The URL can be used to link to this page

Browse Search

Home My WebLink About20223317.tiffRESOLUTION RE: APPROVE REGIONAL/LOCAL PLAN NARRATIVE UPDATE, LOCAL AREA ANNUAL COMPLIANCE PLAN, AND EXPENDITURE AUTHORIZATION AND WORK PLAN FOR VARIOUS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) PROGRAMS, FOR 2020-2023 UPSTATE REGIONAL PLAN, AND AUTHORIZE CHAIR TO SIGN WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS, the Board has been presented with a Regional/Local Plan Narrative Update, a Local Area Annual Compliance Plan, and an Expenditure Authorization and Work Plan for Various Workforce Innovation and Opportunity Act (WIOA) Programs, for the 2020-2023 Upstate Regional Plan, between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, and the Colorado Department of Labor and Employment, commencing July 1, 2022, and ending June 30, 2024, with further terms and conditions being as stated in said plan narrative update, compliance plan, and expenditure authorization and work plan, and WHEREAS, after review, the Board deems it advisable to approve said plan narrative update, compliance plan, and expenditure authorization and work plan, copies of which are attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Regional/Local Plan Narrative Update, Local Area Annual Compliance Plan, and Expenditure Authorization and Work Plan for Various Workforce Innovation and Opportunity Act (WIOA) Programs, for the 2020-2023 Upstate Regional Plan between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, and the Colorado Department of Labor and Employment, be, and hereby are, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said plan narrative update and compliance plan; and be, and hereby is, authorized to electronically sign said expenditure authorization and work plan. cc:146D, aCTIcrfcn) 12./30/22 2022-3317 HR0094 REGIONAL/LOCAL PLAN NARRATIVE UPDATE, LOCAL AREA ANNUAL COMPLIANCE PLAN, AND EXPENDITURE AUTHORIZATION AND WORK PLAN FOR VARIOUS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) PROGRAMS, FOR 2020-2023 UPSTATE REGIONAL PLAN PAGE 2 The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 30th day of November, A.D., 2022, nunc pro tunc July 1, 2022. BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST: datIL) ...d Weld County Clerk to the Board BY: ounty t orney Date of signature: ►2/12/?b2 cdttt K. James, Chair Mi man, Pro -T "j".j XCUSED teve Moreno 2022-3317 HR0094 CAAvac,A-OwLicio PRIVILEGED AND CONFIDENTIAL MEMORANDUM DATE: November 22, 2022 TO: Board of County Commissioners — Pass -Around FR: Jamie Ulrich, Director, Human Services RE: Employment Services of Weld County Workforce Development Board Upstate Regional Plan Update for Program Year 20-23 and Associated Expenditure Authorization Please review and indicate if you would like a work session prior to placing this item on the Board's agenda. Request Board Approval of the Employment Services of Weld County Workforce Development Board Upstate Regional Plan Update for Program Year 20-23 and Associated Expenditure Authorization. Employment Services of Weld County (ESWC) is submitting 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. Funds appropriated for Adult, Dislocated Worker and Youth are provided pursuant to the master agreement, approved January 15, 2018, and identified as Tyler ID 2018-0190. As in years past, funds appropriated for the Adult, Dislocated Worker, Youth and Wagner-Peyser Employment Services formula allocated programs are provided pursuant to the approved Local Plan, requiring that services be provided as part of Colorado's American Job Service system established by the State. The Employment Support Fund (ESF) maybe used to carry out employment and training activities in the workforce region and/or to support workforce center operations. The period of performance and funding amounts are as follows: M1 P farce Perms tlt E'erfor tttace a _ 22-003 WIOA PY22 Adult 07/01/2022 to to 06/30/2024 S122,03Z.00 22-003 WIOA PY22 Dislocated Worker 07/01/2022 to 06/30/2024 5137,085.00 22-003 WIOA PY22 Youth 07/01/2022 to 06/30/2024 S767,217.00 22-003 WP PY22 Wagner-Peyser 074)1/2022 to 06/30/2024 5573,916.00 22-003 ESF SFY23 Employment Supplemental Funds (ESF) 07/01/2022 to 06/30/2023 $398,282.00 Pass -Around Memorandum; November 22, 2022 -- CMS ID 6490 2022-3317 0130 02-WcH PRIVILEGED AND CONFIDENTIAL I do not recommend a Work Session. I recommend approval this Work Plan and Expenditure Authorization and authorize the Chair to sign. Approve Schedule Recommendation Work Session Other/Comments: Perry L. Buck Mike Freeman, Pro-Tem Scott K. James, Chair Steve Moreno Lori Saine Pass -Around Memorandum; November 22, 2022 — CMS ID 6490 Page 2 Weld County Workforce Development Board Program Years 2020-2023 Employment Services of Weld County 315 N 11th Avenue, Building B Greeley, CO 80631 2950 9th Street Fort Lupton, CO 80621 Revised Phone: (970) 353-3800 Fax: (970) 346-7981 www.eswc.org April 2022 � a -6..191•419ME_ - PY20-23 U • state Re 'Table .of Contents onal Plan Upstate Planning Region Summary A Upstate Regional Plan 1 An analysis of the Upstate economic conditions a Existing and emerging in -demand industry sectors and occupations b The employment needs of employers in those industry sectors and occupations 7 7 7 13 2 An analysis of the knowledge and skills needed to meet the employment needs of the employers in the Upstate region, including employment needs in in -demand industry sectors and occupations15 3 An analysis of the Upstate region workforce, 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 17 Labor Force and Market Trends 17 4 The development and implementation of sector initiatives for in -demand industry sectors or occupations for the Upstate planning region and 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 _ 27 5 How career pathways will be used to meet the needs of employers and support work -based learning opportunities 31 6 Other strategies and services that will -be used in the Upstate planning region to support a local workforce development system that meets the needs of businesses in the planning region 34 7 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 36 a The strategies and services that will be used in the Upstate planning region to better coordinate workforce development programs and services with regional economic development services and providers 37 b How the Upstate planning region will strategically coordinate workforce investment activities with the provision of adult education and literacy activities under title II 39 c How the Upstate planning region will strategically coordinate workforce investment activities with the provision of vocational rehabilitation services under title IV 39 d The strategies and services that will be used in the Upstate planning region to strengthen linkages between the one -stop delivery system and unemployment insurance programs 39 e 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 40 f How the WCWDB will coordinate workforce investment activities carried out in Weld County with statewide rapid response activities 41 8 The replicated cooperative agreements between the WCWDB or other local entities 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 41 9. The coordination of transportation and other supportive services 43 10. How administrative cost arrangements have been coordinated, including the pooling of funds for administrative costs or discuss why these are not appropriate for the Upstate planning region at this time 43 11. The establishment of an agreement concerning how the Upstate planning region will collectively negotiate and reach agreement with the Governor on local levels of performance for, and report on, the performance accountability measures for Weld County and the Upstate Region 44 12. 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 44 13. The activities and steps taken to develop this regional plan 45 14. The process used by the WCWDB in the Upstate 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 45 B. Weld County Local Plan 46 1. An analysis of the workforce development activities (including education and training) in Weld County, 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 Weld County 46 2. WCWDB's strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment, and New Americans), including goals relating to the performance accountability measures based on primary indicators of performance in order to support economic growth and economic self-sufficiency 47 3. 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 49 a. Outreach activities are planned to increase business engagement in Weld County 49 b. How the Business Services Team be utilized for this purpose 49 c. How the members (particularly business members) of the WCWDB and Youth committee will support these efforts 50 d. How sector partnerships will be utilized for this purpose 50 e. ESWC objectives and goals for these activities 50 4. The implementation of initiatives designed to meet the needs of employers in Weld County that support the WCWDB's strategy 50 a. Work -Based Learning Programs 51 b. Apprenticeships 52 c. Sector Partnerships Participation 53 d. Sector Partnerships - Status and Objectives 53 e. Career Pathways 54 iii f. Skills Based Hiring 54 5. How the WCWDB, 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 WCWDB 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) 54 6. The strategy to work with adult education providers funded under Title II of WIOA and Vocational Rehabilitation to align resources available to Weld County, to achieve the strategic vision and goals described in question 5 are described below 56 7. The strategies and services that will be utilized to strengthen linkages between the one -stop delivery system and unemployment insurance programs 57 8. How the WCWDB will coordinate workforce investment activities carried out in Weld County with economic development activities carried out in the Upstate planning region, and promote entrepreneurial skills training and microenterprise services 57 9. The workforce development system in Weld County that identifies the programs that are included in that system and how ESWC 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 58 10. The one -stop delivery system in Weld County, in particular 58 a. The locations of the comprehensive physical one -stop centers within Weld County; and a list of locations of our network of affiliate sites, both physical and electronically linked, such as libraries. 58 b. 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 58 c. The roles and resource contributions of each of the one -stop partners 60 d. How the WCWDB 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; including our 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 61 e. 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 61 f. How entities within the one -stop delivery system. including our centers, one -stop operators and the one -stop partners, will comply with WIOA section 188 and applicable provisions of the Americans with Disabilities Act (ADA) of 1990 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 62 iv g How the WCWDB 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 62 h How training services under WIOA chapter 3 of subtitle B will be provided including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter and how the WCWDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided 62 I Outreach to Individuals with Barriers to Employment 63 j Outreach strategies to eligible New Americans and ESWC's objectives for this effort In addition, the strategies ESWC will deploy to ensure services and programs effectively serve eligible New Americans 64 11 How ESWC will coordinate education and workforce investment activities carried out in Weld County with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services 64 12 The availability of adult and dislocated worker employment and training activities in Weld County, in particular how Weld County will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population - 65 13 The availability of youth workforce investment activities in Weld County, including activities for youth who are individuals with disabilities, shall include an identification of successful models of such youth workforce investment activities, in addition, how services to out -of -school youth will be expanded and enhanced to incorporate additional work -based learning opportunities 66 14 How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of adult education and literacy activities under title II in Weld County, including a description of how the WCWDB will carry out the review of local applications submitted under title II 67 15 How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of transportation, including public transportation, and other appropriate supportive services in Weld County 67 16 How 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 Weld County through the one - stop delivery system, to improve service delivery and avoid duplication of services 67 17 The administrator/administrative entity responsible for the disbursal of Title I and III funds in Weld County, as determined by the chief elected official the fiscal agent 68 18 The competitive process to be used to award the sub -grants and contracts in Weld County for activities carried out under this title 68 19 The local levels of performance negotiated with the Governor and chief elected official to be used to measure the performance of Weld County and ,to be used by the WCWDB for measuring the performance of the local fiscal agent, eligible providers under subtitle B, and the one -stop delivery system, in Weld County - 69 20 The actions the WCWDB will take toward achieving the High Performing Board designation 70 20 Evidence use in decision making and program implementation 70 Levels of evidence applied to the overall approach of Weld County in implementing programs 71 v 21. The process used by the WCWDB 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 local plan, prior to submission of the plan. 71 Historical Program Timeline Continued List of figures and tables Works Cited 72 77 78 vi Upstate Planning Region Summary Workforce Innovation and Opportunity Act (WIOA) Planning Region: Weld (referenced as 'Upstate' throughout the Plan to align with greater economic initiatives) Local Areas Included in This Planning Region: Weld The Weld County Board of County Commissioners (BOCC), the Weld County Workforce Development Board (WCWDB), and Employment Services of Weld County (ESWC) provide the following information as an overview of the Upstate Planning Region. Located in the north central part of the state, 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, it is the third most extensive County in the state and its estimated 2019 population of 322,4311 makes it the ninth most populous of the 64 counties in Colorado. Not only is the County unique in its size, the diversity in its population makeup and the mix of its industry sectors (some of which are high in rankings on the state or national level) make it distinct from other Colorado counties and regions. Weld County continues to rank in the top 10 counties in the nation for agricultural sales (the only County outside of California in that top 10) and is the leading producer of oil and gas in the state accounting for approximately 87%2 of all crude oil and 43% of all -natural gas production. Weld County is also, and historically has been, a leader and innovator in its governance structure and the development and operation of employment and training programs. Weld County was the first (September 9, 1975) and currently one of only two 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. Also, during this time, Weld County was one 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 up to the present day's WCWDB. The WCWDB has continued to provide oversight and guidance to many of the Workforce Innovation and Opportunity Act (WIOA) partner programs, including the Community Service Block Grant (CSBG) funds targeted to employment and training, Colorado Works Temporary Assistance for Needy Families (TANF), and Employment First (EF) Programs, AmeriCorps, and the Training Innovation Growth Hope and Training (TIGHT) youth corps. In recent years ESWC has added the administration of the Colorado Child Care Assistance Program (CCCAP) and the Chafee Foster Care Independence Program. Both CCCAP recipients and childcare providers benefit from direct ESWC programs and supports. Weld County, through ESWC, has been on the cutting edge for innovative employment and training programs designed to best meet local needs while serving a broad spectrum of customers. In 1982, Weld was the only County in Colorado that opted to implement the state's Welfare Diversion 1 Emsi Burning Glass, economicmodeling.com 2 https://www.weldgov.com/departments/oil and gas erergy 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 Colorado Works TANF program, that is operated today. 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. The Weld County Commissioners, in collaboration with the WCWDB, have been an innovative engine in the development and implementation of employment and training programs since the late 1970's. The programs developed and our respective collaborative partnerships led to the successful implementation of the Workforce Innovation and Opportunity Act of 2014. A timeline of ESWC Employment and Training programs is included in the table on the following pages. For a full list of programs developed by ESWC, please refer to Appendix A. 2 ESWC Development Timeline of Employment and Training Programs Year Name Purpose Partners Funding implement, improving level To achieve conduct outcomes high-level core evaluations and utilize program from, performance the methods to activities workforce "promote, for within, in continuously development establish, order and to high- Northern Illinois 2022 WIOA Evaluation system.' University DW 10% Innovation, Diversity, Apprenticeship the development, system modernization, expansion to and support and Equity in diversification of Registered Apprenticeship Arapahoe/Douglas State Apprenticeship Apprenticeship (IDEA) programs (RAPs), particularly as a support Works! Workforce Expansion, Equity, and 2022 grant for state reemployment and recovery efforts. Center Innovation Grants To build on ESWC's programs by gaining a stronger and table representatives can young share discussions perspective their people perspective and looking are employers from comprised both for around work. employers where of Round youth barriers they Weld Workforce Development County Board 2021 Better Together for employment and workforce opportunities. Youth Committee Reskill, Upskill, Next- individuals Training Coloradans unemployment for may unemployed during (COVlD-19 obtain a time the and of skills Pandemic) substantial underemployed required so to Colorado of Employment, Workforce Labor and Department Colorado 2021 Skill (RUN) Program become gainfully employed. Development Council HB21-1264 Build in -demand to quality ualit skills, obs connect and drive workers employer and Immigrant Refugee Northern Colorado Institute(St. Center Colorado, BioScience and V rain mlearners of Valle Schools 2021 Innovation Grants engagement talent development. y )' Jobs in H B21 -1264 of Hope, p• Northern 3 Colorado Resource Veterans Center Provide County Development. MSFW Economic and and FLC services Workforce to Larimer Larimer Economic County and Migrant Farmworker Foreign (FLC) Seasonal Labor (MSFW), Certification Workforce Development Housing Expansion Inspection to Larimer County 2021 (LCEWD) 2021 Improved and (IMPACS) Child Payments Success Program Assist and barriers services management. their eligible to and families, employment individualized parents to overcome paying through case child and supportive support, minimize Weld Department County Improved Child Program Success Payments (IMPACS) and Services of Human 2021 Technology Assist workforce occupations Information Transportation. individuals for Technology, within middle to key prepare -to sectors high Manufacturing, -skilled for including the and Denver Development Opportunity Economic and Technology Colorado (TEC-P 2.0) Partnership Employment 2.0 in Employment in Colorado 2.0 (TEC-P Partnership 2.0) 2020 Similar to Weld Works 4 Youth, the Weld Weld Department County Human Coronavirus and Economic Aid, Security Relief, CARES created pandemic pandemic 4 in into Youth response to place work Workers youth to experiences. the affected program COVID-19 by that the was Weld CARES 4 Youth Services of i Workers Program (CARES) Act 2020 RecoverCO Provide training, related Workers payments. career including supportive services work services -based to Dislocated and learning, needs Recovery Emergency National Grant Jefferson County � 2020 COResponds Disaster employment been impacted -relief for and individuals by COVID-19. humanitarian whose assistance jobs have Recovery National Jefferson County Emergency Grant 2019 Weld Project Salute Expanding services to eligible Veterans, and Northern Veterans Center Colorado Resource Veteran's Career Program Service -to (VSCP) - — their as care transportation, items families, and to address mental housing, health specific food, needs. needs personal such House Bill 18-1343 4 Child under CCCAP workforce's supports WCWDB Care ESWC programs efforts responsibility, Eligibility to complete to for under achieve administration child aligning the the care and/or alignment oversight services the maintain moved of of the all Weld Department County of Colorado Assistance Child Program Care need Human 2019 Child Care Eligibility self-sufficiency in the community. Services (CCCAP) Weld County, Upstate Larimer recognized and NoCo Weld County REDI as BOCC a partnership. formally Colorado Development Economic Industry collective clusters coordinated outreach of strength Northern amongst efforts and Colorado shared partners. focus industry and on Promoting the are Corporation Colorado), County Workforce Economic Larimer (Upstate and Northern Colorado as a desirable region for Development Northern Colorado new and expanding firms and their (LCEWD), economic Regional Economic necessary workforce, telling a more development entities Development Initiative compelling story to yield better outcomes for located in both 2019 (NoCo REDI) companies. counties N/A learning Young placement and activities direction engaging adults independent and of or a who after one-on-one Chafee workshops, are care living in Youth are foster skills socialization meetings provided Case care through Manager. under with fun the Chafee Foster Care In addition, young adults will identify and Weld County Independence pursue personal and independent living Department of Human 2019 Program (CFCIP) goals. Services Chafee, Core, CSBG Resources Independence, Success and f ° r In developed through to case response work manager 21 to to years provide -old, establish 18-1319 young with formally a youth this goals adults in program foster programs and 18 work care, was Weld Department County of HB to one-on-one Human 2019 Employment (RISE)Services towards successful independent living. N/A 5 Focusing employment on housing, and financial education, readiness. 2018 Realizing Advancement Caring Economic through improvement Provide training, technical assistance, quality Weld Way, County North United Range for Child reimbursement Care Providers and in ongoing Weld Behavioral support County. recruitment Child for employment Care The of Desert program new in and the providers includes county. increase to the address opportunities the Weld Department Health Environment County and Health, of Public Colorado Assistance (CCCAP) Child Program Care (REACH) Homes 2018 Subsidized and Employment Training Provide work -based learning (WBL) opportunities recipients in Weld for Colorado County. Works Employers (TANF) Colorado Colorado Works, Department targeted to WBL are build and create experience, provide opportunities expand opportunities for employment participants to skills to of Colorado of Human Labor and Services, Department Program (STEP) gain permanent employment. Employment Colorado Works 2018 Pillars Independence Reintegration for Successful (PSI) Engage Foster/Kinship Youth between the ages four Skills, prepare emancipation. to build skill of Education, 13.5 them building and for This 15 areas: independence and -year approach foundation Employment Life -olds Skills, allows to or enhance Social to Chafee to Weld Department County better prepare upon a solid Foster/Kinship Youth of skills for Services, Division of Human of adulthood. Child Welfare Colorado Works able 1. ESWC Development Timeline of Employment and Training Programs The information included in this Regional Plan is provided to demonstrate the Upstate Region's uniqueness in size, demographics, employment and training program leadership, and governance. The plan establishes the Upstate Region's experience in the delivery of a variety of programs utilizing a broad spectrum of funding sources, as well as the breadth of the collaborative and regionally focused efforts undertaken to meet the needs of employers, job seekers, and other workforce system partners. 6 A. Upstate Regional Plan 1. An analysis of the Upstate economic conditions a. Existing and emerging in -demand industry sectors and occupations Top Industries in Weld County When analyzed and reported in the original PY20-23 Regional/Local Plan, the top 10 industries in the Upstate Region induced Manufacturing; Construction; Retail Trade; Mining; Accommodation and Food Services; Administrative, Support and Waste Management and Remediation; Government Public Administration; Agriculture Forestry, Fishing, and Hunting, and Other Services. With Transportation and Warehousing identified as a significant industry to be included in addition of the top 10. By reviewing he 2025 forecasted industry jobs (see table 2), we can evaluate the existing and emerging in -demand industry sectors. Transportation and Warehousing continues to be a significant industry and remains included in the list. The most notable change is with the Mining, Quarrying, and Oil and Gas Extraction industry, which is anticipated to experience a 23% decrease in jobs over the next four years, dropping out of the top 10. As this industry is still a significant part of Weld County, it will remain included in the top industries, bringing the list up to 12 top industries. An emerging in -demand sector is the Professional, Scientific, and Technical Services industry. Growth rates are continuously tracked and, it is projected that the top twelve industries anticipate a positive growth rate, except Mining. 2025 Forecasted Industry Jobs3 Industry 2021 Payrolled 2025 Jobs 2021-2025 % Expected Change Business Locations Government 154 19,481 8% Manufacturing +1 356 14,826 7% Construction -1 1,157 14,187 8% Retail Trade 666 12,462 8% Health Care and Social 781 12,085 13% Assistance Accommodation and 485 9,586 18% Food Service Other Services (except 585 7,469 15% Public Administration)* +2 Agriculture, Forestry, 229 7,407 4% Fishing and Hunting* +2 Administrative and 504 7,095 8% Support and Waste Management and Remediation Services -1 3 Emsi Burning Glass, economicmodeling.com 7 Professional, and +2 Scientific, Services* 1,004 ' 5,532 16% Technical Transportation Warehousing and 421 4,691 5% Mining, Oil 6 and Quarrying, Gas Extraction and - 264 3,596 (23)% *Emerging industry sector L Table 2. 2025 Forecasted Industry Jobs Group Jobs and Earnings Comparison4 To provide a complete analysis, the projected fastest growing industries' jobs and their earnings per worker are also reviewed (figure 1 and table 3), in a rolling four (4) year period. The Construction industry has remained in the top five with the second highest number of jobs in 2021 and was projected to add an additional 1.759 jobs to the market by 2024. with an average of $59.519 in earnings per worker in 2020. Similar data was used in 2019 to determine the need for a Construction Sector Partnership in Northern Colorado. The most current analysis shows the Construction industry jobs number decreasing from 2024 projections to 14.187 jobs by 2025. This is still an increase of 1,043 jobs in the next four (4) years. 2021 Jobs 20000 15000 10000 5000 I 0 Government Manufacturing Construction Retail Trade Health Care and Social Assi... Accommodation and Food ... Agriculture, Forestry. Fishi_. Administrative and Suppor Other Services (except Pub... Professional. Scientific. and.. Figure 1. 2021 Top 10 Industry Group Jobs and Earnings Comparison 2021 Eat rungs Per Worker 1 SO 520000 540000 $60000 580000 510000( Top 12 Industry Group Jobs and Earnings Comparison, 2021-20254 Group Government 2021 2025 Jobs Jobs 17,982 19,481 2024-2025 Expected obs Chan•e* (515) Earnings Per Payrolled Worker Business Locations $54,495 154 4 Emsi Burning Glass, economicmodeling.com 8 Manufacturing 13,837 14,826 (672) $71,511 356 Construction 13,144 14,187 (2,423) $72,616 1,157 11,563 12,462 565 $43,243 666 Retail Trade Health Services Care and Social 10,694 12,085 991 $60,445 781 Accommodation Food Services and 8,148 9,586 323 $24,287 485 Other Public Services Administration (except 6,519 7,469 310 $37,147 585 Agriculture, Fishing and Forestry 7,151 7,407 488 $56,111 229 Hunting Administrative Support Management Remediation and Waste and Services and • - 6,572 7,095 (82) $49,513 504 Professional, Scientific, 4,774 5,532 146 $81,839 1,004 and Services Technical Transportation and 4,480 4,691 (507) $74,802 421 Warehousing Mining, Oil and Quarrying, Gas and 4,648 3,596 (5,658) $113,221 264 Extraction *Expected job changes are from original 2024 estimates to new 2025 estimates. Table 3. 2021 vs. 2025 Industry Group Jobs and Earnings Comparison Industry Growth Comparison By reviewing an industry growth comparisons (see figure 2 and table 4), we can see that the [Mining and Quarrying] Oil and Gas industry previously anticipated jobs growth rate of 19% by 2024 has drastically decreased by 23% for 2025 projections. That being said.. with 2021 employment rates down 30% compared to 2019, the rate is anticipated to increase by 7% over the next four years. The overall downturn of employment rates in the industry car be attributed to the shale boom of the last decade, with the COV.►D-19 pandemic causing job losses due to short-term supply demand shifts. Weld County continues to have 18,327 active wells6, which provides 86% of all crude oil production in the state, and 45% of all -natural gas. For this reason, the Oil and Gas industry is important to include in the analysis of in -demand industries. 5 Emsi Burning Glass, economicmodeling.com 6 Weld County Oil and Gas Energy Production Report January 2022 9 ■ 2021 Jobs 22K - 20K 18K- 16K- 14K- 12K- 1OK- 8K- 6K- 4K- 2K- OK • 2025 Jobs e`' , 44 . te# t cot scat 4,4% ce- 1/4, cfpcc I # ,fir yh` �LL t~ +fie L (+1 `e Figure 2. Top 10 Industry Group Growth Comparison, 2021 vs. 2025 h 'J Top 12 Industry Growth Comparison, 2021 vs. 2025 Group 2021 Jobs 2025 Jobs Change %Change Accommodation and Food Services 8,148 9.586 1.438 18% Professional, Science and 8,148 9,586 1,438 18% Technical Services Other Services (except Public Administration 6,519 7,469 951 15% Health Care and Social Services 10,694 12,085 1,391 13% Construction 13,144 14.187 1.043 8% Government 17,982 19,481 1,500 8% Administrative Management and and Support and Waste Services 6.572 7,095 523 8% Remediation Retail Trade 11,563 12.462 899 8% Manufacturing 13.837 14,826 989 7% and Warehousing 4.480 4.691 211 5% Transportation Agriculture, Forestry, Fishing and 7,151 7.407 256 4% Hunting Mining, Extraction Quarrying, and Oil and Gas 4.648 3,596 (1,053) (23%) Table 4. Top 12 Industry Group Growth Comparison, 2021 vs. 2025 10 Why Oil and Gas remains a top industry in Weld County As the number one producer of oil and gas in the state, the value related to Colorado Natural Resources and Mining continues to be of importance to Weld County. In 2019, the Board of Commissioners approved a resolution to create the Oil and Gas Energy Department (OGED) setting in motion steps toward preserving Weld's economy and providing stability for residents and the industry. The department permits, regulates, and enforces surface and air oil and gas operations in unincorporated areas of the County. Taking into consideration the value of natural resources (see figure 3), the implementation of this department was crucial. In 2021, there was 108,698,423 barrels of oil from Weld County as well as 147,417,634 BOE of natural gas7. Value of Colorado Natural Resources and Mining, 2012-2022 $ Millions 20,000 16,000 12,000 8,000 4,000 Figure 3. 0 2012 2013 2014 2016 2016 2017 2018 2019 2020 2021* 2022* *2021 estimated and 2022 forecast. Value of Colorado Natural Resources and Mining, 2012-20228 Russia -Ukraine War and Rising Gas Prices • Minerals Coal le CO2 Natural Gas Crude Oil On March 8th, 2022. the Biden Administration announced a ban on Russian oil to deprive Russia of billions of dollars in revenue from U.S. drivers and consumers annually. Previously. the U.S. received about 3% of its crude oil imports from Russia. It is unknown how much of that oil reaches Colorado, but as the top producer of oil in the state, Weld County supplies around 86% of the developed oil. A supply problem began emerging several months prior to the Russia -Ukraine War. as many returned to work and begin traveling across the globe. The war has added a lot of uncertainty and the effects are being felt everywhere. Recent Colorado legislation slowed permitting and oil drilling in Colorado. In light of the situation with Russia, Governor Polis is supportive of reducing barriers to speed up the review process and comprehensive site permitting. In addition, there are conversations around temporarily suspending taxes on fuel to ease some of the effect of the rising prices on the economy. (Ross. 2022) As oil prices continue to rise, it is likely to affect the previously mentioned 2025 forecast, projecting that the oil and gas industry will drop to the 12th in -demand industry in the region. With demand increasing, supply shortages, and discussions about the future of oil and gas international imports, 7 Weld County Oil and Gas Enemy Production Report December 2021 8 Colorado Business Economic Outlook & Forum Book 2022 11 this could have a major impact to the area. Streamlining the permitting process and increases in oil barrel prices have the potential for the industry to create more jobs and revenue for economy. Agriculture continues to be a driver of the economy in Weld County Weld County is an agricultural empire of 2.5 million acres of which 75% is devoted to farming and raising livestock. Weld County accounts for 27% of sales statewide and is more similar economically to large agricultural producing counties of California's Central Valley. Weld County takes a leading role in agriculture production in the state for hay and alfalfa, and sugar beets. Weld County is also home to the highest inventory of all cattle & calves, and all beef and milk cows. It is also pertinent to note that with over 3,000 farms, several of which are recognized under the Centennial program, Weld County strives to protect farmers and ranchers by maintaining the Right to Farm ordinance. Colorado Farm Income and Production Expenses 2012-2022 (In Millions of Dollars) Year Gross Revenue Value of Farm Total Expenses Farm Production Net Farm Income 2012 $8,345.4 $7,006.8 $1,338.6 2013 $8,610.5 $7,216.0 $1,394.5 2014 $9,176.2 $7,954.1 $1,222.1 2015 $8,924.4 $7,310.5 $1,613.9 2016 $7,622.5 $6,358.2 $1,264.3 2017 $8,266.2 $7,226.9 $1,039.3 2018a $8,254.2 ' $7,036.8 $1,217.4 2019 $8.585.8 $6,857.5 $1,728.3 2020a $9,107.1 $7,938.4 $1,168.7 2021b $9,540.0 $8.400.0 $1,140.0 2022d $9,604.0 $8,350.0 $1,254.0 aRevised. cForecast. bEstimated. Table 5. Colorado Farm Income and Production Expenses9 In reviewing the Colorado farm income and production expenses between 2012 and 2022 (table 5), we can see the impact of supply and demand the COVID-19 pandemic brought to the industry. The net farm income was originally forecasted to increase in 2020 and 2021, when in actuality it experienced a decrease from 2020 projections by almost $200 million to $1.7 billion. This is despite an increase in government payments by $202 million, to an estimated record -high $480 million. These government payments range from disaster relief and crop insurance to COVID-19 programs and are estimated to account for 28% of 2020 net farm income. Net farm income for 2021 was forecasted to rebound slightly to $1.8 billion, with government payments forecast to drop slightly to $400 million. However, the actual rebound is now estimated at $1.1 billion for 2021, with a growth rate of $1.3 billion in 2022. While farm production expenses are expected to increase over $1.4 billion dollars by the end of 2022. The increase in farm production expenses is not generally tied to consumer prices. In reality they are only receiving 14.3% of every consumer dollar spent on food. Yet 9 Colorado Business Economic Outlook 2022, page 23 12 it is pertinent to note that consumers are paying between 2.5% and 4.5% higher prices at grocery stores and restaurants. Professional, Scientific and Technical Services to enter the top 10 in -demand industry sectors by 2025 The Professional, Scientific, and Technical Services Sector comprises organizations that provide services which often require high levels of expertise and training, including legal, engineering.. computer design, and advertising services, among others. This emerging in -demand industry sector has seen a 33% incline in growth since 2016 (see figure 4). During this same timeframe, the total GRP increased by $147.8 million for a total of $507.8 million in 2021. Looking forward, the sector projects 18% growth through 2026. While Weld County is not currently considered a hotspot compared to the national average, it is projected to be in the top 10 in -demand sectors by 2025, based on the number of jobs. 0- Weld County. CO c E O a E r W 12K 10K 8K ?V OK O- -4 O -----0 7n1 2 7170 7n72 Figure 4. Professional, Scientific and Technical Services Projected Growth (2021 - 2026) 2024 2026 b. The employment needs of employers in those industry sectors and occupations To determine the employment needs of businesses in the region, data was pulled regarding the most frequently posted positions. The top posted occupations (see table 6) are determined by the total and unique postings for each occupation. The posting intensity demonstrates difference between the number of jobs posted to unique job postings. The shift in top posted jobs from 2019 to 2021 reflect the economic changes caused by the pandemic as it directly relates to supply and demand of goods and services, as well as healthcare worker shortages. 13 Top Posted Occupations10 Occupation Total/Uni Oct. 2021) • ue (Nov. 2020 Posting Intensity Heavy Drivers and Tractor -Trailer Truck 8.939 11,467 6 1 - : Retail Salespersons 7,375 / 1,225 6 1 i : - Registered Nurses 10,307 / 1,054 10 1 i : 4,518 / 769 6 1 I First -Line Supervisors of Retail Sales : Workers Laborers and Freight, Stock, and 5,971 / 760 8 1 : Material Movers, Hand 5.237 / 709 7 : 1 Customer Service Representatives Fast Food and Counter Workers 3,403 / 444 8 1 I : Stockers and Order Fillers 3,152 /424 7 1 : Food Service Managers 2,153 / 355 6 1 i : Sales and and Manufacturing, Scientific Representatives, Products Wholesale Except Technical 2,097 / 354 6 1 1 : Table 6. Top Posted Occupations The WCWDB has responded to the workforce needs within the manufacturing, energy, health, agriculture, construction, and transportation sectors by devoting staff resources to work on sector initiatives within each of these industries. Within the manufacturing and health industries, sector partnerships are clearly defined within the Region and Weld County has been involved since their inception. There are monthly meetings of the Convener Team (combination of public and private partners), monthly meetings of work teams and Semi -Annual meetings of the entire partnerships. In construction, the sector partnership launched shortly before the COVID-19 pandemic hit Colorado. The partnership continues to offer meetings to for the industry and meets quarterly. There are other active sector partnerships with which ESWC is fully engaged. They are the Freight Industry and the Colorado Tree Care partnerships. Participation in these sector partnerships outside of the Upstate Region is beneficial for TEC-P 2.0 partnership and a future Pre -Apprenticeship opportunity for the Weld County Youth Conservation Corps (WCYCC) AmeriCorps program. The WCWDB continues to improve the workforce for Weld County employers as it engages and responds to employer needs. 10 Emsi Burning Glass, economicmodeling.com 14 2. An analysis of the knowledge and skills needed to meet the employment needs of the employers in the Upstate 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 region, data was pulled regarding the most in -demand skills comparing the frequency of skills present in job postings against skills present in today's workforce. In reviewing the top hard skills11 (see figure 5 and table 7), warehousing is most frequent, while the top common skill11 (see figure 6 and table 8) is communications. Although the transportation sector has exited the top 10 industries, commercial drivers' licenses continue to be a top qualification11 in job postings leading the Upstate Region to expand the in -demand industry list to 12. Top Hard Skills Warehousing Merchandising Nursing Basic Life Support Cash Register Resturant Operation Product Knowledge Customer Experience Housekeeping Cardiopulmonary Resuscitation (CPR) Figure 5. Top Hard Skills 0% 2% 4% 6% 8% 10% 12% Frequency in Job Postings • Frequency in Profiles Hard Skill Frequency in Job Postin • s Nov. 2020 - Oct. Frequency in Profiles 2% Profiles Nov. 2020 Oct. 2021) Postin • s 2021 464 Warehousing 11% 2,936 Merchandising 11% 2,858 2% 595 Nursing 7% 1,942 2% 485 Basic Life Support 7% 1, 703 2% 386 Cash Register 5% 1,363 1% 172 Restaurant Operation 5% 1,362 1% 250 Product Knowledge 5% 1 1,206 1 0% 1 96 11 Emsi Burning Glass, economicmodeling.om 15 Customer Experience 5% 1,190 1% 222 Housekeeping 4% 1,144 0% 70 Cardiopulmonary Resuscitation (CPR) 4% 1,105 2% 563 Table 7. Top Hard Skills Communications Customer Service Management Sales Valid Driver's License Operations Leadership Lifting Ability Detail Oriented Problem Solving Top Common Skills 0% 5% 10% 15% 20% 25% 30% 35% Frequency in Job Postings ■ Frequency in Profiles Figure 6. Top Common Skills Common Skill Frequency in Postings 32% Postings (Nov. 2021 8,292 2020 - Oct. Frequency in Profiles Profiles (Nov. 2020 - Oct. 6% 2021 1,659 Communications Customer Service 31% 8, 029 20% 5,469 Management 22% 5,628 17% 4,725 Sales 19% 4,898 16% 4,311 Valid Driver's License 17% 4,508 0% 5 Operations 15% 3,914 10% 2,730 Leadership 12% 3,179 13% 3, 593 Lifting Ability 12% 3,058 0% 19 Detail Oriented 11% 2,868 1% 184 Problem Solving 9% 2,226 2% 596 16 Table 8. Top Common Skills Top Qualifications Commercial Driver's License (CDL), 1,835 Certified Nursing Assistant, 427 Licensed Practical Nurse, 395 Critical Care Registered Nurse (CCRN), 305 CNOR Certification, 244 Endorsement, 220 Bachelor of Science in Business, 186 Licensed Clinical Social Worker (LCSW), 180 Licensed Vocational Nurses, 160 Licensed Professional Counselor (LPC), 159 Tanker 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 Postings with Qualificaiton Figure 7. Top Qualifications 3. An analysis of the Upstate region workforce, 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 Labor Force and Market Trends Population 12: According to Emsi Burning Glass (see figure 8), as of 2022, the region's population increased by 20% since 2016, growing by 58,206 people. The population is expected to increase by 11 % between 2022 and 2026, adding 40,174 people to Weld County. As seen in table 9, Weld County ranks in the top 10 Colorado Counties with the highest populations. Weld County is continuing to experience a period of growth and is expected to have a 36% population growth, over 119,402 people by 2032 (see figure 9 and table 9). 12 Emsi Burning Glass, economicmodeling.com 17 Population Growth Short Term Forecast 450,000 350,000 250,000 2016 2017 2015 2019 2020 2021 2022 2023 2024 2025 2026 —l--- Historic Population Forecasted Population Figure 8. Population Growth Short Term Forecast Population Growth Long Term Forecast f.1 •Moab • Monticello MOntrOSe San Miguel Garfield • LAG away Gunnison San Juan San Juan Kind* Mineral 2020 Population 657.452 to 735538 519 883 to 657 451 327.171 to 519.882 155.00310 3 170 43.322 to 155602 ra 43.321 Dolores Montezuma Li Mau Eagle Lake Grand Chaffee 5aguach' Rio Grande Archuleta Gawps L Fternact arose Cost lla ►iueriantc pudyte4 • Prided • ,>.., !';.r. Otero Las Animas K r'wJ Sere Baca Figure 9. Population Growth Long Term Forecast 18 Top 10 Colorado Counties Population Growth County 2020 Population 203© Population Change 128,661 Denver 735.538 864,199 728,310 862,208 133.898 El Paso Arapahoe 657,452 733,071 75,619 Jefferson 583283 r 640.239 56.956 Adams 519,883 601,778 81,895 Douglas 360,750 446,001 85,251 Larimer 360,428 432.559 72,131 Weld 333,983 I 453,385 119,402 Boulder 327,171 350,193 23,022 Pueblo 169,823 184,475 14,652 Table 9. Population Growth Long Term Forecast Diversity: Racial diversity is below the national average in Weld County and the diversity remains consistent with previous indicators. The forecasts13 show a marginal increase in population for individuals who identify as Hispanic, Black, Asian, and other minorities from 2022 to 2026 (see figure 10). Overall, an increase in the racial diversity of the 2026 population is expected to be 1.3%. FORECASTED PERCENT OF DIVERSE POPULATION FOR 2026 - RACIAL GROUPS z 35 O 30 Q 25 E 20 � 15 LP 10 z 5 u cc w a_ 30.7 31.8 1.7 1.5 Hispanic Black 13 State Demography Office 1.9 2.1 2.3 2.4 RACIAL GROUPS 2022 ■ 2026 Asian Other 19 Figure 10. Forecast of Percent of Diverse Population for 2025 - Racial Groups Individuals with Barriers to Employment14:(see table10) Disabilities In 2019, it has been identified that 11% of people in the Upstate Region have a disability and 32.9% of Veterans have a disability. The poverty rate for these individuals is 16.3%. Veterans Veterans make up 6.5% of the population in the Upstate Region. ESWC has also received direct feedback from Veterans saying that they are experiencing negative bias, assuming all Veterans experience service -connected challenges. Additional issues affecting Veterans include lacking basic high school education (6.6%) and unemployment (3.0%). New Americans New American's make up 9.4% of the population in the Upstate Region, with 38.5% being naturalized U.S. Citizens. 19.2% of this population speak a language other than English at home. Employment Services and the Immigrant and Refugee Center of Northern Colorado utilized regional and Statewide data when developing the New American Toolkit in 2021. ES1A/C and IRCNOCO provided training opportunities for Workforce Professionals across the State, including at the December 2021 Special Colorado Workforce Forum. Barrier to Employment Percent of Population (2020) In Poverty (Less than 100% of the poverty 10.0% level) Ages 18-64 9.5% Veterans 5.6% Disabled 16.3% Disabled 11.0% Ages 18-64 43.4% Veterans 32.9% New Americans (Foreign Born) 9.4% Naturalized U.S. Citizens 38.5% Language other than 19.2% English Veteran Status 6.5% Ages 18-64 55.8% Less than high school diploma 6.6% Unemployed 3.0% Table 10. Barriers to Employment Percentages 14 US Census Bureau 20 Income: The per capita income experienced a $12,000 loss from the previous four-year plan, going from $42,787 to $30,626 in 2021. The median household income experienced gains from $69,434 to $70,908. Now in 2022, the community indicators (see table 11) are starting to recover. The per capita income has increased by 3.8% and the median household income has increased 4.5%. Per Capita Income $31,793 Table 11. Median Household Median Age Income $74,150 i 34.4 % of Poverty % Seniors 65+ Level Poverty Level 6.7% 8.4% Community Indicators Source: Emsi Burning Glass, e.economicmodeling.com, February 2022. Age15: Breaking the total population into age groups (see figure 11), the growth rate across the youth (ages 19 and under) and the main labor force (ages 20-64) wil be flat. The retires soon age group. ages 65+, are expecting 1% growth. z 80% O Q 60% 40% a_ LL 20% H EI 0% U w O_ FORECAST OF PERCENT OF DIVERSE POPULATION FOR 2024 - AGE COHORT 28% 28% 1111.1 58% 58% 13% 14% <19 20-64 65+ AGE CHORT 2022 ■ 2026 Figure 11. Forecast of Percent of Diverse Population for 2025 - Age Cohort The Upstate Region's workforce remains well balanced (see figure 12) with a higher -than -average percentage of the workforce who are millennials, as compared to a lower -than -average percentage of those nearing retirement. 15 Emsi Burning Glass, economicmodeling.com 21 Millennials: Weld County has millennials (ages 25-39). The national average for an area this size is 68,825. 77,025 Figure 12. Population Characteristics 79,730 Retiring Soon: Retirement risk is low in Weld County. The national average for an area this size is 99,402 people aged 55 or older, while there are 79,730 here. Industry Change: Another way to look at the economic health of Weld County is through the Industry Change Summary between 2001 and 2031 (see figure 13 and table 12). Focusing on the time period between 2022 and 2026, the industry change is forecasted to increase by 7% in Weld County, from 111,997 jobs to 120,221 jobs. This change outpaced the national growth rate of 3%. Neighboring Larimer County is expecting an 8% increase by 2026. 8 N 110% 100% 90% 80% 70% 60% SO% 40% 30% 20% 10% 0% -10% -20% • • Industry Change Summary ■• ■ _■ ■ 4•-♦--♦-♦- • -30% 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 Figure 13. Industry Change Summary • 22 Region Weld Larimer Colorado United States 202E Jobs 20 6 Jobs 111,997 120,221 Change 167.985 2,545,520 8,224 181,437 13,452 2,735,506 % Change 7% 2020 Average Earnings $59,797 2020 Payrolled Business Locations 6,604 8% 189,986 7% 133,402, 380 137.332, 780 3,930.400 3% $63,198 $69,148 $68.511 10.313 165,285 8,291,974 Table 12 Industry Change Summary by Region Place of Work vs. Place of Residence 16: The 2021 commuting patterns (see figure 14 and table 13) of workers in the Upstate Region as compared to where the workers live is reflected in the map and chart below. The top five zip codes for employment concentration in Weld County aligns with four of the five zip codes where workers live. New to this plan in 2021 was the percentage of remote workers who accounted for 5.7% of the population, which has increased to 6.2% in 2022. Fort Collins '- 0 L dijoh 0,• Windr& Greeley Net Commuters 2.423 to 4.4484 1,246 to 1422 0 to 1245 Quo -1,245 -1246 W -2A22 -1423 to -4.484 -4.485 to -9.264 -9265 to •17,529 -17334 1 Estes Park 0 Figure 14. Where Talent Works Map Boulder O 16 Emsi Burning Glass, economicmodeling.com r r--1 1 yBru 1 } Brush Fort Morgan 0 23 Where Talent Works Where Talent Lives Zip Name 2019 Zip Name 2019 Workers _ Employment 80634 Greeley, Weld County) CO (in 26,163 80634 Greeley, Weld County) CO (in 36,849 80631 Greeley, Weld County) CO (in 24,749 80504 Longmont, (in Weld County) CO 1 ! 31,808 80504 Longmont, Weld County) CO (in 14,278 80631 Greeley, Weld County) CO (in 25,995 80550 Windsor, Weld County) CO (in 11,302 80550 Windsor, Weld County) CO (in 20.567 80621 Fort (in Weld Lupton, County) CO 7,210 80620 Evans, Weld CO County) (in 10,128 Table 13. Where Talent Works vs. Where Talent Lives Unemployment and Underemployment17: The labor force, employment, and unemployment information for 2019 (see table 14) in Weld County in comparison with other counties in the area. Unemployment in the Upstate Region continued to be low, ending 2019 at 2.3%, coming in 0.2% lower than Adams County. rea Labor Force, Employment and Unemployment Data (2019) Area Civilian Labor Force Number Number Unemployment Employed Unemployed Rate Adams County 2771770 270,813 6,957 2.5% Larimer County r209,156 205.003 4,153 2.0% Boulder County 197,746 1193,839 3,907 2.0% Weld County I 172,545 168,655 3,890 2.3% Table 14. 2019 Area Labor Force, Employment and Unemployment Data 2020 saw unemployment rates (see table 15) rapidly increase as a result of the COVID-19 pandemic. The below, not seasonally adjusted numbers demonstrate the impact COVID-19 restrictions continued to have on the labor force in December 2020. Area rea Labor Force, Employment Civilian Labor and Force Unemployment Number Data (2020) Number Unemployed Unemployment Rate Employed Adams County 284,360 258,180 26.180 9.2% Larimer County 205,612 190,294 15.318 7.4% Boulder County 194,238 180.878 13,360 6.9% Weld County ' 174,099 159,598 14,501 8.3% Table 15. 2020 Area Labor Force, Employment and Unemployment Data 17 LAUS Unit, LAUS system output file, www.colmigateway.com 24 2021 unemployment rates (see table 16) decreased between 45% and 50% from 2020 rates as business operations began to return to normal in the wake of the pandemic. Area Labor Force, Employment and Unemployment Data (2021) Area Civilian Force Labor Number Employed Number Unemployed Unemployment Rate Adams County 284,235 270,308 13,927 4.9% Larimer County 207,229 199,929 7,300 3.5% Boulder County 199,627 193,142 6,485 3.2% Weld County 171,716 164,433 7,283 4.2% Table 16. 2021 Area Labor Force, Employment and Unemployment Data UNEMPLOYED POPULATION BY COUNTY (2019-2020) 30,000 25,000 0 Ei 20,000 z 15,000 m 10,000 2 5,000 0 6,957 26,180 4,153 15,318 7,300 Adams Larimer Figure 15. Unemployed Population by County 13,360 6,845 3,907 3,890 2019 2020 2021 14,501 Boulder Weld 7,283 Reviewing the Underemployment Workforce Characteristics18 (see figure16) shows the supply and demand of the population's education level compared to jobs requiring that education level. There is an abundance of jobs requiring no formal education or only a High School Diploma or equivalent with a position demand difference of 9% and 15% respectively. There are limited job opportunities for individuals with some college, non -degree awards (-14%) and Associate's (-8%). Graduate or higher 18 Emsi Burning Glass, e.economicmodeling.com 25 (-6%) degrees. There are more opportunities for those who have Bachelor's Degrees with a 2% difference in supply and demand. Underemployment Workforce Characteristics 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% No Formal Education Required High School Diploma or Equivalent Some College, Non -Degree Award Associate's Degree Bachelor's Degree Graduate Degree and Higher ■ Jobs Requiring Ed. Level Figure 16. Underemployment Workforce Characteristics I _ Population at Ed. Level Education and Skill Level19: Concerning educational attainment, 18.5% of the Upstate Region residents possess a Bachelor's Degree (1.8% below the national average), and 9.2% hold an Associate's Degree (0.5% above the national average). 18.5% Educational Attainment Levels 6.5% I 5.2% 24.0% Figure 17. Educational Attainment Levels 27.5% 19 Emsi Burning Glass, e.economicmodeling.com • Less Than 9th Grade • 9th Grade to 12th Grade High School Diploma Some College • Associate's Degree Bachelor's Degree • Graduate Degree or Higher 26 4. The development and implementation of sector initiatives for in -demand industry sectors or occupations for the Upstate planning region and 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 As described in the regional economic analysis in section A.1.a., the Upstate Region's major industry sectors forecasted for 2026 are Government, Manufacturing, Construction. Retail Trade, Health Care, Accommodation and Food Service Agriculture, Administrative, Other Services, Professional Services, Oil & Gas, and Transportation. Reviewing 2021 industry data2° (see table 17) corroborates the top forecasted in -demand industries and takes a deeper dive into these industries impact on the economy. These industries accounted for 75% ($9,649,459,968) of the total Gross Regional Product (GRP) in Weld County for 2021. Industry 2021 Avg. Total 2021 GRP 2021 % 12021 % In - Jobs Earnings Per Job Diversity of Industry % Demand In -Region met Region Sales Government 17,982 i $57,795 28% $1,148,046,146 22% 46% Manufacturing 13,837 $71,511 46% $1,912,293,908 23% 1 19% Construction 13,144 $72,616 35% $1,350,694,809 94% 50`)/0 Retail Trade 11,563 $43,243 32% $866,604,075 34% 55% Health Care and Social Assistance 10,694 $60,445 32% $746,765,422 39% 87% Accommodation and Food Services 8,148 $24,287 41% $312,439,341 63% 98% Agriculture, Hunting Forestry, Fishing and 7,151 $56,111 35% $651,094,534 61% 62% Administrative Management Services and and Support Remediation and Waste 6,572 $49,513 40% $441,386,295 65% 61% Other Administration) Services (except Public 6,519 $37,147 27% $323,617.353 71% 79% Professional, Scientific, and Technical 4,774 $81,839 16% $507,798,918 36% 76% Services Mining, Quarrying, and Oil and Gas 4,648 $113,221 34% $865,007,011 75% 10% Extraction r Transportation and Warehousing 4,480 $74,802 34% $523,712,156 45% 49% Table 17 Industry Comparison Table 2021 20 Emsi Burning Glass, a.economicmodeling.com 27 In April 2019, regional leaders from Larimer and Weld Workforce, as well as partners from Aims Community College and Front Range Community College, convened at ESWC to discuss with representatives from the Colorado Workforce Development Council (CWDC), the viability of creating a new sector partnership. Initial discussions included the Retail Sector and reanalyzing the interest in support of a Construction Sector Partnership. Below outline the in -demand industries and their presence in sector partnerships. Government — Public Administration: Gauging the interest of a partnership for this industry has not been explored. Construction (Sector Partnership): On December 4, 2019, in partnership with Larimer County, and with support from the cities and chambers, the Northern Colorado Construction Sector Partnership launched. Action teams that resulted from the launch included Funds for Education, New Way of Management, New Way of Business, Education & Pathways, and Perception of the Industry. Objectives include mentoring in an intergenerational workforce, retaining local talent, collaborative working relationships, and selling the career then the trade. Launching at the onset of COVID-19 resulted in a slow start for this partnership, their leadership is looking at innovative ways to have a stronger partnership going forward. Current partners include Elder Construction, Front Range Roofing Systems, LLC, ECI Site Construction Management, Neuworks Mechanical, Inc.. and Well Works. In November 2021, the partnership launched its first annual NOCO Construction Day for Weld RE -4 Windsor/Severance School District High School Students. ESWC assisted with planning and implementing the event. Students were able to learn about opportunities in the construction industry through hands-on activities like an electrical escape trailer, tour a working commercial building site and meet construction professionals. The event was hosted at the Applied Technology & Trades Center on the Greeley Aims Community College Campus. The sector partnership is exploring becoming a recognized sector partnership with the CWDC. Manufacturing (Sector Partnership): Manufacturing is a large sector in Weld and includes a wealth of companies producing a wide variety of products focused primarily in food manufacturing, wood products, chemical manufacturing, plastics/rubber products, fabricated metal products, machinery manufacturing, electrical equipment/components, transportation equipment and miscellaneous manufacturing. Key manufacturers include: JBS, Vestas Blades and Nacelles (note: of the four (4) production facilities located in North America, two are in the Upstate Region), Carestream Health, Leprino Foods; Sparton Medical Systems, PTI Group, Advanced Forming Technologies, etc. Within the Upstate Region and Larimer County, NOCOM, the Northern Colorado Manufacturing Sector Partnership, remains vibrant and serves employers well. There are four committees including the Networking Committee, to better connect the manufacturing community; the Rocks! Workforce Committee, to engage a future workforce towards manufacturing careers which includes tours of manufacturing companies for youth; a Funding Committee, to identify and pursue opportunities; and the NOCOM Trade Show Committee, to focus on programming and promotion of the annual trade show. As a support to the NOCOM, ESWC suggested that a Regional Advisory Discussion (RAD) be instituted. The RAD is hosted in part by ESWC and 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 and all participants by addressing common issues in one collaborative meeting. The RAD began in 2016 and at the request of the NOCO Manufacturing SP continues to be held annually. The national moderator for 2019 identified 28 this local event as the most progressive in the United States to date. The partnership was fortunate to hold the event a few weeks before the COVID-19 pandemic shut down all in -person gatherings. ESWC's Business Services Manager was elected to the NOCO Manufacturing Partnership Board of Directors in 2021. Retail As stated above, initial conversations regarding a retail sector partnership took place in April 2019.Recently, the Fort Collins Area Chamber of Commerce Vice President of Strategic Initiatives connected with the Workforce Director and Deputy Director to discuss the possibility of a Hospitality/Retail Sector Partnership. A launch meeting is in the works for April 2022. The Business Services Manager is working closely to ensure Weld's Businesses and public partners are well represented. Health and Wellness (Sector Partnership): The cornerstone of Weld's growing health sector is the regional 378 bed North Colorado Medical Center (NCMC) located in Greeley. Part of the Banner System: NCMC was named in 2017 as one of America's 50 Best Hospitals. Healthgrades America's Best Hospitals TM determined that NCMC was in the top 1% for providing overall clinic excellence consistently for at least six consecutive years. Most recently, NCMC received excellence awards for Critical Care, Pulmonary Care, and Stroke Care. Key NCMC services include: Heart and Cancer Care, Trauma and Emergency Care, Surgical Care and Women's Health plus a full range of specialty services including a regional burn unit and hyperbaric medicine facility. Air Life of Greeley provides immediate emergency transport with a 300 -mile radius. The University of Colorado Heath offers additional health options. UC Health Greeley Hospital opened their doors on July 3, 2019. The 50 -bed acute care hospital is located in West Greeley with the following services available: Advanced cardiac services, birth center with special care nursery, 24/7 retail pharmacy, imaging and laboratory services, emergency department with Level III trauma, a catheterization lab, and inpatient medical surgical care. The Northern Colorado Health Sector Partnership remains vibrant and serves employers well. Serving the same regional area, the partnership has been strategizing ways to connect youth with hands on experiences as related to healthcare and with overwhelmingly positive support. The intention is to continue facilitating Healthcare Boot Camps and expanding the number of youths provided with this opportunity. Success for the Workforce Committee to date include cultural competency training, job fairs, Get into the Guts (a High School Career Event), Behavioral Health defined pathways and Medical Assistant education scholarships. The partnerships goals include implementing workforce initiatives, apprenticeships, internships and to work with the CWDC to survey critical occupations and the largest workforce gaps. In November 2021. a Healthcare Careers Live Virtual Chat was held and included information on careers and available funding through Workforce Centers to support training costs. With the demand high for Medical Assistants, the sector partnership and ESWC can assist employers in using Work - Based Learning (WBL) to build their career pathway pipeline utilizing Workforce Innovation and Opportunity Act (WIOA) and Reskilling. Upskilling and Next-Skilling (RUN) funding for training and supportive services. Outreach to job seekers about the event was conducted through emails to case managers. employment registration, and other WFC staff. Training opportunities are also available through the Technology Employment in Colorado Partnership (TEC-P) 2.0 program for IT careers within Healthcare. A major hiring need identified by the sector partnership Workforce Development Committee is Imaging Technicians. A separate workgroup was createc to establish a career pathway. The workgroup includes representatives from Aims Community College, Front Range Community College 29 (FRCC), Banner Health, UC Health, ESWC. and Larimer County Economic and Workforce Development. Oil and Gas: According to the Leeds School of Business Economic Report for 2020, horizontal drilling and hydraulic stimulation continues to be an integral part of the Upstate Region's oil and gas activity. 55% of permits approved in 202121 for drilling were located within the Upstate Region. The Weld County Oil and Gas Energy Department releases monthly production reports on their website and social media. There have been numerous discussions within various regional groups about creating a sector partnership in Energy (Fossil & Renewable). Thus far it has been determined that the interest level is low. Accommodation and Food Service: Please refence the forementioned Hospitality/Retail Sector Partnership. Business Services (Company Management, Administrative/Back Office Support): Offering a central US location with easy access to Denver International Airport, a skilled labor force and exceptional quality of life, Weld is home to several large corporate/regional headquarters, business service centers and customer/administrative support operations. While the JBS North American Corporate HQ is the largest single employer in this sector, other important players include State Farm Insurance Regional Operations Center, Banner Health Corporate Center, and Hensel Phelps Corporate HQ. Many of these businesses participate in community forums such as Sector Partnerships and Aims Advisory committees, in which ESWC is present. To maximize everyone's time and efforts, a sector partnership specific to this industry area has not been explored. Agriculture: The Upstate Region's agriculture base includes 2.5 million acres devoted to farming and raising livestock. With total market value of agricultural products sold at over $2 billion; Weld ranked 1st in Colorado and 8th in the nation in the 2017 Census of Agriculture. Weld continues to be the only County outside of California to consistently rank in the top 10. The bulk, roughly $1.7 billion of market value came from livestock sales. Weld is home to two of the largest cattle feeding operations in the nation and ranks 1st in sheep/lamb production. Over half of the dairy cows in the state are also located in Weld. Cattle ranching, goat, hog, poultry and equine operations abound, and key crops include hay, wheat, corn, nursery stock, sunflowers, dry beans, onions and carrots. The impact of agriculture extends from the traditional farm production of commodities to large agribusiness/food manufacturing operations processing value-added consumer goods exported all over the world. Aims Community College has an Agricultural Advisory Committee in which a BSU team member participates. Other Services (except Public Administration): A viable sector partnership cannot form due to a wide variety of jobs coded as "Other." Transportation: Although it has exited from the top 10, Transportation is a key industry within the Upstate Region. The PY20 Economic Impact of Workforce Center Operations report prepared by ESWC clearly identified that the number one in -demand skill is a Commercial Driver's License (CDL). Weld County continues to experience a driver shortage. which creates obstacles for many businesses. This is one of the root causes of the continued effects of the COVID-19 pandemic supply chain issues. along with increased 21 Colorado Oil & Gas Conservation Commission 30 demand for moving goods. In an effort to address the issue, ESWC is working to increase awareness of the availability of funding through the WFC to help businesses train their employees and for job seekers to obtain the CDL training and additional endorsements. Transportation reaches across virtually every other industry and growth within this sector has a direct impact on the health of other sectors. The importance of this industry can be seen when looking at the transportation jobs in agriculture, energy, and manufacturing. The heavy and tractor trailer truck drivers, as well as light truck and delivery drivers represent nearly 65% of the employment within the industry. In response to TEC-P 2.0, Business Services staff were attending the Freight Industry Sector Partnership supported by the Colorado Department of Transportation. This partnership is transitioning to the Adams County Workforce Center and ESWC looks forward to the new iteration. Regardless of being a top sector, the Upstate Region, it is an expectation that employers are best served through providing, quality, timely outreach. ESWC provides industry and chambers with an email blast titled "Did You Know...". For instance, employers are made aware of the behavioral health career pathway conference, the regional advisory discussion, and the annual young adult job fair to name a few. ESWC continues to host an employer seminar covering Work -Based Learning (WBL) methods. The ESWC leadership is invested in the creation of Registered Apprenticeships and is serving on a workgroup regularly communicates with the Statewide RA consultants. In alignment with Colorado WIOA State Plan, goals B and D, intentional partnering with Chambers throughout the Upstate Region strengthens connections with key business individuals in the local communities. Related events include the Southeast Chamber, the Carbon Valley Chamber, the Fort Lupton Chamber, the Greeley Chamber, the Johnstown -Milliken Chamber, Erie Chamber and the Evans Chamber. Serving on the Windsor Economic Development Committee and several Aims Community College Advisory Boards supports this function as well. A strong relationship has been established with the Fort Collins Chamber to support further regionalism. state Professional, Scientific and Technical Services: This emerging in -demand sector accounted for 4,774 jobs in 2021 and has a GOP of over half a billion dollars. ESWC will meet with industry leaders to gauge the interest of forming a sector partnership. It is important to note, however, that Architectural, Engineering, and Related Services is within this sector and some of the titles, such as drafting services and building inspection, fit within the already established Construction Sector Partnership model. 5. How career pathways will be used to meet the needs of employers and support work -based learning opportunities Career pathways may be used to help employers better understand the path an employee is able to take in their career. A pathway may also help a potential employee understand what is required to begin on a path within a certain industry. A career pathway is an option to identify what additional training needs to be accomplished for a candidate to be successfully employed. A clearly defined career path will support employers by creating a more employable workforce. Often, the path may include WBL opportunities such as internships, job shadowing, On -the -Job Training or Registered Apprenticeships. Career pathways are an active workforce development strategy in the Upstate Region, in alignment with Colorado WIOA State Plan, goal C. Through the WCWDB, the standing Youth Committee has been committed to career pathway initiatives and strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. The Greeley Mayor has identified youth employment as a priority and is also committed to expanding employment related 31 opportunities to youth to include WBL. As an example; a continued collaborative effort between the Colorado Department of Human Services (CDHS) and the CDLE provides WBL opportunities for Colorado Works (TANF) recipients. This program was previously funded by Colorado Works Subsidized Training and Employment Program (STEP), which was discontinued reinstated in late 2021, by CDHS. in 2020 and 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. Since its creation in 2017, over 390 youth have applied for the program, which has placed 316 participants at over 125 worksites as of August 2021. During the beginning of the COVID-19 pandemic in 2020, the need to continue the program was evident as many family's incomes were affected and ESWC determined continuing the program was crucial. Discussions and learning opportunities were held to ensure youth and worksites understood the importance of social distancing, having appropriate personal protective equipment, as well as having plans in place in case of exposure. Throughout late spring of 2020, applications of eligible youth poured in, and community agencies reached out to be worksites. During the summer of 2020, 83 of the 137 youth who applied were placed on their worksites and successfully completed their temporary employment. This was a record -breaking year for the program for applicants, participants and worksites. The program continues to be an essential part of the Youth Employment and Training Programs within ESWC and the community. ESWC will continue to support VVW4Y and Colorado Works WBL through the Community Services Block Grant. In the fall of 2020, Coronavirus Aid, Relief; and Economic Security (CARES) Act money was received by Weld County. Some of this funding was allocated to assist young adults affected by COVID with temporary employment. The youth team used a similar approach as VVW4Y and started the initiative Weld CARES 4 Youth. This initiative served 48 young adults ages 14-24 September through December providing them with temporary employment. Two of the young adults were hired on permanently by their worksite and will be attending post -secondary education in the fall of 2021 studying in the same career path. ESWC was contacted by the Denver Economic Development and Opportunity (DEDO) Workforce Services about collaborating with a grant opportunity from the United States Department of Labor (USDOL) which would focus on training and upskilling the local workforce in key industries such as cybersecurity, advanced manufacturing, and software development. The grant was awarded by the U.S. Department of Labor's H-1 B One Workforce Grant Program, which in 2021 is providing $145 million to 19 institutions nationwide in higher education, workforce development, and economic development. This award will be invested in the Technology Employment in Colorado Partnership (TEC-P) program; this is the second phase of TEC-P which leads to the program name of TEC-P 2.0. The award will serve 750 job seekers from February 1, 2021 to January 31, 2025 and will be a collaborative effort of local area workforce partners including: Adams, Arapahoe/Douglas, Boulder; Larimer, Tri-County, and Weld. ESWC received a sub -award of $555,000 and is projected to serve a total of 75 individuals during the performance period. To complement existing Career Pathway initiatives, Aims Community College provides opportunities for concurrent enrollment, also referred as duel -credit opportunities, for in -school youth. In partnership with various school districts, youth can receive college credit while in secondary education. This provides the opportunity to explore careers and complete one or two years of college credit while also working on the high school diploma. With this availability, more of the youth can be involved in a variety of career pathway options. Concurrent enrollment opportunities are extensive and include, but are not limited to, healthcare, criminal justice, oil & gas, welding, automotive services, graphic design and communication media. Youth electing to participate in concurrent enrollment courses can obtain an associate degree in 32 harmony with their high school diploma. Additionally, ESWC strives to extend similar opportunities to youth outside of a traditional secondary educational environment. As such, stackable certificates are an emphasis for ESWC to ensure access and availability for individuals who have significant barriers to employment. ESWC has been actively engaged with Aims advisory committees to stress this importance. ESWC representatives have been a member of the Surgical Technology Advisory Committee since its inception, initiated the Multi Industry Systems Technology (MIST) certificate (has since been renamed to Industrial Technology), and engaged Aims with local business leaders to create Oil & Gas stackable certificates leading to a two-year degree amongst numerous additional initiatives. In recent years, WCWDB and the BOCC have recognized National Apprenticeship Week with a Proclamation in Weld County (held in November to coincide with National Apprenticeship Week) that highlights and celebrates the advantages to employers when implementing the RA model in their business. The board continued the recognition through 2021. In alignment with the Colorado WIOA State Plan, goal C, the advancement of Registered Apprenticeships (RA), as with other forms of WBL, remains a priority for the Upstate Region. In fact, ESWC was instrumental in creating a partnership with an employer and Aims Community College so that the training component for a medical RA could be developed. Additionally, ESWC introduced Vestas and the Greeley -Evans School District 6 with the result of the school sponsoring an Advanced Manufacturing Apprenticeship Program. This was the first of its kind in Colorado and ESWC was able to support 24 of the students enrolled in the apprentice program. The students were enrolled in the State Apprenticeship Expansion (SAE) grant and received supportive services to assist with the mentoring portion of the apprenticeship. More than half of the students continued with the registered apprenticeship or were hired on as permanent employees of Vestas. However, in early 2021, due to decreasing market demand, Vestas laid off 450 workers from their plants in Brighton and Pueblo Colorado limiting the capacity for this program. In 2022, the program is once again accepting applications. ESWC has collaborated with the Statewide Apprenticeship Consultants on new apprenticeship opportunities for Weld County. Throughout 2020, one apprenticeship consultant started conversations with ESWC staff along with two other local areas about growing Pro -Start programs. This collaborative effort would allow students to learn about culinary careers through an apprenticeship with a restaurant in the community as the sponsor. Unfortunately. it was determined that Pro -Start could not focus on the rural areas as they intended. In addition to this opportunity, the second apprenticeship consultant joined conversations with Weld County Youth Conservation Corps (WCYCC) staff about creating an arborist pre -apprenticeship or becoming connected with registered apprenticeships for exiting AmeriCorps members. These conversations have grown and now include arborist employers and the Colorado Tree Care Sector Partnership and movement towards informing young adults about opportunities to continue in this career pathway. In early 2022, WCYCC Supervisor and the WBL Navigator began the process to create a Registered Apprenticeship with Luke Glines Tree Experts. With assistance from a Business Services Representative, the new RA registration process is well underway. Part of the apprenticeship will be a two-way referral process between WCYCC's AmeriCorps Program and Luke Glines Tree Experts. in which interested individuals can enter this program from either partner. Eligible participants will be enrolled in the AmeriCorps program to earn a Sawyer certification, which includes proper safety protocols. and then move to Luke Glines Tree Experts for the Arborist training portion of the RA. Numerous discussions with employers have been held and there has been some interest in RA opportunities. USDOL has jointly presented information with employers, as well; however, the paperwork seems to hinder the progress of the final step in becoming a RA site. Weld expressed interest to the State to learn more about becoming an "Apprenticeship State". This model, discussed 33 at the 2019 National Association of Workforce Boards (NAWB) conference, showed great promise in its streamlined approach to RA approvals. ESWC is happy to see that this is now coming to fruition. with the hiring of State Apprenticeship Consultants and Apprenticeship Navigators, Weld is confident their assistance to employers will result in increased RAs in all of Colorado. In 2021, the Executive Director of the High Plains Library District spoke with one of the Consultants to gain further knowledge on the paperwork process for a registered apprenticeship and has since taken this information back to the GEARS2 committee to discuss innovative ways to address this hinderance. In 2021, ESWC created a WBL Navigator position which was filled in September of that year. The purpose of this position is to foster new employer relationships which includes outreach, education, and information sharing about WBL activities and services to increase opportunities available to individuals throughout Weld County. The WBL Navigator works with Chambers of Commerce members and public and private partners to address their WBL goals and needs. As of December 2021, the WBL Navigator has engaged with 36 local employers to connect them with WBL services and partners that best meet their needs, resulting in 14 new WBL worksites across the healthcare, agriculture. construction, and information technology industries. The WBL Navigator also supports the Employment and Training Program Case Managers with hiring workers for these positions. The WBL Navigator has joined the Northern Colorado Healthcare Sector Partnership's main convening body to strengthen the link between ESWC and support development of career pathways in the sector. A career pathway was developed through the Northern Colorado Manufacturing Sector Partnership with Quorum Prosthetics and the WBL Navigator for a 3D Print Technician through a work -experience program. This will increase exposure to the field for potential employees. Additionally 6. Other strategies and services that will be used in the Upstate planning region to support a local workforce development system that meets the needs of businesses in the planning region The Bright Futures program continues to be impactful and is now led by The Weld Trust. This innovative program allows Weld residents the opportunity to attend post -secondary schools by providing tuition assistance. Since its inception, $17 million has been invested in Student Success with over 6,000 students served. This became available to any high school graduate or HSE recipient beginning in 2016 and forward. The program is also opened to returning Veterans. More details on the Bright Futures Program can be viewed at: https://www.brightfuturesco.com/. An additional outreach method to highlight is the Open Jobs List that ESWC sends out weekly. This tool provides up-to-date information about new and current job postings within the Upstate Region as well as any upcoming events for business and job seekers. There are two main distribution lists which are utilized. First, the report is sent to all agency case managers, employment registration staff and leadership, which allows case managers to in -turn provide relevant job information to ESWC clients. Secondly, the report is distributed to over sixty public partners, some of which include: Weld County School Districts; Aims Community College; Division of Vocational Rehabilitation; SER-National; Department of Corrections, Adult Parole; and CDLE Veteran Representatives. It is so widely utilized among the community that some of the individuals receiving the report repost or forward the information to their respective networks. The report is also used at the Weld County Department of Human Service entry points. Clients seeking services at the Department of Human Services in areas such as Colorado Works, Food Assistance, Child Support, etc., can access the reports and are encouraged to sign up for Connecting Colorado to discover more about the jobs which are available. Committees of the WCWDB also utilize strategic planning to support the local workforce development system. The standing Youth Committee is committed to analyzing business needs within the Upstate Planning Region as well as surrounding area. For example, the Youth Committee connected with the Aims Community College's Surgical Technology program advisors and as a result were informed of 34 the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the Youth Committee and ESWC staff members coordinated and supported the creation of a Sterile Processing Technician certification program which was not currently available in Colorado; Aims received State approval to launch this program and the first cohort began in January 2017. Sterile Processing Technicians clean, process and sterilize surgical instrumentation. Each o perating room has a Sterile Processing Department that is closely aligned with Surgery Departments and oftentimes falls under the direction and supervision of Surgical Services. Sterile Processing Technicians must obtain a working knowledge of surgical instrumentation, infectious processes, and sterilization techniques. Sterile Processing Departments are experts on surgical supplies and equipment as they gather and process these items for surgical procedures for both inpatient and o utpatient facilities. Many of the students who earned their certification obtained employment offers before completing clinicals. Creating the first Sterile Processing Certification program in Colorado is o ne example of the WCWDB and standing committees supporting local workforce development and being on the cutting edge of program development to meet identified industry sector needs. Initiated in 2015, the use of on -site job fairs has been met with strong employer support. Prior to 2021, the venue allowed for 6-8 employers. After a remodel of ESWC was completed. the new conference center allows for 10 to 12 employers. The room is also available to employers free of charge should they want to utilize it for an individual hiring event, training for their employees, or other needs. Past events have included a transportation and education focused job fair, employer and industry specific hiring events, employer seminars and regional Workforce Professionals On -Boarding Training. At job fairs and hiring events, employers appreciate having the one-on-one interaction with job seekers and it is with their support that this model continues. During the height of social distancing requirements needed due to the COVID-19 pandemic, in -person job fairs were replaced with virtual job fairs (VJF). ESWC has seen great benefit in hosting VJF's on a regional level with other areas. Once the need for social distancing decreased. ESWC began hosting in person job fairs in addition to virtual job fairs. Triggered by the COVID-19 pandemic, the Colorado Department of Labor and Employment (CDLE) was awarded two National Emergency Grants (COResponds and RecoverCO) to support employees laid off and employers seeking temporary employees in humanitarian positions. ES\A/C received $337,070.39 for RecoverCO and $289,240.30 for COResponds respectively. COResponds focuses on providing temporary employment to assist job seekers who are temporarily or permanently laid off due to the pandemic, including dislocated workers and long-term unemployed workers. ESWC has partnered with employers seeking employees in various humanitarian positions that range from a temperature checker to a sanitation worker, to provide temporary employees for those positions. ESWC will continue the effort of connecting employers with valuable temporary employees to help offset the expenses of hiring new.. permanent employees for these positions that were only brought about due to COVID. Additionally, job seekers will benefit from having temporary employment as the economy recovers from the high unemployment rates. RecoverCO focuses on providing comprehensive career and training services to dislocated workers to expedite their re-entry into the workforce system, while providing supportive services to ease the financial burdens present during job search and training. As some positions have been eliminated as a result of the pandemic, some job seekers are needing new training in different industries that have a greater labor market. With RecoverCO, numerous participants have and will continue to benefit from this grant. The two grants will end August 31, 2022, and ESWC is committed to further assisting our job seekers, participants and employers with their recovery during and after the pandemic. Additionally, other events which ESWC either hosts or participates in are shared with the membership of the WCWDB, Chambers, Community Based Organizations, etc. Notifications of events are sent 35 through email and members of each respective group are encouraged to attend. As an example, ESWC is a part of a Regional Workforce Development Group known as WYCO (Wyoming Colorado). This group is made up of workforce staff from Boulder, Larimer, and Weld Counties as well as Wyoming. There are discussions underway to form a larger partnership which would include Southern Colorado counties. In recognition of the labor shed drawing from all of these areas, the partnership has hosted Regional Job Fairs annually and employers from the WCWDB. and throughout Weld are asked to participate. Held in the spring and fall the Job Fairs support the workforce on a regional level and these events have garnered huge support from employers in the Upstate Region. Another strategy the Upstate Region utilizes in developing effective workforce practices is being seen as an instrument of change. The Upstate Region continues to be a leader throughout the state by participating in pilot projects and being involved on various task forces. These include the Colorado Operators Group, the Business Services Leadership Team, and the Colorado Urban Workforce Alliance (CUWA). The Upstate Region's participation in Unemployment Initiatives and the diligence in serving the UI population serve as another example of how strategies and services are currently being used to support the local workforce development system that also meets the needs of businesses in the Upstate planning region. Weld has administered a variety of programs such as Extended Unemployment Compensation (EUC), LINKS and most recently, Reemployment Services and Eligibility Assessment (RESEA). Since 2017, ESWC has assigned over 2,865 claimants to RESEA. The WCWDB monitors events such as COVID-19 to help employers create continuity of operation plans in the event similar situations arise. The Business Services team monitors media outlets and legislation and are prepared to answer varying questions while the Director and Deputy Director of Weld County Department of Human Services maintain constant contact with the BOCC and the Weld County Department of Public Health and Environment. In August 2021, WCWDB published a Request for Proposals (RFP) for Workforce Innovation Grant Program funds under Colorado House Bill 21-1264. A second RFP was published in November 2021. Five bids were awarded to four local organizations. The grant has a three-year period of performance. • IRCNOCO was awarded $336 138 for their Basic Education and Digital Literacy Development Program offering the Northstar Digital Literacy Industry Recognized Credential. They plan to serve 358 participants per year. • Jobs of Hope received two awards for $161.700 and $46.257.94, for the House of Hope. Men of Valor program. They plan to serve 40 participants a year. • Colorado Bioscience Institute was awarded $435,200 for their Warrior Tech Associates Degree in Biochemistry. They plan to complete two (2) cohorts with 30 students each year. • Northern Colorado Veterans Resource Center (NCVRC) was awarded $130,935 for employer engagement support and to expand services to an additional 100 Veterans. 7. 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 WCWDB has a long-established history of focusing workforce development activities and services, including training and education activities, towards the existing in -demand and emerging industry sectors in the Upstate Region. The Upstate Region will continue to focus workforce development activities and efforts on meeting the needs of the identified in -demand industry sectors as identified in section A.1. of this plan. The Workforce Board has and will continue to focus efforts on convening sector targeted work groups that result in coordinated initiatives between partners that are 36 designed to meet the identified needs of the in -demand sector employers and in alignment with Colorado WIOA State Plan, goal C. Community partners include: Aims Community College (Carl Perkins), Division of Vocational Rehabilitation (DVR), Immigrant and Refugee Center of Northern Colorado (IRCNOCO), Community Education Outreach (CEO) in conjunction with Intervention Community Corrections Services (ICCS), Service Employment Redevelopment (SER) — Jobs for Progress National, Inc., Rocky Mountain SER, and the Community Resources and Housing Development Corporation (CRHDC). These partners have signed Memorandums of Understanding (MOU) regarding the coordination of services under WIOA. Each partner is committed to the development and collaboration of services not only with the workforce center but with one another. The Community of Practice for Front -Line Staff meetings for these partners continue to be held bi- monthly and hosted at rotating partner locations. Select staff members from each partner attend to discuss programs and services, community needs and to take part in general networking. These meetings have increased awareness of partner services, which has increased collaboration and co - enrollment of clients across partner programs. a. The strategies and services that will be used in the Upstate planning region to better coordinate workforce development programs and services with regional economic development services and providers The strategies and services outlined below are in alignment with Colorado WIOA State Plan, goal D. Upstate Colorado, the lead regional economic development agent in the Upstate Region, has a long standing and collaborative partnership with ESWC. This partnership was strengthened when Weld County received the Sectors and H-1 B Technical Skills Training Grant. Working with Upstate Colorado as the convener through the Sustainable Manufacturing Sector Initiative, ESWC was able to provide training and related activities to workers to assist them in gaining the skills and competencies needed to obtain, or upgrade, employment in high -growth industries or economic sectors. Additionally, there has been, and continues to be, representation on the WCWDB by Upstate Colorado's President and CEO. This longstanding relationship facilitates regional discussions with Upstate Colorado, employers, and other workforce partners regarding current workforce programs and conversely provides the ability to inform ESWC, the WCWDB, and partners regarding economic development activities within the region. ESWC provides Upstate Colorado customized analysis and labor profile statistics specific to potential companies exploring Weld County for business location or expansion. This analysis includes labor markets, talent pool availability, hiring trends, local and regional job seekers registered in Connecting Colorado, education attainment statistics in the labor market, etc. If the potential employers want more detailed information (e.g., wage rates in similar companies, shift differentials, commute times, etc.) concerning comparable companies, additional research is completed for the employer. This collaborative effort and the willingness to respond to potential companies' requests have resulted in numerous positive results in attracting large industries to Weld County such as Owens Illinois, Vestas, Leprino Foods, Smuckers and Intersand America Corp. Conversely, where companies are in a position for the need to downsize or close, ESWC and Upstate Colorado representatives visit with the companies to determine if there is a way to respond to the companies needs and when necessary, provide rapid response activities to the affected employees. A recent example being with Vestas' layoff in 2021. This included working in conjunction with the State to offer Trade Adjustment Assistance to their former employees. as the jobs moved overseas. 37 Coordinated service delivery between Aims Community College, Upstate Colorado, and ESWC has formed through a team known as Weld WORKS to better serve employers. This collaborative effort helps employers quickly recruit, train and further develop their workforce. The Weld WORKS Labor Team is designed to provide technical assistance to both new companies looking to locate to the region as well as existing employers expanding or facing employment challenges. The Team identifies labor development opportunities by comprehensively reviewing and managing various local, county and state Workforce Assistance Programs, including: • Colorado First/Existing Industry Training Grant • Assessment and Learning Center • Work -Based Learning (WBL) Options • Bright Futures Education Stipend • Certification and Degree Programs • Customized Training for Employers • Labor Market Information and Statistics • Other Business Assistance Programs • Other organizations (municipal, university, college, etc.) are invited to employer meetings, as warranted The collaboration with Upstate Colorado as a key partner facilitates regional discussion through its involvement with partner economic development entities including the Colorado Office of Economic Development and International Trade and the Southwest Weld Economic Development group that borders Adams and Boulder counties. On May 15, 2019, the Boards of County Commissioners of Weld County, Colorado and Larimer County, Colorado executed an MOU creating an official coalition titled Northern Colorado Regional Economic Development Initiative (NoCo REDI). Weld and Larimer County acknowledge that significant benefit can result from collaboration on economic development activities that promote the positive business attribute and amenities of Northern Colorado. We recognize that shared regional assets exist within the two 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 Economic Development Corporation, Larimer County Economic and Workforce Development (LCEWD), along with 33 cities and towns. as well as the unincorporated communities within our combined geography. Regional collaboration provides a clarity of roles, relationships and expectations of a common economic development goal in our region. NoCo REDI examines specific opportunities to effectively market the Northern Colorado Region to prospective employers and site location consultants. The goals of these joint efforts include: • Expand awareness of Northern Colorado to companies and prospective workers of the business on opportunities that exist • Competitively position Northern Colorado in relation to other areas of the State and similar markets around the U.S. • Create broader partnerships within the area's public, private and non-profit sectors • Share costs of regional economic development marketing on a case -by -case basis by separate written agreements • Generate qualified leads ESWC's participation in the Economic Development Council of Colorado's fall conference led to opportunities to attend regional economic training and professional development courses. 38 b. How the Upstate planning region will strategically coordinate workforce investment activities with the provision of adult education and literacy activities under title II As mentioned above, an MOU is in place with IRCNOCO, a local entity delivering the adult education and literacy activities. The Executive Director is a member of the WCWDB, CWDC and currently serves as chair of the Youth Committee. The WCWDB serves as a conduit for information sharing and regional discussions regarding current workforce programs and the development of initiatives to meet adult learner needs. Collaboration has taken place to provide a bridge for adult learners to work seamlessly between adult basic education/ESL, at Aims Community College, and ESWC. A model to reinforce a "no wrong door" approach for each agency was developed under the Weld Alliance Career Education Pathways partnership in 2011. This effort has allowed for further coordination with additional agencies such as Lutheran Family Services, and the Weld County Volunteer Agency (VOLAG) serving the refugee population, to provide additional services for Weld's refugees and individuals in need of ESL. Another partnership with Community Educational Outreach (CEO), which provides Adult Education and Family Literacy Act (AEFLA) services to adults with barriers to reach their employment potential, was recently strengthened with the appointment of CEO's Executive Director to the WCWDB. ESWC has an MOU in place to coordinate services and work together to ensure that the needs of individuals with barriers to employment are addressed and areas are identified to enhance services. CEO is housed and partnered with community corrections so, referrals cannot be made to them. Rather, ESWC provides Resource Room access, workshops, career information and counseling, program eligibility and WBL to CEO residents. c. How the Upstate planning region will strategically coordinate workforce investment activities with the provision of vocational rehabilitation services under title IV The Upstate Region has had, and continues to have, an excellent working relationship with local DVR staff and has had a strong partnership that has been in place for many years. DVR serves on the WCWDB, participates in regional sector work, and is in leadership roles on ESWC committees. The MOU with the WCWDB outlines collaborative efforts for business hiring events as well as assisting clients in accessing workforce system services. DVR is a willing contributor to the employer seminars which are hosted at ESWC. The DVR Business Outreach Specialist continuously provides an engaging presentation on how DVR can partner with employers, and the myths and misconceptions that can create barriers to employment. Referrals between DVR and ESWC continue to grow and strengthen. A collaborative effort, which braided funding from both agencies, was the subject of Workforce Investment Works Success Story. The story covered the involvement and persistence of both DVR and ESWC case managers ultimately resulted in the placement of a DVR client. d. The strategies and services that will be used in the Upstate planning region to strengthen linkages between the one -stop delivery system and unemployment insurance programs ESWC has extensive experience in serving UI claimants. In 2015, ESWC began the Reemployment Services and Eligibility Assessment (RESEA) program. The major component of that initiative was to 39 reduce the duration of UIB through improved employment outcome and to promote alignment with WIOA strategies. UI claimants were required to participate in a reemployment plan, designed to uncover strategies for re-employment to in -demand occupations. For those requiring re-training or work -based learning opportunities, they are directed toward WIOA. For those who cannot be served by WIOA programs they are directed to WP and discretionary grant funded services, DVR, community colleges and universities. Services for UI claimants have included: • One-on-one staff assistance regarding labor market and occupational information • Interview and resume workshops • Individualized job search assistance • Resources utilized aided with applications for Federal Pell Grants, including linkages with community colleges and universities, including on site material and appropriate web -based sites • Access and assistance with the online Unemployment Insurance Chat and • Identity verification assistance • Other allowable services as identified under WP My U I+ Recently when the COVID-19 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. Additionally, ESWC re -opened the resource room in May 2020, for in -person services to assist with technology needs surrounding UIB. ESWC will continue to assist with virtual or in -person services to best fit the needs of claimants and UI. e. 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. In May 2020, ESWC began the grant writing process for the Improved Payments and Child Success (IMPACS) program through the Colorado Department of Human Services. In February 2021, ESWC was awarded the grant which is geared toward assisting parents paying child support, and their families, to overcome and minimize challenges to employment through the utilization of supportive services and individualized case management to increase the number of child support payments received, improve employment outcomes and parent -child relationships. ESWC is proud to collaborate with the Child Support Services (CSS) division, which is housed within the Weld County Department of Human Services, to receive referrals and provide services to their clients. In addition to partnering with CSS, ESWC received a letter of support from Family Connects within North Range Behavioral Health (NRBH) which provides parenting classes for a variety of ages and will specifically assist with the goal of improving parent -child relationships. Although ESWC has had a long-standing relationship with NRBH, this is the first-time partnering with Family Connects. It is ESWC's goal to further foster this relationship for future opportunities to assist the Weld County community. In Spring 2021, the Immigrant and Refugee Center of Northern Colorado (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 includes 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 Americans Toolkit were held in 2021. The first was at ESWC and included public partners such as IRCNoCo, High Plains Library District, and representatives from surrounding Workforce Centers. The second 40 opportunity was through a special Colorado Workforce Forum in December in which 125 attendees from various workforce agencies across Colorado attended. Thus far. in 2022, the toolkit was presented at the Literacy Coalition of Colorado training in February. 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. f. How the WCWDB will coordinate workforce investment activities carried out in Weld County with statewide rapid response activities22 ESWC, in alignment with Colorado WIOA State Plan, goal D, provides Rapid Response workshops for affected employers and workers, immediately after the State (or Workforce Center) is notified either by WARN Notice or by other means, of a current or projected permanent closure or mass layoff; or a dislocation because of a disaster. The Rapid Response team for ESWC includes the Local Area Rapid Response Coordinator (LARRC), a member of the Business Services unit and case managers from the Adult Employment and Training Programs that serve Dislocated Workers and Trade Adjustment Assistance (TAA) customers. The case managers speak to services available to Dislocated Workers as well as to those services available to any potential trade affected workers. If necessary, the LARCC will enlist the assistance of a BSU representative determined by the sector industry of which the affected employer is a part. ESWC has the technology and capability to deploy the Rapid Response team to any part of the County at any time that is convenient for the employer and the affected workers, and the Rapid Response workshop is available in both English and Spanish to best accommodate the needs of the employer and the affected workers. The State Rapid Response Unit is informed of any layoffs in Weld County and, for the most part, take the lead if it impacts 50 or more workers. The State also provides packets of information to give to affected workers during workshops. Immediate and on -site contact with the employer, representatives of the affected workers, and the local community, may include an assessment of the: • Layoff plans and schedule of the employer; • Potentia for averting the layoff(s) in consultation with Upstate Colorado Economic Development or the State economic development agencies, including private sector economic development entities; • 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; • Available resources to meet the short and long-term assistance needs of the affected workers. 8. The replicated cooperative agreementsZ3 between the WCWDB or other local entities24 with respect to efforts that will enhance the provision of services to individuals with disabilities and to other individuals, such as cross trainin • of 22 As described in section 134(a)(2)(A) 23 As defined in section 107(d)(11) 24 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(f)) in accordance with section 101(a)(11) of such Act (29 U.S.C. 721(a)(11)) 41 staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts at cooperation, collaboration, and coordination As aligned with Colorado WIOA State Plan, goal A, Weld has had a longstanding commitment to serving those with barriers including those with disabilities and ESWC has developed and maintained both facility and program accessibility to career services. School district's School to Work Alliance Programs (SWAP) and DVR participate on WCWDB standing committees and staff members from DVR, SWAP and ESWC cross train with one another. The WCWDB entered into an MOU with DVR which explains access to services and incudes a crosswalk of services that can be provided by ESWC, DVR, or by both entities. Additionally, Business Services sends the list of open jobs weekly to DVR, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers. A survey from the Department of Labor regarding the accessibility of our workforce center, its programs and services for people with disabilities, was completed in Spring 2020. The survey was a great opportunity for self -assessment and analysis to determine, as a center, if we are accessible with both programs and services. Through CDLE's contract with the Rocky Mountain Americans with Disabilities Act Center (RMADAC) staff completed an online course on Programmatic Disability. The course included the Americans with Disabilities Act, the Rehabilitation Act, WIOA Section 188, Disability Awareness and Etiquette, Programmatic Accessibility, and a Self -Evaluation to confirm completion of the training. To further demonstrate the Upstate Region's support to serve individuals with disabilities, ESWC performed a programmatic accessibility self -evaluation in June 2020 to determine areas for improvement. The ESWC Greeley office underwent a remodel from June 2020 through May 2021 Once complete, ESWC conducted another accessibility self -evaluation to ensure that physical accessibility was not impacted. As a result of the remodel and evaluation. signage throughout the building was updated to meet ADA guidelines and include Spanish translations. In addition. the exterior accessible route for ESWC was replaced to meet requirements. accessible signage was updated, and a new railing was installed outside of the building. A survey conducted after the accessible route replacement confirmed the increased ease of access to the Greeley office. Conducting the evaluation during the pandemic's increased need for accessible electronic documents proved valuable, as many documents were updated and assessed for accessibility to meet the needs of the community and social distancing. This increased the awareness of the need for accessible documents for program participants, as well as ESWC staff. ESWC plans to increase staff's knowledge on how to create accessible documents to ensure any document created is accessible to all. 42 9. The coordination of transportation and other supportive services As a region, the most obvious need for future investment in the Upstate Region is the long-term investment in the road and bridge infrastructure. The Upstate Region encompasses 4,016 square miles. Due to physical constraints alone, transportation and supportive services are an essential part of assistance. According to the 2019 American Community Survey 5 -Year Estimates25, there is a total of 135,670 workers 16 years and over utilizing a car, truck or van as their means of transportation to work, including carpooling. Alternative transportation26 shows that those using public transportation (excluding taxicabs) totaled 439. Over 2.800 individuals walked to work and 2,421 used a taxicab, motorcycle or bicycle to commute. 12.897 individuals worked from home. A Transportation Plan looks at the condition of the current transportation system and uses County land use forecasts and regional travel demand models to outline a plan that will develop and maintain a safe and efficient long-term roadway network in the Upstate Region. The plan strives to improve the movement of people and goods to all the Upstate Region communities by enhancing regional arterial roadways. Current highway access for the region includes 1-25 construction) (currently undergoing expansion eyenne • Freight Rail Access Map WYOMING N E B COLORADO Union Pacific Railway Burlington N� :rthenVSanta _ a Figure 18. and State Highway 85 for North/South demand, with 1-76, State Highway 34, State Highway 392, and State Highway 14 catering to the East/West demand. General Aviation access can be found in the region at the Greeley/Weld County Airport as well as the Erie Municipal Airport. Freight Rail Access is demonstrated figure 1727. 10. How administrative cost arrangements have been coordinated, including the pooling of funds for administrative costs or discuss why these are not appropriate for the Upstate planning region at this time Weld County is the only County in the Upstate Region and as a result, the pooling of funds for administrative costs is not necessary. However, the Department of Human Services has a cost allocation plan which allocates costs based on time charged by staff. As one of eight divisions in the Department, ESWC staff primarily charge to programs related to employment grants. Approximately 52.5% of the ESWC staff charge to Colorado Works, Employment First, AmeriCorps, Community Service Block Grant, Child Care, Child Support, and Child Welfare programs. Indirect costs such as 25 Aggregate Number of Vehicles Used in Commuting By Workers 16 Years and Over 26 Means of Transportation to Work 27 Upstate Colorado, 2017 43 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. 11. The establishment of an agreement concerning how the Upstate planning region will collectively negotiate and reach agreement with the Governor on local levels of performance for, and report on, the performance accountability measuresZ8 for Weld County and the Upstate Region Since Weld County is also the Upstate Planning Region, there isn't a level of consensus needed as there is in other Planning Regions. The process for agreement with the Governor regarding performance accountability measures was the same in Program Year 16 as they were for WIA. As additional guidance has been received from the US Department of Labor, the Colorado Workforce Development Council (CWDC), and the Colorado Department of Labor and Employment (CDLE) regarding the use of the performance adjustment model and how it will apply to the Upstate Region, ESWC and the WCWDB negotiated standards as specified by the Council and CDLE. 12. 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 ESWC currently operates a number of the programs identified as partner programs in WIOA, including the Workforce Innovation and Opportunity Act Title I Adult; Dislocated Worker, and Youth Programs, the Title III Wagner-Peyser Act (WP), Trade Adjustment Assistance (TAA), the Migrant and Seasonal Farm Worker program (MSFVV), and provides functional supervision to the Disabled Veteran Outreach Program (DVOP) staff under the Jobs for Veterans State Grant (JVSG). All program individuals are registered in Connecting Colorado and as such, basic information is not duplicated. As additional coordination between major program systems such as the Colorado Benefits Management System (CBMS) and Connecting Colorado take place, the ability to have a more technology enabled intake and case management system should become more available. As additional agreements between the WIOA Core Partners take place, particularly at the state level, additional means to cross share information will take place. Currently, job openings are shared with partner agencies via email and as interagency agreements and Memorandum of Understanding (MOU) are developed at the state level, partners may be able to access Connecting Colorado directly. For Colorado Works and EF, there have been some minor strides towards CBMS and Connecting Colorado to work together. This continues to be a work in progress at the State level. The Colorado program is using spreadsheets to oversee caseloads and help increase required numbers such as the Workforce Participation Rate (WPR) for Colorado Works. ESWC is working with the Colorado Department of Human Services (CDHS) to design, implement and use new case management features within CBMS that will allow greater efficiencies for the case managers and clients. The new features should allow for greater communication to and from our clients, reporting more outcomes and increasing engagement with our clients. With the new features, the hope is that CDHS and CDLE work together to improve statewide efficiencies for the end users of the system and our clients. Additionally, due to the redesign, ESWC is updating all local policies related to Colorado Works Works. 28 Described in WIOA sec. 116(c) 44 In March 2020, with the onset of the COVID-19 Pandemic, social distancing caused a need to rapidly change service delivery methods to a virtual platform as workforce centers across the state closed. ESWC quickly transitioned to providing services over the phone and via virtual meeting platforms, to limit any interruptions in providing services to the community during a two -month period where in person services could not be provided. As conditions allowed, ESWC slowly increased the number of individuals allowed within the workforce center to provide services to those without access to technology. An example of virtual technology utilized during the pandemic includes partnering with other regions to provide virtual job fairs such as the Statewide event held in February 2021. Additionally, ESWC participated in a workshop committee which was committed to ensuring workshops across the State were accessible to all. Virtual workshops were offered at ADWorks!, Boulder, Denver, Jefferson. Larimer and Mesa counties and were available for any Colorado resident to attend. This joint collaboration allowed Weld County residents options outside of the normal in - person workshop schedule at ESWC. Weld County's contribution was offering the Helping Offenders Pursue Employment (HOPE) and 50+ Workshops virtually. 13. The activities and steps taken to develop this regional plan Using the PY16-19 plan as a framework, ESWC support staff posed the following questions to the WCWDB: industry workforce needs, vision for preparing an educated and skilled workforce, Veteran support, and strategies to assist individuals with barriers. Furthermore, discussion from the annual Regional Workforce Development Board meeting with Larimer County provides additional content for this p Ian Notice of the Plan availability for review is provided to WCWDB members, Chambers, economic development community partners, school districts, youth serving agencies and employers in the identified sector initiatives (both locally and regionally). Following that input, the plan is made available to the public for comment, by posting Greeley Tribune for 30 consecutive days. The plan can be accessed at https://www.weldgov.com/departments/human services/employment services/workforce developme nt board. After the 30 -day deadline for commentary, the comments are taken into consideration, with the Workforce Development Board and Commissioner approval, the plan is submitted. a notice in the 14. The process used by the WCWDB in the Upstate 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, representatives of labor organizations though a 30 -day public comment period. The plan is published on the WCWDB web page with instructions on how to submit comments. A notice of public comment is published in the local newspaper, The Greeley Tribune. During the 30 -day period, as posting scheduling allows, the Weld County Communications Team will post the plan for comment on the county's social media sites, Facebook and Twitter. Opportunities for input into the development of the plan prior to its submission is provided through various methods prior to the public comment period: • Planning meetings prior to plan creation; • A draft of the plan is sent out to appointed board members; 45 • The plan is discussed during several WCWDB board meetings and Awareness Committee meetings prior to the public comment period; and • Significant changes to the plan are then reviewed by the WCWDB, if needed, prior to its submission to the state. B. Weld County Local Plan 1. An analysis of the workforce development activities (including education and training) in Weld County, 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 Weld County The WCWDB has a long-established history of focusing workforce development activities and services, including training and education activities, towards the existing in -demand and emerging industry sectors in Weld County. As a designated local area; Weld County will continue to focus workforce development activities and efforts on meeting the needs of the identified in -demand industry sectors as identified in the regional portion of this plan. The Workforce Board has and will continue to focus efforts on convening sector targeted work groups that result in coordinated initiatives between partners that are designed to meet the identified needs of the in -demand sector employers. As an example, through the WIRED Initiative, the WCWDB and ESWC worked with Aims Community College to develop two Multi Industry Systems Technician (MIST) certificates based on the needs identified by manufacturing/advanced manufacturing industry employers. Due to the success of the MIST program and through continued input by manufacturing sector employers, the program was eventually expanded to four certificates and an available AAS degree. The program has continued to be modified based on input from manufacturing sector employers, as well as input from the WCWDB, and has since been renamed to Industrial Technology program. These certificates and degree options are a viable training option for the manufacturing/advanced manufacturing sector. Links with efforts taking place under the Colorado Blueprint and the Colorado Advanced Manufacturing Alliance (CAMA) continue. As a member of the Colorado Online Energy Training Consortium (COETC) TAA grant that provided resources to support the education/training, Aims Community College utilized the foundations of the Industrial Technology program developed under the WIRED initiative, along with input provided by the WCWDB's Oil and Gas Task Force (which included employer representatives from many of the County's oil and gas industry sector employers), to develop certificate and degree programs for careers in the oil and gas sector. Both sector focused programs provide additional options for unemployed and incumbent workers to gain skills, as well as certificates, for these targeted industry sectors. Aims Community College in partnership with ESWC, has intentionally designed certificates to be stackable thereby increasing the value and opportunity to apply gained skills and knowledge within various sectors. Through the H1 -B training grant, the WCWDB identified the funds would be utilized to enhance the higher -level training options and needs primarily for employers in the Sustainable Manufacturing Sector. Funds were used to increase the higher -level skills needs of the incumbent workers in high - demand occupations for the targeted industry sector employers. Upstate Colorado Economic Development was identified as the convener for this Sector initiative to facilitate the connection of employers needs with training providers. The training and subsequent certifications provided information on the needs of this industry sector and an identification of the various skill needs and 46 training options for both incumbent workers as well as the long-term unemployed to assist them in acquiring the requisite skills for high skill, high demand occupations. The WCWDB and ESWC have continued to work on meeting the health sector needs in Weld County since the development of the collaborative efforts with partners for the Gee Whiz Health Camps, the development of a Nuclear Radiological Technician Certificate, and the collaboration to expand entry level health worker training available in the early 2000's. Since that time the Board has continued to be active in working with a variety of partners to develop activities and services meet the health and wellness sector needs. The Youth Committee and ESWC staff connected with the Aims Surgical Technology program advisors and were informed of the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the Youth Committee and ESWC staff members coordinated and supported the creation of a Sterile Processing Technician certification, which is not currently available in Colorado, under STEM Career Pathway funding. By creating the first Sterile Processing Certification program in Colorado the WCWDB, our partners, and the Board's Standing Committees have taken a lead in the development of activities and services to meet the needs of the health and wellness industry sector employers not only in the local region but in the state as well Aims Community College, the University of Northern Colorado, and IBMC represent the primary post- secondary educational institutions in Weld County. Fort Morgan and Front Range community colleges as well as CSU and CU provide required support for additional educational opportunities. Various workforce development activities and sector initiatives have identified additional proprietary schools and other training options available, including on-line training that can meet the needs for employers, incumbent workers, and job seekers. ESWC utilizes these institutions to train clientele whose interest include, but are not limited to, truck driving, healthcare, manufacturing/industrial technology, information technology, welding, animal care, administrative assistance and High School Equivalency (HSE) preparation. Training dollars are spent only in areas identified as an in -demand or growing industry sectors. A strategy which has garnered increased emphasis is the continued expansion of outreach to South County. The Resource Room is staffed by an Assessment and Learning Center Instructor twice a week and case managers availability has also increased. Support to employers has increased through additional South County Job Fairs and Hiring Events. This strategy of increased South County engagement has been so successful that the focus on South County has indeed proved to be an effective strategy. Not only are current discussions regarding securing case managers in South County on a consistent basis, but the growth in South County clientele also warrants exploration of building expansion. 2. WCWDB's strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment, and New Americans), including goals relating to the performance accountability measures based on primary indicators of performance29 in order to support economic growth and economic self-sufficiency The WCWDB Strategic Plan vision is to direct the efforts of Employment Services of Weld County to operate an innovative, adaptive, and customer -driven workforce system which ensures the below: 29 Described in section 116(b)(2)(A) 47 Customer services are based upon individual needs and choices, Services provided are competitive and valuable, Outcomes are measurable, and results orientated, Responsiveness to changing labor market conditions', customer profiles, and program regulations, and Services are fiscally responsible Commitment: The WCWDB is'committed to continuing to meet or exceed expectations for CWDC's designation as a High Performing Local Workforce Development Board including 1) 100% of members oriented within first 6 months of appointment 2) Majority of Weld County's key industries represented on the board 3) 80% of members attended or supported a talent development system event besides board meetings- 0 4) Meet or exceed attendance policies for board meetings 5) Local WDB uses data to drive its strategic plan, sharing data to inform the community and measuring impacts of its strategic plan 6) Board membership is diverse and knowledgeable 7) Board members actively participate in board meetings and support the local workforce system 8) Board members serve as liaisons between the community and local workforce center 9) Local WDB accomplishes goals and strategic priorities through data -driven, business -led meetings 10)80% of members attended a community event as a Local WDB representative OR Local WDB provides leadership in impacting a community goal or issue Strategic goals, in alignment with state goals, include Goal 1 Continue seeking clarity and improving connections for programs and services between Employment Services and the businesses and individuals in the Weld County Community 1 1 Support the development of career pathways through ESWC, Community Partners, and Business 1 2 Design, distribute, and implement employer, employee, and job seeker workflow map(s) to support services provided through ESWC Goal 2 Increase awareness and clarify impact of Weld County's workforce network by attracting organizations and businesses to utilize the available funding provided to Workforce Innovation and Opportunity Act (WIOA) targeted populations Goal 3 Increase Weld County Workforce Development Board (WCWDB) member engagement by involving board members in planning, leadership pipeline development, and committee involvement 3 1 Increase meeting cadence to support greater participation, member engagement, and provide improved support in achievement of board goals and deliverables 3 2 Increase member attendance in planning and engagement meetings to provide expanded ownership in board responsibilities 48 3.3 Develop strategies and tasks in committees that contribute and drive partnership goals. Goal 4 Working with intention by participating and supporting ESWC, sector partnerships and their workgroups to ensure our regional workforce has equitable access to opportunities for quality, life-long education and individual advancement to secure the future of work in Northern Colorado. Additionally, In February 2021, the Weld and Larimer Workforce Development Boards held their third joint meeting to continue previous discussions around Regional Economic Development. From this meeting, several strategies emerged to facilitate regional economic impact: • Women in the Workforce • Communication: Telling our Story, Data Resources and NoCo Inspire • Sector Partnerships 3. 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 a. Outreach activities are planned to increase business engagement in Weld County The Business Services Unit (BSU) partners with Chambers throughout Weld County to strengthen our connections with key business individuals in the local communities, in alignment with Colorado WIOA State Plan, goals B and D. Members of ESWC participate in meetings and events hosted by the Southeast Chamber, the Carbon Valley Chamber, the Fort Lupton Chamber, the Greeley Chamber, the Johnstown -Milliken Chamber, Erie Chamber, and the Evans Chamber. Serving on the Windsor Economic Development Committee and several Aims Community College Advisory Boards supports this function as well. A strong relationship has been established with the Fort Collins Chamber to support further regionalism. Participation in sector partnerships continue to be substantial in increasing business engagement. Additionally, ESWC continues to host Employer Seminars to include topics such as Workplace Respect, Occupational Safety, and Nursing Mothers Law. Under exploration is how to make the seminars virtual and available on demand. ESWC is working closely with Elevate, a program through LCEWD, to bring this to fruition as a regional effort. The BOCC supported the establishment of a Work -Based Learning Navigator position, to enhance outreach, and increase business engagement. Additionally, the Human Services Director and Deputy Director are actively invested in attending events alongside the Workforce Director, Deputy Director, and WCWDB. b. How the Business Services Team be utilized for this purpose The team has divided Weld County into sections to ensure chamber attendance. Multiple members of leadership participate in economic development committees and other high-level discussions. The BSU team has operated under a sector model for years. This allows each representative to focus on a specific industry, develop meaningful relationships, and to attend advisory boards and sector partnerships related to their work. Through their connections, the team connects with subject matter experts to develop and execute Employer Seminars. 49 Leadership is developing an internal measure of performance specific to the Navigator. allowing the Business Services Representatives to focus more heavily on the eleven core services. The Business Services Manager is often alongside the BSR's and WBL Navigators at these meetings. His election to the NOCO Manufacturing Sector Partnership Board of Directors will increase business engagement on a regional level. c. How the members (particularly business members) of the WCWDB and Youth committee will support these efforts The WDB and its committees are strong advocates for all thing's workforce. Board members determine who in their network would benefit from participating in local and regional discussions, forward on the Did You Know and Seminar invites, and attend multiple talent development system activities on behalf of the business and the WCWDB. In 2021. the Youth Committee formed the Better Together initiative, which aims to build on ESWC's programs by gaining a stronger perspective from both employers and young people looking for work. The format of the project is several round table discussions. comprised of youth representatives and employers looking to hire in the community. These round table discussions are designed to be a closed setting where employers and youth can share through open conversation their perspective around barriers for employment and workforce opportunities. The sessions are facilitated by an HR professional. A team from ESWC attends to learn from the dialogue and offer immediate and future solutions to employers and job seekers. The overall goal is collaboration and co -designing efforts with the mindset of implementing changes that can support our workforce community now and into the future. Two round tables were held during the first half of PY21 with more scheduled in 2022. WCWDB members are involved in the project along with the Greeley -Evans School District 6. d. How sector partnerships will be utilized for this purpose ESWC employees, employers, and board members are active participants in the NOCO Manufacturing, Northern Colorado Health Care, and Northern Colorado Construction 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. ESWC objectives and goals for these activities It is the goal of ESWC 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. ESWC's objective with the Sector Partnership activities is to support the needs of the employers representing identified sectors. Next, with the assistance of the WBL Navigator, it is ESWC's goal to establish an awareness about the options in WBL available to employers and to increase the number of WBL opportunities for Weld County residents. 4. The implementation of initiatives designed to meet the needs of employers in Weld County that support the WCWDB's strategy 50 a. Work -Based Learning Programs How ESWC will utilize and promote, incumbent worker training programs, on-the-job training programs, customized training programs, internships, or other activities for PY22 and PY23, and identify targets for work -based learning activities for your youth, adults/dislocated workers, transitiona jobs, and incumbent workers. Youth: ESWC will continue to provide WIOA Youth with opportunities, in alignment with Colorado WIOA State Plan, goal A, to participate on a paid work experience/limited internship or On the Job Training placement. At least 20% of WIOA Youth funds will be spent on these areas. WIOA Youth will continue to be provided with career pathway opportunities, to include apprenticeship exploration. At the inception of WIOA, ESWC facilitated apprenticeship tours in the Denver Metro area in partnership with the Colorado Sheet Metal Workers Joint Apprenticeship and Training Institute, participated in the annual Colorado Construction Career Days and coordinated a Healthcare Boot Camp. Each of these initiatives were aligned with WBL opportunities. Activities such as these will continue and avenues for expansion will be explored. In 2019, discussions between ESWC and Larimer County Economic and Workforce Development (LCEWD) took place regarding a work -based learning alliance. Larimer County had already been through the process of creating a WBL alliance and wanted to talk about the possibility of taking this to a regional level. ESWC staff from the Youth team and Business Services team began conversations with all Weld County school districts and community partners about creating a Weld County work -based learning alliance. Feedback from the school districts and partners was well received and the group moved forward with creating a menu of services. The regionalized approach of work -based learning has grown and now information about work -based learning opportunities is being stored and shared online at nocoinspire.org. 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. Weld County will continue to improve this alliance and find a way to increase the presence in the regional approach. The Business Services Team, in alignment with Colorado WIOA State Plan, goal B, will support the WIOA Youth team in the development of work experiences and internships. In the manufacturing partnership, ESWC is a vital part of the `Manufacturing Rocks' committee's work which resulted in tours of manufacturing plants within Larimer and Weld counties. The goal of these tours is to generate interest in the industry, as a whole, and to educate the student population, and school district staff, on the career paths necessary to work in the industry. In addition, ESWC supports WBL through a variety of avenues, leveraging funds and increasing the total number of youths served by ESWC. Additional initiatives include facilitating Corps based models, including AmeriCorps grant funding. The Weld County Youth Conservation Corps is a proven strategy for engaging young people in service to their communities and stewardship of their environment while cultivating valuable skills to meet the challenges of the 21st century. Youth Corps participants earn a living stipend and also gain technical training and work experience. Youth Corps participants improve Colorado's public lands, conserve natural resources and help underserved populations while building bright futures for themselves. in collaboration with the Colorado Youth Corps Association (CYCA), the Weld County Youth Conservation Corps creates collaborative and innovative partnerships across the County and eastern plains. Built upon the foundation of a Youth Corps model, the TIGHT (Teamwork. Innovation, Growth, Hope and Training) program provides critical services for hard to serve, out of school youth with significant barriers to employment. TIGHT is fully funded by the Weld County Department of Human Services 51 through CORE service and Colorado Works funding. TIGHT was developed to delay or eliminate out of home placement for youth involved with DHS. The TIGHT Youth Corps addresses this community need providing youth with opportunities to increase basic skills, while simultaneously gaining invaluable entry level employment skills to include the soft skills employers' desire. The Weld County Commissioners are supportive of activities to enhance Youth Entrepreneurship however, with the federal focus on registered apprenticeships, entrepreneurship is less of a priority. Adult/Dislocated Worker: Business Services, in alignment with Colorado WIOA State Plan, goal C, is collaboratively engaged with the development of WBL opportunities for all WIOA related programs. With the support of the WBL Navigator, there is an increased focus on Registered Apprenticeship and On -the -Job Training placements. The Colorado Works and EF programs have WBL experience opportunities for their customers. CWEP is a community work experience program and AWEP is an alternative work experience program. Work supplementation provides wage supplementation in addition to benefits. EF has a work -fare program which assists customers in WBL while meeting program requirements of being involved in an activity in exchange for their food benefits. To maintain fiscal responsibility, both programs actively co -enroll with WIOA to braid funding. Transitional Jobs: At this time, Weld County does not plan to utilize transitional jobs. If this changes in the future, a modification will be completed. Incumbent Worker Training: At this time Weld County does not set aside funds for incumbent worker training. If a need Is determined, a modification will be completed. In 2021, the City and County of Denver received a second round of funding for the Technology Partnership in Colorado Program or TEC-P 2.0. Using a Hub model, ESWC participates in the grant program, which is an industry led initiative focused on developing the skills and career pathways in the Information Technology, Advanced Manufacturing and Transportation industries. ESWC is responsible for spending up to $555,000 on employment and training services leading to direct employment or retention in middle- and high -skilled jobs in the targeted industries. The program concentrates Incumbent Worker Training (IWT) and ESWC will utilize IWT when warranted. To maintain a level of regionalism, ESWC participates in regular planning meetings with LCEWD. To this end, Front Range Community College provided a tour of their manufacturing building and ESWC provided FRCC with contacts for Boulder County and established a backwards referral process. There are plans to work with Aims Community College on a backward referral process in 2022. Unless otherwise noted as measurable outcomes, additional outcomes for WBL will include best practices submissions or results/progress in the CWDC report. b. Apprenticeships WIOA USDOL and CDLE are emphasizing the importance of apprenticeships. ESWC will take the following steps to increase apprenticeship opportunities for customers during the next program year: ESWC is committed to increasing apprenticeship opportunities for our clients, in alignment with Colorado WIOA State Plan, goal B. It is anticipated that ESWC will work with Vestas, a local manufacturing company, in the cohort that starts in June 2020 that will carry over into PY20. A portion 52 of the training is the Crucial Conversations Program wh ch is a one-on-one mentorship program between tenured Vestas employee and young adults in the Greeley -Evans School District RA program. Additionally, discussions continue to be held with a local healthcare provider with the potential of Registered Apprenticeships with youth and adult clients. ESWC anticipates a minimum of six different training opportunities that range from a cook to a Patient Financial Services (PFS) Representative with this provider. If funding allows, ESWC will continue to support other regions needing assistance with funding Registered Apprenticeship opportunities. The strategy of the State Apprenticeship Consultants will continue to assist ESWC in the creation of new Registered Apprenticeships. As a demonstration of ESWC's leadership's continued support and investment in the creation of Registered Apprenticeships and other WBL opportunities, ESWC created a WBL Navigator position. Part of this role is to meet with local businesses to discuss their talent pipeline needs and offer Business Services. Additionally, the WBL Navigator will serve as the local Apprenticeship Navigator under the Innovation, Diversity, and Equity in Apprenticeship (IDEA) grant. c. Sector Partnerships Participation How ESWC will utilize the relationships built by our Business Services Team to enhance or expand participatior in Sector Partnerships and also expand business services efforts. Including PY22 and PY23 specific planned objectives and measurable outcomes. The ESWC Business Services Unit uses the connections made at the NOCO Manufacturing Sector Partnerships to promote Career Pathways within Manufacturing. It is an objective of the partnership to interest students in manufacturing careers. Business Services is engaged in the Manufacturing Rocks committee of the NOCO Manufacturing Partnership. The Business Services Team helps to facilitate local Weld County Manufacturing tours for public partners and for students. BA representative from Business Services has participated in two annual Parents Night events through the partnership. These events have taken place in Larimer County. Plans to duplicate this event in Weld Count are ongoing. ESWC's Business Services Manager, was elected to the NOCO Manufacturing Sector Partnership Board of Directors in late 2022. ESWC continues to promote the Healthcare industry through its involvement in the NOCO Health Sector Partnership. The Business Services Team supports the healthcare industry in Weld County and regionally. ESWC hosts an industry specific (healthcare) On -Site Job Fair as well as assists the Partnership with the planning of a regional job fair. The job fairs reach those within the Sector Partnership and are a way of encouraging participation to those companies not currently engaged in the Partnership. These types of activities in support of the Healthcare Industry are expected to be supported into future years. A Business Services Representative was selected as a speaker for the 2020 Health Care in Your Future Summit. The Career Pathways in Behavioral Health Conference and "Get into the Guts" tour for those exploring the healthcare field are both successful events supported by ESWC. Upon hearing about ESWC's WBL Navigator, the main convening body of the NoCo Health Sector Partnership asked them to join as a member to strengthen the link between ESWC and support development of Career Pathways in the sector. d. Sector Partnerships - Status and Objectives In Weld County or with local area partners, the below sector partnerships are engaged in or plan to be engaged in during PY22 and PY23. The current status of these partnerships, plus PY22 and PY23 planned objectives and measurable outcomes are included. Note: For 53 Sector Partnership Information, please visit: https://www.colorado.gov/cwdc/sector- partnerships This section was addressed in section A. 4. of the regional plan. e. Career Pathways How ESWC you will utilize information gathered through the 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 Weld County. PY22 and PY23 planned objectives and measurable outcomes are specified. This section was addressed in section A. 5. of this plan. 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 procedure, onboarding mechanisms, or referrals to outside training resources on this topic. Business Services Representatives regularly provide feedback to employers on the effectiveness of skills -based hiring practices. Writing or re -writing job orders to include skills that job seekers need is a common recommendation by BSRs to increase the orders' competitiveness. Some of the services specifically offered to meet this goal include: job posting assistance and employer seminars. teaching about skills -based hiring and how to incorporate them into business and recruiting practices. In some instances, an external referral would be to Skillful. Additionally, the Work -Based Learning Navigator and Case Managers guide employers to lean into skills during the paperwork process for becoming a WBL site. This approach assists employers with understanding the importance of transferrable skills and often influences their job postings for permanent positions. From leadership's professional development through Human Services, conversations around (Gallup) CliftonStrengths occur in discussions with employers. Understanding where people thrive and strategically using their strengths (skills) to enhance teams increases productivity, engagement, retention, and overall culture. 5. How the WCWDB, 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 WCWDB 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) In alignment with the Colorado WIOA State Plan, goal A, the WCWDB and ESWC have established definitions for individuals with barriers to employment in the Priority of Service for Title I Adult Program local policy (WCWDB-2) and "needs additional assistance" through WIOA Eligibility Determination and Documentation local policy (WCWDB-5). 54 With the above definitions in mind, the WCWDB is working with the entities carrying out core programs to expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, in alignment with Colorado WIOA State Plan, goal A. Priority consideration will be given to programs that lead to recognized postsecondary credentials, within the WCWDB identified in -demand industry sectors, as identified in section A.4. Examples of initiatives supporting this goal include: The Weld County Bright Futures program management has transitioned the leadership Upstate Colorado Economic Development to NCMC Foundation and The Weld Trust in a step for sustainability of the program for generations to come. The program continues to provide an excellent path and financial assistance for Weld County High School Graduates, HSE recipients, and Honorably Discharged US Veterans furthering their education or training. Financial changes create further sustainability for the program, benefiting future Weld County participants. Creating a diverse, well-educated workforce that will lead to good paying jobs and a stable economy in all workforce Sectors. Because of the focus on providing services to individuals with barriers to employment, this program will allow ESWC to integrate this program in the options available to assist individuals to either start or continue in career pathways. Through the programs offered at ESWC, the agency uses leadership teams as a method of engaging employers into discussions about the development of career pathways. A recent example of this is a Health Care employer asked ESWC if we were open to assisting with the development of a PeriOp program. This sort of collaborative dialogue is what fosters the creation of new and innovative career pathways which address gaps in the skills market. As funding allows, Weld County offers Summer Youth Vouchers to targeted low-income families with children ages infant through seventeen years of age; eighteen through nineteen if they are enrolled in High School or working on their GED. The vouchers are a time limited supportive service and have a fixed dollar amount to use. The vouchers can be used to participate in authorized programs over the summer to include recreational or educational activities sponsored by governmental, recreational or educational entities. The purpose of these activities is to: • Prevent youth from entering the child welfare system. • Support County Certified Foster Care Parents and Adoptive Parents with summer activities for foster and adoptive children. • Promote a continuum of educational, physical activity and community experiences through established recreation or education programs in the summer. • Provide a multi -generational support. Through ESWC, the Department of Human Services has a Summer Employment Program, Weld Works 4 Youth (WW4Y). The program intentionally and primarily serves 14 to 15 -year -olds who are currently receiving Colorado Works, Food Assistance, Medicaid, placed in Foster Care, or have an open case with Youth Services or participating with the Prevention team in accordance with section 6.008.4 of the County plan. Analysis of the program design has shown it to be successful. The purposes of the Summer Youth Employment Program are to: • Prevent youth and families from entering the child welfare system through a 2Gen approach. • Promote a continuum of educational and community experiences through established work experience and educational programs in the summer. • Promote work ethics through a work experience program for youth ages 14 to 15 that can benefit from those services to be delivered through the Weld County Department of Human Services. 55 • Support County Certified Foster Care Parents and Adoptive Parents with summer activities for foster and adoptive children. The Chafee Foster Care Independence Program (CFCIP) is a federally funded program that provides age -appropriate independent living services to youth who are in out -of -home placement. Currently, the program serves youth from the ages of 14 through 23. Funds from the CFCIP can be used to provide direct services to assist with self-sufficiency. Examples include life skills workshops, independent living skills, gain employment though work experiences, resume building, job search activities, career pathway exploration, accessing housing and education vouchers, and co - enrollments that help with employment and education such as the WIOA Program. The Colorado Works program and the EF programs are working with the rest of ESWC to increase numbers of stackable and portable certifications by co -enrollments with the WIOA program and referrals to local schools. Colorado Works clients are eligible to receive supportive services through the program. These supportive services include: Rent, car repairs, supplies and equipment for work, training opportunities and other types of assistance to stabilize and support families, so they can get regular full-time employment. The University of Northern Colorado, DVR, and ESWC provide wrap -around services for students in the GOAL program. As a Comprehensive Transition Program, UNC recognized the importance of connecting with the workforce center and applied for a board position. Prior to the member's departure for an out-of-state opportunity, the member actively engaged in conversations regarding mock interview opportunities, employee opportunities. and additional services that DVR may be able to provide. ESWC completed mock interviews for one cohort before COVID interrupted the involvement with GOAL students. Additionally, ESWC has partnered with DVR to host a webinar every October regarding Hiring Individuals with Disabilities. The month of October was intentionally chosen to align with National Disability Employment Awareness Month. 6. The strategy to work with adult education providers funded under Title II of WIOA and Vocational Rehabilitation to align resources available to Weld County, to achieve the strategic vision and goals described in question 5 are described below ESWC has had long standing relationships with IRCNOCO, formally Right to Read and a Title II Adult Education and Literacy provider, and the regional office for DVR. The Director of IRCNOCO and the Regional Supervisor for DVR have been part of the WCWDB for years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. The Immigrant and Refugee Center of Northern Colorado (IRCNOCO) provides enhanced services to the refugee population for both the WP and Colorado Works programs in addition to services to WIOA participants in need of literacy services, in alignment with Colorado WIOA State Plan, goal A. IRCNOCO continues to be involved in the coordination of services to customers for hiring events, career events and job development for co -enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities. The MOU outlines the roles and responsibilities of both ESWC and IRCNOCO regarding the provision of services and the alignment of resources to achieve the strategic goals. ESWC staff attend workshops at IRCNOCO to provide an overview of services available at ESWC and assist individuals, alongside IRCNOCO staff, with Connecting Colorado registration and navigation. Joint efforts between IRCNOCO, Aims Community College, and the ESWC Assessment and Learning Center began in 2011. Collaboration has taken place on projects designed to identify and 56 define what each partner organization provided in services and programs, the types of student needs that were addressed, and identify how collaborative efforts could have the most impact. ESWC staff have ensured linkages between youth programs and the DVR SWAP programs available in Weld County schools and have previously been a part of the local Community Transitions Team, and the City of Greeley Commission on Disabilities. Assistive/Adaptive technology continues to be available in both the ESWC resource room and the Assessment and Learning Center for customers in need of such devices and equipment. Additionally, DVR utilizes the Assessment and Learning Center for a variety of assessments for their customers. The Business Services Unit (BSU) of ESWC continues to coordinate services and events with and through the DVR Regional Business Outreach Specialist (BOS). The coordination of services includes, but is not limited to, hiring events, career events and job development for co -enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities for individuals with disabilities. The Memorandum of Understanding between the Board of Commissioners of Weld County on behalf of the Weld County Department of Human Services, Division of Employment Services outlines the roles and responsibilities of both ESWC and DVR regarding the provision of services and the alignment of resources to achieve the WCWDB's strategic goals. Additionally, the Business Outreach Specialist, presents, at a minimum annually, information on services available through DVR at ESWC in an Employer Seminar. The information is well received by local employers. 7. The strategies and services that will be utilized to strengthen linkages between the one -stop delivery system and unemployment insurance programs Please see section A.7.d for the strategies and services that will be used to strengthen linkages between the one -stop delivery system and unemployment insurance programs. 8. How the WCWDB will coordinate workforce investment activities carried out in Weld County with economic development activities carried out in the Upstate planning region, and promote entrepreneurial skills training and microenterprise services ESWC, in alignment with Colorado WIOA State Plan, goal D, works closely with the Weld County Economic Development organization, Upstate Colorado. The ESWC Business Services Unit is routinely called upon by Upstate Colorado to assist with oroviding industry specific labor market information. They also request ESWC presence at meetings when prospective employers express interest to establish, or expand, their business in Weld County; this method is now known as Weld WORKS, to include Aims Community College attendance. Additionally, ESWC hosts seminars to include information necessary for small entrepreneurs such as HR 101 and Child Labor Laws. ESWC has intentionally expanded its reach through the Awareness Committee of the WCWDB which is made up of staff from Economic Development (ED), Cnambers of Commerce, municipalities, and other interested parties. ESWC has an excellent reputation with the numerous Chambers of Commerce throughout Weld County. ESWC staff are called upon to provide presentations routinely at the Chambers. This sort of coordination among chambers, workforce, and employers utilizes the time of all attendees wisely while promoting ESWC activities. 57 9. The workforce development system in Weld County that identifies the programs that are included in that system and how ESWC 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 ESWC operates a number of the programs identified as partner programs including: Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth Programs; the Title III WP; TAA; the Migrant and Seasonal Farm Worker program (MSFW); Reemployment Services and Eligibility Assessment program (RESEA); the work components for the Colorado Works and the EF programs; Chafee Foster Care program, AmeriCorps; the TIGHT Youth Corps funded by CORE S ervice and Colorado Works funding; services funded by CSBG; Colorado Child Care Assistance P rogram (CCCAP), and provides functional supervision to the DVOP staff under JVSG. As discussed in the Regional Plan, career pathway initiatives are an active workforce development strategy in Weld County. Through the WCWDB, the standing Youth Committee has been committed to career pathway initiatives, in alignment with Colorado WIOA State Plan, goal A, and strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. Partner programs are represented on the Board, and the Director of IRCNOCO, is the chair for the Board's Youth Standing Committee. 10. The one -stop delivery system in Weld County, in particular a. The locations of the comprehensive physical one -stop centers within Weld County; and a list of locations of our network of affiliate sites, both physical and electronically linked, such as libraries. ESWC operates two comprehensive one -stop centers as follows: • Main Location: 315 N 11 Avenue Bldg. B Greeley, CO 80631 • South County Location: 2950 9th Street Fort Lupton, CO 80621 Additionally, linkages and collaborative efforts with the High Plains Library District and the associated Carbon Valley Library allow customers to be able to link electronically. b. Key strategies for integrating the core programs (WIOA Title I, II, III, and IV programs), as well as all required partner programs, within the local one -stop system of comprehensive and affiliate offices The Upstate Planning Region continues Integration of the core WIOA programs through the certification of a One -Stop Center and Delivery System. To be certified as a one -stop center, WIOA specifies that the CWDC and local WDBs establish certification criteria. One -stop centers and the one -stop delivery system must meet or exceed the standards established, outlined in table 18 58 Focus Area Criteria to be used Standards to Meet • Performance a. Outcomes defined in grant Effectiveness accountability as agreements and expenditure outlined agreements in grant and authorizations b. related to negotiated Thresholds expenditure authorizations performance c. Coordination targets of goal setting across • Local Measures Performance programs d. Active exists involvement in initiatives and • Sector Partnerships discretionary grants and expected • Career Pathways outcomes for initiatives and discretionary • targeted objectives grants e. Demonstrate are met that strategies are Enrollment for • populations Ali with g nment needs of of services the area based f. services Satisfaction on provided an analysis of employers of the area with • Fiscal Responsibility p Y g. Expenditure rate exceeds the Service minimum compliance requirement to maintain Hours 2 Physical and ADA Guidelines In compliance as shown by an inspection, programmatic audit, or review within last three (3) years accessibility 3 improvement Continuous of one- ' CWDC's Improvement established Standards and may shift are connected as goals change to current goals The Continuous stop centers and the Process as incorporated one -stop delivery into the annual planning a. Business Services activities in system process and performance compliance with annual goals incentive funds b. in c. Re-employment Marketing compliance compliance and with with Outreach and annual annual Youth goals activities goals activities in 4 Integration of Service Coordination At a Minimum: available services Agreements a. An MOU is in place b. The MOU includes all required partners c. Co -enrollment is addressed d. A referral procedure for all programs is in place e. Demonstrate that the level of integration has improved in the past three (3) years Table 18. One -Stop Center and Delivery System Certification Criteria The WCWDB is responsible for assessing the one -stop centers and the one -stop delivery system with the above criteria and submit a record of the assessment and certification determination to the CWDC. The local policy, WCWDB-17-2020-01 Criteria for Certification of One -Stop Center, contains the criteria for assessing the one -stop centers and the one -stop delivery system. Certification criteria is 59 incorporated into the Weld County Request for Proposal (RFP) process for the one -stop operator, therefore that selection process will also serve as the certification process. The WCWDB will continue to utilize 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. ESWC currently operates the programs under Title I of WIOA; the Title III WP; TAA; MSFW; the work components for the Colorado Works and the EF programs; and an AmeriCorps program; As previously indicated, ESWC has had long standing relationships with IRCNOCO, the predominant local Title II Adult Education and Literacy provider, and the regional office for DVR as well as with representatives from SER for the Senior Community Service Employment Program (SCSEP). The Director of IRCNOCO and the Regional Supervisor for DVR, and representatives from SER have been part of the WCWDB for more than 20 years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. Through the execution of the current Memorandums of Understanding, collaboration with partners will continue. As the WCWDB was selected to act as the one -stop operator in May 2017 during the previous RFP process and again in 2021, the WCWDB will evaluate a report on the certification requirements for the one -stop center (ESWC) and delivery system. The certification report consists of the following items: 1. Assessment of physical and programmatic accessibility at the following locations: a. Comprehensive one -stop centers b. Affiliate one -stop centers providing Title I -B (Adult, Dislocated Worker, and Youth) and III (Wagner-Peyser) programs, at a minimum 2. Assessment of effectiveness of the core (Titles I -B, II, Ill and IV of WIOA) programs 3. Assessment of the continuous improvement efforts outlined in the local plan and reported on annually to the Colorado Workforce Development Council 4. Assessment of the integration of available services across all required partners The assessments may be conducted and compiled by one or more members of the board, local board staff, sub -recipient staff, another American Job Center, state board staff (as applicable), state workforce agency staff, or a qualified contractor. The accessibility assessments should be completed using a recommended checklist that has been approved by the CWDC, the programmatic accessibility evaluation toolkit, or through a qualified contractor. After assessments are completed and prior to submission to the CWDC for review, the one -stop operator may review the reports and generate a response outlining action steps that may be taken to address any deficiencies. The report developers should review responses and generate a recommendation for the CWDC to certify, certify conditionally, or not certify the system overall and each individual site based upon the accessibility section (B.10.f.) of the report. The report, responses, and recommendations should then be submitted to the CWDC for review and a vote. ESWC was re -certified as the one -stop center and one -stop delivery system for Weld County in September 2020, for a three-year term ending June 30, 2023. c. The roles and resource contributions of each of the one -stop partners 60 Contribution of resources for the programs operated by ESWC fall under the County's cost allocation plan which allocates costs based on time charged by staff. As one of the five divisions in the Department, ESWC staff primarily charge to programs related to employment grants. Approximately 50% of the staff charge to Colorado Works, Employment First, AmeriCorps, Community Service Block Grant and Child Welfare. Indirect costs like 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 one stop services available in Connecting Colorado such as the review of open job listings. d. How the WCWDB 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; including our 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 use of virtual job fair technology will be offered to businesses and job seekers in outlying locations. The information about the virtual job fair service will be included in the email campaign distribution of "Did You Know...". Self -registration and referral through Connecting Colorado is available from anywhere in the County where there is internet access and the extensive resources available through the U.S. Department of Labor and other sites are also able to be accessed. 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. RESEA now offers over the phone appointments to allow unemployed individual to complete their mandatory unemployment requirements if they are located in remote locations or have moved out of state. e. 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 In alignment with the Colorado WIOA State Plan, goals A and C, ESWC offers an on -site Assessment and Learning Center. The center offers the Workplace Readiness multiple Conover assessment such as the Success Profiler and Personal Responsibility, Prove -its!, and Test of Adult Basic Education (TABE).. A recently added assessment is NorthStar Bas c Digital Literacy. Most of the assessments offer remediation services, in addition to the center's offering of HSE preparation. Duplication among assessments is avoided by having constant communication among partners. For example, DVR routinely has clientele referred to the center as does the Department of Corrections (through both Youth and Adult programs). Although not an assessment, the Center also offers the CareerSafe OSHA 10 -Hour Training in English and Spanish for multiple industries. 61 f. How entities within the one -stop delivery system, including our centers, one - stop operators and the one -stop partners, will comply with WIOA section 188 and applicable provisions of the Americans with Disabilities Act (ADA) of 19903° 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 ESWC has facility and program accessibility to career services. School district's SWAP programs and DVR participate on Workforce Development standing committees and staff members from DVR; SWAP and ESWC cross train with one another. Additionally, Business Services shares the list of open jobs weekly with DVR, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers. A survey from the Department of Labor about the physical accessibility of our workforce center, its programs and services for people with disabilities was completed in June 2017 with a more in-depth self -assessment completed in June 2020. It was a great opportunity for self -assessment and analysis to determine as a center if we are accessible with both programs and services. All staff is required to complete disability awareness online web training and are aware of Section 188 Implementation of the Nondiscrimination and Equal Opportunity Provisions and Access for All; a resource manual for meeting the needs of one -stop customers with disabilities. The WP resource room has multiple ADA software programs that increase people with disabilities ability to access websites, email, and assessments. g. How the WCWDB 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 The WCWDB reviews performance of WIOA programs on a quarterly basis. As more of the WIOA performance measures are implemented across partner programs. the Board will also be provided that information. Regarding the delivery of training services to customers, the Eligible Training Provider List (ETPL) is continuously updated and by utilizing a system of review and update, ESWC works to ensure that employer, worker and job seeker needs are being met. The WCWDB is able to provide input regarding the needs of employers and workers, and this information is then shared with providers of services to ensure services are structured to meet those needs. h. How training services under WIOA chapter 3 of subtitle B will be provided31 including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter and how the WCWDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided 30 42 U.S.C. 12101 et seq. 31 In accordance with section 134(c)(3)(G) 62 Customers identified as in need of training services will be provided by educational entities that are on the ETPL maintained by the state. In order to ensure customer choice in training, clientele work with case managers in selection of providers from the ETPL. Typically contracts for training will not be utilized and the funding for the training services is made through the Individual Training Account process under the WIOA program. Training funds will be utilized only in areas identified as in -demand occupations or growth industry sectors. In the case of V\IBL associated opportunities the final choice made between employers and employees will be solidified through a work contract. i. Outreach to Individuals with Barriers to Employment: How ESWC will engage the WCWDB and Youth Council/committee to increase the awareness of the services offered to returning Veterans, out -of -school youth, individuals with disabilities, long-term unemployed, and other targeted groups. Including what additional strategies will be utilized to reach out to these groups and the objectives and goals for this effort In alignment with Colorado WIOA State Plan, goal A, ESWC conducts outreach to individuals with barriers to employment, with Veterans and their eligible spouses receiving priority of service. Examples of ensuring the community has equitable access to opportunities are outlined below: In addition to the Veteran priority given in all employment related services, ESWC is fortunate to house DVOPs on site to immediately address the triaged Veteran's needs. The priority of service extends to BSU hosted events, such as hiring events and job fairs, where Veterans are granted early admittance to the event. To further increase Veteran access to services prior to the onset of the COVID-19 pandemic, an Adult Employment and Training Case Manager was co -located at the Northern Colorado Veteran Resource Center (NCVRC) once a week. During the pandemic, the NCVRC moved locations and due to capacity are unable to accommodate the case manager on a regular basis. As a result of the strong relationship, seamless referrals continue to occur. In 2021, a representative from NCVRC was appointed to the WCWDB, further strengthening the partnership. The Workforce Deputy Director was asked to participate on the NCVRC Board of Directors and with the support of the Department of Human Services Director, was approved to move forward. Official appointment is pending. In 2018, a partnership between the Department of Corrections (DOC) and ESWC, assisted individuals being released from the DOC system gain employment. Future parolees were interviewed via Skype, while still incarcerate, and then streamlined into employment upon release with the support of the workforce center. The Business Services team presented this initiative in a workshop entitled "Incarcerated to Employed" at statewide conference during the Summer of 2018. Since that time, when needed, a member of the WCWDB has continued to work with the DOC to recruit for their construction business. The BOCC recently awarded Jobs of Hope (JOH) with Stimulus Innovation funds. JOH is a county- wide, integrated service reentry model that includes individualized career planning, employment, leadership development, and case management to individuals with a criminal conviction who lack a work history, are homeless, and have no income. Through the Innovation funds, JOH will work closely with ESWC on their House of Hope project. JOH will enroll its participants in the Men of Valor program and connect with ESWC for additional services. 63 j. Outreach strategies to eligible New Americans and ESWC's objectives for this effort. In addition, the strategies ESWC will deploy to ensure services and programs effectively serve eligible New Americans. The MSFW Outreach Advisor frequently conducts field visits to evaluate working conditions, and to inform individuals of training opportunities and complete referrals to WIOA and supportive services. Additionally, they perform inspections and for H2A housing provide an annual picnic with representatives from various community organizations are present to provide information and access to services. The evidence to the success of these outreach activities can be found in the overall 20% increase in ESWC serving individuals who speak limited English over the past four program years. ESWC played a major role in developing the previously mentioned New Americans Toolkit and provided training to local and statewide workforce professionals. This training includes the many ways New Americans are eligible to receive services and utilize programs. It also highlights the benefit New Americans bring to the workforce. The BOCC recently granted Stimulus Innovation funds to the Immigrant and Refugee Center of Northern Colorado. The plan is to serve a little over 1,000 participants with digital literacy skills. New American tracking in Con nectingColorado for Governor's Priority of Service should increase immensely. 11. How ESWC will coordinate education and workforce investment activities carried out in Weld County with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services ESWC has a long-standing history of collaborative partnerships and efforts with both Adult Education, Aims Community College and other education partners to increase training opportunities in the health care, energy, transportation, manufacturing, administration, information technology and other local demand occupational areas. Our educational partners are critical in the development of training to meet employer needs. ESWC Leadership has been asked to participate with Advisory Committees at Aims Community College in the following areas: Manufacturing/Industrial, Construction, and Healthcare. Additionally, Aims has representation on the WCWDB. ESWC is currently engaging with the University of Northern Colorado (UNC) School Director and Associate Dean of the School of Teacher Education to fund student teaching opportunities in fall of 2022 and hopefully beyond. Additionally, a Business Services Representative consistently engages with UNC Interim Director of the Center for Career Readiness for ESWC and Healthcare Sector Partnership initiatives. A number of school districts participate on the WCWDB Youth Committee. Schools throughout Weld County are informed and invited to participate in career events and all schools have a designated ESWC Youth Programs Case Manager which includes intentioned outreach efforts to each school with a consistent ESWC staff member. Each school receives distribution of materials as appropriate in an effort to provide youth with opportunities to participate and connect with ESWC initiatives. The standing Youth Committee has dedicated several agendas toward the strategic alignment of delivery of services, leveraging funds while avoiding duplication of services in an effort to maximize available resources to youth in Weld County. As a result, increased collaborative efforts with DVR / SWAP and area school districts have taken place. One example is SWAP Coordinators working in partnership with ESWC staff to identify appropriate worksite placement opportunities for youth with disabilities and the internship program for Greeley/Evans School District 6 students. Initiatives, such as the internship program, provide meaningful WBL opportunities for in -school youth allowing ESWC to extend and dedicate resources to relevant WBL opportunities to out -of -school youth. The 64 collaborative approach ensures WIOA continues to provide invaluable services and resources to out - of -school youth while supporting initiatives to also serve in -school youth through alternative funding sources. 12. The availability of adult and dislocated worker employment and training activities in Weld County; in particular how Weld County will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population When a resident of Weld County finds they are unemployed or underemployed, there are a variety of services and training opportunities available to them through ESWC. Once a client is identified as needing enrollment into either the Adult or Dislocated Worker Employment and Training programs, they will begin with one-on-one intensive case management. ESWC case managers have been trained to utilize information gathered by assessments and interviews with the participant to develop the best plan to obtain unsubsidized, meaningful employment. This plan may include referrals to any number of in-house or community resources to assist the participant in overcoming any challenges they may have that prevent them from gaining employment. These include, but are not limited to, IRCNOCO for ESL clients, Aims Community College and the ESWC Assessment and Learning Center for High School Equivalency, Education Opportunity Center (EOC) for scholarship and financial aid information, DVR and North Range Behavioral Health for assistance with disabilities. The ESWC Business Services team has developed free workshops for clients in need of assistance with their resume, interview skills, identification of transferrable skills, navigating job search as an offender, a 5 -week series for Older Americans, soft skills and completing on-line applications. All of these resources are available in a Spanish speaking workshop. If training is determined the best course of action, Weld County has a variety of training activities available to all residents seeking additional education to make them more employable. Training has occurred in such industries as health care, business administration, transportation, oil and gas, renewable energy, and manufacturing to name a few. Participants have taken the opportunity to attend the UNC, Aims Community College and Front Range Community College to earn certificates, credentials and post -secondary degrees. There are also a number of vocational trainings that include numerous truck driving academies, computer skills training, and adult education at the local community colleges. The resources available are strong and geared towards meeting the current needs of Weld County's prevalent industries; however, there is always room for improvement and Weld is already looking to the future. Through the Sector Partnership National Emergency Grant that targeted Dislocated Workers, strides were made by the Leadership Team to develop industry specific regional planning meetings for Transportation and to continue to strengthen the one for Manufacturing. In early Leadership Team meetings, that included representatives from both Manufacturing and Transportation companies as well as training facilities, employers were able to explain what skills they needed in potential employees and where the training facilities were not meeting those needs. Through this dialog, Aims Community College re -configured and enhanced the Advanced Industrial Credential that was first developed as the Multi Industry Systems Technician program (MIST) of 2008. Aims has also included several endorsement requirements for their Truck Driving School so their students can be more competitive in the workforce. Employment and Training case managers have effectively used the myriad of adult and dislocated worker employment and training activities available to serve over 300 job seekers each program year. Unless co -enrolled, this figure does not include the number of individuals enrolled in the variety of discretionary grants. In all instances, key people are brought to the table to address current gaps in 65 services or training as well as keeping an eye on future employment needs. Focus is being sharpened on the hard to serve populations and the tools needed to assist them in overcoming their unique obstacles are constantly being developed and refined. 13. The availability of youth workforce investment activities in Weld County, including activities for youth who are individuals with disabilities, shall include an identification of successful models of such youth workforce investment activities; in addition, how services to out -of -school youth will be expanded and enhanced to incorporate additional work -based learning opportunities As a region, Weld has a commitment to serving individuals with barriers, including those with disabilities, which aligns with Colorado WIOA State Plan, goals A and C. ESWC has facility and program accessibility to career services and, school district's SWAP programs and DVR participate o n Workforce Development standing committees and staff members from DVR, SWAP and ESWC cross train with one another. Local SWAP and Transitional Teachers often bring students to ESWC for a facilitated workshop to assist youth with disabilities to enhance employment related skills. Workshop topics include, but are n ot limited to, an overview of Connecting Colorado, job search, completing job applications, interview skills and resume preparation. Youth also navigate public transportation system to attend the workshops further developing life skills to be utilized to increase their independence. ESWC's strong collaborative partnership with SWAP has led to successful work experience placements for youth with disabilities. ESWC provides the wages and Weld County provides Workers Compensation coverage while SWAP provides extensive individualized job coaching as necessary. Leveraging resources and aligning the delivery of services has proved to be successful and impactful to youth participants. ESWC has historically engaged and targeted out -of -school youth in WIA and has continued to have this level of focus in WIOA. Through the WCWDB and the Youth Committee, disenfranchised out -of - school youth has been identified as a priority target youth group to help meet the needs of Weld County communities. ESWC has historically planned not less than 70% of funding being spent toward o ut -of -school youth and has exceeded that level of expenditures annually. 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, IRCNOCO, North Range Behavioral Health, Aims Community College — Academic Pathways and area alternative High School programs. With confidence, ESWC planned and met the 75% expenditure requirement for out -of -school youth and 20% WBL expenditures during the initial year of WIOA and will continue to meet the identified targeted goals in subsequent years Since 1993, the Weld County Youth Conservation Corps (WCYCC) has continued to serve youth and young adults from ages 14-25 by providing youth with meaningful service opportunities in the realms of conservation (land. water, and energy) and community service. Projects include a broad spectrum from voluntary community service to contracted chainsaw work. WCYCC s programs have developed to incorporate environmental education, experiential learning, and service learning and values such as leadership and peer accountability. Based on the Civilian Conservation Corps model, WCYCC AmeriCorps members gain three to six months of full-time hands on WBL experiences in a variety of skills and receive employment preparation support, post -Corps placement assistance as well as a Segal Education Award. 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 66 involved in the social services or juvenile justice systems through the use of the TIGHT Youth Corps model. TIGHT, facilitated under the 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 for, developing 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 a High School Equivalency (HSE/GED) credential. 14. How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of adult education and literacy activities under title II in Weld County, including a description of how the WCWDB will carry out the review32 of local applications submitted under title II ESWC works with local education providers in support cf the in -demand industries previously identified. The Executive Director of IRCNOCO and the Executive Director of The Greeley Dream Team co-chair the WCWDB Youth Committee. Other appointed Board members include, Community Educational Outreach, Aims Community College, and the High Plains Library District. The WCWDB has historically reviewed the Carl Perkins Plan prior to its submittal and has voted on its support. With the passage of WIOA and the inclusion of application urder Title II, the Board utilizes a similar approach in the review and approval of those plans. 15. How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of transportation, including public transportation, and other appropriate supportive services in Weld County The WCWDB and ESWC have adopted a supportive services policy to ensure that services are provided on a consistent and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment, or to participate in and complete career or training services and who are unable to obtain such services through other program means. The supportive services that may be provided are: transportation, child care/dependent care, job related medical expenses, special clothing, license costs, assistance to secure bonding, books and supplies for training and work tools. 16. How 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 Weld County through the one -stop delivery system, to improve service delivery and avoid duplication of services 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. 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 32 Consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232 67 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 40 years ago and has assured services are coordinated with other programs, and that there is not a duplication of effort between programs. Business Services staff connect employers to job seekers. most notably through job postings. job fairs. and hiring events. Where the team ensures there is no duplication of services is through 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. 17. The administrator/administrative entity responsible for the disbursal of Title I and III funds in Weld County, as determined by the chief elected official the fiscal agent The administrative entity for the disbursal of Title I and Title III funds in the Weld County area is the BOCC, and through the Weld County Department of Human Services. 18. The competitive process to be used to award the sub -grants and contracts in Weld County for activities carried out under this title ESWC does not intend to award sub -grants or contracts for any activities carried out under this title. Weld County embarked upon a Request for Proposal (RFP) venture in August of 2015, meeting with local procurement specialists and other specialized program staff, such as Area Agency on Aging, to identify local processes and best practices. At the request of the Youth Committee and upon receiving guidance from Weld County's Purchasing Department and in partnership with Weld County Attorney's, the WCWDB moved forward with a Request for Proposal in January of 2016. The RFP was advertised in the Greeley Tribune, published in the Rocky Mountain E -Purchasing System, sent electronically to local partners such as Adult Education and Aims Community College, and was provided on more than one occasion to all Youth Committee and WCWDB members. Throughout this process, one internal RFP was submitted by ESWC's Assessment and Learning Center. There were no external RFP's received therefore at the direction of the WCWDB and the Weld County BOCC, it was determined ESWC was identified to be the eligible provider and will provide the required WIOA 14 youth elements. Its the explicit intent of Weld County to continue to meet the requirements of the law aligned in section 123, "the local board shall identify eligible providers of youth workforce investment activities in Weld County by awarding grants or contracts on a competitive basis (except as provided in section 123 (b)), based on the recommendations of the youth standing committee, if such a committee is established for Weld County under the subsection (b)(4); and (ii) may terminate for cause the eligibility of such providers." The procurement process for Weld County is located at www.co.weld.co.us. The WCWDB has completed the process of soliciting RFPs to designate a one -stop operator as fully described in Section 121 (d), which refers to "the local board, with the agreement of the chief elected official, is authorized to designate or certify one -stop operators"; "shall be designated or certified as a one -stop operator through a competitive process;". Also, to identify eligible providers of youth workforce activities as fully described in Section 123 (a) which states "the local board for such area shall award grants or contracts on a competitive basis to providers of youth workforce investment activities identified based on the criteria in the State plan and taking into consideration the ability of the providers to meet performance accountability measures based on primary indicators of in 2021 68 performance for the youth program" of WIOA. Following the same process as outlined above in the previous paragraph, ESWC responded to the RFP and was designated as the one -stop operator. 19. The local levels of performance negotiated with the Governor and chief elected official33 to be used to measure the performance of Weld County and to be used by the WCWDB for measuring the performance of the local fiscal agent, eligible providers under subtitle B, and the one -stop delivery system, in Weld County. The process for agreement with the Governor regarding performance accountability measures were the same in Program Year 16 as they were for WIA. As additional guidance is received from the US Department of Labor (USDOL), the Colorado Workforce Development Council (CWDC), and the CDLE regarding the use of the performance adjustment model and how it will apply to Weld County, ESWC and the WCWDB negotiate standards as specified by the Council and CDLE. Outcomes are measured through data collected in CDLE's statewide database, Connecting Colorado. Current standards are as follows: Pro • ram Performance Measure Descri • tion Performance Goal Adult Employment Rate, 2nd quarter after exit 77.50% Employment Rate, 4th quarter after exit 75.70% Median Earnings in the 2nd quarter after exit $7,086.00 Credential Attainment Rate 70.00% Measurable Skills Gains 62.50% Dislocated Worker Employment Rate, 2nd quarter after exit 76.40% Employment Rate, 4th quarter after exit 76.90% Median Earnings in the 2nd quarter after exit $6,800.00 Credential Attainment Rate 68.00% Measurable Skills Gains 58.60% Youth Employment Rate, 2nd quarter after exit 68.00% Employment Rate, 4th quarter after exit 72.00% Median Earnings in the Zed quarter after exit $3,350.00 Credential Attainment Rate 57.00% Measurable Skills Gains 61.00% Wagner-Peyser Measurable Skills Gains 57.00% Employment Rate, 2nd quarter after exit 65.00% Employment Rate, 4th quarter after exit $5,600.00 Table 19 PY21 Negotiated Performance Measures 33 Pursuant to section 116(c), 69 20. The actions the WCWDB will take toward achieving the High Performing Board designation34 The WCWDB was designated as a high performing board for PY17, PY18, PY19 and PY20 by the CWDC. To ensure the board continues to be a high performing each member of the WCWDB is encouraged to be involved with the board's committees. These committees include the: Awareness Committee and the Youth Committee. Each committee has differing areas of focus; however, members on each committee are asked to help spread the word and participate in the initiatives and work being done by ESWC in the respective areas. A roster of the WCWDB members is kept by the Weld County BOCC and by ESWC staff. This dual monitoring provides a double check and ensures compliance of the business representation percentage. As vacancies occur, the Weld County BOCC lists openings in the Greeley Tribune and the county website. The Workforce Director, Deputy Director, Business Services Manager, and Youth and Employment and Training Supervisor, in tandem with the BOCC and the WCWDB conduct outreach to possible board candidates. ESWC engages a very targeted recruitment strategy by analyzing industry needs for additional representation on the WCWDB and specifically recruit employers in that industry. Workforce Board members are asked, and encouraged, to recruit for vacancies. The outreach is strategic and targets both employers within 1) geographic areas unrepresented on the board and 2) industries without board representation. As mentioned in section B.5., a WCWDB orientation was initiated receiving orientation as part of the onboarding process. This step assures ESWC that board members have a base knowledge of WIOA and ESWC when voting on important issues. A membership spreadsheet was created and includes contact information, meeting attendance, talent development and community event activity attendance, orientation completion, orientation acknowledgement agreements, and an At -a -Glance for High Performing Board metrics. The spreadsheet is maintained by the Employment Services Support Specialist Director. in 2017 with new members and the Workforce Deputy Board members are also encouraged to attend talent development events to increase awareness of the board and the workforce center's service offerings to employers. The board plans to continue to operate as a high functioning board and apply for annual designation. 20. Evidence use 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 evaluation (QED) with statistically matched comparison (i.e., 34 As outlined in the Colorado High Performing Local Workforce Development Board Rubric PGL GRT-2019-01, Attachment 3 70 counterfactual) and treatment groups. See CLEAR.dol.gov 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. Levels of evidence applied to the overall approach of Weld County in implementing programs. Including any specific programs that have a higher use of evidence than other programs overall. Additionally, if Weld County would be interested in receiving technical assistance on the application of evidence -based practices to workforce development. Weld County uses preliminary evidence such as the Talent Pipeline report, legislation and Emsi Burning Glass information to be informed of program performance data for intervention and determine areas in need of improvement related to workforce and education. Preliminary evaluation helps identify and address areas such as gaps in services, program inefficiencies, duplication of effort, etc. Weld County is supportive of CDLE's ongoing evaluation and research on current and new programs, including state initiatives, and to identify best practices that have the potential to become evidence - based practice. The Upstate Region is open to any future technical assistance from state agencies and other public partners. As a leader in workforce, the Upstate Region is available to discuss scaled pilots that show data informed, data driven, promising practice, proven practice, and evidence -based practice. 21. The process used by the WCWDB35 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 local plan, prior to submission of the plan. Please see section A.14. for a description of the process for the public to provide comments and representatives of businesses and representatives of labor organizations to provide input on plan development. 35 Consistent with subsection (d) 71 . I. endix A Historical Program Timeline Continued ESWC Development Timeline of Employment and Training Programs Year Name Purpose Partners Funding 2017 Weld Youth Works (VWV4Y) 4 A work the and program 2Gen summer, help experience approach families developing to financially which qualified provides employment through youth paid during a skills work Weld Human County Services Department of Colorado Works Employment Program 2017 Sterile Processing Providing required to instrumentation knowledge infectious techniques. clean, for process the processes, of Sterile skills surgical and and and Processing obtain sterilize instrumentation, and certification sterilization a working surgical � Aims Advisory Community Weld Committee, County College, Banner Surgical Students responsible associated WIOA support were eligible accepted has to are those provided costs; for and who Technicians Technician Certification Program Health, 2016 Advisory Initiated brings educators, which of addressing collaborative moderated highest employers together employers and and and discussion common best co and meeting. -hosted employers, public face. use' all participates issues partners approach about by RAD in the one in to one skills is by RAD a the gaps time Multiple NOCO Partnership, College, College, Weld Larimer County Manufacturing manufacturing Front Larimer, County Aims Schools, Workforce Boulder, Community Sector Community employers, ESWC and Centers and NoCo Partnership, Partnership Manufacturing Sector National Grant ESWC, workforce, Regional Discussion(RAD)g The Range Emergency 2015 Achieving Community Excellence (ACE) Provide ES1/1/C Readiness services paid employment interview summer include Credential internships skills, related resume (WRC) access services. for and to youth. the City School of Greeley, District Greeley/Evans State businesses host preparation, Work additional Farm, 72 2015 Sector National Emergency Partnershi Grant p Supports industries, two Manufacturing of our identified and in -demand Evans, Milliken Greeley Transportation. developing these industries. a strong Employers Employers qualified are also workforce served have by in an opportunity to voice their needs and' National E Emergency cy Johnstown, United Way ' Grant (SF NEG) concerns by participating on a SP NEG Leadership towards with partners. employers, facilitating Team. workforce, The Regional team and works Discussions public 2014 Northeastern Coloradoa Collaborative Counties of Provide job skills training, case County Services Logan, Washington, Departments Morgan, in Che Weld, y enne Phillips, and of Kit Human Yuma Sedgwick, Carson ' ' , Colorado CSBG Works T management services, English g as Second Language (ESL) and other hard and counties soft skills in Northeastern training to the Colorado residents region of 2014 Federal National Disaster In ESWC placements repair, destroyed response renovation provided public to for the the temporary structures, and September cleanup, reconstruction subsidized facilities demolition, 2013 flood, and of job Disaster Emergency National Grant Evans, Milliken, Greeley, Johnstown, Catholic Community Charities, Kersey, Outreach City United Center, of Way, Evans Emergency Grant (NEG) lands within Federal Emergency WCYCC, Greeley -Evans District 6, Management areas. Agency designated disaster Weld Food Bank 2011 Sustainable Manufacturing Sector Initiative industry Focus manufacturin and Brighton services g sector's g and /advanced Economic needs. training Upstate Development manufacturin towards p Colorado g were Upstate Economic Colorado, Development, Brighton State Sector Funding Initiatives for Aims, Colle manufacturing Workforce g Front e CAMT, Region Range sector Adams Community em employers, County p y co -conveners for this initiative incumbent industry Focus manufacturing/advanced services sectors workers and in training the manufacturing towards Upstate Colorado, multiple employers, Brighton Economic I 2011 H1B H1B Development 73 2009 HIRE Colorado Provide economically (Colorado creation paid of Works new work disadvantaged jobs and experiences UI ) and job su for seekers pp ort the Colorado Colorado Department Department of Labor, Works, WIA Services and community multi p le employers local of a Human g enciesColorado 2007 income Designed a parent p activity employment positive (s) O families or to are summer beginning benefit in by a Colorado having program Colorado unsubsidized their while Works Works children the work low in - local Weld Social area community Services, multiple work sites Colorado Works Summer Employment Y Youth Colorado Works *(PPA 2007) 2007 Innovation Regional Workforce g in Focus specific energy services to and the sustainable needs and develop of em employers energy to training ers sectors. in the . Aims Community College, Greeley WIRED National other Workforce Colorado Collaborative Grant Regions with Evans Sch School I District 6, Weld School Adams Brighton District County United RE Workforce Power, -ft Boulder Energy Regions, and Eventually led to the development of a Economic prep and manufacturing an academy associate and de four ge ree distinct in industrial credentials Development Logic, Board Xce of Metro I et En o r gy, Denver e Workforce(WIRED) er 2006 Multi Youth Team 2006) -disciplinary *(PPA Assessment Designed collaborative risk youth to through provide services a a pro continuum for -active Weld approach County of at- ESWC; Weld Social Services; Island Center; Grove North Regional Range Behavioral Treatment Health; Weld County Health Colorado Works and Department; Greeley Evans School District; District Centennial 6; St. Vrain BOCES School (Board In CORE -kind Service by WIA funds. Youth of Cooperative Educational Services); Probation Bridge 19th Department; Judicial District and Life - 2006 Pillars Successful Independence (PSI) for p *(PPA 2009) Engage 14 -15 -year -olds in kinship or foster ESWC, Weld Social Services care in four skill building areas: Life Skills, Social Skills, Education, and Employment Colorado Works to emancipation Chafee prepare services them and for (if prepare eligible). independence youth for or 74 Expansion of Increase workers to the meet capacity identified to train needs/shortages entry level 2004 Certified Assistant(CNA)Colorado Programs Nursing and advancement available development provide courses for (resulted and opportunities and construction eventually in the for expansion of career in the the Allied of Aims Colorado Community Works College and Works Health Sciences building at Aims) in Program community; designed functioning prepare valuable them engages to service levels educational improve to re-enter adjudicated in projects reading the components members' school that and at benefit or risk math obtain youth and the ESWC; Services; Weld Island County Grove Social Regional Treatment Center; North Range Weld County CORE Behavioral Health; Weld County Services, Colorado 2004 TIGHT Corps 2007) *(PPA Youth their activities Corps GED; experience and to prepare life skill them development for life after their Health Department; 19th Judicial Works, and WIA in - District- Probation Department kind 2003 Gee Cam 2006) recognition p Whiz *(PPA National Health involved Provide and the youth types yp exposure and posu variety e to of health occupations p careers s ESWC, Aims, North Colorado Medical Center, the University of Northern No the n Colorado, Bonell Good WIA, Colorado Works Samaritan Greeley Fire Center, Medline, 2003 Nuclear Radiological Technician Certification Develop community's a new health program care to worker meet identified needs Aims, North Colorado Medical from WIA the Competitive Colorado grant Center, WCWDB Poudre Valley Hospital, Workforce Development (CWDC) Council 2001 After Learning Project/Latch Pilot School Program Key Positively while the meaningful family their engage parents learning young are and at adolescents service work activities to support in Local Community school College districts, Aims In School Kind JTPA/WIA to Career and 1999specifically Youth Initiative Crime Target g services adjudicated to disenfranchised youth (led youth, to the Local communities, State � historical � YCPI/TGYS, JTPA/WIA, ' Colorado entities, TANF, JTPA, Workforce Works , , (YCPl)/Tony development of TIGHT) 75 Grampsas Youth Investment Act Services Child (WIA), Protection Human Services (TGYS) 1997 One DesignPlanning Sto p Center Provided significant input "Concerning and structure to One Stop Career Funding Board Commissioners, Private Workforce of Industry Weld Coordinating County Council, Weld County Council Colorado House Establishment One Workforce -Stop Bill 97-1281 Career Development of a Centers Statewide Programs" to Consolidate Network the of Governor's Office Colorado of Rural Department Job Job Training Training, of Office, Labor 1981 Private Council Industry (PlC) it Weld was County included established the law. twoyears before Comprehensive Employment and Local Elected Officials, Local Employers, Adult Education, additional Community Partners in Training Act (CETA) 1979 Employment Created system count one and em employers system Board the -stop p training Weld y' y of responsive buildin operated an location Weld County employment through program, g County g p artnershi for under Private to a major single the job Commissioners g local Industry and citizens seekers p sand employment delivery training control of utilizin Council. and the of thep and g a Board Commissioners, Private County Services, Labor of Industry Department Weld Colorado County Weld Council, Department of CountyEmployment Social Weld of Comprehensive Training Peyser/ Employment Opportunities Project roject Job Act; and Service; Wagner Pilot g - Services County of Weld able 20. E5WC Development Timeline of Employment and Training Programs, continued 76 List of figures and tables Figure 1. 2021 Top 10 Industry Group Jobs and Earnings Comparison 8 Figure 2. Top 10 Industry Group Growth Comparison, 2021 vs. 2025 10 Figure 3. Value of Colorado Natural Resources and Mining, 2012-2022 11 Figure 4. Professional, Scientific and Technical Services Projected Growth (2021 - 2026) 13 Figure 5. Top Hard Skills 15 Figure 6. Top Common Skills 16 Figure 7. Top Qualifications 17 Figure 8. Population Growth Short Term Forecast 18 Figure 9. Population Growth Long Term Forecast 18 Figure 10. Forecast of Percent of Diverse Population for 2025 — Racial Groups 20 Figure 11. Forecast of Percent of Diverse Population for 2025 — Age Cohort 21 Figure 12. Population Characteristics 22 Figure 13. Industry Change Summary 22 Figure 14. Where Talent Works Map 23 Figure 15. Unemployed Population by County 25 Figure 16. Underemployment Workforce Characteristics 26 Figure 17. Educational Attainment Levels 26 Figure 18. Freight Rail Access Map 43 Table 1. ESWC Development Timeline of Employment and Training Programs 6 Table 2. 2025 Forecasted Industry Jobs 8 Table 3. 2021 vs. 2025 Industry Group Jobs and Earnings Comparison 9 Table 4. Top 12 Industry Group Growth Comparison, 2021 vs. 2025 10 Table 5. Colorado Farm Income and Production Expenses 12 Table 6. Top Posted Occupations 14 Table 7. Top Hard Skills 16 Table 8. Top Common Skills 17 Table 9. Population Growth Long Term Forecast 19 Table 10. Barriers to Employment Percentages 20 Table 11. Community Indicators Source: Emsi Burning Glass, e.economicmodeling.com, February 2022. 21 Table 12 Industry Change Summary by Region 23 Table 13. Where Talent Works vs. Where Talent Lives 24 Table 14. 2019 Area Labor Force, Employment and Unemployment Data 24 Table 15. 2020 Area Labor Force, Employment and Unemployment Data 24 Table 16. 2021 Area Labor Force, Employment and Unemployment Data 25 Table 17 Industry Comparison Table 2021 27 Table 18. One -Stop Center and Delivery System Certification Criteria 59 Table 19 PY21 Negotiated Performance Measures 69 Table 20. ESWC Development Timeline of Employment and Training Programs, continued 76 77 "Works Cited (2022, January) Retrieved from Ernst Burning Glass economicmodeling corn Ross, E (2022, March 8) News 5"Investigates What's really behind the high gas pnces in Colorado? Retrieved from KOAA News 5 https //www koaa com/news/news5-investigates/news-5- investigates-whats-really-behind-the-hig h-gas-prices-in-colorado 78 PY20-23 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. r Signature: Date: // a2001A Planning Region: Upstate Planning Region Elected Official Printed Name: Scott K. James Elected Official for: Weld County Board of County Commissioners Local Workforce Development Board Digitally signed by Zach Zach Huston Huston Date: 2022 1 1 14 Chair Signature: 14:17:26 -07'00' Date:_j_� Printed Name: Zach Huston. Local Area Director Dig tally signed by Karina Karina Amaya- Arnaya-Ragland Ra land Dale. 2022 1 1 1 5 09.15:03 Signature:Ragland -oroo. Dater J Printed Name: Karina Amaya-Ragland. Page 1of1 02 a.202 - 33 i 7 Veterans receive priority of service in alt programs. Employment Services of Weld County is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. Dial 711 fo.r Relay Services. PY22 WELD COUNTY ANNUAL COMPLIANCE PLAN QUESTIONS Please address the questions in this attachment, which cover these compliance items: Organizational/Infrastructure Changes, AD-DW Fund Transfers, Cost Allocation Plan, Language Assistance Plan, Other Plans, and Charts. Your responses will be reviewed by the Regional Liaisons, and Program and Fiscal Monitors, as appropriate. There is no page limit for these items. All items below (with the exception of items 17a&b) are due to the three Regional Liaisons no later than Friday, May 20, 2022. (These items are not required to be published for public comment.) We are requesting that local areas send items 1-4, each in a separate file, and then the remaining items can be sent in one file. However, if you choose to send all items in one file, please put them in the same order as they are numbered below. In addition, if your file format allows it, please provide a table of contents on the first page of the combined file and include a live link to the beginning of each item. 1. Cost Allocation Plan Attach a copy of your latest local area Cost Allocation Plan and a copy of the organization -wide (county or state) Cost Allocation Plan. If the local area cost allocation plan is incorporated in the county or state plan, then the county or state plan is the only document that needs to be submitted. See PGL FIN -2019-05: WIOA MOU and Cost Allocation Guidelines for guidance. Weld County Cost Allocation Plan Fiscal Year ending 2020 and the Weld County Department of Human Services 2022 Cost Allocation Plan are included as attachments 1 a and 1 b. 2. Layoff Aversion Plan (update and resubmit for PY22) Please describe local plans for averting layoffs, accelerating re-employment and/or reducing the duration of unemployment for dislocated workers. Describe specific activities for all of the strategies below, or others, that apply to your local area. Include how success will be measured for each strategy. • Ongoing engagement, partnership and relationship building activities with businesses in the community in order to create an environment for successful layoff aversion efforts and to enable the provision of assistance to dislocated workers in obtaining reemployment as soon as possible. • Providing assistance to employers in managing reductions in force which may include the early identification of firms at risk of layoffs, assessment of the needs of and options for at -risk firms and the delivery of services to address those needs • Funding feasibility studies to determine if a company's operations may be sustained through a buyout or other means to avoid or minimize layoffs. • Developing, funding and managing incumbent worker training programs or other worker upskilling approaches as part of a layoff aversion strategy or activity. • Connecting companies to State -provided short-term compensation or other programs designed to prevent layoffs or to quickly re-employ dislocated workers, employer loan programs for employee skill upgrading and other federal, state and local resources as necessary to address other business needs. • Establishing linkages with economic development activities at the federal, state and local levels including the Federal Department of Commerce programs and available State and local business retention and expansion activities. • Partnering or contracting with business- focused organizations to assess risks to companies, propose strategies to address those risks, implement services, and measure the impact of services delivered. • Engaging in proactive measures to identify opportunities for potential economic transition and training needs in growing industry sectors or expanding businesses. • Connecting businesses and workers to short-term on-the-job or customized training programs, or incumbent worker training and apprenticeships before or after layoff to help facilitate rapid re-employment. ESWC adopts a Layoff Aversion Plan which will minimize job loss within Weld County and reduce the duration of those impacted by unemployment. ESWC is committed to strategies such as job matching, onsite reverse hiring events, and workshare to affect the course of the employer's downsizing. When appropriate, ESWC will consider Incumbent Worker Training as a strategy to assist employers. The Rapid Response team maintains collaborative partnerships with a range of organizations that help identify and avert potential layoffs. Weld Works Collaborative (WWC) continuously supports the communities as well. VVVVC keeps ESWC apprised of the "pulse" of what is happening at the local level. On a much larger scale, the Northern Colorado Regional Economic Development Initiative (NoCo REDI) supporting Northern Colorado communities, and ultimately the growth and sustainability of our joint region, frequently discuss the retention of businesses in the region. With the full support of the County Commissioners, Larimer and Weld County economic development lead NoCo REDI, meeting weekly with participants from the following towns: Ault, Berthoud, Brighton, Dacono, Eaton, Erie, Estes Park, Evans, Firestone. Fort Collins, Fort Lupton, Frederick, Garden City, Gilcrest, Greeley, Grover. Hudson. Johnstown, Keenesburg, Kersey. LaSalle, Lochbuie, Longmont, Loveland, Mead, Milliken, Northglenn, Nunn, Pierce, Platteville, Raymer, Severance, Timnath, Thornton, Windsor, and Wellington. COVID-19 is a prime example of excellent regional collaboration. The coalition created a website (nocorecovers.com) to provide a single source of up-to-date information on COVID requirements and potential funding resources in order to retain businesses in Northern Colorado. A recent effort to connect businesses and workers through a collaboration of public partners to develop a robust and qualified pipeline of candidates to meet businesses workforce needs, Larimer and Weld Counties created a Work -Based Learning Alliance known as NoCo Inspire. 2 3. Language Assistance Plan Please attach a copy of your updated two-year Language Assistance Plan (LAP) that will be utilized through PY22. (See PGL ADM -2019-05: Language Assistance Plan for further guidance.) Employment Services of Weld County's PY21-22 updated Language Assistance Plan, WCWDB-10-2020-2, is included as attachment 2. 4. Eligible Youth Services Provider List Please attach the most up-to-date version of your local Eligible Youth Services Provider List. This is now an annual compliance requirement. Please send in Word, spreadsheet, or Google format (not PDF). CDLE publishes these lists annually on our public website at: https://cdle.colorado.gov/jobs-training/workforce-partners- resources/training-providers-wioa-youth. If there have been no changes to the currently published list, please indicate this in answer to this question, rather than sending a new list. There have been no changes to the currently published list of local eligible youth services provider list. 5. Signature Authority Attach copies of current county or city ordinances, policies, or other documents that identify the current signature authorities for any bilateral legal agreements that may be entered into between the Local Area and CDLE, such as MOUs, any contracts outside of the WDP Master Agreement that may be entered into, and the delegation levels for different thresholds of money. Include a copy of any signed statement of delegation for the local area to sign bilateral legal agreements in place of a designated signature authority. The Board of Weld County Commissioners is the authorized signatories for Expenditure Authorizations (EA). Weld County does not delegate this authority to the workforce region. The Workforce Director can sign minor modifications to EAs. The Weld County Signature Authority Resolutions appointing the Board of County Commissioners Chair and the Chair Pro-Tem are included as attachment 3. 6. TABOR Limit and Acceptance of State Employment Support Funds (ESF): If your Local Area is subject to TABOR limitations and is not "de-Bruced," please submit/Attach verification from the Local Area's local legal/financial/budget department that confirms the maximum dollar amount of State dollars that the Local Area can accept during Program Year 2022. NOTE: If de-Bruced, please say so in response to this question. The TABOR Limit and verification is included as attachment 4. 7. RESEA 3 P lease provide a description of how the local area will leverage the Reemployment S ervices and Eligibility Assessments (RESEA) program to promote program integration with WIOA and other service delivery options for job seekers. Include specific actions you will take to increase co -enrollment of RESEA customers with the WIOA Title I programs, and strategies to increase the local show/completion rate for customers. Weld has administered a variety of Unemployment Insurance (UI) programs such as Extended Unemployment Compensation (EUC), LINKS and most recently, RESEA. Staff explain and promote all ESWC services, tailored to individual needs, to become reemployed. In addition to providing assessments including basic skills. interest inventories, aptitude and attitudinal; one-on-one staff assistance regarding labor market and occupational information, and interview and resume workshops, ESWC successfully refers RESEA customers to WIOA program case managers for co -enrollment. If the client requires more intensive job searching assistance, re-training, or work -based learning opportunities, the RESEA program is a feeder system into the WIOA Dislocated Worker program. ESWC continuously serves RESEA customers, beyond the funding that is provided annually and is confident that our level of local show/completion rate will continue. As a continued effort to increase show rates we offer flexible scheduling options complete weekly reminder calls to the invitees that have not called to report employment or scheduled an appointment. Other efforts will be made to reengage participants after they have completed the RESEA program and have not found gainful employment to participate in workforce services or WIOA. 8. Veterans Priority of Service • Describe how the local area will coordinate workforce investment activities with the provision of veterans priority of service that is the responsibility of the Wagner- Peyser and WIOA programs. (See PGL VET -2019-01: Veterans Priority of Service) ESWC remains committed to providing Veterans, transitioning service members and eligible spouses with the resources and services to succeed in the 21st Century workforce. Priority of service is evident at the point of entry of the lobby and resource room areas as to immediately allow self -identification. Portable banners are available for use at offsite events; a dedicated Veteran's page on ESWC's website; and priority of service notification on marketing materials are designed to increase opportunities for Veterans to self -identify. For several years, a triage system has been in place to identify Veteran's that qualify for the Disabled Veterans Outreach Program (DVOP) prior to enrollment into any other program. This allows and encourages Veterans and covered persons to self -identify and receive services before others at every point of entry. Additionally, any Veteran or eligible spouse who is on public assistance, low income or basic skills deficient will receive services before all others including non -veterans for the Adult programs. In the event a self -identified Veteran is enrolled into a program where funds will be used to provide services or training for the Veteran, then their Veteran status is verified by obtaining a copy of the individual's DD214, a letter from Veteran's Affairs (VA) or other approved documentation. The triage system has proven to be efficient when working with 4 Veterans (and covered persons) in identifying barriers as well as making them aware o: the full array of employment training and placement services available. This form was updated during PY19. ESWC is fortunate to have the co -location of two D sabled Veterans' Outreach Program (DVOP) specialists on site and this system was recognized by the State and the Weld County Board of County Commissioners (BOCC) as a best practice. The DVOP specialists are positioned within the Adult Programs unit making referrals as seamless as possible. The DVOP specialists also act as liaisons between Veteran's Services and WIOA bringing important information and communication to, and from, both entities. This promotes cross training in the way of case management and program processes and alignment with other service providers of intensive services. Case management continues to be an appropriate service delivery strategy or framework in which intensive services will be delivered to Veterans and covered persons with Significant Barriers to Employment. Case management will be facilitated using the case management approach taught by the National Veterans Training Institute (NVTI). A Veteran who is placed in case management by a DVOP specialist is coded with a Veteran Service (VS) code. VS is not a program in the sense of WIOA, but rather a code to identify eligible Veterans who are being case managed by a DVOP specialist. Initial services include: • Comprehensive Assessment (CA): Comprehensive and specialized assessments of the skill levels and services which may include diagnostic testing and use of other assessment tools and in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals. • Individual Employment Plan (lE): A formal written document outlining a course of action that will lead to the individual entering employment; to include short and/or long-term goals to remove barriers to getting and keeping employment. Counseling (CS): A client centered service that may involve personal, financial, life management, case management, career guidance and counseling. This service also includes referrals to other assistance, as well as, arranging for additional support services not previously acquired. • Vocational Guidance (VG): Recommending a course of action, including providing suggestions and advice that will assist the Veteran or other eligible customer in making vocational decisions or selecting training opportunities. If a Veteran is identified through an Initial Assessment or registration with WIOA or TAA programs, an ESWC case manager ensures the Veteran applicants are served p sior to other applicants. An explanation of Veteran Priority of Service is provided and the program services are reviewed with the participant. As a recipient for the Veteran Career -to -Service Grant, funds are available to Veterans, eligible spouses and children to cover job search related costs not covered by WIOA. This service is advertised as Weld Project Salute. As part of this project, ESWC has partnered with Northern Colorado Veterans Resource Center (NCVRC). During the pandemic, the NCVRC moved locations and due to capacity are unable to accommodate the ESWC case manager being onsite on a 5 regular basis As a result of the strong relationship, seamless referrals continue to occur In 2021, a representative from NCVRC was appointed to the WCWDB, further strengthening the partnership The Workforce Deputy Director was asked to participate on the NCVRC Board of Directors and with the support of the Department of Human Services Director, was approved to move forward Describe the strategies and processes used in the local area to improve the coordination between the Jobs for Veterans State Grant (JVSG) program and the Workforce Innovation and Opportunity Act Include a description of how RVER staff will be integrated into local business services activities and initiatives The DVOPs and Regional Veteran's Employment Representative (RVER) continue to work in partnership with the Weld County Veteran's Service Office to ensure that Veteran's and their dependents receive no fee services This encompasses filing for all VA benefits, Service -Connected Disability Compensation, Non -Service -Connected Pension, VA Healthcare Enrollment, Burial & Survivor Benefits and Education Benefits, to name a few In addition, Veterans and their dependents are encouraged to connect with, and take advantage of, services provided by many local partners ESWC has a significant relationship with the Northern Colorado Veterans Resource Center (NCVRC) The DVOP's and RVER promote ESWC's Weld Project Salute, the Veterans' Service -to -Career grant, in which NCVRC is the primary partner A continuing effort is to target recently separated Veterans, with.a concerted effort being placed on Veterans 24 years and younger, for recruitment into the AmenCorps Program, particularly if they are identified as interested in continuing to serve their community ESWC also targets those that have been Honorably Discharged and have graduated from Weld County high schools within a year and a half for eligibility in the Bright Future's program The Bright Futures Grant Program is a "last dollar in" educational tuition assistance program for Weld ' County residents who have graduated from high school, GED recipients and honorably discharged U S Veterans, after 2016 The purpose is to provide financial assistance to qualifying Weld County residents who pursue post- secondary education or training from a Title IV accredited higher education institution or certified training program Weld County is the first County to support this initiative to include allocating 10 million in funding The grant must start within 2 years of GED or graduation and completed within six (6) years ESWC has not had a dedicated RVER since the beginning of PY21 Prior to their departure, the RVER had a great working relationship with the Business Services Unit, attending monthly meetings, and maintaining continuous contact Additionally, the RVER participated in many job fairs, hiring events, and workshops throughout the year, in which ESWC offers Veterans early admittance The RVER regularly contacted the Employment and Training program to provide information on training providers that have a vested effort in recruiting Veterans into their programs The Boulder County RVER is stepping in to assist Weld until the RVER hired to work between Larimer and Weld Counties is trained and up to speed 6 9. Adult Priority of Service Please describe in detail the specific strategies your local area is using to increase services to individuals meeting the statutory Adult priority of service categories (public assistance recipients, other low-income individuals, and individuals who are basic skills deficient) in the areas of marketing, recruitment and enrollment. Please detail any specific referral processes, data sharing agreements, common intake forms, and/or community outreach. ESWC continues to collaborate with several partner agencies and community - based organizations to increase services to individuals with barriers. ESWC has been co -located on the Human Services campus since 2010, ultimately being one of the first one -stop centers in the Stare. Weld County has a seamless method of referring clients from one division of Human Services to another. An example being eligible recipients of food assistance (low-income individuals) who are referred to the Employment First or Colorado Works Temporary Assistance for Needy Families (TANF) programs, also housed at Employment Services, to participate in work participation programs. Participants are encouraged to attend our employment workshops and referred to WIOA programs for further assistance in gaining self-sufficiency. Other internal programs such as Chafee Foster Care Independence Program, Jobs for Veterans State Grant (JVSG), Migrant Seasonal Farm Worker (MSFW), Reemployment Services and Eligibility Assessment (RESEA), Wagner Peyser, Colorado Child Care Assistance Program (CCCAP), Child Welfare, and the Area Agency on Aging, also have referral processes similar to the already mentioned, truly providing wrap around services. ESWC has increased Veteran's access to services by having a WIOA Adult Employment and Training Case Manager dedicated to NCVRC as part of the aforementioned Weld Project Salute funded by the Veterans' Service -to -Career Program (VSCP) Grant. Finally, through memorandums of understanding, ESWC continues to provide services on -site and on -location at partner sites such as Aims Community College and the Immigrant and Refugee Center of Northern Colorado, to name a few. A recent partnership with A Precious Child, an organization that provides children with opportunities and resources to empower them to achieve their full potential, allows ESWC staff to provide referrals to all our program participants. ESWC has partnered with other divisions within the Weld County Department of Human Services to provide referrals to eligible individuals and families. 10. Local Priority of Service Groups If the local area has identified additional local priority of service group(s) for the WIOA Title I Adult program, please indicate the group(s) and provide data supporting the need to serve these individuals. Per PGL 2015-07: Adult Priority of Service, local priorities must be identified in the local area plan. The local area has not identified additional local priority of service groups for the WIOA Title I Adult program. 11. Service Optio=ns for PY2.2- a Describe the local area's strategy for using customized training per PGL WIOA- 2018-05 Or state that this strategy will not be used ESWC has not implemented "Customized Training" as described in the PGL b Describe the local area's strategy for using incumbent worker training per PGL WIOA-2017-02, change 3, including the percent of Adult and/or DW funds that will be set aside for this purpose Or state that this strategy will not be used Incumbent Worker training can be utilized by the grants made available under House Bill 21-1264 for the Reskilling, Upskilling and Next-Skilling (RUN) Program and Innovation program A specific percentage of funds has not been set aside specifically for incumbent worker training ESWC will follow the strategy outlined in local policy WCWDB-14-2021-1 WIOA Title I Incumbent Worker Training, included as attachment 5 c Describe the local area's strategy for using transitional jobs per PGL WIOA- 2019-04, including the percent of Adult and/or DW funds that will be set aside for this purpose Or state that this strategy will not be used ESWC does not utilize transitional jobs d Describe the local area's strategy for using WIOA Pay for Performance Contracts per WIOA Sec 3(47), including the amount of Adult, DW, or Youth funds that will be set aside for this purpose Or state that this strategy will not be used ESWC does not utilize WIOA Pay for Performance Contracts 12. Training Completions and Training -Related Employment (USDOL and: State Audit Req.u:irement.$) Please describe your strategies to increase the local area's rate of successful training completions and training -related employment outcomes, including assessments, customer choice of training providers and training services options, supportive services, job search services, and other case management services that might be provided ESWC utilizes a Comprehensive Assessment (CA) and Individual Employment Plan (IEP) which outlines assessment results and interpretation, educational background, financial situation, areas for improvement, supportive service needs, and participant/case manager expectations ESWC ensures that appropriate services are provided to a participant through the CA/IEP In the document, an in-depth determination of needs based on the Initial Assessment and assessments taken are clearly outlined This is done through a series of questions and answers that identify a participant's needs The IEP identifies career pathways for training and/or employment through the employment goals section, this is also shown in the "Investment in Challenges" section Additionally, 8 a participant and case manager research' and establish a career pathway for training and employment in the CA/IEP Training requests are reviewed by a Training Committee to determine the anticipated success the participant will have with the selected training prior to placement ESWC maximizes the resources available to participants through program co - enrollment and braided funding to provide training to participants With the wide variety of funding available and varying funding provisions, ESWC is able to provide services to a wide range of individuals ESWC will work with participants on training provider placements of their choice, assisting with the process of adding the training provider of choice to the ETPL if needed ESWC will continue to provide consistent follow-up with customers as well as review performance on a monthly basis and report progress quarterly to the Workforce Development Board .13. Loca=l •Boar.d , .eds Add`it-ional Assistance Criaer:ia WIOA requires that Local Workforce Development Boards establish a "needs additional assistance" criteria for in -school and out -of- school youth in their local plans when the state has not established this criterion Please identify the "needs additional assistance" criteria that you are currently using in your local area ESWC has established criteria for "needs additional assistance" in the local policy WCWDB-5-2020-1 WIOA Title I Eligibility Guidelines and Youth Requires Additional Assistance, 'included as attachment 6 The criteria are incorporated into the WIOA PY20-231I plan "14. Orgariizati;oriaI Chanig.es_ Describe organizational changes that occurred during PY21 and indicate any changes that you anticipate for PY22, as well as office moves or consolidations Explain the reasons for the anticipated changes, such as reduction of formula funding or leveraging and manage g of, discretionary or additional grants Include any hiring or layoffs that have or may occur with temporary and permanent staff During PY21, ESWC experienced normal replacement of staff for those that sought other opportunities ESWC notes the possible replacement of staff that may seek other opportunities in PY22 The fol owing organizational changes occurred in PY21 • Workforce Director's name changed to ,Kanna Amaya-Ragland • Workforce Deputy Director's name changed to CeCe Majchrowski • A new FTE position was reallocated from the Assistance Payment division of Human Services and reclassified as an Employment Registration Supervisor This position reports to the Employment Registration Manager Client Services Technician, Josefina Marquez, was promoted to Employment Registration Supervisor 9 • The Employment First and Colorado Works Manager position was reallocated to the Fiscal Division of Human Services and reclassified. • An Employment First Case Manager position was reclassified as an IMPACS Representative and reports to the Employment Registration Supervisor. Adult Employment and Training Programs Case Manager, Tammy Winter, was promoted to this position. • An Employment First Case Manager position was reclassified as an Adult Employment and Training Case Manager and reports to the Adult Employment and Training Programs Supervisor. • The Employment First/Colorado Works Client Services Technician position was reclassified as a Career Resource Representative and reports to the Employment Registration Supervisor. • Adult Employment and Training Case Manager, Charlotte DeBrock, was promoted to Adult Employment and Training Supervisor. • The Adult and Youth Programs Manager position was reclassified as the Youth Employment and Training Supervisor. Youth Programs Specialist, Greg Cordova, was promoted to the position and reports to the Workforce Director. • The Youth Programs Specialist position was reclassified as a Work -Based Learning Navigator and reports to the Business Services Manager. • A Youth Employment and Training Programs Case Manager position was reclassified as a Youth Life Skills Navigator and is dedicated to working with Chafee, Pillars of Successful Independence (PSI) and RISE program participants. This position continues to report to the Youth Employment and Training Programs Supervisor. • All Client Services Technician positions were reclassified as Career Resource Representatives. • A Career Resource Representative position was reclassified as an MSFW Outreach Advisor. • A Career Resource Representative position was reclassified as an RESEA Career Representative. • A Career Resource Representative position was reclassified as a Workforce Representative and reports to the Employment Registration Manager. • A Career Resource Representative position was reclassified as a Workshop Facilitator and reports to the Business Services Manager. • The Assessment and Learning Center Resource Specialist position was rec assified as a Resource and Quality Generalist, which now includes the Equal Opportunity Officer duties. This position is held by Kris Armstrong, who reports to the Workforce Deputy Director. 15. Organizational Chart Attach a copy of your latest org chart. OR state that it has been provided as part of your Cost Allocation Plan. ESWC's organizational chart has been provided as part of the Cost Allocation Plan. A chart that includes staff names is provided below. 10 Workforce Karina Amaya-Ragland Director Service Delivery Sites 315 N 11th Ave Bldg. B, Greeley, CO 80634 2950 9 St., Fort Lupton. CO 80621* Employment First & MIS Consultant Dora Lara Deputy Workforce CeCe Majchrowski Director ESWC Heather Support Specialist Roberts Workforce Director Deputy Workforce Director Veterans WIOA Programs WCYCC Colorado Works Child Care Employment Registration Employment First Business Services Adult Employment Training Charlotte and Supervisor DeBrock Youth Employment and Training Supervisor Greg Cordova Supervisor Holly Bernhardt Supervisor Julie Atkinson Manager Anna Korthuis Manager Briana Gienger _ Manager Andrew Chadwick DVOP Adult Child Care Specialist Shawnda Kozanecki Registration Supervisor Josefina Marquez Assessment & Learning Center Quality Assurance Generalist and EO Officer Kris Armstrong Business Resource Elvira Services Specialist Gonzalez Sharon Lindellt Tim Marquart t Ari Macias* Nancy Sanchez Rebecca Moore Jenifer Macias Victoria Thomas Vacant YOUTH: Daniel Scott David Woolman Karla Travis Mia Mathis- Downing Vacant Brittiny Vasquez Karla Masters Nadia Avina Margarita Maria Chavez* Misty Falk Tracy Jacks Marquez Alicia Judith Sally Stacy Mascarenas- Garcia Avina Baptiste Olson Claudia Cristal Garcia Jamie Villarreal Nancy Hunnicutt Pat Crow Patti Wolff Ruth DeBoer Tammy Michelle Terry Williams Sandra Deperalta (WE) Vacant (WE) Cabral Winter Selgren* Theresa Joseph Vacant Anne Wolney Ivan Contreras Margii CI aukel Amber Duchaine Efrain Cano Juanita Segura Vacant Jasmin Dominguez Leslie Galindo- Salazar Nora Myers Shelby Clark* State Position Special Initiatives / Grants TAA Chafee GSJH Special Initiatives / Grants AmeriCorps TIGHT Corps Special Initiatives/ Grants Colorado Works/TANF CCCAP FLC MSFW RESEA Special Projects -MIS Wagner-Peyser CSBG Employment First The Center operates on a fee for service basis and is self- sustaining ESF FLC Special Projects-Wagner- Peyser 16. Staff and Salary List Attach a spreadsheet listing the job title for each staff member and gross annual salary. In addition; provide the average percentage of total salary that is expected to be charged to WIOA funds. Of these expected WIOA charges, provide the % that is expected to be charged to the WIOA Administrative cost category and the % expected to be charged to the WIOA Program cost category. The ESWC staff and salary list is included as attachment 7. 17. Charts/Forms (separate attachments or entered in Google share folder) a ) WORK PLAN and WORKBOOK for PY22/FY23 funding: Use the Google share file to submit the WORK PLAN and enter data into the PY22/FY23 WORKBOOK within 30 days of receiving notice of PY22/FY23 allocations. (see PGL #FIN -2019-07 and its attachments for guidance regarding completion of these documents.) b Transfer of Funds between Adult and Dislocated Worker: Utilize the PY22/FY23 Local Area WORK PLAN and WORKBOOK to request transfer of funds between the Adult and Dislocated Worker formula programs, per guidelines provided in PGL WIOA-2017-01: Transfer of Adult/DW Allocations within 30 days of receiving notice of PY22/FY23 allocations. 18. OMB Uniform Guidance Risk Assessment Form: This is an annual requirement that is part of the OMB Uniform Guidance (Super Circular). The nine local areas operated by county governments are required to complete this form and submit it with their PY22 Local Area Compliance Plan. The data will be used to calculate low, mid, or high-level risk related to financial and operational factors and assist in determining what types of oversight, monitoring, or technical assistance actions will be taken to mitigate the risk. NOTE: Questions on the risk assessment form are to be answered on behalf of the county as a whole that serves as the sub -recipient to the Colorado Department of Labor and Employment. The Risk Assessment Form for Weld County is included as attachment 8. Attachment 3 PY22 LOCAL AREA ANNUAL COMPLIANCE PLAN Signature Page The undersigned below authorize the PY22 Local Area Annual Compliance Plan and attest that the information is accurate and complete to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating that the Local Area Annual Compliance Plan has been submitted and approved. Local Area: Weld County Local Workforce Development Board Signature: Zach Huston Digitally signed by Zach Huston Date: 2022.11.14 14:16:34 -07'00' Date: Printed Name: Zach Huston Title: Chair Local Area Director Signature: Karina Amaya-Ragland Date: Printed Name: Karina Amaya-Ragland Digitally signed by Karina Amaya-Ragiand Date: 2022.11.15 09.15:42 -07'00' Signature: Date: Additional Approvals) MO'! 3 0 2022 Printed Name: Scott K. James Title: Chair, Board of County Commissioners Signature: Date: Printed Name: Click or tap here to enter text Title: Click or tap here to enter text. oZ off? -45)7 f _ WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County Weld County Local Area WIOA and ESF WORK PLAN This WORK PLAN is agreed to by the partys' signature below: For the Local Area Zach Huston Digitally signed by Zach Huston Date 2022 11 07 14 52 55 -071)0. LWDB Chair or Designee Date: x Karina Amaya-Ragland �os�' lianali Workforce Center Director or Designee Date: I. WORK PLAN SUMMARY x Scott James Out* sacral by Scat limes De 2022 12 05 OS 08 10 -0700' Chair, BOCC or Designee Date: For Workforce Development Programs Date- 12/7/2022 rat 'mss Director or Designee A. THIS WORK PLAN IS FOR !INSERT NFA TABLE BELOW): Does this WORK PLAN include a request for Transfer of Funds. OYES ®NO If YES, complete Section V. i Period Performance of Code Amount Form CFDA# FAIN # NFA# Funding Program WE Year / Source Uzi 22-003_WIOA PY22 ADULT 7/1/2022- 6/30/2024 4A62 4A82 $122,032 Y 17.258 AA -38519-22-55-A-8 22-003_WIOA PY22 WORKER DIS. 7/1/2022- 6/30/2024 4D62 4D82 $137,085 Y 17.278 AA -38519-22-55-A-8 22-003_WIOA PY22 YOUTH 7/1/2022- 6/30/2024 4Y62 4Y72 4Y82 $767,217 Y 17.259 AA -38519 -22 -5S -A-8 22-003_WP PY22 WAG-PEY 7/1/2022- 6/30/2024 2C62 $573,916 Y 17.207 ES -38720-22-55-A-8 22-003_ESF SFY23 ESF 7/1/2022- 6/30/2023 2W23 5398,282 Y NA NA 1 ■ B. THIS WORK PLAN MODIFICATION IS FOR : Select Appropriate Check Box And Include A Brief Explanation Here: CLICK OR TAP HERE TO ENTER TEXT. CHANGE TO WORK PLAN COMPONENTS OR PROJECT PLAN ❑ CHANGE TO BUDGET CHANGE TO PERFORMANCE OUTCOMES TRANSFER BETWEEN AD & DW (IF CHECKED, COMPLETE SECTION V) ❑ OTHER lick or tap here to enter text (complete all changes in review/track changes/strikethrough mode and highlight new information) ■ ■ II. PROGRAM CONTACTS LOCAL AREA COORDINATOR Yr WDP PROGRAM COORDINATOR WDP LIAISON Name: Phone Charlotte or Email: DeBrock 970-400-6766 - AD/DW Name: Phone: Jesus 720-550-1792 Borrego Name: Phone: Jesus Borrego 720-550-1792 Name: Phone Greg Cordova or Email: 970-400-6762 - Youth A Name: Phone: Jesus 720-550-1792 Borrego Name: Phone: 720-550-1792 Borrego Jesus WORK PLAN 1.19 anaa -33 / 7 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County Name: Phone Briana or Email: Davies — WP 970-400-6744 Name: Phone: Jesus 720-550-1792 Borrego Name: Phone: Jesus 720-550-1792 Borrego Name: Phone CeCe or Email: Majchrowski 970-400-6756 - ESF Name: Phone: Jesus 720-550-1792 Borrego Name: Phone: Jesus 720-550-1792 Borrego III. FUNDING PROVISIONS (CHECK ONE) ■ No changes to previous provisions. Funding provisions included or embedded below: IV. WORK PLAN A. WORK PLAN TYPE (SELECT ONE) Annual Compliance Plan is the WORK PLAN and incorporated by reference. Project Plan/Grant proposal is attached as the WORK PLAN. WORK PLAN fcllows in Section IV, B & C below. WORK PLAN modification follows in Section IV, B&C below and/or Section VI. B. WORK PLAN COMPONENTS (CHECK ALL THAT APPLY) 1. Planning 7. Business Services ❑ ❑ 2. Outreach 8. Sector Strategies ❑ ❑ 3. Partnerships 9. Career Pathways ❑ ❑ 4. Program Integration 10. Evaluation ❑ ❑ 5. Service Delivery 11. Other:Click text or tap here to enter ❑ ❑ 6. Work Based Learning ❑ WORK PLAN 1.19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County C. WORK PLAN COMPONENT OUTLINE DATE RANGE: 7/1/2022 - 6/30/2024 Note: Component rows will automatically expand to fit multiple bullet points Component # Program/Project --LIST AS BULLET Activities POINTS- Completion *If indicate Estimated ongoing, Date "OG" Anticipated -LIST AS BULLET Outcome (s) POINTS - 1 2 3 4 5 6 7 8 9 10 11 WORK PLAN 1.19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County V. TRANSFER REQUEST (check one) Tier I (Up To 50%) ❑ Tier 2 (Between 51% And 75%) ❑ Tier 3 (Between 76% And 100%) A. REASON FOR REQUEST FOR CDLE USE ONLY: TIER 1(CHECK ALL THAT APPLY) Local Area has a documented need to transfer funds in order to respond to market conditions and use resources effectively that is based on labor market information, Worker Readjustment and Retraining Notification (WARN) notices, or one -stop center data. ❑Local Area has met the 70% expenditure requirement for funding available during the prior program year for Adults and Dislocated Workers; and ❑Local Area is on track to meet participant measurements for the Adult and Dislocated Worker programs. TIER 2(CHECK ALL THAT APPLY) All Tier 1 items and: i Local area is on track to meet priority of service requirements for the Adult program; ❑ Local area is enrol ing participants in Work -based Training (On the Job Training, Apprenticeships, Internships, Work Experiences, etc.) as part of the plan; and ❑Local area is conducting outreach activities to Dislocated Workers, such as participation in Rapid Response or Reemployment Services and Eligibility Assessment (RESEA), across all eligibility categories applicable to the local area and to those with barriers to employment. TIER 3 (CHECK ALL THAT APPLY) All Tier 1 and 2 items and: ❑Local area has a documented, significant need to transfer funds; ❑Local area has collaboration with Partner Agencies demonstrated by co -enrollments and leveraging of multiple funding streams and program referrals; and Local Area has met or is on track to meet its goals for discretionary grants that serve adults and dislocated workers. WORK PLAN 1.19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County VI. CHARTS (BUDGET & PERFORMANCE) This information will reside in a Workbook, as a separate document from the Workplan, to provide annual and historical data. LOCAL AREA: Administration $9,382.40 $12,203.00 S54,533.00 Program 5180,817.08 $109,829.00 $490,804.00 Total/ALL $190,199 $122,032 $545,337 S76,118.40 Weld 7/1/22-9/30/2 $13,600 10/1/22-12/31/22 1/1/23-3/31/23 4/1/23-6/30/23 i $ 28,000 $731,450.08 $857, 568 ADJUSTED TOTAL AFTER TRANSFERS (Tab Vk $857,568 $85,000 $98,600 11% $225,000 $253,000 Incumbent Worker Set-Asside IF YOU ADJUST CARRY IN NUMBERS, INDICATE THE CHANGE HERE *NEW NUMBERS GO IN QUARTERLY EXPENDITURE CHART ADULT FROM TO ADJ. DATE ADULT FROM TO ADJ. DATE ADMIN 1/1/2020 ADMIN $0 $o 1/1/2020 PROGRAM 5n 1/1/2020 PROGRAM $0 so 1/1/2020 30% Dislocated Worker and Enhanced Dislocated Worker Project Quarterly Expen - Cumulative $41,750 $390,000 5431,750 S56,000.00 $544,298.00 50% $600,298.00 70% New Allocution OW (PY22) New Allocation DW (FY23) New Allocation EDW (FY23) Total(Carry in + New Allocations) 1st Quarter Expended Of % Total % Expended 2nd Quarter Of Total 3rd % Quarter Expended Of Total 4th Quarter %and Expended Of Total DISLOCATED WORKER ENHANCED DW & EDW 4th Quarter PY 21 DISLOCATED WORKER Administration Corry In $161.82 $13,708.00 $89,067.82 7/1/22-9/30/22 10/1/22-12/31/22 1/1/23-3/31/23 4/1/23-6/30/23 $54,460.00 $20,738.00 $21,000.00 $34,500.00 S49,000.00 S62,300.00 Program S170,169.26 $123,377.00 $490,149.00 $186,643.00 $970,338.26 S107.175 S284,000 5478,750 $673,988.00 Total/DW $170,331 $137,085 $544,609 $207,381 $1,059,406 $128,175 12% $318,S00 30% $527,750 50% $736,288.00 ADJUSTED TOTAL AFTER TRANSFERS $1,059,406 Incumbent Worker Set-Asside _ , 00 IF YOU ADJUST CARRY IN NUMBERS, INDICATE THE CHANGE HERE *NEW NUMBERS GO IN QUARTERLY EXPENDITURE CHART a.. ' ADJ.1: "- - ADMIN $0 $0 1/1/2020 ADMIN 50 >0 1/1/2020 PROGRAM $0 $0 1/1/2020 PROGRAM so $0 1/1/2020 WORK PLAN 1.19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County ADULT PROGRAMS OUTCOME CHART -CUMULATIVE Iist C.zuarter 1 2rd Quarter 3rd Quarter 4th Quarter I N/A Total Cumulative Participants Carry -In Participants New Participants (Cumulative) New Participants in WE.. 150 67 83 8 New WBL Participants in Registerec Apprenticeships (RA Incumbent Worker (IW) enrollment: (if applicable) 1 195 128 0 % Employed at 2nd Quarter 77.50% % Employed at 4th Quarter Median Earnings at 2nd Quarter' Credential Attainment' 75/0% 57,086.00 70.00' - Measurable Skill Gains* 6230E: 250 DW PROGRAMS OUTCOME CHART -CUMULATIVE Lt Quarter IW CPP = I N/A I CPP = $5,008.76 I ua r ;rd Quarter 4th Quarter Total Cumulative Participants Carry -In Participants New Participants (cumulative) New Participants in WE New WBL Participants it - Registered ApprenticeshipsfRA' Incumbent Worker enrollments (if applicable) % Employed at 2nd Quarter % Employed at 4th Quarter Median Earnings at 2nd Quarter Credential Attainment - Measjreeble Skill Gains' 33 SO 27 23 76.90% $6,80G.00 100 73 58 00°:_ 58 5,., _ _ 147 120 ;,rt)RK P -`,N 1 19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County - YOUTH PROJECTED EXPENDITURES Chart - Cumulative 4th Quarter PY21 Carry in Netv Allocation (P122) Totnl(CQrry in + New Allocation) 1st Quarter 7/1/22-9/30/22 %Expended Of Total 2nd Quarter 10/1/22-12/31/22 %Expended Of Total 3rd Quarter 1/1/23-3/31/23 96 Expended Of Total 6th Quarter 4/1/23-6/30/23 % Expended Of Total Admin $19,000 $76,_721 S95,721 $44 400 $31,500 5106,000 $37 750 $71000 Out School $170,000 $552,397 5722,397 $241 100 S377 500 $497 350 In School $84,O00 $138,099 $222,099 555,000 592,000 $128,000 5165,004 Total $273,000 $767,217 $1,040,217 5192,500 1m 5377,500 36% 5563,250 54% $733,350 9, 5 F YOU ADJUST CARRY IN NUMBERS, INDICATE THE CHANGE HERE 'NEW NUMBERS GO IN QUARTERLY EXPENDITURE CHART FROM TO ADJ DATE: FROM TO ADJ DATE: 20% Min. to WE (Program S) 5 138,099.20 Admin _ _i SO 12 30 1899 Adrrun 50 $0 12 30 1899 WE Out Sch. $ 110A79.40 Out School s $0 Out School 33 $0 WE r Sch. 5 27,619.80 In School _? gp In School SO 50 YOUTH Program Outcomes Chart - CumuIa - i - 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter _ -_•P = S3,497 rota( Pcrdclpcnts Carry -In Participants Cumulative New Participant 87 113 163 210 57 i F h 15 In -School Vol.- - using wain_' Target__ Populations - - - - - 46 Employed @ 2rd Qtr' 58.00% % Employed @4th Qtr' 72.O0% r,.'-:iar Earnings @ 2nd Qtr' 53,500 Credential Attainment' 57O3% Measurable Skill Gains 61.00% WORK PLAN 1.19 WORK PLAN NFA #WE22-003 WIOA WP ESF: Local Area: Weld County WAGNER PEYSER CUMULATIVE PROJECTED EXPENDITURES I PROGRAM CODE 2C62 Py22 Nev; 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter IyY214TN QTR Allocation CARRY IN 5230,25! S573,916 37;C:;22 - 09/30,.22 10/01/22 -12/31/22 01/01/23 -03/31/23 04/01/23 - 36,.'2.0,122 Total (Carry in+Newt 5804,174 `10;,303 14-. S2.E2 000 31% 5406,:05 E0=_ 5558,901 73�: Expended of Totai WAGNER PEYSER CUMULATIVE PERFORMANCE OUTCOMES CARRY -IN participants New Participants 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter :2,S0rJ 07/01/22 - 09/30/22 10/01/22 -12/31/22 01/01/23 -03/31/23 04/01/23 - 06/30/22 Total (Carry in +New} 12800 2,563 6,500 10,000 12,800 _n-io Rate 2nd Qtr After Exit 57.00% Emp Rate 4th Qtr After Ex!t 65.00% Median Earnings 2rd Qtr After Exit S5,6000 Total Employers Served 1,030 SFY 23 ESF CUMULATIVE Total Job Openings PROJECTED Received EXPENDITURES 20,000 Program Code 2W23 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Allocaticn Date Range: 07/01/22 - 09/30/22 10/01/22 - 12/31/22 01/01/23 - 03/31/23 04/01/23 - 06/30/23 S 398,282.00 S 70,000.00 s 165,000.O0 5 269,000:30 S 398,282.00 % Expended of , S% Total 41% 68% 100% WORK PLAN 1.19 Contract Form D. COLORADO DEPARTMENT OF LABOR & @00010497 1 EMPLOYMENT O New Entity? tract N * Contract ID CO DEPT OF LABOR & UNEMPLOYMENT (PROGRAM YEAR 6490 2020-2023 REGIONAL PLAN AND EXPENDITURE AUTHORIZATION - WE22-003) Contract Status CTB REVIEW Contract Lead. WLUNA Contract Lead Email wlana@weldgov.com; co b bx xlk@weldgov.com Parent Contract ID 20203148 Requires. Board Approval YES Department Project # Contract Description* PY 2020-2023 UPSTATE/REGIONAL AND LOCAL WORK PLAN AND ASSOCIATED EA'S. NFA# WE22-003. TERM: 07/01/2022 THROUGH 06/30/2023. - ADULT, $122,032.00 - DISLOCATED WORKER, $137,085.00 - YOUTH, $767,217.00 -WAGNERO-PEYSER, $573,916.00 - ESF, $398,282.00 Contract Description 2 PA ROUTING THROUGH NORMAL APPROVAL PROCESS. ETA TO CTB 11/23/2022. Contract. Type* GRANT Amount* $1,998,532.00 Renewable* NO Automatic Renewal Department HUMAN SERVICES Department Email CM - H umanServices@weldgov.co Department Head Email. CM-HumanServices- DeptH ead@weldgov.com County Attorney GENERAL COUNTY ATTORNEY EMAIL County Attorney Email CM- COON YATTORNEYOWELDG OV.COM If this is a renewal enter previous Contract ID Requested BOCC Agenda Date* 12/07/2022 Due Date 12/03/2022 WM a work session with BOCC be required?* NO Does Contract require Purchasing Dept. to be included? 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 CnBase in Expiration Date* 06/30/2023 Finance Approver CHERYL PATTELLI Legal Counsel MATTHEW CONROY AM1E ULRICH 1/23/2022 BOCC Agenda Date 11/30/2022 Originator WLUNA Committed Delivery Date Finance Approved Date 11/25/2022 Legal Counsel Approved Date 11/28/2022 Hello