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Home My WebLink About20183916.tiff RESOLUTION RE: APPROVE UPSTATE REGIONAL/LOCAL PLAN AND EXPENDITURE AUTHORIZATION FOR WORKFORCE DEVELOPMENT PROGRAMS AND AUTHORIZE CHAIR TO SIGN WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS, the Board has been presented with an Upstate Regional/Local Plan and Expenditure Authorization for Workforce Development Programs between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment, Division of Employment and Training, commencing July 1, 2018, and ending June 30, 2020, with further terms and conditions being as stated in said plan and expenditure authorization, and WHEREAS, after review, the Board deems it advisable to approve said plan and expenditure authorization, copies of which are attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Plan and Expenditure Authorization for Workforce Development Programs between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, Employment Services of Weld County, and the Colorado Department of Labor and Employment, Division of Employment and Training, be, and hereby is, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said expenditure authorization. cc.: 4-1 sO. c&c-r c BC.) 1131119 2018-3916 HR0089 RE: UPSTATE REGIONAL/LOCAL PLAN AND EXPENDITURE AUTHORIZATION FOR WORKFORCE DEVELOPMENT PROGRAMS PAGE 2 The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 5th day of December, A.D., 2018, nunc pro tunc July 1, 2018. BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST: d �a�wl, C.s •� Ste e Moreno, Chair Weld County Clerk to the Board rbara Kirkme ro-Tem BY: Deputy CI k to the Board� 1'. I a �^ an P. Conway APP ED AS T RM: ISO Q eta"`' a A. Cozad ou y torney INN / XCUSED Mike Freeman Date of signature: I/4/let 2018-3916 HR0089 PRIVILEGED AND CONFIDENTIAL MEMORANDUM DATE: October 10, 2018 NfIllatOr TO: Board of County Commissioners—Pass-Around - �,� , � FR: Judy A. Griego,Director, Human Services 3 �NTY - r G O l RE: Employment Services of Weld County(ESWC) Submission of the WIOA Local Plan and Expenditure Authorization Please review and indicate if you would like a work session prior to placing this item on the Board's agenda. Request Board Approval of the Departments' Employment Services of Weld County(ESWC) Submission of the Workforce Innovation and Opportunity Act(WIOA)Local Plan and Expenditure Authorization.The Local Plan,funding streams,programs,and activities are subject to the laws and regulations of the Workforce Innovation and Opportunity Act(WIOA)of 2014. Within the document,ESWC addresses continuous initiatives which include,but are not limited to,Business Services,Re-Employment and Youth Services, Outreach Strategies and the facilitation of WIOA. Funding is as follows: Funding Year Program Performance Period Amount PY18 WIOA ADULT 7/1/2018-6/30/2020 $81,459.00 PY18 WIOA DIS.WK 7/1/2018-6/30/2020 $71,719.00 PY18 WIO YOUTH 7/1/2018-6/30/2020 $616,898.00 PY18 WAG-PEY EMP. SERV. 7/1/2018-6/30/2020 $428,906.00 PY18 FY19 STATE EMP. SUPPT. 7/1/2018-6/30/2019 $359,116.00 I do not recommend a Work Session. I recommend approval of this Local Plan and Expenditure. Approve Schedule Other/Comments: Recommendation Work Session Sean P. Conway qr Julie A. Cozad Mike Freeman mf Barbara Kirkmeyer,Pro-Tem Steve Moreno, Chair "et/ 2018-3916 Pass-Around Memorandum;October 10,2018—(ID 2060) Page 1 12/5N9.089 Attachment 1-PY16-19 FOUR YEAR REGIONAL PLAN MODIFICATION Signature Page The undersigned below certify that all Plan modifications are accurately presented here to the best of their knowledge. This signature page shall be-come an Exhibit to the Master Agreement for workforce Development Programs,indicating submission and approval. Manning Region: Weld County Elected Official Signature: oatekt/05/o1D/? Printed Name: Steve Moreno, BOCC Chair Elected Official for:B of County Commissioners of Weld County a.✓ of evelo men t Board Chair Signature: Date/Q/4/ / Printed Name: David Thompson Local Area Director Signature- 417_, Date: Printed Name: Tami Grant Page 1 of 1 ��-39/(06) Upstate Regional Plan Workforce Innovation and Opportunity Act (WIOA) 2016-2020 Regional/Local Plan Planning Region: Upstate 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, 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 I 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 (TAN F) 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 . 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 late 1970 ' s. A few examples of those various program development and collaborative partnerships include : 2 Year Name Purpose Partners Funding 1979 Employment Created an employment and training Board of Weld County Comprehensive Services of Weld system responsive to the citizens of the Commissioners, Weld Employment and County county, building partnerships and County Private Industry Training Act; utilizing a one-stop location for major Council, Weld Count) Wagner-Peyser/ employment and training program, job Department of Social Job Service; seekers and employers through a single Services, Colorado Employment delivery system operated under local Department of Labor Opportunities Pilot control of the Board of Weld County Project Commissioners and the Weld County Private Industry Council. 1981 Private Industry Weld County established two years Local Elected Officials, Comprehensive Council (PIC) before it was included in the law. Local Employers, Adult Employment and Education. additional Training Act Community Partners (CETA) 1997 One Stop Center Provided significant input and structure Board of Weld County One Stop Career Design to House Bill 97- 1281 "Concerning the Commissioners, Weld Planning Funding Establishment of a Statewide Network County Private Industry of One-Stop Career Centers to Council, Colorado Consolidate Workforce Development Workforce Coordinating Programs" Council, Governor's Job Training Office, Office of Rural Job Training. Colorado Department of Labor 1999 Youth Crime Target services to disenfranchised Local communities, State YCPI/ Prevention youth, specifically adjudicated youth historical entities, TANF. TGYS, JTPA/WIA. Initiative (led to the development of TIGHT) JTPA, WIA, Human TANF (YCPI)/Tony Services Child Protection Grampsas Youth Services (TGYS) 2001 After School Positively engage young adolescents in Local school districts, In Kind JTPA/WIA Learning meaningful learning and service SER, Aims and School to Project/Latch activities while their parents are at Career Key Pilot work to support the family Program 2003 Gee Whiz Health Provide youth exposure to health Employment Services of WIA, TANF Camp *(PPA careers and the types and variety of Weld County, Aims, 2006) National occupations involved North Colorado Medical recognition Center, the University of Northern Colorado, Bonell Good Samaritan Center, Medline, Greeley Fire 2003 Nuclear Develop a new program to meet Aims Community, North WIA Competitive Radiological identified community's health care Colorado Medical Center, grant from CWDC Technician worker needs Poudre Valley Hospital, Certification Weld County Workforce Development Board 3 2004 Expansion of Increase the capacity to train entry Aims Community TANF CNA Programs level workers to meet identified College&TANF needs/shortages and provide for opportunities for career advancement (resulted in the expansion of available courses and eventually in the development and construction of the Allied Health Sciences building at Aims) 2004 TIGI-IT Youth Program engages adjudicated at risk ESWC,Weld County Weld County Corps youth in valuable service projects that Social Services, Island CORE Services, *(PPA 2007) benefit the community,educational Grove Regional TANF,and WIA components designed to improve the Treatment Center,North in-kind members' functioning levels in reading Range Behavioral Health, and math and prepare them to re-enter Weld County Health school or obtain their GED,and life Department, 19th Judicial skill development activities to prepare District-Probation them for life after their Corps Department experience 2006 Multi- Designed to provide a continuum of ESWC,Weld Social TANF and CORE disciplinary collaborative services for Weld County Services, Island Grove Service funds In- Youth at-risk youth through a pro-active Regional Treatment kind by WIA Assessment approach Center,North Range Youth Team Behavioral Health,Weld *(PPA 2006) County Health Department, School District 6,St Vrain School District, Centennial BOCES, 19th Judicial District- Probation Department, and Life Bridge 2006 Pillars for Engage 14-15 year-olds in foster care Weld County Department CORE Service Successful in 4 skill building areas Life Skills, of Human Services Child funds,WIA in-kind Independence Social Skills,Education,and Protection (PSI) Employment to prepare them for *(PPA 2009) independence or emancipation and prepare youth for Chafee 2007 TANF Summer Designed to benefit TANF low-income Weld Social Services, TANF Youth families by having their children in a multiple local area Employment positive summer program while the community work sites *(PPA 2007) parent(s)are in a TANF work activity or beginning unsubsidized employment 2007 Workforce Focus services and develop training Aims Community WIRED Innovation in specific to the needs of employers in College,Greeley School Collaborative Regional the energy and sustainable energy District 6,Weld School National Grant Economic sectors Eventually led to the District RE 8,Boulder& with other Development development of a prep academy and 4 Adams County Colorado distinct credentials and an associate's Workforce Regions, Workforce Regions degree in industrial manufacturing Brighton United Power, Energy Logic,Xcel Energy, Workforce Board of Metro Denver 4 2009 HIRE Colorado Provide paid work experiences for Colorado Department of TANF, WIA economically disadvantaged job Labor, Colorado seekers (TANF and UI) and support the Department of Human creation of new jobs Services, multiple local agencies and community employers 2011 Sustainable Focus services and training towards Upstate Colorado, State Funding for Manufacturing manufacturing/advanced Brighton Economic Sector Initiatives Sector Initiative manufacturing industry sector' s needs. Development, Upstate Colorado and Brighton manufacturing sector Economic Development were co- employers, Aims, Front conveners for this initiative Range Community College, CAMT, Adams County Region 2011 11113 Focus services and training towards Upstate Colorado, 1-11 B incumbent workers in the multiple employers, manufacturing/advanced Brighton Economic manufacturing industry sectors Development 2014 Northeastern Provide job skills training, case County Departments of TANF, CSBG, Colorado management services, ESL, and other Human Services in Collaborative of hard and soft skills training to the Cheyenne, Kit Carson, Counties residents of counties in Northeastern Logan, Morgan, Phillips, Colorado region Sedgwick, Washington. Weld, and Yuma 2015 Achieving Provide paid summer internships for City of Greeley, State Farm, host Community youth. ESWC services include resume Greeley/Evans School businesses Excellence preparation, interview skills, access to District (ACE) the Work Readiness Credential (WRC) and additional employment related services. 2015 Sector Supports two of our identified in- Evans, Millikin, Greeley. WIA Programs Partnership demand industries, Manufacturing and Johnstown (ask Holly), National Transportation. Employers are served United Way Emergency by developing a strong qualified Grant (SP NEG) workforce in these industries. Employers also have an opportunity to voice their needs and concerns by participating on a SP NEG Leadership Team . The team works towards facilitating Regional Discussions with employers, workforce, and public partners. 2016 Regional Initiated by and now co-hosted by Multiple manufacturing NoCo Advisory ESWC and brings together employers. employers, NOCO Manufacturing Discussion workforce, educators, and public Manufacturing SP, Aims Partnership, Sector (RAD) partners in one moderated discussion Community College. Partnership about the skills gaps which employers Front Range Community National face. The RAD is a ' highest and best College, Larimer, Emergency Grant use' approach to the time of employers Boulder, and Weld and all participates by addressing County Schools, ESWC. common issues in one collaborative Larimer County WFC meeting. 2017 Weld Works 4 Provides paid work experience to Department of Human TANF Youth qualified youth during the summer to Services Employment develop employment skills and help Program families financially though a work (WW4Y) _ program 5 2017 Sterile Providing the skills and certification Aims Community Students are Processing required for Sterile Processing College, Surgical responsible for "Technician Technicians to clean, process and Advisory Committee; associated costs; certification sterilize surgical instrumentation and Banner Health; Weld WIOA has program obtain a working knowledge of surgical County provided support to instrumentation. infectious processes, those who were and sterilization techniques. accepted and eligible 2018 Subsidized Provide work-based learning Colorado Works. TANF Training and opportunities for TANF recipients in Colorado Department of Employment Weld County. Employers are targeted Human Services, Program ( STEP) to provide WBL opportunities to build Colorado Department of experience, expand employment skills Labor and Employment and create opportunities for participants to gain permanent employment. Additionally', 2018 Pillars for Engage Foster Youth between the ages Weld County Department TANF Successful of 13 .5 and 15-year-olds to enhance of Human Services, independence four skill building areas : Life Skills, Division of Child Welfare ( PSI ) Social Skills, Education, and Reintegration Employment to prepare them for independence or emancipation. This approach allows Chafee to build upon a solid foundation of skills to better prepare Foster Youth for adulthood. * 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 Agriculture in Weld County continues to be a driver of the economy. An updated graph displays Gross Farm Revenue, Production Expenses and Net Farm Income. As seen below, N F I is forecasted to increase in 2018 . Weld County is almost 2 . 5 million acres of which approximately 75 % of the expanse remains devoted to farming and livestock production . Weld County continues to lead the state in value of agricultural products sold . Moreover, according to the City of Greeley, Weld County continues to take a leading role in agriculture production exports in the state for beef, sugar beets, grain, cattle, and dairy. Commodity prices remain low but expansion continues through food processing companies, such as Leprino and JBS Swift, which have spurred additional investment into the agriculture supply chain . 6 COLORADO FARM INCOME AND PRODUCTION EXPENSES 2008 - 2018 (In Millions of Dollars) Gross Value of Total Farm Net Farm Year Farm Revenue Production Expenses Income 2008 $6,989 6 $5,882.4 $1 , 107.2 2009 6.910 1 6.044.2 865.9 2010 7.089.6 5,856.4 1 ,233.2 2011 8.487 3 6.650.0 1 ,837.3 2012 8.345.4 7.006.2 1 ,339.2 2013 8.550.2 7,210.6 1 ,339.6 2014 9.087 2 7.947.8 1 , 139.4 2015 8.8043 7.3129 1 ,491 .4 2016a 7.613 7 6. 383.8 1 ,229.9 2017b 7.913 0 6. 750 0 1 . 163.0 2018` 7.974.0 6,600.0 1 ,374.0 'This number is expected to Increase oath updated data. towering net income for 2016 °Estimated `Forecast Source Colorado Business Economic Outlook Agriculture Committee The value related to Colorado Natural Resources and Mining continues to be of importance to Weld County . As a top producer of Crude Oil in the state, the recovery shown below indicates the increasing prices of resources from the low in 2016 to continued growth forecast for 2018 . The type of recovery has a significant impact on the economy of Weld County. $ Millions VALUE OF COLORADO NATURAL RESOURCES AND MINING, 2006-2018 20,000 18,000 16,000 14,000c 12,000 ct 10,000 8,000 f. ji Minerals 6,000 • Coal 4,000 ■ CO2 ■ Natural Gas 2,000 ■ crude Oil 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017* 2018* '2017 estimate and 2018 forecast. Sources: Colorado Geological Survey Mineral and Minerals Fuel Activity Reports, Colorado Oil and Gas Conservation Commission, Department of Minerals and Geology, and Colorado Business Economic Outlook Committee. When last analyzed and reported in the 2016-2020 Regional/Local Plan, the top 10 industries in Weld County included Manufacturing; Construction : Retail Trade ; Education Services; Mining; Accommodation and Food Services : Admin , Support, Waste Management, Remediation ; Public Administration ; and Transportation and Warehousing. An updated chart follows and indicates that the top ten industries in Weld County remain the same; although the placement within the top ten has changed slightly . For instance, the Public Administration industry has moved to the top five industries; while Education Services is now in the bottom five . 7 Grou • Establishments Em do ees Public Administration — Local, State & Federal Government 153 16,582 Manufacturing 316 13 , 112 Construction ` k _ 936 _ 11 ,495 h Retail Trade 661 10,220 Health Care and Social Assistance 456 2,234j Accommodation and Food Service 444 7,900 Administrative & Support & Waste Mgmt. & Remediation Srvc. } 419 5,744 Minim, Quarrying, and Oil and Gas Extraction 238 5,479 - Transportation and Warehousing 370 j 3 ,623 Educational Services 74 77 .5 Source: EMSI, economicmodeling.com Within each of the top ten industries identified previously and listed above, growth rates were re-analyzed. Each of the top ten industries still anticipate a positive growth rate; however, the growth rate expected is a bit less robust than previously indicated. The revised growth rates are expected to be much more realistic and attainable with a range of between 3 and 6 percent growth forecast through 2019 . The revised chart is provided below. Grou & 017-2018 018— 2019 '/o Chan : - /o Chan:e Public Administration — Local , State & Federal Government 3 3 Manufacturing 5 4 Construction 3 3 Retail Trade 4 3 Health Care and Social Assistance 4 3 Accommodation and Food Service 4 3 Administrative & Support & Waste Mgmt. & Remediation Srvc . 1 4 3 Mining, Quarrying, and Oil and Gas E xtra ction 7 6 Transportation and Warehousing 4 4 Educational Services 3 3 Source: EMSI, economicmodel ing.com To provide a complete analysis, the fastest growing industries was also reviewed. It provides a glimpse into the 2017 earnings in each of the top industries, as well . It indicates the 2017 Earnings per Worker range from $47,677 to $96,863 within the top five industries as evidenced in the updated chart below. Fastest Growin : Industries 2017 2018 Charlie in % 2017 ob Jobs obs Chan ,e Earnings 2017- Pe 2018 Worke Manufacturing 13 ,698 14,381 1 683 5 % $61 , 184 Government 17,583 18, 169 586 3 % $47,677 Retail Trade 4- 11 ,377 1 11 , 808 431 4% $34391 Mining, Quarrying, and Oil 5,657 6,051 394 7% $96, 863 and Gas Extraction Construction 11 ,413 11 , 801 388 3 % $60,680 8 Health Care and Social 9, 734 10, 100 366 4% $54, 173 Assistance Accommodation and Food 7,976 8 ,301 325 4% $ 18,046 Services Administrative and Support 6,413 6,652 239 4% $36, 170 and Waste Management and Remediation Services Other Services (except Public 5 , 114 5 ,337 223 4% $30,232 Administration ) Transportation and 3 , 823 3 ,989 166 4% $66,461 Warehousing Source: EMS!, economicmodel ing.com b. The employment needs of employers in those industry sectors and occupations ; Weld County is ranked Third for job growth among 346 large U . S . Counties with a 5 % annual gain in the third quarter of 2017, according to the U . S . BLS . Only Midland, Texas, an oil and gas boom town, and Elkhart, hid . a hub for recreational vehicle manufacturing did better. Source: The Denver Post (twitter) and the Greeley Tribune March 20, 2018. To determine the employment needs of employers in the region , data was pulled regarding the most frequently posted position . The positions posted support the information gathered in the analysis of the top ten industries . The current posting chart follows : Top Posted Occu . ations Total/ Unique (Jan 2017 - Aug 2017 ( SOC) Heavy and Tractor-Trailer 205 ,475 / 19,007 Truck Drivers Taxi Drivers and Chauffeurs 42,546 / 7,461 Registered Nurses 39,443 / 3 , 737 First- Line Supervisors of 8,021 / 1 ,406 Retail Sales Workers Retail Salespersons I 11 ,227 / 1 ,381 First-Line Supervisors of Food 7,824 / 1 ,362 Preparation and Serving Workers Customer Service 7,222 / 1 ,065 Representatives Stock Clerks and Order Fillers 4,578 / 931 Bus and Truck Mechanics and 6,606 / 868 Diesel Engine Specialists Insurance Sales Agents 13 ,979 / 801 Source: EMSI, economicmodeling.com 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. 9 To determine knowledge and skills needed, data was pulled regarding the most frequently posted position . The positions posted support the information gathered in the analysis of the top ten industries . The current skills and knowledge necessary for each of the listed occupations follows on the next page : Top Posted Occupations Required Knowledge Required Skills Heavy and Tractor- Transportation, Customer and Operation and Control, Operation Trailer Truck Personal Services, Public Safety and Monitoring, Drivers Security, Mechanical, English Active Listening, Speaking, Reading Language Comprehension Taxi Drivers and Transportation, Customer and Active Listening, Operation and Control, Chauffeurs Personal Service, Administration and Social Perceptiveness, Service Orientation, Management, Psychology, English Speaking Language Registered Nurses Psychology, Customer and Personal Social Perceptiveness, Reading Service, Therapy and Counseling, Comprehension, Coordination, Service Education and Training, Medicine Orientation, Active Listening and Dentistry First- Line Customer and Personal Service, Monitoring, Social Perceptiveness, Reading Supervisors of Education and Training, Comprehension, Speaking, Persuasion Retail Sales Administration and Management, Workers Sales and Marketing, English Language Retail Salespersons Customer and Personal Service, Service Orientation, Persuasion, Active Sales and Marketing, English Listening, Negotiation, Critical Thinking Language, Mathematics, Computers and Electronics First- Line Customer and Personal Service, Critical Thinking, Monitoring, Coordination, Supervisors of Education and Training, Clerical, Speaking, Time Management Food Preparation Administration and Management, and Serving Food Production Workers Customer Service Customer and Personal Service, Speaking, Active Listening, Service Representatives Clerical, Computers and Electronics, Orientation, English Language, Mathematics Reading Comprehension, Critical Thinking Stock Clerks and English Language, Production and Critical Thinking, Service Orientation, Order Fillers Processing, Customer and Personal Coordination, Service, Computers and Electronics, Active Listening, Time Management Mathematics Bus and Truck Mechanical , Engineering and Repairing, Troubleshooting, Critical Mechanics and Technology, Transportation, Thinking, Diesel Engine Customer and Personal Service, Equipment Maintenance, Quality Control Specialists Education and Training Analysis Insurance Sales Customer and Personal Service, Active Listening, Speaking, Reading Agents Sales and Marketing, Clerical, Comprehension, Service Orientation, English Language, Computers and Persuasion Electronics Source: EMSI, e.economicmodeling.com 10 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; Population : According to the EMS ' , the population of Weld County is now reported at 301 , 060 . Weld County ranks in the top ten Colorado Counties with the highest populations . Weld County continues a growth trajectory having seen one of the largest increases in population in recent years. Weld is identified in the chart below as a county with population growth exceeding 10, 000 over a five-year period . Colorado Population Change, 2011 — 2016 T ` N 1 Sedgwick I .) Moffat i Jackson Logan Lorimer Phillips Weld Routt cs, Morgan i Grand Boulder Rio Blanco Broot'field Washington i Yuma - Adams I +Ipi Denver f : Garfield .,-Clear Cree ► Eagle �' Summit. Arapahoe i rk . . .. .-.._�«.... ....._..,._.._.- { efferson __ . } - f Douglas Kit Carson `. Pitkin 'Lake , Elbert 9 Park Lincoln F . , ..�,_.�... . Mesa , ' Delta Teller ..� > El Paso _..�_ Cheyenne Gunnison Chafee #` . ..-_._ J `NY Fremont n Montrose _ _ _ Kiawa i Crowley f _ 'Ourayi i Saguache Custer Pueblo San Miguel �atm- Hinsttalc. .LA Otero Bent Prowers Population Change Dolores San Jua LMineral., 2011-2016 i uerfano __._... _.-.... Rio Grande • Alamosa ; • Loss: >1 .000 , .9; I __...: ... Loss: 0 to 1,000 Costiita Gain: 0 to 1 ,000 88� } I Animas Gain: 1 ,000 to 5,000 Archuleta ConejoS Gain: 5,000 to 10,000 .r Gain: >10,000 l Source: Colorado State Demography Office According to the Bureau of Economic Analysis, per capita income and household income experienced gains from $31 ,657 to $42, 787 and from $55 , 332 to $69,434, respectively . The median age in Weld County is 34 which statistically unchanged from the prior report . The concentration of millennials in the Weld County workforce is important as it creates a low risk environment for employers facing employees nearing retirement. Weld County has 63 ,222 millennials (ages 20-34) compared to the national average for a county of this size is 61 , 209 . Source: EMS [ 11 Another way to look at the economic health of Weld County is through the job trends statistics . The chart below shows that from 2012 to 2017, jobs increased by 18 .0% in Weld County from 99, 852 jobs to 117, 808 . This rate of change outpaced the national growth rate of 7 .6% by over 10% ! Job Trends 2012 to 2017 in Weld County 160K 140K f _ _ _ .:� - - - -o _ o - - - _ 120K - r -O r - 100K 0 80K 60K 40K 20K OK 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Source: EMS! Place of Work vs. Place of Residence The commuting patterns of Workers in Weld County as compared to where the workers live is reflected in the map and chart below. The top five zip codes for employment concentration in Weld County aligns with 4 of the 5 zip codes were workers live. Albany Pine Bluffs r ° _ Cheyenne COI S : 1e , i Woods t :97' fl o l.andinp-Jelr'l South Greeley ._ Sed _ _ — — — - — -J�tsbu - gw+ck U Fled Feather C3 G lakes 287 ° Walden Clark a Fleming ° Hentun Fort Collins sterling Holyoke 0 Steamboat l" ,_e •' ° Springs '.` . . " a� Estee Park LOV Cei 0 d, a l5 ?reek Grand lake Brush 38 ° ';tom - Fort Morgan gan° ° t3,0 Akron 3 i o Otis ° Yu" Eckley Boulder ° ° °ey 0 11 'a Denver St Fran W O O W & 0 Idaho (2.6J Goo le Avon vail Lakewood? Aurora .roes Keystone 1-2 Centennial Map data O2018 Goggle 0High Inbound Commuters High Outbound Commuters Where Talent Works (in Weld County) Where Talent Lives (in Weld County) ZIP Name 2017 Employment ZIP Name 2017 Workers 80631 Greeley, CO 30,664 80634 Greeley, CO 33 ,426 80634 Greeley, CO 18,319 80504 Longmont, CO 30,646 80504 Longmont, CO 12, 824 80631 Greeley, CO 27,316 80550 Windsor, CO 10,993 80550 Windsor, CO 16,282 80621 Fort Lupton, CO 5 , 718 80620 Evans, CO 10,610 Source: EMSI 12 Diversity : Weld County ' s rich cultural diversity remains consistent with previous indicators. As seen in the updated chart below approximately 30% of the population identifies as Hispanic or Latino . Population by Race / Ethnicity • 2017 Population ■ 2018 Population 240K 220K 2O0K 18Ok 160K 140K 120K 1O0K 60K 60K 4OK 2OK OK ,.�• / 41",* O", A pi 441 _ jet "'se Q. • a . � ' 4s0`' 4 '" Pc/ Att.*V . ` 4-• t-44 qt. Source: EMSI, economicmodeling.com Education : There have been no significant changes in the percent of the population with High School Diplomas as seen in the updated chart below. • 2017 Population ■ 2018 Population 6OOOK - 55.OOK - 5O O0K - 45.OOK - 40.O0K - N 3500K - r_ 30.00K - g 25.00K - 20 OOK - 15.00K - 10.OOK - 5.00K - 0.O0K sit ctt% Oe4 •C‘s /1/4. 1.cp Source: EMSI, economicmodeling.com 13 Unemployment: As of December 2017 the Unemployment Rate in Weld County was at 2 . 7%. This was a decrease of . 6% over the last reported unemployment rate of 3 . 3 %. The total civilian preliminary labor force (not seasonally adjusted) grew' from 147, 119 to 159,463 of which 155 , 084 were employed and 4, 379 were unemployment. The chart below reflects the new data. Are ivilian Labor umbe umber Unemployment Force Em to ed Unem to ed Rate Weld 159,463 155 ,084 4,379 2 . 7% R County I Greeley 159,463 155 ,084 4,379 2 . 7% MSA Colorado 3 ,038,542 ; 2,946, 131 92,411 3 .0% Source: LAUS Unit, LAUS system output tile, www.colmigateway.com Downloaded: 03/02/2018 10 :46 AM The chart below is provided to show a comparison of Weld County to other Colorado Counties experiencing a high rate of unemployment. Number Number Unemployment Rank Area Civilian Labor Force Employed Unemployed Rate 1 Huerfano County 2,565 2,384 181 7.1 % 2 Rio Grande County 5,689 5.392 297 5.2% 3 Montezuma County 13,202 12,537 665 5.0% 4 Fremont County 14,970 14,236 734 4.9% 5 Saguache County 3,398 3,233 165 4.9% 6 Las Animas County 6, 169 5,880 289 4.7% 7 Pueblo County 75,631 72,061 3,570 4.7% 8 Otero County 8,567 8, 194 373 4.4% 9 Mesa County 73,036 69,885 3, 151 4.3% 10 Conejos County 4,027 3,856 171 4.2% • Source: LAUS Unit, LAUS system output tile, www.colmigateway.com 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 : I3EA , EMSI; 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) : There have been numerous discussions within various regional groups about determining the interest level in the creating sector partnerships in Information Technology and Construction . To date, there has not been movement beyond the discussion/exploratory phase. 14 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 - 12. 7% of total Weld employment and had an average earnings/job of 542, 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. Within Weld County the NOCO Manufacturing Sector Partnership remains vibrant and serves employers well . As a support to the NOCO Manufacturing Partnership, Employment Services suggested that a Regional Advisory Discussion ( RAD) be instituted . The RAD is hosted by ESWC and brings together employers, workforce, educators, and public partners in one moderated discussion about the skills gaps which employers face. The RAD is a ` highest and best use ' approach to the time of employers and all participates by addressing common issues in one collaborative meeting . The RAD began in 2016 and at the request of the NOCO Manufacturing SP was held in 2017 and 2018 . The national moderator for 2018 identified this local event as the most progressive in the United States to date. This extremely successful model will continue into PY 18 and PY19 . 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 S77, 438. Total 2012 employee earnings was 5527. 1 million - 13. 4% of total Weld employee earnings. Total 2012 sector GRP was $843. 2 million - 10% of total Weld GRP. There have been numerous discussions within various regional groups about determining the interest level in the creating sector partnerships in Energy. To date, there has not been movement beyond the discussion/exploratory phase . 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 15 300 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 $511 . 7 million - 6% of total Weld GRP. Within Weld County the Health Partnership of Northern Colorado remains vibrant and serves employers well . Business Services Sector (Company Management, Administrative/Back Office Support) : Offering a central US location with easy access to Denver International Airport, a skilled labor force and exceptional quality of life, Weld is home to several large corporate/regional headquarters, business service centers and customer/administrative support operations . While the JBS North American Corporate HQ is the largest single employer in this sector other important players include State Farm Insurance Regional Operations Center, Animal Health International , Banner Health Corporate Center, Hensel Phelps Corporate HQ, Xerox, TeleTech , StarTek, Afni , etc . In 2013, these two sectors' together employed 6, 843 — 7. 5 % of total Weld employment. The Company Management Sector had an average earnings/job of$ 111 , 58 7 and Administrative/ Business Services was 530, 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 ofmarket 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, 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 — 3. 9% 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 -- 17% 16 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, Burns 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 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 mails, 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 17 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 . There have not been any new sector partnerships which have launched since 2016 . 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 . 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 18 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 expanded in 2016 and 2017 to 100 students and 38 business partners . ESWC continues to provide additional support to include resume preparation , interview skills, access to the Work Readiness Credential ( WRC ) and additional employment related services . Additionally, through the existing partnerships already in place, work-based learning opportunities are provided to youth in Weld County comprised of in -school and out-of-school youth . Most 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 three annual Youth Leadership Summits and is currently coordinating the 4t" Annual Youth Leadership Summit to take place in June of 2018 . 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 . 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 Education/GED obtainment into community college may not be as 19 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. 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 20 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 received State approval to launch this program and the first cohort to begin in January 2017 . Many of the students who obtained certification in the first cohort obtained employment offers before completing clinicals .in icals . Based on the success of the inaugural cohort, the program was approved to continue and the second cohort of students began in January of 2018 . 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 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 21 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 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 22 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-lB 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 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 23 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 . Two new developments have occurred since the 2016 Planning Period which will continue into PY 18 and PY19 . A coordinated service delivery between Aims Community College, Upstate Colorado, and ESWC has formed through a team known as Weld WORKS to better serve employers . This collaborative effort meets monthly to help employers quickly recruit, train and further develop their workforce. The Weld WORKS Labor Team is designed to provide technical assistance to both new companies looking to locate to the region as well as existing employers expanding or facing employment challenges. The Team identifies labor development opportunities by comprehensively reviewing and managing various local , county and state Workforce Assistance Programs, including : • Colorado First/Existing Industry Training Grant • Assessment and Learning Labs • Work-based Leaning Options • Bright Futures Education Stipend • Certification and Degree Programs • Customized Training for Employers • Labor Market Information & Statistics • Other Business Assistance Programs Other organizations (municipal , university, college, etc .) will be invited to employer meetings, as warranted . Secondly, the Weld Workforce Collaborative has developed in Weld County. This team of economic developers, educators, and workforce are meeting to enhance the delivery of Work-based Learning options to employers. Providing a consistent, cohesive, and identifiable message to employers about the many WBL opportunities among partners elevates the entire region . 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 Immigrant and Refugee Center of Northern Colorado (Formally 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 . 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 24 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 . There has been recent turnover at the local DVR office in the Business Outreach Specialist ( BOS ) position . Despite the turnover, Employment Services Business Services team has worked closely with the primary BOS in Weld County as well as the BOS who supports some communities in the southern portion of Weld County. In addition to joint employer discussions taking place, local BOS ' s attend Weld County ' s Workforce Development Board committees and consistently attends hiring events to support employers and job seekers to meet employment needs . Employment Services supported DVR ' s hiring process to fill the BOS vacancy who will be co- located within the Business Services team . The MOU with the WCWDB outlines 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, 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 t J I 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 25 • Resources utilized aided with applications for Federal Pell Grants, including linkages with community colleges and universities, including on site material and appropriate web based sites • 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 through the Reemployment Services and Eligibility Assessment ( RESEA) program . This service has similar results in assisting clients from the start with the goal of assisting them in finding employment on an expedited basis. Recently, the UI chat function became available in the Greeley office which allows UI clients to video-chat on line with UI representatives concern in ` 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 provides Rapid Response workshops for affected employers and workers, immediately after the State (or Workforce Center) is notified either by WARN Notice or by other means. of a current or projected permanent closure or mass lad off; or a dislocation because of a disaster. The Rapid Response team for ESWC includes a representative from the Business Services unit and case managers from the WIOA Adult Programs that serve Dislocated Workers and Trade Adjustment Assistance (TAA ) customers . The case managers speak to services available to Dislocated Workers as well as to those services available to any potential trade affected workers. The BSU representative is determined by the sector industry of which the affected employer is a part . ESWC has the technology and capability to deploy the Rapid Response 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 : i . 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 . 26 Since the original 2016-2020 plan was written , ESWC has undertaken an innovative approach to the co- location of some front- line staff. Through a pilot project, a WIOA Adult Case Manager is working directly with Business Services twice weekly. These days are entirely focused on joint Business Engagement activities alongside Business Services staff. These activities relate to growth of WBL options - a strategy recognized in Rapid Response Aversion . An additional Pilot Project was undertaken in 2017, the Non-Custodial Parent (NCP) Engagement Project . A Child Support Technician is now co- located at ESWC to better engage the NCP in services provided through Employment Services . As was mentioned, co- location of staff from multiple units are Pilot Projects, as such, it will be analyzed to determine the effectiveness of carrying forward the initiatives into PY 18 and PY 19 . 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 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. 27 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 1 1 1 , 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 map that follows : t sr -" erne WYOMING I NEBI 41/4\ I COLORADO \\V 4‘ I Great Western Railway (short line) lir►,gtor i o. For Union Pacific Railway colsi T mna i I *ST ' T A� .y2 At rot, incisor . hnSto ' -. A `" '`�.,1 ,. Berth m „. \a, (01 _______ d r , , 4� .. 1 Burlington r: "6 1 Northemisanta Fe yt 0 1 kl?) t +0 :tat t 31 intaillaiiimila '. >P �.. 28 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 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 29 For TANF and EF, there have been some minor strides towards CBMS and Connecting Colorado to work together. This continues to be a work in progress at the State level . The TANF program is using newly developed spreadsheets to oversee caseloads and increase required numbers such as the Workforce Participation Rate ( WPR) for TANF . While WPR numbers have increased steadily in 2016 and 2017 . TANF and EF case managers have renewed focus on areas of employment for clients and numbers will steadily increase. 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 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 . 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 30 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 (CIMS ) 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 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 Community College utilized the foundations of the Industrial 31 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. As the commodity market rebounds, it is anticipated the need for a trained workforce will also rebound significantly . Both sector focused programs provide additional options for unemployed and incumbent workers to gain skills, as well as certificates, for these targeted industry sectors . Aims Community College, in partnership with ESWC , has intentionally designed certificates to be stackable thereby increasing the value and opportunity to apply gained skills and knowledge within various sectors . Through the 1 -11 - 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 . The Youth Committee and ESWC staff 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 32 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 . A strategy which has garnered increased emphasis is the continued expansion of outreach to South County. The Resource Room is staffed by an Instructor on a Weekly Basis and Case Managers availability has also increased . Support to employers has increased through additional South County Job Fairs and Hiring Events . This strategy of increased South County engagement will continue into PY18 and PY19 . 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 Workforce Development Board has revitalized it ' s three committees since 2016. The committees have changed to the Awareness Committee, the Partners Committee, and the Youth Committee . These changes echo the desire of the board to better reflect the community and engage its members . Additionally, a mandatory Board Orientation for Board Members was developed and implemented during PY 17 . This action ensures the knowledge level of the board members is appropriate for the decisions on actions which are brought before the board . Both changes will continue into PY 18 and PY 19 . As indicated in its 2017-2020 Strategic Plan, the Weld County Workforce Development Board Envisions : - To direct the efforts of Employment Services of Weld County to operate an innovative, adaptive, and customer-driven workforce system which ensures : - Customer services are based upon individual needs and choices ; - Services provided are competitive and valuable ; - Outcomes are measurable and results orientated ; - Responsiveness to changing labor market conditions, customer profiles, and program regulations ; and - Services are fiscally responsible. 33 The Weld County Workforce Development Board realizes the following opportunities and challenges: Goal # 1 : Regional Advocacy The WDB understands the importance of a workforce which is trained, engaged, and productive . Board members are kept apprised of current needs among employers . As such, a goal of the WDB is for board members to use the position they have to advocate both on the Board and in the community for those Regional workforce needs. Goal #2 : Labor Market Information The WDB understands the importance of providing current Labor Market Information to employers, prospective employers, the community at large, and to job seekers. A WDB goal , is to provide timely LMI to economic developers and employers in order to help them envision current economic information and trends . In conjunction with assisting the business community, the Board promotes providing job seekers with labor market information by making it readily available on the ESWC website . Goal #3 : Engagement The WDB understands the importance of Sector Partnerships as a tool for collaboration among employers and public partners. To this end, the WDB supports the goal of ESWC to extend staff resources in engaging in the primary, active Sector Partnerships in Northern Colorado ( Healthcare and Manufacturing) . The board also supports engaging in discussions in emerging and developing partnerships. Goal #4 : Workforce Data The WDB understands that in order to measure effectiveness, the Board will hold ESWC accountable for reporting on program outcomes . The goal of the Board is to fully review workforce data which is presented in the Dashboard report. The Dashboard is prepared for, and presented quarterly to, the board . By reviewing the information , meaningful guidance may be given by the Board to the WFC on any areas which need improvement. Goal #5 : Convening General & Committee Meetings The WDB understands that in order to achieve efficiency in running the board, committees are necessary to work on specific oversight areas . The goal of the board is to utilize member' s talents and experience by engaging them in committees in relation to the area in which they are subject matter experts . The three committees are Awareness, Partners and Youth . Each of these committees deal with different facets of workforce development; however, each have a specific area of focus which is detailed in Attachment A . Goal #6 : Board Structure The WDB understands that the functions and responsibilities of the Board will evolve over time. The Bylaws will be reviewed and if necessary updated to include language regarding Vice Chair, Development of an Executive Committee and Expanded Voting to include Proxy Voting. 34 Goal # 7 : Selection of Operators and Provider The WDB . in agreement with the chief elected officials, shall select one-stop operators through a competitive procurement process, identify eligible providers of youth workforce development, training and career services . Incorporated into the process will be the Colorado Workforce Development Council ( CWDC ) established Continuous Improvement Management System (CIMS ) . Goal # 8 : Budget The WDB understands that to deliver services efficiently the budget needs to be consistent with not only the local plan but that of the CWDC as well . A dashboard will be monitored and the board may solicit and accept grants and donations from sources other than Federal funds made available under WIOA when necessary . To implement these efforts, the Board has developed the following standing committees : ESWC WORKFORCE DEVELOPMENT BOARD, Awareness Committee • Board Recruitment • Continued Sector Awareness and Engagement Amongst Employers • Expand Partnerships with the Private Industry • Promote Economic Development • Training and Retraining Dislocated Workers • Workforce Center Branding and Consistency ESWC WORKFORCE DEVELOPMENT BOARD, Partners Committee • Difficulties Facing Senior Employment • Establish and Maintain Memorandums of Understanding • Expansion of Sector Partnerships and Higher Education • Present Applications and Agreements to Promote Alignment with the Local Plan • Supporting and Streamlining Refugee Connections • Training and Retraining Dislocated Workers • Under Employed Population • Veteran ' s Opportunities and Obstacles ESWC WORKFORCE DEVELOPMENT BOARD, Youth Committee • Build and/or Maintain Comprehensive Partnerships, Identifying Needs and Gaps • Align the delivery of youth services available in Weld County to maximize funds • Coordinate and Focus on Business Needs to Create a Talent- Based , Skilled Workforce • Development of Work- based Learning to include Apprenticeships, Career Pathways, Entrepreneurships and Work Experience • Pursue Opportunities to Diversify Funding Streams 35 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 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 . Additionally, the Weld WORKS and Weld Workforce Collaborative (discussed above in Section 7a) are excellent examples of Weld ' s innovative approaches to Business Engagement . 36 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 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. The Business Services Team will facilitate the Open Houses, the Regional Advisory Discussion, and the Weld Workforce Collaborative. Business Services is an avid participant in Weld WORKS . 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 37 develop and report on results through a best practices submission and quarterly report to the CWDC . The WDB members, along with the Awareness and Youth Committee members, are informed of upcoming events, encouraged to participate as well as help promote the event . 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 . Information is shared at the sector partnership meetings and subcommittee meetings . e. What are your objectives and goals for these activities? It is the goal of ESWC to be responsive to the needs (both stated and unstated) of Weld County employers ; to be inclusive of both small and large employer needs ; and to actively promote development of a stronger workforce in in -demand industries . ESWC ' s objective with the Sector Partnership activities is to support the needs of the employers representing identified sectors . Next, the objectives with the other activities is to establish an awareness about the options in work-based learning available to employers . Additionally, another goal is to increase the number of opportunities available in work-based learning through local employers for Weld County residents . 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 38 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 PY16 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 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 DI-IS 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 39 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 ten OJT placements during Program Year 17 . 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 . The Business Services team hosted two open houses inviting employers to explore Registered Apprenticeships (and other forms of Work-based Learning .) The events were held in Greeley and South County during National Apprenticeship Week . The Board of County Commissioners proclaimed it National Apprenticeship Week in Weld County and voiced that they would like it to be an annual event . This form of business engagement \\ i l l continue into PY 18 and PY l 9 . ESWC launched the Colorado Works Subsidized Training and Employment Program ( STEP) in February of 2018 . STEP is a collaborative effort between the Colorado Department of Human Services (CDHS) and the Colorado Department of Labor and Employment (CDLE) that is working to provide work- based learning opportunities for TANF recipients in Weld County. Employers are targeted to provide WBL opportunities to build experience, expand employment skills and create opportunities for participants to gain permanent employment. Additionally, STEP focuses on recruiting small , local businesses to help with the growth of our community . The Work- based Learning ( WBL) meetings were recently expanded to include a WBL Leadership Team . This team consists of frontline staff from each unit who jointly decide upon the direction and agenda of the WBL monthly meetings . These meetings, which include representation from each unit within ESWC , provide an opportunity for staff to share about the challenges and successes each are facing. This venue also provides an opportunity to discuss the needs of specific program participants increasing the opportunity to develop strategies to meet individual needs . Transitional Jobs : At this time, Weld County does not plan to utilise 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 PY16, 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 DC report . 40 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 uses the connections made at the NOCO Manufacturing Sector Partnerships to promote Career Pathways within Manufacturing. It is an objective of the partnership to interest students in manufacturing careers . Business Services is engaged in the Manufacturing Rocks committee of the NOCO Manufacturing Partnership . The Business Services Team will help to facilitate local Weld County Manufacturing tours for public partners and for students. Business Services will analyze the feasibility of working facilitating a Parents Night with a local employer. Within the Healthcare Sector Partnership an objective is to hold an annual Healthcare Job Fair. The Business Services Team continues to support the healthcare industry in Weld County and regionally. ESWC hosts an industry specific (healthcare) On-Site Job Fair as well as assist the Partnership with the planning of a regional job fair. The job fairs reach those within the Sector Partnership and are a way of encouraging participation to those companies not currently engaged in the Partnership. Examples during PY16 include a Healthcare Hiring Event for Banner Health on 02/01 / 17; the " Healthcare in Your Future" regional job fair on 04/05/ 17 ; six employee orientations for Ashley Manor held between July 2016 and January 2017 ; and the planning of a PY 17 " Healthcare in Your Future" regional Job Fair. These types of activities in support of the Healthcare Industry are continuing in PY 17 and expected to be supported into future years. BSU will also assist with the Health Care in Your Future for the Health Sector 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 a goal of ESWC to continue to have management representation at the full partners meetings and to have front line staff representation at the subcommittee level . 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 PY16, the Business Services Team plans to provide the public with up to date 41 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 . This information is also shared with the WDB to determine if the ESWC training focus needs any adjustments . 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 . Additionally, ESWC has representation on multiple Advisory Committees at Aims Community College . This involvement will continue as it helps to identify changes in 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 vw ill facilitate the development of career pathways and co- enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential ( including a credential that is an industry- recognized certificate or certification , portable, and stackable) ; The Weld County Bright Futures program has been revitalized since its inception . Bright Futures is now under the leadership of Upstate Colorado . The program continues to provide an excellent path and financial assistance for Weld County High School Graduates, GED recipients, and Honorably Discharged US Veterans furthering their education or training. Financial changes create further sustainability for the program , benefiting future Weld County participants . Creating a diverse, well -educated workforce that w ill lead to good paying jobs and a stable economy in all workforce Sectors . Because of the focus on providing services to individuals with barriers to employment, this program will allow ESWC to integrate this program in the options available to assist individuals to either start, or continue in career pathways . The Temporary Assistance to Needy Families (TANF ) program and the Employment First ( EF) programs are working with the rest of ESWC to increase numbers of stackable and portable certifications by co-enrollments with the WIOA program and referrals to local schools . Through the programs offered at ESWC , the agency uses Leadership Teams as a method of engaging employers into discussions about the development of career pathways . A recent example of this is a Health Care employer asked ESWC if we were open to assisting with the development of a PeriOp program . This sort of collaborative dialogue is what fosters the creation of new and innovative career pathways which address gaps in the skills market . 42 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 immigrant and Refugee Center of Northern Colorado ( IRCNOCO), formally 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 IRCNOCO and the Regional Supervisor for DVR have been part of the Weld County Workforce Development Board for years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community . Right to Read and the Global Refugee Center merged to form the Immigrant and Refugee Center of Northern Colorado ( IRCNOCO) . This has enhanced services provided to the refugee population for both the Wagner Peyser and TANF programs in addition to services to WIOA customers in need of literacy services . IRCNOCO continues to be involved in the coordination of services to customers for hiring events, career events and job development for co-enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities . The Memorandum of Understanding outlines the roles and responsibilities of both ESWC and IRCNOCO regarding the provision of services and the alignment of resources to achieve the strategic goals . Joint efforts between IRCNOCO, Aims Community College, and the Employment Services of Weld County Assessment and Learning Lab began in 2011 . Collaboration has taken place on projects designed to identify and define what each partner organization provided in services and programs, the types of student needs that were addressed , and identify how collaborative efforts could have the most impact. ESWC staff have ensured linkages between youth programs and the DVR SWAP programs available in 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 ) once that position is filled . 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 43 achieve the Weld County Workforce Development Board ' s strategic goals . During 2018, the focus of a capstone project will be how ESWC can refine the outreach activities and referrals on which ESWC and DVR collaborate . 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 U I 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 . 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 and Child Labor Laws . 44 ESWC has intentionally expanded its reach through the Awareness Committee of the WDB and the Weld Workforce Collaborative . These Committees are made up of staff from Economic Development ( ED), Chambers of Commerce, and municipalities. Some of the regular participants include staff from Evans ED, Windsor ED, Hudson ED, Upstate Colorado, City of Greeley, Greeley Chamber, and the Evans Chamber. ESWC has an excellent reputation with the numerous Chambers of Commerce throughout Weld County. ESWC staff are called upon to provide presentations routinely at the Chambers. This sort of coordination among chambers, workforce, and employers utilizes the time of all attendees wisely will promoting ESWC activities . 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 Immigrant and Refugee Center of Northern Colorado ( IRCNOCO), formally 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 45 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 off 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 " 46 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 I, 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 47 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 134(c)(3)(G), including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use off 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 Council/committee to increase the awareness of the services offered to returning Veterans, out-of-school youth,individuals with disabilities,long-term unemployed, and other targeted groups? What additional strategies will be utilized to reach out to these groups? What are your objectives and goals for this effort? In outreach to individuals with barriers to employment, Veterans and their eligible spouses receive priority of service In addition to the priority given in all employment related services, 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 48 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 designatedESWC 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. 49 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 50 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, 19th 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 51 ' 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 52 19. Provide a description of plans and strategies for, and assurances concerning, maximizing coordination of services provided by the State employment service under the Wagner-Peyser Act (29 U. S.C. 49 et seq .) and services provided in the local area through the one-stop delivery system , to improve service delivery and avoid duplication of services. 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 Leaning 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 53 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 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 initiatives9 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 54 the board and 2 ) industries without board representation . c. Address what steps your board will take towards achieving the benchmarks outlined in the High Performing Workforce Boards Definition As mentioned in Question 5 above, a WDB Orientation has been initiated . This step assures ESWC that Board Members have a base knowledge when voting on important issues . A Membership spreadsheet has been created and includes contact information, meeting and activity attendance, and orientation completion . As vacancies occur on the Board, ESWC engages a very targeted recruitment strategy . ESWC Leadership analyze the Industry need for additional representation on the WDB and specifically recruit employers in that industry. 24. Describe how you will use the Workforce Investment Works (WIW) 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 . 55 Attachment 3 PY 18 LOCAL AREA ANNUAL COMPLIANCE PLAN Signature Page The undersigned below authorize the PY18 Local Area Annual Compliance Plan and attest that the information is accurate and complete to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating that the Local Area Annual Compliance Plan has been submitted and approved . Local Area Employment Services of Weld County Workforce Development Board • at Workforce Developmen rd Signature : Date: ( G ` se) are Printed Name : David Thompson Title : Chair Local Area Director Signature : Date: 10 14lit Printed Name: Tami Grant j Additional AQprovaltsi Signature : Date: Printed Name : Title : Signature : Date : Printed Name : Title : Attachment 4 PY18 LOCAL AREA ANNUAL COMPLIANCE PLAN QUESTIONS ( Changes from PY17 are Yellow Highlighted ) Please address the questions in this attachment , which cover these compliance items : Organizational/ Infrastructure Changes, AD- DW Fund Transfers, Cost Allocation Plan , Language Assistance Plan, Other Plans, and Charts . Your responses will be reviewed by the Regional Liaisons, and Program and Fiscal Monitors, as appropriate . There is no page limit for these items . All items below are due to the three Regional Liaisons no later than Friday, May 18, 2018 . These items are not required to be published for public comment . 1 . Organizational Changes Describe organizational changes that occurred during PY17 and indicate any changes that you anticipate for PY18, as well as office moves or consolidations . Explain the reasons for the anticipated changes, such as reduction of formula funding or leveraging and managing of discretionary or additional grants . Include any hiring or layoffs that have or may occur with temporary and permanent staff. During PY17 Employment Services of Weld County ( ESWC ) experienced normal replacement of staff for those that sought other opportunities . ESWC notes the possible replacement of staff that may seek other opportunities during PY18 . ESWC continues to anticipate a reduction in WIOA funding nationwide . To conserve funds and align programs, the Adult Programs Manager position was reclassified as a Supervisor role and the Youth Programs Manager now oversees both Adult and Youth . Additional evaluation of staff responsibilities and services and the consideration of restructuring service delivery will be done if needed . The Department of Human Services reviewed the most effective way to assist the Weld County Community and made changes in service locations during PY16 as well as renovations during PY17 . The ESWC building renovation is slated for calendar year 2019 . 2 . Organizational Chart Attach a copy of your latest organizational chart . A copy of the current organizational chart is included as Attachment 1 . 3 . Staff and Salary List Attach a spreadsheet listing the job title for each staff member and gross annual salary . In addition , provide the average percentage of total salary that is expected to be charged to WIOA funds . Of these expected WIOA charges, provide the % that is expected to be charged to the WIOA Administrative cost category and the % expected to be charged to the WIOA Program cost category . A chart listing the staff person , job title, gross annual salary, and percentage of time to be charged is included as Attachment 2 . ( It should be noted that other federal , state and local funds help support programs operated by Employment Services of Weld County . Staff salaries as well as other costs are allocated based on time spent in various programs as identified in the Weld County Cost Allocation Plan ) 4. Cost Allocation Plan Attach a copy of your latest local area Cost Allocation Plan and a copy of the organization -wide ( county or state ) Cost Allocation Plan . If the local area cost allocation plan is incorporated in the county or state plan , then the county or state plan is the only document that needs to be submitted . The Employment Services and the Weld County Department of Human Services Cost Allocation Plan is included as Attachment 3 . The Weld County Cost Allocation Plan is sent under a separate cover due its size . 5 . Signature Authority Attach copies of current county or city ordinances, policies, or other documents that identify the current signature authorities for any bilateral agreements that may be entered into between the Local Area and CDLE , and the delegation levels for different thresholds of money . Include a copy of any signed statement of delegation for the local area to sign bilateral documents in place of a designated signature authority . The Board of Weld County Commissioners is the authorized signatories for Expenditure Authorizations ( EA ) . Weld County does not delegate this authority to the workforce region although by state guidelines, the workforce director can sign minor modifications to EAs . The Resolution/s appointing the Board Chair and the Pro-Tem are included as Attachment 4 . 6 . TABOR Limit and Acceptance of State Employment Support Funds ( ESF ) : If your Local Area is subject to TABOR limitations and is not " de - Bruced , " please submit/Attach verification from the Local Area ' s local government financial/budget department that confirms the maximum dollar amount of State dollars that the Local Area can accept during Program Year 2018 . The TABOR information is included as Attatchment S . 2 7.Veterans Priority of Service Describe how the local area will strategically coordinate workforce investment activities with the provision of veterans priority of service that is the responsibility of the Wagner-Peyser and WIOA programs (See PGL VET-2014-02 Veterans Priority of Service) Describe the strategies and processes used in the local area to improve the coordination between the Jobs for Veterans State Grant (JVSG) program and the Workforce Innovation and Opportunity Act ESWC remains committed to providing Veterans,transitioning service members and eligible spouses with the resources and services to succeed in the 21st Century workforce Priority of service is evident at the point of entry of the lobby and resource room areas as to immediately allow self-identification Portable banners have been purchased for use at offsite events to increase opportunities for Veterans to self-identify For several years, a triage system has been in place to identify Veteran's that qualify for the Disabled Veterans Outreach Program (DVOP) prior to enrollment into any other program This allows and encourages veterans and covered persons to self-identify and receive services before others at every point of entry Additionally, any Veteran or eligible spouse who is on public assistance, low income or basic skills deficient will receive services before all others including non-veterans for the Adult programs Veteran status is verified during the initial assessment by obtaining a copy of the individual's DD214 The triage system has proven to be efficient when working with Veterans (and covered persons) and identifying barriers as well as making them aware of the full array of employment,training and placement services available ESWC is fortunate to have the co-location of two DVOP specialists on site and this system was recognized by the State and the Weld County Board of County Commissioners (BOCC) as a best practice The DVOP specialists are positioned within the Adult Programs unit making referrals as seamless as possible The DVOP specialists also act as liaisons between Veteran's Services and WIOA bringing important information and communication to and from both entities This promotes cross training in the way of case management and program processes and alignment with other service providers of intensive services Case management continues to be an appropriate service delivery strategy or framework in which intensive services will be delivered to Veteran and covered persons with Significant Barriers to Employment Case management will be facilitated using the case management approach taught by the National Veterans Training Institute (NVTI) A Veteran who is placed in case management by a DVOP specialist is coded with a Veteran Service (VS) code VS is not a program in the sense of WIOA, but rather a code to identify eligible Veterans who are being case managed by a DVOP specialist Initial services include Comprehensive Assessment (CA) Comprehensive and specialized assessments of the skill levels and services which may include diagnostic testing and use of other assessment tools and in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals Y Counseling (CS) A client centered service that may involve personal,financial, life management, case management, career guidance and counseling This service also includes referrals to other assistance, as well as, arranging for additional support services not previously acquired a Individual Employment Plan (IE) A formal written document outlining a course of action that will lead to the individual entering employment,to include short and/or long term goals to remove barriers to getting and keeping employment 3 • Pre -Vocational Services ( PV ) : Short-term pre -vocational services such as High School Equivalency ( HSE ) , English as a Second Language ( ESL ) , remediation and workplace Literacy . The DVOP and Regional Veteran ' s Representative ( RVER ) continue to work in partnership with the Weld County Veteran ' s Service Office to ensure that Veteran ' s and their dependents receive no fee services . These include filing for all VA benefits to include : Service Connected Disability Compensation , Non -Service Connected Pension , VA Healthcare Enrollment, Burial & Survivor Benefits and Education Benefits to name a few . In addition , Veterans and their dependents are encouraged to connect with , and take advantage of, services provided by many local partners . A continuing effort to target recently separated Veterans, with a concerted effort being placed on Veterans 24 years and younger, for recruitment into the AmeriCorps Program , particularly if they can be identified as interested in continuing to serve their community . As well as targeting those that may have graduated from Weld County high schools 2016 to present for eligibility in the Bright Future' s program . The Bright Futures Grant Program is a " last dollar in " educational tuition assistance program for Weld County residents who graduate from high school starting with the class of 2016, GED recipients who earn their GED after January 1, 2016, and Honorably Discharged US Veterans . The purpose is to provide financial assistance to qualifying Weld County residents who pursue post- secondary education or training from a Title IV accredited higher education institution or certified training program . Weld County is the first County to support this initiative to include allocating 10 million in funding . Additionally, the RVER has a great working relationship with the Business Services Unit, participating in many job fairs, hiring events and workshops throughout the year, in which ESWC offers Veterans early admittance . 8. Individuals with Barriers to Employment Please describe in detail the specific strategies your local area is using to increase services to Individuals with Barriers to Employment, as defined at WIOA Section 3 ( 24 ) , including initiatives in the areas of marketing, recruitment and enrollment ? Please detail any specific referral processes, data sharing agreements, common intake forms, and /or community outreach . Employment Services of Weld County continues to collaborate with a number of partner agencies and community based organizations to increase services to individuals with barriers . ESWC has been co - located on the Human Services campus for the last seven years, ultimately being one of the first one - stop center' s in the State . Weld County has a rather seamless method of referring clients from one Division to another, an example being recipients of food assistance or cash aid ( low income individuals ) . Once they are deemed eligible for benefits they are referred to the Employment First or TANF programs, also housed at Employment Services, to participate in work participation programs . Clients are then referred to employment workshops and the WIOA program for further assistance in gaining self- sufficiency . Other internal programs such as Area Agency on Aging, Chafee Foster Care Independence Program , Jobs for Veterans State Grant, Migrant Seasonal Farm Worker, Reemployment Services and Eligibility Assessments and Wagner Peyser, also have referral processes similar to the mentioned , truly providing wrap around services . During PY17, ESWC enhanced processes with Child Support, Childcare and the Department of Corrections to develop marketing and recruitment efforts increasing the enrollment of 4 populations such as, displaced homemakers, ex- offenders and single parents . Led by United Way of Weld County, Weld ' s Way Home has secured a permanent cold weather shelter in January 2018 and will have processes in place to work with Human Services and Employment Services to provide assistance to homeless individuals . Finally, through memorandums of u nderstanding, ESWC continues to provide services on -site and on - location at partner sites such as Aims Community College and the Immigrant and Refugee Center of Northern Colorado, to n ame a few . 9. Language Assistance Plan Please attach a copy of your updated two -year Language Assistance Plan ( LAP ) that will be u tilized through PY18 . (See PGL ADM - 2010-01 : Language Assistance Services for further guidance . ) The updated Language Assistance Plan is included as Attachment 6 . 10. WIOA Program Evaluation Plan For PY17 planning, each local area submitted a WIOA program evaluation plan . Please provide an overview of accomplishments in PY17 . Additonally, describe plans for program research and evaluation in PY18 . ( See PGL WIOA- 2017 -03 : WIOA Program Evaluation ) PY17 Accomplishments : • A Work- Based Learning ( WBL ) Leadership team comprised of front- line staff across all ESWC programs was created to facilitate the department wide WBL monthly meetings . The leadership team meets bi -weekly to discuss WBL opportunities and possible solutions . Information is presented to the department for discussion at the monthly meetings . The leadership team conducted a survey requesting feedback and to measure the succsess of the meetings . Overall feedback was positive . • Marketing & Outreach materials and strategies was also identified as an area to be evaluated for improvement . With the support from Weld County' s Communications Department, ESWC has participated in a vast array of related conversations . Outcomes to date include the creation of three new brochures to include but not limited to Veterans Priority of Service , Work Based Learning flyer ( to recruit businesses ) , Business Services, Workshops and a general ESWC brochure to highlight Wagner Peyser services . Additionally, updated marketing materials have been developed for job fairs, sector initiatives and have been added to the website . Continued marketing and outreach efforts will continue to be a priority . • Human Centered Design is always a theme of interest . Based on Workforce Development Board input and approved by the Board of Weld County Commissioners, ESWC has made great strides in making cosmetic improvements to make a good first impression as job seekers and/or employers enter our building . We have increased signage and carried our marketing and outreach theme to the exterior of our building by installing a large ESWC logo above the main entry way . The lobby has been cleaned , 5 painted and new carpet and baseboards have been installed Increased professional signage now clearly directs customers to the Learning Lab and Resource Room The minor cosmetic upgrades have made a huge impact to date ESWC refers to this as a lobby"facelift" as plans to complete a building remodel have been tentatively planned to take place in 2019 to include increased space for partners a A pilot workshop targeting job seekers ages 50+ has been created and is a six-week course The workshop kickoff date is scheduled for June 14th, 2018 a The creation of a Spanish workshop is underway, with the curriculum being created by a program participant in an internship role and placed within ESWC ® South County Teen Job Fairs have been rejuvenated A collaborative event was coordinated by ESWC to included Boulder County and Frederick High School The event was very successful and included 24 employers with over 100 teen jobseekers Employers surveyed reported 87%very and somewhat satisfied with quality of candidates The Student Council helped check in attendees with peer interaction positive ® The Realizing Economic Advancement through Caring Homes (REACH) Child Care Recruitment Unit was created to increase available childcare providers in Weld County This allows case managers working with clients to "sell" childcare as an option towards their own self-sufficiency while increasing affordable child care options for families eligible for CCCAP 9 Subsidized Training and Employment Program (STEP) started in Weld County to provide employment opportunities in conjunction with wages for Colorado Works/TANF participants The goal of this program is to assist participants in attaining a living-wage and permanent job using the evidence-based practice of subsidized employment STEP is funded through the Temporary Assistance for Needy Families (TANF) program ® Two Workforce Development Board members were honored at the BizWest Women of Distinction event held in April 2018 Members Lisa Taylor and Commissioner Julie Cozad were nominated by their peers for the award for their achievements and commitment to the community and exemplary personal and professional success ® Reintroduction of the Pillars for Successful Independence (PSI) program to increase services for youth as they prepare to transfer out of foster care Program includes classes for adults associated with youth Program Research ® All units and staff within Employment Services participated in an Appriciative Inquiry conducted by a consultant The results of the inquiry have been received by the Division Head and will be discussed in an upcoming meeting with Management to identify areas of focus m A Workshop Review Committee was formed of front-line staff to review the current workshop offerings and disscuss opportunities for improvement of current workshops and potential new workshops The committee submits proposals to management for approval Program Evaluation 6 • The results of the Appriciative Inquiry will be analyzed by management to assess employee engagement ; identify items of concern and which items will be set as opportunities for improvement . Results will be shared in a variety of methods as appropriate . At a minimum , results will be shared with the Workforce Development Board for their input, guidance and approval . Results will also be included in quarterly reports, plans and will also be shared with all staff during quarterly division meetings . Additioanlly, multiple all employee survey' s have been conducted to collect baseline data on a variety of topics to support continuous improvement initiatives . 11. Layoff Aversion Plan For PY17 planning, each local area submitted a Layoff Aversion plan . Please describe local plans for continuing to avert layoffs, accelerate re-employment and/or reduce the duration of unemployment for dislocated workers . Specify which of the following or other strategies you plan to utilize as part the ongoing layoff aversion plan . How will success be measured ? ( Note : Layoff aversion can be as simple as assisting dislocated workers in finding employment before their separation date . ) • Ongoing engagement, partnership and relationship building activities with businesses in the community in order to create an environment for successful layoff aversion efforts and to enable the provision of assistance to dislocated workers in obtaining reemployment as soon as possible . • Providing assistance to employers in managing reductions in force which may include the early identification of firms at risk of layoffs, assessment of the needs of and options for at- risk firms and the delivery of services to address those needs . • Funding feasibility studies to determine if a company ' s operations may be sustained through a buyout or other means to avoid or minimize layoffs . • Developing, funding and managing incumbent worker training programs or other worker upskilling approaches as part of a layoff aversion strategy or activity . • Connecting companies to State provided short term compensation or other programs designed to prevent layoffs or to quickly re -employ dislocated workers, employer loan programs for employee skill upgrading and other federal , state and local resources as necessary to address other business needs . • Establishing linkages with economic development activities at the federal , state and local levels including the Federal Department of Commerce programs and available State and local business retention and expansion activities . • Partnering or contracting with business focused organizations to assess risks to companies, propose strategies to address those risks, implement services, and measure the impact of services delivered . • Engaging in proactive measures to identify opportunities for potential economic transition and training needs in growing industry sections or expanding businesses . • Connecting businesses and workers to short-term on the job or customized training programs and apprenticeships before or after layoff to help facilitate rapid re- employment . 7 ESWC adopts a Layoff Aversion Plan which will minimize job loss within Weld County and reduce the duration of those impacted by unemployment . The Rapid Response team maintains collaborative partnerships with a range of organizations that help identify and avert potential layoffs . One example is the partnerships which ESWC has established with many economic development entities throughout the County . These partnerships are utilized in identifying any economic challenges which businesses are facing . ESWC employs strategies such as job matching, onsite reverse hiring events, and Workshare to affect the course of the employer' s downsizing . Additionally, ESWC, when appropriate , will consider Incumbent Worker Training as a strategy to assist employers . Weld Works Collaborative ( WWC ) continuously supports the communities as well . WWC keeps ESWC apprised of the " pulse " of what is happening at the local level . 12. Charts/ Forms ( separate attachments) a ) WORK PLAN for PY18/ FY19 funding : We anticipate the use of the WORK PLAN to replace the EA document for all local areas beginning no later than PY18 . Submit the WORK PLAN within 30 days of receiving notice of PY18/ FY19 allocation amounts . • The local negotiated Common Measures goals for PY16- 17 are to be entered in the participant charts as place keepers until PY18 performance levels have been negotiated . b ) Transfer of Funds between Adult and Dislocated Worker : Utilize the PY18 Local Area WORK PLAN ( previously known as the Expenditure Authorization ) to request transfer of funds between the Adult and Dislocated Worker formula programs, per guidelines provided in PGL WIOA- 2017-01 : Transfer of Adult/ DW Allocations c ) Attachment 5 —PY18 Budget and Service Chart : This chart is designed to provide documentation of the local area plan for use of funds available for PY18 . An optional WIOA planning tool for tracking incumbent worker training, transitional employment, and pay-for performance contract commitments is included in the second tab of the file . The instructions for completing this chart are contained within the third tab . d ) Attachment 6 — OMB Uniform Guidance Risk Assessment Form : This is a new requirement that is part of the OMB Uniform Guidance ( Super Circular ) . The nine local areas operated by county governments are required to complete this form and submit it with their PY18 Local Area Compliance Plan . The data will be used to calculate low, mid , or high level risk related to financial and operational factors and assist in determining what types of oversight, monitoring, or technical assistance actions will be taken to mitigate the risk . NOTE : Questions on the risk assessment form apply are to be answered on behalf of the county as a whole that serves as the sub-recipient to the Colorado Department of Labor and Employment . The above- mentioned documents for ( 12 . ) will be provided once PY18/ FY19 funding information is released . 8 Attachment I EMPLOYMENT SERVICES OF WELD COUNY Organizational Staff Chart Director Service Delivery Sites Tam Grant Administrative Assistant 315 N 11 Ave Bldg B Greeley, CO 80634 Heather Roberts 2950 9 St Fort Lupton, CO 80621* Employment First&MIS Consultant Division Consultant Dora Lara Ted Long Client Data Assessment and Business Services Veterans Adult Programs Youth Programs EF/TANF Programs System Unit Learning Center Manager Manager Manager DVOP Supervisor Manager Manager Bnana Woods Lora Lawrence Lora Lawrence CeCe Moreno Karma Amaya Laurie Speck Sylvia Alvarado* Kris Armstrong Amber Duchaine Tim Marquart Charlotte DeBrock VACANT Supervisor-Julie Claudia Cabral Anne Wolney Elwra Gonzalez Sharon Lindell Helen Freese Greg Cordova Atkinson Pat Curts Chad Wilson Shana Hess Leigh Lee Leslie Galindo Melanie Giddens Castro Lidia Gonzalez Anna Korthuis MaryAnn Welzbacker Holly Nelson Tracy Jacks Annette Gutierrez Efrain Cano Tammy Winter Nereyda Torres* Theresa Joseph Tracey Hillesland Judy Bush David Woolman Josefina Marquez Nancy Hunnicutt Manuel Zamora Karla Masters Patti Wolff Eric Acosta Brittiny Sanchez Irene Gonzales Nancy Sanchez Sandy Raisley** Kim Simonton** Misty Falk Jazmme Gonzalez* Tabitha Locke Megan Kelly** Rebecca Schweer** Maria Chavez* VACANT CURRENT FUNDING SOURCES Special Projects Self-Funded—Lab Special Projects State Position TAA AmenCorps Employment First Wagner-Peyser is fee based Wagner-Peyser WIOA—Adult TIGHT Corps TANF EF/TANF Special Initiatives WIOA—Dislocated Worker WIOA Youth WIOA Special Initiatives Special Initiatives *-South County Staff **-Colocation Initiative with Assistance Payments 5/2018 / Employment Services of Weld County Salary Information as of May 18th,2018(Does not include Fringe) % %of %of • Salary(less Unit/Name Funding Source* Charged WIOA to WIOA to Fringe) to WIOA Admin Program Division Head Tami Grant $89,187 92 WP/Ad/Pr/Oth 50% 70% 30% Division Consultant Ted Long ' $47,060 65 WP/Ad/Oth 25% 50% 50% ES Support Specialist Heather Roberts $52,629 01 WP/Ad/Oth 50% 100% 0% Complaint Specialist/EEO Officer Carrie Becker $69,708 56 WP/Ad 30% 100% 0% 'Fiscal Officer Lennie Bottorff $145,370 66 Oth 0% 0% 0% Client Data System Unit Briana Woods—Manager $69,708 56 WP/Pr/Oth 20% 0% 100% Dora Lara—EF/MIS Consultant $31,211 15 WP/Oth 0% 0% 0% Sylvia Alvarado—CST-CDSU $40,312 06 WP/Pr/Oth 20% 0% 100% Claudia Cabral—CST CDSU Agriculture Outreach $42,793 20 WP/Oth 25% 0% 100% Pat Curts—CDSU Workshop Facilitator $46,796 33 WP/Pr/Oth 20% 0% 100% Irene Gonzales-CST-CDSU $42,793 20 WP/Oth 20% 0% 100% Lidia Gonzalez-CST-CDSU $45,433 33 WP/Oth 0% 0% 0% Annette Gutierrez—CST-CDSU $49,646 23 WP/Oth 0% 0% 0% Tracey Hillesland—CST-CDSU $41,554 48 WP/Oth 70% 0% 100% Nancy Hunnicutt—CST-CDSU $44,113 27 WP/Oth 0% 0% 0% Patti Wolff—CST-CDSU $42,793 20 WP/Oth 0% 0% 0% Assessment and Learning Lab/Business Services Lora Lawrence-Manager $71,790 36 WP/Oth 25% 0% 100% Lab Kris Armstrong—Resource Specialist $66,689 27 WP/Oth 10% 0% 100% , Chad Wilson—Assess&Learn Center Instructor $43,233 22 WP/Oth 20% 0% 100% Anne Wolney—Assess&Learn Center Instructor $48,672 50 WP/Oth 20% 0% 100% Business Services Efrain Cono-CST $40,312 06 WP/Oth 10% 0% 100% Amber Duchaine—Business Svcs Rep $44,113 27 WP/Oth 10% 0% 100% Elvira Gonzalez—Business Svcs Rep $57,428 34 WP/Oth 10% 0% 100% Shana Hess—Business Svcs Rep $45,433 33 WP/Oth 10% 0% 100% Child Care Recruitment-REACH Ana Korthuis-Child Care Recruiter Supervisor $63,511 27 Oth — 0% 0% 0% Judy Bush-Child Care Tech $47,230 40 Oth 0% 0% 0% Veterans Sharon Lindell-State Employee-DVOP N/A Oth 0% 0% 0% Tim Marquart—State Employee-DVOP N/A Oth 0% 0% 0% Special Programs Adult Cecilia Garcia-Moreno-Adult Programs Supervisor $61,669 82 Ad/Pr/Oth 100% 25% 75% Charlotte Debrock—Adult Programs Case Manager $53,162 64 Pr 100% 0% 100% Helen Freese—Adult Programs Case Manager $47,230 40 Pr 100% 0% 100% Leigh Lee—Adult Programs Case Manager $47,230 40 Pr 100% 0% 100% Mary Ann Welzbacker—Adult Programs Case Manager $51,614 22 Pr 100% 0% 100% Tammy Winter—Adult Programs Case Manager $48,672 50 Pr 100% 0% 100% Special Programs Youth Karina Amaya-Manager $69,708 56 Pr/Oth 100% 0% 100% Eric Acosta—Youth Programs Crew Leader $43,242 37 Oth 0% 0% 0% Holly Bernhardt—WCYCC Coordinator $59,273 74 Oth 0% 0% 0% Greg Cordova—Youth Programs Case Manager $50,110 90 Pr/Oth 90% 0% 100% Jasmine Dominguez-Summer Youth Programs Crew Leader $14,414 12 Oth 0% 0% 0% Leslie Galindo—Youth Programs Case Manager $47,230 40 Pr/Oth 90% 0% 100% Nereyda Torres—Youth Programs Case Manager $48,672 50 Pr/Oth 90% 0% 100% Dave Woolman—Youth Programs Crew Leader $48,672 50 Oth 0% 0% 0% Manuel Zamora-Youth Programs Crew Leader $44,512 62 Oth 0% 0% 0% Employment First/TANF Programs Laurie Speck—Manager $69,708 56 Oth 0% 0% 0% Julie Atkinson—Adult Programs Case Manager $59,872 75 Oth 0% 0% 0% Maria Chavez-Adult Programs Case Manager $44,512 62 Oth 0% 0% 0% Misty Falk-Adult Programs Case Manager $43,233 22 Oth 0% 0% 0% Melanie Giddens-Castro—CDSU Case Manager $45,873 36 Oth 0% 0% 0% Jazmine Gonzalez-Adult Programs Case Manager $43,233 22 Oth 0% 0% 0% Tracy Jacks—Adult Programs Case Manager $47,230 40 Oth 0% 0% 0% Theresa Joseph—CDSU Case Manager $54,757 52 Oth 0% 0% 0% Josefina Marquez—Adult Programs Case Manager $50,110 90 Oth 0% 0% 0% Karla Masters—CST-TANF/EF $44,512 62 Oth 0% 0% 0% Brittiny Sanchez—Adult Programs Case Manager $48,672 50 Oth 0% 0% 0% Nancy Sanchez—CDSU Case Manager $51,614 22 Oth 0% 0% 0% J Note—WP=Wagner Peyser Ad=WIOA Admin Pr=W1OA Program Oth=Other funding sources such as Employment First TANF AmenCorps TIGHT Youth Corps CSBG MSFW etc r WELD COUNTY DIVISION OF HUMAN SERVICES COST ALLOCATION PROCESS , BY LEONARD BOTTORFF FISCAL AND BUDGETING MANAGER REVISED December 2016 r,��! 12-117 CERTIFICATION OF COST ALLOCATION PLAN This is to ceitify that I have reviewed the cost allocation plan submitted herewith and to the best of my knowledge and belief I All the costs covered b} this proposal revised December 2016,to establish the cost allocation method for calendar year 2017 forward, are allowable and in accordance with the requirements of OMB Title 2 Catalogue of Federal Regulations Part 200 - Uniform Administrative Requirements Cost Pimciples, and Audit Requirements for Federal Awards 2 All costs coveted by this proposal are properly allocable to the Federal awaids on the basis of a beneficial or causal relationship between the expenses incurred and the awaids to which they are allocated in accordance with the applicable requirements Further similar types of costs have been accounted for consistently I declare that the foregoing is true and collect State of Colorado County of Weld County Division of Human Services . ietiVoLuk....). dy Gnego i hector, WCDHS 2 WELD COUNTY DIVISION OF HUMAN SERVICES COST ALLOCATION PLAN PURPOSE The purpose of this cost allocation plan is to outline in writing, the methods and procedures that Weld County Division of Human Services will use to allocate costs to its various programs, contracts and grants BACKGROUND Weld County Department of Human Services includes various federal state and county funded grants and contracts Fhe Divisions within Human Seivices Include Child Suppoit, Child Welfaic Assistance Payments Employment Services Aica Agency on Agency on Aging, Business and Fiscal Services and Common Suppoit The three areas affected by the cost allocation plan are Employment Send ices Aiea Agency on Aging and Business and Fiscal Services Employment Services include the following grants and contracts Workfoice Investment Act Giant programs, Wagner/Peyser programs, Summei Job Hunt Employment First Food Stamp/lob Search Program, Workfare, TANF and TANF Hire Colorado TIGHT, Ameucorp, PSI var rous Department of Local Affairs contracts and the Educational Computer Lab Area Agency on Aging incorporates Older American Act funds into several senior programs It also relies on USDA funds for senior nutrition programs, Community Seivice Block Giant Funds for coordinating the senior volunteer program Single Entry Point Funds. and Pr rvate Contracts for senior case management Other Human Service programs and funding include Community Ser'rce Block Giant and the Commodity Supplemental Food Program Annual budgets for all DHS grants and funds are incorporated in the Weld County Calendar Year Budget Book These grants require that DHS complies with OMB Title 2 Catalogue of Federal Regulations Part 200-Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards This Cost Allocation Plan is based on the definitions and requirements spelled out in OMB Title 2 Catalogue of Federal Regulations Part 200- Unmform Administrative Requirements Cost Principles, and Audit Requirements for f ederalAwards GENERAL APPROACH I he general approach of DHS rn allocating costs to particular programs grantsand contract is as follows A} All costs identifiable with a specific piogram grants or contracts are charged directly to the benefiting program This includes salaries and 4 benefits beginning with the Decembei 16 of prim yeas payroll charged through the PeopleSolt payroll time and labor disttibution module B) Unassigned direct costs aie assigned to cost pools and a►e allocated monthly based on PeopleSoft time and effort distribution percentages km example,the percentages taken against the Employment Services cost pool relate only to the collective distribution of time from Employment Services staff and are allocated only to the programs served by the Employment Services staff ALLOCATION METHODOLOGY DI-IS uses five cost pools I}Emplov ment Services Cost Pool I his pool is used to accumulate travel opeiatmg, supply, contract, utility and building repair/maintenance costs which cannot be directly allocated to a grant or contract 2) Area AQencv on AQrng Cost Pool This pool is used to accumulate travel operating supply,contract utility and building repair/maintenance costs which cannot he directly allocated to agiant or contract 3) Administrative Cost Pool This pool includes all navel, operating and supply costs associated with administer mg all DHS programs which cannot be directly allocated to agrant or contract 4) WIOA Administrative Cost Pool This pool includes all wages, benefits travel,operating and supply costs associated with administering all WIOA DHS programs which cannot be duectl) allocated to a grant or contract 5) Client Payroll Pool This pool is used to accumulate all the client payroll expense, salaryand fringe benefits from all Employment Sery ices programs EMPLOYMEN I' SERVICES COSI POOL Using the PeopleSoft time and effort distribution percentages the time worked per program is entered into a spreadsheet and applied to this pool of costs for monthly allocations to giants served 5 AREA AGENCY ON AGING SERVICES COS F POOL Using the PeopleSoft time and effort distribution percentages the time worked per program is entered into a spreadsheet/and applied to this pool of costs formonthly allocations to grants served WIOA ADMINISTRATIVE COSTPOOL Using the General Ledger, the expenses charged to the W[OA programs aredetermined and the payroll is distributed based on the percentages of giant expenses Then the pooled expenses are allocated using PeopleSoft time and effort distribution percentages The time worked pei program is entered into a spreadsheet and costs are allocated to grants served ADMINISTRATIVE COST POOL Using the PeopleSoft time and effort distribution percentages the time worked per program is entered into a spreadsheet and applied to this pool of costs foi monthly allocations to grants served CLIENT PAYROLL POOL A bimonthly payroll log is sent from County Payroll The Business and Fiscal Services technician identifies through work experience time sheets what program each client is associated with on the payroll log A manual jou►nal entry is done monthly to move the salary and fiinge benefits from the pool to the fund/giant that the client is directly associated with GENERAL LEDGERACCOUNTING Weld County uses a uniform classification of accounts for all genial ledger departments Each giant or pi ogram is its own general ledger department(fund and organization combination) All direct costs arc charged duectly to the particular department served All allocated costs are entered into the ledger by jouinal entry horn the pools to the grant departments Each allocated line item is coded so it can be identified as to cost pool source Each expense whether direct or allocated is also coded with a program codeto charge it against the cost category defined by the grant REPORTING Most giant progiams are on a monthly i eporting Each general ledgei department is printed foi the time period to report fhe department carries the calendar year-to-date totals for each cost category of expenses Monthly reports are derived from the difference between current year-to-date and pievious yeas-to-date totals I he balance for thecost 6 category is transferred to the i eport for the current period The ledger report is the documentation of costs and backup to reported e'pendituies ADMINISTRATIVE LIMI 1 Al IONS- Administiative limitations are defined by 20 CFR667 210-220 for One-stop Grants See attachment from TAG 7 RESOLUTION RE ELECTION OF CHAIR OF THE BOARD FOR 2018 WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS,pursuant to Section 3-5(1)of the Weld County Home Rule Charter,the Board of County Commissioners shall elect, at its first meeting in January of each year, a Chair of the Board, and WHEREAS, on January 3, 2018, the Board held its annual organizational meeting, and WHEREAS, on motion duly made and seconded, Commissioner Steve Moreno was unanimously elected as Chair of the Board for the year 2018 NOW,THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado,that Commissioner Steve Moreno be, and hereby is, elected to serve as Chair of the Board of County Commissioners of Weld County, Colorado, for the year 2018 BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized and directed to sign all legal documents on behalf of the Weld County Commissioners and for the County of Weld, also any document wherein the statutes require only the signature of the Chair of the Board, attested to by the Clerk to the Board The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 3rd day of January,A D , 2018, nunc pro tunc January 1, 2018 BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST C/itA4A) 'oc S ve Moreno, Ch it Weld County Clerk to the Board arbara Kirkmeye , Pro-Tem BY AP„ (2, pi may p y Jerk to the Board IS Lam can P .onway .. ' C, 1 APPROV AS TO_FOAMAC +' �.`.isdi; "� �:- ��s e A Cozad ounty Attorney ® � c�� •- (l Nr' Mike Freeman ��- Date of signature i f'i/ I% 2018-0045 c-c a1I De,pc,,rtmenfs BC0051 of/o51 eOtg RESOLUTION RE ELECTION OF CHAIR PRO-TEM OF THE BOARD FOR 2018 WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS,pursuant to Section 3-5(1)of the Weld County Home Rule Charter,the Board of County Commissioners shall elect, at its first meeting in January of each year,a Chair Pro-Tern of the Board, and WHEREAS, on January 3, 2018, the Board held its annual organizational meeting, and WHEREAS, on motion duly made and seconded, Commissioner Barbara Kirkmeyer was unanimously elected as Chair Pro-Tern of the Board for the year 2018 NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that Commissioner Barbara Kirkmeyer be, and hereby is, elected to serve as Chair Pro-Tern of the Board of County Commissioners of Weld County, Colorado, for the year 2018 BE IT FURTHER RESOLVED by the Board that the Chair Pro-Tem be, and hereby is, authorized and directed to sign, in the absence of the Chair, all legal documents on behalf of the Weld County Commissioners and for the County of Weld, also any document wherein the statutes require only the signature of the Chair of the Board, attested to by the Clerk to the Board The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 3rd day of January, A D , 2018, nunc pro tunc January 1, 2018 BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST dacagivV ovi j-ts.,--e-, Steve Moreno, Chair Weld County Clerk to the Board arbara Kirkme Pro-Tern BY ,,(;d2oe.., he Board Clerk to the Board ��"'"� c • S laa Sean P Conway •+ ':. �`• APPRO AS TO j` .r " *!� G • 1361 'l O -A Cozad / ounty • torney �:. ti7-.,,s _III Mike Freeman Date of signature +i'-/to 2018-0046 C-c- Q.i i fOepc r-trn *-rf 5 BC0051 O1/DS/ a•Otg 1861 - OFFICE OF FINANCE &ADMINISTRATION II PHONE (970) 356-4000, EXT 4218 m _ FAX (970) 352-0242 1150 O STREET ‘7& PO BOX 758 C U� T Y��---() GREELEY, COLORADO 80632 May 15, 2018 Jerelyn Marinelli Program and Grant Administration Coordinator Workforce Development Programs 633 17th Street, 7th Floor Denver, CO 80202-3627 Dear Ms Marinelli, This is to confirm that Weld County has room within our TABOR revenue limit to accept the funding from your program for PY 19 (7/1/18-6/30/19) In our 2017 audit just completed Weld County had a TABOR revenue limitation margin of$84,016,301 In other words, we could have had over$84 million in additional revenue and still be under the TABOR limit The attached worksheet shows the actual TABOR limit amounts for 2014-2018 with the 2018 amount being an estimate Based upon the estimate determined per the 2018 approved budget Weld County will have a TABOR revenue limit margin of over$91 07 million Thus, we can very comfortably accept the additional funds from your program The reason that Weld County's TABOR revenue margin is so large due to all the new oil and gas assessed valuation, which counts as growth under the state's TABOR formula We anticipate the 2019 TABOR margin will be even larger If you have questions please do not hesitate to contact me at 970-400-4218 Sincerely, /194442/1/11/d/404i Donald D Warden Director of Finance and Administration TABOR 2018 Workforce Development Program Letter 2014-2018 TABOR REVENUE LIMITATION ESTIMATE 2014 2015 2016 2017 2018 TABOR CPI AND GROWTH : CPI 0.02771% 0.02777% 0.01176% 0.02772% 0.03386% Growth 0.08612% 0. 12170% 0. 14937% 0.07936% 0.08017% Total TABOR Increase 0. 11383% 0.14947% 0.16113% 0.10708% 0.11403% MAXIMUM REVENUE LIMIT: Prior Year Total TABOR Base Without Credit 196839473 233460871 274368161 271533677 279679687 Prior Year TABOR Credit 36714468 55954207 71280547 56042044 57545305 Sub-Total 233553941 289415078 345648708 327575721 337224992 Total TABOR Increase Factor 1. 11383 1. 14947 1. 16113 1. 10708 1. 11403 Sub-Total 260139386 332673950 401343084 362652529 375678758 Plus: Abatement/Refund Prior Year 61363 897536 3425356 1043459 398912 Plus: SB 118 Tax Incentive Credits 0 0 0 0 0 Maximum TABOR Revenue Limit 260200749 333571486 404768440 363695988 376077670 COMPARISON TO PRIOR YEAR: TABOR Revenue Limit 260200749 333571486 404768440 363695988 376077670 Revenue Collected Without Credit 233460781 274368161 271533677 279679687 285000000 MARGIN WITHIN LIMIT 26739968 59203325 133234763 84016301 91077670 Program Year 2018 Language Assistance Plan Employment Services of Weld County July 1 , 2018 - June 30, 2020 This Employment Services of Weld County ' s PY 18 Language Assistance Plan uses data from the 2012-2016 American Community Survey 5 -Year Estimates . The LAP provides a baseline of data to be updated biannually . The next update for this LAP shall be completed by June 1 , 2020. SUMMARY/UPDATE : 1 . What significant changes in language populations served and/or language assistance services provided have occurred since the last submittal of your LAP? • Employment Services has not experienced significant changes in language populations served, or in the services provided to ELL customers since our 2017 Language Assistance Plan ( LAP). 2 . What enhancements/changes in your language assistance services are planned for the coming Program Year? • Weld County departments and offices continue to utilize Language Line Solutions which provides on-demand over-the-phone interpretation with more than 240 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. ASSESSMENT : Identify populations in the workforce region that are in need of language assistance services to access Federal programs. A . Data Collection Date Data was gathered: May 7, 2018 Date Source : United States Census Bureau American Fact Finder 2012-2016 ACS 5-Year Estimates Total Region Population : 2015 Population 5 years and over 278,065 Language % of Regional Population 2015 % of Regional Population 2016 % Change since last LAP Distribution English 81 .5% 78.9% -2.6% Spanish 16.3% 13 . 1 % -3.2 % Other Indo- 1 .0% 3 .6% 2.6% European Asian and 0.9% 3 .4% 2.5% Pacific Island Other 0.3% 1 % .7% Date Source: Connecting Colorado-Registrants Date Data was gathered : 5/7/2018 Language % of Customers Served % of Customers Served % Change since last LAP Distribution 07/01 /2015-06/30/2016 07/01 /2016-06/30/2017 English 95 .08% or 12,775 individuals (6.713 did 92.64% or 10,706 individuals (5,402 -2.44% not declare limited lang.) did not declare limited lang.) Spanish 3 .78% or 507 individuals ( Race: White 5 .78% or 669 individuals (Race: 2% and Hispanic only declared White and Hispanic only declared Amharic 0% 0% N/A Arabic 0% _ 0% N/A French 0% 0% N/A Somali 0.62% or 82 individuals ( Race: Black 0.8% or 93 individuals (Race: Black . 18% w/limited lang.) w/limited lang.) Burmese 0. 12% or 16 individuals ( Race: Asian 0. 18% or 21 individuals ( Race: Asian .06% w/limited lang.) w/limited lang.) _ 0.07% or 9 individuals ( Race: Native 0.57% or 67 individuals ( Race: .5% Other American, Hawaiian/Pacific Islander; Native American, Hawaiian/Pacific language was undeclared) Islander; language was undeclared) Page 1 of 7 *Connecting Colorado does not gather languages for limited language job seekers registering in Weld County. The limited language field was removed from Connecting Colorado and job seekers who register on-line are no longer able to indicate if they have a language barrier. Limited language learner data is collected when job seekers register through staff assisted registration services. As a result of the lack of statistical data, race and ethnic group designation was used to compile date needed for this LAP. B . Assessment Report Given the data collected and based on the four factors listed below, identify the language groups that warrant language assistance services. • Spanish, Somali and Burmese ( Karani, Karin and Chin languages) limited English-speakers 1 . Number or proportion of ELLs in the eligible service population : 21 . 1 % of the population in the region speak a language other than English 2 . Frequency that ELLs come in contact with workforce region services - Daily 3 . Importance of the service provided by the workforce region - High 4 . Resources available to the agency to provide access to workforce development programs — See II. I. LANGUAGE ASSISTANCE SERVICES : Describe the local policies, procedures and resources that are currently in place to provide Language Assistance Services to workforce center customers . Currently in Place : Services/Resources Currently in Use : Translated Documents in which Languages Spanish speaking customers : Spanish language materials : • Bilingual-Spanish staff, on site and through telephone • Intake forms system — 28.81 % of the staff is bilingual-Spanish • EEO Laws • Disability Navigators • Complaint procedures • Signage within the workforce center • Rapid Response Program forms • Comprehensive ESL programs • Referral to existing Spanish written resource materials • Spanish Test of Adult Basic Education (TABE) • Various Colorado Department of Labor fliers/posters • Several Prove- It Tests in Spanish, Dutch, French, • EF/TANF forms German, Italian and Portuguese • Various Program Brochures • Migrant and Seasonal Bilingual Outreach Specialist • Various program applications • Language Line Solutions providing over-the-phone • Various client correspondence notification letters interpretation of over 240 languages 24/7, 365 days a year • Various Program Flyers Somali and Burmese ( Karani , Karin and Chin languages) Somali and Burmese ( Karani , Karin and Chin languages) Aides: speaking customers: • Oral translators • Purchase of translator services, local vendors New Resources/Services/Translated Documents Planned Planned Date of Implementation Radio Advertising October 1 , 2018 Job Fair materials October 1 , 2018 Brochures providing information on WIOA programs October 1 , 2018 Describe how the workforce region responds to communication needs of customers at the first point of contact: In Person • Bilingual - Spanish translation services are provided at : - Primary Workforce Center location (Greeley CO) -South Weld County location ( Ft. Lupton, CO) -Agriculture outreach - Immigrant and Refugee Center of Northern Colorado - Lutheran Family Services — Colorado Works participants (Greeley, CO) • Language line access for language translation other than Spanish • Language ID Posters In Writing/email • Signage throughout the workforce center • Variety of forms Page 2 of 7 By telephone • 17 Bilingual staff - Spanish II. STAFF TRAINING Staff Training Completed When Who attended • Staff are trained and resources are available to assist • At time of hire • All staff who provide direct ELL customers. services to clients • All staff is required to review and familiarize • On-going • All staff who provide direct themselves with the Language Assistance Guide services to clients • Staff is required to review other tools available at • On-going • All staff who provide direct www.e-colorado.org through the team rooms. services to clients • The LAP Plan is made available to all staff as a resource and to garner their comment and input. On-going • All staff who provide direct •• Migrant and Seasonal Outreach Specialist Training services to clients on services rules and regulations for this population • On-going • All staff who provide direct services to clients Results of the "Customer Service Training Across Cultures" completed during PY2010 The Colorado Workforce Speaks sponsored "Customer Service Across Cultures" training. It was attended by 20 staff at five sessions given on May 26, 27 and 28, 2010 as well as on June 2 and 3, 2010. Historically, Employment Services staff has consistently implemented the LAP tools and information available when providing services to ELLs. Individuals who attended the training came away with a better awareness regarding the cultural norms of some of our clientele and how those cultural issues impact how customers request/demand services. On average, staff rated their success in implementing their Personal Action Plans as 'very good '. Staff responded favorably to the information regarding how knowledge on cultural backgrounds can be of assistance when working with ELLs and most indicate it assisted them in developing more effective methods when providing services to ELL customers. Staff Training Planned When Who will attend • Utilize tools and other tools made available • On-going • All staff who provide through www.-e-colorado.org direct services to clients • Continued use of Language Assistance Guide • On-going • All staff who provide direct services to clients • Provide input into the development of bi-annual • On-going • All staff who provide LAP direct services to clients VI . OUTREACH How are you notifying potential Ell customers that free interpretation services are available? Outreach to ELLs is provided through the following means : • At time of service • Outreach tools are made available in the community as stated previously. Outreach documents are translated into Spanish and the Wagner Peyser Migrant Outreach staff utilize such documents and language services to encourage Migrants to utilize the Workforce Center in person. Employment Services also collaborates with various community service agencies such as The Grove Neighborhood Network, Lutheran Family Services, Immigrant and Refugee Center of Northern Colorado which offer various educational and employment service needs Outreach Completed Date To what language groups did you extend information? • Spanish - Primary On-going • Somali On-going • Burmese On-going What information was provided and through what media? Employment Services of Weld County ( ESWC) utilizes the following to distribute to its Spanish-speaking clients, information on the services it provides, as well as announcements of upcoming events : • Fliers, posters and other written materials On-going Page 3 of 7 What collaborative partnerships and/or community resources are used to serve ELL customers effectively? The partnerships used to serve English Language Learners(ELL)include • Aims Community College On-going • Immigrant and Refugee Center of Northern Colorado(formally Right to Read and Global Refuge On-going Center) On-going • SER-Jobs for Progress On-going • Vocational Rehabilitation Services On-going • The Grove Neighborhood Network On-going • Lutheran Family Services On-going • Rocky Mountain SER On-going • Community Resources and Housing Development Corporation On-going • Job Corp On-going • Division of Unemployment Insurance On-going Planned Outreach Date Planned What outreach activities are planned and to which language groups`, Outreach to Spanish,Somali and Burmese(Karam,Karin and Chin languages)ELL customers will continue to occur through the following means On-going • Distribution of language appropriate translated materials • Continued collaboration with various community service agencies such as those listed above What information will be provided and through what media9 • Information will continue to be provided through language appropriate translated materials On-going What strategies will you implement to follow-up on outreach activities9 Communication with partners On-going V MONITORING/EVALUATION Monitoring the LAP Date Monitored What did you do to monitor your LAP during the past Program Year9 • Utilized unit staff meetings to maintain staff awareness,provide and review updated ELL information Continuous and materials and receive staff feedback on ELL services to limited English-speaking customers What was the outcome of your monitoring? Continuous • While occasionally faced with very small increases in one or another limited English-speaking groups the Spanish-speaking group remains Weld County's primary limited-English speaking population What is the awareness level of your staff about your LAP and the language assistance resources that are available to them9 • Staff are made aware of our LAP through initial orientations and monthly staff meetings where they are provided with ELL materials,resources and information as they are received from by the state or On-going through state sources(e-Colorado) Additionally,staff receive a copy of our full program year plan each year for review Monitoring Checklist—Rate your Staff's awareness of the following Include dates for when these events occurred Staff used resources(desk aide,team room,flyers,etc)and how did you verify this9 Part of overall staff training Check for staff usage of I-speak cards and desk aide Located in various areas of facility Special staff meetings to review service delivery Monthly staff meetings Usage of CWS team room Staff meetings Discussed language assistance services at staff meeting Monthly staff meetings provide opportunities to discuss any issues or concerns New employees were provided with an orientation on assisting ELL customers Included in New Hire Orientation Page 4 of 7 Evaluation of the LAP Describe the criteria upon which you evaluated the effectiveness of your LAP • Staff awareness and Diversity Employment Evaluations Identify the strengths and weaknesses of your LAP and the level of language assistance services provided to your ELL customers • Strengths include a solid plan and continued partnerships • A weakness is loss of Spanish radio advertising • Right to Read and Global Refugee center merged resulted in not completing the translation of signage for Somali and Burmese clientele as projected What will you do to address those weaknesses and improve the delivery of language assistance services to your ELL customers • Managers and Staff will review current LAP activities at Unit meetings on an on-going basis to discuss and modify,if appropriate,services to ELL customers This space left intentionally blank Page 5 of 7 VI. STAFF DIRECTORY Updated Staff Directory: Attach the updated directory to this LAP prior to submittal EMPLOYMENT SERVICES STAFF DIRECTORY (970) 353-3800 ACOSTA, ERIC TBD GONZALES, IRENE 6720 MARQUART, TIM 6769 eacostaweldgov.com Youth Programs _ gonzalig@weldgov. com Client Data tmarquartgweldgov.com Veteran Services ALVARADO, SYLVIA 5890 GONZALEZ, ELVIRA 6714 MARQUEZ, JOSEFINA 6780 salvarado@weldgov.com Client Data egonzalez@weldgov.com Business Services marquejx@weldgov.com EF/TANF Programs AMAYA, KARINA - 6763 GONZALEZ, LIDIA 6740 MASTERS, KARLA 6788 MANAGER Youth Programs gonzalol@weldgov.com Client Data masterkj@weldgov.com EF/TANF kamaya@weldgov.corn Programs ARMSTRONG, KRIS 6736 GONZALEZ, JAZMINE 5892 RAISLEY, SANDRA 6711 karmstrong@weldgov.com A & L Lab jdgonzalezgweldgov.com EF/TANF Programs raislese@weldgov.com EF/TANF Programs ATKINSON, JULIE 6781 GRANT, TAMI - DIVISION 6754 ROBERTS, HEATHER 6752 jatkinson@weldgov.com EF/TANF HEAD Administration hroberts@weldgov.com Administration Programs r tgrant2weldgov. corn BERNHARDT, HOLLY 6757 Gill I : RREZ, ANNETTE 6743 SANCHEZ, BRITTINY 6779 hnelson@weldgov.com Youth Programs agutierrez@weldgov.com Client Data bsanchezgweldgov.com EF/TANF Programs BUSH, JUDY 6315 HESS, SHANA 6716 SANCHEZ, NANCY 6745 bushxxjx@weldgov.com Child Care shess@weldgov.com Business Services nsanchez@weldgov.com EF/TANF Recruitment Programs CABRAL, CLAUDIA 6767 HILLESLAND, TRACEY 6741 SCHWEER, REBECCA 6376 cabralce@weldgov.com ; Client Data hillestl@weldgov.com Client Data schweerx@weldgov.com EF/TANF Programs CANO, EFRAIN 6742 HUNNICUTT, NANCY 6750 SIMONTON, KIM 6390 ecano@weldgov.com Business nhunnicutt@weldgov.com Client Data simontkp@weldgov.com EF/TANF Services Programs CHAVEZ, MARIA 5893 JACKS, TRACY 6778 SPECK, LAURIE — 6726 mchavezgweldgov.com EF/TANF tiacks@weldgov.com EF/TANF MANAGER EF/TANF Programs Programs lspeck@weldgov.com Programs CORDOVA, GREG 6762 JOSEPH, THERESA 6746 TORRES, NEREYDA 6739 gcordova@weldgov.com Youth Programs josephmt@weldgov.com EF/TANF ntorres@weldgov.com Youth Programs Programs Page 6 of 7 EMPLOYMENT SERVICES STAFF DIRECTORY CONTINUED (970) 353-3800 CURTS, PAT 6759 KELLY, MEGAN 6381 WELZBACKER, MARYANN 6783 pcurts@weldgov.com Client Data mlkellygweldgov.com EF/TANF mwelzbacker@weldgov.com Adult Programs Programs DEBROCK, CHARLOTTE 6766 KELLY, MEGAN 6381 WILSON, CHAD 6735 debrocca@weldgov.com Adult Programs mlkelly@weldgov.com EF/TANF cgwilson@weldgov.com A & L Lab Programs DOMINGUEZ, JAZMINE TBD KORTHUIS, ANNA 6377 WILSON, CHAD 6735 jdominguez@weldgov.com Youth Programs korthuam@weldgov.com Child Care cgwilson@weldgov.com A & L Lab Recruitment DUCHAINE, AMBER 6717 LARA, DORA Contract Emp.6377 WINTER, TAMMY 6776 aduchaine@weldgov.com Business dlara@weldgov.com Child Care twinter@weldgov.com Adult Programs Services Recruitment FALK, MISTY 6712 LAWRENCE, LORA - 6713 WOLFF, PATTI 6748 mfalk@weldgov.com EF/TANF MANAGER Business Services pwolff@weldgov.com Client Data Programs llawrence@weldgov.com & Lab FREESE, HELEN 6772 LEE, LEIGH 6773 WOLNEY, ANNE 6734 freesehm@weldgov.com Adult Programs lleigh@weldgov.com Adult Programs awolney@weldgov.com A & L Lab GALINDO, LESLIE 6764 LINDELL, SHARON (303 ) 547-8347 WOODS, BRIANA — MANAGER 6744 1galindo ZIweldgov.com I Youth Programs sharon.lindell@state.co.us Veteran Services bwoods@weldgov.com Client Data GARCIA-MORENO, CECILIA 6756 LONG, TED 6775 WOOLMAN, DAVE 6758 cgarcia-moreno@weldgov. com Adult Programs tlong@weldgov.com Contract Emp. dwoolman@weldgov.com Youth Programs GIDDENS-CASTRO, 6747 LOCKE, TABITHA 6768 ZAMORA, MANUEL 301 - 1454 MELANIE EF/TANF lockextr@weldgov.com EF/TANF mzamora@weldgov.com Youth Programs giddenmd@weldgov.com _ Programs Programs _ ZAMORA, MANUEL 301 - 1454 mzamora@weldgov.com Youth Programs *Updated 5/2018 Page 7ot7 WORK PLAN NFA #WE18-101(WIOA): Local Area: WELD COUNTY Weld.County. Ideal Area • WIO'A WORKPLAN. This WORK PLAN is agreed to b the partys' si nature below: • F he local _ X ,e4CfM7ja - ' Chair, BOCC or Designee LANDS Chaff Co-Chair or Designee Date : Da • a e • 1 For Workforce Development Programs - 0' orkfor a re it— x ( Date: .12 Operations Manager or Designee Date: I . WORK PLAN SUMMARY A. THIS WORK PLAN IS FOR (INSERT NFA TABLE BELOW): Does this WORK PLAN include a request for Transfer of Funds. DYES ®N0 If YES, complete Section V. CNEW ALLOCATION _ 0 ADDITIONAL ALLOCATION I 0 OTHER I l Local Area: WELD ENTTTY p _ 5230 AGR 105079 I I NOTE: COPY TABLE INTO YOUR WORKPLAN NEM FND Program %glad of Code 1 Amount ,U, CFDA# FAIN x I WE18-101(AD) PY18 WIOAADULT 7/1/18- ~ 4A68(ADM) $81,459.00 Y 17.258 AA-32200.18-55-A-8~ _ 6/30/20 4ASR(PRG) WE18-1O1(DW) PYIB W1OA DIS.WIC 7/1/18- 4068(ADM) $71,719.00 Y 17278 AA-32200-18-55-A-8 6/30/20 4088(PRG) ti WE18-I014YTN) PY18 WIOA YOUTH 7/1/18- 4Y68(ADM) '616;898.00 Y 17.259 AA-32200- 18.55-A-8 6/30/20 4Y78(OS) 4Y88(IS) WE1S-1O1(WP) PY18 WAG-PEY EMP. 7/1/18- 2058 '428 906 O0 Y 17.207 ES-31837-18-55-A•8 SERV. 6/31)/20 WEJ 8-201 (ESF) PY18 STATE EMP. 7/1118- 1W29 $3.59,116.00 Y NA NA FYI SUPPT. 6/30/19 • B. THIS WORK PLAN MODIFICATION IS FOR : • • • ❑CHANGE TO WORK PLAN COMPONENTS OR PROJECT PLAN • ❑CHANGE TO BUDGET ❑CHANGE TO PERFORMANCE OUTCOMES ❑TRANSFER BETWEEN AD & DW (IF CHECKED, COMPLETE SECTION v) ❑OTHER (complete all changes in review/track changes/strikethrough mode and highlight new information) II. PROGRAM CONTACTS LOCAL AREA COORDINATOR _ WDP PROGRAM COORDINATOR • WDP LIAISON • Narne :CeCe Moreno Narne:Andrew Galloway • Name:Andrew Galloway WORK PLAN slat WORK PLAN NFA #WE18-101 (WIOA): Local Area: WELD COUNTY Phone or Email : 97C -400-6756 Phone or Email : 720-990- 7526 Phone or Email : 720-990-7526 Name : CeCe Moreno Name : Andrew Galloway Name :Andrew Galloway Phone or Email : 97C -400-6756 Phone or Email : 720- 990- 7526 Phone or Email : 720-990-7526 Name : Karina Amaya Name : Andrew Galloway Name :Andrew Galloway Phone or Email : 970 -400- 6763 Phone or Email : 720- 990- 7526 Phone or Email : 720-990- 7526 Name : Briana Woocs Name : Andrew Galloway Name :Andrew Galloway Phone or Email : 970-400-6744 Phone or Email : 720-990-7526 Phone or Email : 720-990- 7526 Name :Tami Grant Name : Andrew Galloway Name :Andrew Galloway Phone or Email : 970-400-6754 Phone or Email : 720- 990- 7526 Phone or Email : 720-990- 7526 III . FUNDING PROVISIONS (CHECK ONE) ►�� No changes to previous provisions . ■ Funding provisions included or embedded below : N/A IV. WORK PLAN A. WORK PLAN TYPE (SELECT ONE) XAnnual Compliance Plan is the WORK PLAN and incorporated by reference . Project Plan/Grant proposal is attached as the WORK PLAN . WORK PLAN follows in Section IV, B & C below . WORK PLAN modVication follows in Section IV, B&C below and/or Section VI . B . WORK PLAN COMPONENTS (CHECK ALL THAT APPLY) 1 . ■ Planning 7 . ■ Business Services 2 . ■ Outreach 8 . ■ Sector Strategies 3 . ■ Partnerships 9 . ■ Career Pathways 4. ■ Program Integration 10. ■ Evaluation 5 . ■ Service Delivery 11 . ►:i Other : 2016-2020 Regional Plan 6. ■ Work Based Learning C . WORK PLAN COMPONENT NARRATIVE DATE RANGE : 7/ 1/2018-6/30/2020, ESF 7/ 1/ 18-6/ 30/ 19 Note: Component rows will automatically expand to fit multiple bullet points Component Program/Progect Estimated Anticipated Outcome (s) # Activities Completion -LIST AS BULLET POINTS -UST AS BULLET POINTS - Date * If ongoing, indicate "OG" 1 2 3 4 5 fr 7 WORK PLAN 11 .17 WORK PLAN NFA #WE18-101 (WIOA): Local Area: WELD COUNTY 8 9 10 11 • AD/DW/YT/WP/ ESF OG RIF Weld PY16- 19 RLP Mod Plan Submission • V. TRANSFER REQUEST (check one) Tier I ( Up To 50 % ) Tier 2 ( Between 51% And 75%) ❑ Tier 3 ( Between 76% And 100% ) A . REASON FOR REQUEST (SEE PGL WIOA 2017-01 ) N/A FOR CDLE USE ONLY: TIER 1(CHECK ALL THAT APPLY) Local Area has a documented need to transfer funds in order to respond to market conditions and use resources effectively that is basec on labor market information , Worker Readjustment and Retraining Notification ( WARN ) notices, or one-stop center data . Local Area has met the 70% expenditure requirement for funding available during the prior program year for Adults and Dislocated Workers; and Local Area is on track to meet participant measurements for the Adult and Dislocated Worker programs . TIER 2 (CHECKALL THAT APPLY) All Tier 1 items and : Local area is on trac < to meet priority of service requirements for the Adult program ; ❑ Local area is enrolling participants in Work-based Training ( On the Job Training, Apprenticeships, Internships, Work Experiences, etc . ) as part of the plan ; and ❑ Local area is conducting outreach activities to Dislocated Workers, such as participation in Rapid Response or Reemployment Services and Eligibility Assessment ( RESEA ), across all eligibility categories applicable to the local area and to those with barr ers to employment . TIER 3 (CHECK ALL THAT APPLY) All Tier 1 and 2 items ard : ❑ Local area has a documented , significant need to transfer funds; lLocal area has collaboration with Partner Agencies demonstrated by co-enrollments and leveraging of multiple funding streams and program referrals; and Local Area has met or is on track to meet its goals for discretionary grants that serve adults and dislocated workers. VI . CHARTS ( BUDGET & PERFORMANCE ) This information will reside in a Workbook, as a separate document from the Workplan, to provide annual and historical data. WORK PLAN 11. 17 Attachment #5: PY18 WIOA WELD COUNTY ANNUAL COMPLIANCE PLAN Budget and Service Chart for Local Area: Weld County WIOA Funds O G° �o G `Oe P\,v� Q. OGQ`J� �� b`' Pet` ,�o for �P OS GP Q04 �N. 'S� ��` 'S `�er � QUO �� PY 18 ,se \,o `' cfr `z 44 QQ' ��a 5 <� saw is() Q .0 O QPQ- �#0 o4. O o�Q 3 4 6 i a 9 — ADULT program funds after transfers) PY18/FY19 5467.232.00 $327.062 40 70.00% 0.00% 0.00% _ __ PY17/FY18 5239,97411 $239.97411 100.00% 0.00% 0.00% L TOTAL $707.206.11 $567.036.51 80. 18% 194 $2.922.86 0 52% SO 00 0.00% DW i program funds after transfers) PY18/FY19 $374,99100 $262.493.70 70.00% 0.00% 0.00% PY17/FY18 S95,972.42 $95.972.42 100 00% 0.00% 0.00% EDW - all years $199.577 29 5199.577.29 100.00% 0.00% 0 00% TOTAL 5670.540. 71 5558.043.41 83.22% 163 53.423.57 0 61% 50.00 0.00% YOUTH (program Funds) PY18 $557.948 00 $390,563.60 70.00% 0.00% 0.00% PY17 $170.008 94 $170,008.94 100.00% 0.00% 0.00% TOTAL $727,956.94 $560.572.54 77 01% 182 53.080 06 0 55% $0.00 0.00% COMBINED ADMIN PY18/FY19 5155.573.00 $108,901 . 10 70.00°% PY17/FY18 $51 , 152.03 $51 152.03 100.00% TOTAL $206.725.03 $16C,053. 13 77.42% g GRAND TOTAL $2,312,428.79 $1 ,845,705.59 79.82% , —,...,..,---‘.... ....--a.,:=,,,r..'-? r.. ...IL L ..........r"v""'c�.i�4° 'Fif3r`�t OPTIONAL PLANNING TOOL FOR WIOA LOCAL AREA: Weld County �, P WIOA Pq� �� 8- 4>O PY18/FY19 FUNDS P,P o ,� o�� ,de y �Pt� ONLY �,o� P�`'�e`� Q��4 .><'a 4 �-ss' <<•'Q. �� «N' �J Q�' �� vpy,�o �• O O' ti N.N.O �a• O' tea) J 1/4 ,s0 is() 4+4 $�� QPy o\s°� y�\0 :s4 4.. o\0O sit ,so oho° 11 14 15 ' :. ADULT (program funds after transfers PY18/FY19 ADULT PROGRAM $ 467.232.00 1 S 327.062 40 0.00% 0.00% 0 00% PY18/FY19 ADULT ADMIN 0.00% 0 00% 0.00% TOTAL ADULT $ 467,232.00 $ 327,062 40 S - 0.00% $ - 0.00% $ - 0.00% DW (program funds after transfers) PY 18/FY 19 DW PROGRAM $ 374.991 .00 $ 262.493.70 0.00% 0.00% 0 00% PY18/FY19 DW ADMIN 0.00% 0.00% 0.00% TOTAL DW S 374,991 .00 $ 262.493 70 $ - 0.0O% $ - 0.0O% $ - 0.00% YOUTH (program funds) PY18 YOUTH PROGRAM $ 557,948.00 $ 390. 563.60 0.00% PY18 YOUTH ADMIN 0.00% TOTAL YOUTH S 557.948 00 $ 390.563.60 _ $ - 0.00% Attachment 6 : RISK ASSESSMENT FORM Any questions that remain unanswered, including explanations and any answers that do not address the question asked will be assessed the highest risk rating for that question . Full legal name of Subrecipient : County of Weld, Colorado Name and title of person completing this form : Leonard Bottorff, Fiscal Manager, Weld County Department of Human Services Amount of funding requested on this grant application : $ 2,433 , 917 * * If Subrecipient has completed this form in the past twelve months, please submit a completed form with any updatec information . * * OPERATION CONSIDERATION The significant aspects of Sub- recipient's operations, the failure of which could impact Sub- recipient' s ability to perform and account for the grant deliverables . 1 ) Subrecipient's total annual operating budget for its current fiscal year : $43, 972 ,495 2 ) Total state, federal and private grants that Subrecipient expects to receive in its current fiscal year, including the CDLE grant applied for: a . Total number of all grants : 34 b . Total dollar amount of all grants : $ 34,914,684 3 ) Total dollar amount of all grant funding Subrecipient will receive from CDLE in its current fiscal year, including the CDLE grant applied for: Budgeted at $ 2 ,435,490 4 ) Percentage of the CDLE grant applied for that the Subrecipient is sub-awarding ? 0% 5 ) Total do lar amount of grant funds Subrecipient received in its previous fiscal year: $ 2,475A464 EXPERIENCE CONSIDERATION Sub- recipient' s experience and history with the same or similar Federal awards or grants . 6 ) How many years has Subrecipient been in existence ? 157 Years 7 ) Has Subrecipient administered programs similar to this grant ? Y . If yes, please list and explain . The Employment Services Division, within Weld County Government, has administered the Workforce Innovation and Opportunity Act jW10A) since its inception, administered the Workforce Investment Act ( WIA), from its inception until replacement with WIOA and the Job Training and Partnership Act, prior to that . 8 ) Has Subrecipient satisfactorily met any State, Federal or private grant deliverables in the past ? __ Y . If no, please explain what deliverables were not met and why Subrecipient was unable to meet them : 1 FINANCIAL CONSIDERATION Sub- recipient' s financial stability and ability to comply with the grant' s financial reporting requirements . 9) Does Subrecipient have a time and effort reporting system in place or maintain paper timecards to account for 100% of each employee's time ( both salaried and hourly employees ) broken down by time spent per funding source (or grant), with evidence of supervisory approval? _ Y If no, explain how Subrecipient intends to document each employee's time by funding source. 10) Does Subrecipient have an accounting system to track expenditure activity by funding source (or grant ), with mechanisms to track multiple activities within the grant, if necessary? Y If no, explain how Subrecipient intends keep CDLE's grant segregated from other activities of the Subrecipient . 11 ) Does Subrecipient maintain time records (timesheets or personnel activity reports ) for all employees when their effort cannot be specifically identified to a particular program or cost objective : for example, general administrative staff such as accountants ? Y . If no, does Subrecipient have an approved alternative system to account for time distribution of overhead salaries and when was it adopted ? We utilize both methodologies. Our Random Moment Sampling methodology is administered by the Colorado Department of Human Services and has been inplace for over twenty years . Likewise, our County Indirect Cost Plan has been in place for multiple years . 12 ) Does Subrecipient have a cost allocation plan that spreads all common costs, such as phone, rent, utilities, etc. among all funding sources based on a systematic metric; for example, FTE or square footage? _ Y If no, describe how Subrecipient allocates common costs. MONITORING AND AUDIT RESULT CONSIDERATION Results of Sub-recipient's previous audits or monitoring visits. 13 ) Has Subrecipient received an audit under the Single Audit Act/Uniform Administrative Requirements, 2 CFR Part 200, Subpart F (Government Auditing Standards )? Y . If yes, provide a copy ( electronic preferred ) of its most recent audit report . This has been provided to the CDLE Audit Unit, previously. 14) Has Sub-recipient received an annual financial statement audit under Generally Accepted Auditing Standards (GAAS) ? N . If yes, provide a copy (electronic preferred ) of its most recent audit report. Our independent auditor, Anderson and Whitney, follows Government Auditing Standards, as required by the Single Audit Act. 15 ) Are there any outstanding audit findings from prior audits ? N If yes, identify the following : a ) Number of Outstanding Control Deficiencies 0 Nature of Outstanding Control Deficiencies None pertaining to the Employment Services of Weld County Division . Number of Outstanding Significant Deficiencies 0 2 Nature of Outstanding Significant Control Deficiencies None pertaining to the Employment Services of Weld County Division Number of Outstanding Material Weaknesses 0 Nature of Outstanding Material Weaknesses None pertaining to the Employment Services of Weld County Division INTERNAL CONTROL CONSIDERATION Sub-recipient's ability to safeguard its assets and resources, deter and detect errors, fraud and theft, ensure accuracy and completeness of accounting data, produce reliable and timely financial and management information,and ensure adherence to its policies and plans 16) Has Subrecipient updated any of its policies and procedures within the last two years? Y If no, please indicate when policies and procedures were last updated 17) Does Sub-recipient's accounting system allow it to segregate all assets, liabilities, revenues and expenditures by funding source,and produce a balanced trial balance by funding source or grant? Y If no, explain how the Subrecipient intends to segregate this grant from its other activities 18) Does Subrecipient have an active oversight committee/board,and is it provided financial reports and information on a regular basis? Y 19) Does Subrecipient have fidelity bond insurance coverage (or any other form of insurance coverage)to protect itself from fraudulent acts of its employees,at a minimum all employees who handle cash? Y IMPACT CONSIDERATION Potential impact of Sub-recipient's non-compliance to the overall success of the program objectives 20) If any portion of this grant will be disbursed on a cost reimbursement basis, does sub-recipient have sufficient liquidity to enable it to manage its finances between the time costs are incurred and reimbursed? Y If no, explain how Subrecipient intends to cover its costs prior to receiving reimbursement 21) Has Sub-recipient had any significant changes in its key personnel (e g Controller, Executive Director,Accounting Manager, Program Manager,etc)or its time keeping or accounting systems in the last year? N If yes,explain the changes 22) Does Sub-recipient have any potential conflicts of interest in accordance with State of Colorado policy which includes any potential or actual situations where any employee's objectivity, professional judgment,professional integrity or ability to perform work related to procurements is compromised by financial, personal or familial interests (see https//www colorado gov/pacific/sites/default/files/Procurement%20Conflicts%20of%201ntere st%20Policy pdf and 2CFR§200 338)? N If yes,explain the potential conflict of interest 3 * * Sub-recipient should retain a copy of this completed form in its records for any additional funding applications within a twelve-month period . * * Please Sign and Date below : 1o / /o1i' Executi e Dire r ( or authorized delegee ) Date nature / /c Fit W Financial Dire r ignature Date 4 WKBK. PY18FY19. LOAR_R2FI NAL ADULT PROGRAM OUTCOMES CHART-CUMULATIVE 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter CATEGORY 7/1/18- 10/1/18- 01/01/19- 04/1/19- 9/30/18 12/30/18 03/31/19 06/31/19 Total Participants * (includes PY 17 110 131 175 194 4th quarter carry in) New Participants 22 43 87 106 New Participants in WBL 6 9 15 18 % New Participants in WBL 27% 21% 17% 17% New Participants in Registered 1 1 1 2 Apprenticeships ( RA) % of New WBL Participants in RAs 17% 11 % 7% 11 % Targeted Populations 18 36 73 90 % Employed at 2nd Quarter* 79.60% 79.60% 79 .60% 79.60% % Employed at 4th Quarter* 72 .60% 72 .60% 72 .60% 72 . 60% Median Earnings at 2nd Quarter* $6,900 $6,900 $6,900 $6,900 Credential Attainment * 60.00% 60.00% _ 60 .00% _ 60.00% DW Program Outcomes Chart - Cumulative 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter CATEGORY 7/1/18- 10/1/18- 01/01/19- 04/1/19- 9/30/18 12/30/18 03/31/19 06/31/19 Total Participants * ( includes PY 17 65 90 141 163 4th quarter carry in) New Participants 6 31 82 104 New Participants in WBL 6 9 15 18 % New Participants in WBL 100% 29% 18%+ 17% New Participants in Registered 1 1 1 2 Apprenticeships ( RA) % of New WBL Participants in RAs i 17% 11 % 7% 11 % Targeted Populations 5 26 69 88 % Employed at 2nd Quarter* 80. 30% 80. 30% 80 . 30% 80. 30% % Employed at 4th Quarter* 73 . 20% 73 . 20% 73 .20% 73 . 20% Median Earnings at 2nd Quarter * $8,440 $8,440 $8,440 $8,440 Credential Attainment * 50.00% 50.00% 50 .00% 50.00% AD-DW-EDW QRT PERF. CUM WKBK. PY 18FY 19. LOAR_R2FI NAL YOUTH Program Outcomes Chart - Cumulative 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter CATEGORY 7/1/18-9/30/18 10/1/18- 01/01/19- 04/1/19 12/30/18 03/31/19 06/30/19 Total Participants *(carry in PY 17 4th quarter 140 152 170 182 participants) New Participants 57 69 87 99 Targeted Populations 48 58 73 84 % Employed @ 2nd Qtr. * 70. 70% 70. 70% 70. 70% 70. 70% Yo Employed @4th Qtr* 61 . 90% 61 .90% 61 . 90% 61 . 90% Median Earnings @ 2nd $0 $0 $0 $0 Qtr* Credential Attainment * 58. 50% 58. 50% 58. 50% 58. 50% PY18FY19-YOUTH ALL WAGNER-PEYSER EMPLOYMENT SERVICE OUTCOMES CHART PY174th Qtr 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Carry In 7/1/18-9/30/18 10/1/18-12/30/18 01/01/19-03/31/19 1 04/1/19-06/31/19 Total Participants 0 2,717 4,527 7,244 9,054 Hello