HomeMy WebLinkAbout20212608.tiffRESOLUTION
RE: APPROVE REGIONAL/LOCAL PLAN NARRATIVE UPDATE, 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,
Annual Compliance Plan, and Expenditure Authorization and Work Plan for Various Workforce
Innovation and Opportunity Act (WIOA) Programs, for 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, Employment Services of Weld
County, and the Colorado Department of Labor and Employment, commencing July 1, 2021, and
ending June 30, 2023, 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, Annual Compliance Plan,
and Expenditure Authorization and Work Plan for Various Workforce Innovation and Opportunity
Act (WIOA) Programs, for 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, Employment Services of Weld County, 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, compliance plan, and expenditure authorization and work plan.
cc: HSID, ACT(6C/cD)
o9/2.t /2(
2021-2608
HR0093
REGIONAL/LOCAL PLAN NARRATIVE UPDATE, 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 1st day of September, A.D., 2021, nunc pro tunc July 1, 2021.
BOARD OF COUNTY COMMISSIONERS
WELD COUNTY, COLORADO
ATTEST: r/„J
Weld County Clerk to the Board
BY:
q,,
N
Deputy Clerk to the Boar
VED
4,
County Attorney
Date of signature: 09 Ail O.1
Stevoreno, Chair
Lori S
2021-2608
H R0093
21-001
PY21
WIOA Adult
eon -tram- IC) 4* I 1
PRIVILEGED AND CONFIDENTIAL
MEMORANDUM
DATE: September 1, 2021
TO: Board of County Commissioners — Pass -Around
FR: Jamie Ulrich, Director, Human Services
RE: Employment Services of Weld County Submission
of Program Year 2021 Narrative Update to the PY20-23 Upstate
Regional/Local Work Plan and Associated Expenditure
Authorizations:
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 Departments' Employment Services of Weld County (ESWC)
Submission of an Expenditure Authorization. Employment Services of Weld County (ESWC) received
WIOA and Employment Support Funds (ESF) from the Colorado Department of Labor and Employment
(CDLE) for the programs listed below through activities allowable under the Workforce Innovation and
Opportunity Act (WIOA) Grant Funding as follows:
Period of
Performance
$93,726
07-01-21 to 06-30-23
21-001
PY21
WIOA Youth
07-01-21 to 06-30-23
$623,301
21-001
PY21
WIOA Dislocated Worker
07-01-21 to 06-30-23
$90,390
21-001
PY21 (SFY22)
Employment Support Fund
07-01-21 to 06-30-22
$380,823
I do not recommend a Work Session. I recommend approval this Expenditure Authorization and authorize
the Chair to sign.
Perry Buck
Mike Freeman
Scott James, Pro -Tern
Steve Moreno, Chair
Lori Saine
Approve
Schedule
endation Work Session
Other/Comments:
Pass -Around Memorandum, August 24, 2021 — CMS 5217
q��
Page 1
2021-2608
I-IB0093
Karla Ford
From:
Sent:
To:
Cc:
Subject:
Approve
Sent from my iPhone
Steve Moreno
Thursday, August 26, 2021 10:37 AM
Mike Freeman
Karla Ford
Re: Please Reply - PA FOR ROUTING: ES Regional and Compliance Plan-WIOA and ESF
Expenditure Authorization (CMS 5217)
On Aug 26, 2021, at 8:16 AM, Mike Freeman <mfreeman@weldgov.com> wrote:
Approve
From: Karla Ford <kford@weldgov.com>
Sent: Thursday, August 26, 2021 7:07 AM
To: Mike Freeman <mfreeman@weldgov.com>; Steve Moreno <smoreno@weldgov.com>
Subject: Please Reply - PA FOR ROUTING: ES Regional and Compliance Plan-WIOA and ESF Expenditure
Authorization (CMS 5217)
Importance: High
Please advise if you approve recommendation. Thank you.
Karla Ford X
Office Manager, Board of Weld County Commissioners
1150 O Street, P.O. Box 758, Greeley, Colorado 80632
.: 970.336-7204 :: kfordtitweldgov.com ::'www.weldaov.com :.
**Please note my working hours are Monday -Thursday 7:00a.m.-5:00p.m.**
<image001.jpg>
Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to
which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you have received
this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying,
distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the named
recipient is strictly prohibited.
From: Heather Looney <hloonev@ weldgov.com>
Sent: Tuesday, August 24, 2021 4:46 PM
To: Karla Ford <kford@weldgov.com>
Cc: HS -Contract Management <HS-ContractManagement@co.weld.co.us>; Barb Connolly
<bconnoilv(a3weldgov.com>; Bruce Barker <bbarkerftweldgov.com>; Chris D'Ovidio
<cdovidio@weldgov.com>; Esther Gesick <eResick@weldgov.com>; Lennie Bottorff
<bottorll@weldgov.com>
1
Attachmr nt 1— PY20 23 FOUR-YEAR REGIONAL/LC L 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.
Planning Region:
Elected Official
_ �ja�� -Y=
Signature: ,lq 6-sr-W(
Date: LaFP0 1 21
e L7
Printed Name: Steve Moreno.
Elected Official for: W
County Board of County Commissioners
Local Workforce Development Board
Amanda Digitally signed by
Amanda Ericson
rI cso n Date: 2021.08.26
Chair Signature: 08:08:39 -06'00'
Printed Name:rnanda
Digitally signed by Karina
Local Area Director
Karl na Amaya Amaya
9 Date: 202t08.26
Signature: 08:17:11 -06'00'
s
Date:, ,t_nj
Printed " ame: Karma A naya.
Weld County Wor orce
Development Board
Program Years 2020-2023
Employment Services of Weld County
315 N 11th Avenue, Budding B
Greeley, CO 80631
2950 9th Street
Fort Lupton, CO 80621
Revised April 2021
Phone: (970) 353-3800
Fax: (970) 346-7981
www.eswc.org
^'1awar..:.rLP.r'ZT14P'
PY20-23 Upstate Re • Tonal Plan
Table of Contents
Upstate Planning Region Summary 1
A. Upstate Regional Plan 6
1. An analysis of the Upstate economic conditions 6
a. Existing and emerging in -demand industry sectors and occupations 6
b. The employment needs of employers in those industry sectors and occupations 10
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 occupationsl 1
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 14
Labor Force and Market Trends 14
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 24
5. How career pathways will be used to meet the needs of employers and support work -based
learning opportunities 27
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 30
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 32
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 32
b. How the Upstate planning region will strategically coordinate workforce investment activities
with the provision of adult education and literacy activities under title II 34
c. How the Upstate planning region will strategically coordinate workforce investment activities with
the provision of vocational rehabilitation services under title IV 34
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 35
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. 35
f. How the WCWDB will coordinate workforce investment activities carried out in Weld County
with statewide rapid response activities 36
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
ii
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
37
9 The coordination of transportation and other supportive services 37
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 38
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 38
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 39
13 The activities and steps taken to develop this regional plan 40
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 40
B. Weld County Local Plan 40
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 41
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 42
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 44
a Outreach activities are planned to increase business engagement in Weld County 44
b How the Business Services Team be utilized for this purpose 44
c How the members (particularly business members) of the WCWDB and Youth committee will
support these efforts 44
d How sector partnerships will be utilized for this purpose 44
e ESWC objectives and goals for these activities 44
4 The implementation of initiatives designed to meet the needs of employers in Weld County that
support the WCWDB's strategy 45
a Work -Based Learning Programs
b Apprenticeships
c Sector Partnerships Participation
d Sector Partnerships - Status and Objectives
45
46
47
47
III
e Career Pathways 48
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) 48
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 49
7 The strategies and services that will be utilized to strengthen linkages between the one -stop
delivery system and unemployment insurance programs 50
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 50
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
51
10 The one -stop delivery system in Weld County, in particular 51
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
51
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 52
c The roles and resource contributions of each of the one -stop partners 54
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 54
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 54
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 55
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 55
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 55
i. Outreach to Individuals with Barriers to Employment' 56
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. 56
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 56
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 57
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 58
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 59
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 59
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 60
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 60
18. The competitive process to be used to award the sub -grants and contracts in Weld County for
activities carried out under this title 60
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. 61
20. The actions the WCWDB will take toward achieving the High Performing Board designation 61
20. Evidence use in decision making and program implementation 62
Levels of evidence applied to the overall approach of Weld County in implementing programs62
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 63
Historical Program Timeline Continued 64
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, 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 child care 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
2
https://www.weldgov.com/departments/oil and gas_ energy
Program. Through the course of this program, along with the Job Alternative Program, the Work
Incentive Program (WIN), Community Work Experience Program, and the Colorado Jobs
Demonstration Project, a variety of modifications and waivers were requested and implemented.
There is a strong similarity of what was developed in those programs to the requirements that were
established under the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 and
the 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
Improved
Child
Success
Payments
and
Assist
their
to
employment
families,
eligible
to
parents
through
overcome
paying
supportive
and
child
minimize
support,
services
barriers
and
and
Weld
County
Department
of
Improved
Payments
Child
(IMPACS)
Program
Success
and
2021
(IMPACS)
Program
individualized
case
management.
Human
Services
Assist
individuals
to
prepare
for
the
workforce
for
Technology
Employment
in
Colorado
Partnership
(TEC-P
2.0)
2.0
Technology
Employment
middle
-to
high
-skilled
occupations
within
key
Denver
Economic
in
Colorado
Partnership
sectors
including
Information
Technology,
Development
and
2021
2.0
(TEC-P
2.0)
Manufacturing,
and
Transportation.
Opportunity
Similar
to
Weld
Works
4
Youth,
the
Weld
Coronavirus
Aid,
Economic
Security
Relief,
and
Weld
Cares
4
Youth
CARES
created
to
place
in
4
youth
Youth
response
affected
Workers
to
the
by
program
the
COVID-19
pandemic
that
was
pandemic
into
Weld
County
Department
of
2020
'
Workers
Program
(CARES)
Act
work
experiences.
Human
Services
Recovery
National
Emergency
Grant
Provide
including
career
work
-based
services
learning,
to
Dislocated
training,
Workers
Weld
County
Department
of
2020
RecoverCO
supportive
services
and
needs
related
payments.
Human
Services
Disaster
employment
-relief
for
and
individuals
humanitarian
whose
assistance
jobs
have
Weld
County
Department
of
Recovery
National
Emergency
Grant
2020
COResponds
been
impacted
by COVID-19.
Human
Services
2019
Weld
1
Project
Salute
items
Expanding
their
transportation,
families,
and
services
mental
to
housing,
address
health
to
eligible
specific
food,
needs.
Veterans,
personal
needs
and
such
care
as
Northern
Veterans
Colorado
Resource
Center
Veteran's
Service
Career
(VSCP)
-to
Program
—
-
House
1343
Bill
18-
3
2019
Child
Care
Eligibility
Child
ESWC
Care
care
to
maintain
complete
under
services
aligning
the
self-sufficiency
the
supports
administration
oversight
the
alignment
workforce's
efforts
of
in
the
of
the
moved
all
to
WCWDB
CCCAP
need
achieve
under
for
Weld
County
Services
Department
of
Colorado
Care
Program
(CCCAP)
Assistance
Child
Eligibility
programs
responsibility,
child
and/or
community.
Human
2019
Northern
Regional
Development
(NOCO
Colorado
Initiative
'
Larimer
recognized
Industry
strength
Colorado
Promoting
region
necessary
story
to
for
yield
and
outreach
and
and
new
Northern
workforce,
NOCO
Weld
shared
better
are
and
County
efforts
coordinated
REDI
expanding
outcomes
p
as
focus
BOCC
a
g
a
clusters
partnership.
amongst
as
firms
more
for
on
formally
a
companies.
the
desirable
and
compelling
collective
of
Northern
partners.
their
I ;
Weld
Colorado
Development
(Upstate
Larimer
and
Development
economic
entities
counties
Workforce
County,
located
County
Corporation
(LCEWD),
Upstate
in
N/A
Economic
Colorado),
development
industry
Colorado
telling
Economic
p
both
Economic
REDI)
2019
Independence
Chafee
(CFCIP)
Foster
Care
Program
I
independent
independent
Young
or
engaging
one-on-one
Chafee
adults
after
adults
will
care
Youth
workshops,
identify
meetings
are
living
living
who
Case
provided
are
skills
and
goals.
Manager.
in
socialization
under
pursue
through
foster
with
the
learning
In
personal
care
direction
fun
addition,
activities
placement
and
and
of
a
young
and
Weld
Human
County
Services
Department
of
Chafee,
CSBG
Core,
2019
Independence,
Resources
and
for
Success
(RISE)
,
!
i
In
independent
developed
years
one
establish
education,
response
with
-old,
p
a
goals
to
formally
youth
employment
to
provide
living.
programs
18-1319
in
Focusing
work
young
foster
and
towards
this
case
adults
care,
financial
around
program
p
to
manager
successful
g
18
work
through
housing,
readiness.
was
one-on-
to
21
Weld
County
Services
Department
of
N/A
HB
and
Employment
Human
4
2018
improvement,
increase
Provide
support
The
providers
county.
program
training,
for
opportunities
to
Child
address
includes
reimbursement
technical
Care
the
the
for
Providers
Child
assistance,
recruitment
employment
and
Care
in
ongoing
Weld
Desert
of
quality
in
new
the
County.
and
Weld
North
Health,
Department
County
Range
Weld
of
United
Behavioral
County
Public
Way,
Colorado
Care
Program
(CCCAP)
Assistance
Child
Realizing
Economic
Advancement
through
Caring
Homes
(REACH)
Health
and
Environment
2018
Subsidized
Training
and
Provide
opportunities
work
-based
for
TANF
learning
recipients
(WBL)
in
Weld
Colorado
Works,
Colorado
County.
Employers
are
targeted
to
provide
WBL
Department
Services,
Department
Colorado
of
of
Human
Labor
and
opportunities
employment
participants
to
to
skills
gain
build
and
permanent
experience,
create
opportunities
employment.
expand
for
Employment
Program
(STEP)
Employment
TANF
2018
Pillars
Independence
Reintegration
for
Successful
(PSI)
Weld
County
Department
of
TANF
Engage
Foster/Kinship
Youth
between
the
ages
of
building
13.5
and
areas:
15
-year
Life
-olds
Skills,
to
Social
enhance
Skills,
four
skill
Education,
and
Employment
to
prepare
them
for
independence
allows
skills
adulthood.
to
Chafee
better
or
to
prepare
emancipation.
build
upon
Foster/Kinship
a
solid
This
approach
foundation
Youth
for
of
Human
of
Child
Services,
Welfare
Division
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.
5
. Upstate Regional Plan
1. An analysis of the Upstate economic conditions
a. Existing and emerging in -demand industry sectors and occupations
When analyzed and reported in the original PY20-23 Regional/Local Plan, the top 10 industries in the
Upstate Region included 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. An updated chart follows showing the top 11 industries projected for 2024 based on the
number of jobs. As a result of the COVID-19 pandemic, certain industries have seen a drop in their
2024 job predictions, however, there have been increases in 2020 Payrolled business locations for
most leading industries. Growth rates are continuously tracked and, it is projected that all the top
eleven industries anticipate a positive growth rate as shown below.
024 Forecasted
Industry
Jobs
2020
Payrolled
Locations
2024
Jobs
2020-2024
Expected
%
Change
Industry
Business
Government
State
-
and
Public
Federal
Administration
—
153
19,996
7%
Local,
Construction
1,106
16,610
12%
Manufacturing
348
15,498
7%
Retail
664
11,897
6%
Trade
Health
Care
and
Social
Assistance
733
11,094
7%
Accommodation
and
Food
Service
486
9,263
9%
Mining,
Extraction
Quarrying,
and
Oil
and
Gas
272
9,254
19%
Administrative
Management
and
and
Support
Remediation
and
Waste
Services
486
7,177
6%
Other
Administration)*
Services
(except
Public
576
7,159
10%
Agriculture,
Hunting*
Forestry,
Fishing
and
230
6,619
1%
Transportation
and
Warehousing
409
5,198
9%
Source: EMSI, economicmodeling.com
*Emerging industry sector
To provide a complete analysis, the projected fastest growing industries' jobs and their earnings per
worker were also reviewed (below). The Construction industry has remained in the top five with the
highest amount of jobs in 2021 and is 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 and Trades Sector Partnership in Northern Colorado.
second
6
Industry Group Jobs and Earnings Comparison
2020 Jobs
25000 20000 15000 10000 5000
I
0
Government
Construction
Manufacturing
Retail Trade
Health Care and Social Assi..
Accommodation and Food
Mining. Quarrying. and Oil
Agriculture. Forestry. Fishi...
Administrative and Suppor
Other Services (except Pub.
2020 Earnings Per Worker
SO
$50000
I
$100000 515000(
Group
2020
Jobs
2024
Jobs
Earnings
Worker
Per Payrolled
Business
Locations
Government
18,757
19,996
$54,475
153
Construction
14,851
16,610
$73,275
1,106
Manufacturing
14,478
15,498
$69,944
348
Retail
11,229
11,897
$41,510
664
Trade
Care
and
Social
10,413
11,094
$59,612
733
Health
Services
Accommodation
and
Food
8,494
9,263
$22.291
486
Services
Mining,
Quarrying,
and
Oil
7/50
9,254
$116,222
272
and
Gas
Extraction
Agriculture,
Forestry,
6,850
6,919
$56.961
230
Fishing
and
Hunting
Administrative
and
and
Waste
Remediation
Management
and
Support
Services
6,762
7,177
$47,319
486
Other
Services
(except
6,488
7,159
$35,434
576
Public
Administration
and
4,787
5,198
$78,666
409
Transportation
Warehousing
Source: EMSI, economicmodeling.com
By reviewing an Industry Growth comparison (below), we can see that the
:Mining and Quarrying]
and Gas industry continues to be a valuable source of revenue for the region. With an anticipated
Oil
7
growth rate of 19% over the next four years. Contrary to the belief that COVID-19 and the new
Presidental administration affected the industry, Weld County continues to have 19,204 active wells.3
Industry Group Growth Comparison
• 2020 Jobs
24K -
22K -
20K -
18K -
16K -
14K -
12K-
1OK -
$K -
6K -
4K-
2K-
OK
• 2024 Jobs
,# �$
krnk�C� 40 fb• cF
,Itc*
Source: EMSI, economicmodeling.com
4*eh cr �441
e C#C4 rikif
CCr
ger
Cs
4
4*
de is kit, c'k
CC `'~ 4* qe
se sifr e
cfr t -
(IN>
Group
2020
Jobs
2024 Jobs
Change
%Change
Mining,
Quarrying,
and
Oil
and
Gas
7,750
9,254
1,504
19%
Extraction
Construction
14,851
16,610
1,758
12%
Other
Services
(except
Public
Administration
6,488
7,159
671
10%
Accommodation
and
Food
Services
8,494
9,263
768
9%
Transportation
and
Warehousing
4,787
5,198
410
9%
Manufacturing
14,478
15,498
1,020
7%
Government
18,757
19,996
1,238
7%
10,413
11,094
681
7%
Health
Care
and
Social
Services
Administrative
and
Support
and
Waste
6,762
7,177
415
6%
Management
and
Remediation
Services
Retail
Trade
11.229
11,897
668
6%
Agriculture,
Forestry,
Fishing
and
Hunting
6,850
6,919
70
1%
3
Weld County Oil and Gas Energy Production Report February 2021
8
As a top producer of Crude Oil 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 (below), the implementation of this
department was crucial. In 2020, there was 128,357,637 barrels of oil from Weld County as well as
150, 590, 865 Boe of natural gas4.
$ Millions
20,000
VALUE OF COLORADO NATURAL RESOURCES AND MINING,
2011-2021
a Minerals
• Coal
• CO2
16,000 Natural Gas
• Crude Oil
12,000
8,00O
4,000
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021*
'2020 estimated and 2021 forecast.
Sources: Colorado Geological Survey Mineral and Minerals Fuel Activity Reports, Colorado Oil and Gas Conservatsx Commission
Department of Minerals and Geology, and Colorado Business Economic Outlook Committee
Source:
Source: Colorado Business Economic Outlook & Forum Book
Agriculture continues to be a driver of the economy in Weld County with roughly 2.5 million acres or
75% of the expanse remaining devoted to farming and livestock production. 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.
In reviewing the below, Colorado Net Farm Income is forecasted to increase in 2021 while farm
production expenses remain the same as 2020, this further ensures Weld County's farmers ability to
thrive. 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.
Weld County Oil and Gas Energy Production Report December 2020
9
Colorado Farm Income and Production Expenses 2011-2021
(In Millions of Dollars)
Year
Gross
Revenue
Value
of Farm
Total
Expenses
Farm
Production
Net Farm
Income
2011
$8, 487.10
$6, 650.00
$1,837.10
2012
$8, 345.40
$7, 006.80
$1
338.60
2013
$8, 610.50
$7, 216.00
$1,
394.50
2014
$9,176.20
$7, 954.10
$1,
222.10
2015
$8,924.40
$7,310.50
$1,613.90
2016
$7, 622.50
$6, 358.20
$1
264.30
2017
$8,266.20
$7, 226.90
$1,039.30
2018
$8,283.10
.
$7,035.8
$1,247.3
2019a
$8,714.00
$6,782.00
$1,932.00
2020b
$8, 536.00
$6, 800.00
$1,
736.00
2021c
$8,619.00
$6,800.00
$1,819.00
aRevised. bEstimated. cForecast.
Source: Colorado Business Economic Outlook Ag Committee.
Estimated net farm income for 2020 was estimated to decrease 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
is forecast to rebound slightly to $1.8 billion, with government payments forecast to drop slightly to
$400 million.
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 occupations (listed in the table below) support the information
gathered in the analysis of the top 11 industries. The section following the chart takes a deeper dive
into employer's needs.
Top Posted Occupations
Occupation
Total/Unique (Mar- Posting Intensity Median Posting
2019 - Feb2020) Duration
Heavy and Tractor -Trailer
Truck Drivers
36,357 / 7,926
5:1
34 days
Registered Nurses
10,459 / 2,117
5:1 i
33 days
10
Light
Truck
Drivers
4,227
/ 939
5 : 1
1
41
days
I
Retail
Salespersons
4,680
/ 895
5 1
42
days
:
Home
Care
Aides
Health
and
Personal
2,942
/ 871
r3 1
— i
---- ---
30 days
:
First
Retail
-Line
Sales
Supervisors
Workers
of
2,757
/ 800
3 1
—
48
days
:
f
Customer
Representatives
Service
4,446
/ 763
6 1
36 days
:
i
Maintenance
Workers,
General
and
Repair
3,136 I 760 ;
4
: 1
35 days
Bus
and
Truck
Mechanics
3,343
/ 735
5 :
33 days
and
Specialists
Diesel
Engine
6 : 1
- !
31
days
Stockers
and
Order
Fillers
3,251
/ 531
Source: EMSI, economicmodeling.com
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
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
inception.
launched shortly before the COVID-19 pandemic hit Colorado.
The partnership continues to offer meetings to industry and hopes to have a stronger presence in
2021.
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 AmeriCorps program.
The WCWDB continues to improve the
workforce for Weld County employers as it engages and responds to employer needs.
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 skills, accounting is most
frequent, while the top common skill is customer service. Although the transportation sector has
exited the top 10 industries, commercial drivers' licenses continue to be a top qualification in job
postings leading the Upstate Region to expand the in -demand industry list to 11
11
6% 5%
I
I
T r 1
2% 1% 0%
■ Frequency in Job Postings
Top Hard Skills
Merchandising
Basic Life Support
Nursing
Restaurant Operation
Warehousing
Cardiopulmonary
Resuscitation (CPR)
Accounting
Selling Techniques
Auditing
Mechanics
f i i r 1 T 1
0% 1% 2% 3% 4% 5% 6%
■ Frequency in Workforce Profiles
Hard Skill
Frequency
in Postings
Posting
with
Skill
/ Frequency
Profiles
with Skill
Total Postings
in Profiles
Total
Profiles
(Mar.
2020)
2019 —
Feb.
(2019
- 2021)
Merchandising
5%
2,015
/ 39,390
2%
533 / 23,052
Basic
Life
Support
5%
1,940
/ 39,390
2%
356 / 23,052
Nursing
5%
1,838
/ 39,390
2%
1 408 / 23, 052
Restaurant
Operation
4%
1,650
/ 39,390
1%
222 / 23,052
Warehousing
4%
1,416
/ 39,390
2%
417
/ 23,052
Cardiopulmonary
Resuscitation
(CPR)
3%
1,283
/ 39,390
2%
568 / 23,052
Accountin
3%
1,256
/ 39,390
4%
820 / 23052
3%
1,112
/ 39,390
2%
396 / 23,052
Selling
Techniques
Auditing
3%
1,040
/ 39,390
2%
531 / 23,052
Mechanics
1%
316
/ 23,052
3%
1,038
/ 39,390
Source: Emsi, e.economicmodeling.com
Top Common Skills
12
I
30% 25% 20% 15% 10% 5% 0%
• Frequency in Job Postings
Communications
Customer Service
Management
Sales
Valid Driver's License
Operations
Leadership
Basic Math
Detail Oriented
Good Driving Record
I
1
i 1 1 1 I I
0% 5% 10% 15% 20% 25% 30%
• Frequency in Workforce Profiles
Skill
Frequency Postings with
Skill
/ Frequency
Profiles
with
Skill
in Postings
Total Postings
in
Profiles
/ Total
Profiles
(Mar
2020)
2019
-
Feb
(2019 - 2021)
Communications
21%
8,369 / 391390
6%
1,
283 / 23,
052
Customer
Service
17%
6,878 / 39,390
23%
5,238
/ 23:052
-�
Management
14%
, 5,386 / 39,390
19%
4,351
/ 23.052
Sales
13%
5,066 / 39,390
16%
3,764
/ 23,052
Valid
Driver's
License
11%
4,315
/ 39.390
0%
'
11
/ 23,052
Operations
10%
4,117
/ 39,390
9%
2,162
/ 23,052
Leadership
10%
3,744
/ 39,390
14%
3,291
/ 23,052
Basic
Math
7%
2,695 / 39,390
0%
112
/23,052
Detail
Oriented
7%
2,636 / 39,390
1%
139
/ 23,052
Good
Driving
Record
7%
2,610
/ 39,390
0%
4
/ 23,052
Source: Emsi. e.economicmodeling.com
13
TOP QUALIFICATIONS
z
O
U-
Q
D
C
Certified Nursing Assistant, 656
Doubles Endorsement, 490
Licensed Practical Nurse, 404
Tanker Endorsement, 348
Hazmat Endorsement, 320
Transportation Worker Identification Credential (TWIC) Card, 270
CDL Class B License, 261
Critical Care Registered Nurse (CCRN), 241
Bachelor of Science in Nursing (BSN), 204
POSTINGS WITH QUALIFICAITON
Source: Emsi, e.economicmodeling.com
Commercial Driver's License (CDL), 6,410
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:
According to EMSI, as of 2020, the region's population increased by 16.6% since 2015, growing by
. The population is expected to increase by 10.1% between 2020 and 2025, adding 33,687
people to Weld County.
As seen in the second chart below, 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
be in the top five counties by 2031 with a population growth of over 48,000, which is over 1,500
decrease in growth from previous reports.
47,306
Population Growth Short Term Forecast
14
450k
400k
350k
300K
c
O
DOI
2001<
150K
-1,4.1.r -1
100k
50K
OK
__o- --
- - _p -
-o--
_--
0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Population Growth Long Term Forecast
Grand
• Moab
car j.:'ln
Change
i h Bianco
• Grand junction
Mesa Delta
Montrose
Ease
don
GurtY5on
Grand
Summit
Lake
Chaffee
Part
CZLORA (X?
• Gut lira -lea
• Montrose Fremont
• Mondcdlo
S9.613 to 64.918
42.161 to 59.612
322'06 to 42,160
23.998 to 32.207
7,516 to 23 99 %
0 to 7.515
0to-7.515
San Migud
Dolores
Ouray
San Sian M,nsdate
ta Plats
Mineral
Saguache
Aso Grande
Conejo%
Alamos&
Cuse
Costllia
Huerfano
Crowley
• Pueblo
Pueblo
Ca ego
Las Animas
• Tnnidad
"'den
Sediovid
Ptdpias
WaSMrgtx Yuma
Ka Carson
Cheyenne
Cosa
Bent Pt Gwen
Baca
County
2020 Population
2031 Population Change
15
Denver
739,493
804,411
64,918
El
Paso
732,468
792,081
59,613
Arapahoe
665,398
708,498
43,100
Jefferson
588,320
612,318
23,998
Adams
525,577
569,433
43,866
Larimer
363,388
395,546
32,208
Douglas
358.549
400,710
42,161
Weld
333,125
381,574
48,449
Boulder
329,263
341,715
12,452
Pueblo
170,045
177,561
7,516
Source: Emsi. e.economicmodeling.com
Diversity:
Racial diversity is below the national average in Weld County and the diversity remains consistent
with previous indicators. The below chart forecasts the marginal increase in population for individuals
who identify as Hispanic, Black, Asian, and other minorities from 2020 to 2024. Overall an increase in
the diversity of the 2024 population is expected to be 1%. Employment Services and the Immigrant
and Refugee Center of Northern Colorado will take the below and Statewide data into consideration
when developing the New American's toolkit for Workforce Centers across the State.
FORECAST OF PERCENT OF DIVERSE POPULATION FOR
2024 - RACIAL GROUPS
35
z
0 30
25
2 20
� 15
LP 10
z 5
Lu
u 0
cc
w
n_
31
32
2 2
Hispanic Black
Source: State Demography Office
2 2
RACIAL GROUPS
■ 2020 ■ 2024
2 2
Asian Other
Breaking the total population into age groups, the youth group, ages 19 and under, is expected to
increase 2%, while the main labor force, ages 20-64, expects 4% growth and the retiring soon age
group. ages 65+. are expecting 2% growth.
16
70%
z
O 60%
Q 50%
2 40%
a_ 30%
`- 20%
z 10%
w
u 0%
cc
0 -
FORECAST OF PERCENT OF DIVERSE POPULATION FOR
2024 - AGE COHORT
58% 62%
29%
31%
<19
20-64
AGE CHORT
■ 2020 ■ 2024
13%
15%
65+
The Upstate Region's workforce remains well balanced with a higher than average percentage of the
workforce who are millennials, as compared to a lower than average percentage of those nearing
retirement.
Pr\
9
74,427 77,053
Millennials Retiring Soon
Weld County, CO has 74,427 millennials
(ages 25-39). The national average for an area
this size is 66,905.
Source: Emsi, e.economicmodeling.com
Retirement risk is low in Weld County, CO. The
national average for an area this size is 95,405
people 55 or older, while there are 77,053 here.
Income.
The per capita income experienced a $12,000 loss from the previous four-year plan, going from
$42,787 to $30,62
6
. It is still too early to determine if the COVID-19 pandemic played a significant
17
role in this loss as
the median household income experienced gains from $69,434 to $70,908
this plan is the percentage of remote workers who account for 5.7% of the population.
New to
Per Capita
Income
$30,626
Median Median Age % Remote % of Poverty % Seniors
Household Workers Level 65+ Poverty
Income Level
70,908
34.3
5.7%
7.1%
8.3%
Source: Emsi, e.economicmodeling.com, March 2021.
Industry
Change:
Another way to look at the economic health of Weld County is through the Industry Change
Summary. The chart below shows historical and forecasted information from 2001-2031. Between
2020 and 2024, the industry change is forecasted to increase by 8% in Weld County from 110,859
jobs to 120,064. This change outpaced the national growth rate of 3% as well as the growth rate of
neighboring Larimer County.
% Change Since 2001
100%
90%
80%
70%
60%
50%
40%
30c/c
20cc
10%
04,
-20‘yf
-30%
2001
•
• ■
•
V
Industry
Change Summary
•
•
U
•
■
•
•
■
■
•
■-
■
♦ - ♦
•
•
•
•
■
- ♦ ... -` - ♦- -•
2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
Region 2020 Jobs 2024 Jobs Change
• Weld
110,859
120,064
9,205
%
Change
8%
2020 2020
Average Payrolled
Earnings Business
Locations
$59,551
5,461
18
I
Larimer
152,286
161,097
8,811
6%
$56,209
7,489
Colorado
2,244,137
2,348,620
104,483
5%
$60.121
118.111
I
United
States
124,
036, 680 p
128,135,
576
4,098,896
3%
$60,446
6,791,594
Source: Emsi, e.economicmodeling.com
Place of Work vs. Place of Residence:
The 2019 commuting patterns 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.
82332 82084
81653
81639
R1
80428
80487
Net Commuters
80434
80480
c ,J' -t !7
1955 tq: 02
3 to 5954
773:10 2,159
o t%,?
0 to -772
- to -2,159~80423
-2.160 to -3.709
7-3.710 to -5.95h `; 80498
-5.955to-17.802 81655
• ��i33 81658 � .,
-1•;it ED i8.33�t' �_
80430
80545
82063
80512
80536 80549
80473 80515
80517
the.t A A 'ti
80446
80451 •
80447
80510
80481 80455
80442
80466
80482 80474
80438
80497 80444
80435
80403
80427
80524
OOLIAJ /
80612
4SLut4
80732
80729
80648
80610
80025 80038 806 01
.80022
`!!0001 80217 80019
80225 80243 80047
-ift
80437 i-.r-raj' 8915°--- 80046
80127 101O
r
1,
80645
80611
80649 80653
80652 80654
80102
80103
80742 80754
I
.
•
80701
80105
8074
80723
80757
Where Talent Works
Where Talent Lives
Zip
80631
Name
Greeley, CO (in
Weld County)
2019
Employment
33,369
Zip
80634
Name
Greeley, CO (in
Weld County)
2019
Workers
39,267
19
80634
Greeley,
Weld
County)
CO
(in
21,464
80504
Longmont,
(in
Weld
CO
County)
32,313
80504
Longmont,
Weld
County)
CO (in
13,979
80631
Greeley,
Weld
County)
CO
(in
26,866
80550
Windsor,
Weld
County)
CO
(in
13.539
80550
Windsor,
Weld
County)
CO
(in
19,495
80621
Fort
(in
Weld
Lupton,
County)
CO
5,645
80620
CO
County)
(in
11,096
Evans,
Weld
Source: Emsi, e.economicmodeling.com
Unemployment and Underemployment:
The below table details the labor force, employment and unemployment information for 2019 in Weld
County, CO 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.
Area Labor
Force, Employment
and
Unemployment
Data
(2019)
Area
Civilian
Labor
Force
Number
Number
Unemployed
,
Unemployment
Rate
Employed
Adams
County
277,770
270,813
6,957
2.5%
Larimer
County
209,156
205,003
4,153
2.0%
Boulder
County
197,746
193,839
3,907
2.0%
Weld
County
172,545
168,655
3,890
2.3%
Source: LAUS Unit, LAUS system output file, www.colmigateway.com
2020 saw unemployment rates 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
Labor
Force,
Employment
and
Unemployment
Data
(2020)
Area
Civilian
Labor
Number
Number
Unemployed
Unemployment
Rate
Employed
Force
Adams
County
284,360
258,180
26,180
9.2% '
Larimer
County
205,612
4
190,294
15,318
7.4%
Boulder
County
194,238
180,878
13,360
6.9%
Weld
County
174,099
1
1
159,
598
14,
501
8.3%
20
UNEMPLOYED POPULATION BY COUNTY (2019-2020)
30,000
ej 25,000
O
n_ 20,000
2
w
z 15,000
m 10,000
2
5,000
0
26,180
Adams
15,318
Larimer
In 2019 ■ 2020
13,360
Boulder
14,501
Weld
The below chart details 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 10% and 16% respectively.
There are limited job opportunities for individuals with some college, non -degree awards (-15%) and
Associate's (-7%), Graduate or higher (-5%) degrees. There are more opportunities for those who
have Bachelor's Degrees with a 2% difference in supply and demand.
Underemployment Workforce Characteristics
• Jobs Requiring Ed. Level Population at Ed. Level
No Formal Education Required
High School Diploma or Equivalent
Some College. Non -Degree Award
Associate's Degree
Bachelor's Degree
Graduate Degree and Higher
i
i
0%
Source: Emsi, e.economicmodeling.com
Education and Skill Level:
10% 20% 30% 40%
21
Concerning educational attainment, 18.2% of the Upstate Region residents possess a Bachelor's
Degree (0.6% below the national average), and 9.0% hold an Associate's Degree (0.9% above the
national average).
Educational Attainment Levels
• Less Than 9th Grade
• 9th Grade to 12th Grade
• High School Diploma
Some College
• Associate's Degree
Bachelor's Degree
• Graduate Degree or Higher
Source: EMSI. economicmodeling.com
Individuals with Barriers to Employment, New Americans and Veterans:
In 2020, it has been identified that 10.3% of people in the Upstate Region consider their disability to
be a barrier to employment. Veterans, who tend to have issues with Veterans Affairs benefits and
services after discharge from the military, make up 13.1% of the disabled population. Typical Veteran
barriers lie in service to career transitions. 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 and
unemployment.
New American's make up 8.7% of the population in the Upstate Region, with 35.7% being naturalizes
U.S. Citizens. The majority of New Americans immigrated from Latin America and are often English
Language Learners.
Barrier
to Employment
Percent
of
Population
(2020)
In
Poverty
6.7%
Ages
18-64
9.5%
Veterans
9.3%
Disabled
10.3%
Ages
18-64
8.9%
22
Veterans
13.1%
New
Americans
(Foreign
Born)
8.7%
Naturalized
U.S.
Citizens
35.7%
From
Latin
America
78%
Veteran
Status
7.1%
Ages 18-64
83%
Less
than
high
school
diploma
11.9%
Unemployed
3.8%
Source: Emsi, e.economicmodeling.com, US Census Bureau
23
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 are Oil and Gas,
Manufacturing, Construction, Government, Retail Trade, Health Care, Agriculture, Administrative, Accommodation and Food Service,
Other Services and Transportation. (Source: Emsi, e.economicmodeling.com)
Industry
2020
Jobs
Avg.
Earnings
Per Job
Total
Diversity
of
Industry
2020
%
GRP
2020
Demand
In
-Region
%
met
2020
Region
Sales
% In -
Government
18,757
$54,475
25%
$1,101,474,969
24%
50%
Construction
14,851
$73,275
38%
$1,484,028,039
94%
42%
Manufacturing
14,478
$68,944
46%
$1,836,563,754
23%
20%
Retail
Trade
11,229
$41,510
32%
$808,881,098
33%
52%
Health
Care
and
Social
Assistance
10,413
$59,612
31%
$741,021,682
38%
86%
Accommodation
and
Food Services
8,494
$22,291
41%
$292,3131851
57%
97%
Mining,
Extraction
Quarrying,
and
Oil
and
Gas
7,750
$116,222
35%
$2,199,757,649
84%
10%
Agriculture,
Hunting
Forestry,
Fishing
and
6,850
$56,961
37%
$451,489,941
48%
45%
Administrative
Management
and
and
Support
Remediation
and
Waste
Services
6,762
$47,319
41%
$432,382,429
64%
62%
Other
Administration)
Services
(except
Public
6,488
I
$35,434
26%
$336,775,283
68%
81%
Transportation
and
Warehousing
4,787
$78,666
31%
$688,056,159
47%
48%
24
In April 2019, regional leaders from Larimer and Weld Workforce, as well as partners from Aims
Community College and Front Range 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.
partnerships.
Below outline the in -demand industries and their presence in sector
Government — Public Administration:
Gauging the interest of a partnership for this industry has not been explored.
Construction & Trades (Sector Partnership):
On December 4, 2019, in partnership with Larimer County, and with support from the cities and
chambers, the Northern Colorado Construction & Trades 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.
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
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.
Retail
As stated above, initial conversations regarding a retail sector partnership took place in April 2019. At
this time, interest in creating this partnership has been minimal from employers. ESWC staff regularly
attend local area retail business meetings and should interest emerge, they are prepared to move
forward with creating a sector partnership.
25
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.
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. With
87% of the permits requested for this type of drilling being 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:
Gauging the interest of a partnership for this industry has not been explored. COVID-19 has helped
identify the need for a future conversation.
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:
26
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. It
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, the Business Services Manager attends the Freight Industry
Sector Partnership supported by the Colorado Department of Transportation. ESWC offered industry
pathway examples for the partnership to review and hopes to develop industry relationships for South
County participants.
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 State
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.
5. How career pathways will be used to meet the needs of employers and support
work -based learning opportunities
27
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
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
TANF recipients. This program was previously funded by Colorado Works Subsidized Training and
Employment Program (STEP), which has been discontinued by Colorado Works. The 2Gen
employment program, Weld Works 4 Youth (WW4Y), provides young adults the opportunity to build
work ethic and work maturity through a worksite placement with local employers. ESWC will continue
to support VVVV4Y and TANF WBL through the TANF Block Grant.
ESWC was unsure if the VVW4Y program would be able to continue in 2020 due to COVID. The youth
team felt this program would provide temporary employment to the youth that were affected by
COVID in addition to their families. The youth team continued with a plan of recruiting eligible youth
as well as worksites throughout Weld County. 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 a
worksite. During the summer of 2020, 83 youth were placed on their worksites and successfully
completed their temporary employment. Serving this many youth was a significant increase from
years past.
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.
28
To complement existing Career Pathway initiatives Aims 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
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 plans to continue this recognition annually.
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 is 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. Two students remain enrolled
and will successfully complete their apprenticeship when they graduate from high school in May
2021. ESWC is committed to this partnership with School District 6 and is supporting further
programs in the works such as Healthcare and Early Childhood Education.
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. 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.
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 has expressed
29
interest to the State to learn more about becoming an "Apprenticeship State". This model, discussed
at the 2019 National Association of Workforce Boards (NAWB) conference, shows great promise in
its streamlined approach to RA approvals. With the recent hiring of State Apprenticeship Consultants,
Weld is confident their assistance to employers will result in increased RA's in all of Colorado.
Recently, 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.
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
One of the more current and innovative workforce development initiatives in the Upstate Region is the
Bright Futures program. The Weld County BOCC made a financial commitment to invest in the
Education of its residents setting an example nationwide with their Bright Futures program which will
single-handedly have an impact on educating the workforce of tomorrow. This innovative program
allows Weld residents the opportunity to attend post -secondary schools by providing tuition
assistance. Since its inception, $14.6 million has been invested in Student Success with a total of
3,992 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, 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 resend the information to their
respective networks. The report is also used at the Department of Human Service entry points.
Clients seeking services at the Department of Human Services in areas such as TANF, 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 Surgical Technology program advisors and as a result 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 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 operating 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 outpatient facilities.
30
Many of the students who earned their certification obtained employment offers before completing
clinicals. Creating the first Sterile Processing Certification program in Colorado is one 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. The venue
allows for 6-8 employers at a time and, when necessary, can be industry specific. For example,
events have included a transportation and education focused job fair. Employers appreciate having
the one on one interaction with job seekers and it is with their support that this model continues. With
the onset of the COVID-19 pandemic, in -person job fairs have been 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 decreases, ESWC plans to again host in person job fairs in addition to
✓ irtual 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. ESWC received
$337,070.39 for RecoverCO and $289,240.30 for COResponds respectively. COResponds focuses
o n 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
e conomy 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 January 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
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. 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. More than 30% of
the employer representation at these events has been from the Upstate Region. In May, the event will
also include participation from Adams County, ADWorks!, Broomfield, and Jeffco.
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 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
31
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 assisted over 1,500 clients through RESEA.
Finally, 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 Human Services maintain constant contact with the BOCC and the Weld County
Department of Public Health.
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
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 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 the Upstate
32
Colorado 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 researches 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 where they 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.
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 Labs
• 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,
33
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.
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 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 the local
DVR 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.
34
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 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
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 funded services, DVR, or 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
• Other allowable services as identified under WP
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 comm unity -
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
35
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. The
toolkit will include operational support based on information gathered from workforce audiences and
best practices. A few key topics include equitable access, digital literacy, education, and
sustainability. Additionally, at least three (3) training opportunities on the toolkit will be held in the
summer of 2021 for Workforce partners in Colorado.
f. How the WCWDB will coordinate workforce investment activities carried out in
Weld County with statewide rapid response activities5
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
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
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.
Local
necessary, the LARCC will enlist the assistance of a
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;
Potential 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 needs 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.
5 As described in section 134(a)(2)(A)
36
8. The replicated cooperative agreements6 between the WCWDB or other local
entities7 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
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 both
accessible with 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. 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. It is important to note that remodeling of the Greeley office began at the
end of June 2020. To that end, ESWC staff will complete a self -evaluation by May 2021.
9. The coordination of transportation and other supportive services
6 As defined in section 107(d)(11)
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))
37
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 2018 American
Community Survey 5 -Year Estimates, there is a total
of 143,045 workers 16 years and over utilizing a car,
truck or van as their means of transportation to work.
Public transportation (excluding taxicab and
totaled 757.
rideshares)
A transportation plan has been created and 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 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.
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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 in the map8 pictured above.
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
50% of the staff charge to TANF, Employment First, AmeriCorps, Community Service Block Grant,
and Child Welfare programs. Indirect costs such as 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.
Child Care
11. The establishment of an agreement concerning how the Upstate planning region
will collectivel ne • otiate and reach a • reement with the Governor on local levels of
8 Upstate Colorado, 2017
38
performance for, and report on, the performance accountability measures9 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 (MSFW), 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 TANF 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 TANF program is using
spreadsheets to oversee caseloads and help increase required numbers such as the Workforce
Participation Rate (WPR) for TANF. 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.
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
9 Described in WIOA sec. 116(c)
39
workshops across the State were accessible to all. Now. when visiting
https://www.weldgov.com/departments/human services/employment services/workshops, clients will
see workshops being offered at ADWorks!, Boulder, Denver, Jefferson, Larimer and Mesa counties.
With the success of the use of these technologies in the workforce center, ESWC plans to continue
utilizing them as a hybrid of in -person and virtual services to increase the community's access to
services as the pandemic continues and beyond.
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. Further discussion was held at the annual
Regional Workforce Development Board meeting with Larimer County and ESWC Leadership
collaborated to clarify where needed.
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) for the PY20-24 Regional plan.
Following that input, the plan will be made available to the public for comment, by posting it on
http://www.co.weld.co.us/apps/legalNotices/. After the 30 -day deadline for commentary and
comments are taken into consideration, with Commissioner approval, the plan will be submitted.
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;
• 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
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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 H 1-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
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
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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, the growth in South County clientele 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 performance10 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:
• 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:
'o Described in section 116(b)(2)(A)
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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.
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.
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.
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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. These 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.
Participation in sector partnerships and the Did You Know newsletter 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.
b. How the Business Services Team be utilized for this purpose
The team has divided Weld County into sections to ensure chamber attendance. Leadership
participates 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.
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.
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 and Trades
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
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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, the objectives with the other activities is to establish an
awareness about the options in WBL available to employers. Additionally, another goal is to increase
the number of opportunities available in WBL through local employers 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
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 PY20, and
identify targets for work -based learning activities for your youth, adults/dislocated workers,
transitional 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
Center (LCEWDC) 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
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models, including AmeriCorps grant funding. The Weld County Youth 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
through CORE service and TANF 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 On -the -Job Training (OJT) opportunities for all WIOA related programs.
Business Services along with the entire team of ESWC is committed to generating OJT placements
throughout Weld County.
The TANF 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.
The Weld County BOCC has formally proclaimed National Apprenticeship Week in Weld County
since 2016. Registered Apprenticeship efforts and events will be continued in years to come.
The monthly WBL meetings will be renamed, repurposed and expanded to include all programs
administered by ESWC. These meetings provide an opportunity for staff to share about the
challenges and successes each are facing. This venue also provides an opportunity to discuss the
needs of specific program participants increasing the opportunity to develop strategies to meet
individual needs.
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.
Unless otherwise noted as measurable outcomes, additional outcomes for WBL will include best
practices submissions or results/progress in the CWDC report.
b. Apprenticeships
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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
of the training is the Crucial Conversations Program which 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, ES1A/C will continue to support other regions
n eeding 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.
c. Sector Partnerships Participation
How ESWC will utilize the relationships built by our Business Services Team to enhance or
e xpand participation in Sector Partnerships and also expand business services efforts.
Including PY20 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
o ngoing.
Within the NOCO Health Sector Partnership an objective is to hold an annual Healthcare Job Fair.
The Business Services Team continues to support the healthcare industry in Weld County and
regionally. ESWC hosts an industry specific (healthcare) On -Site Job Fair as well as assist 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 has been selected a speaker for the
2020 Health Care in Your Future Summit. Additionally, ESWC continues to promote the Healthcare
industry through its involvement in the Sector Partnership. Healthcare specific job fairs and hiring
events have occurred; as well as a "Get into the Guts" tour for those exploring the healthcare field.
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 PY20. The current status of these partnerships, plus PY20
planned objectives and measurable outcomes are included. Note: For Sector Partnership
Information, please visit: https://www.colorado.gov/cwdc/sector-partnerships
This section was addressed in section A. 4. of the regional plan.
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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. PY20 planned objectives and measurable outcomes are specified.
This section was addressed in section A. 5. of this plan.
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).
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. 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 are to:
• Prevent youth from entering the child welfare system.
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• 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 TANF, 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 age fourteen through fifteen
that can benefit from those services to be delivered through the Weld County Department of
Human Services.
• 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 TANF 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. TANF 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. Since joining the board, the
member has actively engaged in conversations regarding mock interview opportunities, employee
opportunities, and additional services that DVR may be able to provide. For PY20, ESWC has
committed to mock interviews each semester. Additionally, ESWC has partnered with DVR to host a
webinar in October regarding Hiring Individuals with Disabilities. The month of October was
intentionally chosen to align with National Disability Employment Awareness Month. The UNC GOAL
program has committed to advertising this webinar to its extensive network.
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
49
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 TANF 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
o pportunities 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
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
o pportunities 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
o n 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
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routinely called upon by Upstate Colorado to assist with providing 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 and
the Weld Workforce Collaborative. These Committees are made up of staff from Economic
Development (ED), Chambers of Commerce, and municipalities.
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.
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); the work components for the TANF
and the EF programs; AmeriCorps; the TIGHT Youth Corps funded by CORE Service and TANF
funding; services funded by CSBG; targeted programs for UI; and provides functional supervision to
the DVOP staff under JVSG.
As discussed in the Regional Plan, Career Pathways initiatives are an active workforce development
strategy in Weld County. Through the Workforce Board, 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.
51
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
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 for each of the following
areas:
Focus
Area Criteria to be used
Standards to
Meet
•
Performance
accountability
outlined
agreements
in
grant
and
as
a.
agreements
authorizations
b.
Outcomes
and
defined
related
expenditure
in
to
grant
negotiated
Effectiveness
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
• Alignment
of
services
based
f. Satisfaction
on
an
analysis
of
employers
of
the
area
with
•
with
Fiscal
needs
Res
of
p onsibilit
the
area
y
services
g.
provided
rate
exceeds
the
Expenditure
Service
•compliance
minimum
requirement
to
maintain
Hours
2
Physical
and
ADA
Guidelines
In
compliance
as shown
by an
inspection,
programmatic
accessibility
audit,
or
review
within
last
three
(3) years
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.
c.
in
compliance
Re-employment
compliance
Marketing
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.
MOU
includes
all
required
The
partners
c. Co -enrollment
is addressed
d. A
referral
procedure
for
all
programs
is
in
place
52
e.
Demonstrate
that
the
level
of
integration
has
improved
in
the
past
three
(3) years
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
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 TANF 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, 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-Feyser) 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 of the report. The report, responses, and
recommendations should then be submitted to the CWDC for review and a vote.
53
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
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 TANF, 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 US 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 lab 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 Credential, Behavioral Traits
Assessments, Prove -its!, HSE preparation and much more. 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).
It is pertinent to note that the Workplace Readiness Credential was piloted in 2015 and out of the 7
County offices that participated, 75% of the assessments taken during the 6 -month pilot emerged
from Weld. This credentialing system covers critical soft skills many of our local employers have
54
identified when assessing potential job candidates The skills include Attitude, Communication,
Planning and Organizing, Critical Thinking, Interpersonal/Social Skills, Teamwork, Professionalism
and Media Rules
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
199011 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
1
Regarding the delivery of training services to customers, the Eligible Training Provider List 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 provided12
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
11 42 U S C 12101 et seq
12 In accordance with section 134(c)(3)(G)
55
Customers identified as in need of training services will be provided by educational entities that are
on the Eligible Training Provider List (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
WBL 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 a DVOP 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. There are plans to continue the co -location when it is once again safe
to do so. NCVRC continues to refer clients to ESWC.
A partnership between the Department of Corrections (DOC) and ESWC, assists Individuals being
released from the DOC system gain employment. Future parolees are 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.
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.
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
56
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 and participated on the SP-NEG
Leadership Team.
A number of school districts participate on the Youth Committees. 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 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
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 Employment and Training programs, they will begin with one-
o n-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 with them to
o btain 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 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, 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
o ccurred 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
57
attend the University of Northern Colorado (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 almost 500 job seekers each program
year. Key people are being brought to the table to address current gaps in 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
on 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
not 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 WA 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
58
County communities. ESWC has historically planned not less than 70% of funding being spent toward
out -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
, 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 14-24 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 an
AmeriCorps educational 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
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.
Continuum
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 review13 of local applications submitted under title II
ESWC works with local education providers in support of the in -demand industries previously
identified. The Executive Director of IRCNOCO is the WCWDB Youth Committee Chair and a general
Board member, Community Educational Outreach attends as an associate member and a
representative from Aims Community College is also a general member of the Board. 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 under Title II, the Board will utilize 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
13 Consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232
59
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 has been providing services under WP for nearly 40 years. During that period ESWC has
assured services are coordinated with other programs, and that there is not a duplication of effort
between programs.
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 Lab. 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. It's 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 is once again preparing for the process of soliciting RFPs to designate one -stop
operators 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
60
the ability of the providers to meet performance accountability measures based on primary indicators
of performance for the youth program" of WIOA. The WCWDB anticipates having published the RFP
later in 2020 following the same process as outlined above in 2015.
19. The local levels of performance negotiated with the Governor and chief elected
official14 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.
20. The actions the WCWDB will take toward achieving the High Performing Board
designation15
The WCWDB was designated as a high performing board for PY17, PY18, and PY19 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 Committees. These committees include the: Awareness Committee, the
Partner 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 list openings in the Greeley Tribune and the
county website, and the Business Services Team 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 Question 5 above, a WCWDB Orientation was initiated. This step assures ESWC
that Board Members have a base knowledge 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, and
an At -a -Glance for High Performing Board metrics. The spreadsheet is maintained by the
Employment Services Support Specialist.
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.
14 Pursuant to section 116(c),
15 As outlined in the Colorado High Performing Local Workforce Development Board Rubric PGL
GRT-2019-01, Attachment 3
61
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 aa, Randomized Controlled Trial (RCT)) or a
quasi -experimental design evaluation (QED) with statistically matched comparison (i.e.,
counterfactual) and treatment groups. See CLEAR.dolgov 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
information to be informed of program performance data for intervention and determine areas in need
62
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 WCWDB16 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, question 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.
16 Consistent with subsection (d)
63
Appendix A
Historical Program Timeline Continued
ESWC
Development
Timeline
of
Employment
and
Training
Programs
Year
Name
Purpose
Partners
Funding
2017
Weld
Youth
Works
(W\N4Y)
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
County
Services
Department
of
TANF
Employment
Human
Program
2017
Sterile
Processing
Providing
required
to
instrumentation
knowledge
infectious
techniques.
clean,
for
the
process
processes,
of
Sterile
skills
surgical
and
and
and
Processing
obtain
sterilize
instrumentation,
and
certification
sterilization
a
working
Technicians
surgical
Aims
Advisory
Health,
Community
Weld
Committee,
County
College,
Banner
Surgical
Students
responsible
associated
WIOA
support
were
eligible
ort
accepted
has
to
are
those
provided
costs;
for
and
who
Technician
Certification
Program
2016
i
Regional
Discussion
Advisory
(RAD)
'highest
Initiated
brings
educators,
which
of
addressing
collaborative
moderated
employers
together
employers
and
and
and
discussion
common
best
co
and
meeting.
-hosted
employers,
public
face.
use'
all
participates
issues
partners
about
by
ESWC,
the
in
one
to
one
skills
is
by
RAD
the
a
gaps
time
Multiple
NOCO
Partnership,
College,
College,
Weld
Larimer
County
Manufacturing
manufacturing
Front
Larimer,
County
Aims
Schools,
Workforce
Boulder,
Community
Community
Sector
employers,
and
Centers
and
NoCo
Partnership,
Partnership
Emergency
Manufacturing
National
Grant
Sector
workforce,
RAD
in
The
approach
Range
ESWC
2015
'
Achieving
Community
Excellence
(ACE)
Provide
Readiness
services
paid
employment
interview
summer
include
Credential
internships
skills,
related
resume
(WRC)
access
services.
for
to
and
youth.
the
City
School
of
Greeley,
District
Greeley/Evans
State
businesses
Farm,
host
ESWC
preparation,
Work
additional
64
industries,
Supports
two
Manufacturing
of
our
identified
and
in
-demand
Transportation.
Employers
are
served
by
Sector
Partnershi
p
developing
a
strong
qualified
workforce
in
these
industries.
Employers
also
have
an
Evans,
Milliken,
Greeley,
y
2015
National
Emergency
Grant
opportunity
to
voice
their
needs
and
National
Emergency
g
y
Johnstown,
United
Way
Grant
concerns
b
y
part
i
c
i pat
in
g
on
a
SP
NEG(SP
NEG
Leadership
towards
with
partners.
employers,
facilitating
Team.
workforce,
The
Regional
team
and
works
Discussions
o
public
s
Northeastern
Provide
many
g
em
job
e
n
skills
t
sere
training,
i
ces,
English
case
as
a
County
Se
Services
Logan,
Washington,
ces
g
Departments
Morgan,
in
Cheyenne,
Weld,
Phillips,
and
of
Kit
Human
Yuma
Sedgwick,
Carson,TANF,Collaborative
CSBG
2014
Colorado
Counties
of
Second
and
counties
soft
Language(ESL)and
skills
in
Northeastern
training
to
the
Colorado
residents
other
region
hard
of
2014
Federal
National
Emergency
Disaster
Grant
In
ESWC
placements
repair,
destroyed
response
renovation
provided
public
to
for
the
the
temporary
structures,
September
and
cleanup,
reconstruction
subsidized
demolition,
facilities
2013
flood,
and
of
job
Disaster
Emergency
National
Grant
Evans,
Milliken,
Greeley,
Johnstown,
Kersey,
United
Way,
Catholic
Charities,
City
of
Evans
Community
WCYCC,
Greeley
Outreach
-Evans
Center,
District
6,
(NEG)
lands
within
Federal
Emergency
areas.
Management
Agency
designated
disaster
Weld
Food
Bank
2011
Sustainable
Manufacturing
Focus
manufacturin
industry
services
sector's
g
and
/advanced
needs.
training
Upstate
manufacturin
towards
Colorado
g
Upstate
Economic
Aims,
College,
manufacturing
g
Front
Colorado,
CAMT,
Development,
Range
sector
Adams
Brighton
Community
employers,
County
State
Sector
Funding
Initiatives
for
Sector
Initiative
and
Brighton
g
Economic
Development
p
were
co
-conveners
for
this
initiative
Workforce
Region
2011
H1
B
incumbent
indust industry
Focus
man
u
f
services
actu
sectors
rin
workers
g/advanced
and
in
training
the
manufacturing
towards
Upstate
Colorado,
multiple
H1B
employers,
Brighton
Economic
Development
65
2009
Provide
economically
(TANF
new
jobs
and
paid
UI)
work
disadvantaged
and
experiences
support
the
job
for
creation
seekers
of
Colorado
Colorado
Services,
and
community
Department
Department
multiple
employers
local
of
of
agencies
Labor,
Human
TANF
WIA
'
Colorado
HIRE
2007
TANF
Youth
Summer
Designed
families
positive
parent(s)
beginning
g
by
summer
g
are
to
unsubsidized
having
benefit
in
a
program
TANF
their
TANF
children
employment
work
low-income
while
activity
in
theTANF
a
or
Weld
local
Social
area
community
Services
,
work
multiple
sites
Employment
*(PPA
2007)
2007
Innovation
Regional
Workforce
in
Focus
s
energy
Eventually
pWIRED
ecific
services
and
to
the
led
sustainable
needs
to
and
the
develop
development
of
employers
energy
training
sectors.
in
of
the
a
Aims
Evans
Community
School
District
College,
6,
Weld
Greeley
National
other
Colorado
Collaborative
Grant
with
School
District
RE
-8,
Boulder
and
Adams
County
Workforce
Regions
g
'
prep
and
manufacturin
an
academy
associate
g
and
degree
four
ggy'
distinct
in
industrial
credentials
Economic
Development
(WIRED)
Brighton
United
Power,
Energy
Workforce
Regions
Logic,
Board
Xcel
of
Metro
Energy,
Denver
Workforce
2006
Multi
Youth
Team
2006)
-disciplinary
Assessment
*(PPA
Designed
collaborative
risk
youth
to
through
provide
services
a
pro
a
continuum
for
-active
Weld
approach
County
of
at-
TANF
Service
by
WIA
and
funds.
Youth
CORE
In
-kind
ESWC;
Weld
Social
Services;
Island
Grove
Regional
Treatment
Center;
North
Range
Behavioral
Health;
Weld
County
Health
Department;
Greeley
Evans
School
District
6;
St.
Vrain
School
District;
Centennial
BOCES
(Board
of
Services);
Probation
Bridge
Cooperative
19th
Department;
Judicial
Educational
District
and
Life
-
2006
Independence
Pillars
Successful
(PSI)
p
*(PPA
for
2009)
Engage
care
in
four
14
-15
skill
-year
building
-olds
in
areas:
kinship
Life
or
Skills,
foster
ESWC, Weld
Social
Services
Social
Skills,
Education,
and
Employment
CORE
Service
funds,
to
emancipation
Chafee
prepare
services
them
and
for
(if
independence
prepare
eligible).
youth
for
or
WIA
in
-
kind
66
Expansion
of
Increase
workers
to
the
meet
capacity
identified
to
train
needs/shortages
entry
level
TANF
Aims
Community
College
and
2004
Certified
Assistant(CNA)TANF
Programs
Nursing
and
advancement
available
development
Health
provide
Sciences
courses
for
(resulted
and
opportunities
building
and
construction
eventually
in
at
the
Aims)
for
expansion
of
career
in
the
the
Allied
of
.
Program
in
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
the
and
ESWC;
Services;
Treatment
Behavioral
Weld
Island
Center;
County
Grove
North
Social
Regional
Range
Weld
County
CORE
TIGHT
Youth
their
GED;
and
life
skill
development
Health;
Weld
County
2004
Corps
2007)
*(PPA
activities
Corps
experience
to
prepare
them
for
life
after
their
Services,
WIA
in
-kind
TANF,
and
Health
District-
Department;
Probation
19th
Department
Judicial
2003
Gee
Cam
2006
recognition
p
Whiz
*
(
National
PPA
Health
involved
Provide
and
the
types
youth
Yp
and
exposure
v
a ri
ety
to
of
health
occupations
careers
ESWC,
Aims,
North
Colorado
WIA,
TANF
Medical
Northern
Samaritan
Greeley
Center,
Fire
Colorado,
Center,
the
Medline,
University
Bonell
Good
of
2003
Nuclear
Radiological
Technician
Certification
g
Develop
community's
a
new
health
program
p
g
care
to
worker
meet
identified
needs
Aims,
Center,
North
Poudre
Colorado
Valley
Medical
from
Development
(CWDC)
WIA
Workforce
Competitive
the
Colorado
Council
grant
WCWDB
Hospital,
p
'
2001
After
Learning
Project/Latch
Pilot
School
Program
Key
Positively
meaningful
while
the
family
their
engage
parents
learning
young
are
and
at
adolescents
service
work
to
activities
support
in
Local
Community
school
districts,
College
Aims
In
School
Kind
JTPA/WIA
to
Career
and
1999
Youth
Prevention
Initiative
Crime
Target
specifically
development
p
g
services
Y
adjudicated
J
to
disenfranchised
youth(led
youth,
to
the
Local
entities,
communities,
TANF,
JTPA,
State
Workforce
historical
YCPI/TGYS,
JTPA/WIA,
TANF
(YCPI)/Tony
i
p
of
TIGHT)
67
I
Grampsas
Services
(TGYS)
Youth
i
!
Investment
Services
Child
Act
(WIA),
Protection
Human
1997
One
Design
Stop
Center
Provided
significant
input
"Concerning
and
structure
to
Board
Commissioners,
Private
Workforce
Governor's
Office
Colorado
of
of
Industry
Weld
Rural
Department
Coordinating
Job
County
r
Job
Training
Council,
Weld
Training,
of
County
Colorado
Council,
Office,
Labor
n
�
One
Stop
Career
House
Bill
97-1281
the
Establishment
of
a
Statewide
Networkof
!
One
Workforce
-Stop
Career
Development
Centers
Programs"
to Consolidate
Planning
Funding
1981
Private
Council
Industry
(PlC)
it
Weld
was
County
included
established
in
the
law.
two
years
before
Local
Elected
Officials,
Local
Comprehensive
Employment
and
Employers,It
Adult
Education,
additional
Community
Partners
Training
Act
(CETA)
1979
'
Created
system
county,
one
and
employers
system
Board
-stop
training
of
responsive
building
operated
an
location
Weld
employment
through
pgram'
rojob
County
partnerships
for
under
to
a
single
the
major
local
Commissioners
and
citizens
seekers
employment
delivery
training
and
control
of
utilizing
and
the
of
the
and
a
Board
Commissioners,
Private
County
Services,
of
Industry
Department
Weld
Colorado
p
County
Council,
Weld
Department
of
CountyEmployment
Social
Weld
of
Comprehensive
Training
Peyser/rv�
Employment
y
Job
Act;
and
Wagner
Service;
-
Employment
Services
County
of
Weld
Opportunities
Project
�
Pilot
Labor
the
Weld
County
Private
Industry
Council.
68
•
4.:117..20-.r. . ��_..�'S2 wZ i,Cj ��7it•.iC:..tTt �'�:.. ^2P._"./.['•. .:'.lnAa-v.}*
veterans receive priority of service in all 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 for Relay Services.
Attachment 3
PY21 WELD COUNTY ANNUAL C i PLI
Signature Page
NCE PLAN
The undersigned below authorize the PY21 Local Area Annual Complia ce Plan and attest that the information is
accurate and complete to the best of their knoledge. This signature page shall become an Exhibit to the Master
Agreement for Workf • rce Development Programs, indicating that the Local Area Annual Cmpliance Plan has been
submitted and appr ede
fiN
Local Area: Weld County
Local Workforce Development Board
A m a n d a Ericson Digitally signed by Amanda Ericson
Date: 2021.08-26 08:09:06 -06'00'
Signature:
late
Printed Name: Amani4a cson
Title: Chair
Signat
Date:
Print
re:
Local Area Director
Digitally signed by Karin: Amaya
ri n/\rri �y� Date: 2021.08.26 08:16:33 -06'00'
d Name: Karma Amaya
Signature:
Additional Approval(s)
Date: SEP 0
re" ra
2021
Printed Name: Steve Moreno
Title: Chair, Weld County Board of Commissioners
Signature:
Date:
Printed Name: Click o F tap here to enter text.
Title: Click or tap here to enter text
OGG&
WIOA-2021-01, Attachment 4
PY21 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 21, 2021. (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.
Weld County's Cost Allocation Plan to establish cost allocations or billings for FY21 and the
Weld County Department of Human Services Cost Allocation Plan are included as attachments
1 a and 1 b.
2. Layoff Aversion Plan (update and resubmit for PY21)
Please describe local plans for averting layoffs, accelerating re-employment and/or reducing the
duration of unemployment for dislocated workers. Specify which of the following or other
strategies you plan to utilize and how success will be measured.
• Ongoing engagement, partnership, and relationship -building activities with businesses in the
community 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 to quickly re-employ dislocated workers.
8/26/2021
• Connecting companies to 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
(IWT) 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. In
conjunction with Upstate Colorado Economic Development and Aims Community College, the
Weld Works Collaborative (WWC) continuously supports the community. 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 once a month 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,
New Raymer, Severance, Timnath, Thornton, Windsor, and Wellington, the region can focus
on a variety of initiatives, 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 Work -Based Learning Alliance was formed, and powers NoCo Inspire, an 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. Initially created by the
Poudre and Thompson Valley School Districts, working with Larimer County, the project was
gifted to Larimer who has shared it with Weld County. The NoCo Inspire website continues to
add partners and resources to the alliance.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to pay administrative
and program costs for allowable services that may arise due to increased need for Rapid
Response activities to aid in economic recovery. This may include the option for businesses to
apply for grants through the workforce center to assist with averting layoffs and offset
business expenses; workforce stimulus payments to businesses for each new hire obtained
2
through recruitment activities such as job fairs and hiring event services provided by ESWC;
and other allowable activities.
anguage Assistance Plan
Please attach a copy of your new 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 LAP is included as attachment 2.
E
ligible 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 the local Eligible Youth
Services Provider List.
ignature 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 Chair and the Pro-Tem are
included as attachment 3.
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
2021. If de-Bruced, please say so in response to this question.
The TABOR Limit and verification is included as attachments 4a and 4b.
-ESEA
3
Please provide a description of how the local area will leverage the Reemployment Services
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 in the past,
such as Extended Unemployment Compensation (EUC), LINKS, and most recently,
RESEA. Staff meets with claimants to provide Labor Market Information (LMI) and
identify employment goals and barriers to meaningful employment. Claimants receive
one on one staff assistance to create an employment plan that utilizes ESWC services
to become reemployed quickly. If the claimant requires more intensive job search
assistance, re-training, or work -based learning opportunities, the RESEA program is
used as a feeder system into the Workforce Innovation and Opportunity Act (WIOA)
Dislocated Worker program.
ESWC continuously serves RESEA claimants 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 and
complete weekly reminder calls to the claimants that have not called to report
employment or scheduled an appointment. Other efforts will be made to reengage
claimants if they fail to find meaningful employment after being invited to the RESEA
program to participate in workforce services or WIOA.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to offset
administrative and program costs as local areas have yet to receive RESEA funds for
calendar year 2021.
8. Veterans Priority of Service
• Describe how the local area will coordinate workforce investment activities with the provision of
Veteran's 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 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 Employment and Training 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 Veterans (and covered persons) in
identifying barriers as well as making them aware of the full array of employment, training and
4
placement services available. This form was updated during PY19. ESWC is fortunate to have
the co -location of two 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 DVOPs
are positioned within the Adult Employment and Training unit making referrals as seamless as
possible. The DVOPs 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. Using the case management approach taught by the
National Veterans Training Institute (NVTI), 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 will be facilitated. A Veteran who
is placed in case management by a DVOP Specialist is coded with a Veteran Service (VS)
code in Connecting Colorado. 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 . 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 Trade
Adjustment Act (TAA) programs, an ESWC case manager ensures the Veteran applicant is
served prior 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 Service
to Career (VSCP) Grant, funds are available to Veterans, eligible spouses and dependents to
assist with employment, training, and supportive services costs not covered by WIOA. This is
advertised as Weld Project Salute and is in partnership with the Northern Colorado Veterans
Resource Center (NCVRC). An Adult Employment and Training case manager is at their site
once a week to provide services directly to Veterans visiting the center.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to offset admin and
program costs to accommodate an increase in service delivery for Veterans and their families
that may arise during economic recovery efforts.
• 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
5
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. The DVOPs and RVER regularly promote ESWC's
Weld Project Salute program. 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
Weld County Youth Conservation Corps (WCYCC) AmeriCorps 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 attainment or high school graduation and completed within six (6) years.
The RVER has a great working relationship with the Business Services Unit, attending monthly
meetings, and maintaining continuous contact. Additionally, the RVER participates in many job
fairs, hiring events, and workshops throughout the year, in which ESWC offers Veterans early
admittance. The RVER regularly contacts the Employment and Training program to provide
information on training providers that have a vested effort in recruiting Veterans into their
programs. With the increased need for virtual services, the RVER recently worked with the
ESWC Workshop Facilitator to host a resume workshop open to the public with an emphasis
on Veteran attendance.
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 center's in
the State. Weld County has a rather seamless method of referring clients from one Division to
another, an example being recipients of food assistance or cash aid (low income individuals).
Once they are deemed eligible for benefits, they are referred to the Employment First or
Temporary Assistance for Needy Families (TANF) programs, also housed at Employment
Services, to participate in work participation programs. Participants are then referred to
employment workshops and the WIOA program for further assistance in gaining self-
sufficiency. Other internal programs such as Chafee Foster Care Independence Program
(CFCIP), Jobs for Veterans State Grant (JVSG), Migrant Seasonal Farm Worker (MSFVV),
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.
6
As mentioned above, an Adult Employment and Training Case Manager is co -located at
NCVRC. Additionally, a second Adult Employment and Training Case Manager is co -located,
once a week, at the Housing Navigation Center, the Weld's Way Home initiative to help those
experiencing homelessness regain housing and to prevent those at -risk of homelessness from
losing their housing.
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. The most recent partnership being A
Precious Child, an organization that provides children with opportunities and resources to
empower them to achieve their full potential. ESWC staff provide referrals to program
participants.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to offset
administrative and program costs that may arise due to an increased need for WIOA services
activities. Strategies may include: designating additional funding towards work -based learning;
supportive services beyond what is allowed under WIOA.
Another strategy may include exploring entrepreneurship opportunities for participants in
conjunction with Business Services and public partners. ESWC is also exploring the idea of a
mobile workforce center to increase delivery of services to participants with limited access to
services including transportation and technology, similar to a mobile library
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 Options for PY21
a. Describe the local area's strategy for using customized training per PGL WIOA-2018-05. Or
indicate 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 indicate that this strategy will not be used.
While ESWC does not historically use incumbent worker training, we reserve the option
to utilize this per our Incumbent Worker Policy.
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
indicate that this strategy will not be used.
ESWC does not utilize transitional jobs.
7
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 indicate 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 Requirements)
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) for
adult participants and an Individualized Service Strategy (ISS) for youth participants 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 or
ISS. In the documents, an in-depth determination of needs based on the Initial Assessment
(IA) and computerized assessments taken are clearly outlined. 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. Through research of their chosen industry,
and review of Eligible Training Providers, the participant and case manager establish the
pathway. If needed, 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.
Training requests are reviewed by a Training Committee to determine the anticipated success
the participant will have with the selected training. The Training Committee reviews detailed
information submitted by the case manager which provides a full scope of the participants
progress and efforts throughout their enrollment. The requests from case managers include
the CA/IEP or ISS, LMI for their chosen career path, background check results, assessment
results, program enrollment information, case notes, and a Virtual Job Shadow quiz or an
essay detailing their interest in their chosen career path.
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 and our partners can provide services to a wide range
of individuals. Case Managers provide consistent follow-up with participants. Leadership
reviews performance on a monthly basis, if not weekly, and report progress quarterly to the
Weld County Workforce Development Board.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to offset
administrative and program costs to increase the rate of successful training completions by
providing incentives to eligible youth for post TABE, approved upskilling from training resulting
in a credential and other allowable training activities. In addition, ESWC may utilize these
funds to explore and implement new computer technology platforms for participants ages 50+;
provide necessary electronic equipment to participants; as well as other age -friendly initiatives.
13. Local Board Needs Additional Assistance Criteria
8
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 these criteria. 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 5. The criteria are incorporated into the WIOA PY20-23 plan.
ESWC may leverage Federal and State COVID-19 pandemic relief funds to offset
administrative and program costs that may arise due to an increased need for needs related
payments as defined by WIOA.
14. Organizational Changes
Describe organizational changes that occurred during PY20 and indicate any changes that you
anticipate for PY21, as well as office moves or consolidations. Explain the reasons for the
anticipated changes, such as reduction of formula funding or leveraging and managing of
discretionary or additional grants. Include any hiring or layoffs that have or may occur with
temporary and permanent staff.
During PY20, ESWC experienced normal replacement of staff for those that sought other
opportunities. ESWC notes the possible replacement of staff that may seek other opportunities
during PY21 and are open to exploring the potential of new staff should the opportunity arise.
The following organizational changes occurred in PY20:
o Workforce Director, Lora Lawrence, retired in February 2021.
o Employment and Training Manager, Karina Amaya, was promoted to the Workforce
Director position in April 2021.
o The role of Workforce Deputy Director has been added to the ESWC organizational
structure and was recently offered to Cecilia Moreno, Business Services Manager. The
Workforce Deputy Director reports to the Workforce Director.
o An Employment First Case Manager is temporarily assigned to the Adult Employment
and Training Programs unit.
o A Client Services Technician shared with the TANF unit was transitioned solely to a
Client Services Technician in the Registration Unit.
o The Employment and Training Manager position has been reclassified as a Youth
Employment and Training Supervisor and is undergoing the recruitment process. This
position will report to the Workforce Director.
o Recruitment for the Business Services Manager should be complete before Program
Year 2021. This position will report to the Workforce Deputy Director.
The Weld County Department of Human Services (DHS) completed the building renovations
for the Greeley ESWC location in early May 2021. The Fort Lupton location is slated for
remodel, though a request for proposals has not been published at the time of this plan.
9
15. Organizational Staff Chart
Workforce
Karina
Amaya
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 Director
CeCe Moreno
ESWC Support Specialist
Heather Roberts
Workforce Director
Deputy Workforce Director
Veterans
WIOA Programs
WCYCC
EF/CW Programs
Child Care
Client Data System
Unit
Business Services
Adult Employment and
Training Supervisor
Tracey Brookover
Youth Employment and
Training Supervisor
Vacant
Supervisor
Holly Bernhardt
Manager
John Kruse
Manager
Anna Korthuis
Manager
Briana Davies
Manager
Vacant
DVOP
Adult
Program Specialist
Greg Cordova
Employment First
Shared Office
Support
Francinette Holokahi
Colorado Works
TANF Supervisor
Julie Atkinson
Child Care
Specialist
Judith Bush
Resource Room
and Registration
Assessment &
Learning Center
Resource
Specialist
Business
Services
Resource
Specialist
Elvira Gonzalez
Kris Armstrong
Tim
Marquartt
Sharon
Lindellt
Ari Macias*
Charlotte
DeBrock
Nancy Sanchez
Shelby Clark
Tammy Winter
Victoria Thomas
YOUTH:
David Woolman
Terry Williams
Erik Acosta
Jazmine Gonzalez*
Theresa Joseph
Vacant
Brittiny Vasquez
Karla Masters
Margarita Marquez
Maria Chavez*
Misty Falk
Tabitha Locke
Tracy Jacks
Vacant
Shanna Pratt
Norma Sotelo
Sylvia Flores
Shawnda
Kozanecki
Judith Baptiste
Claudia Cabral
Josefina Marquez
Lidia Gonzalez
Nancy Hunnicutt
Patti Wolff
Ruth DeBoer
Sterling Swanson
Venessa Martinez
Delila Luna (WE)
Jamie Villarreal (WE)
Anne Wolney
Lupita Guadarrama*
Ivan Contreras
Margii Crackel
Amber Duchaine
Efrain Cano
Juanita Segura
Jasmin Dominguez
Leslie Galindo -Salazar
Nereyda Williams*
Nora Myers
State
Positions
Special
Initiatives /
Grants
TAA
Chafee
GSJH
Special Initiatives /
Grants
AmeriCorps
TIGHT Corps
Special
Initiatives/
Grants
CSBG
Employment First
Colorado
Works/TANF
CCCAP
FLC
MSFW
RESEA
Special Projects -MIS
Wagner-Peyser
The Center operates
on a fee for service
basis and is self-
sustaining
ESF
FLC
Special Projects-
Wagner-Peyser
* - South County Staff; t -Co -location with CDLE; Green - Bilingual Team
8/26/2021
Revised 8/26/2021
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 6
1'7. Charts/Forms (separate attachments or entered in Google share
folder) WORKP.LAN and WORKBOOK for PY21/FY22 funding:
Use the Google share file to submit the WORKPLAN and enter data into the PY21/FY22
WORKBOOK within 30 days of receiving notice of PY21/FY22 allocations (see PGL #FIN -
2019 -07 and its attachments for guidance regarding completion of these documents )
Transfer of Funds between Adult and Dislocated Worker Utilize the PY21 Local Area
WORKPLAN 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 PY21/FY22 allocations
18. OMB Uniform. Guidance .Risk Assessment Form. (Attachment 5):
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 PY21 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 7
8/26/2021
WORK PLAN NFA HWE21-001 WIOA/ESF:
Local Area: Weld County
i
Weld County Local Area
WIOA and ESF WORK PLAN
i
This WORK PLAN is agreed to by the partys' signature b
For the Local Area
Nattily signed by Amanda
Amanda Ericson Encson
X Dote 202' .08 26 08:08-07 -06'00'
LWDB Chair or Designee
Date:
X Karina Amaya 6'
Workforce Center Director or Designee
Date:
1. WORK PLAN SUMMARY
X
Ch C or De
Date: 1 2" T
teve Moreno)
For Workforce Development Programs
Operations Director or Designee
Date: Sepf13 2021
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.
NFA#
WE-
Funding
Year
Program/Source
Period
Performance
of
Code
Amount
Formula
CFDA#
FAIN
#
21-
001
PY21
PY
ADULT
21
WIOA
7-1-21
to 6-30-23
4A61,
4A81
$93,726
Y
17.258
AA36361D90
21-
001
PY21
PY21
DISLOCATED
WORKER
WIOA
7-1-21
to 6-30-23
4D61,
4D81
$90,390
Y
17.278
AA36361DQ0
21-
001
PY21
4
PY21
Youth
WIOA
7-1-21
to 6-30-23
4Y61,
4Y71,
4Y81
$623,301
Y 4
17.259
AA36361E10
21-
001
PY21
PY 21(SFY22)
ESF
7-1-21
to 6-30-22
2W22
$380,823
Y
■
■
■
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)
❑ OTHERCIick or tap here to enter text.
(complete all changes in review/track changes/strikethrough mode and
II. PROGRAM CONTACTS
highlight new information)
LOCAL
AREA
COORDINATOR
1 WDP
PROGRAM
COORDINATOR
WDP
LIAISON
Name:Tracey
Phone
or
Email:970-400-6783
Brookover
Name:Jesus
Phone:303-318-8805
Borrego
Name:Jesus
Phone:303-318-8805
Borrego
Name:Jesus
Phone:303-318-8805
Borrego
Name:Jesus
Phone:303-318-8805
Borrego
Name:Tracey
Phone
or
Brookover
Email:970-400-6783
Name:Greg
Phone
Cordova
or Email:970-400-6762
Name:Jesus
Phone:303-318-8805
Borrego
Name:Jesus
Phone:303-318-8805
Borrego
Name:Briana
Phone
or Email:970-400-6744
Davies
Name:Jesus
Phone:303-318-8805
Borrego
Name:Jesus
Phone:303-318-8805
Borrego
WORK PLAN 1.19
OOO ! -
3
WORK PLAN NFA #WE21-001 WIOA/ESF:
Local Area: Weld County
III. FUNDING PROVISIONS (CHECK ONE)
►mil
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 follows in Section IV, B & C below.
WORK PLAN modification follows in Section IV, B&C below and/or Section VI.
WORK PLAN 1.19
WORK PLAN NFA ttWE21-001 WIOA/ESF:
Local Area: Weld County
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
or tap
here
to enter
❑
❑
6.
Work
Based
Learning
❑
C. WORK PLAN COMPONENT OUTLINE
DATE RANGE: 7/1/2021-6/30/2023
Note: Component rows will automatically expand to fit multiple bullet points
Component
#
Program/Project
-LIST AS
BULLET
Activities
POINTS-
Estimated
Completion
*If
indicate
ongoing,
Date
"OG"
Anticipated
-LIST
AS BULLET
Outcome
POINTS -
(s)
1
2
3
4
5
6
7
8
9
10
11
WORK PLAN 1.19
WORK PLAN NFA #WE21-001 WIOA/ESF:
Local Area: Weld County
V. TRANSFER REQUEST (check one)
1 Tier I (Up To 50%) ❑ Tier 2 (Between 51% And 75%) ❑ Tier 3 (Between 76% And 100%)
A. REASON FOR REQUEST (SEE PGL WIOA 2017-01)
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:
Local area is on track to meet priority of service requirements for the Adult program;
Local area is enrolling 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 #WE21-001 WIOA/ESF:
Local Area: Weld County
VI. CHARTS (BUDGET & PERFORMANCE)
This information will reside in a Workbook, as a separate document from the Work Ian, to provide annual and historical data.
PROGRAM
ADULT
Funding
Year
PY21
Period
of Performance
7/1/21
6/30/23
DATA ENTRY
DATE
(1)
NFA#
(2)
Line Item
(3)
Program
Code
(4)
CURRENT
ALLOCATION
(5)
Transfer In from DIN/
EDW or in between AD
ADM/PRG or restored (6)
Enter Transfer Code. SEE
TAB 1 for WIOA CODES
(7)
Transfer Out between AD
ADM/PRG (enter $ w/o minus sign or
brackets) (8)
Revised Allocation
(9)
Allocation %
(10)
7/29/21
21-001
Admin
4A61
$9,372.00
$9,372.00
10%
7/29/21
21-001
Program
4A81
$84,354.00
$84,354.00
90%
Mod
#1
below
Total
$93,726.00
$0
$93,726.00
Adult
Projected
Quarterly
Expenditures
- Cumulative
ADULT
4th Quarter
PY20 Carry In
New
(PY21)
Allocation
New Allocation
(FY22)
Total
+
Allocation)
(Carry
New
in
1st % Expended
Quarter Of
Total
2nd
Quarter
% Expended
Of
Total
3rd
Quarter
% Expended
Of
Total
% Expended
4th Quarter Of
Total
7/1/21-
9/30/21
10/1/21-
12/31/21
1/1/22-
3/31/22
4/1/22-
6/30/22
Administration
$49,892.50
$9,372.00
$0.00
$59,264.50
$16,936
$28,226
$45,162
$56,453.00
Program
$170,266.14
$84,354.00
$0.00
$254,620.14
$68,794
$114,657
$183,451
$229,314.00
Total/ALL
$220,159
$93,726
$0
$313,885
$85,730 27%
$142,883
46% $228,613 73%
$285,767.00
91%
ADJUSTED TOTAL AFTER TRANSFERS (Tab 2)
$313,885
Incumbent W.rker.Se -As'de
$0.00
ADULT
PROGRAMS
OUftOME
CHART-CUMULAiVE
1st Quarter
2nd
Quarter
3rd
Quarter
4th Quarter
IW CPP =
N/A
CPP
=
$1,504.04
Total
Cumulative Participants *(include
carry -in and NEW)
133
158
189
190
Carry -In Participants
107
New Participants (Cumulative)
26
51
82
83
New Participants in WBL
2
4
6
10
New WBL Participants in Registered
Apprenticeships
(RA)
0
0
0
1
Incumbent Worker (IW) enrollments
(if applicable)
0
0
0
0
Employed
at 2nd
Quarter*
77.5%
% Employed
at 4th
Quarter*
75.70%
Median Earnings at 2nd Quarter*
$7,086.00
Credential Attainment*
70.00%
Measurable
Skill
Gains* 62.50%
WORK PLAN 1.19
WORK PLAN NFA #WE21-001 WIOA/ESF:
Local Area: Weld County
PROGRAM
DATA ENTRY
DATA
(1)
NFA/WP#
(2)
DW
Line Item
(3)
Funding
Program
Code
(4)
Year
CURRENT
ALLOCATION
(5)
PY21
Transfer In from EDW
Period
of Performance
7/1/21
Revised Allocation
(9)
6/30/23
Allocation %
(10)
Enter Transfer code from
Transfer Out between DW ADM/PRG
WIOA CODES Tab 1
(7)
(enter $0 w/o minus sign or brackets)
(8)
or Transfer in between DW
ADM/PRG or restored (6)
7/29/21
21-001 I
Admin
4D61
$9,039.00
$9,039.00
10%
7/29/21
21-001
Program
4D81
$81,351.00
$81,351.00
90%
Mod
#1
below
Total
$90,390.00
co
$90,390.00
DW& EDW
4th Quarter
PY 20 Carry In
New
Allocation
DW
(PY21)
New
Allocation
DW
(FY22)
New
Allocation
EDW (FY22)
Total(Carry
in +
Allocations)
New
1st
Quarter
/fl
Expended
Of Total
2nd Quarter
%
Expended
Of Total
3rd
Quarter
%
Expended
Of Total
4th Quarter
%
Expended
Of Total
7/1/21-
9/30/21
10/1/21-
12/31/21
1/1/22-
3/31/22
4/1/22-
6/30/22
$34,139.00
Administration
$27,812.19
$9,039.00
$0.00
$0.00
$36,851.19
$10,242
$17,070
$27,312
Program
$146,884.92
$81,351.00
$0.00
$0.00
$228,235.92
$61,149
$101,915
$163,064
$203,830.00
Total/DW
$174,697
$90,390
$0
$0
$265,087
$71,391
27%
$118,985
45%
$190,376
72%
$237,969.00
90%
ADJUSTED TOTAL AFTER TRANSFERS
$265,087
Incumbent Worker
Set -Aside
$0.00
DW
PROGRAMS
OUTCOME
CHART
-CUMULATIVE
_
1st Quarter
2nd
Quarter
3rd Quarter
4th
Quarter
IW CPP =
N/A
CPP =
$2,087.45
Total Cumulative Participants *(include
carry -in and NEW)
44
64
84
114
Carry -In Participants
20
New Participants (cumulative)
24
44
64
94
New Participants in WBL
2
4
6
10
New WBL Participants in Registered Apprenticeships (RA)
0
0
0
1
Incumbent Worker
enrollments
(if applicable)
0
0
0
0
% Employed
at 2nd
Quarter*
76.40%
% Employed
at 4th
Quarter*
76.90%
Median Earnings at 2nd Quarter*
$6,800.00
Credential
Attainment*
68.00%
Measurable
Skill
Gains*
58.60%
WORK PLAN 1.19
WORK PLAN NFA #WE21-001 WIOA/ESF:
Local Area: Weld County
DATA ENTERY
DATE
NFA#
Line Item
Program Code
Initial/Current
Allocation
_
Transfer
(ADM
In YOUTH
-IS -OS)
Transfer
(ADM
Out YOUTH
-IS -OS)
Revised
Allocation
Allocation
7/29/21
21-001
Admin
4Y61
$62,330.00
$0
$0
$62,330.00
10%
7/29/21
21-001
OS
4Y71
$448,777.00
$0
$0
$448,777.00
72%
7/29/21
21-001
IS
4Y81
$112,194.00
$0
$0
$112,194.00
18%
Total
$623,301.00
$0
n
$623,301.00
100%
Y 4 UT ' '_! JECT
EX
• EN
!
ITU.'_E,S
Ch ' rt - Cumul
- tiv -
_�
4th Quarter
PY20 Carry
In
New
Allocation
(PY21)
Total (Carry
in +
Allocation)
New
1st Quarter
7/1/21-
9/30/21
%
Expended
Of Total
2nd Quarter
10/1/21-
12/31/21
Expended
Of
%
Total
3rd
1/1/22-
3/31/22
Quarter
Expended
Of Total
4th
Quarter 4/1/22-
6/30/22
% Expended
Total
Of
Admin
$5,137
$62,330
$67,467
$14,630
$24,384
$39,014
$48,769
Out School
$52,662
$448,777
$501,439
$110,041
$183,402
$293,444
$366,806
In School
$87,191
$112,194
$199,385
$49,718
$82,863
$132,581
$165,728
Total
$144,991
$623,301
$768,292
$174,389
23% $290,649
38% $465,039
61% $581,303
IF 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 $)
$112,194.20 Admin
$0
$0
1/0/1900
Admin
$0
$0 1/0/1900
WE Out Sch.
$89,755.40 Out School
$0
$0
Out School
_
$0
$0
$0
WE In Sch.
$22,438.80 In School
$0
$0
In School
$0
YOUTHsprogrgm
Outcomes Chart
- Cumuli.tiv,
1st Quarter
2nd Quarter
3rd Quarter
4th
Quarter
CPP =
$3,043.47
Total Participants (carry -in and NEW)
Carry -In Participants
94
112
142
191
65
Cumulative New Participants
29
47
77
126
In -School
Youth
(If using waiver)
0
0
0
0
Targeted Populations
25
40
65
107
Employed
@ 2nd
Qtr.*
68.00%
% Employed @4th
Qtr*
72.00%
Median Earnings @ 2nd Qtr*
$3,350
Credential Attainment*
57.00%
Measurable
Skill
Gains
61.00%
WORK PLAN 1.19
WORK PLAN NFA #WE21-001 WIOA/ESF:
Local Area: Weld County
ESF
CUMULATIVE
PROJECTED
EXPENDITURES
Program Code
Name
Allocation
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
07/01/21 - 09/30/21
10/01/21- 12/31/21
01/01/22 - 03/31/22
04/01/22 - 06/30/22
2W22
PY21 ALLOCATION
Total
$ 380,823.00 $ 114,246.00
$ 380,823.00 $ 114,246.00
$ 190,411.00
$ 190,411.00
$ 304,658.00
$ 304,658.00
$ 380,823.00
$ 380,823.00
% Expended
of Total 30%
50%
80%
100%
WORK PLAN 1.19
Chloe Rempel
From:
Sent:
To:
Cc:
Subject:
Attachments:
Dear CTB,
Heather Looney
Monday, August 30, 2021 3:50 PM
CTB
HS -Contract Management
REVIEW REQUESTED: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS
5217)
PY21CompliancePlanFinal (e).pdf; 8.24.21 Regional and Compliance Plan-WIOA and ESF
Exependiture Authorization (CMS 5217).pdf; RE: Approval Requested: ES WIOA
Regional/Local and Compliance Plan for 2021 (CMS 5217); RE: Approval Requested: ES
WIOA Regional/Local and Compliance Plan for 2021 (CMS 5217)
Please find attached two of the three approvals requested below, from the Director (Jamie Ulrich) and Legal (Gabe
Kalousek) for the addition of the Compliance Plan to Contract ID 5217.
I will send the Fiscal approval as soon as I have it.
Thank you,
Heather Looney
Contract Management and Compliance Coordinator
Weld County Dept. of Human Services
315 N. 11th Ave., Bldg A
PO Box A
Greeley, CO 80632
W(970) 400-6544
Contract Management Extension: 6556
(970) 353-5212
hlooney@weldgov.com
Pq
Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the
person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you
have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure,
copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the
named recipient is strictly prohibited.
From: Heather Looney
Sent: Monday, August 30, 2021 1:13 PM
To: Jamie Ulrich <ulrichjj@weldgov.com>; Chris D'Ovidio <cdovidio@weldgov.com>; Gabe Kalousek
<gkalousek@weldgov.com>
Cc: HS -Contract Management<HS-ContractManagement@co.weld.co.us>; CTB <CTB@co.weld.co.us>; Tami Grant
<tgrant@weldgov.com>
Subject: Approval Requested: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS 5217)
Hello All,
1
Please find attached the Compliance Plan that goes with the WIOA Regional/Local Plan, Contract ID #5217 and let me
know if you approve as this was missing (would have been the third attachment) from the CMS/OnBase record that you
have recently approved. The complete package includes the Regional/Local Plan, the Compliance Plan, and the
Expenditure Authorization.
The Pass Around was approved by all five Commissioners and a copy is attached for reference.
Please let me know if more information is required.
Heather Looney
Contract Management and Compliance Coordinator
Weld County Dept. of Human Services
315 N. 11th Ave., Bldg A
PO Box A
Greeley, CO 80632
(970) 400-6544
Contract Management Extension: 6556
A (970) 353-5212
hlooney@weldgov.com
Pq
Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the
person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you
have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure,
copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the
named recipient is strictly prohibited.
2
Chloe Rempel
From:
Sent:
To:
Subject:
Looks fine.
-Gabe
Gabe Kalousek
Monday, August 30, 2021 2:10 PM
Heather Looney
RE: Approval Requested: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS
5217)
From: Heather Looney <hlooney@weldgov.com>
Sent: Monday, August 30, 2021 1:13 PM
To: Jamie Ulrich <ulrichjj@weldgov.com>; Chris D'Ovidio <cdovidio@weldgov.com>; Gabe Kalousek
<gkalousek@weldgov.com>
Cc: HS -Contract Management<HS-ContractManagement@co.weld.co.us>; CTB <CTB@co.weld.co.us>; Tami Grant
<tgrant@weldgov.com>
Subject: Approval Requested: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS 5217)
Hello All,
Please find attached the Compliance Plan that goes with the WIOA Regional/Local Plan, Contract ID #5217 and let me
know if you approve as this was missing (would have been the third attachment) from the CMS/OnBase record that you
have recently approved. The complete package includes the Regional/Local Plan, the Compliance Plan, and the
Expenditure Authorization.
The Pass Around was approved by all five Commissioners and a copy is attached for reference.
Please let me know if more information is required.
Heather Looney
Contract Management and Compliance Coordinator
Weld County Dept. of Human Services
315 N. 11th Ave., Bldg A
PO Box A
Greeley, CO 80632
(970) 400-6544
Contract Management Extension: 6556
8 (970) 353-5212
hlooney@weldgov.com
P-4
Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the
person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you
have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure,
copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the
named recipient is strictly prohibited.
1
Chloe Rempel
From:
Sent:
To:
Cc:
Subject:
I approve.
Jamie Ulrich
Monday, August 30, 2021 1:56 PM
Heather Looney; Tami Grant
HS -Contract Management
RE: Approval Requested: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS
5217)
Jamie Ulrich
Director
Weld County Department of Human Services
315 N. 11th Ave, Building A
Greeley, CO 80634
970-400-6510
Vision:
The people of Weld County are connected to the resources needed to thrive in the community
and feel safe and empowered.
Mission:
Engaging and partnering with the community to improve the safety, health and well-being of
individuals and families through the delivery of responsive and collaborative services.
Confidentiality Notice: This electronic transmission and any attached documents or other writings are
intended only for the person or entity to which it is addressed and may contain information that is privileged,
confidential or otherwise protected from disclosure. If you have received this communication in error, please
immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying,
distribution or the taking of any action concerning the contents of this communication or any attachments by
anyone other than the named recipient is strictly prohibited.
From: Heather Looney <hlooney@weldgov.com>
Sent: Monday, August 30, 2021 1:54 PM
To: Tami Grant <tgrant@weldgov.com>
Cc: HS -Contract Management <HS-ContractManagement@co.weld.co.us>; Jamie Ulrich <ulrichjj@weldgov.com>
Subject: RE: Approval Requested: ES WIOA Regional/Local and Compliance Plan for 2021 (CMS 5217)
Hi Tami,
Everyone that approved the incomplete record in CMS/OnBase.
So, Gabe was first, then Jamie, then it was Chris from Fiscal so they all have to approve the additional document that
wasn't in CMS with the rest of the WIOA Regional/Local Plan.
Thanks,
Heather Looney
Contract Management and Compliance Coordinator
Weld County Dept. of Human Services
315 N. 11th Ave., Bldg A
1
Contract Form
New Contract Request
Entity Information
Entity Name* Entity ID*
COLORADO DEPARTMENT OF LABOR & g X10010497
EMPLOYMENT
Contract Name*
PROGRAM YEAR 2020-2023-PY21NARRATIVE UPDATE TO
REGIONAL,LOCAL WORK PLAN AND EXPENDITURE
AUTHORIZATIONS
Contract Status
CTB REVIEW
Contract ID
5217
Contract Lead*
HLOONEY
EY
❑ New Entity?
Parent Contract ID
Requires Board Approval
YES
Contract Lead Email Department Project #
hlooneygveldgov.com;cobb
xxikcswveidgov.com
Contract Description*
PROGRAM YEAR 2020-2023-PY21 NARRATIVE UPDATE TO REGIONAL 'LOCAL WORK PLAN AND ASSOCIATED EXPENDITURE
AUTHORIZATIONS:
- W1OA ADULT, $93,726
- WIOA YOUTH, $623,301
- W1OA DISLOCATED WORKER, $90,390
- EMPLOYMENT SUPPORT FUND (ESF), $380.823
Contract Description 2
PA ROUTING THROUGH NORMAL APPROVAL PROCESS. ETA TO CTB 08/26/2021. THREE DOCUMENTS REQUIRE BOCC CHAIR
SIGNATURE.
Contract Type*
GRANT
Amount*
$1,188,240.00
Renewable*
NO
Automatic Renewal
Grant
ICA
Department
HUMAN SERVICES
Department Email
CM-
HumanServices T'weldgov.co
m
Department Head Email
CM-HumanServices-
DeptHeadwrreldgov.com
County Attorney
GENERAL COUNTY
ATTORNEY EMAIL
County Attorney Email
CM-
COUNTYATTORNEYWELDG
RN EY:: W ELDG
OV.COM
If this is a renewal enter previous Contract ID
Requested BOCC Agenda
Date*
09:01;2021
Due Date
08282021
Will 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 I'D
Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts are not in
OnBase
Contract Dates
Effective Date
Termination Notice Period
Contact Information
Contact Info
Contact Name
Purchasing
Review Date'
06,24'2022
Committed Delivery Date
Renewal Date
Expiration Date*
08,'26;`2022
Contact Type Contact Email Contact Phone 1 Contact Phone 2
Purchasing Approver Purchasing Approved Date
Approval Process
Department Head
JAMIE ULRICH
DH Approved Date
08!26f2021
Final Approval
BOCC Approved
BOCC Signed Date
BOCC Agenda Date
09%01x2021
Originator
HLOONEY
Finance Approver
CHRIS D'OVIDIO
Legal Counsel
GABE KALOUSEK
Finance Approved Date Legal Counsel Approved Date
08/272021 08/30/2021
Tyler Ref #
AG 090121
Hello