COLORADO WORKFORCE INVESTMENT ACT...The Division of Employment and Training encompasses Workforce...

COLORADO WORKFORCE INVESTMENT ACTANNUAL REPORT – PY 2014

3Contact Information

Colorado Workforce Development CouncilJay Hardy, ChairStephanie Veck, Director

633 17th Street, Suite 1200Denver, Colorado 80202

Colorado Department of Labor and EmploymentEllen Golombek, Executive DirectorKristin Corash, Deputy Executive DirectorWilliam Dowling, Director, Employment and TrainingElise Lowe-Vaughn, Director, Workforce Programs, Policy and Strategic Initiatives

633 17th Street, Suite 700Denver, Colorado 80202

www.CoWorkforceCouncil.org

www.colorado.gov/cdle

[email protected]

303–318–8038

303–318–8800

http://www.CoWorkforceCouncil.org

http://www.colorado.gov/cdle

4

Executive Summary ...........................................................................................................................6

Colorado Department of Labor and Employment ...........................................................................8

– Division of Employment and Training ................................................................................9 – Workforce Development Programs (WDP) .....................................................................9 –ColoradoRuralWorkforceConsortium(CRWC) ............................................................9 –Government,PolicyandPublicRelations .........................................................................9 – Unemployment Insurance (UI) Division ............................................................................9 – Colorado Workforce Development Council (CWDC) ....................................................9

Colorado Workforce Development Council ...................................................................................10 –CompositionoftheCouncil ...............................................................................................10

Colorado Department of Labor and Employment’s Workforce Development Programs ..........11

– Performance Excellence .....................................................................................................12 – Colorado Jobs For Veterans Programs ............................................................................12 –HighlightsofPY14JVSGStaffInitiatives .......................................................................13 –NationalEmergencyGranttoAddressFloodRecoveryEfforts ................................14 – Veteran’s Workforce Investment Program .....................................................................14 – Strategies to Advance Colorado’s Highly Skilled Workforce: H-1B Technical Skills Training ...........................................................................................15 – Workforce/Unemployment Insurance Partnership ......................................................16 – Virtual Job Fairs ....................................................................................................................17 –BusinessServicesLeanInitiative-PilotProject ...........................................................17 – Expanding Business Engagement Grant .........................................................................17 – Governor’s Summer Job Hunt (GSJH) .............................................................................18 – Colorado Displaced Homemaker Program - KEYS Scholarship ................................19 – Migrant and Seasonal Farmworker Program (MSFW) .................................................19 –RapidResponse/LayoffAssistanceServices ..................................................................20 –TradeAdjustmentAssistance(TAA) .................................................................................21 – CDLE Knowledge Management Portal, e-Colorado ....................................................21Colorado’s PY14 WIA Workforce Regions ....................................................................................22

– Statewide Common Measures - WIA PY14 ...................................................................23 – Adams County Workforce & Business Center ..............................................................24 – Arapahoe/Douglas Works! ................................................................................................24 – Workforce Boulder County ...............................................................................................25 –DenverOfficeofEconomicDevelopment-WorkforceDevelopment....................26 – Larimer County Workforce Center ..................................................................................27 – Pikes Peak Workforce Center ...........................................................................................28

Table of Contents

5

–AmericanJobCenterServingJefferson,ClearCreek, andGilpinCounties(Tri-CountyRegion) ........................................................................29 – Employment Services of Weld County ...........................................................................30 –ColoradoRuralWorkforceConsortium .........................................................................30 –BroomfieldSub-Area ...........................................................................................................30 – Eastern Sub-Area .................................................................................................................31 – Mesa Sub-Area .....................................................................................................................31 – Pueblo Sub-Area ..................................................................................................................32 – Rural Resort/Northwest Sub-Areas .................................................................................32 – South Central Sub-Area......................................................................................................33 – Southeast Sub-Area ............................................................................................................34 – Southwest Sub-Area ...........................................................................................................34 – Upper Arkansas Sub-Area ..................................................................................................34 – Western Sub-Area ...............................................................................................................35

Cost Effectiveness, Evaluations, and Waivers ............................................................................36 –CostEffectiveness ...............................................................................................................37 –StateEvaluationActivities .................................................................................................37 – Waivers ..................................................................................................................................37

*Please note that this is meant to be an interactive document. Statewide initiatives and regional profiles are hyperlinked and should be utilized to find more information.

Table of Contents

Headline6

Executive Summary

7Executive Summary

Colorado’s workforce system experienced great accomplishments and prepared for implementation of the Workforce Innovation and Opportunity Act. This year’s annual report reflects the diverse accomplishments across the state that are resulting in Coloradans entering employment, businesses connecting with the talent they need, and a strengthening of Colorado’s economy. None of these accomplishments would be possible without close collaboration and coordination between the Colorado Workforce Development Council (CWDC), the Colorado Department of Labor and Employment (CDLE), local workforce investment boards and local workforce areas, and other state and local partners. This year’s Annual Report includes the Colorado Talent Pipeline Report, highlighting overall trends in Colorado’s talent pipeline and how policies, such as WIOA, are being put into practice to develop Colorado’s talent to meet the demands of businesses. CDLE’s Workforce Development Programs and Colorado’s Workforce Development Areas demonstrated continued commitment to excellence and innovation. Together, statewide programs and local workforce areas are positively impacting the lives of our customers and contributing to the growth of Colorado’s economy.

https://www.colorado.gov/pacific/cwdc/colorado-talent-pipeline-report

8

Colorado Department of Labor and Employment

(CDLE)

Vision

Mission

Quality and excellence in all we do.

To protect and promote the integrity and vitality of Colorado’s employment environment.

9Colorado Department of Labor and Employment

Division of Employment and Training: The Division of Employment and Training encompasses Workforce Development Programs andtheColoradoRuralWorkforceConsortium.Bothperformfunctionsrelatingtoemploy-mentandtrainingintheStateofColorado,andplayacriticalroleinColorado’swell-being.

Workforce Development Programs (WDP): Vision: We keep Colorado working through business engagement and talent development. Mission:WeadministeranddeliverworkforceinitiativesthatenhanceColorado’seconomicvitalitythrough:strategicbusinessalliances;leadingedgetechnology;creativepartnerships;employeeexpertiseandcommitment;integratedservices,toolsandresources;innovativeprograms;andexceptionalcustomerservice.

Colorado Rural Workforce Consortium (CRWC): Vision: Every Colorado business has access to a skilled workforce and every Coloradan hasaccesstomeaningfulemployment,resultinginstatewideeconomicvitality. Mission:Ourmissionistofosterbusiness-focusedworkforcepartnerships,effectively preparingruralColoradansforthejobsoftodayandtomorrow.

Government, Policy and Public Relations: AssistswithcommunicationandunderstandingbetweentheDepartmentanditsvarious“publics,”includingCongress,theGovernor,thepress,andColoradocitizens.Includes LaborMarketInformation,policy,anddesignteams.

Unemployment Insurance (UI) Division: TheUIProgramprovidestemporaryandpartialwagereplacementtoworkerswhohavebecome unemployed through no fault of their own and meet the eligibility requirements of the Colorado Employment Security Act. UI and Workforce Development Programs closely partneredtoimplementlegislation(HR3630)thatprovidesenhancedreemploymentservices toUIclaimantstransitioningtoExtendedUnemploymentCompensationTier1orTier2benefitsthroughaReemploymentEligibilityAssessment(REA).Claimantsarerequiredtocompleteadditionalactivitiesthatwillincreasetheirchancesforreemployment,throughavariety of workforce center reemployment services.

Colorado Workforce Development Council (CWDC): TheCWDCfallsundertheumbrellaofCDLE;inadditiontoWIAspecificroles,CWDC isresponsibleforconveningpartnersandensuringcollaborationbetweenworkforce development,educationandtraining,andeconomicdevelopmentpartners.Additional detailscanbefoundinthenextsection.



Colorado Workforce Development Council

Vision: Every Colorado business has access to a skilled workforce and every Coloradan hasaccesstomeaningfulemployment,resultinginstatewideeconomicvitality.

Mission: The mission of the Colorado Workforce Development Council is to create and sustain a business-led Colorado talent system that appropriately integrates the work of economicdevelopment,education,trainingandworkforcedevelopmenttomeettheneedsofbusinesses,studentsandjob-seekers.

Composition of the CouncilrepresentindustriescriticaltoColorado’seconomy;Cabinet-levelpositions(10) thatimpactworkforce,education,andeconomicdevelopment;electedofficialsincludingthe Governor, state legislators, and county commissioners; appointed workforce and educationleaders;representativesfromcommunity-basedorganizations;andorganizedlabor.

The Council is composed of:25businessrepresentativesfromacrossthestatethat Strategic Partnerships: The Council has strategic partners who represent both the demand and supply side of Colorado’s labor market. Strategic partnerships enable the development ofeffectivesolutionsforbothindustryandColoradans.

TheCouncilanditspartnersarefocusedonmatchingandintegratingthesupply (workforce) and demand (industry) of the workforce system to ensure a business-driven system.Theinfographicandnarrativeonthefollowingpagesdescribehowthisvision istranslatedintoaction.

The Talent Pipeline ReportprovidesanoverviewoftheCouncil’sworkandstrategicinitiatives.

www.CoWorkforceCouncil.org

10

https://www.colorado.gov/pacific/cwdc/colorado-talent-pipeline-report

http://www.CoWorkforceCouncil.org

11

Colorado Department of Labor and Employment’s Workforce Development Programs

Vision

Mission

We keep Colorado working through business engagement and talent development.

WeadministeranddeliverworkforceinitiativesthatenhanceColorado’seconomicvitality through:strategicbusinessalliances;leadingedgetechnology;creativepartnerships;employeeexpertiseandcommitment;integratedservices,toolsandresources;innovative programs;andexceptionalcustomerservice.

Colorado Department of Labor and Employment (CDLE) Workforce Development Programs (WDP) is the grant recipient for USDOL Wagner-Peyser and Workforce Investment Act programs. In this capacity, WDP has responsibility for:

• Disseminatingfundstoworkforceregionsandothersub-recipients• Overseeing the statewide one-stop delivery system• Developing policies and providing training and technical assistance• Monitoringregionsandsub-recipientsforprogramandfiscalintegrity• Maintainingsystemstoallowreportingofactivitiesandperformanceoutcomes• Fosteringcontinuousimprovementbydevelopingvirtualtechnologiesandother innovativeservicedeliverystrategies• Pursuingsupplementalfundingsourcesandadministeringdiscretionarygrants

Inaddition,WDPadministersandoperatesstatewideprograms,includingthoseout-linedinthissectionofthereport.

12 Colorado Department of Labor and Employment’s Workforce Development Programs

Performance ExcellenceColoradohasexcelledasoneofthreedemonstrationstates,fullyembracingthekey principlesoftheWorkforceInnovationandOpportunityAct.Demonstrationstatestatushas allowed our statewide network of locally operated workforce centers to achieve totalintegrationofWorkforceInvestmentAct,Wagner-Peyser,veterans,andTradeAct employment and training programs, as well as launch state and local partnerships with TANF,SNAP,AdultEducation,VocationalRehabilitation,andotherrequiredpartnersfor the one-stop system.

• For PY14 our fully integrated one-stop system provided a full range of workforce services to close to 400,000 job seekers and over 25,000 businesses, and met or exceeded all performance measures. • Inaddition,weprovidedtraining services to over 4,800jobseekerstoincreasethe talent pipeline and meet the needs of the state’s businesses in key growth industries.

This section describes statewide programs that leverage WIA for success:

Colorado Jobs For Veterans State Grant (JVSG): During PY14, JVSG accomplishments included:

• 30,759veteransregisteredforservices

• 19,774veteransreceivedstaff-assistedservices

• 2,264veteranswithbarrierstoemploymentreceivedstaff-assistedservicesfromJVSGstaff

• Exceededallnegotiatedperformancegoals

JVSGstaffworkswithmultipleagenciestoconductoutreach,createpartnerships,andcol-laborate to provide the highest quality service for veteran and business customers through-outColorado.KeyorganizationsthatarepartoftheJVSGservicenetworkare:

• Workforce Center Partners (primarily WIOA and Wagner-Peyser)

• HomelessVeteransReintegrationPrograms(HVRP)

• VAVocationalRehabilitationandCompensatedWorkTherapyPrograms

• State and Community Colleges

• WoundedWarriorTransitionUnits

• Militaryinstallations

• DepartmentofCorrectionsandVeteranCourts

• Communityandfaithbasedorganizations

• VeteranServicesOfficerandorganizations

• VA Medical Centers and Vet Centers

• VA Community Resource Employment Coordinator

• CountyDepartmentsofHumanServicesofficesandprograms



13Colorado Department of Labor and Employment’s Workforce Development Programs

Highlights of PY14 JVSG Staff Initiatives:• TheJVSGprogrampartneredwithHiltonHotelstoofferfreehotelaccommodationstoveteransneedinglodgingwhile interviewingorattendingoccupationalskillstraining.TheprogramlaunchedinColoradoSprings,December1,2014. ShortlyafterlaunchitexpandedintoArapahoeCountyandwentstatewidethebeginningofPY15.Duringthefirst7 months,theprogramserved17veterans:11veteransusedtheprogramforjobinterviews,6veteransusedthe program for training.

• InElPasoCounty,JVSGstaffidentified25lowincomeveteranfamilieswithyoungchildrenthatweregoingto experienceaveryleanChristmas.DVOPMattBrokercoordinatedthedonationof100+toysfromtheMarineCorps Toys for Tots program. The team hand delivered the toys on Christmas Eve to needy veteran families from Monument (north)toFountain(south),Peyton(east)andManitouSprings(west).Itwasaveryhumblingexperiencefortheentire team.Everyfamilywasgratefulfortheassistanceataverydifficulttime.Thisexampletrulyshowsstaffgoingabove andbeyondtheirdutiesorjobdescriptionstoputworkvaluesintoaction.

• InDenverandArapahoeCounties,JVSGstaffpartneredwiththeDenverUSMinttocoordinateaone-dayveteran-only careereventthatincludedworkshopsabouttheMint,Federalemployment,andjobseekingskills,andendedwithon- siteinterviewsofveteranswhoqualifiedforSpecialHiringAuthoritiesinFederalemployment.42veteransattended theevent;13veteranswereinterviewedonthespot,and8werehiredon-the-spotpendingbackgroundverification.

IMPACTING COLORADANSInMesaCounty,JVSGstaffworkedone-ononewithKelly,aspecialdisabledarmyveteranandalsoasingleparent. For medical reasons, Kelly needed a career change and was interested in pursuing a career in the medical/mentalhealthfield.TheDVOPcoordinatedtheuseoftheVeteran’sTrustFundtohelpKellygetgasforhisjobsearch,food,personalhygieneitems,workclothingandshoes.Duringthattime,theDVOPalso helped the veteran update his resume, polish his interviewing skills and networking, and sharpen his jobsearchskills.TheDVOPalsocontactedMindSpringsHealth,Inc.foranentry-levelpositionthatwasavailable.ShortlyaftertheveteranwasofferedandacceptedapositionatMindSpringsHealth,Inc.,asaPeerSupportSpecialist.Heiscurrentlyworkingfull-timefor$12.50/hourandjuststartedschoolat ColoradoChristianUniversitytopursueadegreeinpsychology.


National Emergency Grant to Address Flood Recovery EffortsInrecordtime,anddespitethegeneralshutdownofthefederalgovernment,theColoradoDepartmentofLaborandEm-ploymentappliedforandreceivedaDisasterNationalEmergencyGrant(DNEG)fromtheUSDepartmentofLaborforupto$4.6millionwith$2.3millionreleasedinitially.BytheendofPY14,Coloradohadreceived$3,887,289inDNEGfunding,includingathirdallotmenttocontinueworkduringthesummerof2015.Onehundredandseventy-twodislocatedworkerswereplacedintemporaryjobsthroughtheDNEG.Theseparticipantsassistedat41debrisremovalorhumanitarianaidworksiteswiththemajorityofthesitesinBoulder,Larimer,andWeldcounties,wherethedebrisremovalandhumanitarianaidassistancehashadabigimpactonthefloodrecoveryefforts.Forexample:

• InLarimerCounty,aminimumof207.48tons(or414,960pounds)ofdebriswasremovedbyDNEGdebrisclean-upcrews.

• InWeldCounty,theWeldFoodBankreceivedsupportfromtheNEGprograminatimeofcrisis.WithouttheNEG programsupport,theystatedthattheywouldnothavebeenabletoprovideover600,000poundsoffoodsupportto thoseimpactedbytheflood.

• InBoulderandLarimerCounties,theU.S.ForestServiceandRockyMountainNationalParkbecameprimarypartners fortheDNEGprogram.TheDNEGworkers’assistancetoremediatetheextensivedamagecausedbythefloodproved invaluabletothesepartnersandinvolvedcleanup,debrisremoval,andreconstructionoftheroads,trails,bridges, waterways,campgroundsandfacilities,andeco-systemsandwildlifehabitats.

As a result of this grant:

• Manyhard-to-servecustomerswereplacedintemporaryjobs,withasignificantpercentageabletofindpermanent work because of this grant opportunity; and

• Thelocalworkforceareasbuiltpartnershipswithnewagencies,createdgoodwillwithintheircommunities,and establishednewconnectionsthattheyseeaspotentialpartnersforfutureprogramsunderWIOA.

Veteran’s Workforce Investment ProgramColoradoreceiveda$1.25million3-yeargrantonSeptember5,2012,fromtheUSDepartmentofLabor,Veterans EmploymentandTrainingService.Thepurposeofthegrantistoprovideservicesandtrainingto190veteranswith barrierstoemploymentperyear,whichresultsinunsubsidizedemploymentinin-demandoccupations.SinceinceptionthroughJune30,2015,679veteranswereservedbythegrant:620ofwhomenteredintotraining,and393entered unsubsidizedemployment.

HighlightsforPY14,thefinalyearofthegrant,include:

• 200veteransenrolled(Goal:190)

• Employmentretentionratewas96%(Goal:89%)

• AverageWagewas$23.48/hr(Goal:$13.00/hr)


IMPACTING COLORADANSRobertwasreleasedonparoleinNovember2014,afterserving16yearsofa20-yearsentence. HehadincomefromSocialSecurityretirementandasmallpension,whichallowedhimtoavoidmanyofthetransitionalissuesthatparoleesoftenfacewhentransitioningbackintothecommunity.Shortlyafterhisrelease,RobertcontactedaDVOPforhelpinfindingsuitableemployment,andwasprovidedwith variousnetworkingopportunitiesandjobleads.RobertandhisDVOPdraftedanIEPthatwas client-centered,directandrealistic,andhighlightedhisskillsetswithreachableobjectives.

Robertwasaself-starterwhovisitedtheWorkforceCenterseveraltimesaweektodiscusshisprogress andobtainreferralstojobfairsandemployers.Hewasalsoprovidedencouragementtoestablishasolidnetwork.Afterseveralweeks,RobertwashiredbySearsHometownOutletStoresinDenverasaSalesAs-sociate.Thisfitwithhisbackgroundinsalesandone-on-onecustomerconsultation.Afteronly2weeks,hisstoremanagerpromotedhimtoaSalesLeadposition,whichprovidedanextra$800/month.

Strategies to Advance Colorado’s Highly Skilled Workforce: H-1B Technical Skills TrainingPY14markedthebeginningofthefinalyearofColorado’s4-year,$5milliondollar,USDepartmentofLaborgrant.The programisdesignedtoprovideeducation,trainingandjobplacementassistanceto558highly-skilledincumbentworkersand239long-termunemployedworkersinthefollowingindustries:AdvancedManufacturing,InformationTechnologyScience,Technology,EngineeringandMath,withfocusonAerospace,andfocusesoninformationtechnology,advancedmanufacturingandScientific,Technology,EngineeringandMathematicsskillsets.

During PY14 the Colorado Department of Labor and Employment applied for and received approval from USDOL to modify thegrantbyaddingtwonewoccupations,HealthCareandSocialAssistanceandWasteManagementandRemediation.Coloradoalsoreceivedauthorizationfora2-monthnocostextensiontothegrantallowingworkforcecentersadditionaltimetoservemorelong-termunemployedindividuals.Priorityofserviceisalsoofferedtoveterans,minoritiesandwomen.MajoraccomplishmentsasofJune30,2015,include:

• 2,115participantshavereceivedservices,265%ofthegranttarget,with2,112completingtrainingandreceivinga totalof2,930industryrecognizedcertificatesandcredentials

• For the long-term unemployed:

o Providedtrainingandservicesto225long-termunemployedindividuals,94%ofourgranttarget

o Ofthe225served,204havecompletedtrainingandreceivedatotalof213credentials

o Forthosewhohavecompletedtraining,over58%haveenteredemploymentwithanaverageannualsalaryof$67,700

• Businesseshaveprovidedover$2.74millioninemployermatch(exceedingour$2.5millionmatchrequirement),mostly comingfrompaidtimeawayfromworktoattendtraining


Workforce/Unemployment Insurance PartnershipWorkforceDevelopmentProgramsandtheUnemploymentInsuranceDivisionformalizedtheirlong-standingpartnership inearly2012withtheco-locationofWorkforceDevelopmentrepresentativesattheUnemploymentInsuranceofficesto coordinatereemploymentinitiativesforclaimantsandthelong-termunemployed.Thetwoprogramsworkcloselytostrategicallyplanandsupportimplementationofinitiativesdesignedtobenefittheirsharedcustomers.Thelargestjointendeavors during PY14 included:

• DevelopmentofastrategicplanforreemploymentinitiativesStateandlocalstakeholderinputwasobtainedonwaystoimprovecommunicationsandpartnershipsbetweenthe workforceandUIsystems.Theinformationwasusedtodevelopannualandlong-termgoalstopromotereemploymentandamoreseamlesscustomerexperience.ThesegoalsincludedreducingandmaintainingtheaveragedurationofUIbenefitsfrom15.2weeksto12weeksbyJune30,2017,throughenhanceddatasharingbetweentheUIandworkforcedatabases,andimplementationoftherevisedUIprofilingsystem(renamedLinkstoReemployment)andColorado’sfirstReemployment Eligibility Assessment grant.

• Cross-TrainingWorkforceandUIstaffonsystems o Cross-trainedapproximately120UIstaffontherolesoftheworkforcecenters

o Cross-trainedapproximately70workforcestaffontheUnemploymentInsurancebenefitssystem

• DesignandImplementationofReemploymentServicesandEligibilityAssessment (RESEA)andLinkstoReemploymentLinkstoReemploymentandRESEAfocusonengagingUnemploymentInsuranceclaimantswithinthefirst5weeksoftheirfirstUIBenefitpayment,andprovideearlierworkforceengagementandincreasedservicestohelpexpeditetheirreturntowork.

• UI Pilot Project Thisinitiativetargetedclaimantsearlyintheclaimcycletopre-determineDislocatedWorkereligibilityandreferthemtotheirlocalworkforcecenterforReemploymentServices.Thepilotwasfundedwith$1.6millioninDislocatedWorkerfundsandendedJune30,2015.Itpre-qualified899claimantandenrolled524applicantsintodislocatedworkerprograms(76%ofgoal),withanaveragecostof$3,148perparticipant.Resultsfromthepilotwillbeusedtoguidefutureprojects.

IMPACTING COLORADANSWhenLarryregisteredwiththeSoutheastWorkforceCenter,hehadan11thGradeeducationandnoGED.StaffexplainedthebenefitsofachievinghisGEDtohim,buthecouldnotaffordtoattendschoolwithoutpay,andneededtofindajobasquicklyaspossible.TheWorkforceCenterfoundanemployer,PioneerHealth Care Center, who was willing to provide Larry with an On-the-Job Training opportunity funded by theUIPilotProject.PioneertaughtLarrytheskillsnecessarytosecurepermanentemployment.During hisOJT,Larryreceivedwagesaswellassupportiveservices.InMarch2014,attheendofhistraining, LarrywasofferedapermanentpositionwithPioneerandiscurrentlyearning$11.00perhour,afairandcompetitivewageforsoutheasternColorado.


Virtual Job FairsColoradopioneeredthedevelopmentoftheVirtualJobFairin2011,designedtoreducecostsofjobfairsandincreaseaccesstoworkforceservicesforjobseekersandbusinesses,especiallyintheruralareasofthestate.Sinceitsinception,Coloradohasconducted135virtualjobfairsfor80,242jobseekers(including12,256veterans)and1,002businesses.

TheVirtualJobFairProjectManagerandtheDepartment’sPublicRelationsOfficecreatednewtemplatesforroll-outinSeptember2015.ThechangeswillenhancethelookandfeeloftheVirtualJobFairPlatformandgivetheWorkforce Centers the ability to create and maintain their own local and regional Virtual Job Fairs without state assistance.

NebraskahasadoptedColorado’sVirtualJobFairplatformtoaddresstheirneedtoincreaseaccesstoservicesinthe ruralandurbanareasofthestate.DuringPY14theScottsBluffWorkforceCenterpartneredwiththeSterlingColoradoWorkforceCentertoholdtwoVirtualJobFairsforthecityofSidney,Nebraska.Sidneyhasapopulationof7000andabout800businesses.ThispartnershiphelpedwesternNebraskabusinesses(anareawithseverelaborshortages)recruiteast-ernColoradojobseekers(anareawithlimitedjoboptions.)ColoradoprovidedtheVirtualJobFairplatformsourcecodetoNebraska so that they could operate and maintain their own Virtual Job Fairs in the future.

Business Services Lean Initiative - Pilot ProjectPY14sawfullimplementationofthepreviousyear’ssuccessfulpilotprojecttotrackkeyservicesprovidedtobusinesses,using a uniform metric tool. Colorado can now generate business service metrics reports by local area and “tell the story” oftheworkforcesystem’sabilitytoofferapipelineofqualifiedworkersthatmeettheneedsofthebusinesscommunity.AnautomatedscorecarddevelopedfortheConnectingColoradoon-linejobmatchingsystemandworkforcecustomerdatabase is the mechanism that tracks service delivery.

SincethenewsystemwasimplementedinOctober2014,1,425newemployersreceivedservicesandposted9,827jobs onConnectingColorado.403businessesattendedjobfairs,328heldcustomizedhiringevents,and51employers attendedjobfairsfocusedonrecruiting,interviewingandhiringyouth.ThesystemwasrecognizedbyUSDOL EmploymentandTrainingAdministrationforitspotentialtoestablishandtrackperformancemetricsunderWIOA.

Expanding Business Engagement GrantColoradowasamong13statesreceivingthis$70,000technicalassistancegrantfromtheU.S.DepartmentofLabor thatisdesignedtoimprovebusinesscustomerengagementanddeliveryofbusinessservicesstatewide.Over78 BusinessServicesRepresentativesfromacrosstheState’sworkforcecentersattendedthe2015BusinessServices Summit in Steamboat Springs to discuss ways to improve statewide branding, service delivery and performance outcomes forbusinessservices.TheSummitheldafacilitatedstatewidestrategicplanningsessiontoidentifyobjectivesandthe infrastructurerequiredtomeetthoseobjectives,andwillincorporatetheinformationintotheBusinessServicesActionplan for use in WIOA regional planning.


Governor’s Summer Job Hunt (GSJH)TheGSJHisastatewideprogramthatassistsColorado’syouth,ages14-21,withcareerexplorationandinterest-basedjobsearch.Duringthe2014season,JanuarythroughDecember,2014,theGSJH:

• Served39,466youth,witha48%employmentrate,andrevisedandrelaunchedtheGSJHprogramwebsite, to provide withamoreeffectivecalendarofstatewideevents,andthepromotionofkeyresources,suchasyouthlaborlaws information,linkstotheapprenticeshippageattheUSDOLwebsite,andseveralothers.

• Provided daily and weekly updates using the GSJH Facebookpage.Thepagehasover275page“likes”andanaverage reachof145individuals,andisutilizedtopromotelocaljobfairsandworkshops,stateevents,andpartnerevents.

• Over250peoplefromthestateandlocalworkforcesystem,educationandhighereducationsystems,theDivisionof VocationalRehabilitation,localyouthcouncils,andmanyotherstateandlocalorganizationsattendedtheThinkBig Youth Forum, a statewide youth service provider conference that that focused on the new WIOA requirements and set thestagefortheJuly1,2015,launchoftheWIOAyouthprogram.

• Coloradocontinueditssuccessfulpartnershipwith9NewsTVstationbyhostingseveralTeenJobline9featuresstaffed byrepresentativesfromthestateandDenvermetroareaworkforcecenterstoanswerphonecallsfromparents,grand parents,guardians,andyouthwithquestionsaboutsummeremploymentopportunities.9Newsalsointerviewedthe CDLEexecutivedirectorandpublicrelationsleadabouttheyouthemploymentsituationinColoradoandemceedthe annualGovernor’sSummerJobHuntendofseasonappreciationceremonyattheGovernor’smansiontorecognize youth and business for outstanding achievement.

• Local workforce region highlights include:

o Arapahoe/DouglasWorks!offeredMashupWorkshopsbuiltaroundtheprioritizedbusinesssectorsintheirregion, suchasconstruction,informationtechnology,healthcare,andhospitality.Over600youthparticipated.

o Larimer County focused on business and school partnerships, and expanded its Youth Entrepreneurial Tournament withincreasedinvolvementfromtheOtterCaresFoundation.LarimeralsoofferedCareerRoadTrips,staff-coordinated fieldtripsforyouthtolocalindustries.

o PueblopartneredwiththeLittleBritchesRodeotoprovideinternshipsforlocalyouth.

o The Southeastern region held its Third Annual Youth Rocks Trinidad Career Day to provide youth and parents with careerandsummerjobinformation,aswellascontinuingeducationinformation.Severalnewpartnerswereadded, including College in Colorado, Trinidad State Junior College, and the New Mexico Community College system.

o AdamsCountyexpandedtheirreachintothecountyfostercaresystembypartneringwiththeChaffeeProgramto provideworkshopsforprogramstaffandyouth.

o MesaCountyrevitalizedtheirGSJHprogramandexpandedtheirpresencewithinthebusinesscommunityandarea schooldistricts.MesacreatedaYouthEmploymentSuccess(YES)program,conductedsubstantialcommunityout reach,andformedapartnershipwithActionPublishingtoofferinternshipsandmentorshipstoyoungworkersthat focusedontheskillsneededfor21stcenturysuccess,includingtimemanagement,criticalthinking,communication, relationships,initiative,andinformationliteracy.

https://www.colorado.gov/gsjh

https://www.facebook.com/govsummerjobhunt


Colorado Displaced Homemaker Program – KEYS ScholarshipThe “Keep Envisioning Your Success (KEYS)” Scholarship is a partnership between Workforce Development Programs (WDP) and the Community College of Denver (CCD) to provide reemployment services to individuals who lost their primarysourceofincomeandmustre-enterthelabormarket.Theprogramprovidesfinancialsupporttoparticipants andhelpsthemdevelopself-confidence,achieveacademicsuccess,andovercomebarrierstoemployment.

WDPprovidedadditionalfundingtoenableCCDtoincreaseKEYSScholarshipsforsummerstudentsandhelpthemachievetheireducationalgoalsfasterandmovetowardssuccessfulemployment.DuringPY14,$199,687wasdistributedthroughscholarshipsto173students,exceedingtheprogramgoalof120.NineteenstudentscompletedtheirCertificateProgram or Associate’s Degree. Programs of study focused on in-demand careers in the areas of health care, computer science,humanservices,business,legal,andeducation.

IMPACTING COLORADANS“Iamwritingtothankyouforyourgenerousfinancialsupporttowardsmyhighereducation.Iearnedan AineachofmyfirstsemestercoursesandwasthrilledtojointheNationalSocietyofLeadershipand Success, known as Sigma Alpha Pi in August. I was also given the honor of being put on the Dean’s List formyacademicachievementsduringthespring2015semester.IwouldneverhavebeenabletoearnthatdistinctionwithouttheKEYSscholarship.Wordsjustcan’texpressmygratitude.”

Migrant and Seasonal Farmworker Program (MSFW)ColoradoisdesignatedasasignificantMSFWstate,andadministersabilingual(English/Spanish)outreachprogramthroughworkforcecenterstoensurethatequitableservicesareprovidedtoallMSFWclientele,includingjobreferrals,staffassistedservices,referraltosupportiveservices,careerguidance,jobdevelopment,jobplacement,placementinjobspaying$0.50aboveminimumwage,andplacementinnon-agriculturaljobsforover150days.DuringPY14,Coloradometallofits complianceindicators.Ofthe889MSFWsregisteredforservicesinPY14:

• 69%werereferredtoajob

• 34%obtainedemployment

• 14%obtainedemployment50centsaboveminimumwage

• 71%werereferredtocareerguidance

• 79%werereferredtosupportiveservices

MSFWcoalitionsofworkforceandpartneragenciessponsoryearlymigrantappreciationeventsthroughoutthestate. InPY14,twoeventswereheldinGreeleyandManzanola.TheGreeleyareaeventwasattendedbyapproximately400 MSFWs,andapproximately150MSFWsattendtheeventinManzanola.Nineteendifferentagenciesprovidedinformationonservicesandeducationalmaterialstoeveryonewhoattended.


IMPACTING COLORADANSColoradohasahistoryofcollaborationbetweenagenciesthatservetheMSFWpopulation.DuringPY14,theColoradoNationalFarmworkersJobsProgram(NFJP)assistedseveralyoungMSFWsbyplacingthem inworkexperienceopportunitiesthroughlocalWorkforceCenters,aco-enrollmentthatprovidedanop-portunitytogainworkexperience,andledtofulltimepositionsforsomeoftheparticipantsattheirtrainingworksites.Thisyear,oneparticipantwasnotonlyhired,butalsopromotedtoLeadWorkerwith the Employment First SNAP program.

Rapid Response/Layoff Assistance Services TheState/LocalRapidResponseLayoffTransitionteamserved73businesseswithlayoffsimpacting7,055workers, anddelivered87workshopsandreversehiringeventsattendedby2,023dislocatedworkers.Businessesreporteda99% customersatisfactionratingwhiletheratingfromparticipatingdislocatedworkerswas98%.

DuringPY2014,servicesshiftedfrom"cookiecutter"off-the-shelflayofftransitionsolutionsforemployerstoaconsultativeapproachthattailoredsolutionstomeetthespecificanduniqueneedsofcustomers.Forexample,whenamedicaldeviceequipment manufacturer moved its manufacturing plant out of the country, many of the impacted workers faced challenges suchaslimitedEnglish,lackofbasicskills,limitedworkhistorybeyondtheircurrentjob,andlackofcomputerskills.TheRapid Response team worked with the TAA team, local workforce center and employer to design a menu of services including ESL,resumedevelopmentworkshops,RapidResponseservicesandUIworkshopsandapersonalintroductiontotheTAAregionalstaff.Becauseofthisnewapproach,employeesacquiredthelanguageandbasicskillstheyneedtobesuccessful,opportunitiesfornewemployment,andhopeforwhatthefuturewillbring.

The Rapid Response team strengthened its partnerships with the Unemployment Insurance Division by including UnemploymentInsuranceAdjudicatorsinRapidResponseworkshopstopresentandanswerUIBenefitsquestionsandpresentcustomizedandrelevantinformationbasedonthelayoffdatesandseparationdatafortheimpactedcompany. The content of Rapid Response workshops was also expanded to include Connect for Health Colorado to provide dislocatedworkerswithinformationonaffordablehealthinsuranceoptions.

The Rapid Response Team also worked with the TAA & MIS teams to develop a new service code in the statewide database to record and track Rapid Response services. This change will help improve services by providing a way to evaluate program effectiveness.


IMPACTING COLORADANSTianaenrolledintheTAAProgramafterbeinglaidoffasamaintenancetechnicianatamanufacturing company.SheattendedtrainingatPikesPeakCommunityCollegebeginningthe2013FallSemesterto pursue an associate’s degree in nursing, and consistently achieved excellent grades. While in school, TianajuggledcourseworkwithparentingtwinteenagesonsandherdutiesasaPettyOfficerintheUSNa-valReserves.Shegraduatedwithintwoyears,passedtheNCLEXexamonherfirstattempt,andislicensedtopracticenursing.TianawashiredbyParkviewMedicalCenterinPueblo,COasaregisterednursefor$24.50/hr.AccordingtoTiana,theTAAProgramwasatremendoushelptoherandherfamily asshetransitionedintoanewcareer.

Trade Adjustment Assistance (TAA)TAAprovidesenhancedreemploymentbenefitsdesignedtohelpworkersadverselyaffectedbyforeigntradeobtainsuitable employment.Benefitsincludeoccupationaltraining,jobsearchandrelocationallowances,ReemploymentTradeAdjustmentAssistance(RTAA),reemploymentcasemanagementservices,andTradeReadjustmentAllowance(TRA),extended unemploymentinsurancebenefits.

InPY2014231Trade-impactedworkersreceivedreemploymentandcasemanagementservices,including155who receivedretrainingservices.TRAWeeklyBenefitswerepaidto115participants,28ofwhomreceivedRTAAbenefits. The Colorado TAA Program met all three of its common measures:

• EnteredEmploymentRate=77.92%

• EmploymentRetentionRate=93.53%

• AverageEarningspercustomercompletingtheprogram=$17,160.39

CDLE Knowledge Management Portal, e-ColoradoThe CDLE Knowledge Management Portal, e-Colorado, manages virtual resources through a single, comprehensive, electronic interface developed for workforce stakeholders and its partners, including businesses, workforce professionals, government,andothers.Inadditiontoaccesstodocuments,teamrooms,calendars,etc.,theportalnowoffersenhancedservicesandtoolsthatincludetheVirtualJobFairandonlinefillable“smart”forms,andhousestheAdobeConnecton-linemeetingcapabilityutilizedbyCDLEandColorado’sworkforcecenterstoconductwebinars.DuringPY14,thee-ColoradoteamworkedwithCDLE’sPublicRelationsOfficetodevelopnewtemplatesforthehomepage,personalpage,andteamroomtemplates,andwithvendorSource360todevelopthenewlookandteamroomfeaturesinthecontentmanagementsoftwareAdobeExperienceManager(AEM)Sites.Thenewlookandfeaturesofe-Coloradowillbelaunchedinthefallof2015.

22 Headline 22

Colorado’s PY14 WIA Workforce Regions

23Colorado’s PY2014 WIA Workforce Regions

PY14Adult Actual Standard

Entered Employment 85.48% 67.00%

RetentionRate 88.83% 81.00%

Average Earnings $19,670.11 $14,200.00

PY14 Youth Actual Standard

Placement Rate 72.34% 60.00%

AttainmentDegree/Certificate 69.42% 62.00%

Literacy/Numeracy Gains 43.82% 41.00%

PY14 Dislocated Worker Actual Standard




PY14 Wagner-Peyser Actual Standard




Statewide Common Measures - WIA PY14

24 Colorado’s PY2014 WIA Workforce Regions

Adams County Workforce & Business CenterVision: To be the leader in workforce development that maximizes opportunities and partnerships, promotes the economic growth of the community and enhances the quality of life in Adams County.

Mission: To create opportunities for success by connecting businesses to a quality workforce.

InPY14,ACWBCparticipatedinthreeSectorPartnerships.

1. Manufacturing

2. Healthcare

2. Broadband(IT)

ACWBChelpedlaunchtheManufacturingPartnershipin2014,maintainedanactiveroleintheHealthcarepartnershipbylaunchingacrossregionalhealthcarejobfair,andrecruitedemployersandparticipatedinallBroadbandpartnershiproundtables.

Manufacturingfacesthechallengeofadiversesetofneedsthatdifferacrosstypesof manufacturing.Itisdifficulttoidentifycriticaloccupationsandskillswhentheyvarygreatlyat the 4-digit NAICS level.

ACWBCisintegratingtheworkofbusinessserviceswithcareerservicesbycoordinatingemployereventswithjobseekerevents.Forexamplecareerserviceswillholdresumeandinterviewtraininginthemorningandbusinessserviceswillholdajobfairthatafternoon.Business Services also coordinates events with co-located partners like EF, TANF, DVR and Front Range Community College.

ACWBChassubmitted3industryPartnershipstorieswithWorkforceInvestmentWorks.

ThisincludesapartnershipwithWIC,AdamsCountyTANF,andClearIntentions.

Arapahoe/Douglas Works!Vision: To be a best-in-class workforce development organization responsive to the dynamic needs of job seekers and business/industry.

Mission: To strategically invest in human capital to contribute to regional economic vitality.

InJune2015,theregion’slaborforcenumbered506,075andtheunemploymentratethatmonthwas4.1%,with20,930individualsjobless.InPY14,Arapahoe/DouglasWorks!served34,817customers.InPY14,Arapahoe/DouglasWorks!listed92,915openings for2,386employers.Itheld290hiringeventsattendedby5,862jobseekers.InPY14,Arapahoe/DouglasWorks!placed21,902peopleinjobs.Ofthese,17,554werestill workingsixmonthslater.Inearly2015,theArapahoe/DouglasWorkforceInvestmentBoardreceivedtheNationalExcellenceAwardfromtheNationalAssociationofWorkforceBoards(NAWB).Arapahoe/DouglasWorks!isalsorepresentedontheNationalAssociationof Workforce Development Professionals Board of Directors.

www.co.adams.co.us

www.adworks.org

http://www.co.adams.co.us/index.aspx?nid=1263

http://www.co.adams.co.us/index.aspx?nid=1263

www.adworks.org

http://www.adworks.org


Workforce Boulder CountyVision: To promote workforce development through service integration and a flexible response to the changing needs of our clients and customers.

Mission: To provide comprehensive and effective employment, training and supportive services to Boulder County residents.

BoulderCountyencompasses741geographicallydiversesquaremilesandboastsahighlyeducatedpopulationof310,048people(2013estimate),withapproximately57%ofthepopulationhavingabachelor’sdegreeorhigher.WorkforceBoulder County(WfBC)wasestablishedtobetterservealljobseekersandemployersofBoulderCounty.Bydeliveringlaborexchange; training the disadvantaged, unemployed and underemployed; and overseeing work requirements for Food Stamp recipients, WorkforceBoulderCountyisofferingacomprehensivepackageofservicesavailabletojobseekers,especiallythosewithseriousbarrierstoenteringorre-enteringtheworkforce.InAugust2015,WfBCrelocatedtheLongmontworkforcecentertotheSt.VrainCommunityHub,anintegratedBoulderCountyfacilityalsohostingBoulderCountyDepartmentsof Community Services, Housing and Human Services, and Public Health, as well as community partner Mental Health Part-ners.Thenewdesignandfullintegrationofthethreedepartmentsandcommunitypartnerfostersthestrategicleveragingofresourcesandultimatelyincreaseseaseofaccesstoallcountyservices.

WfBCcontinuestoprovidesupporttothecommunityandresidentsaffectedbythecatastrophicfloodinginSeptember2013,througha$1.9millionDisasterNationalEmergencyGrant(DNEG)tosupportBoulderCounty’sfloodrecovery projectsforanyonedealingwitheffectsoftheflood.InJune2015,WfBC’sDNEGteamwasrecognizedwithaNationalAssociationofCountiesAchievementAwardforEmployment&TrainingforResidents,withaBestofCategorydesignation.

IMPACTING COLORADANSAleksandercameintoArapahoe/DouglasWorks!asan18-year-oldhighschooldropoutwithdocumenteddisabilities,legaltroubleandasporadicworkhistory.HeneededassistancegettinghisGEDandgainingthe skills needed to obtain employment. Aleksander was enrolled into the Workforce Investment Act Youth ProgramandreceivedGEDtutoringandpre-testingassistancefromtheonsitetutoratArapahoe/DouglasWorks!.Healsoreceivedjobsearchassistanceandsoftskillsdevelopmentfromhisworkforcespecialist. Aftercompletinghistutoringsessionsandworkingonhissoftskillsdevelopment,AleksanderearnedhisGEDandbecameemployedasalinecookmaking$9.50/hour.

www.wfbc.org

http://www.wfbc.org/

http://www.wfbc.org/


Denver Office of Economic Development - Workforce DevelopmentMission: The Denver Office of Economic Development (OED) will be a driving force that advances economic prosperity for the City of Denver, its businesses, neighborhoods, and residents through purposeful and intentional economic development that (1) broadens the tax base; (2) stimulates balanced economic growth through business assistance, neighborhood revitalization, and the development of a skilled workforce; and (3) focuses on innovation, sustainability and education.

DenveristhecapitalandmostpopulouscityinColoradoandisthe21stmostpopulouscityintheUS.The“MileHighCity”covers155squaremilesandishometoanestimated664,000peopletoday.Denverhas358,200peopleemployedinthelaborforce,ishometomorethan26,000privatelyownedbusinesses,andisknownforitsemphasisonfosteringsmallbusinessgrowth and development and entrepreneurship.

InPY14,theDenverOfficeofEconomicDevelopment-WorkforceDevelopment(OED-WD)hadthefollowingkeyaccomplishments:conducted757trainingworkshopsfor2,742peo-ple;served66,410jobseekingindividuals;placed133participantsin9targetedhigh-growthindustrieswith66businessesusingOn-the-JobTrainingassistance;awardedanother221peoplewithIndividualTrainingAccountsin8targetedindustries;andassisted1,124employ-erswithposting7,479newjobswith9,864totalopeningsinConnectingColorado,withanenteredemploymentfillrateof58.5%(117%ofgoal),aretentionrateof81.6%(106%ofgoal),andaverageearningsof$15.79perhour(109%ofgoal).Atotalof1,346individuals(629Adults,212DislocatedWorkers,and505Youth)receivedservicesfromtheWorkforceInvestmentAct(WIA).DenverOED-WDconducted53single-employerhiringeventsfor634jobseekersand108reportedhirestodate;held12jobfairsrepresenting399employersthatwereattendedby1,853jobseekerswith201reportedhirestodate;andconducted11VirtualJobFairsfor36employerswithanon-linepresenceof8,132jobseekers.

AsapartoftheDenverOfficeofEconomicDevelopment,DenverOED-WDisproudofitsever-growingintegrationwitheconomicdevelopment.Denver’sbusiness-services-focusedworkforce system is always at the table when the economic development team is working on businessrecruitment,retention,orexpansion.ThisintegrationprovidesanopportunityfortheDenverworkforcesystemtounderstandemploymentopportunitiesforjobseekersandmoreeffectivelyservebothjobseekersandemployers.

www.denvergov.org/oed

www.denvergov.org/oed

http://www.denvergov.org/oed


Larimer County Workforce Center Vision: Progress begins when action moves us forward. Finding the best match between an employerand employee can be overwhelming and exciting. Our team provides the direction needed to support people and businesses to take action toward a successful future.

Mission: To improve the quality of life for individuals, families and communities through employment and workforce development services.

The members of the Larimer County Workforce Center (LCWC) Business Development Team (BDT) helped shape the outcomesoftheStatewideBusinessServicesgroupoverthepastyearthroughparticipationintheBusinessDevelopmentworkgroups.Specifically,weparticipatedintheservicetrackingpilotprogram,helpedredesigntheexternalemployerpageforConnectingColorado,andhelpedplanchangestoservicescodinginConnectingColorado.TheStatewideBusinessServicesworkgroupshaverecentlybeenreorganizedandLarimerCountycurrentlyhasstaffmembersparticipatingintheToolbox,ConnectingColorado,PartnerEngagement,Marketing,andTalentPoolworkgroups.

TheactiveSectorPartnershipsinRegion2(LarimerandWeldCounties)includeManufacturingandHealthcare.Bothhavebeenextremelycommittedtoactivitiesonseveralfronts,withactionitemsprioritizedbytheprivatesectorleadership.Anengagedprivatesectorisoneofthecriticalelementsthathascontributedtothesuccessofthepartnerships.TheLCWCEconomicDevelopment Manager/WIB Liaison serves on the convener team for both partnerships. He also serves as a co-chair (with a privateindustryrepresentative)fortheworkforcecommitteesofeachofthepartnerships.Astheneedarises,resourcesfromtheBusinessDevelopmentTeamareallocatedtopartnershipefforts.AprimeexampleofthisishowtheLCWCmanagestheManufacturingRocks!Committee’syouthtoursofmanufacturingfacilities(whichhasservedhundredsofyoungpeopleandconnecteddozensofcompanies).

Another example of integrated work between the sector partnership and the business services team was demonstrated at the April1,2015HealthcareinYourFutureSummit.TheHealthcaresectorsponsoredtheeventwhichfeatureddiscussionsonthechanging physical landscape of healthcare in northern Colorado. The BST partnered with the Healthcare sector to provide a jobfair/specificallyforthehealthcareindustry,immediatelyfollowingtheevent.

IMPACTING COLORADANS Curystinhadpreviousinternshipplacementsbeforebeingplacedinaninternshipwheresheexploredherdesiredcareerpathofworkingwithpeopleinneed.Afterbeingplacedinseveralchildren-orientedposition,sshedidn’tfeelthatagegroupwasquitethefitforher.Curystinknewshewantedtoworkinapositionwhereshecouldhelpothersbutdidn’tfeelthepositionsshehadbeenpreviouslyplacedinwererightforher.Duringaninternshipsiteselectionmeeting,Curystinsaidshewouldliketotry workingatasitethatofferedelderlycare.Whileinherinternshipatanadultdayprogramforseniorssufferingfromdementia,Curystinfoundhercalling!SinceCurystin’sinternshipplacementshehas enrolledincertifiednurseaidetrainingandhopestofindajobworkingasanin-homehealthcare professional.Curystin’sinternshipaffordedherahands-onlearningexperiencewhereshehasdiscovered herpassionandisabletofocushercareerpathinadirectionthatcanleadtoself-sufficiency.

www.larimerworkforce.org

http://www.larimerworkforce.org/


Pikes Peak Workforce CenterVision: We promote the economic vitality of the Pikes Peak Area. We are agile at responding toemergingneedsofthediverseandgrowingworkforce.Wechangethelivesofjobseekers withproventrainingandemploymentopportunities.Ouremployerpartnersknowand acknowledgethevalueweaddtotheirbottomline.Weareamodelfortheresponsible useoffederalfundsandaleaderinworkforcedevelopment,organizationaleffectiveness,andcollaborativepartnerships.And,weareagreatplacetowork!

Mission: TopromotetheeconomicvitalityofthePikesPeakAreabyfulfillingitsmissiontoconnectvitalbusinesseswithwork-readyjobseekersandemployer-drivenservices.

InPY2014PPWFCdevelopedandadoptedcustomerservicestandardsthatinclude15 elementsofcustomerservice.PPWFCstaffwastrainedonthesecustomerservice standardsandtheyaredisplayedprominentlyinworkareastoremindstaffoftheservicestandardstheymustpractice.

PPWFC Customer Service Standards:

1. I understand my role in achieving the mission and vision at PPWFC.

2. IcontinuouslyseekopportunitiestoinnovateandimprovePPWFCexperience.

3. Iamempoweredtotakeownership

4. Iactwithasenseofempathy,thoughtfulness,andsenseofpersonalizedcode.

5. Isay“I’llfindout”insteadof“Idon’tknow”.

6. Iwillgiveatimely,courteousacknowledgment,sucheyecontactorapositive indicationthatIknowacustomeristhere,especiallyifIamonthetelephoneor with another customer.

7. Ivieweverycustomerinteractionasastoryopportunity.

8. Iownandimmediatelyresolvecustomerproblems.

9. Iamproudofmyprofessionalappearance,language,andbehavior.

10. Iprotecttheprivacyandsecurityofourcustomers,myfellowemployees,andthe company’sconfidentialinformationandassets.

11. Ireturnoracknowledgeallphoneandemailmessageswithin48businesshours

12. Ianswerallphonecallswithinthreerings.

13. Ilistentocustomerrequests/questions,askforclarificationsifnecessary,and provideknowledgeable,accurate,preciseinformationregardingtheirinquiry.

14. Ifollowupeachinteractionwith“isthereanythingelseIcanassistyouwith?”.

15. ImakeareasonableefforttoprovideinformationaboutPPWFCresourcesandas appropriate, other outside resources.

www.ppwfc.org

www.workforce.mesacounty.us

http://www.ppwfc.org

http://www.ppwfc.org

workforce.mesacounty.us


jeffco.us/american-job-center

American Job Center Serving Jefferson, Clear Creek, and Gilpin Counties (Tri-County Area)Vision: Jefferson, Clear Creek and Gilpin businesses utilize the American Job Center as the pre-mier source for qualified talent.

Mission: To promote economic vitality by identifying, developing, and matching a talented workforce to business.

TheTri-CountyAreaservesover500,000residentsand20,000businessesinJefferson,ClearCreek,andGilpincounties.

IMPACTING COLORADANS “Allen”–AllencametoourAmericanJobCenteratage73yearsyoung.Determinedtoovercomethecards that life had recently dealt him, he connected with our “Experienced Workers Job Club”. Through the contacts made, and by his perseverance Allen was able to create and present a two hour workshop tothisgroup.AllenalsoearnedhisCertifiedManagementConsultantcertificate,andwasabletoapplymanyoftheprincipleslearnedinthistrainingtohisownconsultingbusiness,thusincreasinghis prospectsby20+newones.

http://jeffco.us/american-job-center

http://jeffco.us/american-job-center


Employment Services of Weld CountyMission: To keep the workforce system responsive to employers, employees, and job seekers.

WeldCountyoperatesandbelievesinaninnovative,adaptiveandcustomer-drivenwork-force system that is: understandable to its customers and easy to use; focused on outcomes andperformance;flexibleandpro-activeinchangingresourcestomeetcustomerneeds;and administered locally.

As the economy changes, Employment Services, the Workforce Development Board and the Board of County Commissioners collaborate to ensure services are being delivered ef-fectively.FivemajorsectorsandprioritiesareTransportation,Energy,Healthcare,Adminis-trativeSupportandManufacturing.Byaligningandidentifyingthesesectorsandworkforcedevelopmentneeds,employmentandtrainingprogramscontinuetoproducesuccessfulclients for businesses in the region.

Colorado Rural Workforce ConsortiumVision: Every Colorado business has access to a skilled workforce and every Coloradan has access to meaningful employment, resulting in statewide economic vitality.

Mission: To foster business-focused workforce partnerships, effectively preparing rural Coloradans for the jobs of today and tomorrow.

TheColoradoRuralWorkforceConsortium(CRWC)isaconsortiumof11sub-areas comprisedof51counties.Theareasinclude:Broomfield,Eastern,Mesa,Pueblo,RuralResort,Northwest,SouthCentral,Southeast,Southwest,UpperArkansas,andWestern.Broomfield is county-run, while the remaining sub-areas are state-run. Four of the nine state-run sub-areas have contractors that deliver WIA services. Outstanding outcomes from each sub-area are highlighted below.

Broomfield Sub-Area TheCityandCountyofBroomfieldislocatedattheheartofthehigh-techgrowthintheDen-ver metropolitan area

CurrentlytheBroomfieldWorkforceCenterispartneringwiththeBroomfieldChambertoorganizeemployerroundtablesthatwillassistinunderstandingsectorneedsandtoinitiateeffortsofcollaboration.ThisisalsoaninstrumentalplanningcomponentofourNEGparticipation.

www.yourworkforcecenter.com

www.ci.broomfield.co.us

www.eswc.org

www.yourworkforcecenter.com

http://www.yourworkforcecenter.com

http://www.ci.broomfield.co.us/index.aspx?NID=1426

http://www.co.weld.co.us/Departments/HumanServices/EmploymentServices/EmploymentServices/index.html

http://www.co.weld.co.us/Departments/HumanServices/EmploymentServices/EmploymentServices/index.html


Eastern Sub-AreaMission: The Eastern Workforce Board collaborates to help employers meet their workforce needs and ensures career opportunities for individuals by investing in human capital to stay competitive in a global economy.

Easternstaffconsistentlyfocusesonopportunitiestoprovidegreatcustomerservicetoareaemployers.Theworkforcesub-areahassupportedthestatewideBusinessServicesalignmentbyattendingthestatewidemeetingsonasemi-regularbasis.Thesub-areahasreadilyadaptedabusinessservicesmentality,closingthesingle-staffoffices(ofwhichwehave3)oncepermonthsothatBDRsmaygooutandvisitpersonallywithemployers.Thesub-areaalsousesemployerspecific processesinrecruitmentandreferringpotentialemployees.Weareverystronginencouragingemployerstoholdhiringeventsinthelocaloffices,inordertoprovideapersonalizedprocessforeachemployer.Easternworksverycloselywithlocaleconomicdevelopmentorganizations,aswellasthelocalChambersofCommercewithinourtencountysub-area.Eastern’s Director is on the Board of Directors for the Northeastern Council of Local Governments, and most recently was appointedtotheMorganCommunityCollegeAdvisoryBoard.TheBusinessServicesinitiativesarerolledouttostaffviaemail,specifictrainings,Lynda.comtraining,oneononediscussionandduringourbi-weeklystaffmeetings.

Thevirtualjobfairconcepthasbeenagreattoolwhichstrengthenedthesub-area’spartnershipwiththeNebraskaDepartment ofLabor.AsmanyNortheastColoradojobseekersconsideremploymentintheSidneyNEarea,thevirtualconceptisacost-effectivesolutiontobridgingthelogisticalgapbetweenemployerandapplicant.InPY14,thefirstvirtualjobfairwasheldandwasconsideredtobeagreatsuccess;withthesecondoneplannedtostartAugust28,2015.ThismethodologyisplannedreoccurseveraltimesoverPY15.

Mesa Sub-AreaTheMesaCountyWorkforceCenterisafullserviceone-stoppartnershipwithavarietyofstate,countyandnon-profitagenciesrepresentingover21programsthatassistjobseekersandemployers.MesaisnowadesignatedLocalWorkforceAreaandisnolongerundertheRuralConsortium.

TheWorkforceInvestmentActstaffmadespecialandadditionaleffortstoengageinternalandexternalpartnersfor hard-to-serveparticipantreferrals.Internally,thisresultedinanincreaseofreferralsfromTANF,EmploymentFirst,and VeteransPrograms.Externally,betterinformedtraininginstitutionsandbusinessesreferredmorejobseekersfortrainingfor the adult programs. The youth program saw an increase in youth referrals from our GED program for out-of-school youthandincreasedinvolvementwithlocalschoolsprovidedmanyadditionalat-riskin-schoolyouthenrollments. EmploymentServicestaffmadespecialeffortstoidentifyandreferhard-to-servedislocatedworkersandaconcerted effortprovideservicesandinformationtowebregisteredapplicants.Weachievedourenrollmentgoalswith175adults, 59dislocatedworkersand77youth.


Pueblo Sub-AreaPuebloCountyisasingle-countyworkforcesub-areaoperatedbyStatestaffwithintheRuralConsortium.ThePuebloRegionmissionisthatthePuebloworkforcesystemexiststoprovidesolutionsthroughservicesandresourcestoemployerstoassistinmeetingtheirworkforceneeds,andtocommunitymemberstodeveloptheircareers,sobothcancompete in the global economy.

Staffhasbeenengagedoncommitteesthroughouttheprogramyear.Additionallytrainingforstaffontheuseandreportingofthe11CoreServicesaswellastheperformancemetricsincludingfeedbackfromemployers;UtilizationofthenewlydesignedConnectingColoradofieldswhichallowstaffto“track”servicesthataredelivered;Participationinthe“Toolbox”workgroupaswellasthedevelopmentofthe“HowtoPostaJobVideo”inConnectingColoradoand“WelcomeMessageVideo”;Continueddevelopmentofrelationshipswithbothlargeandsmallcompanies;Additionalfocusonimproving employerservicesintheareasof“recruitingandhiringevents”andcandidateassessments;TrainingforBSUstaffinthe useofadditionalLMIsystemstoincludeEMSIandHWOLinordertoprovideimproved“businessintelligence”tobothcompaniesandjobseekerstrainingforBSUstaffintheuseofadditionalLMIsystemstoincludeEMSIandHWOLinordertoprovideimproved“businessintelligence”tobothcompaniesandjobseekershasbeenconducted.

Rural Resort/Northwest Sub-AreasMission: To foster business-focused workforce partnerships, effectively preparing workers in the region for the jobs of today and tomorrow.

RuralResortisamountainousareathatishometomultipleworld-classskiresortsandalsohasastrongenergyindustry andagrowingcreativeindustriessector.TheNorthwestsub-areaisalargeruralgeographicareawithprimaryindustries of energy, tourism and agriculture.

LocalWorkforceDevelopmentBoard(LWDB)memberscontributeactivelytobusinessserviceseffortsbysuggestingtopicsforandattendingmonthlybusinesseducationevents.LWDBmembersalsoprovidereal-timeupdatesonlocallaborpooltrendsduringrobustround-tablediscussionsheldapproximatelybi-annuallyduringLWDBmeetings.Additionally,LWDBmembersparticipateinutilizationofandprovidingfeedbackonBusinessServiceProducts.ForexampleaLWDBmemberandkeyindustryemployerTri-StateG&TwrotealetterofappreciationafterusingBusinessServicestrainingandassess-ment resource products Prove It and Key Train/Work Keys.

YouthCouncilMembers(YCM)-Localworkforcecentershostyouth-focusedjobfairseachyearandCouncilMembersandPartnersworktogethertohostjobfairsthroughouttheregionsbuteachjobfairiscustomizedtotheparticularneedsandstrengthsofeachlocation.In2014,FiveyouthjobfairswerehostedintheNorthwestandRuralResortSub-Areasandapproximately100businessesparticipatedintheRuralResortSub-AreainPY14.Thesejobfairsareclearlyanimportantservicetobusinessesintheregionasmostbusinessescouldnotattractandretainenoughline-levelstaffwithoutaccesstothese youth-focused events.

During PY14 the Rural Resort and Northwest workforce sub-areas implemented CRWC Re-Gen processes. These processes arehighlycustomercentric;providingstafftoolstostrategicallyscreencustomersintomoreintensiveservices.Theresultsareextremelypositive.


South Central Sub-AreaTheSouthCentralWorkforceSub-AreaiscomprisedofsixcountiesinColorado:Alamosa,Conejos,Costilla,Mineral,RioGrande, and Saguache. The San Luis Valley is considered one of the largest high desert valleys in the world at an average elevationofover7,500feet.TheeconomyintheSouthCentralRegionisdrivenlargelybyagriculture.TheSouthCentralWorkforceDevelopmentBoardpromotescommunitydevelopmentthroughcollaborativepartnershipsthatsupportthehealthygrowthofcommunitiesintheregiontodevelopanetworkofpartners,inordertocaptureavailableresourcesforregional economic growth.

DuringPY14theSouthCentralSub-Areacontinuedtoimproveservicesthroughpartnerships.BoththeMonteVistaandAlamosaWorkforceCenterspartneredwithTheRioGrandeCountyDepartmentofSocialServicesandConejosCounty DepartmentofSocialServices,respectively.AsapartofDepartmentofSocialServicesTANFprogram,Workforcepersonnel haveworkedandcontinuetoworkwithTANFclientstobecomeself-sufficientandimprovetheiropportunitiesforemployment throughjobsearchworkshops,jobreadinessworkshops,andprove-ittestingtoassessbasicskillslevelsandidentifybarriers. Inadditiontotheworkshops,theMonteVistaWorkforceCenteralsopartneredwithRioGrandeCountyDSStoformaweeklyjobclub.EachparticipantisrequiredtocontinueapplyingforemploymentandmustapplyfortwojobopeningseachweekbyutilizingConnectingColorado,newspaperads,orotheron-linejobsites.Staffassistsparticipantswithon-go-ingjobsearchtools,andcoaching.TheAlamosaWorkforceCenterhaspartneredwithConejosCountyDSStoprovideaddi-tionaltrainingandcertificationsatnocosttoparticipantsthroughtheVirtualLibraryProgramandVirtualOn-LineLearning.

IMPACTING COLORADANS NinacametotheGlenwoodSpringsWorkforceCenterbecauseshehadajobofferasatruckdriverifshecouldobtainhercommercialdriver’slicense(CDL).Shewasstrugglingjusttryingtosupportherselfandsixchildrenandneededahigherpayingjob.Ninahadcontactedatruckdrivingtrainingprogramandfoundthatshecouldnotaffordthecost.Thetruckdriverschoolreferredhertotheworkforce center to see if one of the training programs could help. The Glenwood Springs careerCoach enrolled NinaintotheWorkforceInvestmentActprogramtoassistwithtuitioncostandreferredNinato GarfieldCountySocialServicesforotherassistance,includingfoodstampsandTANF.Theworkforceprogram provided funding for the training and social services also provided assistance with gas vouchers tobeabletocommutetotheschoolwhichwas90miles,one-way.

NinacompletedthetrainingandgotherCDL-A.Thejoboffershehadpriortotrainingwasnolongeravailable,sothecareercoachandNinasearchedforotherappropriatejobs,updatedherresume,andcompletedonlineapplications.Ninadidfindworkasadumptruckdriver,earning$20.00perhour. Sheenjoysthejobandthefinancialstabilitythatthewagehasoffered.Congratulations,Nina!


Southeast Sub-AreaTheSoutheastSub-Areais15,887squaremilesandincludeseightcountiesinColorado:Baca,Bent,Crowley,Huerfano,Kiowa,LasAnimas,Otero,andProwers.Thesub-areafocusesonmanufacturingandhealthcareacrosstheeightcounties.Parts of the Southeast Region also focus on agriculture and tourism.

InPY14theSoutheastWorkforceSub-AreawaspresentedwithaPromisingPracticesAwardattheThinkBigConference.ThisPromisingPracticeprovidedinformationoncareerhandoutsthatWorkforceCenterstaffcreatestoutilizeatconferences putonbytheWorkforceCenters,orothereventsthattheWorkforceCenterparticipatesin.TheWorkforceCenterhasbeencreatingtheirownCareerHandoutsforthepasteightyearsandhascreatedaboutsixty-fivedifferenthandoutswithinmanydifferentindustries.Thesehandoutsarea“snapshot”ofaparticularoccupationincludingajobdescription,skills&duties,educationinformation,wages,andprojectionsforgrowth.Inadditiontoreceivingthisaward,WorkforceCenterstaffwasextendedtheopportunitytopresentahow-tostep-by-stepworkshopforconferenceattendeeswhowantedtolearnhowtocreateLaborMarketInformationtoolsthattheycanuseforsimilarevents.

Southwest Sub-AreaThe Southwest Workforce Sub-Area enhances employer growth and customer success in Archuleta, Dolores, La Plata, Montezuma,andSanJuancounties,thecitiesandtownswithintheregion,andtheSouthernUteIndianandUteMountainIndian tribes.

WiththeintroductionofWIOAtoourlocalWIB&YouthCouncil,therehasbeenmoreconversationaroundthesectorpartnershipsandwhattheBoard’srolemaybe.WFCservicesarereiteratedateveryWIBmeetingtoincludebusiness services.ThevideoTheTimeisNowwasshownatoneWIBmeetingthisyearwithdiscussionfollowingonhowtheBoardcanbeinvolved.TheWorkforceDevelopmentNetworkmeetingscouldbeagoodwayofpromotingsectorpartnerships.

Thelargecareerfairsheldinthissub-areahavevolunteerpanelistsrepresentingthedifferentsectorswhopresenttothestudents.Thiscreatesnetworkingbetweenlikeindustrypartnersandstudentintroductiontothedifferentindustries.

ThestaffintheSouthwestWorkforceSub-Areahasbeenactiveinmovingtheworkofthestatewidebusinessservicesteamforward.Thesub-areawasapilotsiteinthetrackingofthenewlydefinedservicesbeingprovidedtobusinessandallstaffhasbeentrainedtoknowwhatdataneedstobeenteredintoConnectingColorado.Thesub-areahasvolunteeredtoparticipateintheWRCsix-monthpilot;participateinthestatewidebusinessserviceconferencecalls;utilizethenewlydesignedfieldsinConnectingColorado;assistedinplanningtheBusinessServicesSummitandonestaffpersonfromthesub-areawasabletoattend.

TheCESC(ColoradoEmploymentSkillsCertificate)isastatewideCertificate.ItisexpandingtheCRC(CareerReadyColorado) whichonlycoveredWorkKeystests.ASouthweststaffmemberisonthestatewideskillscertificateworkgroupandhasbeeninvolvedinthedesignanddevelopmentoftheCESC.Thisgroupisnottieddirectlytothebusinessserviceteam howeverthisisastatewideeffortanddoesaffectbusinessasthistooltellsemployerstheindividualswhoholdthe certificatehavedemonstratedtheyhavetheskillslisted.

Upper Arkansas Sub-AreaTheUpperArkansasSub-Areafocusesresourcesandeffortstowardconnectingbusiness,economicdevelopment,education and training to ensure economic vitality.

TheUpperArkansasSub-AreaisactivelyengagedintwoSectors:theHealthandWellnessSectorandthesoon-to-be-launched OutdoorRecreationandTourismSector.ThestatedgoalofbothSectorsistoenhancecollaborationbetweenstakeholdersanddevelopasharedvisionforindustry-drivencareerpathwaysthatwouldbebeneficialtothepartners.Althoughthetwo


Sectorsareintheirinfancy,theprogresstowardscollaborationandoperationalproblemsolvingisencouraging:theHealthandWellnessSectorcommencedlastyearandtheTourismandOutdoorRecreationSectorscheduledtobelaunchedbytheconvenerwhentheTourismandRecreationleaderscanarrangeadate.TheUpperArkansasAreaCouncilofGovernmentsisthe Sector Convener, with the Upper Arkansas Workforce Centers being an integral partner in the process. The next steps wouldbetoleveragethesuccessoftheSectorrelationshipstoincreasefurthercollaborationbetweenstakeholders.IntheHealthandWellnessSector,forexample,therearerudimentaryconversationsbetweenhealthcareorganizationsaboutformingahealthcarestaff“talentpool”thateachorganizationcouldutilizetocovertemporarystaffingshortages.Also,discussionsofuniversalcredentialingrequirementshavebeenentertained.

TheHealthCareindustrycontinuestobeastrongsectorandourtrainingproviders,strongpartners,oftheUpperArkansas Sub-Area. Pueblo Community College (Fremont & Pueblo Campuses), Intellitec and Colorado Mountain College have provided 116medicalfieldrelatedtrainings.Thetrainingprogramsprovidedhavegreatlyenhancedthequalityandskilloftheworkers enteringthehealthcarefield,givingbusinessahighlyskilledworkforce.Fifty-sevenofthecustomerssuccessfullycompleted theirtraininginPY14.Inadditiontohealthcare,UpperArkansasisgettingreadytorolloutHospitalityandTourismandpotentiallysomeadditionalhigherpayingsectorsasanexample,correctionsandconstruction.

The UA WIA Program has made many inroads toward valuable partnerships with schools, agencies and business. In the more ruralcountiesofourregion,wehavebeguncombinedstaffingofpotentialWIAcustomerswithParkCountyDHSandarestrivingtomaketheconnectionsinCusterandChaffeeCountiesaswell.Thiscombinedstaffingaffordseachagencytheopportunitytobeintheinitialplanofwraparoundservicesthathelpstoinsureservicesarenotduplicated.

BytheendofPY14wehad77newenrollmentsintheadultprogram,anincreaseof23%and18additionalparticipants.InPY14weenrolled24DW’sanincreaseof10moreand42%.Therewere32youthenrolledinPY14vs23inPY13andthatisanincreaseof25%.Wemetoutourcontractednumbersataminimumof80%andourcommonmeasureataminimumof80%.Anaverageof58%ofnewregistrationsinadult,dislocatedworkersandyouthprogramswereinahardtoservecategory.Veteran’senrollmentrateisat88%vsnon-veteransat83%.

Western Sub-AreaTheWesternSub-Areaisdedicatedtodeliveringexceptionalemploymentandtrainingservicesthatleadtocustomers’successacrosssixcountiesand101,194people.

TheWesternSub-Areacontinuestosupportthestate-widebusinessservicealignmentandhasactivelyparticipatedinthestatewidebusinessservicesmeetings/calls.TheWesternSub-AreahastrainedbusinessserviceandemploymentservicestaffontheutilizationofthenewlydesignedfieldsinConnectingColorado.Additionallythesub-areasentbusinessservicerepresentativesfromeachoftheregion’sworkforcecenterstothestatewidebusinessservicesummitinSteamboatSprings.TheWesternRegionwillcontinuetosupportlocal,regionalandstate-widebusinessservicealignmentandgoals.

TheWesternSub-AreasectorpartnershipsinHealthandWellnessandAdvancedManufacturingprovidedinformationtothe workforce center system on the needs of sector employers as well as providing local sector contacts. The sub-area’s sectorpartnershipshaveslowedandarelookingfornewleadershipwithinthepartnershipstoreorganizetheirefforts.

TheWesternSub-AreaalongwiththeSouthwestSub-AreaisparticipatingonthedevelopmentofastatewideColoradoEmploymentSkillsCertificate.Thecertificatewillfocusonemployment“softskills”developmentandcertification.TheWesternSub-Areaisparticipatingonthedevelopmentofthiscertificate.Thecertificateisbeingdevelopedinresponsetothe needs of employers for a talented labor force.

36

Cost Effectiveness, Evaluation, and Waivers

37Cost Effectiveness, Evaluations, and Waivers

Cost EffectivenessColoradoworkstoensurethatallitsresourcesareexpendedinthemosteffectiveandcostefficientwaypossible.Wehaveacontinuingpolicyofexaminingtheoutcomesandcosteffectivenessofallofourprogramsinordertoguideusinthiseffort. Inthisanalysisweconsiderbothbenefitsforourclientsandcostsavings/increasedrevenueforgovernmententities.Inmanycases,therewillbeareductioningovernmentalcostsduetoeliminationorreductionofdependenceonTANF,FoodStamps,UnemploymentInsurancebenefits,andotherformsofpublicassistance.Studyingtheincreasesintaxespaidanddecreaseinrelianceonpublicassistancewouldrequirecoordinationwithseveralotheragencieswithprivacyrulesthatmakethissortofstudyextremelydifficult,ifnotimpossibleatthistime.Coloradohasbeenassessingthepossibilityofim-plementingadatawarehousethatwillenableareturnoninvestmentapproachtoourprograms.Inaddition,wehave initiatedapartnershipwiththeColoradoDepartmentofHumanServicestodevelopdatasharingprotocolsthatwillsupport futureevaluationefforts.Currentlywecanonlylookataveragecostperparticipantasaguidetothiscombinedwithourresults on the performance measures.

AdultProgram Youth ProgramDislocated Worker

Program

Expenditures $14,547,018 $11,920,624 $9,638,964

Cost per client served $3,285.98 $3,790.34 $3,652.51

State Evaluation ActivitiesInaccordancewithColorado’sphilosophyoflocalcontrol,eachlocalareadesignsandconductsitsownevaluation.Additionally, CDLEevaluateseachlocalarea’soutcomesbyutilizingtheCommonMeasuresofperformanceforadults,dislocatedworkers, andyouthprograms,asoutlinedinTEGL17-05.Toolsareprovidedallowingeachlocalareatotrackitsperformanceonthese measures as the year progresses and to let them track the impact on performance of each of their clients. Colorado applieditsstatewideactivitieswaiverallowingsuspensionofevaluationactivitiesanddidnotconductanyformalstatewideevaluationsduringPY14.

CDLE’scomprehensivemonitoringguide,recognizedasamodelbytheUSDepartmentofLabor(USDOL),istheendresultofanon-goingmonitoringandtechnicalassistanceprocessthathasbuiltastrongworkingrelationshipbetweentheStateand the Local Workforce areas. Quarterly, State Monitors from CDLE meet with the local areas they oversee to review clientservicelevels,programexpenditurerates,andperformanceoutcomeresults.Throughthesereviews,staffidentifiesareaswhichmayrequireadditionaltechnicalassistanceandtrainingtorectifyanydeficienciespriortothestartofthe annual state compliance monitoring.

WaiversAllwaiversprovidetheaddedflexibilitythatisneededtoenhanceservicedelivery,advancethePresident’sJob-Driveninitiative,andprepareColoradoforWIOAtransition,asfollows:

• Work up-front with employers to determine local or local area hiring needs and design training programs that are responsive to those needs;

• Offerwork-basedlearningopportunitieswithemployers—includingon-the-jobtraining,internships,andpre-apprenticeships andRegisteredApprenticeshipastrainingpathstoemployment;

38 Cost Effectiveness, Evaluations, and Waivers

• Makebetteruseofdatatodriveaccountability,informwhatprogramsareofferedandwhatistaught,andoffer user-friendlyinformationforjobseekerstochoosewhatprogramsandpathwaysworkforthemandarelikelytoresultinjobs;

• Measure and evaluate employment and earnings outcomes;

• Promoteaseamlessprogressionfromoneeducationalsteppingstonetoanother,andacrosswork-basedtrainingand education,soindividuals’effortsresultinprogress;

• Breakdownbarrierstoaccessingjob-driventrainingandhiringforanyAmericanwhoiswillingtowork,including accesstosupportiveservicesandrelevantguidance;and

• CreatelocalareacollaborationsamongAmericanJobCenters,educationinstitutions,coreandrequiredpartners,labor, andcommunitybasedorganizations.

Common Measures –DuringPY14ColoradocontinuedtoimplementthewaivertoreplacetheWIAperformancemeasuresatWIASection136(b)withthecommonmeasures.Tobuildontrainingprovidedinthecommonmeasuresbaselineyearandinsubsequentyears,CDLEcontinuedtoprovidetechnicalassistancetoworkforcecenterstafftoinsureafullunderstandingoftheprogrammaticandreportingimpactsofthemeasures.PolicieswereissuedtoguidestaffinthedevelopmentofeffectivemethodstoaddressthenewdefinitionofcertificatesforWIAyouthparticipants.

LocalActivityFunds-ColoradorequestedandreceivedanextensionthroughPY16forits“localactivityfundswaiver,”whichwastargetedtolayoffaversionactivities.Underthiswaiver,localareaswereallowedtouseupto20%oftheir DislocatedWorkerformulafundsforincumbentworkertrainingthatwaspartofalayoffaversionstrategy.Alltrainingdeliveredunderthiswaiverwasrestrictedtoskillattainmentactivities.Localareaswererequiredtomeetperformanceoutcomesforanyindividualsservedbyalocalactivityunderthewaiver.

Transfer of Funds-Coloradowasalsograntedanextensionofitswaiverofthe20%transferoffundsbetweentheWIAAdultandDislocatedWorkerprogramsatthelocallevel.Underthewaiverlocalareascouldtransferupto50%oftheir formulafundsprovidedthattheyhadsufficientresourcestocontinueoperatingtheirformulaprogramsandmeetWIAperformance outcomes. Several of the local areas opted to move funds from the Dislocated Worker program to the Adult programaslocaleconomiesimprovedandlayoffsdecreased.Theoppositehappenedaseconomieshaveweakened.

Youth Element Procurement–ColoradowasgrantedanextensionthroughPY16ofitswaiveroftherequirementto competitivelyselectprovidersofthreeofthetenyouthprogramelements.TheseelementsarePaidandUnpaidWorkExperiences,SupportiveServices,andFollow-up.ByincludingtheseelementsinthedesignframeworkoftheWIAYouthProgram,localworkforcecenterswereabletoprovidegreatercontinuityofserviceforyouthandenhancetheircase management process.

OJT and Customized Training–ThroughthesewaiverslocalareasinColoradohavegainedmajorincentivesforemployerstoengageintheworkforcesystemastheyareattemptingtoweatherthecurrenteconomicdownturn.TheOJTwaiverhasallowedlocalareastoincreasetheiremployerreimbursementforon-the-jobtrainingthroughaslidingscalebasedonthesizeoftheemployer.Underthewaiverreimbursementswerepermitted:

• Upto90%foremployerswith50orfeweremployees

• Upto75%foremployerswith51-250employees

• Upto50%foremployerswithover250employees

39Cost Effectiveness, Evaluations, and Waivers

Thecustomizedtrainingwaiverallowedaslidingscalefortheemployercontributiontowardthecostsofthecustomizedtraining,againbasedonaslidingscale.Theemployermatchthatwaspermittedwasasfollows:

• 10%orgreaterforemployerswith50orfeweremployees

• 25%orgreaterforemployerswith51-250employees

• 50%orgreaterforemployerswithover250employees

IndividualTrainingAccountsforYouth–LocalareascouldoffertheuseofIndividualTrainingAccounts(ITAs)forout-of-schoolandolderyouthprogramparticipants.Thisprovidedtheyouthcustomerchoiceregardingtheselectionofschoolsonthe Eligible Training Provider List and allowed local areas the ability to consistently apply their local ITA policies to all WIA customers,withtheexceptionofin-schoolandyoungeryouth.

Eligibility for Training Providers–TrainingprovidersofferingcourseworktoWIAcustomerswerealloweduptotwo years on the State’s eligible training provider list before they must provide subsequent performance data to maintain theireligibility.Thiswaiverpromotedincreasedparticipationonthepartofproviderslaunchingnewtrainingprograms (particularlye-learning),andencouragedco-enrollmentofcustomersbetweenWIAanddiscretionarygrants.

Incumbent Worker Training Using Rapid Response Funds–Thiswaiver,extendedthroughPY16,allowedthestatetouseupto20%ofits25%DislocatedWorkerRapidResponsefundsforthetrainingofincumbentworkersaspartofalayoffaversionstrategy.Alltrainingdeliveredunderthiswaiverwasrestrictedtoskillattainmentactivities.Thestateandlocalareas were required to meet performance outcomes for any individuals served with these funds under the waiver.

StatewideActivities–Thiswaiver,extendedthroughPY14,allowedthestatetoforegoissuingperformanceincentivegrantstolocalareasandconductingevaluationactivitiesasaresultofhavingreducedornostatewideactivitiesfunding.However,Coloradocontinuedtoprovidesmallincentivegrantsthroughitsstatesupplementalfunding,whichwereusedforspecialeventsorinitiativesatthelocallevel.

AssuranceColoradoassuresthatallrequiredreportingelementsarereporteduniformlysothatastate-by-statecomparisoncanbemade.

40 Headline

COLORADO WORKFORCE INVESTMENT ACTANNUAL REPORT – PY 2014

COLORADO WORKFORCE INVESTMENT ACT...The Division of Employment and Training encompasses Workforce...

Documents

Transcript of COLORADO WORKFORCE INVESTMENT ACT...The Division of Employment and Training encompasses Workforce...