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Regional / Local Workforce Development Plan
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July 1 , 2020 — June 30, 2023
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The Workforce Innovation and Opportunity Act ( WIOA) of 2014, requires the submission of
WELD COUNTY WORKFORCE a four-year regional and local area plan . The Board of Weld County Commissioners ( BOCC ) ,
DEVELOPMENT BOARD in partnership with the Weld County Workforce Development Board ( WCWDB ) , strongly
Business Representatives advocated for Weld County to be recognized as its own planning region , known as the
Sylvia Robinson, Chair Upstate Planning Region .
TOLMAR, Inc .
Greg Farris, Vice Chair The Weld County BOCC is soliciting public comments regarding the Upstate Planning Region
Front Range Roofing Systems, LLC
Amanda Erickson , submission of a new four-year Regional/ Local Plan . The plan is available for public
HRx Services comment beginning Friday, April 24th through Monday, May 24th , 2020 .
David Thompson
FMS Bank
Dwight Steele The BOCC and the WCWDB, through Employment Services of Weld County ( ESWC ), a
Property Management Division under the Weld County Department of Human Services ( DHS ), developed the
Jeff Sloan, Regional/Local Plan in accordance with guidance from the Colorado Department of Labor
Christian Brothers Automotive
Kyle Majchrowski , and Employment ( CDLE ) . ESWC, the region ' s comprehensive workforce center, connects a
Banner Health variety of local , state, and federal resources for employment, education , and training
Peggy Decker services to best meet the local needs of employers and job seekers in Weld County .
Kaiser Permanente
Susan Ditson
Renewable Fiber, Inc . The Plan provides an analysis of the Upstate Planning regional economic conditions
Ryan Rose including the skills and availability of the local workforce, and an identification of the
Weld County Government
Zach Huston region ' s targeted in -demand industry sectors as identified by the WCWDB . The Board has
Noble Energy Inc . identified 10 Key Industry Sectors where efforts and services will be directed towards, and
Workforce Representatives five ( 5 ) of these sectors align with the Key Industry Sectors ( Primary) identified by Upstate
Geoff Herrig Colorado Economic Development . These targeted sectors are :
Pipefitters Local Union 208
Joshua Johnson ,
University of Northern Colorado Key Industry Sectors
Mathew Hortt,
High Plains Library District - - - - •
-
Sam Gluck, dentified Sectors WCWDB Upstate Colorado Existing Sector
APCO Electric Sectors Primary Sectors Partnerships
Education Representatives
Construction X X
Elizabeth Barber, Manufacturing X X X
The Greeley Dream Team
Lisa Taylor Retail Trade
Immigrant and Refugee Center of
Northern Colorado ( IRCNOCO ) Health and Wellness j X X
_
Shayna Howell }
Aims Community College Oil & Gas X , X
Government, Community Development Accommodation and
Food Service
Elise Lowe -Vaughn
Colorado Department of Labor and Business Services X
Employment - — --
Jill Eaton Agricultural X X
Division of Vocational Rehabilitation Other Services (except X
Rich Werner
Upstate Colorado Public Administration )
Scott James -
Weld County Commissioner Transportation * X
*The Workforce Board has identified the Transportation Sector as a critical need that crosses numerous other industry sectors
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The Plan also provides information regarding the strategies and services that are and will be used in the Upstate Planning Region,
also recognized as the Weld County Local Area, to support the local workforce development system . The Plan demonstrates how
strategies and services are coordinated with regional economic development services, with the activities and services provided
through adult education and literacy services, as well as with the provision of services provided through Vocation Rehabilitation
along with other workforce system partners as identified in the WIOA legislation .
The Regional/ Local Plan describes the various Memorandums of Understanding ( MOU ) that are or will be entered into with
mandatory and non -mandatory partners for the coordination and delivery of services to best meet the needs of the customers
served in the Upstate Planning Region . The following table identifies the partners with MOUs and participating programs :
Mandatory Partners
Aims Community College ( Carl Perkins )
Community Educational Outreach ( CEO )
Division of Vocational Rehabilitation ( DVR )
Immigrant and Refugee Center of Northern Colorado ( IRCNOCO )
Jobs for Veterans State Grants (JVSG )
Unemployment Insurance ( UI )
Non-Mandatory Partners
Community Resources and Housing Development Corporation ( CRHDC)
Rocky Mountain Service Employment Redevelopment ( RMSER)
Service Employment Redevelopment (SER)
Intervention Community Corrections Services ( ICCS )
Programs
AmeriCorps/WCYCC Realizing Economic Advancement through Caring Homes
( REACH )
Chaffe Reemployment Services and Eligibility Assessments ( RESEA)
Colorado Child Care Assistance Program ( CCCAP ) Resources for Independence, Success and Employment ( RISE )
Community Service Block Grant ( CSBG ) Subsidized Training and Employment Program ( STEP )
Employment First ( EF ) Temporary Assistance for Needy Families (TANF )/Colorado
~Works (CW)
Governor' s Summer Job Hunt ( GSJH ) TIGHT/WCYCC
Migrant and Seasonal Farm Worker Outreach ( MSFW ) Trade Adjustment Act (TAA)
Offender Programs ( Department of Corrections and ICCS ) Weld County Youth Conservation Corps ( WCYCC)
Pillars for Successful Independence ( PSI ) Weld Project Salute
Rapid Response Weld Works 4 Youth ( WW4Y)
Instructions for submitting public comments
The deadline for submitting public comments is midnight May 24th, 2020 MDT.
Please submit comments by email with the subject WIOA Upstate Planning Region Four-Year Plan Public Comment to Heather
Roberts at hroberts@weldgov . com .
Weld County
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Employment Services of Weld County
315 N 11th Avenue, Building B
Greeley, Co 80631
2950 9th Street
Fort Lupton , Co 80621
Phone: ( 970 ) 353 -3800
Fax: ( 970 ) 346 -7981
www. eswc . org
TABLE OF CONTENTS
Table of Contents ii
Planning Region Summary 1
A. As a Planning Region, complete the following questions: 9
1. Provide an analysis of the regional economic conditions, including. 9
9
15
a. Existing and emerging in -demand industry sectors and occupations; and
b. The employment needs of employers in those industry sectors and occupations;
2. Provide an analysis of the knowledge and skills needed to meet the employment needs of the employers in the
region, including employment needs in in -demand industry sectors and occupations. 16
3. Provide an analysis of the workforce in the region, including current labor force employment and unemployment
data, and information on labor market trends, and the educational and skill levels of the workforce in the region,
including individuals with barriers to employment and Veterans; 19
Labor Force and Market Trends: 19
4. Describe the development and implementation of sector initiatives for in -demand industry sectors or
occupations for the planning region and explain how sector partnerships will be utilized to facilitate the
engagement of employers, including small employers and employers in in -demand industry sectors and
occupations, in workforce development programs. 25
5. Describe how career pathways will be used to meet the needs of employers and support work -based learning
opportunities. 29
6. Describe other strategies and services that will be used in the planning region to support a local workforce
development system that meets the needs of businesses in the planning region 31
7. Describe efforts that have taken place or anticipated efforts to assess the need for and establish regional service
strategies, including the use of cooperative service delivery agreements. 32
a. Describe the strategies and servicesthat will be used in the planning region to better coordinate workforce
development programs and services with regional economic development services and providers; 33
bDescribe how the planning region will strategically coordinate workforce investment activities with the
provision of adult education and literacy activities under title II35
c. Describe how the planning region will strategically coordinate workforce investment activities with the
provision of vocational rehabilitation services under title IV. 35
d. Describe the strategies and services that will be used in the planning region to strengthen linkages between the
one -stop delivery system and unemployment insurance programs. 35
vide a description of how the local board will coordinate workforce investment activities carried out in the
local area with statewide rapid response activities, as described in section 134(a)(2)(A); 36
8. Provide a description of the replicated cooperative agreements (as defined in section 107(d)(11)) between the
local board or other local entities described in section 101(a)(11)(B) of the Rehabilitation Act of 1973 (29 U.S.C.
721(a)(11)(B)) and the local office of a designated State agency or designated State unit administering programs
carried out under title I of such Act (29 U.S.C. 720 et seq.) (other than section 112 or part C of that title (29 U.S.C. 732,
741) and subject to section 121(f)) in accordance with section 101(a)(11) of such Act (29 U.S.C. 721(a)(11)) with respect
to efforts that will enhance the provision of services to individuals with disabilities and to other individuals, such as
ii
cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and
other efforts at cooperation, collaboration, and coordination; 36
9. If determined appropriate by the planning region, describe the coordination of transportation and other
supportive services or discuss why these are not appropriate for the planning region at this time. 37
10. If determined appropriate by the planning region, describe how administrative cost arrangements have been
coordinated, including the pooling of funds for administrative costs or discuss why these are not appropriate for
the planning region at this time. 38
11. The establishment of an agreement concerning how the planning region will collectively negotiate and reach
agreement with the Governor on local levels of performance for, and report on, the performance accountability
measures described in WIOA sec. 116(c) for local areas or the planning region 38
12. Provide a description of how one -stop centers are implementing and transitioning to an integrated, technology -
enabled intake and case management information system for programs carried out under this Act and programs
carried out by one -stop partners. 39
13. Briefly describe the activities and steps taken to develop this regional plan39
14. Describe the process used by the local boards in this planning region to provide an opportunity for public
comment, including comment by representatives of businesses and comment by representatives of labor
organizations, and input into the development of the plan prior to its submission. 39
B. For Your Local Area in the Planning Region 40
1. Provide an analysis of the workforce development activities (including education and training) in the local
area, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such
services, to address the identified education and skill needs of the workforce and the employment needs of
employers in the local area 40
2. Describe the Local board's strategic vision and goats for preparing an educated and skilled workforce
(including youth and individuals with barriers to employment), including goals relating to the performance
accountability measures based on primary indicators of performance described in section 116(b)(2)(A) in order to
support economic growth and economic self-sufficiency. 41
3. Describe the strategies and services that will be utilized to facilitate engagement of employers, including small
employers and employers in in -demand industry sectors and occupations, in workforce development programs.
Specifically ,, 42
What outreach activities are planned to increase business engagement in your local area?
42
ii. How will the Business Services Team be utilized for this purpose?
42
How wiLt the members (particularly business members) of the LWDB and Youth Council/committee support
these efforts? 42
iv. How will sector partnerships be utilized for this purpose?
42
v What are your objectives and goals for these activities?
43
4. Discuss the implementation of initiatives designed to meet the needs of employers in the local area that support
the local board's strategy, including. 43
iii
i. Work -Based Learning Programs: Explain how you will utilize and promote, incumbent worker training programs,
on-the-job training programs, customized training programs, internships, or other activities for PY20, and identify
targets for work -based learning activities for your youth, adults/dislocated workers, transitional jobs, and
incumbent workers 43
ii. Apprenticeships: USDOL and CDLE are emphasizing the importance of apprenticeships. Please provide a
detailed response which includes the steps you will take to increase apprenticeship opportunities for your
customers during the next program year44
in Sector Partnerships Participation: Explain how you will utilize the relationships built by your Business Services
Team to enhance or expand participation in Sector Partnerships and also expand business servicesefforts.
Indicate PY20 specific planned objectives and measurable outcomes. 45
iv. Sector Partnerships - Status and Objectives: In your local area or with partner local areas, what sector
partnerships are you engaged in or do you plan to engage in during PY20? Indicate the current status of your
partnerships, (active, emerging, or exploring), plus PY20 planned objectives and -measurable outcomes. Note For
Sector Partnership Information, please visit https://www.colorado.gov/cwdc/sector-,,partnerships 45
v. Career Pathways: Explain how you will utilize information gathered through your Business Services Team to
provide a baseline for consideration of new or enhanced Sector Partnerships, and how this information will be
used to inform changes to or development of Career Pathways in your Local Area. Indicate specific PY20 planned
objectives and measurable outcomes. 45
5. Describe how the local board, working with the entities carrying out core programs, will expand access to
employment, training, education, and supportive services for eligible individuals, particularly eligible individuals
with barriers to employment, including how the local board will facilitate the development of career pathways and
co -enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized
postsecondary credential (including a credential that is an industry -recognized certificate or certification, portable,
and stackable); 46
6. Describe the strategy to work with adult education providers funded under Title II of WIOA and Vocational
Rehabilitation to align resources available to the local area, to achieve the strategic vision and goals described in
question 5. 47
7. Describe the strategies and services that will be utilized to strengthen linkages between the one -stop delivery
system and unemployment insurance programs48
8. Describe how the local, board will coordinate workforce investment activities carried out in the local area with
economic development activities carried out in the planning region, and promote entrepreneurial skills training and
microenterprise Services; 48
9. Provide a description of the workforce development system in the local area that identifies the programs that are
included in that system. Also describe how you will partner with the required WIOA partners to increase awareness
of career pathways and the critical role that workforce development plays in ensuring that all Coloradans have
access to educational and career pathways that result in meaningful employment 49
10. Describe the one -stop delivery system in the local area, in particular: 49
a "Identify the locations of the comprehensive physical one -stop centers (at least one) within your local area; also
list the locations of your network of affiliate sites, both physical and electronically linked, such as libraries. 49
b. Identify your key strategies for integrating the core programs (WIOA Title I, II, III, and IV programs), as well as all
required partner programs, within the local one -stop system of comprehensive and affiliate offices. 50
c Describe the roles and resource contributions of each of the one -stop partners.
50
iv
d.....Describe how the local board will facilitate access to services provided through the one -stop delivery system,
including in remote areas, through the use of technology and through other means; include your intended use of
virtual job fairs, the upcoming virtual job shadowing capability, and other innovative strategies and initiatives to
streamline and enhance services, as well as increase access 50
eIdentify 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 program51
f. A description of how entities within the one -stop delivery system, including your centers, one stop operators
and the one -stop partners, will comply with section 188, if applicable, and applicable provisions of the Americans
with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of
facilities, programs and services, technology, and materials for individuals with disabilities, including providing
staff training and support for addressing the needs of individuals with disabilities; and 51
g.....A description of how the local board will ensure the continuous improvement of eligible providers of services
through the system and ensure that such providers meet the employment needs of local employers, and workers
and jobseekers; 51
h.. Provide a description of how training services under chapter 3 of subtitle B will be provided in accordance with
section 134(c)(3)(G), including, if contracts for the training services will beused, how the use of such contracts will
be coordinated with the use of individual training accounts under that chapter and how the local board will
ensure informed customer choice in the selection of training programs regardless of how the training services are
to be provided 52
Outreach to Individuals with Barriers to Employment Describe how you will engage your LWDB and Youth
Council/committee to increase the awarenessof the services offered to returning Veterans, out -of -school youth,
individuals with disabilities, long-term unemployed, and other targeted groups? What additional strategies will be
utilized to reach out to these groups? What are your objectives and goals for this effort? 52
11. Provide a description of how the local board will coordinate education and workforce investment activities
carried out in the local area with relevant secondary and postsecondary education programs and activities to
coordinate strategies, enhance services, and avoid duplication of services; 52
12. Provide a description and assessment of the type and availability of adult and dislocated worker employment
and training activities in the local area; in particular identify how the local area will expand services to dislocated
workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population 53
13. Provide a description and assessment of the type and availability of youth workforce investment activities in the
local area, including activities for youth who are individuals with disabilities, which description and assessment
shall include an identification of successful models of such youth workforce investment activities; in addition,
indicate how services to out -of -school youth will be expanded and enhanced to incorporate additional work -based
learning opportunities 54
14 Provide a description of how the local board will coordinate workforce investment activities carried out under
this title in the local area with the provision of adult education and literacy activities under title II in the local area,
including a description of how the local board will carry out, consistent with subparagraphs (A) and (B)(i) of section
107(011) and section 232, the review of local applications submitted under title II 55
15. Provide a description of how the local board will coordinate workforce investment activities carried out under
this title in the local area with the provision of transportation, including public transportation, and other
appropriate supportive services in the local area. 55
16. Provide a description of plans and strategies for, and assurances concerning, maximizing coordination of
services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services
v
provided in the local area through the one -stop delivery system, to improve service delivery and avoid duplication
of services. 56
17. Identify the administrator/administrative entity responsible for the disbursal of Title I and III funds in the local
area, as determined by the chief elected official or the Governor, and the fiscal agent if different 56
18. A description of the competitive process to be used to award the sub -grants and contracts in the local area for
activities carried out under this title56
19. Provide a description of the local levels of performance negotiated with the Governor and chief elected official
pursuant to section 116(c), to be used to measure the performance of the local area and to be used by the local
board for measuring the performance of the local fiscal agent (where appropriate), eligible providers under subtitle
B, and the one -stop delivery system, in the local area. 57
20. Provide a description of the actions the local board will take, if any, toward achieving the High Performing Board
designation as outlined in the Colorado High Performing Local Workforce Development Board Rubric (PGL GRT-2019-
01) Attachment 3). 57
20. Use of evidence in decision making and program implementation. 58
a. Strong evidence. meaning at least two evaluation reports have demonstrated that an intervention or strategy
has been tested nationally, regionally, at the state- level, or with different populations or locations in the same
local area using a well -designed and well -implemented experimental design evaluation (i.e., Randomized
Controlled Trial (RCT)) or a quasi -experimental design evaluation (QED) with statistically matched comparison (ie.,
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. 58
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. 58
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 externally58
dPre -preliminary evidence: meaning there is program performance data for the intervention showing
improvements for one or more key workforce outputs or outcomes. 58
Please describe which level of evidence applies to the overall approach of your local area in implementing
programs. If any specific programs have a higher use of evidence than your programs overall, please highlight
those programs.' Additionally, would your local area be interested in receiving technical assistance on the
application of evidence -based practices to workforce development? 58
21. Describe the process used by the local board, consistent with subsection (d), to provide an opportunity for
public comment, including comment by representatives of businesses and comment by representatives of labor
organizations, and input into the development of the local plan, prior to submission of the plan. 59
vi
PLANNING REGION SUMMARY
Workforce Innovation and Opportunity Act (WIOA)
Planning Region: Upstate
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 322,431' 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 ten counties in the nation for agricultural sales (the only County
outside of California in that top ten) and is the leading producer of oil and gas in the state accounting for
approximately 88%2 of the state's total 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 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 days 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. Most recently, 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 as these truly are
workforce issues that the Upstate Region is focused on impacting.
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 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
' EMSI
2 COGCC 2019 Report
1
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. To determine how the state could best develop a One -Stop environment, 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 are included in the table on the following pages.
2
Year Name
1979 ; Employment
Services of Weld
County
1981 Private Industry
Council (PIC)
1997 One Stop Center
Design
1999 Youth Crime
Prevention Initiative
(YCPI)/Tony
Grampsas Youth
Services (TGYS)
2001 After School
Learning
Project/Latch Key
Pilot Program
2003 Gee Whiz Health
Camp
*(PPA 2006)
National recognition
2003 % Nuclear
Radiological
Technician
Certification
Purpose
Created an employment and training system
responsive to the citizens of the county, building
partnerships and utilizing a one -stop location for
major employment and training program, job seekers
and employers through a single delivery system
operated under local control of the Board of Weld
County Commissioners and the Weld County Private
Industry Council.
Weld County established two years before it was
included in the law.
Provided significant input and structure to House Bill
97-1281 "Concerning the Establishment of a Statewide
Network of One -Stop Career Centers to Consolidate
Workforce Development Programs"
Target services to disenfranchised youth, specifically
adjudicated youth (led to the development of TIGHT)
Positively engage young adolescents in meaningful
learning and service activities while their parents are
at work to support the family
Provide youth exposure to health careers and the
types and variety of occupations involved
Develop a new program to meet identified
community's health care worker needs
3
Partners
Board of Weld County Commissioners,
Weld County Private Industry Council,
Weld County Department of Social
Services, Colorado Department of Labor
Local Elected Officials, Local Employers,
Adult Education, additional Community
Partners
Board of Weld County Commissioners,
Weld County Private Industry Council,
Colorado Workforce Coordinating Council,
Governor's Job Training Office, Office of
Rural Job Training, Colorado Department
of Labor
Local communities, State historical
entities, TANF, JTPA, Workforce Investment
Act (WIA), Human Services Child
Protection
Local school districts, Aims Community
College
ESWC, Aims, North Colorado Medical
Center, the University of Northern
Colorado, Bonell Good Samaritan Center,
Medline, Greeley Fire
Aims, North Colorado Medical Center,
Poudre Valley Hospital, WCWDB
Funding
' Comprehensive
Employment and
Training Act; Wagner-
Peyser/ Job Service;
Employment
Opportunities Pilot
Project
Comprehensive
Employment and
Training Act (CETA)
One Stop Career
Planning Funding
YCPI /
TGYS, JTPA/WIA, TANF
In Kind JTPA/WIA and
School to Career
WIA, TANF
WIA Competitive grant
from the Colorado
Workforce Development
Council (CWDC)
Year Name
2004 Expansion of
Certified Nursing
Assistant (CNA)
Programs
2004 TIGHT Youth Corps
*(PPA 2007)
2006 Multi -disciplinary
Youth Assessment
Team
*(PPA 2006)
2006
2007
Pillars for
Successful
Independence (PSI)
*(PPA 2009)
TANF Summer Youth
Employment
*(PPA 2007)
Purpose
Increase the capacity to train entry level workers to
meet identified needs/shortages and provide for
opportunities for career advancement (resulted in the
expansion of available courses and eventually in the
development and construction of the Allied Health
Sciences building at Aims)
Program engages adjudicated at risk youth in
valuable service projects that benefit the community;
educational components designed to improve the
members' functioning levels in reading and math and
prepare them to re-enter school or obtain their GED;
and life skill development activities to prepare them
for life after their Corps experience
Designed to provide a continuum of collaborative
services for Weld County at -risk youth through a pro-
active approach
Engage 14 -15 -year -olds in kinship or foster care in
four skill building areas: Life Skills, Social Skills,
Education, and Employment to prepare them for
independence or emancipation and prepare youth for
Chafee services (if eligible).
Designed to benefit TANF low-income families by
having their children in a positive summer program
while the parent(s) are in a TANF work activity or
beginning unsubsidized employment
4
Partners
Aims Community College and TANF
ESWC; Weld County Social Services; Island
Grove Regional Treatment Center; North
Range Behavioral Health; Weld County
Health Department; 19th Judicial District -
Probation Department
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 Cooperative Educational
Services); 19th Judicial District- Probation
Department; and Life Bridge
ESWC, Weld Social Services
Funding
TANF
Weld County CORE
Services, TANF, and WIA
in -kind
TANF and CORE Service
funds. In -kind by WIA
Youth
CORE Service funds, WIA
in -kind
Weld Social Services, multiple local area TANF
community work sites
Year
2007
Name
Workforce
Innovation in
Regional Economic
Development
(WIRED)
2009 HIRE Colorado
2011
Sustainable
Manufacturing
Sector Initiative
2011 H1B
2014 ! Northeastern
Colorado
Collaborative of
Counties
2014 Federal Disaster
National Emergency
Grant (NEG)
2015 Achieving
Community
Excellence (ACE)
Purpose
Focus services and develop training specific to the
needs of employers in the energy and sustainable
energy sectors. Eventually led to the development of
a prep academy and four distinct credentials and an
associate degree in industrial manufacturing
Provide paid work experiences for economically
disadvantaged job seekers (TANF and UI) and support
the creation of new jobs
Focus services and training towards
manufacturing/advanced manufacturing industry
sector's needs. Upstate Colorado and Brighton
Economic Development were co -conveners for this
initiative
Focus services and training towards incumbent
workers in the manufacturing/advanced
manufacturing industry sectors
Provide job skills training, case management services,
English as a Second Language (ESL) and other hard
and soft skills training to the residents of counties in
Northeastern Colorado region
In response to the September 2013 flood, ESWC
provided temporary subsidized job placements for
the cleanup, demolition, repair, renovation and
reconstruction of destroyed public structures,
facilities and lands within Federal Emergency
Management Agency designated disaster areas.
Provide paid summer internships for youth. ESWC
services include resume preparation, interview skills,
access to the Work Readiness Credential (WRC) and
additional employment related services.
5
Partners
Aims Community College, Greeley Evans
School District 6, Weld School District RE-
8, Boulder and Adams County Workforce
Regions, Brighton United. Power, Energy
Logic, Xcel Energy, Workforce Board of
Metro Denver
Colorado Department of Labor, Colorado
Department of Human Services, multiple
local agencies and community employers
Upstate Colorado, Brighton Economic
Development, manufacturing sector
employers, Aims, Front Range Community
College, CAMT, Adams County Workforce
Region
Upstate Colorado, multiple employers,
Brighton Economic Development
County Departments of Human Services in
Cheyenne, Kit Carson, Logan, Morgan,
Phillips, Sedgwick, Washington, Weld, and
Yuma
Evans, Milliken, Greeley, Johnstown,
Kersey, United Way, Catholic Charities,
City of Evans Community Outreach Center,
WCYCC, Greeley -Evans District 6, Weld
Food Bank
City of Greeley,
Greeley/Evans School District
Funding
WIRED Collaborative
National Grant with
other Colorado
Workforce Regions
TANF, WIA
State Funding for Sector
Initiatives
H1B
TANF, CSBG
Disaster National
Emergency Grant
State Farm, host
businesses
Year Name
2015
Sector Partnership
National Emergency
Grant (SP NEG)
2016 ; Regional Advisory
Discussion (RAD)
2017 Weld Works 4 Youth
Employment
Program (WW4Y)
2017 Sterile Processing
Technician
Certification
Program
2018 ! Realizing Economic
Advancement
through Caring
Homes (REACH)
Purpose
Supports two of our identified in -demand industries,
Manufacturing and Transportation. Employers are
served by developing a strong qualified workforce in
these industries. Employers also have an opportunity
to voice their needs and concerns by participating on
a SP NEG Leadership Team. The team works towards
facilitating Regional Discussions with employers,
workforce, and public partners.
Initiated and co -hosted by ESWC, RAD brings together
employers, workforce, educators, and public partners
in one moderated discussion about the skills gaps
which employers face. The RAD is a'highest and best
use' approach to the time of employers and all
participates by addressing common issues in one
collaborative meeting.
A 2Gen approach which provides paidwork
experience to qualified youth during the summer,
developing employment skills and help families
financially through a work program
Providing the skills and certification required for
Sterile Processing Technicians to clean, process and
sterilize surgical instrumentation and obtain a
working knowledge of surgical instrumentation,
infectious processes, and sterilization techniques.
Provide training, technical assistance, quality
improvement, reimbursement and ongoing support
for Child Care Providers in Weld County. The program
includes the recruitment of new providers to address
the Child Care Desert and increase opportunities for
employment in the county.
6
Partners
Evans, Milliken, Greeley, Johnstown,
United Way
Multiple manufacturing employers, NOCO
Manufacturing Sector Partnership, Aims
Community College, Front Range
Community College, Larimer, Boulder, and
Weld County Schools, ESWC and Larimer
County Workforce Centers
Weld County Department of Human
Services
Aims Community College, Surgical
Advisory Committee, Banner Health, Weld
County
Weld County United Way, North Range
Behavioral Health, Weld County
Department of Public Health and
Environment
Funding
National Emergency
Grant
NoCo Manufacturing
Partnership, Sector
Partnership National
Emergency Grant
TANF
Students are
responsible for
associated costs; WIOA
has provided support to
those who were
accepted and eligible
Colorado Child Care
Assistance Program
(CCCAP)
Year
2018
2018
2019,
Name
Subsidized Training
and Employment
Program (STEP)
Pillars for
Successful
Independence (PSI)
Reintegration
Weld Project Salute
2019 Child Care Eligibility
2019 Northern Colorado
Regional Economic
Development
Initiative (NOCO
REDI)
story to yield better outcomes for companies.
Purpose
Provide work -based learning (WBL) opportunities for
TANF recipients in Weld County. Employers are
targeted to provide WBL opportunities to build
experience, expand employment skills and create
opportunities for participants to gain permanent
employment.
Engage Foster/Kinship Youth between the ages of 13.5
and 15 -year -olds to enhance four skill building areas:
Life Skills, Social Skills, Education, and Employment
to prepare them for independence or emancipation.
This approach allows Chafee to build upon a solid
foundation of skills to better prepare Foster/Kinship
Youth for adulthood.
Expanding services to eligible Veterans, and their
families, to address specific needs such as
transportation, housing, food, personal care items
and mental health needs.
Child Care Eligibility administration moved under
ESWC to complete the alignment of all CCCAP
programs under the oversight of the WCWDB
responsibility, aligning the workforce's need for child
care services supports efforts to achieve and/or
maintain self-sufficiency in the community.
Larimer and Weld County BOCC formally recognized
NOCO REDI as, a partnership. Industry outreach efforts
focus on the collective strength and shared industry
clusters of Northern Colorado and are coordinated
amongst partners. Promoting Northern Colorado as a
desirable region for new and expanding firms and
their necessary workforce, telling a more compelling
7
Partners Funding
Colorado Works, Colorado Department of; TANF
Human Services, Colorado Departmentof
Labor and Employment
Northern Colorado Veterans Resource
Center
Weld County Department of Human
Services
Weld County Department of Human
Services, Division of Child Welfare
TANF
Veteran's Service -to -
Career Program (VSCP) -
House Bill 18-1343
Colorado Child Care
Assistance Program
(CCCAP)
Weld County, Larimer County, Upstate N/A
Colorado Economic Development
Corporation (Upstate Colorado), Larimer
County Economic and Workforce
Development (LCEWD)
Year ! Name
2019 Chafee Foster Care
Independence
Program (CFCIP)
2019 Resources for
Independence,
Success and
Employment (RISE)
Purpose Partners
Young adults who are in foster care placement or Weld County Department of Human
after care are provided with learning independent Services
living skills through fun and engaging workshops,
socialization activities and one-on-one meetings
under the direction of a Chafee Youth Case Manager.
In addition, young adults will identify and pursue
personal and independent living goals.
In response to HB 18-1319 this program was Weld County
developed to provide young adults 18 through 21 Services
years -old, formally in foster care, to work one-on-one
with a youth programs case manager to establish
goals and work towards successful independent
living. Focusing around housing, education,
employment and financial readiness.
* Colorado Department of Labor - Promising Practice Award (PPA)
Funding
Chafee, Core, CSBG
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.
8
A. AS A PLANNING REGION, COMPLETE THE FOLLOWING QUESTIONS :
1 . PROVIDE AN ANALYSIS OF THE REGIONAL ECONOMIC CONDITIONS, INCLUDING:
a . Existing and emerging in - demand industry sectors and occupations ; and
When last analyzed and reported in the PY16 - 19 Regional / Local Plan , the top 10 industries in the Upstate Region
included Manufacturing; Construction ; Retail Trade; Education Services; Mining; Accommodation and Food Services;
Administrative, Support and Waste Management and Remediation ; Government Public Administration ; and
Transportation and Warehousing. An updated chart follows showing the top 10 industries projected for 2024. Several
changes to the leading industries include the exit of the transportation and warehousing and education services
sectors. With Agriculture Forestry, Fishing, and Hunting and the Other Services ( except Public Administration ) moving
into the top 10 . Growth rates are continuously tracked and , it is projected that all the top ten industries anticipate a
positive growth rate as shown below.
_ _ _ _ _ _ _A. _
2024 Forecasted Industry Jobs
Industry 2019 Payrolled Business 2024 2020-2024 %
Locations Jobs Expected Change
Government - Public Administration - Local, State 153 20 , 541 8 %
and Federal
Construction 1 ,037 16,348 11 %
Manufacturing 336 15,769 7%
Retail Trade 654 12,133 7%
Health Care and Social Assistance 694 11 ,703 9 %
Mining, Quarrying, and Oil and Gas Extraction 262 11 ,587 20%
Accommodation and Food Service 476 10 ,326 12 %
Administrative and Support and Waste Management 434 7, 199 6 %
and Remediation Services
Agriculture, Forestry, Fishing and Hunting* 232 6,610 1 %
Other Services ( except Public Administration )* 561 6,597 11 %
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 the third highest amount of jobs in 2020 and is projected to add an
additional 1 , 668 jobs to the market by 2024, with an average of $69 , 321 in earnings per worker in 2019 . Similar data was
used in 2019 to determine the need for a Construction and Trades Sector Partnership in Northern Colorado .
9
Industry Group Jobs and Earnings Comparison
2020 Jobs 2019 Earnings Per Worker
Government
Manufacturing
Construction
Retail Trade
Health Care and Social Assi. .
Mining. Quarrying. and Oil . ..
Accommodation and Food __
Administrative and Suppor...
Agriculture, Forestry, Fishi. ..
Other Services (except Pub, . .
I I I I I I I I I
25000 20000 15000 10000 5000 0 $0 $50000 5100000 515000(
Group 2020 Jobs 2024 Jobs Earnings Per Payrolled Business
Worker Locations
Government 19.056 20.541 $52.085 153
Manufacturing 14.756 15.769 ¶64.579 336
Construction 14.680 16.348 $69,321 1,037
Retail Trade 11.342 12,133 $39. 180 654
Health Care and Social Assistance 10.743 11,703 $57.062 694
Mining. Quarrying. and Oil and Gas Extraction 9.653 11.587 5106.283 262
Accommodation and Food Services 9.236 10.326 ¶20.947 476
Administrative and Support and Waste Management and 6,793 7. 199 ¶44.325 434
Remediation Services
Agriculture. Forestry. Fishing and Hunting 6.544 6.610 $50.512 232
Other Service, revreot Public Administration) 5.958 6.597 Q1S 186 561
Source: EMSI , economicmodeling.com
By reviewing an Industry Growth comparison ( below), we can see that the Oil and Gas industry continues to be a
valuable source of revenue for the region . With an anticipated growth rate of 20 % over the next four years.
10
Industry Group Growth Comparison
■ 2020 Jobs ■ 2024 Jobs
24K -
22K -
20K -
18K -
16K -
14K -
12K -
10K III III
-
8K -
6K -
4K -
2K -
III III il 1 II 111-
OK
419
ci4 + e`' � �a�� a e �.�e �'<< tJ� e J�.e% ifrJ 2
�k• I ',� y �g ``4' C fit " ,ek elib ��' , i �� k\ `\
, liet,
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N Q` Pc tite 1911/4
J
ke P QV
Group 2020 Jobs 2024 Jobs Change % Change
Mining. Quarrying, and Oil and Gas Extraction 9.653 11.587 1 .934 20%
Accommodation and Food Services 9.236 10.326 1.091 12%
Construction 14.680 16.348 1.668 11%
Other Services (except Public Administration) 5.958 6.597 639 11%
Health Care and Social Assistance 10.743 11.703 959 9%
Government 19.056 20.541 1.485 8%
Retail Trade 11 .342 12.133 791 7%
Manufacturing 14.756 15.769 1.013 7%
Administrative and Support and Waste Management and 6.793 7. 199 405 5 <=
Remediation Services
Agriculture. Forestry. Fishing and Hunting 6.544 6.610 66 1%
Source: EMSI , economicmodeling.com
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. The recovery shown below indicates the increasing prices of resources from the low
in 2016 to a slight drop in 2019, most likely due to Senate Bill 19 - 181 , legislation that significantly overhauled oil and
gas regulation , and a projection of a 5% increase in 2020. The type of recovery and recent legislation has a significant
11
impact on the economy of Weld County. The Board of County Commissioners recognized this and approved the
establishment of the Weld County Oil and Gas Energy Department.
$ Millions VALUE OF COLORADO NATURAL RESOURCES AND MINING , 2010-2020
20,000 • Minerals
18, 000 ■ Coal
CO2S .
16, 000 Natural Gas
14,000 ■ Crude Oil
'w
12 , 000 Y•. •
10, 000
8, 000
6,000
4,000
2,000
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019` 2020`
'2019 estimate and 2020 forecast
Sources. Colorado Geological Survey Mineral and Minerals Fuel Activity Reports, Colorado Oil and Gas Conservation
Commission , Department of Minerals and Geology and Colorado Business Economic Outlook Committee
Source: U.S. Energy Information Administration ( EIA), Petroleum Supply Monthly and Natural Gas Monthly
In the following graph , the importance of the Oil and Gas industry as it pertains to Weld County is easily identified . Of
the approximate 180, 000,000 barrels of oil produced statewide , Weld County was responsible for nearly 160 , 000, 000 of
the production ( 88 %) .
Owens Ritter Hickenlooper Polls 200M
1SM 160M
t �
to
a)
V
t
O �
a 10M 120M n
CT
n.
rIlTs -n
m rD
tot
rD
5M 80M
0 40M
2000 2005 2010 2015 2020
Natural Gas -0- Oil
12
DATA DISCLAIMER: COGCC production numbers are subject to revision and are dependent on filings from oil and gas companies. Yellow vertical
bands denote U .S. economic recessions.
Source: COGCC, CPR News Research, All Systems Go For Colorado Oil and Gas, Despite Crackdown Efforts, Article by Ben Markus, October 2, 2019,
https:/ / www.cpr.org/ 2019/ 10/ 02./ all-systems-go-for-colorado-oil-and -gas-despite-crackdown-efforts/
Credit Ben Markus, Jim Hill / CPR News
Colorado Oil Production 2000 - 2019
200,000,000
180,000,000
160, 000,000
140,000,000
120,000,000
100, 000,000
80, 000,000
60, 000,000
40, 000,000
20, 000,000
0
OO O� O1' O� O�` O� O�° OA O� O°) ,yO , 'y \ ' ''� N, N. ti� tit ` �
O le le ,tiO ,LO le le ,LO 1,le le le ,tiO ,LO ,LO ,LO ,tiO ,LO ,tiO le
Weld Statewide Rest of State
13
7
fi .- .. s _ �.-•r ..r ,,.. ..L. Ivor -
. .-_ A".t kr'•y..J1Tir<;Y'<1.,.. .i . S. :
*. 1,
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y 3. le
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is
5( . . A It -
IP. P
II
. ..... . . _ ,
Is. 4
W ELD COUl - --
OIL AND GAS
DATA AS OF 01284120
20
Weld County, a consistent ,leader ,n oil and natural gas production in the state of Colorado . is
currentty responsible for 88% of the state 's oil production and 37% of its gas production .
Poi
it
OIL
dt. SIMISI- - - -
ilk
20 391
9 44 34
ACTIVE WELLS IN BARRELS OF OIL ROE' OF NATURAL GAS
WELD COUNTY FROM WELD COUNTY FROM WELD COUNTY
As of 02/28 / 20 Year to date : 202u Year to date: 2020
11.21
sal
[II IS
31
I 04 WOGLA 1 04 1 WOG LA 104 I 'WOG LA
PERMITS RECEIVED HEARINGS HELD APPROVED
Uncap 1/5/ 19 Since VS/ 1 , Vince I PS/ is
IING WELL
PERMITS ' . : Production 4200
Ohl Gm Energy
o As total 2019 pet*,
THECOGCC VIM Count production County 130tH, I 'PithAve ,
5 IP
192 statewide tatietics ban not yet been Grain C 3 I
h is the Colorado
3 ,702 • ' I and Gas Cont �r�er
( 71 %) in wed Count', r
Co
mmotion.,
SIIMIIMMS At Of Mae/20
tb of d' 4polvoitanie
On March 9th, 2020 , global oil prices cratered after a series of announcements related to COVID - 19 . The news ' shook
financial markets and drove oil and gas stocks to nearly a quarter of their price . Occidental Petroleum Corp . ( NYSE :
OXY), Weld County's largest oil producer, lost just over half of its stock price during trading while the second - largest
Weld County producer, PDC Energy Inc. ( Nasdaq : PDCE ), fell 48 .2 percent. ESWC is no stranger to the ebb and flow of
the oil and gas industry and is prepared to assist businesses and job seekers as their needs arise .
The two emerging sectors (Agriculture and Other) , while having a slower growth rate , can have a positive impact on
the low unemployment rate, which is reviewed later in this plan .
Agriculture continues to be a driver of the economy in Weld County. The graph below displays Gross Farm Revenue ,
Production Expenses and Net Farm Income for Colorado . As seen below, NFI is forecasted to increase in 2020 and
return to 2015 levels. Weld County is roughly 2 . 5 million acres of which approximately 75% of the expanse remains
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 continues to take a
leading role in agriculture production exports in the state for beef cattle , grain , sugar beets, and is the state 's leading
dairy producer. Agriculture continues to thrive for Weld County with the market value of products topping more than
$2 billion in sales in 2017 according to census findings . ' A trend to follow is small farms, revenue less than $2,500 , as
they account for 47% of the farms in Weld County.
COLORADO FARM INCOME AND
PRODUCTION EXPENSES
2010-2020
(In Millions of Dollars)
Gross Value Total Farm Net
of Farm Production Farm
Year Revenue Expenses Income
2010 $7 ,089 .4 $5 , 856 .4 $ 1 , 233.0
2011 8 .487 1 6 .650 .0 1 . 837 . 1
2012 8 ,345 .4 7 ,006 . 8 1 , 338 .6
2013 8 ,610 . 5 7 ,216 . 0 1 , 394 . 5
2014 9, 176 2 7 ,955 .8 1 ,220 .4
2015 8 ,923. 0 7 . 312 .8 1 , 610 .2
2016 7 ,620 7 6 , 363 .0 1 , 257 . 7
2017 8,246 4 7 , 178 . 7 1 .0677
2018a 8,301 . 9 7 .050 .4 1 , 251 . 5
2019° 8 , 719 .4 7 , 200 . 0 1 , 519 4
2020c 8 ,911 .4 7 , 300 .0 1 ,611 .4
'Revised tEstimated Forecast
Source - Colorado Business Economic Outlook Ag
Committee
b . The employment needs of employers in those industry sectors and occupations;
' Mika , Dan . " Oil Price Collapse Could Cut Deeply into Weld County Jobs, Tax Revenue ." BizWest, 9 Mar. 2020 ,
bizwest. com / 2020 / 03 / 09 / oil- price - collapse - could - cut- deeply- into -weld - county-jobs -tax - revenue / .
United States Department of Agriculture , National Agriculture Statistics Service 2017
15
To determine the employment needs of businesses in the region , data was pulled regarding the most frequently
posted positions. The occupations ( listed in the chart below) support the information gathered in the analysis of the
top ten industries. The section following the chart takes a deeper dive into employer's needs .
Top Posted Occupations
Occupation (SOC) Total/Unique (Mar 2019 Posting Intensity Median Posting
- Feb 2020) Duration
a Heavy and Tractor-Trailer Truck Drivers 47.431 / 9.144 5 : 1 35 days
a Registered Nurses 12,036 / 2.787 4 : 1 - 1 28 days
$ Light Truck or Delivery Services Drivers 9 .051 / 1.578 6 : 1 } 39 days
$ Retail Salespersons 5.854 / 1. 121 5 - 1 41 days
a Customer Service Representatives 5,417 ! 1.094 5 : 1 --+-- 32 days
a Sales Representatives. Wholesale and Manufacturing. Except 13,457 / 1.004 13 : 1 24 days
Technical and Scientific Products
a Maintenance and Repair Workers, General 3,769 / 983 4 71 --} - 33 days
a First-Line Supervisors of Retail Sales Workers 2.902 893 3 : 1 ---4-- -- 46 days
el Bus and Truck Mechanics and Diesel Engine Specialists 4. 167 / 876 5 : 1 -1- 35 days
a Personal Care Aides 2.631 / 827 3 : 1 -- .4 29 days
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 . There are
active sector partnerships with which ESWC are fully engaged . In addition , regional partnerships have been formed
and Weld County has been involved since their inception . There are monthly meetings of the Convener Team
( combination of public and private partners), monthly meetings of work teams and Semi -Annual meetings of the
entire partnerships. In construction , the sector partnership is in its infancy and has been supported by numerous
public partners in Northern Colorado. The Sector Partnership National Emergency Grant, which the WCWDB supported ,
not only trained workers in the Manufacturing Industry but the Grant worked to support employers in all the
industries mentioned as it heavily supported the training needs of the transportation workforce . The WCWDB
continues to improve the workforce for Weld County employers as it engages and responds to employer needs.
2. PROVIDE AN ANALYSIS OF THE KNOWLEDGE AND SKILLS NEEDED TO MEET THE
EMPLOYMENT NEEDS OF THE EMPLOYERS IN THE REGION, INCLUDING EMPLOYMENT
NEEDS IN IN - DEMAND INDUSTRY SECTORS AND OCCUPATIONS.
16
To determine knowledge and skills needed to meet the demand of employers in the region , data was pulled regarding
the most in demand skills by 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 ten industries in upcoming years, commercial drivers'
licenses continue to be a top qualification in job postings .
Top Hard Skills
Basic Life Support
Merchandising
Professionalism
Nursing
Restaurant Operation
Warehous i ng
Accounting
Selling Techniques
Cardiopulmonary
Resuscitation (CPR)
Auditing
t r r I t I
6% 4% 2 % 0% 0% 2% 4% 6%
• Frequency in Job Postings ■ Frequency in Workforce Profiles
Top Hard Skills
Frequency in Postings with Skill / Total Frequency in Profiles with Skill / Total
Skill Postings Postings (Mar 2019 - Feb Profiles Profiles (2018 - 2020)
2020)
Basic Life Support 4% 2.499 i 55.569 19es 768 / 68.589
Merchandising 4% 2.394 / 55.569 3% 1.757 ; 68.589
Professionalism 4% 2.359 / 55.569 0% 232 68.589
Nursing 4% 2. 185 / 55,569 2% 1204 / 68.589
Restaurant Operation 4% 2.046 / 55.569 2% 1.264 / 68.589
Warehousing 4% 1.954 / 55.569 1% 374 68.589
Accounting 4% 1.951 / 55.569 5% 3. 159 68.589
Selling Techniques 3% 1.895 / 55.569 2% 1,446 / 68.589
Cardiopulmonary Resuscitation (CPR) 3% 1.782 / 55. 569 3% 1.908 / 68.589
Auditing 3% 1.586 / 55.569 2% 1.561 / 68,589
17
Source: Emsi, e.economicmodeling.com
Tap Common Skills
Customer Service
Sales
Management
Communications
Valid Driver's License
Operations
Leadership
Detail Oriented
Good Driving Record
Problem Solving III
I I I 1 ( 1 1 1
30% 20% 10% 0% 0% 10% 20% 30%
• Frequency in Job Postings • Frequency in Workforce Profiles
Top Common Skills
Frequency in Postings with Skill ; Total Frequency in Profiles with Skill / Total
Skill Postings Postings (Mar 2019 - Feb Profiles Profiles (2018 - 2020)
2020)
Customer Service 17% 9.685 / 55.569 26% 18. 113 / 68.589
Sales 16% 8.851 / 55.569 19% 12.918 / 68.589
Management 14% 7.973 / 55.569 23% 15.455 / 68.589
Communications 12% 6.734 / 55,569 1% 345 / 68589
Valid Driver's License 11% 6.009 / 55.569 0% 8 / 68.589
Operations 10% 5.776 / 55.569 8% S,741 / 68, 589
Leadership 10% 5,565 / 55.569 19% 13.088 / 68,589
Detail Oriented 7% 3.831 / 55,569 2% 1.491 / 68.589
Good Driving Record 6% 3.347 / 55. 569 0% 1 / 68,589
Problem Solving 6% 3.146 / 55.569 1% 755 / 68,589
Source: Emsi, e.economicmodeling.com
18
Top Qualifications
Qualification Postings with g Qualification
Commercial Driver's License (CDL) 4,916
Certified Nursing Assistant 760
Doubles Endorsement 492
Licensed Practical Nurse 489
Critical Care Registered Nurse (CCRN) 473
Tanker Endorsement 454
Hazmat Endorsement 397 •
Bachelor of Science in Nursing (BSN) 312
Transportation Worker Identification Credential +TWIC) Card 291
Automotive Service Excellence (ASE) Certification 248
Source: Emsi, e.economicmodeling.com
AVID ir an. ' ALYSIS OF THE WORKFORCE IN THE REGION, INCLUDING CURRENT
LABOR FORCE EMPLOYMENT AND UNEMPLOYMENT DATA, AND INFORMATION ON LABOR
MARKET TRENDS, AND THE EDUCATIONAL AND SKILL LEVELS OF THE WORKFORCE IN THE
REGION, INCLUDING INDIVIDUALS WITH BARRIERS TO EMPLOYMENT AND VETERANS;
:r.
Labor Force and Market Trends :
POPULATION :
According to EMSI , as of 2019, the region 's population increased by 16.8% since 2014, growing by 46,389. The
population is expected to increase by 10.1 % between 2019 and 2024, adding 32,670 people to Weld County.
As seen in the second chart below, Weld County ranks in the top ten Colorado Counties with the highest populations.
Weld County is continuing to experience a period of rapid growth and is expected to lead the state with a population
growth of over 50,000 by the year 2050.
19
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300K - - - - -
c 25OK -
O
g 200K - -
a
O
Cl- 1 SOK - - -
100K
50K
OK - - -
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
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Late,0104. , . _, " t ':
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t mf r), : Park
Grar4 Lincoln
Grand - v�
Delta Teller
Chaffee CLAUisAoe
Montrose ' Montrose • C�t,nnlwr Fremont . , _ __
Kowa Gr
Wayne '.
' wl' Craey
*Pueblo 1
Ouray Saguathe Custer Pueblo
9stt Prayers Ha
2020 Population San Mig,,e; pan
667223 to 7,845 t rormcd�o Mineral I
7R Hirtsci�i�
52733 to 66 222 Dolores Htterfano ,. i
-- 330-145 to 527202 tao Grandelarnosa
r I St155.746 to 330.144 Las Animas I{
42455 to 155.745 Montezuma La Plata Costilla k
r'
Q •_ __ 354 Archuleta Coracjos • Trani. tax_ M
Source: Emsi, e.economicmodeling.com
DIVERSITY :
Racial diversity is below the national average in Weld County_ However, the rich diversity remains consistent with
previous indicators . The below chart forecasts the increase in population for individuals who identify as Hispanic,
Black, Asian , and other minorities from 2020 to 2024, broken into three age groups. The youth group , ages 17 and
under, is expected to be 50% diverse, while the main labor force , ages 18 - 64, expects 39% diversity and the retiring
soon age group, ages 65 +, are expecting 20% diversity. Overall an increase in the diversity of the 2024 population is
expected to be 2 .35 % .
20
Forecast of Percent of Diverse Population for 2024
60%
50%
50% 47%
39%
03 40% 36%
a.
0
a- 30%
0
18% 20%
v 20%
10%
0%
<17 18-64 65+
Age
■ 2020 RI 2024
Source: State Demography Office
The Upstate Region 's Median Age remains at 34 years . Also seen below, and 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.709905 74359
9
Millennials Retiring Soon
Weld County. CO has 70, 905 Retirement risk is low in Weld County.
millennials (ages 25 - 39) . The national CO . The national average for an area
average for an area this size is 64 .618 . this size is 90382 people 55 or older,
while there are 74 , 359 here.
Source: Emsi , e.economicmodeling.com
INCOME :
21
The per capita income experienced a $12,000 loss from the previous four-year plan , going from $42 ,787 to $30, 626. The
median household income experienced gains from $69,434 to $70,908 .
Per Capita Income Median Household Median Age % of Poverty Level % Seniors 65+
Income Poverty Level
$30, 626 70 , 908 34. 3 7. 1 % 8 .3%
Source: Emsi, e.economicmodeling. com
OCCUPATION CHANGE :
Another way to look at the economic health of Weld County is through the Occupation Change Summary. The chart
below shows that from 2020 -2024, the occupation change is forecasted to increase by 9 % in Weld County from 133,588
jobs to 145,495 . This change outpaced the national growth rate of 5 % as well as the growth rate of Larimer County
which neighbors us
Occupation Change Comparison Summary
Occupation Etlange Sumi flat y
120
110
100
90
: 11
50 .� . - •
-wr 40 '• •-••/ ■. - ..■
o 30 / .---•
�■ - -• "
r� .
■
20 •�•-..` �•�•/ �,i '� ♦' _ ,♦_ - ♦- - ♦- - . -
0 ♦ _ -♦ - ♦ •
•NI 10 �• � • . .._..4 �■ ■-■ - • `♦fir♦ ♦f
- 10
-20
-30
-40
20O1 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029
Median
Region 2020 Jobs 2024 Jobs Change % Change Hourly
Earnings
Weld County. CO 133.588 145.495 11.907 9% $18.50
• Larimer County. CO 193.874 208.882 15.008 8% $18.61
Colorado 3.152.525 3.370.833 218.308 7% $20 20
• United States 167,322.914 173.535.171 6,212.257 4% $18. 54
Source: Emsi, e.economicmodeling.com
PLACE OF WORK VS . PLACE OF RESIDENCE :
22
The 2019 commuting patterns of workers in the Upstate Region as compared to where the workers live is reflected in
the map and chart below. The top five zip codes for employment concentration in Weld County aligns with four of the
five zip codes were workers live .
80732
80612
5 8053 80549 i 11729
80648 807:x9
80535 80742
Rustic 80524 X10
84512 50
80611 80
80521
r
51
80.547 ' `� F _ 0622
80532 8053880525 • 'oL.K wJ.-t 1s Ak : Si
1.4 AIM a, is '.. as... 80624
80515 g`iz j---'c.... ���
tt
0517 80539 �. T, 50553
8(6.37 8075(3
1. V .i c 80644 80649
f:--_'n,:;g80543
Net Commutersf 3 80623 8r,.)645
T 80705
wii5274 ei64 8 2 `t 1
2116 to 5.273 835i_ Sc,
661 to 2.115
i:_iaro 8070, 80723
�� 80652 80.154
°t° _x#55 :4 0 80621 80643
O to -6600
F
-Sfa$� >�f, 1 BC+. i. i {4 v: 80642.
116 to -5.2 7
80026
316
5.274 to -7,664 80023 - .
T.565 to -1l 027 80641 ,
80020 80241
lilt 7924 to -18462 80233
2 $0031 80022
Where Talent Works Where Talent Lives
2019 2019
Zip Name Zip Name
Employment Workers
80631 Greeley, CO ( in Weld 32,798 80634 Greeley, CO ( in Weld 38,539
County) County)
80634 Greeley, CO ( in Weld 20,615 80504 Longmont, CO ( in WeLd 31 ,806
County) County)
80550 Windsor, CO ( in Weld 13,473 80631 Greeley, CO ( in Weld 26,725
County) County)
80504 Longmont, CO ( in Weld 13,344 80550 Windsor, CO ( in Weld 19,455
County) County)
80621 Fort Lupton , CO ( in Weld 5,786 80620 Evans, CO ( in Weld County) 11 ,712
County)
Source: Emsi, e.economicmodeling. com
23
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 . These figures are not seasonally adjusted . Unemployment in The Upstate
Region continues to be low, ending 2019 at 2 .3 % , coming in 0 . 2 % lower than Adams County.
Area Labor Force, Employment and Unemployment Data
Area Civilian Labor Number Number Unemployment Rate
Force Employed Unemployed
Adams County 276,923 269 , 926 6, 997 2 .5 %
Larimer County 209,499 205,316 4,183 2 . 0 %
Boulder County 199,755 195, 832 3,943 2 .0 %
Weld County 172,101 168 ,213 3 , 888 2 .3%
Source: LAUS Unit, LAUS system output file, www.colmigateway.com
EDUCATION AND SKIL ] LEVEL :
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 ) .
% of Population Population
S Less Than 9th Grade 7. 5% 15.687
f
• 9th Grade to 12th Grade 5.8% 12. 138
• High School Diploma 27.2% 56. 737
• Some College 24.0% 50. 128
• Associate's Degree 9.0% 18.698
Bachelor's Degree 18.2% 38.092
• Graduate Degree and Higher 8.3% 17.396
Source: EMSI , economicmodeling.com
24
As the unemployment rate continues to be low, we regularly look at the underemployment data for the area . 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
• Jobs Requiring Ed. Level Itt Population at Ed. Level
No Formal Education Required ■
High School Diploma or Equivalent
Some College. Non-Degree Award
Associates Degree
Bachelor's Degree
Graduate Degree and Higher
0% 10% 20% 30% 40%
Source: Emsi , e.economicmodeling.com
INDIVIDUALS WITH BARRIERS TO EMPLOYMENT AND VETERANS :
In 2020, it has been identified that 10 .1 % of people in The Upstate Region consider their disability to be a barrier to
employment. Some of the disabled population may include Veterans, who tend to have issues with Veterans Affairs
benefits and services after discharge from the military. 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.
Barrier to Employment Percent of Population (2020)
In Poverty 7.1 %
i
Disabled 10.1 %
Foreign Born 8.7%
Veteran Status 7.6%
Source: Emsi, e.economicmodeling.com
4. DESCRIBE THE DEVELOPMENT AND IMPLEMENTATIO • SECTOR INITIATIVES FOR IN -
DEMAND INDUSTRY SECTORS OR OCCUPATIONS FOR THE PLANNING REGION AND EXPLAIN
HOW SECTOR PARTNERSHIPS WILL BE UTILIZED TO FACILITATE THE ENGAGEMENT OF
25
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, and Other Services.
Sector Sector % of Weld Average Employee % of GRP % of
Employees Employee Earnings Earnings Weld Weld
s per Job Employe GRP
e
Earnings
Oil & Gas $ 182, 750 . 0 $ 369,490, 943 . 0 $494,393 , 921 . 0
8, 930 13 .4 0 0 23 . 76 0 30
Manufacturing 14,296 9.0% $64,579 $949,901 ,385 9.24% $1 ,677,350,376 8.75%
Construction 14,039 9.2 % $69,321 $1 ,073, 055,609 8.20% $1 ,309,989,666 11 .20%
and Trades
Retail 11 ,052 11 .7% $39,180 $480,858,048 18.30% $732,122,248 20.00
oh
Health and 10,418 12.4% $57,062 $642,110,738 13.70% $727,594,783 20.20%
Wellness
Agriculture 6,522 19.8% $50,512 $369,490,943 1 .40% $494,393,921 29.70%
Business 8,440 15.3% $638,856,105 13 .70% $738,955,165 19. 90%
Services
Company Management $155,980
Administrative $44,325
Transportation 4,644 27.8% $75,247 $413,714, 696 21 % $571 , 177, 104 25 .70%
Government 14 . 00
18, 536 6. 5% $ 52, 085 $ 966, 212, 530 9% $ 1,056, 940, 817 %
Accommodation
and Food 50. 00
Service 8, 840 13 . 6% $ 20, 947 $ 196, 980,046 45% $ 289, 222,957 %
Other Services
( except Public 54 . 00
Ad min )i n ) 5, 728 21 . 0% $ 35, 186 $ 245,471,054 36% $ 273,061, 592 %
Source: Ems', e.economicmodeling.com
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 .
GOVERNMENT - PUBLIC ADMINISTRATION :
26
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
are Funds for Education, New Way of Management, New Way of Business, Education & Pathways, and Perception of the
Industry. Current objectives include mentoring in an intergenerational workforce, retaining local talent, collaborative
working relationships, and selling the career then the trade.
MANUFACTURING (SECTOR PARTNERSHIP):
The manufacturing sector is a large sector in Weld and includes a wealth of companies producinga 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 Naceltes (noteOf the 4
production facilities located in North America, two are in The Upstate Region), CarestreamHealth, Leprino Foods,
Sparton Medical Systems, PTI Group, Advanced Forming Technologies, etc.
Within The Upstate Region the NOCO Manufacturing Sector Partnership remains vibrantand serves employers well.
The NoCo Manufacturing Partnership services the Weld Region and a portion of Larimer County. There are three task
committees including the Manufacturing Network to better connect the manufacturing community, Manufacturing
Rocks! to engage a future workforce towards manufacturing careers, and Manufacturing Talent which works with
educators to prepare the next generation of manufacturers. Through this initiative, youth participate in manufacture
related tours, including Owen Illinois, Burris and Big -R Bridge with each tour providing hands on learning experiences.
As a support to the NOCO Manufacturing Partnership, 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 participates 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.
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.
HEALTH AND WELLNESS (SECTOR PARTNERSHIP):
The cornerstonef Web'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.
Healthgra¢es America's Best HospitalsTM 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
hyperbariccmmedicine facility. Air Life of Greeley provides immediate emergency transport with a 300 -mile radius. The
University of Colorado Heath offers additional health options. UCHealth 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.
27
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 occupatiand the
largest workforce gaps.
OIL AND GAS:
According to Leeds School of Business Economic Report for 2020, horizontal drilling and hydrauliimulation
continues to be an integral part of The Upstate Region's oil and gas activity. With 87% of ermits°quested for this
type of drilling being located within The Upstate Region. Through October 1, 2019, the Colorat Oal*and Gas
Conservation committee (COGCC) had approved 1,830 permits. COGCC also recorded an 11%decrease in well starts in
The Upstate Region for 2019 through May (620) versus 694 well starts in May of 2018 s yofSeptember 2019, COGCC had
a backlog of nearly 6,000 Applications for Permit to Drill (APDs) and over 500 location permits to process.
There have been numerous discussions within various regional groups aboutacreating a sector partnership in Energy
(Fossil & Renewable). Thus far it has been determined that the interest level is
ACCOMODATION AND FOOD SERVICE:
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.
AGRICULTURE:
The Upstate Region's agriculture base?,incl`udes 2.5 million acres devoted to farming and raising livestock. With total
market value of agricultural produc#s;old 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
ten. The bulk, roughly $1.7 billion of market value came from livestock sales. Weld is home to two of the largest cattle
feeding operatioin hg, nation and ranks 1st in sheep/lamb production. About half of the dairy cows in the state are
also located 0Weld ,Cattle"ranching, goat, hog, poultry and equine operations abound, and key crops include hay,
wheat, corn, nue stock, sunflowers, dry beans, onions and carrots. The impact of agriculture extends from the
traditiona farm production of commodities to large agribusiness/food manufacturing operations processing value-
added consumer goods exported all over the world.
OTHERy,S`RVICES (EXCEPT PUBLIC ADMINISTRATION:
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
28
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 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-Business
Manager is invested in the creation of Registered Apprenticeships and is serving on a State workgroup.
Partnering with Chambers throughout The Upstate Region strengthens our connections with key business individuals
in the local communities. 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.
The Upstate Region engaged in the Sector Partnership National Emergency Grant (SP NEG), which was designed to
support two of our identified in -demand industries, Manufacturing and Transportation. The SP NEG Grant closed out
on June 30, 2018. Employers were served by developing a strong qualified workforce in these industries. Employers
also had an opportunity to voice their needs and concerns by participating on a SP NEG Leadership Team. When
forming the SP NEG Leadership Team, ESWC envisioned which employers might be most impactful on the team and
who would be likely to participate. Ultimately, ESWC invited industry representatives who were both leaders in the
industry and who had been engaged with the services of ESWC in the past. The team worked towards facilitating
Regional Discussions with employers, workforce, and public partners. This forum was not designed to compete with
already established Sector Partnerships, rather it expanded upon those meetings and allowed for further discussion.
If future National Emergency Grant funds are available, Weld intends on applying and using a similar meeting model.
5. DESCRIBE HOW CAREER PATHWAYS WILL BE USED TO MEET THE NEEDS OF EMPLOYERS
AND SUPPORT WORK -BASED LEARNING OPPORTUNITIES.
Career pathways may be used to help employers better understand the path an employee is able to take in their
career. A pathway may also help a potential employee understand what is required to begin on a path within a certain
industry. A career pathway is an option to identify what additional training needs to be accomplished for a candidate
to be successfully employed. A clearly defined career path will support employers by creating a more employable
workforce. Often, the path may include WBL opportunities such as internships, job shadowing, On -the -Job Training or
Registered Apprenticeships.
Career pathways are an active workforce development strategy in The Upstate Region. 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.
In 2015, with the leadership of the ACE program (Achieving Community Excellence) and in collaboration with
Greeley/Evans School District 6, and multiple community and business partners, a paid summer internship program
was established. This collaborative initiative to serve in -school youth has grown from 50 summer internships to over
130 in 2019 and plans to provide more than 150 internships in 2020. Interns are paid a minimum of $12 per hour and
are hosted by a variety of area businesses to include corporate, public and private host sites. All interns are paid by
29
the hosting business with a limited scholarship made possible from grants or foundation for non-profit agencies to
host interns. In 2019, ACE expanded their Board structure to include ex -officio positions to include specific
representation from the workforce system. ESWC continues to provide additional support to include resume
preparation, interview skills, access to the Work Readiness Credential (WRC) and additional employment related
services. Additionally, through the existing partnerships already in place, WBL opportunities are provided to youth in
The Upstate Region comprised of in -school and out -of -school youth. Most of the in -school youth receiving paid
internship opportunities are funded outside of WIOA allowing ESWC to provide services and program funding to youth
participants experiencing barriers to employment and representing hard -to -serve populations. In alignment with WBL
opportunities, ACE continues to host the Young Leadership Summit. Several community members and -;business -"
leaders visited Kalamazoo, Michigan to experience a Youth Leadership Summit and have since facilitated the first like
event in Colorado. The Leadership Summit is a Regional initiative and has welcomed youth participants from across
the State to participate. ESWC has been involved with this initiative from its inception in both planning and practice
and has promoted the participation of out -of -school youth as well as participants of WIOA and the Weld County Youth
Conservation Corps (WCYCC) comprised of TIGHT and AmeriCorps members.
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.
During a WCWDB retreat:in March 2019, board members and strategic partners engaged in a Strategic Doing workshop
where a Career Pathwaypathfinderproject was developed. Since then, Business Services Representatives have
teamed up with employers to create one -page handouts demonstrating career paths to include job descriptions,
education requirements, and anticipated wages.
In recent years, WCWDB and 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 boards plan to continue this recognition annually.
The advancement of Registered Apprenticeships (RA), as with other forms of WBL, remains a priority for The Upstate
Region:jirkfact, 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. 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.
30
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 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.
6. DESCRIBE OTHER STRATEGIES AND SERVICES THAT WILL BE USED IN THE PLANNING
REGION TO SUPPORT A LOCAL WORKFORCE DEVELOPMENT SYSTEM THAT MEETS THE
NEEDS OF BUSINESSES IN THE PLANNING REGION.
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, itsresidents 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, $13.2 million has been infested 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.corn/.
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. There are two main distribution
lists which are utilized. First, the report is sent to all agency Case Managers and Managers 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 Veterans. It is so widely utilized
among the community that some of the individualsreceiving the report repost or resend the information to their
respective networks. For example, one ESWC,Manager who also participates in the Carbon Valley Network shares the
report with those non-profit agencies that comprise the network. Another example is the report is used at the
Department of Human Service entry paints. Clients seeking services at the Department of Human Services in areas
such as TANF, Food Assistance,'Child°SuOport, etc., can access the reports and are encouraged to sign up for
Connecting Colorado to discovermore 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. `Fhe Youth Committee has been connected with the Aims Surgical Technology program advisors and
as a result wereaInformed 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
nm.
Sterile Processing Technician certification program which was not currently available in Colorado; Aims received State
apprelitlth 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.
Many of the students who earned their certification obtained employment offers before completing clinicals. Creating
31
hiring events and onsite job fairs which are open to all Upstate Region employers. Initiated in 2015, tl
job fairs has met with strong employer support. The venue allows for 6-8 employers at a time and
can be industry specific. For example, recent events have included a transportation and educati
Employers appreciate having the one on one interaction with job seekers and it is with their
continues into its fifth year
Additionally, other events which ESWC either hosts or participates in are shared with he membership of the WCWDB,
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.
As mentioned previously, in the implementation of the Sector Partnership National Emergency Grant, a Leadership
Team was formed to ensure that the efforts and direction of ESWC staff stayed in -tune with employers within these
sectors. The idea of ESWC hosting on -site job fairs was mentioned to this task force and received resounding support.
Employers from the SP NEG Leadership Team fully utilize the recruiting events hosted by ESWC including omized
of
ssary,
job fair.
t this model
Chambers, Community Based Organizations, etc. Notifications of events are senttthrbogh email and members of each
respective group are encouraged to attend. As an example, ESWC is a part ofALRegippatVorkforce 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 drawinig from *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 op,a regionataevel and these events have garnered
huge support from employers in The Upstate Region. Morethan;30% of the employer representation at these events
has been from The Upstate Region.
Another strategy The Upstate Region utilizes in developing effective workforce practices is being seen as an
instrument of change. The Upstate Region continues to be aleader 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 Attiance (CUWA). The Upstate Region's participation in
Unemployment Initiatives and the diligence i;serving`the UI population serve as another example of how strategies
and services are currently being use ,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 (FM LINKS and most recently, Reemployment Services and Eligibility Assessment
(RESEA). In the past 3 years (2017-2019), ESWC has assisted approximately 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 si iations arise. The Business Services team monitors media outlets and legislation and are prepared to
answer varyingquestions while the Director and Deputy Director of Human Services maintain constant contact with
the BOCC an Weld County Department of Public Health.
7. DESCRIBE EFFORTS THAT HAVE TAKEN PLACE OR ANTICIPATED EFFORTS TO ASSESS THE
NEED FOR AND ESTABLISH REGIONAL SERVICE STRATEGIES, INCLUDING THE USE OF
COOPERATIVE SERVICE DELIVERY AGREEMENTS.
The 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.
32
Community partners include: Aims Community College (Carl Perkins), Division of Vocational Rehabilitation (DVR),
Immigrant and Refugee Center of Northern Colorado (IRCNOCO - Adult Basic Education), 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.
At the 2018 Workforce 2020 conference, representatives from ESWC, Aims, DVR, IRCNOCO, and CEO met�.ai
participated in a Strategic Doing workshop. Two pathfinder projects were created to increase collaboration between
front line staff of WIOA partners and increase client's abilities to access services.
Community Resource Tool - A central information source highlighting services provided by each partner, including
contact information. This tool is updated as organizational changes occur or at a minimum, otrwce a'program year. The
tool was disseminated to staff and has increased collaboration and co -enrollment across partner's programs.
Community of Practice for Front -Line Staff - Meetings are 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.
The WCWDB Partner Committee, which was developed in 2016 and devoted specifically towards partner agencies to
obtain additional input, was rejuvenated after Workforce 2020. in 2019,",with the successful implementation of the CoP,
it was decided that the WCWDB Partner Committee would meet as needed, as the CoP is meeting the needs of the
original intent of the Partner Committee.
a. Describe the strategies and services thatwill be used in the planning region to
better coordinate workforce development programs and services with regional
economic development services and providers;
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 -1B 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, here has'been, and continues to be, representation on the WCWDB by the Upstate Colorado
President and CE*_ 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, thekWCWDB, d partners regarding economic development activities within the region.
oxides Upstate Colorado customized analysis and tabor profile statistics specific to potential companies
wr.
expLoring leldCounty for business location or expansion. This analysis researches labor markets, talent pool
availabjlit, 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 the local area 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
33
there is a way to respond to the companies needs and when necessary, provide rapid response activities to the
affected employees.
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.
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 as ista ce to "both
new companies looking to locate to the region as well as existing employers expanding or facing!ernploytnent
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
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.
As a nod to the success of the partnership, the Weld WORKS team was selected to provide a presentation at the Rocky
Mountain Workforce Development Association Statewide Conference held in August 2018.
On May 15, 2019, the Boards of County Commissioners of Weld County, Colorado and Larimer County, Colorado
executed an MOU creating an official coalition titled Northern Colorado Regional Economic Development Initiative
(NoCo REDI). Weld and Larimer County acknowledge that significant benefit can result from collaboration on economic
development activities that promote the positive business attribute and amenities of Northern Colorado. We
recognize that shared regional assets exist within the two counties, and when marketed jointly, a stronger case can be
made to businesses and talent within targeted industries and occupational sectors to stay and grow in Northern
Colorado. A competitive advantage and economic strength lie in the collaboration of Upstate Colorado Economic
Development Corporation, Larimer County Economic and Workforce Development (LCEWD), along with 33 cities and
towns, as well as the. unincorporated communities within our combined geography. Regional collaboration provides a
clarity of roles, relationships and expectations of a common economic development goal in our region. NoCo REDI will
examine specific opportunities to effectively market the Northern Colorado Region to prospective employers and site
location consultnts. Thee goals of these joint efforts include:
rid awareness of Northern Colorado by companies and prospective workers of the business opportunities
lat exist
petitively 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
• Generation of qualified leads
34
Participation in the Economic Development Council of Colorado's fall conference led to participation on the Windsor
Economic Development Committee and opportunities to attend regional economic training and professional
development courses.
b. Describe how the 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, the Local entity delivering the adult education°an ttera
activities under Title II of WIOA. 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, 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, the Global Refugee Center and Weld
County Volunteer Agency (VOLAG) serving the refugee population, to provide additional services for Weld's refugees
and individuals in need of ESL.
c. Describe how the 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.manyyears. DVR serves on the WCWDB, participates in regional sector
work, and is in leadership roles on ESWC committees. The`MOU with the WCWDB outlines collaborative efforts for
business hiring events as well as assisting clients in accessing workforce system services.
DVR is a willing contributor to the employer seminars which are hosted at ESWC. The DVR Business Outreach Specialist
continuously provides an engaging presentation on how DVR can partner with employers, and the myths and
misconceptions that can create barriersto 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. Describe the strategies and services that will be used in the planning region to
strengthen linkages between the one -stop delivery system and unemployment
insttrance programs.
ESWC has extensive experience in serving UI claimants. In 2012, processes were implemented under the Emergency
Unemployment Compensation Program (EUC) and a major component of that initiative was the development of a UI
eligibility assessment. With program requirements for extended benefits, UI claimants were required to participate in
activities designed to increase employment job searches and employability skills to find and obtain employment.
Services for UI claimants have included:
• Assessments including basic skills, interest inventories, aptitude and attitudinal assessments
35
• Testing including the Conover Career Readiness Credential, now known as the Workplace Readiness Credential
• One-on-one or group staff assistance regarding labor market and occupational information
• Interview and resume workshops
• Individualized job search assistance
• Referral services to training including WIA/WIOA programs
• 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
Building upon these strategies, ESWC continues successful coordination with the Division of UI to assist claimants
through the Reemployment Services and Eligibility Assessment (RESEA) program. This servicehas similar results in
assisting clients from the start with the goal of assisting them in finding employment on ai expedite"basis. Recently
ESWC has seen a sharp increase in the number of individuals visiting the Resource Room to fil ,unemployment claims
as CDLE has discontinued taking the majority of claims over the phone, instead directing them to visit their local
workforce office. The change in service delivery allows ESWC to provide reemployment,,servcices earlier which will
reduce unemployment length.
e. Provide a description of how the local board will coordinate workforce investment
activities carried out in the local area with statewide rapid response activities, as
described in section 134(a)(2)(A);
ESWC 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 a representative from
the Business Services unit and case managers frorrithaWlQA Adult 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 potentialtrade affected workers. The BSU representative is 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 anytime that is convenient for the employer and the affected workers,
and the Rapid Response workshop isavailable 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 take
the lead if it impacts 50 plus. The State also provides packets of information to give to affected workers during
workshops. Immediate andan-sitecontact with the employer, representatives of the affected workers, and the local
community, may :inclide an assessment of the:
• Layoft plans and'schedule of the employer;
• Potentia for averting the layoff(s) in consultation with Upstate Colorado Economic Development or the State
nomic development agencies, including private sector economic development entities;
aground and probable assistance needs of the affected workers;
Reemployment prospects for workers in the local community;
ilable resources to meet the short and long-term assistance needs of the affected workers.
8. PROVIDE A DESCRIPTION OF THE REPLICATED COOPERATIVE AGREEMENTS (AS DEFINED
IN SECTION 107(D)(11)) BETWEEN THE LOCAL BOARD OR OTHER LOCAL ENTITIES
DESCRIBED IN SECTION 101(A)(11)(B) OF THE REHABILITATION ACT OF 1973 (29 U.S.C.
721(A)(11)(B)) AND THE LOCAL OFFICE OF A DESIGNATED STATE AGENCY OR DESIGNATED
36
STATE UN ► T 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)) 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 a region , 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 opporturity 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.
9. IF DETERMIN I APPROPRIATE BY THE PLANNING REGION, DESCRIBE THE
COORDINATION OF TRANSPORTATION AND OTHER SUPPORTIVE SERVICES OR DISCUSS
WHY THESE ARE NOT APPROPRIATE FOR THE PLANNING REGION AT THIS TIME.
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 ) totaled 757.
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 I - 76, State Highway 34, State Highway 392 ,
and State Highway 14 catering to the East / West demand . General Aviation access can be found in the region at the
Greeley / Weld County Airport as well as the Erie Municipal Airport. Freight Rail Access is demonstrated in the maps that
follows:
Upstate Colorado , 2017
37
/ yenne
WYOMING ; NEBI
COLORADO
].T
Great Western Railway
(short line)
/ '- firgtcn
Fon Union Pacific Railway
T rnna
ra,Cana
4rat [ 1. .4 tntdsor
ve
•John -..;
BertheA
org,.‘04t
_• I. Burlington
NorthemlSanta Fe
a
10. IF DETERMINED APPROPRIATE BY THE PLANNING REGION, DESCRIBE HOW
ADMINISTRATIVE COST ARRANGEMENTS HAVE BEEN COORDINATED, INCLUDING THE
POOLING OF FUNDS FOR ADMINISTRATIVE COSTS OR DISCUSS WHY THESE ARE NOT _
APPROPRIATE FOR THE REGION AT THIS TIME.
PLANNING
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.
11 . THE ESTABLISHMENT OF AN AGREEMENT CONCERNING HOW THE PLANNING REGION
WILL COLLECTIVELY NEGOTIATE AND REACH AGREEMENT WITH THE GOVERNOR ON LOCAL
LEVELS OF PERFORMANCE FOR, AND REPORT ON, THE PERFORMANCE ACCOUNTABILITY
EASURES DESCRIBED IN . s . ' A SEC. 6 (C) FOR L„• A ' AS OR THE PLANNING REGION.
Since the local area is also the Planning Region (Weld ), 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 .
38
12. PROVIDE A DESCRIPTION OF HOW ONE -STOP CENTERS ARE IMPLEMENTING AND
TRANSITIONING TO AN INTEGRATED, TECHNOLOGY -ENABLED INTAKE AND CASE
MANAGEMENT INFORMATION SYSTEM FOR PROGRAMS CARRIED OUT UNDER THIS ACT AND
PROGRAMS CARRIED OUT BY ONE -STOP PARTNERS.
ESWC currently operates a number of the programs identified as partner programs in WIOA, including theyWorkforce
Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth Programs, the Title III Wagner-Peyser Act
(WP), 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 newly developed spreadsheets to
oversee caseloads and 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 a new case
management system within CBMS that will allow greater efficiencies for the Case Managers and clients. This new
system should allow for greater communication to and from our clients, reporting more outcomes and increasing
engagement with our clients. With this new system, the hope is that CDHS and COLE work together to improve
statewide efficiencies for the end users of the system and our clients.
13. BRIEFLY DESCRIBE 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 2020 Regional Workforce Development Board meeting
with Larimer County and ESWC Leadership collaborated to clarify where needed.
Notice of the Plan availability for review will be 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.
Employersand labor: representatives on the WCWDB will have input opportunity. 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
3O -day deadline for commentary and with Commissioner approval, the plan will be submitted.
14. DESCRIBE THE PROCESS USED BY THE LOCAL BOARDS IN THIS PLANNING REGION TO
PROVIDE AN OPPORTUNITY FOR PUBLIC COMMENT, INCLUDING COMMENT BY
REPRESENTATIVES OF BUSINESSES AND COMMENT BY REPRESENTATIVES OF LABOR
ORGANIZATIONS, AND INPUT INTO THE DEVELOPMENT OF THE PLAN PRIOR TO ITS
SUBMISSION.
39
As the local area is also the Planning Region (Weld), please see the above description of the public comment process
for the regional plan.
B. FOR YOUR LOCAL AREA IN THE PLANNING REGION
1. PROVIDE AN ANALYSIS OF THE WORKFORCE DEVELOPMENT ACTIVITIES (INCLUDING
EDUCATION AND TRAINING) IN THE LOCAL AREA, INCLUDING AN ANALYSIS OF THE
STRENGTHS AND WEAKNESSES OF SUCH SERVICES, AND THE CAPACITY TO PROVIDE
SUCH SERVICES, TO ADDRESS THE IDENTIFIED EDUCATION AND SKILL NEEDS OF THE
WORKFORCE AND THE EMPLOYMENT NEEDS OF EMPLOYERS IN THE LOCAL AREA.
The 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 activitiesand 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 identifiedneeds 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 TrainingConsortium (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 frommany 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 Hi -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 the local area 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
40
early 2000's. Since that time the Board has continued to be active in working with a variety of partners to develop
activities and services meet the health and wellness sector needs.
The Youth Committee and ESWC staff connected with the Aims Surgical Technology program advisors and were
informed of the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of
individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the
Youth Committee and ESWC staff members coordinated and supported the creation of a Sterile Processing Technician
certification, which is not currently available in Colorado, under STEM Career Pathway funding. By creatingthe 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. DESCRIBE THE LOCAL BOARD'S STRATEGIC VISION AND GOALS FOR PREPARING AN
EDUCATED AND SKILLED WORKFORCE (INCLUDING YOUTH AND INDIVIDUALS WITH
BARRIERS TO EMPLOYMENT), INCLUDING GOALS RELATING TO THE PERFORMANCE
ACCOUNTABILITY MEASURES BASED ON PRIMARY INDICATORS OF PERFORMANCE
DESCRIBED IN SECTION 116(B)(2)(A) IN ORDER TO SUPPORT ECONOMIC GROWTH AND
ECONOMIC SELF-SUFFICIENCY.
The WCWDB has three standing committees: Awareness Committee, the Partners Committee, and the Youth
Committee. A mandatory Board Orientation for Board Members was developed and implemented during PY17. This
action ensures the knowledge level of the board members is appropriate for the decisions on actions which are
brought before the board. All members are oriented within six months of being appointed to the board to align with
the Colorado High Performing Local Board requirements.
As indicated in its PY 16-19 Strategic Plan, the WCWDB Envisions:
• To direct the efforts of ESWC to operate an innovative, adaptive, and customer -driven workforce system which
ensures:
• Customer services are based upon individual needs and choices;
• Services provided are competitive and valuable;
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• Outcomes are measurable, and results orientated;
• Responsiveness to changing labor market conditions, customer profiles, and program regulations; and
Services are fiscally responsible.
As the 2019 Program Year comes to a close, the WCWDB is strategically planning for PY20-24 to align with the Regional
Plan.
3. DESCRIBE THE STRATEGIES AND SERVICES THAT WILL BE UTILIZED TO FACILITATE
ENGAGEMENT OF EMPLOYERS, INCLUDING SMALL EMPLOYERS AND EMPLOYERS IN IN -
DEMAND INDUSTRY SECTORS AND OCCUPATIONS, IN WORKFORCE DEVELOPMENT
PROGRAMS. SPECIFICALLY:
What outreach activities are planned to increase business engagement in your
local area?
The Business Services Unit (BSU) partners with Chambers throughout Weld County to strengthen our connections with
key business individuals in the local communities. 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.
ii. How will 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.
iii. How will the members (particularly business members) of the LWDB and Youth
CouncilJcomm≥ttee 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.
iv. How will sector partnerships 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
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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.
v. What are your objectives and goals for these activities?
4. DISCUSS THE IMPLEMENTATION OF INITIATIVES DESIGNED TO MEET THE NEEDS OF
EMPLOYERS IN THE LOCAL AREA THAT SUPPORT THE LOCAL BOARD'S STRATEGY,
INCLUDING:
i. Work -Based Learning Programs: Explain how you will utilize and promote,
incumbent worker training programs, on-the-job training programs, customized
training programs, internships, or other activities for 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 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. Eachof these initiatives were aligned with WBL opportunities.
Activities such as these will continue and avenues for expansion will be explored.
The Business Services Team 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 INBL through a variety of avenues, leveraging funds and increasing the total number of
youths served by ESWC. Additional initiatives include facilitating Corps based models, including AmeriCorps grant
funding. The Weld County Youth 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 brightfutures 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
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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/DW:
Business Services 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..,
In addition to Weld Works for Youth (WW4Y), (the 2Gen TANF Employment Program), ESWC Launched, in February of
2018, the Colorado Works Subsidized Training and Employment Program (STEP). This is a collaborative effort between
the Colorado Department of Human Services (CDHS) and the CDLE that is working to provide WBL opportunities for
TANF recipients in Weld County. Employers provide WBL opportunities to build experience, expand employment skills
and create opportunities for participants to gain permanent employment. Additionally, STEP focuses on recruiting
small, local businesses to help with the growth of our community.
The WBL meetings expanded to include a WBL Leadership Team. This team consists of frontline staff from each unit in
ESWC who jointly decide upon the direction and agenda of the WBL monthly meetings. 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.
ii. Apprenticeships: USDOL and CDLE are emphasizing the importance of
apprenticeships. Please provide a detailed response which includes the steps you will
take to increase apprenticeship opportunities for your customers during the next
program year.
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ESWC is committed to increasing apprenticeship opportunities for our clients. 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, ESWC will continue to support, other
regions needing assistance with funding Registered Apprenticeship opportunities. The strategy of the State
Apprenticeship Consultants will continue to assist ESWC in the creation of new Registered Apprenticeships
iii. Sector Partnerships Participation: Explain how you will utilize the relationships
built by your Business Services Team to enhance or expand participation in Sector
Partnerships and also expand business services efforts. Indicate 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 ongoing.
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.
iv. Sector Partnerships - Status and Objectives: In your local area or with partner local
areas, what sector partnerships are you engaged in or do you plan to engage in during
PY20? Indicate the current status of your partnerships, (active, emerging, or
exploring), plus PY20 planned objectives and measurable outcomes. Note: For Sector
Partnership`Information, please visit: https://www.colorado.gov/cwdc/sector-
partnershps
This section was addressed in section A. 4. of this plan.
v. Career Pathways: Explain how you will utilize information gathered through your
Business Services Team to provide a baseline for consideration of new or enhanced
Sector Partnerships, and how this information will be used to inform changes to or
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development of Career Pathways in your Local Area. Indicate specific PY20 planned
objectives and measurable outcomes.
This section was addressed in section A. 5. of this plan.
5. DESCRIBE HOW THE LOCAL BOARD, WORKING WITH THE ENTITIES CARRYING OUT CORE
PROGRAMS, WILL EXPAND ACCESS TO EMPLOYMENT, TRAINING, EDUCATION, AND
SUPPORTIVE SERVICES FOR ELIGIBLE INDIVIDUALS, PARTICULARLY ELIGIBLE INDIVIDUALS
WITH BARRIERS TO EMPLOYMENT, INCLUDING HOW THE LOCAL BOARD WILL FACILITATE
THE DEVELOPMENT OF CAREER PATHWAYS AND CO -ENROLLMENT, AS APPROPRIATE, IN
CORE PROGRAMS, AND IMPROVE ACCESS TO ACTIVITIES LEADING TO A RECOGNIZED
POSTSECONDARY CREDENTIAL (INCLUDING A CREDENTIAL THAT IS AN INDUSTRY -
RECOGNIZED CERTIFICATE OR CERTIFICATION, PORTABLE, AND STACKABLE);
The Weld County Bright Futures program has been revitalized since its inception'. Bright Futures is now under the
leadership of Upstate Colorado Economic Development. 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.
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.
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.
• 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.
ESWC received a TANF STEP grant which allows for the Department to help subsidize employment for our clients, with
the intent of those participants obtaining regular full-time employment at the end of the subsidized employment
period.
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TANF and TANF STEP 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.
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 are; 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 WtOA Program.
6. DESCRIBE THE STRATEGY TO WORK WITH ADULT EDUCATION PROVIDERS FUNDED
UNDER TITLE 11 OF WIOA AND VOCATIONAL REHABILITATION TO ALIGN RESOURCES
AVAILABLE TO THE LOCAL AREA, TO ACHIEVE THE STRATEGIC VISION AND GOALS
DESCRIBED IN QUESTION 5.
ESWC has had long standing relationships with IRCNOCO, formally Right to Read, the predominant local Title II Adult
Education and Literacy provider, and theregional office for DVR. The Director of IRCNOCO and the Regional Supervisor
for DVR have been part of the WCWDB for years and as a result have been involved in the collaborative development
of programs, services, initiatives, and business services activities to the benefit of the local community.
Right to Read and the Global Refugee Center merged to form the Immigrant and Refugee Center of Northern Colorado
(IRCNOCO). This has enhanced services provided to the refugee population for both the WP and TANF programs in
addition to services to -WIOA customers in need of literacy services. IRCNOCO continues to be involved in the
coordination of services to customers for hiring events, career events and job development for co -enrolled clients by
targeting business engagement opportunities and expanding awareness of employment opportunities. The MOU
outlines the roles and responsibilities of both ESWC and IRCNOCO regarding the provision of services and the
alignment of resources to achieve the strategic goals.
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.
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ESWC staff have ensured linkages between youth programs and the DVR SWAP programs available in local area
schools and have previously been a part of the local Community Transitions Team, and the City of Greeley Commission
on Disabilities. Assistive/Adaptive technology continues to be available in both the ESWC resource room and the
Assessment and Learning Center for customers in need of such devices and equipment. Additionally, DVR utilizes the
Assessment and Learning Center for a variety of assessments for their customers.
The Business Services Unit (BSU) of ESWC continues to coordinate services and events with and through the DVR
Regional Business Outreach Specialist (BOS). The coordination of services includes, but is not limited to, hiring events,
career events and job development for co -enrolled clients by targeting business engagement opportunities and
expanding awareness of employment opportunities for individuals with disabilities. The Memorandum of
Understanding between the Board of Commissioners of Weld County on behalf of the Weld County Department of
Human Services, Division of Employment Services outlines the roles and responsibilities of both ESWC and DVR
regarding the provision of services and the alignment of resources to achieve the WCWDB's strategic goals.
Additionally, the Business Outreach Specialist, presents, at a minimum annually, information on services available
through DVR at ESWC in an Employer Seminar. The information is well received by local employers.
7. DESCRIBE THE STRATEGIES AND SERVICES THAT WILL BE UTILIZED TO STRENGTHEN
LINKAGES BETWEEN THE ONE -STOP DELIVERY SYSTEM AND UNEMPLOYMENT INSURANCE
PROGRAMS.
ESWC has extensive experience in serving UI claimants. In 2012-2013, processes were implemented under the
Emergency Unemployment Compensation Program. A major component was the development of a UI eligibility
assessment. With program requirements for extended benefits, UI claimants were required to participate in activities
designed to increase employment searches and employability skills to find and obtain employment. Services for UI
claimants have included:
• Assessments including basic skills, interest inventories, aptitude and attitudinal assessments
• Testing including the Work Readiness Certification
• One on one or group staff assistance regarding labor market and occupational information
• Interview and resume workshops and assistance
• individualized job search assistance
• Referral services to training including WIOA funded training
• Resources are utilized to provide assistance with applications for Federal Pell Grants, including linkages with
the educational opportunity center, community colleges and universities, on site material and appropriate
web -based sites
• Other allowable services as identified under WP
Building upon these strategies, ESWC continues successful coordination with the Division of UI to assist claimants by
implementing UI profiling strategies through programs known as LINKS to Re-employment and the Reemployment
Services and Eligibility Assessment (RESEA) program. These services have assisted clients in finding employment on an
expedited basis and increased access to training and educational services that will assist in re-employment
opportunities. ESWC also has seen an increase in individuals filing claims at the workforce centers. Staff has become
proficient at assisting clients, answering basic claim questions while filing and directing them to UI representatives on
the CHAT line for more extensive questions regarding benefits.
8. DESCRIBE HOW THE LOCAL BOARD WILL COORDINATE WORKFORCE INVESTMENT
ACTIVITIES CARRIED OUT IN THE LOCAL AREA WITH ECONOMIC DEVELOPMENT ACTIVITIES
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CARRIED OUT IN THE PLANNING REGION, AND PROMOTE ENTREPRENEURIAL SKILLS
TRAINING AND MICROENTERPRISE SERVICES;
ESWC works closely with the Weld County Economic Development organization, Upstate Colorado. The ESWC Business
Services Unit is routinely called upon by Upstate Colorado to assist with 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. PROVIDE A DESCRIPTION OF THE WORKFORCE DEVELOPMENT SYSTEM IN THE LOCAL
AREA THAT IDENTIFIES THE PROGRAMS THAT ARE INCLUDED IN THAT SYSTEM. ALSO
DESCRIBE HOW YOU WILL PARTNER WITH THE REQUIRED WIOA PARTNERS TO INCREASE
AWARENESS OF CAREER PATHWAYS AND THE CRITICAL ROLE THAT WORKFORCE
DEVELOPMENT PLAYS IN ENSURING THAT ALL COLORADANS HAVE ACCESS TO
EDUCATIONAL AND CAREER PATHWAYS THAT RESULT IN MEANINGFUL EMPLOYMENT.
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 Region 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 and strives to align existing program 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. DESCRIBE THE ONE -STOP DELIVERY SYSTEM IN THE LOCAL AREA, IN PARTICULAR:
a. Identify the locations of the comprehensive physical one -stop centers (at least one)
within your local area; also list the locations of your network of affiliate sites, both
physical and electronically linked, such as libraries.
ESWC operates two comprehensive one -stop centers as follows:
• Main Location: 315 N 11 Avenue Bldg. B Greeley, CO 80631
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• South County Location: 2950 9th Street Fort Lupton, CO 80621
Additionally, linkages and collaborative efforts with the High Plains library district and the associated Carbon Valley
Library allow customers to be able to link electronically.
b. Identify your key strategies for integrating the core programs (WIOA Title I, II, III,
and IV programs), as well as all required partner programs, within the local :one -
stop system of comprehensive and affiliate offices.
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 longstanding
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.
c. Describe 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 TAN F, 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. Describe how the local board will facilitate access to services provided through the
one -stop delivery system, including in remote areas, through the use of technology
and through other means; include your intended use of virtual job fairs, the
upcoming virtual job shadowing capability, and other innovative strategies and
initiatives to streamline and enhance services, as well as increase access.
The use ofvirtual 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 or skype appointments to allow unemployed individual to complete their mandatory
unemployment requirements if they are located in remote locations or have moved out of state.
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e. Identify the types of assessments and assessment tools that will be utilized within
the one -stop delivery system and how these assessments will be coordinated
across participating programs to avoid duplication of effort and multiple
assessments of customers being served by more than one partner program.
ESWC offers an on -site Assessment and Learning Lab. The lab 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 Lab, 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 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. A description of how entities within the one -stop delivery system, including your
centers, one -stop operators and the one -stop partners, will comply with section
188, if applicable, and applicable provisions of the Americans with Disabilities Act
of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic
accessibility of facilities, programs and services, technology, and materials for
individuals with disabilities, including providing staff training and support for
addressing the needs of individuals with disabilities; and
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 accessibility of our workforce center, its programs and services for
people with disabilities was completed in June 2017. 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
K�x
websites, email, and assessments.
g. A. description of how the local board will ensure the continuous improvement of
eligible providers of services through the system and ensure that such providers
meet the employment needs of local employers, and workers and jobseekers;
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.
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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. Provide a description of how training services under chapter 3 of subtitle B will be
provided in accordance with section 134(c)(3)(G), 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 local
board will ensure informed customer choice in the selection of training programs
regardless of how the training services are to be provided.
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: Describe how you will engage
your LWDB and Youth Council/committee to increase the awareness of the services
offered to returning Veterans. out -of -school youth. individuals with disabilities.
long-term unemployed. and other targeted groups? What additional strategies will
be utilized to reach out to these groups? What are your objectives and goals for this
effort?
In outreach to individuals with barriers to employment, Veterans and their eligible spouses receive priority of service.
In addition to the 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 acre granted early admittance to the event.
To further increase Veteran access to services, an Adult Case Manager is co -located at the Northern Colorado Veteran
Resource Center (NCVRC) once a week.
An Adult Case Manager is co -located at the Housing Navigation Center once a week to provide services to individuals
experiencing homelessness.
The MSFW Outreach Specialist frequently conducts field visits to assess working conditions and provide supportive
services to workers. Additionally, they perform housing inspections and provide an annual picnic with representatives
from various community organizations are present to provide information and access to services.
11. PROVIDE A DESCRIPTION OF HOW THE LOCAL BOARD WILL COORDINATE EDUCATION
AND WORKFORCE INVESTMENT ACTIVITIES CARRIED OUT IN THE LOCAL AREA WITH
RELEVANT SECONDARY AND POSTSECONDARY EDUCATION PROGRAMS AND ACTIVITIES TO
COORDINATE STRATEGIES, ENHANCE SERVICES, AND AVOID DUPLICATION OF SERVICES;
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ESWC has a long-standing history of collaborative partnerships and efforts with both Adult Education, Aims
Community College and other education partners to increase training opportunities in the health care, energy,
transportation, manufacturing, administration, information technology and other local demand occupational areas.
Our educational partners are critical in the development of training to meet employer needs. ESWC Leadership has
been asked to participate with Advisory Committees at Aims Community College in the following areas:
Manufacturing/Industrial, Construction, and Healthcare. Additionally, Aims has representation on the WCWDB 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 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 availableresources 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 staffto 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. PROVIDE A DESCRIPTION AND ASSESSMENT OF THE TYPE AND AVAILABILITY OF ADULT
AND DISLOCATED WORKER EMPLOYMENT AND TRAINING ACTIVITIES IN THE LOCAL AREA;
IN PARTICULAR IDENTIFY HOW THE LOCAL AREA WILL EXPAND SERVICES TO DISLOCATED
WORKERS UTILIZING ALL SOURCES OF FORMULA AND DISCRETIONARY FUNDS TARGETED
TO THE DISLOCATED WORKER POPULATION:
When a resident of Weld Countyfindsthey 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 WIOA Adult or Dislocated Worker„ programs, they will begin with one-on-one intensive case management. ESWC
case managers have been trained to utilize information gathered by assessments and interviews with the client to
develop the best plan with the client to obtain unsubsidized, meaningful employment. This plan may include referrals
to any number of',In-house or community resources to assist the client 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 Lab 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
E WC Registration Unit has developed free workshops for clients in need of assistance with their resume, interview
skit 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 occurred in such industries as
health care, business administration, transportation, oil and gas, renewable energy, and manufacturing to name a few.
Clients have taken the opportunity to 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
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of vocational trainings that include three 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 skillstbey 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.
WIOA 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. PROVIDE A DESCRIPTION AND ASSESSMENT OF THE TYPE AND AVAILABILITY OF YOUTH
WORKFORCE INVESTMENT ACTIVITIES IN THE LOCAL AREA, INCLUDING ACTIVITIES FOR
YOUTH WHO ARE INDIVIDUALS WITH DISABILITIES, WHICH DESCRIPTION AND
ASSESSMENT SHALL INCLUDE AN IDENTIFICATION OF SUCCESSFUL MODELS OF SUCH
YOUTH WORKFORCE INVESTMENT ACTIVITIES; IN ADDITION, INDICATE HOW SERVICES TO
OUT -OF -SCHOOL YOUTH 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. 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, Connecting
Colorado, job search, completing job applications, interview skills and resume preparation. Youth also navigate public
transportation system to attend the workshops further developing life skills to be utilized to increase their
independence. ESWC's strong collaborative partnership with SWAP has led to successful work experience placements
for youth with disabilities. ESWC provides the wages and Weld County provides Workers Compensation coverage while
SWAP provides extensive individualized job coaching as necessary. Leveraging resources and aligning the delivery of
services has proved to be successful and impactful to youth participants.
ESWC has historically engaged and targeted out -of -school youth in WIA and has continued to have this level of focus
in WIOA. Through the WCWDB and the Youth Committee, disenfranchised out -of -school youth has been identified as a
priority target youth group in an effort to help meet the needs of Weld 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 Officers, 19th Judicial District, Platte Valley Youth Services Center, Senate Bill 94, Youth
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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 (landwater, 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, experientialkearr i~ng, 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 wed 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.
14. PROVIDE A DESCRIPTION OF HOW THE LOCAL BOARD WILL COORDINATE WORKFORCE
INVESTMENT ACTIVITIES CARRIED OUT UNDER THIS TITLE IN THE LOCAL AREA WITH THE
PROVISION OF ADULT EDUCATION AND LITERACY ACTIVITIES UNDER TITLE II IN THE LOCAL
AREA, INCLUDING A DESCRIPTION OF HOW THE LOCAL BOARD WILL CARRY OUT,
CONSISTENT WITH SUBPARAGRAPHS (A) AND (B)(►) OF SECTION 107(D)(11) AND SECTION
232, THE REVIEW 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. PROVIDE A DESCRIPTION OF HOW THE LOCAL BOARD WILL COORDINATE WORKFORCE
INVESTMENT ACTIVITIES CARRIED OUT UNDER THIS TITLE IN THE LOCAL AREA WITH THE
PROVISION OF TRANSPORTATION, INCLUDING PUBLIC TRANSPORTATION, AND OTHER
APPROPRIATE SUPPORTIVE SERVICES IN THE LOCAL AREA.
The WCWDB and ESWC have adopted a supportive services policy to ensure that services are provided on a consistent
and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment,
or to participate in and complete career or training services and who are unable to obtain such services through other
program means. The supportive services that may be provided are: transportation, child care/dependent care, job
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related medical expenses, special clothing, license costs, assistance to secure bonding, books and supplies for
training and work tools.
16. PROVIDE A DESCRIPTION OF PLANS AND STRATEGIES FOR, AND ASSURANCES
CONCERNING, MAXIMIZING COORDINATION OF SERVICES PROVIDED BY THE STATE
EMPLOYMENT SERVICE UNDER THE WAGNER-PEYSER ACT (29 U.S.C. 49 ET SEQ.) AND
SERVICES PROVIDED IN THE LOCAL AREA THROUGH THE ONE -STOP DELIVERY SYSTEM, TO
IMPROVE SERVICE DELIVERY AND AVOID DUPLICATION OF SERVICES.
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 _ y
17. IDENTIFY THE ADMINISTRATOR/ADMINISTRATIVE ENTITY RESPONSIBLE FOR THE
DISBURSAL OF TITLE I AND III FUNDS IN THE LOCAL AREA, AS DETERMINED BY THE CHIEF
ELECTED OFFICIAL OR THE GOVERNOR, AND THE FISCAL AGENT IF DIFFERENT.
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. A DESCRIPTION OF THE COMPETITIVE PROCESS TO BE USED TO AWARD THE SUB -
GRANTS AND CONTRACTS IN THE LOCAL AREA FOR ACTIVITIES CARRIED OUT UNDER THIS
TITLE.
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 a5 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 REP'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 inthe local area 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 the local area 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 the ability of the providers to meet performance accountability measures based on primary indicators
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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. PROVIDE A DESCRIPTION OF THE LOCAL LEVELS OF PERFORMANCE NEGOTIATED WITH
THE GOVERNOR AND CHIEF ELECTED OFFICIAL PURSUANT TO SECTION 116(C), TO BE USED
TO MEASURE THE PERFORMANCE OF THE LOCAL AREA AND TO BE USED BY THE LOCAL
BOARD FOR MEASURING THE PERFORMANCE OF THE LOCAL FISCAL AGENT (WHERE
APPROPRIATE), ELIGIBLE PROVIDERS UNDER SUBTITLE B, AND THE ONE -STOP DELIVERY
SYSTEM, IN THE LOCAL AREA.
The process for agreement with the Governor regarding performance accountability measures were thal'same in
Program Year 16 as they were for WIA. As additional guidance is received from the US Departmentof 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. PROVIDE A DESCRIPTION OF THE ACTIONS THE LOCAL BOARD WILL TAKE, IF ANY,
TOWARD ACHIEVING THE HIGH PERFORMING BOARD DESIGNATION AS OUTLINED IN THE
COLORADO HIGH PERFORMING LOCAL WORKFORCE DEVELOPMENT BOARD RUBRIC (PGL
GRT-2O19-01) ATTACHMENT 3).
The WCWDB was designated as a high performing board for PY17 and PY18 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 condnctoutreach 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.
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20. USE OF EVIDENCE IN DECISION MAKING AND PROGRAM IMPLEMENTATION.
Colorado is focused on enhancing its use of evidence to inform workforce development strategies and to influence the
design and execution of initiatives By measuring progress and the results of implementation, the state overall and
each local area will be able to collect data that can move our work along an evidence continuum. When we refer to an
'evidence -based' program or strategy, it is helpful to have a shared definition. Evidence of effectiveness exists on a
spectrum, including:
a. Strong evidence: meaning at least two evaluation reports have demonstrated that an intervention or strategy
has been tested nationally, regionally, at the state- level, or with different populations or locations" in the same
local area using a well -designed and well -implemented experimental design evaluation (i e -Randomized
Controlled Trial (RCT)) or a quasi -experimental design evaluation (QED) with statisticallymatched comparison
(Le, 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.
Please describe which level of evidence applies to the overall approach of your local
area in implementing programs. If any specific programs have a higher use of evidence
than your programs overall, please highlight those programs. Additionally, would your
local area be interested in receiving technical assistance on the application of
evidence -based practices to workforce development?
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 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.
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21. DESCRIBE THE PROCESS USED BY THE LOCAL BOARD, CONSISTENT WITH SUBSECTION
(D), TO PROVIDE AN OPPORTUNITY FOR PUBLIC COMMENT, INCLUDING COMMENT BY
REPRESENTATIVES OF BUSINESSES AND COMMENT BY REPRESENTATIVES OF LABOR
ORGANIZATIONS, AND INPUT INTO THE DEVELOPMENT OF THE LOCAL PLAN, PRIOR TO
SUBMISSION OF THE PLAN.
Please see section A.4. for a description of the process for the public to provide comments on the plan.
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