2027-2028 MCWDB LOCAL PLAN MODIFICATION.PDF
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Maricopa County 2027-2028 Local Plan Modification January 1, 2027 to December 31, 2028 Contents Executive Summary .............................................................................................................................. 7 Section 1 – Infrastructure .................................................................................................................. 15 a. Describe the ARIZONA@WORK system in Maricopa County .................................................. 15 i. Name of the county(ies), city, and/or tribes included in the LWDA; ..................................... 15 ii. Name of the entity(ies) designated as the Chief Elected Official(s) (e.g., the name of the County, the Tribe, or other entity carrying out the functions of the CEO) ............................... 17 iii. The names of the entities (e.g., county/city/tribe/non-profit/for profit) that provide the following WIOA functions: .......................................................................................................... 20 b. Describe regional planning efforts if the LWDB is engaging in regional planning and/or coordination with other LWDAs (such as for sector strategies, coordination with education providers, or other service planning activities). (See 20 CFR 679.540) Include a description of any regional service strategies that include the use of cooperative service delivery agreements including the entities in which the agreements are with......................................... 27 Section 2 - Strategic Planning Elements ........................................................................................... 29 Part A: Economic, Workforce, and Workforce Development Activities ....................................... 29 a. Economic Analysis (20 CFR 679.560(a)(1)): Include a regional analysis of the: ............... 29 b. Workforce Analysis (20 CFR 679.560(a)(2)-(3)): Include a current analysis of: ................. 42 c. Workforce Development, Education, and Training Activities Analysis ................................ 56 d. Vision to Support Growth and Economic Self-Sufficiency ................................................... 65 e. Workforce Development Capacity ......................................................................................... 68 Part B: Strategic Vision, Goals, and Strategies ............................................................................. 76 a. Statewide Strategy Assurances ............................................................................................. 76 b. Statewide Strategy Support.................................................................................................... 76 Section 3 - ARIZONA@WORK System Coordination ........................................................................ 81 a. Describe how the LWDB will work with the entities carrying out the core programs to: ....... 81 i. Expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment; .............................. 82 ii. Facilitate the development of career pathways; ................................................................... 86 iii. Facilitate the coordination of co-enrollment with ARIZONA@WORK partners .................. 86 iv. Improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable). ................................................................................................................................... 87 2 b. Describe the LWDB’s strategies and services and how they will be used within the LWDA to: .......................................................................................................................................................... 89 i. Facilitate engagement of businesses, including small businesses and businesses in in- demand industry sectors and occupations, in workforce development programs; ............... 89 ii. Support a local ARIZONA@WORK system that meets the needs of businesses in the LWDA; ........................................................................................................................................... 90 iii. Better coordinate workforce development programs and economic development; ......... 91 iv. Strengthen linkages between the local ARIZONA@WORK system and Unemployment Insurance programs .................................................................................................................... 93 v. Implement the following initiatives to support the strategies described above ................ 94 c. Explain what the role of the LWDB in the Eligible Training Provider (ETP) program approval process ......................................................................................................................................... 105 d. Examine how the LWDB will coordinate local workforce investment activities with regional economic development activities that are carried out in the LWDA, and how the LWDB will promote entrepreneurial skills training and microenterprise services .................................... 107 e. Describe how the LWDB will evaluate if the ARIZONA@WORK Job Centers in the LWDA need to be open beyond normal business hours to provide services to meet the workforce need .............................................................................................................................................. 107 f. Provide copies (electronic version including links) of executed cooperative agreements (MOU) which define how all local service providers, including additional providers, will carry out the requirements for integration of and access to the entire set of services available in the local one-stop delivery system. .................................................................................................. 108 g. A description and assessment of the type and availability of adult and dislocated worker employment and training activities carried out in the LWDA.................................................... 108 h. Provide the LWDB’s definition for the following terms for the WIOA Title I-B Dislocated Worker Program definition of Dislocated Worker in WIOA 3(15): ............................................ 110 i. General Announcement; ....................................................................................................... 111 ii. Unlikely to return to previous occupation or industry ........................................................ 111 iii. Unemployed as a result of general economic conditions in the LWDA, or as result of a natural disaster. ....................................................................................................................... 111 i. A description of how the LWDB will coordinate workforce investment activities carried out in the LWDA with state-wide rapid response activities, including layoff aversion activities ................................................................................................................................................... 112 j. A description and assessment of the type and availability of youth workforce investment activities in the LWDA .................................................................................................................. 114 i. Description of activities for youth who are individuals with disabilities, which must include an identification of successful models of such activities..................................................... 117 ii. Design framework for youth programs and how the 14 program elements required in 20 CFR 681.460 are to be made available within that framework ............................................. 119 3 k. A description of how training services will be provided: ....................................................... 121 i. Limitations for ITA amount and duration, if included in LWDB’s policies ......................... 122 ii. Include whether contracts for training services will be used and the process for their use. ................................................................................................................................................... 122 iii. Describe how the LWDB will ensure informed consumer choice in the selection of training programs regardless of how the training services are to be provided ................... 123 l. A description of how the LWDB will coordinate Title I workforce investment activities with the provision of transportation (including public transportation), and other appropriate supportive services in the LWDA and region ............................................................................. 123 m. A description of how the LWDB determines if an youth or adult “is unable to compute or solve problems, or read, write, or speak English, at a level necessary to function on the job, in the individual’s family, or in society” as included in the definition of “basic skills deficient” in WIOA 3(5). .................................................................................................................................... 125 n. Describe how the LWDB will ensure the WIOA Title I-B Adult Program for priority of service to low-income individuals, recipients of public assistance, and individuals who are basic skills deficient ........................................................................................................................................ 127 o. A description of how the LWDB will provide Veterans Priority of Service. The strategies must include processes in place to ensure that veterans and eligible spouses are identified at the point of entry and given an opportunity to take full advantage of priority of service for all types of career and training services ......................................................................................... 127 p. Definition of “underemployed” ................................................................................................ 128 i. Options defining “underemployed” are described in the United States Department of Labor Training and Employment Guidance Letter TEGL 19-16, section 11). 11 ............................ 128 ii. When the LWDB decides to use the self-sufficiency income for the LWDA in the local plan to define “underemployed”, the LWDB must ensure that the self-sufficiency income level has been reviewed and is set at the appropriate level. ......................................................... 128 q. Provide the LWDB’s definition and eligibility documentation for “requires additional assistance to enter or complete an education program, or to secure and hold employment” for: ................................................................................................................................................. 129 i. Out-of-school youth ............................................................................................................... 129 ii. In-school youth ..................................................................................................................... 130 r. A description of the competitive procurement process to be used to award the sub grants and contracts ............................................................................................................................... 131 s. A description of how the LWDB will coordinate relevant secondary and postsecondary education programs and activities, including Adult Education and Literacy programs, to coordinate strategies, enhance services, promote participation in Integrated Education & Training programs, and avoid duplication of services .............................................................. 133 i. Include the name of the Title II adult education provider grantee(s) in the local area that were included in this coordination. ......................................................................................... 133 4 ii. Include how the LWDB will coordinate WIOA Title I workforce investment activities with adult education and literacy activities under WIOA Title II. This description must include how the LWDB will carry out the review of local applications submitted under Title II consistent with WIOA secs. 107(d)(11)(A) and (B)(i) and WIOA Sec. 232. (20 CFR 679.560(b)(12). ........................................................................................................................ 133 t. A description of plans and strategies for, and assurances concerning, maximizing coordination, improving service delivery, and avoiding duplication of Title III - Wagner-Peyser Act (29 U.S.C. 49 et seq.) services (20 CFR 679.560(b)(11)). Plans and strategies should specifically include how the broader one-stop delivery system and LWDB will incorporate Title III services into the service delivery system............................................................................... 136 u. A description of how the LWDB will coordinate relevant programs and activities, to support strategies, enhance services, promote cross-partner referrals with Title IV services, and avoid duplication of services. ............................................................................................................... 138 Section 4 - ARIZONA@WORK Job Center Delivery ........................................................................ 140 a. List the addresses of the ARIZONA@WORK comprehensive Job Centers, affiliate job centers, and specialized job centers in the LWDA, noting the type of ARIZONA@WORK Job Center. These are to be updated when there are changes; ...................................................... 140 b. How the LWDB will ensure the continuous improvement of eligible providers through the system and that such providers will meet the employment needs of local employers, workers, and job seekers; ........................................................................................................................... 141 c. How the ARIZONA@WORK partners in the LWDA, including the one-stop operator, will ensure physical and programmatic accessibility of facilities, programs, and services, technology, and materials for individuals with disabilities, including provide training and support for addressing the needs of individuals with disabilities as required under WIOA Sec. 188 (as appropriate) and the Americans Disabilities Act of 1990: .......................................... 141 i. Include how the need for specific assistive technology equipment will be determined as well as how partners/one-stop operator will ensure equipment is in working order and staff have the knowledge and skill to assist individuals with disabilities in accessing and utilizing the equipment. ......................................................................................................................... 142 ii. Describe the process that an individual would use to request an accommodation as well as how an individual will know what accommodations/assistive technology equipment are available. ................................................................................................................................... 142 iii. Describe how partners/one-stop operator will ensure individuals with disabilities can participate in workshops and services offered through the center...................................... 143 d. The roles and resource contributions of the one-stop partners as detailed in the MOU/IFA and One-Stop Operating budget. Include other leveraged funds such as donations and in-kind contributions. ............................................................................................................................... 143 e. Describe how the LWDB will ensure the service providers provide priority of service that conforms to WIOA and the State Plan for adult career and training services provided to recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient consistent with WIOA Sec.134(c)(3)(E) and 20 CFR 680.600. ........................ 144 5 f. If applicable, describe how the LWDB is implementing the waiver granted by the US Department of Labor to the State of Arizona to use individual training accounts for youth who are in school. ................................................................................................................................ 145 Section 5 - Performance and Continuous Improvement .............................................................. 146 a. A description of how the ARIZONA@WORK Job Centers in the LWDA are implementing an integrated, technology-enabled intake and case management information system for programs carried out under WIOA 14 and by one-stop partners (20 CFR 679.560(b)(20)). .. 146 b. Provide the local levels of performance negotiated consistent with WIOA sec. 116(c), to be used to measure the performance of the local area and to be used by the Local WDB for measuring the performance of the local fiscal agent (where appropriate), eligible providers under WIOA title I subtitle B, and the one-stop delivery system in the local area (20 CFR 679.560(b)(16)). ........................................................................................................................... 146 Section 6 - Public Comment............................................................................................................ 149 a. Describe the process used by the LWDB to provide no more than a 30-day public comment period through electronic and other means (such as public hearings or local media) prior to submission of the plan, including an opportunity to have input into the development of the local plan, particularly for representatives of businesses, education, and labor organizations (20 CFR 679.560(19)). ................................................................................................................. 149 b. Include any comments received that expressed disagreement with the local plan. (20 CFR 670.560(21)(e) ............................................................................................................................. 152 Appendices....................................................................................................................................... 156 Appendix I. Performance Measures ........................................................................................... 156 Appendix II. In-Demand Industries and Occupations ................................................................ 157 Appendix III. Statewide Vision, Goals, & Strategies in the Arizona Workforce Plan ................ 159 Appendix IV. Required One-Stop Partners ................................................................................. 161 6 Executive Summary The Maricopa County Workforce Development Board and the Local Plan Established under the Workforce Innovation and Opportunity Act (WIOA), the Maricopa County Workforce Development Board (MCWDB) assists the Maricopa County Board of Supervisors (BOS) as the Chief Local Elected Officials (CEOs) in strategic planning, oversight, and evaluation of the local workforce development area (LWDA), as well as to promote effective outcomes consistent with statewide goals, objectives and negotiated local performance. The MCWDB is comprised of leaders representing the area’s geographic and business demographics in private industry and the public sector. Every four (4) years, with the guidance of the State of Arizona and the collaboration of various key partners and stakeholders, the MCWDB creates a unified local plan describing the policies, procedures, and local activities that are carried out in the LWDA, followed by a mid-cycle update. WIOA emphasizes the importance of collaboration and transparency in the development and submission of local plans; thus, the MCWDB expresses its gratitude to all partners and stakeholders for their contributions and support in the development of the local plan and recognizes the critical value of WIOA core and required partners for the indispensable work they provide to employers and job seekers served by the region’s workforce system. The MCWDB remains committed to continuously improving alignment, collaborating, and developing new and innovative methods for leveraging the world-class expertise of its partners. Furthermore, the MCWDB recognizes the importance of labor market analysis to the delivery of workforce development services and remains committed to the ongoing examination of labor market data to understand economic trends impacting job seekers and service providers. The MCWDB strives to maintain flexibility and adaptability in response to these evolving trends and in an environment of declining allocations from the Department of Labor. This local plan includes an analysis of the labor market in the Maricopa County region. It then shares the goals for the 2025-2028 program years, detailing both ongoing and new strategies that will continue and better align local workforce development services to the Workforce Arizona Council Strategic Plan, the Arizona Unified State Workforce Development Plan, state objectives, and regional labor market realities. Finally, the report will detail the county’s commitment to performance excellence and continuous improvement. The overarching theme of the plan is the continuing commitment of the MCWDB to service. This is done by providing best-in-class service to both job seekers, enhancing the economic well- being of families and employers by creating talent pipelines that support key industries, fostering higher-quality career opportunities and pathways. The production of this report involved the work of many stakeholders, including MCWDB staff, Human Services Department leadership and staff, board members, core partners, service providers, state resources and other stakeholders. It strives to provide as comprehensive a view as possible of the region’s workforce development activities and establish a vision for coming years. 7 The MCWDB recognizes the critical value of the core WIOA partners and expresses appreciation for the indispensable work they provide to the jobseekers and employers served by the region’s workforce system. One of the primary changes brought in the workforce system by the passage of WIOA in 2014 was a deeper alignment of core partners in the system. The MCWDB remains committed to continuously improving that alignment and developing new and innovative methods for leveraging the world-class expertise of its core partners: Arizona Adult Education, the Department of Economic Security, and the Rehabilitative Services Administration. The MCWDB further recognizes the value of labor market analysis to the delivery of workforce development services and remains committed to continuous analysis of labor market data related to understand economic trends that affect jobseekers and service providers and to strive for nimbleness and agility as it reacts to these shifting dynamics. The report includes an analysis of the labor market in Maricopa County in general and the service area of the MCWDB. It then reiterates goals for the 2025-2028 program years and details strategies, both continuing and novel, that will better align regional workforce development services to state objectives and regional labor market realities. Finally, the report will detail the county’s commitment to performance and continuous improvement. The overarching theme of the report is the continuing commitment of the MCWDB to service. Effective service to jobseekers that improves the economic well-being of the families we serve and effective service to employers that creates pipelines of talent to support the industries on which the region’s economy depends and through which higher-quality career opportunities will be created. The Workforce Innovation and Opportunity Act and Local Boards The Workforce Innovation and Opportunity Act (WIOA) is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. Congress passed the Act by a wide bipartisan majority in 2014, and it was the first legislative reform of the public workforce system in 15 years. MCWDB Values We will continuously assess and address critical workforce needs. We will mobilize collective expertise. We will visualize emerging career pathways. 8 MCWDB Goals Goal #1: Determine long- vs. short-term in-demand industry and occupation workforce planning needs. Goal #2: Establish sustainable funding opportunities based on workforce needs and shared funding partnerships. Goal #3: Scan the environment (regional and state) to identify, leverage, and improve alignment of existing Arizona workforce expertise, economic development opportunities, and title partners. Goal #4: Leverage network to establish consistent industry terminology requirements used by employers, educators, and organizations to align with job seekers' qualifications, certifications, lifestyle expectations, etc. Goal #5: Recognize each in-demand industry's potential career pathway entry points for current and future job seekers of all levels. WIOA superseded the Workforce Investment Act of 1998 and amended the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. WIOA brings together, in strategic coordination, the core programs of Federal investment in skills development: • Employment and training services for adults, dislocated workers, and youth; and Wagner- Peyser employment services administered by the U.S. Department of Labor (DOL) through formula grants to states; and • Adult education and family literacy programs as well as State Vocational Rehabilitation Services programs that assist eligible individuals with disabilities in obtaining employment; both core programs are administered by the U.S. Department of Education. WIOA also authorizes programs for specific vulnerable populations, including the Job Corps, YouthBuild, Indian and Native Americans, and Migrant and Seasonal Farmworker programs as well as evaluation and multistate projects administered by DOL. In addition, WIOA authorizes other programs administered by U.S. Department of Education and the U.S. Department of Health and Human Services. According to the United States Department of Labor, WIOA effected ten primary reforms.i The description of one of the identified reforms was particularly relevant to the establishment of the MCWDB’s vision for service delivery in the Maricopa County region: 9 #1: Streamlines and Strengthens the Strategic Roles of Workforce Development Boards: WIOA makes state and local boards more agile and well-positioned to meet local and regional employers' workforce needs. • State and local boards must coordinate and align workforce programs to provide coordinated, complementary, and consistent services to job seekers and employers. • Business continues to contribute to strategic development and other activities by maintaining a leadership role on the boards and forming the majority of workforce board members. State and local boards are more strategic and flexible as board membership is streamlined. The other reforms: #2: Requires States to Strategically Align Workforce Development Programs #3: Promotes Accountability and Transparency #4: Improves Services to Employers and Promotes Work-Based Training #5: Provides Access to High-Quality Training #6: Enhances Workforce Services for the Unemployed and Other Job Seekers #7: Improves Services to Individuals with Disabilities #8: Makes Key Investments in Serving Disconnected Youth and Other Vulnerable Populations #9: Enhances the Job Corps Program As provided in WIOA sec. 107(d), the Local WDB must: (a) Develop and submit a 4-year local plan for the local area, in partnership with the chief elected official and consistent with WIOA sec. 108 (b) If the local area is part of a planning region that includes other local areas, develop, and submit a regional plan in collaboration with other local areas. If the local area is part of a planning region, the local plan must be submitted as a part of the regional plan (c) Conduct workforce research and regional labor market analysis to include: (1) Analyses and regular updates of economic conditions, needed knowledge and skills, workforce, and workforce development (including education and training) activities to 10 include an analysis of the strengths and weaknesses (including the capacity to provide) of such services to address the identified education and skill needs of the workforce and the employment needs of employers (2) Assistance to the Governor in developing the statewide workforce and labor market information system under the Wagner-Peyser Act for the region (3) 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 (d) Convene local workforce development system stakeholders to assist in the development of the local plan under § 679.550 and in identifying non-Federal expertise and resources to leverage support for workforce development activities. Such stakeholders may assist the Local WDB and standing committees in carrying out convening, brokering, and leveraging functions at the direction of the Local WDB (e) Lead efforts to engage with a diverse range of employers and other entities in the region in order to: (1) Promote business representation (particularly representatives with optimum policy- making or hiring authority from employers whose employment opportunities reflect existing and emerging employment opportunities in the region) on the Local WDB (2) Develop effective linkages (including the use of intermediaries) with employers in the region to support employer utilization of the local workforce development system and to support local workforce investment activities (3) 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 (4) 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 in in-demand industry sectors or occupations (f) With representatives of secondary and postsecondary education programs, lead efforts to develop and implement career pathways within the local area by aligning the employment, training, education, and supportive services that are needed by adults and youth, particularly individuals with barriers to employment (g) Lead efforts in the local area to identify and promote proven and promising strategies and initiatives for meeting the needs of employers, workers and job seekers, and identify and disseminate information on proven and promising practices carried out in other local areas for meeting such needs 11 (h) Develop strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, and workers and job seekers, by: (1) 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 local area (2) Facilitating access to services provided through the one-stop delivery system involved, including access in remote areas (3) 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 (4) Leveraging resources and capacity within the local workforce development system, including resources and capacity for services for individuals with barriers to employment (i) In partnership with the chief elected official for the local area: (1) Conduct oversight of youth workforce investment activities authorized under WIOA sec. 129(c), adult and dislocated worker employment and training activities under WIOA secs. 134(c) and (d), and the entire one-stop delivery system in the local area (2) Ensure the appropriate use and management of the funds provided under WIOA subtitle B for the youth, adult, and dislocated worker activities and one-stop delivery system in the local area (3) Ensure the appropriate use management, and investment of funds to maximize performance outcomes under WIOA sec. 116 (j) Negotiate and reach agreement on local performance indicators with the chief elected official and the Governor (k) Negotiate with CEO and required partners on the methods for funding the infrastructure costs of one-stop centers in the local area in accordance with § 678.715 of this chapter or must notify the Governor if they fail to reach agreement at the local level and will use a State infrastructure funding mechanism (l) Select the following providers in the local area, and where appropriate terminate such providers in accordance with 2 CFR part 200: (1) Providers of youth workforce investment activities through competitive grants or contracts based on the recommendations of the youth standing committee (if such a committee is established); however, if the Local WDB determines there is an insufficient number of eligible training providers in a local area, the Local WDB may award contracts on a sole-source basis as per the provisions at WIOA sec. 123(b) 12 (2) Providers of training services consistent with the criteria and information requirements established by the Governor and WIOA sec. 122 (3) Providers of career services through the award of contracts, if the one-stop operator does not provide such services (4) One-stop operators in accordance with §§ 678.600 through 678.635 of this chapter (m) In accordance with WIOA sec. 107(d)(10)(E) work with the State to ensure there are sufficient numbers and types of providers of career services and training services serving the local area and providing the services in a manner that maximizes consumer choice, as well as providing opportunities that lead to competitive integrated employment for individuals with disabilities (n) Coordinate activities with education and training providers in the local area, including: (1) Reviewing applications to provide adult education and literacy activities under WIOA title II for the local area to determine whether such applications are consistent with the local plan (2) Making recommendations to the eligible agency to promote alignment with such plan (3) Replicating and implementing cooperative agreements to enhance the provision 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 at cooperation, collaboration, and coordination (o) Develop a budget for the activities of the Local WDB, with approval of the chief elected official and consistent with the local plan and the duties of the Local WDB (p) Assess, on an annual basis, the physical and programmatic accessibility of all one-stop centers in the local area, in accordance with WIOA sec. 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) (q) Certification of one-stop centers in accordance with § 678.800 of this chapter Methodology and Approach Construction of the local plan involved professional labor market analysis (i.e., Office of Economic Opportunity data and Chmura Jobs EQ software), interviews with the Maricopa County Workforce Development Board staff and the Maricopa County Human Services Division, and the work of the board’s Executive Committee. Two-Year Modification Summary The two-year modification of this Local Plan followed the same methodology and approach used during the Plan’s initial development. As part of the modification process, the Local Plan was reviewed and revised to reflect current conditions, priorities, strategies, and operational requirements. Updates include: 13 • Changes in population and demographic trends • Updates to regional strategies and priorities • Updates to targeted in-demand industries and occupations • Current labor market data and economic conditions • Alignment with statewide strategies and available support • Updates to the Memorandum of Understanding and Infrastructure Funding Agreement (MOU/IFA) • Utilization of High Impact Training (HIT) data • Performance outcomes and continuous improvement efforts 14 Section 1 – Infrastructure a. Describe the ARIZONA@WORK system in Maricopa County i. Name of the county(ies), city, and/or tribes included in the LWDA; Maricopa County spans 9,224 miles and is home to approximately four (4) and a half million people. Measuring 132 miles from east to west and 103 miles from north to south, it is geographically larger than four (4) U.S. States. The county’s outer geographical boundaries were set in 1881 and have not changed since. The image on the following page outlines Maricopa County’s boundaries and demonstrates the depth of service area and access to comprehensive site (American Job Centers) locations. The governor has designated two (2) workforce areas within Maricopa County, one serving the City of Phoenix exclusively and the other the balance of Maricopa County. Maricopa County, with 4.8 million residents, is the most populous county in Arizona and the fourth most populous county in the nation. Maricopa County makes up 70.3% of the State’s total population: 7,378,838. Maricopa County added more new residents than any county in the country from 2010-2019, according to a 2020 Census Bureau press release.1 The State of Arizona’s Office of Economic Opportunity projects that the County will continue to grow at an average rate of 1.2% over the next four years. Maricopa County comprises 24 cities and towns and several unincorporated communities. More than half (53%) of the land in Maricopa County is owned by the federal government. Private land accounts for 29%, and 13% belongs to the state. The Office of Economic Opportunity2026 Economic Conditions Report cites Maricopa County as the fourth most populous county in the nation, with a population of 4,848,413. 15 Maricopa County Boundary Map 16 Maricopa County Cities, Towns, Unincorporated Areas, and Tribal Areas Cities Avondale Buckeye Chandler El Mirage Glendale Goodyear Litchfield Park Mesa Peoria Phoenix Scottsdale Surprise Tempe Tolleson Towns Carefree Cave Creek Fountain Hills Gila Bend Gilbert Guadalupe Paradise Valley Queen Creek Wickenburg Youngtown Census-Designated Places Aguila Anthem Arlington Citrus Park Gila Crossing Kaka Komatke Maricopa Colony Morristown New River Rio Verde San Tan Valley St. Johns Sun City Sun City West Sun Lakes Theba Tonopah Wintersburg Wittman Tribal Areas Fort McDowell Yavapai Nation Gila River Indian Community Salt River Pima-Maricopa Indian Community Tohono O’odham Indian Reservation ii. Name of the entity(ies) designated as the Chief Elected Official(s) (e.g., the name of the County, the Tribe, or other entity carrying out the functions of the CEO) Maricopa County is a diverse region consisting of urban, suburban, and rural communities. Each community is served by one of five districts. Each district is led by an elected Supervisor, who brings a specialized background and unique expertise to the County; together, they serve as the Maricopa County Board of Supervisors (BOS) and are designated as the Chief Elected Official(s) (CEO) under the Workforce Innovation and Opportunity Act (WIOA). 17 Maricopa County Supervisor Districts 18 Maricopa County Board of Supervisors Kate Brophy Debbie Lesko Mark Stewart Steve Gallardo Thomas Galvin McGee Vice Chair District 1 District 5 District 2 Chair District 4 District 3 Kate Brophy McGee, Chair (District 3) Chair Kate Brophy McGee represents District 3 on the Board of Supervisors. She is a third- generation Arizonan who previously served in the Arizona Senate and Arizona House of Representatives. As a supervisor, her priorities include public safety, election integrity, and economic development. District 3 includes the cities of Anthem, Desert Hills, New River, Paradise Valley, and Phoenix. Debbie Lesko, Vice Chair (District 4) Vice Chair Debbie Lesko represents District 4 on the Maricopa County Board of Supervisors. Prior to her election to the Board, she served nearly seven years in the U.S. House of Representatives representing the west and north Valley’s District 8 and nine years in the Arizona Legislature. She received her Bachelor’s degree from the University of Wisconsin, and lives in Peoria with her husband. District 4 includes the cities of Avondale, Buckeye, El Mirage, Glendale, Goodyear, Litchfield Park, Peoria, Sun City, Sun City West, Surprise, Wickenburg, and Youngtown. Mark Stewart (District 1) Mark Stewart is a devoted family man, a successful small business owner, and a passionate public servant who believes the most effective government operates minimally yet efficiently, with the community’s best interests at heart. Before his election to the Maricopa County Board of Supervisors, Mark served on the Chandler City Council, where he championed initiatives that prioritized safe neighborhoods, community 19 engagement, and economic growth. His leadership focused on creating spaces where businesses could thrive, families could feel secure, and citizens could connect. As a member of the Board of Supervisors, Mark is committed to people-centered governance that enhances quality of life, drives sustainable growth, and upholds the core values of the community. His dedication to transparent and accountable leadership ensures that Maricopa County remains a place where residents and businesses flourish. District 1 includes the cities of Chandler, Gilbert, Mesa, Tempe, Queen Creek, and Ahwatukee- Phoenix. Steve Gallardo (District 5) Supervisor Steve Gallardo was born in Phoenix, Arizona. He is a 4th generation Arizona native. In 2002, Gallardo was elected to the State House of Representatives in a new legislative district covering the southwest valley. In October of 2001, Gallardo was appointed to the Cartwright Elementary School Governing Board to fulfill an unexpired term and then later elected in 2002 and in 2010 for a 4-year term. District 5 includes the cities of Avondale, Buckeye, Gila Bend, Gila River Indian Community, Glendale, Goodyear, Guadalupe, Phoenix, and Tolleson. Thomas Galvin (District 2) Thomas Galvin represents District 2 on the Board of Supervisors. His top priority is protecting the Maricopa County taxpayer by being a fiscally responsible steward of the County’s financial resources. As Supervisor, his issues of interest include public safety, economic development, housing, water, and infrastructure. Thomas was elected to the Board of Supervisors in November 2022. District 2 includes the cities of Apache Junction, Carefree, Cave Creek, Fort McDowell Yavapai Nation, Fountain Hills, Gilbert, Mesa, Paradise Valley, Phoenix, Scottsdale, and the Salt River- Maricopa Indian Community-Scottsdale iii. The names of the entities (e.g., county/city/tribe/non-profit/for profit) that provide the following WIOA functions: 1. Local fiscal agent (See 20 CFR 679.420 for functions); As described in WIOA Section 107(d)(12)(B)(i)(III) and as determined by the chief local elected official or governor under section 107(d)(12)(B)(i), the designee responsible for performing accounting and funds management of the WIOA grant, at the direction of the Maricopa County Board of Supervisors, is the Maricopa County Human Services Department, Health & Legal Services Division. 2. LWDB Director and other LWDB staff (20 CFR 679.400 for roles); 20 The following staff members provide administrative support to the Maricopa County Workforce Development Board: • MCWDB Executive Director – Steve Clark • In-Demand Career & Apprenticeship Strategist – Katelyn Harris Lange • Compliance and Policy Manager – Laura Malhoit • Management Analyst – Nancy Avina • Management Analyst/Board Liaison – Madison Ginsberg 3. Provider(s) selected by the LWDB for the: a. Adult Program; b. Dislocated Worker Program; and c. Youth Program (list the entities that provide design framework services and each of the fourteen elements); and d. Identify the one-stop operator; In collaboration with local partners, ARIZONA@WORK Maricopa County is the workforce network of business and employment-related service providers for the Maricopa County Local Workforce Development Area (LWDA). Multiple providers have subcontracts with Maricopa County Human Services Department to deliver adult and youth services. The Maricopa County LWDA provides services through a seamless customer-focused service delivery network that enhances access to the programs’ services to create long- term employment outcomes for individuals receiving assistance. All service provider agreements are to be in place through June 30, 2026, and subject to decisions at that time. a. Adult Program Maricopa County Human Services Department, Workforce Development Division provides services to individuals who are 18 and older and who have been chronically unemployed or underemployed, have barriers to getting and keeping a job, and need assistance with job search and/or training. b. Dislocated Worker Maricopa County Human Services Department, Workforce Development Division provides services to Services targeting individuals who have lost jobs due to closure or downsizing through no fault of their own. c. Youth Program The Maricopa County Human Services Department is the provider of services to youth 14 years to 24 years of age who have barriers to getting and keeping a job and need educational and employment services. Additional vendors are used to provide services aligned with the fourteen elements, and their services are detailed in the table below. FY2024 Youth Program Awarded Elements by Agency Agency Arbor E&T, Empowering Lifeline Rio DK Chicanos LLC dba Services PCS Salado Advocates Por La Equus Causa Workforce 21 Solutions Element 1 X X Element 2 Element 3 X X X X Element 4 Element 5 Element 6 X X Element 7 X X X X X Element 8 X X X Element 9 X X X X Element X X 10 Element X X 11 Element X X 12 Element X X X X 13 Element X X 14 d. One-Stop Operator ` The Maricopa County Workforce Development Board contracts with Equus Workforce Solutions to serve as the One-Stop Operator. 4. Procured contracts or written agreements for subgrants or contractors (20 CFR 679.420(c)(1)); In compliance with WIOA requirements, the MCWDB must determine the selection for the one- stop operator, and adult, dislocated worker, and youth services providers. In partnership with the CEO, the MCWDB shall maximize performance outcomes by ensuring a sufficient number and types of eligible service providers who are consistent with the criteria established by the Governor and WIOA. All competitive awards and contracts will be publicly noticed as required by the MCWDB procurement policies. The MCWDB has established criteria for selecting eligible providers of services to support the workforce in the local service area of Maricopa County. The Eligible Training Provider List (ETPL) for ARIZONA@WORK Maricopa County facilitates the selection of well-qualified providers who serve the training needs of job seekers in the interest of employers throughout the local workforce development area. 22 Governance of the relationships among partners who perform critical roles on behalf of the unified workforce system serving ARIZONA@WORK Maricopa County rest with two documents: • Memorandum of Understanding (MOU), and • Shared Local Governance Agreement These documents specify resource-sharing agreements, performance expectations, and responsibilities associated with the performance of tasks and the expenditure of funds according to the Workforce Innovation and Opportunity Act. The Eligible Training Providers List anchors and integrates the constellation of community partners that comprise the regional workforce development system. The strategic endeavors of multiple organizations represent a fusion of targeted economic development and workforce development to serve employers and job seekers in the local workforce area. Current contracts may be found at https://www.maricopa.gov/3916/County-Contracts. 5. Monitoring, audit, and other oversight of the following WIOA functions (See 20 CFR 679.420(c)(2) - (3) and 20 CFR 683.410(a)): a. Fiscal b. Equal opportunity; and 4 c. Programmatic (Title I-B, including eligible training providers); The State’s Methods of Administration (MOA) includes nine elements that the Board has addressed to ensure that WIOA Title 1 financially assisted programs, activities, and recipients are complying, and will continue to comply, with the nondiscrimination and equal opportunity requirements of WIOA and its associated regulations. The required elements of MOA are: 1. Element 1: Designation of State and Local-level EO Officer (29 CFR 38.28) 2. Element 2: Notice of Communication (29 CFR 38.39) 3. Element 3: Review Assurances, Job Training Plan, Contract, & Policies and Procedures (29 CFR 38.42) 4. Element 4: Universal Access (29 CFR 38.44) 5. Element 5: Compliance with Section 504 of the Rehabilitation Act of 1973 (as amended) and 29 29 CFR 38.2 6. Element 6: Data & Information Collection and Maintenance (29 CFR 38.41) 7. Element 7: Monitoring Recipients for Compliance (29 CFR 38.51) 8. Element 8: Complaint Processing Procedures (29 CFR 38.54) 9. Element 9: Corrective Actions/Sanctions Procedures (29 CFR 38.110) To ensure compliance with the 9 required elements of the State Methods of Administration (MOA), the local board directs County staff and partners to maintain compliance with all regulations. 23 The Maricopa County Workforce Development Board Executive Director and staff provide monitoring, audit, and oversight activities for Adult, Dislocated Worker and Youth program services and the One-Stop Operator. Additionally, the Arizona Department of Economic Security monitors the Maricopa County Workforce Innovation and Opportunity Act Adult, Dislocated Worker, and Youth program services, Equal Opportunity compliance for training and support for addressing the needs of individuals with disabilities and the Workforce Innovation and Opportunity Act fiscal records on an annual basis. Policies to Ensure Compliance The MCWDB Board follows the Americans with Disabilities Act of 1990 and all requirements imposed by or pursuant to the implementing regulations. The MCWDB works in collaboration with partner programs to ensure that customers with disabilities receive timely and appropriate services. The MCWDB ensures Equal Opportunity policies are followed for all service provision for training and support for addressing the needs of individuals with disabilities. The MCWDB works closely with its various partners to ensure that services are delivered on a non-discriminatory basis without regard to race, ethnicity, color, religion, age, gender, or any other protected characteristic. The MCWDB provides information in a language other than English for clients with limited English proficiency to effectively inform or enable those individuals to participate in core partner programs or activities. The guidance in serving English Language Learners (ELL) is pursuant to Title IV of the Civil Rights Act of 1964 and Section 188 of the WIOA. The MCWDB ensures that persons of limited English-speaking abilities have equal and meaningful access equal to those who are proficient in English. The MCWDB and partner programs must translate written program materials into the language in question and provide effective interpretation services to clients of the significant ELL group. 6. (Optional but encouraged) Overall operations (Administration, fiscal operations, board membership) The team that makes ARIZONA@WORK Maricopa County possible includes the staff of the Human Services Department, the members of the board, the core partners, and the Maricopa County Board of Supervisors. Each plays a critical role in the integrated service delivery system, and the roles are detailed in section 1.3. MCWDB Membership as of January 2026: Business Education and Government, Workforce Training Economic, and Community Development Tim Willenborg, Chair Brittany Holmes Gregg Ghelfi Albert Blanco Dr. Noelle Trinder, Vice Megan Baker Wallin Gustin Anne Landers 24 Chair Chris Richardson Danielle Lertique Tina Drews Loren Granger Jacob Evenson Minky Kernacs Kathryn Collins Danielle Goodman Anna Yap Tom Saxon Elias Medina Kathryn Ybarra Scott Holman Shawn Hutchinson 7. (Optional but encouraged) The ARIZONA@WORK partner programs that are included in the ARIZONA@WORK system in the LWDA (e.g., core, required, and other partners). See Appendix IV for a list of partners this may include. Core and Required Programs • Title IB Youth Program - Services for youth 14 years to 24 years of age who have barriers to getting and keeping a job and need educational and employment services. Maricopa County Human Services Department is the current service provider. • Title IB Adult Program - Services target individuals who are 18 and older and who have been chronically unemployed or underemployed, have barriers to getting and keeping a job, and need assistance with job search and/or training. Maricopa County Human Services Department is the current service provider. • Title IB Dislocated Worker Program - Services target individuals who have lost jobs due to closure or downsizing through no fault of their own. Maricopa County Human Services Department is the current service provider. • Adult Education and Family Literacy Act program (authorized under Workforce Innovation and Opportunity Act Title II) services individuals in need of basic education with low basic skills and low educational attainment; English language acquisition for eligible learners to achieve competence in reading, writing, speaking and comprehension of the English language; and math skills needed to attain a high school credential and transition to post-secondary education and employment. Arizona Adult Education is the current provider. • Wagner-Peyser Act Employment Service program, authorized under the Wagner- Peyser Act (29 U.S.C. 49 et seq.), as amended by Workforce Innovation and Opportunity Act Title III services target individuals who need help with updating or developing a resume and labor exchange assistance that connects them to 25 employment. Arizona Department of Economic Security Employment Services is the service provider. • The State Vocational Rehabilitation Services program, authorized under Title I of the Rehabilitation Act of 1973 (29 U.S.C. 720 et seq.) and amended by the Workforce Innovation and Opportunity Act Title IV, services targets individuals with disabilities. Arizona Department of Economic Security is the provider for Maricopa County. • The Senior Community Service Employment Program, authorized under Title V of the Older Americans Act of 1965, services older adults with employment and training assistance. • Trade Adjustment Assistance activities, authorized under Chapter 2 of Title II of the Trade Act of 1974, services individuals who are eligible workers who lose their jobs, or whose hours of work and wages are reduced, because of increased imports or production transfers abroad. • Unemployment Compensation programs, services individuals who are unemployed and eligible to receive unemployment compensation. Arizona Department of Economic Security is the provider. • Jobs for Veterans State Grant programs, authorized under chapter 41 of Title 38, U.S.C., services individuals who are veterans with significant barriers to employment to receive tailored employment and training services. Career and Technical Education programs at the postsecondary level are authorized under the Carl D. Perkins Career and Technical Education Act of 2006 (Perkins V). US Department of Health and Human Services/Other Programs Employment and training activities are carried out under the Community Services Block Grant programs (42 U.S.C. 9901 et seq.). • Temporary Assistance for Needy Families program is authorized under part A of Title IV of the Social Security Act (42 U.S.C. 601 et seq.) unless exempted by the Governor under 20 CFR 678.405(b), 34 CFR 361.405(b), and 34 CFR 463.405(b). 26 WIOA Core Programs b. Describe regional planning efforts if the LWDB is engaging in regional planning and/or coordination with other LWDAs (such as for sector strategies, coordination with education providers, or other service planning activities). (See 20 CFR 679.540) Include a description of any regional service strategies that include the use of cooperative service delivery agreements including the entities in which the agreements are with. Driven by the tremendous economic and population growth occurring throughout central Arizona, including Maricopa County, the City of Phoenix, and neighboring Pinal County, the workforce development boards serving these local workforce development areas recognized the importance of working collaboratively to address the region’s evolving workforce needs. Through a collective impact approach, the boards have focused on creating a more seamless and coordinated workforce system that better serves both employers and job seekers across the region. As indicated in the labor force analysis earlier in this plan, Maricopa County serves as the primary employment hub for central Arizona, drawing workers from neighboring communities and supporting the majority of the region’s high-growth industries. As part of the Phoenix-Mesa Metropolitan Statistical Area, workforce challenges and opportunities naturally extend beyond jurisdictional boundaries, making regional collaboration essential to effectively meeting labor market demand. While Maricopa County is not part of a formally designated planning region under WIOA Sec. 106(b)(2), collaborative efforts among the Maricopa County Workforce Development Board, the 27 City of Phoenix Business and Workforce Development Board, and the Pinal County Workforce Development Board have continued to strengthen since early 2023. Although no formal regional governance structure has been established, the three workforce boards remain committed to advancing cooperative strategies that support employers, job seekers, and economic growth throughout central Arizona. One significant example of this collaboration occurred in June 2023, when the Maricopa County Workforce Development Board partnered with the Workforce Arizona Council, the City of Phoenix Business and Workforce Development Board, and the Pinal County Workforce Development Board to host the inaugural Arizona Workforce Summit. The Summit brought together leaders from workforce development, economic development, education, and industry to promote collaboration, innovation, and regional workforce solutions. Nearly 300 participants attended each day of the event. Discussions focused on Arizona’s workforce development landscape, national workforce trends, and strategies for aligning workforce systems with economic growth opportunities. The event emphasized local and regional perspectives through panels featuring elected officials, economic development leaders, K-12 education representatives, and community college partners. In 2024, the three regional partners convened the first of its kind, Central Arizona Regional Workforce Board Retreat. This event brought together representatives from all three regions to discuss innovative approaches to regional workforce issues, set priorities for regional collaboration, and continuing to align workforce systems. In 2025, the Maricopa County Workforce Development Board created Central Arizona Regional Workforce and Economic Development Workgroup. This workgroup focused on regional topics including eliminating barriers facing job seekers, aligning systems for more efficient user- friendly experiences, integration of workforce and economic development, and examining the needs of our many regional business partners. In 2026, the Arizona Department of Economic Security (DES), awarded Maricopa County, City of Phoenix, and Pinal County the Industry-Driven Training Grant. DES will utilize these three workforce areas to distribute training funds to employers in the City of Phoenix, Maricopa County, and Pinal County. These local workforce areas have a strong alignment with TSMC, Boeing, and Lucid in their respective geographic areas. The City of Phoenix assisted with the TSMC and created the first semiconductor-related Registered Apprenticeship program. Maricopa County, the most populous county in Arizona, has been a strong supporter of advanced manufacturing and offers various programs and community college partnerships that are available to address Boeing’s commercial airplanes and defense systems training needs. Pinal County played an active role in securing the partnership with Lucid Motors and further developed a partnership with Central Arizona College to help ensure that Lucid has the trained workforce needed for expanding operations in Arizona. DES works closely with the local workforce areas, and assists with outreach through various media channels, such as the 28 ARIZONA@WORK website and social media accounts, and supports hiring events and other recruitment activities for advanced manufacturing professions. Building upon the momentum generated through these partnerships, Maricopa County took the lead in being awarded the BuildItAZ Grant, from the Arizona Office of Economic Opportunity. Maricopa County is a leader in the nation for registered apprenticeships and continues to explore new apprenticeship opportunities with Pimal County and the City of Phoenix, the regional partners committed to supporting the expansion of registered apprenticeship opportunities across central Arizona. Pinal County joined the initiative as an active regional partner committed to advancing apprenticeship development and employer engagement. Through these efforts, regional stakeholders are working toward the development of the Central Arizona Regional Apprenticeship Coalition (CARAC). The Coalition is intended to serve as a regional hub representing the three workforce development areas, community-based organizations, education partners, the Arizona State Apprenticeship Office, and employers within identified in-demand industries. The Coalition’s goals include developing new Registered Apprenticeship Programs (RAPs), expanding existing apprenticeship capacity through additional employer partnerships, and positioning the region as a recognized leader in apprenticeship development and workforce innovation. Regional collaboration efforts also extend to Rapid Response activities involving employers with operations spanning multiple workforce areas. Rapid Response Coordinators from the participating workforce boards continue to coordinate communication, service delivery, and workforce transition efforts to ensure impacted workers receive seamless access to workforce services and support. At the same time, Maricopa County continues to experience substantial economic expansion across several high-growth sectors, including advanced manufacturing, semiconductors, healthcare, construction, logistics, and technology. Major investments throughout the region, combined with continued business expansion and population growth, will require sustained regional workforce coordination to meet increasing labor demand. These conditions reinforce the importance of collaborative workforce strategies designed to strengthen talent pipelines, support employers, and expand access to career opportunities for residents throughout central Arizona. Section 2 - Strategic Planning Elements Part A: Economic, Workforce, and Workforce Development Activities a. Economic Analysis (20 CFR 679.560(a)(1)): Include a regional analysis of the: i. Economic conditions, including existing and emerging in-demand industry sectors and occupations; Maricopa County continues to diversify, grow, and evolve. Changes in the County’s population are driving exciting changes in its economy. Maricopa County maintains a current perspective on trends and changes in the region through regular data analysis and direct contact with 29 multiple stakeholders. The Arizona Office of Economic Opportunity (OEO) works directly with Maricopa County to ensure the data it relies on is comprehensive, relevant, and as current as possible. To adequately evaluate a rapidly changing economic landscape for the next two years, the Arizona Office of Economic Opportunity has leveraged data it produces in partnership with the United States Department of Labor to designate existing and emerging in-demand industries and occupations in Maricopa County. These designations indicated that certain industries and occupations have favorable labor market traits, including recent projected growth and high earning potential, and they serve as strategic targets for the local area’s economic and workforce strategies. Labor market variables were assigned different weights as part of the formula used by OEO to designate existing and emerging in-demand industries and occupations. In-demand industries (i.e., sectors and subsectors) were selected based on their overall performance in these primary labor market indicator categories: • Employment size • Historical two-year employment growth • Projected two-year employment growth • Average Weekly Wages • Employment & Wage Location Quotients 1. In-Demand Industry Sectors & Occupations The table below displays the MCWDB-selected existing and emerging in-demand industry sectors. The results reflect a wide range of industries in Maricopa County and demonstrate the growth and high demand in the healthcare, construction, and financial industries in Maricopa County. These industries were selected by the MCWDB in January of 2026. At the time of selection, all these industries were listed by OEO as top industries. OEO updated their top industries in the summer of 2026. The MCWDB will evaluate its targeted in-demand industries in early 2027 and will consider alignment with OEO’s top industries at that time. In Demand Industry Sectors NAICS Industry Sectors Code 51, 54 Emerging Technologies 31-33 Manufacturing and Semiconductor 62 Healthcare and Social Assistance 52 Finance and Insurance 23 Construction 42, 48-49 Transportation and Logistics Source: Arizona Office of Economic Opportunity (OEO) Maricopa Workforce Area- In-Demand Existing & Emerging Industry Sectors In-Demand Occupations 30 In March of 2026, the MCWDB made its selection of targeted in-demand occupations, which can be viewed in the table below. SOC Code Title INDUSTRY 47-2021 Brickmasons and Blockmasons Construction 47-4011 Construction and Building Inspectors Construction 47-2061 Construction Laborers Construction 17-3023 Electrical and Electronic Engineering Technologists and Technicians Construction 49-2095 Electrical and Electronics Repairers, Powerhouse, Substation, and Relay Construction 47-2111 Electricians Construction 49-9021 Heating, Air Conditioning, and Refrigeration Mechanics and Installers Construction 47-2152 Plumbers, Pipefitters, and Steamfitters Construction 47-2211 Sheet Metal Workers Construction 49-2022 Telecommunications Equipment Installers and Repairers, Except Line Installers Construction 51-4121 Welders, Cutters, Solderers, and Brazers Construction 15-1299 Computer Systems Engineers/Architects Emerging Technologies 15-2051 Business Intelligence Analysts Emerging Technologies 15-1231 Computer Network Support Specialists Emerging Technologies 15-1211 Computer Systems Analysts Emerging Technologies 15-1232 Computer User Support Specialists Emerging Technologies 15-2051 Data Scientists Emerging Technologies 15-1242 Database Administrators Emerging Technologies 15-1212 Information Security Analysts Emerging Technologies 13-1111 Management Analysts Emerging Technologies 15-1244 Network and Computer Systems Administrators Emerging Technologies 13-1161 Search Marketing Strategists Emerging Technologies 13-1199 Security Management Specialists Emerging Technologies 15-1254 Web Developers Emerging Technologies 43-3021 Billing and Posting Clerks Finance & Insurance 43-3031 Bookkeeping, Accounting, and Auditing Clerks Finance & Insurance 11-3121 Human Resources Managers Finance & Insurance 33-3021 Intelligence Analysts Finance & Insurance 43-6013 Medical Secretaries and Administrative Assistants Finance & Insurance Healthcare & Social 29-2031 Cardiovascular Technologists and Technicians Assistance Healthcare & Social 31-9091 Dental Assistants Assistance 31 Healthcare & Social 33-2011 Firefighters Assistance Healthcare & Social 29-2099 Health Technologists and Technicians, All Other Assistance Healthcare & Social 29-9099 Healthcare Practitioners and Technical Workers, All Other Assistance Healthcare & Social 31-9099 Healthcare Support Workers, All Other Assistance Healthcare & Social 31-1121 Home Health Aides Assistance Healthcare & Social 29-2061 Licensed Practical and Licensed Vocational Nurses Assistance Healthcare & Social 29-2012 Medical and Clinical Laboratory Technicians Assistance Healthcare & Social 29-2011 Medical and Clinical Laboratory Technologists Assistance Healthcare & Social 11-9111 Medical and Health Services Managers Assistance Healthcare & Social 31-9092 Medical Assistants Assistance Healthcare & Social 31-9093 Medical Equipment Preparers Assistance Healthcare & Social 29-2072 Medical Records Specialists Assistance Healthcare & Social 21-1023 Mental Health and Substance Abuse Social Workers Assistance Healthcare & Social 31-1131 Nursing Assistants Assistance Healthcare & Social 29-2057 Ophthalmic Medical Technicians Assistance Healthcare & Social 29-2052 Pharmacy Technicians Assistance Healthcare & Social 31-9097 Phlebotomists Assistance Healthcare & Social 29-2053 Psychiatric Technicians Assistance Healthcare & Social 29-1141 Registered Nurses Assistance Healthcare & Social 29-9093 Surgical Assistants Assistance Healthcare & Social 29-2055 Surgical Technologists Assistance Healthcare & Social 31-9096 Veterinary Assistants and Laboratory Animal Caretakers Assistance 32 53-3051 Bus Drivers, School Transportation & Logistics 49-3011 Aircraft Mechanics and Service Technicians Transportation & Logistics 49-3021 Automotive Body and Related Repairers Transportation & Logistics 49-3023 Automotive Service Technicians and Mechanics Transportation & Logistics 53-7021 Crane and Tower Operators Transportation & Logistics 53-3032 Heavy and Tractor-Trailer Truck Drivers Transportation & Logistics 53-6099 Transportation Workers, All Other Transportation & Logistics In addition to these industry designations, in 2026, the Office of Economic Opportunity (OEO) provided an update on the rating system for existing and emerging in-demand occupations based on four primary factors: • Annual Job Openings • Hourly Wages • Projected Employment Change (Numeric & Percent Growth) • The Occupational Information Network (ONET) Score Occupations were compared against those with the same educational requirement and assigned a “Star” rating from one to five (five being the highest rating). MCWDB staff were provided with the dataset and will identify targeted in-demand occupations for the Maricopa County Workforce Area, rated from three to five stars, within the six target industries. The table below has the top in-demand occupations provided by OEO. MCWDB can decide to select all 3, 4, or 5-star occupations from this list as in-demand and all occupations would cover almost 80% of employment in Maricopa County. The list of occupations would also average 322 projected annual openings from 2025-2027 and would have an average annual wage of $84,258. Arizona Office of Economic Opportunity Rating System: In-Demand Occupations Projected Average Total Employment Annual Average Occupational Share of Employment Annual Projected Annual Count of Ranking Employment (2025) Percent Openings Wages Occupations Change (2025-2027) (2025) (2025-2027) 5 Star 39.6% 362,007 2.0% 481 $86,653 80 Occupations 4 to 5 Star 68.5% 627,076 1.6% 428 $85,226 165 Occupations 3 to 5 Star 78.1% 714,261 1.4% 322 $84,258 247 Occupations 2 to 5 Star 88.1% 805,566 1.2% 270 $82,989 332 33 Occupations 1 to 5 Star 100.0% 914,891 0.8% 242 $79,832 417 Occupations Arizona Office of Economic Opportunity, “Job Rankings,” One of the Maricopa County Workforce Development Board’s Focus Groups, the Targeted Industries & Occupations Focus Group, was established to further research these occupations and present findings to the full Board to identify Targeted In-Demand Occupations. The targeted occupations will serve as the basis for WIOA-funded services such as Occupational Skills Training, Apprenticeships, and On-the-Job Training and was approved in March of 2026. When the occupations were selected in March of 2026, the focus group was using OEO data that has since been updated. The MCWDB will re-evaluate its list of occupations in early 2027 using the data that was updated by OEO in the summer of 2026. Occupations are an element that exists entirely separately from industries. While occupations are not subsets of industries, a comprehensive crosswalk from the United States Department of Labor estimates the rates at which each occupation is employed by each industry. It is expected that any given occupation will be employed frequently by multiple industries. The table below displays the ten highest-paying, 5-star-rated occupations and their associated industry from the OEO’s In-Deman Occupation list. Occupations in Health Care and Social Assistance made up all ten of the highest-paying occupations currently in the Maricopa County workforce area. Ten Highest Average Annual Wages, Maricopa County Workforce Area (2025): Average Projected In-Demand Occupation Common Industries Annual 2-Year Wages Growth 29-1224 Radiologist Health Care and Social $489,766 1.8% Assistance (62) 29-1213 Dermatologist Health Care and Social $378,876 1.3% Assistance (62) 29-1218 Obstetricians and Gynecologists Health Care and Social $346,724 1.6% Assistance (62) 29-1217 Neurologists Health Care and Social $344,531 2.2% Assistance (62) 29-1215 Family Medicine Physicians Health Care and Social $325,545 2.4% Assistance (62) 29-1222 Physicians, Pathologists Health Care and Social $324,670 1.9% Assistance (62) 29-1229 Physicians, All Other Health Care and Social $304,808 2.5% Assistance (62) 29-1223 Psychiatrists Health Care and Social $272,146 2.1% Assistance (62) 34 Health Care and Social 29-1151 Nurse Anesthetists $257,458 2.1% Assistance (62) Health Care and Social 29-1221 Pediatricians $246,282 2.8% Assistance (62) Arizona Office of Economic Opportunity, “Job Rankings,” Ten Largest Projected Growth, Maricopa County Workforce Area: In-Demand Occupation Common Industries Average Annual Wages Projected Annual Job Openings (2025-2027) 29-1141 Registered Health Care and Social $101,079 2,129 Nurses Assistance (62) 53-3032 Heavy and Tractor Trailor Truck Transportation (48) $59,889 1,912 Drivers 47-2061 Construction Construction (23) $48,627 1,541 Laborers 49-9071 Maintenance and Repair Workers, General Construction (23) $53,846 1,506 53-3033 Light Truck Drivers Construction (23) $52,295 972 15-1252 Software Emerging Technologies $135,606 969 Developers (51, 54) 47-2111 Electricians Construction (23) $64,349 935 47-1011 First-Line Supervisors of Construction Trades and Construction (23) $81,492 833 Extraction Workers 49-3023 Automotive Service Technicians and Transportation (48) $57,242 824 Mechanics 47-2031 Carpenters Construction (23) $60,376 821 Arizona Office of Economic Opportunity, “Job Rankings,” 35 ii. Employment needs of businesses in existing and emerging in-demand industry sectors and occupations. The skills and competencies required by employers throughout Maricopa County continue to evolve in response to changing industry needs, technological advancements, economic conditions, and workforce availability. Employment growth across a variety of occupations and industry sectors creates opportunities to strengthen the regional talent pipeline while also requiring the workforce development system to remain responsive to changing employer needs. The Maricopa County Workforce Development Board (MCWDB) remains committed to regularly analyzing labor market conditions to identify the employment, occupational, and skill needs of businesses within existing and emerging in-demand industry sectors. Given the size, diversity, and complexity of Maricopa County's economy, no single source of labor market information provides a complete picture of regional workforce needs. Accordingly, MCWDB utilizes multiple quantitative and qualitative sources to assess labor market conditions, identify workforce trends, and inform workforce development strategies. Sources and methods used to assess employer and workforce needs include: • Labor Market Information (LMI): Analysis of regional employment, unemployment, industry, occupational, wage, and workforce trends. • Quarterly Census of Employment and Wages (QCEW): Data regarding employment and wages by industry used to identify changes in regional industry employment and economic activity. • Employment Projections: Short- and long-term industry and occupational projections used to identify areas of anticipated employment growth and workforce demand. • Occupational Employment and Wage Statistics (OEWS): Occupational employment and wage data used to assess the size, concentration, and compensation of occupations within the regional economy. • Local Area Unemployment Statistics (LAUS): Labor force, employment, unemployment, and unemployment rate data used to assess local labor market conditions. • Unemployment Insurance Claims Data: Information used, when available and appropriate, to identify changes in unemployment and potential workforce impacts. • Job Postings Analysis: Analysis of online job postings and other real-time labor market information to identify employer demand, requested skills and credentials, hiring trends, and emerging occupational needs. • Industry and Employer Engagement: Employer input obtained through industry and employer summits, sector partnerships, business services activities, and other engagement strategies to supplement quantitative labor market data with direct 36 information regarding hiring needs, skill gaps, workforce challenges, and emerging trends. MCWDB uses these sources collectively to develop a comprehensive understanding of regional employer needs and to support data-informed decisions regarding targeted industries and occupations, workforce programming, training investments, sector strategies, and other workforce development activities. This approach also allows MCWDB to monitor changing economic conditions and adjust strategies as the needs of Maricopa County businesses and workers evolve. iii. LWDBs may utilize an existing analysis previously commissioned by the LWDB as long as it is within a year of final submission. LWDBs are encouraged to use the economic conditions reports provided by the OEO. Employment At the highest level of industry categorization, the Health Care and Social Services Industry continues to lead as the largest employer in Maricopa County, followed by Transportation and Utilities. When looking at projected employment for 2024-2026, Education and Health Services shows the highest growth percentage change followed by Construction. 37 At the highest level of industry categorization, the Health Care and Social Services Industry continues to lead as the largest employer in Maricopa County, followed by Retail Trade. Each of these industries contains sub-industries that provide a more detailed perspective on the employers that drive Maricopa County’s labor market. Health Care and Social Assistance in Maricopa County, 2025 Current Forecast Avg Annual Projected Annual Projected Annual Occupation Employment Wages Job Openings Job % Change (‘25-’27) (‘25-’27) Registered Nurses 48,472 $101,079 3923 2.9% Medical Secretaries and 12,827 $47,434 1550 2.3% Administrative Assistants Billing and Posting Clerks 8,203 $50,067 915 1.2% Nurse Practitioners 6,179 $141,985 613 5.2% 38 Dental Assistants 5,357 $51,491 810 2.0% Cooks, Institution and Cafeteria 4,446 $42,346 749 1.9% Dental Hygienists 3,728 $103,324 305 2.0% Licensed Practical and 3,686 $77,460 378 2.1% Licensed Vocational Nurses Radiologic Technologists and 3,571 $92,037 275 2.5% Technicians Physical Therapists 3,553 $108,124 244 3.1% Family Medicine Physicians 3,460 $325,545 174 2.4% Physician Assistants 2,978 $140,633 256 3.5% https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx Construction in Maricopa County, 2025 Current Forecast Projected Annual Projected Annual Avg Annual Occupation Employment Job Openings Job % Change Wages (‘25-’27) (‘25-’27) Construction Laborers 31,145 $48,627 31,145 0.7% Carpenters 19,189 $60,376 19,189 0.2% Electricians 17,680 $64,349 17,680 0.6% First-Line Supervisors of Food Preparation and Serving 16,809 $47,303 16,809 1.0% Workers Plumbers, Pipefitters, and 10,916 $70,724 10,916 0.2% Steamfitters Operating Engineers and Other Construction Equipment 8,532 $63,795 8,532 0.7% Operators Heating, Air Conditioning, and Refrigeration Mechanics and 8,185 $62,133 8,185 0.5% Installers Painters, Construction and 6,982 $54,066 6,982 0.0% Maintenance Cement Masons and Concrete 5,142 $60,887 5,142 -0.3% Finishers Roofers 3,562 $51,706 3,562 0.3% Cost Estimators 3,524 $84,352 3,524 -0.4% 39 Drywall and Ceiling Tile Installers 2,732 $53,476 2,732 -0.1% Sheet Metal Workers 2,676 $57,539 2,676 0.9% https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx Manufacturing and Semiconductor in Maricopa County, 2025 Current Forecast Projected Annual Projected Avg Annual Occupation Employment Job Openings Annual Job % Wages (‘25-’27) Change (‘25-’27) Shipping, Receiving, and Inventory Clerks 14,099 $47,382 1252 -0.3% Production, Planning, and Expediting Clerks 8,382 $60,665 756 0.0% Inspectors, Testers, Sorters, Samplers, and Weighers 6,983 $57,614 856 0.5% First-Line Supervisors of Production and Operating 6,760 $78,177 693 0.7% Workers Welders, Cutters, Solderers, and Brazers 6,342 $59,915 685 1.0% Machinists 4,100 $60,498 456 1.2% Electrical Engineers 3,681 $109,476 238 1.2% Mechanical Engineers 3,628 $107,070 247 1.7% Semiconductor Processing Technicians 3,482 $72,928 442 1.8% Industrial Machinery Mechanics 3,459 $74,546 363 2.2% Computer Hardware Engineers 3,087 $159,960 209 1.4% Logisticians 2,974 $84,937 337 2.5% https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx Finance & Insurance in Maricopa County, 2025 Current Forecast Projected Annual Projected Annual Avg Annual Occupation Employment Job Openings Job % Change Wages (‘25-’27) (‘25-’27) Securities, Commodities, and Financial Services Sales 14,530 $97,698 1102 0.6% Agents Claims Adjusters, Examiners, 13,057 $72,049 713 -1.1% and Investigators Loan Officers 12,384 $76,382 825 0.1% Insurance Sales Agents 9,175 $72,908 679 -0.3% 40 Training and Development 8,660 $75,846 839 1.4% Specialists Personal Financial Advisors 7,140 $135,056 550 1.5% Insurance Claims and Policy 6,555 $50,112 488 -0.9% Processing Clerks Loan Interviewers and Clerks 5,588 $55,064 428 -0.1% First-Line Supervisors of Non- 4,176 $92,989 326 0.0% Retail Sales Workers Tellers 3,451 $46,653 320 -1.2% Insurance Underwriters 3,175 $86,033 179 -1.1% Credit Analysts 2,697 $85,099 153 -0.4% Operations Research Analysts 1,748 $85,160 131 1.6% https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx Emerging Technologies in Maricopa County, 2025 Current Forecast Projected Annual Projected Annual Avg Annual Occupation Employment Job Openings Job % Change Wages (‘25-’27) (‘25-’27) Producers and Directors 1,211 $99,346 90 0.4% Camera Operators, Television, 647 $95,256 49 0.1% Video, and Film Broadcast Announcers and 240 $93,387 22 -1.5% Radio Disc Jockeys Broadcast Technicians 234 $88,137 18 -0.2% Computer Network Support 1,257 $81,633 69 -0.6% Specialists Editors 1,085 $76,592 92 0.1% Telecommunications Equipment Installers and 1,762 $65,626 123 -1.9% Repairers, Except Line Installers https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx Transportation & Logistics in Maricopa County, 2025 Current Forecast Projected Annual Projected Annual Avg Annual Occupation Employment Job Openings Job % Change Wages (‘25-’27) (‘25-’27) 41 Laborers and Freight, Stock, 56,093 $44,801 6972 -0.2% and Material Movers, Hand Heavy and Tractor-Trailer 34,419 $59,889 3757 0.8% Truck Drivers Light Truck Drivers 14,836 $52,295 1694 1.2% Industrial Truck and Tractor 11,452 $50,231 1058 -0.2% Operators Bus and Truck Mechanics and 4,348 $65,085 378 0.7% Diesel Engine Specialists Flight Attendants 3,918 $62,646 564 0.7% Dispatchers, Except Police, 3,864 $52,021 342 0.2% Fire, and Ambulance Aircraft Mechanics and 2,921 $79,699 244 0.7% Service Technicians Reservation and Transportation Ticket Agents 2,806 $51,625 296 0.1% and Travel Clerks Cargo and Freight Agents 2,780 $51,878 239 0.9% Bus Drivers, Transit and 2,552 $59,077 349 1.1% Intercity Crane and Tower Operators 800 $70,618 74 0.5% Transportation Inspectors 753 $73,707 76 0.5% Conveyor Operators and 599 $40,654 54 -0.3% Tenders https://oeo.az.gov/sites/default/files/data/idj/occupationratings-maricopacounty.xlsx b. Workforce Analysis (20 CFR 679.560(a)(2)-(3)): Include a current analysis of: i. The knowledge and skills needed to meet the employment needs of the businesses in the region, including employment needs in in-demand industry sectors and occupations The analysis of job posting data from JobsEQ provided valuable insight into the knowledge, skills, and qualifications being sought after by businesses in Maricopa County. The most common educational attainment requirements were a high school diploma or equivalent (111,858) or a bachelor's degree (104,733). However, a large amount (248,236) of postings did not identify a required education level. Perhaps more informative were the results of research into the most common qualifications listed in postings. Each of the 20 most frequently mentioned qualifications were postsecondary nondegree credentials. The qualifications that appeared most frequently on job postings in Maricopa County were a Driver’s License (18,249 postings), Basic Life Support (BLS) (14,195), Certification in Cardiopulmonary Resuscitation (12,173) and Registered Nurse (12,147). The 42 emphasis on postsecondary nondegree credentials in these job openings aligns very well with the strategic direction of the MCWDB. In-Demand Skills While traditional labor market data, as presented in this analysis, provides an invaluable perspective on the labor market in which the individuals we serve are attempting to build careers, another complementary perspective can be had by looking at the real-time priorities of employers in Maricopa County. JobsEQ is a third-party platform from Chmura Economics that aggregates online job postings from employers in all industries across Maricopa County and allows us to query for the prevalence of specified skills or credentials in job postings from April 2025 to April 2026. It is notable that despite the traditional focus of educational and workforce development practitioners and analysts on the role of postsecondary degrees in opening doors for quality career opportunities, a majority of job postings over the previous year did not specify a minimum educational level. JobsEQ Employers by Number of Postings, Top 25 (April 2025 – April 2026) Employer Postings Albertsons Companies 4,945 Banner Health 4,617 Kroger 3,278 Wells Fargo 2,571 Allied universal 2,447 43 CVS 2,413 Mayo Clinic 2,265 Honeywell 2,114 Circle K 2,016 Coastal Medical Service 2,004 American Express 1,800 Starbucks 1,786 Grand Canyon University 1,778 Honor Health 1,719 Actalent 1,713 Marriott 1,650 MedPro Healthcare Staffing 1,612 Wyndy 1,602 Anders Group 1,546 Maricopa County 1,491 Arizona State University 1,434 Peoria Unified School District 1,406 Oracle 1,389 Insight Global 1,386 Phoenix Union High School District 1,385 JobsEQ Employability Skills by Number of Postings, Maricopa County, Top 25 (April 2025 – April 2026) Employability Skill Postings Verbal and Written Communication Skills 296,217 Cooperative/Team Player 214,659 Customer Service 111,906 Organization 96,200 Detail Oriented/Meticulous 89,113 44 Problem Solving 86,820 Adaptability/Flexibility/Tolerance of Change and Uncertainty 83,371 Ability to Work in a Fast-Paced Environment 75,959 Self-Motivated/Ability to Work Independently/Self Leadership 66,172 Interpersonal Relationships/Maintain Relationships 59,677 Supervision/Management 58,014 Prioritize 48,341 Analytical 48,180 Leadership 38,402 Multi-Task 36,440 Project Management 36,410 Time Management/Time Utilization 36,419 Good Judgement 27,939 Punctual 27,215 Work Ethic/Hard Working 24,948 Initiative 24,811 Listening 24,109 Negotiation 23,420 Confidentiality/Information Security 22,373 Coachable/Willingness to Learn 22,371 JobsEQ Technical Skills by Number of Postings, Top 40 (April 2025 – April 2026) Technical Skill Postings Microsoft Office 57,412 Microsoft Excel 56,267 Ability to Lift 41-50 lbs. 24,513 Microsoft Outlook 24,337 Ability to Lift 51-100 lbs. 21,481 Microsoft PowerPoint 19,345 Customer Relationship Management (CRM) 17,636 Sales 16,229 Microsoft Word 16,119 Spanish 15,698 English 13,444 Finance 12,596 45 Presentation 12,265 Manufacturing 12,114 Retail Sales 12,073 Structured Query Language (SQL) 11,924 Python 11,545 Ability to Lift 21-30 lbs. 11,380 Cash Handling (Cashier) 10,997 Agile 10,349 Computer Programming/Coding 9,944 Salesforce 9,898 Mathematics 9,805 Bilingual 9,775 Teaching/Training, School 9,486 Personal Computers (PC) 9,330 Hospitality 9,189 Plumbing 8,733 Teaching/Training, Job 8,375 Microsoft Azure 8,129 Change Management 7,939 Data Analysis 7,722 Marketing 7,490 Merchandising 7,466 SAP 7,156 Amazon Web Services (AWS) 6,705 Oracle 6,143 Google 5,759 HVAC Systems 5,728 Medical Terminology 5,687 JobsEQ Certifications by Number of Postings, Top 25 (April 2025 – April 2026) Certification Postings Driver's License 18,063 Basic Life Support (BLS) 14,131 Certification in Cardiopulmonary Resuscitation (CPR) 12,092 Registered Nurse (RN) 12,082 First Aid Certification 5,983 Advanced Cardiac Life Support Certification (ACLS) 5,427 Certified Public Accountant (CPA) 2,721 46 Secret Clearance 2,597 Commercial Driver's License (CDL) 2,461 Project Management Professional (PMP) 2,452 Certified Nursing Assistant (CNA) 1,974 Licensed Practical Nurse (LPN) 1,618 The American Registry of Radiologic Technologists (ARRT) 1,370 Certification Pediatric Advanced Life Support (PALS) 1,330 Certified Information Systems Security Professional (CISSP) 1,315 Medical Assistant Certification (MA) 1,248 Licensed Clinical Social Worker (LCSW) 1,083 Class A Commercial Driver’s License (CDL-A) 1,053 Licensed Professional Engineer 927 Forklift Certified 901 Licensed Professional Counselor (LPC) 832 AED Essentials 786 OSHA 10 759 OSHA 30 710 Certified Information Security Manager (CISM) 656 JobsEQ ii. Regional workforce needs include current labor force employment data, unemployment data, information on labor market trends, educational levels, skill levels, and data on individuals with barriers to employment. This analysis of the regional workforce provides perspective on trends occurring in the Maricopa County labor force. Employment and unemployment data in this section were produced by JobsEQ and the Arizona Office of Economic Opportunity. The Maricopa County Workforce Development Board is grateful for this invaluable data. Labor Force Maricopa County’s labor force has continued to expand from pre-pandemic levels. The County’s civilian labor force increased from an annual average of approximately 2.32 million in 2021 to 2.38 million in 2022 and approximately 2.52 million in 2025. By comparison, prior to the COVID- 47 19 pandemic (2017–2019), Maricopa County had an average labor force of approximately 2.09 million. In 2025, Maricopa County’s annual average unemployment rate was 3.8%, compared with 4.3% nationally. More recent data show that Maricopa County’s civilian labor force totaled 2,446,067 in August 2026, with 2,328,790 individuals employed and an unemployment rate of 4.8%. laus-nsa-04cnt-2020to2029.pdf Unemployment Rates for Metropolitan Areas, Annual Averages : U.S. Bureau of Labor Statistics Unemployent Rate Comparisons, Jan 2020 - Dec 2025 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Maricopa County, Arizona USA Arizona Employment Projections | Office of Economic Opportunity Business Dynamics Current employment projections indicate continued growth across much of Maricopa County’s economy. Based on Arizona Office of Economic Opportunity (OEO) short-term industry projections for 2025–2027, nine of the eleven private-sector industry groups presented are projected to experience employment growth. Collectively, the industries shown are projected to add approximately 22,451 jobs during this period (Arizona Office of Economic Opportunity [OEO], 2025–2027 Industry Projections). Health Care and Social Assistance is projected to experience the largest numeric increase, growing from 210,470 jobs in 2025 to 223,891 jobs in 2027—an increase of 13,421 jobs, or 6.4% over the two-year period. Trade, Transportation and Utilities, the largest industry sector presented, is projected to add 5,793 jobs, increasing from 259,752 jobs in 2025 to 265,545 jobs in 2027, a 2.2% increase (OEO, 2025–2027 Industry Projections). Manufacturing, Leisure and Hospitality, Educational Services, Other Services, Construction, Financial Activities, and Information are also projected to experience employment growth. In contrast, Professional and Business Services and Natural Resources and Mining are projected 48 to experience employment declines between 2025 and 2027 (OEO, 2025–2027 Industry Projections). These projections demonstrate continued demand across a diverse range of industries while highlighting particularly strong employment needs within Health Care and Social Assistance and Trade, Transportation and Utilities. Arizona Office of Economic Opportunity, Employment Projections, 2025–2027 Industry Projections. Maricopa County Private Sector Industry Employment, 2025-2027 Industry Base Projected Total Total Annual Annual Employment Employment Employment Employment Employment Employment Numeric % Change Numeric % Change Change Change Construction 101,565 101,845 276 0.3% 138 0.1% Educational 93,147 93,634 487 0.5% 244 0.3% Services Financial 105,835 106,079 244 0.2% 122 0.1% Activities Health Care and 210,470 223,891 13,421 6.4% 6,711 3.1% Social Assistance Information 23,992 24,087 95 0.4% 48 0.2% Leisure and 176,380 178,442 2,062 1.2% 1,031 0.6% Hospitality Manufacturing 86,571 87,696 1,125 1.3% 563 0.6% Natural 9,806 9,622 -184 -1.9% -92 -0.9% Resources and Mining Other Services 39,204 39,639 435 1.1% 218 0.6% Professional 181,022 179,719 -1,303 -0.7% -652 -0.4% and Business Serivces Trade 259,752 265,545 5,793 2.2% 2,897 1.1% Transportaion and Utilities Employment Projections | Office of Economic Opportunity 49 Occupational Employment Projections Employment projections provide important insight into the occupations, skills, and credentials that are expected to be in demand within Maricopa County. Arizona Office of Economic Opportunity projections indicate growth across a broad range of occupational groups through 2034. OEO publishes 2024–2034 occupational projections for Arizona and local workforce areas as part of its Employment Projections data series (OEO, 2024–2034 Occupation Projections). Among the major occupational groups presented, Management Occupations are projected to experience the largest numeric increase, growing by 48,576 jobs between 2024 and 2034. Transportation and Material Moving Occupations are projected to add 42,349 jobs, followed by Construction and Extraction Occupations with 35,461 additional jobs, Healthcare Practitioners and Technical Occupations with 34,164 additional jobs, and Healthcare Support Occupations with 33,277 additional jobs (OEO, 2024–2034 Occupation Projections). Several occupational groups are also projected to experience substantial percentage growth. Healthcare Support Occupations are projected to increase by 29.8%, Construction and Extraction Occupations by 23.3%, Healthcare Practitioners and Technical Occupations by 22.8%, and Management Occupations by 22.0% between 2024 and 2034 (OEO, 2024–2034 Occupation Projections). At the detailed occupational level, projections further demonstrate demand across multiple sectors of the regional economy. Home Health and Personal Care Aides are projected to increase by 21,252 jobs, or 36.4%, while Registered Nurses are projected to increase by 9,702 jobs, or 20.5%. Other occupations with notable projected growth include Construction Laborers, Heavy and Tractor-Trailer Truck Drivers, Software Developers, Engineers, Electricians, Project Management Specialists, and Medical Assistants. Taken together, these projections demonstrate that Maricopa County’s workforce needs extend across healthcare, construction, transportation and logistics, technology, business and financial services, and other occupational areas. Continued analysis of occupational demand will help the workforce development system align training, education, and employment services with the evolving needs of regional employers. Arizona Office of Economic Opportunity, Employment Projections, 2024–2034 Occupation Projections. Projections, Detailed Occupations, 2024-2034, Maricopa County, Top 100 Occupation 2024 2034 10-Year 10-Year Employment Employment Numeric Percentage Estimates Estimates Change Change Office and Administrative Support 316,102 330,158 14,056 4.5% Occupations Management Occupations 220,728 269,304 48,576 22.0% Transportation and Material Moving 212,153 254,502 42,349 20.0% Occupations Sales and Related Occupations 233,909 254,100 20,191 8.6% Food Preparation and Serving 206,645 239,822 33,177 16.1% 50 Related Occupations Business and Financial Operations 190,112 220,820 30,708 16.2% Occupations Construction and Extraction 152,169 187,630 35,461 23.3% Occupations Healthcare Practitioners and 150,044 184,208 34,164 22.8% Technical Occupations Business Operations Specialists 130,637 155,133 24,496 18.8% Construction Trades Workers 123,222 152,480 29,258 23.7% Healthcare Support Occupations 111,632 144,909 33,277 29.8% Material Moving Workers 119,963 138,503 18,540 15.5% Food and Beverage Serving Workers 111,744 129,934 18,190 16.3% Retail Sales Workers 119,522 129,169 9,647 8.1% Health Diagnosing or Treating 101,730 125,315 23,585 23.2% Practitioners Information and Record Clerks 116,508 119,118 2,610 2.2% Installation, Maintenance, and Repair 102,255 116,551 14,296 14.0% Occupations Production Occupations 98,861 111,778 12,917 13.1% Educational Instruction and Library 102,864 109,003 6,139 6.0% Occupations Top Executives 79,172 102,136 22,964 29.0% Computer and Mathematical 85,725 100,436 14,711 17.2% Occupations General and Operations Managers 75,798 98,303 22,505 29.7% Other Management Occupations 82,068 96,639 14,571 17.8% Home Health and Personal Care 71,628 95,283 23,655 33.0% Aides; and Nursing Assistants, Orderlies, and Psychiatric Aides Computer Occupations 79,980 92,727 12,747 15.9% Building and Grounds Cleaning and 78,705 85,975 7,270 9.2% Maintenance Occupations Motor Vehicle Operators 71,611 82,709 11,098 15.5% Home Health and Personal Care 58,317 79,569 21,252 36.4% Aides Personal Care and Service 65,848 76,421 10,573 16.1% Occupations Retail Salespersons 65,493 74,387 8,894 13.6% Customer Service Representatives 72,462 72,385 -77 -0.1% Fast Food and Counter Workers 60,084 71,693 11,609 19.3% Laborers and Freight, Stock, and 57,930 65,962 8,032 13.9% Material Movers, Hand Financial Specialists 59,475 65,687 6,212 10.4% Other Installation, Maintenance, and 53,710 62,879 9,169 17.1% Repair Occupations 51 Cooks and Food Preparation 50,552 58,924 8,372 16.6% Workers Registered Nurses 47,359 57,061 9,702 20.5% Health Technologists and 46,315 56,428 10,113 21.8% Technicians Building Cleaning and Pest Control 49,704 53,965 4,261 8.6% Workers Sales Representatives, Services 47,817 52,572 4,755 9.9% Preschool, Elementary, Middle, 49,036 51,395 2,359 4.8% Secondary, and Special Education Teachers Operations Specialties Managers 42,666 50,779 8,113 19.0% Other Office and Administrative 50,381 50,048 -333 -0.7% Support Workers Architecture and Engineering 40,567 47,625 7,058 17.4% Occupations Secretaries and Administrative 42,857 47,625 4,768 11.1% Assistants Protective Service Occupations 44,377 46,902 2,525 5.7% Arts, Design, Entertainment, Sports, 39,963 46,174 6,211 15.5% and Media Occupations Cashiers 44,347 45,603 1,256 2.8% Other Healthcare Support 36,602 45,292 8,690 23.7% Occupations Material Recording, Scheduling, 40,353 44,266 3,913 9.7% Dispatching, and Distributing Workers Community and Social Service 35,538 43,598 8,060 22.7% Occupations Waiters and Waitresses 39,094 43,454 4,360 11.2% Stockers and Order Fillers 35,125 42,270 7,145 20.3% Financial Clerks 41,625 42,090 465 1.1% Counselors, Social Workers, and 32,431 40,128 7,697 23.7% Other Community and Social Service Specialists Construction Laborers 31,420 39,398 7,978 25.4% Heavy and Tractor-Trailer Truck 34,466 39,140 4,674 13.6% Drivers Vehicle and Mobile Equipment 33,868 37,694 3,826 11.3% Mechanics, Installers, and Repairers Office Clerks, General 35,527 36,211 684 1.9% Software Developers 28,422 34,329 5,907 20.8% Other Production Occupations 29,085 33,511 4,426 15.2% Engineers 27,696 33,073 5,377 19.4% Cooks, Restaurant 24,780 31,626 6,846 27.6% 52 Maintenance and Repair Workers, 26,521 29,859 3,338 12.6% General Other Protective Service Workers 27,595 29,284 1,689 6.1% Janitors and Cleaners, Except Maids 26,795 29,184 2,389 8.9% and Housekeeping Cleaners Other Food Preparation and Serving 25,281 28,256 2,975 11.8% Related Workers Other Personal Care and Service 23,537 27,213 3,676 15.6% Workers Supervisors of Office and 23,983 26,699 2,716 11.3% Administrative Support Workers First-Line Supervisors of Office and 23,983 26,699 2,716 11.3% Administrative Support Workers Sales Representatives, Wholesale 23,671 26,291 2,620 11.1% and Manufacturing Supervisors of Sales Workers 24,063 25,648 1,585 6.6% Accountants and Auditors 21,563 25,208 3,645 16.9% Assemblers and Fabricators 21,582 24,575 2,993 13.9% Sales Representatives of Services, 21,272 24,461 3,189 15.0% Except Advertising, Insurance, Financial Services, and Travel Secretaries and Administrative 22,277 24,331 2,054 9.2% Assistants, Except Legal, Medical, and Executive Supervisors of Construction and 19,097 23,696 4,599 24.1% Extraction Workers First-Line Supervisors of 19,097 23,696 4,599 24.1% Construction Trades and Extraction Workers Carpenters 19,483 23,581 4,098 21.0% Grounds Maintenance Workers 21,073 23,245 2,172 10.3% Other Educational Instruction and 22,039 23,231 1,192 5.4% Library Occupations Electricians 17,928 23,222 5,294 29.5% Security Guards 21,857 23,070 1,213 5.6% Supervisors of Food Preparation and 19,068 22,708 3,640 19.1% Serving Workers Project Management Specialists 18,944 22,475 3,531 18.6% Landscaping and Groundskeeping 20,301 22,414 2,113 10.4% Workers Postsecondary Teachers 20,391 22,324 1,933 9.5% Maids and Housekeeping Cleaners 20,536 22,240 1,704 8.3% Medical Assistants 17,455 22,138 4,683 26.8% Receptionists and Information 19,333 21,620 2,287 11.8% Clerks First-Line Supervisors of Retail Sales 19,872 21,298 1,426 7.2% 53 Workers Managers, All Other 17,836 20,956 3,120 17.5% Management Analysts 17,574 20,795 3,221 18.3% Legal Occupations 18,072 20,565 2,493 13.8% Personal Appearance Workers 17,712 20,479 2,767 15.6% Other Sales and Related Workers 18,836 20,420 1,584 8.4% Bookkeeping, Accounting, and 19,446 20,193 747 3.8% Auditing Clerks Advertising, Marketing, Promotions, 16,822 19,750 2,928 17.4% Public Relations, and Sales Managers First-Line Supervisors of Food 16,572 19,721 3,149 19.0% Preparation and Serving Workers Market Research Analysts and 15,734 19,237 3,503 22.3% Marketing Specialists Metal Workers and Plastic Workers 16,576 18,954 2,378 14.4% Employment Projections | Office of Economic Opportunity Total Projected Employment Growth by Local Workforce Area 2025 - 2027 20,000 18,000 16,000 14,000 12,000 Growth 10,000 Job 8,000 6,000 4,000 2,000 0 Maricopa County Maricopa County City of Phoenix Workforce Area Source: Arizona Office of Economic Opportunity 2025-2027 Industry Projections 54 Educational Attainment Educational attainment is an important indicator of the region’s capacity to meet current and future workforce needs. Across Maricopa County, 89.8% of the population age 25 and older has attained a high school diploma or higher, while 36.7% has attained a bachelor’s degree or higher (U.S. Census Bureau, 2024 American Community Survey 5-Year Estimates, Table S1501). These educational attainment levels provide important context for evaluating the region’s workforce pipeline and identifying opportunities to connect residents with education, training, and credential attainment that support employment in growing occupations. U.S. Census Bureau, 2024 American Community Survey 5-Year Estimates, Table S1501: Educational Attainment. Maricopa County Education Achieved (2024), Population Over 25 Years of Age 14.00% 4.70% 22.00% 22.70% 22.00% 9.10% Less Than High School High School Graduate Some College Associate's Degree Bachelor's Degree Graduate or Professional Degree Source: U.S. Census Bureau, American Community Survey, 2024 5-Year Estimates, Table S1501 Arizona Office of Economic Opportunity Poverty In 2023 Maricopa County had 47.8% of people who participated in the labor force below the poverty level. This is higher than the percentage of people in Arizona (46.7%) who participate in Maricopa County Percentage of Labor Force Population Below the Poverty Level 50.00% 49.50% 49.00% 48.50% 55 48.00% 47.50% 2016 2017 2018 2019 2020 2021 2022 2023 2024 the labor force and are below the poverty level. Disability Labor force participation among individuals with disabilities remains an important consideration in assessing regional workforce needs and barriers to employment. In 2023, the labor force participation rate for individuals with a disability was 53.9% in Maricopa County, compared with 50.1% statewide in Arizona. More recent 2025 American Community Survey estimates indicate that individuals with disabilities represented 8.6% of Maricopa County’s population, compared with 9.5% in Arizona and 9.3% nationally. These data provide additional context regarding individuals who may experience barriers to employment and reinforce the importance of ensuring that workforce development programs and services remain accessible and responsive to individuals with disabilities. U.S. Census Bureau, American Community Survey, 2025 1-Year Estimates. c. Workforce Development, Education, and Training Activities Analysis i. Workforce development activities, including education and training activities in the region; and As a Local Workforce Area, the following education and training activities are available as to participants based on their eligibility and level of engagement: • Occupational Skills Training – Eligible participants can receive grant funding to cover the cost of tuition for Occupational Skills Training programs in In-Demand Industries as determined by the Maricopa County Workforce Development Board. In addition to the tuition assistance, participants are also eligible to receive supportive services to ensure their success in their programs of choice. • Registered Apprenticeships – We’ve witnessed consistent growth in both the number of Registered Apprenticeship Programs available and the number of residents looking to enroll in one. With over 17 Registered Apprenticeship Program Partners, we support job seekers in enrolling in programs aligned with targeted in-demand industries, including construction, advanced manufacturing, transportation, and healthcare. Maricopa County supports eligible Registered Apprentices by covering tuition and support services costs for up to 1 year of their respective programs. • Work Experience (WEX) Programs – Our Work Experience (WEX) Program is currently available to our Youth Participants (14-24) and our Smart Justice Participants. These participants are enrolled with us, where career readiness and employment goals are discussed. Once it’s been identified that a participant would benefit most from participating in a WEX program they are then referred to our partners who facilitate training and payment, then invoice us for the costs. This program has been extremely successful in providing individuals with limited work history the opportunity to gain valuable experience and exposure to an occupation they are interested in pursuing long- term. • Internally Offered Workshops and Labs – Recognizing that not all participants need individualized services, the Maricopa County Training and Development team offers 56 several workshops and labs designed to support job seekers in their journey towards a successful career and financial sustainability. In FY24, this team elevated service by now offering a number of workshops in Spanish, as well as adding CPR/First Aid certifications (which is one of the most demanded credentials across all industries) at no cost. • Support Services, as applicable. In addition to these Education and Training activities, we also offer employers services through our Business Services Team to include but not be limited to: • Customized labor market information for specific employers, sectors, industries or clusters • Arizona Job Connection Registration Assistance • Promotion of Vacant Positions • Career Fair/Hiring Event Participation • WEX Employer Enrollment • Rapid Response Activities as Needed ii. Strengths and weaknesses of the workforce development activities to address the education and skill needs of the workforce, including: Maricopa County is the heart of the region’s economic growth and is projected to continue in that role for years to come. The job growth highlights employers’ increased demand for an appropriately talented and highly skilled workforce. Maricopa County is home to an array of assets, both within and outside of the county, that provide services targeted to the needs of the region’s jobseekers and employers. In recent years, Maricopa County collaborated with educational partners across the county to address the gap between K-12 school districts and the career opportunities identified in the in- demand industries selected by the Maricopa County Workforce Development Board. Key partners include ElevateEd AZ, the Maricopa County Community College District, Arizona State University, Grand Canyon University, JAG Arizona, Junior Achievement of Arizona, SciTech Institute, and West-MEC. Strengths • According to the National Center for Education Statistics, 81 of the state’s 115 public and private colleges are in Maricopa County. • Maricopa County is home to 58 school districts that serve more than 700,000 Kindergarten through 12th grade students. • Local directories reflect hundreds of private and non-profit training providers serving Maricopa County. These providers form the foundation of the Maricopa County Workforce Board’s capacity to provide training services to jobseekers. • In addition to Maricopa County’s two comprehensive centers, workforce and wrap- around services can be obtained at any of Maricopa County’s community-embedded sites. At each of these sites, a Workforce Development Coordinator is stationed. The 57 cost for the full-time employee is shared between Maricopa County and the local municipality. All workforce services, including WIOA training grant availability, workshops, hiring events and business services are available at these locations. • ARIZONA@WORK Maricopa County has a well-developed digital engagement strategy. The weekly job blast newsletter reaches more than 25,000 unique individuals each week, and social media reach has grown to more than 7,000 followers across accounts. Postsecondary Institutions Among the public and private colleges are Arizona State University (ASU) and Maricopa County Community College District (MCCCD) campuses. ASU, a four-year institution with a full-time equivalent enrollment of 142,616 students (ASU University Office of Institutional Analysis, Fall 2022), is one of the largest public universities in the nation. ASU is physically accessible with all four of its college campuses located in Maricopa County. Through both certificate and degree programs, ASU offers hundreds of accredited industry and globally recognized academic programs. ASU ranks number one on U.S. News & World Report’s “Most Innovative Schools” in America 2023 list. ASU is ranked ahead of Georgia State University at number two, MIT at number three, and Stanford at number six. The top rating was conferred by leading college officials across the country based on ASU’s curriculum, faculty, students, campus life, technology and facilities. The investment for a top-ranked degree provided by a four-year institution, such as ASU, comes with tuition costs ranging from $11,618 per year for in-state full-time tuition and fees to approximately $31,127 per year, including books, supplies, room and board, and other expenses (IPEDS, 2022-2023). While these costs make ASU a cost-effective option for many students, it is not necessarily conducive to an unemployed individual or underemployed individual looking to increase their skill level or earn a degree for career advancement. Maricopa County Community College District (MCCCD) is one of the nation’s largest community college systems with ten college locations, two skill centers and numerous education centers; each college is individually accredited. Overall, MCCCD offers a total of 981 training programs and courses, many in high-demand occupational areas, and priority industry clusters that align with existing and emerging demand industry data. For example, MCCCD is the largest provider of health care workers and job training in Arizona, making the colleges a major resource for business and industry and the place to be for education and job training. Also, MCCCD’s articulation agreements with public and private colleges and universities enable a seamless transition to a four-year institution. In the 2022-2023 school year, MCCCD reported enrollment of 86,523 students, of whom 38% were studying with the intent to enter a four-year program and 20% were preparing to directly enter the workforce. During the 2020-2021 academic year, 24,178 awards were issued. 58 Maricopa County Community College District, 2022-2023 Awards Award Type Number Transfer degrees 5,669 Transfer certificates 5,304 Occupational awards 13,205 Total 24,178 The characteristics, interests, and intent of MCCCD’s student population are spread across the spectrum of higher education and include high school students, re-careering adults, students with a declared intent to transfer to a university, and those who wish to enter or advance in a specific job market. No matter a student’s objective, courses are offered in multiple accessible formats, (i.e., field based, hybrid, in person, independent study, Internet, mixed media, print based, private instruction, evening, weekend and open-entry/open-exit choices). MCCCD participates in regional Sector Strategy initiatives with the aim to align the workforce pipeline with industry needs. These industry-specific partnerships of employers, workforce, and education representatives are deliberately industry-led to ensure that recruitment, retention, and expansion efforts are designed with the end goal in mind: employment. MCCCD collaborates with the Arizona Commerce Authority, Arizona Technology Council, ARIZONA@WORK Maricopa County, and other stakeholders in a number of the region’s sector strategy initiatives with a primary focus on the region’s high-priority industry sectors. MCCCD redesigned its internal processes to provide ONE point of contact for the entire County WIOA system and updated the website (https://info.maricopacorporate.com/wioa-mcccd) to provide easy access to all WIOA- approved programs offered through the entire district, including one point of contact for all WIOA employees and clients. Courses are managed to ensure all WIOA participants can successfully complete the education and training needed in a timely manner with training completed in two weeks or a Certificate Program in 2-6 months. MCCCD uses non-credit training to ensure WIOA participants can complete training in a matter of days and definitely less than six months. There are more than 50 credit-based programs that can also be completed in less than six months and lead to quality employment in in-demand fields. Additionally, MCCCD redesigned its internal business processes to expedite business processes to be responsive to County WIOA needs. Apprenticeships Recognized as a national leader in apprenticeship enrollments by the U.S. Department of Labor, ARIZONA@WORK Maricopa County supported 789 apprentices with new service 59 authorizations during calendar year 2023. Approximately 41% of these participants were under the age of 25. In 2022, the Board of Supervisors approved $12 million in funding to provide apprenticeship opportunities for county residents, bolstering the pipeline of skilled workers in a variety of career fields. In 2024, the Board of Supervisors invested an additional $500,000 into the apprenticeship program. The $12.5 million program is estimated to help approximately 3,000 people find apprenticeships through 2026. Apprenticeships connect participants to career pathways that support the major industry drivers of the local economy, including construction, healthcare, information technology, and advanced manufacturing. Maricopa County Human Services As the Title 1B service provider, Maricopa County’s Workforce Development Division (dba ARIZONA@WORK Maricopa County) is positioned as a division within Maricopa County’s larger Human Services department. This structure benefits ARIZONA@WORK Maricopa County clients through ease of enrollment and access to other county services including community services, early education services, homeless services, housing services, and senior/adult services. Maricopa County Human Services customers can apply for multiple services through these programs using one Client Portal platform which simplifies the application process for needed services. Weaknesses Pressures on the Community College system The Maricopa County Community College District (MCCCD) remains a critical partner in serving both employers and job seekers and continues to be one of the largest and most respected community college systems in the country. To expand access to responsive workforce training, ARIZONA@WORK Maricopa County has partnered with Maricopa Corporate College, a division of MCCCD, to deliver shorter-term, in-demand courses that lead to industry-recognized credentials. This partnership strengthens our ability to provide accelerated training options, particularly in more rural areas across Maricopa County, where access to traditional semester- based programming may be limited. While community college programs are traditionally structured around academic semesters, which can present timing challenges for WIOA participants seeking immediate enrollment, the expanded portfolio of short-term credential programs helps address this need for flexibility and rapid attachment to training. Additionally, although MCCCD experienced prior enrollment declines in recent years, the District is currently reporting double-digit enrollment growth heading into Fall 2025, signaling renewed momentum and sustained demand for postsecondary and workforce-aligned education opportunities. An Array of Private Training Providers, Emerging Technology, and the Need for Consistent Standards 60 Both jobseekers and employers opting for local training providers versus traditional higher education have a wide range of organizations to choose from. These providers are driven by labor market demand and offer a diverse and continually evolving spectrum of training and skills development programs. From Data Analytics to Microsoft Office applications, Maricopa County’s private training market reflects both innovation and responsiveness. While this breadth of offerings is a strength, it also presents challenges in ensuring ARIZONA@WORK clients receive a consistent, high-quality experience aligned with employer expectations. Recently, the workforce system has seen increased interest in training providers utilizing virtual reality (VR) as a primary instructional method, including in skilled trades such as electrical and HVAC. While emerging technologies can enhance learning, programs that rely solely on virtual reality instruction present potential risks in meeting the “hands-on training” requirements expected by both employers and the ARIZONA@WORK system. In many cases, employers require demonstrable, hands-on competencies as a condition of hire. As such, the Board is cautious about covering the cost of training programs that do not include a substantive in- person, hands-on component and may not ultimately make a participant more competitive for employment. To safeguard program integrity and prevent misuse of training funds, ARIZONA@WORK Maricopa County has strengthened its Eligible Training Provider List (ETPL) policy by adding additional guidelines and review criteria related to instructional methodology, employer validation, and documented hands-on competency attainment. These measures ensure that innovative training approaches complement—rather than replace—the practical experience necessary for successful labor market outcomes. System Navigation and Awareness Job seekers can find navigating between two local area systems challenging since City of Phoenix operates separately from Maricopa County. Both local areas have different processes and targeted strategies, which result in different programs and services across locations. To increase the visibility of ARIZONA@WORK Maricopa County, the Board staff manage several social media channels and the County’s pages on the state website to market upcoming hiring events, training workshops, and available services. Employer Engagement The ARIZONA@WORK Maricopa County Business Services Team continues to strengthen relationships with companies across MCWDB’s six in-demand industries. While employer participation in hiring events remains strong, securing commitment for on-site interviews and on-the-spot hiring can be more challenging. At the same time, jobseeker attendance at hiring events is increasing, underscoring the importance of creating opportunities for deeper engagement—such as completing multiple steps of the hiring process during the event itself. To enhance outcomes for both businesses and jobseekers, the Business Services Team prioritizes recruitment of employers that are background-friendly, offer competitive entry-level wages, and demonstrate interest in launching or expanding registered apprenticeship programs. Motivating Those Who Need It Most 61 Maricopa County employers are well positioned to attract talent from educational institutions; however, the reality is, as also stated by CLASP’s WIOA GAME PLAN for LOW-INCOME PEOPLE, “low-skilled and low-income workers face more barriers than ever to securing an education and getting a good job”. Thus, the outreach, data analysis, and services provided by the LWDA and the LWDB are vital. Operational Capacity The scale of workforce services needed by jobseekers and employers in a region as massive as Maricopa County is always an immense undertaking. The Maricopa County Workforce Development Board, the Maricopa County Human Services Department, all the system’s core partners, and the providers and programs funded by this program relish the opportunity to provide these services. Under the strategic direction of the board, the system is committed to continuously evaluating its ability to deliver the most valuable services to the most people in the most efficient manner possible. Even with great strides being made, there is always work to be done and ongoing continuous improvement to consider. During the 2025-2028 period, Maricopa County will build on its progress and aim to lead the region to: 1) Achieve the true spirit of integrated workforce development service delivery and WIOA 2) Address opportunities identified through an extensive multi-stakeholder needs assessment, which will include: • accessibility challenges • limited funds • limited access to job seekers with moderate to advanced experience and proficiency in highly skilled industries • mismatch between skills profiles that are synthesized from labor market data and the priorities of regional employers • collaboration with the Arizona Department of Education, Adult Education Unit • the need for a formal, systemic workforce system collaboration Individuals with barriers to employment ARIZONA@WORK Maricopa County will sustain access to services for eligible individuals, including and particularly those with barriers to employment. Maricopa County will rely on state plan guidance regarding focus on targeted populations with barriers to employment. This means that Maricopa County will focus on veterans, individuals with disabilities, justice-involved individuals, low-income individuals and English Language Learners. In fact, Maricopa County aims to stand out by effectively practicing this through innovative, outside-of-the-box activities, including: Veterans: • The Bureau of Labor Statistics (BLS) provided an estimate that in 2025 Arizona’s veteran population consisted of over 500,000 veterans with 219,000 being in the labor force. 62 Veterans will receive priority of service when applying for services. Maricopa County will remain aware of veteran focused resources to assist in providing veterans with services they may need. Through Maricopa County’s partnership with Title III. Title III Employment Service staff are co-located at Maricopa County’s comprehensive job center sites. Title III has designated team of veteran staff that work directly with veterans and collaborate with Title I staff to provide veterans with dual services to best address the veteran’s needs. Common services that are beneficial to veterans are job search assistance, interview skills, resume assistance, supportive services, and Occupational Skills Training. • Additionally, Maricopa County Human Services Department (HSD), Workforce Development Division, has received funding under the U.S. Department of Labor’s Incarcerated Veterans Transition Program (IVTP), Category 3. The program will provide employment, training, and re-entry services for justice-involved Veterans residing in penal institutions within Maricopa County. The County will receive $500,000 annually, for 3 years, to support in-person, high touch workforce services aligned with federal IVTP requirements. Maricopa County will serve 100% justice involved Veterans, all residing in local correctional or long-term care institutions. These individuals face complex barriers including incarceration history, limited work experience, behavioral health challenges, and housing instability. All services will be delivered within Maricopa County, supported by American Job Centers and collocated correctional sites. Individuals with Disabilities: • The Bureau of Labor Statistics (BLS) estimated that nationally, 21.3 percent of individuals with a disability were employed in 2022. The BLS also estimated that the unemployment rate in 2022 for individuals with disabilities was 7.6%, which is significantly higher compared to the national average unemployment rate of individuals without a disability of 3.2%. The United States Census Bureau estimated that in 2021 Arizona’s population of employed individuals with a disability was 24.9%, while 57.9% of individuals without a disability were employed. The United States Census Bureau provided a 2021 estimate that in Arizona 18% of residents with a disability fall below the poverty level, while 11% of residents without a disability fall below the poverty level. Data shows that there needs to be a focus on individuals with disabilities. Maricopa County will aid these individuals by providing reasonable accommodations when accessing job centers and offering support services that can provide tools and accommodations to support an individual with a disability in securing and maintaining employment. Justice involved individuals: • Smart Justice (SJ) is a Maricopa County initiative developed from the Board of Supervisors’ interest in reducing recidivism in Maricopa County. The Human Services Department established the Smart Justice Team to address the employment needs of individuals who are justice involved. Through evidenced-based coaching and case management practices, the Smart Justice Team focuses on increasing job readiness, employment retention, workplace behavior, and long-term economic stability. The Smart Team guides and provides supportive services to returning citizens as they transition into the workforce. 63 • For the duration of program participation, the Smart Justice Team works towards accountability and self-empowerment to help the reentrants navigate the seemingly insurmountable pressures of rebuilding their lives and reentering the community as law abiding citizens. The Smart Justice Program provides workforce and vocational assistance to justice involved participants from both East and West Valley Career Centers. Services offered include computer access, career guidance and exploration, interview techniques, resume assistance, skills development workshops, workforce readiness coaching, paid work experience (WEX) and occupational skills training (OST). Participants may enroll in services through self-engagement. Eligible participants must be 18 years of age, meet military selective service registration requirements and have a felony conviction. • The Smart Justice Team collaborates with the Arizona Department of Economic Security (DES), Arizona Department of Correction, Rehabilitation and Reentry (ADCRR), Maricopa County Sheriff’s Office (MCSO), and Maricopa County Adult Probation (MCAPD). These partnerships support a coordinated reentry pipeline that provides continuity of workforce services from pre-release through post-release, reducing service gaps and increasing successful workforce reintegration. o Work Experience (WEX) (Community Kitchen) – Participants gain skills related to food preparation. Upon completion of this work experience, participants may receive their ServSafe - food handler’s card, which provides employment opportunities in the food industry. o Work Experience (WEX) (Lift) – Participants gain skills related to warehouse and logistics. Upon completion of this work experience, participants may receive a certificate as a Certified Logistics Technician/Associate which provides employment opportunities in the warehouse industry. o Work Experience (WEX) (Community Kitchen & Lift) – During the 2nd quarter of Program Year (PY) 2023, ARIZONA@WORK Maricopa County obligated $98,524 in approved funding for 21 participants in efforts to provide participants with the necessary skills to be successful in the workplace. 19 successfully completed the program and 2 were unsuccessful. o Occupational Skills Training (OST)- During the 2nd quarter of Program Year (PY) 2023, ARIZONA@WORK Maricopa County obligated $312,790 in approved funding for 65 participants to begin training programs in efforts to re-engage in long-term employment in the transportation and construction industries. 32 successfully obtained a commercial driver’s license, 24 are currently in training or have had training extended and 8 were unsuccessful. Low-Income Individuals • Priority of service is given to individuals determined to be low-income. At Maricopa County, the Human Services Department works to educate staff on different programs within the department to provide dual services to those most in need. Programs within the Human Services that had once been siloed have now collaborated to easily refer individuals to various Human Services programs. This will provide low-income individuals with services beyond workforce services. 64 English Learners • Maricopa County conducts outreach with organizations that serve English Language learners. In PY 24, Maricopa County piloted an initiative with The Welcome to America Project (WTAP), which has a large population of English Language Learners. WTAP is focused on serving the refugee population. Individuals referred through WTAP were provided with dual case management by both WTAP and Maricopa County to ensure these individuals do not get lost in the system. To best serve English Language Learners, Maricopa County will strengthen its coordination with Title II to assist individuals needing ESL services. Over the years covered by this Plan, ARIZONA@WORK Maricopa County intends to evaluate and build on the successful aspects of these programs. Additionally, the County and the core partners will look at other means to serve the local area’s most vulnerable workers, those with barriers to employment. ARIZONA@WORK Maricopa County and core partners will track clients served by subpopulation categories, as defined in WIOA, so the MCWDB can report specific breakdowns on the individuals served. Employment needs of businesses ARIZONA@WORK Maricopa County’s Business Services Team engages local businesses to serve as a connector for matching employers with qualified candidates. The Team maintains a high level of understanding of the local area’s recruiting trends and economy, as well as those of surrounding regions. Contact with local businesses is made via phone calls, site visits, social media, and other targeted events. The Business Services Team is driven by building solid relationships with local employers. As a result, the workforce system reflects the needs of the area’s businesses, and will continue to benefit from the efforts of the Business Services Team such as: d. Vision to Support Growth and Economic Self-Sufficiency The MCWDB’s vision: “ To be a premier workforce development system that empowers jobseekers with meaningful career opportunities and connects employers with skilled talent— driving economic growth and improving the quality of life across our communities.” The MCWDB values: The values which govern the work of the Maricopa County Workforce Development Board are summarized in three statements: 1. We will continuously assess and address critical workforce needs. 65 2. We will mobilize collective expertise. 3. We will visualize emerging career pathways. The MCWDB is committed to and meaningfully involved in strategic planning. The MCWDB has established eight goals, outlined in the table below. These goals are specifically designed to align with performance measures to ensure the Maricopa County local area meets and exceeds program year targets. Maricopa Workforce Development Board Strategic Goals Goal Description 1 Determine long vs. short term in-demand industry and occupation workforce planning needs 2 Establish sustainable funding opportunities based on workforce needs and shared funding partnerships. 3 Scan the environment (regional and state) to identify, leverage, and improve alignment of existing workforce expertise, economic development opportunities, and title partners. 4 Leverage network to establish consistent industry terminology requirement used by employers, educators, and organizations to align with job seekers’ qualifications, certifications, lifestyle expectations, etc. 5 Recognize each in-demand industry’s potential career pathway entry points for current and future job seekers at all levels. The goals which form the structure of the strategic plan are organized into three general categories. Within each category, between two and four specific goals were established. 2025-2028 Strategic Plan Values Analyze data quality and formalize prioritization methodology by supporting the creation of a justifiable method for reviewing data used to prioritize in-demand industries for the short- and long-term, while using outcomes to make data-driven decisions on partnerships and funding opportunities. Increase partnership impact and Improve how Its measured by analyzing gaps in current work and expertise from a workforce ecosystem level, make recommendations for improved employer/education outreach, and create a metric to more accurately report on partnership quantity and quality. Make pathway resources more accessible and collaborative by building upon how current job seeker pathways are presented, consolidating resource and training information to make it more easily accessible, and developing partnerships to engage current and future job seekers with in-demand opportunities. Goal #1: Determine long- vs. short-term in-demand industry and occupation workforce planning needs 66 Accompanying Strategies 1A: At least once per cycle, identify in-demand industries and occupations assessment data sources to make justifiable decisions, leveraging diverse, validated, and up-to-date information. 1B: Evaluate identified in-demand industries and occupations to compile critical workforce need areas within each industry 1C: Prioritize workforce needs within in-demand industries and occupations to direct support Goal #2: Establish sustainable funding opportunities based on prioritized workforce needs and shared funding partnerships Accompanying Strategies 2A: Evaluate past funding strategies and grant successes to determine gaps in source types. 2B: Use research to support funding strategy development that identifies grants and other diverse funding options to support gaps in workforce needs identified through Goal One Goal #3: Scan the environment (regional and state) to identify, leverage, and improve alignment of existing Arizona workforce expertise, economic development opportunities, and title partners. Accompanying Strategies 3A: Analyze gaps in community (regional and statewide) expertise—the employer, educator, and workforce organization ecosystem–to document areas for further development. 3B: Leverage Committee focus areas to make employer, educator, organization connections to improve support at different levels of the workforce process (awareness, training, etc.) 3C: Identify benchmarks to measure desired impact of convened expertise Goal #4: : Leverage network to establish consistent industry terminology requirements used by employers, educators, and organizations to align with job seekers' qualifications, certifications, lifestyle expectations, etc. Accompanying Strategies 4A: Analyze current language used to communicate accepted qualifications, certifications, forms of training, and job requirements in prioritized in-demand industries and occupations. 4B: Align employer requirements and prerequisites to job seeker expectations and realistic experience levels. 4C: Utilize community partnerships and marketing channels to socialize common language and provide job seekers direction. 67 Goal #5: Recognize each in-demand industry's potential career pathway entry points for current and future job seekers of all levels. Accompanying Strategies 5A: By prioritized in-demand industry, document job seeker types (by demographic and their potential entry points 5B: Make more visible each pathway per job seeker type and industry, identifying current milestones such as, outreach to organizations, certifications, education, apprenticeship, etc. 5C: Evaluate pathways to identify which are underutilized Activities: The Annual Industry Trends Report prior to the Annual WIOA Report by board staff Strategy 5.E: Convene in-demand sector stakeholders to develop career pathways to alleviate labor market shortages e. Workforce Development Capacity ARIZONA@WORK Maricopa County and ARIZONA@WORK: City of Phoenix both service the region. The City of Phoenix service area is in the center of Maricopa County; the County is responsible for serving the surrounding area. With the logistical complexities caused by the geographic boundaries, it is necessary for the County and the City to jointly and closely manage the services and needs throughout the region. Therefore, service delivery locations have been established to provide job seekers (both adults and youth), as well as employers, access to workforce programs and services; each location provides a different level of services based on the type of site established. Four comprehensive American Job Centers (two operated by Maricopa County and two by the City of Phoenix) where all basic services from each of the WIOA core partner programs are available as well as access to the staff of these programs through co-location. ARIZONA@WORK City of Phoenix has seven affiliate locations and no longer uses access points. To achieve a high-performing, integrated workforce system in Maricopa County, an expansive framework is required. This framework defines the unique role of each system contributor and acknowledges how the power of partnerships expands skills attainment and economic opportunity for the constituents of Maricopa County. The MCWDB and the Maricopa County Chief Elected Officials remain committed to supporting partnerships that integrate WIOA Title I, II, III, and IV programs, along with other key components, to create a top-producing talent source that employers value. In support of streamlining services, Titles I, III, and IV will soon be in both Maricopa County one- stop centers for ease of access to services. Upon entering the centers, clients are triaged to assess needs and determine which programs are most appropriate. 68 ARIZONA@WORK Authority ARIZONA@WORK Maricopa County, in collaboration with local community-based organizations, makes up the current workforce network of business and employment-related service providers for the Maricopa County Local Workforce Development Area. The system is responsible for providing services to 2.8 million residents within the 8,707 square mile area. The City of Phoenix, which jointly serves Maricopa County, serves nearly 1.5 million people within its 517 square mile boundary. In addition to the ARIZONA@WORK Maricopa County assets detailed below, residents of Maricopa County may also receive service from the City of Phoenix locations. Assets that are counted in the capacity of the ARIZONA@WORK Maricopa County system are detailed below. American Job Centers provide all basic services from each of the WIOA core partner programs, including access to each program’s respective staff. Youth Centers provide Title 1-A services for youth 14-24 years old. Affiliate/Satellite Sites provide access to ARIZONA@WORK services in partnership with cities and towns. ARIZONA@WORK Maricopa County will continue to partner with cities and towns to provide direct access to a vulnerable or hard-to-reach population. As seen in the table below, these Affiliate Sites are strategically positioned in communities across the County. Affiliate Sites are staffed by a Workforce Development Coordinator trained to provide a consistent system of tiered service delivery. ARIZONA@WORK Maricopa County Job Center Locations Locations Job Center Type Address Maricopa County – West Comprehensive 4425 W Olive, Ave, Suite 190, Glendale, AZ Valley 85302 Maricopa County – East Comprehensive 1001 W Southern Ave, Suite 101, Mesa, AZ Valley 85210 Maricopa County – Affiliate/Satellite 995 East Riley Drive, Avondale, AZ 85323 Avondale Site Maricopa County – Affiliate/Satellite 14140 W McDowell Rd, Goodyear, AZ 69 Goodyear Site 85395 Maricopa County – Mesa Affiliate/Satellite 635 East Broadway Rd, 2nd Floor, Mesa, Site AZ 85204 Maricopa County – Affiliate/Satellite 12425 W Bell Rd, Building A Suite 124, Surprise Site Surprise, AZ 85378 Maricopa County – Tempe Affiliate/Satellite 3500 South Rural Rd, Suite 202, Tempe, Site AZ 85282 Maricopa County – Tempe Affiliate/Satellite 2150 E Orange St, Tempe, AZ 85281 Youth Site VOCATIONAL REHABILITATION provides services for jobseekers with disabilities. Admin Office 16th Street Van Buren Surprise Chandler Gilbert - 3221 N. 16th St., 3221 N. 16th St, 3425 E. Van Buren 11526 W. Bell Rd Chandler Tempe Ste 200, Phoenix, #200, Phoenix, AZ St., Ste 102, Surprise, AZ 125 E. Elliot Rd AZ 85016-7159 85016 Phoenix, AZ 85374-9801 Chandler, AZ 85008 85225 19th Avenue Washington Union Hills Avondale 11420 N 19th Ave Street 3150 E Union Hills 290 E. La Canada Phoenix, AZ 5324 E. Dr, Phoenix, AZ Blvd., Avondale, 85029 Washington St., 85050 AZ 85323 #A, Phoenix, AZ 85034 ADULT EDUCATION provides education services to adults, including high school equivalency classes and assessments. Friendly House Inc Frank X. Gordon Adult Queen Creek Unified East Valley Institute of Phoenix, Glendale Education School District Adult Technology Glendale, Phoenix, Education Mesa Mesa Queen Creek Gilbert Adult Learning Mesa Public Rio Salado College Arizona Center for Center Schools Adult Bridge Pathway Youth Resources Mesa Education Tempe, Avondale, Phoenix Mesa Phoenix, Surprise The Maricopa County Workforce Development Board finds the capacity of the system to be sufficient for delivery of WIOA services. Jobseekers physically access the system via the 70 American Job Centers, the Youth facilities, the Affiliate Sites, and title partner locations. However, digital access to these services is growing in importance, especially considering the COVID-19 pandemic. As the crisis arose, partners moved much of the system’s operations to virtual environments. Although live, personal interactions have resumed, trends indicate that many people, especially the medically fragile, may never return to the norm of physically entering buildings when it is not necessary. As more of the individuals we seek to serve turn to safer and more accessible digital environments, it will be incumbent on workforce leadership to expand our capacity in those areas. Unite Us ARIZONA@WORK-Maricopa County is engaged with the new Unite Us community referral platform. The platform is funded by the Arizona Healthcare Cost Containment System. Service providers of all types elect to participate in the system to send and receive participant referrals for services. This is a closed-loop referral system where staff can track the progress of their participants and the status of the services they are referred to. Title IB and Title III are utilizing the system now. Integrated Service Delivery Model ARIZONA@WORK Maricopa County is proactively implementing strategies toward a delivery model that more closely resonates with WIOA’s Hallmarks of Excellence in that workforce services are directly aligned with the needs of the local area’s businesses and workers. These changes include implementing the priority of services criteria and eligibility standards governed by WIOA, as well as the Integrated Service Delivery (ISD) model. Having long ago rejected its siloed approach to service delivery, ARIZONA@WORK Maricopa County remains committed to the idea of a more effective, more efficient, more collaborative approach that results in a seamless customer experience. Rather than navigating separate teams defined by their separate funding sources, customers now move seamlessly from one team to another. The transition to an ISD model was not simple. Its value proposition, however, has validated its selection. Customers have a less confusing, more effective experience, and the Maricopa County Workforce Development Board remains committed to this Integrated Service Delivery model and commits during these program years to evaluating current results and identifying options for more deeply integrating this framework into the daily work of the workforce development system. Core Partners Roles 71 •Operations •Case Management •Adult Ed-GED •Job Readiness Workshops •Assessments •Skills Training •IET (Integrated •Support Services Education & Training) •Assessments •Partnerships ARIZONA@WORK •Business & Retention ARIZONA@WORK TITLE II: Adult TITLE I-B Education (Co-Located) (Two-Way Referral) ARIZONA@WORK ARIZONA@WORK TITLE IV: TITLE III: Wagner Vocational Peyser Rehabilitation (Co-Located) (Two-Way •Job referrals Referral) •Case Management •Customer Services •Support Services •Re-employment •Training orientations Regional Alignment of Core Services One of the fundamental changes wrought by the Workforce Innovation and Opportunity Act is the requirement to integrate core programs to provide comprehensive and efficient services to more participants. The ISD model used by ARIZONA@WORK Maricopa County braids and aligns the local resources of participating partners to seamlessly address the training and employment needs of system customers, job seekers and businesses. Within the framework of the ISD system, alignment of services is an essential and ongoing process. Regular analysis, evaluation and realignment of the services reduces duplicative and administrative activities in favor of a customer experience and allows partners to use their resources for value-added services to ensure job seekers have the skills to access good jobs and advance in their careers. In 2024, ARIZONA@WORK Maricopa County made several improvements to streamline referrals between title partners and external community-based organizations. • Procured the Community Cares platform to implement a statewide referral system to connect individuals with over 1,000 organizations and over 2,000 programs for social services • Created a Title II Outreach Specialist position on Title 1B staff to enhance coordination with the Adult Basic Education Providers • Title 1B referrals to Title IV will continue to be made via secured email 72 • Titles I, III, and IV are or will soon be in both one-stop centers for ease of access to services • Upon entering the centers, clients are triaged to assess needs and determine which program is most appropriate ARIZONA@WORK Maricopa County will continue its commitment to this transformation during the 2025-2028 period, with the following core partners and services: 1. Adult, dislocated worker and youth programs (WIOA Title I) managed and delivered by ARIZONA@WORK Maricopa County. A. The Adult Program provides workforce services that increase the employment, retention, earnings, and attainment of recognized post-secondary credentials for adults ages 18 and older. As a result of these activities, the quality of the workforce will be improved, economic self-sufficiency will be increased, and productivity will be enhanced in the region. B. The Dislocated Worker (DW) Program provides services to individuals who have been terminated, laid off, or have received notice of termination or layoff, from employment, generally, due to employer downsizing or plant closures. Self- employed individuals who are unemployed due to economic conditions as well as displaced homemakers may also receive DW program services. C. The Rapid Response (Rr) Program is the cooperative effort of ARIZONA@WORK Maricopa County staff, and other partner programs. RR provides assistance and services to workers affected by layoffs, plant closures, or natural or other disasters resulting in a mass job dislocation. The intent of RR activities is to aid affected workers and help them transition to a new employment opportunity as quickly as possible. ARIZONA@WORK Maricopa County formalized its Rapid Response Program Coordinator position. This position will take lead in working with the State to respond to WARN notices received by companies and will play a key role in the coordination of County and State services available to impacted employees. D. The Youth Program provides a comprehensive array of services (i.e. occupational skills training, work experiences, basic academic skills education, adult mentoring, etc.). The goal is for youth program participants to obtain a job in a career pathway, enroll in post- secondary education, or register in an apprenticeship prior to the end of their participation in the program. Youth programs offer services to in-school and out-of- school youth, now expanded to ages 14-24. 2. Wagner-Peyser job search and placement services (WIOA Title III) administered by the Arizona Department of Economic Security (DES) brings together individuals seeking employment with employers seeking workers. 73 3. Adult education and family literacy programs (WIOA Title II) administered by Arizona Department of Education (ADE) offer adult education and skills development programs that accelerate achievement of diplomas and credentials among workers. 4. Vocational Rehabilitation (WIOA Title IV) administered by the Rehabilitation Services Administration (RSA), which is part of DES, enables eligible individuals with disabilities to achieve an employment outcome consistent with their strengths, priorities, needs, abilities and capabilities; and In addition to providing career and training services to individuals who are unemployed, the Adult and DW programs offer career and training services to job seekers who are underemployed. As defined in Section 1.3.15, an individual is considered underemployed if they are employed either full or part-time, and their current annualized wage rate does not exceed The MCWDB will implement Workforce policy and investment directed at the state level by DES and will work to actively engage partners required to provide access through the comprehensive American Job Center locations, including Job Corps, YouthBuild, Career and Technical Education (CTE) programs, Veterans Employment and Training Services, and Unemployment Insurance services. Together, core partners will share knowledge across programs and work to eliminate confusion regarding missions, services or methods of service delivery, whether they are co-located or not co-located. Roles will be clearly defined so that partners will not need to be co-located in the American Job Center buildings to be an effective part of the integrated system or flow of service delivery. Specific expectations (i.e. number of new business relationships per week, number of participants placed in employment per week, etc.) will also be clearly defined and be designated and documented in a partner MOU, for each functional team to contribute towards common performance measures. One of the most critical components of the Integrated Service Delivery model, which forms the framework of the ARIZONA@WORK Maricopa County delivery system, is the One Stop Operator. MCWDB’s OSO, Equus is tasked with seven key performance areas in Program Year 2024-2025: 1. Facilitating Integrated Service Delivery (ISD) 2. Act as a liaison between MCWDB and service providers and partners 3. Delivery of ongoing training and technical assistance 4. Development of standard operation procedures 5. Innovative technologies 6. Ensure target level of effort needed to match jobseekers with employer need 7. OSO reporting requirements Signatories to the ARIZONA@WORK Maricopa County Service Providers Memoranda of Understanding agree to make their services available, consistent with and coordinated via the 74 One Stop Delivery System. Additional services beyond core activities may be provided on a case-by-case basis and with the approval of the Local WDB and the Chief Executive Officials. All partners agree to • Participate and meet semi-annually to ensure compliance with the terms of the MOU. • Ensure Universal Access to One-Stop Centers: All customers, including those with barriers to employment, will have access to services at each One-Stop Center. • Comply with the One-Stop System Approach: • Services will be made available through the One-Stop Centers, WIOA Partner programs, or technology-based services. Access to technology will be further developed. • Respect the Individual Choice of Customers and Clients seeking assistance. • Work to support and strengthen regional workplace skills and economic development. • Operate effectively, enhancing the participation of employers and not duplicating services. • Comply with all applicable laws regarding non-discrimination. • Collaborate and reasonably assist each other in the development of necessary service delivery protocols. The Maricopa County Workforce Development Board has the authority to conduct fiscal and programmatic monitoring to ensure that laws, regulations, and policies are properly enforced, that performance data are properly recorded, tracked, and analyzed; and that appropriate procedures and controls and maintained. Additionally, each Partner commits to the cross-training of staff and to providing other professional learning opportunities that promote continuous quality improvement. System integration and efficiency is a priority of the MCWDB, and signatories to the partner MOU commit themselves to system integration to the maximum extent feasible through effective communication, information sharing, and collaboration with the one-stop operator; Joint planning, policy development, and system design processes; and a commitment to the joint mission, vision, goals, strategies, and performance measures of ARIZONA@WORK Maricopa County. The partners also commit to the design and use of common intake, assessment, referral, and case management processes; use of common and/or linked data management systems and data sharing methods; participation in a continuous improvement process designed to boost outcomes and increase customer satisfaction; and participation in regularly scheduled partner meetings. Partners agree that the use of high-quality, integrated data is essential to inform decisions made by policymakers, employers, and job seekers. Additionally, it is vital to develop and maintain an integrated case management system, as appropriate, that informs customer service throughout customers’ interaction with the integrated system. 75 Part B: Strategic Vision, Goals, and Strategies a. Statewide Strategy Assurances The Maricopa County Workforce Development Board will support statewide workforce strategies identified in the state workforce plan. While action will be taken in the LWDA to support the strategies, the Maricopa County Workforce Development Board and staff will also participate in statewide workgroups and solutions intended to improve workforce services across the state. b. Statewide Strategy Support Governor’s vision: “a just, prosperous, and resilient Arizona that provides opportunities for any Arizonan who wants to succeed across urban, rural, and tribal communities.” State Strategic Vision: Create a future where access to economic growth and opportunity is promoted through innovative workforce collaboration across business, education, and training systems designed to meet the diverse needs and full potential of all Arizonans. Mission: Develop a customer-driven, integrated workforce system that delivers business, education, and training services to ensure equitable access to high-quality jobs that meet the diverse needs of employers and job seekers. Arizona’s state workforce board, the Workforce Arizona Council, has established four 2024- 2027 WIOA State Plan goals for these program years, and the Maricopa County Workforce Development Board commits to supporting them all and aligning local strategies with the state framework. As identified in the Arizona State Plan, the state’s four goals are: Goal 1: Promote a Customer-Driven Workforce System Approach Strategies: • 1.1: Enhance accessible work-based learning opportunities to equip participants with the skills and knowledge necessary for in-demand industries and occupations. • 1.2: Develop and implement digital literacy education and training programs that provide individuals, including priority populations, with the necessary digital skills for the workforce. • 1.3: Refine the customer experience across ARIZONA@WORK system partners to ensure streamlined access to training, education, employment opportunities and supportive services that help to reduce barriers. • 1.4: Strengthen coordination and outreach across the ARIZONA@WORK system to increase public awareness and access to services. 76 Goal 2: Foster Business Engagement Strategies: • 2.1: Build partnerships across businesses, education, and training providers to develop career pathways and create work-based training opportunities to develop requisite workforce skills. • 2.2: Promote a business-services model that links business growth with, and advocates for, quality jobs that support workers' economic stability and mobility. • 2.3: Strengthen workforce system teams by investing in tools and skill building that improves talent sourcing and matching for businesses. • 2.4: Convene the business community to explore and realize the employment opportunities for individuals with barriers to employment by highlighting the workforce system’s supportive services for prioritized populations. Goal 3: Invest in Opportunity and Growth Strategies: • 3.1: Strengthen strategic partnerships across key state level agencies, workforce system partner programs, and community-based organizations to expand coordination across programs to accelerate quality employment for priority populations. • 3.2: Braid federal, state, local, and private funding streams to maximize the impact of WIOA funds to meet the unique needs of local areas, job seekers, and employers. • 3.3: Facilitate data sharing, reporting, and performance analysis across WIOA partners to improve workforce system performance and outcomes. • 3.4: Implement a state-wide technical assistance model to deliver training and facilitate best-practice sharing as aligned to the training needs of workforce system staff. Goal 4: Prepare Arizona’s Youth for Workforce Success Strategies: • 4.1: Create a robust system, including partnerships with Career and Technical Education Districts and pre-apprenticeship models, for career exploration intended to build upon professional skills, workplace foundational academic skills, and career interests. • 4.2: Identify both in-school and out-of-school youth and develop opportunities to attract them to the workforce system through training programs in high growth industries. • 4.3: Develop work-based learning opportunities for youth through partnerships with employers. • 4.4: Strengthen outreach to youth, their families, and school staff to provide information about the ARIZONA@WORK system, including supportive services and opportunities for meaningful employment and career pathways. ARIZONA@WORK Maricopa County developed strategies based on the State Plan goals and the strengths and weaknesses of the local workforce area. Arizona’s goals are interdependent, with 77 many strategies affecting more than one goal to create and promote a holistic system to benefit ARIZONA@WORK customers. State Goals & County Strategies Workforce Arizona State Goals Maricopa County Strategies to Support Statewide Goals Goal 1: Promote a Customer-Driven • Develop and implement marketing Workforce System Approach and outreach strategies to drive participation and public awareness of the title partner programs in the ARIZONA@WORK system • Evaluate community resources to increase services and assets available to ARIZONA@WORK participants • Document and evaluate past strategies and initiatives • Identify and compile successful practices from core partners and providers Goal 2: Foster Business Engagement • Convene employers and educational providers • Build and leverage relationships with community-based organizations and local businesses to encourage partnerships with the title partner programs in the ARIZONA@WORK system Goal 3: Invest in Opportunity and Growth • Actively engage in partnerships with local and regional economic development organizations • Annually review, identify, and prioritize the in-demand industry sectors in Maricopa County • Increase the number of providers on the Eligible Training Provider List (ETPL) • Research global best practices in workforce development • Identify and apply for additional 78 grants and funding sources to increase opportunities for community members Goal 4: Prepare Arizona’s Youth for • Construct a career literacy Workforce Success initiative that will support the educational system in introducing students to the local labor market's high-value career pathways • Convene in-demand sector stakeholders to develop career pathways for youth to alleviate labor market shortages • Investigate the creation of youth apprenticeships for out-of-school youth • Research innovative methods of connecting the business community to our youth The MCWDB is committed to leveraging all necessary resources and efforts to implement Arizona’s strategies, while acknowledging that a workforce development system of the scope and impact envisioned by this plan requires coordination with numerous related entities and programs. Critical elements of the workforce development system include the career services administered by the Arizona Department of Economic Security, adult education and learning services administered by the Arizona Department of Education, and vocational rehabilitation from the Rehabilitation Services Administration within the Arizona Department of Economic Security. Synergies exist between many elements of the educational system and workforce development. One facet of the educational system with obvious relevance to the world of workforce development is Career and Technical Education (CTE). These career-driven educational programs of study are administered by the Arizona Department of Education on both secondary and postsecondary levels, and they offer targeted career training in areas that range from culinary arts to welding to software development. ARIZONA@WORK Maricopa County resources have regularly engaged with counselors at CTE institutions like Western Maricopa Educational Center and the East Valley Institute of Technology (EVIT) to coordinate referrals of ARIZONA@WORK customers to CTE programs. The MCWDB acknowledges that there exists an opportunity to improve its relationships with organizations like the West-MEC and EVIT. Programs offered at these institutions should be 79 included on the Eligible Training Provider List, and the MCWDB intends to make efforts to facilitate the inclusion of CTE programs in the ETPL. Economic development is another realm of public service with significant overlap with the world of workforce development. Maricopa County recently established a dedicated economic development department and the ARIZONA@WORK Maricopa County team works closely with the Economic Development Officer. Partnerships with regional economic development agencies are vital for a comprehensive workforce system. ARIZONA@WORK Maricopa County has shared data and trends, participated in events, and connected with businesses via these local partners. To become more active in economic development activities, the MCWDB intends to explore options for deepening the partnership between ARIZONA@WORK Maricopa County and the Arizona Commerce Authority, the State’s leading economic development organization. The ACA grows and strengthens Arizona’s economy by recruiting out-of-state companies to expand their operations in Arizona; working with existing companies to grow their business in Arizona and beyond; and partnering with entrepreneurs and companies to create new jobs and businesses in targeted industries. The ACA is supervised by a public-private sector Board composed of Arizona leaders in business and policy; the Board is overseen by Arizona Governor Katie Hobbs. While partnering with and exploring options for deepening ties with the Arizona Commerce Authority, the MCWDB also intends to develop and strengthen partnerships with other economic development entities, including the economic development departments of the county’s 23 municipalities and the Greater Phoenix Economic Council. In particular, ARIZONA@WORK Maricopa County has the potential to add value on business attraction projects. These prospective employers often explore multiple locations before deciding on homes for their relocation and expansion projects. Often, the single most critical factor in the decision-making process for these employers is the quality and availability of the workforce available at a certain location. ARIZONA@WORK intends to provide data analysis, demographic information, and custom proposal support in any way possible to regional economic development entities in efforts to broaden and deepen the regional economic base. The Arizona Office of Economic Opportunity was created in 2016 to serve as Arizona’s hub for labor market information and workforce policy. In addition to being home to the state’s labor market information office (in partnership with the United States Department of Labor) and the state demographer’s office (in partnership with the United States Census Bureau), OEO also staffs the state workforce board, the Workforce Arizona Council. OEO is an independent office under the Governor, where its perspectives on Arizona’s economy and labor market contribute to the data-driven economic development strategies that have made Arizona’s economy the envy of the country. MCWDB intends: 1) to pursue opportunities for collaboration with the OEO on the development and implementation of data-driven statewide workforce development and economic development initiatives 2) to increase its capacity for contributing to economic development projects via professional development for the business retention services team. Other economic development entities with which the MCWDB intends to partner include: 80 Economic Business Workforce Education Development Intermediaries Development Arizona Association Chambers of Workforce Arizona Arizona State for Economic Commerce within the Council University Development county’s 23 municipalities Arizona Commerce Arizona Nurses Arizona Office of Maricopa County Authority Association Apprenticeship Community College District East Valley Valley Partnership Center for the Future Maricopa Corporate Partnership of Arizona College Greater Phoenix Arizona Technology Greater Phoenix West-MEC Economic Council Council Chamber Foundation WESTMARC Local First Arizona Greater Phoenix East Valley Institute Urban League of Technology Economic Phoenix Business Grand Canyon Development entities and Workforce Board University within the county’s 23 municipalities Pinal County SciTech Institute Workforce Board Valley of the Sun CTE Programs within United Way the county’s 23 municipalities Section 3 - ARIZONA@WORK System Coordination a. Describe how the LWDB will work with the entities carrying out the core programs to: The Workforce Innovation and Opportunity Act (WIOA) fundamentally altered the concept of workforce development in many ways. In particular, WIOA sought to better align the core partners in the system to improve the quality of services, optimize efficiency, and limit duplication of services. 81 ARIZONA@WORK Maricopa County remains committed to these concepts and intends to continuously pursue opportunities to make the relationships between the core partners more equitable, more effective, and more efficient. To this end, the core partners will implement the following strategies during 2025-2028: ARIZONA@WORK Maricopa County has organized its intentions to improve the way it works with the program’s core partners: • Establish working groups consisting of ARIZONA@WORK Maricopa County resources and representatives from each of the core partners to explore opportunities for improved collaboration. • Deploy new and/or improved technological solutions that enable ARIZONA@WORK Maricopa County to manage cases and record activities. • Commit to tracking and evaluating services in a consistent and valuable format that provides perspective on the activities of the core partners, including effectiveness of services provided to specific subpopulations. i. Expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment; The “I” in WIOA stands for Innovation. Both the letter and the spirit of WIOA charge the workforce system to break down barriers and expand access to programs and services. ARIZONA@WORK Maricopa County is well-positioned to expand access to services for eligible individuals, particularly those with barriers to employment, in the coming years. • These expansions and innovative initiatives are designed to enhance the value of ARIZONA@WORK services to populations with barriers to employment, including: o Low-income individuals o Displaced homemakers o Native American populations o Veterans and eligible veteran spouses o Individuals with Disabilities o Older workers o Justice-involved individuals o Homeless individuals o Youth who are in or have aged out of the foster care system o English language learners, individuals with low levels of literacy and individuals with substantial cultural barriers o Migrant and seasonal farmworkers o Single parents o Long-term unemployed 82 Maricopa County aims to stand out by effectively practicing this through a number of innovative strategies: Shared affiliate/satellite sites with Workforce Development Coordinators ARIZONA@WORK Maricopa County implemented, and intends to expand, an innovative model of satellite locations shared with the municipalities across the Maricopa County service area. In these partnerships, the cost of operations and of a shared Workforce Development Coordinator (WDC) are shared between ARIZONA@WORK Maricopa County and the cities and towns in which the satellite locations are located. This effort puts workforce resources closer to the communities they are trying to serve and allows for the integration of “extreme local flair.” • City of Avondale • City of Goodyear • City of Mesa • City of Surprise • City of Tempe • City of Tempe Youth Hub This expanded service footprint makes ARIZONA@WORK services more accessible to the communities we serve, and benefits individuals with barriers, including transportation, homelessness, and caregiver responsibilities. Over the years covered by this Plan, ARIZONA@WORK Maricopa County intends to evaluate and build on the successful aspects of these programs. Additionally, the County and the core partners will look at other means to serve the local area’s most vulnerable workers, those with barriers to employment. Smart Justice Smart Justice (SJ) is a Maricopa County initiative developed from the Board of Supervisors’ interest in reducing recidivism in Maricopa County. The Human Services Department established the Smart Justice Team to address the employment needs of individuals who are justice-involved. The Smart Justice Team, through evidence-based coaching and case management practices, promotes pro-social roles within the workplace, families, and communities. The Smart Team guides and provides supportive services to returning citizens as they transition into the workforce. For the duration of program participation, the Smart Justice Team works towards accountability and self-empowerment to help the reentrants navigate the seemingly insurmountable pressures of rebuilding their lives and reentering the community as law abiding citizens. The Smart Justice Program provides workforce and vocational assistance to justice-involved participants from both East and West Valley Career Centers. Services offered include computer access, career guidance and exploration, interview techniques, resume assistance, skills development workshops, workforce readiness coaching, paid work experience (WEX) and occupational skills training (OST). Participants may enroll in services through self-engagement. Eligible participants must be 18 years of age, meet military selective service registration requirements and have a felony conviction. 83 The Smart Justice Team collaborates with the Arizona Department of Economic Security (DES), Arizona Department of Correction, Rehabilitation and Reentry (ADCRR), Maricopa County Sheriff’s Office (MCSO), and Maricopa County Adult Probation (MCAPD) to create a pipeline where additional career services including in-custody workforce readiness workshops are delivered. • Work Experience (WEX) (Community Kitchen) – Participants gain skills related to food preparation. Upon completion of this work experience, participants may receive their ServSafe - food handler’s card, which provides employment opportunities in the food industry. • Work Experience (WEX) (Lift) – Participants gain skills related to warehouse and logistics. Upon completion of this work experience, participants may receive a certificate as a Certified Logistics Technician/Associate which will provide employment opportunities in the warehouse industry. • Occupational Skills Training (OST)- Smart Justice participants may be eligible for Occupational Skills Training (OST) to support employment goals. OSTs assist with individuals obtaining the skills and credentials needed to enter employment in a chosen occupation. ARIZONA@WORK Maricopa County and core partners will track clients served by subpopulation categories, as defined in WIOA so the MCWDB can report specific breakdowns on the individuals served. Primary objectives for the coming program years center around integrating apprenticeships into the reentry model. Justice-involved clients stand to benefit most from these innovative initiatives. Workforce 2 You Maricopa County was awarded a grant from the Governor's Office to pilot a program to provide occupational skills training programs to the rural communities of Gila Bend, Wickenburg, and Queen Creek. This program is in collaboration with the Maricopa County Community College District's Corporate College. Programs will be completed within 12 weeks, with the goal of offering career pathways to residents without requiring them to travel far into the Phoenix metro area. After a successful pilot, the Workforce 2 You program received funding to continue the model for two additional years. Evidence-Based Coaching Evidence-Based Coaching (EBC) is a relationship and strength-based practice designed toward improving long-term whole-family functioning and its objective is to integrate meaningful relationship-based services that support transformational whole-family well-being. The Maricopa County Human Services Department (HSD) is committed to EBC as an effective tool that is central to the delivery of high-quality support services that foster strong client outcomes. This 10-hour, 5-part series presents a set of strategies, tools, and resources to help staff reinvent how they engage with families and individuals experiencing poverty. Using an evidence- based approach, staff deepen their coaching skills to take client interactions from transactional to transformational. HSD utilizes research-based staff assessments and coordinated coaching 84 strategies to support the professional development of its staff. The model builds upon staff's knowledge, experience, and competencies to improve client-based relationships and outcomes. HSD established a comprehensive implementation model to provide staff with shared vision to successfully execute their job duties. The implementation model is designed to provide staff with multiple levels of support and to help them attain successful performance. The model includes assessments, professional development in an array of topics such as Trauma Informed Care, Coaching, Executive Function, Behavioral Economics and Internal Bias, as well as support in the form of labs, webinars and coaching clubs. Community Outreach ARIZONA@WORK Maricopa County connected with over 30 foster youth organizations and presented to the Arizona Foster Care Coalition (a network of 26 providers) to share resources and services for youth. Through this work, the Keys to Success program through the Arizona Friends of Foster Children Foundation was identified as a potential partner for connecting youth to WEX programming. Expansion Over the coming program years ARIZONA@WORK Maricopa County will build on, enhance, and duplicate successful aspects of these programs. Additionally, the County and the core partners will look at other means to serve the region’s most vulnerable workers, particularly low-income or underprepared adults and youth. To this end, the core partners will implement the following strategies to strategically expand access while maintaining quality services: • Utilize ISD functional teams and a statewide training task force to improve capacity to deliver a seamless, consistent, no-wrong-door experience for jobseekers. • Leverage awareness of high visibility events and programs to increase enrollment, including hard-to-reach individuals (i.e., Adult Education enrollments, community college events). • Workforce Development Coordinators in rural areas are focused on enrolling more participants who meet Adult Priority of Service to participate in training, apprenticeships, and career services. • Evaluate and, if necessary, reconsider Priority of Service eligibility guidelines to ensure priority and support services go to those most in need, regardless of available funding. • Create more touchpoints with businesses to sustain a constant cycle of cohorts getting trained and employed and subsequently to open up resources for new cohorts. • Share formative, real-time data reports to drive resources and outreach into target areas. Supportive services are key to the logic model, which results in improved employability outcomes for individuals with barriers to employment. Referrals to core partners are key to delivering the services that result in improved employability outcomes. 85 ii. Facilitate the development of career pathways; WIOA defines a career pathway as: A combination of rigorous and high-quality education, training and other services that align with the skill needs of industries in the state or regional economy, prepare an individual to be successful in any of a full range of secondary or postsecondary education options, and include counseling to support an individual in achieving the individual’s education and career goals.ii The Maricopa County Workforce Development Board (MCWDB) is committed to adopting evidence-based and evidence-informed program models that map to the ultimate goal of individuals obtaining and maintaining employment. The MCWDB’s collaboration with the Maricopa County Workforce Development Division (WDD) focuses on strategies to address industry needs and align jobseeker advising to in-demand industries. WDD intends to continue evaluating performance metrics on various local and national education and training models, including apprenticeships, work-based learning and career pathways to define, design and launch career pathways in targeted industries. Additionally, the Targeted Industries and Occupations Focus Group will meet as needed to evaluate labor market data and the availability of training providers and employment opportunities, and outputs of the focus group will be shared with the MCWDB. The MCWDB is responsible for ensuring ample providers are available in the local area. To do so, the MCWDB must first assess current availability and how it relates to target industry sectors. The MCWDB will then evaluate and adjust to best iterate the model for replication across other target sectors. Career pathways will reflect the four essential functions: 1. Providing individualized and customized education and training 2. Consistent and non-duplicative assessments of participants’ education, skills, and assets/needs 3. Support services and career navigation assistance to facilitate transitions 4. Employment services and work experiences iii. Facilitate the coordination of co-enrollment with ARIZONA@WORK partners Customers of the ARIZONA@WORK system should be able to receive the services that best equip them for success in the world of work without the need to navigate multiple funding streams and enroll in multiple programs. To that end, ARIZONA@WORK Maricopa County supports a co-enrollment model. 86 It is acknowledged that several factors enable any successful co-enrollment model: • Evaluation of current enrollment models • Basic understanding of program eligibility requirements • Understanding of the jobseeker experience • Commitment of the MCWDB and core program partners to a common reporting protocol Strategic implementation of a co-enrollment model requires the coordination of several moving parts. To remove barriers across programs, when a customer qualifies for two or more services, the programs will work together to determine how skill gains will be measured based. This will encourage co–enrollment across the core programs for youth and adults, as well as create opportunities for contextualized learning. For example, co–enrollment of an individual who is eligible to receive Adult services and Vocational Rehabilitation services will expand vocational training and employment options and resources, allowing both programs to achieve a greater impact, optimize limited funds, and avoid duplication of efforts, improving the quality and efficiency of services. Services from co-enrolled programs that have access to Arizona Job Connection for each participant will be recorded in AJC, case managers from all WIOA programs will maintain regular communication (monthly at a minimum) to discuss and agree upon exit strategies. The exit outcome and date of exit will be the same for both WIOA programs. To ensure strategic expansion of co-enrollment, ARIZONA@WORK Maricopa County will seek guidance from the State to: develop universal intake policies among partner programs; develop policies that ensure data sharing among partner programs; and, develop policies that support co–enrollment and braided funding as essential elements of the career pathways model. Currently, there are few co-enrollments. However, there are processes in place to improve the execution of co-enrollments. Additionally, locating Title III & IV within both one-stop centers and partnering with Title II providers to facilitate co-enrollments for specific programming will facilitate additional co-enrollments. The One-Stop-Operator has also been tasked with convening title partners and will aid in increasing co-enrollments through these initiatives. iv. Improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable). Collaboration with Institutions of Higher Learning As part of the planning and re-design process, ARIZONA@WORK Maricopa County intends to improve communication and collaboration with both secondary and postsecondary education providers. For example, the County intends to work with the Maricopa County Community College District, who on their own have made great progress with career pathways. They have mapped out pathways and create curriculum that aligns with educational goals for each career path. 87 Pathways Design ARIZONA@WORK Maricopa County applauds the work of the Center for the Future of Arizona around career pathways design. The concurrent and dual enrollment models that have arisen from their Pathways to Prosperity initiative serve as a template for successfully mapping the path from intent to education to employment. ARIZONA@WORK Maricopa County aims to participate in efforts to convene stakeholders to avoid duplication of efforts and create industry- informed, seamless articulation from secondary to post-secondary education, and workforce. Development of pathways and training will include differentiated instruction methods to help all youth and adults earn marketable credentials, engage in further education and employment, and achieve economic success. ARIZONA@WORK Maricopa County’s efforts will be guided by strategies outlined by the State of Arizona in the WIOA 2024-2027 State Plan, including: • Ensure that pathways include multiple entry points for both well–prepared individuals and those with barriers to employment, such as low basic skills • Define outreach and marketing techniques for recruitment • Determine specific strategies to recruit out–of–school youth, individuals with disabilities, non–native English speakers, individuals with low basic academic skills, and other populations with barriers to employment • Work with employers to develop competency models with identified knowledge, skills and abilities • Determine clear sequences of education courses and credentials that meet the needs of targeted sectors • Work with community colleges to build standardized pathways that are stackable and portable at all Arizona colleges • Highlight programs, including those on the ETPL, that qualify as career pathway programs As a function of the County, and by using a research-based and state-guided framework, ARIZONA@WORK Maricopa County, together with secondary and postsecondary education, can cohesively combine public and private partnerships, resources and funding, policies, data, and shared performance measures to successfully develop and scale quality, sustainable pathways. Pathways Within Target Sectors Annually the MCWDB convenes key stakeholders, including economists from the Office of Economic Opportunity, the core partners, service providers and other key stakeholders to review, discuss and determine which industry sectors best positioned the local area for success. 88 One output of the effort was the designation of in-demand sectors as priorities in the regional economy: • Advanced Manufacturing & Semiconductor • Healthcare & Social Assistance • Transportation & Logistics • Construction • Finance & Insurance • Emerging Technologies Today, the MCWDB continues efforts to identify industry-recognized post-secondary credentials which align with evidenced based career pathways programs in each target sector. The representation of adult education system in this work is critical to its success as basic educational attainment is the foundation on which these targeted Integrated Education and Training programs are built. Each of the core partners brings value to the pursuit of educational outcomes. Career services provide information and direction, adult education provides the academic foundation and integrated occupational training, vocational rehabilitation provides support services that enable participation by those with disabilities, and Title I enables training and supportive services. It is the intent of the MCWDB to continuously explore ways to optimize the synergies created by the participation of the core partners. Maricopa County will collaborate with local education agencies, institutions of higher learning, local industry representatives, business intermediaries and education policymakers to design articulation strategies and goals. As a result, industry-recognized credentials will be transferrable, portable, and stackable. b. Describe the LWDB’s strategies and services and how they will be used within the LWDA to: i. Facilitate engagement of businesses, including small businesses and businesses in in-demand industry sectors and occupations, in workforce development programs; The MCWDB is committed to increasing its reach into the employer community and deepening relationships there. The board remains aware of the immense value of developing relationships with the business community and integrating their perspectives on the talent-related issues facing today’s employers into the career readiness and skills training offered by ARIZONA@WORK Maricopa County. ARIZONA@WORK Maricopa County proactively identifies, leverages, and convenes key players in each in-demand industry sector through events and meetings and fosters other channels of communications. The Business Services Team works either directly or through business intermediaries to establish and maintain ongoing relationships with employers within these sectors. In addition, the diverse membership of the MCWDB provides direct access to various local employers and organizations. ARIZONA@WORK Maricopa County intends to deploy 89 several strategies to support a healthy workforce system and a pipeline of appropriately skilled talent to support regional employers and the regional economy: • Engage in extensive and regular labor market analysis and employer outreach to inventory and understand sector/employer pain points • Standardize a regional message that ARIZONA@WORK Maricopa County will communicate to employers • Create and execute initiatives, programs and projects that maximize employment opportunities and business growth in sectors • Develop career pathways that connect education and training to job seekers and special populations • Facilitate improved sharing of employer-related information, performance indicators, and outcomes between local partners • Provide staff training on communication techniques, marketing, and project management to better serve employers • Utilize new methods to increase the talent pool from hosting targeted talent events based on population or employer needs to hosting virtual recruitments and social meetups • Measure and report performance results within sectors and for each intervention invested in • Establish quality standards and requirements for the participation of job fairs to ensure event quality is maintained To further develop capabilities to engage employers, during the next two years, the MCWDB and its committees will develop and implement strategies that better facilitate the engagement of businesses, including small businesses: Newly identified employer needs often indicate an opportunity for the adult education system to bring value via Integrated Education and Training (IET) and training programs. When these needs are uncovered by the Business Services Team (BST), appropriate referrals are made. ii. Support a local ARIZONA@WORK system that meets the needs of businesses in the LWDA; ARIZONA@WORK Maricopa County’s Business Services Team maintains contact with local businesses better connect employers with qualified candidates. The team maintains a current understanding of the area’s recruiting trends and its economy, as well as those of surrounding regions. Contact with local businesses is made via phone calls, site visits, social media, and other targeted events. 90 The success of the Business Services Team is built on a foundation of having gained the trust of and having established solid relationships with local employers. As a result, the workforce system reflects the needs of the area’s businesses and will continue to benefit from efforts of the Business Services Team. Strategies to be engaged in the 2024-2028 program years include: • Collaborate with economic developers • Connect as soon as possible with new valley employers • Leverage training provider relationships for employer introductions • Partner with ARIZONA@WORK: City of Phoenix and ARIZONA@WORK Pinal County on events that promote the workforce development system • Offer all employers introductions to key community leaders • Refer employers to other resources • Provide on-site recruitment and industry-specific Career Fairs • Host Employer Panels introducing employers to interested job seekers • Maintain understanding of current and developing labor market information tools and partners • Conduct detailed research on specific employers whose services are being provided for, along with their direct and indirect competitors for talent • Identify and follow industry pathways for better talent development • Review and post to social media weekly • Publish a weekly job blast Newsletter • Offer live networking to remain informed, maintain visibility, connectivity, and support relationships; • Provide weekly review of news and industry innovation • Review the State’s Legislative processes for impact on the labor market • Review Federal and International events and technology trends as they relate to the local Industry iii. Better coordinate workforce development programs and economic development; The MCWDB serves as a strategic convener to promote and broker effective relationships between the County and economic, education, and workforce partners. Economic development, education and workforce development are each important components when working towards community and economic growth. To stay abreast of and participate in economic development initiatives, the MCWDB and ARIZONA@WORK Maricopa County work with several of economic development organizations and other entities focused on the economic success of the region, including: 91 • Arizona Association for Economic Development • Arizona Business & Education Council • Arizona Commerce Authority • Arizona Public Service and Salt River Project Economic Development Teams • Arizona State University/AZ Next • Center for the Future of Arizona • East Valley Partnership • Grand Canyon University • Greater Phoenix Chamber of Commerce and other local Chambers • Greater Phoenix Economic Council • Greater Phoenix Urban League • Maricopa County Community College District Office • Maricopa Corporate College • Valley of the Sun United Way • WESTMARC The unique perspective of ARIZONA@WORK Maricopa County and its adult education partners are of particular value to the business attraction process. Site selectors and business decision- makers considering investments in the county regularly request information on the educational attainment and skills profiles of certain communities, and the MCWDB is committed to enhancing the role of the core partners in supporting the region's overall economic success. Additionally, Maricopa County works with the economic development teams from each of its 23 municipalities as well as the Maricopa County Economic Development Officer. All these partner agencies support business attraction, business relocation and business expansion. They engage in advocacy, distribute resources, and manage public incentives based on industry sectors or geographic locations. Many regional businesses work with the Business Services Team for workforce development needs. Hence, partnerships with these agencies are vital for a comprehensive workforce system. To become more active in economic development activities, the MCWDB has encouraged a partnership between Maricopa County’s economic development office and the Arizona Commerce Authority (ACA), the State’s leading economic development organization. The ACA grows and strengthens Arizona’s economy by recruiting out-of-state companies to expand their operations in Arizona; working with existing companies to grow their business in Arizona and beyond; and partnering with entrepreneurs and companies to invest in the region and create new jobs in targeted industries. The ACA is supervised by a public-private sector Board composed of Arizona leaders in business and policy; the Board is chaired by the governor of Arizona. The partnership with ACA is a natural fit for ARIZONA@WORK Maricopa County. It strengthens business expansion and relocation projects in Maricopa County and connects growing employers to the human capital they need. ACA’s business attraction and business retention 92 projects often require specific labor market information or custom resources, and ARIZONA@WORK Maricopa County remains committed to partnering to the fullest extent possible with the ACA’s economic development efforts in Maricopa County. The MCWDB will not only partner with the ACA, but also with local and regional economic development initiatives and policy development. This will include continuing to work closely with the Office of Economic Opportunity (OEO). OEO consolidates and improves Arizona’s analytic capacity with the goal of identifying the state’s economic advantages and deficiencies. OEO provides state leaders the data to drive down regulatory burdens, increase tax competitiveness and streamline the State’s workforce programs. The MCWDB will continue to collaborate with OEO on economic development initiatives and to rely on OEO’s data and analysis of local labor market conditions to develop an informed workforce and economic development strategy for Maricopa County. WIOA highlights sector partnerships as a key strategy for meeting the needs of employers, workers, and jobseekers, and the MCWDB intends to convene or participate in at least one sector partnership related to each of the region’s priority industry sectors. Arizona’s 2024-2027 WIOA State Plan identifies seven (7) priority sectors. Out of those seven sectors, Maricopa County has selected six targeted industry sectors. As shown below, the Maricopa County local area has an opportunity to closely align its efforts with the state and contribute to an effective system of sector partnerships in Arizona. Arizona And Maricopa County LWDA Priority Sectors Maricopa County Industry Sector Statewide Industry Sector Construction Health Care and Social Assistance Finance and Insurance Advanced Manufacturing/Semiconductor Transportation and Logistics Emerging Technologies iv. Strengthen linkages between the local ARIZONA@WORK system and Unemployment Insurance programs Unemployment insurance claimants can receive eligibility assessments and referrals to a wide variety of training and education resources through Wagner-Peyser Employment Services. The MCWDB intends to evaluate options for better communicating the availability and value of 93 ARIZONA@WORK services to UI claimants. Current concepts involve a new system of mass email to UI recipients and hiring companies and the inclusion of UI and TAA representatives in rapid response situations. The MCWDB will also support the state’s strategy to provide better linkages between ARIZONA@WORK Job Centers and unemployment insurance (UI) by continuing to implement the Reemployment Services and Eligibility Assessment (RESEA), which targets recently unemployed individuals. RESEA orientations are hosted by Employment Services staff and will continue to be jointly held with ARIZONA@WORK center staff to identify who might need other services. RESEA orientations provide information about the programs offered throughout the one-stop system (including the Dislocated Worker program) and instructions for registering in Arizona Job Connection (AJC). Employment services staff will begin following up with RESEA participants who do not enroll in a program to make sure that they have registered and entered their resume in AJC. Further assistance will include facilitation of filing UI claims and connecting to job placement services. v. Implement the following initiatives to support the strategies described above ARIZONA@WORK Maricopa County’s commitment to providing for the needs of employers and collaborating with regional economic development organizations will permeate the delivery of workforce development services. In particular, the MCWDB intends to task the Employer Connection Committee with formulating plans for supporting businesses and economic development organizations. One challenge associated with each of the programs profiled in this section is the communication of the availability and value propositions of the programs to the employers and individuals who could most benefit from them. The MCWDB has designated a Business Services Representative for each priority sector in this plan, and as the relationships between these BSR’s and the industries they serve deepen, it is expected that participation among key employers and organizations will improve. The board is also committed to supporting promising regional workforce initiatives that could benefit from these programs. 1. Incumbent worker training programs The purpose of Incumbent Worker Training is to provide workers and employers the opportunity to build and maintain a quality workforce. Incumbent Worker training can be used to: 1. Avoid employee layoffs 2. Increase the skill levels of employees so they can be promoted within the company and create backfill opportunities for the employers Training is designed to help the local employer’s workforce obtain the skills necessary to advance in a career, retain employment and/or prevent job loss. Section 134(d)(4) of the 94 Workforce Innovation and Opportunity Act (WIOA), states Incumbent Worker Training (IWT) must increase the competitiveness of the employee and/or employer. The Maricopa County Workforce Development Board (MCWDB) can approve up to 20 percent of the adult and dislocated worker funds to provide for the federal share of the cost of providing Incumbent Worker Training. Availability of Incumbent worker training programs is contingent upon funding. Employer Criteria When determining the employer’s eligibility for participating in Incumbent Working training, the following factors will be considered: 1. The characteristics of the participants in the program (e.g., individuals with barriers to employment); 2. The relationship to the occupational competitiveness of the employer and the employees; and 3. Other factors the MCWDB may use to determine employer eligibility may include the number of employees participating, wage and benefit levels (pre-and post), and existence of other training and advancement opportunities by the employer. Worker Criteria To qualify as an incumbent worker, the individual must: 1. Live in the State of Arizona 2. Meet the Fair Labor Standards Act for an employer-employee relationship 3. Be employed by the contract employer with an established work history for at least six months Note: When a cohort of incumbent workers is being evaluated, WIOA 20 CFR Section 680.780 states not every employee in the cohort must have an established employment history with the employer for six months or more as long as a majority of those employees being trained do meet the employment history requirement. If the incumbent worker is enrolled in WIOA Title IB Adult and Dislocated Worker program, eligibility standards will need to be met. If the incumbent worker is not currently enrolled in WIOA Title IB Adult and Dislocated Worker program, eligibility standards will not be required. However, this incumbent worker is considered a “reportable individual” according to policy 400.403, Data Integrity and the Customer Participation Cycle, Section III., Definitions. The definition of a reportable individual is listed in Section IV. DEFINITIONS of this policy. Training Criteria OJT applications will specify one or more of the following training criteria that creates benefit to the individual workers participating in training: • Layoff aversion 95 • Attainment of self-sufficiency as measured by 450% of the Lower Living Standard Income Level (LLSIL) • Individual job pathing via promotion pending successful completion of training • Increased wage pending successful completion of training • Number of employees participating in the training • Relationship to the competitiveness of the employer and the employees • If essential skills training that addresses abilities, traits, and behavior rather than formal technical knowledge training, is required, then the submitted application should demonstrate a programmatic approach that results in an increase in competitiveness of the employee Historically, Incumbent Worker Training programs have been under-utilized in Maricopa County. Realizing this, the MCWDB’s strategic plan includes investigation of training and education options which meet the needs of employers in the in-demand industry sectors. In addition, the MCWDB will explore the use of business intermediaries and other business services and strategies to communicate the availability and value proposition of IWT programs to regional employers. 2. Customized training programs The MCWDB remains committed to exploring all high-value models for service delivery, including customized training programs, a model in which training that is aligned to the demands of a particular employer is offered to jobseekers in exchange for a commitment from the employer to hire program completers and to fund a significant portion of the program costs. 3. Industry and sector strategies According to the United States Department of Labor’s Issue Brief Sector Strategies: Aligning the Skills of the Workforce with the Needs of Employers, Sector strategies are an employer-driven workforce development approach that directly aligns occupational skills training and other workforce development services with the needs of businesses.iii It identifies four primary features that define the approach: 1. Sector strategies target a particular industry or cluster of occupations with high demand for employees or projected growth 2. Key stakeholders—such as workforce and economic development agencies, education and training providers, employers, employer associations, and unions—partner to develop and execute sector strategies, typically under the leadership of an intermediary agency (such as an LWIB) that facilitates communication between the groups 3. Together, these partners comprehensively assess the human resource needs of regional businesses from the target sector and identify the specific challenges they face in recruiting and retaining a qualified workforce. Such assessments might identify, for example, that businesses from the target sector cannot find workers with requisite industry skills and experience, or that they need to utilize new technologies to compete with other businesses but cannot afford to train their employees accordingly 96 4. The partners design and execute customized, employer driven solutions to these challenges and ensure that the workforce has the specialized skills necessary to meet identified business needs The Four Features of Sector Strategies MCWBD strongly supports the concept of sector partnerships as a key tool for meeting the needs of employers, workers, and jobseekers. A sector partnership organizes multiple employers and key stakeholders in an industry cluster into a working group that collectively focuses on the common opportunities and challenges. Businesses are connected with workforce, education, and economic development partners. MCWDB will regularly review regional and statewide priority sectors to devise and implement sector strategies for the local area. Significant effort will also be spent to evaluate and revise a full range of programs and processes for individuals, including those with disabilities and other barriers, to gain access to and attain industry-recognized credentials and work experiences through the industry and sector strategies developed by ARIZONA@WORK Maricopa County. ARIZONA@WORK Maricopa County has actively pursued sector strategies on several fronts in recent years. This includes developing career pathways with the Smart Justice Program that is linking those involved in the criminal justice system to employment opportunities. Plus, staff use the occupational profiles created by the Arizona Office of Economic Opportunity to further identify skills and other criteria used in those careers. 97 As ARIZONA@WORK Maricopa County gains experience with sector strategies the MCWDB’s Employer Connection Committee continues to improve ways to coordinate with economic development entities in the local area to design effective and relevant sector strategies. 4. Utilization of effective business intermediaries The MCWDB intends for the services offered in the region to be as valuable as possible to individual job seekers, employers, and the regional economy. To this end, it is imperative that ARIZONA@WORK Maricopa County has working relationships with as many employers as possible. Utilizing effective business intermediaries allows ARIZONA@WORK Maricopa County to reach the largest possible number of employers and to gain the perspectives of organizations that serve as the voice of the business community in certain communities or for certain industry sectors. During these program years, ARIZONA@WORK Maricopa County will directly engage business intermediaries with the intent to identify opportunities for mutual benefit. Examples of these intermediaries include: • Arizona Chamber of Commerce and Industry • Arizona Commerce Authority • Arizona Hispanic Chamber of Commerce • Arizona Tech Council • Ahwatukee Foothills Chamber of Commerce • Black Chamber of Arizona • Buckeye Valley Chamber of Commerce • Carefree-Cave Creek Chamber • Cave Creek Arizona Chamber of Commerce • Chandler Chamber of Commerce • City of Avondale Economic Development Team • City of Buckeye Economic Development Team • City of Glendale Economic Development Team • City of Goodyear Economic Development Team • City of Mesa Economic Development Team • East Valley Hispanic Chamber of Commerce • East Valley Partnership • Fountain Hills Arizona Chamber of Commerce • Gilbert Chamber of Commerce • Glendale Chamber of Commerce • Greater Phoenix Chamber of Commerce • Greater Phoenix Equality Chamber of Commerce • Local First Arizona • Litchfield Park Chamber of Commerce • Maricopa County Economic Development • Maricopa County Library District 98 • Maricopa Community College District • Maricopa County Chamber of Commerce • Mesa Chamber of Commerce • Paradise Valley Arizona Chamber of Commerce • Phoenix Economic Development Department • Peoria Chamber of Commerce • Queen Creek Economic Development Department • SCORE-Business Solutions • Scottsdale Area Chamber of Commerce • Small Business Administration • Southwest Valley Chamber • State Office of Apprenticeship • Sun Lakes Arizona Chamber of Commerce • Surprise Chamber of Commerce • Surprise Economic Development Department • Tempe Chamber of Commerce • Tempe Community Council • Tempe Economic Development Department • WESTMARC • Wickenburg Chamber of Commerce • Wickenburg Economic Development Department The MCWDB is committed to increasing its reach into the employer community and deepening relationships there. The board remains aware of the immense value of developing relationships with the business community and integrating their perspectives on the talent-related issues facing today’s employers into the career readiness and skills training offered by ARIZONA@WORK Maricopa County. ARIZONA@WORK Maricopa County proactively identifies, leverages, and convenes key players in in-demand industry sectors through events and meetings and fosters other channels of communication. The Business Services Team works either directly or through business intermediaries to establish and maintain ongoing relationships with employers within these sectors. In addition, the diverse membership of the MCWDB provides direct access to local employers and organizations. ARIZONA@WORK Maricopa County intends to deploy a number of strategies to support a healthy workforce system and a pipeline of appropriately skilled talent to support regional employers and the regional economy: • Engage in extensive and regular labor market analysis and employer outreach to inventory and understand sector/employer pain points • Support initiatives, programs and projects that maximize employment opportunities and business growth in sectors • Identify career pathways that connect education and training to job seekers and special populations • Facilitate improved sharing of employer-related information, performance indicators, and outcomes between local partners 99 • Utilize new methods to increase the talent pool from hosting targeted talent events based on population or employer needs to hosting virtual recruitments and supporting industry accelerator events • Establish quality standards and requirements for the participation of job fairs to ensure event quality is maintained To further develop capabilities to engage employers, during the next two years, the MCWDB and its workgroups will develop and implement strategies that better facilitate the engagement of businesses, including small businesses. Newly identified employer needs often indicate an opportunity for the adult education system to bring value via Integrated Employment and Training (IET) and training programs. When these needs are uncovered by the Business Services Team, appropriate referrals are made. 5. On-the-job training programs On-the-Job Training (OJT) carries a significant value proposition for the low-income adults, dislocated workers, and youth who are most in need and face the most barriers to employment. During the training period, the trainee worker is engaged in productive, paid work that develops the knowledge and/or skills essential to the full and adequate performance of the job and leading to unsubsidized employment. OJT may be provided by an employer in the public, private or non-profit sectors. To offset the cost of the training, the employer can be reimbursed up to 75% of wages. Of the 129 in-demand occupations identified in this plan, • 86 occupations, (67%) did not require a college degree • 34 occupations (26%) require either an associate degree or bachelor’s degree • 7% require a master’s degree or higher There are high-value, in-demand careers and career pathways that do not necessarily require advanced levels of formal postsecondary education; however, it is generally accepted that jobs in the 21st Century workplace are more technologically advanced and require more technical skill than those from any other period of our history. That speaks to the importance of OJT. Employers often require some form of OJT, especially for new employees, and the WIOA version of this concept seeks to support the concept and make the model more widely available, especially for workers who will benefit from targeted skills development, but cannot afford not to work. OJT serves low-income adults, dislocated workers, and youth who are most in need and face barriers to employment. Additionally, WIOA expands on the education and training options that are available to job seekers and businesses, with the goal of increasing access to better careers and professional advancement. These programs also help disadvantaged & unemployed adults, as well as eligible youth, earn wages while learning through support services and effective employment-based activities. Work-based learning activities involve building worker skills and establishing pathways to higher wages and career opportunities. Work-based learning 100 strategies emphasize business engagement, incorporate training objectives while job-seeking participants are working, and lead to unsubsidized employment. A key advantage of work-based learning is that job seekers and participants can “earn while they learn” and achieve improved employment and earnings outcomes. In addition to the advantages for job seekers, work-based learning opportunities provide businesses with occasions to help develop and retain a skilled workforce utilizing WIOA resources. ARIZONA@WORK Maricopa County’s OJT program policies are mostly informed by the United States Department of Labor’s TEGL 19-16, “Guidance on Services provided through the Adult and Dislocated Worker Programs under the Workforce Innovation and Opportunity Act (WIOA) and the Wagner-Peyser Act Employment Service (ES), as amended by title III of WIOA, and for Implementation of the WIOA Final Rules.“ Availability of On-the Job Training programs is contingent upon funding. Eligibility for OJT Participant An individual’s need and his/her ability to benefit from WIOA funds must be established, and the participant must have the skills and qualifications to successfully complete the training program. An individual’s need for training will be determined through an assessment. Participants with marketable skills within an in-demand occupation shall not be deemed eligible for WIOA funded training. Eligibility for Employer OJT is provided under an agreement with an employer in the public, private non-profit, or private sector. Prior to entering into an OJT agreement, a pre-screening should be conducted to ensure that the employer meets the minimum standards and can provide both training and employment to an OJT participant. If additional training is needed, the Service Provider should ensure that a third-party training provider is included in the agreement. The employer checklist must include, at a minimum that: • The business has not exhibited a pattern of failing to provide OJT participants with continued employment • The business verifies WIOA funds will not be used to relocate operations in whole or in part • The business has operated at its current location for at least 120 days. If less than 120 days and the business relocated from another area in the U.S and individual(s)/employees were not laid off at the previous location as a result of the relocation • The business is not utilizing OJT participants to fill job openings as a result of a labor dispute 101 • OJT funds will not be used to directly or indirectly assist, promote, or deter union organizing • The OJT will not result in the full or partial displacement of employed workers • Participant wages shall be at the same rate, including periodic increases, as other participants or employees who are similarly situated in comparable occupations with the same employer, and who have equivalent training, experience, and skills • Participants must be provided benefits (e.g., workers’ compensation, health insurance, unemployment insurance, retirement benefits) or working conditions at the same level and to the same extent as other participants or employees working a similar length of time and doing the same type of work • The employer will comply with the non-discrimination and equal opportunity provisions of WIOA law and regulations 6. Registered apprenticeships A registered apprenticeship allows apprentices to earn a salary as they learn. An apprentice starts working from day one and earns incremental wage increases as he or she becomes more proficient in the profession. Apprenticeship is an industry-driven, high-quality career pathway where employers can develop and prepare their future workforce, and individuals can obtain paid work experience, classroom instruction, and a portable, nationally recognized credential. Elements of a Registered Apprenticeship program include: • Paid Job: Apprentices are paid employees who produce high-quality work while they learn skills that enhance their employers' needs. • On-the-Job Learning: Develops skilled workers through structured learning in a work setting. • Classroom Learning: Improves job-related skills through education in a classroom setting (virtual or in-person). • Mentorship: Provides apprentices with the support of a skilled worker to assist and enhance critical hands-on learning. • Credentials: Offers a portable, nationally recognized credential to be issued at the completion of the program. Occupations within many industries offer apprenticeships, including healthcare, construction, information technology, cyber security, advanced manufacturing, and business services. Apprenticeships are hard work and enrollment is competitive. Some apprenticeships can last from one to six years, but most last three to four years. 102 In close coordination with the State Apprenticeship Office, Maricopa County connects with newly approved registered apprenticeships in our service area to make sure they're aware of available support. ARIZONA@WORK Maricopa County hosts employer-focused accelerator events to communicate the benefits of registered apprenticeships and connect industry to education providers. ARIZONA@WORK Maricopa County also connects pre-apprenticeship programs with Registered Apprenticeships to foster a seamless transition for participants and create additional pathways for youth to learn about apprenticeships. A designated apprenticeship team provides apprenticeship services to the community, including employers and jobseekers. Registered Apprenticeship Programs Available in Maricopa County Occupation Program Industry Phoenix Electrical Electrician Joint Training Construction Committee (PEJTC) Independent Electrical Electrician Construction Contractors (IEC) Wilson Electric Electrician Construction Services Corp Arizona Building Electrician Construction Alliance (ABA) Western Electrical Electrician Contractors Construction Association Heavy Equipment Mechanic Rummel Construction Construction Sheet Metal Arizona Sheet Metal Construction HVAC Apprentice Now Construction Carpentry Okland Construction Construction Medical Assistant UnitedHealth Group Healthcare Arizona State Community Health Worker Healthcare University Data Analyst Application Developer Open Classrooms Information Technology Digital Marketer Cybersecurity Analyst DP Electric DP University Construction CNC Operator FM Industries Manufacturing 103 CNC Operator/Programmer Machinist Electrician Canyon State Electric Construction Building Maintenance and Repair National Mechanical Construction Structural Steel/Iron Worker Welding Institute Comparion Insurance General Insurance Associate Finance & Insurance Agency University of Behavioral Health Technician Healthcare Jamestown Aircraft Mechanic JetMX Transportation 7. Work experience programs ARIZONA@WORK Maricopa County intends to expand its use of Work Experience (WEX) programs. This highly effective model is a planned, structured learning experience that takes place in a work environment for a limited period of time. Work experience may be paid or unpaid, as appropriate. A WEX may take place in the private for-profit sector, the non-profit sector, or the public sector. A Work Experience (WEX) can include: • Internships not limited to summers months • Internships during summer months (youth only) • Pre-Apprenticeship programs • Job shadows • On-the-Job training opportunities While entry-level work experience has universal value as an introduction to the world of work and to the general expectations of employers, ARIZONA@WORK Maricopa County’s use of the WEX program should be related to the participant’s long-term employment goal. The assessment process and development of an Individual Employment Plan (IEP) or Individual Service Strategy (ISS) will help to identify appropriate opportunities for each participant. The assessment process may identify concerns or issues that should be addressed prior to or concurrently with a work experience. Such situations may include completing a High School Equivalency Diploma, attending work-readiness workshops, or completing preliminary skills- building programs. Appropriate referrals should be made if issues are identified that indicate the customer would benefit from other services. Employers provide supervision and training to the participant as outlined in the Work-Based Training Plan Agreement. For WIOA Youth participants, it is encouraged to identify a worksite mentor the participant can meet with on a structured basis with questions or concerns. The 104 mentor should be someone comfortable offering guidance, support and encouragement to develop the competence and character of the participant. Labor standards apply in any Work Experience with an employee/employer relationship, as defined by the Fair Labor Standards Act and Arizona law. 8. Other business services and strategies designed to meet the needs of regional employers Customized Recruiting and Screening Services A broad range of custom services are offered to Maricopa County employers through ARIZONA@WORK Maricopa County: • Advertise Job Openings: Provide employers with the opportunity to post employment opportunities throughout the workforce system. ARIZONA@WORK Maricopa County Job Center staff must post job orders through the Arizona Job Connection (AJC) job order portal. • Provide Access to Space: Provide or secure space for businesses to interview candidates, hold recruiting events, conduct informational meetings, etc. • Customized Recruitments: Provide employers with an in-person opportunity to inform job seekers (screened and/or unscreened) about available job openings within their organization. • Customized Screening of Applicants: Thoroughly screen job seekers (based on employer skill requirements) and prepare them for interviews, saving businesses time and increasing the likelihood that business will return for more candidates in the future. • Conduct Job Fairs: Offer multiple employers the opportunity to meet WIOA enrolled and non-enrolled job seekers. c. Explain what the role of the LWDB in the Eligible Training Provider (ETP) program approval process The Maricopa County Workforce Development Board (MCWDB) establishes the criteria and performance requirements, aligned with those established by the Governor, on a biannual basis to determine the eligibility of providers for training services and to receive funding from the Workforce Innovation and Opportunity Act. Programs are reviewed and approved within 30 days of application after ensuring compliance with the requirements of WIOA, State, and Maricopa County policies. Training services are provided in a manner that maximizes consumer choice. The MCWDB established target industries and in-demand occupations, and funding priority is given to those services that lead to recognized postsecondary credentials aligned with those in-demand industry sectors and occupations in the local workforce development area. 105 The MCWDB makes available the list of eligible providers of training services authorized by the State of Arizona, the Eligible Training Provider List (ETPL) and in accordance with WIOA section 122(d). The list of Eligible Training Providers can be found on the Arizona Job Connection website () to ensure consumers have complete access to provider profiles before selection. Per the Arizona Department of Economic Security, the following performance standards have been identified for training programs to continue to be included on the ETPL: • The completion rate must be equal to or greater than 50 percent • The employment rate during the second quarter after exit must be equal to or great than 50 percent • The employment rate during the fourth quarter after exit must be equal to 65 percent • Median earnings for WIOA students employed during the 2nd quarter after exit – equal to or greater than the LWDA’s 70 percent for a family of one. • The credential rate must be equal to or greater to 50 percent (if applicable) • Maricopa County ETPL Policy The MCWDB is committed to the approval of funding of training programs and services that align with the demands of regional employers and believes that only by requiring a training program to be rigorous and relevant will the participant develop validated skills that lead to high- quality employment. The strategies established by the MCWDB around outreach to the business community, including sector strategies and the activities of the Business Services Team, are all aligned to the concept of identifying employer needs and leveraging that understanding to make training programs in the area more deeply aligned to the skills profiles required for success in Maricopa County’s 21st Century workforce. The MCWDB will continue to engage in sector strategies, employer outreach and labor market research to understand the needs of the community. ARIZONA@WORK Maricopa County has identified a number of strategies for increasing the scope and scale of the ETPL. The MCWDB remains focused on outreach to providers and leveraging business intelligence to improve options in the ETPL: • Recruit ETPL providers by establishing standards of quality for local or regional training providers • Establish standard practices to engage active ETPL providers • Develop methods to increase awareness of the ETPL to participants and partners • Educate participants on High Impact Training (HIT) programs available on the ETPL • Commit to expanding in-demand apprenticeship and training options for participants annually • Ensure best practices are followed for building partnerships with training providers that offer quality programming for participants 106 d. Examine how the LWDB will coordinate local workforce investment activities with regional economic development activities that are carried out in the LWDA, and how the LWDB will promote entrepreneurial skills training and microenterprise services The MCWDB serves as a strategic convener to promote and broker effective relationships between the County and economic, education, and workforce partners. Economic development, education and workforce development are each an important component when working towards community and economic growth. To stay abreast of and participate in economic development initiatives, the MCWDB and ARIZONA@WORK Maricopa County work with a number of economic development organizations and other entities focused on the economic success of the region, including: • Arizona Commerce Authority • Arizona Association for Economic Developers • Greater Phoenix Economic Council • WESTMARC • East Valley Partnership • Maricopa County Community College District Economic Development/Workforce Development Team Additionally, Maricopa County works with the economic development teams from each of its 23 municipalities. All these partner agencies support business attraction, business relocation and business expansion. They engage in advocacy, distribute resources, and manage public incentives based on industry sectors or geographic locations. Maricopa County does not have a dedicated economic development department, so many regional businesses work with the BST for workforce and economic development needs. Hence, partnerships with these agencies are vital for a comprehensive workforce system. Maricopa County also offers an Introduction to Entrepreneurship workshop to provide information on entrepreneurship and planning for a healthy business in both the West and East Valley locations. The workshop gives participants an understanding of what to consider when starting a business. Some of the topics covered include an assessment if owning a business is a good fit for the individual, how to plan for a business, market research, developing a business plan, start-up expenses, funding, understanding and selecting the proper organizational type, time management, record keeping, and risk management. e. Describe how the LWDB will evaluate if the ARIZONA@WORK Job Centers in the LWDA need to be open beyond normal business hours to provide services to meet the workforce need 107 The MCWDB understands the shifting demands of the importance of serving individuals in a manner that responds to their needs. MCWDB’s One-Stop Operator continues to evaluate the potential need for American Job Centers to remain physically open after normal business hours. Demand for extended service hours will be evaluated by the local board on the basis of customer demand. In January 2024, ARIZONA@WORK Maricopa County launched a 4/10 schedule to support staff retention and staffing flexibility at the West Valley Career Center. Due to the updated staffing model, hours in the West Valley Career Center were extended to 8am-7pm on Monday-Thursday. In July of 2024, the same hours and staff scheduled were extended to the East Valley Career Center. Factors that will be considered in the evaluation include the number of individuals within a 5-10 mile radius of job centers who are underemployed or enrolled in school. The One-Stop Operator will also collect data from partners in the job center on customer requests for extended Job Center hours, include questions regarding customers’ ability to access the Job Centers during normal business hours on customer satisfaction surveys, and will conduct studies at each Job Center to assess walk-in traffic by time of day. Of immense (and growing) value to individual job seekers is the virtual platform of services accessible to job seekers 24 hours per day. Job center staff are mindful of the opportunity to continue to make training and information available to job seekers virtually. The MCWDB will evaluate Job Center hours on an annual basis and adjust as needed to best meet customer needs. f. Provide copies (electronic version including links) of executed cooperative agreements (MOU) which define how all local service providers, including additional providers, will carry out the requirements for integration of and access to the entire set of services available in the local one-stop delivery system. MOU/IFA: https://arizonaatwork.com/sites/default/files/2026- 06/MCWDB%20MOU.IFA%207.01.26.pdf Current cooperative agreements with local service providers can be found at https://arizonaatwork.com/locations/maricopa-county/local-board/policies-and-reports g. A description and assessment of the type and availability of adult and dislocated worker employment and training activities carried out in the LWDA WIOA eligible adult and dislocated worker participants are assessed by members of the workforce development team and services strategies are incorporated to assist with individualized vocational goals. A portion of Maricopa County’s service strategies for individualized services include occupational skills training. 108 Occupational skills training is defined as an organized program of study that provides specific vocational skills that lead to proficiency in performing actual tasks and technical functions required by certain occupational fields at entry, intermediate or advanced levels. Maricopa County prioritizes occupational skills training programs that lead to postsecondary credentials that align with in-demand industry sectors for occupations within the County. Maricopa County has an established priority of service system which structurally assists with identifying participants who are most in need to receive this service. Maricopa County also has a robust partnership with multiple apprenticeship programs within our workforce system. These programs are also directly in line with targeted in-demand industries and produce industry recognized credentials to those who participate. All occupational skills training and apprenticeship programs must be present on the eligible training provider list to be considered for funding on behalf of a participant. Original curriculum and presentation for workforce development workshops are facilitated at the two comprehensive centers, nine partnership sites and in the community. Workshops and labs are open to ages 14 and up. Available workshops and assessments include, but are not limited to: • Artificial Intelligence Overview: learn how AI can assist with work or job search • AJC & Client Portal Application Lab: assistance with creating an azjobconnection.gov account or completing a client portal application • Basic Computer Skills: learn, apply, and practice basic computer skills like searching the internet, utilizing Word documents, and email • CPR and First Aid: training in CPR/AED (infant/ child/ adult) and First Aid • Financial Empowerment: tips and resources on how to manage their money • Job Search Assistance: gain confidence and guidance for a successful job search • Job Interview Practice: learn how to improve your interview skills and practice 1:1 for a job interview • Introduction to Entrepreneurship: an overview of entrepreneurship and business ownership • Office Skills Assessment: Typing Test (speed and accuracy), 10-key and Data Entry, Microsoft Office Applications including Windows 10, Word, Excel, PowerPoint, Outlook, Customer Service, Clerical, Financial, and Professional Assessments • Resume Writing: learn how to format and write a basic resume or cover letter • Resume Lab: write your resume with the assistance of a workforce staff person • Senior Cyber Safety and Basic Computer Skills: an informative workshop focused on scam and fraud prevention • Virtual or In Person Orientation: an introduction to services provided by ARIZONA@WORK Maricopa County • Youth Assessments: Youth participants complete assessments that measure their math and reading levels 109 • Youth Leadership Development: introduction to the Leadership Development Model covering topics of Self Determination, Responsibility, Positive Social Behavior, and Employability • Occupational Skills Training Modules: An in-depth look at the career associated with the in-demand industries of Maricopa County The ONET interest profiler at My Next Move is proctored at all locations and provides streamlined career search and discovery, including an interest assessment. The Office Proficiency Assessment and Certification (OPAC) is additionally offered, free of charge. Workshops and assessments are facilitated and proctored by both Trainers and Workforce Development. Several of the workshops (i.e., financial empowerment, basic computer skills, and resume writing) are facilitated in Spanish as well as English. The Maricopa County Workforce Development Division will advance a client-centered approach to career planning by expanding the tools, guidance, and structured decision-making supports available to job seekers. Maricopa County Workforce Development Division will ensure every individual has the resources, data, and coaching needed to make informed, intentional training choices that lead to high-quality employment outcomes. To reinforce this commitment, the Division will enhance its training provider selection process by integrating standardized research expectations and comparative evaluation tools. Job seekers will continue to engage in a structured, side-by-side analysis of eligible training providers to promote thoughtful, data-driven decisions rather than impulsive selections. As part of Maricopa County Workforce Development Division’s long-term strategy, the Division will prepare for full integration of the Arizona Office of Economic Opportunity’s High-Value Industry and Training (HIT) Dashboard into the required research process. It is recognized for its potential to become a cornerstone resource for evaluating provider performance and labor-market alignment. The service provider has been educated on the HIT dashboard and uses the dashboard to educate participants on programs containing HIT data. This forward-looking approach positions the Workforce Development Board to leverage emerging data tools, strengthen accountability, and ensure job seekers are empowered to choose training pathways that lead to sustainable, high-quality careers. h. Provide the LWDB’s definition for the following terms for the WIOA Title I-B Dislocated Worker Program definition of Dislocated Worker in WIOA 3(15): The Dislocated Worker (DW) program provides services to individuals who have been terminated, laid off, or have received notice of termination or layoff, from employment, generally, due to employer downsizing or plant closures. Self- employed individuals who are unemployed due to economic conditions as well as displaced homemakers may also receive DW program services. 110 The Dislocated Worker program is designed to help workers get back to work as quickly as possible and overcome barriers to employment. When individuals become dislocated workers as a result of job loss, mass layoffs, global trade dynamics, or transitions in economic sectors, the Dislocated Worker program provides services to assist them in re-entering the workforce. Terms related to the DW program are defined in ensuing sections. i. General Announcement; The MCWDB defines a General Announcement as any announcement made by a company of impending closure and/or layoffs. This is either a WARN notice, or an announcement that is made directly to employees via mail, e-mail, or verbal conversation, or an announcement published in media outlets. ii. Unlikely to return to previous occupation or industry The MCWDB defines an individual as “unlikely to return to previous occupation or industry” when: • Market information for the occupation shows a zero or negative growth rate • The local Chamber of Commerce, Economic Development representative, or other credible sources of regional economic information confirm the occupation or industry has shown a significant employment decline in the local labor market area • Employment Service confirms that, in the previous sixty days, there was a notable scarcity of job orders for that occupation • A plant closure or substantial layoff within the labor market area in the same industry or occupation has occurred in the last six months from the date of plant closure or substantial layoff • The individual has been actively seeking but are unable to find employment in a previous industry or occupation for a period of 90 days or more from employment separation • Does not have the education and/or the necessary skills or can no longer meet the minimum requirements for reentry into the former industry or occupation, as documented through the assessment of the customer's educational achievement levels, testing, or other suitable means • Has a physical limitation or an injury which limits the individual's ability to perform the job from which they were dislocated or other problems which would preclude reentry into the former industry iii. Unemployed as a result of general economic conditions in the LWDA, or as result of a natural disaster. 111 The MCWDB defines an individual as “unemployed as a result of general economic conditions in the local area” when: An individual became unemployed during a period in which there is a marked increase in the unemployment rate over the prior quarter or the local economy has sustained unemployment or poverty rates that are above state or national averages Additionally, the MCWDB defines an individual as “unemployed as result of a natural disaster” when: An individual became unemployed because of a natural disaster that occurred in the region including a wildfire or a public health or safety emergency that has led to business closures. Note: a description and assessment of adult and dislocated worker employment and training activities carried out in the local area Under WOIA Title I, “adults” are individuals aged 18 and over. “Dislocated workers” include those who have been laid off or have received notice of termination from employment, are self- employed but unemployed due to general economic conditions, are the spouse of a member of the Armed Forces on active duty who is unemployed due to relocation for permanent duty reassignment or are displaced homemakers. ARIZONA@WORK Maricopa County provides a spectrum of services to adults and dislocated workers, including: • Resume posting on the state job database • Career guidance and assessments • Job matching • Custom training, education and skills development • Hiring events that connect jobseekers with employers • Specialized services for veterans, disabled job seekers, and others • Referrals to social services as needed i. A description of how the LWDB will coordinate workforce investment activities carried out in the LWDA with state-wide rapid response activities, including layoff aversion activities WIOA requires states to implement statewide rapid response activities to assist employers and impacted workers as quickly as possible following the announcement of a permanent closure, mass layoff, or natural or other disaster resulting in a mass job dislocation. Primarily, two major events trigger initial rapid response activity by the state’s Rapid Response Unit: • The filing of a Worker Adjustment and Retraining Notification Act (WARN) notice • The filing of a Trade Adjustment Assistance (TAA) petition authorized under the Trade Adjustment Assistance Act 112 Rapid response may also be triggered when an employer voluntarily notifies the State Rapid Response Unit (SRRU) or local partners of an impending event or the state Rapid Response Unit becomes aware of an event through public notices or other sources. The SSRU coordinates (as appropriate) and supports the rapid response activities provided locally by local workforce development boards (LWDBs). The SRRU is the focal point in assisting local rapid response teams, local government officials, employers and workers by providing resources such as funding, technical assistance, and labor market information. The MCWDB Rapid Response (MCRR) Program is the cooperative effort of ARIZONA@WORK Maricopa County staff, and other partner programs. MCRR provides assistance and services to workers affected by layoffs, plant closures, or natural or other disasters resulting in a mass job dislocation. The intent of MCRR activities is to assist businesses in transition and aid affected workers in transitioning to new employment opportunities as quickly as possible. Rapid Response (RR) activities are time sensitive and critical, for employees, employers, and the economy. With varied notification processes and multiple partners involved, there is potential for inconsistent and overlapping layoff assistance service delivery in the region. Thus, ARIZONA@WORK Maricopa County encourages local employers to provide early notification to, at a minimum, ensure a timely response to workers affected and, at best, minimize or avoid worker dislocations. Maricopa County has formalized its Rapid Response Program Coordinator position. This position will take lead in working with the State to respond to WARN notices received by companies. This position will play a key role in the coordination of County and State services available to impacted employees. Both, ARIZONA@WORK Maricopa County and the State of Arizona will proactively monitor all notification channels, including increases in Unemployment Insurance (UI) claims, media attention to specific employers or industries, and feedback from employer representatives and business intermediaries. To be more coordinated and efficient at the local level, over these program years, ARIZONA@WORK Maricopa County will employ a broad set of strategies, including: • Work with the ARIZONA@WORK: City of Phoenix to perform RR events ensuring both agencies are informed with RR notifications, and can jointly establish a 48-hour response time • Lead RR sessions in which the State provides the UI and benefits presentations, and invite other partners, as applicable, to take part in the process • Utilize a standardized format for RR sessions throughout the region, which will include a checklist for procedures, prioritization of larger entities, and will request job 113 descriptions and updated resumes for those workers experiencing a layoff or termination • Tailor RR sessions to the workers affected with potential employers hiring in the same field invited to potentially mitigate the affected workers’ time unemployed • Virtual Rapid Response events are another tool to meet employers and workers where they are, to deliver important resources and support. Although in-person services are preferred, Virtual Events will be an ongoing option going forward and used when appropriate. Coordination with State Efforts In particular, the leadership of the state is necessary when a rapid response situation applies to an employer with multiple establishments that include locations both within and without Maricopa County. ARIZONA@WORK Maricopa County will actively contribute to rapid response efforts led by the Arizona Department of Economic Security, making every effort to provide any requested support that falls within the obligations of the county. In March 2024, Maricopa County received a WARN Notice from American Airlines indicating they were laying off 335 remote staff ranging from Customer Service Representatives to Managers. As all workers were remote, there was no worksite to physically deliver Rapid Response services to the affected workers. Therefore, the Maricopa County Rapid Response Coordinator collaborated with the State Rapid Response Coordinator to develop the first ever Virtual Rapid Response event. Maricopa County led the initiative and developed a two-day Virtual Rapid Response event. Maricopa County provided a trainer to deliver information on registering for Arizona Job Connection, resume and interview skills workshops, and state employees provided information on unemployment insurance and the Trade Adjustment Assistance program. 207 people attended the event, and 91 completed a survey resulting in a satisfaction rating of 4.73 out of 5. The agenda was shared in advance so that participants could easily move in and out of the virtual event to get the information they needed. j. A description and assessment of the type and availability of youth workforce investment activities in the LWDA The Maricopa County Workforce Development Board (MCWDB) has committed to the design and delivery of programs that address the needs of youth. ARIZONA@WORK Maricopa County centers its program services to both out-of-school and in-school youth around the 14 Required Elements for Youth Programs specified by WIOA. Contracted service providers deliver services to youth, including youth with disabilities. Service emphasis is family-centered, for the purpose of facilitating an integrated approach to learning and service that supports each family. 114 The challenges faced with this population include a relatively high rate of disconnected youth, or opportunity youth (OY), those who are 16-24 years of age, do not go to school, do not work and are not looking for work. Youth disconnection hinders the economic opportunity and growth of youth, families, communities, and the regional economy. Opportunity Youth are more likely to be involved in criminal activity, experience chronic homelessness, and face social and labor exclusion. Other challenges faced by youth in Maricopa County include an historically high unemployment rate among those 16-19 years old.iv ARIZONA@WORK Maricopa County provides a broad spectrum of youth services, partnering with several highly effective partners to deliver the 14 elements of youth workforce services to Maricopa County: Youth Services Providers Maricopa Melabiz County Element Lifeology Community Workforce Empowering AZ Hub Development Division Tutoring, study skills training, instruction, X X dropout prevention and recovery Alternative secondary school services, or X dropout recovery services Paid and unpaid work X X experiences Occupational X skills training Education offered concurrently with workforce X activities for a specific 115 occupation Leadership development, to include community X service and peer-centered activities Supportive X X X services Adult mentoring for not less than X 12 months Follow-up services X Comprehensive guidance and counseling, including drug X and alcohol counseling and referral Financial literacy X education Entrepreneurial X skills training Labor market and employment information about in- X demand industry sectors or occupations Activities to help youth prepare for post-secondary X education and training 116 i. Description of activities for youth who are individuals with disabilities, which must include an identification of successful models of such activities ARIZONA@WORK Maricopa County Job Centers provide services to youth aged 14-24. Youth served must meet program eligibility criteria. If youth face serious barriers to employment, they are defined as at risk based upon assessment of skill needs, barriers, and/or referrals from the Juvenile Justice Court System, youth services program providers, and/or local education agencies. ARIZONA@WORK Maricopa County has developed an internal team to provide recruitment, enrollment, and case management for youth. Identified specialized services (i.e., work experiences, counseling, tutoring, etc.) are subcontracted to external vendors. A list of the services and providers was presented in the preceding section. Vendors can apply to provide one or multiple work elements, opening the competition up to a more diverse group, including small organizations that may have an expert niche. A Case Manager is assigned to work with youth with disabilities. The criteria for the selection of youth services providers are rigorous. Where applicable, responses to the RFP must include effective and innovative program designs that meet the educational and employment needs of the community’s eligible youth. Providers must have a demonstrated record of success in providing services to youth. The programs and services must be accessible to all eligible participants. The provider must demonstrate an ability to provide services within Maricopa County. To improve access to services and depending on the needs of the participant, respondents must allow for services to be provided at either their facility, virtually or a facility provided by Maricopa County. Service Providers are responsible for the following elements, which have particular significance in service of youth with disabilities: • Delivery of Program Service Elements • Reporting Requirements • Internal Monitoring • Comply with Americans with Disabilities Act (ADA) Regulations • Contractors must be licensed to conduct business in Arizona • Contractors must adhere to Child Labor Laws • Contractors must provide services in a safe environment 117 • Services will be tailored to the needs of the participant, as indicated by assessments, report cards, and skills deficiencies identified through the development of the youth’s Individualized Service Strategy. • Contractors will confirm the appropriateness of the referral and service level needs A Proposal Evaluation Committee, chaired by the Procurement Officer, evaluates each Youth Services proposal. Proposals are evaluated on the following criteria, which are listed descending order of importance. • Experience/Expertise of Key Personnel • Service Delivery Methodology • Performance Outcomes & Results • Experience/Expertise of Company • Price/Cost The program is managed by the Youth Program Supervisor. Staff members have clearly defined roles and functions for delivering services, including: PROGRAM SERVICE REPRESENTATIVES: responsible for greeting customers at One-Stop Centers and introducing customers to services. Further, the Program Service Representatives (PSR) assist with customer sign-in, registration and enrollment data entry, as well as assist customers in the resource lab. PSRs will facilitate pre-screening appointments and coordinate all required assessments related to eligibility. PSRs will coordinate and schedule eligibility appointments with Career Advisors. PSRs will facilitate outreach and coordinate community based/HSD referrals for participants. PSRs facilitate follow up and retention services while maintaining accurate program data specific to the youth population. YOUTH CAREER ADVISORS: perform career development activities in a case management relationship for youth enrolled in WIOA activities. Career Advisors perform outreach and recruitment activities; provide program information; assess participant’s interests, skills and academic levels; determine eligibility; enter enrollments; provide ongoing case management services; coordinate service referrals; monitor participant progress; update case notes and services; collect credentials, and provide links to community-based service providers. BUSINESS SERVICE REPRESENTATIVES: perform employer outreach to develop job leads for participants, ages 14-24. Additionally, they coordinate Youth Services job fairs; promote Youth Services at partner job fairs; cultivate relationships with employers to develop short-term, subsidized Work Experience opportunities as well as opportunities for long-term, unsubsidized employment. Successful Models Innovative models for increasing the value of ARIZONA@WORK Maricopa County services to youth with disabilities have included a series of presentations by ARIZONA@WORK resources to 118 high school students and faculty, as well as community-based foster care programing, in order to connect the youth with disabilities to postsecondary support services. The model of assessment>evaluation>referral to vocational rehabilitation services is providing value to this population as well. Co-case management of these customers eliminates duplication of services and enables a more holistic approach to improving employability outcomes. ii. Design framework for youth programs and how the 14 program elements required in 20 CFR 681.460 are to be made available within that framework ARIZONA@WORK Maricopa County has a designated youth hub located in Tempe to provide better access to services. The following 14 elements are available to youth program participants. Maricopa County Youth Career Advisors will engage with youth participants and establish an individualized service strategy to identify both short- and long-term goals. Career Advisors and participants will engage in interactive career pathing collaboration and initiate services based off needs of the participant. Program Elements: 1. Tutoring study skills training, Instruction, Dropout Prevention Services - For element 1 Career Advisors currently submit referrals to external vendors to assist with these services. Career Advisors maintain consistent communication with participants and vendors to monitor progress throughout programming. 2. Alternative secondary school services or recovery services - For Element 2, Maricopa County Career Advisors currently submit referrals to external vendors to assist with these services. Career Advisors maintain consistent communication with participants and vendors to monitor progress throughout programming. Maricopa County is currently moving through an RFP process to establish providers for this element. 3. Work Experiences - Following the individualized service strategy process, Career Advisor will engage with youth participants and determine based off need that element 3 is appropriate. Career Advisors will facilitate conversations regarding future career goals and align WEX opportunities to help meet those future goals. Career Advisors currently submit referrals to external vendors to assist with these services. Career Advisors maintain consistent communication with participants and vendors to monitor progress throughout programming. 4. Occupational Skills Training - Through established ISS and career pathing conversations, Career Advisor and participants identify OST opportunities that will meet the educational and employment goal. OST requirements, such as Occupational Research are facilitated by participant prior to authorization. Upon successful completion of requirements, Career Advisors will refer participant to identified training program of choice. 119 5. Education Offered Concurrently with Workforce Preparation and Training for a Specific Occupation - Services needed related to Element 5 are identified through engagement with participants and then referred out to Title 2 partners for connections to those opportunities. 6. Leadership Development Opportunities - Maricopa County training team has established an internal curriculum to be delivered during group centered workshops. The curriculum is also delivered through Career Advisors individually if workshops schedules do not meet needs of the participant. 7. Supportive Services - Career Advisor will engage with youth participants and establish an individualized service strategy to identify both short- and long-term goals. Career Advisor and participant will engage in career pathing collaboration and initiate support services based off needs of the participant. 8. Adult Mentoring - Career Advisor will engage with youth participants and establish an individualized service strategy to identify both short- and long-term goals. Career Advisor and participant will engage in career pathing collaboration and initiate services based off needs of the participant. Career Advisors will facilitate this element with their participants. 9. Follow-Up Services - Follow-up Services are facilitated in-house. Maricopa County team members will facilitate the necessary outreach for this population and follow up on action steps needed if identified by the participant. Career Advisors who were previously associated with the participant will facilitate follow through on services needed. 10. Comprehensive Guidance and Counseling - Career Advisor will engage with youth participants and establish an individualized service strategy to identify both short- and long-term goals. Career Advisor and participant will engage in career pathing collaboration and initiate services based off needs of the participant. Participants in need of services covered under Element 10, are referred to external vendors for facilitation. 11. Financial Literacy Activities - Maricopa County training team has established an internal curriculum to be delivered during group centered workshops. This full days’ worth of curriculum which is offered in both English and Spanish. Financial literacy is also part of a service strategy that Career Advisors can facilitate one on one with their participants. 12. Entrepreneurial Skills Training - Maricopa County training team has established an internal curriculum to be delivered during group centered workshops. The curriculum is also delivered through Career Advisors individually if workshops schedules do not meet needs of the participant. 13. Services that provide labor market information - Maricopa County's Business Services team works collaboratively with Career Advisors to provide most recent and up to date Labor Market Information in our in-demand sectors. Career Advisors will utilize this 120 information during career pathing conversations with their participants as well as responding to requests for Occupational Skills Training. 14. Post Secondary Preparation and Transition Activities - Career Advisor will engage with youth participants and establish an individualized service strategy to identify both short- and long-term goals. Career Advisor and participant will engage in career pathing collaboration and initiate services based off needs of the participant. For element 14 Career Advisors will facilitate services in-house one on one with their participants. Examples of element 14 include researching post-secondary opportunities and assisting with college applications including FAFSA. The Youth Hub at the Tempe Escalante Center houses a youth Career Advisor who is well- versed in provided all 14 elements as outlined above. Having a staff member at this site makes them more accessible not only to those who reside in the same community but also to youth in the neighboring cities of Chandler, Guadalupe, Phoenix, and Scottsdale. k. A description of how training services will be provided: Training may be made available to individuals including those who are underemployed (as defined in Section 1.3.15). The selection of training services is conducted in a manner that maximizes customer choice and is linked to in-demand industries and occupations. Career Advisors ensure that job seekers explore other funding options and research performance of relevant training providers. The following training options are available to participants: Individual Training Accounts (ITAs): ITAs are tuition vouchers to be redeemed at an approved training provider. The ARIZONA@WORK Maricopa County Job Center facilitates the ITA application and selection process with the jobseeker based on customer choice. One Stop career advisors assist job seekers with researching and selecting training programs that align with the job seeker’s Individual Employment Plan. ARIZONA@WORK Maricopa County outlines details regarding ITA approvals and eligibility in their Eligibility for & Approval of Training Services policy. This policy is currently under review to be transferred to the MCWDB in FY 25. This policy currently addresses how the local area ensures informed customer choice in the selection of training programs and conforms to WIOA Section 134(c)(3)(G). The MCWDB will primarily utilize ITAs to assist job seekers with training, however, the MCWDB may elect to provide contracted training services for specific industries, sector partnerships, or career pathways according to the supply and demand of the local area. One such use, for example, could be an innovative transitional job training program through a local Community- Based Organization (CBO) with demonstrated capacity to effectively serve participants with multiple barriers to employment. Informed consumer choice will be enhanced through the combined use of the state’s Eligible Training Provider List and MCWDB’s sub-set training 121 provider list. These will be made available to all participants seeking training, as well as all stakeholders. Internships/Work Experience: Work experience is a planned, structured learning experience that takes place in a work environment for a limited period of time. Work experience may be paid or unpaid, as appropriate. A work experience may take place in the private for-profit sector, the non-profit sector, or the public sector. Fair Labor standards apply. Pre-Apprentice Training: Pre-apprenticeship programs provide training to increase math, literacy, and other vocational skills needed to enter a registered apprenticeship program. Career Pathways: A combination of rigorous and high-quality education, training and other services that align with the skill needs of industries in the state or regional economy, prepare an individual to be successful in any of a full range of secondary or post-secondary education option. Services include counseling to support an individual in achieving the individual’s education and career goals. Counseling and advising play crucial roles in supporting students, counseling delves into personal and emotional well-being, whereas advising focuses on academic and career-related matters. ARIZONA@WORK Maricopa County Job Centers apply a Career Pathway approach throughout their service delivery. i. Limitations for ITA amount and duration, if included in LWDB’s policies The MCWDB Training Service Limits Policy is currently under review for updates to be made in FY 25. This policy outlines the funding limitations for the LWDA and will reflect the amounts in the table below. Type of Training Adult/Dislocated Adult/Dislocated Youth Targeted Youth Non- Worker – Worker – Non- Targeted Targeted Targeted Occupational Up to $4,000 N/A Up to $6,000 N/A Skills Apprenticeships Based off N/A Based off N/A program program When transferring the Eligibility for & Approval of Training Services policy to MCWDB in FY 25, The MCWDB will outline the ITA duration of one year or less for training program length to be eligible for ITA approval. ii. Include whether contracts for training services will be used and the process for their use. Participants issued an Individual Training Account (ITA) must establish an ITA Plan which will outline: • Total cost of the training program • Other funding streams that will offset the training cost 122 • Pell Grants • Duration of the ITA Plan • IEP to document the participant’s ability to complete the training • Labor market information relevant to the training Contracts for services provide another option for training when: • Services provided are OJT, customized training, incumbent worker training, or transitional jobs • MCWDB or tribal entities determine there are an insufficient number of eligible providers in the LWDA to issue an ITA • The MCWDB and tribal entities determine there is a training services program offered by a community-based organization or another private organization in the area that has demonstrated effectiveness in serving individuals with barriers to employment • MCWDB determines that it is most appropriate to contract with an institution of higher learning or other eligible training provider of training services will facilitate training of multiple individuals in-demand industry sectors or occupations, provided that the contract does not limit consumer choice • The MCWDB enters into a pay-for-performance contract iii. Describe how the LWDB will ensure informed consumer choice in the selection of training programs regardless of how the training services are to be provided Consumer choice in selecting a training provider must be maximized. Career Advisors review training provider options with job seekers to ensure analysis based on quality and appropriateness for the individual job seeker in his/her choice of vendor. While staff are not to recommend particular providers, they facilitate decision analysis by job seekers as the job seekers evaluate quality, competence, duration of programming, outcomes reported by the provider, and job acquisition by individuals who complete programs. An individual who has been determined eligible for WIOA training services may select any Eligible Training Provider (ETP) on the state ETP List, regardless of the LWDA that originally approved the training program. The selected training program must be in- demand in the local area or in-demand in a location where the training participant is willing to commute or relocate. l. A description of how the LWDB will coordinate Title I workforce investment activities with the provision of transportation (including public transportation), and other appropriate supportive services in the LWDA and region An integrated system will only be effective if clients can reach and access services. ARIZONA@WORK Maricopa County’s service area consists of 23 urban, suburban, and rural 123 cities and towns. The large and sometimes remote region served is a challenge for delivering services to all of the individuals who need access. As such, County Access Points are and will be chosen based on data-driven methodology, such as communities with high unemployment or youth disconnection, distance from established comprehensive American Job Centers, and/or a high propensity of a targeted population. Once individuals are enrolled in intensive services, the County provides public bus and light rail pass subsidies and gas cards to support participant retention. Transportation assistance to WIOA-enrolled participants in the ARIZONA@WORK Maricopa County One-Stop system. The Job Centers, access points, and Youth hubs are located on or near bus routes. To ensure ARIZONA@WORK Maricopa County reaches and enrolls more individuals, WIOA program service category (Adult, Dislocated Worker, Rapid Response, and Youth) staff have wholeheartedly embraced the motto of “meeting people where they are,” eliminating barriers to participation in activities and services, especially barriers related to transportation. Staff are not only recruiting at more events/locations that are reflective of the target audience, but they are also driving to meet and enroll individuals in their communities. This concept will continue to grow over the next four years as electronic survey data and formative performance measure tracking related to effectiveness, retention, etc. is examined. Further, to bridge any transportation gaps, ARIZONA@WORK Maricopa County is building and leveraging relationships with like-minded organizations that can provide access and outreach to participants with barriers to employment. WIOA-funded supportive services are available to individuals in need, as determined when developing Individualized Employment Plans. The ARIZONA@WORK Maricopa County Title IB program purchases gas cards and bus passes, distributing them to participants actively seeking employment or attending training and education services. Additional WIOA-funded services include, but are not limited to childcare, licensing/testing, tools, uniforms and interview clothing. Job seekers are also provided with information on supportive services available elsewhere in the community and via partners. For example, Maricopa County residents may access assistance with rental and utility payments through Maricopa County Human Services Department’s Community Services division or local Community Assistance Programs (CAP). A wide variety of supportive services and resources are available in the local area. The county does not offer needs-based payments. Monetary caps are in effect for payments for support services, though those may be exceeded with authorization. Per TEGL 19-16 from the Employment and Training Administration, Supportive services may include, but are not limited to: • Assistance with transportation • Assistance with childcare and dependent care • Linkages to community services • Assistance with housing • Needs-Related Payments (available only to individuals enrolled in training services and must be consistent with 20 CFR 680.930, 680.940, 680.950, 680.960, and 680.970) 124 • Assistance with educational testing • Reasonable accommodations for individuals with disabilities • Referrals to health care • Assistance with uniforms or other appropriate work attire and work-related tools, including such items as eyeglasses and protective eye gear • Assistance with books, fees, school supplies, and other necessary items for students enrolled in post-secondary education classes • Payments and fees for employment and training-related applications, tests, and certifications; and Legal aid services. m. A description of how the LWDB determines if an youth or adult “is unable to compute or solve problems, or read, write, or speak English, at a level necessary to function on the job, in the individual’s family, or in society” as included in the definition of “basic skills deficient” in WIOA 3(5). As stated in the ARIZONA@WORK Maricopa County policy on Basic Skills Deficiency (BSD), BSD is one of the barriers to employment for determining WIOA Youth program eligibility and is also a determinant for Priority of Service for the Adult program. Individuals do not need to be deficient in all areas – reading, language or math to be considered BSD. The term basic skills deficiency is defined as an individual: 1. Who is a youth that has English reading, writing or computing skills at or below the 8th grade level on a generally accepted standardized test; or 2. Who is a youth or adult unable to compute or solve problems, or read, write, or speak English, at a level necessary to function on the job, in the individual’s family, or in society. Youth The Test of Adult Basic Education (TABE) is used to determine if a Youth is Basic Skills Deficient. All youth will be tested using the TABE or other approved assessment tools will be used at the time of eligibility to determine reading, math and language levels. Assessment scores will be recorded in the Testing link in the Arizona Job Connection system. Youth determined to be basic skills deficient (BSD) will be referred to the appropriate education or training-related service and will have a Measurable Skills Gain goal set. While post-testing is no longer a general requirement, youth who are engaged in an education or training service and are attempting to earn an Educational Functioning Level Measurable Skills Gain may take the same assessment. Adults Basic skills assessment is not required for all Adults applying for Individualized Career and Training Services. Individuals will be assessed on a case-by-case basis to determine the need for basic skills assessments. An Adult Basic Skills Screening tool is used to determine whether an Adult is Basic Skills Deficient. 125 Individuals that do not have a high school diploma, GED / HSE, post-secondary credential/certificate or a college degree may be required to take the TABE or other acceptable basic skills assessment prior to enrollment into individualized career or training services. Assessments approved by the National Reporting System (NRS) are required to be entered into the Testing section of AJC. Local areas are not required to use tests approved by the NRS for the purpose of objective assessment at the time of enrollment. Individuals with a college degree (associate’s, bachelor’s or above) or with a post-secondary credential/certificate may be exempted from testing during the eligibility determination process but may be required to provide documentation of their degree or credential/certificate. However, once the individual is enrolled, the Career Guidance Specialist may determine the individual’s basic skills need to be assessed especially if the individual is determined to be in need of training services. Local areas may use previous basic skills assessment results if the assessment was conducted within the past six months. Testing Youth and Adults with Disabilities: When administering assessment tools, individuals with disabilities are to be provided with reasonable accommodations, as appropriate, according to: • Section 188 of the WIOA (implementing regulations at 29 CFR Part 38) • Section 504 of the Rehabilitation Act of 1973 (DOL implementing regulations at 29 CFR Part 32) • Title II off the Americans with Disabilities Act, if applicable (implementing regulations at 28 CFR Part 35) taking into consideration The Individual Assessment(s) Guidelines for Inclusive Test Administration* Accommodations for the assessment process can include any of the following categories: • Changes to the methods of Presentations of the test used as an assessment tool • Changes to the methods of Response to the test questions • Changes to the Setting in which the test is provided • Changes to the Timing/ Scheduling of the test *Documentation for TABE may include the individual’s IEP, 504 Plan, LEP / ELL team recommendations for both instructional and testing accommodation and details about the actual use of accommodations in both instruction and testing. Individualized Career Services are comprehensive, personalized supports for job seekers and typically involve interactions with a case manager. Individuals that are best served through Individualized Services work with the Workforce Development Team. This team is responsible for completing a skills analysis, facilitating assessments and testing, identifying support needs, providing career guidance, arranging for soft skills training, and for making referrals to program specific occupational training. 126 n. Describe how the LWDB will ensure the WIOA Title I-B Adult Program for priority of service to low-income individuals, recipients of public assistance, and individuals who are basic skills deficient The MCWDB enacted Policy #17-31 to ensure priority of service to the populations to whom it is entitled under the Workforce Innovation and Opportunity Act. The MCWDB is committed to establishing priority of service for adults in the following order: • 1st Priority: Veterans and eligible spouses of veterans who are determined to be low income or basic skills deficient • 2nd Priority: Non-veterans or eligible spouses of veterans who are considered low income or basic skills deficient • 3rd Priority: Veterans and eligible spouses of veterans who are not low income • 4th Priority: All other WIOA eligible Adults who are not low income Standard procedure requires that ARIZONA@WORK Maricopa County staff must determine priority of service prior to providing any individualized career or training services. The MCWDB annually monitors priority of service requirements of its service providers to ensure the requirements are being implemented in accordance with WIOA and State and Local policies and procedures. The MCWDB will ensure delivery of services and standards of work through staff requirements to review and report on service provider activities via the service provider quarterly reports. o. A description of how the LWDB will provide Veterans Priority of Service. The strategies must include processes in place to ensure that veterans and eligible spouses are identified at the point of entry and given an opportunity to take full advantage of priority of service for all types of career and training services The MCWDB is committed to ensuring veterans and eligible spouses receive priority of service for all DOL-funded job training programs, including WIOA programs. ARIZONA@WORK Maricopa County adheres to this priority of service by ensuring every customer that enters the job center is asked whether they are a veteran or a spouse of a veteran. When customers enter the Career Center, they are instructed to check in on the Kiosk. The kiosk asks if they are a Veteran or spouse of a Veteran. If so, they are referred to the DVOP or other DES staff member in the Center. If a Veteran attends Orientation, they are the first ones called by the PSRs to follow up and schedule next steps. Signage in the lobby also directs Veterans to self-identify themselves for priority service. Additionally, Front Desk staff ask participants if they are a Veteran or Spouse of a Veteran at check-in and all staff are trained to document veteran status in AJC. 127 Veterans and their spouses are made aware of their entitlement to priority of service and the benefits of that priority as they pursue employment, training, and placement services through a Career Advisor during the meet & greet appointment to ensure they receive priority scheduling for the enrollment appointment. The MCWDB annually monitors priority of service requirements of its service providers to ensure the requirements are being implemented in accordance with WIOA and state and local policies and procedures. Monitoring activities may include file reviews, onsite inspections and interviews, and review of AJC data. p. Definition of “underemployed” i. Options defining “underemployed” are described in the United States Department of Labor Training and Employment Guidance Letter TEGL 19-16, section 11). 11 Underemployed: A person is considered underemployed and may receive dislocated worker services if they are employed either full or part-time, whose current annualized wage does not exceed the highest of either: 1. The individual or the individual’s family income is at or below the self-sufficiency threshold established by the LWDB, using the income levels of the LLSIL Matrix, OR 2. 80% of their wages at the date of dislocation. If LLSIL self-sufficiency levels are not used to determine underemployment, an underemployed individual is defined as an individual who: a) Is employed less than full-time and is seeking full-time employment. b) Is employed in a position that is inadequate with respect to their skills and training. c) Meets the definition in WIOA sec. 3(36) - is considered low income; and d) Is employed, but whose current job’s earnings are not sufficient compared to their earnings from their job of dislocation. Verification of income must be obtained to validate the is underemployed (either less than 80% of wages at dislocation or below the 450% LLSIL). If an individual’s wages at the time of WIOA application are less than the locally defined level of self-sufficiency (450% LLSIL) the individual may be eligible for Career and Training services. ii. When the LWDB decides to use the self-sufficiency income for the LWDA in the local plan to define “underemployed”, the LWDB must ensure that the self-sufficiency income level has been reviewed and is set at the appropriate level. In April 2025, the U.S. Department of Labor, Employment and Training Administration (DOLETA) released an annual update to national LLSIL levels. Locally, the LLSIL is effective on July 1 of each fiscal year, or on an alternate approved date. In 2025, the PY 2025 levels were effective immediately on 5/13/2025. The 2025 levels are identified in the table below. 128 Income Matrix for Maricopa County for 2025 70% LLSIL And Self-Sufficiency FAMILY HHS Poverty 70% LLSIL* SELF- SUFFICIENCY SELF-SUFFICIENCY SIZE Guidelines for Adults* for Dislocated 450% LLSIL Workers* 450% LLSIL 1 $15,650 $14,370 $92,381 $92,381 2 $21,150 $23,551 $151,398 $151,398 3 $26,650 $32,334 $207,860 $207,860 4 $32,150 $39,915 $256,599 $256,599 5 $37,650 $47,100 $302,787 $302,787 6 $43,150 $55,090 $354,150 $354,150 7 $48,650 $63,080 $405,513 $405,513 8 $54,150 $71,070 $456,876 $456,876 Additiona $5,500 l Per Person > 8 Additiona $7990 $51,363 $51,363 l Per Person > 6 * All figures represent annual figures. HHS Poverty Guidelines Effective Date: 03/01/2025 LLSIL Effective Date: 05/13/2025 Posted Date: 05/27/2025 q. Provide the LWDB’s definition and eligibility documentation for “requires additional assistance to enter or complete an education program, or to secure and hold employment” for: i. Out-of-school youth ARIZONA@WORK Maricopa County defines the “youth who requires additional assistance” as an individual who needs assistance beyond that typically offered to a youth with no barriers to employment to complete an educational program, or to secure and hold employment. Out-of-School Youth may be eligible for WIOA Youth Services if one of the following criteria are met: Out-of-School Youth Additional Assistance Criteria Category Description Required Documentation Work History Barriers Has poor, limited or no work history and/or • Work history sporadic employment and is no longer • Case notes employed or has not been seeking employment for the last 2 months, but remains unemployed or underemployed. 129 Incarcerated Parents One or both parents is incarcerated. • Legal document • Self-attestation Occupational Lack of documented educational, occupational • Work history Skills/Education and/or technical training that reduces • Self-attestation Attainment opportunities for gainful employment and • Case notes causes income poverty, poor access to quality education and job opportunities Counseling Services Is receiving or has received additional services Referral from through a licensed counseling/rehabilitation agency agency Alternative Schooling Is currently attending an alternative School Records school/education program that leads to a High School Diploma or High School Equivalency. ii. In-school youth Not more than five percent of all In-school Youth enrolled in the program each year are eligible only based on the “requires additional assistance” criterion. In-School Youth Additional Assistance Criteria Category Description Required Documentation Poor School Has displayed chronic poor attendance within the last School Records Attendance school quarter and/or has an attendance rate of less than 85%. At Risk of Dropping Is currently at risk of dropping out of school, as School Records Out determined by referral from a school staff person, probation officer, or other responsible person with proper documentation and/or possesses unsatisfactory grades, GPA, and/or number of credits. School Discipline Has received or is receiving continuous disciplinary School Records actions and/or is under a type of academic probation Counseling Services Is receiving or has received additional services through Referral from a licensed counseling/rehabilitation agency agency 130 r. A description of the competitive procurement process to be used to award the sub grants and contracts The Board of Supervisors (BOS) are charged with the oversight of Maricopa County, and as the Chief Local Elected Official (CLEO), the BOS bears the WIOA fiduciary and grant responsibilities. The Board of Supervisors designated the Maricopa County Human Services Department to serve as the Fiscal Agent for the MCWDB and be responsible for the receipt and disbursement of WIOA funds in the Local Workforce Development Area. In partnership with the Maricopa County Chief Elected Official, the MCWDB commits to following all federal, local, and state procurement laws, regulations and policies that support a fair and open process when awarding grants or contracts to service providers. An annual Request for Proposal (RFP) is used to competitively solicit proposals and select service providers for the services authorized under WIOA. The MCWDB will publicly announce bid(s) and/or proposal(s) for adult, dislocated worker, or youth services, and will award contracts based on a variety of factors and in accordance with WIOA 107(d)(10)(A) through (E) and Workforce Arizona Council policy, including CEO agreement on selections. Selecting an American Job Center Operator American Job Centers serve as the State’s delivery centers. The MCWDB will continue to manage the American Job Center operator competitive process in the local area, including certifying and designating operators. In 2024, the MCWDB followed the criteria and guidance developed at the state level to review and certify the American Job Center Operator in a process which will be repeated every three years. The process includes a number of elements, including: • The MCWDB Board with the assistance of its staff will determine the scope of work for the OSO and manage the contract. • The MCWDB Board will competitively procure the OSO with the County Procurement Manager and in compliance with County’s procurement policies. • The designation of an OSO must be approved by a majority vote of the MCWDB Board or designated committee. • Once approved by the MCWDB Board, the OSO contract award shall be forwarded to the Maricopa County Board of Supervisors. The OSO contract shall be effective only when approved by the Maricopa County Board of Supervisors. The process for selecting the operator was competitive procurement, and it resulted in contract # 210210. Selecting Service Providers Where applicable, responses to the RFP must include descriptions of effective and innovative program designs that meet the educational and employment needs of Maricopa County’s eligible residents. Providers must have a demonstrated record of success in providing services. 131 The programs and services must be accessible to all eligible participants. The provider must demonstrate an ability to provide services within Maricopa County. In addition, when procuring youth service providers, the MCWDB will adhere to the DES Youth Program policy and its procurement requirements. Career Services may be provided directly by the one stop operator or through contracts with direct service providers that are approved by the MCWDB. (WIOA, 20 CFR 680.160). MCWDB has entered into an agreement with the County’s Human Services Department, Workforce Development Division for Career Services (“Service Provider Agreement”). According to the Service Provider Agreement, the Service Provider provides Career Services directly and through subcontracts with other service providers. These services may be self-performed or performed by a subcontractor. For the subcontracts, the Service Provider manages those contracts and provides quarterly updates to the MCWDB. Any amendments to the Service Provider Agreement, or any subsequent agreement with the County’s Service Provider regarding career services, shall be sent to all of the Parties to this agreement and added as a supplement to the Agreement. Selecting Youth Services Providers Pursuant to CFR 681.400(a), the County has exercised its option to directly provide all youth workforce investment activities in Maricopa County. Should the County cease exercising its option to provide youth workforce investment activities directly, the WDB could chose to award grants or contracts to youth service providers pursuant to the requirements set forth is CFR 681.400(b), including, but not limited to, requiring said grants and contracts be awarded on a competitive basis. The Youth Services Provider receives strategic direction from the WDB and must present its design framework to the Youth Committee and provide an opportunity for feedback from Youth Committee members to include: 1. An overview of the objective assessment of each youth participant, including a review of the academic and occupational skill level, as well as the service needs and strengths, of each youth for the purpose of identifying appropriate services and career pathways. 2. An overview of the individual service strategy based on the needs of each youth participant that is directly linked to one or more indicators of performance described in WIOA sec. 116(b)(2)(A)(ii), that identifies career pathways that include education and employment goals, that considers career planning and the results of the objective assessment and that prescribes achievement objectives and services for the participant. 3. A description of case management and follow-up services provided to youth participants. Provider Outcomes In partnership with the CLEO, the MCWDB Board will maximize performance outcomes by working to ensure sufficient number and types of eligible service providers who are consistent 132 with the criteria established by WIOA, the Governor and the Workforce Arizona Council. All competitive awards and contracts will be publicly noticed as required by Maricopa County procurement policies. s. A description of how the LWDB will coordinate relevant secondary and postsecondary education programs and activities, including Adult Education and Literacy programs, to coordinate strategies, enhance services, promote participation in Integrated Education & Training programs, and avoid duplication of services Designated Title IB Career Advisor staff are assigned to work with Title II Education Providers. These staff make regular visits to the Title II campuses to present and share information on WIOA Youth and Adult eligibility, services and resources. This allows staff to meet participants where they are and provides ABE students the opportunity to enroll in the program and participate in regular progress check-ins onsite. Additionally, Title II IET programs are working directly with Title IB staff to co-enroll ABE students in occupational skills training such as Medical Administrative Assisting. Understanding and navigating educational experiences can be overwhelming, especially to individuals with limited experience in the postsecondary educational experience. ARIZONA@WORK staff regularly assist customers in the navigation of financial aid processes, coordinating with school counselors and ensuring optimal use of the customer's time, avoiding duplication of services and encouraging participation in IET programs. i. Include the name of the Title II adult education provider grantee(s) in the local area that were included in this coordination. In Maricopa County, the Title II provider of Adult Education and Literacy Services is the Arizona Department of Education (ADE) Adult Education Services. Services are provided through a number of grantees detailed in Section 2A(e). ii. Include how the LWDB will coordinate WIOA Title I workforce investment activities with adult education and literacy activities under WIOA Title II. This description must include how the LWDB will carry out the review of local applications submitted under Title II consistent with WIOA secs. 107(d)(11)(A) and (B)(i) and WIOA Sec. 232. (20 CFR 679.560(b)(12). Adult Education and Literacy (AEL) is a core program within the ARIZONA@WORK Maricopa County system, and MCWDB commits to preserving and improving the critical interoperability’s of Title II services with other core partners, including and especially Title I. Along with the other core program partners, Adult Education and Literacy participates in the “no wrong door” approach to serving individuals in Maricopa County. From the welcome function at an American Job Center, participants and job seekers often transition into more customized 133 services, including education and training. The MCWDB will look to the One-Stop-Operator to devise a plan for coordinating workforce development activities with Arizona Adult Education’s core activities: • Adult education • Literacy • English language skills Adult Education programs in the region are highly effective and well established and include a continuous pipeline of participants. Maricopa County and Adult Education plan to work together to optimize the alignment of adult education activities with training for a transition to the workforce and/or postsecondary education pathways. This collaboration seeks to optimize the Integrated Education and Training (IET) program. In this model, participants work toward a High School Equivalency (HSE) diploma or the development of English language skills and gets started in an occupational field at the same time. Ideally, this model improves an individual’s employability in a specific field, especially with acquisition of industry recognized certificates. The length of each IET program is determined by each certificate program, but typically run from five months to nine months in length. Participants can receive support services and/or transportation assistance through the County. Over these program years, ARIZONA@WORK Maricopa County will work to increase co- enrollment options and to improve outreach and marketing to Adult Education clients. Adult Education and Literacy is a key participant in the inter-partner referral process and initial screening to identify potential services for jobseekers. Profile of Arizona Adult Education Mission and Goals The Mission of Arizona Adult Education is to: Prepare learners for success in college, career and life Arizona Adult Education works toward an overarching goal in each of three categories: System, Profession and Instruction: • System Goal: The Arizona Adult Education System is an integral component of Arizona’s educational pipeline leading to postsecondary education and career pathways. • Profession Goal: Arizona Adult Educators empower adult learners to transition to postsecondary education and livable-wage employment. • Instruction Goal: Arizona Adult Education instruction prepares adult learners for success in postsecondary education and the workforce. Eligibility Adult Education students must be 16 years of age or older, not enrolled or required to be enrolled in secondary school under A.R.S. § 15-802, basic skills deficient, lack a secondary 134 school diploma or its equivalent, or are English Language Learners. Additionally, adult education students must meet the eligibility requirements in A.R.S.§ 15-232 of being lawfully present in the United States. Services Adult education and literacy services assist adults to become literate and obtain the knowledge and skills needed for employment and economic self-sufficiency. Allowable Activities: • Adult Basic Education (ABE) • Adult Secondary Education (ASE) • English Language Acquisition for Adults (ELAA) • Integrated English Literacy and Civics Education (IELCE) • Workforce Preparation • Integrated Education and Training (IET) In the development of this plan participants from Arizona Adult Education expressed a commitment to ongoing collaboration and partnership with WIOA core partners, including Title I services in Maricopa County. Specific goals identified by the Title II participants included: • A shared referral and tracking system with our Title I, III, and IV providers to better serve our students. Multiple tracking systems between two local areas is problematic for Title II when many of us serve City of Phoenix and Maricopa County. • Title II supports an agreement (addendum to IFA) between Title IB to utilize the funding to benefit Title II students in Maricopa County’s workforce system. • More education is needed for Title IB and local boards regarding the services Title II provinces and to elevate recognition of the expertise Title II’s providers have in educating and training the workforce. Arizona Adult Education offers a range of services that contribute to the ultimate success of ARIZONA@WORK Maricopa County: • Common performance measures (i.e. measurable skills gains, industry recognized credentials) • Ability to serve individuals that are identified as “basic skills deficient” • Ability to identify the resources and partnerships in place to provide education services to eligible individuals with disabilities, including learning disabilities • Implementation of Universal Design for Learning (UDL) strategies and assistive technology tools into curriculum to support ABE/ASE and ELAA students 135 • Development of career pathways that begin at lower educational attainment levels with contextualized industry-specific curriculum that motivates students to persist, achieve success, and transition to postsecondary education • Implementation of digital literacy tools and instructional strategies to promote the integration of digital tools and increase the digital literacy for all students • Expertise in conducting initial and follow-up standardized assessments to document student educational outcomes • Resources and activities to facilitate workforce preparation and the exploration of careers/occupations for adult learners at all skill levels • Identified processes and strategies to follow up on student success in employment and/or transition to postsecondary/training after exit • Integrated Education and Training provided in in-demand industries leading to industry- recognized credentials ARIZONA@WORK Maricopa County’s partnership with Adult Basic Education and Literacy is absolutely essential. The MCWDB reviews applications that are submitted to the Arizona Department of Education and they make recommendations regarding each applicant’s current alignment with the workforce development plan and steps each applicant can take to enhance alignment with the MCWDB and the local plan. t. A description of plans and strategies for, and assurances concerning, maximizing coordination, improving service delivery, and avoiding duplication of Title III - Wagner- Peyser Act (29 U.S.C. 49 et seq.) services (20 CFR 679.560(b)(11)). Plans and strategies should specifically include how the broader one-stop delivery system and LWDB will incorporate Title III services into the service delivery system. As a core partner within ARIZONA@WORK Maricopa County, the Arizona Department of Economic Security (DES) oversees and provides Title III services at Maricopa County Job Centers. Employment Services provides basic and individualized career services to job seekers and job development services to Arizona employers. In the delivery of Title III services, Employment Services contributes to improving the functioning of the local area labor markets. Title III services bring together individuals seeking employment with employers seeking qualified workers. Employment Services are co-located within Maricopa County Job Centers. Services and performance accountability indicators are integrated with other federal workforce programs. Basic Employment Services provided include skill assessment, labor market information, referrals to support service programs, and assistance with job search and placement. Individualized services include career and vocational counseling. Wagner-Peyser staff make referrals to employer job openings and Title IB training opportunities, conduct employment- related workshops, deliver program presentations, and resolve customer issues. 136 Services offered to employers, in addition to referral of job seekers to available job openings, include assistance in development of job order requirements, matching job seeker experience with job requirements and skills, assisting employers with special recruitment needs, arranging job fairs, assisting employers to analyze hard-to-fill job orders, assisting with job restructuring, and helping employers deal with layoffs. Job seekers who are veterans receive priority referrals to jobs and training as well as special employment services and assistance. In addition, the system provides specialized attention and service to individuals with disabilities, migrant and seasonal farmworkers, justice-involved individuals, youth, minorities, and older workers. Wagner-Peyser has staff available either on site or through virtual means to assist the Comprehensive ARIZONA@WORK Job Center Sites. The Arizona Department of Economic Security, as the critical Title III provider, has agreed, along with the other core partners, to a “no wrong door” approach to serving clients in Maricopa County, including the referral process and initial screening to identify potential services for all Center clients. Wagner-Peyser, along with partner staff, will provide resource room coverage and basic career service workshops to all workforce system clients. Wagner-Peyser staff will participate on the local integrated Business Services Team to ensure employers are served according to an Integrated System Design and that partners are not duplicating efforts. WIOA eliminates stand-alone Wagner-Peyser (WP) Employment Service offices. The Wagner- Peyser Employment Service is co-located within ARIZONA@WORK Maricopa County American Job Centers, with services provided alongside partner programs. Currently, this includes two agencies providing welcome services: DES WP staff and Maricopa County staff. These staff share a common physical space, but not the same functions. Employment Service has been an integral part of the Maricopa County ISD model since its launch in the region’s American Job Centers. Utilizing the ISD functional teams, the Welcome Team is the first exposure clients have with the workforce development system. WP services are already designed for a broad range of job seekers. The Welcome Team asks that participants complete a Job Seeker Kiosk Form to assess their needs and direct them to the appropriate team. • Adults who are interested in OST, WEX, etc. will attend an orientation and then be placed with a Career Advisor for the next steps. • If a participant is interested in any of our workshops, they can select that option and will then be contacted by the training team for workshop dates/times. • Youth participants are sent to a Youth PSR so they can talk in depth with the participant to ensure they qualify for the youth program. The youth participants then complete an orientation and enrollment. 137 Unemployment insurance claimants can receive eligibility assessments and referrals to a wide variety of training and education resources through the Wagner-Peyser Employment Service plan. The MCWDB will support the State’s strategy to provide better linkages between ARIZONA@WORK Job Centers and unemployment insurance (UI) by continuing to implement the Reemployment Services and Eligibility Assessment (RESEA), which targets recently unemployed individuals. RESEA orientations are hosted by Employment Services staff and will continue to be jointly held with ARIZONA@WORK center staff to identify customers who might need other services. RESEA orientations will also provide information about the programs offered throughout the one-stop system (including the Dislocated Worker program) and instructions for registering in Arizona Job Connection (AJC). Employment services staff will begin following up with RESEA participants who do not enroll in a program to make sure that they have registered and entered their resume in AJC. Further assistance will include connecting to job placement services. Individuals seeking UI will receive assistance in claims filing. u. A description of how the LWDB will coordinate relevant programs and activities, to support strategies, enhance services, promote cross-partner referrals with Title IV services, and avoid duplication of services. Priority of Services WIOA specifically indicates that individuals with barriers to employment and those most vulnerable are given priority access to services. ARIZONA@WORK Maricopa County utilizes a Priority of Service policy to ensure those most in need are the first to gain access to services. Additionally, the MCWDB leverages partner programs to serve a higher volume of customers to provide comprehensive, wrap-around services to ensure all customers’ needs are met. Title I-B internal policies exist for determining priority of service and are documented in Arizona Job Connection at the time of enrollment. First priority are Veterans and eligible spouses of veterans (also referred to as covered persons) who are determined to be low income, a recipient of public assistance, or basic skills deficient. Second priority are individuals who are not veterans or not eligible spouses of veterans(also referred to as non-covered person) who are considered low income, public assistance recipients, or basic skills deficient. Third priority are Veterans and eligible spouses of veterans who are not low income, not recipients of public assistance, or not basic skills deficient. Fourth priority are all other WIOA eligible Adults who are not listed above, and those who do not qualify as veterans, eligible spouses, recipients of public assistance, low-income individuals, or basic skills deficient individuals. 138 A Title IV representative has been assigned as the liaison for participants who will be co- enrolled and received dual case management services. These participants utilize Title IV and Title I-B individualized and/or training services. The Rehabilitation Services Administration (RSA) assists individuals with disabilities to meet their goals for employment and independence. RSA is physically located in two Maricopa County career center locations. RSA is responsible for technical assistance and resources for individuals with disabilities; and for administering the Vocational Rehabilitation (VR) programs. Because of the extensive experience and expertise RSA has working with and supporting individuals with disabilities, ARIZONA@WORK Maricopa County will work with RSA to train American Job Center staff to better serve individuals with disabilities, as well as utilize the One Stop Operator referral system. RSA co-locates a staff member one time a week at the ARIZONA@WORK Maricopa County local American Job Centers that will be available to meet with potential clients for the VR program. The RSA staff member will be available to provide information regarding the RSA programs, accept referrals and facilitate orientations to those interested in receiving services through RSA. RSA may work collaboratively with the ARIZONA@WORK Maricopa County system by offering RSA clients the option of being referred to the American Job Centers for employment related services. With approval of clients and by signing a release of information, RSA will release evaluations to the American Job Centers, such as psychological evaluations, functional capacity evaluations and other evaluations paid for by RSA. The shared information will eliminate any additional discovery steps and improve timeliness in serving the client and establishing eligibility for services through the centers. The MCWDB employs an Equal Opportunity Compliance Officer (EO) who, on an annual basis, conducts on-site quality assurance of the One-Stop Centers, Affiliate sites and youth service providers. Quality assurance and monitoring ensures that equitable and non-discrimination policies (Affirmative Action, Americans with Disabilities Act, and Equal Opportunity Employment) are adhered to as required by law and regulation. During each visit the EO is charged with ensuring the current State of Arizona Method of Administration (MOA) elements are being addressed fully and consistently, as described in Access section a. iii; upon receipt of a complaint, the EO conducts a client file review and client interviews; and the EO assesses the physical structure for compliance. The evaluation recourse and findings are tracked on a WIOA- compliant monitoring tool form. The MCWDB ensures Equal Opportunity policies are followed for all service provision for training and support for addressing the needs of individuals with disabilities. 139 Section 4 - ARIZONA@WORK Job Center Delivery ARIZONA@WORK agencies aim to create a seamless workforce delivery system in which American Job Centers and other locations leverage technology for real-time access to intake and case management data, and information sharing regarding programs, program participants, and outcome data. Arizona’s current workforce development software, Arizona Job Connection (AJC), implemented in February 2011, was expected to provide a comprehensive, seamless solution; however, each module is limited in its capabilities, and local entities do not have access to the full functionality of the system. ARIZONA@WORK Maricopa County, through its One Stop Operator (OSO), is creating a universal referral process in coordination with title partners. The platform is being tested through all four title partners to ensure efficient and effective handoffs for WIOA participants once it is implemented. The MCWDB intends to align these investments with the state and other ARIZONA@WORK regions to explore and grow technological infrastructure for efficient and effective data collection and reporting for participants and service delivery. a. List the addresses of the ARIZONA@WORK comprehensive Job Centers, affiliate job centers, and specialized job centers in the LWDA, noting the type of ARIZONA@WORK Job Center. These are to be updated when there are changes; ARIZONA@WORK Maricopa County Job Center Locations Job Center Locations Type Address Maricopa County – West 4425 W Olive, Ave, Suite 190, Glendale, AZ Valley Comprehensive 85302 Maricopa County – East 1001 W Southern Ave, Suite 101, Mesa, AZ Valley Comprehensive 85210 Maricopa County – Partner/Affiliate Avondale Site 995 East Riley Drive, Avondale, AZ 85323 Maricopa County – Partner/Affiliate 14140 W McDowell Rd, Goodyear, AZ Goodyear Site 85395 Maricopa County – Mesa Partner/Affiliate 635 East Broadway Rd, 2nd Floor, Mesa, Site AZ 85204 Maricopa County – Partner/Affiliate 12425 W Bell Rd, Building A Suite 124, Surprise Site Surprise, AZ 85378 Maricopa County – Tempe Partner/Affiliate 3500 South Rural Rd, Suite 202, Tempe, Site AZ 85282 Maricopa County – Tempe Partner/Affiliate 2150 E Orange St, Tempe, AZ 85281 Youth Site 140 b. How the LWDB will ensure the continuous improvement of eligible providers through the system and that such providers will meet the employment needs of local employers, workers, and job seekers; The Maricopa County Workforce Development Board ensures continuous improvement of eligible providers through the system with the One-Stop Operator who shall lead, convene and advocate for all partners and guarantee an open-door policy for all stakeholders. The OSO provides monthly meetings with ARIZONA@WORK staff from all title programs to improve and promote a seamless service delivery system. Quarterly executive meetings are held with the core title partner leadership team and best practices are shared, workforce trends are continuously discussed, and the needs and challenges of the local workforce area are addressed. The quarterly executive meeting also reviews service delivery methods across partners to ensure knowledge is shared sufficiently. The OSO will act as a point of contact among partner agencies and assist in identifying existing gaps between the partners and provide sufficient cross-training, professional development opportunities, and by tracking staff participation though in-person or virtual platforms. The OSO is also responsible for ensuring title partner utilization of the partner referral platform reviewing the referral platform semi-annually and providing recommendations for improvement, while also encouraging regionalism and collaboration amongst other LWDA’s. Continuous improvement activities also include completing an initial needs analysis to identify gaps and/or challenges in integrated service delivery and present an action plan of recommended areas of improvement to MCWDB staff in order to develop a timeline for implementation. MCWDB staff will review the needs analysis and outcomes quarterly to track progress and annually assess to ensure it is current and relevant to service delivery. c. How the ARIZONA@WORK partners in the LWDA, including the one-stop operator, will ensure physical and programmatic accessibility of facilities, programs, and services, technology, and materials for individuals with disabilities, including provide training and support for addressing the needs of individuals with disabilities as required under WIOA Sec. 188 (as appropriate) and the Americans Disabilities Act of 1990: ARIZONA@WORK and its partners, including the one-stop operator, conduct regular assessments to identify physical barriers within facilities and address them promptly. This includes ensuring wheelchair ramps, accessible parking spaces, and appropriate signage. Door entrances are in compliance with ADA practices and expectations. Comprehensive training programs will be provided to staff members to raise awareness about the needs of individuals with disabilities and to equip them with the necessary skills to address these needs effectively. Staff will work closely with individuals with disabilities to identify reasonable accommodations that facilitate their participation in programs and services. This accommodation may include alternative formats for materials, interpreter services, or modified 141 workstations. Specifically, technologies, such as screen readers, captioning services, and other assistive tools will ensure equal access to online resources and information. Additionally, ARIZONA@WORK partners with local disability organizations, such as DES (Title III), Vocational Rehabilitation (Title IV), and other local advocacy groups. This collaboration allows them to gain insights into best practices for accessibility and leverage resources effectively in serving individuals with disabilities. i. Include how the need for specific assistive technology equipment will be determined as well as how partners/one-stop operator will ensure equipment is in working order and staff have the knowledge and skill to assist individuals with disabilities in accessing and utilizing the equipment. ARIZONA@WORK ensures that its assistive technology equipment is equipped with accessibility features tailored to the needs of individuals with disabilities. This includes voice recognition software, magnification tools, adjustable desks, enlarged keyboards, and alternative input devices. These features enhance the usability of the equipment for individuals with various disabilities, ensuring an inclusive and accessible environment. An evaluation of the equipment will be reviewed quarterly, along with conducting periodic training and refresher classes to ensure staff has the working knowledge and skills to operate and assist clients who need the equipment. Assessments are conducted to inventory assistive technology equipment across ARIZONA@WORK facilities. This ensures that the equipment is properly maintained and in good working order. If there are any issues with software programs and/or equipment, the IT department will be notified to ensure that all inventory is functioning properly, thus ensuring that individuals with disabilities have reliable access to the necessary tools. ii. Describe the process that an individual would use to request an accommodation as well as how an individual will know what accommodations/assistive technology equipment are available. Upon receiving a request for interpreter services, ARIZONA@WORK promptly acknowledges the request and initiates the accommodation process. This may involve gathering information about the individual’s specific communication needs, preferred language, and the nature of the services they require. Designated staff coordinates with qualified interpreter service providers (such as Arizona Language Solutions and Professional Court Interpreting and Translation Services) to arrange for interpretation during appointments, meetings, training sessions, or any other relevant interactions. This may involve scheduling interpreters in advance to ensure their availability and suitability for the specific context. ARIZONA@WORK ensures that individuals with limited English proficiency or communication barriers have equal access to its programs, services, and resources. This commitment to inclusivity fosters a supportive environment where all individuals can fully participate and thrive in the workforce development process. 142 iii. Describe how partners/one-stop operator will ensure individuals with disabilities can participate in workshops and services offered through the center. At ARIZONA@WORK Maricopa County One Stop Centers, ensuring equal opportunity and access for individuals with disabilities is a fundamental commitment. Partners and one-stop operator adhere strictly to federal regulations, including Titles VI and VII of the Civil Rights Act, the Americans with Disabilities Act (ADA), Section 504 of the Rehabilitation Act, and the Age Discrimination Act. Through these mandates, discrimination is prohibited in any aspect of programs, services, or activities based on factors like race, color, religion, sex, national origin, age, or disability. To ensure that individuals with disabilities can fully participate in workshops and services, auxiliary aids and services are offered upon request. This includes access to the TTY/TDD telecommunications relay service for those with hearing or speech disabilities. Moreover, Title I Workforce Development Activities, Title II Adult Education & Family Literacy Act programs, Title III Employment Services Program, and Title IV Vocational Rehabilitation Program are all structured to accommodate diverse needs with many of the services online, over the phone and in-person, demonstrated in employment and participation, effective communication and modifications to policies and procedures. ARIZONA@WORK Maricopa County Core Partners are also equipped to provide reasonable accommodations based on language or disability. Individuals requiring such accommodations are encouraged to request accommodations as early as possible, ensuring that their needs are addressed promptly and comprehensively. ARIZONA@WORK Maricopa County is committed to ensuring that accessibility is not just a concept but a tangible reality, where everyone's needs are considered and met. d. The roles and resource contributions of the one-stop partners as detailed in the MOU/IFA and One-Stop Operating budget. Include other leveraged funds such as donations and in-kind contributions. The roles and resource contributions of the one-stop partners as detailed in the MOU/IFA and One-Stop Operating budget. Include other leveraged funds such as donations and in-kind contributions. Each partner's contribution to individual and basic career services in the area are included as a contribution to the one stop system budget in the table below. Partner contributions to career services per Infrastructure Funding Agreement MOU Service Type T-I Adult T-I DW T-I Youth T-II AEL T-III WP T-IV VR TANF Tech Ed OAA T-V Basic Services $4,436,623 $253,123 $2,205,906 $0 $286,807 $5,122,624 N/A $0 $0 Service MSFW- Youth Other Type Job Corps Native Am. NFJP Build TAA Comm Act Housing UI Part Head 143 Start Basic Services $0 $0 $29,814 $0 $0 $0 $0 $0 $0 Service Other Part Other Part Type JVSG Basic $199,262 0 Services Service Type T-I Adult T-I DW T-I Youth T-II AEL T-III WP T-IV VR TANF Tech Ed OAA T-V Individual Services $183,620 $200,000 $1,224,854 $130,853 $219,622 $6,884,884 $0 $0 $0 Other Service Job Corps Native Am. MSFW- Youth TAA Comm Act Housing UI Part Type NFJP Build Head Start Individual Services $0 $0 $109,000 $0 $78,165 $0 $0 $0 $0 Service Other Part Other Part Type JVSG Individual $199,262 Services e. Describe how the LWDB will ensure the service providers provide priority of service that conforms to WIOA and the State Plan for adult career and training services provided to recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient consistent with WIOA Sec.134(c)(3)(E) and 20 CFR 680.600. The MCWDB enacted Policy #17-31 to ensure priority of service to the populations to whom it is entitled under the Workforce Innovation and Opportunity Act. The MCWDB is committed to establishing priority of service for adults in the following order: • 1st Priority: Veterans and eligible spouses of veterans who are determined to be low income or basic skills deficient • 2nd Priority: Non-veterans or eligible spouses of veterans who are considered low income or basic skills deficient • 3rd Priority: Veterans and eligible spouses of veterans who are not low income • 4th Priority: All other WIOA eligible Adults who are not low income 144 Standard procedure requires that ARIZONA@WORK Maricopa County staff must determine priority of service prior to providing any individualized career or training services. The MCWDB annually monitors priority of service requirements of its service providers to ensure the requirements are being implemented in accordance with WIOA and State and Local policies and procedures. The MCWDB will ensure delivery of services and standards of work through staff requirements to review and report on service provider activities via the service provider quarterly reports. f. If applicable, describe how the LWDB is implementing the waiver granted by the US Department of Labor to the State of Arizona to use individual training accounts for youth who are in school. The waiver has been issued at the state level, and ARIZONA@WORK Maricopa County uses it to fund Occupational Skills training for participants enrolled as in-school youth. The county is exploring the use of the waiver with foster care organizations. The feedback from ARIZONA@WORK Maricopa County to DES was that the waiver has particular value for youth who are transitioning out of high school and into other training and education programs. 145 Section 5 - Performance and Continuous Improvement a. A description of how the ARIZONA@WORK Job Centers in the LWDA are implementing an integrated, technology-enabled intake and case management information system for programs carried out under WIOA 14 and by one-stop partners (20 CFR 679.560(b)(20)). The ARIZONA@WORK Job Centers in the LWDA have integrated the following technological components: • Client Portal - The Workforce Development Division operates within Maricopa County's Human Services Department and in doing so utilizes the same Management Information System as other divisions within the department. The shared system allows for a universal application for all services within the Human Services Department. This allows the ability to connect participants with needed resources and avoid any duplicative requests. This universal client portal provides access to Rental/Utility Assistance, Early Headstart/Head Start, Homelessness Services, and other programming offered. o Two-Year Progress: The client portal is still being utilized. While it is still being utilized, the Workforce Development Division is currently researching alternatives as the Maricopa County Human Services department does not plan to renew its contract with Dynamics, which is the system that operates this Client Portal. • Client Texting - In an effort to better connect with participants, Maricopa County will be utilizing a web-based texting platform that will allow us to send messages on an individualized level for case management, as well as in bulk for outreach opportunities. This platform will also increase our ability to provide follow-up services in a multitude of ways, increasing the level of engagement between job seekers and workforce staff. o Two-Year Progress: Client texting has been found to be a useful tool by case- managers and has improved the engagement between case-managers and participants. Client texting has been found to be increasingly useful when conducting follow-up on exited participants. • Community Cares Platform - Maricopa County has successfully integrated into the Community Cares Unite Us Platform. This platform allows our staff to make outbound referrals to community organizations offering supportive services and programming while also making our services more accessible to residents engaging with other organizations first. Maricopa County has a process in place to respond to all referred clients within 48 hours of receipt. o Two-Year Progress: Maricopa County continues to utilize this platform and respond to referrals within 48 hours of receipt. Discussions on how to promote the usage of the system for referrals from partners have been ongoing. b. Provide the local levels of performance negotiated consistent with WIOA sec. 116(c), to be used to measure the performance of the local area and to be used by the Local WDB for measuring the performance of the local fiscal agent (where appropriate), eligible providers under WIOA title I subtitle B, and the one-stop delivery system in the local area (20 CFR 679.560(b)(16)). 146 The MCWDB is committed to promoting effective outcomes consistent with statewide goals, objectives, and negotiated local performance. In order to assess ARIZONA@WORK Maricopa County’s performance, continuously improve services, and the MCWDB’s ability to achieve its vision and mission, the MCWDB, ARIZONA@WORK Maricopa County, and the BOS negotiate with the State to establish local performance and accountability measures. These measures include: • Employment rate 2nd quarter after exit • Employment rate 4th quarter after exit • Median earnings • Credential attainment • Measurable skill gains By establishing, tracking, and reporting on formative and summative measures, the State can deliver a consistent level of quality service to stakeholders throughout the Maricopa County region. In preparation for negotiations of common performance goals and measures for program years 2026-2027 for the Adult, Dislocated Worker, Youth, Wagner-Peyser, Adult Education, and Rehabilitation Services programs, the core partners compiled historical data and identified trends for the performance indicators, reviewed the Government Performance and Results Act goals, and utilized statistical models from the U.S. Department of Labor. The agreed-upon metrics displayed in the table below are the measures for program years 2026 and 2027, which are currently being utilized by the MCWDB to set strategic direction and measure performance. The MCWDB reviews performance measures and progress towards measures during Full Board meetings on a quarterly basis, making recommendations to operations staff to fine-tune service delivery or processes. Maricopa County’s local area performance will be reported on the state’s standard template and will be made available to the public on an annual basis, including by electronic means. The report will include, at a minimum, ARIZONA@WORK Maricopa County’s performance levels achieved with respect to the WIOA primary indicators, as well as additional information Governor Hobbs has requested. Negotiated targets for PY 26 and PY 27 can be found in table below. Maricopa County Local Area Negotiated Performance Levels PY26-PY27, WIOA Title IB Performance Indicator Final Negotiated Final Negotiated Targets-PY 26 Targets-PY 27 Adult Employment 2nd Quarter after exit 70.0% 70.7% Employment 4th Quarter after exit 66.0% 66.7% 147 Median Earnings in the 2nd quarter after $9,100 $9,191 exit Credential attainment rate 68.0% 70.0% Measurable Skills Gain 71.0% 71.7% Dislocated Worker Employment 2nd Quarter after exit 74.0% 74.5% Employment 4th Quarter after exit 68.0% 70.0% Median Earnings in the 2nd quarter after $10,500 $10,500 exit Credential attainment rate 64.0% 65.0% Measurable Skills Gain 70.0% 70.5% Youth Employment 2nd Quarter after exit 71.0% 71.5% Employment 4th Quarter after exit 68.0% 68.5% Median Earnings in the 2nd quarter after $6,525 $6,600 exit Credential attainment rate 65.0% 67.0% Measurable Skills Gain 72.5% 73.0% Per the Arizona Department of Economic Security, the following performance standards have been identified for training programs to continue to be included on the ETPL: • The completion rate must be equal to or greater than 50 percent • The employment rate during the second quarter after exit must be equal to or great than 50 percent • The employment rate during the fourth quarter after exit must be equal to 65 percent • Median earnings for WIOA students employed during the 2nd quarter after exit – equal to or greater than the LWDA’s 70 percent for a family of one. • The credential rate must be equal to or greater to 50 percent (if applicable) 148 Section 6 - Public Comment a. Describe the process used by the LWDB to provide no more than a 30-day public comment period through electronic and other means (such as public hearings or local media) prior to submission of the plan, including an opportunity to have input into the development of the local plan, particularly for representatives of businesses, education, and labor organizations (20 CFR 679.560(19)). The Chief Local Elected Official, the Maricopa County Workforce Development Board (MCWDB), all associated stakeholders, and staff of the Board collaborated in designing and representing this local plan for 2025-2028. This comprehensive endeavor integrates the MCWDB and its partners in establishing a foundation for responsive integration of all Workforce Innovation and Opportunity Act facets to guide advancing the Board’s strategic mission and vision on behalf of the Maricopa County Board of Supervisors. This local plan integrates a committed set of goals and strategies designed to address the current and future needs of employers and job seekers while anticipating emerging needs and opportunities reflected in the dynamic external environment. Of crucial importance in the local plan is the investment in apprenticeships to meet the mutual needs of employers and job seekers, consistently enriching the robust economic development efforts in the central Arizona region and contributing to the quality of life for all current and future residents in the county. The local plan responds with alignment to the State of Arizona Strategic Plan and is supported by the Chief Local Elected Official for the Maricopa County Board of Supervisors (MCBOS), the local workforce development Board, including its core partners and other local agency partners responsible for implementation of WIOA. The public has had an adequate review and feedback period, demonstrating the county’s commitment to transparency. The local plan is a living document reviewed and revised to reflect the most current metrics agreed upon with the State of Arizona. Following a comprehensive process of preparation, design, and writing of the local plan, reflective of the perspectives of the MCBOS, the local Workforce Development Board, and associated stakeholders, ARIZONA@WORK Maricopa County distributed a draft copy of its local plan to representatives of business, labor organizations, and the general public, for purposes of seeking input and comment. Comments provided by the public were integrated into the local plan before consideration for approval by the Maricopa County Workforce Development Board. Public comments for the Local Plan Modification were proactively solicited during the period beginning July 15, 2026 and ending July 30, 2026 by posting the document to the following locations: • Arizona Business Gazette • ARIZONA@WORK Maricopa County website • Comprehensive list of emails to stakeholders and partners throughout the local workforce area. 149 After the first public comment period, the local plan was submitted to the Office of Economic Opportunity for feedback. After updating with feedback from the Office of Economic 150 Opportunity, the local plan was submitted for a second public comment period to reflect the local plan’s updates. Public comments for the Local Plan Modification were proactively solicited during the period beginning October 1, 2026 and ending October 10, 2026 by posting the document to the following locations: • Arizona Business Gazette • ARIZONA@WORK Maricopa County website • Comprehensive list of emails to stakeholders and partners throughout the local workforce area. 151 b. Include any comments received that expressed disagreement with the local plan. (20 CFR 670.560(21)(e) Public Comment Period 1: July 15-2026-July 30, 2026 Two comments were received Public Comment 1: Action Taken: • Updated veteran data from U.S Bureau of Labor Statics. Listed services that are beneficial to veterans. Added paragraph detailing the funding received from the U.S. 152 Department of Labor’s Incarcerated Veterans Transition Program (IVTP) to serve incarcerated veterans. • Corrected IV to V for Perkins V Public Comment 2: Action Taken: Message has been provided to Executive Director, Steve Clark. Public comments were determined not significant after first public comment period. After updating local plan with feedback from the Office of Economic Opportunity, local plan was submitted for a second public comment period to allow for public comment with updated changes. Public Comment Period 2: October 1, 2026- October 10, 2026 Public Comment 1: 153 154 Action Taken: Updated the title, “The Welcome to America Project”. The other comments have been documented and will be taken into consideration for future iterations of the local plan. It was determined that no significant changes were made to the local plan after the second public comment period. 155 Appendices Appendix I. Performance Measures ● Employment (Second Quarter after Exit); ● Employment (Fourth Quarter after Exit); ● Median Earnings (Second Quarter after Exit); ● Credential Attainment Rate; and ● Measurable Skill Gains Maricopa County Local Area Negotiated Performance Levels PY26-PY27, WIOA Title IB Title I-B: Adult Program Program Year: 2026 Program Year: 2027 Final Negotiated Targets Final Negotiated Targets Employment (Second Quarter 70.0% 70.7% after Exit) Employment (Fourth Quarter 66.0% 66.7% after Exit) Median Earnings (Second $9,100 $9,191 Quarter after Exit) Credential Attainment Rate 68.0% 70.0% Measurable Skill Gains 71.0% 71.7% Title I-B: Dislocated Worker Program Program Year: 2026 Program Year: 2027 Final Negotiated Targets Final Negotiated Targets Employment (Second Quarter after Exit) 74.0% 74.5% Employment (Fourth Quarter after Exit) 68.0% 68.7% Median Earnings (Second Quarter after Exit) $10,500 $10,500 Credential Attainment Rate 64.0% 65.0% Measurable Skill Gains 70.0% 70.5% Title I-B: Youth Program Program Year: 2026 Program Year: 2027 Final Negotiated Targets Final Negotiated Targets Employment (Second Quarter 71.0% 71.5% after Exit) 156 Employment (Fourth Quarter 68.0% 68.5% after Exit) Median Earnings (Second $6,525 $6,600 Quarter after Exit) Credential Attainment Rate 65.0% 67.0% Measurable Skill Gains 72.5% 73.0% Appendix II. In-Demand Industries and Occupations In-Demand Industries NAICS Code(s) Industry Title 51, 54 Emerging Technologies 31-33 Manufacturing and Semiconductor 62 Healthcare and Social Assistance 52 Finance and Insurance 23 Construction 42, 48-49 Transportation and Logistics In-Demand Occupations SOC Code Title INDUSTRY 47-2021 Brickmasons and Blockmasons Construction 47-4011 Construction and Building Inspectors Construction 47-2061 Construction Laborers Construction 17-3023 Electrical and Electronic Engineering Technologists and Construction Technicians 49-2095 Electrical and Electronics Repairers, Powerhouse, Construction Substation, and Relay 47-2111 Electricians Construction 49-9021 Heating, Air Conditioning, and Refrigeration Mechanics and Construction Installers 47-2152 Plumbers, Pipefitters, and Steamfitters Construction 47-2211 Sheet Metal Workers Construction 49-2022 Telecommunications Equipment Installers and Repairers, Construction Except Line Installers 51-4121 Welders, Cutters, Solderers, and Brazers Construction 15-1299 Computer Systems Engineers/Architects Emerging Technologies 15-2051 Business Intelligence Analysts Emerging Technologies 15-1231 Computer Network Support Specialists Emerging Technologies 15-1211 Computer Systems Analysts Emerging Technologies 157 15-1232 Computer User Support Specialists Emerging Technologies 15-2051 Data Scientists Emerging Technologies 15-1242 Database Administrators Emerging Technologies 15-1212 Information Security Analysts Emerging Technologies 13-1111 Management Analysts Emerging Technologies 15-1244 Network and Computer Systems Administrators Emerging Technologies 13-1161 Search Marketing Strategists Emerging Technologies 13-1199 Security Management Specialists Emerging Technologies 15-1254 Web Developers Emerging Technologies 43-3021 Billing and Posting Clerks Finance & Insurance 43-3031 Bookkeeping, Accounting, and Auditing Clerks Finance & Insurance 11-3121 Human Resources Managers Finance & Insurance 33-3021 Intelligence Analysts Finance & Insurance 43-6013 Medical Secretaries and Administrative Assistants Finance & Insurance 29-2031 Cardiovascular Technologists and Technicians Healthcare & Social Assistance 31-9091 Dental Assistants Healthcare & Social Assistance 33-2011 Firefighters Healthcare & Social Assistance 29-2099 Health Technologists and Technicians, All Other Healthcare & Social Assistance 29-9099 Healthcare Practitioners and Technical Workers, All Other Healthcare & Social Assistance 31-9099 Healthcare Support Workers, All Other Healthcare & Social Assistance 31-1121 Home Health Aides Healthcare & Social Assistance 29-2061 Licensed Practical and Licensed Vocational Nurses Healthcare & Social Assistance 29-2012 Medical and Clinical Laboratory Technicians Healthcare & Social Assistance 29-2011 Medical and Clinical Laboratory Technologists Healthcare & Social Assistance 11-9111 Medical and Health Services Managers Healthcare & Social Assistance 31-9092 Medical Assistants Healthcare & Social Assistance 31-9093 Medical Equipment Preparers Healthcare & Social Assistance 29-2072 Medical Records Specialists Healthcare & Social Assistance 21-1023 Mental Health and Substance Abuse Social Workers Healthcare & Social Assistance 31-1131 Nursing Assistants Healthcare & Social 158 Assistance 29-2057 Ophthalmic Medical Technicians Healthcare & Social Assistance 29-2052 Pharmacy Technicians Healthcare & Social Assistance 31-9097 Phlebotomists Healthcare & Social Assistance 29-2053 Psychiatric Technicians Healthcare & Social Assistance 29-1141 Registered Nurses Healthcare & Social Assistance 29-9093 Surgical Assistants Healthcare & Social Assistance 29-2055 Surgical Technologists Healthcare & Social Assistance 31-9096 Veterinary Assistants and Laboratory Animal Caretakers Healthcare & Social Assistance 53-3051 Bus Drivers, School Transportation & Logisitics 49-3011 Aircraft Mechanics and Service Technicians Transportation & Logisitics 49-3021 Automotive Body and Related Repairers Transportation & Logisitics 49-3023 Automotive Service Technicians and Mechanics Transportation & Logisitics 53-7021 Crane and Tower Operators Transportation & Logisitics 53-3032 Heavy and Tractor-Trailer Truck Drivers Transportation & Logisitics 53-6099 Transportation Workers, All Other Transportation & Logisitics Appendix III. Statewide Vision, Goals, & Strategies in the Arizona Workforce Plan Vision: Create a future where access to economic growth and opportunity is promoted through innovative workforce collaboration across business, education, and training systems designed to meet the diverse needs and full potential of all Arizonans. Mission: Develop a customer-driven, integrated workforce system that delivers business, education, and training services to ensure equitable access to high-quality jobs that meet the diverse needs of employers and job seekers. Goal 1: Promote a Customer Driven Workforce System Approach Build worker-centered, industry driven career pathways and sector strategies to meet the current and future needs of jobseekers, employers, and the state's economy Strategies 1.1: Enhance accessible work-based learning opportunities to equip participants with the skills and knowledge necessary for in-demand industries and occupations. 1.2: Develop and implement digital literacy education and training programs that provide individuals, including priority populations, with the necessary digital skills for the workforce. 1.3: Refine the customer experience across ARIZONA@WORK system partners to ensure streamlined access to training, education, employment opportunities and supportive services 159 that help to reduce barriers. 1.4: Strengthen coordination and outreach across the ARIZONA@WORK system to increase public awareness and access to services. Goal 2: Foster Business Engagement Enhance workforce services that ensure employers have access to a diverse and skilled workforce. Strategies 2.1: Build partnerships across businesses, education and training providers to develop career pathways and create work-based training opportunities to develop requisite workforce skills. 2.2: Promote a business-services model that links business growth with, and advocates for, quality jobs that support workers' economic stability and mobility 2.3: Strengthen workforce system teams by investing in tools and skill building that improves talent sourcing and matching for businesses. 2.4: Convene the business community to explore and realize the employment opportunities for individuals with barriers to employment by highlighting the workforce system’s supportive services for prioritized populations. Goal 3: Invest in Opportunity and Growth Leverage statewide, systems-level partnerships to strengthen collaborative, coordinated, and streamlined services to achieve results for all Arizonans. Strategies 3.1: Strengthen strategic partnerships across key state level agencies, workforce system partner programs, and community-based organizations to expand coordination across programs to accelerate quality employment for priority populations. 3.2: Braid federal, state, local, and private funding streams to maximize the impact of WIOA funds to meet the unique needs of local areas, job seekers, and employers. 3.3: Facilitate data sharing, reporting, and performance analysis across WIOA partners to improve workforce system performance and outcomes. 3.4: Implement a state-wide technical assistance model to deliver training and facilitate best- practice sharing as aligned to the training needs of workforce system staff. Goal 4: Prepare Arizona’s Youth for Workforce Success Enhance youth services to provide equitable access to high quality training, ensuring Arizona's youth are equipped for meaningful employment and long-term career success. Strategies 4.1: Create a robust system, including partnerships with Career and Technical Education Districts and pre-apprenticeship models, for career exploration intended to build upon professional skills, workplace foundational academic skills, and career interests. 4.2: Identify both in-school and out-of-school youth and develop opportunities to attract them to the workforce system through training programs in high growth industries. 4.3: Develop work based learning opportunities for youth through partnerships with employers. 4.4: Strengthen outreach to youth, their families, and school staff to provide information about the ARIZONA@WORK system, including supportive services and opportunities for meaningful employment and career pathways. 160 Appendix IV. Required One-Stop Partners Required One-Stop Partners Department of Labor (DOL) A. WIOA Title I programs: a) Adult, Dislocated Worker, and Youth formula programs; b) Job Corps; c) YouthBuild; d) Native American programs; e) National Farmworker Jobs Program (NFJP); B. Wagner-Peyser Act Employment Service (ES) program, authorized under the Wagner- Peyser Act (29 U.S.C. 49 et seq.), as amended by WIOA Title III; C. C. Senior Community Service Employment Program (SCSEP), authorized under Title V of the Older Americans Act of 1965; D. Trade Adjustment Assistance (TAA) activities, authorized under Chapter 2 of Title II of the Trade Act of 1974; E. Unemployment Compensation (UC) programs; F. Jobs for Veterans State Grants (JVSG) programs, authorized under Chapter 41of Title 38, U.S.C.; and G. Reentry Employment Opportunities (REO) programs (formerly known as Reintegration of Ex-Offenders Program (RExO)), authorized under Sec. 212 of the Second Chance Act of 2007 (42 U.S.C. 17532) and WIOA Sec. 169; Department of Education (ED) A. Adult Education and Family Literacy Act (AEFLA) program, authorized under WIOA Title II; B. Career and technical education programs at the postsecondary level, authorized under the Carl D. Perkins Career and Technical Education Act of 2006 (Perkins IV); and C. C. The State Vocational Rehabilitation (VR) Services program, authorized under Title I of the Rehabilitation Act of 1973 (29 U.S.C. 720 et seq.), as amended by WIOA Title IV; Department of Housing and Urban Development (HUD) A. Employment and training programs Department of Health and Human Services (HHS) A. Employment and training activities carried out under the Community Services Block Grant (CSBG) programs (42 U.S.C. 9901 et seq.); and B. B. Temporary Assistance for Needy Families (TANF) program, authorized under Part A of Title IV of the Social Security Act (42 U.S.C. 601 et seq.), unless exempted by the Governor under 20 CFR 678.405(b), 34 CFR 361.405(b), and 34 CFR 463.405(b). Additional Partners Pursuant to WIOA Sec. 121(b)(2)(B) and 20 CFR 678.410, 34 CFR 361.410, and 34 CFR 463.410, additional one-stop partners may include, with the approval of the Local WDB and CEO(s), the following: A. Social Security Administration (SSA) employment and training program established under Sec. 1148 of the Social Security Act (i.e. Ticket to Work and Self Sufficiency programs); B. Small Business Administration employment and training programs; C. Supplemental Nutrition and Assistance Program (SNAP) employment and training programs, authorized under secs. 6(d)(4) and 6(o) of the Food and Nutrition Act of 2008; 161 D. Client Assistance Program (CAP), authorized under Sec. 112 of the Rehabilitation Act of 1973, as amended by Title IV of WIOA; E. National and Community Service Act programs; and F. Other appropriate Federal, State, or local programs, including, but not limited to, employment, education, or training programs such as those operated by libraries or in the private sector (WIOA Sec. 121(b)(2)). Such programs may also include programs providing transportation assistance and services for those with substance abuse or mental health issues. 162