MCWDB ANNUAL REPORT PY25 (FINAL).PDF

03 LetterfromtheChai r
04 ARIZONA@WORK MaricopaCou n ty
05 Mission&Visio n
06 WIOAPur p ose
07 Goals
08 MaricopaCountya t aGlance
09 FY26 Financial Review
10 Title 1 B
13 Title II: Adult Education
14 Title III: Employment Servic es
14 Title IV: Vocational Rehabilitation
15 Board Members
17 CommunityImpactStor y
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As Chair of the Maricopa County Workforce Development Board, I am honored to
present our FY2026 Annual Report and reflect on a year defined by partnership,
innovation, and a shared commitment to preparing our workforce for the future.
Maricopa County stands at the forefront of one of the nation's most dynamic economic
transformations. Rapid growth in advanced manufacturing, semiconductor production,
finance and insurance, healthcare, construction, transportation and logistics, and
emerging technologies is reshaping our regional economy. At the same time, advances
in artificial intelligence, automation, and digital technologies are changing the way we
work, and the skills employers need to remain competitive.
The Maricopa County Workforce Development Board’s vision extends beyond meeting
today's workforce needs; we are helping shape a workforce ecosystem that anticipates
tomorrow's opportunities. By strengthening partnerships with business, education,
workforce, and community leaders, we are building innovative talent pipelines that
connect individuals to meaningful careers while ensuring employers have access to the
skilled workforce needed to grow and succeed.
This progress is only possible because of the dedication of our many partners. I extend
my sincere appreciation to our elected officials, County leadership and staff, the
Workforce Arizona Council, our workforce system partners, educational institutions,
community-based organizations, employers, and the thousands of jobseekers who
place their trust in our workforce system. Together, we are demonstrating that
collaboration is the foundation of lasting economic prosperity.
Throughout the past year, the Board advanced strategic initiatives that strengthen our
regional workforce system, expand access to career opportunities, support business
growth, and position Maricopa County to lead in an increasingly technology-driven
economy. Looking ahead, we remain committed to building a best-in-class workforce
system that is agile, data-informed, and responsive to the changing needs of our
economy. We will continue to champion innovation, embrace responsible uses of
emerging technologies, including AI, expand pathways to high-quality careers, and
foster partnerships that prepare Arizona's workforce for the jobs of today and the
opportunities of tomorrow. Our priorities for the coming year are included in this report.
Thank you for your continued commitment and partnership to our shared vision.
Together, we are not only preparing for the future of work—we are helping create it.
Tim Willenborg
Chair | Maricopa County Workforce Development Board
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Maricopa County was established as a County in 1871. It is located in south-central
Arizona and covers 9,224 square miles. It is the most populous county in Arizona and
makes up more than half of the State's population. With its 4,673,096 residents, it is
the fourth most populous county in the United States. The governor has designated
two workforce areas within Maricopa County, one serving the City of Phoenix
exclusively and the other the balance of Maricopa County.
ARIZONA@WORK Maricopa The Maricopa County Workforce Development
County is one of Arizona's 12 Board (MCWDB) is a policy-making entity
regional Local Workforce empowered by the Workforce Innovation and
Development Areas (LWDAs) and Opportunity Act that works to ensure that
serves Maricopa County, Maricopa County residents have the skills,
excluding the City of Phoenix. training, and education to achieve their career
goals, and Maricopa County employers are
ARIZONA@WORK Maricopa able to hire, develop, and retain qualified
County, in collaboration with employees.
local community-based
organizations, makes up the The MCWDB partners with local businesses
current workforce network of and educators to create an educated workforce
business and employment- LWDA.- capable of sustaining economic prosperity in
ARIZONA@WORK Maricopa County, in c the future. The 22-member board represents
ollaboration with local . all facets of the workforce system in the
Maricopa County LWDA, including the business
The system is responsible for community, and leaders from education, labor,
providing services to 2.8 million public service, and community-based
residents within the 8,707 square organizations.
mile area. The City of Phoenix,
which jointly serves Maricopa The MCWDB established its mission, vision,
County, serves over 1.6 million goals, and strategies to ensure that integrated
people within its 517 square mile service delivery in the region is aligned with
boundary. federal and state goals for implementing the
Workforce Innovation and Opportunity Act.
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Increasing access and opportunities for the employment,
01 education, training and support services to succeed in the
labor market.
Supporting the alignment of workforce investment,
education and economic development systems in support
02
of a comprehensive, accessible an high-quality workforce
development system.
Improving the quality and labor market relevance of
workforce investment, education and economic
development efforts to provide workers with the skills and
03 credentials necessary to secure and advance in
employment with family-sustaining wages and to provide
employers with the skilled workers the employers need to
succeed in the global economy.
Promoting improvement in the structure of and delivery of
04 services to better address the employment and skill
needs of workers, job seekers and employers.
Increasing the prosperity of workers and employers, the
05 economic growth of communities, regions and states and
the global competitiveness of the United States.
Providing workforce investment activities that increase
the employment, retention and earnings of participants
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and increase attainment of recognized postsecondary
credentials by participants.
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01 Determine long- needs.- Determine .
Establish sustainable funding opportunities based on
02
workforce needs and shared funding partnerships
Scan the environment (regional and state) to identify,
03 leverage, and improve alignment of existing Arizona
workforce expertise, economic development
opportunities, and title partners.
Leverage network to establish consistent industry
04 terminology requirements used by employers, educators,
and organizations to align with job seekers'
qualifications, certifications, lifestyle expectations, etc.
Recognize each in-demand industry's potential career
05 pathway entry points for current and future job seekers of
all levels.
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*Dataobta i nedfromtheUSCen s usBurea u &Ariz o naC o mmerceAutho r ity
Median
Population Median Age Household
Income
4.68M 38 $90,967
Families in Unemployment Median
Poverty Rate Property Value
10.2% 4.1% $452,800
Number of Number of
Employees Businesses
2M 109,863
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Total WIOA Expenditures: $13,214,259
WDB Admin & Oversight $1,164,953
ARIZONA@WORK Services:
$8,637,327
Staffing & Operations
Direct Participant Services $3,411,979
48.7% 49% 2.3%
Occupational Work
Skills Training Experience
Total Funding
($)
Expended
Thousands
Fiscal Years
2020-2026
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There are four major WIOA Program Participation
Title 1B programs including:
The Adult Program provides
workforce services that
increase The Adult Progra
m provides workforce services that 4,000
increase the employment, ret
ention, earning and attainment of r 2000
ecognized .
2,000
The Dislocated Worker (DW)
Program provides services to 2,097 2,056
1,500 1,499
individuals who have been
530 487
terminated, laid off, or have 0 67 70
received notice of termination or Adult Dislocated Dislocated Youth Total (All
layoff from employment, generally Worker Worker Programs)
due to employer downsizing or
plant closures. The Dislocated PY25 PY26
Worker (DW) Program provides s
ervices to individuals who have bee
n terminated, laid off, or have r
eceived notice of termination . 730 Apprentices 378 New
Supported Apprentices
The Rapid Response (RR) Program
is the cooperative effort of
ARIZONA@WORK-Maricopa
County staff and other partner 16 Apprenticeship Partners
programs. RR provides assistance
and services to workers affected by
layoffs, plant closures, natural or National AZ Sheet
other disasters resulting in mass ABA Mechanical ASU Metal
job dislocation. The intent of RR Institute
activities is to aid affected workers
and help them transition to a new Canyon FM
employment opportunity as quickly DP Electric IEC
State Industries
as possible.
The Youth Program provides a
comprehensive array of services JetMX Wilson Okland Open
(i.e. occupational skills training, Electric Classrooms
work experiences, basic academic
skills education, adult mentoring,
etc.) the goal is for program Phoenix United
participants to obtain a job in a Rummel WECA
Electric Healthcare
career pathway, enroll in post- 14-24.-
The Youth Program provides a compre
hensive array of services (i.e. occ
upational skills training, wor
k exper . The Youth Program pro
vides a comprehensive array of services 14-24.-
The Youth Program provides .
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We track the
median earnings of
participants who
are in unsubsidized
(%) employment during
Rate the s econd quarter
after exit from a
program.
(%)
Rate
(%)
Rate
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01 The U.S. Department of Labor awarded the Industry-Driven
Skills Training Fund grant to the Arizona Department of
Economic Security. Of the $5M awarded, $1.5M will
support advanced manufacturing training programs in
Maricopa County.
02 Strong regional collaboration between Maricopa County,
Pinal County, and the City of Phoenix was demonstrated
through a Regional Executive Committee Retreat and
hosting the Central Arizona Regional Workforce Forum
Series, focused on the impact of AI on the workforce.
03 Workforce Development held an Apprenticeship Fair at the
Goodyear Ballpark in celebration of National
Apprenticeship Week. The event brought record
attendance with more than 500 job seekers.
04 Managed by board staff, the ARIZONA@WORK Maricopa
County social media accounts grew from 4,000 to more
than 9,000 followers—an increase of over 100%—
expanding awareness of workforce services, career
opportunities, and resources across Maricopa County.
05 Workforce Development earned 10 NACO 2026 Achievement
Awards for initiatives, including the apprenticeship toolkit,
career pathway flyers, weekly job blast, and the summer
youth workforce partnership.
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WIOA strengthens the Title II Adult Education and Family Literacy Act (AEFLA)
program by positioning adult education services provided by the Arizona
Department of Education as a key component of the workforce development
system in local communities and improving alignment among adult education
programs, post-secondary education providers and employers.
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The Employment Service Program provides employment services and career counseling to job
seekers. The E mploymen t Ser vice Prog ram pr ovides em ployment ser vice s and ca reer counseling . The Em
ployment Service Program provides employment services and career counseling to job seekers. This pro
gram also prov ides labo r exchang e servic es t o job se ekers and .
Services include job search and placement assistance for job seekers, recruitment services and
special technical services for employers, re-employment services for unemployment insurance
complaints, labor exchanges services for workers who have received notice of permanent or
impending layoff, referrals and financial aid application assistance for training and educational
resources and programs and the development and provision of labor market and occupational
information.
6,371 3,962
Individual Career Total
Services Provided Exited
The Vocational Rehabilitation
Administration (VR) assists Number of
individuals with disabilities to 7,039
meet their goals for employment Customers Served (Annually)
and independence. Individuals
who have a physical or mental
impairment that results in
substantial employment barriers
510 Number of Job Placements
and who require VR services to
"prepare for, secure, retain,
advance in, or regain
employment that is consistent
with the applicant's strengths,
resources, priorities, concerns, $18.56 Average Hourly Wage
abilities, capabilities, interests
and informed choice."
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Tim Willenborg Dr. Noelle Trinder
Chair Vice Chair
Vice President Product Senior Director, Healthcare
Management
Careers
Brenntag North America- Scottsdale-
Scottsdale Banner Health
Shawn Hutchinson Anne Landers
Second Vice Chair Youth Chair
Training Director Chief Operating Officer
Phoenix Electrical JATC Junior Achievement of Arizona
Scott Holman Danielle Goodman
Vice President, Human Director - State Government
Resources & General & Community Affairs
Administration Intel
Amkor Technology Arizona
Anna Yap Tina Drews
Director, Learning & Talent Management
Development Director
TSMC Arizona Salt River Project
Kathryn "Che" Collins Jacob Evenson
Director of Training & Business Manager
Education Boilermakers Local 627
Habitat for Humanity
Central Arizona
Tom Saxon Wallin Gustin
Workforce Development
Program Manager
Manager
Arizona Department of
Wilson Electric Service
Economic Security
Incorporated
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Loren Granger Gregg Ghelfi
Chair Appointee Executive Director
Vice President, Lead Arizona Finance Authority
Executive Recruiter
Wells Fargo
Albert Blanco Danielle Lertique
Training Director Vocational Rehabilitation
SMART Local 359/ AZ Sheet Program Supervisor, Title IV
Metal JATC AZ Dept. of Economic
Security
Brittany Holmes Kathryn Ybarra
Associate Director, Sr Director Clinical
Professional Programs & Education Professional
Workforce Development Development
Arizona State University Banner Health
Elias Medina JakinDee Kosaka
VP of Learning & Talent Workforce Development
Acquisition Instructor, Title II
Arizona Financial Credit Union Maricopa County Adult
Probation
Minky Kiernacs Chris Richardson
SVP Enterprise
CEO
Architecture
Mercurico Analytics
CSAA Insurance Group
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Bryan was navigating significant personal and professional challenges before enrolling in
the Smart Justice program. After being released from incarceration several years earlier, he
was working in the restaurant industry while fulfilling the terms of his probation. Although he
remained compliant with his supervision requirements, Bryan felt increasingly stressed and
directionless. He shared that he often felt undervalued at work, which led to frustration,
anger, and a sense of hopelessness about his future. Without a clear career path or long- circumstances.-
Bryan was navigating significant Blank personal and Template professional challenges before enr
olling cumstances.
When Bryan enrolled in Smart Justice, he admitted he was unsure about which career
path to pursue. What he did know was that he wanted stability, job security, and the
chance to build a better life. Like many justice involved individuals, Bryan was initially
skeptical about the opportunities available to him. Through consistent meetings with his
career advisor, he began exploring career pathways that aligned with his strengths and
interests. With individualized guidance, encouragement, and support, Bryan was able to
navigate barriers and stay motivated. The trusting relationship he built with his career
advisor played a critical role in rebuilding his confidence and helping him believe in his
potential.
In February, Bryan secured full-time employment as an Over the Road Driver
with Western Express, earning one dollar per mile. Upon hire, Smart Justice provided
supportive services to assist him with purchasing work boots to meet employer standards.
With stable employment and competitive wages, Bryan now has the security he once
believed was out of reach. Reflecting on his journey, Bryan shared, “I didn’t think there were
many options for someone with my background. Smart Justice helped me see that I’m
capable of more than I thought. I finally feel like I’m moving forward.” Today, Bryan feels
hopeful about his future and confident in his continued growth.
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