HomeMy WebLinkAbout20190154.tiffPRIVILEGED AND CONFIDENTIAL
MEMORANDUM
DATE: December 19, 2018
TO: Board of County Commissioners — Pass -Around
FR: Judy A. Griego, Director, Human Services
RE: Employment Services of Weld County (ESWC) Letter of Request
for Subsequent Designation as a Local Workforce Development
Area
Please review and indicate if you would like a work session prior to placing this item on the Board's agenda.
Request Board Approval of the Departments' Employment Services of Weld County (ESWC)
Submission of a Letter of Request for Subsequent Designation as a Local Workforce Development Area.
The letter is addressed to the Colorado Workforce Development Council (CWDC) from the Board of County
Commissioners (BOCC) and the Weld County Workforce Development Board (WCWDB) requesting
subsequent designation as a local workforce development area under the Workforce Innovation and Opportunity
Act (WIOA) of 2014. Re -designation is required per Colorado Department of Labor and Employment (CDLE)
Performance Guidance Letter (PGL) WIOA-2015-01, Change 1. ESWC has performed successfully, sustained
fiscal integrity, and met the requirements for involvement in WIOA regional planning, as evident in the letter of
request.
I do not recommend a Work Session. 1 recommend approval of this Letter.
Sean P. Conway
Julie A. Cozad
Mike Freeman
Barbara Kirkmeyer, Pro-"I'em
Steve Moreno, Chair
Approve
Schedule
Recommendation Work Session
rn
Other/Comments:
Pass -Around Memorandum; December 18, 2018 — Not in CMS
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2019-0154
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December 17, 2018
DEPARTMENT OF HUMAN SERVICES
EMPLOYMENT SERVICES OF WELD COUNTY
315B NORTH 11TH AVENUE
PO BOX 1805
GREELEY, CO 80632
(970) 353-3800
FAX (970) 346-7981
Kyle Sickman, Chair
Colorado Workforce Development Council
633 17th Street, Suite 1200
Denver, CO 80202
SUBJECT: Request fur Subsequent Designation as a Local Workforce Development Area
The Board of Weld County Commissioners, along with the Weld County Workforce Development
Board (WCWDB) request subsequent designation as a Local Workforce Development Area under the
Workforce Innovation and Opportunity Act Workforce Innovation and Opportunity Act (WIOA) of
2017 in accordance with Sec. 106 (b)(2) of the Act; §679.250 of the WIOA Proposed Rule; and the
Colorado Department of Labor and Employment (CDLE) Program Guidance Letter (PGL) WIOA-
2015-01, Change 2.
As stipulated in the referenced citations, Employment Services of Weld County (ESWC) has been
designated as a workforce region under the Workforce Investment Act (WIA) of 1998 since its
inception and continued under WIOA. As per PGL WIOA-2015-01, Change 2, the following
information is provided in support of this request:
1. As the local One -Stop Operator, and provider of services under WIOA, ESWC has consistently
met or exceeded the adjusted levels of performance for WIOA Common Measures. ESWC was
not subject to any sanctions and has a demonstrated history of meeting performance standards.
Attachment 1 to this document serves as evidence of performance for the previous two
completed Program Years.
2. Weld County assures neither the U.S Secretary of Labor, nor the State in place of the Secretary,
made any formal determination that the County or ESWC mis-expended any funds due to
willful disregard, gross negligence, or failure to comply with accepted standards of
administration.
3. Weld County, also known as the Upstate Planning Region, has fulfilled its obligations to
engage in planning efforts during program years 2016 and 2017. Attachment 2 to this document
serves as evidence.
4. As the local One -Stop Operator, and provider of WIOA services for Adults, Dislocated
Workers, Youth and Wagner Peyser customers, ESWC has consistently been committed to the
provision of quality services and to continuous improvement efforts. ESWC has not only
supported sector partnerships, but also provided successful sector initiatives in the
Construction, Healthcare, Information Technology, Manufacturing and Transportation sectors.
P
During the two previous program years, ESWC received funds through the Sector Partnership
National Emergency Grant (SP-NEG) contributed a.. �L... continued J______.___._� `Sl - EG) which to the advancement iii
sector partnerships. The formation of a collaborative technical team called Weld WORKS has
greatly expanded employer engagement during Program Year 2017. The team utilizes
experience, expertise, and energy to work with employers who are: expanding their firms in;
relocating their business to; or starting an enterprise in Weld County. The Workforce
Development Board Youth Committee has focused discussions of career pathways. Through
collaboration with Aims Community College and Allied Health, the 2017 Health Camp
exposed youth to hands-on activities in the Health Care field over two days to inform youth
about pathway options. Community outreach efforts continue with ESWC conducting 109
outreach activities during Program Years 2016 and 2017. Additional support regarding ESWC
commitment to quality service and continuous improvement can be found in the Progress
Reports submitted to the Workforce Council for Program Years 2016 and 2017.
Sincerely;
BOARD OF COUNTY COMMISSIONERS
WELD COUNTY, COLORADO
arbara Kirkmeyer.
10 Tern
David Thompson, Chair
Weld County Workforce Development Board
cc. Lee Wheeler -Berliner, Director
Colorado Workforce Development Council
Enclosed:
Attachment 1: PY16-PY I 7-Performance-Reporting.xlsx;
Attachment 2: PY 16-20 Regional and Local Plan.pdf
PGL#: 15-01-WlOA, Change 1 Designation/Re-Designation of Workforce Development Areas and the Appeals Process
Attachment 1: Performance Reporting Template
PY 2016
PY 2017
Measure
Goal
Percent of
Goal
Performance
Goal
Percent of
Goal
Performance
Adult Employment Q2
70.97%
74.90%
95%
101%
75.70%
74.90%
Adult Employment O4
68.16%
70.40%
97%
72.12%
70.40%
102%
Adult Median Earnings
$5,490.00
$7,388.00
74%
$6,202.00
$7,388.00
84%
Credential Attainment Rate
68.63%
51.90%
132%
85.96%
51.90%
166%
Dislocated Worker Employment O2
79.03%
75.60%
105%
78.43%
75.60%
104%
Dislocated Worker Employment Q4
80.19%
71.50%
112%
77.34%
71.50%
108%
Dislocated Worker
Median Earnings
$8,695.00
$8,440.00
103%
$8,661.00
$8,440.00
103%
Credential Attainment Rate
75.86%
50.00%
152%
67.74%
50.00%
135%
Youth Employment Q2
64.37%
65.00%
99%
56.95%
65.00%
88%
Youth Employment Q4
66.67%
56.80%
117%
77.34%
71.50%
108%
Youth Median Earnings
$2,961.00
$0.00
100%
$2,437.00
$0.00
100%
Credential Attainment Rate
42.37%
57.50%
74%
59.85%
57.50%
104%
Upstate Regional Plan
Workforce Innovation and Opportunity Act (WIOA)
2016-2020
Regional/Local Plan
Planning Region: Weld
Local Areas Included in this Planning Region: Weld
Region Summary
The Board of Weld County Commissioners, the Weld County Workforce Development Board,
and Employment Services of Weld County provide the following information as an overview of
the Upstate Planning Region.
Located in the north central part of the state, Weld County is bordered on the north by Wyoming
and Nebraska and on the south by the Denver metropolitan area. Covering 3,987 square miles, it
is the third most extensive County in the state and its estimated 2015 population of 285,174
makes it the ninth most populous of the 64 counties in Colorado. Not only is the County unique
in its size, the diversity in its population makeup and the mix of its industry sectors (some of
which are high in rankings on the state or national level) make it distinct from other Colorado
counties and regions. Weld County continues to rank in the top ten counties in the nation for
agricultural sales (the only County outside of California in that top ten), and is the leading
producer of oil and gas in the state accounting for approximately 86% of the state's total
production.
Weld County is also, and historically has been, a leader and innovator in its governance structure
and the development and operation of employment and training programs. Weld County was the
first (September 9, 1975) and currently one of only two Colorado counties to adopt a Home Rule
Charter. In 1979, employment and training programs were merged administratively and this
resulted in the Job Service and Work Incentive Programs being contracted by the Colorado
Department of Labor and Employment to the Weld County Commissioners providing local
control of the programs and allowing County personnel to operate the Job Service. Also during
this time period, 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 (The Board of Weld County Commissioners) for the coordination of all
federal, state, and local resources and joint policy making decisions regarding employment and
training initiatives and programs. This involvement and coordination has continued up to the
present day's Workforce Development Board. The Workforce Board has continued to provide
oversight and guidance to many of the WIOA partner programs, including the Temporary
1
Assistance for Needy Families (TANF), Community Service Block Grant (CSBG) funds targeted
to employment and training, Employment First Programs, AmeriCorps, and the Training
Innovation Growth Hope and Training (TIGHT) youth corps.
Weld County, through Employment Services of Weld County, has been on the cutting edge for
innovative employment and training programs designed to best meet local needs while serving a
broad spectrum of customers. In 1982, Weld was the only County in Colorado that opted to
implement the state's Welfare Diversion Program. Through the course of this program; along
with the Job Alternative Program, the Work Incentive Program (WIN), Community Work
Experience Program, and the Colorado Jobs Demonstration Project, a variety of modifications
and waivers were requested and implemented. Interestingly enough, 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 Temporary
Assistance for Needy Families (TANF) program that is operated today.
In the mid 1990's Employment Services of Weld County responded to the states initiative to
determine how best to structure and create a One -Stop Workforce system. In an effort 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 Employment Services, as well as our 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 similar to the Weld County model.
The Weld County Commissioners, in collaboration with the Weld County Workforce
Development Board, have been an innovative engine in the development and implementation of
employment and training programs since the 1980's. A few examples of those various program
development and collaborative partnerships include:
Year
Name
Purpose
Partners
Funding
1999
Youth Crime
Target
services to
disenfranchised
Local
historical
communities,
State
entities, TANF,
YCPI/
TGYS,JTPA/WI
A, TANF
Prevention
youth,
specifically
adjudicated
youth
Initiative/Tony
Grampsas
Youth
Services
(led
to the development
of TIGHT)
JTPA,WIA,
Human Services
Child
Protection
2001
After School
Positively engage young adolescents
in
Local
Aims
school
districts,
SER,
In
Kind
JTPA/WIA
School to
and
Career
Learning
meaningful
learning and service
Project/Latch
Key Pilot
Program
activities while
to support the
their parents are at
family
work
2003
Gee Whiz
Provide
youth
exposure
to health
careers
Employment
County,
Aims,
Services
North
of
Colorado
Weld
WIA, TANF
Health
*(PPA
National
recognition
Camp
2006)
and the
involved
types
and
variety of
occupations
Medical
Center,
the
University
of
Northern
Colorado,
Bonell
Good
Medline,
Samaritan
Greeley
Center,
Fire
2003
Nuclear
Develop
a
new program
to meet
Aims
Colorado
Poudre
County
Development
Community,
Valley
Workforce
Medical
Board
Hospital,
Center,
North
Weld
WIA
Competitive
Radiological
identified
community's
health
care
grant
CWDC
from
Technician
worker
needs
Certification
2
Year
Name
Purpose
Partners
Funding
.
2004
Expansion of
Increase the capacity
to train entry level
Aims Community College
&
TANF
CNA
Programs
workers
needs/shortages
opportunities
to meet
for
identified
and
career
provide
advancement
for
TANF
(resulted
in
the
expansion
of
available
courses
and
eventually
in the
development
Allied
Aims)
Health
and
Sciences
construction
building
of the
at
2004
TIGHT
Youth
Program
engages
adjudicated
at risk
ESWC; Weld
County
Social
Weld
County
*(PPA
Corps
youth
in valuable
service
projects
that
Services;
Island
Grove
CORE Services,
2007)
benefit
the
community;
educational
Regional
Treatment
Center;
TANF, and WIA
components
designed
to
improve
the
North
Range
Behavioral
in -kind
members'
functioning
levels
in
reading
Health;
Weld
County
Health
and
math
and
prepare
them
to re-enter
Department;
19th
Judicial
school
development
for life
or
after
obtain
activities
their
their
Corps
GED;
to
experience
prepare
and life
them
skill
District-
Probation
Department
2006
Multi-
Designed
to
provide
a
continuum
of
ESWC;
Weld
Social
Services;
TANF
and CORE
disciplinary
collaborative
services
for
Weld
County
Island
Grove
Regional
Service
funds. In
-
Youth
at -risk
youth
through
a pro
-active
Treatment
Center,
North
kind by WIA
Assessment
approach
Range
Behavioral
Health;
Youth
Team
Weld
County
Health
*(PPA
2006)
Department;
School
District
6;
St.
Centennial
Judicial
Vrain School
District-
BOCES;
District;
19th
Probation
Department;
and Life
Bridge
2006 Pillars
for
Engage
14-15
in
foster
in
Weld
County
Department
year
-olds
care
of
CORE Service
Successful
4 skill
building
areas:
Life
Skills,
Social
Human
Services
Child
funds, WIA
in -
Independence
Skills,
Education,
and
Employment
to
Protection
kind
(PSI)
prepare
them
for independence
or
*(PPA
I
2009)
emancipation
Chafee
and
prepare
youth for
2007 TANF
Summer
Designed
to
benefit
TANF
low-income
Weld
Social
Services, multiple
TANF
Youth
families
by
having
their
children
in a
local
area community
work
Employment
positive
summer
program
while
the
sites
*(PPA
2007)
parent(s)
beginning
are
unsubsidized
in a
TANF
work
employment
activity
or
2007
Workforce
Focus
services
and
develop
training
Aims
Community
College,
WIRED
Innovation in
specific
to the
needs
of employers in the
Greeley
School
District 6,
Collaborative
Regional
energy
and
sustainable
energy sectors.
Weld
School
District
RE 8,
National
Grant
Economic
Eventually
led
to
the
development
of a
Boulder
& Adams
County
with other
Development
prep
academy
and
4
distinct credentials
Workforce
Regions,
Brighton
Colorado
and
an
associate's
degree
in industrial
United
Power, Energy
Logic,
Workforce
manufacturing
Xcel
Energy, Workforce Board
Regions
of Metro
Denver
2009
HIRE
Colorado
Provide
paid work
experiences
for
Colorado
Department
of
TANF,
WIA
economically
disadvantaged
job
seekers
Labor,
Colorado
Department
(TANF
and
UI) and
support the creation
of
Human
Services, multiple
of
new
jobs
local
agencies
and community
employers
2011
Sustainable
Focus
services and
training
towards
Upstate
Colorado,
Brighton
State
Funding
for
Manufacturing
manufacturing/advanced
manufacturing
Economic
Development,
Sector
Initiatives
Sector Initiative
industry
Colorado
sector's
and
Brighton
needs.
Upstate
Economic
manufacturing
employers,
sector
Aims, Front
Range
_
Year
Name
Purpose
Partners
Funding
Development
were co -conveners for this
Community College, CAMT,
initiative
Adams County
Region
2011
H
1
B
Focus services and
training
towards
H
1
B
Upstate
employers,
Development
Colorado,
Brighton
multiple
Economic
incumbent
workers in the
manufacturing/advanced manufacturing
industry
sectors
2014
Northeastern
Colorado
Collaborative
of
Counties
Provide job
skills
training, case
TANF,
CSBG,
County
Departments
of
Human
management
services, ESL, and
other
Services in Cheyenne, Kit
hard
and soft skills training to the
Carson,
Phillips,
Washington,
Logan,
Morgan,
Sedgwick,
Weld,
and Yuma
residents
of counties in Northeastern
Colorado region
* Colorado Department of Labor - Promising Practice Award (PPA)
The information included in this Region Summary is provided to demonstrate the Upstate
Region's uniqueness in size, demographics, employment and training program leadership, and
governance. The summary establishes the Weld 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.
A. As a Planning Region, complete the following questions:
1. Provide an analysis of the regional economic conditions, including:
a. Existing and emerging in -demand industry sectors and occupations; and
Weld's commitment to Agriculture, Energy and Education make it distinct from all others
Colorado counties. Weld County's climate is ideal for crop and animal production and as
such Weld is ranked 1st in the state and 9th in the nation regarding the market value of
products sold with over 1.8B in total value. (2012 Census of Agriculture, USDA)
Gross Farm Revenue and Net income
2006-2016
3 PAID]rs
10,000
9,000
8.000
7.000
6.000
5,000
4,000
3,000
2.000
1.000
0
arm Procju
I I
2006 2006 2010 2012
2014 2016
Sniircr I, AYNn(io 0.nae s tconnm►c Outioult tcareeneeee
Photo courtesy of saner wtt.
• I ?,%1 . ,
Weld County is also a leader nationwide in the production of energy resources. Energy
production is an important component of the Weld County makeup and includes both
4
renewable and non-renewable production. Colorado is 6th in Crude Oil Production nationally
and claims approximately 86% of the statewide production. (Source: Economic Forecast
2016).
Crude Oil Production
2006-2016
Largest Producers
1. Texas
2 North Dakota
3 California
4, New Mexico
5 Alaska
6 Colorado
7 Oklahoma
8. Wyoming
9. Louisiana
10. Kansas
Production boosted by
Horizontal drilling
Hydraulic fracturing
%Nions of
Barrels
120
100
80
60
40
0
I
200$
i
i
i
107.
2010 2012 2014 2016
Snow Beatings tics S. t.e+gp Infons ee es edmmentsm oo P►odursrrn dsts tum Ccmndo Ieal User& sate
Fuel Acenty Reporss. Cando 041 and Geis Commensals Coomseee Ck vtment d Naessls �� and f�sdn 6„, Meets,
Eccwowwc t)rrtioot feminine,'
With the onset of the nation's housing crisis and the Great Recession in 2008, annual
unemployment rates rose sharply. The State of Colorado experienced a slightly milder
reaction to the economic downturn compared to the national average. Weld County's
economy, by contrast, appears to have been more reactive in the recovery.
Employment Recovery
National. State, and Local
Peron
30.091
25 0%
20 0%
10.0%
5.0%
0.0%
-5.0%
•100'
-15.0%
Source. B.seau of Labor Statlsilcs (Seasonally Adjustadj.
Qree
0 5 10 15 20 25 30 35 40 45 50 55 60 65 TO TS •0 85 90 95
!Itinber of Monks Sirte Peak
Ft. Collins -
Loveland Denver
C
Color',
Sprintri
Grand
Junction
Weld is one of the largest counties in both Colorado and the nation and has a total of there
are 31 towns and cities. It covers 3,987 square miles and is bordered by Wyoming, and the
Colorado counties of Larimer, Boulder, Adams, Morgan and Logan. According to the
updated Census Data, Weld County's 2015 estimated population is 285,174 and is forecasted
to reach 340,000 by 2020 and 600,000 by 2040. The median age for the County is 33.9 and
the majority of the population forecast indicates the young adult age groups (20-40) will
grow as a result of the housing opportunities available. Data for January 2016 reflects an
estimated labor force of 147,119 and a 3.3% unemployment rate. As exhibited in the map
below (2014-2015 Economic & Demographic Profile — Upstate Colorado), the sheer size and
diversity of Weld County can meet almost any need. Weld County ranked 4th in Area
Development magazine's (June 2015) 100 Leading Locations study and was ranked 1St in job
growth on Forbes' Best places for Business and Careers list (Leeds School of Business -
Business Economic Outlook 2016).
Gtion
as.
Pierce
CR 1X2
Nunn
14
C
R
7
Grover
390
14 Ault
Severance
• esGWR
rntlsor
Eaton
-creel
t`„9ttllken `
4;1
119
Erie
Firestone
t:ric
Docono
eo
Pit
wj^.
I 1
Kersey
Evans
la Salle
Grrcrest
Platteville
Fort Lupton
C
H
a
9
CR 12S
I
New Paymer
7
xeenesburcs
un
einghton
Hudson
toc: the
North & East Weed County
Central/West Weld County
South Weld Count/
Weld is attractive to employers and job seekers alike due to a lower cost of living. The
median house value of Weld County is estimated at $212,000 with the Central/West area of
the County being the most populace. This area offers an attractive lifestyles mix from mid-
size cities to small rural communities and contains some of the most productive farm land in
the country. With developed commercial/industrial sites, this area has seen numerous
employers locate or expand, producing a vibrant business sector.
North & East Weld County is the home to the Pawnee National Grasslands. This area is the
most rural in the County with an estimated population of less than 1,000 allowing it to
become one of the most important energy regions for both oil/gas development and wind
farms. Farming and livestock grazing is also very important to the area.
South Weld County has experienced some of the fastest growth recently and is strategically
located just north of metro Denver and east of Boulder, which has fueled booming residential
growth. Large tracts of undeveloped land provide opportunity for commercial and industrial
businesses. This area is bordered on the south by Adams County and on the West by Boulder
6
County and continued growth is anticipated. In response, Aims Community College
continues to meet the industry demand and has expanded their Ft. Lupton campus to meet the
community's needs.
As a whole, Colorado has seen explosive growth among the millennial population. The
increase in the millennial population will have important implications as those entering
retirement age out of the workforce. As noted below, Colorado was the 4th fastest growing
state in 2014 (Source: Economic Forecast 2016) and Weld County (Greeley MSA) is ranked
6`h in the nation for population growth (U.S Census Bureau March 2016).
IN MIGRATION BOOST
CALIFORNIA, TEXAS,_ ILLINOIS AND NEW YORK
CARE
t1
MOW Ale
PIV
LIT
Al
MY
WV a
WY
vilata
min
Is
. Not Gam
a Net 10.E
• Denver is 2nd in
influx of
Millennials
(ages 25-34)
between
2009 — 2012
• Colorado was
4th fastest
growing state in
2014 (+1.6%)
Also of note are the commuting patterns of Weld County residents. Over 57% of the jobs in
Weld County are filled by residents of the County and 43% are filled by workforce from
outside the County.
Weld Commuting
Inflow Outflow Job Counts in 2011
_itiasstornksa
E ploystAt Selection Area
IngJ Mow ie
Employed and living in the
Iec1ipn Argo
Liles rn irls[t)on Area
LtitM t$on Area but
talantibmila
tidnamtlardnetkubt
i' /liil6lthat
an 13,361 • Frnpbtred in serener* Area t we °utsud!
1&1 10 L.ve in Seiectcn Area Employed Outside
OEN 44,942 Employed arra tare in Seeno" Area
intlow"Outflow Job Counts rAti Jobs)
1'011
Count Skate
IOC 0.,'
75.303
33361
41.942
119 112
it 170
44 942
u 6%
574%
100 0%
62 3%
37 7%
Rgtgt Highlighting
As reported by the Colorado Labor Market Information (LMI) Gateway and Economic
Modeling Specialists International (EMSI), Inc., the top ten existing industries in
Weld County are: Manufacturing (includes Agriculture); Construction; Retail Trade;
Education Services; Mining; Accommodation and Food Services; Admin, Support, Waste
Management, Remediation; Public Administration; and Transportation and Warehousing.
Rank
IndustrSector Establishments Employ ees
1 Manufacturing (31-33)
2 Construction
3 Retail Trade (44 & 45)
4 Education Services
5 Health Care and Social Assistance
6 Mining
7 Accommodation and Food Services
8 Admin., Support, Waste Mgmt., Remediation
9 Public Administration — Local, State, & Federal
Government
10 Transportation and Warehousing (48 & 49)
315
899
622
95
444
236
418
373
72
12,572
9,824
9,652
8,995
8,934
7,821
7,527
6,038
5,101
422 4,212
An analysis was completed of the anticipated growth rates for each of the identified
industries over short and long terms (through 2017 and 2019). Within these industries there is
an anticipated growth between 4.6% and 20.2 % through 2017. When extending the time
frame through 2019, projected growth rates rise to 8.4% and 35.1%.
Industry
1 Manufacturing (includes Agriculture)
2 Construction
3 Retail Trade
4 Education Services
5 Health Care/Social Assistance
6 Mining
7 Accommodation/Food Services
Admin, Support, Waste
8 Mgmt,Remediation
9 Public Administration
10 Transportation and Warehousing
Growth % Growth
2017 2019
6.3
8.3
4.6
11
4.7
20.2
5.4
11.4
15.1
8.4
18.6
8.7
35.1
9.9
10.1 17
3.83 6.43
11.7 20.5
The table reaffirms that these industries will continue to be in -demand fields for the area,
providing viable wages for employees.
b. The employment needs of employers in those industry sectors and occupations;
In order, to analyze employment needs in the industry sectors, occupational data was also
studied. To summarize, the following occupations are expecting growth in the Weld Region
within the industry identified:
• Manufacturing: Slaughterers & Meat Packers; Welders, Cutters, Solderers, and Brazers;
Machinists, First -Line Supervisors, and Production Workers.
• Construction: Laborers; First -Line Supervisors; Operating Engineers; Carpenters; and
Plumbers, Pipefitters, and Steamfitters.
• Retail Trade: Salespersons; Cashiers; Stock Clerks; First -Line Supervisors; and
Automotive Technicians.
• Educational Services: Postsecondary Teachers; Elementary Teachers; Self -Enrichment
Education Teachers; Education, Training & Library Workers; and Secondary School
Teachers.
• Health Care & Social Assistance: Registered Nurses; Nursing Assistants; Personal Care
Assistants; Medical Assistants; and Pre -School Teachers.
• Mining: Service Unit Operators; Roustabouts; Heavy and Tractor -Trailer Truck Drivers;
First Line Supervisors; and Operators
• Accommodation and Food Services: Combined Food Prep & Servers; Waiters &
Waitresses; Cooks; First Line Supervisors; and Hosts/Hostesses
• Admin. & Support, Waste Management, Remediation: Customer Service Reps;
Landscaping Workers; Janitors/Cleaners; Laborers & Freight Movers; and Security
Guards
• Public Administration: Teacher Assistants; Elementary, Middle, and Secondary School
Teachers; and Police and Sheriff's Patrol Officers.
• Transportation & Warehousing: Heavy & Tractor -Trailer Truck Drivers; Laborers &
Freight Movers; Light Truck or Delivery Service Drivers; Bus & Truck Mechanics &
Diesel Engine Specialists; and First Line Supervisors.
2. Provide an analysis of the knowledge and skills needed to meet the employment needs of
the employers in the region, including employment needs in in -demand industry sectors
and occupations.
The knowledge and skills required for the occupations listed above are as diverse as the
occupations themselves. The knowledge level ranges from entry level workers to post -secondary
degrees. Included below are educational requirements for the respective occupations/industries:
• Manufacturing: Manufacturing production workers are often entry level workers. As a
welder two year certificates are available. Machinists train in apprenticeship programs,
vocational schools, community and technical colleges, or informally on the job. To
become a fully trained tool and die maker requires a combination of several years of
technical instruction and on-the-job training. A high school diploma is necessary.
• Construction: Laborers and helpers learn their trade through short-term on-the-job
training. There are no specific education requirements. With operating engineers and
plumbers there are apprenticeships opportunities and/or training by private trade schools.
• Retail Trade: Typically, retail sales workers do not need formal education. However,
some employers prefer applicants who have a high school diploma or equivalent.
9
However, in automotive technology some employers prefer automotive service
technicians and mechanics that have completed a formal training program in a
postsecondary institution.
• Educational Services: Preschool teacher requirements vary range from a high school
diploma and certification to a college degree. Kindergarten and elementary school
teachers must have earned a minimum of a Bachelor's degree. In addition, public school
teachers must obtain and maintain a State -issued certification or license. Educational
requirements do vary with the subject taught and the type of educational institution. Most
commonly, postsecondary teachers must have a Ph.D. However, a Master's degree may
be adequate for some postsecondary teachers at community colleges. In technical and
trade schools, work experience may be important for attainment of a postsecondary
teaching job.
• Health Care & Social Assistance: Most personal care aides are trained on the job. There
are no formal education requirements for personal care aides, however most aides have a
high school diploma. Nursing assistants must complete a State -approved education
program and must pass their State's competency exam to become certified. Orderlies
generally have at least a high school diploma. Most medical assistants have
postsecondary education such as a certificate. Others enter the occupation with a high
school diploma and learn through on-the-job training. Registered nurses usually take one
of three education paths: a Bachelor's degree in nursing, an Associate's degree in nursing,
or a diploma from an approved nursing program. Registered nurses must also be licensed.
• Mining: Most mining positions require a high school diploma. Heavy and tractor -trailer
truck drivers also must attend a professional truck -driving school to receive a commercial
driver's license (CDL).
• Accommodation and Food Services: Most food and beverage serving and related
workers learn their skills through short-term on-the-job training. No formal education or
previous work experience is required.
• Admin. & Support, Waste Management, Remediation: Generally, hand laborers and
material movers need no work experience or minimum level of education. Most janitors
and building cleaners learn on the job. Formal education is not required. Customer
service representatives typically need a high school diploma and are trained on the job.
Most grounds maintenance workers need no formal education. However, many states
require licensing for workers who apply pesticides. Most security guard jobs require a
high school diploma. Gaming surveillance officers sometimes need additional experience
with security and video surveillance. Most states require guards to be registered with the
State, especially if they carry a firearm.
• Public Administration: Teaching Assistant's educational requirements vary by school
district and position and range from a high school diploma to an Associate's degree.
Elementary, Middle, and Secondary school teachers must have at least a Bachelor's
degree. In addition, public school teachers must have a State -issued certification or
license. For Police and Sheriff Officers, education requirements range from a high school
diploma to a college, or higher, degree. Most police and detectives must graduate from
their agency's training academy before completing a period of on-the-job training.
• Transportation & Warehousing: Generally, hand laborers and material movers need no
work experience or minimum level of education. Many diesel service techs & mechanics
learn on the job; however, employers increasingly prefer those with postsecondary
10
training certificates in diesel engine repair. Delivery truck drivers and driver/sales
workers typically enter their occupations with a high school diploma or equivalent. They
undergo 1 month or less of on-the-job training. They must have a driver's license from
the state in which they work. As mentioned under Mining, heavy and tractor -trailer truck
drivers usually have a high school diploma, attend a professional truck -driving school,
and must have a commercial driver's license (CDL).
Source: Occupational Profiles, Colorado LMI Gateway, 01/25/16
3. Provide an analysis of the workforce in the region, including current labor force
employment and unemployment data, and information on labor market trends, and the
educational and skill levels of the workforce in the region, including individuals with
barriers to employment;
Summary area profile for Weld County, Colorado from Colorado LMI Gateway
Population: 285,174 (2015 Census) with a median age of 34, Weld County's offers a young
population that grew by 53% from 2000 - 2014. There are 85% of the population who are HS+
graduates and per capita income is $31,657 and median household income is $55,332.
Cultural Diversity: Weld County is rich in cultural diversity and is more diverse than the state
as a whole and is becoming more diverse over time. Almost 35% of the population classify
themselves as Hispanic or "other" (Source: Colorado State Demographers Office).
Population by Race/Ethnicity
Weld Population by
Race/Ethnicity
Other
4%
White
Non -
Hispanic
68%
To ensure the population is being best served, Weld County departments and offices continue
to utilize Language Line Solutions which provides on -demand over -the -phone interpretation
with more than 200 languages via a toll free number 24 hours a day, 7 days a week, 365 days a
year. Language Line Solutions interpreters ensure critical information and communication are
supported for dependable operations as well as ensuring professional and polite service.
11
Education: Attaining a high school degree, or the general equivalency degree, remains a top
priority to Weld County residents. Almost 90% of the Weld population has a high school
degree or higher, above the national average of 86.9%. Adults over the age of 25 with a high
school diploma or higher are just below the State average:
Colorado 90.5% Weld 88.8% U.S. 86.9%
Enrollments in institutions of higher learning also reflect more individuals are pursuing higher
levels of education (Source: Economic Forecast 2016).
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Weld County is served by 17 public school districts, which include numerous charter schools
and ten private school education opportunities. Furthermore, the University of Northern
Colorado and Aims Community College serve as public higher education facilities. Per ACS
2014 estimates, 77,722 residents are enrolled in school. This statistic ranges from nursery
school/preschool to graduate/professional school.
The University of Northern Colorado offers a comprehensive baccalaureate and specialized
graduate research Liberal Arts education through their six colleges: Education & Behavioral
Science; Humanities & Social Science; Natural & Health Science; Performing & Visual Arts;
Monfort College of Business and University College. In 2013, The College Database ranked
UNC 12th in the nation on its list of "39 Colleges with Psychology at Their Core" and ranked
UNC 44th in the nation in "Top US Colleges and Universities for teaching Education. The
Monfort College of Business graduating students routinely test in the top 10% in the country
and the School of Music Jazz and Symphony Orchestra have received numerous national "Best
in Class" awards.
Aims Community College has two campuses located in Weld County. With a strong focus in
academics and career and technical education, Aims offers 160+ degree and certificate
programs. Two -Year Degrees Awarded includes an Associate of Arts, Associate of Science,
Associate of General Studies and Associate of Applied Science. Regional institutions also
12
include Colorado State University, Front Range Community College and Morgan Community
College. The broad range of educational institutions, with their various areas of focus, allows
for the region to have a strong talent pool for economic development.
In order to make higher education affordable, the Weld County Board of Commissioners
implemented the Bright Futures Grant Program. Set up as a workforce development fund, this
is a "first -in" tuition assistance program for Weld County high school graduates, GED
recipients and Honorably Discharged U.S. Veterans. The program is funded by donations from
taxpayers who then receive a property tax incentive of 50% of their donation amount in the
form of a property tax credit on their Weld County portion of their property taxes, along with
State and Federal deductions. Individuals can benefit from the program and attend any
educational institution of their career choice.
Current Jobs Available:
There are 3,394 job openings advertised online in Weld County, Colorado as of the third week of
March, 2016 (Jobs De -duplication Level 2).
Wage Data:
The Preliminary average weekly wage for Weld County, Colorado in the 2nd quarter 2015 was
$862. This would be equivalent to $21.55 per hour or $44,824 per year, assuming a 40 -hour
week worked the year around.
Unemployment Rates and Area Labor Force:
With the onset of the nation's housing crisis and the Great Recession in 2008, annual
unemployment rates rose sharply. Weld County's economy, by contrast, appears to have been
more reactive. This could have been related to the regional economic expansion Weld County
was experiencing.
Unemployment, 2010-2015
no%
9.0%
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
1
1 1
2010 2011 2012 2013 2014 2015
—Weld —Colorado
x444-4
1
13
The total civilian preliminary labor force (not seasonally adjusted) for the Greeley MSA (Weld
County), Colorado in January, 2016 was 147,119, of which 142,202 were employed and 4,917
were unemployed. The unemployment rate for January 2016 was 3.3% as indicated on the
Colorado LMI Gateway, Labor Force Information.
Current Employment Statistics:
Preliminary Employment
by Industry for Greeley MSA, November 2015
Total
Nonfarm
105,900
Total
Private
87,900
Goods
Producing
33,600
Service -Providing 72,300
Private Service
Providing 54,300
Mining,
Logging and
Construction
20,800
Manufacturing
12,800
Nondurable
Goods 5,900
Trade,
Transportation,
and
Utilities 18,400
Wholesale Trade 4,300
Retail Trade 9,700
Transportation
Warehousing
and
Utilities
4,400
Information
600
Financial
Activities
4,400
Professional and
Business Services 10,000
Educational and Health Services 9,500
Leisure and
Hospitality
8,100
Other
Services 3,300
Government 18,000
Federal Government 600
State
Government
4,600
State Government
Educational
Services 3,800
Local
Government
12,800
Local
Government
Educational
Services 8,100
4. Describe the development and implementation of sector initiatives for in -demand
industry sectors or occupations for the planning region, and explain how sector
partnerships will be utilized to facilitate the engagement of employers, including small
employers and employers in in -demand industry sectors and occupations, in workforce
development programs.
Upstate Colorado provided the following analysis of the key industry sectors in Weld County in
their 2014-2015 Economic & Demographic Profile (Source: BEA, EMS7; GRP measures final
market value of all goods and services produced in a region or sector and is the sum of earnings,
property income and taxes on production. It does not include actual production value) :
Manufacturing Sector:
The manufacturing sector is a large sector in Weld and includes a wealth of companies
producing a wide variety of products focused primarily in food manufacturing, wood products,
chemical manufacturing, plastics/rubber products, fabricated metal products, machinery
manufacturing, electrical equipment/ components, transportation equipment and miscellaneous
manufacturing. Key manufacturers include: JBS, Vestas Blades & Nacelles (note: of the 4
production facilities located in North America, three are located in Weld County), Carestream
Health, Leprino Foods, Sparton Medical Systems, PTI Group, Advanced Forming Technologies,
etc. In 2013, this sector employed 11,471 - 127% of total Weld employment and had an average
earnings/job of $42,982. Total. 2012 employee earnings was $660.2 million 16.8% of total
Weld employee earnings. Total 2012 Gross Regional. Product (GRP) for the sector was $1.094
billion - 14% of total Weld GRP.
14
Energy Sector (Fossil & Renewable):
Shale oil mining production in 2013 had an estimated valued at $3.9 million from the 20,000+
oil/gas wells throughout Weld — the highest producing County in the state. Located in the
Denver-Julesburg (DJ) Basin, the Niobrara formation is part of the Wattenburg field and has a
40+ year proven track record. The Niobrara — 7,000 feet down, is the most productive so far due
to new horizontal drilling technology coupled with multi -stage hydraulic fracturing — fracking. In
addition, Weld is home to two 300+ mega -watt wind farms operating with 125+ turbines each on
over 60,000 acres of land in Northern Weld. In 2013, the sector employed 6,048 6.7% of all.
Weld employment and had an average earnings/job of $77,438. Total 2012 employee earnings
was $527.1 million 13.4% of total Weld employee earnings. Total 2012 sector GRP was $843.2
million - 10% of total Weld GRP.
Health and Wellness Sector:
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 "A
top 100 Hospital" in the 2013 & 2014 National Truven Health Analytics report. Key NCMC
services include: Heart and Cancer Care, Trauma and Emergency Care, Surgical Care and
Women's Health plus a full range of specialty services including a regional burn unit and
hyperbaric medicine facility. Air Life of Greeley provides immediate emergency transport with a
300 mile radius. The University of Colorado Heath offers additional health options. In 2013, the
sector employed 7,931 8.8% of total Weld employment and had an average earnings/job of
$44,271. Total 2012 employee earnings was $475.8 million - 12.1% of total Weld employee
earnings. Total 2012 sector GRP was $511.7 million - 6% of total Weld GRP.
Business Services Sector (Company Management, Administrative/Back Office Support):
Offering a central US location with easy access to Denver International Airport, a skilled labor
force and exceptional quality of life, Weld is home to several large corporate/regional
headquarters, business service centers and customer/administrative support operations. While the
JBS North American Corporate HQ is the largest single employer in this sector other important
players include State Farm Insurance Regional Operations Center, Animal Health International,
Banner Health Corporate Center, Hensel Phelps Corporate HQ, Xerox, TeleTech, StarTek, Afni,
etc. In 2013, these two sectors together employed 6,843 - 7.5% of total Weld employment. The
Company Management Sector had an average earnings/job of $111,587 and Administrative/
Business Services was $30,649. Together, total 2012 employee earnings was $385.6 million -
9.8% of total Weld employee earnings. Combined sectors total 2012 GRP was $461.2 million - 6
% of total Weld GRP.
Agriculture Sector:
Weld County's agriculture base includes 1.9 million acres devoted to farming and raising
livestock. With total market value of agricultural products sold at $1.86 billion; Weld ranked 1st
in Colorado and 9th in the nation in the most recent 2012 US Census of Agriculture. Weld
continues to be the only County outside of California to consistently rank in the top ten. The bulk
- $1.4 billion of market value came from livestock sales. Weld is home to two of the largest
cattle feeding operations in the nation and ranks 1st in sheep/lamb production. 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,
15
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. In 2013, the sector employed 3,521 - 19% of total
Weld employment and had an average earnings/job of $34,528. Total 2012 employee earnings
was $37.3 million - .09% of total Weld employee earnings. Total sector 2012 GRP was $366.9
million - 5% of total Weld GRP.
Transportation Sector:
Transportation is a key industry within Weld County. It reaches across virtually every other
sector and growth within this sector has a direct impact on the health in other sectors. The
importance of this industry can be seen when looking at the transportation jobs within other
sectors such as agriculture, energy, and manufacturing. The need for heavy and tractor -trailer
truck drivers, as well as light truck & delivery drivers continue to be in demand and the
expectation is to see continued growth within the industry. These two occupations represent
nearly 65% of the employment within the industry. The growth rate for transportation is
expected to be over 20% in the next few years compared to an anticipated national growth rate of
4.3% for the same time frame. In 2015, Weld County employed 4,093 within the sector -s 17%
higher than the national average. The average earnings in this industry were $73,167 compared
to the national average of $61, 789.
The Workforce Development Board has responded to the workforce needs within the
manufacturing, energy, health, agriculture, 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. Within the energy sector, ESWC will continue
to monitor the changes within this sector. The Sector Partnership National Emergency Grant,
which the WDB supports, not only trains workers in the Manufacturing Industry but the Grant
works to support employers in all of the industries mentioned as it supports the training needs of
the transportation workforce. The WDB continues to improve the workforce for Weld County
employers as it engages and responds to employer needs.
In addition, regional partnerships have been formed in the region area 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.
The NoCo Manufacturing Partnership services the Weld Region and a portion of Larimer
County. There are three task committees including the Manufacturing Network to better connect
the manufacturing community, Manufacturing Rocks! to engage a future workforce towards
manufacturing careers, and Manufacturing Talent which works with educators to prepare the
next generation of manufacturers. Through this initiative, youth participate in manufacture
related tours, including Owen Illinois, Burris and Big -R Bridge with each tour providing hands
on learning experiences.
The Northern Colorado Healthcare Sector Partnership serves the same regional area. The
partnership has been strategizing ways to connect youth with hands on experiences as related to
16
healthcare and with overwhelmingly positive support. The intention is to continue facilitating
Healthcare Boot Camps and expanding the number of youth provided with this opportunity.
In the Upstate Region, it is an expectation that employers are best served through providing,
quality, timely outreach. ESWC provides industry specific information to employers on a
quarterly basis through an email blast titled "Did You Know...". For instance, in the
Manufacturing and Healthcare Did You Know... emails, information is relayed to employers
about Sector Partnership meetings and calls. Employers are encouraged to participate in their
respective sectors. This sector and cross sector informative email firmly identifies ESWC as the
employers resource of choice. ESWC also hosts a Sector Partnership Employer Workshop,
which is a facilitated panel discussion for local employers to learn the benefits of being involved
in Sector Partnerships. The most recent panel consisted of a three member panel with which staff
had developed good working relationships. The CWDC Sector Partnership Expert contributed
technical information and business leaders from Banner Health and Aqua Hot Systems brought
forth their expertise as chairs from their respective sectors. The planned objective is to hold
facilitated opportunities on a regional basis for the sectors the panel members represent; in the
referenced workshop it was healthcare and manufacturing sectors.
Partnering with Chambers throughout Weld County strengthens our connections with key
business individuals in the local communities. These events include the Southeast Chamber, the
Carbon Valley Chamber, the Ft. Lupton Chamber, the Greeley Chamber, the Johnstown -Milliken
Chamber, Erie Chamber and the Evans Chamber. Serving on the Erie Economic Development
Committee and several Aims Community College Advisory Boards supports this function as
well.
Weld County currently is engaged in the Sector Partnership National Emergency Grant (SP
NEG), which is designed to support two of our identified in -demand industries, Manufacturing
and Transportation. Employers will be served by developing a strong qualified workforce in
these industries. Employers also have an opportunity to voice their needs and concerns by
participating on a SP NEG Leadership Team. 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 works
towards facilitating Regional Discussions with employers, workforce, and public partners. This
forum is not designed to compete with already established Sector Partnerships, rather it is to
expand upon those meetings and allow for further discussion.
5. Describe how career pathways will be used to meet the needs of employers and support
work -based learning opportunities.
Career pathways may be used to help employers better understand the path an employee is able
to take in his/her 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 in order for a candidate to be successfully
employed. A clearly defined career path will support employers by creating a more employable
workforce. Often, the path may include work -based learning opportunities such as work
experience, job shadowing, on-the-job training or apprenticeships.
17
The Business Services Unit hosts an Employer Workshop on Apprenticeships, having the State
Apprenticeship Expert lead a discussion on how an employer can engage in registering an
apprenticeship at his/her place of business. This has opened many doors for discussions with
various employers throughout the County.
Upholding the importance of apprenticeships, the WCWDB has supported these discussions as is
evident with the Salud Family Health Centers. The WCWDB has been in a collaborative
partnership with Salud Family Health Centers for a number of years, and over the last three years
has specifically supported the apprenticeship initiative providing official support to secure grant
funding to begin the new initiative. Although the grant application was unfunded, Plan de Salud
was approved by USDOL to facilitate health related apprenticeship training programs, to include
Medical Assisting. ESWC remains committed to supporting apprenticeships and work based
learning opportunities and will remain connected with Salud Family Health Centers as well as
initiate additional related initiatives with additional partners.
Career pathways is an active workforce development strategy in Weld County. 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
work based learning. 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, over 50 youth were provided with a paid summer internship. Interns were
paid $10.00/per hour and were hosted by a variety of area businesses to include corporate, public
and private host sites. All interns were paid by the hosting business with a limited scholarship
made possible by State Farm for non-profit agencies to host interns. This program will be
expanded in 2016 to 100+ youth interns and will include additional supports provided by ESWC
to include resume preparation, interview skills, access to the Work Readiness Credential (WRC)
and additional employment related services. Additionally, through the existing partnerships
already in place, work based learning opportunities are provided to youth in Weld County
comprised of in -school and out -of -school youth. The vast majority of in -school youth receiving
paid internship opportunities are funded outside of WIOA allowing ESWC to provide services
and program funding to youth participants experiencing barriers to employment and representing
hard -to -serve populations. In alignment with work based learning opportunities, ACE has had
two annual Youth Leadership Summits and is currently coordinating the 3rd Annual Youth
Leadership Summit to take place in June of 2016. The summit is currently funded through a
grant awarded by State Farm. Several community members and business leaders visited
Kalamazoo to experience a Youth Leadership Summit and have since facilitated the first like
event in Colorado. The Leadership Summit is a Regional initiative and has welcomed youth
participants from across the State to participate. ESWC has been involved with this initiative
from its inception in both planning and practice and has promoted the participation of out -of -
school youth as well as participants of WIOA and the Weld County Youth Conservation Corps
(WCYCC) comprised of TIGHT and AmeriCorps members.
18
In the healthcare industry, ESWC in partnership with Aims Community College continue to
organize a three day hands on Health Care Career Pathways exploration referred to as a
Healthcare Boot Camp. This invaluable opportunity, targeting young adults, includes a tour of
Aims and the ability to participate in four (4) classes designed especially for ESWC participants.
These include, Surgical Technician, Nursing (CNA, LPN, RN), Radiology Technician and Fire
Science classes. ESWC believes it is also important to engage the young adults with mental
health professions therefore a tour of Weld County's Crisis Center is included and the
opportunity to complete a course to receive the Question, Persuade, Refer (QPR) certificate is
incorporated to empower young adults to recognize and respond to peers exhibiting suicidal
signs. In 2015, the 16 participating young adults learned how to suture a chicken breast using
two different techniques, operate an x-ray machine by practicing on personal belongings, hold a
fire hose and fully suit up as a fire fighter. Participants also experienced possible scenarios health
care professionals may encounter with the help of "Sim Man". Sim Man provided opportunities
for participants to assess situations, take blood pressures at various intervals, respond to
particular medications given, and even witnessed physical signs of distress. In addition, they
experienced an actual college class environment with current instructors and most importantly
they were connected to a post -secondary institution that partners closely with ESWC so their
transition from High School EducationlGED obtainment into community college may not be as
overwhelming. Many of the young adults walked away from the experience motivated and
encouraged to further their education and start a career in the Health Care sector.
To complement existing Career Pathway initiatives, such as the Healthcare Boot Camp, Aims
provides opportunities for concurrent enrollment, also referred as duel credit opportunities for in -
school youth. Concurrent enrollment opportunities are extensive and include, but are not limited
to, health care, criminal justice, oil & gas, welding, automotive services, graphic design and
communication media. Youth electing to participate in concurrent enrollment courses are able to
obtain an associate's degree in harmony with their high school diploma. Additionally, ESWC
strives to extend similar opportunities to youth outside of a traditional secondary educational
environment. As such, stackable certificates are an emphasis for ESWC to ensure access and
availability for individuals who have significant barriers to employment. ESWC has been
actively engaged with Aims advisory committees to stress this importance. ESWC
representatives have been a member of the Surgical Technology Advisory Committee since its
inception, initiated the Multi Industry Systems Technology (MIST) certificate over ten years ago
(has since been renamed to Industrial Technology), and engaged Aims with local business
leaders to create Oil & Gas stackable certificates leading to a two year degree amongst numerous
additional initiatives.
Aims Community College is in partnership with various school districts and youth are able to
receive college credit while in secondary education. This provides the opportunity to explore
careers and complete one or two years of college credit while also working on the high school
diploma. With this availability, more of the youth are able to be involved in a variety of career
pathway options.
6. Describe other strategies and services that will be used in the planning region to support
a local workforce development system that meets the needs of businesses in the planning
region.
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One of the more current and innovative workforce development initiatives in Weld County is the
Bright Futures program. The Board of County Commissioners made a financial commitment to
invest in the Education of its residents setting an example nationwide with their Bright Futures
program which will single-handedly have an impact on educating the workforce of tomorrow.
This innovative program allows Weld residents the opportunity to attend post -secondary schools
by providing tuition assistance of up to $3,000 a year for a total of four years. This became
available to any high school graduate or GED recipient beginning in 2016 and forward. The
program is also open to returning Veterans. More details on the Bright Futures Program can be
viewed at: http://www.weldCountybrightfutures.com/assets/cc2b016412dC4Bc4AD4A.pdf
An additional outreach method to highlight is the Open Jobs List that ESWC sends out weekly.
This tool provides up-to-date information about new and current job postings within Weld
County. There are two main distribution lists which are utilized. First, the report is sent to all
agency Case Managers and Managers which allows Case Managers to in -turn provide relevant
job information to ESWC clients. Secondly, the report is distributed to over sixty public partners,
some of which include: Weld County School Districts; Aims Community College; Division of
Vocational Rehabilitation; SER-National; Department of Corrections, Adult Parole; and CDLE
Veterans. It is so widely utilized among the community that some of the individuals receiving the
report repost or resend the information to their respective networks. For example, one ESWC
Manager who also participates in the Carbon Valley Network shares the report with those non-
profit agencies that comprise the network. Another example is the report is used at the
Department of Human Service entry points. Clients seeking services at the Department of
Human Services in areas such as TANF, Food Stamps, Child Support, etc., can access the reports
and are encouraged to sign up for Connecting Colorado to discover more about the jobs which
are available.
Committees of the Weld County Workforce Development Board also utilize strategic planning as
a means to support the local workforce development system. The standing Youth Committee is
committed to analyzing business needs within the Weld County planning region as well as
surrounding area. The Youth Committee has been connected with the Aims Surgical Technology
program advisors and as a result have been 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 have coordinated and supported the creation of a Sterile
Processing Technician certification program which is not currently available in Colorado; Aims
is in the process of obtaining State approval and anticipates the first cohort to begin in January
2017. Sterile Processing Technicians clean, process and sterilize surgical instrumentation. Each
operating room has a Sterile Processing Department that is closely aligned with Surgery
Departments and oftentimes falls under the direction and supervision of Surgical Services.
Sterile Processing Technicians must obtain a working knowledge of surgical instrumentation,
infectious processes, and sterilization techniques. Sterile Processing Departments are experts on
surgical supplies and equipment as they gather and process these items for surgical procedures
for both inpatient and outpatient facilities. Creating the first Sterile Processing Certification
program in Colorado is one example of the WCWDB and standing committees supporting local
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workforce development and being on the cutting edge of program development to meet
identified industry sector needs.
In the implementation of the Sector Partnership National Emergency Grant, which addresses
workforce needs in the Manufacturing and Transportation Industries, a Leadership Team was
formed to ensure that the efforts and direction of ESWC staff stay in -tune with employers within
these sectors. The team includes key Weld County employers within manufacturing and
transportation; education partners; and ESWC managers. This task force convenes on a quarterly
basis to analyze current workforce development efforts and share insights to any changes
required to address these sector employers' needs. The idea of ESWC hosting on -site job fairs
was mentioned to this task force and received resounding support.
Employers from the SP NEG Leadership Team fully utilize the recruiting events hosted by
ESWC including customized hiring events and onsite job fairs which are open to all Weld
County employers. Initiated in 2015, the use of on -site job fairs has met with strong employer
support. The venue allows for 6-8 employers at a time and one of the two events per month is
industry specific. For example, recent events have included a transportation and education
focused job fair. Employers appreciate having the one on one interaction with job seekers.
Employing this strategy of workforce development will continue to be a part of the regional plan.
Additionally, other events which ESWC either hosts or participates in are shared with the
membership of the Workforce Development Board and the SP NEG Leadership Team.
Notifications of events are sent through email and members of each respective group are
encouraged to attend. As an example, ESWC is a part of a Regional Workforce Development
Group known as WYCO (Wyoming Colorado.) This group is made up of workforce staff from
Boulder, Larimer, and Weld Counties as well as Wyoming. In recognition of the labor shed
drawing from all of these areas, the partnership hosts two Regional Job Fairs annually and
employers from the Weld County Workforce Development Board, the Leadership Team, and
throughout Weld are asked to participate. Held in the spring and fall, the Job Fairs support the
workforce on a regional level and these events have garnered huge support from employers in
Weld County. More than 30% of the employer representation at these events has been from Weld
County and this successful strategy will be continued.
Another strategy Weld County utilizes in developing effective workforce practices is being seen
as an instrument of change. Weld County continues to be a leader throughout the state by
participating in pilot projects and being involved on various task forces. During the upcoming
year, ESWC will participate in a state task force in the development of a Business Services
Policy Guidance Letter. Under WIOA, businesses are emphasized as a primary customer
accessing services through one -stop centers and this task force will identify how to provide a
unified voice and consistent Business Services message statewide. Weld County Staff will
provide valuable input into this undertaking and will ensure that Weld County's existing
practices are understood and well represented.
Weld County's participation in Unemployment Initiatives and the diligence in serving the UI
population serve as another example of how strategies and services are currently being used to
support the local workforce development system that also meets the needs of businesses in the
Weld County planning region. Most recently, Weld has administered the LINKS program.
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During orientation, the facilitator explains WIOA, workshops, the work readiness credentials test
(WRC) and during their one on one meeting are offered referrals to open positions. Clients are
made aware that by signing up for any of the services, it becomes a requirement by
Unemployment Insurance (UI), and if they agree, sign a client agreement at their appointment
and are provided a copy. As a continuation of services targeted towards the unemployed, Weld
will be implementing the RESEA project in the near future.
7. Describe efforts that have taken place or anticipated efforts to assess the need for and
establish regional service strategies, including the use of cooperative service delivery
agreements.
Weld County has a strong history of working with many community partners. In recent months,
Aims Community College (Carl Perkins), Division of Vocational Rehabilitation, Right to Read,
Community Education Outreach, Intervention Community Corrections Services, Global Refugee
Center, Service Employment Redevelopment (SER) — Jobs for Progress National, Inc., Rocky
Mountain Service Employment & Redevelopment, and the Community Resources and Housing
Development Corporation, have met and reviewed a draft Memorandum of Understanding
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.
a. Describe the strategies and services that will be used in the planning region to better
coordinate workforce development programs and services with regional economic
development services and providers;
Upstate Colorado, the lead regional economic development agent in the Upstate Region,
has a long standing and collaborative partnership with ESWC. In the past ten years, this
partnership was strengthened when Weld County received the Sectors and H-1 B
Technical Skills Training Grant. Working with Upstate 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 Weld County
Workforce Development Board (WCWDB) by the Upstate Colorado President and CEO.
This longstanding relationship facilitates regional discussions with Upstate, employers,
and other workforce partners regarding current workforce programs and conversely
provides Upstate the ability to inform ESWC, the Workforce Board, and partners
regarding economic development activities within the region.
Employment Services provides Upstate 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
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employer. This collaborative effort and the willingness to respond to potential companies
requests has resulted in numerous positive results in attracting large industries to the local
area such as Owens Illinois, Vestas, and Leprino Foods. Conversely, where companies
are in a position where they need to downsize or close, Employment Services and Upstate
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.
The collaboration with Upstate 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.
b. Describe how the planning region will strategically coordinate workforce investment
activities with the provision of adult education and literacy activities under title II.
As mentioned above, a Memorandum of Understanding is in place with Right to Read,
the local entity delivering the adult education and literacy activities under Title II of
WIOA. The Executive Director is member of the WCWDB and currently serves as chair
of the Youth Committee. Similar to Upstate Colorado as mentioned above, the WCWDB
serves as a conduit for information sharing and regional discussions regarding current
workforce programs and the development of initiatives to meet adult learner needs.
Collaboration has taken place to provide a bridge for adult learners to work seamlessly
between adult basic education/ESL, Aims Community College, and Employment
Services. A model to reinforce a no wrong door approach for each agency was developed
under the Weld Alliance Career Education Pathways partnership in 2011. This effort has
allowed for further coordination with additional agencies such as Lutheran Family
Services, the Global Refugee Center and Weld County Volunteer Agency (VOLAG)
serving the refugee population, to provide additional services for Weld's refugees and
individuals in need of ESL.
c. Describe how the planning region will strategically coordinate workforce investment
activities with the provision of vocational rehabilitation services under title IV.
The Weld Region has had, and continues to have, an excellent working relationship with
the local Division of Vocational Rehabilitation (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. It is anticipated
that with the move by DVR to CDLE, increased opportunities to serve individuals with
disabilities will occur. DVR is currently actively involved in a variety of collaborative
efforts with ESWC such as job fairs and sector planning discussions. The MOU with the
WCWDB will outline collaborative efforts for business hiring events as well as assisting
clients in accessing workforce system services.
d. Describe the strategies and services that will be used in the planning region to
strengthen linkages between the one -stop delivery system and unemployment
insurance programs.
ESWC has extensive experience in serving Unemployment Insurance (UI) claimants. In
2012-2013, 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 Work Readiness Certification
• One on one or group staff assistance regarding labor mark and occupational
information
• Interview and resume workshops
• Individualized job search assistance
• Referral services to training including WIA/WIOA funded training
• Resources are utilized to provide assistance with applications for Federal Pell
Grants, including linkages with community colleges and universities, including on
site material and appropriate web based sites
• Other allowable services as identified under the Wagner Peyser Act
Building upon these strategies, ESWC continues successful coordination with the
Division of LTI to assist claimants by implementing UI profiling strategies through a
program known as LINKS to Re-employment. In addition, the UI Division has been
working with local offices to rollout the Reemployment Services and Eligibility
Assessment (RESEA) program. It is anticipated that this service will have similar results
in assisting clients from the start with the goal of assisting them find employment on an
expedited basis.
Employment Services anticipates that by Program Year 16 the UI chat function will be
available in the Greeley office which will then allow UI clients to video -chat on line with
UI representatives concerning questions about their claim.
e. Provide a description of how the local board will coordinate workforce investment
activities carried out in the local area with statewide rapid response activities, as
described in section 134(a)(2)(A);
ESWC will provide Rapid Response workshops for affected employers and workers,
immediately after the State (or Workforce Center) is notified either by WARN Notice or
by other means, of a current or projected permanent closure or mass layoff; or a
dislocation as a result of such disaster. The Rapid Response team for ESWC includes a
representative from the Business Services unit and case managers from the Adult Special
Programs team that serves Dislocated Workers and Trade Adjustment Assistance (TAA)
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customers. These individuals are able to speak to services available to Dislocated
Workers as well as to those services available to any potential trade affected workers.
The Rapid Response team works in tandem with representatives from the Business
Services Unit (BSU) and the TAA Program. The BSU representative is determined by the
sector industry of which the affected employer is a part. ESWC has the technology and
capability to deploy the Rapid Response team to any part of the County at any time that is
convenient for the employer and the affected workers, and the Rapid Response workshop
is available in both English and Spanish to best accommodate the needs of the employer
and the affected workers.
Immediate and on -site contact with the employer, representatives of the affected workers,
and the local community, may include an assessment of the:
Layoff plans and schedule of the employer;
ii. Potential for averting the layoff(s) in consultation with Upstate Economic
Development or the State economic development agencies, including private
sector economic development entities;
iii. Background and probable assistance needs of the affected workers;
iv. Reemployment prospects for workers in the local community;
v. Available resources to meet the short and long-term assistance needs of the
affected workers.
vi. The State Rapid Response Unit is informed of any layoffs in Weld County
and provides packets of information that are provided to affected workers
during workshops_
8. Provide a description of the replicated cooperative agreements (as defined in section
107(d)(11)) between the local board or other local entities described in section 101(a)(11)(B)
of the Rehabilitation Act of 1973 (29 U.S.C. 721(a)(11)(B)) and the local office of a
designated State agency or designated State unit administering programs carried out under
title I of such Act (29 U.S.C. 720 et seq.) (other than section 112 or part C of that title (29
U.S.C. 732, 741) and subject to section 121(f)) in accordance with section 101(a)(11) of such
Act (29 U.S.C. 721(a)(11)) with respect to efforts that will enhance the provision of services
to individuals with disabilities and to other individuals, such as cross training of staff,
technical assistance, use and sharing of information, cooperative efforts with employers,
and other efforts at cooperation, collaboration, and coordination;
As a region, Weld has had a longstanding commitment to serving those with barriers including
those with disabilities and ESWC has developed and maintained both facility and program
accessibility to career services. School district's SWAP programs and DVR participate on
Workforce Development standing committees and staff members from DVR, SWAP and ESWC
cross train with one another. Additionally, Business Services sends the list of open jobs weekly
to DVR, school districts and community agencies such as SER Jobs for Progress so they can
review and make referrals to employment or use the list as a discussion for careers.
A survey from the Department of Labor regarding the accessibility of our workforce center, its
programs and services for people with disabilities, was completed in December 2014. The survey
was a great opportunity for self -assessment and analysis to determine, as a center, if we are both
25
accessible with programs and services. Staff of ESWC are trained in working with those with
Disabilities through the use of the ADA endorsed site www.wiawebcourse.org and are aware of
Section 188 Implementation of the Nondiscrimination and Equal Opportunity Provisions and
Access for All; a resource manual for meeting the needs of one -stop customers with disabilities.
9. If determined appropriate by the planning region, describe the coordination of
transportation and other supportive services or discuss why these are not appropriate for
the planning region at this time.
As a region, the most obvious need for future investment in Weld County is the long-term
investment in the road and bridge infrastructure. The Weld County Region encompasses 3,987
square miles. Due to physical constraints alone, transportation and supportive services are an
essential part of assistance. According to the 2010-2014 American Community Survey 5 -Year
Estimates, there is a total of 111,725 workers 16 years and over utilizing a car, truck or van as
their means of transportation to work. Public transportation (excluding taxicab) totaled 765 while
Taxicab, Motorcycle, Bicycle, Walking and Other Means totaled 5,039.
A transportation plan has been created and takes a look at the condition of the current
transportation system, and uses County land use forecasts and regional travel demand models to
outline a plan that will develop and maintain a safe and efficient long term roadway network in
Weld County. The plan strives to improve the movement of people and goods to all Weld
County communities by enhancing regional arterial roadways. Current highway access for the
region includes I-25 and State Highway 85 for North/South demand, with I-76, State Highway
34 & State Highway 14 catering to the East/West demand. General Aviation access can be found
in the region at the Greeley/Weld County Airport as well as the Erie Municipal Airport. Freight
Rail Access is demonstrated in the following map:
26
eyenne
Bertha
WYOMING
N EBI
COLORADO
Great Western Railway
(short line)
Union Pacific Railway
ey
Burlington
Northem/Santa Fe
sif ad- sn
r. R
344,
10. If determined appropriate by the planning region, describe how administrative cost
arrangements have been coordinated, including the pooling of funds for administrative
costs or discuss why these are not appropriate for the planning region at this time.
Weld County is the only County in the Upstate Region and as a result, the pooling of funds for
administrative costs is not necessary. However, the Department of Human Services has a cost
allocation plan which allocates costs based on time charged by staff. As one of the five divisions
in the Department, ESWC staff primarily charge to programs related to employment grants.
Approximately 50% of the staff charge to TANF, Employment First Food Stamps, AmeriCorps,
Community Service Block Grant, and Child Welfare programs. Indirect costs such as rent, phone
lines and administrative cost pool costs are then reimbursed by the percent of staff time spent in
the respective grants. Therefore, all grant programs effectively support the one -stop center.
11. The establishment of an agreement concerning how the planning region will
collectively negotiate and reach agreement with the Governor on local levels of
performance for, and report on, the performance accountability measures described in
WIOA sec. 116(c) for local areas or the planning region.
Since the local area is also the Planning Region (Weld), there isn't a level of consensus needed
as there is in other Planning Regions. The process for agreement with the Governor regarding
performance accountability measures will be the same in Program Year 16 as they were for
WIA. As additional guidance is received from the US Department of Labor, the Colorado
27
Workforce Development Council (CWDC), and the Colorado Department of Labor and
Employment (CDLE) regarding the use of the performance adjustment model and how it will
apply to the Weld County Region, ESWC and the WDB will negotiate standards as specified by
the Council and CDLE.
12. Provide a description of how one -stop centers are implementing and transitioning to
an integrated, technology -enabled intake and case management information system for
programs carried out under this Act and programs carried out by one -stop partners.
Employment Services of Weld County currently operates a number of the programs identified as
partner programs in WIOA, including the Workforce Innovation and Opportunity Act Title I
Adult, Dislocated Worker, and Youth Programs, the Title III Wagner Peyser Act (WP), Trade
Adjustment Act (TAA), the Migrant and Seasonal Farm Worker program (MSFW), and provides
functional supervision to the Disabled Veteran Outreach Program (DVOP) staff under the Jobs
for Veterans State Grant (JVSG). All program individuals are registered in Connecting Colorado
and as such, basic information is not duplicated. As additional coordination between major
program systems such as the Colorado Benefits Management System (CBMS) and Connecting
Colorado take place, the ability to have a more technology enabled intake and case management
system should become more available. As additional agreements between the WIOA Core
Partners take place, particularly at the state level, additional means to cross share information
will take place. Currently, job openings are shared with partner agencies via email and as
interagency agreements and Memorandum of Understanding (MOU) are developed at the state
level, partners may be able to access Connecting Colorado directly.
13. Briefly describe the activities and steps taken to develop this regional plan.
After the passage of the Workforce Innovation and Opportunity Act of 2014, and the issuance of
the Notice of Proposed Rulemaking (NPRM), information regarding the regional and local plan
development was discussed with the Board of Weld County Commissioners and the Weld
County Workforce Development Board. As additional guidance and clarification from the US
Department of Labor, the Colorado Workforce Development Council, and the Colorado
Department of Labor emerged, the Weld County regional plan was developed after an analysis of
local data was undertaken. With discussion at the managerial level of ESWC, the Weld County
Workforce Development Board members, and workforce partner programs, the thoughts were
formulated into a plan_
The Weld County Workforce Development Board (WCWDB) worked on the development of
this Region/Local Area Plan on a number of occasions in open Board meetings and was able to
obtain input from workforce system partners, community agencies, and employers. After an
analysis of local labor market data was compiled and reviewed, the Board identified and
approved the targeted industry sectors. In March 2016 the Board developed a meeting devoted
specifically towards partner agencies to obtain additional input and review and develop the Core
Partner Memorandum of Understanding (MOU) regarding the operation of the workforce
system.
The Board's standing Youth Committee also discussed the contents of the plan on a number of
occasions and developed and approved the Request for Proposals concerning the provision of the
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required youth elements. Additionally the Committee identified career pathways as being a
priority and a collaborative partner task force was developed to address the gap in educational
services for individual literacy gaps between the 6th and 9th grade levels.
After input from the Board, Youth Committee, and the partners, this plan was then made
available for public comment for a period of 30 days by posting it on the County website
at: http://www.co.weld.co.us/apps/legalNotices/ After the 30 day review period and the
incorporation of relevant comments received, the plan will be approved by the Board of County
Commissioners, and submitted prior to the May 2, 2016 deadline.
14. Describe the process used by the local boards in this planning region to provide an
opportunity for public comment, including comment by representatives of businesses and
comment by representatives of labor organizations, and input into the development of the
plan prior to its submission.
Notice of the Plan availability for review was provided to Weld County Workforce Development
Board members (WCWDB), Chambers, economic development community partners, school
districts, youth serving agencies and employers in the identified sector initiatives (both locally
and regionally).
As mentioned in item 13, employers and labor representatives on the WCWDB had input
opportunity. Following that support, the plan was made available to the public, and comments
were solicited, by posting it on http://www.co.weld.co.us/apps/legalNotices/ After the 30 day
deadline for commentary and with Commissioner approval, the plan will be submitted.
B. For Each Local Area in the Planning Region
The Colorado Workforce Development Council Continuous Improvement Management System
(GINS) questions are incorporated into the local area plan below. Quarterly reports will be
required that highlight the specific questions that will impact performance incentives. The
quarterly report will be reviewed by the CDLE Regional Liaisons and Program Monitors, plus
the Colorado Workforce Development Council. Additional guidance regarding performance
incentives and quarterly reporting will be provided in a separate PGL.
Note: In the event that a single local area also comprises a regional planning area,
questions 1-3 can be eliminated from the local plan because they duplicate questions in the
regional plan.
4. Provide an analysis of the workforce development activities (including education
and training) in the local area, including an analysis of the strengths and weaknesses of
such services, and the capacity to provide such services, to address the identified education
and skill needs of the workforce and the employment needs of employers in the local area.
The Weld County Workforce Development Board (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
29
Regional portion of this plan. The Workforce Board has and will continue to focus efforts on
convening sector targeted work groups that result in coordinated initiatives between partners that
are designed to meet the identified needs of the in -demand sector employers.
As an example, through the WIRED Initiative, the WCWDB and Employment Services worked
with Aims Community College to develop two Multi Industry Systems Technician (MIST)
certificates based on the needs identified by manufacturing/advanced manufacturing industry
employers. Due to the success of the MIST program and through continued input by
manufacturing sector employers, the program was eventually expanded to four certificates and
an available AAS degree. The program has continued to be modified based on input from
manufacturing sector employers, as well as input from the WCWDB, and has since been
renamed to Industrial Technology program. These certificates and degree options are a viable
training option for the manufacturing/advanced manufacturing sector. Links with efforts taking
place under the Colorado Blue Print and the Colorado Advanced Manufacturing Alliance
(CAMA) continue.
As a member of the COETC TAA grant that provided resources to support the
education/training, Aims utilized the foundations of the Industrial Technology program
developed under the WIRED initiative, along with input provided by the WCWDB's Oil and Gas
Task Force (which included employer representatives from many of the County's oil and gas
industry sector employers), to develop certificate and degree programs for careers in the oil and
gas sector. Although this industry sector is currently experiencing an ebb in the demand for
workers state wide, there continues to be a need in the Weld County area. Once the commodity
market rebounds, it is anticipated the need for a trained workforce will also rebound
significantly. Both of these sector focused programs provide additional options for unemployed
and incumbent workers to gain skills, as well as certificates, for these targeted industry sectors.
Aims Community College, in partnership with ESWC, has intentionally designed certificates to
be stackable thereby increasing the value and opportunity to apply gained skills and knowledge
within various sectors.
Through the H 1-B training grant, the WCWDB identified the funds would be utilized to enhance
the higher level training options and needs primarily for employers in the Sustainable
Manufacturing Sector. Funds were used to increase the higher level skills needs of the incumbent
workers in high demand occupations for the targeted industry sector employers. Upstate
Colorado Economic Development was identified as the convener for this Sector initiative to
facilitate the connection of employers needs with training providers. The training and subsequent
certifications provided information on the needs of this industry sector and an identification of
the various skill needs and training options for both incumbent workers as well as the long-term
unemployed to assist them in acquiring the requisite skills for high skill, high demand
occupations.
The Weld County Workforce Development Board and Employment Services of Weld County
have continued to work on meeting the health sector needs in the local area since the
development of the collaborative efforts with partners for the Gee Whiz Health Camps, the
development of a Nuclear Radiological Technician Certificate, and the collaboration to expand
entry level health worker training available in the early 2000's. Since that time the Board has
continued to be active in working with a variety of partners to develop activities and services
meet the health and wellness sector needs. Efforts have resulted in additional career pathways for
30
youth and adults and Employment Services staff actively participate in the existing sector
initiatives.
The Youth Committee and ESWC staff have been connected with the Aims Surgical Technology
program advisors and have been 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 have coordinated and supported the creation of a Sterile Processing
Technician certification, which is not currently available in Colorado, under STEM Career
Pathway funding. By creating the first Sterile Processing Certification program in Colorado the
Weld County Workforce Development Board, our partners, and the Board's Standing
Committees have taken a lead in the development of activities and services to meet the needs of
the health and wellness industry sector employers not only in the local region but in the state as
well.
Aims Community College, the University of Northern Colorado, and IBMC represent the
primary post -secondary educational institutions in Weld County. Fort Morgan and Front Range
community colleges as well as CSU and CU provide required support for additional educational
opportunities. Various workforce development activities and sector initiatives have identified
additional proprietary schools and other training options available, including on-line training that
can meet the needs for employers, incumbent workers, and job seekers. Employment Services of
Weld County 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 GED preparation. Training
dollars are spent only in areas identified as an in -demand or growing industry sectors.
5. Describe the local board's strategic vision and goals for preparing an educated and
skilled workforce (including youth and individuals with barriers to employment), including
goals relating to the performance accountability measures based on primary indicators of
performance described in section 116(b)(2)(A) in order to support economic growth and
economic self-sufficiency.
The Weld County Workforce Investment Board developed its strategic vision and plan in 2014
covering the period of 2014-2016. This vision continues to be implemented and it is the intent
that once final WIOA implementation guidelines and regulations are issued, the Board will
develop a new strategic plan covering the period of 2016-2019.
As indicated in its 2014-2016 Strategic Plan, the Weld County Workforce Development Board
Envisions:
A workforce development system understandable to its customers and easy to use
A workforce development system administered locally
A workforce development system focused on outcomes and performance
A workforce development system supportive to individuals' growth to become productive
employees and to develop skills to progress in the level of performance
A workforce development system flexible and pro -active in changing resources to meet
customer needs
31
The Weld County Workforce Investment Board realizes the following opportunities and challenges:
Retain current businesses
Retrain underemployed population into higher demand roles
Serve in an information provider role to advise legislators on the impact of their decisions
Take on a greater role in helping influence how our future workforce is developed
Maintain activity within sector initiatives
Helping current employers develop their future leaders
Continue to link with post -secondary institutions and job seekers on needed skills and training
Align career pathways efforts for students across the County
Become more informative in sharing labor market information with educators and students
Preparing older workforce to take on new roles
Helping Veterans apply current skills as they relate to the civilian world
Immigration and refugee job seeker populations with limited language skills
Serving as liaisons with employers to help them succeed when hiring refugees
Continuing to promote short term training for industry specific needs
Enhanced communication and information strategies amongst the board and entire County
Develop a resource map of activities
Become community ambassadors on the role and function of the Workforce Development Board
To implement these efforts, the Board has developed the following standing committees:
\\ urkt'urct' _ N\ arcncss
Employment Program
Development
outh Council
Strategies:
Continue sector
initiatives
Involve employment
services programs
Enhanced communication
and information strategies
amongst the board and
entire County
Retain current businesses
Highlight ESWC
successes
Involve Legislative
Representatives
Strategies:
Continue sector initiatives
Ensure all training providers meet
industry standards and have
measurable outcomes identified by
law
Utilize tools to effectively set
direction to meet workforce needs
Recommend approval of grants
Promote the development of partner
resources to address skill shortages
and retraining needs
Continue to link with post-
secondary institutions and job
seekers on needed skills and
training for the future
Strategies:
Continue sector initiatives
Provide service in the
community
Encourage participation and
leadership
Take on a greater role in
affecting how the future
workforce in Weld County is
developed
Continue to seek additional
opportunities to collaborate
Align efforts with youth
service agencies
To provide more detail, the three tables listed below provide an outline on how future board priorities are
aligned with specific goals existing within the current WFB committee structure.
Workforce
Awareness Committee
Goals
Strategies
Continue
sector
initiatives
Support
marketing
efforts
for the
Workforce
Development
System
and
- Create
- Invite
task
rural
chamber
force groups
reps
to
address
to General
specific
sector
Membership
needs
meeting
Workforce
Development
Board.
- Distribute
Board
Newsletter
to rural
Chambers
of
Commerce
Create
measures of customer
satisfaction.
Involve
employment
services programs
-
Follow
up
on
surveys each
program
provides clients
and
businesses
32
Increase awareness of
Employment
Enhanced
communication and information strategies
amongst
Services in Weld
County
and
actively
the board and entire County
solicit public and
private sector support.
- Work as community ambassadors on role
& function of
WDB
- Accompany
ESWC staff
on
employer visits
- Conduct
presentations at Chambers of Commerce
- Accompany
staff at community
events
to share info on
ESWC services
Support
economic development
efforts
Retain current
businesses
resulting
in
new and expanding
business
- Employer
- Job
fairs
visits
to connect
employers
with
potential
employees
usage
of the
services
provided through
-
Partner
with and support
local
economic
development
entities
Employment
Services.
Identify opportunities
to support
public
Highlight ESWC
- Coordinate
specific
Successes
employment activities in recognition
relation
of
the
activities to
workforce system.
celebrate
the
success
of Workforce
Development
Month
-
- Initiate
Host
recognition/appreciation
publication
of
program/participant
events
accomplishments
Identify
the
legislative
national
and
state
changes
levels
and
to
trends at
determine
Involve Legislative
Representatives
-
Provide
information
to legislators
on the
impact
of their
their impact on the
local workforce
decisions
system.
33
Empluv nwnt Program De' elopment
Committee
Goals
Strategies
Develop
plans
for local
workforce
Continue sector initiatives
investment
systems and set
local
workforce
Identify
to funding
-
and
respond
opportunities
to
serve
policy
for
Employment
Services.
-
citizens
Alignment
of
resources
under the
Workforce
Innovation
and
Opportunity
Act
-
Business
Relations
process
- Increase
availability
to
employers
of tools such as: online
training,
labor
market
information,
awareness
of
state
resources available
to businesses, on -the
-job -training,
and work
experience
Identify
eligible
training
providers
and
In alternate
years
review
and ensure all
training
providers
require
that
they meet industry standards.
meet industry standards
as required
by law
Set local
perfonnance
standards
and
Ensure employment
and
training
programs
have measurable
recommended
goals
in
accordance
with
outcomes identified
by law
WIA/WIOA
and
establish
objectives
for
the workforce
system
partners,
assessing
the
systems.
effectiveness
of local
workforce
Supply
information
on labor
market
needs
Utilize
tools
to
direction
to
effectively
set
meet workforce needs
through
workforce
systems.
- EMSI
HWOL
Economic
Forecast
-
-
Review
and recommend approval
of
grants,
Employment and
training
grants address
short
and
long
term
contracts
and
plans affecting
adult
workforce training
needs
in Weld County
customers
of
Employment
Services of Weld
- Approval
of the
contracts, grants and
plans
County.
Design and
refine programs and systems to
promote the development
to
of partner resources
address
skill
become increasingly
responsive
to business
shortages and
retraining
needs
needs.
-
Helping
Veterans
apply
current skills
as
they
relate to
the
civilian
world
by
prioritizing
services
to Veterans and
partnering
with
Veterans
organizations
- Improve
services to
immigration and the
refugee
job
seeker
populations
with
limited
language
skills
- Continuing to promote short term training
for industry
specific
needs through sector
planning
initiatives
Coordinate services with
other
workforce
Continue
to link with
institutions
post
-secondary
and
job
seekers
system partners
and
community
efforts
to
on needed
skills
and training
for the future
provide the
best possible service to
both
job
seekers
and
employers.
34
Youth Committee
Goals
Strategies
Design and
refine youth
programs and
Continue sector initiatives and career
pathways
systems
to
become increasingly
responsive
- ate inprojects
to build
relevant
employmentParticl
skills
to
business needs.Participate
-
Promote sector
initiatives
by inviting individuals
to share
applicable
infonnation with the Youth Council
and
report
to
the
Workforce
Development
Board
Recommend
goals and objectives
for
Provide service in the community to
meet
the
needs of youth
youth
programs and systems.
participants,
local businesses and the
community
in
general
Promote
positive
communications with the
Encourage participation and leadership
within
the
Youth
Workforce
Development Board concerning
Committee while increasing effective
communication
with
youth programs.
the
Workforce
Development
Board
to
and
gain guidance
support
Analyze
private
sector job opportunities
Take
in
how future in
on a greater role affecting
the workforce
for youth job
seekers, including
Weld
County
is developed
estimates by occupation,
industry and
location.
- Continue
to link with secondary, post -secondary
institutions
and job seekers on needed skills and training
for future
employment
- Align
youth
services with emerging career pathways
via
partnership with local
school districts and employers
- Become more engaged
in sharing
labor market
information
with educators
and students
Leverage funds for youth
programs
from
Continue to seek
additional
opportunities
to collaborate with
funding
various streams
and maximize
workforce system partners, businesses and educational
their impact.
facilities
- Remain actively engaged with
local
and state
AmeriCorps and Youth Corps
Associations for additional
funding opportunities
- Continue to build relationships
with
rural areas in Weld
County to maximize grant awards to benefit
the
Youth
Corps
and
positively impact local
communities
Set
policy
and build
a
youth
Align
efforts with workforce system partners and youth
service
development
system.
by
agencies reviewing other
agencies' goals
and
objectives
6. Describe the strategies and services that will be utilized to facilitate engagement of
employers, including small employers and employers in in -demand industry sectors and
occupations, in workforce development programs. Specifically:
a. What outreach activities are planned to increase business engagement in your local
area?
The Business Services Unit (BSU) engages employers by sending industry specific
information through email updates entitled "Did You Know..." This method of outreach
is done on a quarterly basis. Additionally, the Business Services Manager (BSM)
participates with the Erie Economic Council and is able to engage with employers
through this forum; this Council meets quarterly. The BSM also facilitates the Leadership
35
Team of the Sector Partnership National Emergency Grant (SP NEG) and coordinates
annual Regional Industry Discussions.
ESWC has excellent representation throughout Weld County through its involvement in
numerous Chambers. Although Weld County is vast geographically, staff attend meetings
at Chambers in every area of the County! Meetings at the following chambers of
commerce are attended on a routine basis: Erie Chamber, Evans Chamber, Carbon Valley
Chamber, Ft. Lupton Chamber, Johnstown/Milliken Chamber, and the Southeast Weld
County Chamber. Connections have also been established with numerous economic
developers for individual towns and communities; as well as with Upstate Colorado
which is the leading Economic Development agency in Northern Colorado. Another way
in which ESWC serves the public and increases connectivity with public partners is
through participation with numerous Advisory Committees for Aims Community
College. A newly formed Public Partners Committee has been identified. During the
Sector Academy held in November 2015, it was determined that there was a need for
Public Partners in Northern CO to have one unified, singular voice. This call to action
resulted in the formation of a Public Partners Collaboration which held the first meeting
in the Spring of 2016. The goal of the group is to find a way to work together cohesively
as partners and not inundate employers with numerous, repetitious requests by multiple
public partners. The group is in formative stages; however, has developed the Mission
Statement which follows: Provide a collaborative and coordinated group of public partners
that Sector Industry Partners can work with to meet their workforce and training
needs/challenges.
ESWC has found that through these connections and relationships, we are able to stay on
the pulse of the business community employment needs. These successful strategies will
continue under the new plan.
b. How will the Business Services Team be utilized for this purpose?
The Business Services Team (representing the Weld County Workforce efforts) has
facilitated sector partnerships for a number of years. The statewide business services
team inception has strengthened efforts to encourage business participation. Business
Services Representatives (BSR) will continue to participate on the sub -teams of
professional development, tool box development, the Connecting Colorado and state
marketing workgroups. Management staff has participated in the development of the
goals and objectives for the initiatives discussed in each group. A planned objective is to
continue with the statewide business services team and volunteer or develop professional
and marketing tools.
The Business Services team uses the sector approach to engage employers in meaningful
discussion regarding their current and future needs. BSR's keep employers informed of
various initiatives and opportunities designed to improve, or increase, the pipeline for
future workforce needs; the availability of services or resources for the sustainability or
improvement of their current workforce; and/or opportunities for the employer to partner
with education entities to inform students of the various career pathways in their specific
industry sector. The Workforce Development Board developed a marketing campaign to
36
encourage more sector involvement and ESWC has distributed "Did You Know..."
emails in the Manufacturing, Healthcare, and Oil and Gas Sectors; as well as a cross
sector version. A planned objective is to generate a "Did You Know..." for at least one
sector on a quarterly basis.
The team participates on regional sectors in healthcare and advanced manufacturing. The
local sector initiatives include partnering with healthcare providers, school districts and
Aims Community College to integrate career pathways with the sector strategies. Joint
support with the regional sector group has moved initiatives into better strategic plans. A
planned objective is to help facilitate opportunities on a regional basis in healthcare and
manufacturing.
c. How will the members (particularly business members) of the LWDB and Youth
Council/committee support these efforts?
WCWDB members are always kept abreast of local initiatives and members are strongly
encouraged to help "spread the word" to other members of the business community
regarding programs available through ESWC. Additionally, the WCWDB and the Youth
Committee have identified the key sector partnerships as mentioned previously, and are
involved through task forces specific to initiatives and/or the measurement of the
progress and the results of services and initiatives. The healthcare sector is planning to
host a job fair in 2016, and tours of manufacturing plants by students hosted by the
manufacturing partnerships are also being planned. Measurable outcomes will be to
develop and report on results through a best practices submission and quarterly report to
the CWDC.
d. How will sector partnerships be utilized for this purpose?
Involvement in the sector partnerships allows for connections to be made with local
employers. It is through these connections that information can be shared about Weld
County initiatives. The Weld County Workforce Development Board (WCWDB)
identified two regional partnerships (Health Care and Advanced Manufacturing), as well
as local sector partnerships focusing on: manufacturing; energy (with an emphasis on the
oil and gas industry and the supply chain); health care; transportation and logistics
(Adams County is a partner in this effort); and administrative support (with an emphasis
on call center and back office support for all industries). These industry sectors are areas
of emphasis for not only the Business Services representatives, but also the other
programs and services offered within ESWC. Employment Services will utilize the
Sector Partnership and Career Pathway tools available through, and in partnership with,
the Colorado Workforce Development Council (CWDC) as appropriate. Staff currently
participate in the Sector Summits hosted by the CWDC and are committed to
involvement in career pathways efforts as they are developed. ESWC will also continue
to participate on the statewide peer networking calls.
e. What are your objectives and goals for these activities?
37
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.
7. Discuss the implementation of initiatives designed to meet the needs of employers in
the local area that support the local board's strategy, including:
a. Work -Based Learning Programs: Explain how you will utilize and promote
incumbent worker training programs, on-the-job training programs, customized
training programs, internships, or other activities for PY16.
Youth: ESWC will continue to provide WIOA Youth with opportunities to participate on
a paid work experience/limited internship or On the Job Training placement. At least
20% of WIOA Youth funds will be spent on these areas. WIOA Youth will continue to
be provided with career pathway opportunities, to include apprenticeship exploration. At
the inception of WIOA, ESWC facilitated apprenticeship tours in the Denver Metro area
in partnership with the Colorado Sheet Metal Workers Joint Apprenticeship and Training
Institute, participated in the annual Colorado Construction Career Days and coordinated a
Healthcare Boot Camp. Each of these initiatives were aligned with work based learning
opportunities. Activities such as these will continue and avenues for expansion will be
explored.
The Business Services Team will support the WIOA Youth team in the development of
work experiences and internships. In the manufacturing partnership, ESWC is a vital part
of the `Manufacturing Rocks' committee's work which resulted in tours of manufacturing
plants within Larimer and Weld counties. Student tours are scheduled to take place
throughout PY 16. 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 work -based learning through a variety of avenues,
leveraging funds and increasing the total number of youth 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 their selves. In collaboration with the
Colorado Youth Corps Association (CYCA), the Weld County Youth Conservation
Corps creates collaborative and innovative partnerships across the County and eastern
plains.
Built upon the foundation of a Youth Corps model, the TIGHT (Teamwork, Innovation,
Growth, Hope and Training) program provides critical services for hard to serve, out of
school youth with significant barriers to employment. TIGHT is fully funded by the
38
Department of Human Services of Weld County through CORE service and Temporary
Assistance for Needy Families (TANF) funding. TIGHT was developed to delay or
eliminate out of home placement for youth involved with DHS. The TIGHT Youth Corps
addresses this community need providing youth with opportunities to increase basic
skills, while simultaneously gaining invaluable entry level employment skills to include
the soft skills employers' desire.
The Weld County Commissioners are supportive of activities to enhance Youth
Entrepreneurship and as an engaged member of the Workforce Development Board,
conversations to expand in this area are facilitated. The Youth Standing Committee will
explore the development of a structured program, in partnership with the Small Business
Administration and the University of Northern Colorado's Monfort School of Business
which will serve both youth and adults.
Adult/DW: Business Services is collaboratively engaged with the development of On the
Job Training (OJT) opportunities for all WIOA related programs. Business Services
along with the entire team of ESWC is committed to generating a minimum of twelve
OJT placements during Program Year 16.
The TANF and Employment First (EF) programs have work based learning 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 work based learning while meeting program requirements of being involved
in an activity in exchange for their food benefits.
Weld continues to be interested in apprenticeships and is exploring that avenue for the
near future.
Transitional Jobs: At this time Weld County does not plan to utilize transitional jobs in
PY 16. If in the future this changes a modification will be completed.
Incumbent Worker Training: At this time Weld County does not plan to set aside funds
for incumbent worker training. If needed during PY 16, a modification will be completed.
Unless otherwise noted as measurable outcomes, additional outcomes for work -based
learning will include best practices submissions or results/progress in the quarterly
CWDC report.
b. Sector Partnerships Participation: Explain how you will utilize the relationships
built by your Business Services Team to enhance or expand participation in Sector
Partnerships and also expand business services efforts.
Indicate PY16 specific planned objectives and measurable outcomes.
The ESWC Business Services Unit will use 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. The BSU
39
Team will assist in this effort by arranging tours of Weld County manufacturers during
PY16. Within the Healthcare Sector Partnership an objective is to hold an annual
Healthcare Job Fair. ESWC will host an industry specific (healthcare) On Site Job Fair
during PY 16 as well as assist the Partnership with the planning of a regional job fair. The
job fairs will reach those within the Sector Partnership and will also be a way of
encouraging participation to those companies not currently engaged in the Partnership.
c. Sector Partnerships - Status and Objectives: In your local area or with partner local
areas, what sector partnerships are you engaged in or do you plan to engage in
during PY16? Indicate the current status of your partnerships, (active, emerging, or
exploring), plus PY16 planned objectives and measurable outcomes. Note: For
Sector Partnership Definitions, please
visit: http://www.sectorssummit.com/colorado-sector-partnerships-map/
There are two active regional Sector Partnerships in Weld County, the NoCo
Manufacturing Partnership and the Northern Colorado Healthcare Sector Partnership. It is
an objective of ESWC to have representation at the Full Partners meetings of each
partnership; to participate in subcommittee meetings; and to participate on Statewide
Sector calls. ESWC expects to participate in a minimum of four Full Partners meetings;
monthly subcommittee meetings; and quarterly state wide calls. The local sector and
NEG sectors for manufacturing and transportation are discussed elsewhere in this plan.
d. Career Pathways: Explain how you will utilize information gathered through your
Business Services Team to provide a baseline for consideration of new or enhanced
Sector Partnerships, and how this information will be used to inform changes to or
development of Career Pathways in your Local Area. Indicate specific PY16
planned objectives and measurable outcomes.
During PY 16, the Business Services Team plans to provide the public with up to date
information on the top industries within Weld County. To that end, the Business Services
Team will generate and post quarterly Industry Overview Updates to the ESWC website.
Not only does this provide the public current local industry information, it provides a
means of comparison from one quarter to the next. This information can then be analyzed
to determine whether development of additional Sectors is warranted and used to promote
career pathways. A focus on stackable certificates, from Aims Community College, will
be used to help present short term credential opportunities that then can lead to additional
educational opportunities within the career. Employment Services of Weld County will
also provide more extensive information to Bright Futures recipients so they are able to
have a good understanding of the benefit of stackable credentials and particularly for
those that align with the in -demand industry sectors in the Weld County region.
8. Describe how the local board, working with the entities carrying out core programs,
will expand access to employment, training, education, and supportive services for
eligible individuals, particularly eligible individuals with barriers to employment,
including how the local board will facilitate the development of career pathways and co -
enrollment, as appropriate, in core programs, and improve access to activities leading
40
to a recognized postsecondary credential (including a credential that is an industry -
recognized certificate or certification, portable, and stackable);
An exciting new program available in Weld County is "Bright Futures." ESWC and the
Workforce Development Board will help promote the Weld County Bright Futures Grant
Program. The program provides tuition assistance for all 2016 and future Weld County High
School graduates, GED recipients, and Honorably Discharged US Veterans to further their
education or training, which will create 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.
9. Describe the strategy to work with adult education providers funded under Title II of
WIOA and Vocational Rehabilitation to align resources available to the local area, to
achieve the strategic vision and goals described in question 5.
Employment Services of Weld County (ESWC) has had long standing relationships with
Right to Read, the predominant local Title II Adult Education and Literacy provider, and the
regional office for the Division of Vocational Rehabilitation (DVR). The Director of Right to
Read and the Regional Supervisor for DVR have been part of the Weld County Workforce
Development Board 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.
ESWC staff have ensured linkages between youth programs and the DVR SWAP programs
available in local area schools, and have previously been a part of the local Community
Transitions Team, and the City of Greeley Commission on Disabilities. Assistive/Adaptive
technology continues to be available in both the Employment Services resource room and the
Assessment and Learning Lab for customers in need of such devices and equipment.
Additionally, DVR utilizes the Assessment and Learning Lab for a variety of assessments for
their customers.
The Business Services Unit (BSU) of Employment Services of Weld County has, and will
continue to coordinate services and events with and through the DVR regional Business
Outreach Specialist (BOS). The coordination of services includes, but is not limited to, hiring
events, career events and job development for co -enrolled clients by targeting business
engagement opportunities and expanding awareness of employment opportunities for
individuals with disabilities. The Memorandum of Understanding between the Board of
Commissioners of Weld County on behalf of the Weld County Department of Human
Services, Division of Employment Services outlines the roles and responsibilities of both
ESWC and DVR regarding the provision of services and the alignment of resources to
achieve the Weld County Workforce Development Board's strategic goals.
Right to Read has been a significant partner with ESWC in the delivery of Adult Education
and Literacy services for many years. Specifically, Right to Read has provided services to the
41
refugee population for both the Wagner Peyser and TANF programs in addition to services to
WIA and WIOA customers in need of literacy services. In addition to the provision of
services to joint clients, Right to Read is also 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 Memorandum of Understanding will outline the roles and responsibilities
of both ESWC and Right to Read regarding the provision of services and the alignment of
resources to achieve the strategic goals.
Right to Read, Aims Community College, and the Employment Services of Weld County
Assessment and Learning Lab have collaborated 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.
These efforts began in 2011 and have continued and resulted in collaboration with Right to
Read in 2015 on a partnership grant to hire a navigator position to strengthen the
relationships between partners.
10. Describe the strategies and services that will be utilized to strengthen linkages between
the one -stop delivery system and unemployment insurance programs.
ESWC has extensive experience in serving Unemployment Insurance (UI) claimants. In
2012-2013, processes were implemented under the Emergency Unemployment
Compensation Program. A major component was the development of a UI eligibility
assessment. With program requirements for extended benefits, UI claimants were required to
participate in activities designed to increase employment searches and employability skills to
find and obtain employment. Services for UI claimants have included:
• Assessments including basic skills, interest inventories, aptitude and attitudinal
assessments
• Testing including the Work Readiness Certification
• One on one or group staff assistance regarding labor market and occupational information
• Interview and resume workshops and assistance
• Individualized job search assistance
• Referral services to training including WIOA funded training
• Resources are utilized to provide assistance with applications for Federal Pell Grants,
including linkages with the educational opportunity center, community colleges and
universities, on site material and appropriate web based sites
• Other allowable services as identified under the Wagner Peyser Act
Building upon these strategies, ESWC continues successful coordination with the Division of
UI to assist claimants by implementing UI profiling strategies through a program known as
LINKS to Re-employment. In addition, the UI Division has been working with local offices
to rollout the Reemployment Services and Eligibility Assessment (RESEA) program. It is
anticipated that this service will have similar results in assisting clients in finding
employment on an expedited basis. Employment Services also has identified staff that can
assist UI claimants with basic questions regarding their claims as well as assist them in
resetting passwords if needed.
42
11. Describe how the local board will coordinate workforce investment activities carried
out in the local area with economic development activities carried out in the planning
region, and promote entrepreneurial skills training and microenterprise services;
ESWC works closely with the Weld County Economic Development organization, Upstate
Colorado. The ESWC Business Services Unit is routinely called upon by Upstate Colorado to
assist with providing industry specific labor market information. They also request ESWC
presence at meetings when prospective employers express interest to establish, or expand,
their business in Weld County; this partnership is expected to continue. Additionally, ESWC
will host quarterly employer workshops. These workshops include information necessary for
small entrepreneurs such as CO Civil Rights, Child Labor Laws, etc.
12. Provide a description of the workforce development system in the local area that
identifies the programs that are included in that system. Also describe how you will
partner with the required WIOA partners to increase awareness of career pathways
and the critical role that workforce development plays in ensuring that all Coloradans
have access to educational and career pathways that result in meaningful employment.
Employment Services of Weld County 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 Wagner Peyser Act (WP); Trade
Adjustment Act (TAA); the Migrant and Seasonal Farm Worker program (MSFW); the work
components for the Temporary Assistance for Needy Families (TANF) and the Employment
First 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 Disabled Veteran Outreach Program (DVOP) staff under the Jobs for
Veterans State Grant (JVSG).
As discussed in the Region Plan, Career Pathways initiatives are an active workforce
development strategy in Weld County. Through the Workforce Board, the standing Youth
Committee has been committed to Career Pathway initiatives and strives to align existing
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 Right to Read
is the chair for the Board's Youth Standing Committee.
13. Describe the one -stop delivery system in the local area, in particular:
a. Identify the locations of the comprehensive physical one -stop centers (at least one)
within your local area; also list the locations of your network of affiliate sites, both
physical and electronically linked, such as libraries.
Employment Services of Weld County 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
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Additionally, linkages and collaborative efforts with the High Plains library district and
the associated Carbon Valley Library allow customers to be able to link electronically.
b. Identify your key strategies for integrating the core programs (WIOA Title I, II, III,
and IV programs), as well as all required partner programs, within the local one -
stop system of comprehensive and affiliate offices.
Employment Services currently operates the programs under Title I of WIOA; the Title
III Wagner Peyser program; TAA; MSFW; the work components for the Temporary
Assistance for Needy Families (TANF) and the Employment First programs; and an
AmeriCorps program; As previously indicated, Employment Services of Weld County
(ESWC) has had long standing relationships with Right to Read, the predominant local
Title II Adult Education and Literacy provider, and the regional office for the Division of
Vocational Rehabilitation (DVR) as well as with representatives from SER for the Senior
Community Service Employment Program (SCSEP). The Director of Right to Read and
the Regional Supervisor for DVR, and representatives from SER have been part of the
Weld County Workforce Development Board for more than 20 years and as a result have
been involved in the collaborative development of programs, services, initiatives, and
business services activities to the benefit of the local community. Through the execution
of the current Memorandums of Understanding, collaboration with partners will continue.
c. Describe the roles and resource contributions of each of the one -stop partners.
Contribution of resources for the programs operated by Employment Services fall under
the County's cost allocation plan which allocates costs based on time charged by staff. As
one of the five divisions in the Department, ESWC staff primarily charge to programs
related to employment grants. Approximately 50% of the staff charge to TANF,
Employment First Food Stamps, AmeriCorps, Community Service Block Grant and
Child Welfare. Indirect costs like rent, phone lines and administrative cost pool costs are
then reimbursed by the percent of staff time spent in the respective grants. Therefore, all
grant programs effectively support the one stop center.
Partner program contributions and roles are outlined in each partner's Memorandum of
Understanding and typically consist of staff resources to assist shared customers,
involvement in Business Services hiring events, shared training when appropriate, and
staff resources to assist customers in accessing one stop services available in Connecting
Colorado such as the review of open job listings.
d. Describe how the local board will facilitate access to services provided through the
one -stop delivery system, including in remote areas, through the use of technology
and through other means; include your intended use of virtual job fairs, the
upcoming virtual job shadowing capability, and other innovative strategies and
initiatives to streamline and enhance services, as well as increase access.
The use of virtual job fair technology will be offered to businesses and job seekers in
outlying locations. The information about the virtual job fair service will be included in
the email campaign distribution of "Did You Know..."
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Self registration and referral through Connecting Colorado is available from anywhere in
the County where there is internet access and the extensive resources available through
the US Department of Labor and other sites are also able to be accessed. Additionally,
many of the services and activities provided by the Employment Services Assessment
and Learning lab can be accessed via the internet from any location that provides that
access.
e. Identify the types of assessments and assessment tools that will be utilized within the
one -stop delivery system and how these assessments will be coordinated across
participating programs to avoid duplication of effort and multiple assessments of
customers being served by more than one partner program.
ESWC offers an on -site Assessment and Learning Lab. The lab offers the Workplace
Readiness Credential, Behavioral Traits Assessments, Prove -its!, GED 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 & Adult programs).
It is pertinent to note that the Workplace Readiness Credential was piloted in 2015 and
out of the 7 County offices that participated, 75% of the assessments taken during the 6
month pilot emerged from Weld. This credentialing system covers critical soft skills
many of our local employers have identified when assessing potential job candidates. The
skills include: Attitude, Communication, Planning and Organizing, Critical Thinking,
Interpersonal/Social Skills, Teamwork, Professionalism and Media Rules.
f. A description of how entities within the one -stop delivery system, including one -stop
operators and the one -stop partners, will comply with section 188, if applicable, and
applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C.
12101 et seq.) regarding the physical and programmatic accessibility of facilities,
programs and services, technology, and materials for individuals with disabilities,
including providing staff training and support for addressing the needs of
individuals with disabilities; and
ESWC has facility and program accessibility to career services. School district's SWAP
programs and DVR participate on Workforce Development standing committees and staff
members from DVR, SWAP and ESWC cross train with one another. Additionally,
Business Services shares the list of open jobs weekly with DVR, school districts and
community agencies such as SER Jobs for Progress so they can review and make
referrals to employment or use the list as a discussion for careers.
A survey from the Department of Labor about the accessibility of our workforce center,
its programs and services for people with disabilities was completed in December 2014.
It was a great opportunity for self -assessment and analysis to determine as a center, if we
are accessible with both programs and services. All staff is required to complete disability
awareness online web training and are aware of Section 188 Implementation of the
Nondiscrimination and Equal Opportunity Provisions and Access for All; a resource
manual for meeting the needs of one -stop customers with disabilities.
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g. A description of how the local board will ensure the continuous improvement of
eligible providers of services through the system and ensure that such providers
meet the employment needs of local employers, and workers and jobseekers;
The Weld County Workforce Development Board 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 has recently been 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 Weld
County Workforce Development Board is able to provide input regarding the needs of
employers and workers, and this information is then shared with providers of services to
ensure services are structured to meet those needs.
h. Provide a description of how training services under chapter 3 of subtitle B will be
provided in accordance with section I34(c)(3)(G), including, if contracts for the
training services will be used, how the use of such contracts will be coordinated with
the use of individual training accounts under that chapter and how the local board
will ensure informed customer choice in the selection of training programs
regardless of how the training services are to be provided.
Training services for customers identified as in need of such services, will be provided by
the educational entities that are on the Eligible Training Provider list maintained by the
state. Typically contracts for training will not be utilized and the funding for the training
services will be made via a process for the Individual Training Account under the WIOA
program. Training and training funds will be utilized only in areas identified as in -
demand occupations or growth industry sectors. In the case of on-the-job training,
associated opportunities are individualized with the final choice made between employer
and employee which will include the individual training account. In order to ensure
customer choice in training, clientele work with Case Managers in selection of providers
from the ETPL.
i. Outreach to Individuals with Barriers to Employment: Describe how you will
engage your LWDB and Youth CounciUcommittee to increase the awareness of the
services offered to returning Veterans, out -of -school youth, individuals with
disabilities, long-term unemployed, and other targeted groups? What additional
strategies will be utilized to reach out to these groups? What are your objectives and
goals for this effort?
In outreach to individuals with barriers to employment, Veterans and their eligible
spouses receive priority of service. In addition to the priority given in all employment
related services, Employment Services is fortunate to house a DVOP on site to
immediately address the triaged Veteran's needs. In addition, ESWC has a staff member
represented on the CVEP Committee. 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. ESWC has agreed to participate in the Veterans UCX Enhanced Job
Contacts Pilot Initiative giving Veteran's "credit" for work done at ESWC.
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In 2015, ESWC began the Hire for Colorado — Governor's Long Term Unemployed
Initiative. Working collaboratively with the State, ESWC has been able to speed up the
delivery of services to those unemployed for 26 weeks or more. Within the eligibility
group, ESWC also targeted Veteran's, individuals age 50 and older; youth ages 18 to 24,
ex-offenders/parolees and individuals with disabilities. Recruitment efforts to reach
eligible job seekers include multiple methods such as targeted mailings to registered UI
recipients, phone calls, job fairs etc.
14. Provide a description of how the local board will coordinate education and workforce
investment activities carried out in the local area with relevant secondary and
postsecondary education programs and activities to coordinate strategies, enhance
services, and avoid duplication of services;
Employment Services 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 SP-NEG Leadership Team and on
the Weld County Workforce Development Board.
A number of school districts participate on the Youth Committees. Schools throughout Weld
County are informed and invited to participate in career events and all schools have a
designated ESWC case manager which includes intentioned outreach efforts to each school
with a consistent ESWC staff member. Each school receives distribution of materials as
appropriate in an effort to provide youth with opportunities to participate and connect with
ESWC initiatives.
The standing Youth Committee has dedicated several agendas toward the strategic alignment
of delivery of services, leveraging funds while avoiding duplication of services in an effort to
maximize available resources to youth in Weld County. As a result, increased collaborative
efforts with DVR / SWAP and area school districts have taken place. One example is SWAP
Coordinators working in partnership with ESWC staff to identify appropriate worksite
placement opportunities for youth with disabilities and the internship program for
Greeley/Evans School District students. Initiatives, such as the internship program, provide
meaningful work based learning opportunities for in -school youth allowing ESWC to extend
and dedicate resources to relevant work based learning opportunities to out -of -school youth.
The collaborative approach ensures WIOA continues to provide invaluable services and
resources to out -of -school youth while supporting initiatives to also serve in -school youth
through alternative funding sources.
15. Provide a description and assessment of the type and availability of adult and dislocated
worker employment and training activities in the local area; in particular identify how
the local area will expand services to dislocated workers utilizing all sources of formula
and discretionary funds targeted to the dislocated worker population.
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When a resident of Weld County finds they are unemployed or underemployed, there are a
variety of services and training opportunities available to them through Employment Services
of Weld County. Once identified a client is in need of, and appropriate for, enrollment into
either WIOA Adult or Dislocated Worker program, they will begin with one on one intensive
case management with a knowledgeable case manager. Case managers have been trained to
utilize information gathered by assessments and interviews with the client to develop the best
plan for the client to obtain sustainable employment as quickly as possible. This plan may
include referrals to any number of in house or community resources to assist the client in
overcoming any challenges they may have that prevent them from working at their full
potential. These include, but are not limited to, Right to Read for ESL clients, Aims and the
ESWC Assessment and Learning Lab for GED, EOC for scholarship information, DVR and
North Range for physical and mental issues. The ESWC Registration Unit has developed free
workshops for clients in need of assistance with their resume, interview skills, navigating job
search as a current parolee, and/or on-line applications. Relationships are being established,
and sometimes re-established, with other agencies that also offer job search services such as
the Goodwill Industries and the local library system in an effort to eliminate any and all
challenges presented by the client. Furthermore, the Business Service Unit has worked
diligently with the case managers from all the programs, including Employment First and
TANF, to create work sites and On the Job training opportunities.
If training is determined the best course of action, Weld County has a variety of training
activities available to all residents seeking additional education to make them more
employable. Training has occurred in such industries as health care, business administration,
transportation, oil and gas, renewable energy, and manufacturing to name a few. Clients have
taken the opportunity to attend the University of Northern Colorado (UNC), Aims
Community College, Front Range Community College and Aurora Community College to
earn certificates, credentials and post -secondary degrees. There are also a number of
vocational trainings that include three truck driving academies, computer skills training, and
adult education at the local community colleges.
The resources available are strong and geared towards meeting the current needs of Weld
County's prevalent industries; however there is always room for improvement and Weld is
already looking to the future. Through the Sector Partnership National Emergency Grant that
targets Dislocated Workers, strides have been made by the Leadership Team to develop
industry specific regional planning meetings for Transportation and to continue to strengthen
the one for Manufacturing. In early Leadership Team meetings, that included representatives
from both Manufacturing and Transportation companies as well as training facilities,
employers were able to explain what skills they needed in potential employees and where the
training facilities were not meeting those needs. Through this dialog, Aims Community
College re -configured and enhanced the Advanced Industrial Credential that was first
developed as the Multi Industry Systems Technician program (MIST) of 2008. Aims has also
included several endorsement requirements for their new Truck Driving School so their
students can be more competitive in the workforce.
WIOA case managers have effectively used the myriad of adult and dislocated worker
employment and training activities available to serve almost 500 job seekers. Key people are
being brought to the table to address current gaps in services or training as well as keeping an
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eye on future employment needs. Focus is being sharpened on the hard to serve populations
and the tools needed to assist them in overcoming their unique obstacles are constantly being
developed and refined.
16. Provide a description and assessment of the type and availability of youth workforce
investment activities in the local area, including activities for youth who are individuals
with disabilities, which description and assessment shall include an identification of
successful models of such youth workforce investment activities; in addition, indicate
how services to out -of -school youth will be expanded and enhanced to incorporate
additional work -based learning opportunities.
As a region, Weld has a commitment to serving individuals with barriers, including those
with disabilities. ESWC has facility and program accessibility to career services and school
district's SWAP programs and DVR participate on Workforce Development standing
committees and staff members from DVR, SWAP and ESWC cross train with one another.
Local SWAP and Transitional Teachers often bring students to ESWC for a facilitated
workshop to assist youth with disabilities to enhance employment related skills. Workshop
topics include, but are not limited to, Connecting Colorado, job search, completing job
applications, interview skills and resume preparation. Youth also navigate public
transportation system to attend the workshops further developing life skills to be utilized to
increase their independence. ESWC's strong collaborative partnership with SWAP has led to
successful work experience placements for youth with disabilities. ESWC provides the wages
and Weld County provides Workers Compensation coverage while SWAP provides
extensive individualized job coaching as necessary. Leveraging resources and aligning the
delivery of services has proved to be successful and impactful to youth participants.
ESWC has historically engaged and targeted out -of -school youth in WIA and has continued
to have this level of focus in WIOA. Through the WCWDB and the Youth Committee,
disenfranchised out -of -school youth has been identified as a priority target youth group in an
effort to help meet the needs of Weld County communities. ESWC has historically planned
not less than 70% of funding being spent toward out -of -school youth and has exceeded that
level of expenditures annually. This has consistently been achieved through extensive
community partnerships to include, but not limited to, local Truancy Officers, 19t}' Judicial
District, Platte Valley Youth Services Center, Senate Bill 94, Youth and Family Connections,
Child Welfare, Right to Read, North Range Behavioral Health, Aims Community College —
Academic Pathways and area alternative High School programs. With confidence, ESWC
has planned to meet the 75% expenditure requirement for out -of -school youth and 20% work
based learning expenditures during the initial year of WIOA and will continue to meet the
identified targeted goals in subsequent years
Since 1993, the Weld County Youth Conservation Corps (WCYCC) has continued to serve
youth and young adults from ages 14-24 by providing youth with meaningful service
opportunities in the realms of conservation (land, water, and energy) and community service.
Projects include a board spectrum from voluntary community service to contracted chainsaw
work. WCYCC's programs have developed to incorporate environmental education,
experiential learning, and service learning and values such as leadership and peer
accountability. Based on the Civilian Conservation Corps model, WCYCC AmeriCorps
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members gain three to six months of full-time hands on work based learning 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, Employment Services 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 Teamwork, Innovation, Growth, Hope and Training (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.
17. Provide a description of how the local board will coordinate workforce investment
activities carried out under this title in the local area with the provision of adult
education and literacy activities under title II in the local area, including a description
of how the local board will carry out, consistent with subparagraphs (A) and (B)(i) of
section 107(d)(11) and section 232, the review of local applications submitted under title
II.
ESWC works with local education providers in support of the in -demand industries
previously identified. The Executive Director of Right to Read is the WDB 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 WDB 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.
18. Provide a description of how the local board will coordinate workforce investment
activities carried out under this title in the local area with the provision of
transportation, including public transportation, and other appropriate supportive
services in the local area.
The Weld County Workforce Development Board 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.
19. Provide a description of plans and strategies for, and assurances concerning,
maximizing coordination of services provided by the State employment service under
50
the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area
through the one -stop delivery system, to improve service delivery and avoid duplication
of services.
Employment Services of Weld County has been providing services under the Wagner Peyser
Act for approximately 36 years. During that period ESWC has assured services are
coordinated with other programs, and that there is not a duplication of effort between
programs.
20. Identify the administrator/administrative entity responsible for the disbursal of Title I
and III funds in the local area, as determined by the chief elected official or the
Governor, and the fiscal agent if different.
The administrative entity for the disbursal of Title I and Title III funds in the Weld County
area is the Board of Weld County Commissioners, and through the Weld County Department
of Human Services.
21. A description of the competitive process to be used to award the sub -grants and
contracts in the local area for activities carried out under this title.
Employment Services of Weld County 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
Workforce Development Board 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 Workforce Development Board members. Throughout this process, one internal RFP
was submitted by Employment Services of Weld County's Assessment and Learning Lab.
There were no external RFP's received therefore at the direction of the Workforce
Development Board and the Weld County Board of County Commissioners, it was
determined Employment Services of Weld County 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 the local
area by awarding grants or contracts on a competitive basis (except as provided in section
123 (b)), based on the recommendations of the youth standing committee, if such a
committee is established for the local area under the subsection (b)(4); and (ii) may terminate
for cause the eligibility of such providers." The procurement process for Weld County is
located at www.co.weld.co.us
22. Provide a description of the local levels of performance negotiated with the Governor
and chief elected official pursuant to section 116(c), to be used to measure the
performance of the local area and to be used by the local board for measuring the
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performance of the local fiscal agent (where appropriate), eligible providers under
subtitle B, and the one -stop delivery system, in the local area.
The process for agreement with the Governor regarding performance accountability
measures will be 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 Colorado Department of Labor and Employment
(CDLE) regarding the use of the performance adjustment model and how it will apply to the
Weld County Region, ESWC and the WDB will negotiate standards as specified by the
Council and CDLE.
23. Provide a description of the actions the local board will take toward becoming or
remaining a high -performing board, including but not limited to:
a. LWDB Roles: Identify the role of your Local Workforce Development Board
(LWDB) and Youth Council/committee in supporting Business Services,
Sector Partnerships, Career Pathways, and Work -Based Learning. What
actions will they be taking to ensure that these areas are a priority for the
local area? What actions and commitments will you ask your LWDB or
youth council/ committee members (in particular business members) to make
to support these initiatives?
The Weld County Workforce Development Board continues to be a high -
performing board. Each member of the WCWDB is encouraged to be involved on
one of the three standing Board Committees. These committees include the:
Awareness Committee, the Employment Programs Development 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.
b. LWDB Participation: Describe how you will market opportunities for
participation on your LWDB to businesses in your local area to ensure
representation of industry sectors with the greatest labor force demand.
Describe how you will maintain a minimum of at least 51% of businesses as
active members and participants on your LWDB.
A roster of the Workforce Development Board members is kept by the Board of
County Commissioners and by ESWC staff. This dual monitoring provides a
double check and ensures compliance of the business representation percentage.
As vacancies occur, the Board of County Commissioners list openings in the
Greely Tribune and the Business Services Team in tandem with the BOCC and
the WCWDB conduct outreach to possible board candidates. 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.
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24. Describe how you will use the Workforce Investment Works (WIVE website to increase
the awareness of the services and successes for each of the service areas: business, re-
employment, and youth. How will you ensure that your local area posts a minimum of
three success stories per quarter on WIW?
Since the inception of the Workforce Investment Works site in Program Year 13, ESWC has
submitted approximately 100 customer quotes, industry partnership, workforce innovation
and success stories. Staff continue to refer clients to this site so they can see the successes of
the Colorado workforce development system and will be encouraged to share their own story
once they have completed their program. The WDB and their committees are well aware of
this site and continue to bring awareness to potential clients and businesses.
Success story submissions are written into many staff members performance evaluations.
Additionally, the Employment Services Support Specialist sends a reminder to managers every
quarter requesting that staff submit their success. ESWC has submitted well over the three
minimum requirement each quarter and will continue this practice.
25. Describe the process used by the local board, consistent with subsection (d), to provide
an opportunity for public comment, including comment by representatives of
businesses and comment by representatives of labor organizations, and input into the
development of the local plan, prior to submission of the plan.
Local plan discussion took place at the Workforce Development Board General Membership
and sub -committee meetings in early 2016. This Board and its subcommittees are a
collaborative cross section of business representatives and labor organization representations.
Their comments are included in the plan presented for public comment. Additionally, the
Weld County Board of Commissioners provided their input at various stages of the process.
The plan was published and available for comment March 28, 2016 through April 27, 2016;
the Weld County Clerk to the Board did not receive any suggestions from the public.
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