90
Strategies and Services — Wagner Peyser Act 93
Disbursement of Funding 95
Sub -Grants and Contracts 96
Levels of Performance and Accountability Measures 96
High -Performing Board Designation 98
Evidence -Based Decision -Making 99
Public Comment 101
Appendix A 103
3
Introduction
The Weld County Board of County Commissioners (BOCC), the Weld County
Workforce Development Board (WCWDB), and Employment Services of Weld County
(ESWC) have been an innovative engine in the development and implementation of
employment and training programs since the late 1970's.
Weld County was the first (September 9, 1975) and currently one (1) of only two (2)
Colorado counties to adopt a Home Rule Charter. In 1979, employment and training
programs were merged administratively, and this resulted in the Job Service and Work
Incentive Programs being contracted by the Colorado Department of Labor and
Employment (CDLE) to the Weld County Commissioners providing local control of the
programs and allowing County personnel to operate the Job Service. During this time,
Weld County was one (1) of only 15 sites nationally selected under the Employment
Opportunities Pilot Project (EOPP) which was to test a specific model that had a goal to
move welfare recipients into unsubsidized employment. Although not emphasized until
the enactment of the Job Training Partnership Act (JTPA) in 1982, the Weld County
Private Industry Council initiated relationships in 1979 with the chief local elected
officials (BOCC) for the coordination of all federal, state, and local resources and joint
policy making decisions regarding employment and training initiatives and programs.
This involvement and coordination have continued in the present-day Workforce
Development Board.
In 1982, Weld was the only County in Colorado that opted to implement the state's
Welfare Diversion Program. Through the course of this program, along with the Job
Alternative Program, the Work Incentive Program (WIN), Community Work Experience
Program, and the Colorado Jobs Demonstration Project, a variety of modifications and
waivers were requested and implemented. There is a strong similarity of what was
developed in those programs to the requirements that were established under the
Personal Responsibility and Work Opportunity Reconciliation Act of 1996 and the
4
Colorado Works Temporary Assistance for Needy Families (TANF) program that is
operated today.
Weld County and the State of Colorado have been pioneers in establishing a locally
integrated One -Stop system for job seekers and businesses, predating the intention of
the Workforce Investment Act of 1998. In the mid 1990's ESWC responded to the states
initiative to determine how best to structure and create a One -Stop Workforce system.
Representatives from the Governor Romer administration visited numerous areas
across the state to view and assess how programs and services were structured and
provided. After visiting Weld County and viewing the numerous programs operated by
ESWC, as well as the organizational structure, the Governor determined that all
workforce areas across the state should have the flexibility to structure employment
programs in a way that best met local needs while providing local structure and control
like the Weld County model.
Weld County's collaborative partnerships and the implementation of the aforementioned
programs and those illustrated in Appendix A, led to the successful implementation of
the Workforce Innovation and Opportunity Act (WIOA) of 2014, signed into law on July
22, 2014. This landmark legislation requires the submission of new four-year local and
regional plans beginning July 1, 2016, and every four years thereafter. It is the mission
of the WCWDB and ESWC to keep the workforce system responsive to employers,
employees, and job seekers. The combined Upstate Regional and Weld County Local
Plans foster better alignment of employment and training programs, coordinating
service delivery across programs ensuring our public workforce system connects
individuals to high -quality and family -sustaining employment. By connecting people to
meaningful careers, Weld County is building a brighter future for its economy and
residents.
5
Planning Region: Upstate
Local Areas Included in this Planning Region: Weld County
Program Years: 2024 - 2027
6
Analysis - Regional Economic Conditions
Provide an analysis of the regional economic conditions overall, as well as for
each area included in this planning region, including:
a. Existing and emerging in -demand industry sectors and occupations; and
b. The employment needs of employers in those industry sectors and
occupations.
A comprehensive analysis of the Upstate Planning Region, its current labor force, and
unemployment data informed the development of the Program Year 2024 - 2027 plan.
The Upstate Planning Region consists of one (1) local area (Weld County), affording the
analysis of the regional economic conditions to be concise.
Located in the north central part of Colorado, the Upstate Planning Region (Weld
County) is bordered on the north by Wyoming and Nebraska and on the south by the
Denver Metropolitan area. Covering 4,016 square miles, the Upstate Planning Region is
Colorado's third largest county. The Region's population is expected to increase by
11.5% between 2023 and 2028, adding 41,174 more persons. Key economic indicators
for the Region include cost of living, gross regional product (GRP), imports and exports.
Area
Population (2023)
Labor Force (Sep
2023
Econom I
-w • A -le _)
Jobs (2023)
Cost of Living
GRP
Imports
Exports
Weld county
Cdorado
Percent
Source: Lightcast
358.803
5.874,618
6.1%
172.950
3,253.072
r
5 ro
132.985
3,249.917
4 1%
104 5 $18 456.614 368 $27 362 441 282 $19 486 825.640
111.1 $481.875.096,107 $332. 993 689.800 $406.493.555,598
94.1% 3 8
n°0 4.8%
Between 2014 and 2019 the Upstate Planning Region saw a 14.4% increase in jobs
and 21.12% increase in establishments. As with all communities, the Region
experienced a significant dip in jobs due to the coronavirus pandemic. Fortunately, the
Upstate Planning Region made a quick recovery, with jobs almost reaching pre -
pandemic levels; 121,491 (2019) and 120,111 (2023), respectively.
7
125,000
120,000
115,000
110,000
105.000
100,000
95,000
Historical Trends, Jobs & Establishments
Source: Lightcast
2O14 2015 2016 2017 2018 2019 2020 2021 2022 2023
gobs—iEstablishments
Description
Jobs
Establishments
Wages, Salaries, Proprietor
Earnings
Employer -Paid Benefits
Source: Ugntcast
2014
104,005
6,198
544,990
2015
107,242
6,656
10,000
9,000
8,000
7.000
6,000
5,000
4,000
3,000
2,000
1,000
0
2016
106,202
6,836
$70,000
560,000
$50,000
$40,000
530,000
$20,000
510,000
So
Historical Trends, Salaries & Employer -Paid Benefits
Source: Lightcast
Historical Trends, Weld County
2017
111,943
7,304
2018
116,991
7,582
2O14 2015 2016 2017 2018 2019 2020 2021 2022 2023
$12,000
$10,000
S8,000
S6,000
$4,000
S 2,000
$0
Wages, Salaries, Proprietor Earnings esEmployer-Paid Benefits
2019
121,491
7,857
2020
113,504
8,201
2021
113,323
O.Db1
$45,966 545,510 548,172 550.912 553,351 $55,402 557,102 561,477 563,340 3.5%
S8,775 $8,745 $8,783 $9,197 $9,695 $9,928 510,146 $10,211 510,799 $11,122 2.4%
2022
2023
120,111
Annual
Growth
Rate
1.5%
9,140
9,487
4.3%
There is a slight differentiation between data points from Lightcast as they also showed
that from 2018 to 2023, jobs increased by 3.3% in Weld County from 128,738 to
132,985. This change fell short of the national growth rate of 3.6% by 0.3%. As the
number of jobs increased, the labor force participation rate decreased from 70.0% to
62.7% between 2018 and 2023.
In comparison to the Program Year 2020 — 2024 Regional/Local Plan, in -demand
industries and sector occupations have shuffled in ranking. The table below shows
projected growth by major industry sector through 2028. Note that the overall turnover
rate in 2023 for all sectors in the region was 81.2%. This is the natural turnover rate of
all workers by sector and speaks to recent efforts by the United States Department of
Labor, Employment and Training Administration to gauge the success of the Region's
locally delivered Wagner-Peyser Business Services teams by retention with the same
employer for a one-year period. A better measure would be continuity of earnings from
the second quarter to the fourth quarter post -exit.
8
Projected Growth by Industry Sector, Weld County
WAICS
Description
2024 Jobs
2028 Jobs Charge
Percent
Change
Payrolled
Business
Locations
Employment
Concentration
Current
Wages,
Salaries, &
Proprietor
Earrings
Current
Supplements
2023 Fires
2023 1 2023
Separations Turnover
Rate
90 Government
23 Construction
72 Accommodation and Food Services
62 Health Care and Social Assistance
81 Other Services (except Public Administration)
44 Retail Trade
31 Manufacturing
54 Professional, Scientific, and Technical Services
56 Administrative. Support. Waste Management and Remediation
21 Mining, Quarrying, and Oil and Gas Extraction
48 Transportation and Warehousing
61 Educational Services
55 Management of Companies and Enterprises
42 Wholesale Trade
99 Unclassified Industry
11 Agriculture, Forestry, Fishing and Hunting
53 Real Estate and Rental and Leasing
22 Utilities
71 Arts, Entertainment, and Recreation
52 Finance and Insurance
51 Information
19,510
13,052
9,799
10,472
5.582
11,459
13,774
4,358
6,311
5,762.
4,137
1,224
1,851
4,465
166
4,801
1,476
502
1,021
3,075
518
20,846
14,018
10,503
11,149
6,231
12,101 642
14,349
4,925
6,652
6,031
1,336
966
704
677,
649
576
6.8%
7.4%
7.2%
6.5%
158
1,287
526
878
1.04
2.10
0.92
0.64
$51,994
$73,809
$23,869
$58,749
11.6% 691 1.07 $43,132
5.6% 690
4.2% 373
567 13.0% 1,372
341
5.4%
577
$12,033
$12,681
52,776 14,503
$11,134 10,890
8,398
11,8351
54,087 3,843
9,769
11,239
13,748
7,106
3,620
0.97 $43,853; $7,811 11,801 10,902
7,818
0.52 $103,274! $14,001 2,871 2,406
1.38
086
269 4.7% 263 12.96
4,341 204
1,375
1,961
4,535
151
111
70
4.9% 456 0.79
12.3%
6.0%
1.6%
127
114
558
0.41
0.93
0.96
$68,767 514,186 8,125
552.257
57,456 9,103
8,703
$127,250 $18,290 4,534 4,179
3,396
$34,306 $5,625 1,086 954
5137.147 $18,806 1,287 932
$88,759 $11,519 2,408 2,318
579,099 $16,018 3,206
236 70 42.1% 46
0.59 $61,109 $10,692 97 97
4,861
1,533
539
1,042
3,066
506
61
57
37
21
1.3%
3.8%
7.3%
2.0%
(0 3%)
230
453
36
109
445
144
4.18
0.77
1.16
0.53
0.59
0.22
$49,588
$66,672
$123,665
533.695
$89,019
578.435
$12,228
$8,622
$42,408
$4,62.3
S12,630
514.489
5,556
1,049
128
1,971
1,268
.103
5,766
987
119
2,010
1,190
124
51.4%
89.0%
144.9%
69.5%
67.5%
97.3%
57.9%
58.3%
141.3%
74.0%
84.0%
82.0%
51.6%
52.5%
69.6%
120.7%
68.2%
24.6%
199.2%
38.6%
81.2%
Totals
123,315 130,800 7,486 6.1% 9,533
$63337 $11,121 104,362 97,683 81.2%
cnlllfie..41:cast
The Weld County Workforce Development Board (WCWDB) adopts the top eleven (11)
industries as in -demand and, as agriculture continues to be a driver of the economy, the
WCWDB elects to deem this as an in -demand industry, as well. Weld County is an
agricultural empire of 2.5 million acres of which 75% is devoted to farming and raising
livestock. Weld County strives to protect farmers and ranchers by maintaining the Right
to Farm ordinance and is also deemed a Significant Migrant and Seasonal Farmworker
(MSFW) One -Stop Center by the United States Department of Labor, Employment and
Training Administration. As Colorado's leading producer of beef cattle. grain, sugar
beets, and dairy, Weld is the richest agricultural county in the United States east of the
Rocky Mountains. There are over 3,000 farms in Weld County and over 20% of the
farms have annual sales in excess of $100,000. It is pertinent to note that several of
these farms are recognized under Colorado's Centennial Farms Program, which
acknowledges families who have owned and operated their farm or ranch for 100 years
or more.
By reviewing projected growth by occupation family and occupations projected to add
the most jobs, the Upstate Planning Region can quickly identify the employment needs
of employers in the mentioned industry sectors. The top three (3) occupation families for
2024 are: Office and Administrative Support, Construction and Extraction, and
Transportation and Material Moving. The greatest percentage change by 2028 however
9
are: Computer and Mathematical, Community and Social Service, and Protective
Service. Unsurprisingly, the lowest median hourly earnings continue to be in the Food
Preparation and Serving Related occupation family.
47
53
35
11
25
41
13
49
51
31
37
29
43
33
21
15
39
17
19
27
45
23
Projected Growth by Occupation Family, Weld County
Description
Construction and Extraction
Transportation and Material Moving
Food Preparation and Serving Related
Management
Educational Instruction and Library
Sales and Related
Business and Financial Operations
Installation, Maintenance, and Repair
Production
Healthcare Support
Building and Grounds Cleaning and Maintenance
Healthcare Practitioners and Technical
Office and Administrative Support
Protective Service
Community and Social Service
Computer and Mathematical
Personal Care and Service
Architecture and Engineering
Life, Physical, and Social Science
Arts, Design, Entertainment, Sports, and Media
Farming, Fishing, and Forestry
Legal
2024 Jobs
12,408
11,525 12,290 765 6.6%
9,730
6,503 7,043 540 8.3%
7,925 477 6.4% $19.00
10,130 10,598 468 4.6% $14.40 $18.17
2028 Jobs
Change
808
Percent
Change
13,216
10,393
663
6.5%
6.8%
7,448
Pct 25
Hourly
Earnings
$20.69
$16.92 $21.76
S13.54
$36.17 $52.44
Median
Hourly
Earnings
$24.27
$14.53
$23.32
7,153
7.607
454
6,001 6,424 423
10,537 10,906 369
3,419 3,734 315
4,121
4,272 4,578 306
13,117 292
2,717 3,000 283
3,811
309
12,825
2,401
2,662
1,918 2,134
2,382 2,539
1,821 1,937
1,276
1,118 1,183
3,080
512
1,196
3,041
473
262
216
156
116
81
66
38
38
6.3%
$26.30
7.1% $21.46
$17.76
9.2% $15.38
8.1% $15.41
3.5%
$34.91
$26.62
$21.26
$17.08
$17.66
7.2% $27.39 $37.84
2.3%
$17.20
520.57
10.4% $16.26 $28.08
10.9%
11.3%
6.6%
6.4%
6.7%
5.9%
1.3%
8.0%
$20.49
$31.33
$14.30
$30.71
$24.79
$19.05
$12.96
$29.22
$25.68
$41.84
$16.30
$39.18
$33.11
$26.70
$15.06
$42.70
2023 Hires
10,536
10,754
14,793
4,047
3,366
9,653
4,148
3,951
7,559
4,183
4,287
2,920
10,219
1,918
1,138
937
2,992
886
774
893
3,990
144
2023
Separations
10,007
10,226
14,025
2023
Turnover
Rate
83.0%
91.2%
148.6%
3,477 55.2%
3,595 49.5%
9,025 90.9%
3,829 54.9%
3,638 62.4%
71.9%
3,253 98.3%
107.8%
1,512' 36.3%
78.9%
2,022 77.4%
45.6%
687 37.4%
125.7%
795 44.9%
64.8%
860 78.7%
137.9%
143 30.9%
7,447
3,978
9,990
1,055
2,913
755
4,173
Totals
122,832 130,276 7,444 6.1%
104,087
97,404 81.3%
Source: Lightcast
Fast Food and Counter Workers, Heavy and Tractor -Trailer Truck Drivers, and Retail
Salespersons are projected to add the most jobs in 2024. By 2028, these three (3) will
be overtaken by the need for Software Developers, Electricians, and Restaurant Cooks.
SOC
Occupations Projected to add the Most Jobs, Weld County
Description
2024 Jobs
2028 Jobs
Change
Percent
Change
Pct 25 Median
Hourly Hourly
Earnings Earnings
2023 Hires
2023
Separations
2023
Turnover
Rate
35-3023
31-1128
53-7065
11-1021
47-2111
41-2031
53-3032
37-2011
47-2061
35-2014
Fast Food and Counter Workers
Home Health and Personal Care Aides
Stockers and Order Fillers
General and Operations Managers
Electricians
Retail Salespersons
Heavy and Tractor -Trailer Truck Drivers
Janitors and Cleaners, Except Maids and Housekeeping Cleaners
Construction Laborers
Cooks, Restaurant
25-1099 Postsecondary Teachers
47-1011 First -Line Supervisors of Construction Trades and Extraction Workers
53-7062 Laborers and Freight, Stock, and Material Movers, Hand
41-2011 Cashiers
49-9071 Maintenance and Repair Workers, General
47-2073 Operating Engineers and Other Construction Equipment Operators
15-1252 Software Developers
13-2011 Accountants and Auditors
37-3011 Landscaping and Groundskeeping Workers
35-1012 First -Line Supervisors of Food Preparation and Serving Workers
Source: Lightcast
3,532
3.755
224
1,611 1,801 191
2,633 2,817 184
1,963 2,145 182 9.3%
1,194 1,362 168
2,688 2,844 155 5.8%
3,029 3,177 148 4.9%
1,496 1,638 142 9.5%
2,090 141 7.3%
1,017 1,144 128 12.6%
1,285 1,405 120
1,987' 2,104 117 5.9%
1,099 1,202 103 9.4%
2,199 2,302. 102 4.7%
1,130 1,221 91
1,328 1,409. 81 6.1%
414 495 80 19.4%
1,111: 1,191. 80! 7.2%
1,219 1,297 78
916 991 75 8.2%
6.3%
$13.51
$14.06
11.8% $14.86 $15.60
7.0%
14.1 %
1,948
9.3%
8.0%
6.4%
10
$15.29
$37.66
$21.20
$13.92
$23.07
$19.53
$54.53
$28.29
$14.94
$24.98
S14.89 $16.87
$18.10 $20.32
$14.49 $17.30
$39.62
$29.57 $35.98
$17.93
$13.61 $14.07
$23.59
$23.33 $24.82
$4196 $57.23
$28.92 $37.50
$19.56
$16.86 $18.88
$28.72
$15.75
$19.01
$17.47
6,040 5,841 170.4%
1,678 1,513 97.9%
105.1%
1,267 1,074 56.8%
808 71.6%
2,950 2,702 102.8%
85.9%
1,563 1,430 99.2%
89.8%
1,318 1,139 117.1%
566 45.8%
1,511 1,454 75.2%
1,220 1,093 103.2%
3,204 3,081 143.4%
639 58.304
1,167 1,169 90.5%
118 30.7%
596 545 50.5%
115.3%
1,035 961 108.6%
2,903
2,693
893
2,547
2,547
1,854
1,694
510
692
221
1,427
1,365
The Weld County Workforce Development Board (WCWDB) has responded to the
workforce needs within Construction, Accommodation and Food Services, Health Care
and Social Assistance, Other Services (except Public Administration), and
Manufacturing, by devoting staff resources to work on sector initiatives within each of
these industries Within the construction, healthcare, and manufacturing industries,
sector partnerships are clearly defined within the Northern Colorado region In recent
years, sector partnerships have launched for hospitality and nonprofits As these two (2)
partnerships continue to grow in members and establish actions, policies, and strategies
for addressing talent shortages, the Upstate Planning Region will be readily available to
support these industry lead initiatives
Analysis — Knowledge and Skills
Provide an analysis of the knowledge and skills needed to meet the employment
needs of the employers in the region, as well as for each area included in this
planning region, including employment needs in in -demand industry sectors and
occupations.
To determine knowledge and skills needed to meet the demand of employers in the
regional and local area, the Upstate Planning Region has analyzed calendar year 2023
data The Region's One -Stop Center, specifically the Business Services Unit, analyzes
this data to better assist employers with posting their jobs on the Statewide
Management Information System as well as external sites of their choosing
In 2023, employers in the Upstate Planning Region posted an average of 6,841 unique
, jobs per month with the highest postings during the months of June and July The
average posted wages through 2023 was $24 38 per hour with the highest wages
between $25 00 and $25 20
11
Unique Jobs Posted and Advertised Wage Trends
Weld County (2023)
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Jan Feb Mar Apr May Jun Jul 2023 Aug Sep Oct Nov Dec
2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023
Job Postings !Advertised Wage
$25.20
$ 25.00
$24.80
$24.60
$24.40
$24.20
$ 24.00
$23.80
$23.60
$23.40
$23.20
The majority of unique job postings did not list an education requirement and 61 % did
not list minimum experience. In line with the State of Colorado's Workforce Innovation
and Opportunity Act (WIOA) State Plan, Priority One (increase the affordability of career
connected education and training for Coloradoans of all skill levels), the Weld County
Workforce Development Board (WCWDB) shares the below data analysis to expand the
awareness and adoption of skills -based hiring (Action Step C).
Education and Experience Breakdown, Weld County
Education Level
Uni • ue Posti • s
% of Total
No Education Listed
High school or GED
Associate degree
Bachelor's degree
Master's degree
Ph. D. or •rofessional de • ree
Minimum Experience
No Experience Listed
0 - 1 Years
2-3Years
4-6Years
7 - 9 Years
10+ Years
Source: Lightcast
26, 977
14.106
4.064
8,759
2,229
811
52%
27%
8%
17%
4%
2%
Uni • ue Postin. s
% of Total
12
31,694
8,731
8,086
2,738
400
371
61%
17%
16%
5%
1%
1%
The practice of skills -based approaches is not new; however, with the coronavirus
pandemic reshaping trends in hiring and remote work, bringing forth innovative
strategies such as micro- and stackable credentials and reintroducing technical
assistance and communities of practice, may be appealing to employers now more than
ever.
Not unique to the Upstate Planning Region, Registered Nurses continued to be in high
demand in 2023 (19,692 total postings). The demand was so high that Heavy and
Tractor -Trailer Truck Drivers, the second most total postings, came in drastically less at
7,631. All top posted occupations were posted for 25 to 30 days, allowing ample
opportunity for job seekers to submit applications.
Occupation (SOC)
Top Posted Occupations, Weld Count
l Total Postings Unique Postings Median Posting
(Jan 2023 - Dec (Jan 2023 - Dec
2023 2023 Duration
Registered Nurses
Heavy and Tractor -Trailer Truck Drivers
Home Health and Personal Care Aides
Retail Salespersons
Maintenance and Repair Workers, General
Laborers and Freight, Stock, and Material Movers, Hand
First -Line Supervisors of Retail Sales Workers
Sales Representatives. Wholesale and Manufacturing
Customer Service Representatives
Fast Food and Counter Workers
Licensed Practical and Licensed Vocational Nurses
Automotive Service Technicians and Mechanics
Driver/Sales Workers
Managers, All Other
Food Service Managers
Janitors and Cleaners. Except Maids and Housekeeping Cleaners
Nursing Assistants
Stockers and Order Fillers
Medical Assistants
Industrial Engineering Technologists and Technicians
Source: Lightcast
19.692
7,631
4.522
3,286
1.704
1,335
28 days
29 days
29 days
4,338 1,253 26 days
3.109 1,065 28 days
4,711 1,058 28 days
3,254 1.035 28 days
2,5041 885 29 days
856 28 days
3277 749 30 days
5,258 727 27 days
1078 654 27 days
1,794 622 26 days
1,840 604 29 days
563 28 days
1,550 499 28 days
3,119 484 27 days
1,449 480 28 days
1.725 476 25 days
1,597 471 29 days
2,865
1,871
The analysis of skills occurred in three (3) ways: specialized skills (also known as
technical or hard skills), common skills (personal attributes and learned skills) and
software skills (tool or programming component).
13
• Nursing was 5.6% of the Upstate Planning Region's total postings in 2023.
Aligning with the occupations projected to add the most jobs by 2028, the
specialized skill of restaurant operation has the highest growth, projected at 28%.
• Communication and customer service continue to be a top priority with 24.9%
and 23.2% of profiles listing these common skills. There is, however, a growing
need for troubleshooting (problem solving) and multitasking (19% and 18%).
• Although Google Workspace is being utilized by many entities, Microsoft
continues to be the top software skills needed in the Upstate Planning Region.
Further skills breakdowns are available in the three (3) charts listed below:
Top Specialized Skills Posted in Weld County, 2023
%of Total
Postin.s
Skills
Postings
Profiles
% of Total Projected Skill Growth
Profiles Skill Growth Relative to Market
Nursing
Merchandising
Warehousing
Psychology
Marketing
Accounting
Auditing
Project Management
General Mathematics
Forklift Truck
Restaurant Operation
Data Entry
Housekeeping
Billing
Cash Register
Cardiopulmonary Resuscitation (CPR)
Oil And Gas
Food Safety And Sanitation
Effective Communication
Machinery
Source: Lightcast
2,921 5.6% 635 1.0% 20% Growing
2,536 4.9% 1,028 1.6% 15% Growing
2,431 4.7% 841 1.3% 13% Growing
1,779 3.4% 334 0.5% 7% Stable
3.868 5.9% 23% Rapidly Growing
1,586 3.0% 1.963 3.0% 24% Rapidly Growing
1,283 2.0% 22% Rapidly Growing
1,404 2.7% 4,227 6.4% 20% Growing
0 0.0% 15% Growing
1,331 2.6% 459 0.7% 6% Stable
1.329 488 0.7% 28% Rapidly Growing
1,317 2.5% 1,406 2.1% 3% Lagging
159 0.2% 13% Growing
1.265 2.4% 1,020 1.6% 20% Growing
2.4% 406 0.6% 21% Rapidly Growing
1,193 2.3% 266 0.4% 15% Growing
2.3% 1,055 1.6% 17% Growing
1,186 2.3% 415 0.6% 12% Growing
83 0.1% 0% Stable
1,172 2.3% 209 0.3% 8% Stable
1.753
3.4%
1.540
3.0%
1,338
2.6%
1.275
2.6%
2.5%
1, 228
1,193
1,178
2.3%
14
Skills
Communication
Customer Service
Management
Operations
Sales
Leadership
Detail Oriented
Problem Solving
Lifting Ability
Writing
Planning
Computer Literacy
Coordinating
Scheduling
English Language
Multitasking
Teamwork
Interpersonal Communications
Troubleshooting (Problem Solving)
Organizational Skills
Source: Lightcast
Top Common Skills Po
Postings
12.969
12,070,
8,374
7,438
6,338
6,056
4.081
4.031
3.949
3.789
3,734
3393
2,978
2.845
2.673
2,560
2.529
2,508
2.504
2,418
% of Total
Postin• s
ted in Weld Count , 2023
24.9%
23.2%
16.1%
14.3%
12.2%
11.6%
7.8%
7.7%
7.6%
7.3%
7.2%
6.5%
5.7%
5.5%
5.1%
4.9%
4.9%
4.8%
4.8%
4.6%
Profiles
3,294
11.223
7.164
4,554
8,367
6,032
402
1,073
19
1, 025
1.560
133
1.057
1,521
842
350
1,489
310
1,779
357
% of Total
Profiles
5.0%
17.1%
10.9%
6.9%
12.7%
9.2%
0.6%
1.6%
0.0%
1.6%
2.4%
Top Software Skills Posted in Weld County, 2023
% of Total Profiles % of Total Projected Skill Growth
Posti •s Profiles Skill Growth Relative to Market
Skills
Microsoft Excel
Microsoft Office
Microsoft Outlook
Microsoft PowerPoint
Microsoft Word
SAP Applications
Spreadsheets
Microsoft Windows
Operating Systems
Geographic Information Systems
Medical Software
Inventory Management System
Microsoft Access
Application Programming Interface (API)
Epic EMR
Inventory Control Systems
Software Systems
QuickBooks (Accounting Software)
Project Management Software
SQL (Programming Language)
Source: Lightcast
Postings
2.401
2,274
1.732
988
861
681
676
265
264
211
208
204
181
181
171
170
154
150
147
142
0.2%
1.6%
2.3%1
1.3%
0.5%
2.3%
0.5%
2.7%
0.5%
Projected Skill Growth
Skill Growth Relative to Market
40/0
5%
5%
Lagging
Stable
Stable
8% Stable
8% Stable
8%
7%
11%
Stable
Stable
Growing
11% Growing
12% Growing
Growing
3% Lagging
15% Growing
16% Growing
15% Growing
18% Growing
16% Growing
13%
19% Growing
14% Growing
11%
Growing
4.6%
4.4%
3.3%
1.9%
1.7%
1.3%
1.3%
0.5%
0.5%
0.4%
0.4%
0.4%
0.3%
0.3%
0.3%
0.3%
0.3%
0.3%
0.3%
0.3%
4.917
6,159
1.370
3,113
3,922
498
360
68
307
285
16
54
460
144
155
36
50
518
93
545
7.5%
9.4%
2.1%
4.7%
6.0%
0.8%
0.5%
0.1%
0.5%
0.4%
0.0%
0.1%
0.7%
0.2%
0.2%
0.1%
0.1%
0.8%
0.1%
0.8%
18%
19%
Growing
Growing
25% Rapidly Growing
26% Rapidly Growing
7% Stable
22% Rapidly Growing
Rapidly Growing
3% Lagging
Rapidly Growing
11% Growing
15% Growing
12% Growing
4% Lagging
9% Growing
Growing
15% Growing
Growing
11% Growing
8% Stable
6% Stable
22%
23%
16%
12%
The Upstate Planning Region's top five (5) qualifications/credentials in demand, include
the need of a valid driver's license, registered nurse (RN), basic life support (BLS)
certification, cardiopulmonary resuscitation (CPR) certification, and commercial driver's
license (CDL).
15
Top Qualifications Posted in Weld County, 2023
Qualification
Postings with
Qualification
Valid Driver's License
Registered Nurse (RN)
Basic Life Support (BLS) Certification
Cardiopulmonary Resuscitation (CPR) Certification
Commercial Driver's License (CDL)
CDL Class A License
Licensed Practical Nurse (LPN)
American Red Cross (ARC) Certification
CPR/AED For The Professional Rescuer
Certified Nursing Assistant (CNA)
Advanced Cardiovascular Life Support (ACLS) Certification
First Aid Certification
Teaching Certificate
Nurse Practitioner (APRN-CNP)
Board Certified/Board Eligible
CDL Class B License
Licensed Clinical Social Worker (LCSW)
Automotive Service Excellence (ASE) Certification
Automated External Defibrillator (AED) Certification
Certified Pharmacy Technician
Source L;ghtcast
Analysis - Workforce Region
6.908
3,715
2.635
1,477
1.272
1,014
965
896
802
766
662
648
601
353
305
283
260
247
223
218
Provide an analysis of the workforce in the region, as well as for each area
included in this planning region, including current labor force employment and
unemployment data, and information on labor market trends, and the educational
and skill levels of the workforce in the region, including individuals with barriers
to employment, New Americans (defined as Coloradans who arrived in the U.S. as
immigrants or their children) and veterans.
Not only is Upstate Planning Region (Weld County) unique in its size, the diversity in its
population makeup and the mix of its industry sectors make it distinct from other
Colorado counties and regions. Labor market trends, educational and skill levels as well
as barriers to employment are just a few of the items the Upstate Planning Region takes
into consideration when implementing employment & training programs.
According to the United States Census American Community Survey, the population in
the Upstate Planning Region (Weld County) has not been growing fast enough to
produce enough workers to fill all the new jobs being created through economic growth.
16
The below bar graphs illustrate the growing structural deficit in labor supply in Weld
County:
• The percent of the population 65 and older moved from 9.1% in 2010 to 12.4% in
2022.
• The prime working age population 25 to 64 years old moved from 51.8% in 2010
to 52.6% in 2022, a gain of 4/5 of a percentage point.
• Most significantly, the population aged 0 to 19 years fell from 39.0% in 2010 to
31.5% in 2022. This is a 7.5% drop in the number of people who will be entering
the labor force over the next decade.
• The median age (years) in Weld County moved from 32.7 in 2010 to 35.0 in 2022.
Population by Age, Weld County, 2010
Source: U.S. Census American Community Survey
85 years and over
75 to 84 years
65 to 74 years
60 to 64 years
55 to 59 years
45 to 54 years
35 to 44 years
25 to 34 years
20 to 24 years
15 to 19 years
10 to 14 years
5 to 9 years
Under 5 years
3.0%
5.2%
4.3%
5.7°0
13.7%
14.0%
14.1%
85 years and over
75 to 84 years
65 to 74 years
60 to 64 years
55 to 59 years
45 to 54 years
35 to 44 years
25 to 34 years
20 to 24 years
15 to 19 years
10 to 14 years
5 to 9 years
Under 5 years
7.5%
7.8%
6.8%
8.6°0
8.3%
Population by Age, Weld County, 2022
Source: U.S. Census American Community Survey
1.3%
3.3%
7.8%
5.6%
5.5%
12.O%
14.4%
15.1%
6.31%
7.3%
7.5%
7.1%
6.9%
17
Conversely, the Colorado State Demographer's projections through 2030 give a bright
outlook to Weld County's population estimates by age. Additionally, net migration from
2021 to 2022 was an increase of 32.66% and birth rates were up by 4.04%, higher than
all but two of our bordering counties (Logan and Morgan). And, according to Lightcast,
as of 2023, the region's population increased by 13.8% since 2018, growing by 43,443.
Population is expected to increase by 11.5% between 2023 and 2028, adding 41,174.
So, this conflicting information begs the question, will there be structural scarcity of
labor? The Upstate Planning Region does not think so. The below data was pulled to
support this claim reemphasizing the importance of One -Stop Centers and how they are
uniquely positioned to increase labor force participation. The Upstate Planning Region's
One -Stop is helping Veterans, individuals with disabilities, New Americans, etc.,
surmount their barriers using braided funding strategies to provide supportive services,
and reskilling, upskilling and next skilling participants so they can successfully engage
in work. This vital role played by workforce centers and their partners can make a
critical difference in maintaining the competitiveness of Colorado employers in a global
economy.
Select County.
(Weld County
Population Estimates by Age
Single Year of Age Lockup
Ages
Number. 2021
Number, 2022
2030 Forecast
Total
339,864
350.207
423,212
0 to 17
89.562
91 427
14.990
18 to 24
33 516
34 503
38 800
25 to 44
96.685
100 311
122.283
45 to 64
76 599
78 137
93 546
65 +
43 502
45 329
63 593
Births, Deaths, and Migration
Components of Change Lookup
Component
Number. 2021
Number, 2022
Change
Births
4.435
4 614
4.04%
Deaths
2.269
2 599
14.54%
Net Migration
6 276
8 326
32.66%
18
Populations With Barriers, Weld County
Po • ulation
Population in households
Total households
Average household size
Single parents with children under 18
Civilian Veterans
Individuals with a disability
Age 18 - 64
Under 18
65 and older
Low Income Households
Supplemental Security Income (SSI)
Cash Public Assistance
SNAP
With Public Healthcare Coverage (Medicaid)
Households spending 35% or more of gross income on rent
Less than High School or GED
Completed 9th grade or less
No broadband subscription
Population over 5 who speak English less than 'very well'
New Americans (entered U.S. 2010 or later)
Individuals 21 or older with criminal records (estimate)*
Homeless individuals (estimate)"
Number
325,323
115,536
2.8
6,552
17,469
36,929
19,500
3,196
14,233
13,197
3,938
3,139
9,035
105,752
11,607
25,141
12,571
10,193
21,517
1,725
19,727
508
Sources: U.S. Census American Community Survey Data Profiles. *Number of individuals over 21
with criminal records estimated using information from Shannon, Sarah et al, Felon History and
Change in U.S. Employment Rates, Social Science Research, Vol. 103, March 2022. 102649.
^Homeless estimates derived from Colorado State of Homelessness Report 2022, Colorado
Coalition for the Homeless.
The United States Census American Community Survey also shows that Weld County
is home to 30,154 individuals (9.1% of the population) who were foreign -born. Of the
population five (5) years old and over, 59,331 (19.2%) speak a language other than
English. Of these, 21,517 (7.0%) speak English less than `very well.' Primary languages
include Spanish (16.7%), other Indo-European (1%), Asian/Pacific Islander (1%), and
other languages (0.5%). The below pie chart shows the regions of origin for foreign -born
individuals in Weld County.
19
Region of Birth, Foreign Born Individuals
Residing in Weld County
Source: U.S. Census American Community Survey
Latin America
77%
Oceania
0%
Northern America
1%
Europe
6%
Asia
10%
Africa
6%
Inflation is a common concern for everyone, regardless of background. Wages have not
kept up with inflation, so workers find they are spending more money for less product
across the board. While the inflation rate has gone down, it is important to realize how
to read the below graph correctly. Prices in November 2023 were 3.1 % higher than they
were the previous November 2022. If we go back to November 2020, we find that prices
have actually gone up 17%.
43.0%
1.0%
GOY
40%
3.0%
10%
10%
O.0%
Inflation, All items, Percent Change from Prior Year, United States
Source: US Bureau of Labor Statistics
I
9
9
r
d,
20
The high costs of insuring and repairing motor vehicles is also a concern, which is one
reason hybrid and remote work schedules have become more appealing to job seekers
since the coronavirus pandemic.
Inflation Rate, Motor Vehicle Insurance, Percent Change from Same Month
Prior Year, United States
Source: US Bureau of Labor Statistics
25.0%
20.0%
15.0%
10.0%
C'
s
i
I •
41, C,
ti3 ti>
C \Cr
5.U`ib
0.0`X,
15.0%
Inflation, Motor Vehicle Repair, Percent Change from Same Month, Prior
Year, United States
19.5%
23.1%
17.7%
Source: US Bureau of Labor Statistics
17.4%
19.7%
fieb
14.9%
ce
(P*•L''i �osti�
Rent also remains high. According to the United States Census Bureau American
Community Survey, 11,607 (43.30%) of the renters in Weld County are paying 35% or
more of their gross rent as a percentage of household income.
21
Inflation, Rent of Primary Residence, Percent Change from Prior Year,
United States
Source: US Bureau Labcr Statistics
Figures from the below table are from Lightcast and the 2022 Colorado Childcare
Market Rate Study, which is required for each state every two (2) years. For example, a
housekeeper with an infant may be paying over half of their gross income for childcare.
If they are also paying 35% for rent, this leaves only 15% of their entire gross to pay for
everything else they need.
SOC
Childcare Costs as a Percent of Median Wage by Occupation Famil , Weld County
Description
11 Management
13 Business and Financial Operations
15 Computer and Mathematical
17 Architecture and Engineering
19 Life, Physical, and Social Science
21 Community and Social Service
23 Legal
25 Educational Instruction and Library
27 Arts, Design, Entertainment, Sports, and Media
29 Healthcare Practitioners and Technical
31 Healthcare Support
33 Protective Service
35 Food Preparation and Serving Related
37 Building and Grounds Cleaning and Maintenance
39 Personal Care and Service
41 Sales and Related
43 Office and Administrative Support
45 Farming, Fishing, and Forestry
47 Construction and Extraction
49 Installation, Maintenance, and Repair
51 Production
53 Transportation and Material Movin
Totals
2023 Jobs
Median Annual
Earnirgs
6,503
7,153
1,918
1,821
1,196
2,401
473
7,448
1,118
4,272
3,419
2,717
9,730
3,811
2,382
10,130
12,825
3,041
12,408
6,001
10,537
11,525
122,832
$139,065
$72,604
$37,036
$ 31,498
558,859
$53,406
$38,814
$48,497
$55,533
$78,704
$35,516
$58,408
$30,215
$36,731
$33,912
$37,787
$42,792
$31,316
$50,472
$55,377
$44,226
$45,257
Childcare
Center
Annual Cost as Percent of Median Earnings
Infant, Toddler,
Childcare
Center
Infant, Child
Care Home
Toddler,
Child Care
Home
16.6%
25.0%
20.8%
22.3%
26.3%
13.9%
20.8%
17.4%
18.5%
22.0%
10.8%
16.3%
13.6%
14.5%
17.2%
10.2%
15.3%
12.7%
13.6%
16.1%
34.0%
28.3% 22.1%
20.8%
20.4%
37.4%
32.7%
23.1%
51.1%
17.0%
31.2%
27.2%
19.2%
42.6%
13.3%
24.4%
21.3%
15.0%
33.3%
12.5%
22.9%
20.0%
14.1%
31.2%
31.1%
25.9% 20.2%
19.0%
60.0%
50.0% 39.1%
36.7%
49.4%
41.2% 32.2%
30.2%
53.5%
48.0%-
42.4%
44.6%
40.0%
35.3%
34.9%
31.3%
27.6%
32.7%
29.4%
25.9%
57.9%
48.3% 37.7%
35.4%
35.9%
29.9% 23.4%
22.0%
32.8%
27.3% 21.3%
20.0%
41.0%
34.2%
26.7%
25.1%
40.1%
33.4%
26.1%
24.5%
35.2% 29.4% 23.0%
21.6%
Sources: Lightcast (Jobs & Earnings), Childcare Costs (Broderick Research & Consulting Childcare Market Rate Study Presented to Colorado Dept. Human Services, 2022)
The following unemployment information was taken from the United States Bureau of
Labor Statistics Local Area Unemployment Data. Note that the labor force in the
22
Upstate Planning Region (Weld County) went up by 6,325 between January 2019 and
December 2023, an increase of 3.8%. This reflects the entry into the labor force of a
number of workers who lost jobs during the pandemic and were gradually reabsorbed
over 2022. The One -Stop Center, Employment Services of Weld County, through a
variety of employment & training programs, not just the Workforce Innovation and
Opportunity Act (WIOA), has been steadily helping people with barriers to succeed in
the labor market.
Unemployment Rate, Weld County
Source: US Bureau of Labor Statistics
12.0%
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Labor Force, Weld County
Source: US Bureau of Labor Statistics
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Additional takeaways from Lightcast regarding the Upstate Planning Region's
population and labor force include the following data points:
• Concerning educational attainment, 19.3% of Weld County residents possess a
bachelor's degree (1.8% below the national average), and 9.5% hold an
associate degree (0.6% above the national average).
• Weld County has 80,804 millennials (ages 25-39). The national average for an
area this size is 71,203.
• Retirement risk is low in Weld County. The national average for an area this size
is 104,941 people 55 or older, while there are 82,784 here.
• Racial diversity is low in Weld County. The national average for an area this size
is 144,007 racially diverse people, while there are 128,291 here.
• Weld County has 17,041 veterans. The national average for an area this size is
17,840.
• Weld County has 2.78 violent crimes per 1,000 people. The national rate is 2.41
per 1,000 people.
• Weld County has 18.13 property crimes per 1,000 people. The national rate is
12.12 per 1,000 people.
24
Development and Implementation of Sector Initiatives
Describe the development and implementation of sector initiatives for in -demand
industry sectors or occupations for the planning region and explain how sector
partnerships will be utilized to facilitate the engagement of employers, including
small employers and employers in in -demand industry sectors and occupations,
in workforce development programs.
The development and implementation of sector initiatives in the Upstate Planning
Region are directed by in -demand industry sectors and occupations. This information
further informs the Sector Partnerships that are launched in the Northern Colorado
region. In conjunction with Larimer County Economic and Workforce Development
(LCEWD), a member of the Central Planning region, five (5) Sector Partnerships have
been successfully launched in the last ten (10) to fifteen (15) years. These partnerships,
Construction, Healthcare, Hospitality, Manufacturing, and Non -Profit, enhance the One -
Stop Center's ability to engage with employers of all sizes ensuring the Workforce
System is responsive to their needs when designing workforce development programs.
Although Sector Partnerships are industry lead, the Upstate Planning Region is present
at all partnerships and is readily available to support business in engaging in the
development of career pathways and Work -Based Learning opportunities. Below are
two (2) examples of workforce development and industry partners collaborating:
Construction: In November 2021, the partnership launched its first annual NOCO
Construction Day for Weld RE -4 Windsor/Severance high school students. Weld
and Larimer County One -Stop Centers assisted with the planning and execution
of the event. It was such a success that the event grew its reach in 2022 and is
now known as Construction Con, drawing hundreds of high school students from
the Northern Colorado region. Students learn about opportunities in the
construction industry through engaging activity and informative pathway booths.
A recap of the 2023 event can be found on the Northern Colorado Construction
Sector Partnership website.
Health Care and Social Assistance: In 2023 and 2024, the Upstate Planning
Region's One -Stop supported the Northern Colorado Health Sector Partnership's
25
annual Northern Colorado Nurse Well Being Conference. The goal of the
conference is to energize, inspire, and refresh care providers through speaking
sessions, wellness activities and resources. In 2023, over 200 nurses attended
the event held at the Aims Community College Welcome Center in Greeley,
Colorado.
As in -demand sectors evolve, there may be an opportunity for the Upstate Planning
Region to bring forth opportunities to create additional Sector Partnerships or task
groups for industries. Weld and Larimer County One -Stop Center staff are committed to
convening thus ensuring the best outcome for industry and the Northern Colorado
Region.
None of the funding for the Creating Helpful Incentives to Produce Semiconductors
(CHIPS) and Science Act has been awarded to Colorado's workforce development
system, though it is uniquely positioned to enhance competitiveness in advanced
manufacturing through traditional and Work -Based Learning strategies. In Weld County,
there are 11 people in four (4) pay rolled business locations working in research and
development for nanotechnology applications, so this is just another area being
monitored by the Upstate Planning Region for the development and implementation of
sector initiatives.
Career Pathways
Describe how career pathways will be used to meet the needs of employers and
support work -based learning opportunities.
Career Pathways are used to meet the needs of employers and support Work -Based
Learning opportunities. The Upstate Planning Region's initiatives show great attention
to high -quality education, training, and other services, aligning skills to the demands of
the local economy. It is the goal of the Upstate Planning Region and its community
partners to prepare individuals to be successful in their educational and career goals
through individualized case management, mentoring, and counseling. When
appropriate, education is concurrent with work -experience, pre -apprenticeship,
26
registered apprenticeship, or on-the-job training opportunities in the participant's desired
career path. The overall intent of the Weld County Workforce Development Board
(WCWDB) is to help individuals attain a secondary school diploma or its recognized
equivalent, at least one (1) postsecondary credential, or enter or advance within a
specific occupation at an accelerated pace, when practicable.
The Upstate Planning Region actively incorporates the United States Department of
Labor's six (6) career pathways system elements by:
• building cross -agency partnerships and clarifying roles,
• identifying industry sectors and engaging employers,
• designing education and training programs,
• identifying funding needs and sources,
• aligning policies and programs, and
• measuring system change and performance.
An example of a cross -agency partnership is with Colorado Works (Temporary
Assistance for Needy Families). The 2Gen employment program, Weld Works 4 Youth
(WW4Y), provides 14- and 15 -year -olds the opportunity to build work ethic and work
maturity through a worksite placement with local employers during the months of June
and July. This initiative is an essential part of the Workforce Innovation and Opportunity
Act (WIOA) Youth Employment & Training program.
During Program Year 2022, the Weld County Workforce Development Board (WCWDB)
reviewed and approved the One -Stop Center's recommendation to work with their
Colorado Department of Labor and Employment (CDLE) Liaison to update the
Workforce Innovation and Opportunity Act (WIOA) Title I Supportive Services policy,
which touched several of USDOL elements. Prior to action, students enrolled at the
University of Northern Colorado (UNC), specifically in the education and nursing
programs, were required to participate in unpaid student teaching and clinical
internships to complete their degree. Most of the students were unable to work in paid
27
labor opportunities on top of their internships and studies, which results in accruing
additional debt. By utilizing Colorado House Bill 21-1264 Reskill, Upskill, Next -Skill
(RUN) funding, the One -Stop Center was able to circumvent this issue and provide the
students with an educational award. With approval from USDOL and CDLE, the
WCWDB's Supportive Service policy now authorizes the use of WIOA funding to meet
the above intentions; however, the parameters are strict:
To graduate from a post -secondary institution, schools may require students to
participate in an unpaid hands-on learning component. Post -secondary
institutions and worksites have long-standing agreements for a set amount of
unpaid hands-on learning based on the industry, so to circumvent additional
barriers, WIOA-eligible students may receive an educational scholarship. The
scholarship is 110% of the Colorado minimum wage for no more than 280 hours
of unpaid hands-on learning. Not all WIOA-eligible students will utilize all 280
hours due to varying requirements set by the institution's program. Additionally, a
comprehensive assessment is required to determine the WIOA-eligible student's
monthly income and expenses to support the need for this supportive service.
WIOA-eligible students must be:
1. referred by a Northern Colorado post -secondary institution;
2. enrolled in an educational component related to Healthcare and Social
Assistance (NAICS 62), Educational Services (NAICS 61), or Public
Administration, specifically Justice, Public Order, and Safety Activities (92-
21);
3. on track to graduate within twelve (12) months, which must be
documented by grade reports or transcripts; and
4. willing to attest that they are currently unemployed or unable to work full-
time due to their post -secondary education. Attestation occurs at the
signing of the initial application, individual service strategy, or
comprehensive assessment/individual employment plan.
28
To receive the educational scholarship, the WIOA-eligible student, worksite, or
institution must provide verification of completed hours bi-weekly or monthly. The
use of this supportive service requires written approval from the Workforce
Director.
Measuring system change and performance such as the educational scholarship is a
top priority of the WCWDB and aligns with Priority Two of the Colorado WIOA State
Plan which reinforces the necessity of building an evidence base to direct funding into
programs that are successful and make a tangible impact for individuals. The WCWDB
commits to regularly reviewing published return on investment data to guide
Coloradoans towards informed choices about their career paths. An external resource
the WCWDB leans into to clarify roles and actions in improving quality of jobs and
career pathways is the Colorado Workforce Development Council Job Quality
Framework. The resources reaffirm the definition of quality through a checklist of four
categories, recruitment and hiring; wages and benefits; growth opportunities; and
working conditions and belonging. These lists are designed to educate employers,
workforce professionals, and workers, allowing the Workforce Center to implement them
throughout the agency, not just within Workforce Innovation and Opportunity Act
(WIOA) programs.
Other Strategies and Services
Describe other strategies and services that will be used in the planning region to
support a local workforce development system that meets the needs of
businesses in the planning region.
To meet the needs of businesses in the Upstate Planning Region (Weld County), it is
critical that other strategies and services, beyond the core services available through
every workforce center, are used to support the Workforce Development System.
A successful outreach method is to send the Open Jobs List out weekly to over seventy-
five (75) public partners, some of which include: Weld County School Districts, Aims
29
Community College, the Division of Vocational Rehabilitation (DVR), the High Plains
Library District (HPLD), Jobs of Hope (a Reentry Program), and the local Colorado
Department of Labor and Employment (CDLE) Disabled Veterans Outreach Program
Specialist. This tool provides up-to-date information about new and current job postings
within the Upstate Planning Region as well as any upcoming events for business and
job seekers. The email is also sent internally to Colorado Works (Temporary Assistance
for Needy Families) and Employment First (Supplemental Nutrition Assistance Program)
Case Managers, Workforce Innovation and Opportunity Act (WIOA) Navigators, Wagner
Peyer local -merit staff, and leadership to in -turn provide relevant job information to Weld
County job seekers.
Initiated in 2015, the use of on -site job fairs has been met with strong employer support.
The conference room allows for 10 to 12 employers to setup booths on the first and
third Wednesday of the month, meeting with Veterans for the first 30 minutes of the
three (3) hour fair. Employers appreciate having the one-on-one interaction with job
seekers and it is with their support that this model continues. Alternatively, leveraging
the convenience and accessibility of offsite job fairs, hiring events, and virtual job fairs,
allows ESWC to meet employers on their terms, making the most of the employer's
already limited schedule.
Another strategy the Upstate Planning Region utilizes in developing effective workforce
practices is being seen as an instrument of change. The Upstate Planning Region
regularly participates in pilot projects and various task forces. A strong example of this
is participation in Unemployment Insurance Benefits (UIB) initiatives and the diligence in
serving the UI population, ultimately impacting the needs of businesses in the Upstate
Planning Region. Weld County has successfully administered the Extended
Unemployment Compensation (EUC), LINKS to Re-employment and most recently,
Reemployment Services and Eligibility Assessment (RESEA) programs.
The One -Stop Operator's Business Services Team and leadership also monitor
employment law updates and track legislation in progress so that if an employer
30
inquired, the team could provide a high-level overview while redirecting them to the
appropriate State and Federal resources. The team has also worked closely with HRx
Services, a member of the Workforce Development Board and a human resource
consulting company, to provide employer seminars on legislation and compliance.
The Business Services Team stands ready to assist, providing tailored solutions and
ongoing support for whatever needs businesses bring forth.
Regional Service Strategies
Describe efforts that have taken place or anticipated efforts to assess the need
for and establish regional service strategies, including the use of cooperative
service delivery agreements.
The Upstate Planning Region has a long-established history of using cooperative
service delivery to assess the need for and establish regional service strategies. Current
mandatory partners include Aims Community College (Carl Perkins); Colorado
Department of Labor and Employment Division of Unemployment Insurance (UI),
Division of Vocational Rehabilitation (DVR) and Jobs for Veterans State Grant (JVSG)
Program; Community Educational Outreach (CEO) in conjunction with Intervention
Community Corrections Services (ICCS); Service Employment Redevelopment (SER) —
Jobs for Progress National, Inc.; Rocky Mountain SER; and Job Corps. These partners
have signed Memorandums of Understanding (MOU) regarding the coordination of
services under the Workforce Innovation and Opportunity Act (WIOA). Each partner is
committed to the development and collaboration of services not only with the One -Stop
Operator, but with one another.
Additionally, the Weld County Workforce Development Board (WCWDB) has a signed
MOU with Weld County's Chief Elected Official as the Governing Board offers the
following programs through the Weld County Department of Human Services. It is the
intent of each party to support continuous improvement for program delivery and high -
quality services, maximizing efforts and efficiencies:
31
a. Community Service Block Grant Act (42 U.S.C. 9901 et seq)
b. Department of Housing and Urban Development — Community Development
Block Grant
c. Part A of title IV of the Social Security Act (42 U.S.C. 601 et seq.), subject to
subparagraph (C).
d. Section 6(d)(4) of the Food and Nutrition Act of 2008 (7 U.S.C. 2015(d)(4))
e. Section 6(o) of the Food and Nutrition Act of 2008 (7 U.S.C. 2015(o))
f. Colorado Child Welfare System
g. Colorado Child Care Assistance Program
h. Weld County Youth Conservation Corps
A community of practice for select front-line staff of the aforementioned partners meet
quarterly to discuss programs and services, community needs and to take part in
general networking. The meetings have increased awareness of partner services,
collaboration, and co -enrollment of clients.
In addition:
a) Describe the strategies and services that will be used in the planning region to
better coordinate workforce development programs and services with regional
economic development services and providers.
Upstate Colorado Economic Development is the lead public/private non-profit economic
development corporation serving the Upstate Planning Region. The Weld County
Workforce Development Board (WCWDB) and Upstate Colorado have a deep-rooted
relationship, with the President & Chief Executive Officer (CEO) representing Economic
Development on the WDB. This collaborative partnership is strengthened year over year
with initiatives such as the Sectors and H-1 B Technical Skills Training Grant and
Sustainable Manufacturing Sector Initiative. Strategies and services to better coordinate
workforce development programs and services include facilitating regional discussions
with employers and other workforce partners, the exchange of customized analysis and
labor profile statistics, and coordinating service delivery among partners. The One -Stop
32
Operator's Business Services Team consistently provides Upstate Colorado Economic
Development with analysis and statistics specific to potential companies exploring Weld
County for business location or expansion. The analysis includes labor markets, talent
pool availability, hiring trends, and educational attainment statistics, to name a few. If
the interested employer desires more detailed information such as wage rates in similar
companies, shift differentials, commute times, etc., additional research is completed for
the employer. This combined effort to respond to potential companies' requests has
resulted in numerous large industries choosing Weld County; Owens Illinois, Leprino
Foods, Vestas, Smucker's, and Intersand American Corp. are just a few that call Weld
County home. Conversely, if a company is in a position of downsizing or closing,
workforce and economic development representatives visit with the company to
determine if there is a way to meet their needs (to eliminate the reduction or closure) or
to determine which rapid response activities should take place for the affected
employees and, if the jobs are moved oversees, if a Trade Adjustment Assistance
petition has been filed.
Regionally, Upstate Colorado Economic Development is a key partner in facilitating
regional discussions. On May 15, 2019, the County Commissioners of Weld and
Larimer Counties executed a Memorandum of Understanding (MOU) creating an official
coalition titled Northern Colorado Regional Economic Development Initiative (NoCo
REDI). Weld and Larimer Counties acknowledge that significant benefit can results from
collaboration on economic development activities that promote the positive business
attribute and amenities of Northern Colorado. Shared regional assets exist within the
two (2) counties and, when marketed jointly, a stronger case can be made to
businesses and talent within targeted industries and occupational sectors to stay and
grow in Northern Colorado. A competitive advantage and economic strength lie in the
collaboration of Upstate Colorado, Larimer County Economic and Workforce
Development (LCEWD), along with 36 cities and towns. NoCo REDI highlights the fact
that our economy is driven by smart talent and innovative business minds; our robust
talent development pipeline is producing the workers we need today and tomorrow; our
population, jobs, and industries are growing fast; and our unique strengths include
33
demonstrated regional cooperation and mobile talent. The One -Stop Center's
participation in NoCo REDI and the Economic Development Council of Colorado's
trainings and conferences, ensures a clarity of roles, relationships, and expectations
between economic development and workforce.
b) Describe how the planning region will strategically coordinate workforce
investment activities with the provision of adult education and literacy
activities under title IL
Adult Education and Family Literacy (AEFLA) activities are an additional area that must
be strategically coordinated. A non -financial Memorandum of Understanding (MOU) is
in place with Community Educational Outreach (CEO), a 2020 - 2024 AEFLA Grantee.
CEO was established in 1991 and in Weld County is housed within Intervention
Community Correction Services (ICCS), a private, non-profit community corrections
agency. CEO is an appointed member of the Weld County Workforce Development
Board (WCWDB), bringing valuable insight to coordinate services for individuals with
criminal barriers to employment. The One -Stop Operator provides CEO/ICCS
participants with resource room access, workshops, career information and counseling,
program eligibility and, when eligible, work -based learning opportunities.
Aims Community College, Carl D. Perkins recipient, appointed WDB member and
former AEFLA grantee continues to offer adult education programs. The One -Stop
Center Case Managers and Navigators assess which learning environment will work
best for participants and, when warranted, refers participants to High School
Equivalency (HSE) preparation, and English Language Learning (ELL) at Aims' Greeley
campus. Students have the option to study in person in Aims' Adult Learning Lab, can
participate remotely, or a combination of both. The programs are not traditional so
students can work at their own pace and engage with instructors as needed. A financial
MOU is in place with Aims, contributing to the infrastructure of the One -Stop.
34
c) Describe how the planning region will strategically coordinate workforce
investment activities with the provision of vocational rehabilitation services
under title IV.
The Division of Vocational Rehabilitation (DVR) is another member of the Weld County
Workforce Development Board with a current Memorandum of Understanding (MOU).
The Upstate Planning Region has had, and continues to have, an excellent working
relationship with local DVR staff and regularly coordinates activities. In the last year,
DVR began financially contributing to the infrastructure of the One -Stop Center,
physically co -locating in the Greeley office. Referrals between the entities has increased
two -fold as participants can have a warm hand off in -person. Furthermore, the statewide
Disability Program Navigator (DPN) initiative has increased programmatic accessibility
for individuals with disabilities and by serving as a liaison between DVR and the
programs offered at the One -Stop Center, the DPN continued to reinforce the vital link
between DVR and workforce. In addition to connecting job seekers with disabilities to
resources and enrollment in programs, a deliverable Weld County committed to under
the DPN program was providing technical assistance and training to workforce and DVR
employees. This resulted in a five (5) part series on visual, auditory, speech, physical
(or motor) and developmental disabilities. Building a comprehensive knowledge of types
of disabilities has helped Workforce Center employees with ensuring accessibility and
utilizing assistive technology, based on individual's needs. To further support workforce
investment activities in relation to vocational rehabilitation and individuals with
disabilities, the One -Stop Operator's Americans with Disabilities Act Coordinator
engages employees, partners such as DVR, and persons with disabilities in completing
a programmatic accessibility self -evaluation. This practice advances the knowledge of
not only the One -Stop Center and its partners, but that of County personnel, as well.
d) Describe the strategies and services that will be used in the planning region to
strengthen linkages between the one -stop delivery system and unemployment
insurance programs.
35
The Upstate Planning Region has extensive experience in serving Unemployment
Insurance (UI) claimants. As previously mentioned, the One -Stop Operator,
Employment Services of Weld County, has administered several UI initiatives to
address the individual employment needs of claimants and reduce the amount of time
benefits are received. Through the Reemployment Services and Eligibility Assessment
(RESEA) program, UI claimants are required to participate in the creation of an
individual reemployment plan, designed to uncover strategies for re-employment to in -
demand occupations and, when necessary, be referred to the Workforce Innovation and
Opportunity Act (WIOA) Dislocated Worker program. Additional services for UI
claimants that Wagner-Peyser employees and others throughout the One -Stop provide
include, one-on-one staff assistance, interview and resume workshops, individualized
resources for human services benefits, Pell grants, etc., and access and assistance with
applying for UI. It is relevant to note that during the coronavirus pandemic, the linkage
between the Upstate Planning Region's One -Stop Operator and Unemployment
Insurance was one of the strongest in Colorado as the local area closed its physical
location (to the public) for less than two (2) months. This is one example of the Wagner
Peyser local -merit staffing model working to the betterment of job seekers. A non-
financial Memorandum of Understanding is in place with the Colorado Department of
Labor and Employment (CDLE) Division of Unemployment Insurance, further outlining
the scope of services and delivery between the Workforce Center and UI.
e) Describe the strategies and services that will be used in the planning region to
better coordinate workforce development programs and services with
community -based organizations, including, where applicable, refugee
resettlement agencies that serve priority populations, including individuals
with barriers and New Americans.
The Upstate Planning Region has a time-honored relationship with the Immigrant and
Refugee Center of Northern Colorado (IRCNoCo), formerly Right to Read and the
Global Refugee Center. Prior to their Executive Director's departure, the ED served on
the Weld County Workforce Development Board (WCWDB) for several years. Through
36
that relationship, in 2021, IRCNoCo recruited the Upstate Planning Region's Workforce
Center to assist with the development of a Workforce Toolkit to support the New
Americans Initiative through The Office of New Americans. The toolkit included
operational support based on information gathered from workforce audiences and best
practices. A few key topics include equitable access, digital literacy, education, and
sustainability. Two (2) training opportunities on the New American Toolkit were held in
2021. The first was at the Workforce Center and included public partners such as the
High Plains Library District (HPLD), and representatives from surrounding Workforce
Centers. The second opportunity was through a special Colorado Workforce Forum in
December in which 125 attendees from various workforce agencies across Colorado
attended. In February of 2022, the toolkit was presented at the Literacy Coalition of
Colorado training. The presentation not only solidified the importance of serving New
Americans, but also the benefits of partnering with the Workforce Center in each local
area. In the last year, IRCNoCo has joined Sunrise Community Health, and although
they are not active participants on the WCWDB, the relationship has continued as all
entities recognize the importance of serving this population.
In addition to a partnership with IRCNoCo, Lutheran Family Services (LFS) in Greeley
provides refugee and asylee programs, immigration legal services, and serves as the
conduit for eligible refugees receiving Colorado Works (Temporary Assistance for
Needy Families) benefits. Their Program Director is an appointed member of the
WCWDB and a previous employee of the Workforce Center. Both linkages are of the
utmost importance as the Upstate Planning Region strives to meet the Priority Three of
the Colorado Workforce Innovation and Opportunity Act (WIOA) State Plan, to increase
equitable economic opportunity for individuals who experience barriers based on race,
ethnicity, gender, ability, age, zip -code, and socioeconomic status.
At the One -Stop Center, services are tracked through data and case notes captured in
Connecting Colorado and, if they are participating in Employment First (EF), the work
component of the Supplemental Nutrition Assistance Program, or Colorado Works
(CW), through the Colorado Benefits Management System (CBMS). By running reports
37
like Adult Priority or Client Query in Connecting Colorado, the Center can identify
individuals who self -report as New Americans. This allows for further analysis of metrics
such as the WIOA Core Performance Indicators and services received. The upcoming
modernization of Connecting Colorado promises enhanced reporting features that will
further improve data collection for all populations. Inversely, the WCWDB is fortunate to
have immediate feedback as the Lutheran Family Services Program Director serves on
the Board allowing for seamless discussion regarding the needs of the New American
population, and if the One -Stop Center's methods are efficient and impactful.
f) Provide a description of how the local board will coordinate workforce
investment activities carried out in the local area with statewide rapid
response activities, as described in section 134(a)(2)(A).
The Upstate Planning Region Workforce Center has one (1) person dedicated to the
implementation and coordination of rapid response activities. The local rapid response
team also includes a member of the Business Services Unit and Navigators from the
Adult Employment & Training Programs that serve Dislocated Workers and Trade
Adjustment Assistance (TAA) customers. Before explaining how the Upstate Planning
Region will coordinate workforce investment activities, it is important to note that the
State Rapid Response team, for the most part, takes the lead if a layoff impacts 50 or
more workers. The aforementioned team is readily available to assist in those situations
should the State request support.
Once the State (or Workforce Center) is notified of a current or projected permanent
closure, a mass layoff or dislocation because of a disaster, whether that is through the
Worker Adjustment and Retraining Notification (WARN) or other means, the Local Area
Rapid Response Coordinator (LARRC) takes immediate action. The LARCC is in
constant contact with the employer, representatives of the affected workers, and the
local community, which also includes an assessment of the layoff plans and schedule of
the employer; potential for averting the layoff(s) in consultation with Upstate Colorado
Economic Development or the State economic development agencies, including private
38
sector economic development entities; the background and probable assistance need of
the affected workers; reemployment prospects for workers in the local community to
include working with other businesses to participate in a job fair to specifically hire these
workers; and other available resources. The Employment & Training Navigators speak
to services available to Dislocated Workers as well as to those services available to any
potential trade affected workers. The rapid response workshop is available in both
English and Spanish to best accommodate the needs of the employer and the affected
workers and technology can easily be deployed to any part of the County at any time
that is convenient for the employer and the affected workers if in -person, on -site
services, cannot be made possible.
Cooperative Agreements
Provide a description of the replicated cooperative agreements (as defined in
section 107(d)(11)) between the local board or other local entities described in
section 101(a)(11)(B) of the Rehabilitation Act of 1973 (29 U.S.C. 721(a)(11)(B))
and the local office of a designated State agency or designated State unit
administering programs carried out under title I of such Act (29 U.S.C. 720 et seq.)
(other than section 112 or part C of that title (29 U.S.C. 732, 741) and subject to
section 121(t)) in accordance with section 101(a)(11) of such Act (29 U.S.C.
721(a)(11)) with respect to efforts that will enhance the provision of services to
individuals with disabilities and to other individuals, such as cross training of
staff, technical assistance, use and sharing of information, cooperative efforts
with employers, and other efforts at cooperation, collaboration, and coordination.
The Weld County Workforce Development Board (WCWDB) has signed a
Memorandum of Understanding with the Colorado Department of Labor and
Employment (CDLE) Division of Vocational Rehabilitation (DVR) in relation to cross
training staff; technical assistance and the sharing of information between partners; and
cooperative efforts with educators and employers when assisting individuals with
disabilities.
39
Additionally, the WCWDB adopted a Programmatic Accessibility (Americans with
Disabilities Act (ADA) Title II Requirements) local policy to enhance the provision of
services to individuals with disabilities. The Center is required to conduct a
programmatic accessibility self -evaluation assuming some conditions have changed,
e.g., construction/modification of an existing facility, moving to a new facility, or adding
new technology to improve programmatic accessibility. A reasonable time between
evaluations is three (3) years and an opportunity must be provided to interested people,
people with disabilities, and organizations that represent people with disabilities, to take
part in the evaluation process. Issues identified are addressed through a transition plan
identifying architectural barriers, describing in detail methods that will be used to make
the facility and programs accessible, specifies the schedule to achieve compliance,
indicates the official responsible for the implementation and may include costs and
budgetary considerations. The WCWDB recommends utilizing the toolkit developed for
CDLE and the Disability Employment Initiative.
The local Programmatic Accessibility policy further outlines several policies and
procedures to include:
a. Notice of Compliance (§35.106)
b. Non -Discrimination Eligibility Criteria (§35.130(b)(8))
c. Grievance Procedure (§35.107(b))
d. Contractors, Licensing, and Certification Policy (§35.130(b))
e. Reasonable Modification Program Policy (§35.130(b)(7))
f. Service Animal Policy (§35.136)
g. Powered Mobility Policy (§35.137)
h. Equal Employment Policy (§35.140)
i. Reasonable Accommodation Employment Policy (§1630.9)
j. Effective Communication Policy (§35.160)
k. Transportation Access Policy (§37.5)
I. Emergency Management Plan Development Policy
m. Maintenance of Accessible Features Policy (§35.133)
40
Should a partner, mandated or non -mandated, request technical assistance in any of
the above areas, the One Stop Operator's Americans with Disabilities Act Coordinator
and leadership would connect with subject matter experts such as the Employers
Council or Rocky Mountain ADA personnel to assist in the education of these partners.
Coordination of Transportation and Other Supportive
Services
If determined appropriate by the planning region, describe the coordination of
transportation and other supportive services or discuss why these are not
appropriate for the planning region at this time.
Transit continues to be an integral part of the growth occurring in Northern Colorado. As
such, the Upstate Planning Region is invested in the coordination of transportation and
other supportive services. At a local level, employment & training programs coordinate
transportation assistance with participants through a pre -paid PEX card or bus pass.
The funds the Navigator loads to the participants card are only eligible for use at a gas
pump, if they try to utilize it anywhere else, even inside the gas station, it will be
declined. The bus pass provides access to Greeley -Evans transit, which also has a
route to Windsor and Fort Collins. If a participant does not have a vehicle and cannot
access the bus route, the team will offer virtual appointments and/or will drive to the
participant to meet at a public location. The Upstate Planning Region also has a
Workforce Center in Fort Lupton and can utilize an additional Weld County campus,
southwest of Greeley, should either of those be more accessible to participants.
Regionally, in 2015, the Fix North 1-25 Alliance and the North 1-25 Coalition set a lofty
goal of expanding the interstate from two (2) lanes to three (3) by 2025. The Weld
County Commissioners understood that improving 1-25, which runs primarily through
Larimer County, was absolutely vital if we wanted to continue to support the economic
success of Northern Colorado. In partnership with municipalities in the region, the North
Front Range Metropolitan Planning Organization (NFRMPO), and the Colorado
Department of Transportation (CDOT), Weld County has provided financial support and
41
applied for funding to aid in the completion of this project. Construction of the
multimodal corridor project began in 2018 and not only included the addition of express
lanes but also the reconstruction of interchanges, bridges, and multimodal hubs for
transit facilities. In December of 2023, Governor Jared Polis and other state officials
attended a ribbon cutting officially opening three (3) of the segments. The community
continues to rally to ensure funding is secured to finish the remaining segment.
In addition to the great work already being done, partner agencies, stakeholders, and
the general public of the Upstate Planning Region, contributed to the creation of the
NFRMPO 2050 Regional Transportation Plan. NoCo Works, an initiative between Weld
and Larimer Counties, is also tackling transportation through its External Barriers sub-
committee, which was created for advocacy and policy reform to address transportation,
childcare, and housing which affect access to job opportunities and limit how people can
thrive in the community. Employees of the Workforce Center and members of the Weld
County Workforce Development Board support the NoCo Works Steering Committee
and its sub -committees.
Administrative Cost Arrangements
If determined appropriate by the planning region, describe how administrative
cost arrangements have been coordinated, including the pooling of funds for
administrative costs or discuss why these are not appropriate for the planning
region at this time.
With Weld County as the only local area in the Upstate Planning Region, administrative
cost agreements are unnecessary.
Levels of Performance and Accountability Measures
The establishment of an agreement concerning how the planning region will
collectively negotiate and reach agreement with the Governor on local levels of
performance for, and report on, the performance accountability measures
described in WIOA sec. 116(c) for local areas or the planning region.
42
With Weld County as the only local area in the Upstate Planning Region, an agreement
concerning how the planning region will collectively negotiate and reach agreement with
the Governor on local levels of performance for, and report on, the performance
accountability measures is unnecessary. The Upstate Planning Region's One -Stop
Operator will participate in the Statistical Adjustment Model as described in the Local
Plan.
Integrated Technology
Provide a description of how one -stop centers are implementing and transitioning
to an integrated, technology -enabled intake and case management information
system for programs carried out under this Act and programs carried out by one -
stop partners.
Prior to the coronavirus pandemic, Employment Services of Weld County (ESWC),
One -Stop Operator of the Workforce Innovation and Opportunity Act (WIOA) Title I
Adult, Dislocated Worker, and Youth programs, Title III Wagner-Peyser Act, Trade
Adjustment Assistance (TAA), the Migrant and Seasonal Farmworker (MSFVV) program,
Reemployment Services and Eligibility Assessment (RESEA) grant, and several
discretionary grants, utilized both paper and electronic forms for participant
intake/enrollment into Connecting Colorado the Statewide management information
system. Since that time, ESWC has implemented and fully transitioned to an integrated,
technology -enabled intake and case management system. All documents, whether
printed and signed or electronically signed, are uploaded to Connecting Colorado in
predetermined categories, application/eligibility, basic career services, individualized
career services, supportive services, training, and education services, other/local, and
follow-up/post program. By uploading these, programs such as Colorado Works
(Temporary Assistances for Needy Families) and Employment First (Supplemental
Nutrition Assistance Program) work programs, also operated by ESWC, can easily
review Initial Applications, Comprehensive Assessments, Individual Employment Plans,
etc., to reduce duplication of services when co -enrolling participants.
43
Unfortunately, the Colorado Benefits Management System (CBMS), used by Colorado
Works and Employment First, is not directly accessible to WIOA and Wagner-Peyser
staff. Efforts have been underway by the Colorado Department of Labor and
Employment (CDLE) to form a bridge between the two (2) systems. As additional
agreements between the WIOA Core Partners take place, particularly at the state level,
additional means to cross share intake and case management information will take
place. In the interim, partners continue to share information in person, over the phone,
through video meetings, emails (when necessary, encrypted) or Google Drive.
Development of Regional Plan
Briefly describe the activities and steps taken to develop this regional plan.
The development of the Upstate Regional Plan began with a review of the Colorado
Workforce Development Council's (CWDC's) Proposed 2024-2027 Workforce
Innovation and Opportunity Act (WIOA) Combined State Plan and the Colorado
Department of Labor and Employment (CDLE) Policy Guidance Letter (PGL) WIOA-
2024-01, PY24-27 WIOA Regional and Local Plan Updates. Combined with the
framework of the Upstate Planning Region's Program Year 2020 - 2023 Regional/Local
Plan, the Weld County Workforce Development Board (WCWDB) collaborated with
Employment Services of Weld County leadership (the One -Stop Operator); Larimer
County Economic and Workforce Development (LCEWD) leadership; and the LCEWD
Workforce Development Board to inform the regional plan.
Twice a year, the Workforce Development Boards from Weld and Larimer Counties
meet to address regional issues and areas of collaboration, while respecting the
differences of two (2) very distinct counties. On February 14, 2024, the agenda for the
joint meeting included a presentation from CWDC on the four (4) priorities of the WIOA
State Plan, affordability, quality, equity, and access. As part of a facilitated activity,
roundtable discussions ensued with Workforce Center staff in relation to one (1) specific
subject area discussing the following questions, what currently exists in Northern
Colorado relating to this theme, what assets are already in place, what questions do you
44
have for us, and what progress would you like to see in this area by our next joint
meeting in August. Workforce Center staff, a facilitator from one county and a notetaker
from the other county, then rotated every ten (10) minutes to ensure all attendees had
the opportunity to answer the previously mentioned questions in relation to the below
priority definitions:
Priority One: INCREASE AFFORDABILITY OF CAREER CONNECTED
EDUCATION AND TRAINING for Coloradans of all skill levels who have
completed or left the K-12 education system.
Priority Two: INCREASE THE QUALITY OF UPSKILLING OPPORTUNITIES,
JOBS, AND CAREER PATHWAYS
Priority Three: INCREASE EQUITABLE ECONOMIC OPPORTUNITY FOR
INDIVIDUALS WHO EXPERIENCE BARRIERS BASED ON RACE, ETHNICITY,
GENDER, ABILITY, AGE, ZIP CODE, AND SOCIOECONOMIC STATUS
Priority Four: ENHANCE ACCESS TO PROGRAMMING BY CREATING MORE
SEAMLESS CONNECTIONS BETWEEN HIGH SCHOOL, POSTSECONDARY
EDUCATION, AND THE WORKFORCE
On March 6, 2024, select members of each WDB and Workforce Center staff from Weld
and Larimer Counties gathered to review the collective results from this exercise to
utilize in the creation of the regional and local plans. On March 12, 2024, the WCWDB
hosted its regularly scheduled General Membership meeting, recapping the joint
meeting and work session, as well as steps moving forward to ensure timely creation of
the plan for public comment, incorporating input thereafter, and final approval to take
place at the May 14th meeting.
45
Public Comment
Describe the process used by the local boards in this planning region to provide
an opportunity for public comment, including comment by representatives of
businesses and comment by representatives of labor organizations, and input
into the development of the plan prior to its submission.
An opportunity for public comment is provided to representatives of businesses, labor
organizations, community -based organizations, and citizens, through a 30 -day public
comment period. This notification is published in the local newspaper, The Greeley
Tribune, and on the Colorado Workforce Development Council's website (the
newspaper publisher's affidavit is available upon request). Both notifications direct
readers to the Weld County Workforce Development Board (WCWDB) web page to
view and download the combined draft plan.
Opportunities for input during the public comment period include submitting comments
to the Workforce Deputy Director via email and through discussion at the March and
May WCWDB meetings. After the 30 -day deadline for commentary, responses received
are taken into consideration and, if significant changes need to be made, the WCWDB
Executive Committee convenes.
The public comment period for the combined PY24 — 27 Upstate Regional/Weld County
Local Plan began on Wednesday, April 3, 2024, and was available for comment through
Friday, May 3, 2024, at 11:59 pm. The Workforce Deputy Director did not receive any
public comments. Internal recommendations were made to incorporate an Introduction
and to update and include the PY20 — 24 Regional/Local Plan Appendix A. These
significant changes were approved by the WCWDB Executive Committee. The final plan
was approved for submission during the May 14, 2024, WCWDB meeting.
46
Local Area: Weld County
American Job Center: Employment Services of Weld County
Program Years: 2024 - 2027
47
Analysis — Workforce Development Activities
Provide an analysis of the workforce development activities (including education
and training) in the local area, including an analysis of the strengths and
weaknesses of such services, and the capacity to provide such services, to
address the identified education and skill needs of the workforce and the
employment needs of employers in the local area.
The local area, Weld County, has a long-established history of focusing workforce
development activities, including education and training, towards the existing in -demand
and emerging industry sectors in the Northern Colorado region. Examples over the last
twenty (20) years, some of which are still operating today, include:
2003 — Nuclear Radiology Technician Certification
48
A program to meet an identified need of the community's health care workers.
Partners: Aims Community College (Aims), North Colorado Medical Center
(NCMC), Poudre Valley Hospital, Weld County Workforce Investment Board
(WI B)
Funding: Workforce Investment Act (WIA), competitive grant from the
Colorado Workforce Development Council (CWDC)
2004 — Expansion of Certified Nursing Assistance (CNA) Programs
Aimed to increase the capacity to train entry level workers to meet identified
needs/shortages and provide for opportunities for career advancement, which
resulted in the expansion of available courses and eventually in the development
and construction of the Allied Health Sciences building at Aims Community College.
• Partners: Aims, Colorado Works (Temporary Assistance for Needy Families)
• Funding: Colorado Works
2007 — Workforce Innovation in Regional Economic Development (WIRED)
Focused services and developed training specific to the needs of employers in the
energy and sustainable energy sectors. Eventually led to the development of a prep
academy and four (4) distinct credentials and an Associate degree in industrial
manufacturing
• Partners: Aims, Greeley -Evans School District 6, Weld RE -8 School District,
Boulder and Adams County Workforce Regions, Brighton United Power,
Energy Logic, Xcel Energy, Workforce Board of Metro Denver
• Funding: WIRED Collaborative National Grant
2011 — H-1 B
Focused services and training towards incumbent workers in the manufacturing and
advanced manufacturing industry sectors.
• Partners: Upstate Colorado Economic Development, Brighton Economic
Development, multiple employers
• Funding: H-1 B
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2017 - Sterile Processing Technician Certification Program
Providing the skills and certification required for Sterile Processing Technicians to
clean, process, and sterilize surgical instrumentation and obtain a working
knowledge of surgical instrumentation, infectious processes, and sterilization
techniques.
• Partners: Aims Community College Surgical Advisory Committee, Banner
Health, Weld County
• Funding: Workforce Innovation and Opportunity Act (WIOA), Colorado Works,
or Employment First (pending participant eligibility)
2021 — Technology Employment in Colorado Partnership 2.0 (TEC-P 2.0)
Assists individuals to prepare for the workforce for middle -to high -skilled occupations
within key sectors including Information Technology, Manufacturing, and
Transportation.
• Partners: Denver Economic Development and Opportunity
• Funding: H-1 B One Workforce Grant
2021 — Peace Officer Academy Initiative
Addressing Colorado's police shortages as officers are regularly departing due to
alternative employment opportunities, law enforcement legislation, and retirement.
• Partners: Aims
• Funding: WIOA and Colorado HB21-1264 Reskill, Upskill, Next -Skill
The local area's capacity to address identified education and skill needs is reliant on
partnerships with post -secondary educational institutions, specifically those located in
Weld County, Aims Community College, the University of Northern Colorado, and
IBMC. Fort Morgan and Front Range Community Colleges as well as Colorado State
University and the University of Colorado Boulder also play significant roles in providing
such services. Although a participant can choose one of those locations for their
education, to maximize participant choice, Employment & Training Navigators work
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closely with participants to search the Colorado Eligible Training Provider List (ETPL) to
locate a vetted training provider. Alternatively, utilization of the ETPL can also show
participants the difference in program offerings and program cost, which they may share
with others, ultimately aligning with the Colorado WIOA State Plan Priority One:
INCREASE AFFORDABILITY OF CAREER CONNECTED EDUCATION AND
TRAINING for Coloradans of all skill levels who have completed or left the K-12
education system.
The Weld County Workforce Development Board (WCWDB) has built in capacities
through its Individual Training Accounts for WIOA Title I Programs policy, which
requires that Navigators send a training request through a committee, consisting of the
One -Stop Center's leaders and Resource & Quality Generalist, to ensure the highest
potential for employment success. The committee takes into consideration the
participant's career goal, previous education/experience, current functioning levels and
aptitudes, wage potential, and current financial situation, to name a few. After review of
various criteria (data analysis of employment concentrations and economic impact) the
WCWDB has developed a tiered approach to ITA cap amounts. Training in any of the
in -demand industry sectors can be funded up to $5,500 and training outside of the
targeted industries can be funded up to $3,500. If training exceeds the cap, a request
for approval must be made to the Workforce Director. Exceptions to the training cap are
considered on a case -by -case basis and require justification based on individual need
and other financial resources available to the individual. Typically, exceptions will be
granted for training in high -demand high -wage occupations.
A comprehensive historical record of ESWC's Workforce Activities is provided in
Appendix A. It is important to note that this list may not be all-inclusive.
Workforce Development Board's Strategic Vision and
Goals
Describe the local board's strategic vision and goals for preparing an educated
and skilled workforce (including youth, individuals with barriers to employment,
51
and New Americans), including goals relating to the performance accountability
measures based on primary indicators of performance described in W/OA section
116(b)(2)(A) in order to support economic growth and economic self-sufficiency.
Over the past few months, all local areas across the State of Colorado have engaged in
strategic planning to ensure alignment with state, regional and local needs. As a
workforce system, each local workforce development board continues to ensure that
populations that have traditionally found barriers to education and employment are at
the forefront of our efforts to ensure seamless service delivery. Over the last four (4)
years, we have worked to incorporate newly identified strategic populations into models
and will continue to do so as we move into the implementation of the 2024-2027 plans.
The Weld County Workforce Development Board (WCWDB) is in the midst of updating
its Strategic Plan and is committed to aligning with the four (4) pillars as identified by
ETA Vision 2030, while still maintaining local identity of the Workforce Innovation and
Opportunity Act (WIOA).
In August of 2023, the Board sent the One -Stop Center's Director and Deputy Director
to the Employment and Training Administration's convening in San Diego. Both
individuals felt that the pillars aligned greatly with the current Mission, to keep the
workforce system responsive to employers, employees, and job seekers, and the
current Vision, to direct the efforts of Employment Services of Weld County (the One -
Stop Center) to operate an innovative, adaptive, and customer -driven workforce system
which ensures: customer services are based upon individual needs and choices;
services provided are competitive and valuable; outcomes are measurable and results
oriented; responsiveness to changing labor market conditions, customer profiles, and
program regulations; and services are fiscally responsible. The four (4) pillars are
written word for word below; however, once incorporated into the WCWDB Strategic
Plan, may take on a slightly different variation to incorporate local flavor as well as the
Colorado WIOA State Plan priorities, also mentioned below.
52
1. Open Opportunities for Workers and Communities — ensure programs focus on
workers and communities who have been left behind — from reentry, to rural, to
opportunity youth.
2. Building a Better Care Economy — support good jobs and protections for care
workers — nursing, early care, elder care, mental health, and more — with a focus
on low -wage, diverse, young adult, and women workers.
3. New Industry Partnerships that Lead to Real, Good Jobs — broker and build
partnerships with business, training providers, and workers — including new
entrants and youth — to ensure all training leads to good jobs across sectors.
4. Action Today for the Future of Work — engage federal, state, and local leaders
and the private sector now to prepare, support, and invest in workers and
communities in preparation for jobs of the future and emerging industries.
Priority One: INCREASE AFFORDABILITY OF CAREER CONNECTED
EDUCATION AND TRAINING for Coloradans of all skill levels who have
completed or left the K-12 education system.
Priority Two: INCREASE THE QUALITY OF UPSKILLING OPPORTUNITIES,
JOBS, AND CAREER PATHWAYS
Priority Three: INCREASE EQUITABLE ECONOMIC OPPORTUNITY FOR
INDIVIDUALS WHO EXPERIENCE BARRIERS BASED ON RACE, ETHNICITY,
GENDER, ABILITY, AGE, ZIP CODE, AND SOCIOECONOMIC STATUS
Priority Four: ENHANCE ACCESS TO PROGRAMMING BY CREATING MORE
SEAMLESS CONNECTIONS BETWEEN HIGH SCHOOL, POSTSECONDARY
EDUCATION, AND THE WORKFORCE
In addition to updating its strategic plan goals, the WCWDB remains committed to
meeting or exceeding expectations for the Colorado Workforce Development Council's
High Performing Local Workforce Development Board designation, which ensures the
53
local workforce development board is made up of diverse and knowledgeable
community members who actively participate in board meetings and activities
supporting the workforce system and who serve as liaisons between the community and
the Workforce Center. The Board will accomplish its goals and strategic priorities
through data -driven, business -led, meetings.
Strategies and Services — Engaging In -Demand
Industry Sectors and Occupations
The Colorado Workforce Development System has strong Business Services Teams
rooted in the ten local Workforce Development Areas and the eleven (11) core business
services designed to engage and provide a framework for services. Additionally, each
local area utilizes Labor Market Information (LMI) designed to ensure that services,
engagement, and other activities with business, industry, and sectors are successful.
This work is not able to be completed in a vacuum, and requires the collaboration with
our partners, members of the Local Workforce Development Boards/Youth Committees,
Sector Partners, and other thought leaders, as demonstrated below.
Describe the strategies and services that will be utilized to facilitate engagement
of employers, including small employers and employers in in -demand industry
sectors and occupations, in workforce development programs. Specifically:
a. What outreach activities are planned to increase business engagement in your
local area?
The One -Stop Operator's Business Services Unit (BSU) partners with Chambers
throughout Weld County to strengthen our connections with key business individuals in
the local communities. The team participates in meetings and events hosted by the
following Chambers: Carbon Valley, Eaton, Erie, Evans, Fort Lupton, Greeley,
Johnstown -Milliken, and the Southeast Chamber. Relationships have also been
established with the Fort Collins and Loveland Chambers, located in Larimer County.
Participating in the five (5) Sector Partnerships is another way the team has increased
54
business engagement. The partnership meetings have been a great way to maintain
longstanding relationships, while cultivating new ones with businesses expanding into
the area.
Leveraging a Work -Based Learning Newsletter, and invitations to participate in the Weld
County Workforce Development Board sub -committees and NoCo Works, a joint
initiative with Larimer County, have been highly successful. Through NoCo Works,
businesses are participating in all six (6) subcommittees:
1. Economic Inclusion — All community members have equal access and
opportunity to utilize workforce and talent services, Digital literacy, bilingual and
monolingual Spanish upskilling, and reskilling. These include but are not limited
to under -represented and minority populations.
2. External Barriers — Advocacy and policy reform to address Transportation,
Childcare, and Housing which affect access to job opportunities and limit how
people can thrive in the community.
3. Business Resources — Provide a one -stop shop with resources, tangible
services, and information to help local businesses accomplish necessary
business goals.
4. Training and Development — Create regional access for businesses to provide
training and development opportunities for incumbent employees. This may
include access to certifications and credentials, soft skills training, upskilling, etc.
5. Talent Pipeline — Holistic strategy for attracting and retaining the future
workforce, with the goal to increase labor pool and positively contribute to the
local economy. The aim is to generate career pathways and sector career
pathway models.
6. Work -Based Learning — Regional commitment to expanding internships, pre -
apprenticeships, apprenticeships, on -site career learning opportunities, and
more.
Across Northern Colorado, government, community -based organization, and
businesses alike, all recognize the importance of regionalism and the power of
collaboration. Having business at the table is crucial.
55
b. How will the Business Services Team be utilized for this purpose?
The Business Services Team has divided Weld County into sections to ensure
Chamber attendance. The team has operated under a sector model for years, allowing
each Business Services Representative the ability to focus on a specific industry,
strengthening their knowledge, while developing meaningful relationships. It is not
uncommon, however, to see the Business Services Manager or Work -Based Learning
Navigator in attendance at Chamber and Sector Partnership meetings and events as
they often receive personalized invites.
The Business Services Manager actively participants in the NoCo Works Business
Resources sub -committee and the NoCo Works Steering Committee, comprised of
twenty-seven (27) members, includes the Employment Services of Weld County
Workforce Director and two (2) appointed members of the Weld County Workforce
Development Board.
c. How will the members (particularly business members) of the LWDB and
Youth Council/committee support these efforts?
Members of the Workforce Development Board and the Youth Committee passionately
promote workforce development and have been strong vocal advocates for the system.
They ensure their networks are well informed of the services offered at the Workforce
Center as well as the events being held. Members attend talent development system
activities and community events, not only for the benefit of their entity, but as a
representative of the Board. Several Board members and youth committee members
actively attend chamber events, participate in sector partnership meetings, and in the
last year, have joined the NoCo Works sub -committees. They have found that by joining
NoCo Works, they were able to reduce the number of meetings they were attending and
that it opened more capacity to tackle these barriers that all entities are facing.
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d. How will sector partnerships be utilized for this purpose?
One -Stop Center employees, Weld County employers, and Weld County Workforce
Development Board (WCWDB) members are active participants in the Construction,
Healthcare, Hospitality, Manufacturing, and Non -Profit Sector Partnerships.
Participating in various action teams and task committees have proven to be fruitful,
developing stronger connections and having essential conversations. Several
successful initiatives in Northern Colorado are a direct result of Larimer and Weld
County collaborating with one another, businesses, education providers, and
community -based organizations.
e. What are your objectives and goals for these activities?
It is the goal of the Weld County Workforce Development Board and Employment
Services of Weld County to be responsive to the needs (both stated and unstated) of
Weld County employers; to be inclusive of both small and large employer needs; and to
actively promote development of a stronger workforce in in -demand industries.
Implementation of Initiatives
The following narrative reinforces services that are mutually beneficial to both business
and career seeking customers and lead toward success. Models from across Colorado
include provision of engagement in Work Based Learning, Apprenticeships, Skills
Based Hiring, Leading and Participation in Sector Partnerships and Career Pathway
Development and are often shared and duplicated in other workforce centers. The Weld
County Workforce Development Board (WCWDB) wants to acknowledge that these
relationship in many cases are not limited to individual local areas, but also regional
areas to address labor sheds that naturally occur due to several factors within a
geographical region and that this is just one of many ways the State of Colorado
chooses to align.
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Discuss the implementation of initiatives designed to meet the needs of
employers in the local area that support the local board's strategy, including:
a. Work -Based Learning Programs: Explain how you will utilize and promote,
incumbent worker training programs, on-the-job training programs,
customized training programs, internships, or other activities for PY24 and
PY25, and identify targets for work -based learning activities for your youth,
adults/dislocated workers, transitional jobs, and incumbent workers.
The One -Stop Operator, Employment Services of Weld County (ESWC), employs a
Work -Based Learning Navigator to assist with the creation and maintenance of Work -
Based Learning (WBL) sites in the Northern Colorado Region. One of their job
responsibilities is to be out in the community, attending meetings with business,
schools, and community -based organizations, promoting the use and benefits of Work -
Based Learning.
In partnership with Larimer County Economic & Workforce Development, a Work -Based
Learning Alliance targeting young adults has existed for approximately five (5) years.
Information about WBL opportunities is shared online at NoCo Inspire. This is a
centralized location where businesses can see what is available in their community and
make connections with schools and partners to increase youth entering the workforce.
To reduce duplication and to honor everyone's time, the Alliance is now living under the
NoCo Works umbrella, but is still led by representatives from both Workforce Centers.
These outreach methods highlight both Workforce Centers' efforts to address Colorado
Workforce Innovation and Opportunity Act (WIOA) State Plan Priority Four, enhance
access to programming by creating more seamless connections between high school,
postsecondary education, and the workforce.
The Weld County Workforce Development Board (WCWDB) has four (4) local policies,
On -the -Job Training (OJT), Incumbent Worker Training (IWT), Registered
Apprenticeships (to include Pre) and Work Experience, to aid in the execution of WBL
opportunities. In addition to the Workforce Innovation and Opportunity Act (WIOA),
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ESWC operates discretionary grants, Temporary Assistance for Needy Families
(Colorado Works), and Employment First (the Supplemental Nutrition Assistance
Program work program), who also use these policies as guidelines Through all these
programs, an emphasis is placed on participants gaining experience not only through
classroom training, but WBL opportunities For example, the Colorado Works
Subsidized Training and Employment Program (CW STEP) helps at -risk populations
who are eligible for basic cash assistance, gain work experience, while working towards
a family -sustaining wage, creating a brighter economic future for their families ESWC's
WIOA Youth Program consistently exceeds the annual minimum 20% expenditure rate
for the work experience element, contributing to the overall State performance measure
Currently, Weld County does not plan to utilize transitional jobs and does not set aside
WIOA funds for incumbent worker training If a need is identified, a modification will be
completed
b Apprenticeships: USDOL and CDLE are emphasizing the importance of
apprenticeships. Please provide a detailed response which includes the steps
you will take to increase apprenticeship opportunities for your customers
during the next program year
Apprenticeship Colorado is housed under the Colorado Department of Labor and
Employment (CDLE) Office of Future Work (OFVV) and serves to close the historic gap
that has existed between local workforce business service delivery and the creation of
registered apprenticeships Employment Services of Weld County (ESWC) works
closely with the Broomfield, Boulder, Lanmer, Weld, and Eastern Sub Apprenticeship
Consultant This individual was hired through Colorado's Apprenticeship Hub, a
collaboration between the statewide workforce center system and Apprenticeship
Colorado The Apprenticeship Consultant has been a great help in assisting with the
registered apprenticeship system to include working with employers and sponsors,
ensuring a smooth process when registering, administering, and operating registered
programs
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The creation of apprenticeships in key occupations can measurably increase diversity,
equity, and inclusion. For example, 14.9% of the Latinx population in the state has a
bachelor's degree while 30.2% of the jobs have traditionally required this level of
education. As employers have more difficulty finding candidates with traditional
educational attainment levels, they may work through sector partnerships or industry
associations to create registered apprenticeships. This can level the playing field for racial
and ethnic minorities who do not have the required degree but have the potential to enter
an occupation through a registered apprenticeship.
Educational Attainment by Race/Ethnicity vs Education Level Traditionally Required at Entry, Colorado Statewide
Race/Ethnicity
White
Black/African
American
American
Indian/Alaskan
Native
Asian
Required
Latinx Education Level
for Entr
Graduate or professional degree
Bachelor's degree
Associate's degree
Some college. no degree (Including
Nondegree Credential)
GED or alternative credential
Regular high school diploma
9th to 12th grade, no diploma 2.5% 7.3%
Less than 9th grade 1.1% 2.7%
Sources: U.S. Census American Community Survey B15002 Tables, Lightcast
190%
32.0%
8.5%
3.2%
15.2%
10.3%
22.1%
8.4%
4.8%
19.5%
7.9%
14.7%
8.2%
10.7%
20.6%
12.1%
5.6%
27.8%
29.7%
6.6%
11.1%
2.0%
11.6%
4.7%
6.5%
6.6%
14.9%
8.2%
18.5%
6.2%
23.5%
11.8%
10.2%
4.9%
30.2%
2.1
7.9%
34.9%
20.0%
ESWC's Work -Based Learning Navigator will continue to promote to business the use
of Registered Apprenticeships (RA), development of RA programs, and use of the
Colorado State Apprenticeship Agency offerings. The WBL Navigator will also work
closely with ESWC Employment & Training Program Case Managers and Navigators to
identify participants that may be interested in a quality pre -apprenticeship or registered
apprenticeship program and support them as the participant completes the required
Registered Apprenticeship documentation.
c. Sector Partnerships Participation: Explain how you will utilize the
relationships built by your Business Services Team to enhance or expand
participation in Sector Partnerships and also expand business services
efforts. Indicate PY24 and PY25 specific planned objectives and measurable
outcomes.
60
In conjunction with Larimer County Economic and Workforce Development (LCEWD),
five (5) Sector Partnerships have been successfully launched in the region in the last
ten (10) to fifteen (15) years. These partnerships, Construction, Healthcare, Hospitality,
Manufacturing, and Non -Profit, enhance Employment Services of Weld County's
(ESWC) ability to engage with employers of all sizes ensuring the Workforce System is
responsive to their needs when designing workforce development programs. Members
of the Business Services team are present at all partnerships and are readily available
to support business in hiring, reskilling, upskilling, and next skilling. The Workforce
Center team is also happy to help with the planning and execution of events such as
Student Manufacturing Tours, the Nurse Well -Being Conference and Construction Con,
all of which have measurable outcomes. If a business is not involved in their industry
sector partnership, the team provides them with information and encourages them to
join.
Recently, four (4) of the Sector Partnerships received funding from the Colorado
Workforce Development Council (CWDC) as part of the Strong Sectors, Good Jobs
Initiative. Some of the deliverables include:
• Expanding the Careers in Construction program,
• Supporting ten (10) healthcare scholarships for summer high school interns,
• Executing a new training program to equip existing hospitality and retail workers
with the tools to advance in the industry, and
• Developing a new advanced manufacturing registered apprenticeship program.
The Weld County Workforce Development Board and ESWC are eager to fill its public
partner responsibilities and support the key metrics identified in each grant award. It is
important to note that the ten (10) healthcare scholarships are just one method towards
achieving the ETA's Vision 2030 Pillar Two: Building a Better Care Economy — support
good jobs and protections for care workers — nursing, early care, elder care, mental
health, and more — with a focus on low -wage, diverse, young adult, and women
workers.
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d. Sector Partnerships - Status and Objectives: In your local area or with partner
local areas, what sector partnerships are you engaged in or do you plan to
engage in during PY24 and PY25? Indicate the current status of your
partnerships, (active, emerging, or exploring), plus PY24 and PY25 planned
objectives and measurable outcomes. Note: For Sector Partnership
Information, please visit: https://www.colorado.gov/cwdc/sector-partnerships
The Colorado Workforce Development Council (CWDC) embraces a regional, industry -
specific approach, operating the Sector Partnerships through Colorado's 14 economic
regions. Weld and Larimer Counties are part of Region Two (2). As previously stated,
Employment Services of Weld County is engaged in five (5) regional Sector
Partnerships, Construction, Healthcare, Hospitality, Manufacturing, and Non -Profit. The
Non -Profit partnership is the only one still considered in the emerging stage, but well on
their way to active. The four (4) active partnerships are listed on CWDC's website and
determined active based on parameters outlined in the Sector Partnership
Acknowledgement Form.
Please refer to Question C in this section for planned objectives and measurable
outcomes for the upcoming program years.
e. Career Pathways: Explain how you will utilize information gathered through
your Business Services Team to provide a baseline for consideration of new
or enhanced Sector Partnerships, and how this information will be used to
inform changes to or development of Career Pathways in your Local Area.
Indicate specific PY24 and PY25 planned objectives and measurable
outcomes.
By participating in Sector Partnerships as public programs, Employments Services of
Weld County (the One -Stop Operator), and educators utilize information directly from
business to inform change and develop new career pathways through enhanced post -
62
secondary credentials or stackable certificates. Using the Next Generation Sector
Partnership model, however, often means that public partners cannot impose their own
ideas and requires the buy -in of business to drive some of this action. That is the same
when it comes to the consideration of a new Sector Partnership. Larimer County
Economic and Workforce Development collaborates with Weld to analyze labor market
data and identify high -demand industries in the area. However, launching a new
industry partnership requires a strong group of businesses advocating for their
industry's needs. We previously identified Information Technology and Energy as
potential sectors for collaboration. As we move towards Program Years 2024 and 2025,
these sectors still hold promise, especially with the commitment of the Weld and
Larimer County Workforce Centers and Workforce Development Boards to carry out
Colorado Workforce Innovation and Opportunity Act (WIOA) State Plan Priority Two:
increase the quality of upskilling opportunities, jobs, and career pathways and ETA's
Vision 2030 Pillar Three: New Industry Partnerships that Lead to Real, Good Jobs —
broker and build partnerships with business, training providers, and workers — including
new entrants and youth — to ensure all training leads to good jobs across sectors.
f. Skills Based Hiring: Explain what services are offered to employers to
implement skills -based hiring practices, which could include assistance with
job postings, interview procedures, onboarding mechanisms, or referrals to
outside training resources on this topic.
Employment Services of Weld County, the One -Stop Operator, leans into the Colorado
Workforce Development Council's Job Quality Framework to aid in discussions with
employers around attracting talent through skills -based hiring and the effectiveness of
this practice. Writing or re -writing job orders to include skills that job seekers need is a
common recommendation by Business Service Representatives (BSR) to increase the
job orders competitiveness and to ensure job seekers can earn a family or self-
sustaining wage. BSR's are also available to assist with interviewing to help employers
identify applicants' transferrable skills. These are just two (2) services to employers
reinforcing Priority Two Action Step A of the Colorado Workforce Innovation and
63
Opportunity Act (WIOA) State Plan, affirm definitions of quality in our state and align
stakeholders in the understanding and implementation of Colorado's job quality
framework.
Expanding Access to Employment, Training,
Educations, and Supportive Services
Describe how the local board, working with the entities carrying out core
programs, will expand access to employment, training, education, and supportive
services for eligible individuals, particularly eligible individuals with barriers to
employment, including how the local board will facilitate the development of
career pathways and co -enrollment, as appropriate, in core programs, and
improve access to activities leading to a recognized postsecondary credential
(including a credential that is an industry -recognized certificate or certification,
portable, and stackable).
The Colorado Workforce Ecosystems foundation is based upon providing program
participants access to services centered around employment, training, education, work -
based learning, apprenticeships, and supportive services designed for success. The
Weld County Workforce Development Board (WCWDB) has adopted a Priority of
Services for (WIOA) Title I Adult Programs local policy, which defines the Statutory
Priority groups, Governor's Priority, and one (1) local priority, which is based on the
Qualified Census Tract, as determined by the United States Department of Housing and
Urban Development's Office of Policy Development and Research. The Board has also
defined the term Needs Additional Assistance, which is adopted in the WIOA Eligibility
for Title I Programs and Youth "Requires Additional Assistance" policy. With those
definitions in mind, Employment Services of Weld County, the One -Stop Operator,
ensures priority consideration is given to Veterans in a priority group, followed by non -
Veterans in a priority group, Veterans in a non -priority group, and non -Veterans in a
non -priority group.
64
The WCWDB values the input of the employees of Employment Services of Weld
County, the One -Stop Operator, and leans into local control of carrying out core
programs and expanding access to employment, training, education, and supportive
services for eligible individuals, while still meeting the letter of the law. The Employment
& Training teams have robust Individual Services Strategies and Comprehensive
Assessment/Individual Employment Plans (ISS and CA/IEP) to help determine previous
work experience, barriers to employment, employment goal(s) and supportive service
needs of participants. Through case management, Employment & Training Navigators
can determine the best pathway for a participant, whether that be completing secondary
education, moving onto post -secondary education or vocational training, enrolling in
Work -Based Learning, or directly entering employment. The team is aware of the in -
demand industries identified in the Regional Plan, ensuring activities lead towards
credentialing and ultimately employment in these industries. If the team sees an
opportunity to engage employers in discussions about the development of career
pathways, they start by working closely with WCWDB members and mandated partners
and Business Services team. By having collaborative dialog and fostering the creation
of new and innovative pathways, gaps in the skills market can be addressed quickly and
efficiently.
Aligning Resources with Mandated Partners
Describe the strategy to work with adult education providers funded under Title 11
of WIOA and Vocational Rehabilitation to align resources available to the local
area, to achieve the strategic vision and goals described in question 5.
All boards across Colorado work with Workforce Innovation and Opportunity Act (WIOA)
Title II providers to ensure seamless service delivery of adult education. Local areas
have developed Memorandums of Understanding with adult education and vocational
rehabilitation providers that qualify under WIOA and actively monitor the scope of
services available to ensure continued progress and innovation in assisting these two
(2) populations.
65
Currently Adult Education and Family Literacy Act (AEFLA) recipient, Community
Educational Outreach an appointed Workforce Development Board member, only offers
its services within the Intervention Community Corrections Services (ICCS) center,
limiting the accessibility of their services. Aims Community College, Carl D. Perkins
recipient, WDB member and former AEFLA grantee provides High School Equivalency
preparation, English Language Learning, and over 200 degrees and certificates, helping
the Workforce System address its Title II duties. By working closely with WCWDB
members to discuss the development of career pathways, Aims is already a guaranteed
participant and can bring Deans and Professors to the table. The college regularly
meets with area employers to find out their desired skills and needs to ensure their
curriculum is aligning with the job market. Additionally, an innovative partnership with
Aims Community College and the University of Northern Colorado called Aims2UNC,
ensures that students are gaining the adequate knowledge and skills employers are
looking for at all levels of post -secondary education.
The Division of Vocational Rehabilitation (DVR), appointed WDB member that is
physically located at the One -Stop Center, has several community -based connections
such as the School to Work Alliance Program (SWAP) and North Range Behavioral
Health (NRBH). By bringing together disability inclusion experts and their business
outreach specialists, these initiatives (to serve individuals with disabilities) bridge the
gap between job seekers and employers, fostering a supportive environment for
individuals with disabilities to thrive in their careers.
By aligning resources with these two entities, Weld County can make certain there is no
duplication of services, and that all entities are maintaining their fiscal responsibilities
not only to their programs, but to the citizens in our community.
Strengthening Linkages with Unemployment
Insurance
Describe the strategies and services that will be utilized to strengthen linkages
between the one -stop delivery system and unemployment insurance programs.
66
During the coronavirus pandemic, several workforce areas in Colorado established call
centers to assist job seekers in accessing the unemployment insurance system and
other resources in the community. Employment Services of Weld County (ESWC) was
one of the only Workforce Centers that remained opened to the public providing in -
person services in addition to answering calls. As the surge of calls has dropped to
approximately pre -pandemic levels, workforce centers have continued to provide
specific services to constituents of the workforce/unemployment insurance systems as
warranted. Additionally, local areas continue to work with representatives from
unemployment insurance, as well as Colorado Department of Labor and Employment
(CDLE) Employment and Training Programs to outline areas that are pinch points as to
ensure labor exchange services continue to be provided to customers throughout
Colorado and that customers have the best experience.
The Reemployment Services and Eligibility Assessment (RESEA) program is the
primary strategy and service utilized by ESWC to strengthen linkages between the One -
Stop delivery system and Unemployment Insurance programs. The purpose is to
improve employment outcomes of UI recipients and to reduce the average duration of
UI receipt through employment; strengthen program integrity and reduce improper UI
payments through the detection and prevention of such payments to ineligible
individuals; promote alignment with the broader vision of the Workforce Innovation and
Opportunity Act (WIOA) increasing program integration and service delivery; and
establish reemployment services and eligibility assessments as an entry point for UI
claimants into other workforce system partner programs.
As not all UI claimants will be selected through Colorado's Worker Profiling and
Reemployment Services (WPRS), nor will all elect to enroll in Workforce Development
Programs, ESWC provides:
• One-on-one staff assistance to include labor market and occupational information
and individualized job search,
• Job readiness workshops such as interview and resume,
67
Linkages to community colleges, universities, and resources to aid with
applications for Federal Pell Grants,
Access and assistance with the Unemployment Insurance Hotline and My UI+,
Identity verification assistance (until additional public supports are in place), and
Other allowable services as identified under Wagner-Peyser.
Coordinating Workforce and Economic Development
Activities
Describe how the local board will coordinate workforce investment activities
carried out in the local area with economic development activities carried out in
the planning region and promote entrepreneurial skills training and
microenterprise services.
Employment Services of Weld County (ESWC) works closely with the Weld County
Economic Development Organization, Upstate Colorado. Rich Werner, President &
CEO, a member of the Weld County Workforce Development Board (WCWDB), is
actively engaged in several county and regional efforts, and served as the former
chairman of the Northern Colorado Regional Economic Development Initiative (NoCo
REDI). The ESWC Business Services Unit is routinely called upon by Upstate Colorado
to assist with providing industry specific labor market information aiding in business
retention and expansion efforts (BR&E). ESWC's presence at NoCo REDI meetings,
BR&E meetings, as well as Comprehensive Economic Development Strategy sessions,
which involves local elected officials, enhance the coordination of workforce investment
and economic development activities carried out in the region and local area. This is just
one example of achieving the ETA's Vision 2030 Pillar Four: Action Today for the Future
of Work — engage federal, state, and local leaders and the private sector now to
prepare, support, and invest in workers and communities in preparation for jobs of the
future and emerging industries.
None of the funding for the Bipartisan Infrastructure Law (BIL) has been awarded to
Colorado's workforce development system, though it is uniquely positioned to enhance
68
competitiveness through traditional and work -based -learning strategies. BIL calls for a
wide range of infrastructure projects in Colorado and is likely to bring in $5.9 billion in
federal funding, some of which is anticipated to impact Economic Development in the
Northern Colorado Region. Weld County's workforce development system will be
integral in ensuring that regional businesses have the talent they need to carry out the
infrastructure buildouts and upgrades. The table below shows these key talent clusters.
Weld County is strong with an overall employment concentration (Location Quotient) of
1.52. This means that the concentration is over 1.5 times the national average:
13-10 'Business Operation s Specialists
15-12 !Computer Occupations
47-10 ',Supervisors of Construction and Extraction Workers
47-20 IConstnnction Trades Workers
Key Talent Clusters Supporting BIL!nmati Jes ,P/eid County
7,480:
47-30 Helpers, ConsWction an;
166
47-40 �Other Construction and Related Workers 5981
49-10 Supervisors of Installation, Maintenance, and Repair Workers 594
49-20 jElectrical and Electronic Equipment Mechanics; Installers, and Reposers 487;
49-30 'Vehicle and Mobile Equipment Mechanics, Installers, and Repairers 1,951'
49-90 :Other Installation, Maintenance, and Repair 2,989:
51-10 Supervisors of Production Workers
51-20 :Assemblers and Fabricators
51-40 :Metal Workers and Plastic Workers
51-80 :Plant and System Operators
51-90 ,Other Production Occu•at•
705
1,092
2,224
449,
2 649
2,067' 115, 5.9%, 1.40 $20.79
3,2291 240: 8.0%: 1.14I $20.88
7501 45 6.4%, 134 $28.45
1,13 31j 2li%i $16.69
2,2021 (23) (10%) 1.69: $19.28
4651 15j 3.4%i 1.96 j $26.55
2 768' 119 4.5%! 1.32 i $17.68
5733 3151 5.8% 0.98 $25.60 $_ .._.
2,004 200: 11.1%: 0.48 $31.38 $41.89{
2,104. 117 5.9 % ' 3.40 $29.57 $35.981
8,0011 541; 7.3%� 2.04 $19.96 $23.51
179 13 7.9% 1.01 $19.39 $20.96:
6561- 58 9.7% 1.63 { $19.03 $22.4Bj
630' 37 6.2%'. 1.28 i $30.49 $38.03! @�
4981 31 i 8.8%`I 1.08 j $23.88 $28.34! $22. $4 $42.30
$25.801
$25.06
$37.51; j
$19.95]
$22.40:
$33.111
$20.79'
Lighicas
Entrepreneurial skills training and microenterprise services continue to be a
collaborative of several entities. The City of Greeley, the County seat and Metropolitan
Statistical Area, was selected as one (1) of 17 cities to participate in the Good Jobs,
Great Cities Learning Network, a program sponsored by the National League of Cities
and the Department of Labor to help the city secure federal grants to boost economic
development and access tools and resources to promote job growth in local industries,
to include entrepreneurship. Several public partners, ESWC, the University of Northern
Colorado, Aims Community College, and the High Plains Library District Library
Innovation Center (both members of the WCWDB), to name a few, are strong
supporters of these efforts, readily available to educate the next generation of
entrepreneurs.
69
Delineation of the Workforce Development System
Provide a description of the workforce development system in the local area that
identifies the programs that are included in that system. Also describe how you
will partner with the required WIOA partners to increase awareness of career
pathways and the critical role that workforce development plays in ensuring that
all Coloradans have access to educational and career pathways that result in
meaningful employment.
Employment Services of Weld County (ESWC) operates several workforce
development system programs. First and foremost, the Workforce Innovation and
Opportunity Act of 2014 (WIOA) Title I Adult, Dislocated Worker, and Youth programs
and Title III, the Wagner Peyser Act of 1933 amended by WIOA. On November 24,
2023, the United States Department of Labor (USDOL) released a final rule allowing
Colorado to continue administering ES services (Wagner Peyser) using an alternative
staffing model of local control, a method which ESWC has operated under since the late
1970s. The federal waiver allowing local delivery of Wagner-Peyser job seeker and
business services has helped Colorado create a powerful and effective workforce
development infrastructure that works closely with educators, economic developers,
chambers of commerce, and other stakeholders in business competitiveness in our
state. In relation to Wagner-Peyser, ESWC is also a Significant Migrant Seasonal
Farmworker Workforce Center and conducts Foreign Labor Certification for Weld and
Larimer counties.
ESWC is also responsible for the administration of the following programs:
Part A of title IV of the Social Security Act (42 U.S.C. 601 et seq.), subject to
subparagraph (C), known as Colorado Works
Section 6(d)(4) of the Food and Nutrition Act of 2008 (7 U.S.C. 2015(d)(4)),
known as Employment First
Veterans Service Office
Colorado Child Care Assistance Program
John H. Chafee Foster Care Program
70
• Reemployment Services and Eligibility Assessment (Unemployment Insurance
program)
• Trade Act (Trade Adjustment Assistance)
• Weld County Youth Conservation Corps to include AmeriCorps; and
• Several initiatives funded by discretionary, federal, and state monies.
The Governing Board (Weld County) offers the following programs through the Weld
County Department of Human Services, which may include employment and training
activities, and are offered at varying locations:
Community Service Block Grant Act (42 U.S.C. 9901 et seq)
Department of Housing and Urban Development — Community Development
Block Grant
Section 6(o) of the Food and Nutrition Act of 2008 (7 U.S.C. 2015(o))
Colorado Child Welfare System
The Weld County Workforce Development Board has Memorandums of Understanding
(MOUs) with Aims Community College (Carl Perkins); Colorado Department of Labor
and Employment Division of Unemployment Insurance (UI), Division of Vocational
Rehabilitation (DVR) and Jobs for Veterans State Grant (JVSG) Program; Community
Educational Outreach (CEO) in conjunction with Intervention Community Corrections
Services (ICCS); Service Employment Redevelopment (SER) — Jobs for Progress
National, Inc.; Rocky Mountain SER; and Job Corps. Of these entities, two (2) are
physically co -located, DVR, and JVSG, which makes program referrals seamless as
participants can be walked directly into their offices. ESWC also provides functional
supervision to the Consolidated Veterans Services Representative (CVSR) and
Disabled Veterans' Outreach Program (DVOP)specialist under JVSG.
Required WIOA partners are well aware of their responsibilities to support and
implement career pathways. Partners often collaborate with the WCWDB and ESWC to
collect and apply feedback from business, students, job seekers to build programs and
create education opportunities that align with the needs of industry. Partners also
71
understand that services need to be accessible for program participants and students in
Weld County's vast 4,016 square miles, where public transportation is limited in some
areas. The Workforce Development system in Weld County strives to ensure everyone
participating in these programs receives the support needed to secure meaningful
employment.
One -Stop Delivery System
Describe the one -stop delivery system in the local area, in particular:
a. Identify the locations of the comprehensive physical one -stop centers (at least
one) within your local area; also list the locations of your network of affiliate
sites, both physical and electronically linked, such as libraries.
Employment Services of Weld County (ESWC) operates two (2) comprehensive One -
Stop Centers at the following locations:
• Main: 315 N 11th Avenue, Bldg. B, Greeley, CO, 80631
• Southeast Weld County: 2950 9th Street, Fort Lupton, CO 80621
The Executive Director of the High Plains Library District (HPLD) is the 2024 Weld
County Workforce Development Board chair and is a fierce advocate to bringing
workforce opportunities to the public. To increase workforce service options, three (3)
HPLD locations, the Carbon Valley Regional Library, Fort Lupton Public & School
Library, and the LINC Library Innovation Center, provide additional linkages and
collaborative efforts with ESWC program offerings. An initiative currently underway
between the HPLD and ESWC is to create a mobile workforce center. Weld County is
4,016 square miles, so the mobile workforce center will visit rural communities that do
not have access to public transportation and in some instances, broadband services.
This initiative aligns with the ETA's Vision 2030 Pillar One: Open Opportunities for
Workers and Communities — ensure programs focus on workers and communities who
have been left behind — from reentry, to rural, to opportunity youth.
72
b. Identify your key strategies for integrating the core programs (WIOA Title I, II,
Ill, and IV programs), as well as all required partner programs, within the local
one -stop system of comprehensive and affiliate offices.
The Weld County Workforce Development Board (WCWDB) in consultation with its
One -Stop Partners and other community service providers, adopt the local policy
`Criteria for the Certification of One -Stop Centers by the WCWDB' to ensure certification
of One -Stop centers are consistent and equitable and that all required partners in the
local workforce area work to reach agreed upon standards for levels of performance.
The WCWDB One -Stop certification criteria is incorporated into the Weld County
Request for Proposal (RFP) process for the One -Stop Operator, therefore that selection
process also serve as the certification process. The WCWDB utilizes the criteria in its
RFP process for the selection of its One -Stop Operator to ensure the center and the
One -Stop delivery system are eligible to receive infrastructure funding from partners or
the state funds for those areas that utilize the state infrastructure funding mechanism.
To be certified, One -Stop centers and the One -Stop delivery system must meet or
exceed the standards established for each of the following focus areas:
1. Effectiveness
I. Criteria to be used:
i. Performance accountability as outlined in grant agreements and
work plans.
ii. Local Performance Measures
iii. Sector Partnerships
iv. Career Pathways
v. Enrollment objectives for targeted populations
vi. Alignment of services with needs of the area
vii. Fiscal Responsibility
viii. Service Hours
II. Standards to Meet:
i. Outcomes defined in grant agreements and work plans.
73
ii. Thresholds related to negotiated performance targets.
iii. Coordination of goal setting across programs exists.
iv. Active involvement in initiatives and discretionary grants and
expected outcomes for initiatives and discretionary grants are
met.
v. Demonstrate that strategies are based on an analysis of the area.
vi. Satisfaction of employers with services provided.
vii. Expenditure rate exceeds the minimum requirement to maintain
compliance.
2. Physical and Programmatic Accessibility
I. Criteria to be used:
i. Americans with Disabilities Act (ADA) Guidelines
II. Standards to Meet:
i. In compliance as shown by an inspection, audit, or review within
the last three (3) years. Note: The Rocky Mountain Americans
with Disabilities Act Center has created a Programmatic
Accessibility Course and Self -Evaluation Toolkit for Colorado
Workforce Centers use.
3. Continuous Improvement of the One -Stop
I. Criteria to be used:
i. The Colorado Workforce Development Council's established
Continuous Improvement Process as incorporated into the annual
planning process and performance incentive funds.
II. Standards to Meet (these are connected to current goals and may shift as
goals change):
i. Business Services activities in compliance with annual goals
ii. Re-employment and Youth activities in compliance with annual
goals
iii. Marketing and Outreach activities in compliance with annual goals
4. Integration of Available Services
I. Criteria to be used:
74
i. Service Coordination Agreements
II. Standards to Meet (at a minimum):
i. A Memorandum of Understanding (MOU) is in place.
ii. The MOU includes all required partners.
iii. Co -enrollment is addressed.
iv. A referral procedure for all programs is in place.
v. Demonstrate that the level of integration has improved in the past
three (3) years.
Additional Criteria for Focus Areas 1 and 3: On an annual basis, the required
partners in the Weld County workforce area will work with Workforce
Development Programs to reach agreed upon levels of performance that apply to
Focus Area 1 and with the CWDC to reach agreed upon levels of performance
that apply to Focus Area 3.
The WCWDB evaluates a report on the certification requirements for the One -Stop
delivery system and votes to certify, certify conditionally, or not certify the local One -
Stop delivery system, in this case Employment Services of Weld County (ESWC). The
assessments are typically conducted and compiled by one or more sub -recipient staff
and the accessibility assessment is completed using the programmatic accessibility
evaluation toolkit approved by the Colorado Workforce Development Council (CWDC).
c. Describe the roles and resource contributions of each of the one -stop
partners.
Contribution of resources for the programs operated by Employment Services of Weld
County fall under the County's cost allocation plan which allocates costs based on time
charged by staff. As one (1) of the six (6) public facing divisions in the Department,
ESWC employees primarily charge to programs related to employment grants.
Approximately 50% of employees charge to Colorado Works, Employment First,
AmeriCorps, Community Service Block Grant, and Child Welfare. Indirect costs like
75
rent, phone lines and administrative cost pool costs are then reimbursed by the percent
of staff time spent in the respective grants. Therefore, all grant programs effectively
support the One -Stop Center.
Partner program contributions and roles are outlined in each partner's Memorandum of
Understanding and typically consist of staff resources to assist shared customers,
involvement in Business Services hiring events, shared training when appropriate, and
staff resources to assist customers in accessing On -Stop services available in
Connecting Colorado such as the review of open job listings. A few partners provide
monetary contributions to the One -Stop infrastructure.
d. Describe how the local board will facilitate access to services provided
through the one -stop delivery system, including in remote areas, through the
use of technology and through other means; include your intended use of
virtual job fairs, the upcoming virtual job shadowing capability, and other
innovative strategies and initiatives to streamline and enhance services, as
well as increase access.
The Weld County Workforce Development Board (WCWDB) facilitates access to One -
Stop services in a variety of ways. The use of virtual job fair (VJF) technology is being
used by the Employment Services of Weld County (ESWC) Business Services Unit. If a
program participant lives in a remote location and does not have access to the public
transportation network, Navigators and Case Managers offer over the phone
appointments or virtual meetings through Microsoft Teams. Additionally, many of the
services and activities provided by the ESWC Assessment and Learning Center can be
accessed via the Internet from any location that provides that access; the only exception
is proctored test taking.
As previously mentioned, a collaborative effort is underway to develop a mobile
workforce center, bringing essential services directly to rural communities. This
initiative, planned in partnership with the High Plains Library District (HPLD), will
76
caravan alongside the HPLD Book Mobile and the Weld County Food Bank Mobile
Food Pantry. A funding application has been submitted to The Weld Trust whose
mission is to promote excellence in health and education in Weld County.
With the passage of the federal Infrastructure Investment and Jobs Act, every state is
required to develop a Digital Equity State Plan (known as the Digital Access Plan) which
explores access to affordable broadband and digital devices as well as digital skill levels
and cybersecurity practices for eight covered populations:
1. Low-income households
2. Aging populations
3. Incarcerated individuals
4. Veterans
5. People with disabilities
6. People with language barriers
7. Racial and ethnic minorities
8. Rural inhabitants
Six strategies have been set forth in Colorado's digital equity plan.
e. Identify the types of assessments and assessment tools that will be utilized
within the one -stop delivery system and how these assessments will be
coordinated across participating programs to avoid duplication of effort and
multiple assessments of customers being served by more than one partner
program.
The Employment Services of Weld County (ESWC) Workforce Innovation and
Opportunity Act (WIOA) Adult and Youth teams utilize robust Individual Services
Strategies and Comprehensive Assessment/Individual Employment Plans (ISS and
CA/IEP). Once a release of information is obtained, Navigators can share these
assessments across partners to avoid duplication of effort. The CA/IEP is so well written
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that Employment First, the work program for Supplemental Nutrition Assistance
Program recipients, has adopted several elements of the plan for use in their program.
Additionally, ESWC offers an on -site Assessment & Learning Center. Navigators can
refer participants to take Workplace Readiness, multiple Conover assessment such as
the Success Profiler and Personal Responsibility, Prove -its!, and Test of Adult Basic
Education (TABE). Although not an assessment, the Center also offers the CareerSafe
OSHA 10 -Hour Training in English and Spanish for multiple industries. To ensure well-
informed employment & training decisions, participant assessment results can be
shared with partners, strengthening our fiduciary commitment to constituents.
f. A description of how entities within the one -stop delivery system, including
your centers, one -stop operators and the one -stop partners, will comply with
section 188, if applicable, and applicable provisions of the Americans with
Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and
programmatic accessibility of facilities, programs and services, technology,
and materials for individuals with disabilities, including providing staff training
and support for addressing the needs of individuals with disabilities.
The Weld County Workforce Development Board (WCWDB) adopted a Programmatic
Accessibility (Americans with Disabilities Act (ADA) Title II Requirements) local policy to
enhance the provision of services to individuals with disabilities. Employment Services
of Weld County, the One -Stop Operator, is required to conduct a programmatic
accessibility self -evaluation assuming some conditions have changed, e.g.,
construction/modification of an existing facility, moving to a new facility, or adding new
technology to improve programmatic accessibility. A reasonable time between
evaluations is three (3) years and an opportunity must be provided to interested people,
people with disabilities, and organizations that represent people with disabilities, to take
part in the evaluation process. Issues identified are addressed through a transition plan
identifying architectural barriers, describing in detail methods that will be used to make
the facility and programs accessible, specifies the schedule to achieve compliance,
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indicates the official responsible for the implementation and may include costs and
budgetary considerations. The WCWDB recommends utilizing the toolkit developed for
CDLE (Colorado Department of Labor and Employment) and the Disability Employment
Initiative.
The local Programmatic Accessibility policy further outlines several policies and
procedures to include:
a. Notice of Compliance (§35.106)
b. Non -Discrimination Eligibility Criteria (§35.130(b)(8))
c. Grievance Procedure (§35.107(b))
d. Contractors, Licensing, and Certification Policy (§35.130(b))
e. Reasonable Modification Program Policy (§35.130(b)(7))
f. Service Animal Policy (§35.136)
g. Powered Mobility Policy (§35.137)
h. Equal Employment Policy (§35.140)
i. Reasonable Accommodation Employment Policy (§1630.9)
j. Effective Communication Policy (§35.160)
k. Transportation Access Policy (§37.5)
I. Emergency Management Plan Development Policy
m. Maintenance of Accessible Features Policy (§35.133)
It is the intent of the WCWDB that all policy modifications are reviewed and approved by
the Board at a scheduled meeting; however, it is explicitly understood that USDOL or
CDLE may require local policies and procedures to be updated immediately. The
Workforce Director can authorize a modification of this policy by sending the revision to
the WCWDB Executive Committee for approval. ESWC staff should present the
changes at the next Board meeting. If further discussion ensues and changes need to
be made, the policy will be sent to the greater Board for a vote within two (2) weeks of
the meeting.
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Should a partner, mandated or non -mandated, request technical assistance in any of
the above areas, the One Stop Operator's Americans with Disabilities Act Coordinator
and leadership would connect with subject matter experts such as the Employers
Council or Rocky Mountain ADA personnel to assist in the education of these partners.
g. A description of how the local board will ensure the continuous improvement
of eligible providers of services through the system and ensure that such
providers meet the employment needs of local employers, and workers and
jobseekers.
Colorado's Eligible Training Provider List (ETPL) identifies training providers whose
performance qualifies them to receive Workforce Innovation and Opportunity Act
(WIOA) funding to train Adults, Dislocated Workers, and Youth, through Individual
Training Accounts (ITAs). The State ETPL and the related eligibility procedures ensure
the accountability, quality, and labor -market relevance of training services that receive
funds through WIOA.
It is the responsibility of the Weld County Workforce Development Board (WCWDB) to
review training program applications and within 30 days of the receipt of a complete
application from the state. The Board will communicate to the Colorado Department of
Labor and Employment (CDLE) if there are insufficient numbers and types of providers
of training services, including eligible providers with expertise in assisting individuals
with disabilities and eligible providers with expertise in assisting adults in need of adult
education and literacy activities, serving the local area. The Board will also notify CDLE
and the Colorado Department of Higher Education (CDHE) when it wishes to remove an
eligible training provider from the list and will follow the appeal process for training
providers rejected as an Eligible Training Provider or later removed for cause.
h. Provide a description of how training services under chapter 3 of subtitle B
will be provided in accordance with WIOA section 134(c)(3)(G), including, if
contracts for the training services will be used, how the use of such contracts
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will be coordinated with the use of individual training accounts under that
chapter and how the local board will ensure informed customer choice in the
selection of training programs regardless of how the training services are to
be provided.
Employment Services of Weld County (ESWC) Employment & Training Navigators will
ensure that all individuals enrolled in Workforce Innovation and Opportunity Act (WIOA)
Title I training programs are treated equally and fairly regarding determination of
approval for training and with respect to all financial aid including Federal Pell Grants
and WIOA assistance and that participants are served expeditiously, without long
delays in Individual Training Account (ITA) award decisions or dependence on prior
student financial aid award decisions.
To maximize participant choice, participants requesting funding assistance for training
will be provided with information regarding the State list of eligible training providers.
Use of the Colorado Eligible Training Provider List (ETPL) and ITAs is required for
classroom training, with limited exceptions (Sec. 134(c)(3)(G)) and may include
apprenticeship training or other training options. The ETPL provides a description of the
programs through which providers may offer the training services, and the performance
and cost information about eligible providers. The ultimate decision rests with the
participant; however, priority consideration shall be given to programs that lead to
recognized post -secondary credentials that are aligned with Weld County's in -demand
industry sectors or occupations. In the case of Work -Based Learning Opportunities, the
final choice made between employers and the job seeker will be solidified through the
completion of worksite paperwork, which include a pre -evaluation form or employer
assessment, memorandum of agreement or training agreement, payroll timesheet or
invoice, etc.
i. Outreach to Individuals with Barriers to Employment: Describe how you will
engage your LWDB and Youth Council/committee to increase the awareness
of the services offered to returning veterans, out -of -school youth, individuals
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with disabilities, long-term unemployed, and other targeted groups? What
additional strategies will be utilized to reach out to these groups? What are
your objectives and goals for this effort?
Employment Services of Weld County (ESWC) the One -Stop Center, the Weld County
Workforce Development Board (WCWDB) and its Youth Committee are committed to
increasing the awareness of services offered through the Workforce Innovation and
Opportunity Act (WIOA). In alignment with Colorado WIOA State Plan Priority Three,
increasing equity in the talent development network so that each person's success is
not predetermined by their zip code, background, ability status, or income bracket,
ESWC conducts targeted outreach to individuals with barriers to employment, with
Veterans and their eligible spouses receiving priority of service.
A uniqueness of ESWC is housing the Veterans Service Office (VSO) and Jobs for
Veterans State Grant (JVSG) program. This allows for a seamless handoff between the
Veterans Service Officers, Veterans Service Navigator, Consolidated Veterans Services
Representative, Disabled Veterans Outreach Program Specialist and Employment and
Training programs. The priority of service extends to Business Services Unit hosted
events, such as hiring events and job fairs, where Veterans are granted early
admittance to the event. In the resource room, Wagner-Peyser employees provide staff
assisted services and triage to ensure Veterans are connected with appropriate
services as quickly as possible.
Increasing awareness of services provided also occurs during meetings and
engagement activities with community -based organizations and other Federal programs
who serve these individuals. A few current examples at the One -Stop Center are:
• the Disability Program Navigator (DPN) initiative, a collaborative agreement
between local workforce centers, the Colorado Department of Labor and
Employment (CDLE), and Division of Vocational Rehabilitation (DVR). The DPN
position serves as disability subject matter expert and possesses the skill sets
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needed to help individuals with disabilities navigate the various One -Stop Center
programs to gain self-sustaining employment.
the Workforce Deputy Director being an appointed member of Project Self -
Sufficiency (PSS) of Northern Colorado. PSS is an entity serving low-income,
single parents, who are often receiving food assistance (Supplemental Nutrition
Program Assistance), basic cash assistance (Colorado Works — Temporary
Assistance for Needy Families), and Colorado Child Care Assistance Program
(CCCAP).
the Youth Employment & Training Supervisor sitting on the 19th Judicial District
Juvenile Services Planning Committee. Their participation helps tie the courts
system, child welfare, and workforce together, to reduce the rate of recidivism.
the Reemployment Services and Eligibility Assessment (RESEA) program. The
RESEA Career Representative plays a vital role in connecting unemployment
insurance recipients with the Dislocated Worker program to assist with education
and training to reenter the workforce.
An additional strategy to reach populations with employment barriers is to apply for
funding specific to these barriers to create new and innovative initiatives.
j. Describe your specific outreach strategies to eligible New Americans and your
objectives for this effort. In addition, what strategies will you deploy to ensure
your services and programs effectively serve eligible New Americans?
As a Significant Migrant Seasonal Farmworker (MSFW) office, Employment Services of
Weld County (ESWC) employs a MSFW Outreach Advisor. This person frequently
conducts field visits to evaluate working conditions and to inform individuals of training
opportunities and supports available at ESWC. Additionally, the Business Services Unit
performs inspections for H -2A housing for Weld and Larimer Counties, allowing for
another way to communicate services available at the Workforce Centers.
The Upstate Planning Region has a time-honored relationship with the Immigrant and
Refugee Center of Northern Colorado (IRCNoCo), formerly Right to Read and the
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Global Refugee Center. Through that relationship, in 2021, IRCNoCo recruited ESWC
to assist with the development of a Workforce Toolkit to support the New Americans
Initiative through The Office of New Americans. The toolkit included operational support
based on information gathered from workforce audiences and best practices. A few key
topics include equitable access, digital literacy, education, and sustainability. In addition
to a partnership with IRCNoCo, Lutheran Family Services in Greeley provides refugee
and asylee programs, immigration legal services, and serves as the conduit for eligible
refugees receiving Colorado Works (Temporary Assistance for Needy Families)
benefits. Their Program Director is an appointed member of the WCWDB and a
previous employee of the Workforce Center. Both linkages are of the utmost importance
as ESWC strives to meet Priority Three of the Colorado Workforce Innovation and
Opportunity Act (WIOA) State Plan, to increase equitable economic opportunity for
individuals who experience barriers based on race, ethnicity, gender, ability, age, zip -
code, and socioeconomic status.
Coordination of Education and Workforce Investment
Activities
Provide a description of how the local board will coordinate education and
workforce investment activities carried out in the local area with relevant
secondary and postsecondary education programs and activities to coordinate
strategies, enhance services, and avoid duplication of services.
Employment Services of Weld County (ESWC) has a long-established history of
collaborative partnerships and efforts with the four (4) post -secondary institutions in
Northern Colorado: Aims Community College, Colorado State University, Front Range
Community College, and the University of Northern Colorado. Through advisory board
and alumni participation, One -Stop Center employees assist with the creation of career
pathways by helping develop training towards the county and region's in -demand
industries. Likewise, Aims Community College participates on the Weld County
Workforce Development Board (WCWDB) gathering information directly from employers
to take back to their colleagues.
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In recent years, ESWC's Work -Based Learning (WBL) Navigator maximized
relationships with Weld County School Districts through several initiatives, the largest
being the Northern Colorado Work -Based Learning Alliance. In conjunction with Larimer
County Economic and Workforce Development, ESWC convenes Weld County public
partners, which includes Weld County Pre -12 School Districts, Aims Community
College, the University of Northern Colorado, High Plains Library District, The Weld
Trust, Banner Health, Northern Homebuilders, Generation Schools Network, as well as
members from Sector Partnerships in Northern Colorado. The group meets monthly at
various locations in Northern Colorado, providing members a platform to highlight their
school or organization and share how they are implementing Work -Based Learning
activities in their organization. Work -Based Learning Alliance meeting topics revolve
around sector partnership events and regional offerings such as training programs,
scholarship programs, upcoming job fairs and hiring events, career and technical
education (CTE) program highlights, Workforce Center program offerings, and other
topics related to connecting students to career pathways. While not all school districts
attend every meeting, they receive the meeting minutes and ESWC's Work -Based
Learning email blast. Collaborating with the Weld County Public Information Office
(PIO), the WBL Navigator helped create the format, and each month provides the PIO
with upcoming events, internship and apprenticeship opportunities, and other Work -
Based Learning information to be published. The email blast is well received, and
ESWC regularly receives requests from people to be added to the distribution list. In
addition to participating in the WBL Alliance, several school districts participate on the
WCWDB Youth Committee. Through their engagement, they are informed of, and
invited to participate in, career events such as the highly successful annual Young Adult
Job Fair.
All schools have a designated Youth Employment & Training Navigator which allows
relationships to be built with one (1) solid contact rather than many. Each school
receives distribution of materials as appropriate to provide youth with opportunities to
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participate and connect with ESWC initiatives. Navigators can often be found in the
classroom providing resume and interviewing workshops.
Adult and Dislocated Worker Employment & Training
Activities
Provide a description and assessment of the type and availability of adult and
dislocated worker employment and training activities in the local area; in
particular identify how the local area will expand services to dislocated workers
utilizing all sources of formula and discretionary funds targeted to the dislocated
worker population.
During the Initial Application process for the Workforce Innovation and Opportunity Act
(WIOA) Adult and Dislocated Worker programs, Employment Services of Weld County
(ESWC) Navigators complete a cursory review of barriers to employment such as
offender, English Language Learner, cultural barriers, New American, and long-term
unemployed, to name a few. They also determine the highest level of education
attained, any current receipt of public assistance, and if there is a need for additional
support services.
Once the application is approved by a second reviewer, the Navigator will begin one-on-
one intensive case management. ESWC Navigators have been trained to utilize
information gathered by assessments and interviews with the participant to develop the
best plan to obtain unsubsidized, meaningful, and family (or self) sustaining
employment. This information is captured in the Comprehensive Assessment/Individual
Employment Plan. Navigators make referrals to any number of internal or external
resources to assist the participant in overcoming challenges or barriers to employment.
These include, but are not limited to, referring English as a Second Language Learners
to the Immigrant and Refugee Center of Northern Colorado (IRCNoCo); referring those
needing a High School Equivalency to Aims Community College and ESWC's
Assessment & Learning Center; referring individuals with disabilities to the Division of
Vocational Rehabilitation; or referring individuals to the Education Opportunity Center
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(EOC) for scholarship and financial aid information. Moreover, the ESWC Business
Services team has developed eleven (11) no -cost workshops for jobseekers in need of
assistance with their resume, interview skills, and identification of transferrable skills. A
few of the specialized workshops include HOPE: Helping Offenders Pursue
Employment, 50+ Workshops, and Abre el Camino a Tu Proximo Trabajo (Open the
Way to Your Next Job).
If the participants CA/IEP identifies that training is the best course of action, ESWC has
a variety of training activities available to make individuals more employable. Training
has occurred in such industries as health care, transportation, manufacturing, and so
on. Participants have taken the opportunity to attend local education providers, Aims
Community College and Front Range Community College, to earn certificates,
credentials, and post -secondary degrees. There are also several regional vocational
trainers that include truck driving schools, dental assisting academies, and
cybersecurity bootcamps. If a participant is not interested in continuing their education,
Work -Based Learning (Work Experience, On -the -Job Training, etc.) is another training
method available.
A strong initiative to expand services to Dislocated Workers is the automatic
qualification of individuals selected to participate in the Reemployment Services and
Eligibility Assessment (RESEA) program. Additional opportunities include rapid
response, trade adjustment, and displaced homemakers. Currently, ESWC has four (4)
funding streams specifically targeted at assisting Dislocated Workers.
Youth Workforce Investment Activities
Provide a description and assessment of the type and availability of youth
workforce investment activities in the local area, including activities for youth
who are individuals with disabilities, which description and assessment shall
include an identification of successful models of such youth workforce
investment activities; in addition, indicate how services to out -of -school youth
87
will be expanded and enhanced to incorporate additional work -based learning
opportunities.
Historically, Employment Services of Weld County (ESWC) has targeted 70% to 80% of
its Workforce Innovation and Opportunity Act (WIOA) enrollment and expenditures
towards out -of -school youth. This has consistently been achieved through extensive
community partnerships to include, but not limited to, local Truancy Liaisons, the 19th
Judicial District, Platte Valley Youth Services Center, Colorado Youth Detention
Continuum, Youth and Family Connections, Child Welfare, and area alternative High
School programs. In addition to the provision of services to disenfranchised youth
through WIOA Youth programs, ESWC continues to explore options for expanding
services and alternatives for youth who are involved in the social services or juvenile
justice systems using the Teamwork Innovation Growth Hope and Training (TIGHT)
Youth Corps model. TIGHT, facilitated under the Weld County Youth Conservation
Corps (WCYCC) umbrella, was intentionally designed to meet a specific community
need; to delay or eliminate the need for out of home placement. TIGHT members are
provided team -based learning experiences, and opportunities to develop job readiness
skills such as communication, pro -social behaviors, leadership, and responsibility.
Youth are simultaneously engaged with educational activities to promote a successful
re-entry into a traditional or non-traditional school setting or toward the obtainment of
their High School Equivalency.
Alternatively, some of ESWC's in -school services have been directly related to the
School to Work Alliance Program (SWAP), a collaboration with the Centennial Board of
Cooperative Education Services (CBOCES) and the Division of Vocational
Rehabilitation (DVR) created to assist young adult with mild to moderate disabilities.
Joining forces with local SWAP and Transitional Teachers, ESWC Youth Employment &
Training Navigators help provide career exploration, job seeking skills, job coaching,
and work experience opportunities. A recent example is partnering with Greeley -Evans
School District 6 and UCHealth, to issue supportive services to aid these individuals in
their journey in the Project SEARCH program, a full immersion in the hospital setting
created to provide firsthand work experience.
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In all instances, in- and out -of -school youth, ESWC dedicates a minimum of 20% of its
funding towards work experience. Academic and occupational education components
which may occur concurrently or sequentially with the work experience based on a
participant's Individual Service Strategy and individual needs, are required. The
academic and occupational education component may occur inside or outside the work
site, refers to contextual learning, and includes the information necessary to understand
and work in specific industries and/or occupations. The worksite employer can provide
the academic and occupational component, or such components may be provided
separately in the classroom or through other means such as High School Equivalency,
Occupational Skills training, or Dropout Prevention.
The Weld County Workforce Development Board and its Youth Committee commend
the ESWC Youth Employment & Training team. Their expertise is in high demand,
attracting staff from other local workforce areas who shadow their practices for
extended periods.
Coordination of Activities with Mandated Partners
Provide a description of how the local board will coordinate workforce investment
activities carried out under this title in the local area with the provision of adult
education and literacy activities under title ll in the local area, including a
description of how the local board will carry out, consistent with subparagraphs
(A) and (B)(i) of WIOA section 107(d)(11) and section 232, the review of local
applications submitted under title II.
A non -financial Memorandum of Understanding (MOU) is in place with Community
Educational Outreach (CEO), a 2020 - 2024 Adult Education and Family Literacy
(AEFLA) Grantee. CEO was established in 1991 and in Weld County is housed within
Intervention Community Correction Services (ICCS), a private, non-profit community
corrections agency. CEO is an appointed member of the Weld County Workforce
Development Board (WCWDB), bringing valuable insight to coordinate services for
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individuals with criminal barriers to employment. Employment Services of Weld County,
the One -Stop Operator, provides CEO/ICCS participants with resource room access,
workshops, career information and counseling, program eligibility and, when eligible,
work -based learning opportunities.
Aims Community College, Carl D. Perkins recipient, appointed WDB member and
former AEFLA grantee continues to offer adult education programs. Employment
Services of Weld County (ESWC) Navigators and Case Managers assess which
learning environment will work best for participants and, when warranted, refers
participants to High School Equivalency preparation, and English Language Learning at
Aims' Greeley campus. Students have the option to study in person in Aims' Adult
Learning Lab, can participate remotely, or a combination of both. The programs are not
traditional so students can work at their own pace and engage with instructors as
needed. A financial MOU is in place with Aims, contributing to the infrastructure of the
One -Stop Center. Additionally, the WCWDB reviews Aims' Carl Perkins Plan prior to its
submittal, providing any recommendations, and voting to provide their support via
ESWC Workforce Director signature.
Coordination of Activities and Supportive Services
Provide a description of how the local board will coordinate workforce investment
activities carried out under this title in the local area with the provision of
transportation, including public transportation, and other appropriate supportive
services in the local area.
The Weld County Workforce Development Board (WCWDB) has adopted a WIOA
(Workforce Innovation and Opportunity Act) Title I Supportive Services policy to certify
resource and service coordination in the local area. The policy also assures that
services are provided on a consistent and equitable basis for eligible participants in Title
I WIOA programs, the provision of Supportive Services must be consistent with WIOA
§680.900 (a - I) and §680.910 (a) (1-2) and (b) and be designed to assist eligible
individuals in obtaining or retaining employment and/or to participate in career or
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training services and where individuals are unable to obtain such services through other
programs or means.
The WCWDB has chosen to place caps on the amount of funds that can be provided for
supportive services, but Navigators can submit a request to the Employment Services of
Weld County (One -Stop Operator) Workforce Director for review and approval to
exceed the cap. A few supportive services available in the local area include,
transportation assistance, reasonable accommodations for individuals with disabilities,
legal aid services, medical expenses related to employment or training, assistance with
uniforms or other work attire, and digital literacy services, electronic devices, and
broadband services.
During Program Year 2022, the WCWDB reviewed and approved ESWC's
recommendation to work with their Colorado Department of Labor and Employment
(CDLE) Liaison to update the supportive services policy based on ESWC's experience
utilizing Colorado House Bill 21-1264 Reskill, Upskill, Next -Skill (RUN) funding. Prior to
action, students enrolled at the University of Northern Colorado (UNC), specifically in
the education and nursing programs, were required to participate in unpaid student
teaching and clinical internships to complete their degree. Most of the students were
unable to work in paid labor opportunities on top of their internships and studies, which
results in accruing additional debt. By utilizing RUN funding, ESWC was able to
circumvent this issue and provide the students with an educational award. With
approval from the United States Department of Labor (USDOL) and CDLE, the
WCWDB's Supportive Service policy now authorizes the use of WIOA funding to meet
the above intentions; however, the parameters are strict:
To graduate from a post -secondary institution, schools may require students to
participate in an unpaid hands-on learning component. Post -secondary
institutions and worksites have long-standing agreements for a set amount of
unpaid hands-on learning based on the industry, so to circumvent additional
barriers, WIOA-eligible students may receive an educational scholarship. The
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scholarship is 110% of the Colorado minimum wage for no more than 280 hours
of unpaid hands-on learning. Not all WIOA-eligible students will utilize all 280
hours due to varying requirements set by the institution's program. Additionally, a
comprehensive assessment is required to determine the WIOA-eligible student's
monthly income and expenses to support the need for this supportive service.
WIOA-eligible students must be:
1. referred by a Northern Colorado post -secondary institution;
2. enrolled in an educational component related to Healthcare and Social
Assistance (NAICS 62), Educational Services (NAICS 61), or Public
Administration, specifically Justice, Public Order, and Safety Activities (92-
21);
3. on track to graduate within twelve (12) months, which must be
documented by grade reports or transcripts; and
4. willing to attest that they are currently unemployed or unable to work full-
time due to their post -secondary education. Attestation occurs at the
signing of the initial application, individual service strategy, or
comprehensive assessment/individual employment plan.
To receive the educational scholarship, the WIOA-eligible student, worksite, or
institution must provide verification of completed hours bi-weekly or monthly. The
use of this supportive service requires written approval from the Workforce
Director.
Measuring system change and performance such as the educational scholarship is a
top priority of the WCWDB and aligns with Priority Two of the Colorado WIOA State
Plan which reinforces the necessity of building an evidence base to direct funding into
programs that are successful and make a tangible impact for individuals.
92
Strategies and Services — Wagner Peyser Act
Provide a description of plans and strategies for, and assurances concerning,
maximizing coordination of services provided by the State employment service
under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the
local area through the one -stop delivery system, to improve service delivery and
avoid duplication of services.
Employment Services of Weld County (ESWC) began providing Employment Services
in 1979, under the Wagner-Peyser Act of 1933, to area residents and employers. In
1989, Colorado was granted Wagner-Peyser demonstration state status as a result of a
Weld County welfare demonstration grant. Weld County's innovation began Colorado's
process of transitioning staff from state merit staff to primarily local merit staff. It wasn't
until 2014, with the second amendment to the Wagner-Peyser Act under WIOA, that it
became a requirement for Wagner-Peyser staff to be co -located into American Job
Centers nationwide, so Colorado had a lead compared to most of the Nation.
On November 24, 2023, the United States Department of Labor (USDOL) released a
final rule allowing Colorado to continue administering ES services (Wagner Peyser)
using an alternative staffing model of local control. The federal waiver allowing local
delivery of Wagner-Peyser job seeker and business services has helped Colorado
create a powerful and effective workforce development infrastructure that works closely
with educators, economic developers, chambers of commerce, and other stakeholders
in business competitiveness in our state.
At ESWC, Career Resource and Business Services staff serve as the front line for
individuals and employers seeking assistance. Through an in-depth initial assessment,
Career Resource staff members refer participants to other programs within the One -
Stop delivery system, including mandated One -Stop partners. This service strategy has
been in place since ESWC began providing these services over 45 years ago and has
assured services are coordinated with other programs, and that there is not a
duplication of effort between programs. Additionally, ESWC's participation in
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Unemployment Initiatives and the diligence in serving the Unemployment Insurance
Benefits (UIB) population serves as another example of how strategies and services are
currently being used to support the local workforce development system. Weld has
administered a variety of programs such as Extended Unemployment Compensation
(EUC), LINKS and most recently, Reemployment Services and Eligibility Assessment
(RESEA). When the coronavirus pandemic created high unemployment rates, ESWC
stepped in to assist the UI recipients and CDLE with answering more than 19,000
phone calls and assisting over 4,000 people with in-depth benefit issues. It is important
to note that ESWC re -opened their resource room in May 2020, for in -person services
to assist with technology needs surrounding UIB. Claimants traveled from all over the
State to receive this assistance as well as in -person workshops since some did not
have access to broadband, a computer, or had limited computer skills.
Another reason to continue supporting UI locally is that the labor market has softened a
bit in Colorado statewide, as can be seen in the below combination chart. We see that
new unemployment claims into February of 2024 are up very slightly, but continued
claims show a steeper upward trend. This suggests that companies are working to keep
the workers they have but are more hesitant to hire new people. Many employers are
investing capital in automation to leverage human productivity. For workforce centers
along Colorado's urban front range, which includes Weld County, this has generally
meant an increase in foot traffic.
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Initial and Continued Unemployment Claims by Week, Colorado
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On the flip side of the Wagner Peyser Act, Business Services staff connect employers
to job seekers, most notably through job postings, job fairs, and hiring events. One way
the Business Services team ensures there is no duplication of services is through
Worked -Based Learning such as Work Experience and On -the -Job Training placement.
Having thorough work site agreements, to include the number of hours and wage, the
team can track which employers are using the service to support the community versus
those who try to supplement a position by only using our work experience program.
Disbursement of Funding
Identify the administrator/administrative entity responsible for the disbursal of
Title I and Ill funds in the local area, as determined by the chief elected official or
the Governor, and the fiscal agent if different.
The administrative entity/fiscal agent responsible for the disbursal of Workforce
Innovation and Opportunity Act (WIOA) Title I and Title III funds is the Weld County
Board of County Commissioners, through the support of the Weld County Department
of Human Services.
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Sub -Grants and Contracts
A description of the competitive process to be used to award the sub -grants and
contracts in the local area for activities carried out under this title.
The Weld County Board of County Commissioners (BOCC) does not intend to award
sub -grants or contracts for any activities carried out under the Workforce Innovation and
Opportunity Act Title I and Title III Rather, the Weld County Workforce Development
Board (WCWDB) will, in conjunction with the BOCC, select a One -Stop Operator
through a competitive process at least once every four (4) years The WCWDB utilizes
the Weld County procurement policies and procedures and the principles of competitive
procurement in the selection of the One -Stop Operator Adequate firewalls are in place
during the competitive process to ensure that there is no conflict of interest between the
current One -Stop Operator's functions and other duties
Levels of Performance and Accountability Measures
Provide a description of the local levels of performance negotiated with the
Governor and chief elected official pursuant to WIOA section 116(c), to be used to
measure the performance of the local area and to be used by the local board for
measuring the performance of the local fiscal agent (where appropriate), eligible
providers under subtitle B, and the one -stop delivery system, in the local area.
Workforce Innovation and Opportunity Act (WIOA) section 116 establishes performance
accountability indicators and performance reporting requirements to assess the
effectiveness of States and local areas in achieving positive outcomes for individuals
served by the workforce development system's six (6) core programs Employment
Services of Weld County (ESWC) is directly responsible for the administration of the
Adult, Dislocated Worker, and Youth programs, authorized under WIOA Title I and
administered by the United States Department of Labor (USDOL), and the Employment
Service program authorized under the Wagner-Peyser Act, as amended by WIOA Title
III, and administered by DOL
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Pursuant to WIOA section 116(c), prior to negotiating local levels of performance and
thresholds for local success and failure, the Colorado Department of Labor and
Employment (CDLE) applies a Statistical Adjustment Model (SAM) to estimate levels of
performance for WIOA Titles I and III for a two (2) year period. The results offer data
and estimates to inform the local negotiation process. Following the conclusion of each
individual Program Year, the state uses the local area statistical model to calculate
adjustment factors for each indicator and apply that adjustment factor to the negotiated
levels of local area performance to get adjusted target levels of local performance. The
state then assesses local area performance by comparing actual results attained to the
adjusted local area target levels.
As a result of the most recent negotiations, ESWC's Title I and Title III performance
standards for Program Years 2023 and 2024 are as follows:
Program
Performance Measure Description
Performance
Goal
Adult
Employment Rate — 2nd Quarter After Exit
75.00%
Employment Rate — 4th Quarter After Exit
70.00%
Median Earnings — 2nd Quarter After Exit
$6,900
Credential Attainment
80.00%
Measurable Skill Gains
63.50%
Dislocated Worker
Employment Rate — 2nd Quarter After Exit
74.00%
Employment Rate — 4th Quarter After Exit
78.00%
Median Earnings — 2nd Quarter After Exit
$8,500
Credential Attainment
70.00%
Measurable Skill Gains
65.00%
Youth
Employment Rate — 2"d Quarter After Exit
70.00%
Employment Rate — 4th Quarter After Exit
69.50%
Median Earnings — 2"d Quarter After Exit
$3,900
Credential Attainment
64.00%
Measurable Skill Gains
59.00%
Wagner-Peyser
Employment Rate — 2nd Quarter After Exit
57.00%
Employment Rate — 4th Quarter After Exit
65.00%
Median Earnings — 2nd Quarter After Exit
$5,600
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On February 23, 2024, the DOL, Employment & Training Administration, published final
rule defining WIOA's sixth performance indicator, effectiveness in serving employers, as
retention with the same employer. This performance indicator is the percentage of
participants in unsubsidized employment during the second quarter after exit from the
program who were employed by the same employer in the second and fourth quarters
after exit. Weld County anticipates conversations with CDLE to determine performance
goals going into Program Year 2024.
High -Performing Board Designation
Provide a description of the actions the local board will take, if any, toward
achieving the High Performing Board designation as outlined in the Colorado
High Performing Local Workforce Development Board Rubric (PGL GRT-2019-01,
Attachment 3).
The Weld County Workforce Development Board (WCWDB) has been designated as a
high performing board for six (6) consecutive program years (PY 2017 - PY 2022). To
ensure the WCWDB continues its exceptional performance, the Board will be made up
of diverse and knowledgeable community members who actively participate in board
meetings and activities supporting the local workforce system. Additionally, appointed
members will serve as liaisons between the community and the One -Stop Operator
(Employment Services of Weld County (ESWC)) and will utilize data driven business led
meetings to make certain goals and strategic priorities are accomplished.
The majority of these key performance indicators will be captured in a Microsoft Excel
workbook which will:
• Confirm that 100% of appointed members have attended Board orientation,
which revolves around Workforce Innovation and Opportunity Act (WIOA) core
programs.
WCWDB support staff will maintain the signed agreement acknowledging the
appointed member's attendance and knowledge.
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• Capture the makeup of the board, demonstrating that the majority of key (in -
demand) industries are represented on the board.
• Identify 50% of appointed members have attended or supported one (1) talent
development system program activity, outside of a board meeting, in the program
year.
• Identify 80% of appointed members met the attendance requirements in the
WCWDB Bylaws, and 50% met the requirement with the use of a proxy.
• Identify 50% of appointed members attended a community event while
representing the WCWDB.
Additional narrative will be submitted demonstrating ways the WCWDB uses data to
drive its strategic plan forward, how data is shared to inform community partners, and
measuring impacts of its strategic plan. The WCWDB may also provide a narrative
demonstrating impact on 75% of their strategic priorities or how appointed board
members went above and beyond accomplishing the strategic priorities through the
submission of a Best Practice Form.
Evidence -Based Decision -Making
Use of evidence in decision making and program implementation
Colorado is focused on enhancing its use of evidence to inform workforce
development strategies and to influence the design and execution of initiatives.
By measuring progress and the results of implementation, the state overall and
each local area will be able to collect data that can move our work along an
evidence continuum. When we refer to an `evidence -based' program or strategy,
it is helpful to have a shared definition. Evidence of effectiveness exists on a
spectrum, including:
a. Strong evidence: meaning at least two evaluation reports have demonstrated
that an intervention or strategy has been tested nationally, regionally, at the
state- level, or with different populations or locations in the same local area
using a well -designed and well -implemented experimental design evaluation
(i.e., Randomized Controlled Trial (RCT)) or a quasi -experimental design
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evaluation (QED) with statistically matched comparison (i.e., counterfactual)
and treatment groups. See CLEAR.dol._gov for full definitions of strong or
moderate study design. The overall pattern of evaluation findings must be
consistently positive on one or more key workforce outcomes. The
evaluations should be conducted by an independent entity external to the
organization implementing the intervention.
b. Moderate evidence: meaning at least one evaluation report has demonstrated
that an intervention or strategy has been tested using a well -designed and
well -implemented experimental or quasi -experimental design showing
evidence of effectiveness on one or more key workforce outcomes. The
evaluations should be conducted by an independent entity external to the
organization implementing the intervention.
c. Preliminary evidence: meaning at least one evaluation report has
demonstrated that an intervention or strategy has been tested using a well -
designed and well -implemented pre/post-assessment without a comparison
group or a post -assessment comparison between intervention and
comparison groups showing evidence of effectiveness on one or more key
workforce outcomes. The evaluation may be conducted either internally or
externally.
d. Pre -preliminary evidence: meaning there is program performance data for the
intervention showing improvements for one or more key workforce outputs or
outcomes.
For interventions at each tier of evidence, it is important to leverage
administrative data analysis or increasingly rigorous evaluation to build new
evidence, improve programs and participant outcomes, and progress to the next
tier.
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Please describe which level of evidence applies to the overall approach of your
local area in implementing programs. If any specific programs have a higher use
of evidence than your programs overall, please highlight those programs.
Additionally, would your local area be interested in receiving technical assistance
on the application of evidence -based practices to workforce development?
The Weld County Workforce Development Board (WCWDB) has historically utilized pre -
preliminary evidence in the form of a quarterly dashboard to review the performance of
Employment Services of Weld County (ESWC), the One -Stop Operator. The dashboard
captures Weld County's Unemployment Rate for the last six (6) months (not seasonally
adjusted) as well as one (1) year from the quarter. The County rate is then compared to
that of the State of Colorado. Goals and actuals for program expenditures, program
enrollments, Work -Based Learning placements, targeted population outcomes, job
postings, total employers served, and customized recruitment events, are also tracked.
Core Indicators of Performance are also monitored to ensure all Federal goals are met
or exceeded.
Through participation in the Colorado Workforce Intelligence Data Expert (WIDE)
Workgroup and the Statewide Evaluation Initiative with Northern Illinois University (NIU),
ESWC conducted a quantitative and qualitative analysis. The data included
demographics, pre -enrollment characteristics, Workforce Innovation and Opportunity
Act (WIOA) participant barriers, services participants received, service providers, and
outcome. Additionally, ESWC's data expert held staff focus groups, conducted one -on -
ones, and utilized customer satisfaction surveys to complete the reports. This
preliminary to moderate evidence demonstrated that ESWC is using well -designed and
well -implemented strategies.
Public Comment
Describe the process used by the local board, consistent with subsection (d), to
provide an opportunity for public comment, including comment by
representatives of businesses and comment by representatives of labor
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organizations, and input into the development of the local plan, prior to
submission of the plan.
An opportunity for public comment is provided to representatives of businesses, labor
organizations, community -based organizations, and citizens, through a 30 -day public
comment period. This notification is published in the local newspaper, The Greeley
Tribune, and on the Colorado Workforce Development Council's website (the
newspaper publisher's affidavit is available upon request). Both notifications direct
readers to the Weld County Workforce Development Board (WCWDB) web page to
view and download the combined draft plan.
Opportunities for input during the public comment period include submitting comments
to the Workforce Deputy Director via email and through discussion at the March and
May WCWDB meetings. After the 30 -day deadline for commentary, responses received
are taken into consideration and, if significant changes need to be made, the WCWDB
Executive Committee convenes.
The public comment period for the combined PY24 — 27 Upstate Regional/Weld County
Local Plan began on Wednesday, April 3, 2024, and was available for comment through
Friday, May 3, 2024, at 11:59 pm. The Workforce Deputy Director did not receive any
public comments. Internal recommendations were made to incorporate an Introduction
and to update and include the PY20 — 24 Regional/Local Plan Appendix A. These
significant changes were approved by the WCWDB Executive Committee. The final plan
was approved for submission during the May 14, 2024, WCWDB meeting.
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Appendix A
1979 — Employment Services of Weld County (ESWC)
An employment and training system responsive to the citizens of the county, building
partnerships and utilizing a one -stop location for major employment and training
program, job seekers and employers through a single delivery system operated under
local control of the Board of Weld County Commissioners (BOCC) and the Weld County
Private Industry Council (PIC).
• Partners: Weld County Department of Social Services, Colorado Department of
Labor
• Funding: Comprehensive Employment and Training Act (CETA), Wagner-
Peyser/Job Service, Employment Opportunities Pilot Project
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1979 — Weld County Private Industry Council (PIC)
Established before it was a requirement under the Job Training Partnership Act of 1982
(JTPA), the PIC provided service delivery guidance to ESWC.
• Partners: Local Elected Officials, local employers, Adult Education, additional
community partners
• Funding: CETA
1997 — One Stop Center Design
Weld County provided significant input and structure to Colorado House Bill (HB) 97-
1281, "an Act Concerning the Establishment of a Statewide Network of OneStop Career
Centers to Consolidate Work Force Development Programs".
• Partners: BOCC, PIC, Colorado Workforce Coordinating Council, Governor's Job
Training Office, Office of Rural Job Training, Colorado Department of Labor
• Funding: One Stop Career Planning
1999 — Youth Crime Prevention Initiative (YCPI)/Tony Grampsas Youth Services
(TGYS)
Targeted services to disenfranchised youth, specifically adjudicated youth (leading to
the development of the TIGHT Youth Corps — Teamwork, Innovation, Growth, Hope,
and Training).
• Partners: Local communities, State historical entities, Colorado Works
(Temporary Assistance for Needy Families (TANF)), JTPA, Workforce
Investment Act of 1998 (WIA), Human Services Child Protection
• Funding: YCPI/TGYS, JTPA/WIA, Colorado Works
2001 — After School Learning Project/Latch Key Pilot Program
Developed to positively engage young adolescents in meaningful learning and service
activities while their parent(s) are at work.
• Partners: Local school districts, Aims Community College (Aims)
• Funding: JTPA/WIA In -Kind Contributions, School to Career
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2003 — Nuclear Radiology Technician Certification
A program to meet an identified need of the community's health care workers.
• Partners: Aims, North Colorado Medical Center (NCMC), Poudre Valley
Hospital, Weld County Workforce Investment Board (WIB)
• Funding: WIA, competitive grant from the Colorado Workforce Development
Council (CWDC)
2003 — Gee Whiz Health Camp
Provided youth exposure to health careers and the types and variety of occupations
involved
• Partners: Aims, NCMC, the University of Northern Colorado, Bonell Good
Samaritan Center, Medline, Greeley Fire
• Funding: WIA, Colorado Works
• Honors: Colorado Department of Labor Promising Practice Award (2006) and
National Recognition
2004 — TIGHT Youth Corps
A program engaging adjudicated at -risk youth in valuable service projects that benefit
the community; educational components designed to improve the members' functioning
levels in reading and math and prepare them to re-enter school or obtain their GED; and
life skill development activities to prepare them for life after their Corps experience.
• Partners: Weld County Social Services, Island Grove Regional Treatment
Center, North Range Behavioral Health (NRBH), Weld County Health
Department, 19th Judicial District Probation Department
• Funding: WIA In -Kind Contributions (later supported by the Workforce Innovation
and Opportunity Act (WIOA)), Colorado Works, Weld County CORE Services
• Honor: Colorado Department of Labor Promising Practice Award (2007)
2004 — Expansion of Certified Nursing Assistance (CNA) Programs
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Aimed to increase the capacity to train entry level workers to meet identified
needs/shortages and provide for opportunities for career advancement, which resulted
in the expansion of available courses and eventually in the development and
construction of the Allied Health Sciences building at Aims Community College.
• Partners: Aims, Colorado Works
• Funding: Colorado Works
2006 — Pillars for Successful Independence (PSI)
Engaged 14 -15 -year -olds in kinship or foster care in four skill building areas: Life Skills,
Social Skills, Education, and Employment to prepare them for independence or
emancipation and prepare eligible youth for Chafee services.
• Partners: Weld Social Services
• Funding: Colorado Works
• Honor: Colorado Department of Labor Promising Practice Award (2009)
2006 — Multi -Disciplinary Youth Assessment Team
Designed to provide a continuum of collaborative services for Weld County at -risk youth
through a pro -active approach.
Partners: Weld Social Services, Island Grove Regional Treatment Center; NRBH,
Weld County Health Department, Greeley -Evans School District 6, St. Vrain
School District (SWSD), Centennial Board of Cooperative Educational Services
(BOCES), 19th Judicial District Probation Department, Life Bridge
Funding: Colorado Works, Weld County CORE Services, WIA Youth In -Kind
Contributions
Honor: Colorado Department of Labor Promising Practice Award (2006)
2007 — Workforce Innovation in Regional Economic Development (WIRED)
Focused services and developed training specific to the needs of employers in the
energy and sustainable energy sectors. Eventually led to the development of a prep
academy and four (4) distinct credentials and an Associate degree in industrial
manufacturing
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• Partners: Aims, Greeley -Evans School District 6, Weld RE -8 School District,
Boulder and Adams County Workforce Regions, Brighton United Power,
Energy Logic, Xcel Energy, Workforce Board of Metro Denver
• Funding: WIRED Collaborative National Grant
2007 — Colorado Works Summer Youth Employment
Designed to benefit Colorado Works (TANF) low-income families by having their
children in a positive summer program while the parent(s) are in a Colorado Works work
activity or beginning unsubsidized employment.
• Partners: Weld Social Services, multiple local area community work sites
• Funding: Colorado Works
• Honors: Colorado Department of Labor Promising Practice Award (2007)
2009 — HIRE Colorado
Supported the creation of new jobs and provided paid work experiences for
economically disadvantaged job seekers (Colorado Works and Unemployment
Insurance recipients).
• Partners: Colorado Department of Labor, Colorado Department of Human
Services (CDHS), multiple local agencies and community employers
• Funding: Colorado Works, WIA
2011 — H-1 B
Focused services and training towards incumbent workers in the manufacturing and
advanced manufacturing industry sectors.
• Partners: Upstate Colorado Economic Development, Brighton Economic
Development, multiple employers
• Funding: H-1 B
2011 — Sustainable Manufacturing Sector Initiative
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Focused services and training towards manufacturing/advanced manufacturing industry
sector's needs. Upstate Colorado and Brighton Economic Development were co -
conveners for this initiative.
• Partners: Upstate Colorado, Brighton Economic Development, manufacturing
sector employers, Aims, Front Range Community College (FRCC),
Manufacturer's Edge (CAMT), Adams County Workforce Region
• Funding: State Funding for Sector Initiatives
2014 — Federal Disaster National Emergency Grant (NEG)
In response to the September 2013 flood, ESWC provided temporary subsidized job
placements for the cleanup, demolition, repair, renovation, and reconstruction of
destroyed public structures, facilities, and lands within Federal Emergency Management
Agency designated disaster areas.
Partners: City of Evans, City of Greeley, Town of Johnstown, Town of Milliken,
Town of Kersey, United Way of Weld County (UWWC), Catholic Charities, City of
Evans Community Outreach Center, Weld County Youth Conservation Corps
(WCYCC), Greeley -Evans School District 6, Weld Food Bank
Funding: Federal National Emergency Grant (Disaster Relief)
2014 — Northeastern Colorado Collaborative of Counties
Provided job skills training, case management services, English as a Second Language
(ESL) and other hard and soft skills training to the residents of counties in Northeastern
Colorado region.
• Partners: County Departments of Human Services in Cheyenne, Kit Carson,
Logan, Morgan, Phillips, Sedgwick, Washington, Weld, and Yuma
• Funding: Colorado Works, Community Services Block Grant (CSBG)
2015 - Sector Partnership National Emergency Grant (SP-NEG)
Supported two (2) of our identified in -demand industries (Manufacturing and
Transportation). Served employers by developing a strong qualified workforce in these
industries. Employers also had an opportunity to voice their needs and concerns by
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participating on a SP-NEG Leadership Team. The team worked towards facilitating
regional discussions with employers, workforce, and public partners.
• Partners: City of Evans, City of Greeley, Town of Johnstown, Town of Milliken,
UWWC
• Funding: Federal National Emergency Grant
2015 — Achieving Community Excellence (ACE)
Provided paid summer internships for youth. ESWC services include resume
preparation, interview skills, access to the Work Readiness Credential (WRC) and
additional employment related services.
• Partners: City of Greeley, Greeley -Evans School District 6
• Funding: State Farm, host businesses
2016 — Reemployment Services and Eligibility Assessment (RESEA)
Orients Unemployment Insurance (UI) recipients to workforce services, quickly
reemploying these participants through early intervention strategies, reducing the
average duration that participants collect UI benefits.
• Partners: Colorado Department of Labor and Employment (CDLE) Division of
Unemployment Insurance
• Funding: United States Department of Labor, Employment and Training
Administration
2016 — Regional Advisory Discussion (RAD)
Initiated and co -hosted by ESWC, RAD brings together employers, workforce,
educators, and public partners in one moderated discussion about the skills gaps which
employers face. The RAD is a 'highest and best use' approach to the time of employers
addressing common issues in one collaborative meeting.
• Partners: NoCo Manufacturing Sector Partnership, multiple manufacturing
employers, Aims, FRCC, Larimer/Boulder/Weld County Schools, ESWC and
Larimer County Economic and Workforce Development (LCEWD)
• Funding: NoCo Manufacturing Sector Partnership, SP-NEG
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2017 - Sterile Processing Technician Certification Program
Providing the skills and certification required for Sterile Processing Technicians to clean,
process, and sterilize surgical instrumentation and obtain a working knowledge of
surgical instrumentation, infectious processes, and sterilization techniques.
• Partners: Aims Community College Surgical Advisory Committee, Banner
Health, Weld County
• Funding: WIOA, Colorado Works, or Employment First (pending participant
eligibility)
2017 — Weld Works 4 Youth Employment Program
Empowering qualified youth with a paid summer job through a 2Gen approach, this
program helps them build employment skills while strengthening their families
financially.
• Partners: Weld County Department of Human Services (WCDHS)
• Funding: Colorado Works
2018 — Pillars for Successful Independence Reintegration
Engages Foster/Kinship Youth between the ages of 13.5 and 15 -year -olds to enhance
four (4) skill building areas: Life Skills, Social Skills, Education, and Employment to
prepare them for independence or emancipation. This approach allows Chafee to build
upon a solid foundation of skills to better prepare Foster/Kinship Youth for adulthood.
• Partners: WCDHS Division of Child Welfare
• Funding: Colorado Works
2018 — Subsidized Training and Employment Program (STEP)
Provides work -based learning (WBL) opportunities for Colorado Works (TANF)
recipients. Employers provide opportunities to build experience, expand employment
skills and may hire participants into permanent employment.
• Partners: Colorado Works, CDHS, CDLE
• Funding: Colorado Works
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2018 — Realizing Economic Advancement through Caring Homes (REACH)
Provides training, technical assistance, quality improvement, reimbursement and
ongoing support for Child Care Providers in Weld County. The program includes the
recruitment of new providers to address the Child Care Desert and increase
opportunities for employment in the county.
• Partners: UVWVC, NRBH, Weld County Department of Public Health and
Environment
• Funding: Colorado Child Care Assistance Program (CCCAP)
2019 — Weld and Larimer Regional Workforce Development Board Meeting
Proactively collaborating to address workforce issues impacting both counties, such as
the skills gap and talent shortage.
• Funding: Contributions from ESWC and LCEWD
2019 — Resources for Independence, Success, and Employment (RISE)
In response to Colorado HB18-1319 this program was developed to provide young
adults 18 through 21 years -old, formally in foster care, to work one-on-one with a youth
programs case manager to establish goals and work towards successful independent
living.
• Partners: WCDHS
• Funding: WIOA Youth (pending eligibility)
2019 — Chafee Foster Care Independence Program (CFCIP)
Expanding its reach to serve young adults who are in foster care placement or after
care, the program was transitioned from Child Welfare to ESWC. The program provides
independent living skills through fun and engaging workshops, socialization activities
and one-on-one meetings under the direction of a Life Skills Navigator. In addition,
young adults identify and pursue personal and independent living goals.
• Partners: WCDHS Division of Child Welfare
• Funding: Chafee, Weld County CORE Services, CSBG
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2019 — Northern Colorado Regional Economic Development Initiative (NoCo REDI)
Through a Memorandum of Understanding (MOU), the Board of County Commissioners
from Weld and Larimer Counties formally recognized NoCo REDI as a partnership.
Industry outreach efforts focus on the collective strength and shared industry clusters of
Northern Colorado and are coordinated amongst partners. Promoting Northern
Colorado as a desirable region for new and expanding firms and their necessary
workforce, telling a more compelling story to yield better outcomes for companies.
• Partners: Upstate Colorado, ESWC, LCEWD, economic development entities
located in both counties
• Funding: In -Kind Contributions from all participating entities
2019 — Child Care Eligibility
Child Care Eligibility administration moved under ESWC to complete the alignment of all
CCCAP programs. Investing in childcare solutions through Workforce is strengthening
Weld County's economic self-sufficiency, enabling parents to gain meaningful
employment.
• Funding: CCCAP
2019 — Weld Project Salute
Expands services to eligible Veterans, and their families, to address specific needs such
as transportation, housing, food, personal care items and mental health needs.
• Partners: Northern Colorado Veterans Resource Center
• Funding: Colorado HB18-1343 Veteran's Service -to -Career Program (VSCP)
2020 — COResponds
Provided disaster -relief and humanitarian assistance employment for individuals whose
jobs were impacted by the Coronavirus Pandemic (COVID-19).
• Partners: Jefferson County
• Funding: Federal National Emergency Grant (Recovery)
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2020 — RecoverCO
Provided career services to Dislocated Workers including work -based learning, training,
supportive services and needs related payments.
• Partners: Jefferson County
• Funding: Federal National Emergency Grant (Recovery)
2020 — Weld CARES 4 Youth Workers Program
Comparable to Weld Works 4 Youth, the Weld CARES 4 Youth Workers program was
created in response to COVID-19 to place youth affected by the pandemic into work
experiences.
• Partners: WCDHS
• Funding: Coronavirus Aid, Relief, and Economic Security (CARES) Act
2021 — Technology Employment in Colorado Partnership 2.0 (TEC-P 2.0)
Assists individuals to prepare for the workforce for middle -to high -skilled occupations
within key sectors including Information Technology, Manufacturing, and Transportation.
• Partners: Denver Economic Development and Opportunity
• Funding: H-1 B One Workforce Grant
2021 — Improved Payments and Child Success (IMPACS) Program
This pilot program assisted eligible parents paying child support, and their families, to
overcome and minimize barriers to employment through supportive services and
individualized case management. After the pilot, this became an internal initiative with
Child Support (Partnerships for Employment).
• Partners: WCDHS Division of Child Support Services, Colorado Works, Center
for Policy Research
• Funding: Colorado Works (later utilizing In -Kind Contributions)
2021 — Migrant Services Expansion to Larimer County
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An agreement to complete Foreign Labor Certification (FLC) services (and when
possible, assist Migrant Seasonal Farmworkers (MSFWs)), on behalf of Larimer County
Economic and Workforce Development.
• Partners: LCEWD
• Funding: United States Department of Labor State Unemployment Insurance and
Employment Service Operations (SUIESO), National Farmworker Jobs Program
(NFJP), Wagner-Peyser
2021 — Workforce Innovation
Sub -awarded to build in -demand skills, connect workers and learners to quality jobs,
and drive employer engagement in talent development.
Partners: Colorado BioScience Institute and St. Vrain Valley School District,
Immigrant and Refugee Center of Northern Colorado, Northern Colorado
Veterans Resource Center
Funding: Colorado HB21-1264 (American Rescue Plan Act of 2021 (ARPA))
2021 — Reskill, Upskill, Next -Skill (RUN) Program
An opportunity to train unemployed and underemployed Coloradans during a time of
substantial unemployment (COVID-19 Pandemic) so individuals may obtain the skills
required to become gainfully employed.
• Partners: CWDC
• Funding: Colorado HB21-1264 (ARPA)
2021 — Better Together
Created to build on ESWC's programs by gaining a stronger perspective from both
employers and young people looking for work. Round table discussions are comprised
of youth representatives and employers where they can share their perspective around
barriers for employment and workforce opportunities.
• Partners: WCWDB Youth Committee
• Funding: WIOA Youth In -Kind Contributions
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2022 — Peace Officer Academy Initiative
Addressing Colorado's police shortages as officers are regularly departing due to
alternative employment opportunities, law enforcement legislation, and retirement.
• Partners: Aims
• Funding: WIOA and Colorado HB21-1264 Reskill, Upskill, Next -Skill
2022 — Innovation, Diversity, and Equity in Apprenticeship (IDEA) program
Apprenticeship system expansion to support the development, modernization, and
diversification of Registered Apprenticeship programs (RAPs), particularly as a support
for state reemployment and recovery efforts.
• Partners: Arapahoe/Douglas Works! Workforce Center
• Funding: State Apprenticeship Expansion, Equity, and Innovation Grant
2022 — Career Coaching Navigator
Provides high quality coaching services, engaging in coaching that is culturally relevant
and effectively serves the needs of Coloradans, especially underserved target
populations such as New Americans, Black, Indigenous, and People of Color (BIPOC),
individuals without college degrees or with some college and no degree (comebackers),
the formerly incarcerated, those displaced from work by COVID-19, and individuals who
are age 55+ and older who are looking for career guidance.
• Partners: CDLE, CWDC
• Funding: Colorado HB21-1264 (ARPA)
2022 - WIOA Evaluation
Conducting evaluations to "promote, establish, implement, and utilize methods for
continuously improving core program activities in order to achieve high-level
performance within, and high-level outcomes from, the workforce development system."
• Partners: Northern Illinois University
• Funding: Dislocated Worker 10%
2022 — Northern Colorado Regional Workforce Development Partnership (MOU)
115
The Board of County Commissioners of Weld and Larimer formally acknowledged the
significant benefits from collaboration on workforce development activities. When
services are aligned and marketed jointly, a stronger case is made to businesses and
talent to stay and grow in Northern Colorado (NoCo).
• Funding: In -Kind Contributions from each entity
2022 — Disability Program Navigator
Serves as a disability subject matter expert (SME) and possess the skill sets needed to
help individuals with disabilities navigate the various federal programs and access all
disability -related and workforce services to gain meaningful employment.
• Partners: CDLE Division of Employment and Training's Workforce Development
Programs, CDLE Division of Vocational Rehabilitation (DVR)
• Funding: United States Department of Education, Weld County In -Kind match
2023 - NoCo Works
Stemming from the Northern Colorado Regional Workforce Development Partnership,
NoCo Works' mission is to create an effective, efficient, and aligned talent and
workforce ecosystem for NoCo that can show measurable results. This regional
coalition fosters an inclusive and economically healthy community.
Partners: City of Fort Collins/Greeley/Loveland, Fort Collins/Greeley/Loveland
Chambers of Commerce, Larimer/Weld Counties, Larimer/Weld County
Workforce Development Boards, Sector Partnerships — Northern Colorado
Construction/Health Sector/Hospitality/Non-Profit/Manufacturing, Colorado State
University (CSU), the University of Northern Colorado (UNC), Aims, FRCC,
Poudre/Weld RE-4/Weld RE -3J School Districts, Community Foundation of
Northern Colorado, The Weld Trust, United Way of Larimer/Weld Counties.
Funding: Cash and/or In -Kind Contributions from all participating entities
2023 — Weld County Veterans Service Office
Relocated to Employment Services of Weld County (ESWC), Veterans and their
families are not only assisted with the process of applying for benefits related to service -
116
connected and non -service -connected disabilities but have direct access to the array of
services offered at ESWC and the Department of Human Services campus.
• Funding: Department of Veterans Affairs, ESWC In -Kind Contributions
117
L�
Colorado Workforce
Development Council
APPROVAL LOCAL AND REGIONAL AREA PLAN
June 28, 2024
Bill Johnson, Chair
Weld County Workforce Board
Local and Regional Workforce Area WIOA PY24-27 Plan - CWDC Decision
Dear Mr. Johnson:
Jonathan Liebert, Chair
Lee Wheeler -Berliner, Managing Director
The Colorado Workforce Development Council (CWDC) has the responsibility of reviewing and approving or
disapproving the four-year plans required under WIOA for each local workforce area. The approval is
determined in consultation with the Colorado Department of Labor & Employment (CDLE). The local plans were
reviewed by the CDLE Regional Services Team, in consultation with CDLE Fiscal Auditors, the Human Resources
Equal Opportunity Officer, and the Workforce Development Programs Contract Coordinator. Their
recommendations were presented to the Colorado Workforce Development Council for review and approval.
The Colorado Workforce Development Council approves the Weld County Local Area Plan, and the Weld
Planning Region Plan.
Please contact the Colorado Workforce Development Council Office with any questions.
Sincerely,
Lee Wheeler -Berliner
Managing Director
CC:
Karina Amaya Ragland
Jesus Borrego
Appointed by the Governor -- Led by Business -- Strengthening the Colorado Talent Development Network
coworkforcecouncil.com I cwdc@state.co.us I @the_cwdc
633 17th Street, Suite 700, Denver, CO 80202
Attachment 1— PY24-27 FOUR-YEAR REGIONAL/LOCAL PLAN NARRATIVE UPDATE
Signature Page
The undersigned below certify that all Plan modifications are accurately presented here to the best of their knowledge. This
signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating submission
and approval.
Signature:
Planning Region: Weld County
Elected Official
e�—
Date: al /ni 02 -0014 --
Printed Name: KEVIN D ROSS, CHAIR
Elected Offici l for: BOARD OF WELD COUNTY COM
ATTEST:
By:
etredsda4A) XS:A
erk to the Board
Deputy Q- rk to he Boa
Local Workforce Development
Chair Signature:_ 7)
Date:
8/2/202,
Printed Name: Matthew Hortt Ph.
Local Area Director
Land
Signature: i arm a/
Date: 08 / 07/ 2024
Printed Name: Karina ^A,maya-Rag-and
2oz+42, 171
Contract Form
Entity Information
Entity Name*
COLORADO DEPARTMENT OF
LABOR & EMPLOYMENT
Entity ID*
@00010497
Contract Name*
COLORADO DEPARTMENT OF LABOR & EMPLOYMENT
LOCAL AND REGIONAL AREA PLAN PY24-27
Contract Status
CTB REVIEW
O New Entity?
Contract ID
8616
Contract Lead *
WLUNA
Contract Lead Email
wluna@weld.gov;cobbxxl
k@weld.gov
Parent Contract ID
Requires Board Approval
YES
Department Project #
Contract Description*
COLORADO DEPARTMENT OF LABOR & EMPLOYMENT, EMPLOYMENT SERVICES OF WELD COUNTY UPSTATE
REGIONAL/LOCAL PLAN FOR PY24-27. THIS IS A THREE YEAR PLAN. THIS WILL BE A WET SIGNATURE.
Contract Description 2
PA ROUTING WITH THIS CMS/ONBASE ENTRY.
Contract Type*
RENEWAL
Amount*
$0.00
Renewable*
YES
Automatic Renewal
Grant
IGA
Department
HUMAN SERVICES
Department Email
CM-
HumanServices@weldgov.
com
Department Head Email
CM-HumanServices-
DeptHead@weldgov.com
County Attorney
GENERAL COUNTY
ATTORNEY EMAIL
County Attorney Email
CM-
COUNTYATTORNEY@WEL
D.GOV
Requested BOCC Agenda
Date *
08/14/2024
Due Date
08/10/2024
Will a work session with BOCC be required?*
NO
Does Contract require Purchasing Dept. to be
included?
If this is a renewal enter previous Contract ID
If this is part of a MSA enter MSA Contract ID
Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts
are not in OnBase
Contract Dates
Effective Date
Termination Notice Period
Contact Information
Contact Info
Review Date"
04/01/2025
Renewal Date"
07/01/2025
Committed Delivery Date Expiration Date
Contact Name Contact Type Contact Email Contact Phone 1 Contact Phone 2
Purchasing
Purchasing Approver Purchasing Approved Date
Approval Process
Department Head
JAMIE ULRICH
DH Approved Date
08/12/2024
Final Approval
BOCC Approved
BOCC Signed Date
BOCC Agenda Date
08/14/2024
Finance Approver
CHERYL PATTELLI
Legal Counsel
BYRON HOWELL
Finance Approved Date Legal Counsel Approved Date
08/12/2024 08/12/2024
Tyler Ref #
AG 081424
Originator
WLUNA
Houstan Aragon
From:
Sent:
To:
Subject:
noreply@weldgov.com
Thursday, April 3, 2025 12:51 PM
CM-ClerktoBoard; Windy Luna; Lesley Cobb; CM-HumanServices-DeptHead
Fast Tracked Contract ID (9288)
Contract # 9288 has been Fast Tracked to CM -Contract Maintenance.
You will be notified in the future based on the Contract information below:
Entity Name: COLORADO DEPARTMENT OF LABOR & EMPLOYMENT Contract Name: COLORADO DEPARTMENT
OF LABOR & EMPLOYMENT LOCAL AND REGIONAL AREA PLAN PY24-27 Contract Amount: $0.00 Contract ID:
9288 Contract Lead: WLUNA
Department: HUMAN SERVICES
Review Date: 4/30/2027
Renewable Contract: NO
Renew Date:
Expiration Date:6/30/2027
Tyler Ref #:
Thank -you
Cor-Avack 1DiV- gzg6
'Facs\-- 'R2vve weCk
Zoz4-21
1�YY��
Houstan Aragon
From:
Sent:
To:
Cc:
Subject:
Attachments:
Sara Adams
Thursday, April 3, 2025 11:26 AM
CTB
HS -Contract Management
FAST TRACK - PY24-27 WIOA Regional -Local Area Plan (CMS# 9288)
_Upstate Regional Local Plan (e).pdf
Good morning CTB,
FAST TRACK ITEM:
Attached please find the PY24-27 WIOA Regional -Local Area Plan (Tyler ID# 2024-2164). The term of
this plan is 3 years. This will be a Fast Track item in CMS for tracking purposes only (CMS#9288).
Thank you,
Sara
ANstiutP
Sara Adams
Contract Administrative Coordinator
Department of Human Services
Desk: 970-400-6603
P.O. Box A, 315 N. 11th Ave., Greeley, CO 80632
00000
Join Ow Team
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