PPWFC Local Plan Index Colorado Central Planning Region Plan ...... 5 Regional Economic Conditions ...... 6 Historical Trends ...... 8 ...... 8 Growth Projections through 2024 ...... 12 Existing and Emerging In-Demand Industry Sectors ...... 16 Pikes Peak (El Paso and Teller Counties) ...... 21 Existing Occupations ...... 23 Existing and Emerging In-Demand Occupations ...... 24 Highest Occupational Demand in Local Areas ...... 27 Experience and Educational Attainment Requirements ...... 29 Education Breakdown for the local areas: ...... 30 Training Pipeline Shortfalls ...... 31 Top Occupations and Certifications/Credentials Posted ...... 33 Supply and Demand in Online Postings ...... 35 Full Employment ...... 39 Unfilled Jobs ...... 40 Changing Age Demographics ...... 40 Racial and Ethnic Makeup of Labor Force ...... 41 El Paso and Teller Counties (Pikes Peak) ...... 44 Net Migration ...... 45 Issues for Special Populations ...... 45 Veterans ...... 46 Sector Partnerships Development: Strategies and Services ...... 47 Sector Partnerships to Inform Career Pathways: ...... 47 Business Engagement, Enhancement, WIOA Services: ...... 49 Business Development: Strategies and Services ...... 52 Career Pathways: ...... 52 Work-Based Learning Opportunities: ...... 53 Regional Development: Strategies and Services ...... 56 WIOA Partnerships ...... 60 WIOA: Strategies and Services ...... 64 Local Area: Strategies and Services ...... 68
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Workforce Development Programs: ...... 68 New Activities and Initiatives: ...... 72 Pikes Peak Workforce Development Board: Vision and Goals ...... 74 Business Development: Strategies and Services ...... 76 Business Development: Implementation and Initiatives ...... 82 Local Workforce Board Development: Engagement and Expansion Strategies ...... 87 Partnerships Development: Adult Education and Vocational Rehabilitation ...... 88 Partnerships Development: One-Stop Delivery and Unemployment Insurance Programs .....90 Local Workforce Board Development: Economic Development Activities ...... 91 WIOA Partnerships ...... 92 Pikes Peak Local Area’s One-Stop Delivery System: Strategies and Services ...... 96 Pikes Peak Local Area’s Secondary and Post-Secondary: Strategies and Services ...... 103 Pikes Peak Local Area’s Dislocated Workers: Strategies and Services ...... 105 Pikes Peak Local Area’s Youth Program: Strategies and Services ...... 107 Pikes Peak Local Area’s Adult Education and Literacy: Strategies and Services ...... 111 Local Workforce Board Development: Transportation Strategies ...... 113 Pikes Peak Local Area’s One-Stop Delivery System: Wagner-Peyser Services ...... 115 WIOA One-Stop Operator...... 117 WIOA Performance Metrics ...... 118 Pikes Peak Workforce Development Board: Colorado High Performing Local WDB Rubric . 121 Pikes Peak Workforce Development Board: Public Comment Process ...... 128
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**DEVELOPED PRIOR TO COVID-19 SUBJECT TO CHANGE BASED ON COVID-19 RECOVERY EFFORTS**
A. As a Planning Region, complete the following questions (no page limit):
Colorado Central Planning Region Plan
1. Provide an analysis of the regional economic conditions overall, as well as for each area included in this planning region, including: a. Existing and emerging in-demand industry sectors and occupations; and b. The employment needs of employers in those industry sectors and occupations.
The Colorado Central Planning Region The Colorado Central Planning Region (CCPR) is made up of twelve counties along the eastern slope of the Rocky Mountains. Moving south from the Wyoming border, these are Larimer, Boulder, Broomfield, Adams, Denver, Jefferson, Gilpin, Clear Creek, Arapahoe, Douglas, El Paso, and Teller counties. Together these counties make up over three quarters of the population and labor force in Colorado, and nearly eighty percent of the jobs in the state.
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The CCPR contains four metropolitan statistical areas: these are Fort Collins (Larimer), Boulder, Denver (Adams, Jefferson, Gilpin, Clear Creek, Arapahoe and Douglas), and Colorado Springs (El Paso and Teller). There are eight federally defined workforce development areas that serve these twelve counties and four urban areas. They are: ● Adams (serving Adams County) ● Arapahoe/Douglas (serving Arapahoe and Douglas counties) ● Boulder (serving Boulder County) ● Broomfield (serving Broomfield County) ● Denver (serving the City and County of Denver) ● Tri-County (serving Jefferson, Clear Creek and Gilpin counties) ● Larimer (serving Larimer County) ● Pikes Peak (serving El Paso and Teller counties)
The map shows employment concentrations by ZIP code and labels the four urban areas (metropolitan statistical areas) that make up the CCPR.
Essentially, employment in the state of Colorado is most heavily concentrated in the CCPR. The region has 78.7% of Colorado’s jobs, and produces 83% of Gross Regional Product (GRP). The regional economic conditions for each of the eight workforce development areas are reflected in the tables below by Regional Comparison, and Workforce Development areas.
Regional Economic Conditions
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Historical Trends
Except where indicated, the source for all bar and line graphs in this Plan is EMSI Developer. Data elements from EMSI may include Class of Worker, Instructional Program Education Data System (IPEDS), age, race/ethnicity, and job posting records.
This figure shows growth in jobs and establishments over the last decade in El Paso and Teller counties.
Between 2010 and 2019, the number of jobs in the region grew from 1.9 million jobs in 2010 to 2.4 million jobs in 2019, a total growth of 24.3% This is a 1.6% annual growth rate.
The average annual earnings per worker for all jobs in the region grew 25% in the same timeframe, an annual growth rate of 2.2%.
Unemployment in the CCPR has been below 4.7% since July 2014. U.S. Federal Reserve economists currently consider full employment at between 4.1% and 4.7%. Full employment is defined as the lowest unemployment rate that won’t cause inflation. As of November 2019, the CCPR unemployment rate was 2.4%. The wage growth may be, in part, due to full employment. Industries in the CCPR that added the most jobs between 2010 and 2019:
● Professional, Scientific and Technical services added 63,893 jobs, an annual growth rate of 3.5%. ● Healthcare and Social Assistance added 55,279 jobs (2.8% annual growth). ● Accommodation and Food Service added 53,088 jobs (3.2% annual growth).
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Historical Trends for Each Local Workforce Area
Between 2010 and 2019, Adams County added 78,559 jobs, a 4.4% annual growth rate: ● Government added 24,284 jobs, an annual growth rate of 8.1%. ● Construction added 10,697 jobs (5.6% annual growth). ● Transportation and Warehousing added 8,689 jobs (5.6% annual growth).
Between 2010 and 2019, Arapahoe and Douglas counties added 108,054 jobs, a 2.7% annual growth rate: ● Healthcare and Social Assistance added 17,422 jobs, an annual growth rate of 3.9%. ● Professional, Scientific and Technical Services added 14,486 jobs (3.5% annual growth). ● Construction added 12,030 jobs (4.4% annual growth).
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Between 2010 and 2019, Boulder County added 10,895 jobs, a 3.2% annual growth rate: ● Professional, Scientific and Technical services added 8,683 jobs, an annual growth rate of 3.4%. ● Healthcare and social assistance added 5,244 jobs (2.7% annual growth). ● Government added 4,812 jobs (1.6% annual growth).
Between 2010 and 2019, Broomfield County added 36,834 jobs, a 2.2% annual growth rate: ● Information added 2,089 jobs, an annual growth rate of 6.6%. ● Management of companies and enterprises added 1,834 jobs (8.7% annual growth). ● Professional, scientific and technical services added 1,621 jobs (3.5% annual growth).
Between 2010 and 2019, the City and County of Denver added 106,791 jobs, a 2.3% annual growth rate: ● Professional, scientific and technical services added 23,541 jobs, an annual growth rate of 5.1%. ● Accommodation and food service added 15,646 jobs (3.8% annual growth). ● Construction added 9,960 jobs (5.1% annual growth). Page 10 | 128
Between 2010 and 2019, Jefferson, Gilpin and Clear Creek counties, which make up the Tri-County Workforce Area added 39,149 jobs, a 1.7% annual growth rate: ● Healthcare and social assistance added 8,553 jobs, an annual growth rate of 3.4%. ● Construction added 6,216 jobs (3.8% annual growth). ● Accommodation and food service added 5,604 jobs (2.5% annual growth).
Between 2010 and 2019, the Larimer County added 41,664 jobs, a 2.8% annual growth rate: ● Government added 13,393 jobs, an annual growth rate of 4.4%. Most of this was in the healthcare and higher education sub sectors of government. ● Accommodation and food service added 4,861 jobs (3.3% annual growth). ● Construction added 3,993 jobs (3.9% annual growth).
Between 2010 and 2019, El Paso and Teller counties, which make up the Pikes Peak Workforce Area, added 51,062 jobs, a 1.7% annual growth rate: ● Healthcare and social assistance added 9,923 jobs, an annual growth rate of 3.5%. ● Accommodation and food service added 7,874 jobs (3.0% annual growth). ● Construction added 6,556 jobs (4.0% annual growth). Page 11 | 128
Growth Projections through 2024
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Existing and Emerging In-Demand Industry Sectors These tables are sorted by concentration (location quotient or LQ), which is an index of 1.00 as the national average. Thus, an LQ of 2.96 means employment in that industry is concentrated at 2.96 times the national average.
In all cases in the table below, industries shown are ‘primary’ in nature. This means they may be called “traded” industries in the sense they create goods or services that are then exported, at least in part, and money flows back into the region in the form of net profits, and worker earnings. This map shows employment concentrations in the twelve counties that make up the Colorado Central Planning Region. Each county within the region has a unique economic footprint, a different concentration of key industries. Page 16 | 128
Together, these counties, along with Broomfield and Weld, which are not included in this Plan, are loosely known as Colorado’s Front Range.
The Front Range economy is vibrant and diverse. The CCPR is known throughout the United States and internationally as an opportunity center for highly skilled talent.
It is also on the short list as a good place to do business. Metro Denver is ranked as the No. 1 best place for business and careers by Forbes, and Colorado Springs the No. 2 best place to live by US News and World Report. Colorado Springs is the second most highly educated state, behind Massachusetts, and Business insider ranks Colorado the No. 3 best economy.
Colorado Springs is also listed in the top ranking of Inc.’s 5000 fastest growing private companies, the Wall Street Journal’s Hottest Job Markets, and one of Forbes Best Places for Business and Careers.
Here are tables for each of the local workforce areas. The reader will note some substantive differences between each of the eight workforce development areas that make up the CCPR.
Adams
Adams County makes up the northeastern part of greater metro Denver. Its western border abuts Jefferson County, and the City and County of Denver form a salient moving northeast through Adams County to Denver International Airport.
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Adams County is home to many truck transportation, wholesalers, warehousing and storage companies, as well as courier and messenger services using Denver International Airport as a hub. The county is also home to heavy construction companies and numerous specialty trade contractors.
The county is also home to the Colorado Spaceport, which is being built out for horizontal launches. Because of this, growth in engineering, aerospace manufacturing and technical consultancies is expected to move east from Aurora along the I-70 corridor. The Marriott Hotels Group’s new Gaylord of the Rockies Resort and Convention Center is located in the City of Aurora, Adams County near Denver International Airport.
Arapahoe/Douglas
The two-county Arapahoe/Douglas workforce area makes up the southeastern part of greater metro Denver. Like Adams County, Arapahoe County extends into the eastern plains along the I-70 corridor. Its urban area is located in the county’s western one third. Municipalities in the urban portion of Arapahoe County include Centennial, Greenwood Village, Englewood, Littleton, Sheridan, and Aurora.
Arapahoe and Douglas counties are a national hub for telecommunications and broadcasting, as well as financial services. Centennial Airport is the second busiest general aviation airport in the United States, with over 900 landings and takeoffs per day. Because of this, 746 companies have located national or regional headquarters in the City of Centennial. The county is also a regional hub for professional, scientific and technical services, which include law and accounting firms, tax preparation services, architectural and engineering services, consultancies, and marketing and advertising companies.
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Boulder
Boulder is a regional and national hub for advanced manufacturing in technology and biosciences, as well as being home to many software publishers. Top industry concentrations in Boulder’s professional, scientific and technical services sector include architectural and engineering services, specialized design, computer systems design and consultancies.
In addition, because Boulder is home to three national laboratories, the Center for Atmospheric Research (NCAR), the Oceanic and Atmospheric Administration (NOAA) and the National Institute of Statistics and Technology (NIST), which houses the atomic clock that is the standard for official time in the United States, as well as the University of Colorado, the county is also a national hub for scientific research and development companies.
Broomfield
Broomfield is a regional hub for telecommunications, with Level 3 as the major employer. A variety of IT companies have offices there, including Code Blue, Webroot, and Avnet. Advanced manufacturing also is highly concentrated in the region, with Brocade Communications Systems and Frontline Aerospace.
It is also home to a number of regional and corporate headquarters, including Vail Resorts, Noodles and Company, SCL Health and Cabela’s.
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Denver
Skytrax ranks Denver International Airport as the best in the United States. It is the fifth busiest airport in the country with 64 million passengers traveling through each year. Nearly 15,000 people are employed in the air transportation sector in the City and County of Denver. Denver also has high concentrations of employment in oil and gas, financial services and data processing.
Known as the Gateway to the Rockies, the City and County of Denver is also a national and international tourist destination, and offers visitors a variety of services, including shopping, a convention center and numerous attractions including twenty-one museums and historical sites.
Jefferson, Gilpin and Clear Creek (Tri-County)
Jefferson County is the home of a variety of advanced manufacturing companies, including Lockheed Martin’s Waterton Canyon guided missile and space vehicle manufacturing campus, and Coors Tek, Inc. in Golden, which manufactures technical ceramics for aerospace, automotive, chemical, electronics, medical, metallurgical, oil and gas, semiconductor and many other industries. Coors Brewery is also located in Golden.
Jefferson County also has substantial employment in the professional, scientific and technical sector, with the highest employment concentrations in engineering services, scientific research and development, consultancies and specialized design services. Page 20 | 128
Voters approved limited gambling in Colorado, and Gilpin County offers visitors a variety of casinos in picturesque Central City and Blackhawk.
Larimer
Larimer is the northernmost county in the CCPR. Colorado State University’s main campus is located in Fort Collins, and Rocky Mountain National Park is also located within the county. A variety of advanced machinery, electronics and computer manufacturing also exists in the county, with over 15,000 jobs in the manufacturing sector. The county is home to both large and small breweries, including Anheuser- Busch, Inc.
Pikes Peak (El Paso and Teller Counties)
El Paso and Teller counties are the southernmost counties in the CCPR. Colorado Springs is the main urban Center and is home to five US military facilities, including NORAD, Fort Carson, Schriever AFB, Peterson AFB, the U.S. Air Force Academy and temporary home to U.S. Space Force. A number of engineering services that support defense, including Stresscon, Titan Systems, Northrop Grumman and Aecom Global, operate in the county. The aerospace, aviation and defense industry overall are Colorado
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Springs’ top economic engine. In addition, Teller County is home to Newmont Corporation which is located in Cripple Creek & Victor and mines gold and silver.
Colorado Springs is also a national and international destination for tourists. The Broadmoor is a five-star hotel that offers access to a variety of tourist attractions including Cave of the Winds, Garden of the Gods, Pikes Peak – America’s Mountain, and the Broadmoor Seven Falls. Opening in 2020, the U.S. Olympic and Paralympic Museum and Hall of Fame is projected to attract an additional 500,000 visitors annually.
Moreover, Colorado Springs is home to leading aaviation manufacturers like Lockheed Martin, Advantage Manufacturing, Sierra Nevada Corporation, and Trine Aerospace, providing innovative services across industries. The Space Foundation (a partner of Lockheed Martin) is a nonprofit global leader in space awareness activities and educational programs. Their world headquarters, also located in Colorado Springs, features a Discovery Center that is open to the public and holds a Space Symposium annually, which has welcomed 14,000 people from around the world.
Currently in progress is the Peak Innovation Park, a master plan to develop businesses in top industry sectors over 900 acres at the Colorado Springs Airport, which will further boost the economy.
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Existing Occupations This table shows occupation families adding the most jobs, as well as providing an annual growth rate to show which have grown the fastest.
In addition, the location quotient for each family is provided. Note that the location quotient can be calculated for any industry or any occupation.
For occupations, location quotient is a measure of employment concentration in those occupational areas relative to the national average. For the military occupation location quotient of 1.79, it would read, “Military occupations in the CCPR are 1.79 times more concentrated than the national average.
* Note that besides military occupations, significant concentrations include business and financial (1.48), computer and mathematical (1.69), architecture and engineering (1.47), and life, physical and social science (1.48).
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The Top Five Concentrated Occupational Families are shown by workforce area in the table below.
Existing and Emerging In-Demand Occupations An effective way to look at emerging in-demand occupations is to use the increase in average hires. The tables below show the increase in hires by educational attainment level. For example, the first table in the series shows the ten occupations requiring no formal educational credentials, which had the greatest increase in hires overall. More specifically, the first row indicates that the CCPR 2019 hires increased by 35,773 in combined food preparation and serving workers since 2010, which at that time was the highest emerging in-demand occupation in the region, requiring no formal educational credential.
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Highest Occupational Demand in Local Areas This table shows the top five occupations with the greatest increase in employment in each local area.
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This table shows the top five occupations with the greatest increase in employment in each local area. The next table shows the five occupations requiring any postsecondary training with the largest increase in hires for each local area.
While both areas for semi-skilled and postsecondary training occupations are increasing, the table reflects that postsecondary Workforce Areas in particular, would benefit from additional training to increase the annual growth rate of hires. Traditional classroom training, Work-Based Learning or apprenticeship strategies would serve in meeting the employment needs of employers in both industry sectors and occupations.
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2. Provide an analysis of the knowledge and skills needed to meet the employment needs of the employers in the region, as well as for each area included in this planning region, including employment needs in in-demand industry sectors and occupations.
This section will use real-time labor-market data to explore a variety of employment needs in the CCPR and in each local workforce area. It will begin by showing the educational attainment and experience levels currently required by employers.
Then it will use projected annual openings and 2018 training completions (graduation) data to show the top shortfalls in the training pipeline by educational attainment level for the CCPR. Data is not included here for local areas because it is not meaningful. Colorado’s state university and community college system regularly produces graduates that migrate throughout the twelve counties in the CCPR. For example, someone who graduated from CU Boulder in computer sciences could end up working for a cybersecurity company in Colorado Springs after graduation. Or, a graduate from the nationally known doctoral program in physical therapy at CSU in Fort Collins, could up work for Children’s Hospital on the Anschutz Campus in greater metro Denver.
This plan will then show the top occupations, skills and credentials posted in jobs at the CCPR level as well as for local workforce areas, followed by tables that show the online supply and demand. In other words, data is taken from job postings during the last calendar year (2019) that show skills required. This is shown side-by-side with data from résumé posted online in places like LinkedIn and Monster that mention these particular skills. This is a valuable way of looking at the bench-strength of the labor market in the CCPR and in local areas for key skills.
Experience and Educational Attainment Requirements Experience required is generally between 0 and 3 years (87% of postings not specifying experience or calling for 1 to 3 years’ experience).
In the current labor market environment, which is marked by full employment and increasingly acute labor shortages (to be explored further under Question 3 of this Plan), employers are increasingly questioning whether a successful candidate for a given occupation actually needs the traditional educational attainment that “has always been required.”
For example, in Boulder, the very first registered apprenticeship for software development was developed in the face of shortfalls in baccalaureate level graduates who have those specific skills.
While Sector Partnerships and Work-Based Learning will be covered in other areas of this plan, it is appropriate here to mention several other examples. The Greater Metro Denver Healthcare (Sector) Partnership has developed, and is in the process of developing, several new registered apprenticeships in allied health occupations for medical assistants and surgical technologists.
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Lockheed Martin worked with Jefferson (Tri-County) Workforce Centers and economic development partners to create a registered apprenticeship for circuit assemblers who must perform their work under a microscope. Under the new Aerospace and Aviation Sector Partnership launched with the help of Arapahoe/Douglas Works!, it is likely the region will see a consortium of engineering and manufacturing companies serving the aerospace industry develop even more apprenticeships, particularly for middle- skilled occupations such as engineering and manufacturing technicians or even industrial design technicians.
In addition, Xcel Energy offers a variety of apprenticeship opportunities, as well as the various construction trades, and companies in construction such as RK Mechanical. The number of participants in registered apprenticeships is expected to grow through two U.S. Department of Labor/Employment and Training Administration (DOL/ETA) apprenticeship grants that are currently in operation across Colorado, particularly in the CCPR where most existing apprenticeships in the state operate.
The Colorado Department of Human Services has also responded to employer and job seeker need through the Colorado Works Subsidized Training and Employment Program (STEP), which provides funds to subsidize training for recipients of Temporary Assistance for Needy Families (TANF) who are participating in the Colorado Works program. In the CCPR, STEP is operated through or in partnership with the workforce development system.
In spite of the new approaches to training skilled workers, 39% of the job postings in the CCPR during 2019 required a bachelor’s degree or above. This also holds true for the local workforce areas, which range between 28% (Larimer) to 46% (Boulder).
Education Breakdown for the local areas:
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Training Pipeline Shortfalls Tables in this section were completed by subtracting the projected annual openings for each occupation from the number of program completions (graduations) for the latest year available. A table is provided showing the top ten training pipeline shortfalls by level of postsecondary attainment. As mentioned previously, data is only shown for the CCPR as a whole because of the free movement of graduates from Colorado’s universities and colleges throughout the region.
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What is evident is shortfalls exist at all educational attainment levels, as do surpluses. In order to manage the training pipeline in a more business-relevant way, it is recommended that workforce development areas work through their Business Services teams to find the most critical shortfalls key sectors, and then mobilize business leaders in Sector Partnerships to work with postsecondary educators to address the
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needs. Many times, it is appropriate for workforce development to act in a convening role to bring together training partners with business leaders in appropriate sectors.
For example, though labor force data suggested there was a substantial surplus of program completions of medical assistants, hospital system leaders in the Greater Denver Healthcare Partnership said the graduates of these programs were not qualified for the job in terms of what they were actually asking for. With the help of the workforce system in a convening role, a local community college was brought to the table, and worked with subject matter experts from the healthcare providers to change the curriculum so the school was producing graduates with the business-relevant skills necessary.
Top Occupations and Certifications/Credentials Posted In this section, tables are provided that show the total number, total unique number, median duration, and top certifications/credentials sought for jobs listed in 2019. Notice three of the top ten jobs listed are computer related. Though the information technology (IT) sector is highly concentrated in Boulder, Denver and Arapahoe/Douglas workforce areas, it is worth noting that only 45% of professionals working in computer related occupations are in the IT sector per se, while 55% work in other industries.
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Supply and Demand in Online Postings The tables below are useful because they present a more robust picture of the actual dynamics of a tight labor market. The next section, addressing question 3 of this Plan, will provide more information around full employment, unfilled jobs, demographic changes and the racial and ethnic makeup of the labor force in the CCPR and each of its seven workforce areas.
At this point, it is important to make a couple of observations concerning these tables. First, there are “hard”, or job-specific skills such as merchandising, software development and JAVA programming language, and there are common, or “soft,” skills – things like written communication, basic Microsoft office, customer service and problem solving. The tables present both in terms of percent frequency in postings and in profiles (online résumés).
But the percentages can be misleading. It is best to look at the four columns with a numerator and denominator. Take as an example Agile Software Development, which is in the far-left column of the table immediately below. You would read it thus: ● Of 1,126,816 job postings in the region between January and December 2019, 43,657 (4%) required the candidate to know Agile Software Development. ● Of the 2,011,415 online profiles, 36,299 (3%) mention Agile as a skill.
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There are several conclusions we can make from the two pieces of information above: 1. The latest local unemployment statistics (November 2019 at this writing) estimate there are only 59,312 people who are unemployed in the entire CCPR. 2. The CCPR has a total labor force of 2.2 million, so we can infer that at least 2.1 million people who are already working have résumés online, suggesting they are quite willing to change jobs on the right terms. 3. The difference between the number of postings requiring the skill (43,657) and the number of online profiles with the skill (36,299), is more important than the percentages of postings and profiles. What we can see from this line is that there were more jobs requiring this skill than there were candidates who have it, a shortfall of 7,358 candidates. In terms of real-time labor market information, this is a real shortage suggesting that workforce developers in the region could work with employer groups who need this skill and postsecondary educators to offer this training to job candidates or even apprentices, should there be other skills also necessary but in short supply.
The tables below show the same information for each of the local workforce areas that make up the CCPR.
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3. Provide an analysis of the workforce in the region, as well as for each area included in this planning region, including current labor force employment and unemployment data, and information on labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment and veterans.
Full Employment This line graph showing unemployment rates uses data from the BLS.
Economists at the Federal Reserve (Fed) currently consider full employment as being between 4.1 percent and 4.7 percent. As unemployment has stayed low over this period, which is the longest economic expansion in the United States since this data has been tracked, the estimate of just what exactly constitutes ‘full employment’ has been revised steadily downward.
Full employment can be defined as the lowest unemployment rate that will not cause inflation. The U.S. Bureau of Labor Statistics (BLS) classifies people as unemployed if they do not have a job, have actively looked for work in the prior 4 weeks, and are currently available for work.
If we assume that full employment is at the Fed’s high estimate (4.7%), then the CCPR went above full employment in July 2014. If we assume that full employment is at the Fed’s low estimate (4.1%), then employment in the CCPR went above full in April 2015.
While it is beyond the scope of this Plan to fully discuss inflation, it can be highlighted that the labor market is a market, and as such is subject to the laws of supply and demand. If demand is higher than supply, then wages, benefits and other perks, such as signing bonuses, increase.
This line graph demonstrates that between 2010 and 2019, average worker earnings in the CCPR rose 25%.
The region has also experienced very rapid inflation of home prices, as well as residential rent prices. A recent analysis of Douglas County found that nearly 90% of the people working in Douglas County could not afford to rent housing there at or below 30% of their gross income.
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The BLS has developed what it calls “alternative measures” of underemployment. According to the BLS, complete unemployment includes, “Total unemployed, plus all persons marginally attached to the labor force, plus total employed part-time for economic reasons, as a percent of the civilian labor force plus all persons marginally attached to the labor force.” The line graph below uses data from BLS to show this measure as estimated for the CCPR over the 2010 through 2019 time period using extrapolation.
In November 2019, again the latest number available at this writing, the complete unemployment rate in the CCPR can be reasonably estimated at 4.8%. With a labor force over 2.4 million, this suggests that, in November 2019, there were only 116,693 people, including discouraged workers, marginally attached and people working part time for economic reasons, who were available to fill 196,877 open jobs.
Unfilled Jobs By comparing the number of monthly job postings with the average number of monthly hires, it is possible to arrive at a reasonable estimate of the number of unfilled jobs in the CCPR. Using this method, there were an average of 155,075 unfilled jobs per month in the CCPR during 2019.
The line graph shows the number of unfilled jobs was at its lowest in January, with an estimated 104,993 jobs unfilled, and peaked at 217,120 unfilled jobs during the month of July.
With the new data capabilities available to local workforce development areas, this analysis can be done for all occupations, occupational families or individual occupations, and such analysis can be useful to inform discussion and set priorities within Sector Partnerships.
Changing Age Demographics Age demographics have been changing in Colorado over the last decade. During the 1990s, 2000s and into the 2010s, the CCPR attracted young, educated, high-skilled workers in substantial numbers. They came seeking opportunity. Now, as they leave the labor force, they are staying in the region, and with housing prices, many are retiring in place.
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This bar graph shows the patterns of population growth by age band. Note that 51% of the projected growth through 2024 is in the age bands 65 years old and over.
Because older consumers purchase more services than they do goods, the service portion of the economy is expected to grow, particularly in health care services.
Other areas for growth include food delivery from gig workers (Grub Hub), personal care aides, fitness trainers, house cleaning services.
Supermarkets are now increasingly offering home delivery for groceries, or even in-store pickup, and customer bases are growing. In-home entertainment options have been growing as well with more streaming opportunities.
In the meantime, key elements of the labor force are shrinking, particularly the 25 to 29 age group, and the 55 to 64 age groupings. This systemic pattern will leave local businesses with fewer entry-age workers and suggests that efforts be made through economic development partners to increase net migration in those age groupings.
With existing data capabilities, each local area should work with economic development partners to identify patterns in population growth and put strategies in place that will allow for the growth of services, as well as the sustainability of skilled workers in key primary industry sectors. Racial and Ethnic Makeup of Labor Force
This pie chart and bar graph tell a story as well. The pie shows the number and percent of each racial and ethnic group in the CCPR. The bar chart shows projected growth rates for each of these groups. Notice that the highest growth is expected in the Asian and Two or More racial categories, while the Hispanic or Latino population is expected to grow by over 168,200 (23%) by 2024.
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This bar graph shows these figures for the CCPR are important because of the disparity in educational attainment for racial and ethnic minorities, particularly black or African American and Hispanic or Latino. First, there is a very high positive correlation between educational attainment and earnings. Median earnings for workers by race/ethnicity may be derived from existing data sources by calculating the proportion of racial/ethnic minorities in each occupation group and then using wage data to estimate median earnings for each group.
This graph uses data from the US Census to show comparative educational attainment by race/ethnicity in Colorado.
The disparity in educational attainment levels shown exists in all geographic areas within the state, including the CCPR and the local workforce areas that make it up.
Considering that 45% of job postings in the CCPR call for some level of postsecondary training, and 39% of postings call for a bachelor’s degree or higher, it is vital for Colorado as a whole, as well as each local workforce area and its education partners, to form strategies to systemically increase the educational attainment levels of racial and ethnic minorities. Those populations are growing at higher rates than the white population, and by 2050, according to the Colorado Demography Office, racial and ethnic minorities will make up 48% of the state’s labor force.
Adams County
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Arapahoe/Douglas
Boulder
Denver
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Jefferson, Clear Creek and Gilpin Counties (Tri-County)
Larimer County
El Paso and Teller Counties (Pikes Peak)
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Net Migration
This map, taken from EMSI, uses year-over-year tax return data from the Internal Revenue Service to show the origins of inbound migration into the CCPR.
The line graph shows that net migration into the CCPR is trending down since 2012.
Local workforce areas, boards and their Business Services teams should work with economic development and sector partners to create strategies to increase net migration of high-skilled workers.
Issues for Special Populations Unemployment is generally low in the CCPR, with disparities in race/ethnicity and disability status. Unemployment for teens, particularly those who are black/African American, or Hispanic/Latino.
The WIDE group has been able to work with the Colorado Department of Labor and Employment for access to data on wage outcomes by special population which can be used to improve services.
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Veterans The CCPR is known nationally for the quality of services to veterans. Generally, unemployment among veteran groups is low in the region, and local workforce boards, as well as business leaders in the region are committed to ensuring returning veterans are hired.
The CCPR is a particularly “veteran-friendly” region due to the high concentrations of civilian employment in aerospace and homeland security. As the aerospace industry grows with the new Colorado spaceport, veterans will find even more opportunity in the regional economy.
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Sector Partnerships Development: Strategies and Services
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.
Sector Partnerships to Inform Career Pathways: Development and implementation of sector initiatives within the Region continue to evolve in great measure. El Paso and Teller counties have recently developed three Sector Partnerships within the (Retail/Hospitality), Healthcare, and Manufacturing industries.
For PY19, the Pikes Peak Workforce Development Board approved the following in-demand industries — Professional, Scientific and Technical Services, Healthcare, Construction Trades, Manufacturing and Lifestyles, Hospitality, Tourism and Sports. Initiatives to evolve and strengthen these areas through Sector Partnerships are currently in place for PY20.
The El Paso/Teller counties have made strides in this endeavor using the Connect, Convene, and Collaborate methodology in cultivating relationships with businesses in the community that further improve and increase awareness and development of Career Pathways.
Professional, Scientific and Technical Services Moving into the fourth year, the PPWFC continues to partner with Pikes Peak Community College and Colorado Springs School District 11 for the Career Boost program. The aim of Career Boost is to create and support Career Pathways within Manufacturing, Information Technologies (IT), and Early Childhood Education. Career Boost participants receive classroom training toward a credential for occupations that include Certified Production Technician, Education Assistant, Welding, and A+ Networking—all high-demand occupations. Post-training, participants have the opportunity for Work-Based Learning and training with employers involved in the Sector Partnerships. Career Boost was recognized as a best practice during a presentation given at the National Career Pathways Network Conference of Fall 2019 in Orlando, Florida.
Healthcare PPWFC’s Healthcare Partnership initiative with Arapahoe Community College, Pikes Peak Community College and Centura Health promotes developing Medical Assistant and other Healthcare Industry Apprenticeship Programs. This pilot initiative was initially launched in PY18 and is continuing to expand through the current year. PPWFC offers informational sessions, space to conduct interviews, and enrollment for a preliminary assessment to ascertain if WIOA funding and discretionary grants can be allocated to the training segment of the apprenticeship.
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Construction Trades With regards to the Construction industry, PPWFC has partnered with the Housing and Building Association (HBA) in the Back to Work - Careers in Construction program. This is a Career Pathway for the Youth and Adults in building talent in a specific trade such as plumbing, electrical HVAC and carpentry. Targeted participants must receive Public Assistance.
This WIOA partnership includes the following agencies – Springs Rescue Mission, Catholic Charities of Southern Colorado, and Lutheran Family Services. This initiative aids in developing a talent pipeline in the Construction Industry.
Manufacturing and Lifestyles We’ve partnered with Lockheed Martin Space for the Advanced Manufacturing Technician Apprenticeship Program (AMTAP), which is a United States Department of Labor Registered Apprenticeship, training candidates on skills to build electronics and prepare them for an exciting career in space operations. During this training program, participates are paid and offered company benefits. Graduates earn a nationally recognized credential and have the opportunity for full-time employment with Lockheed Martin. The quarterly cohort is a collaborative effort with multiple counties and workforce centers.
Note: The Manufacturing Sector Partnership remains in a regroup status. Colorado Advanced manufacturing Company (CAMA) South changed its goals to focus more on policy, leaving the manufacturing sector to be led by other community partners. Currently, manufacturing companies gather twice a year at Pikes Peak Community College for their manufacturing advisory committee board meetings.
Hospitality, Tourism and Sports We launched the Hospitality Sector Partnership in August 2019 and the partnership has already been awarded $75,000 by the Lives Empowered grant to assist with gaining momentum and strength. The partnership is co-hosted by the Human Resources Directors of The Broadmoor and The Lodge at Flying Horse. These two directors are very well-respected industry leaders. Our Hospitality Sector partnership meetings have consisted of 15 businesses and 10 different community partners. Based on industry needs, Pikes Peak Community College has also developed an associate degree in hospitality to start in the fall of 2020 with UCCS working on a bachelor’s degree in hospitality.
Since the Hospitality/Retail Sector Partnerships have been launched, business and industry perspectives have been achieved and employer needs have been established. For instance, Pikes Peak Workforce Center is in the process of establishing the use of Incumbent Worker Training funds to upskill employees. This program allows participants to acquire new skills – allowing them to move to higher-skilled and higher-paid jobs within the company, thus permitting the company to hire a Job Seeker to back-fill the incumbent worker’s pre-training position. This initiative benefits employers, such as The Broadmoor, The Lodge at Flying Horse and other smaller properties, increasing competitiveness of the employee and the employer.
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PPWFC also partnered with Pikes Peak Library District for the Food Industry Training program (formerly known as Culinary Quick Start). Participants receive four weeks of classroom training. When completed, job coaches conduct their resumé reviews, teach interview preparation, and provide an overview of Connecting Colorado. Each participant who completes the program receives a ServSafe certificate. Subsequently, PPWFC hosts a job fair for the graduates. Employers who attend consist of members from local Hospitality Sectors including Hotels, Catering Companies, and Restaurants.
Furthermore, the Hospitality Sector Partnership engaged UCCS’s Bachelor of Innovation students to conduct a survey on a key industry-recognized issue, which is transportation. The sector is currently exploring solutions to solve the lack of suitable transportation for workers. The survey provided insight on commuting patterns, ride sharing, car ownership, bus stops, and other items. The sector partnership is planning on developing a subcommittee dedicated to transportation.
PPWFC and our Local Workforce Development Board continue to support the Healthcare Sector Partnership and the Hospitality Sector Partnership. Moreover, our Business Services team is proactive in convening Sector Partnerships, attending all meetings, serving on sub-committees, and planning outreach to new businesses on behalf of the partnerships.
Business Engagement, Enhancement, WIOA Services: At the Pikes Peak Workforce Center, we continue to enhance employer engagement through innovation and by adding new services. PPWFC engages employers with Work-Based Learning programs and funding streams with every business engagement.
For PY20 and beyond, PPWFC will continue to host skills-based hiring workshops for HR Managers, Recruiters, Small Business Owners and others. PPWFC trains local businesses on skills-based hiring, development of job descriptions, and educates employers on interview tactics. We also send the Business Services and Training Teams staff to receive additional training from Skillful, and in turn, our staff presents this information to local businesses. Thus far, the attendees have been very interested and engaged during our workshops. During these trainings, PPWFC also introduces new employers to our Business Services to help identify opportunities for support.
Other methods of enhancing and expanding employer engagement is through the Workforce Action Team (WAT) — a subcommittee of the Pikes Peak Workforce Development Board (WDB). The mission is to organize our region’s assets to cultivate the future of our workforce. The committee consists of over 40 community partners to include Businesses, K-12 Education, Higher Education, Non-profits, and Military. The key focus areas are Education (to cultivate education systems that are innovated in workforce development efforts), Workforce Systems (to cultivate and drive connected, collaborative workforce systems) and Industry (to cultivate partnerships and resources to engage Industry and to take meaningful ownership to closing the skills gap).
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Our WAT continues to gain community momentum, including a privately funded Community Workforce Administrator (aka “WAMbassador”) housed at PPWFC. The position is funded by the Colorado Springs Chamber & EDC, UCCS, Colorado Springs Utilities, Pikes Peak Community College, and PPWFC with sustainable funding for three years. The essential job functions include: “Administers and coordinates regional workforce initiatives, in accordance with goals, and objectives established by stakeholders, the Pikes Peak Workforce Development Board, and the Executive Director. Responsible for creating sustainable strategies, pursuing collaboration, and building relationships that increase workforce readiness while meeting employer workforce needs.” This new position will report directly to the Executive Director/CEO of Pikes Peak Workforce Center, and monthly and/or quarterly to community stakeholders.
PPWFC continues to enhance and expand its relationship with the Pikes Peak Small Business Development Center to further educate employers. We present workshops on Work-Based Learning, skills-based hiring, and establishing apprenticeships to the SBDC’s clients. PPWFC and SBDC recently developed a program to assist veteran and spouse entrepreneurs with small business consulting through WIOA and the Veterans Service to Career Grant.
To continue to enhance and develop employer development, members of the PPWFC sit on the following boards: State of Colorado Division of Youth Services, Colorado Springs Chamber of Commerce and EDC, Catholic Charities of Southern Colorado, as well as Pikes Peak Community College Advisory Boards for Healthcare, Business, Hospitality, and Manufacturing. Employer development also includes Economic Development opportunities with new businesses and their EDC prospect meetings with companies that are considering moving and/or expanding to the Pikes Peak region.
PPWFC Business Technicians engage businesses and complete initial needs assessments with the business to further explain the opportunities we offer to help their business prosper. Our Business Services team Specialists meet one on one with businesses to understand their needs and help connect them to the services that will benefit them the most.
In addition, the Business Services team regularly attends various community/business events, such as the monthly formal tours of local businesses through the Colorado Springs Chamber & EDC, the Southern Colorado Women’s Chamber of Commerce, the Greater Woodland Park Chamber of Commerce, and the Tri-Lakes Chamber of Commerce. We also regularly provide business service overviews with our community partners, including SCORE, Mt. Carmel Veterans Service Center, Military Veterans and Spouse coalition (MVS), Springs Rescue Mission and many others.
Business Engagement Successes The PPWFC’s development and implementation of Sector Initiatives allows us to facilitate events such as the National Governors Association (NGA) Meeting, held summer of PY19. PPWFC assisted in hosting the event along with the CDLE and CWDC. NGA guests were able to engage with the Workforce Initiatives, Training Partners, multiple businesses on Fort Carson, and those located at Catalyst Campus for Technology & Innovation that help military members and spouses transition
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out of the military to sustainable employment. NGA guests were also introduced to Hospitality and Sports Industries via Sector Partnerships and Work-Based Learning opportunities. Our business relationships made this summer’s NGA conference one of the most successful. During October’s National Disability Awareness month, we hosted several community events to educate businesses on hiring people who have disabilities. These events included the Abilities Coalition ADA Title I Training, Hiring Abilities Job Fair, and an Employer Disabilities Awareness Forum with guest speaker Kayla McKeon, the first D.C. Lobbyist with Down Syndrome—and we had 200 businesses in attendance. PPWFC was awarded the Outstanding Support and Sponsorship of the Colorado Springs and Surrounding Communities award, and our Disabilities Resource Coordinator received the Division of Vocational Rehabilitation (DVR) Shining Star Award for Community Advocates. PPWFC continues to showcase the diverse talent that employers can find.
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Business Development: Strategies and Services
5. Describe how career pathways will be used to meet the needs of employers and support Work- Based Learning opportunities.
Career Pathways: PPWFC is currently involved in eight Career Pathway Partnerships:
Career Boost PPWFC partners in an AELA (Adult Education & Literacy Act) Grant with School District 11 Adult & Family Education and Pikes Peak Community College for the Career Boost program. This program helps develop Career Pathways into Child Development, Welding (TIG and MIG along with blueprint reading), and IT Customer Services for those with significant barriers to employment. Non-credit training classes are paired with other career-development activities, including paid work experiences/internships or OJTs.
Community Services Block Grant PPWFC has continued to work with the Community Services Block Grant from El Paso County Department of Human Services. The Program Services Team enrolls participants with a focus on Career Pathways, receiving support to attain short-term certificates in areas such as: CDLA, Asbestos, CNA, Medical Billing, participation in pre-apprenticeship programs, and work experience.
CW Step Grant Our Program Services team works directly with the Department of Human Services in receiving TANF participant referrals for the CW STEP Grant. This is a continued collaboration toward creating Career Pathways. PPWFC enrolls TANF recipients and places participants in Internships, OJT, or Occupational training.
DHS SITE Program PPWFC is collaborating with DHS to assist and support Colorado Works (TANF) Job Seekers to gain marketable skills and recent work experience through subsidized training/Work-Based Learning and employment opportunities to gain a living wage through permanent employment.
Disability Employment Initiative (DEI) and Abilities Coalition One of the ways we increase awareness of and offer opportunities for Career Pathways is by continuing quarterly meetings with the Abilities Coalition, which was launched in 2018. In this initiative, PPWFC works with community agencies to help employers dispel the misconceptions surrounding Americans with Disabilities Act (ADA), with efforts to have employers view individuals with differing abilities as untapped and viable talent. This is in response to our low unemployment rate and employers’ needs for good candidates.
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The Abilities Coalition holds meetings involving the following organizations: CDLE, DVR, Pikes Peak Library District, Catholic Charities, The Place (formerly known as Urban Peak), Colorado Springs Utilities, Service Source, UCHealth, McNew & Associates, Job Store, Department of Human Services, The Arc, Pikes Peak Community College, D11 & D14, City of Colorado Springs, Homeward Pikes Peak, The Independence Center, Community Outreach, Goodwill Industries, Mt. Carmel, Young Williams, and the Colorado Veterans Resource Coalition. In the most recent meeting of PY19, Title 1 ADA Training for Employers was facilitated by Rocky Mountain ADA.
This initiative is ever-growing and open to those interested in this talent pool.
Food-Industry Training PPWFC is collaborating with convener Pikes Peak Library District to deliver a four-week Culinary program that includes Sous Chef and ServSafe certificates to fill gaps in the Hospitality Industry and offer Career Pathways to participants.
Recently awarded funding from the Colorado Workforce Development Council’s Lives Empowered grant will enhance the partnership with Pikes Peak Library District and School District 11’s Adult Education department; the objective is to train future workforce participants who are basic-skills deficient.
Pikes Peak Business and Education Alliance (PPBEA) PPWFC is collaborating with PPBEA to meet the needs of in-school youth. Pikes Peak Business and Education Alliance is a collaboration of 12 of El Paso County’s School Districts. The purpose of the partnership is to connect, educate, and expand the knowledge of students and parents in Career Pathways, local employment opportunities, and career exploration. We work together to ensure GSJH goals are met and in-school youth and parents can learn about career readiness and how to obtain employment.
Road to Work The Road to Work Program provides employment and job-readiness services to increase employment opportunities, job placement, retention, wages and to provide Career Pathways for people under the supervision of the Colorado Department of Corrections Division of Adult Parole. Through a collaborative agreement between the Division of Adult Parole and Pikes Peak Workforce Center, the Road to Work Program provides employment-readiness training, as well as coaching and job placement assistance for men and women on parole.
Work-Based Learning Opportunities: Paid Work experiences, OJTs, customized training, incumbent worker training, transitional jobs, and registered apprenticeships.
The Pikes Peak Region continues to work toward its Work-Based Learning plans for the first half of PY19. The following table charts Adult/Dislocated Worker and Youth program participation in
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Work-Based Learning activities for the six-month period ending December 31, 2019. (Note: The Region did not operate Transitional Jobs or Incumbent Worker programs during the first half of PY19. However, in January 2020, PPWFC kicked off a public relations and marketing campaign to announce $111,000 in Employee Development Grant funds for local companies. Employee Development Grant is a rebranding of IWT. This will be our third year of implementing this grant. Please view the video of our program here: https://www.youtube.com/watch?v=aM4XkJ6XEgs.
Program Work OJT Apprenticeship Pre-Apprenticeship Total Experience Training Adult 16 2 15 7 40 Dislocated Worker 3 1 1 0 5 Youth 35 1 0 3 39 Total 54 4 16 10 84
Additional support is provided to the Young Adults through the Work Readiness Series (WRS) to teach participants the soft skills needed in the workforce. The Young Adults WRS graduates individuals moving to referrals for Work Experience placement or permanent employment. This program has expanded to the Adult Work Readiness Series. A video of our Workforce Readiness Series can be viewed here: https://www.youtube.com/watch?v=qn9qOHHdWwA.
In-House Training for Participants seeking Work-Based Learning The Adult Work-Readiness Series (WRS) started this program year and mirrors the intent of the youth Work-Readiness Series. Taught in two half-day sessions, the series uses the “Bring Your A Game” curriculum, combined with a focus on communication in the workplace. The adult WRS is taught by a combination of teachers to include Job Coaches, Case Managers and the Disability Resource Coordinator. So far there have been four sessions and 14 students. The course is geared toward our harder-to-serve populations enrolled through CW STEP and the Road to Work grants; however, it is open to all adult program services job seekers. The majority of our graduates will enter WBL opportunities to include internships and on-the-job training.
In-Demand Industries for Work-Based Learning Our Business Services team targets board-directed, in-demand industries, which include: Professional, Scientific and Technical Services (including IT and Cybersecurity), Healthcare, Construction Trades, Manufacturing and Lifestyle, Hospitality, and Tourism and Sports. We set up one-on-one meetings with businesses to assess Work-Based Learning needs within the organization, which can result in assessment for future PPWFC participant enrollment. For the first part of PY19, we had 84 participants placed in Work-Based Learning opportunities, and 24 businesses participated in paid work experiences, while five employers had four OJT placements.
The job-coach model has continued to be a successful position at PPWFC. Job Coaches serve as a conduit between the employer and the Work-Based Learning participant. During the beginning of PY19, PPWFC added a third Job Coach to the team who works with adult clients who are justice- involved or have a documented disability.
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Additionally, the Job Coaches work with adult WIOA clients and have begun case management for those who primarily need a Work Experience (WE). The WE policy has been adjusted to allow WE pay to match industry wages when the client’s background warrants the prevailing salary. The Job Coach team identified a need for a user-friendly brochure to help inform employers and community partners on the basics of a WE. The result is an infographic that leads the individual to one of our Business Specialists for more information on a Work Experience.
The Job Coaches also work directly with the youth participants and with the employers during the WBL experience, providing feedback and coaching, in addition to monthly monitoring/evaluations. This innovative practice has increased the number of participants successfully completing internships and making progress toward employment.
During PY19, there have been 12 new Work Experience employers with approved job descriptions added to our program for youth. The new WE opportunities focus on career paths with opportunity for gainful employment and a living wage. These include fields such as IT, construction, and administration for youth who have demonstrated a level of employability for career progression. There are several WE employers available for entry-level youth who are still working on developing the soft skills needed to maintain employment.
Work-Based Learning Apprenticeship Development In the Fall of 2019, Pikes Peak Workforce Center presented to the Colorado Springs Automotive Dealership Association (CSADA) regarding registered apprenticeships and Work-Based Learning. As a result of our presentation, we were able to convene a meeting with The Faricy Boys Automotive for a registered apprenticeship for automotive technicians. PPWFC and Faricy Boys have included CSADA, PPCC, and Fiat Chrysler Automobiles to collaborate to start an apprenticeship and have decided to move forward with the U.S. Registered Apprenticeship process.
In addition, we have met with and then referred the 7-Eleven Stores to USDOL Retail Apprenticeship for a registered apprenticeship for 7-Eleven Managers. We also attended the USDOL Apprenticeship Industry Standard meeting with Save a Tree for an arborist registered apprenticeship. And we assisted Clay Dean Electric with a hiring event to hire several electrical apprentices.
Pikes Peak Workforce Center’s annual Apprenticeship Job Fair continues to promote the value of registered apprenticeship programs. It has allowed interested businesses the opportunity to talk to companies that have established programs and best practices. Direct referrals to USDOL for hands- on guidance have also helped strengthen the knowledge of the business community.
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Regional Development: Strategies and Services
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.
In strategizing efforts to expand Work-Based Learning, we have partnered with all the local school districts in the Pikes Peak Region along with Pikes Peak Community College in collaboration on the Perkins Grant Community Assessment. The focus remains on Strengthening Career and Technical Education for the 21st Century ACT (aka Perkins); and a hallmark of the legislation is a mandate to tie local CTE programing to local economic needs by collaborating with local business partners and local workforce centers.
PPWFC continues outreach with D11 Adult and Family Education programs. One of our Workforce Development Specialists is on-site at D11 two times a week for enrollment and program questions. The D11, PPCC and PPWFC partnership with the AELA (Adult Education & Literacy Act) grant has continued for the third year. After classroom training, participants have the opportunity for Work- Based Learning and training with employers.
PPWFC and PPCC meet quarterly to stay abreast with current organization objectives and to continuously collaborate, promoting each other’s programs to better serve Job Seekers. This is an opportunity to work together to meet industry needs and increase training to fill employment gaps.
Pikes Peak Business and Education Alliance (PPBEA) also offers a “Market Place” for businesses to post their internship opportunities. PPWFC embraces the abilities of PPBEA and has developed partnerships with them to reach our in-school youth. PPWFC and PPBEA are working together to ensure Governor’s Summer Job Hunt goals are met and in-school youth and parents can learn about career readiness and to obtain employment.
In addition, PPWFC partners with University of Colorado, Colorado Springs (UCCS) for the Workforce Asset Map (WAM) (https://coswam.com). WAM is a community resource tool that links Students, Job Seekers and Employers to labor market information, training providers, resources, and tools needed to develop talent. WAM is a local version of TalentFOUND and was developed in 2017. This video we produced is provided to teachers at local high schools to increase student engagement and awareness of the resources in our region: https://www.youtube.com/watch?v=_P0Vvesmc_k.
PPWFC helps employers gain access to more talent by diversifying their labor force to include justice-involved citizens (formerly known as ex-offenders) and people who have disabilities. In PY 19, PPWFC added an additional Job Coach to work with justice-involved citizens and with participants who have disabilities. The Job Coach participated in the Governor’s Skillful Job Coaching Corp program to learn coaching best practices to increase the number of successful WBL completions. Also, the Job Coach attended training on working with special populations to help them overcome barriers to employment.
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PPWFC has partnered in an AELA Grant with School District 11 Adult & Family Education and Pikes Peak Community College for the Career Boost program. The aim of Career Boost is to create and support Career Pathways within Child Development with CPCD Headstart and a business partner. An additional Pathway included Welding (TIG and MIG along with blueprint reading) to increase employability. The last Career Pathway is IT customer Service. After classroom training, participants have the opportunity for Work-Based Learning.
Back to Work - Careers in Construction PPWFC is partnering with convener Housing & Building Association (HBA) in the “Back to Work – Careers in Construction” pre-apprenticeship program. The target population for the program are those interested in the construction industry and receiving services from one of the following: Springs Rescue Mission (adult homeless shelter and addition recovery program), Lutheran Family Services (refugee program), or Catholic Charities (homeless program). The program uses the Home Builders Institute (HBI) curriculum (a 10-week class). This program successfully graduates participants into Work Experiences, OJT’s, and employment in the Construction Industry.
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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. In addition: 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. b. Describe how the planning region will strategically coordinate workforce investment activities with the provision of adult education and literacy activities under title II. c. Describe how the planning region will strategically coordinate workforce investment activities with the provision of vocational rehabilitation services under title IV. 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. 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).
a. Coordination with Economic Development PPWFC regularly convenes with the University of Colorado, Colorado Springs Southern Colorado Economic Forum and associated workforce planning groups in the Region to discuss and take action on Regional economic development. The PPWFC and Workforce Development Board will continue to provide data for their monthly dashboard with various national, state and local metrics. Through these groups, PPWFC has assisted in the development of the Regional workforce asset map that supplies data and information about all workforce partners in the Region. The Region works closely with the Colorado Springs Chamber & EDC and supports their economic development efforts by providing WIOA program information and relevant labor market intelligence. In addition, PPWFC participates in site selector visits for prospective companies; sharing information on workforce availability, diverse ways in finding talent and potential training dolalrs.
b. Coordination with Adult Literacy Adult Education The information requested here is provided in the answer to Questions 11, Section B of the Region’s Local WIOA Plan and is not repeated here.
c. Coordination with Vocational Rehabilitation The information requested here is provided in the answers to Questions 6, Section B of the Region’s Local WIOA Plan and is not repeated here.
d. Linkages with Unemployment Insurance The information requested here is provided in the answer to Question 7, Section B of the Region’s local WIOA Plan and is not repeated here.
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e. Coordination with Rapid Response Activities WIOA and Wagner-Peyser are co-located and integrated in the Pikes Peak Region. One-Stop Center staff responds when there is a need (identified locally or by the State of Colorado) for rapid response activities and services. In-depth information presentations are provided to impacted workers or (at the employer’s option) presentation materials are provided to the employer for distribution to impacted workers. Further information requested here is provided in the answer to Question 7, Section B of the Region’s local WIOA Plan and is not repeated here.
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WIOA Partnerships
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.
The citations above specify the various programs that are required partners in the WIOA/Wagner- Peyser One-Stop System in partnership with programs under the Vocational Rehabilitation Act and Adult Education and Literacy Act and other programs.
A cooperative agreement which specifies details 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 will be entered into with all required partners. Further information requested here is provided in the answer to Question 9, Section B. A summary of the proposed agreements for PY20 is as follows:
REQUIRED WIOA ONE-STOP MOU ARRANGEMENTS PARTNER NAME PARTNERS 1. WIOA Title I - Adult Program MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Oversight, and Guidance Employment 2. WIOA Title I - Dislocated Worker MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Program Oversight, and Guidance Employment
3. WIOA Title I - Youth Program MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Oversight, and Guidance Employment MOU for PY20 – Will Provide 4. WIOA Title I - Job Corps Program Coordination, Cross-Referrals, CHP International Information Sharing, and Program Access Services MOU for PY20 – Will Provide Colorado Springs School District 11 5. WIOA Title II - Adult Education and Coordination, Cross-Referrals and Pikes Peak Library District Literacy Program Information Sharing and Program Community Partnership Family Access Services Resource Center 6. Wagner-Peyser Act Program MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Oversight, and Guidance Employment MOU for PY20 – Will Provide 7. Vocational Rehabilitation Act Coordination, Cross-Referrals and Colorado Department of Labor and Program Information Sharing and Program Employment Access Services
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MOU for PY20 – Will Provide 8. Older Americans Act - Community Coordination, Cross-Referrals and AARP - Senior Community Services Services Employment Program Information Sharing and Program Employment Program Access Services MOU for PY20 – Will Provide 9. Carl Perkins Post-Secondary CTE Coordination, Cross-Referrals and Program Pikes Peak Community College Information Sharing and Program Access Services 10. Trade Adjustment Act Program MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Oversight, and Guidance Employment 11. Jobs for Veterans State Grant MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Program Oversight, and Guidance Employment MOU for PY20 – Will Provide 12. Community Services Block Grant Coordination, Cross-Referrals and Employment/Training Program Reach Your Peak Information Sharing and Program Access Services 13. Housing and Urban Development N/A – No Active Program in El Paso or Employment/Training Program N/A - No Local Program Teller County
14. Unemployment Compensation MOU for PY20 – Will Provide Funding, Colorado Department of Labor and Program Oversight, and Guidance, Including Employment UCX and RESEA Program Services 15. Section 212 Second Chance Act N/A – No Active Program in El Paso or Offender Reintegration Program N/A - No Local Program Teller County MOUs for PY20 – Will Provide Co- Location, Coordination, Cross- Referrals and Information Sharing. El Paso County Department of Human 16. Temporary Assistance to Needy Teller County Program Provides WIOA Services Families (TANF) Program Program Access to the Teller County TANF Caseload. The El Paso County Teller County Department of Human Program will Provide Welfare Services Diversion Employment and Training Services to TANF Applicants
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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.
Further discussion on this subject is contained in the Pikes Peak Local Plan - See response to Question 15, Section B.
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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.
• The State’s method for negotiating and/or allocating funding supporting the shared cost obligations of Core partners has not yet been finalized for PY20.
• Because the Region has a combined WIOA/Wagner-Peyser program funding stream administrative costs are already pooled for these two Core programs.
Further information requested here is provided in the answer to Questions 1 (New Activities and Initiatives), and 6 (MOU Table), Section B.
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WIOA: Strategies and Services
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.
Performance accountability measures include the following: Adults and Dislocated Workers • Entry into Unsubsidized Employment • Retention in Unsubsidized Employment • Post-Program Earnings • Credential Rate • In-Program Skills Gains • Employer Satisfaction
Youth • Placement Rate • Retention Rate • Wage • Credential Rate • In-Program Skills Gains • Employer Satisfaction Measure
Wagner-Peyser Programs • Entry into Unsubsidized Employment • Retention in Unsubsidized Employment • Post-Program Earnings • Employer Satisfaction Measure
Further information is available in full detail in Questions 1 and 2 of Section B.
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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.
The management information and reporting system used by the Pikes Peak Region for Wagner- Peyser and WIOA reporting and case management is “Connecting Colorado.” Connecting Colorado is a statewide, state-developed, state-mandated customized information system for Colorado’s WIOA and Wagner-Peyser programs. The Region will participate in and cooperate with the State of Colorado in any enhancements to this system that support an integrated, technology-enabled case management information system for use by WIOA Core and other partners.
Moreover, the Colorado Springs Workforce Asset Map was launched in 2017 and is live at https://coswam.com. The Asset Map (WAM!) is a “one stop,” free, online tool that helps job seekers, employers, and students easily identify and access workforce-related resources within the Colorado Springs region.
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13. Briefly describe the activities and steps taken to develop this regional plan.
The WIOA Regional and Local Plans were initially drafted by management staff of the Pikes Peak Workforce Center. Management began to formulate the Regional and Local plans during the Fall of 2019, well ahead of the date that planning guidelines were issued. Initial steps included various meetings with the staff of Core partners and attending Colorado Workforce Development Council (CWDC) conferences and other briefings on WIOA requirements by State and National organizations. Once the planning guidance was issued by the Colorado Workforce Development Council, management distributed the plan templates to operations staff for their input, including: • Finance Team • Adult/Dislocated Worker Team • Youth Team • Wagner-Peyser Team • Grants Team • Workshops Team • MIS Team
The Local and Regional Plans were also checked for consistency with Colorado’s Draft Combined Plan for Execution of Workforce Development Activities, “Driving Colorado Forward Together."
Once the initial drafts of these two documents were complete, they were distributed to the Pikes Peak Workforce Development Board and El Paso/Teller County Workforce Center Executive Board. Concurrently, the draft plans were also published for public review and comment on the WIOA Plan Public Comment and Review Website maintained by the Colorado Workforce Development Council.
Additional information is provided in the answer to Question 14, Section A.
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14. Describe the process used by the local boards in this planning region to provide an opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the plan prior to its submission.
The Pikes Peak WDB will provide a public review and comment period of not less than 30 days. A draft of the Pikes Peak Regional and Local plan will be posted on the WIOA plan public comment website maintained by the Colorado Workforce Development Council. Public comments may be submitted and recorded on that website and all such comments received, along with comment responses will be included in final plan submission.
A legal notice summarizing the availability of the Regional and Local Plan for review, the public review and comment process, and the link to the Workforce Council’s public comment website address will be published by El Paso County. All Workforce Development Board members will be advised of the comment process, including representatives of business and industry and labor organizations. Finally, sufficient time will be provided between the close of the comment period and the submission date of the final plan to address any issues and/or make adjustments to the plan based upon comments received. Comments will be reviewed by the WDB Executive Committee, the El Paso/Teller WIOA Executive Board, and Pikes Peak Workforce Center Staff.
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Local Area: Strategies and Services
B. For Your Local Area in the Planning Region (no page limit)
The Colorado Workforce Development Council issues annual guidance for performance incentive funds and the reporting required to be eligible for those funds, when offered. The questions asked for that process are incorporated into the local area plan below.
Additional guidance regarding performance incentives and reporting will be provided in a separate Policy Guidance Letter.
1. Provide an analysis of the workforce development activities (including education and training) in the local area, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services, to address the identified education and skill needs of the workforce and the employment needs of employers in the local area.
Workforce Development Programs: The Pikes Peak Workforce Center (PPWFC) is the American Job Center for the region. Under the Workforce Innovation Opportunity Act (WIOA) guidance and regulations, PPWFC has hired contractor Tamara Moore as the WIOA One-Stop Operator. Under the Workforce Investment Act (WIA), the PPWFC consistently operated high-quality and high-performing workforce development programs. This legacy continues now for the programs it operates under WIOA.
This section provides an analysis of the performance of programs operated by the PPWFC, currently in Program Year 2019 (PY19) as of July 1, 2019, and the two most recently completed Program Years (July 1, 2018 – June 30, 2019 (PY18) and July 1, 2017 – June 30, 2018 (PY17). The table below records the development of PPWFC’s performance (as of PY18) in accordance with WIOA’s performance indicators. WIOA performance indicators apply to PY19 (July 1, 2019 through June 30, 2020) in the following programs - Adult, Dislocated Worker, Youth, and Wagner-Peyser. Further details include:
ADULT MEASURES • Go to Work: Entered Employment Rate – the percentage of participants involved in unsubsidized employment during the second quarter after exit from the program.
• Remain Working: Employment Rate 4th Quarter After Exit – the percentage of participants involved in unsubsidized employment during the fourth quarter after exit from the program (for title I Youth, the indicator is the percentage of participants in education or training activities, or in unsubsidized employment during the fourth quarter after exit).
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• Earn an Income: Median Earnings – the median earnings of participants involved in unsubsidized employment during the second quarter after exit from the program.
YOUTH MEASURES • Gain Credentials - Attainment of a Degree or Certificate: Credential Attainment – the percentage of participants enrolled in an education or training program (excluding those in On-the-Job training (OJT), Work Experience, Apprenticeships, and/or customized training) who attain a recognized postsecondary credential or a secondary school diploma, or its recognized equivalent, during participation in or within one year after exit from the program. A participant who has attained a secondary school diploma or its recognized equivalent is included in the percentage of participants who have attained a secondary school diploma or its recognized equivalent only if the participant also is employed or is enrolled in an education or training program leading to a recognized postsecondary credential within one year after exit from the program.
• Enter Education or Employment: Placement in Employment or Education – the percentage of participants enrolled in education or training activities or in unsubsidized employment during the second quarter after exit.
• Measurable Skills Gain: The percentage of program participants enrolled during a program year, in an education or training program that leads to a recognized postsecondary credential or employment and who are achieving measurable skill gains, defined as documented academic, technical, occupational, or other forms of progress, toward such a credential or employment. Depending on the type of education or training program, documented progress is defined as one of the following: a) Documented achievement of at least one educational functioning level of a participant who is receiving instruction below the postsecondary education level. b) Documented attainment of a secondary school diploma or its recognized equivalent. c) Secondary or postsecondary transcript or report card for a sufficient number of credit hours that shows a participant is meeting the State unit’s academic standards. d) Satisfactory or better progress report, toward established milestones, such as completion of OJT or completion of one year of an apprenticeship program or similar milestones, from an employer or training provider who is providing training. e) Successful passage of an exam that is required for a particular occupation or progress in attaining technical or occupational skills as evidenced by trade-related benchmarks such as knowledge-based exams.
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PY18 Performance based on most current data Connecting Colorado reports 03/02/2020
(blue=99%-90% of neg. (red=below 90% (green=100% of neg. level) level) of neg. level) Latest Wage Data: 09/30/2019 Actual Standard % of Standard Adults Emp Rate 2nd Qtr After Exit 78.87 79.6 99.08% Emp Rate 4th Qtr After Exit 81.33 72.6 112.02% Median Earnings 2nd Qtr After Exit $8,724 $7,200 121.17% Credential Attainment by 4 qtrs After 87.76 60 146.27% exit Measurable Skill Gains Rate 74.77%
Dislocated Worker Emp Rate 2nd Qtr After Exit 80 80.3 99.63% Emp Rate 4th Qtr After Exit 75 73.2 102.46% Median Earnings 2nd Qtr After Exit $9,980 $8,665 115.18% Credential Attainment by 4 qtrs After 82.35 50 164.70% exit Measurable Skill Gains Rate 55.77
Youth Emp Rate 2nd Qtr After Exit 65.85 70.7 93.14% Emp Rate 4th Qtr After Exit 69.23 59 117.34% Median Earnings 2nd Qtr After Exit 3700 Credential Attainment by 4 qtrs After 52.69 58.5 90.07% exit Measurable Skill Gains Rate 57
Wagner-Peyser Emp Rate 2nd Qtr After Exit 64.18 61.1 105.04% Emp Rate 4th Qtr After Exit 64.6 57.5 112.35% Median Earnings 2nd Qtr After Exit $5,423 $5,192 104.45%
The Pikes Peak Workforce Center met and/or exceeded all the performance standards set by the State of Colorado for each of the above metrics.
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It is evident from the data above that increased levels of individualized and/or personalized services result in higher levels of performance outcomes. The challenge then becomes how to stretch WIOA’s limited resources to provide more individualized services to increased numbers of individuals. This challenge will be one that the Pikes Peak Workforce Development Board along with all Core and partner programs will address during the four-year duration of this plan.
The PPWFC believes that one element contributing to program success is a robust menu of employer and job seeker services. During the most recent two calendar years, the mix of services provided has been extensive and includes the following:
Service Service Count Unique Individuals Resource Center Visit 29,146 12,067 Job Search Assistance 6,504 4,807 Job Search Workshop 2,169 1,005 Résumé Preparation Assistance 1,831 1,603 New Job Opens 66,453
Workforce Asset Map (WAM) In partnership with the UCCS Economic Forum, the Workforce Development Board (WDB), and other community partners, the Pikes Peak Workforce Center developed an asset map of all Core and partner program resources and services, along with an analysis of what mix of services appears to yield the highest performance metrics and returns on investment. In addition, an examination of alternative ways to deliver increased individualized services to increased populations has been determined through means such as: • Smart technology applications • Computer-based training and services (CBT) • On-line training and services • Web-based/on-line training • Webinars/video delivery • Group services and processes • Increased short-term training and stackable credential opportunities
The asset map serves as a starting point whereby these additional services may be provided and shared in a comprehensive manner that avoids unnecessary duplication and yields increased effectiveness and reduced costs. WAM is a database designed to bring together the region’s resources for businesses, job seekers and students. The Pikes Peak Workforce Center developed two videos to showcase the value of WAM—one for businesses (https://www.youtube.com/watch?v=Bow-v4x883A) and one for students (https://www.youtube.com/watch?v=_P0Vvesmc_k). The Business committee put together focus groups of businesses on how we can better provide them with their workforce by using WAM. Subsequently, the committee decided that the community needed a dedicated person to further enhance the development of WAM.
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WAM was launched in the Fall of 2017 and is live at https://coswam.com. The Colorado Springs Workforce Asset Map (WAM) is a “one stop,” free, online tool that helps job seekers, employers, and students identify and easily access workforce-related resources within the Colorado Springs region.
New Activities and Initiatives: Based on the needs of the Pikes Peak Region, Pikes Peak Workforce Center is proud that several new activities and initiatives have been developed since this plan was originally submitted in 2016, which include:
• Disability Employment Initiative (DEI) – The Pikes Peak Workforce Center hired a Disability Resource Coordinator (DRC) to enhance services to individuals with disabilities and to help make structural changes to programs, processes, and procedures to better serve these individuals. The DRC leads a Ticket-to-Work program, and the Abilities Coalition was designed to collaborate and convene like-resources.
• Adaptive Equipment – The Workforce Center has recently been recognized for upgrading and updating its adaptive equipment to better serve individuals with disabilities like the hearing and visually impaired and those with mobility concerns. This also includes the redesigning of the website www.ppwfc.org to be ADA accessible.
• Reconfigured Office Environment – The PPWFC made long-term upgrades to its office facility at its main office located in Colorado Springs, co-located within the El Paso County Citizens Service Center. The facility has a reduced footprint (to save on facility costs) but has enhanced its service delivery in a customer-friendly manner.
• Colorado Works Subsidized Training and Employment Program (CW STEP) – A Department of Human Services grant allows the Front Range Alliance (formed by six Workforce Centers) to better aid TANF recipients with becoming employed and moving toward exiting TANF benefits. Through the Work-Based Learning initiative, participants are able to maintain their TANF benefits while gaining work skills in preparation for permanent employment. Though other Workforce Centers operate TANF, PPWFC is excited about the opportunities this initiative provides.
• Work Readiness Series for Young Adults – The PPWFC implements a three-day work readiness training program which allows participants to receive payment while learning to improve soft skills, financial acumen, and overall preparation for increased retention in work experiences.
• Sector Partnerships – PPWFC relaunched the Healthcare partnership with more than ten businesses actively engaged. Information Technology (IT) is also exploring a formal Sector Partnership to increase initiatives in Technical Services. Colorado Advanced Manufacturing Association (CAMA), South Advanced Manufacturing Sector partnership is currently on hold Page 72 | 128
due to lack of business involvement. Also, the Hospitality and Retail Sector partnership successfully launched in August 2019.
Further information of Sector Partnerships is provided in Question 1, Section A.
• Work-Based Learning (WBL) – The Pikes Peak Region continues to lead the State in supporting Apprenticeship training opportunities, and comprehensive work is underway by the Business Services team to further develop new apprenticeships and overcome the challenge of participants commuting to some programs outside of the Pikes Peak Region. Due to the State’s added focus on Work-Based Learning, and the implementation of multiple new grants, the PPWFC has employed a Job Coach position in efforts to prioritize WBL specific needs as well as aid the participants and employers during the training programs. Through the utilization of these new staff members, the WBL opportunities have increased success rates.
• Incumbent Worker Training (IWT) – IWT has been rebranded to Employee Development Training. Over $400,000 in funding has been provided to upskill existing employees in their respective occupations. PPWFC is the only Workforce Area in the state to utilize the allowable WIOA funds for IWT.
• Career Boost – The PPWFC Partnership with COS School District 11 and Pikes Peak Community College assists with the hard-to-serve population of Basic Skills Deficient and/or English Language Learners. This program offers stackable certification, internships, and skills to help earn a sustainable wage. The first course is a free introductory course which is designed to ensure that students are willing to participate and follow through in the following trade/skill areas - Welding, Early Childhood Development, and Information Technology.
• Discretionary Grants – During PY18-19 the PPWFC has either received or is participating in eleven discretionary grants; this is an indication that efforts to diversify funding has been successful. PPWFC has also been commended for exploring options for 501(c)3 hosting. This has allowed the PPWFC to pursue more Traditional/Non-Government Granting agencies and Foundations for additional funding support. Individuals and businesses also have the option to make donations in appreciation of PPWFC’s work and receive tax-deductible benefits.
• Fraudulent Employers – The PPWFC has defined a process with the State’s guidance to assist in promptly capturing fraudulent employers attempting to use the Connecting Colorado Job Seeker/Job Order database.
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Pikes Peak Workforce Development Board: Vision and Goals 2. Describe the local board’s strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment), including goals relating to the performance accountability measures based on primary indicators of performance described in section 116(b)(2)(A) in order to support economic growth and economic self- sufficiency.
The Pikes Peak Workforce Development Board (WDB) intends to support national, state, and community initiatives that are aimed at preparing a skilled and educated workforce. This strategic vision extends well beyond the scope of WIOA planning and implementation.
The WDB recognizes that it is in the best interest of all community partners, including K-12 education, community colleges and institutions of higher education, private non-profits, governmental and economic development agencies, and business and industry, at all levels, to develop and support inclusive education and training activities. This will help increase wealth and reduce dependency for all, including individuals with disabilities, justice-involved citizens, disconnected youth, limited-English-speaking individuals, those lacking basic educational skills, and others with employment barriers.
The WDB recognizes it will take the efforts of all partners, at all levels, to engage effectively to work together to plan, manage, and use limited resources to make progress to address this vision. To help achieve this vision, the WDB will act as a convener and moderator of conversations and initiatives to help meet the goals to prepare an educated and skilled workforce in such ways as: • Support the development of Career Pathways that have effective training options and multiple access points and “on- and off-ramps.”
• Convene Sector Partnerships that will promote education and training that is finely tuned to the needs of business and industry.
• Fund research and analysis to identify skills gaps along with program designs to address those gaps.
• Support (financially and otherwise) model programs that address the training and employment needs of individuals with significant barriers to employment.
• Create an environment that promotes innovation at all levels.
• Encourage Core and other WIOA partners to take steps to reduced administrative burden and artificial barriers to participation.
• Support the development of employment and training services that are demand driven, technology enabled and affordable for the end user.
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• Explore existing/additional area registered apprenticeship opportunities and programs to support in-demand career pathways.
• Explore existing/additional short-term opportunities for job seekers to obtain stackable credentials.
• Enhance the availability of Work-Based Learning opportunities.
A major part of the Pikes Peak WDB’s strategic vision is that, at minimum, local WIOA and Core Partner Programs will have a high degree of accountability and that programs will be designed and operated to achieve and maintain high levels of successful performance. WIOA has a number of performance measures and program standards. To support data-driven decision making, the Pikes Peak Workforce Development Board will incorporate these performance metrics and accountability measures when preparing program plans and reviewing program performance of Core and Partner Programs as part of its continuous improvement process.
The WDB will routinely review available performance data of WIOA Core and Partner Programs to benchmark progress and measure the success of the One-Stop system in meeting its required goals and outcomes.
WIOA’s performance metrics are described and defined in Question 1, Section B.
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Business Development: Strategies and Services 3. Describe the strategies and services that will be utilized to facilitate engagement of employers, including small employers and employers in in-demand industry sectors and occupations, in workforce development programs. Specifically: i. What outreach activities are planned to increase business engagement in your local area? ii. How will the Business Services team be utilized for this purpose? iii. How will the members (particularly business members) of the LWDB and Youth Council/committee support these efforts? iv. How will Sector Partnerships be utilized for this purpose? v. What are your objectives and goals for these activities? i. Outreach Activities: Pikes Peak Workforce Center follows the Paid, Earned, Shared, Owned (PESO) Model of marketing, advertising and public relations.
Typically, paid advertising and marketing activities routinely include print ads and radio spots such as:
• Print ads in the Colorado Springs Independent and Ute Country News (Teller County).
• Digital and print ads in the Southeast Express for business services.
• Print ads for business services in the Relocation Guide for the Colorado Springs Chamber & EDC, and the Southern Colorado Chamber of Commerce publication.
• Print ads for business services in the Teller County Guide and the Cripple Creek Parks and Recreation Guide.
• Print ads in the Colorado Springs Military Newspaper Group - Fort Carson Mountaineer, Schriever Sentinel, and the Peterson Air Force Base Observer.
• Colorado Springs Business Journal print ads promoting various business services, business events, and training for employers.
• Digital ads on KRDO.com for the Young Adult Job Fair, Spring Job Fair, Military & Veterans Employment Expo (MVEE), and the Community & Veterans Job Fair.
• Radio spots which promote the Governor’s Summer Job Hunt program and the Young Adult Job Fair which targets youth and “youth-friendly” employers.
• Weekly KRDO Radio news announcements regarding PPWFC programs, services and events.
• Paid Facebook ads promoting business services and workshops, job seeker services and workshops, job fairs, and other PPWFC programs, services and events.
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The region also relies heavily on alternative ways of promoting business services, such as unpaid or earned methods, including: • Success stories posted on the Workforce Investment Works (WIW) website.
• Media-sponsored outreach activities such as the weekly segment on KRDO "Jobs Wednesday," in partnership with KRDO, an ABC Affiliate radio station.
• Monthly media-sponsored on-air programs such as KRDO's "The Extra" news hour − a segment promoting an in-depth discussion about PPWFC’s business Skillful, other employer workshops, or one of the numerous available workshops for job seekers.
• Numerous local media outlets promoting PPWFC services by publishing Public Service Announcements and feature news articles - i.e., during the first four months of 2020, there were more than 50 press pickups of PPWFC in the Colorado Springs Business Journal, the Gazette, KRDO TV and Radio, KOAA TV, Fox 21 News, KKTV, The Colorado Sun, Pikes Peak Courier, Colorado Springs Independent and others. All of these are earned public relations.
• Digital public service announcements in the Woodland Park Chamber of Commerce “Grapevine” weekly newsletter, promoting PPWFC business services and job fairs.
Shared methods like business partnerships, or social media channels in which information passes through the community include:
• Business services agreements and marketing strategies with Core and Partner programs.
• Peer-to-peer marketing and outreach of the Workforce Development Board members, the boards and commissions of WIOA’s Core and Partner organizations, and business-to-business activities supported by PPWFC’s Business Services team.
• PPWFC’s Youth Program which targets the area’s small businesses to assist in job development, creating year-round and summer employment opportunities.
• Social media - Facebook, LinkedIn, Twitter, Instagram, and YouTube, which are primarily used to promote One-Stop services, hiring events and job fairs, as well as job seeker successes.
• Promotion of the annual or biennial State of the Workforce event. A report is distributed to the community and business partners are acknowledged for their service and support.
The PPWFC’s owned methods of marketing and promotion include:
• Weekly newsletters specific to adult job seekers, young adult job seekers, Teller County job seekers, and employers/businesses.
• The PPWFC website, redesigned as of PY18 to provide more relevant information in a user- friendly manner. In PY19, the website was restructured to meet ADA compliance guidelines.
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• Outreach and marketing activities that have expanded through WIOA Core and Partner programs, of which PPWFC has developed marketing materials to support the promotion of these services.
• The PPWFC also creates, prints, and disseminates dozens of fliers each month to promote services to job seekers and businesses.
During CY19, the PPWFC hosted 196 custom hiring events. Also taking into consideration Federal Holidays, this is an achievement averaging nearly one hiring event per day for each day PPWFC was open for business. The success of the events in measures is as follows:
• 79 Unique Employers were served
• 2,333, Job Seekers attended these hiring events
• 619 people were hired from these events year-to-date
• 25% of those who attended were offered jobs
Success itself is the best form of outreach. Through CY20 and beyond, the Business Services team will seek to expand its success of hosting customized hiring events, continue to strategically match employers with job seekers, and encourage business engagement in utilizing the workforce system to attract talent. ii. Business Services team: The Business Services team is expected to continue expanding through PY20-24, with the cooperative efforts of all WIOA Core and partner organizations, including representatives from Vocational Rehabilitation, Adult Education, TANF, and other partners. These agency expansions are coordinated by the region’s One-Stop Operator.
The rebranding of the Incumbent Worker Training to Employee Development Grant continues to be a success to help businesses upskill their workforce and allows Pikes Peak Workforce Center to fill entry-level jobs. Also, Job Coaches have been added to the Business Services Team. Job Coaches are the connectors between enrolled participants and businesses. They provide mentorship, best practices, and guidance to both the employer and participant.
The PPWFC expanded usage of PPWFC’s communication tools such as the Business Services Newsletter and LinkedIn as a business services marketing tool. The Business Services team has recently piloted the use of Constant Contact for newsletters and employer contacts for large business events with great success. Previously, during large business events, the Business Services team contacted employers separately via individual email accounts and did not have business contacts in one consistent location.
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Combining these contacts and using Business Services Newsletter emails and LinkedIn as a networking and advertising source will greatly expand the number of business and individuals PPWFC and other Core and partner programs are able to reach. Working with the State, the Business Services team will also be involved with several statewide initiatives that will expand apprenticeships and other Work-Based Learning opportunities, focusing on in-demand industries.
The Workforce Development Board is interested in the Business Services team’s collaboration with the business services units of other required partners, particularly those housed in TANF and DVR. This would allow the pooling of resources resulting in a greater impact, achievement of common goals, and avoiding duplication of services. Efforts to do this have been successful through statewide collaboration by Business Services teams working together across the State. The funding for CW STEP and the DEI coordinate well with these goals. iii. Workforce Development Board/WDB Standing Committee Support: One expectation of any representative serving on the Workforce Development Board is that they help promote One-Stop Center services and programs, including the services and activities of all Core and Partner programs.
The Pikes Peak WDB currently has one standing committee, the Workforce Action Team, and is considering other standing committees that will increase the WDB’s depth and scope of knowledge and expertise. The following Standing Committees are under consideration.
• One-Stop Partner Standing Committee,
• Disability Issues Standing Committee, and • Youth Issues Standing Committee.
One benefit of any such standing committee will be that they provide additional expertise in promoting One-Stop services and additional outreach to disconnected youth populations and the disabled community. Another benefit would be to identify and minimize areas of service redundancy between community partners.
iv. Sector Partnerships: PPWFC requested that all Partners, Service providers, Board and Committee members and others associated with the governance and operation of WIOA encourage and facilitate the engagement of employers in Regional Sector Partnerships. This undertaking was accomplished, and requests will continue going forward with the assistance of the One-Stop Operator.
Moreover, the Business Services team’s participation in several Sector Partnerships in collaboration with the Colorado Springs Chamber & EDC has expanded. These Sector Partnerships include:
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Sector Partnership Partnership Status Work Groups and Goals • Increase internal membership
• Develop internal committees to create strategies to increase industry’s footprint in El Paso/Teller counties Advanced On Hold • Improve internal and external communication; Manufacturing deliver messages with one voice
• Cultivate programs that teach school age children about manufacturing and engage them in the industry
• Education/Career Pathways for Healthcare to include apprenticeships
Healthcare Established • Employee Recruitment and Retention
• Technology and Innovation in Healthcare
• Training Options – Utilize funding (Walmart Grant) for Incumbent Workers
Hospitality Established • Transportation issues
• PR/Marketing Career Pathways
• To Be Determined IT Exploratory Stage
v. Objectives and Goals: PPWFC promotes career nimbleness and ability for all Coloradans, with an expectancy to unlock the full potential of the Connect, Convene, and Collaborate methodology, which serves all individuals in need of support by:
• Strengthening the alignment of all programs • Streamlining Sector Partnerships PPWFC will continue to support the TalentFOUND Network and other state resources for both businesses and individuals by:
• Educating staff on the resources available which allow to better educate the public • Focus on My Colorado Journey as a lifetime resource for career pathways and education
• Utilize the Workforce Asset Map as a viable regional tool and TalentFOUND as a statewide tool
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The PPWFC philosophy of Connect, Convene, and Collaborate provides opportunities for the braiding and blending of resources. Accordingly, partnering with the community allows focusing on what’s in the best interest of the business and individual.
When PPWFC helps individuals to attain employment, it is the key to the resilience of economic impact. To that point, developing advocates in the community that share the successes of our customers is vital. Furthermore, developing a methodology on the return of investment provided to businesses for employer services will also be critical in determining the impact the workforce centers have on the business community.
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Business Development: Implementation and Initiatives
4. Discuss the implementation of initiatives designed to meet the needs of employers in the local area that support the local board’s strategy, including: i. Work-Based Learning Programs: Explain how you will utilize and promote incumbent worker training programs, on-the-job training programs, customized training programs, internships, or other activities for PY20. ii. Apprenticeships: USDOL and CDLE are emphasizing the importance of apprenticeships. Please provide a detailed response which includes the steps you will take to increase apprenticeship opportunities for your customers during the next program year. iii. Sector Partnerships Participation: Explain how you will utilize the relationships built by your Business Services team to enhance or expand participation in Sector Partnerships and also expand business services efforts. 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). iv. Sector Partnerships – Status and Objectives: In your local area or with partner local areas, what Sector Partnerships are you engaged in or do you plan to engage in during PY18?
v. Career Pathways: Explain how you will utilize information gathered through your Business Services team to provide a baseline for consideration of new or enhanced Sector Partnerships, and how this information will be used to inform changes to or development of Career Pathways in your Local Area. Indicate specific PY18 planned objectives and measurable outcomes.
i. Work-Based Learning Programs:
PPWFC uses Work-Based Learning programs, including Paid Work Experience, On-the-Job Training, and Apprenticeships, to develop Work-Based Learning opportunities. The target audiences for these endeavors include Job Seekers transitioning to new careers, hard-to-serve individuals such as justice-involved citizens and youth, CW STEP and TANF participants, and all other individuals in need of better core skills to either get started or progress in the workforce.
The PPWFC established the Young Adult Work Readiness program to aid individuals in better soft skills preparation before beginning work experiences, which has expanded to these groups - CW STEP, Community Services Block Grant (CSBG) participants, justice-involved citizens, and others in need of more fine tuning before entering the workforce. To further promote these efforts, two additional Job Coaches have been added to the staff during PY19. One focuses on the Young Adults, which has resulted in tremendous successes. The other Job Coach supports Adults, focusing on individuals over the age of 24 in need of Work-Based Learning training; this individual also supports CW STEP and CSBG participants in other WBL’s activities. Our most recent Job Coach hire focuses on Road to Work and Adults with disabilities in WBL activities. Page 82 | 128
During the close of PY17 the PPWFC implemented a robust Incumbent Worker Training Program to help area employers remain competitive, provide their employees with updated skills, the option to avoid layoffs and retain employees, and overall to increase productivity and profits. This program is expected to make great strides and expand in upward mobility for PY20 considering PPWFC is the only Workforce Center using WIOA funds for IWT.
ii. Apprenticeships:
PPWFC is working closely with the Colorado Department of Labor and Employment (CDLE) and Colorado Workforce Development Council (CWDC) to develop our capacity to work with employers in development of expanding the Apprenticeship program in our local area.
Annually, PPWFC holds a Registered Apprenticeship job fair to connect Job Seekers to USDOL registered Apprenticeship programs. Presentations are conducted for Employers and Local Industry associations to provide an overview of the benefits of Apprenticeship Programs. When appropriate, PPWFC identifies employer needs that offers an opportunity of Apprenticeship solutions - building, creating, or initiating an Apprenticeship, such as to upskill 7-Eleven Employees for Management positions.
PPWFC continues to lead the state in the number of individuals enrolled in Apprenticeships with expectations to continue expanding throughout PY20-24.
iii. Sector Partnerships Participation:
Advanced Manufacturing The PPWFC is involved in the Advanced Manufacturing Sector Partnership. It was found that hiring trends are cyclical and each manufacturer has a specific set of skills and experience needed for their area of expertise. Establishing training programs that collectively meet the needs of the Advanced Manufacturing industry is difficult. Adding to this problem is that employment is not always available for trainees due to the cyclical nature of the industry.
To combat this determined problem, the Advanced Manufacturing Industry Partnership is actively working to increase their internal membership. This would give the industry a greater voice in developing curricula or career pathways that meet the industry needs. In addition, growing their membership numbers allows them to create a bigger footprint in the Region in the sense that there will be more community awareness.
The industry is aware that the younger, school-age generation is vital to the Advanced Manufacturing industry. The sector partnership, in collaboration with PPWFC, area school districts, and secondary education providers/support are working together to develop programs that teach secondary school children about the Advanced Manufacturing field. Exposure to occupations
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outside of the traditional four-year degree programs is essential to filling middle-skill positions in the future. In PY17 the PPWFC collaborated with School District 11 and Pikes Peak Community College and developed its “Career Boost” program that combines career exploration work experience and job-related instruction in several trades providing opportunity to English as a Second Language (ESL) English Language Learners. This is planned to continue.
Healthcare Healthcare is an established Sector Partnership in the Pikes Peak Region. This sector partnership is reassessing the structure of the sector partnership. While the sector partnership has been successful in implementing initiatives and achieving goals, the lack of C-Level participation is an impediment to moving the sector partnership forward.
Collective Impact events, in which feedback is gathered from the industry on important healthcare needs, have been a focus of the sector partnership. The result of the Collective Impact events is that asset maps have been developed detailing the presence of healthcare providers and identifying areas where there is a healthcare desert. This information is essential to meeting the healthcare needs of the Region and the Colorado Springs Chamber of Commerce and Economic Development Corporation may use this information to direct new providers as to where their services are needed most. In addition, Collective Impact events provide a forum for healthcare providers to discuss the new IT infrastructure needed in order to comply with the Affordable Healthcare Act and electronic records requirements. Now that the need has been identified, the sector partnership is developing mandates and action items to address this issue.
Currently, the Healthcare Sector Partnership is focusing on the production of a series of workforce- centered webinars. Topics for the webinars include items such as Healthcare Worker Safety, Workforce Shortages, Employee Retention, training, and laws and regulations. A barrier to completing this initiative is funding. The healthcare sector partnership is investigating grants as a source of funding, as well as corporate sponsorship.
Hospitality The Hospitality sector activities and initiatives are sporadic in nature. Currently, the sector is experiencing a revival, and sector partners are planning activities to raise awareness of the importance of Hospitality in the Pikes Peak Region. Education providers will participate in activities that raise awareness of alternative Career Pathways to traditional four-year College Degree programs. Future activities will include the development of Educational/Industry credentials for individuals seeking employment in the hospitality sector and upskilling existing workers. iv. Sector Partnerships – Status and Objectives:
Review of current Sector Partnerships and industry projections for the Colorado Springs MSA, illustrates the need to expand Sector Partnerships beyond the typical industries. The projected top industries through 2024 are Government, Healthcare and Social Assistance, Retail Trade, Accommodation and Food Services, and Professional, Scientific, and Technical Services.
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With the exception of the Healthcare and Accommodation Sector Partnerships, there are no Sector Partnerships that meet the needs of these growing industries. A challenge is that the previous focus industry sectors are not predicted to provide significant growth in the next years. The Pikes Peak Workforce Development Board will work with the Chamber/EDC and local post-secondary education providers to evaluate current Sector Partnerships and develop new Sector Partnerships that accurately reflect the top emerging industries for the Region. A continuing goal is that the PPWFC establish new Sector Partnerships that address the needs of one of the aforementioned emerging industries.
Challenges While PPWFC would like to expand current Sector Partnerships and establish new ones there are some obstacles that will make that difficult. Based on the “Skills Report 2018” study conducted in collaboration with Pikes Peak Community College and the University of Colorado at Colorado Springs, there is a disconnect between employers in the Pikes Peak Region and Job Seekers.
Most employers believe that they offer competitive wages and benefits compared to other markets and that they have workplace environments that are inviting to younger generations such as millennials. However, the “Skills Report 2018” study shows this to be untrue. The Information Technology, Computer, and Mathematics industries are prime examples of this disconnect. While these industries have a solid base, they face challenges with growth because of difficulties in attracting and retaining skilled employees.
Research conducted by the sector partnership and supported by the Pikes Peak Region’s “Skills Report 2018” indicates that these industries are losing qualified and experienced job seekers in the 20-35 age range to more desirable markets. Employers who are cognizant of the fact that they may lose employees to more desirable markets offer higher wages and better benefit packages to attract and retain employees. This means that single jobseekers are more likely to take a job offer or switch employment to cities like Denver, Colorado or Austin, Texas. Both of these cities offer higher wages than the Pikes Peak Region. On average, employers offer 15 percent higher wages in Denver than in Colorado Springs. However, the cost of living is 12.79 percent lower in Colorado Springs than in Denver for an individual making $50,000 per year (Bankrate).
Also, there are additional factors that must be considered. The “Skills Report 2018” survey revealed that wages are not the only obstacle in attracting and retaining qualified employees. The prestige of other markets and more attractive cultural and social scenes are deterrents to attracting and retaining qualified employees. v. Career Pathways:
PPWFC uses paid Work-Based Learning opportunities, including On-the-Job Trainings, Work Experiences, and Apprenticeships, to develop Career Pathways for Job Seekers. The target audiences for these endeavors include Job Seekers transitioning to new careers and hard-to-serve individuals such as justice-involved citizens, disconnected out-of-school youth, DEI participants, Page 85 | 128
CW STEP participants, and those involved with the Community Services Block Grant (CSBG). The PPWFC has an established Work Experience program that is used to carry out this initiative.
PPWFC is working with Sector Partnerships in Educational arenas such as with Pikes Peak Business and Education Alliance (PPBEA) that started in District 49 and has expanded to other El Paso School Districts. This program provides access to a variety of Work-Based Learning experiences and resources serving the K-12 curriculum. Other partnerships include Pikes Peak Community College and Deans of Vocational areas serving post-secondary programs in the Sector Partnerships.
Early PY19, PPWFC participated in the “Industry Week” summit. Educators received information on Career Pathways and toured five industries: Hospitality, Aerospace and Defense, Manufacturing, Information Technology, and Healthcare. PPWFC is currently evaluating if the program will be repeated at any time in the future.
The Pikes Peak Manufacturing Sector Partnership utilizes School Districts 11 and 49 as a means to attract talent into the Advanced Manufacturing sector. There are 19 school districts within the Region that participate in an ongoing workforce discussion group led by PPWFC and the Colorado Springs Chamber & EDC to further the conversation and share best practices around career pathways.
In addition, through the new Disability Employment Initiative, the PPWFC Disability Resource Coordinator has become a member of the State DEI Leadership team, attending all meetings to date. The group works together with key partners in identifying the best career pathways for those to be served, and to ensure a minimum of ten career pathways are maintained. Another member of the State DEI Leadership team represents a higher education institution that has twelve Apprenticeship programs in Colorado. PPWFC Development Team Lead has requested that pilot programs for four of these apprenticeship opportunities be developed to serve the Pikes Peak Region.
This program is due to terminate as of September PY20, however, Disability Awareness Training will continue throughout PY20-24.
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Local Workforce Board Development: Engagement and Expansion Strategies 5. Describe how the local board, working with the entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, including how the local board will facilitate the development of career pathways and co-enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable).
The Pikes Peak Workforce Development Board will work with Core and other Partner programs to expand access to WIOA Employment and Training Services for individuals with barriers to employment. This is a long-term and on-going initiative that began during PY16. It includes:
• Explore customized training opportunities that support Sector Partnerships and demand occupations, like previously mentioned Career Boost program. • Communicate with local employers to identify common training needs that can be provided via cost-efficient methods to upskill eligible participants; utilizing Pikes Peak Business to Education Alliance, Sector Partnerships and local chambers. • Follow participants who remain enrolled in WIOA to determine what contributes to WIOA program retention and completion. • Review eligible training providers based on their completion and success rate to ensure participants have the best opportunity to succeed. • Continue to utilize incumbent worker training as PPWFC’s “menu” of services that adds stackable credentials to employed workers enabling the backfilling of open positions with WIOA customers. • Explore pre-apprenticeship training activities with area apprenticeship program service providers. • Expand knowledge in the community at large about the availability and benefits of registered apprenticeship programs.
All of the above were researched and evaluated. Methodologies that proved to show promise were implemented and are evaluated on an ongoing basis. Most notably, PPWFC was the only workforce center in Colorado to utilize the WIOA option of allowable funds towards Incumbent Worker Training.
Additionally, through grants received in 2018, PPWFC is now able to offer expanded services to individuals with disabilities through its Certified Work Incentive Practitioner, to those receiving TANF benefits, and individuals living 125% below the LISSL (specifically through the CSBG). PPWFC has participated in 4 years of Road to Work program funding through the Department of Corrections. PPWFC has also, applied for additional grants with CLDE to assist the justice involved citizens in our region.
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Partnerships Development: Adult Education and Vocational Rehabilitation 6. Describe the strategy to work with adult education providers funded under Title II of WIOA and Vocational Rehabilitation to align resources available to the local area, to achieve the strategic vision and goals described in Question 5.
The Region’s Core WIOA partners include three providers of adult education services and the Colorado Division of Vocational Rehabilitation. Representatives of these organizations are members of the Pikes Peak Workforce Development Board and each organization shares the Region’s commitment to support Sector Partnership and Career Pathways initiatives.
Note – Infrastructure Cost Resource Sharing Agreements were incorporated into all CY20 Memorandums of Understanding with Core Partners:
School District 11 A MOU between the PPWFC and School District 11 will be developed for PY20. This MOU will address such items as: • Program Access, • Shared Space/Co-Location • Cross-Referrals • Information Sharing • Cost Sharing (if applicable) • Collaborative Services • Co-Enrollments • Coordinated Case Management Pikes Peak Library District A MOU between the PPWFC and the Pikes Peak Library District will be developed for PY20. This MOU will address such items as: • Program Access • Shared Space/Co-Location (if applicable) • Cross-Referrals • Information Sharing • Cost Sharing (if applicable) • Collaborative Services • Co-Enrollments • Coordinated Case Management Community Partnership Family A MOU between the PPWFC and the Community Resource Center Partnership Family Resource Center will be developed for PY20. This MOU will address such items as: • Program Access Now funded as part of the • Shared Space/Co-Location (if applicable) School District 11 Adult • Cross-Referrals Education. • Information Sharing • Cost Sharing (if applicable) • Collaborative Services, • Co-Enrollments • Coordinated Case Management
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Colorado Division of Vocational A MOU between the PPWFC and the Colorado Division of Rehabilitation Vocational Rehabilitation will be developed for PY20. This MOU will address such items as: • Program Access • Shared Space/Co-Location (if applicable) • Cross-Referrals • Information Sharing • Cost Sharing (if applicable) • Collaborative Services • Co-Enrollments • Coordinated Case Management
Effective January 1, 2020, the Pikes Peak Region has been successful in negotiating MOUs and Cost Sharing agreements with all required WIOA program partners.
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Partnerships Development: One-Stop Delivery and Unemployment Insurance Programs 7. Describe the strategies and services that will be utilized to strengthen linkages between the one- stop delivery system and unemployment insurance programs.
The Pikes Peak Region has initiated and/or implemented a number of service strategies that provide excellent customer service to unemployment insurance recipients. It is expected that these services and initiatives will be continued and/or expanded upon during PY19 and beyond. Enhanced UI services provided by the Pikes Peak Workforce Center (PPWFC) include:
• Select PPWFC staff are highly knowledgeable about Colorado Unemployment Insurance program laws, rules and regulations and can directly assist customers with many of their questions and concerns.
• PPWFC has phones available for call-in technical assistance service whereby UI Claimants can reach the Denver UI Division. Computers are also available to provide customers an on-line chat capability with the Unemployment Insurance Division. Additionally, hot-line services are still available on Thursday for individuals who already have an active claim but are experiencing difficulties and in need of assistance.
• The PPWFC cooperates with the UI Division to register and orient Recently Separated Veteran (UCX) claimants so that job seeker services provided by the PPWFC count toward the veteran’s job search requirements.
The PPWFC participates in Colorado’s UI Reemployment Services and Eligibility Assessment (RESEA) program. RESEA provides selected UI Claimants who are early in their claim period with an orientation to Workforce Center resources, referrals to additional WFC services and programs along with a review and check on the claimant’s compliance with UI job search and availability requirements. RESEA services are provided to UI claimants who are statistically projected to have difficulty in obtaining suitable employment. It is planned that 300 RESEA customers will be served during PY19.
PPWFC staff provides lay off aversion strategies and “Rapid Response” services to workers who are part of mass layoffs or closures of local businesses. The workshops include the provision of information on how to file for Unemployment benefits and what services are available to unemployed workers.
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Local Workforce Board Development: Economic Development Activities 8. Describe how the local board will coordinate workforce investment activities carried out in the local area with economic development activities carried out in the planning region and promote entrepreneurial skills training and microenterprise services.
The following organizations were previously housed in the same offices as the Pikes Peak Workforce Center. During PY17 these organizations relocated to a different location that better suited their needs:
• Pikes Peak Small Business Development Center (SBDC) • Colorado Procurement Technical Assistance Center (PTAC)
While no longer co-housed with the PPWFC, each of these organizations provides multiple levels of services to PPWFC entrepreneurs and employers. With respect to economic development, PPWFC and the area’s economic development organization partner closely to work on mission-essential initiatives. Note: All three of these organizations are represented on the Pikes Peak Workforce Development Board.
• Pikes Peak Small Business Development Center (SBDC) helps existing and new businesses grow and prosper. Its goal is to help emerging and existing entrepreneurs better control their business operations by providing free consulting and guidance in all aspects of funding and developing small businesses. The SBDC provides entrepreneurial training and small business startup guidance.
• Colorado Procurement Technical Assistance Center (PTAC) helps to generate employment and improve the general economic conditions of the state and local economy by assisting Colorado companies (including those eligible for preferential consideration) in obtaining and performing work under local, state, and federal government contracts.
• PPWFC is a board member of and supports the mission of the Colorado Springs Chamber and Economic Development Corporation to enhance the quality of community by serving the business development needs of the Region so that economic growth exceeds population growth through an entrepreneurial culture of innovation to achieve economic prosperity for the Region.
• PPWFC actively participates in multiple chamber activities in El Paso and Teller Counties.
• The Workforce Action Team, a subcommittee of the Workforce Board, also serves as a convener for economic and development strategies.
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WIOA Partnerships 9. Provide a description of the workforce development system in the local area that identifies the programs that are included in that system. Also describe how you will partner with the required WIOA partners to increase awareness of career pathways and the critical role that workforce development plays in ensuring that all Coloradans have access to educational and career pathways that result in meaningful employment.
The Pikes Peak Workforce Development Board (WDB) works collaboratively in order to reduce duplication of services and overwork in programs. PPWFC developed the Workforce Asset Map of services, resources, and key requirements of each Core and other required and optional Program that participates in the Pikes Peak One-Stop services delivery system. This allows the Workforce to thrive in each respective program area, while supporting efforts and initiatives that provide information sharing and cross-training among and within the various partner organizations. For this reason, PPWFC has promoted the expansion of WAM into local Workforce Activities.
The following table summarizes the various WIOA required partners for the area’s programs, including anticipated arrangements for inter-agency Memorandums of Understanding (MOUs).
All required MOU agreements for PY20-22 incorporate Resource Sharing Agreements where calculations of costs of infrastructure are measured and reconciled.
Required WIOA MOU Arrangements Partner Name One-Stop Partners Grant Agreements for PY20-22 Colorado Department of 1. WIOA Title I - Adult Program Provide Funding, Oversight, and Labor and Employment and Guidance the PPWFC 2. WIOA Title I - Dislocated Grant Agreements for PY20-22 Colorado Department of Worker Program Provide Funding, Oversight, and Labor and Employment and Guidance the PPWFC Grant Agreements for PY20-22 Colorado Department of 3. WIOA Title I - Youth Program Provide Funding, Oversight, and Labor and Employment and Guidance the PPWFC 4. WIOA Title I – Job Corps N/A No Local Program. Job Program N/A No Local N/A No Local Program Corps Maintains a Local Program Recruitment Contractor
MOU for PY20 Colorado Springs School Will Provide Coordination, office District 11 Pikes Peak 5. WIOA Title II - Adult Education sharing, Cross-Referrals Information Library District Community and Literacy Program Sharing and Program Access Partnership Family Services. A resource sharing Resource Center is now part agreement will be provided in the of School District 11 Adult MOUs for PY20-22 Education.
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Grant Agreements for PY20-22 & Colorado Department of 6. Wagner-Peyser Act Program MOU for PY20 – Will Provide Labor and Employment and Funding, Oversight, and Guidance the PPWFC MOU for PY20 – Will Provide 7. Vocational Rehabilitation Act Coordination, Cross-Referrals, office sharing, Information Sharing and Colorado Department of Program Program Access Services. A resource Labor and Employment sharing agreement will be provided in the MOUs for PY20-22 MOU for PY20 – Will Provide 8. Older Americans Act - Coordination, Cross-Referrals, AARP – Senior Community Community Services Information Sharing and Program Services Employment Employment Program Access Services. A resource sharing Program agreement will be provided in the MOUs for PY20-22 MOU for PY20 – Will Provide 9. Carl Perkins Post-Secondary Coordination, Cross-Referrals, Information Sharing and Program Pikes Peak Community CTE Program Access Services. A resource sharing College agreement will be provided in the MOUs for PY20-22 10. Trade Adjustment Act Grant Agreements for PY20-22 & Colorado Department of Program MOU for PY20 – Will Provide Labor and Employment and Funding, Oversight, and Guidance the PPWFC MOU for PY20 – Will Provide co- 11. Jobs for Veterans State Grant location, Funding, Oversight, and Colorado Department of Program Guidance. A resource sharing Labor and Employment agreement will be provided in the MOUs for PY20-22 12. Community Services Block Grant Agreement for PY20. MOU for PY20 – Will Provide The CSBG Program is Now Grant Employment/Training Coordination, Cross-Referrals, Operated by the Pikes Peak Program Information Sharing and Program Workforce Center Access Services 13. Housing and Urban Development N/A – No Active Program in El Paso Employment/Training N/A - No Local Program or Teller County Program
MOU for PY20 – Will Provide 14. Unemployment Funding, Oversight, and Guidance, Including UCX and RESEA Program Colorado Department of Compensation Program Services. A resource sharing Labor and Employment agreement will be provided in the MOUs for PY20-22 15. Section 212 Second Chance MOU for PY20-22– Provides Coordination, Cross-Referrals, Act Offender Reintegration Information Sharing and Program Colorado Springs Works Program Access Services and a Resource Sharing Agreement
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MOUs for PY20 – Will Provide Co- Location, Coordination and Cross- Referrals and Information Sharing. 16. Temporary Assistance to Teller County Program Provides El Paso County Department WIOA Program Access to the Teller of Human Services Needy Families (TANF) County TANF Caseload. The El Paso Program County Program will Provide Welfare Teller County Department Diversion Employment and Training of Human Services Services to TANF Applicants. Resource sharing agreements will be provided in the MOUs for PY20-22
Several other Partners and Program Service providers will be involved in the delivery of WIOA and Wagner-Peyser program services during PY20-24. The following provides a list of partners and providers (non-inclusive):
• AspenPointe Behavioral Health
• Colorado Department of Corrections • Colorado Department of Military and Veterans Affairs
• Community of Caring/Aspen Mine Center • El Paso County Veteran’s Service Office
• Fort Carson United States Army Post
• Foster Care Emancipation Program • Goodwill Industries
• Marian House (Catholic Charities) • Mount Carmel Veterans Center
• Peak Vista Community Health Centers • Pikes Peak Business to Education Alliance
• Pikes Peak Community College
• Pikes Peak Library District • The Place (formerly known as Urban Peak)
• School-to-Work Alliance Programs (SWAP) • Springs Rescue Mission
• University of Colorado at Colorado Springs • YMCA
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PPWFC’s Human Center Design puts our customers – Job Seekers and Businesses – at the center of what we do. The Region has a robust sense of collaboration. Through community partnerships, the mission of WIOA is spread throughout various organizations. Leading up to the submission of this Local Plan we have met with all required partners multiple times. All partners now have more detail about the services the required partners provide in the Region.
PPWFC meets quarterly to ensure that we are meeting and expanding the vision of WIOA and speaking with one voice. Also, the Region’s One-Stop system uses the “no door is the wrong door” approach for our customers. Partners understand what the intake or triage looks like for the different partners and are able to make sure customers get the service they need, whether it is through the workforce center or another partner.
To support these efforts, the Pikes Peak Workforce Center and Workforce Development Board continue to engage local education and service providers to maintain the Workforce Asset Map (WAM!). This process includes identifying all relevant resources to aid job seekers and incumbent workers seeking training or career advancement opportunities while meeting the needs of businesses.
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Pikes Peak Local Area’s One-Stop Delivery System: Strategies and Services 10. Describe the one-stop delivery system in the local area, in particular: i. 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. ii. 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. iii. Describe the roles and resource contributions of each of the one-stop partners. iv. Describe how the local board will facilitate access to services provided through the one-stop delivery system, including in remote areas, through the use of technology and through other means; include your intended use of virtual job fairs, the upcoming virtual job shadowing capability, and other innovative strategies and initiatives to streamline and enhance services, as well as increase access. v. 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. vi. A description of how entities within the one-stop delivery system, including your centers, one- stop operators and the one-stop partners, will comply with section 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities. vii. 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 job seekers. viii. Provide a description of how training services under chapter 3 of subtitle B will be provided in accordance with section 134(c)(3)(G), including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter and how the local board will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided. ix. 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?
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This section provides a response to each of these topics and questions:
i. PPWFC Locations and Satellites: PPWFC, the current One-Stop Operator, provides access to WIOA and/or Wagner-Peyser universal services at a number of locations. One primary and five satellite locations are planned at this time. The number and location of satellite locations are evaluated on an annual basis with a variety of criteria applied. The current offices are listed below. Two satellite locations were closed PY17 due to low utilization and/or economic reasons. These are also listed below:
Target Groups Office Type Location Hours/Availability Served All Customers – Comprehensive – Co- Located with El Pikes Peak Workforce Center Universal Services, Monday – Friday Paso County Citizens Service Center 1675 Garden of the Gods Road WIOA Adult, 8:00 AM – 4:30 PM – Includes DHS Colorado Springs, CO Dislocated Worker and Youth Calhan Satellite – Co-Located with Calhan Pikes Peak Workforce Center All Customers – 1st & 3rd Wednesdays Community Outreach Center – 328 10th Street Universal Services 9:00 AM – 4:00 PM Includes DHS Calhan, CO Cripple Creek Satellite – Co-Located with Pikes Peak Workforce Center All Customers – Monday – Thursday 9:00 Community of Caring at Aspen Mine 166 E Bennett Ave Universal Services AM – 3:00 PM Cripple Creek, CO Fountain Satellite – Co-Located with Peak Pikes Peak Workforce Center All Customers – 1st & 3rd Mondays Vista Community Health – 350 Lyckman Drive Universal Services 8:00 AM – 4:30 PM Includes DHS Fountain, CO Woodland Park Satellite – Co-Located with Pikes Peak Workforce Center All Customers – Tuesday & Thursday Woodland Park Library Resource 218 E Midland Ave Universal Services Noon – 5:00 PM Center Woodland Park, CO
Southeast New Office Satellite – Pikes Peak Workforce Center All Customers – Wednesdays Co-Located with the Sand Creek 1821 S. Academy Blvd. Universal Services 3:30 PM – 7:00 PM Library Colorado Springs, CO 80916 ii. Program Integration Across Locations: The first step to enable program integration across multiple programs is the continuous development of services, programs, and resources of each Core and Partner program. This process is carried out by the Pikes Peak Workforce Development Board, the One-Stop Operator, and the PPWFC. Step two is cross-training of select staff so that appropriate cross- referrals might occur to maximize service delivery to each customer. Memorandums of Understanding are developed with each Core and Partner program and sponsors various training and orientation sessions about each partner. Additionally, the One Stop Operator hosts quarterly conversations and/or meetings with all Core Partners.
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iii. Contributions of One-Stop Partners: The following table summarizes information about the required Core One-Stop Partners. Information including the name of the organization, primary target groups, and a summary of services are provided:
One-Stop Partner Name Primary Target Groups Summary of Services Provided
Low-Income and Basic Skills Deficient WIOA Adult Program Colorado Comprehensive Re-Employment Adults Age 18 and Over w/ Barriers to Department of Labor and the PPWFC and Training Services Employment or Training WIOA Dislocated Worker Program Laid-Off Individuals w/ Limited Comprehensive Re-employment Colorado Department of Labor and the Re-employment Opportunities and Training Services PPWFC WIOA Youth Program Colorado Disconnected and Low-Income Youth Age Comprehensive Re-Employment Department of Labor and the PPWFC 18-24 Years Old and Training Services Disconnected and Low-Income Youth Age 18-24 Years Old Job Corps Program Comprehensive Re-employment Note: Job Corps has contracted with an N/A No Local Job Corps Center and Training Services outside organization to provide Job Corps outreach Limited English Speakers Non-High School Completers Adult Education and Literacy Colorado Adult Education, GED Training and Basic Skills Deficient Springs School District 11 English as a Second Language Note: Community Partnership Family Pikes Peak Library District Instruction Resource Center partners with Colorado Springs School District 11 Wagner-Peyser Act Program Colorado Job Seekers Legally Permitted Work in the Job Search Assistance and Department of Labor and the PPWFC United States Universal Career Services Adults and Youth That Have a Vocational Rehabilitation Program Documentable Disability; Such Comprehensive Re-employment Colorado Division of Rehabilitation Disability Causing Problems Obtaining or and Training Services Retaining Employment Unemployed Individuals 55 Years Old and Subsidized Employment and Work Senior Community Services Over with Low Family Experience with Public Employment Program - AARP Income and Non-Profit Organizations Carl Perkins Career and Technical Pikes Peak Community College Career Financial Support to PPCC Career Education Program Pikes Peak and Technical Education Students and Technical Education Programs Community College Trade Adjustment Act Program Workers Who Lost Employment due to Comprehensive Re-Employment Colorado Department of Labor and the Foreign Competition and Training Services PPWFC Jobs for Veterans State Grant Veterans w/ Significant Barriers to Comprehensive Case Program – Colorado Department of Employment Management and Career Services Labor and Employment Emergency Services and Matched Community Services Block Grant Low-Income Individuals and Families Savings Accounts for Program – Administered by the PPWFC Employment and Training Housing/Urban Development Employment Programs N/A – No Local Programs N/A N/A – No Local Program
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Unemployment Compensation Unemployment Compensation (UI) Unemployment Compensation Program – Colorado Department of Applicants and Claimants Insurance Labor Second Chance Act Offender Pre-Apprenticeship Training for the Reintegration Program Colorado Justice Involved Young Adults Construction Trades Springs Works Temporary Assistance to Needy El Paso County - TANF Diversion Low-Income Temporary Assistance to Families – El Paso and Teller County Employment Services Teller County Needy Families - Applicants or Recipients Departments of Human Services - WIOA Access for TANF Recipients iv. Access Improvements via Technology: Technology improvements necessary to connect large programs such as WIOA/Wagner-Peyser, Adult Education, and Vocational Rehabilitation, will be complicated to implement and expensive to develop. Realistically, improvements cannot be made without agreement and funding from the major State partners. These improvements cannot be made only at the local level.
That being said, because of shared interests between the Colorado Department of Labor and the Colorado Department of Human Services, a number of improvements to Connecting Colorado will be implemented that will enhance communications and the coordination of services between WIOA and El Paso and Teller County Departments of Human Services. Update: These updates are still pending at the state level.
This improvement is one result of the Connecting Colorado/Colorado Benefit Management System (CBMS) interface. This interface will increase WIOA/DHS communications and share select data and information between the Workforce Center and DHS databases. This MIS and case management improvement will improve the client experience and enhance the experiences of practitioners and users of the system. Workloads will be reduced and accuracy in eligibility determinations will increase because key eligibility and participation information will be shared across the computer platforms.
The Region is a willing partner to help develop and manage technology improvements that will reduce waste and increase efficiency across all Core and Partner programs. Unfortunately, major changes in recordkeeping and case management systems are outside the control of the partners and will require State funding and permissions to change. v. Assessment Types Across Programs: For Assessments in particular, Memorandums of Understanding (MOU) between the required One-Stop partners have incorporated appropriate safeguards and language in the Partnership Agreement which allows Partners to cross-share Assessment results. This eliminates duplication of customer assessments so that customers are not required to be assessed more than once in the same subject or skill area.
MOUs also exist to share access to different Core partners’ databases, providing an opportunity to view assessment results and case notes, check the status of training, and to track joint participants.
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vi. Section 188 Access: Section 188 of WIOA is the part of WIOA law that outlines non-discrimination and equal opportunity requirements for the WIOA program. Section 188 of the Workforce Innovation and Opportunity Act (WIOA) prohibits discrimination against people who apply to, participate in, work for, or come into contact with programs and activities of the workforce development system. WIOA also requires that American Job Centers be fully accessible physically and programmatically, offering accommodations as needed and incorporating Universal Design wherever possible.
With WIOA’s increased emphasis on services to most in-need populations and with the partnerships that are forged between Wagner-Peyser, WIOA, Adult Education and Vocational Rehabilitation, the entire One-Stop system is aware of its responsibilities to provide access to programs and facilities that do not discriminate against individuals and that reasonable accommodations are always made.
To this end, the PPWFC and Pikes Peak Workforce Development Board will support efforts during PY20 and beyond to continuously monitor the region’s compliance with Section 188, whether that be an annual evaluation of accessibility of facilities or regular reviews of program requirements or updating staff on a regular basis about how to provide programs and services that are physically and programmatically accessible.
PPWFC’s Disability Resource Coordinator credentials include Community Partner Work Incentive Coordinator, Certified Work Incentive Practitioner, Web Content Accessibility Guidelines certification, and Certified Trauma-Informed Care Practitioner. With guidance from the Disability Resource Coordinator PPWFC staff have completed ADA Title I Training for Case Managers; ADA Title 1 Training for Employers; Customized Training for Case Managers, Job Coaches and Navigators; Disability Awareness and Etiquette; and Motivational Interviewing.
The Business Services Team in collaboration with community partners host annually a Disability Forum to educate businesses on resources, awareness and etiquette. In addition, they host a Abilities Job Fair in partnership with the Division of Vocational Rehabilitation which draws over 40 employers annually.
During PY17 the PPWFC received substantive advice from disability consultants and universal design specialists that culminated in the purchase of new adaptive technology and equipment for the office and appropriate re-designs to modify the layout and design of PPWFC’s furniture and fixtures, website audit and remediation, and primary documents audit and remediation. These upgrades should help meet Section 188 requirements for the foreseeable future. After completion of the redesign, El Paso County conducted a self-evaluation in CY18 and were found to be compliant.
In PY20 CDLE, in collaboration with the Rocky Mountain ADA Center released a Programmatic Accessibility Tool kit to workforce centers statewide to provide the local areas with resources to ensure compliance with Section 188. In addition, all PPWFC staff received a certificate of completion for the CDLE Programmatic Accessibility for Colorado WIOA Partners training. Accessibility continues to be a priority for PPWFC.
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vii. Workforce Development Board Continuous Improvement Process: The response to Question 20, Section B of this Local Plan provides a description of the roles and responsibilities envisioned for the Pikes Peak Workforce Development Board (WDB) as well as the Board’s responsibility to support “continuous improvement” and that information is not repeated here in this section. The PPWFC is also in the process of applying for the available TA High Performing WDB funds being offered by the CWDC, and continues to strive for improvement. viii. Customized Training, Individual Training Accounts and Customer Choice: The Workforce Center serves as the local point of contact for Colorado’s Eligible Training Provider List (ETPL). PPWFC staff approves new schools and programs consistent with State and local policies and the ETPL is the primary source of schooling and education for WIOA customers seeking occupational training. It is anticipated that the new requirements for schools wanting to provide occupational training will increase the quality of training that is offered due to additional qualification requirements imposed by the State of Colorado Department of Higher Education. Consistent with WIOA, using the ETPL customers will have a choice of which school they prefer to attend using their WIOA funding. PPWFC is excited about the new My Colorado Journey app, which allows customers to access lifelong training.
While funding availability will change from year to year, it is not anticipated that WIOA’s Individual expenditure caps will fully pay all the costs for the customer’s desired training program. One important role of the WIOA Case Manager will be to help customers maximize the amount of grant and scholarship funding they might receive and also encourage the customer to consider the arguments for and against using student loans to help pay the remainder of their educational costs.
It is anticipated the Pikes Peak Workforce Development Board will support various customized training programs in the future. It is anticipated that customized training will provide groups of individuals the occupational training they need on a contracted class-size-basis in line with specific employer needs and requirements. It is anticipated that such customized training will yield higher outcomes and reduced costs.
Consistent with State policies concerning providers and programs on the ETPL, the region’s choice to offer customized training opportunities from time to time will not limit the customer’s choice to attend other educational programs.
ix. Outreach to Individuals w/ Barriers to Employment: The following table summarizes outreach services to individuals with significant barriers to employment:
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Target Group Partner Name(s) Description of Services Funding Source(s) Veterans with Colorado Department of • • Significant Barriers WIOA Outreach and Intensive Case Jobs for Veterans State Labor and Employment Management Grant to Employment School District 11 Basic Skills Deficient • Adult Education and GED Training • AEFLA AEFLA Pikes Peak Library District English Language School District 11 • WIOA Outreach/ESL Classes • AEFLA AEFLA Learner Pikes Peak Library District TANF Welfare El Paso County DHS • TANF Welfare Diversion Program • TANF Recipients Teller County DHS • WIOA Outreach and Workshops • Wagner-Peyser/WIOA Division of Voc. Rehabilitation Individuals w/ • WIOA and DVR Goodwill Industries • WIOA Outreach/Joint Programming • WIOA and Non-Profit Disabilities The Independence Center Organizations Pikes Peak United Way • WIOA Outreach/Cross-Referral Low-Income Discover Goodwill • WIOA Outreach/Select Programming • Non-Profit/Organization Individuals El Paso/Teller DHS • WIOA Outreach/Support/ Emergency • TANF Catholic Charities Services • Emergency Assistance to Homeless Pikes Peak Workforce Center Veterans • CO Department of Springs Rescue Mission • WIOA Outreach/Support/Emergency Veteran Affairs Marian House Housing • Non-Profit/Organization Homeless Catholic Charities • WIOA Outreach/Support/ Emergency • Non-Profit/Catholic The Place Services Charities Salvation Army • WIOA Outreach/Housing for • Non-Profit/Organization Homeless Youth Pikes Peak Workforce Center Road to Work Program • Comprehensive Employment and Justice-Involved • Colorado Department of Springs Rescue Mission Training Services for High Risk Citizens Corrections (DOC) Center for Employment Parolees Opportunities (CEO) • District 11 and Special School District 11 Pikes Peak • Sector Training and High School Grants Community College Alternatives Disconnected Youth • WIOA Judicial System Foster Care • WIOA Outreach Services are Planned • Court System(s) Emancipation for PY20 • TANF/WIOA
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Pikes Peak Local Area’s Secondary and Post-Secondary: Strategies and Services 11. Provide a description of how the local board will coordinate education and workforce investment activities carried out in the local area with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services.
In Colorado, youth are eligible to receive a high school education or participate in GED classes until the age of 21. Out-of-school youth are able to receive these services via alternative education programs such as School District 11’s Adult and Family Education program and the Pikes Peak Library District’s Adult Literacy program. To increase the enrollment of out-of-school youth in the WIOA program, improve basic skills, and attainment of secondary school credentials, PPWFC developed a partnership with School District 11 prior to the implementation of WIOA.
Collaboration between the two entities consists of PPWFC referrals to D11’s Adult and Family Education (AFE) program. Individuals who are basic skills deficient or wish to obtain a secondary credential are referred to AFE. Youth 21 years of age and younger attend classes for free while PPWFC pays for their textbooks. Youth who enroll at PPCC and are basic-skills deficient are referred to AFE, and PPCC pays for the first class and PPWFC pays for subsequent classes.
Due to the success of the D11 and PPWFC partnership, the WIOA youth program continues to expand services. This collaboration expanded to include the Pikes Peak Library District allowing services to be offered to a larger geographic area, providing adult education alternatives to our disconnected clients who are basic skills deficient.
In addition to supporting attainment of basic skills and secondary school credentials, the local area assists individuals in obtaining post-secondary training including pursuance of degree programs. Individuals wishing to receive tuition support must complete the Free Application for Federal Student Aid (FAFSA) if their chosen program qualifies. While waiting to see what financial aid they are eligible for, participants must complete a PPWFC application for financial assistance, provide proof of enrollment, class schedule, and a tuition bill.
Individuals are instructed to accept all financial assistance that is free, meaning they decline all loans. The individual then provides an update tuition bill. The participant works with their Case Manager to help determine the best use of the Individual Training Account (ITA) during training or college. Once a decision is made on how much PPWFC will contribute toward tuition, a training voucher is completed. The training voucher contains the participant’s information, school information, classes to be taken, start and end dates for training and is signed off by the participant, case manager, and team lead. The training voucher is then given to the training provider with a copy to the PPWFC Finance Unit. Tuition is only paid at the end of training when Finance receives notification from the training provider that the participant has completed training.
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Local post-secondary providers and the PPWFC are invested in the growth of the local workforce. To gather information on what the local area needs to maintain and grow a skilled workforce the Pikes Peak Community College, the University of Colorado at Colorado Springs, and PPWFC collaborated on a “Skills Report 2018” study which surveyed area employers. The study provided extremely useful information on the workforce in the local area and indicates that the local area needs more cultural and social changes in order to grow and retain the skilled workforce that will enhance a thriving local economic area.
PPWFC partners with Pikes Peak Business & Education Alliance (PPBEA). PPBEA launched in July 2019 and is a “collaborative effort amongst multiple school districts and charter school partners to re-calibrate the K-12 education system, to help solve chronic talent supply-and-demand shortages in high-demand, well-paying occupations by steadily working our mission of ‘connecting students, talents, interests, and aptitudes to the economic landscape.’” By braiding and blending resources to assist both in-school and out-of-school youth, PPWFC and PPBEA can better serve businesses with their future talent pipeline.
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Pikes Peak Local Area’s Dislocated Workers: Strategies and Services 12. Provide a description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area; in particular identify how the local area will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population.
WIOA Title I funds are insufficient to significantly expand services to Adults and Dislocated Workers. While occupational training has continued to be offered, a redesign was needed to significantly increase the number of individuals served by the Adult and Dislocated Worker programs. To assist with serving more people with less funding, PPWFC created Navigator positions. Navigators classify those interested in training by eligibility and suitability conversations. After the appropriate documentation is obtained, Navigators provide a warm handoff to WIOA case managers, who will then help to develop and implement a plan of action. Though this is a difficult population, PPWFC continues to meet measures. Focuses on improvement include:
• Secure additional funding (WIOA Core and Partner programs) through special grants and awards. • Provide shorter-duration training activities that provide appropriate certifications and credentials for work; based on demand and business led • Use technology to deliver training and services using methods such as: − Connecting Colorado customer toolbox links to on-line content. − Webinar technology to provide access to workshops at remote locations. − Video/audio conferencing across One-Stop partners to discuss the needs and concerns of shared customers. − Computer-based and on-line training to serve higher numbers of trainees at lower costs. − Provide more intensive (non-training) services to help customers enter and retain employment. − Provide more options for group training instead of an individualized training referral.
The PPWFC has been successful in being awarded several multi-year grants for projects targeting core WIOA customer target groups. These grants and initiatives include:
Road to Work Program (Targets Justice-Involved Colorado Dept. of Corrections Citizens) Larimer County Economic and Workforce CW STEP (Targets TANF Recipients) Development Community Services Block Grant (Targets 125% El Paso County below the LLISL) Veteran Assistance Grant (Targets Veterans) Colorado Dept. of Veteran Affairs Disability Employment Initiative (Targets Disabled Colorado and U.S. Department of Labor & Individuals) Employment
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Apprenticeship USA Grant (Targets Colorado Department of Labor and Apprenticeships) Employment Colorado Dept. of Labor and Employment Veteran Service to Career (Targets Veterans) State of Colorado Reemployment Services and Eligibility Colorado Department of Labor and Assessment (RESEA) Employment Various Work-Based Learning Grants Colorado Department of Labor and Employment Various Sector and Performance Incentive Colorado Workforce Development Council Grants
The PPWFC has also achieved a 501(c)3 hosted status and is able to apply for traditional foundation grants and accept donations made by corporations or individuals. Many corporations choose to make a modest donation for services they receive for free. More information is available here: https://newhorizonsfoundation.com/index.php?option=com_crowdfunding&view=details&id=20 51-j-n-pikes-peak-workforce&catid=8-operating-projects&Itemid=105
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Pikes Peak Local Area’s Youth Program: Strategies and Services 13. Provide a description and assessment of the type and availability of youth workforce investment activities in the local area, including activities for youth who are individuals with disabilities, which description and assessment shall include an identification of successful models of such youth workforce investment activities; in addition, indicate how services to out-of-school youth will be expanded and enhanced to incorporate additional Work-Based Learning opportunities.
A variety of universal assessments are utilized in the PPWFC WIOA program. These include:
• TABE- Test of Adult Basic Education • Functional Equivalent Grade levels
• Assess (formerly known as Prove-It) • Occupational Knowledge (Specific Occupations)
• Aptitude Assessment for Education and Career • Career Scope Guidance
• Predictive Index Behavioral • Assessment of Core Drives, and insight into Assessment Needs and Behaviors
Additional assessments are available on a case-by-case basis (i.e., GED Pre-Test, Job Shadowing).
Participants with disabilities are provided access to dual enrollment with DVR and PPWFC. To better meet our joint clients’ needs, DVR and PPWFC staff share locations and resource rooms bi- weekly. Other disabled youth investment activities include access to adult basic education services, including individual tutoring through School District 11’s Adult Basic Education (ABE) programs and programs offered by the Pikes Peak Library District. PPWFC also works closely with SWAP and Board of Cooperative Educational Services (BOCES) Case Managers to provide wraparound services for Young Adults with disabilities that require it. These programs have shown competitive efficacy as documented disabled participants have historically performed as well or better than their counterparts in all common measure areas.
Participants are supported with access to work experience opportunities that have been developed with local employers that provide a variety of levels of accommodation depending on the work limitations of each individual participant. PPWFC’s Young Adult Work-Based Learning program is a nationally recognized best practice for work experience programs. It has been highly successful in enhancing job readiness for participants, is well received by our business community, and is easily adaptable and expandable to meet the needs of participants and employers alike. The PPWFC Young Adult Program has implemented an in-depth, three-day long Work Readiness program that provides work maturity skills needed to perform well in their Work-Based Learning Opportunity Internship program and eventually when working in non- subsidized employment. The Work Readiness Series is based on The Center for Work Ethic Development’s award-winning program, Bring Your ‘A’ Game, which is an engaging curriculum for work skills and soft skills.
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WIOA requires that 14 youth program services be made available for youth engaged in WIOA Youth programs. Program Element Service Provided Paid tutoring or coordination of free tutoring services 1 Tutoring/Study Skills Training available through school Alternative Secondary Referral to and coordination with alternative schools and 2 School Services or Dropout credit recovery programs Recovery 3 Paid and Unpaid Work Experiences Work-Based Learning program Referral to and tuition assistance provided for 4 Occupational Skills Training accredited occupational programs Referral to and tuition assistance provided for pre- Integrated Education & 5 apprenticeship, apprenticeship programs, and dual Occupational Training enrollment programs Organized volunteer activities, leadership seminars, 6 Leadership Development youth ambassador opportunities Tuition assistance, school supplies, books, work and 7 Supportive Services interview clothes, transportation assistance, rent, food, utilities, etc. Matching mentors with young people who need or want a caring, responsible adult in their lives to improve their 8 Adult Mentoring well-being by providing a role model who can support the young person academically, socially and/or personally. Vocational guidance, employment services, and 9 Follow-up Services supportive services Provision of vocational guidance, availability of employment, expected salary, level of education needed, Comprehensive Guidance and 10 length of completion, continuing education, industry Counseling growth, employment retention, counseling on possible negative factors of selected industry Financial literacy classes, budget formation with case 11 Financial Literacy manager Entrepreneurial skills classes, referral to small business 12 Entrepreneurial Skills Training services Provision of Labor Market Information Labor Market Information provided by case managers on 13 • Career Awareness an individual basis • Career Counseling • Career Exploration Life skills classes, budgeting assistance, housing search Post-Secondary Preparation 14 assistance, assistance completing school applications and Activities the FAFSA
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Homeless Youth Increased efforts to bring services to youth who are homeless led to the development of partnerships with service providers who work with homeless youth. These providers include The Place (formerly known as Urban Peak), the Dale House, and Springs Rescue Mission. The Place shelters youth ages 15-21 and the Dale House services individuals ages 16 to 21. PPWFC’s other partner in this endeavor is the Springs Rescue Mission, one of the area’s largest homeless service organizations. Their goal is to prepare homeless youth to obtain jobs and become successful employees. The Place provides temporary shelter, permanent housing, life skills training, and job readiness services. The PPWFC Young Adult team conducts weekly outreach and intake sessions on-site at The Place’s facility.
Youthful Offenders PPWFC continues to work with youthful offenders and is expanding the number of service providers that refer youth for services. The Dale House has a long-standing history of referring youth to PPWFC to receive assistance in completing secondary education, employment readiness skills, employment placement assistance, and supportive services. PPWFC has worked with youth corrections in the past on a case-by-case basis and is now working with the Department of Youth Corrections to improve wraparound services for youth offenders while they are incarcerated and once they are released. Early intervention will help improve the recidivism rate provided youth offenders are able to obtain basic education and gainful employment.
Youth with Disabilities PPWFC works closely with the Colorado Division of Rehabilitation, the School to Work Alliance Program (SWAP), Pikes Peak BOCES, and other transitions programs to jointly manage cases in our respective programs. This removes the duplication of services and allows each partner to focus on and provide the service that they are best equipped to handle.
During PY19 and beyond, the PPWFC plans to expand its partners who specialize in the service delivery for individuals with disabilities. The Pikes Peak Workforce Development Board (WDB) may consider the creation of a Disabilities Issues Standing Committee to further this objective. The WDB recognizes that it needs to partner with a number of organizations having expertise in disability issues and services to help the local WIOA program provide the best services possible for this population.
PPWFC would like to find suitable partners that are service providers who are familiar with obtaining accommodations for individuals over the age of 18. Many youths may have received accommodations during secondary school due to their disability, but never obtained documentation of this or transferred such accommodations to post-secondary school. The discontinuation of these services when youth enter post-secondary education creates an unnecessary barrier to their success. This was accomplished and PPWFC continues to be involved in community conversations with local government entities and non-profits to identify established accommodations. For
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the population over the age of 18, the resources of the new Disabilities Employment Initiative funding will be able to aid in these activities.
Disability Employment Initiative The PPWFC was awarded significant multi-year grant funding during mid-PY17 to support the State’s Disability Employment Initiative (DEI). This initiative helps foster structural improvements in the delivery of employment and training services to individuals with a disability. In addition, the grant will pay for a staff person to become proficient as a Disability Navigator and will also provide “Ticket-to-Work” services to select individuals. The DEI initiative will serve individuals 18+ years old. PPWFC’s Ticket-to-Work services are strategically in a place to be an income generator and allow for future offerings for those with disabilities.
Career Pathways The Career Boost program is a career pathway that includes PPWFC, School District 11 Roy J. Wasson Academic Campus, and Pikes Peak Community College. Students at Wasson are able to obtain Welding, Information Technology, or Early Childhood certifications. The certificates are stackable, meaning that additional certifications can be earned in order to increase the student’s knowledge and expertise in a particular occupation or skill, and furthers advances their marketability in a specific industry.
(Also, see the previously mentioned Career Pathways section targeted to individuals with disabilities.)
This is the last year for the Career Boost grant though efforts are underway to extend the partnership. Plans include the next level of stackable credentials following a student’s proven work history in the sector. Because of the success of this program, other pathways are being explored in collaboration with Sector Partnerships. Career Pathways are demand-driven and based on the needs of businesses.
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Pikes Peak Local Area’s Adult Education and Literacy: Strategies and Services 14. Provide a description of how the local board will coordinate workforce investment activities carried out under this title in the local area with the provision of adult education and literacy activities under title II in the local area, including a description of how the local board will carry out, consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232, the review of local applications submitted under title II.
The Region currently has three Title II funded adult education and literacy providers. The chart which follows summarizes the Region’s cooperative arrangements with each of these providers:
MOU for PY20 – Will Provide Coordination, Cross-Referrals, Information Sharing and Program Access Services. For PY20- Colorado Springs School District 11 22 the MOU with Colorado Springs School District 11 was amended to include a resource sharing agreement. MOU for PY20 – Will Provide Coordination, Cross-Referrals, Information Sharing and Program Access Services. For PY20- Pikes Peak Library District 22 the MOU with the Pikes Peak Library District was amended to include a resource sharing agreement. MOU for PY20 – Will Provide Coordination, Cross-Referrals, Information Sharing and Program Access Services. For PY20- Community Partnership Family 22 the Community Resource Center Partnership Family Resource Center collaborated with Colorado Springs School District 11 and is funded by their Adult Education grant.
Because of Title II funding provided to each of these organizations, the cost of these programs (to individual customers) is relatively low. For individuals in need of financial assistance the PPWFC will use funds made available under WIOA and/or the Colorado Employment Support Fund (ESF) to pay for adult education/ESL/GED training for individuals it refers to the above programs.
Each provider above has a contract with the Colorado Department of Education (CDE). Two of the above Providers were awarded Adult Education and Family Literacy contracts (Colorado Springs School District 11 and the Pikes Peak Library District) School District 11 and the Community Partnership Family Resource Center submitted a joint proposal with District 11 serving as the administrative entity as of PY19.
Consistent with instructions issued by the Colorado Department of Education (CDE), each current adult education/literacy provider agreed to have a single entity represent them on the Pikes Peak WDB. The agreed upon WDB representative is the Colorado Springs School District 11 Adult and Family Education program.
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Currently the Pikes Peak Workforce Center Computer Lab houses two of School District 11’s GED Fast Track classes. Along with Pikes Peak Community College and School District 11, the PPWFC is collaborating on a Career Pathways grant that provides certifications in select occupational fields in addition to the student’s basic education and/or ESL activities. The WDB is hoping to help to further expand these services in PY20.
In Teller County the WIOA Young Adult team is active with the Community Partnership Family Resource Center that provides Teller County GED classes. This is a growing program and is in the beginning stages. The PPWFC has supported the Community Partnership program through donations of some of its used computers and the Young Adult team conducts outreach and intake sessions on-site. Finally, PPWFC is co-located at the Woodland Park library which enables the WIOA/Wagner-Peyser program to reach more customers.
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Local Workforce Board Development: Transportation Strategies 15. Provide a description of how the local board will coordinate workforce investment activities carried out under this title in the local area with the provision of transportation, including public transportation, and other appropriate supportive services in the local area.
The following provides a summary of the Region’s public transportation infrastructure:
El Paso County • The major transit system operating within Colorado Springs/El Paso County is Mountain Metropolitan Transit (MMT). MMT services are provided only within the most populated areas of Colorado Springs. More information of MMT’s route map is available here: https://coloradosprings.gov/mountain-metro/page/bus-route-information?mlid=8426 • Mountain Metro Mobility is an ADA paratransit service provided for individuals who, because of their disability, are unable to use Mountain Metro fixed-route bus service. Riders must have a disability that prevents them from using fixed-route bus service some or all of the time. • Bustang is a bus service operated by the Colorado Department of Transportation which provides several daily options of bus service between Colorado Springs, Monument, and downtown Denver.
• Silver Key provides limited transportation assistance for seniors to attend employment, training and volunteer opportunities. • El Paso County is served by two cab companies: Ztrip (formerly Yellow Cab) and Springs Cab LLC.
• In rural El Paso County, Envida Cares provides transportation four days a week to older adults through Medicaid.
Teller County • There are no fixed route public transportation services in Teller County with the exception of Ramblin Express. Ramblin Express operates a casino shuttle service connecting Colorado Springs, Woodland Park, and Cripple Creek and is scheduled every one or two hours.
• Peak Transit is a demand-response service and a private shuttle operator providing service to local airports and ski resorts, as well as private charter service. The Teller Senior Coalition and Teller County Department of Social Services contracts with Peak Transit to provide transportation services for seniors, disabled, court-ordered rehabilitation defendants, and welfare-to-work clients using a pre-approved voucher system. Peak Transit also offers 24 hours, seven-day service in a 50-mile radius area from Woodland Park. Fares are $5 for pickup and $1 per mile thereafter.
• Teller County is served by Teller Cab.
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Conclusions Both El Paso and Teller counties have limited public transportation options. This lack of availability has a negative impact on low-income individuals and others that might not own and/or drive an automobile. While some areas of Colorado Springs are well served by public transit, significant areas of town and centers of employment are not served at all. For example, neither of the area’s two newest hospitals (located in the north/northeast quadrant of Colorado Springs) is served by public transportation and there is no public transportation to or from the Colorado Springs airport. Notably, the following areas of the Pikes Peak Region lack access to public transit: • El Paso County north of the Air Force Academy south entrance, including major portions of northern Colorado Springs, Black Forest, and Monument
• El Paso County west of Manitou Springs (including all of Ute Pass)
• All of Teller County, including Woodland Park, Florissant, Cripple Creek, and Victor
• El Paso County South of Fort Carson, including most of the City of Fountain
• El Paso County east of Peterson Air Force Base/Peterson Road, including Falcon, Peyton, Calhan and Ellicott
Note: Fountain Municipal Transit provides direct service from the Fountain Valley Senior Center to the Citizens Service Center. More information is available here: https://www.fountaincolorado.org/government/city_departments___divisions/fountain_municipal _transit
Because a lack of reliable and affordable transportation negatively impacts the Region’s unemployed and WIOA’s targeted populations and their ability to attend work and training, the Pikes Peak Workforce Development Board will support efforts to obtain additional funding for the area’s public transit providers and encourage all partners to reserve supportive service funding from their program budgets as applicable to help pay for necessary participant transportation supportive services for work and training. Further, the Board recognizes that, depending upon the individual circumstances of the participant, transportation services might be better directed towards providing transportation assistance in the form of gas vouchers, auto repair, automobile insurance, and vehicle ownership.
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Pikes Peak Local Area’s One-Stop Delivery System: Wagner-Peyser Services 16. Provide a description of plans and strategies for, and assurances concerning, maximizing coordination of services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area through the one-stop delivery system, to improve service delivery and avoid duplication of services.
The Pikes Peak Region operates a consolidated WIOA and Wagner-Peyser Act program. Currently all Wagner-Peyser and WIOA staff are employees of El Paso County, share a common management, and the majority of these programs share offices at the main One-Stop Center location at 1675 Garden of the Gods Road in Colorado Springs. Wagner-Peyser services are also offered at the five satellite offices provided by PPWFC for general job seekers.
This level of integration and consolidation is shared throughout the Pikes Peak One-Stop service delivery system. Program plans and budgets are jointly developed annually, and internal cost allocation plans ensure that each program pays its fair share of costs. Data systems are integrated via “Connecting Colorado” and host all Wagner- Peyser and WIOA participant records and management information. State and Local policy guidance is also integrated top to bottom.
Typically, Wagner-Peyser provides “front-end” universal services to employers and job seekers. WIOA serves a much smaller number of customers and provides additional core intensive and training services to select targeted groups and special populations such as:
• Adult Public Assistance Recipients • Adults that are Basic Skills Deficient • Adults that are Low Income • Disconnected Youth • Dislocated Workers • Other Adults with Barriers to Employment
In addition to the main PPWFC office and Young Adult Youth Zone, the workforce center has five satellite offices. These offices are co-located with other community partners. Two of our satellite offices are co-located with the Department of Human Services. The Workforce Center also shares space with the Veterans’ Service Office staffed by the State Disabled Veterans Outreach Specialist (DVOP) personnel who assist veterans with significant barriers to employment. We also have a staff member that works three days a week at Fort Carson Army base, the state’s largest Army installation. The Region’s other satellite office partnerships consist of the Woodland Park Library and the Community of Caring/Aspen Mine Center in Teller County which helps those who need public assistance. Satellite offices are also located in Fountain and Calhan. PPWFC continually re- evaluates satellite locations based on the needs of the community; this best practice keeps a balanced positive return on investment. See response to Question 11, Section A for exact locations and hours of service.
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17. Identify the administrator/administrative entity responsible for the disbursal of Title I and III funds in the local area, as determined by the chief elected official or the Governor, and the fiscal agent if different.
The Pikes Peak WIOA Region and Local Area include El Paso and Teller counties. El Paso County and Teller County have an Interagency Agreement which serves as the grant recipient for WIOA funds; El Paso County serves as the administrative entity and fiscal agent.
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WIOA One-Stop Operator 18. A description of the competitive process to be used to award the sub-grants and contracts in the local area for activities carried out under this title.
The Region’s WIOA One-Stop Operator was competitively procured with a contract in place. At a minimum, the One-Stop Operator: • Coordinates the service delivery of required one-stop partners and service providers.
• Local Boards may establish additional roles including:
− Coordinating service providers in the center and across the One-Stop system
− Being the primary provider of services
− Providing some of the services within the center
− Coordinating service delivery in a multi-center area.
Tamara Moore, with Relevel Inc., was hired to function as the One-Stop Operator in August 2017. In addition to convening Core partners, Tamara facilitates sector partnerships, Workforce Action Teams, and is trained in Strategic Doing which enables committees/projects to obtain accelerated results in a limited amount of time while continuing momentum.
No additional subgrantee competitive procurements are anticipated for the PY20-24 program period. El Paso County procurement processes and rules will be followed should there be a need to competitively procure additional products or services.
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WIOA Performance Metrics 19. Provide a description of the local levels of performance negotiated with the Governor and chief elected official pursuant to section 116(c), to be used to measure the performance of the local area and to be used by the local board for measuring the performance of the local fiscal agent (where appropriate), eligible providers under subtitle B, and the one-stop delivery system, in the local area.
While WIOA’s performance metrics are known, no official performance standards have been set for the PY20-21 program period. The negotiation of performance standards is currently unknown but expected to be complete during PY20. The State of Colorado must first negotiate its statewide performance standards with the U.S. Department of Labor and then establish performance standards for each local area.
The following tables outline the most current data for performance metrics for the WIOA, Wagner-Peyser, and Partner programs. Statewide historical performance for each measure is provided along with proposed starting points for Colorado’s negotiation with the U.S. Department of Labor.
The first column indicates the name of the program – note that proposed standards for Adult Education and Vocational Rehabilitation partners are provided along with those operated by the Pikes Peak Workforce Center (Adult, Dislocated Worker, Youth, and Wagner-Peyser).
The second column provide national targets (goals). The third column is derived from a statistical model unique to Colorado and establishes a Colorado goal based on how its demographics and economy differ from other states.
The fourth column provides the State’s proposed performance as contained in their State Plan; and the last column indicates actual outcomes that were achieved by Colorado (statewide) for PY16.
“Baseline” measures mean there has not been enough actual data collected to make accurate performance projections.
Performance Goals for the Core Programs Table 1. Employment (Second Quarter after Exit) PY 2018/19 PY 2018/19 PY 2018/19 PY 16 Program Predicted/ Proposed/ State Target/ SAM Outcomes SAM Plan Adults 78.8 80.3 74.90 79.60 Dislocated Workers 82.3 80.3 75.60 80.63 Youth 88.0 74.6 65.00 66.96 Adult Education Baseline Baseline Baseline Baseline Wagner-Peyser 66.7 59.0 52.50 62.50 Vocational Rehabilitation Baseline Baseline Baseline Baseline
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Table 2. Employment (Fourth Quarter after Exit) PY 2018/19 PY 2018/19 PY 2018/19 PY 16 Program Predicted/ Proposed/ State Target/ SAM Outcomes SAM Plan Adults 83.8 75.3 70.40 73.21 Dislocated Workers 83.7 73.2 71.50 75.72 Youth 66.6 61.9 56.80 64.01 Adult Education Baseline Baseline Baseline Baseline Wagner-Peyser 66.9 55.7 49.20 60.07 Vocational Rehabilitation Baseline Baseline Baseline Baseline
Table 3. Median Earnings (Second Quarter after Exit) PY 2018/19 PY 2018/219 PY 2018/19 PY 16 Program Predicted/SA Proposed State Target/SAM Outcomes M Plan Adults 5523.00 6403.00 7388.00 7616.00 Dislocated Workers 6974.00 7984.00 8440.00 8979.00 Youth Baseline Baseline Baseline Baseline Adult Education Baseline Baseline Baseline Baseline Wagner-Peyser 5759.00 5192.00 4871.00 5616.00 Vocational Rehabilitation Baseline Baseline Baseline Baseline
Table 4. Credential Attainment Rate PY 2018/19 PY 2018/19 PY 2018/19 PY 16 Program Predicted/ Proposed/ State Target/ SAM Outcomes SAM Plan Adults 52.7 62.2 51.90 68.37 Dislocated Workers 41.5 51.6 50.00 63.21 Youth 79.5 65.8 57.50 57.06 Adult Education Baseline Baseline Baseline Baseline Wagner-Peyser n/a n/a n/a n/a Vocational Rehabilitation Baseline Baseline Baseline Baseline
Table 5. Measurable Skill Gains PY 2018/19 PY 2018/219 PY 2018/19 PY 16 Program Predicted/SA Proposed State Target/SAM Outcomes M Plan Adults Baseline Baseline Baseline Baseline Dislocated Workers Baseline Baseline Baseline Baseline Youth Baseline Baseline Baseline Baseline Adult Education 33.0 Wagner-Peyser n/a n/a n/a n/a Vocational Rehabilitation Baseline Baseline Baseline Baseline Page 119 | 128
Table 6. Effectiveness in Serving Employers PY 2018/219 PY 16 PY 2018/19 PY 2018/19 Program Proposed State Outcome Target/SAM Predicted/SAM Plan s Adults Baseline Baseline Baseline Baseline Dislocated Workers Baseline Baseline Baseline Baseline Youth Baseline Baseline Baseline Baseline Adult Education Baseline Baseline Baseline Baseline Wagner-Peyser Baseline Baseline Baseline Baseline Vocational Rehabilitation Baseline Baseline Baseline Baseline
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Pikes Peak Workforce Development Board: Colorado High Performing Local WDB Rubric 20. Provide a description of the actions the local board will take, if any, toward achieving the High Performing Board designation as outlined in the Colorado High Performing Local Workforce Development Board Rubric (PGL GRT-2019-01, Attachment 3):
The Pikes Peak Workforce Development Board (WDB) supports a continuous improvement process that focuses on the overall performance outcomes of services provided by the One-Stop system, including each Core and Partner program. A standing agenda item for the WDB Executive Committee is reviewed for performance goals and measurable accomplishments for key programs. The entire WDB reviews One-Stop System accomplishments and performance at least annually. This performance feedback supports continuous improvement and enables future program designs and plans and programs to be adjusted accordingly.
The area’s initial Local Plan indicated that three standing committees were being considered to provide additional advice and expertise to support the WDB’s decision making process:
• Youth Standing Committee • One-Stop Partner Standing Committee • Disabilities Standing Committee
During the PY16-17 program period, no standing committees such as those mentioned above were established. However, to help meet its roles and responsibilities, the WDB implemented standing committees such as those listed (or other committees) on an ongoing basis to potentially enhance the Board’s effectiveness and positive impact on the community.
Finally, the WDB reviews results of WIOA Core and Partner programs on a regular basis and provides a forum for discussion about innovative programs and processes supporting continuous improvement. The WDB’s intent is to coordinate these reviews with partner activities and program reviews orchestrated by the One-Stop-Operator.
Workforce Development Board Roles: Workforce Development Board Roles are described in the Workforce Development Board’s By-Laws. These include: Local Plan: Development of the Local Plan in partnership with the Consortium Executive Board, and, to the extent applicable, other local boards.
Workforce Research and Regional Labor Market Analysis: In order to assist in the development and implementation of the Local Plan, the WDB shall: • Carry out analyses of the economic conditions in the region, the needed knowledge and skills for the region, the workforce in the region, and workforce development activities in the region, Page 121 | 128
and regularly update such information.
• Assist the Governor in developing the statewide workforce and labor market information system, specifically in the collection, analysis, and utilization of workforce and labor market information for the region.
• Conduct such other research, data collection, and analysis related to the workforce needs of the regional economy as the WDB, after receiving input from a wide array of stakeholders, determines to be necessary to carry out its functions.
• Convening, brokering, leveraging: The WDB shall engage and convene local workforce development stakeholders to assist in the development of the Local Plan and in identifying non-Federal expertise and resources to leverage support for workforce development activities.
Employer Engagement: The WDB shall lead efforts to engage with a diverse range of employers and with entities in the region involved: • To promote business representation (particularly representatives with optimal policymaking or hiring authority from employers whose employment opportunities reflect existing and emerging employment opportunities in the region) on the WDB.
• To develop effective linkages (including the use of intermediaries) with employers in the region to support employer utilization of the workforce development system in the Service Area and to support local workforce investment activities.
• To ensure that workforce investment activities meet the needs of employers and support economic growth in the region, by enhancing communication, coordination, and collaboration among employers, economic development entities, and service providers.
• To develop and implement proven or promising strategies for meeting the employment and skill needs of workers and employers (such as the establishment of industry and Sector Partnerships), that provide the skilled workforce needed by employers in the region, and that expand employment and career advancement opportunities for workforce development system participants who are part of in-demand industry sectors or occupations.
Career Pathways Development: The WDB, with representatives of secondary and postsecondary education programs, shall lead efforts in the Service Area to develop and implement career pathways within the Service Area by aligning the employment, training, education, and supportive services that are needed by adults and youth, particularly individuals with barriers to employment.
Proven and Promising Practices: The WDB shall lead efforts in the Service Area to: • Identify and promote proven and promising strategies and initiatives for meeting the needs of employers, workers, and job seekers (including individuals with barriers to employment) in the
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local workforce development system, including providing physical and programmatic accessibility to the one-stop delivery system. • Identify and disseminate information on proven and promising practices carried out in other local areas for meeting such needs.
Technology: The WDB shall develop strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, workers, and job seekers, by:
• Facilitating connections among the intake and case management information systems of the One-Stop partner programs to support a comprehensive workforce development system in the Service Area. • Facilitating access to services provided through the one-stop delivery system, including facilitating the access in remote areas.
• Identifying strategies for better meeting the needs of individuals with barriers to employment, including strategies that augment traditional service delivery, and increase access to services and programs of the one-stop delivery system, such as improving digital literacy skills.
• Leveraging resources and capacity within the workforce development system, including resources and capacity for services for individuals with barriers to employment.
Program Oversight: The WDB, in partnership with the Consortium Executive Board, shall: • Conduct strategic oversight for youth workforce investment activities, employment and training activities, and the one-stop delivery system in the Service Area; and
• For workforce development activities, ensure the appropriate use, management, and investment of funds to maximize performance outcomes.
Negotiation of local performance accountability measures: The WDB, the Consortium Executive Board, and the Governor shall negotiate and reach agreement on local performance accountability measures.
Selection of Operators and Providers:
• The WDB, by joint action of the WDB and the Consortium Executive Board, (a) shall designate or certify the One-Stop Operator; and (b) may terminate for cause the eligibility of the One Stop Operator.
• The WDB (a) shall identify eligible providers of youth workforce investment activities in the Service Area by awarding grants or contracts on a competitive basis; and (b) may terminate for cause the eligibility of such providers.
• The WDB shall identify eligible providers of training services in the Service Are. Page 123 | 128
• If the One-Stop Operator does not provide career services, the WDB shall identify eligible providers of those career services by awarding contracts. • The WDB shall work with the State to ensure there are sufficient numbers and types of providers of career services and training services (including eligible providers with expertise in assisting individuals with disabilities and eligible providers with expertise in assisting adults in need of adult education and literacy activities) serving the Service Area and providing the services involved in a manner that maximizes consumer choice, as well as providing opportunities that lead to competitive and integrated employment for individuals with disabilities.
Coordination with Education Providers: • The WDB shall coordinate activities with education and training providers in the Service Area.
• Coordination shall include (i) reviewing and providing recommendations on applications to provide adult education and literacy activities to determine whether such applications are consistent with the Local Plan and (ii) replicating and implementing cooperative agreements with local agencies administering plans with respect to efforts that will enhance the provisions of services to individuals with disabilities and other individuals, such as cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts of cooperation, collaboration, and coordination.
Budget and Administration:
• The WDB shall develop a budget for the activities of the WDB, consistent with the Master Agreement budget, the Local Plan and duties of the WDB, subject to review of the Consortium Executive Board; and
• In conjunction with the Consortium Executive Board, the WDB Shall direct disbursal of grant funds for workforce investment purposes, subject to grant conditions and applicable law.
Accessibility for Individuals with Disabilities: The WDB shall annually assess the physical and programmatic accessibility of all one-stop centers in the service area.
Workforce Development Board Participation: The By-Laws of the Workforce Development Board requires that WDB membership consist of not less than a 51 percent private sector majority. Appointments to the Board (membership terms) will be staggered and candidates will be recruited, and members appointed by membership category (such as Business, Education, Organized Labor, etc.). Where necessary a nominating committee will be established by the WDB and nominees may also be recruited by El Paso and/or Teller County in the same manner as they recruit for membership on various County boards and commissions.
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Maintaining a High-Performing Workforce Board: The Colorado Workforce Development Board (CWDC) has established formal criteria by which the quality and performance of local area workforce boards may be assessed and recognized. The CWDC criteria is summarized in the following table along with a brief explanation how the Pikes Peak Workforce Development Board (PPWDB) will work to maintain its status as a high performing workforce board:
Workforce Board members will endeavor to fill their job openings using 1. Business Services PPWFC services, refer business partners to participate and use PPWFC services and will help market and promote the wide variety of PPWFC services that benefits local business and industry. The Workforce Board will encourage the creation of additional Sector 2. Sector Partnerships Role, Partnerships as appropriate and serve in a convening role for the Objectives and Measurable various parties. The PPWDB recognizes that successful sector Outcomes strategies will yield valuable benefits to all related industry sector partners, employers and employees. The Workforce Board will help develop, review and approve grants 3. Career Pathway Development and programs to make sure that training strategies are part of a career pathway that leads to increased employment and earnings. The Workforce Board will help develop, review and approve grants 4. Work-Based Learning and programs that focus on Work-Based Learning opportunities and Opportunities to promote how Work-Based Learning is part of a life-long learning strategy that leads to increased employment and earnings. Consistent with point #11 below (WIOA Partnerships for Aligned 5. Business Services WIOA Services), the Workforce Board (and the One-Stop Operator) will help Integration and Coordination develop and review grants and programs to make sure business services (across the various partners) are coordinated and focused on the needs of business and industry. 6. Increase Percentages of The Workforce Board will monitor the percentages of target groups Targeted Groups Enrolled that are enrolled and make suggestions for improvement as may be warranted. 7. Increased Targeted Group The Workforce Board will encourage PPWFC outreach activities to Awareness help make sure that WIOA target groups are aware of how to access services and benefits. The PPWFC will make the Workforce Board aware of program 8. Workforce Investment Works successes through a standing meeting agenda item to learn of Success Stories participant and business success stories and that such stories (along with additional success stories) will be published on the Workforce Investment Works platform. The Workforce Board will promote the engagement of business and 9. Business Engagement industry in the planning and development of workforce services and program strategies; serving by example and as a convener. Not less than annually the Workforce Board will assess its activities 10. Local Workforce Development and accomplishments and use that feedback to recommend changes Board Performance in its roles, processes, functions and strategies. In addition, key officers and members of the Board will participate in workforce development conferences and training opportunities. In coordination with the One-Stop Operator, the 11. WIOA Partnerships for Aligned Workforce Board will monitor the various MOUs and partnership Services agreements to help make sure that services are coordinated and that appropriate referral mechanisms are maintained.
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21. Use of evidence in decision making and program implementation.
Colorado is focused on enhancing its use of evidence to inform workforce development strategies and to influence the design and execution of initiatives. By measuring progress and the results of implementation, the state overall and each local area will be able to collect data that can move our work along an evidence continuum. When we refer to an ‘evidence-based’ program or strategy, it is helpful to have a shared definition. Evidence of effectiveness exists on a spectrum, including: a. Strong evidence: meaning at least two evaluation reports have demonstrated that an intervention or strategy has been tested nationally, regionally, at the state- level, or with different populations or locations in the same local area using a well-designed and well- implemented experimental design evaluation (i.e., Randomized Controlled Trial (RCT)) or a quasi-experimental design evaluation (QED) with statistically matched comparison (i.e., counterfactual) and treatment groups. See CLEAR.dol.gov for full definitions of strong or moderate study design. The overall pattern of evaluation findings must be consistently positive on one or more key workforce outcomes. The evaluations should be conducted by an independent entity external to the organization implementing the intervention. b. Moderate evidence: meaning at least one evaluation report has demonstrated that an intervention or strategy has been tested using a well-designed and well-implemented experimental or quasi-experimental design showing evidence of effectiveness on one or more key workforce outcomes. The evaluations should be conducted by an independent entity external to the organization implementing the intervention. c. Preliminary evidence: meaning at least one evaluation report has demonstrated that an intervention or strategy has been tested using a well-designed and well-implemented pre/post- assessment without a comparison group or a post-assessment comparison between intervention and comparison groups showing evidence of effectiveness on one or more key workforce outcomes. The evaluation may be conducted either internally or externally. d. Pre-preliminary evidence: meaning there is program performance data for the intervention showing improvements for one or more key workforce outputs or outcomes. For interventions at each tier of evidence, it is important to leverage administrative data analysis or increasingly rigorous evaluation to build new evidence, improve programs and participant outcomes, and progress to the next tier. Please describe which level of evidence applies to the overall approach of your local area in implementing programs. If any specific programs have a higher use of evidence than your programs overall, please highlight those programs. Additionally, would your local area be interested in receiving technical assistance on the application of evidence-based practices to workforce development?
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The El Paso and Teller counties areas would be interested in receiving technical assistance on the application of evidence-based practices to workforce development.
Furthermore, it is anticipated that the Colorado Workforce Development Board will issue guidance on this subject and the Region will adhere to CWDB’s guidance and report on WIOA’s accountability of applicable evidence(s) to the State of Colorado and the US Department of Labor.
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Pikes Peak Workforce Development Board: Public Comment Process 22.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.
Note: The Pikes Peak Workforce Development Area (El Paso and Teller County) has joined Colorado’s WIOA Central Planning Region effective July 1, 2018. As a result, a separate Regional Plan (modification) for the Pikes Peak Workforce Development Area is no longer required. The Central Planning Region includes eight Workforce Development areas encompassing 12 counties as follows: 1. Adams 6. Tri-County (Jefferson, Clear 2. Arapahoe/Douglas Creek and Gilpin) 3. Boulder 7. Larimer 4. Broomfield 8. Pikes Peak (El Paso, Teller) 5. Denver
The Central Planning Region, Regional Plan Modification will provide a public review and comment period of not less than thirty days. With respect to the Pikes Peak Workforce Development Area, the Regional Plan will follow local area plan public review and comment processes as described below.
The Pikes Peak WDB has provided a public review and comment period of 30 days. A draft of the Pikes Peak Local plan was posted on the WIOA plan public comment website maintained by the Colorado Workforce Development Council. No public comments were submitted during the 30-day time frame.
A legal notice summarizing the availability of the Local Plan for review, the public review and comment process, and the link to the Workforce Council’s public comment website were published by El Paso County. On two different occasions, all Workforce Development Board members were advised of the comment process, including representatives of business and industry and labor organizations. Finally, sufficient time was provided between the close of the comment period and the submission date of the final plan to address any issues and/or make adjustments to the plan based upon comments received. Comments will be reviewed by the WDB Executive Committee and El Paso County Grant Recipient staff.
In addition, the El Paso County Board of County Commissioners were notified of the public review and comment process and received a copy of the plan. Also, the staff of Pikes Peak Workforce Center were informed about the process and received a copy of the plan.To better facilitate public review and comment, it is anticipated that the Central Planning Region Regional Plan and the Pikes Peak Local Workforce Development Area Plan Modification for PY2020-2023 will be published using the Colorado Workforce Development Council website.
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