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Home My WebLink About20203148.tiffRESOLUTION RE: APPROVE EXPENDITURE AUTHORIZATION WORK PLANS AND 2020-2023 UPSTATE REGIONAL PLAN FOR VARIOUS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) WORKFORCE DEVELOPMENT BOARD PROGRAMS AND AUTHORIZE CHAIR TO SIGN WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS, the Board has been presented with an Expenditure Authorization Work Plans and the 2020-2023 Upstate Regional Plan for the Workforce Innovation and Opportunity Act (WIOA), Wagner-Peyser, and Employment Support Funds (ESF) Workforce Development Board Programs between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment, commencing July 1, 2020, and ending June 30, 2022, with further terms and conditions being as stated in said expenditure authorization work plans and 2020-2023 plan, and WHEREAS, after review, the Board deems it advisable to approve said expenditure authorization work plans and 2020-2023 plan, copies of which are attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Expenditure Authorization Work Plans and the 2020-2023 Upstate Regional Plan for the Workforce Innovation and Opportunity Act (WIOA), Wagner-Peyser, and Employment Support Funds (ESF) Workforce Development Board Programs between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment, be, and hereby are, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said expenditure authorization work plans and 2020-2023 plan. Cc:05D, AcT(Bc/GD) Il/o3/2O 2020-3148 HR0092 EXPENDITURE AUTHORIZATION WORK PLANS AND 2020-2023 UPSTATE REGIONAL PLAN FOR VARIOUS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) WORKFORCE DEVELOPMENT BOARD PROGRAMS PAGE 2 The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 21st day of October, A.D., 2020, nunc pro tunc July 1, 2020. ATTEST: �j„QZICV ) c .4.0:„k. Weld County Clerk to the Board County £ ttorney Date of signature: IOW /?-O BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO c Mike Freeman, Chair reno, Pro-Tem Kevin D. Ross r 2020-3148 HR0092 PRIVILEGED AND CONFIDENTIAL MEMORANDUM DATE: October 13, 2020 TO: Board of County Commissioners — Pass -Around FR: Jamie Ulrich, Director, Human Services RE: Program Year 2020-2023 Employment Services of Weld County Workforce Development Board Upstate Regional Plan and Expenditure Authorizations Please review and indicate if you would like a work session prior to placing this item on the Board's agenda. Request Board Approval of the Departments' Program Year 2020-2023 Employment Services of Weld County Workforce Development Board's Upstate Regional/Local Plan and Expenditure Authorizations. Employment Services of Weld County (ESWC) is submitting a new four-year regional/local plan as required by the Workforce Innovation and Opportunity Act (WIOA) of 2014. The Upstate Regional Plan, funding streams, programs, and activities are subject to the laws and regulations set forth by WIOA. Within the document, ESWC addresses continuous initiatives which include, but are not limited to, Business Services, Re - Employment and Youth Services, Outreach Strategies and the facilitation of WIOA. Funds appropriated for Adult, Dislocated Worker and Youth are provided pursuant to the master agreement, approved January 15, 2018., and identified as Tyler ID 2018-0190. As in years past, funds appropriated for the Adult, Dislocated Worker, Youth and Wagner- Peyser Employment Services formula allocated programs are provided pursuant to the approved Local Plan, requiring that services be provided as part of Colorado's American Job Service system established by the State. The Employment Support Fund (ESF) may be used to carry out employment and training activities in the workforce region and/or to support workforce center operations. Funding is as follows: 20-001 WIOA 20-001 WIOA PY20 Dislocated Worker PY20 Adult 7-1-2020 TO 6-30-2022 7-1-2020 TO 6-30-2022 576,011 $74,905 20-001 WIOA PY20 Youth 7-1-2020 TO 6-30-2022 $515,022 20-001_WP PY20 Wagner Peyser 7-1-2020 TO 6-30-2022 $470,496 Pass -Around Memorandum, October 13, 2020 - CMS 4165 Page 1 2020-3148 iota' HHRaog2 PRIVILEGED AND CONFIDENTIAL 20-001 ESF PY20 (SFY21) ESF 7-1-2020 TO 6-30-2021 S370,437 I do not recommend a Work Session. I recommend approval of this Plan and Expenditure Authorization and authorize the Chair to sign. Mike Freeman, Chair Scott James Barbara Kirkmeyer Steve Moreno, Pro -Tern Kevin Ross Approve Schedule Recommendation Work Session Other/Comments: Pass -Around Memorandum, October 13, 2020 - CMS 4165 Page 2 WORK PLAN NFA #WE20-001_WIOA Local Area: WELD COUNTY This WORK PLAN is agreed to by the partys' signature below: x x For the Local Area Delay sprat or S)ev*a Racins,n crisS$4via to +w%. ran Wes RetwisavalcErnercan parr X4O ¶0.06 0G21 44 -0600 LWDB Chair or Designee Date: Lora Lawrence 91,4:1027:707:717"°04 06t0 Workforce Center Director or Designee Date: I. WORK PLAN SUMMARY Chair, rtyirr otar r Dei Date: Q A. THIS WORK PLAN IS FOR (INSERT NFA TABLE BELOW): For Workforce Development Programs x Operations Manager or Designee Date: 10/22/2020 Does this WORK PLAN include a request for Transfer of Funds. /DYES LIMO If YES, complete Section V. NFA## WE- Funding Year I Program/Source Plesiodd Performance Code Amount FQrmla FAIN U CFDA# 20- PY20 Adult 7-1-2020 4A60 $76,O11 r 17.258 , AA-34758-20- 001_WIOA TO 4A80 55-A-8 6-30-2022 2O- PY20 Dislocated 7-1-2020 4060 $74,905 Y 17.278 AA-34758-20- 001_W1OA Worker TO 4D80 55-A-8 6-30-2022 - 20- PY20 Youth 7-1-2020 4Y60 $515,022 Y 17.259 AA-34758-20- 001_WIOA TO 4Y70 55-A-8 6-30-2022 4Y80 B. THIS WORK PLAN MODIFICATION IS FOR : SELECT APPROPRIATE CHECK BOX AND INCLUDE A BRIEF EXPLANATION HERE:_CLICK OR TAP HERE TO ENTER TEXT. ❑ CHANGE TO WORK PLAN COMPONENTS OR PROJECT PLAN ❑ CHANGE TO BUDGET ❑ CHANGE TO PERFORMANCE OUTCOMES ❑ TRANSFER BETWEEN AD & DW (IF CHECKED, COMPLETE SECTION V) ❑ OTHERCIick or tap here to enter text. (complete rill changes in review/track chonges/strikethrough mode and II PROGRAM CONTACTS highlight new information/ LOCAL AREA COORDINATOR WDP PROGRAM COORDINATOR WDP LIAISON Name: Phone Tracey or Email: Brookover 970-400-6783 Name:Brad Phone or Email:303-318-8840 Roller Name:Brad Phone or Email:303-318-8840 Roller Name: Phone Tracey or Email: Brookover 970-400-6783 Name:Brad Phone or Email:303-318-8840 Roller Name:Brad Phone or Email:303-318-8840 Roller Name: Phone Karina Amaya or Email: 970-400-6763 Name:Brad Phone or Email:303-318-8840 Roller Name:Brad Phone or Email:303 Roller 318-8840 WORK. PLAN 1.19 oZO oZO ',3/'('(1 ■ WORK PLAN NFA #WEZ0-001_WIOA Local Area: WELD COUNTY III. FUNDING PROVISIONS (CHECK ONE) ■ No changes to previous provisions. Funding provisions included or embedded below: IV. WORK PLAN A. WORK PLAN TYPE (SELECT ONE) Annual Compliance Plan is the WORK PLAN and incorporated by reference. Project Plan/Grant proposal is attached as the WORK PLAN. WORK PLAN follows in Section IV, B & C below. WORK PLAN modification follows in Section IV, B&C below and/or Section VI. ■ ■ WORK PLAN 1.19 WORK PLAN NFA #LVV E20 -001_\N IOA Local Area: WELD COUNTY B. WORK PLAN COMPONENTS (CHECK ALL THAT APPLY) 1. Planning 7. Business Services ❑ ❑ 2. Outreach 8. Sector Strategies ❑ ❑ 3. Partnerships 9. Career Pathways ❑ ❑ 4. Program Integration 10. Evaluation ❑ 5. Service Delivery 11. 0ther:Click or tap here to enter ❑ ❑ 6. Work Based Learning ❑ C. WORK PLAN COMPONENT OUTLINE DATE RANGE: 7/1/2020-6/30/2022 Note: Component rows will automatically expand to fit multiple bullet points Component U Program/Project Activities 'LIST As BULLET POINTS- Completion *If indicate Estimated Date ongoing, "OG" Anticipated -LIST As BULLET Outcome (s) POINTS- 1 2 3 4 5 6 7 8 9 10 11 WORK PLAN 1.19 WORK PLAN NFA #\NE20-001_WlOA Local Area: WELD COUNTY V. TRANSFER REQUEST (CHECK ONE) Tier I (Up To 50%) ■ Tier 2 (Between 51% And 75%) ■ Tier 3 (Between 76% And 100%) ■ A. REASON FOR REQUEST (SEE PGL WIOA 2017-01) ■ WORK PLAN 1.19 WORK PLAN NFA #WE20-001_WIOA Local Area: WELD COUNTY FOR CDLE USE ONLY: 1. TIER 1(CHECKALr THAT APPLY) ■ Local Area has a documented need to transfer funds in order to respond to market conditions and use resources effectively that is based on labor market information, Worker Readjustment and Retraining Notification (WARN) notices, or one -stop center data. Local Area has met the 70% expenditure requirement for funding available during the prior program year for Adults and Dislocated Workers; and ■ Local Area is on track to meet participant measurements for the Adult and Dislocated Worker programs. 2. TIER 2(CHECKALL THAT APPLY) All Tier 1 items and: Local area is on track to meet priority of service requirements for the Adult program; Local area is enrolling participants in Work -based Training (On the Job Training, Apprenticeships, Internships, Work Experiences, etc.) as part of the plan; and ■ Local area is conducting outreach activities to Dislocated Workers, such as participation in Rapid Response or Reemployment Services and Eligibility Assessment (RESEA), across all eligibility categories applicable to the local area and to those with barriers to employment. 3. TIER 3 (CHECK ALL THAT APPLY) All Tier 1 and 2 items and: Local area has a documented, significant need to transfer funds; Local area has collaaoration with Partner Agencies demonstrated by co -enrollments and leveraging of multiple funding streams and program referrals; and Local Area has met or is on track to meet its goals for discretionary grants that serve adults and dislocated workers. WORK PLAN 1.19 WORK PLAN NFA #WE20-00J___WIOA Local Area: WELD COUNTY VI. CHARTS (BUDGET & PERFORMANCE) This information will reside in a Workbook, as a separate document from the Workplan, to provide annual and historical data. Adult Projected Quarterly Projected Allocations ADULT 4th Quarter PY 19 Carry In New Allocation (PY29) New Allocation FY21 Total(Carry in f New Allocation) Administration $47,692 $7,601 $0.00 $55,293 Program $115,539 $68,410 $0.00 $183,949 Total/ALL $163,231 $76,011 $0.00 $239,242 ADJUSTED TOTAL AFTER TRANSFERS (Tab 2) $239,242 Adult Projected Quarterly Expenditures — Cumulative 1st Quarter % Expended of Iota I 7/1/20-9/30/20 Program $64,930 27% 2nd Quarter % Expended of Total 10/1/20-12/31/20 $26,506 $81,713 $108,219 45% 3rd Quarter % Expended of Total 1/1/21-3/31/21 $42,409 $130,740 $173,149 72% 4th Quarter % Expended o Total 4/1/21-6/30/21 $53,012 $163,426 90% $216,438.00 .. n.._..r. 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter CPP = $ 1,472.37 Total Cumulative Participants *(include carry -in and NEW) Carry -In New Participants (Cumulative) New Participants in WBL % New Participants in WBL % of New WBL Participants in RAs Targeted Populations % Employed at 2nd Quarter* % Employed at 4th Quarter* Median Earnings at 2nd Quarter* Credential Attainment* 78 49 2 24 41 76.0% 75.00% $7,061.00 70.00% 29 49 98 4 76.0% 75.00% $7,061.00 70.00% 127 7 66 76.0% 75.00% $7,061.00 70.00% 98 10 83 76.0% 75.00% $7,061.00 70.00% WORK PLAN 1.19 WORK PLAN NFA #VV E 20-001W WIOA Local Area: WEL; COUNTY Measurable Skills Gains 62.50% 62.50% 62.50% 62.50% DISLOCATED WORKER and ENHANCED DISLOCATED WORKER DW& EDW 4th Quarter PY 19 Carry In New Allocation DW (PY20) New Allocation DW (FY21) New Allocation EDW (FY21) Total(Carry in + New Allocations) Administration $45,935 Program $130,830 Total/DW $176,765 $7,490 $0.00 $0.00 $.53,47 5 $67,415 $0.00 $74,905 $0 $0.00 $198,245 $0 $251,670 ADJUSTED TOTAL AFTER TRANSFERS $251,670 rearifforovs4 tirtri14:00 1st Quarter % Expended of Total 2nd Quarter % Expended of Total 3rd Quarter % Expended of Total 4th Quarter % Expended of Total 7/1/20-9/30/20 Admin Program 10/1/20-12/31/20 1/1/21-3/31/21 $114,599 46% $183,358 73% 4/1/21-6/30/21 $229,198.00 91% DW PROGRAMS OUTCOME CHART -CUMULATIVE 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter y \tl✓ /.y n}t'Z�sa1;._:'�is��r"Z4.....Mas•1.1riS4tiiilc°1nd')I "rf AV t.4^11:-.- mj?`y‘;J!'"�."'d"S �3 -,y .%. CPP = $ 2,064.85 Total Cumulative Participants *(include carry -in and NEW) 59 74 1 96 111 Carry -In from PY 19 37 New Participants (cumulative) 22 37 59 74 New Participants in WBL 2 3 5 8 % New Participants in WBL 9% 8% 8% 11% New WBL Participants in Registered Apprenticeships (RA) 0 0 0 0 % of New WBL Participants in RAs 0% 0% 0% 0% Targeted Populations 18 31 50 62 % Employed at 2nd Quarter* 76.40% 76.40% 76.40% 76.40% % Employed at 4th Quarter* 76.90% 76.90% 76.90% 76.90% Median Earnings at 2nd Quarter* $9,000.00 $9,000.00 $9,000.00 $9,000.00 Credential Attainment* 67.00% 67.00% 67.00% 67.00% Measurable Skills Gains 58.60% 58.60% 58.60% 58.60% WORK PLAN 1.19 WORK PLAN NFA #WE20-001_WIOA Local Area: WELD COUNTY - -11&1144:4417t, , 4th Quarter PY 19 Carry In New Allocation (PY20) Total(Carry in -- New Allocation) Admin $9,302 $51,500 $60,802 Out School $60,548 $347,642 $408,190 In School $85,261 $115,880 $201,141 Total $155,111 $515,022 $670,133 14.4 i 20% Min. to WE (Program $) $ 92,704.40 WE Out Sch. $ 69,528.40 WE In Sch. $ 23,176.00 y .. ... C: �.ti ",.ax._ . .. - v _. c tiae. f:.. .. .. ,.. -. .. ... .. -. I :. ...'.. _Y`. ........ L.-. a.n. ..n - ...a. ..- 6.v 1st Quarter 7/1/2®_ 9/30/20 % ExpendedExpendedExpended Of Total 2nd 12/31/20 Quarter 10/1/20- % Of Total 3rd 1/1/21_ 3/31/21 Quarter % Of Total 4th Quarter 4/1/21- 6/30/21 % Expended Of Total Admin $13,605 $22,676 $36,281 $45,352 YOS $91,169 $151,948 $243,117 $303,897 YIS $49,913 $83,188 $133,101 $166,377 Total $154,687 23% $257,812 38% $412,499 62% $515,626 77% ♦ \ - ♦RC^ 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter CPP = $3,087.58 Total Participants NEW) (carry -in and 109 125 151 167 Carry -In 84 Cumulative New Participants 25 41 67 83 Targeted Populations 21 34 57 70 % Employed @ 2nd Qtr.* 67% 67% 67% 67% % Employed @4th Qtr* 71% 71% 71% 71% Median Earnings @ 2nd Qtr* $3,954 $3,954 $3,954 $3,954 Credential Attainment* 63.00% 63.00% 63.00% 63.00% Measurable Skill Gains 58.80% 58.80% 58.80% 58.80% WORK PLAN 1.19 WORK PLAN NFA #WE20-001 WP tom! Area: WELD COUNTY i _ Weld County Wagner-Peyser WORK PLAN 1 This WORK PLAN is agreed to by the partys' signature below: x For the Local Area Cvitairr fl a srw r+cr..o.. . ivinSypas Roe.w rearm. cam vs. xtr `oM0471SSar LWDB Chair or Designee Date: X Lora Lawrence wr Si bY tors Lamina Da* 2O2O10%132S:13-06'0Q' Workforce Center Director or Designee Date: I. WORK PLAN SUMMARY X tilic--Tha OareChULry110 A. THIS WORK PLAN IS FOR (INSERT NM TABLE BELOW). For Workforce Development Programs x Operations Manager or Designee Date: 10/21/2020 Does this WORK PLAN include o request for Transfer of Funds. .117YES ®NO If YES, complete Section V. NFA# WE- Funding YearPerformance Program/Source Period of Code Amount Famuka CFDA# FAIN # 20-001_WP PY20 Wagner Peyser 7-1-2020 6-30-2022 TO 2050 $470,496 Y 17.207 _ ES -35332 -20 -55 - A-8 a B. THIS WORK PLAN MODIFICATION IS FOR : SELECT APPROPRIATE CHECK BOX AND INCLUDE A BRIEF EXPLANATION HERE: CLICK OR TAP HERE TO ENTER TEXT. CHANGE TO WORK PLAN COMPONENTS OR PROJECT PLAN CHANGE TO BUDGET CHANGE TO PERFORMANCE OUTCOMES TRANSFER BETWEEN AD & DW (IF CHECKED, COMPLETE SECTION V) OTHFRCIick or tap here to enter text. (complete all changes in review/track changes/strikethrough mode and II PROGRAM CONTACTS highlight new information) LOCAL AREA COORDINATOR WDP PROGRAM COORDINATOR ' WDP LIAISON Name:Brad Phone or Email:303-318-8840 Roller Name:Brad Phone or Email:303-318-8840 Roller Name: Phone Briana or Email: Davies 970-400-6744 WORK PLAN 1.19 0zo.20 -3�s�g WORK PLAN NFA #WE20-001_WP Local Area: WELD COUNTY III. FUNDING PROVISIONS (CHECK ONE) O IN No changes to previous provisions. Funding provisions included or embedded below: IV. WORK PLAN A. WORK PLAN TYPE (SELECT ONE) Annual Compliance Plan is the WORK PLAN and incorporated by reference. Project Plan/Grant proposal is attached as the WORK PLAN. WORK PLAN follows in Section IV, B & C below. WORK PLAN modification follows in Section IV, B&C below and/or Section VI. ■ ■ WORK PLAN 1.19 WORK PLAN NFA #1/4/E20-001_WP Local Area: WELD COUNTY B. WORK PLAN COMPONENTS (CHECK ALL THAT APPLY) Planning 7. Business Services 1. ❑ Outreach 8. Sector Strategies 2. ❑ ❑ Partnerships 9. Career Pathways 3. ❑ Program Integration 10. Evaluation 4. ❑ ❑ Service c Delivery 11. 0ther.��iicl<< . l..: 1 :. or �� . here to enter 5. ❑ � Work Based Learning 6. ❑ C. WORK PLAN COMPONENT OUTLINE DATE RANGE: 7/1/2020-6/30/2022 Note: Component rows will automatically expand to fit multiple bullet points Component # Program/Project Activities —LIST AS BULLET POINTS- Completion *If indicate Estimated ongoing, Date "OG" Anticipated -LIST Outcome AS BULLET (s) POINTS - 1 2 3 4 5 6 7 8 9 10 11 WORK PLAN 1.19 WORK PLAN NFA #WE20-001_WP Local Area° WELD COUNTY V. TRANSFER REQUEST (CHECK ONE) ■ Tier I (Up To 50%) ■ Tier 2 (Between 51% And 75%) ■ Tier 3 (Between 76% And 100%) A. REASON FOR REQUEST (SEE PGL WIOA 2017-01) FOR CDLE USE COL Y. 1, TIER 1(CH ECK A L L THAT A P P L Y) ■ Local Area has a documented need to transfer funds in order to respond to market conditions and use resources effectively that is based on labor market information, Worker Readjustment and Retraining Notification (WARN) notices, or one -stop center data. ■ Local Area has met the 70% expenditure requirement for funding available during the prior program year for Adults and Dislocated Workers; and ■ Local Area is on track to meet participant measurements for the Adult and Dislocated Worker programs. 2 TIER 2(CHECKALL THAT APPLY) All Tier 1 items and: Local area is on track to meet priority of service requirements for the Adult program; ■ Local area is enrolling participants in Work -based Training (On the Job Training, Apprenticeships, Internships, Work Experiences, etc.) as part of the plan; and ■ Local area is conducting outreach activities to Dislocated Workers, such as participation in Rapid Response or Reemployment Services and Eligibility Assessment (RESEA), across all eligibility categories applicable to the local area and to those with barriers to employment. 3. TIER 3 (CHECK ALL THAT APPLY) All Tier 1 and 2 items and: ■ ■ Local area has a documented, significant need to transfer funds; Local area has collaboration with Partner Agencies demonstrated by co -enrollments and leveraging of multiple funding streams and program referrals; and ■ Local Area has met or is on track to meet its goals for discretionary grants that serve adults and dislocated workers. WORK PLAN 1.19 WORK PLAN NFA #WE20-001_WP Local Area: WELD COUNTY VI. CHARTS (BUDGET & PERFORMANCE) This information will reside in a Workbook, as a separate document from the Workplan, to provide annual and historical data. WAGNER PEYSER CUMULATIVE PROJECTED EXPENDITURES PROG. CODE 2050 PY19 CARRY 4TH IN QTR Allocation PY 20 New 1st Quarter si 2nd Quarter 3rd Quarter 4th Quarter $230,679 $470,496 7/1/20-9/30/20 10/1/20-12/31/20 1/1/21-3/31/21 4/1/21-6/30/21 WAGNER PEYSER CUMULATIVE PERFORMANCE Total (Carry +New) in OUTCOMES $701,175 $168,007 $280,013 $448,020 $560,026 % Expended #REF! Total of 24% 4th 80% Quarter 40% 64% 1st Quarter 2nd Quarter CARRY participants -IN Participants New 3rd Quarter 0 0 7/1/20-9/30/20 10/1/20-12/31/20 1/1/21-3/31/21 4/1/21-6/30/21 Total (Carry +New) in 0 4,498 7,497 11n996 18,744 Emp Rate 2nd Qtr After Exit 57.00% 57.00% 57.00% 57.00% E m p Rate 4th Qtr After Exit 65.00% 65.00% 65.00% 65.00% Median Earnings 2nd Qtr After Exit $5,600 $5,600 $5,600 $5,600 Total Employers Served 232 388 620 970 Total Job Openings Received 3,024 5,041 8,066 12,604 WORK PLAN 1.19 WORK PLAN NFA tWE20-001 ESF Local Area: WELD COUNTY i Weld County ESF WORK PLAN i This WORK PLAN is agreed to by the partys' signature below: X x For the Local Area Ca OM Aso Rains caw xua *o 04 a se a 411m LWDB Chair or Designee Date: Lora Lawrence � 0:132/27 -One Workforce Center Director or Designee Date: I. WORK PLAN SUMMARY noolstesighos Chair�� ()pima Date: A. THIS WORK PLAN IS FOR (INSERT NFA TABLE BELOW) For Workforce Development Programs x Operations Manager or Designee Date: 10/22/2020 Does this WORK PLAN include a request for Transfer of Funds. DYES ONO If YES, complete Section V. NFA# WE- Funding Year Program/Source Period of e Code Amount Formula CFDA# FAIN # 20-001ESF (SFY21) PY20 ESF 7-1-2020 6-30-2021 TO 2W21 I $370,437 Y NA NA B. THIS WORK PLAN MODIFICATION IS FOR : SELECT APPROPRIATE CHECK BOX AND INCLUDE A BRIEF EXPLANATION HERE:_CLICK OR TAP HERE TO ENTER TEXT. ❑ CHANGE TO WORK PLAN COMPONENTS OR PROJECT PLAN ❑ CHANGE TO BUDGET ❑ CHANGE TO PERFORMANCE OUTCOMES TRANSFER BETWEEN AD & DW (IF CHECKED, COMPLETE SECTION V) OTHERCIick or tap here to enter text. (complete all changes in review/trock changes/strikethrough mode and highlight new information) ■ II. PROGRAM CONTACTS LOCAL AREA COORDINATOR WDP PROGRAM COORDINATOR [ WDP LIAISON I Name: Phone Briana or Email: Davies 970-400-6744 Name:Brad Phone or Email:303-318-8840 Roller I i Name:Brad Phone or Email:303-318-8840 Roller WORK PLAN 1.19 02°02° ji WORK PLAN NFA #WE20-001_ESF Local Area: WELD COUNTY III. FUNDING PROVISIONS (CHECK ONE) No changes to previous provisions. Funding provisions included or embedded below: IV. WORK PLAN ■ ■ ■ A. WORK PLAN TYPE (SELECT ONE) Annual Compliance Plan is the WORK PLAN and incorporated by reference. Project Plan/Grant proposal is attached as the WORK PLAN. WORK PLAN follows in Section IV, B & C below. WORK PLAN modification follows in Section IV, B&C below and/or Section VI. WORK PLAN 1.19 WORK PLAN NFA #WE20-001_ESF Local Area: WELD COUNTY B. WORK PLAN COMPONENTS (CHECK ALL THAT APPLY) 7. Business Services 1. ❑ Planning ❑ 8. Sector Strategies 2. ❑ Outreach ❑ 9. Career Pathways 3. ❑ Partnerships ❑ 10. Evaluation 4. ❑ Program Integration ® 11. Other:Click I.L.;..5.. or tap here to enter 5. a Service Delivery 0 6. a Work Based Learning C. WORK PLAN COMPONENT OUTLINE DATE RANGE: 7/1/2020-6/30/2021 Note: Component rows will automatically expand to fit multiple bullet points Component # Program/Project -LIST AS Activities BULLET POINTS- Completion *If indicate Estimated Date ongoing, "OG" Anticipated -LIST AS BULLET Outcome (s) POINTS - 1 2 3 4 5 6 7 8 9 10 11 WORK PLAN 1.19 WORK PLAN NFA #WE20-001_ESF Local Area: WELD COUNTY V. TRANSFER REQUEST (CHECK ONE) Tier I (Up To 50%) ■ Tier 2 (Between 51% And 75%) And 100%) ■ A. REASON FOR REQUEST (SEE PGL WIOA 2017-01) ■ Tier 3 (Between 76% N/A FOR CDLE USE ONLY: is TIER 1(CHECKALL THAT APPLY) ■ Local Area has a documented need to transfer funds in order to respond to market conditions and use resources effectively that is based on labor market information, Worker Readjustment and Retraining Notification (WARN) notices, or one -stop center data. ■ Local Area has met the 70% expenditure requirement for funding available during the prior program year for Adults and Dislocated Workers; and ■ Local Area is on track to meet participant measurements for the Adult and Dislocated Worker programs. r TIER 2(CHECKALL THAT APPLY) All Tier 1 items and: Local area is on track to meet priority of service requirements for the Adult program; Local area is enrolling participants in Work -based Training (On the Job Training, Apprenticeships, Internships, U Work Experiences, etc.) as part of the plan; and ■ Local area is conducting outreach activities to Dislocated Workers, such as participation in Rapid Response or Reemployment Services and Eligibility Assessment (RESEA), across all eligibility categories applicable to the local area and to those with barriers to employment. 3 TIER 3 (CHECK ALL THAT APPLY) All Tier 1 and 2 items and: ■ ■ Local area has a documented, significant need to transfer funds; Local area has collaboration with Partner Agencies demonstrated by co -enrollments and leveraging of multiple funding streams and program referrals; and Local Area has met or is on track to meet its goals for discretionary grants that serve adults and dislocated workers. WORK PLAN 1.19 WORK PLAN NFA #WE20-001_ESF Local Area: WELD COUNTY VI. CHARTS (BUDGET & PERFORMANCE) This information will reside in a Workbook, as a separate document from the Workplan, to provide annual and historical data. ESF CUMULATIVE PROJECTED EXPENDITURES Program Code Name Allocation 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 7/1/20- 9/30/20 10/1/20- 12/31/20 1/1/21- 3/31/21 4/1/21- 6/30/21 21A/21 ALLOCATION PY20 $370,437 $111,131 $185,218 $296,349 $370,437 Total $ 370,437 $111,131 $185,218 $296,349 $370,437 30% 50% 80% 100% % Ex pended of Total WORK PLAN 1.19 �c t 5 11 PY20-23 Upstate Re. lonal Plan Table of Contents Upstate Planning Region Summary A. Upstate Regional Plan 1. An analysis of the Upstate economic conditions 11 a. Existing and emerging in -demand industry sectors and occupations 11 b. The employment needs of employers in those industry sectors and occupations 18 2. An analysis of the knowledge and skills needed to meet the employment needs of the employers in the Upstate region, including employment needs in in -demand industry sectors and occupations18 3. An analysis of the Upstate region workforce, including current labor force employment and unemployment data, and information on labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment and Veterans 21 Labor Force and Market Trends 21 4. The development and implementation of sector initiatives for in -demand industry sectors or occupations for the Upstate planning region and how sector partnerships will be utilized to facilitate the engagement of employers, including small employers and employers in in -demand industry sectors and occupations, in workforce development programs 28 5. How career pathways will be used to meet the needs of employers and support work -based learning opportunities 32 6. Other strategies and services that will be used in the Upstate planning region to support a local workforce development system that meets the needs of businesses in the planning region 33 7. Efforts that have taken place or anticipated efforts to assess the need for and establish regional service strategies, including the use of cooperative service delivery agreements 35 a. The strategies and services that will be used in the Upstate planning region to better coordinate workforce development programs and services with regional economic development services and providers 36 b. How the Upstate planning region will strategically coordinate workforce investment activities with the provision of adult education and literacy activities under title II 38 c. How the Upstate planning region will strategically coordinate workforce investment activities with the provision of vocational rehabilitation services under title IV 38 d. The strategies and services that will be used in the Upstate planning region to strengthen linkages between the one -stop delivery system and unemployment insurance programs 38 e. How the WCWDB will coordinate workforce investment activities carried out in Weld County with statewide rapid response activities 39 8. The replicated cooperative agreements between the WCWDB or other local entities with respect to efforts that will enhance the provision of services to individuals with disabilities and to other individuals, such as cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts at cooperation, collaboration, and coordination 40 9. The coordination of transportation and other supportive services 40 ii 10. How administrative cost arrangements have been coordinated, including the pooling of funds or admiristr :tive costs or discuss why these are not appropriate for The Upstate planning region at this 'time 11 1. line establishment of an agreement concerning how the Upstate planning region will collectively negotiate ard reach agreement with the Governor on local leve s of performance for, and report on, the performance accountability measures for Weld County and the Upstate Region 41 12. How one -stop centers are implementing and transith•ning 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 42 13. 1 _ he activities and steps taken to develop this regional plan. 42 14. The process used by the WCWDB in the Upstate planning region to provide an opprtunity for public comment, including comment by representatives •,f businesses and comment by representatives of labor organizations, and input into the development of the plan prior to its submission 43 o efd ounty Local Plan 43 1. An analysis of the workforce development activities (including education and training) in Weld County, including an analysis of the strengths and weaknesses of such services, and the capacity to prvide such services, to address the identified education and skill needs of the workforce and the employment needs of employers in Weld County 43 2. WCWDB's strategic vision and goals for preparing an educated and skilled workforce (including youth and indiviouals with barriers to employment), including goals relating to the performance accountability measures based on primary indicators of per -romance in rder to supp.rt economic growth and economic self-sufficiency 45 3. The strategies and services that will be utilized to facilitate engagement of employers, including small employers and employers in in -demand industry sectors and •;ccupations, in workforce development programs 47 utreach activities are planned to increase business engagement in Weld County 47 ii. Hw the Business Services Team be utilized for this purpose 47 iii. How the members (particularly business members) of the WCWD and Youth committee will support these efforts 4/ iv. How sector partnerships will be utilized for this purpose 4 v. ES9C ob:ectives and goals for tnese activities 47 4. _ he implementation of initiatives designed to meet the needs of employers in Weld County that support the WCWDas strategy 48 i. Work -cased Learning Programs 48 ii. Apprenticeships 49 iii. Sector Partnerships Participation 49 iv. Sector Partnerships - Status and Objectives 50 v. Career Pathways 50 5. How the WCD , working with tie entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, including how the WCWDB will facilitate the development of iii 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) 50 6. The strategy to work with adult education providers funded under Title H of WIOA and Vocational ehabilitation to align resources available to Weld County, to achieve the strategic vision and goaVs described in ques: on 5 are described below 52 7. The strategies ano services that will be utilized to strengthen linkages between the one -stop delivery system and L iemploynent insurance programs 53 8. Ho the WCWDB will coordinate workf orce investment activities carried out in Weld County with economic development activities carried out in the Upstate planning region, an promote entrepreneurial skills training aid microenterprise services 53 9. The wrkforce developm not system in Weld County that identifies the programs that are iicluded in that system and how ESWC will partner with the required WIOA partners to increase awareness of career pathways and the critical rile that workforce development plays in ensuring that all Coloradans have ..access to educational and career pathways that result in meaningful employment 54 10. The one -stop de every system in Weld County, in particular 54 a. The locations of the comprehensive physical one -stop centers within Weld County; and a list of locations of our network of affiliate sites, both physical and electronically linked, such as libraries. 54 b. Key strategies for integrating the core programs (WIOA I _ itle I, II, Ill, and IV programs), as well as all required partner programs, within the local one -stop system of comprehensive and affiliate offices 54 c. The rol :s and resource contributions of each of the one -stop partners 56 o. How the WCWDill facilitate access to services provided through the one -stop delivery system, including in remote areas, through the use of technology and through other means; including our intended use of virtual job fairs, the upcoming virtual job shadowing capability, and other innovative strategies and initiatives to streamline and enhance services, as ell as increase acc ss 57 e. i ne types of assessments an a assessment tools tnat win oe utiiizeo within the one -stop delivery system and now these assessments will be coordinated across participating programs to avoid duplicati n of effort and multiple assessments of customers being served by more than one partner program 57 f. How entities within the one -stop delivery system, including our centers, oie-stop oprators and the one -stop partners, will comply with WIOA section 188 and applicable provisions of the Americans with Disaoilities Act (ADA) of 1990 regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities including providing staff training and support for addressing the needs of individuals with disabilities 58 g. How the WCWDB will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers, and workers and jobseckers 58 h. How training services under \ OA chapter 3 of subtitle B will be provided including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use o4 individual training accounts under that chapter and how the 9CW t will ensure iv informed customer choice in the selection of training programs regardless of how the training services are to be provided 58 i. Outreach to Individuals with Barriers to Employment 59 11. How ESWC will coordinate education and workforce investment activities carried out in Weld County with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services 59 12. The availability of adult and dislocated worker employment and training activities in Weld County; in particular how Weld County will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population 60 13. The availability of youth workforce investment activities in Weld County, including activities for youth who are individuals with disabilities, shall include an identification of successful models of such youth workforce investment activities; in addition, how services to out -of -school youth will be expanded and enhanced to incorporate additional work -based learning opportunities 61 14. How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of adult education and literacy activities under title II in Weld County, including a description of how the WCWDB will carry out the review of local applications submitted under title II 62 15. How the WCWEB will coordinate workforce investment activities carried out under this title in Weld County with the provision of transportation, including public transportation, and other appropriate supportive services in Weld County 62 16. How maximizing coordination of services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in Weld County through the one - stop delivery system, to improve service delivery and avoid duplication of services 62 17. The administrator/administrative entity responsible for the disbursal of Title I and III funds in Weld County, as determined by the chief elected official the fiscal agent 63 18. The competitive process to be used to award the sub -grants and contracts in Weld County for activities carried out under this title 63 19. The local levels of performance negotiated with the Governor and chief elected official to be used to measure the performance of Weld County and to be used by the WCWDB for measuring the performance of the local fiscal agent, eligible providers under subtitle B, and the one -stop delivery system, in Weld Cob nty. 63 20. The actions the WCWDB will take toward achieving the High Performing Board designation 64 20. Evidence use in decision making and program implementation 64 Levels of evidence applied to the overall approach of Weld County in implementing programs65 21. The process used by the WCWDB to provide an opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the local plan, prior to submission of the plan. 65 Upstate Planning Region Summary Workforce Innovation and Opportunity Act (WIOA) v Planning ti egon: Weld (referenced as `Upstate' throughout the Plan to align with greater economic initiatives) L,oca0 . reas kaclluide in This Planning ReOon: 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 L estate Planning Region. Located in the north central part of the state, Weld County is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. Covering 4,016 square miles, it is the third most extensive County in the state and its estimated 2019 population of 322,4311 makes it the ninth most populous of the 64 counties in Colorado. Not only is the County unique in its size, the diversity in its population makeup and the mix of its industry sectors (some of which are high in rankings on the state or national level) make it distinct from other Colorado counties and regins. 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 leder 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 Chart 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 (8OCC) for the coordination of all federal, state, and local resources and joint policy making decisions regarding employment and training initiatives nd programs. This involvement and coordination have continued up to the present day's WCWDB. The WCWDB has continued to provide oversight and guidance to many of the Workforce Innovation and Opportunity Act (WIOA) partner programs, including the Community Service Block Grant (CSBG) funds targeted to employment and training, Temporary Assistance for Needy Families (TANF), and Employment First (EF) Programs, ArneriCorps, and the Training Innovation Growth Hope and Training (TIGLT) youth crps. 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 (WI ' a), Community Work Experience Program, and the Colorado Jobs Demonstration Project, a variety of modifications and waivers were requested and implemented. 1 EMSI 2 C•GCC 2019 Report 2 There is a strong similarity of what was developed in those programs to the requirements that were established under the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 and the TANF program that is operated today. In the mid 1990's ESWC responded to the states initiative to determine how best to structure and create a One -Stop Workforce system. 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. 3 ESWC Development Timeline Employment of and Training Programs Year Name Purpose Partners 1 Funding 1979 Employment Created an employment and training Board of Weld County Comprehensive Employment and Services County of Weld system county, a and employers system Board the one training Weld -stop of responsive building operated Weld County location through program, County partnerships under Private to a for single the job Commissioners major local Industry citizens seekers delivery control and employment of utilizing Council. and the of the and Commissioners, Private County Services, Labor Industry Department Colorado Council, Weld Department of County Social Weld of Training Peyser/ Employment Job Act; Wagner Service; - Opportunities Project Pilot 1981 Private Council Industry (PIC) Weld it was County included established in the law. two years before Local Employers, Elected Adult Officials, Education, Local Comprehensive Employment and additional Community Partners Training Act (CETA) 1997 One Design Stop Center Provided House Establishment Bill significant 97-1281 of a Statewide input "Concerning and structure Network the of to Board Commissioners, Private of Industry Weld County Weld Council, County Colorado One Planning Stop Career Funding One Workforce -Stop Career Development Centers Programs" to Consolidate Workforce Governor's Office Colorado of Rural Department Coordinating Job Training Job Training, of Council, Office, Labor TGYS, YCPI/ JTPA/WIA, 1999 Youth Crime Target services to disenfranchised youth, Local communities, State historical Prevention specifically adjudicated youth (led to the entities, TANF, JTPA, Workforce Initiative development of TIGHT) Investment Act (WIA), Human TANF (YCPI)/Tony Grampsas Services Youth Services Child Protection (TGYS) 2001 After Learning Project/Latch Pilot School Program Key Positively while the meaningful family their engage learning parents young are and at adolescents service work activities to support in Local Community school districts, College Aims In School Kind JTPA/WIA to Career and 4 2003 Gee Whiz Health Camp * (PPA 2006) National recognition Provide youth exposure to health careers I ESWC, Aims, North Colorado and the types and variety of occupations ! Medical Center, the University of involved Northern Colorado, Bonell Good Samaritan Center, Medline, Greeley Fire WIA, TANF 2003 Nuclear Radiological Technician Certification Develop a new program to meet identified community's health care worker needs Aims, North Colorado Medical Center, Poudre Valley Hospital, WCWDB WIA Competitive grant from the Colorado Workforce Development Council (CWDC) 2004 Expansion of Certified Nursing Assistant (CNA) Programs 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) Aims Community College and TANF TANF 2004 TIGHT Youth Corps * (PPA 2007) Program engages adjudicated at risk youth ESWC; Weld County Social in valuable service projects that benefit the Services; Island Grove Regional community; educational components ° Treatment Center; North Range designed to improve the members' Behavioral Health; Weld County functioning levels in reading and math and Health Department; 19th Judicial prepare them to re-enter school or obtain District- Probation Department their GED; and life skill development activities to prepare them for life after their Corps experience Weld County CORE Services, TANF, and WIA in -kind 2006 Multi -disciplinary Youth Assessment Team * (PPA 2006) Designed to provide a continuum of collaborative services for Weld County at - risk youth through a pro -active approach 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 a- TANF and CORE Service funds. In -kind by WIA Youth 5 Services); Probation Bridge 19th Judicial Department; District and Life - 2006 Pillars Successful Independence for Engage foster Skills, care Social 14 -15 in -year four Skills, skill -olds Education, building in kinship areas: and or Life ESWC, Weld Social Services CORE Service funds, WIA in -kind (PSI) *(PPA 2009) Employment independence prepare eligible). youth to or for prepare emancipation Chafee them services for and (if 2007 TANF Summer Designed to benefit TANF low-income local Weld Social area community Services, work multiple sites TANF Youth Employment families by having their children in a *PPA 2007) positive summer program while the parent(s) beginning are unsubsidized in a TANF work employment activity or 2007 Innovation Regional Economic Workforce in Focus specific energy Eventually services to and the led sustainable needs to and the develop of development employers energy training sectors. in the Aims Evans Community School District College, 6, Weld Greeley WIRED Collaborative National other Workforce Colorado Grant Regions with School Adams Regions, Energy District County Logic, Brighton RE Xcel Workforce -8, United Energy, Boulder Power, and of a Development (WIRED) prep and an academy associate and degree four distinct in industrial credentials manufacturing Workforce Board of Metro Denver 2009 1 HIRE Colorado Provide for Colorado Colorado Services, and community Department Department multiple employers local of of agencies Labor, Human TANF, WIA paid work experiences economically (TANF new jobs and UI) disadvantaged and support the job creation seekers of 2011 Sustainable Manufacturing Sector Initiative Focus manufacturing/advanced industry services sector's and needs. training Upstate manufacturing towards Colorado Upstate Economic Colorado, Development, Brighton State Sector Funding Initiatives for Aims, College, manufacturing Workforce Front CAMT, Region Range sector Adams Community employers, County and co -conveners Brighton Economic for this initiative Development were 6 2011 1 H1 B industry Focus incumbent manufacturing/advanced services sectors workers and in training the manufacturing towards Upstate employers, Colorado, Brighton multiple Economic H1B Development 2014 Northeastern Colorado Collaborative Counties of Provide management Second job Language skills services, training, (ESL) English case and other as a hard County Services Logan, Sedgwick, Yuma Departments Morgan, in Cheyenne, Washington, Phillips, of Kit Human Weld, Carson, and TANF, CSBG and counties soft skills in Northeastern training to the Colorado residents region of 2014 Federal National Emergency Disaster Grant In ESWC response provided to the September temporary subsidized 2013 flood, job Disaster Emergency National Grant , Evans, Johnstown, Catholic Milliken, Charities, Kersey, Greeley, City United of Way, Evans lands placements repair, destroyed within renovation public for Federal the structures, and cleanup, Emergency reconstruction facilities demolition, and of Community WCYCC, Greeley Outreach -Evans Center, District 6, (NEG) Weld Food Bank Management areas. Agency designated disaster 2015 Achieving Community Excellence(ACE)re Provide ESWC services paid summer include internships resume for youth. City Greeley/Evans of Greeley, School Disfiricfiinterview State businesses Farm, host preparation, Work additional aration Readiness employment Credential skills, related access (WRC) services. to and the 2015 1 Sector National Emergency Partnership Grant industries, Supports Transportation. two Manufacturing of Employers our identified and are in -demand served by I Evans, Milliken, Greeley, Y National Emergency g Y Johnstown, United Way Grant developing these industries. a strong Employers qualified also workforce have in an (SP NEG) opportunity to voice their needs and concerns by participating on a SP NEG Leadership towards with partners. employers, facilitating Team. workforce, The Regional team and works Discussions public 7 2016 Regional Advisory Initiated and co -hosted by ESWC, RAD Multiple manufacturing employers, NoCo Manufacturing Discussion (RAD) brings educators, moderated together and discussion employers, public partners about workforce, the in one skills gaps NOCO Partnership, College, Manufacturing Front Aims Range Community Community Sector Partnership, Partnership Emergency Sector National Grant `highest which employers and best face. use' approach The RAD is to the a time College, Weld County Larimer, Schools, Boulder, ESWC and and of addressing collaborative employers common and meeting. all participates issues in one by Larimer County Workforce Centers 2017 ' 1 Weld Youth Program Works Employment (VVW4Y) 4 A work the and program 2Gen summer, help experience approach families developing to financially which qualified provides employment through youth paid during a skills work Weld Human County Services Department of TANF 2017 Sterile Technician Certification Processing Providing required to for the Sterile skills and Processing certification Technicians Aims Advisory Co Community Committee, munity College, Banner Surgical Students responsible are for Program instrumentation knowledge infectious techniques. clean, process processes, of surgical and and obtain sterilize instrumentation, and sterilization a working surgical Health, Weld County associated WIOA support were eligible accepted has to those provided costs; and who 2018 Realizing Economic Provide improvement, training, technical assistance, Weld Range County Behavioral United Way, North • Colorado Child Care quality reimbursement and Health, Weld Assistance Program Advancement ongoing support for Child Care Providers County Department of Public (CCCAP) through Caring in Weld County. The program includes the Health and Environment Homes (REACH) recruitment of new providers to address the opportunities county. Child Care for Desert employment and increase in the 2018 Subsidized Training and Provide opportunities work -based for TANF learning recipients (WBL) in Weld I Colorado Department Works, of Human Colorado Services, TANF Employment County. Employers are targeted to provide Colorado Department of Labor and Program (STEP) WBL opportunities to build experience, Employment e expand employment skills and create 8 opportunities for participants to gain permanent employment. 2018 P illars for S uccessful Independence (PSI) Reintegration 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. Weld County Department of Human Services, Division of Child Welfare TANF 2019 Weld Project S alute Expanding services to eligible Veterans, and their families, to address specific n eeds such as transportation, housing, food, personal care items and mental health needs. Northern Colorado Veterans Resource Center Veteran's Service -to - Career Program (VSCP) — House Bill 18-1343 2019 Child Care Eligibility I Child Care Eligibility administration moved u nder 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. Weld County Department of Human Services Colorado Child Care Assistance Program (CCCAP) 2019 Northern Colorado Regional Economic Development Initiative (NOCO REDI) 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 n ecessary workforce, telling a more compelling story to yield better outcomes for companies. Weld County, Larimer County, Upstate Colorado Economic Development Corporation (Upstate Colorado), Larimer County Economic and Workforce Development (LCEWD) N/A 9 2019 Independence Chafee Care Program Foster (CFCIP) learning independent Young placement fun activities the identify Manager. and direction adults independent engaging and and In or pursue of addition, living who after one-on-one a workshops, Chafee are care goals. personal living in young are foster Youth meetings skills provided adults and socialization care through Case will under with Weld County Services Department of Chafee, Core, CSBG Human 2019 Independence, Resources Success Employment and for In was through care, programs and living. education, readiness. response developed work to Focusing 21 work towards case employment years to one-on-one HB to manager -old, around provide successful 18-1319 formally housing, and to with young this establish financial independent in a program foster youth adults goals 18 Weld Human County Services Department of N/A (RISE) olorado Department of Labor - Promising Practice Award (PPA) 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. 10 A. Upstate Regional Plan 1. An analysis of the Upstate economic conditions a. Existing and emerging in -demand industry sectors and occupations 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. 2024 Forecasted Industry Jobs Industry 2019 Payrdlled 2024 2020-2024 % t Business Locations Jobs Expected Change Government Public Administration 153 20,541 8% Local, State - 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 262 11,587 20% Extraction Accommodation and Food Service 476 10,326 12% Administrative Management and and Support Remediation and Waste Services 434 7,199 6% Agriculture, Hunting* Forestry, Fishing and 232 6,610 1% Other Administration)* Services (except Public 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. 11 Industry Group Jobs and Earnings Comparison 2020 Jobs 2019 Earnings Per Worker 25000 20000 15000 10000 5000 0 Group Government Manufacturing Construction Retail Trade Health Care and Social Assistance Mining, Quarrying, and Oil and Gas Extraction Accommodation and Food Services Administrative and Support and Waste Management and Remediation Services Agriculture. Forestry. Fishing and Hunting Other Services (except Public Administration) Source: EMSI, economicmodeling.com Government Manufacturing Construction Retail Trade Health Care and Social Assi... Mining, Quarrying, and Oil _.._ Accommodation and Food ._. Administrative and Supper... Agriculture, Forestry, Fishi... Other Services (except Pub._. I $0 2020 Jobs 2024 Jobs 19,056 14,756 14,680 11342 10,743 ry ,,65.E 9,236 I I I $50000 $100000 $15000( Earnings Per Worker 20,541 $52,085 15,769 $64,579 16,348 $69,321 12,133 $39,180 11,703 $57,062 11.587 $106,283 10,326 $20,947 6,793 7,199 $44,325 6.544 6.610 $50,512 5,958 6.597 $35,186 Pay oiled Business Locations 1.53 336 1037 654 694 262 476 43j 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. 12 Industry Group Growth Comparison IN 2020 _labs 24K 1 'mot 2 K 20K:- 18K- 16K- 14K- 12K 10K 81 - 6 ; - 4 K - 2K ur _ ■ 2024 Jobs C, • �° Group Mining, Quarrying, and Oil and Gas Extraction Accommodation and Food Services Construction Other Services (except Public Administration) Health Care and Social Assistance Government Retail Trade Manufacturing Administrative and Support and Waste Management and Remediation Services Agriculture, Forestry, Fishing and Hunting Source: EMSI, economicmodeling.com stee sc 2020 Jobs _6'33 9236 1448€ 5.958 10,743 19,056 11:342 14.756 6.793 kr <1/4 2024 Jobs 11,587 10,326 16,348 6,597 11.703 20,541 12,133 _5.7b 7.199 6,544 6,610 43/ Y ci' Change 1,934 1.091 1,668 639 959 1,485 791 1.013 405 Change 20% 12% 11% 11% 9% 8% 7% 7% 6% 6l; 1 , 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 impact on the economy 13 of Weld County. The Board of County Commissioners recognized this and approved the establishment of the Weld County Oil and Gas Energy Department. $ Millions 20,000 18,000 16,000 14,000 12,000 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 Refits, Colorado Oil and Gas Conservation Commission. Department of Minerals and Geology. and Colorado Business Econonic Outlook Committee VALUE OF COLORADO NATURAL RESOURCES AND MINING, 2010-2020 a Minerals m Coal CO2 Natui Gas Crude Oil ,.,. 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%). 20M Owens Ritter Hickenlooper Polls 200M 15M 73 u 0 O... 10 M 0 ct CO 5M - 0 2000 2005 • • I 2010 Natural Gas Oil 2015 160M 120M 80M 40M 2020 Thousand Cubic Feet 14 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 r'GC:v?e:Ire.G..;'.:•L7!S-- .n.�.-._. .. y a ,..zrt4' � ... ..,-�„ trcr�urn:::+a'rm�ts �f�eA'�lUt,^••�'��ulis`.�^�F.✓ZNI�"Eittt� i'��3meIC-t$9L'n4IW3lStG'Ss��'��,"' '=rte,; ::�.r. =c�cr Q�i ;�4�D!p:�':e��c� ,'rA'' .5ar;fi- I.J .. . - co. 4 4'y 0 4� 40` 4S 0 4� 49, 4°� ,�O ti� ,'L ,0) � S ti� ,'\ ►� ,I / ,O ,LO el/ ,ti0 4 ,ti0 I4 el, ,ti0 ,O ,ti0 ,l 4 ,LO el/ el/ 0 O O O ,ti,1,L� Weld Statewide Rest of State 15 Weld Co- n: a cons oduction ` state of coi�rodok is ACTI :$- f tent leader nd notnatural gas responsible for W LIS IN UN Y 104 WOOL it“ MI RECO nc815/19 , PENDING WELL PERMITS A E CO ,!4 702 �storewtde .... _. As at 02i2$1, 0 of the state's oil production a kat W.. dCokin4( swats .Of oft FROM WELD :COUNTY ear to ' 9 202 1041 WG . EARINGS HELD Si1c; 8/5/19 d 37% of its gas production+ Pariduction cam % 2°19 have net yet bee he Caws o Om Corr 'w l fter O.F MATUR.AL raosiwiew ,!_,; to dolt 20 19 1041 M APPROVED h :_ .. • On March 9th, 2020, global oil prices cratered after a series of announcements related to COVID-19. The news3 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, NFl 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 agri- culture 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.4 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 of Farm Production Year Revenue 2610 $7,689.4 2011 84487.1 2012 8,345.4 2013 8.610,8 2014 9,176.2 2015 8,923.0 2016 7,6203 2017 8,248: 20188 8,301.9 2819' elt719A 20289 81911A. Expenses Net Farm Income $5,856.4 6,650.0 7,006.8 7,218.0 7,955.8 7,312.8 6,363.0 7,178.7 7,050.4 7,200.0 7,300,6 1,233_O 1,8371 1,338.8 1,394.5 1,226.4 1,610.2 1;267.7 1.667.7 1,251.8 1,519:4 1,611.4 SRevised. `'Estimated. 'Forecast. Source: Colorado Business Economic Outlook Ag Committee. 3 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/. 4 United States Department of Agriculture, National Agriculture Statistics Service 2017 17 b. The employment needs of employers in those industry sectors and occupations To determine the employment needs of businesses in the region, data was pulled regarding the most frequently posted positions. The occupations (listed in the 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 Occupoticms Occupation (SOC) Heavy and Tractor -Trailer Truck Drivers to Registered Nurses a Light Truck or Delivery Services Drivers fa Retail Salespersons it Customer Service Representatives rat Sales Representatives. Wholesale and Manufacturing, Except Technical and Scientific Products Maintenance and Repair Workers, General a First -Line Supervisors of Retail Sales Workers a Bus and Truck Mechanics and Diesel Engine Specialists ea Personal Care Aides Source: EMSI, economicmodeling.com Total; Unique (Mar 2019 - Feb 2020) 47,431 / 9,144 12.'36 / 2,787 9,051 1' 1,578 5,854 / 1,121 5,417 / 1,094 13.457 1,004 Posting Intensity 5: . 1 4 6:1 5:1 13.1 lilidahlirkii4N.: ' . CC0.:{. 3,769 / 933 4 : 1 2.902 / 893 4.167/376 5:1 2.631 / 327 3 :1 Median Posting Duration 35 days 28 days 39 days 41 days 32 days 24 days 33 days 46 days 35 days 29 days 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. An analysis of the knowledge and skills needed to meet the employment needs of the employers in the Upstate region, including employment needs in in -demand industry sectors and occupations 18 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 `y `,'h ® Frequency in Job Postings Top Hard Skills Skill Basic Life Support Merchandising Professionalism Nursing Restaurant Operation Warehousing Accounting Selling Techniques Cardiopulmonary Resuscitation (CPR) Auditing Source: Ems', e.economicmodelin].com 0% Frequency in Postings 4% 4° 4% 4l./i /u 4% 4% 3% 3% nq 3% Basic Life Support Merchandising Profes sionalis m Nursing Restaurant Operation Warehousing Accounting Selling. Techniques Cardiopulmonary Resuscitation (CPR) Auditing Postings with Skill 1 Total Postings (Mar 2019 - Feb 2020) 2.499 55,569 1394 / 55.569 2.359 55.569 1185 / 55369 2.046 / 55,569 1,954 / 5 5,5 69 t951 / 55,569 1,895 / 55.569 1782 / 55,569 1,586 / 55,569 I 1 L "Li 4% I Frequency in1Norkforce Profiles Frequency in Profiles 2j'. 6% Profiles with Skill / Total Profiles (2018 - 2020) 768 J 68,589 1,757 / 68,589 239 / 68.589 1204 / 68..589 1.264 ! 68,589 374 / 68,589 3,159 / 68.589 1,446 68.5189 1.908 68,589 1,561 68,589 19 Top Common Skills ► f 5 1 1 " ; N Frequency in Job Postings Top Common Skills .Skill Customer Service Sates. Management Communications Valid Driver's License Operations Leadership Detail Oriented Good Driving Record Problem Solving Source: Emsi, e.economicmodeling.com 0% Frequency in Postings Customer Service Sales Management Communications Valid Driver's License Operations Leadership Detail Oriented Good Driving Record Problem Solving I I 0% Postings with Skill / Total Postings (Mar 2019 - Feb 2020) 17% 9.685 / 55,569 16% 8,851, 55,569 14% 7.973 / 55,569 12% 6,734 / 55,569 11% 6.009 55.569 10% 5.776 / 55.569 10% 5,565 / 55,569 7% 3.831 / 55.569 6% 3.347 / 55.569 6% 3,146 / 55,569 4 ► 20% ■ FrequencyFrequencyln Workforce Profiles Frequency in Profiles 2.6% 19% 23% % 0% 8% 19% 2% 0% 1% 30% Profiles with Skill / Total Profiles (2018 - 2020) 18.113 6.8..589 12,918 / 68,589 15,455 / 68,589 345 / 68,589 V /68_589 5,741 / 68,589 13,088 / 68,589 17491 / 68.589 1 / 68,589 755 / 68.589 20 Top Qualifications Qualification Commercial Drivels License (Ca) Certified Nursing Assistant Doubles Endorsement Licensed Practical Nurse Critical Care Registered. Nurse (CORN) Tanker Endorsement Hazmat Endorsement Bachelor of Science in Nursirig (BSN) Transportation Worker Identification Credential (T' W iC) Card Automotive Service Excellence (ASE) Certification Source: Emsi, e.economicmodeling.com Postings with Qualification 4,916 760 492 489 473 454 397 312 291 248 3. An analysis of the Upstate region workforce, including current labor force employment and unemployment data, and information on labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment and Veterans 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. 21 2015 400K - - 350 .- 0K - - 250K 200K 150K - 10OK- OK 2014 • hch a a - W. 40, ..N Nr H.4 w4 M.. ".104 4'a ,, te.,. NA summa Wayne } Duchesne 2020 Population 667223 to 739 645 wart rt 527,21t3 to 667.222 330.145 5 to 527 202 155.746 to 330.144 41955 to 155545 0 to 42954 2016 h+londkelk _ San Miguel Dolores Montezuma 2017 2018 2019 Pitidn Gunnison • r" fI Lake t t • Gunnison Chaffee py Saguache `y Hinsdale r La Plata Source: Emsi, e.economicmodeling.com lfreral Rio Grande Park COLCQ. M Castilla S 2020 2021 2022 2023 2024 Teller Logan i Morgan ? Washington { Sedgokk mein Untein 1 Crowley __l I Yw Kit Carson 5 i Cheyenne Otero Las Animas ® Trinidad I Bent 1 WOWS, 1 - I iti 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%. 22 Forecast of Percent of Diverse Population for 2024 60% 50% 50% C 0 m 40% O 0 30% 0 v 20% c_ 10% 0% 47% <17 Source: State Demography Office 36% 18-64 Age ® 2020 2024 39% 18% 65+ 20% 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. Weld untoCO has 7, millennials ges 25-39). The national average for an area this size is 64,618. Source: Emsi, e.economicmodeling.com .c asorm firer -neat risk is ow in Weld County, m The national average for an area this size is 90,982 people 55 O1 older, while there are 74,359 here. Income: 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. 23 Per Capita Income Median Household Income Median Age % of Poverty Level % Seniors 65+ Poverty Level $30,626 f 70,908 343 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 Change Summary 2020-2024 % Change 120 110 100 90 80 70 60 50 40 30 20 10 0 • �� • .� • —■ _ -■ _. r ..■• a.- - 4- -*- .- . • - -• -10 -20 -30 -40 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 Median Region 2020 Jobs 2024 Jobs Change % Change Hourly • Weld County. CO Larimer County. CO Colorado $ United States Source: Emsi, e.economicmodeling.com Earnings 133.588 145.495 11.907 9% $18.50 193,874 208,882 15,008 8% $18.61 3.152,525 3,370,833 218,308 7% $20.20 167.322.914 173,535.171 6,212.257 4% $18.54 Place of Work vs. Place of Residence: The 2019 commuting patterns of workers in the Upstate Region as compared to where the workers live is reflected in the map and chart below. The top five zip codes for employment concentration in Weld County aligns with four of the five zip codes were workers live. 24 80536 0517 Net Commuters 54..y. 2116 to 1273 661 to 1 115 t 0to- oD ear1 l C A n5 S'sue' . to s S. e.i.� ! 173y J' 80241 i 813535 80539 80537 80513 F.1030.1 805 8 c a 802 8 2 80652 80654 , LS^5f1y ,t� `i • 5 80 80750 80705 8070E 8072 Where Talent Works Where Lives 2019 Workers Talent . Name 2019 Employment Zip Name Zip 80631 Greeley, County) CO (in Weld 32,798 80634 Greeley, County) CO (in Weld 38,539 80634 Greeley, County) CO (in Weld 20,615 80504 Longmont, County) CO (in Weld 1 31,806 80550 Windsor, County) CO (in Weld 13,473 80631 Greeley, County) CO (in Weld 26,725 .80504 Longmont, Weld County) CO (in 13,344 80550 Windsor, County) CO (in Weld 19,455 80621 Fort Weld Lupton, County) CO (in 5,786 80620 Evans, CO (in Weld 11,712 County) Source: Emsi, e.econcricmodeling.com Unemployment and Underemployment: The below table details the labor force, employment and unemployment information for 2019 in Weld County, CO in comparison with other counties in the area. 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. 25 Area Labor Force, Employment and Unemployment Data Area ' Civilian Labor Force Number Employed Number Unemployed Unemployment Rate :.dams 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 i 172,101 168,213 3,888 2.3% Source: LAUS Unit, LAUS system output file, www.colmigateway.com Education and Skill 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). Less Than 9th Grade • 9th Grade to 12th Grade • High School Diploma Some College Associate's Degree Bachelor's Degree Graduate Degree and Higher Source: EMSI, economicmodeling.com % of Population Population 7.5% 15,687 5.8% 12.138 27.2% 56,737 24.0% 5O,128 9.O% 18,698 18.2% 38,092 8.3% 17.396 26 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. Underempbyment S Jobs Requiring Ed. Level w Population at Ed. Level No Formal Education Required High School Diploma or Equivalent Some College, Non -Degree Award Associate's Decree Bachelor's Degree Graduate Degree and Higherla 10 `/I0 Source: Emsi, e.economicmodeling.com 20% 30c:70 ��1 4 �% 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% Disabled t 10.1% Foreign Born 8.7% Veteran Status 7.6% Source: Emsi, e.economicmodeling.com 27 4. The development and implementation of sector initiatives for in -demand industry sectors or occupations for the Upstate planning region and how sector partnerships will be utilized to facilitate the engagement of employers, including small employers and employers in in -demand industry sectors and occupations, in workforce development programs As described in the regional economic analysis in section A.1.a., The Upstate Region's major industry sectors are Oil and Gas, Manufacturing, Construction, Government, Retail Trade, Health Care, Agriculture, Administrative, Accommodation and Food Service, and Other Services. (Source: Emsi, e.economicmodeling.com) Sector Sector % of Weld Average Employee % of Weld GRP % of Employees Employees Earnings Earnings Employee Weld per Job Earnings GRP Oil & Gas 8,930 13.4% $182,750 $369,490,943 23/6% $494,393,921 30% Manufacturing 14,296 9.0% $64,579 $949,901,385 9.24% $1,677,3501376 8.75% Construction Trades and 14,039 9.2% $69,321 $1,073,055,609 8.20% $1,309,989,666 11.20% Retail 11,052 11.7% $39,180 $480,858,048 18.30% $732,122,248 20.00% 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 Services 8,440 15.3% - $638,856,105 13.70% $738,955,165 I 19.90% Company Management $155,980 Administrative $44,325 Transportation 4,644 27.8% $75,247 $413,714,696 21% $571,177,104 25.70% Government 18,536 6.5% $52,085 $966,212,530 9% $1,056,940,817 , 14.00% Accommodation amts Food Service 8,840 13.6% $20,947 $196,980,046 45% $289,222,957 50.00% Other (except Admin) Services Public 5,728 21.0% $35,186 $245,471,054 36% $273,061,592 54.00% 28 In April 2019, regoonal leasers from Larimer and eld Workforce, as well as partners from Aims Community College and Front Range College, convened at F-SWC to discuss with representatives from the Colorado Workforce Development Council (CWDC), the viability of creating a new sector partnership. Initial d scussions included the Retail Sector and reanalyzing the interest in support of a Construction Sector Partnership. Government — Public Administration: Gauging the interest of a partnership for this industry has not been explored. Construction & Trades (Sector Partnership): On December 4, 2019, in partnership with Larimer County, and with support from the cities and chambers, the Northern C•Dlordo Construction & Trades Sector partnership launched. Action teams that resulted from the launch are Funds for Education, New Way of Management, New Way of usiness, Education Z. 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 producing a °y ide variety of products focused primarily in food manufacturing, wood products, chemical manufacturing, plastics/rubber products, fabricated metal products, machinery manufacturing, electrical quipmenticomponents, transportation equipment and miscellaneous manufacturing. Key manufacturers include: JBS, Vestas Blades and Nacelles (note: of the 4 production facilities located in orth merica, two are in - _ he Upstate Region), Carestream Health, Leprino Foods, Sparton Medical Systems, P T l Group, Advanced Forming Technologies, etc. ithin the Upstate Region the NOCO Manufacturing Sector Partnership remains vibrant and serves employers well. The NoCo Manufacturing Partnership services the Weld Region and a portion of Larimer County. here 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 w-ln Illinois, urris and Big- ridge with each tour providing hands on learning experiences. As a support to the NOC - Manufacturing Partnership, rSWC suggested that a Regional Advisory Discussion (RAD) be iistituted. The 'DAD 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 RA) 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 trio request of the NCCJ Manufacturing SP continues to be held annually. The notional 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 portnership has been minimal from employers. Health and Wellness (Sector Partnership): The cornerstone of Weld's growing health sector is the regional 378 bed North Colorado Medical Center (NCMC) located in Greeley. Part of the Banner System: NCMC was named in 2017 as one of America s 50 rest Hospitals. Healthgrades America's Best Hospitals TM determined that NCMC was in 29 the top 1% for providing overall clinic excellence consistently for at least six consecutive years. Most recently, NCMC received excellence awards for Critical Care, Pulmonary Care, and Stroke Care. Key NCMC services include: Heart and Cancer Care, Trauma and Emergency Care, Surgical Care and Women's Health plus a full range of specialty services including a regional burn unit and hyperbaric medicine facility. Air Life of Greeley provides immediate emergency transport with a 300 - mile radius. The Jniversity of C lorado Heath offers additional health options. UC Health rco y Hospital opened their doors on July 3, 2019. The 50 -bed acute care hospital is located in West Greeley with the following services available: Advanced cardiac services, birth center with special care nursery, 24/7 retail pharmacy, imaging and laboratory services, emergency department with Level III trauma, a catheterization lab, and inpatient medical surgical care. The Northern Colorado Health Sector Partnership remains vibrant and serves employers well. Serving the same regional area, the partnership has been strategizing ways to connect youth with hands on experiences as related to healthcare and with overwhelmingly positive support. The intention is to continue facilitating Healthcare Boot Camps and expanding the number of youths provided with this opportunity. Success for the Workforce Committee to date include cultural competency training, job fairs, Get into the Guts (a High School Career Event), Behavioral Health defined pathways and Medical Assistant education scholarships. The partnerships goals include implementing workforce initiatives, apprenticeships, internships and to work with the CWDC to survey critical occupations and the largest workforce gaps. Oil and Gas: According to Leeds School of Business Economic Report for 2020, horizontal drilling and hydraulic stimulation continues to be an integral part of The Upstate Region's oil and gas activity. With 87% of the permits requested for this type of drilling being located within The Upstate Region. Through October 1, 2019, the Colorado Oil 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. As of September 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 about creating a sector partnership in Energy (Fossil & low. enewable). Thus far it has been determined that the interest level is Accommodation and Food Service: Gauging the interest of a partnership for this industry has not been explored. COVID-19 has helped identify the need for a future conversation. Business Services (Company Management, Administrative/Back Office Support): Offering a central US location with easy access to Denver International Airport, 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: 30 The Upstate Region's agriculture base includes 2.5 million acres devoted to farming and raising livestock. With total rrarket value of agricultural products sold at over $2 billion; Weld ranked 1st in Colorado and 8th in the nation in the 2017 Census of Agriculture. Weld continues to be the only County outside of California to consistently rank in the top ten. The bulk, roughly $1.7 billion of market value came from livestock sales. Weld is home to two of the largest cattle feeding operations in the nation and ranks 1st in sheep/Iamb production. About half of the dairy cows in the state are also located in Weld. Cattle ranching, goat, hog, poultry and equine operations abound, and key crops include hay, wheat, corn, nursery stock, sunflowers, dry beans, onions and carrots. The impact of agriculture extends from the traditional farm production of commodities to large agribusiness/food manufacturing operations processing value-added consumer goods exported all over the world. Other Services (except Public Administration): A viable sector partnership cannot form due to a wide variety of jobs coded as "Other." Transportation: Although it has exited from the top 10, Transportation is a key industry within The Upstate Region. It reaches across virtually every other industry and growth within this sector has a direct impact on the health of other sectors. The importance of this industry can oe seen when looking at the transportation jobs in agriculture energy, and manufacturing. The heavy and tractor trailer truck drivers, as well as light truck and delivery drivers represent nearly 65% of the employment within the industry. In 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. SW n , 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. ro u p . In alignment with Colorado WIOA State Plan, goals B and D, intentional partnering with Chambers throughout The Upstate Region to strengthen connections with key business individuals in the local communities. Related events include the Southeast Chamber, the Carbon Valley Chamber, the Fort Lupton Chamber, the Greeley Chamber, the Johnstown -Milliken Chamber, Erie Chamber and the Evans Chamber. Serving on the Windsor Economic Development Committee and several Aims Community College Advisory Boards supports this function as well. A strong relationship has been established with the Fort Collins Chamber to support further regionalism. 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 qLalified 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. 31 5. How career pathways will be used to meet the needs of employers and support work -based learning opportunities Career pathways may be used to help employers better unthrstand 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 cefined career path will support employers by creating a more employable workforce. Often, the path may include ` .J'!AL opportunities such ats internships, job shadowing, On -the -Job Training or Registered Apprenticeships. Career pathways are an active workforce development strategy in The Upstate Region, in alignment with Colorado WIOA State Plan, goal C. Through the WCWDB, the standing Youth Committee has been committed to Career Pathway initiatives and strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. The Greeley Mayor has identified youth employment as a priority and is also committed to expanding employment related opportunities to youth to include WBL. As an example, a collaborative effort between the Colorado Department of Human Services (CDHS) and the CDLE provides WBL opportunities for T NF recipients. This program was previously funded by Colorado Works Subsidized Training and Employment Program (STEP), which has been discontinued by Colorado works. The 2Gen employment program, Weld Works 4 Youth (WW4Y), provides young adults the opportunity to build work ethic and work maturity through a worksite placement with local employers. ESWC will continue to support \WV4Y and TAF WBL through the TANF Block Grant. 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 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. LSWC continues to provide additional support to include resume preparation, interview skills, access to the Work Readiness Credential (W'RC) and additional employment related services. Additionally, through the existing partnerships already in place, W>L 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 temployment and representing hard -to -serve populations. In alignment with WBL opportunities, ACID 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 .readership 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 C.� reer 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 32 opportunity to explore careers complete cne 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 t•f, healthcare, criminal justice, oil & gas, welding, automotive services, graphic design and communic Lion media. Youth electing to participate in cncurnent 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. s 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 tstress this impdance. ESWC representatives have been a member of the Surgical Technology Advisory Committee since its inception, initiated the Multi Industry Systems i echnology (MIS ) certificate (has since been renamed to Industrial Technology), and engaged Aims with local business leaders to create t it& Gas sack ble certificates leading to a two-year degree amongst numerous',additional initiatives. During a WCWDB retreat in March 2019, bard members and strategic partners engaged in a Strategic Doing workshop where a Career Pathway pathfinder project 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. The newly developed one -page handouts support youth and adults alike and provide a brief overview of various career pathways to support individuals with varying skills and backgrounds to make informed decisions. Ir recent years, WCWand BOCC have rec•1gnized National Apprenticeship , �'eek 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. In alignment with the Colorado WIOA State Plan, goal C, the advancement of Registered Apprenticeships (RA), as with other forms of WBL, remains a priority for The Upstate Region. In fact, ESWC was instrumental in creating a partnership with an employer and Aims Community College so that the training component for a medical RA could be developed. Additionally, ESWC introduced Vestas and the Greeley -Evans School District 6 with the result of the school sponsoring an Advanced Manufacturing Apprenticeship Program. This is the first of its kind in Colorado. F _ SWC is committed to this partnership with School District 6 and is supporting further prgrams in the works such as Healthcare end Early Childhood Education. Numerous discussions with employers have been held and there has been some interest in RA opportunities. USD•L has jointly presented information with employers, as well; however, the paperwork seems to hincer the progress if 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 N tional Association of Workforce Boards (NAWt) conference shows great promise in its streamlined approach to RA approvals. With the recent airing of State Apprenticeship Consultants, Weld is confident their assistance to employers will result in increased RA's in all of Colorado. 6. Other strategies and services that will be used in the Upstate planning region to support a local workforce development system that meets the needs of businesses in the planning region One of the more current and innovative workforce development initiatives in The Upstate Region is the Bright Futures program. The Weld County BOCC made a financial commitment to invest in the 33 Eoucation of its residents setting an example nationwide with their :;right Futures program which will single-handedly have an impact on educating the workforce of tomorrow. This innovative program a lows Weld residents the opportunity to attend post-secnd'ary schools by providing tuition assistance. Since its inception, $13.2 million has been invested in Student Success with a total of 3,992 students served. This became available to any high school graduate .r I _ ISE recipient beginning in 2016 and forward. The program is also openeo to returning Veterans. arc details on the Brigrnt Futures Program can be viewed at: https://www.brightfuturesco.com/. An additional outreach method to highlight is the Open Jobs List that ESWC serds 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 ailws 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: Welo County School Districts; Aims Community College; Division of Vocational ',ehabilitation; SFR- National; Department of CoPrectins, Adult Parole; and CDLE Veterans. It is so widely utilized among the community that some of the individuals receiving the report repast or resend the information t. their respective networks. For example, one ESWC Mihnager who also participates in the Carbon Valley \etwork shares the report with those non-profit agencies that comprise the network. Anther example is the report is used at the Department of Human Service entry points. Clients seeking services at the Department of Human Services in areas such as T _ ANF, Food Assistance, Child Support, etc., can access the reports and are encouraged is sign up for Cs inecting Colorado to discover m • re bout the jobs which are available. Committees of the IB also utilize strategic planning to support the local workforce development system. The standing Youth C.mmittee is committed to analyzing business needs within the Upstate Planning Region as well as surrounding area. The Youth Committee has been connected with the Aims Surgical Technology program advisors and as a result were informed sf the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the Youth Committee and ESWC staff members coordinated and supported the creation of a Sterile Processing Technician certification program which was not currently available in Colorado; Aims received State approval ts 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 Dep rtments 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 .end outpatient facilities. Many of the students who earned ieir certification btained employment offers before completing clinicals. Creating the first Sterile Processing Certification program in Colorado is one example of the WCWDB and standing committees supporting local workforce development and being on the cutting edge of vogram development to meet identified industry sector needs. As mentioned previously, in the implementation of the Sector Partnership National Emergency Grant, Leadership Team was formed to ensure th,t the efforts and direction of ES staff stayed in -tune with employers within these sectors. nhe idea of ESWC hosting on -site joo 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 customized hiring events and onsite :ob fairs which are .pen to all Upstate Region employers. Initiated in 2015, the use ,f on -site job fairs has met with string employer support. The venue allows for 6-8 employers at a time and, when necessary, can be industry specific. For example, recent events have included a transportation and education 34 focused ob fah. mployers appreciate having the one on one inter with their support that this model continues into its fifth year ction with job seeke rs and it is Aoditiona ly, other events which ESWC either hsts or participates in are shared with the membership of ' he WCWD*, Chambers, Community Lased Organizations, etc. Notificatins of events are sent through email and members of each respective group are encuraged to attend. As an example, ESWC is a part of a Regional Workforce Development Group known as WYCO (Wyoming Co orado). This group is made Jo of wrkforce staff from Boulder, Larimer, 2nc Weld Counties as well as Wyoming. n recognition of the labor shed drawing from all of these areas, the partnership has hosted Regional Job Fairs annually and employers from the WCWDB, and throughout VVeld are asked to participate. Hold in tRe spring %nd fall, the Job Fairs supprt the workforce on a regional level and these events h{ve garnered huge support from employers in The Upstate Region. More than 32°,x® of the er p yer representation at these events has been from The Upstate r';.egion. Another stratagy The Upstate Region utilizes in developing effective workforce practices is being sen as an instrument of change. The Upstate Region continues to be a leader throughout the state by participating in pilot projects ind being involved on various task forces. These include the Co orado Operators Group, the Business Leadership Team, and Me Colorado Jrban Workforce Affiance (CUWA). the Upstate Region's participation in Unemployment Initiatives and the diligence in serving the UI population serve as another example of how strategies and services are currently being used to support the local wrkforce development system that also meets the needs of businesses in the Upstate planning region. weld h ;s administered a variety of programs such 04s Extended Unemployrn nt Cornpens. ition (EUC), L INKS and most recently, Reemployment Services and Eligibility Assessment (RESEA). n the past 3 years (2017-2019), ESWC has assisted approximately 1,500 clients through RESFA. a Finally, the WCWDB monitors events such as CD-19 to help employers create continuity of Operation plans in the event similar situations arise. The Business Services team monitors media :: ut ets and legislation and are prepared to answer varying questions while the Director and Deputy Director of Human Services maintain constant contact with the BOCC and the Weld County Department of Public Health. t- 7. Efforts that have taken place or anticipated efforts to assess the need for and establish regional service strategies, including the use of cooperative service delivery agreements The WCWDB has a long-established history of focusing workforce development activities and services, including training and education activities, towards the existing in -demand and emerging industry sectors in The Upstate Region. The Upstate Region will continue to focus workforce development activities and efforts on meeting the needs of the identified in -demand industry sectors as identified in section A.1. of this plan. The Workforce Board has and will continue to focus efforts on convening sector targeted work groups that result in coordinated initiatives between partners that are designed to meet the identified needs of the in -demand sector employers and in alignment with Colorado WIOA State Plan, goal C. C: mmunity partners include: Aims Community College (Carl Perkins), Division of Vocati,•;nal .� Rehabilitation (*VR), lmmigr nt and Refugee Center of Northern Colorado (IRCNSCO o Adult Basic r4 education), Community Educatio r Corrections Services (occs)2 Service Employment National, Inc., Rocky Vountain SER, aro the Co,nm C•;rp®ration (CRHDC). These partners have signed utreach (CEO) in conjunction with Intervenfioi►i Community edevelopment (SER) — Jobs for Pr�•gress unity Resources and Housing Developmert emorandums of Understanding (MOU) 35 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, I RCNOCO, and CEO met and 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, once 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. The strategies and services that will be used in the Upstate planning region to better coordinate workforce development programs and services with regional economic development services and providers The strategies and services outlined below are in alignment with Colorado WIOA State Plan, goal D. Upstate Colorado, the lead regional economic development agent in the Upstate Region, has a long standing and collaborative partnership with ESWC. This partnership was strengthened when Weld County received the Sectors and H-1 B Technical Skills Training Grant. Working with Upstate Colorado as the convener through the Sustainable Manufacturing Sector Initiative, ESWC was able to provide training and related activities to workers to assist them in gaining the skills and competencies needed to obtain, or upgrade, employment in high -growth industries or economic sectors. Additionally, there has been, and continues to be, representation on the WCWDB by the Upstate Colorado President and CEO. This longstanding relationship facilitates regional discussions with Upstate Colorado, employers, and other workforce partners regarding current workforce programs and conversely provides the ability to inform ESWC, the WCWDB, and partners regarding economic development activities within the region. ESWC provides Upstate Colorado customized analysis and labor profile statistics specific to potential companies exploring Weld County for business location or expansion. This analysis researches labor markets, talent pool availability, hiring trends, local and regional job seekers registered in Connecting Colorado, education attainment statistics in the labor market, etc. If the potential employers want more detailed information (e.g. wage rates in similar companies, shift differentials, commute times, etc.) concerning comparable companies, additional research is completed for the employer. This collaborative effort and the willingness to respond to potential companies' requests have resulted in numerous positive results in attracting large industries to Weld County such as Owens Illinois, Vestas, Leprino Foods, Smuckers and Intersand America Corp. Conversely, where companies are in a position where they need to downsize or close, ESWC and Upstate Colorado representatives visit with the companies to determine if there is a way to respond to the companies needs and when necessary, provide rapid response activities to the affected employees. 36 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 collaoorative effort helps employers quickly recruit, train and further develop their workforce. The Weld WORKS Labor Team is designed to provide technical assistance to both new companies looking to locate to the region as well as existing employers expanding or facing employment challenges. The Team identifies labor development opportunities by comprehensively reviewing and managing various local, county and state Workforce Assistance Programs, including: • Colorado FirstfExisting 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 consultants. The goals of these joint efforts include: • Expand awareness of Northern Colorado by companies and prospective workers of the business opportunities that exist • Competitively position Northern Colorado in relation to other areas of the State and similar markets around the U.S. • Create broader partnerships within the area's public, private and non-profit sectors • Share costs of regional economic development marketing on a case by case basis by separate written agreements • Generation of qualified leads 37 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. how the Upstate planning region will strategically coordinate workforce onvestment 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 and literacy 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 t0 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 ceveloped 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. How the Upstate planning region will strategically coordinate workfirce investment activities with the provision of vocational rehabilitation services under title IV The Upstate Region has had, and continues to have, an excellent working relationship with the local DVR and has had a strong partnership that has been in place for many years. DVR serves on the WCWDB, participates in regional sector work, and is in leadership roles on ESWC committees. The MOU with the WCWDB outlines collaborative efforts for business hiring events as well as assisting clients in accessing workforce system services. DVR is a willing contributor to the employer seminars which are hosted at ESWC. The DVR Business Outreach Specialist continuously provides an engaging presentation on how DVR can partner with employers, and the myths and misconceptions that can create barriers to employment. Referrals between DVR and ESWC continue to grow and strengthen. A collaborative effort, which braided funding from both agencies, was the subject of Workforce Investment Works Success Story. The involvement and persistence of both DVR and ESWC case managers ultimately resulted in the placement of a DVR client. d. The strategies and services that will be us..d in the Upstate planning region to strengthen linkages between th ne-sto delivery system and unemployment insurance 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 • Testing including the Conover Career Readiness Credential, now known as the Workplace Readiness Credential 38 ® One-on-one or group staff assistance aegarding [abop market and occupationa information ® Interview and resume workshops ® Individualized job search assistance ,Referral services to training including WhNWDO/A\ programs Resources utilized aided with applications for Federal Pell Grants, including linkages ith community colleges and universities, including on site mater.al and appropriate web -based sites ® Access and assistance with the online Unemployment Insurance Chat Other allowable services as identified under WP : wilding upon these strategies, ESWC continues successful coordination with the Divisin •f Jl to assist c imams through the¶eemployment Services and Eli•Yibility Assessment (RESEA) program. This service has similar results in assisting clients from the start with the goal of assisting them in finding employment on an expedited basis. Recently ESWC has seen a sharp increase in the number of individuals visiting the Resource R.om to file unemployment claims as IDLE has discontinued taking the majority of claims over the phone, instead directing them to visit their local workforce office. The change in service dyrlivery allows ESWC t`• pr vide reemployment services earlier which will reduce unemploymen: length. ern How tine WC W e L coorrdlf to workforce nravestment act ivies carried out on cid County with statewide raped response acU vities5 ES Wr �, in alignment with Colorado WIOA State Plan, goal D, provides Rapid Response workshops for affected employers and workers, immediately after the State (or Workforce Canter) is notified either by WA''N Notice or by other means, of a current or projected permanent closure or mass ayoff; or a dislocation because of a disaster. The Rapid ',esoonse team for ESWC inclu es a representative from the Business Services unit and case managers from the MA 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 potenti ,l trade 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 te{m to any part of the County at any time that is c`•,nv-Jnient for the employer and the affected workers, and the GR spid Response workshop is available in both I- _ nglish and Spanish to best accommodate the needs •,f the employer and the affected workers. The State Rapid Rcsporsse Unit is informed of any layoffs in Weld County and take the lead if it impacts 50 plus. I _ he State also provides packets of information to give to effected workers during workshops. Immediate and on -site contact with the employer, representatives of the affecteo workers, and the local community, may include an assessment of the: Layoff plans and schedule of the employer; P.;tential for averting the layoff(s) in consultation with Jpstate Colorado Economic v lopment or the State economic development agencies, including private sector economic development entities; Background 04nd probable assistance needs of the affected workers; e Reemployment prospects for workers in the local community; a Available resources to meet the short and long-term assistance needs of the affected workers. 5 As descl abed in section 134(a)(2)(A) 39 8. The replicated cooperative agreements6 between the WCWDB or other local entities7 with respect to efforts that will enhance the provision of services to individuals with disabilities and to other individuals, such as cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts at cooperation, collaboration, and coordination As aligned with Colorado WIOA State Plan, goal A, Weld has had a longstanding commitment to serving those with barriers including those with disabilities and ESWC has developed and maintained both facility and program accessibility to career services. School district's School to Work Alliance Programs (SWAP) and DVR participate on WCWDB standing committees and staff members from DVR, SWAP and ESWC cross train with one another. The WCWDB entered into an MOU with DVR which explains access to services and incudes a crosswalk of services that can be provided by ESWC, DVR, or by both entities. Additionally, Business Services sends the list of open jobs weekly to DVS`,, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers. A survey from the Department of Labor regarding the accessibility of our workforce center, its programs and services for people with disabilities, was completed in Spring 2020 The survey was a great opportunity for self -assessment and analysis to determine, as a center, if we are both accessible with programs and services. Through CDLE's contract with the Rocky Mountain Americans with Disabilities Act Center (RMADAC) staff completed an online course on Programmatic Disability. The course included the Americans with Disabilities Act, the Rehabilitation Act, WIOA section 188, Disability Awareness and Etiquette, Programmatic Accessibility, and a Self -Evaluation to confirm completion of the training. To further demonstrate Upstate's support to serve individuals with disabilities, and increase collaboration between front-line staff, the WCWDB invited ESWC and partners to a Community of Practice specifically for Front -Line Staff. Partners included in the community of practice are: ESWC, IRCNOCO, Community Educational Outreach, Aims Community College, and DVR. By partners sharing resources and knowledge in these meetings, DVR and other partners can increase clients access to services and resources. This community of practice resulted from the Strategic Doing process introduced during the National Association of Workforce Development Professionals (NNWDP) Workforce 2020 Conference in July 2018. Including DVR in these meetings is an example of how the Upstate Planning Region supports the commitment to serve individuals with disabilities and other barriers to employment. 9. The coordination of transportation and other supportive services 6 As defined in section 107(4)(11) Described in section 101(a)(11)(B) of the Rehabilitation Act of 1973 (29 U.S.C. 721(a)(11)(B)) and the local office of a designated State agency or designated State unit administering programs carried out under title I of such Act (29 U.S.C. 720 et seq.) (other than section 112 or part C of that title (29 U.S.C. 732, 741) and subject to section 121(f)) in accordance with section 101(x)(11) of such Act (29 U.S.C. 721(a)(11)) 40 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 ias been created and looks at the condition of the current transportation system and uses County lard use forecasts and regional travel demand models to outline a plan that will develop and maintain a safe and efficient long-term roadway network in The Upstate Region. The plan strives to improve the movement of people and goods to all The Upstate Region communities by enhancing regional arterial roadways. Current highway access for the region includes 1-25 and State Highway 85 for North/South demand with 1-76, State Highway 34, State Highway 392, and State Highway 14 catering to the East/West demand. ��' r min • • YM I NG ; N E BB CO LOA DO ]Great Western Railway 1 fshoft line) _A Union Pacific R ikvay reeky Burlington NortherniSanta. e It General Aviation access can be found in the region at the Greeley/\Veld County Airport as well as the Erie Municipal Airport. Freight Rail Access is demonstrated in the map8 pictured above. 10. How administrative cost arrangements have been coordinated, including the pooling of funds for administrative costs or discuss why these are not appropriate for the Upstate planning region at this time Weld County is the on y County in the Upstate Region and as a result, the pooling of funds for administrative costs is rot 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 Upstate planning region will collective) ne • otiate and reach a • reement with the Governor on local levels of 8 Upstate Colorado, 2017 41 performance for, and report on, the performance accountability measures9 for Weld County and the Upstate Region S ince Weld County is also the Upstate Planning Region, there isn't a level of consensus needed as there is in other Planning Regions. The process for agreement with the Governor regarding peril rmancc accountability measures was the same in Progr m Year 16 as they were for WA. As dditional 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 :•f the performance djustment model and how it will apply to the Upstate Region, ESWC and the WCWDB negotiated standards as specified by the Council and CDLE. 12. How one -stop centers are implementing and transitioning to an integrated, technology -enabled intake and case management information system for programs carried out under this Act and programs carried out by one -stop partners ESWC currently operates a number of the programs identified as partner programs in WIOA, including the Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth P rograms, the Title III Wagner-Peyser Act (WP), TAA, the Migrant and Seasonal Farm Worker program (MSFVV), and provides functional supervision to the Disabled Veteran utreach Program (DVOP) staff under the Jos 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 (M0U) 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 CDLE work together to im • rove statewide efficiencies for the end users of the s stem and our clients. 13. The activities and steps taken to develop this regional plan U sing the PY16-19 plan as a framework, ESWC support staff posed the following questions to the WCWD: 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. N otice 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 PY29-24 Regional olin. 9 Described in i9OA sec. 116(c) 42 Employers and 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/IegalNotices/. After the 30 -day deadline for commentary and with Commissioner approval, the plan will oe submitted. 14. The process used by the WCWDB in the Upstate planning region to provide an opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the plan prior to its submission An opportunity for public comment is provided to representatives of businesses, representatives of labor organizations though a public 30 -day public comment period. The plan is published on the WDB web page with instructions on how to submit comments. A notice of public comment is published in the local newspaper, The Greeley Tribune. Weld County also posts the availability of the plan for comment on the county's social media sites, Facebook and Twitter. Opportunities for input into the development of the plan prior to its submission is provided through various methods prior to the public comment period: • Planning meetings prior to plan creation; draft of the plan is sent out to appointed board members; • The plan is discussed during several WDB board meetings and Awareness Committee meetings prior to the public comment period; and • Significant changes to the plan are then reviewed by the WDB, if needed, prior to its submission to the state. B. Weld County Local Plan 1. An analysis of the workforce development activities (including education and training) in Weld County, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services, to address the identified education and skill needs of the workforce and the employment needs of employers in Weld County The WCWDB has a long-established history of focusing workforce development activities and services, including training and education activities, towards the existing in -demand and emerging industry sectors in Weld County. As a designated local area, Weld County will continue to focus workforce development activities and efforts on meeting the needs of the identified in -demand industry sectors as identified in the Regional portion of this plan. The Workforce Board has tynd will continue to focus efforts on convening sector targeted work groups that result in coordinated initiatives between partners that are designed to meet the identified needs of the in -demand sector employers. As an example, through the WIRED Initiative, the WCWDB and ESWC worked with Aims Community College to develop two Multi Industry Systems Technician (MIST) certificates based on the needs identified by manufacturing/advanced manufacturing industry employers. Due to the success of the MIST program and through continued input by manufacturing sector employers, the program was eventually expanded to four certificates and an available AAS degree. The program has continued to be modified based on input from manufacturing sector employers, as well as input from the WCWDB, and has since been renamed to Industrial Technology program. These certificates and degree options are a viable training option for the manufacturing/advanced manufacturing sector. Links with 43 efforts taking place under the Colorado ueprinf and the Colorado Advanced Manufacturing (LAMA) continue. Iliance As a me: ber of th Colorado (Online Energy Training Consortium (COETC) TAA grant that provided resources to support the education/training, Aims Community College utilized the foundations of the ndustrial Thchnology program developed under the WIRED initiative, along with input provided by the WCWDB's -il ;(nd Gas Task Force (which included employer representatives from many of the County's oil and gas industry sector employers), to develop certificate and degree programs for careers in the oil and gas sector. Both sector focused programs orovide additional *lotions for unemployed and incumbent workers to gain skills, as well as certificates, for these targeted industry sectors. Aims Community College in partnership with ESWC, has intentionally designed certificates to be stackable thereby increasing the value and opportunity to apply gained skills and knowledge within various sectors. } Through the H1 -B training grant, the WCWDB identified the funds would be utilized to enhance ine higher -level training options and needs primarily for employers in the Sustainable Manufacturing Sector. Funds were Lsed to increase the higher -level skills needs of the incumbent workers in high - demand occupations for the targeted industry sector employers. Upstate Colorado Economic Development was identified as the convener for this Sector initiative to facilitate the connection of employers needs with training providers. The training and subsequent certifications provided information on the needs of this industry sector and an identification of the various skill needs and training options for both incumbent workers as well as the long-term unemployed to assist them in acquiring the requisite skills for high skill, high demand occupations. The WCWDB and ESWC have continued to work on meeting the health sector needs in Weld County since the dev lopment of the collaborative efforts with partners for the Gee Whi? Health Ct mps, the development of a Nuclear Radiological Technician Certificate, and the collaboration to expand entry level health worker training available in the early 2000's. Since that time the Beard 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 cre.ting the first Sterile Processing Certification program in Colorado the WCWDB, our partners, and the Board's Standing Committees have taken a lead in the development of activities and services to meet the needs of the health and wellness industry sector employers not only in the local region but in the state as well. Aims Community College, the University of Northern Colorado, and IBMC represent the primary post- secondary educational institutions in Weld County. Fort Morgan and Front Range community colleges as wall 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. 44 A strategy which has garnered increased emphasis is the continued expansion of outreach to South County. The Resource Room is staffed by an Assessment and Learning Center Instructor twice a week and case managers availability has also increased. Support to employers has increased through additional South County Job Fairs and Hiring Events. This strategy of increased South County engagement has been so successful that the focus on South County has indeed proved to be an effective strategy. Not only are current discussions regarding securing case managers in South County on a consistent basis, the growth in South County clientele warrants exploration of building expansion. 2. WCWDB's strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment), including goals relating to the performance accountability measures based on primary indicators of performance1° in order to support economic growth and economic self-sufficiency The WCWDB envisions to direct the efforts of Employment Services of Weld County to operate an innovative, adaptive, and customer -driven workforce system which ensures: the below: • Customer services are based upon individual needs and choices; • Services provided are competitive and valuable; ® Outcomes are measurable, and results orientated; • Responsiveness to changing labor market conditions, customer profiles, and program regulations; and Services are fiscally responsible. Goals include: 1 Regional Advocacy - The WDB understands the importance of a workforce which is trained, engaged, and productive. Board members are kept apprised of current needs among employers. As such, a goal of the WDB is for board members to use the position they have to advocate both on the Board and in the community for those Regional workforce needs. As such, at least 80% of WDB members are expected to attend talent development and community events while representing the board, outside of regular board meetings, each program year. The Support Specialist will track WDB attendance in Excel and submit the documentation as part of the High Performing Board application each year. 2. Labor Market Information - The WDB understands the importance of providing current Labor Market Information to employers, prospective employers, the community at large, and to job seekers. A WDB goal, is to provide a printed annual Economic Impact Report utilizing LMI to economic developers and employers in order to help them envision current economic information and trends. This information is also provided regularly at regional meetings, to the community, partners, and businesses, and upon request. In conjunction with assisting the business community, the Board promotes providing job seekers with labor market information by making Weld County LMI readily available on the ESWC website in the form of a quarterly snapshot. As a result of the COVID-19 pandemic, an Unemployment Insurance report is produced weekly and can be found on the ESWC website. 3. Engagement - The WDB understands the importance of Sector Partnerships as a tool for collaboration among employers and public partners. In alignment with the Colorado WIOA State Plan, goal D, the WDB supports the goal of ESWC to extend staff resources in engaging in a minimum of four meetings a year -or each active Sector Partnership in Northern Colorado (Healthcare, Manufacturing, and Construction). Staff members regularly 10 Described in section 116(b)(2)(A) 45 participate in Sector Partnership task groups. The meeting occurrences vary depending on the task at hand. It is the goal of the WDB to have staff participate in a minimum of six task groups, two for each sector. ESW;:; will report successes in reports to CDLE --3nd CWDC. The board also supports engaging in discussions in emerging and developing partnerships. 4. Workforce Data m The WD understands that in order to measure effectiveness, the Board will hold ESWC accountable for reporting on program outcomes. The goal of the Board is to fully review workforce data which is presented in the quarterly Dashboard report. The Dashboard is prepared for and presented to, the board as noted in meeting minutes. By reviewing the information, meaningful guidance may be given by the Board to the WFC on any areas which need improvement. 5. Convening GeneraD & Committee Meetings - The WDB understands that in order to achieve efficiency in running the board, committees are necessary to work on specific oversight areas. The goal of the board is to utilize member's talents and experience by engaging them in committees in relation to the area in which they are subject matter experts. The general board will meet an average of six times per calendar year. The WCW;}B has three standing committees (meeting frequency): Awareness Committee (4), the Partners Committee (as needed), and the Youth Committee (4). New and renewing board members must attend a mandatory Board Orientation and sign an acknowledgement form confirming their understanding of WIOA's Core Programs. 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. The Support Specialist keeps this documentation. 6. Board Structure - will evolve over time. The Bylaws will be reviewed as needed, and if necessary updated to align with CWDC Board Performance Initiatives. (Example: Colorado High Performing Local Workforce Development Board.) The Weld County Board of County Commissioners approves the Bylaws. They are available on the ESWC website. 7. Selection and Monitoring of Operators and Proider o The WDB, in agreement with the chief elected officials, shall select one -stop operators through a competitive procurement process (as needed)identify eligible providers of youth workforce development, training and career services. Incorporated into the process will be the Colorado Workforce Development Council (CWDC) established Continuous Improvement Management System (CIMS). Performance of one -stop operators shall be monitored in accordance with the Criteria for Certification of One -Stop Center local policy (WCWDB-1 7). 8. Mudget - The WDB understands that in order to deliver services efficiently the budget needs to be consistent with not only the local plan but that of the CWDC as well. Updated budget information will be included in the quarterly dashboard, along with workforce data. ESWC staff works with the finance department throughout the month. If needed, the board can request a budget update at any time. Additionally, the board may solicit and accept grants and donations from sources other than Federal funds made available under WIOA when necessary. Additionally, In February 2020, the Weld and Larimer Workforce Development Boards held their second joint meeting to continue previous discussions around Regional conomic Development. From this meeting, several strategies emerged to facilitate regional economic impact: • Regional Workforce Symposium, which integrates the Future of Work • Continued Annual WDB joint meetings, including additional events around specific topics with area businesses as discussion panelists Regional Programming including MSFW, NOCO REDI and Work -Based Learning Alliance • Workshop Collabt•,ration between Larimer and Weld 46 3. The strategies and services that will be utilized to facilitate engagement of employers, including small employers and employers in in -demand industry sectors and occupations, in workforce development programs i. Outreach activities are planned to increase business engagement in Weld County The Business Services Unit (BSU) partners with Chambers throughout Weld County to strengthen our connections with key business individuals in the local communities, in alignment with Colorado WIOA State Plan, goals B and D. These events include the Southeast Chamber, the Carbon Valley Chamber, the Fort Lupton Chamber, the Greeley Chamber, the Johnstown -Milliken Chamber, Erie Chamber, and the Evans Chamber. Serving on the Windsor Economic Development Committee and several Aims Community College Advisory Boards supports this function as well. A strong relationship has been established with the Fort Collins Chamber to support further regionalism. Participation in sector partnerships and the Did You Know newsletter continue to be substantial in increasing business engagement. Additionally, ESWC continues to host Employer Seminars to include topics such as Workplace Respect, Occupational Safety, and Nursing Mothers Law. Under exploration is how to make the seminars virtual and available on demand. ii. How the Business Services Team be utilized for this purpose The team has divided Weld County into sections to ensure chamber attendance. Leadership participates in economic development committees and other high-level discussions. The BSU team has operated under a sector model for years. This allows each representative to focus on a specific industry, develop meaningful relationships, and to attend advisory boards and sector partnerships related to their work. Through their connections, the team connects with subject matter experts to develop and execute Employer Seminars. iii. How the members (particularly business members) of the WCW and Youth committee will support these efforts The WDB and its committees are strong advocates for all thing's workforce. Board members determine who in their network would benefit from participating in local and regional discussions, forward on the Did You Know and Seminar invites, and attend multiple talent development system activities on behalf of the business and the WCWDB. iv. How sector partnerships will be utilized for this purpose ESWC employees, employers, and board members are active participants in the NOCO Manufacturing, Northern Colorado Health Care, and Northern Colorado Construction and Trades Sector Partnerships. Participating in various action teams and task committees have proven to be fruitful, developing stronger connections and having essential conversations. Several successful initiatives in Northern Colorado are a direct result of Larimer and Weld County collaborating with one another, businesses, education providers, and community -based organizations. v. ESWC obj -actives and goals for these activities It is the goal of ESWC to be responsive to the needs (both stated and unstated) of Weld County employers; to be inclusive of both small and large employer needs; and to actively promote development of a stronger workforce in in -demand industries. ESWC's objective with the Sector Partnership activities is to support the needs of the employers representing identified sectors. Next, the objectives with the other activities is to establish an awareness about the options in WBL available to employers. Additionally, another goal is to increase the number of opportunities available in WBL through local employers for Weld County residents. 47 4. The implementation of initiatives designed to meet the needs of employers in Weld County that support the WCWDB's strategy i. Work -Based Learning Programs How ESWC will utilize and promote, incumbent worker training programs, on-the-job training programs, customized training programs, internships, or other activities for PY20, and identify targets for work -based learning activities for your youth, adults/dislocated workers, transitional jobs, and incumbent workers. Youth ESWC will continue to provide WIOA Youth with opportunities, in alignment with Colorado WIOA State Plan, goal A, to participate on a paid work experience/limited internship or On the Job Training placement. At least 20% of WHOA Youth funds will be spent on these areas. WIOA Youth will continue to be provided with career pathway opportunities, to include apprenticeship exploration. At the inception of WIOA, ESWC facilitated apprenticeship tours in the Denver Metro area in partnership with the Colorado Sheet Metal Workers Joint Apprenticeship and Training Institute, participated in the annual Colorado Construction Career Days and coordinated a Healthcare Boot Camp. Each of these initiatives were aligned with WBL opportunities. Activities such as these will continue and avenues fr expansion will be explored. The Business Services Team, in alignment with Colorado WIOA State Plan, goal B, will support the WIOA Youth team in the development of work experiences and internships. In the manufacturing partnership, ESWC is a vital part of the `Manufacturing Rocks' committee's work which resulted in tours of manufacturing plants within Larimer and Weld counties. The goal of these tours is to generate interest in the industry, as a whole, and to educate the student population, and school district staff, on the career paths necessary to work in the industry. In addition, ESWC supports WBL through a variety of avenues, leveraging funds and increasing the total number of youths served by ESWC. Additional initiatives include facilitating Corps based models, including AmeriCorps grant funding. The Weld County Youth Corps is a proven strategy for engaging young people in service to their communities and stewardship of their environment while cultivating valuable skills to meet the challenges of the 21st century. Youth Corps participants earn a living stipend and also gain technical training and work experience. Youth Corps participants improve Colorado's public lands, conserve natural resources and help underserved populations while building bright futures for themselves. In collaboration with the Colorado Youth Corps Association (CYnA), the Weld County Youth Conservation Corps creates collaborative and innovative partnerships across the County mnd eastern plains. Built upon the foundation of a Youth Corps model, the TIGHT (Te.mwork, 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 pi cement for youth involved with DHS. The TIGHT Youth Corps addresses this community need providing youth with opportunities to increase basic skills, while simultaneously gaining invaluable entry level employment skills to include the soft skills employers' desire. The Weld County Commissioners are supportive of activities to enhance Youth Entrepreneurship however, with the federal focus on registered apprenticeships, entrepreneurship is less of a priority. Adult/Dislocated Worker: 48 Business Services, in alignment with Colorado WIOA State Plan, goal C, is collaboratively engaged with the development of On -the -Job Training (OJT) opportunities for all WIOA related programs. Business Services along with the entire team of ESWC is committed to generating OJT placements throughout Weld County. The TANF and EF programs have WBL experience opportunities for their customers. CWEP is a community work experience program and AWEP is an alternative work experience program. Work supplementation provides wage supplementation in addition to benefits. EF has a work -fare program which assists customers in WBL while meeting program requirements of being involved in an activity in exchange for their food benefits. The Weld County BCCC has formally proclaimed National Apprenticeship Week in Weld County since 2016. Registered Apprenticeship efforts and events will be continued in years to come. The monthly WBL meetings will be renamed, repurposed and expanded to include all programs administered by ESVVC. 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. ESWC will take the following steps to increase apprenticeship opportunities for customers during the next program year: ESWC is committed to increasing apprenticeship opportunities for our clients, in alignment with Colorado WIOA State Plan, goal B. It is anticipated that ESWC will work with Vestas, a local manufacturing company, in the cohort that starts in June 2020 that will carry over into PY20. A portion of the training is the Crucial Conversations Program which is a one-on-one mentorship program between tenured Vestas employee and young adults in the Greeley -Evans School District RA program. Additionally, discussions continue to be held with a local healthcare provider with the potential of Registered Apprenticeships with youth and adult clients. ESWC anticipates a minimum of six different training opportunities that range from a cook to a Patient Financial Services (PFS) Representative with this provider. If funding allows, 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 49 How ESWC will utilize the relationships built by our Business Services Team to enhance or expand participation in Sector Partnerships and also expand business services efforts. Including PY20 specific planned objectives and measurable outcomes. The ESWC Business Services Unit uses the connections made at the NOCO Manufacturing Sector Partnerships to promote Career Pathways within Manufacturing. It is an objective of the partnership to interest students in manufacturing careers. Business Services is engaged in the Manufacturing Rocks committee of the NOCO Manufacturing Partnership. The Business Services Team helps to facilitate local Weld County Manufacturing tours for public partners and for students. BA representative from Business Services has participated in two annual Parents Night events through the partnership. These events have taken place in Larimer County. Plans to duplicate this event in Weld Count are 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 Weld County or with local area partners, the below sector partnerships are engaged in or plan to be engaged in during PY20. The current status of these partnerships, plus PY20 planned objectives and measurable outcomes are included. Note: For Sector Partnership Information, please visit: https://www.colorado.gov/cwdc/sector-partnerships This section was addressed in section A. 4. of the regional plan. v. Career Pathways How ESWC you will utilize information gathered through the Business Services Team to provide a baseline for consideration of new or enhanced Sector Partnerships, and how this information will be used to inform changes to or development of Career Pathways in Weld County. PY20 planned objectives and measurable outcomes are specified. This section was addressed in section A. 5. of this plan. 5. How the WCWDB, working with the entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, including how the WCWDB will facilitate the development of career pathways and co -enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry -recognized certificate or certification, portable, and stackable) In alignment with the Colorado WIOA State Plan, goal A, the WCWDB and ESWC have established definitions for individuals with barriers to employment in the Priority of Service for Title I Adult Program local policy (WCWDB-2) and "needs additional assistance" through WIOA Eligibility Determination and Documentation local policy (WCWDB-5). 50 With the ab ve definitions in mind, the WCWDB is working v ith the entities carrying out core programs to expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, in alignment with Colorado WIOA State Plan, goal A. Priority consideration will be given to programs that lead to recognized postsecondary credentials, within the WCWDB identified in -demand industry sectors, as identified in section A.4. Examples of initiatives supporting this goal include: The Weld County Bright Futures program has been revitalized since its inception. Bright Futures is now unoer the leadership of Upstate Colorado Economic Development. The program continues to provide an excellent path and financial assistance for Weld County High School Graduates, CASE recipients, and Honorably Discharged US Veterans furthering their education or training. Financial changes create further sustainability for the pro •; rail, benefiting future Weld County participants. Creating a diverse, well-educated workforce that will lead to good paying jobs and a stable economy in all workforce Sectors. Because of the focus on providing services to individuals with barriers to employment, this program will allow ESWC to integrate this program in the options available to assist individuals to either start or continue in career pathways. Through the programs offered at ESWC, the agency uses Leadership Teams as a method of engaging employers into discussions about the development of career pathways. A recent example of this is a H alth 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 whicri 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. Through ESWC, the Department of Human Services has a Summer Employment Program, Weld Works 4 Youth (VVW4Y). The pr gram intentionally and primarily serves 14 to 15 -year -olds who are currently receiving TANF, Food Assistance, Medicaid, placed in Foster Care, or have n open case with Youth Services or participating with the Prevention team in accordance with section 0.008.4 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 .3Dprsach. ® 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. 51 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 WIOA Program. The TANF program and the EF programs are working with the rest of ESWC to increase numbers of stackable and portable certifications by co -enrollments with the WIOA program and referrals to local schools. TANF clients are eligible to receive supportive services through the program. These supportive services include: Rent, car repairs, supplies and equipment for work, training opportunities and other types of assistance to stabilize and support families, so they can get regular full-time employment. The University of Northern Colorado, DVR, and ESWC provide wrap -around services for students in the G•AL program. As a Comprehensive Transition Program, UNC recognized the importance of connecting with the workforce center and applied for a board position. Since joining the board, the member has actively engaged in conversations regarding mock interview opportunities, employee opportunities, and additional services that ITV may be able to provide. For PY20, ESWC has committed to mock interviews each semester. Additionally, ESWC has partnered with DVR to host a webinar in October regarding Hiring Individuals with Disabilities. The month of October was intentionally chosen to align with National Disability Employment Awareness Month. The UNC GOAL program has committed to advertising this webinar to its extensive network. 6. The strategy to work with adult education providers funded under Title II of WIOA and Vocational Rehabilitation to align resources available to Weld County, to achieve the strategic vision and goals described in question 5 are described below ESWC has had long standing relationships with IRCNOCO, formally Right to Read and a Title II Adult Education and Literacy provider, and the regional office for DVR. The Director of IRCNOCO nd the Regional Supervisor for DVR have been part of the WCWDB for years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. The Immigrant and Refugee Center of Northern Colorado (IRCNOCO) provides enhanced services to the refugee population for both the WP and TANF programs in addition to services to I•A customers in need of literacy services, in alignment with Colorado WIOA State Plan, goal A. IRCNOCO continues to be involved in the coordination of services to customers for hiring events, career events and job development for co -enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities. The MOU outlines the roles and responsibilities of both ESWC and IRCNOCO regarding the provision of services and the alignment of resources to achieve the strategic goals. ESWC staff attend workshops at IRCNOCO to provide an overview of services available at ESWC and assist individuals, alongside IRCNOCO staff, with Connecting Colorado registration and navigation. Joint efforts between IRCNOCO, Aims Community College, and the ESWC Assessment and Learning Center began in 2011. Collaboration has taken place on projects designed to identify and define what each partner organization provided in services and programs, the types of student needs that were addressed, and identify how collaborative efforts could have the most impact. ESWC staff have ensured linkages between youth programs and the DVR SWAP programs available in Weld County schools and have previously been a part of the local Community Transitions Team, 52 and the City of Greeley Commission on Disabilities. ssistive/Adaptive technology continues to be available in both the ESWC resource room and the Assessment and Learning Center for customers in nerd of such devices and equipment. Additionally, DVR utilizes the Assessment and Learning Center for a variety of assessments f©r their customers. The Business Services Unit (ISU) f ESWC continues to coordinate services and events with and through the DVR Regional Business Outreach Specialist (BOS). The coordination of services includes, but is not limited to, hiring events, career events and job development for co -enrolled clients by targeting business engagement opportunities and expanding awareness of employment o pportunities for individuals with disabilities. The Memorandum of Understanding between the oar° of Commissioners of Weld County on behalf of the Weld County r :epartment of Human Services, Division of Employment Services ourlines the roles and responsibilities of both FSC ano DVR regarding the provision of services and the alignment of resources to achieve the WCWDB's strategic goals. Additionally, the Business utre.ch Specialist, presents, at a minimum annually, information o n services available through DVR at ►ESWC in an Employer Seminar. The information is well received by local employers. 7. The strategies and services that will be utilized to strengthen linkages between the one -stop delivery system and unemployment insurance programs ESWC has extensive experience in serving UI claimants. In 2012-2013, processes were implemented u nder the f _ mergency Unemployment Compensation Program. A major component was the development of a UI eligibility assessment. With progrL.m 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 ';earliness Certification 0 •r' on one or group staff assistance regarding labor market and occupatinal information ® Interview and resume workshops and assistance O Individualized .b 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 o 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 t. training a tid tducaticna[ 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. How the WCWDB will coordinate workforce investment activities carried out in Weld County with economic development activities carried out in the Upstate planning region, and promote entrepreneurial skills training and microenterprise services 53 ESWC, in alignment with Colorado WIOA State Plan, goal D, works closely with the Weld County Economic Development organization Upstate Colorado. The ESWC Business Services Unit is routinely called upon by Upstate Colorado to assist with providing industry specific labor market information. They also request ESWC presence at meetings when prospective employers express interest to establish, or expand, their business in Weld County; this method is now known as Weld WORKS, to include Aims Community College attendance. Additionally, ESWC hosts seminars to include information necessary for small entrepreneurs such as HR 101 and Child Labor Laws. ESWC has intentionally expanded its reach through the Awareness Committee of the WCWDB and the Weld Workforce Collaborative. These Committees are made up of staff from Economic Development (ED), Chambers of Commerce, and municipalities. ESWC has an excellent reputation with the numerous Chambers of Commerce throughout Weld County. ESWC staff are called upon to provide presentations routinely at the Chambers. This sort of coordination among chambers, workforce, and employers utilizes the time of all attendees wisely while promoting ESWC activities. 9. The workforce development system in Weld County that identifies the programs that are included in that system and how ESWC will partner with the required WIOA partners to increase awareness of career pathways and the critical role that workforce development plays in ensuring that all Coloradans have access to educational and career pathways that result in meaningful employment ESWC operates a number of the programs identified as partner programs including: Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth Programs; the Title III WP; TAA; the Migrant and Seasonal Farm Worker program (MSFW); the work components for the TANF and the EF programs; AmeriCorps; the TIGHT Youth Corps funded by CORE Service and TANF funding; services funded by CSBG; targeted programs for UI; and provides functional supervision to the DVOP staff under JVSG. As discussed in the 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, in alignment with Colorado WIOA State Plan, goal A, and strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. Partner programs are represented on the Board, and the Director of IRCNOCO, is the chair for the Board's Youth Standing Committee. 10. The one -stop delivery system in Weld County, in particular a. The locations of the comprehensive physical one -stop centers within Weld County; and a list of locations of our network of affiliate sites, both physical and electronically linked, such as flibraries. ESWC operates two comprehensive one -stop centers as follows: • Main Location: 315 N 11 Avenue Bldg. B Greeley, CO 80631 • South County Location: 2950 9th Street Fort Lupton, CO 80621 Additionally, linkages and collaborative efforts with the High Plains library district and the associated Carbon Valley Library allow customers to be able to link electronically. b. Key strategies for integrating the core programs (WIOA Tilde D, flfl, III, and IV programs), as well as all required partner programs, within the Decal one -stop system of comprehensive and affiliate offices 54 The Upstate Planning Region continues Integration of the core WIOA programs through the certification of a One -Stop Center and Delivery System. To be certified as a one -stop center, WIOA specifies that the CIA/DC and local WDBs establish certification criteria. One -stop centers and the one -stop delivery system must meet or exceed the standards established for each of the following areas: Focus Area Criteria to be used Standards to Meet 2 4 Fffeetiveness• Physical and programmatic accessibility Continuous provement of stopcenters. andthe one -stop delivery • system Integration of available services I Performance accountability as outlined in grant agreements and expenditure authorizations Local Performance Measures Sector Partnerships Career Pathways Enrollment objectives for targeted populations Alignment of services with needs of the area Fiscal Responsibility Service Hours ADA Guidelines a.Outcornos defined in grant agreements and expenditure authorizations be Thresholds related to negotiated performance targets Coordination of goal setting across programs exists d. Active involvement in initiatives and discretionary grants and expected outcomes for initiatives and discretionary grants are met e. Demonstrate that strategies are based on an analysis of the area f. Satisfaction of employers with services provided g. Expenditure rate exceeds the minimum requirement to maintain compliance In compliance as shown by an inspection, audit, or review within last three (3) years The CVVD 's established Standards are connected to current goals Continuous. Improvement • and may shift as goals .change Process as• incorporated • into the annual planning processand. performance incentivefunds Service Coordination Agreements an �A. Business Services activities in compliance with annual goals Re-employment and Youth activities in compliance with annual goals Marketing and Outreach activities in compliance with annual goals At a Minimum: a. An MOU is in place b. The MOU includes all required partners c. Co -enrollment is addressed ca. A referral procedure for all programs is in place e. Demonstrate that the level of integration has improved in the past three (3) years 55 he WCWDIS S respons&ble for assessing the one -stogy centrs and the ore -stop deDovery system Both the above crotn roa and sibm ta record of the assessment and certification determhaatkpn to the CWDC. The local oolicv, WCWDB-17-2020-01 Criteria for Certification of One -Stop Center, contains th criteria for assessing the one -stop centers and the one -stop delivery system. Certification criteria is incorporated into tho Weld County Request for Proposal (RFP) process for the one -stop operator, therefore that selection process will also serve as the certification proccss. The WCWDB will continue to utilize the criteria in its RFP process for the selection of its one -stop operator to ensure the center and the one -stop delivery system are eligible to receive infrastructure funding from partners or the state funds for those areas that utilize the stato infrastructure funding mechanism. ESWC currently operates the programs under Title I of WIOA; the Title III WP; TAA; MSFW; the work components for the TNF and 'Inc EF programs; and an AmeriCorps program; As previously indicated, Es.! J,C has had long standing relationships with IRCNOCO, the predominnt local itle II Adult Education and Literacy provider, and the regional office for DVR as well as with representatives from SER for the Senior Community Service Employment Program (SCSEP). The Director of IRCNOCO and the Regional Supervisor for DVR, and representatives from SER have been part of the WCWDB for more than 20 years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. Through the execution of the current Memorandums of Understanding, collaboration with partners will continue. As the WCWDB was selected to act as the one -stop operator in May 2017 during the previous RFP process, the WCWDB will evaluate a report on the certification requirements for the one -stop center (ESWC) and delivery system. The certification report consists of the following items: 1. Assessment of physical and programmatic accessibility at the following locations: a. Comprehensive one -stop centers b. Affiliate one -stop centers providing Title I -B (Adult, Dislocated Worker, and Youth) and III (Wagner-Peyser) programs, at a minimum 2 Assessment of effectiveness of the core (Titles I -B, II, Ill and IV of WIOA) programs 3 Assessment of the continuous improvement efforts outlined in the local plan and reported on annually to the Colorado Workforce Development Council 4. Assessment of the integration of available services across all required partners The assessments mTy be conducted and compiled by one or more members of the board, local board staff, sub -recipient staff, another American Job Center, state board staff (as applicable), state workforce agency staff, or a qualified contractor. The accessibility :assessments should be completed using a recommended checklist that has been approved by the CWDC, the programmatic accessibility evaluation toolkit, or through a qualified contractor. After assessments are completed and prior to submission to the CWDC for review, the one -stop operator may review the reports and generate a response outlining action steps that may be taken to address any deficiencies. The report developers should review responses and generate a recmmendation for the CWDC to certify, certify conditionally, or not certify the system overall and each individual site based upon the accessibility section of the report. The report, responses, and recommendations should then be submitted to the CWDC for review and a vote. c. The roles and resource contra utions of each of the one -stop partners 56 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, SWC staff primarily charge to programs related to employment grants. Approximately 50% of the staff charge to TA\F, rployment 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 c•ntributions 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 he review of open job listings. dm How the WCWDB will facilitate access to services provided thrugh the one -stop delivery system, including in remote areas, through the Jse ,. f technology and through other means; including our htended use of worth&& job mars, the upcoming virtual job shadowing capability, and other innovative strategies and initiatives to streamline and enhance services, as well as increase access The use of virtual job fair technology will be offered to businesses and job seekers in outlying locations. The information about the virtual job fair service will be included in the email campaign distribution of "Dio You Know...". Self -registration and referral through Connecting Colorado is available from anywhere in the County where there is internet access �end the extensive resources available through the US Department of Labor and other sites are als- 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. Rit-SFA now offers over the phone or skype appointments to allow unemployed individual to complete their mandatory unemp oyment requirements if they are located in remote locations .r have moved out of state. e. The types of assessments and assessment tools that will be utilizewithin the one -stop delivery system and how these assessments will be coordinated across participating programs to avoid duplication of effort and multiple assessments of custmers being served by more than on partner program In alignment with the Colorado WIOA State Plan, goals A and C, 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 oarticipated, 75% of the assessments taken during the 6 -month pilot emerged from Weld. This crederitialing 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. 57 f. How ertotlles vunthrin the orrne-stop delivery system, including our centers, one- stp operators and the one -stop partners, will comply with WIOA secti n 188 and applica Ue provi&ons of the Americans with Disabilities Act (ADA) of 199011 regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities ESWC h ,s facility and program accessibility to career services. School district's SWP programs and DVR participate on Workforce Development standing committees and staff members from DVR, SWAP -and ESWC cross train with one another. Additionally, Business Services shares the list of open jobs weekly with DVR, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers. A survey from the Department of Labor about the physical accessibility of our workforce center, its programs and services for people with disabilities was completed in June 2017 with a more in-depth self -assessment completed in June 2020. It was a great opportunity for self -assessment and analysis to determine as a center, if we are accessible with both programs and services. All staff is required to complete disability awareness online web training and are aware of Section 188 Implementation of the N indiscrimination and Equal Opportunity Provisions and Access for All; a resource manual for meeting the needs of one -stop customers with disabilities. The WP resource room has multiple ADA software programs that increase people with disabilities ability to access websites, email, and assessments. g. Hthe WCWDB will ensure the c•nUnuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers, and workers and jobseekers The WCWDB reviews performance of WIOA programs on a quarterly basis. As more of the WIOA performance measures are implemented across partner programs, the Board will also be provided that information. Regarding the delivery of training services to customers, the Eligible Training Provider List is continuously updated and by utilizing a system of review and update, ESWC works to ensure that employer, worker and job seeker needs are being met. The WCWDB is able to provide input regarding the needs of employers and workers, and this information is then shared with providers of services to ensure services are structured to meet those needs. h. How training services under WIOA chapter 3 of subtitle B will be provided12 including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter and how the WCWDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided 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 " 42 U.S.C. 12101 et seq. 12 In accordance with section 134(c)(3)(G) 58 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. L Outreach to Individuals with Barriers to Employment: How ESWC will engage the WCWDB and Youth Council/committee to increase the awareness of the services offered to returning Veterans, out -of -school youth, individuals with disabilities, Ion -term unemployed, and other tarci_g_t_e_pf groups. Including what additional strategies will be utilized to reach out to these groups and the objectives and goals for this effort In alignment with Colorado WIOA State Plan, goal A, ESWC conducts outreach to individuals with barriers to employment, with Veterans and their eligible spouses receiving priority of service. Examples of ensuring the community has equitable access to opportunities are outlined below: In addition to the Veteran priority given in all employment related services, ESWC is fortunate to house a VOID on site to immediately address the triaged Veteran's needs. The priority of service extends to BSU hosted events, such as hiring events and job fairs, where Veterans are granted early admittance to the event. To further increase Veteran access to services, 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. A partnership between the Department of Corrections ('ROC) and ESWC, assists Individuals being released from the DOC system gain employment. Future parolees are interviewed via Skype, while still incarcerate, and then streamlined into employment upon release with the support of the workforce center. The Business Serrices team presented this initiative in a workshop entitled "incarcerated to employed" at statewide conference during the Summer of 2018. 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. How ESWC will coordinate education and workforce investment activities carried out in Weld County with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services ESWC has a long-standing history of collaborative partnerships and efforts with both Adult Education, Aims Community College and other education partners to increase training opportunities in the health care, energy, transportation, manufacturing, administration, information technology and other local demand occupational areas. Our educational partners are critical in the development of training to meet employer needs ESWC Leadership has been asked to participate with Advisory Committees at Aims Community College in the following areas: Manufacturing/Industrial, Construction, and Healthcare. Additionally, Aims has representation on the WCWDB and participated on the SP-NEG Leadership Team. A number of school districts participate on the Youth Committees. Schools throughout Weld County are informed nd 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 59 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 standllrg Youth Committee has dedicated several agendas toward the stra agic alignm-nt of delivery of services, leveraging funds while avoiding duplication of services in an effort to maximize available resources to youth in eld County. As a result, increased collaborative efforts with DVR / SWA° and area school districts have taken plce. One example is SAP Coo Pdinators working in partnership with ESWC staff tidentify appropriate worksite lacoment opportunities for youth with disabilities and the internship program for Greeley/Evans Schol District students. Initiatives, such as the internship program, provide meaningful Wt L 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 WIA continues to provide invaluable services and resources to out - of -school youth while supporting initiatives to also serve in -school youth through alternative funding sources. 12. The availability of adult and dislocated worker employment and training activities in Weld County; in particular how Weld County will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population rims When a resident ,•f Weld County finds they are unemployed or underemployed, there are a variety of services and training opportunities available to them through ESWC. Once a client is identified as needing enrollment into either the 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 gatherer 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 inch use 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, RCNOCO for ESL clients, Aims and the ESWC Assessment and Learning Lab for High School Equivalency, Education Opportunity Center (EOC) for scholarship A rid financial aid information, DVR and North Range Behavioral Health for assistance with disabilities. The ESWC Registration Unit has developed free workshops for clients in need of assistance with their resume, interview skills, identification of transforrablc skills, navigating job search as an offender, And completing on-line Applications. All of these resurces 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 .f Northern Colorado (UNC), Aims Community College and Front Range Community College to earn certificates, credentials and post -secondary degrees. Ther are also a number of vocational tri inings that include three truck driving ac A demies, computer skills training, and adult cducati•n at the local community colleges. The resources available are strong and geared towards meeting the current needs of Weld County's prevalent industries; hoever, there is always room for improvement and Weld is already looking to the future. Through the Sector Partnership National Emergency Grant that targeted Dislocated Workers, strides were made by the Leadership Team to develop industry specific regional planning meetings for Transportation and to continue to strengthen the one for Manufacturing. In early Leadership Team meetings, that included representatives from both Manufacturing and Transportation companies as well as training facilities, employers were able to explain what skills they needed in potential employees and where the training facilities were not meeting those neecos. 60 Through this dia[og, Aims Community Clege re -configured and enhanced the Advanced Industria Credential that was diet developed as tie Multi Industry Systems-echnician pr gram (MIST) of 2308. Aims nas also included several endorsement requiremen:s for their Truck Driving Scho ] s their students can be morel competitive in the wrkforce. S VIlOA case managers nave effectively used the myriad of adult and dislocated worker emplyment and training activities available to serve almost 500 ob seekers each program year. Key people ar oeing brought to the table to address current gaps in services or training as well as Keeping an eye on fu:ure employment needs. Focus is being sharpened on the hard to serve populations and the tools needed to assist them in vercming their unique •bstacles are constanttly bein•; developed and refined. tai 13. The availability of youth workforce investment activities in Weld County, including activities for youth who are individuals with disabilities, shall include an identification of successful models of such youth workforce investment activities; in addition, how services to out -of -school youth will be expanded and enhanced to incorporate additional work -based learning opportunities As a region, Weld has a commitment to serving individua s with barriers, includinghose with disabilities, which aligns With Colorado WIOA State Plan, goals A and C. ESWC has facility and pr gram ccessibility to career services and, school district's SWAP programs and JVR participate on Workforce Development stancing committees and staff members from DV <, SWAP and ESWC cross train with one al tner. Li Local SWAB and Transitional Teachers often bring students ; ESWC for a facilitated workshop to assist youth with disabilities to enhance employment related ski Is. Workshop topics include, but are not limited :o, Connecting Colorado, job search, completing Job applications, interview skills and resume preparsitin. Youtn also navigate public transp rtatin system to attend the workshops further developing life skills to be utilized to increase their independence. LS '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 S A/ P provides extensive indivi• ualized job coaching as necessary. everaging resources and aligning the delivery of services 'as proved to be successful aro irnpactful to youth participants. rSWC has his t deally Engaged and targeted • ut-of-school youth in WIA and has continued to have this eve focus in W OA. Trsrough the WCWJB and the Youth Committee, disenfranchised outoof- school youth has been identified as oi priority target youth group in an effort to help meet the needs Weld County communities. ESWC has hstoricafy plann d not less than 70% of funding being spent toward out-of-schoo youth and has exceeded that level of expenditures annually. This has consistently beer achieved through extensive community partnerships to include, but not limited to, oca Truancy Officers, 19th Judicia District, Platte Valley Youth Services Center, Senate ti 194, Youth and milt' Connections, Child e[famne, °RCN C�+ , North RErage Behavi ,r al Health, Aims Community College — Academic Potithways *lid area alternative - School programs. ith confidence, :SWC planned and reset the 75% expenditure regii. irernent for out-of-schoo] youth 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 Conservati ,n Corps (WCYCC) has continued to serve youth rind young adul:s from ages 14-24 by providing youth with meaningful service opportunities in the realms of conservatin (land, water, and energy) Ord community service. Projects include a broad spectrum from voluntary community service to contracted chainsaw work. WCYCC's programs have deve].ped t•: incorporate envircnmenta[ education, experiential earning, and so Avice learning aid va ues such as leadership and peer account bility used on the Civi Ian Conservation Corps'iocel, WCYCC 61 AmeriCorps members gain three to six months of full-time hands on WBL experiences in a variety of skills and receive employment preparation support, post -Corps placement assistance as well as an AmeriCorps educational award. In addition to the provision of services to disenfranchised youth through WIOA Youth programs, ESWC continues to explore options for expanding services and alternatives for youth who are involved in the social services or juvenile justice systems through the use of the TIGHT Youth Corps model. TIGHT, facilitated under the WCYCC umbrella, was intentionally designed to meet a specific community need; to delay or eliminate the need for out of home placement. TIGHT members are provided team -based learning experiences, and opportunities for, developing job readiness skills such as communication, pro -social behaviors, leadership, and responsibility. Youth are simultaneously engaged with educational activities to promote a successful re-entry into a traditional or non-traditional school setting or toward the obtainment of a High School Equivalency (HSE/GED) credential. 14. How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of adult education and literacy activities under title II in Weld County, including a description of how the WCWDB will carry out the review13 of local applications submitted under title II ESWC works with local education providers in support of the in -demand industries previously identified. The Executive Director of IRCNOCO is the WCWDB Youth Committee Chair and a general Board member, Community Educational Outreach attends as an associate member and a representative from Aims Community College is also a general member of the Board. The WCWDB has historically reviewed the Carl Perkins Plan prior to its submittal and has voted on its support. With the passage of WIOA and the inclusion of application under Title II, the Board will utilize a similar approach in the review and approval of those plans. 15. How the WCWDB will coordinate workforce investment activities carried out under this title in Weld County with the provision of transportation, including public transportation, and other appropriate supportive services in Weld County The WCWDB and ESWC have adopted a supportive services policy to ensure that services are provided on a consistent and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment, or to participate in and complete career or training services and who are unable to obtain such services through other program means. The supportive services that may be provided are: transportation, child care/dependent care, job related medical expenses, special clothing, license costs, assistance to secure bonding, books and supplies for training and work tools. 16. How maximizing coordination of services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in Weld County through the one -stop delivery system, to improve service delivery and avoid duplication of services ESWC has been providing services under WP for nearly 40 years. During that period ESWC has assured services are coordinated with other programs, and that there is not a duplication of effort between programs. 13 Consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232 62 17. The administrator/administrative entity responsible for the disbursal of Title I and III funds in Weld County, as determined by the chief elected official the fiscal agent The administrative entity for the disbursal of Title I and Title III funds in the Weld County area is the BOCC, and through the Weld County Department of Human Services. 18. The competitive process to be used to award the sub -grants and contracts in Weld County for activities carried out under this title ESWC does not intend to award sub -grants or contracts for any activities carried out under this title. Weld County embarked upon a Request for Proposal (RFP) venture in August of 2015 meeting with local procurement specialists and other specialized program staff, such as Area Agency on Aging, to identify local processes and best practices. At the request of the Youth Committee and upon receiving guidance from Weld County's Purchasing Department and in partnership with Weld County Attorney's, the WCWDB moved forward with a Request for Proposal in January of 2016. The RFP was advertised in the Greeley Tribune, published in the Rocky Mountain E -Purchasing System, sent electronically to local partners such as Adult Education and Aims Community College, and was provided on more than one occasion to all Youth Committee and WCWDB members. Throughout this process, one internal !FP was submitted by ESWC's Assessment and Learning Lab. There were no external "FP's received therefore at the direction of the WCWDB and the Weld County BOCC, it was determined F _ SWC was identified to be the eligible provider and will provide the required WIOA 14 youth elements. It's the explicit intent of Weld County to continue to meet the requirements of the law aligned in section 123, "the local board shall identify eligible providers of youth workforce investment activities in Weld County by awarding grants or contracts on a cornpetitiv basis (except as provided in section 123 (b)), based on the recommendations of the youth standing committee, if such a committee is established for Weld County under the subsection (b)(4); and (ii) may terminate for cause the eligibility of such providers." The procurement process for Weld County is located at www.co.weld.co.us. The WCWDB is once again preparing for the process of soliciting REPs 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 of performance for the youth program" of WIOA. The WCWDB anticipates having published the RFP later in 2020 following the same process as outlined above in 2015. 19. The local levels of performance negotiated with the Governor and chief elected official14 to be used to measure the performance of Weld County and to be used by the WCWDB for measuring the performance of the local fiscal agent, eligible providers under subtitle B, and the one -stop delivery system, in Weld County. The process for agreement with the Governor regarding performance accountability measures were the same in Program Year 16 as they were for WIA. As additional guidance is received from the US Department of Labor (USDOL), the Colorado Workforce Development Council (CWDC), and the 14 Pursuant to section 116(c), 63 CDLE regarding the use of the performance adjustment model and how it will apply to Weld County, ESWC and the WCWDB negotiate standards as specified by the Council and CDLE. 20. The actions the WCWDB will take toward achieving the High Performing Board designation15 The WCWDB was designated as a high performing board for PY17 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 conduct outreach to possible board candidates. ESWC engages a very targeted recruitment strategy by analyzing Industry needs for additional representation on the WCWDB and specifically recruit employers in that industry. Workforce Board members are asked, and encouraged, to recruit for vacancies. The outreach is strategic and targets both employers within 1) geographic areas unrepresented on the board and 2) industries without board representation. As mentioned in Question 5 above, a WCWDB Orientation was initiated. This step assures ESWC that Board Members have a base knowledge when voting on important issues. A membership spreadsheet was created and includes contact information, meeting attendance, talent development and community event activity attendance, orientation completion, orientation acknowledgement, and an At -a -Glance for High Performing Board metrics. The spreadsheet is maintained by the Employment Services Support Specialist. Board members are also encouraged to attend talent development events to increase awareness of the board and the workforce center's service offerings to employers. The board plans to continue to operate as a high functioning board and apply for annual designation. 20. Evidence use in decision making and program implementation Colorado is focused on enhancing- its use of evidence to inform workforce development strategies and to influence the design and execution of i itia tives. 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 na tiona liy reg iona ily at the state- level or with different populations or locations in the same focal area using a well -designed a d well - 15 As outlined in the Colorado High Performing Local Workforce Development Board Rubric PGL GRT-2019-01, Attachment 3 64 implemented experimental design evaluation(ta, Randomized Controlled Trial (RC or quasi -experimental design evaluation (QED) th statistically matched comparison (gig counterfactua0 and treatment ent groups. See EAR L gov for full definitions of strong or moderate study design, The overall pattern of v l Lion findings must be conss ent positive n one or more key workforce outcomes. The evaluations should be conducted by an independent de. t ,T entity it{i :.. A rna A to the e organization l on implementing the i Y t S v'1... 7 H G/ 7 3 v a Moderate evidence: meaning least one evaluation report as demonstrated that an intervention or strategy has been tested using a well -designed and well -implemented experimental' or quasi -experimental design showing g evidence of effectiveness on one or more key workforce outcomes. The evaluations should be conducted by n Independent entity external to the organization implementing the Intervention, c. Preliminary evidence: meaning at least one e va ua t n report has demortnrated that an intervention or strategy has been tested using a well -designed and well -implemented pre/post t -assessment without comparison group or a post -assessment comparison be we r fin tery e ion and comparison groups showing evidence of effectiveness on one or more k ywor force outcomes The evaluation may be conducted e either internally or extema fly ci, Pre prelims aty 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 ter of vi e c , IL is important to leverage administrative data analysis or increasingly rigorous evaluation to build new evidence, improve r gray s and participant outcomes, and orogress to the next tier Levels of evidence applied to the overall approach of Weld County in implementing programs. Including any specific programs that have a higher use of evidence than other programs overall. Additionally, if Weld County would be interested in receiving technical assistance on the application of evidence -based practices to workforce development. Weld County uses preliminary evidence such as the Talent Pipeline report, legislation and Emsi information to be informed of program performance data for intervention and determine areas in need 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. The process used by the WCWDB to provide an opportunity for pub is comment, includ n comrment b re • resentativea of businesses antr Comment -la 16 Consistent with subsection (d) 65 representatives of labor organizations, and input into the development of the local plan, prior to submission of the plan. Please see section A, question 14. for a description of the process for the public to provide comments and Representatives of businesses and representatives of labor organizations to provide input on plan development. 66 Veterans receive priority of service in all programs. Employment Services of Weld County is an equal opportunity employer/program_ Auxiliary aids and services are available upon request to individuals with disabilities. Dial 711 for Relay Services. PGL-WIOA-2020-01, Attachment 1 PY20-23 UPSTATE REGIONAL/LOCAL FOUR-YEAR PLAN NARRATIVE Signature Page The undersigned below certify that all Plan modifications are accurately presented here to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating submission and approval. Planning Region: Upstate Elected Official 1 Signature: � Printed Name: Name: Mike Freeman OCT 2 1 2020 Elected Official for: Chair, Board of County Commissioners Local Workforce Development Board Chair Signature: Digitally signed by Sylvia Robinson DN: cn=Sylvia Robinson, email=Sylvia.Robinson@tolmar.com Date: 2020.10.06 09:18:56 -06'00' Printed Name: Sylvia Robinson Local Area Director Digitally signed by Lora Lawrence Lora Lawrence Date: 2020.10.06 13:25:57 Signature: -06'00' Printed Name: Lora Lawrence 2o2o PGL-WIOA-2020-01. Attachment 3 PY20 WELD COUNTY ANNUAL COMPLIANCE PLAN Signature Page The undersigned below authorize the PY20 Local Area Annual Compliance Plan and attest that the information is accurate and complete to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating that the Local Area Annual Compliance Plan has been submitted and approved. Local Area: Weld County Local Workforce Development Board Signature: Digitally signed by Sylvia Robinson DN: cn=Sylvia Robinson, email=Sylvia.Robinson@tolmar.com Date: 2020.10.06 09:22:29 -06'00' Printed Name: Sylvia Robinson Title: Chair Local Area Director Lora Signature: Lawrence Digitally signed by Lora Lawrence Date: 2020.10.06 13:26:36 -06'00' Printed Name: Lora Lawrence New Con pct Reel tae Entity Information Entity am'"'D COLORADO DEPARTMENT OF LABOR & : J2:00010497 EMPLOYMENT Contract Name PROGRAM YEAR 2020-2023 REGIONAL/LOCAL WORK PLAN AND EXPENDITURE AUTHORIZATIONS Contract Status CTB REVIEW NewEa Contract i 4165 Contract Lead Ar C U LLU ITA Parent Contract ID Requires Board .Approval YES Contact Lead Email Department artment Project cullinta@co.vield.co.us;cobb xxlk: co.weld..co.us Contract Desc ri tion * PROGRAM YEAR 2020-23 REGIONAL! NAL! LOCAL WORK PLAN AND ASSOCIATED EXPENDITURE .RUTH R IZATIONS - ADULT, $761011 - DISLOCATED- WORKERS $74s905 - YOUTH-, $5153022 - WAG..NE -PEYSE 3 $4703496 - -ES1 n044:171 Contract Desu iption 2 PA BEING ROUTED THROUGH DHS/BOCC BOCC APPROVAL PROCESS. . E I A TO CTB 10/15/20. FOUR DOCUMENTS REQUIRE Bocc CHAIR SIGNATURE (SEE EMAIL SEND 10/12/20). Contract Typ GRANT ' OUntt 1,506,871 MO Renewable NO Automatic Renewal Gra I Fit If this is a renew enter Department HUMAN SE .VI ES Department Email CM- HumanServicesePtiveldgov.co Department Head Emaif ¢_ -HumanServices- DeptHead@weldgov.com County Attorney GENERAL COUNTY Al IORNEY EMAIL County Attorney Email CM- COUNTYA I I ORNE @WELDG ON/LONA revs us Contract ID Requested BOCC Agenda Date A Ev° 4 2020 Due Date 7 r T 0/2020 Will a work session with BOCC be required: NO Does Contract require Purchasing Dept. to be included? f this, is part of a MSA enter !ASA Contract ID Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts are not in OnBase Contract Dales Effective Date Termination Notice Period Contact Information Contact info Contact Name Put rc :a i g. Purchasing Approver Approval Process_ Department Head. JAMIE ULRICH DIA Approved Date 10112/2020 .Approval CC Approved e- ROCC Sinned Date ROCC Agenda Date 10/21/2020 Originator CULT NTA. Review Date .- 5 01/202 f Committed DeliveryDate Contact Type Contact Em Finance Approver BARB CONNOLLY Renewal Date EKpiration Date 301202.3 Contact Phone I Contact Phone 2 Purchasing Approved Date Finance ppr o ed Date Legal Counsel KALOUSEK Legal � ,o unse Approved Date 10/1'372020 I , 14/2020 T ler Ref AC 102120 Hello