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LOCAL WORKFORCE
DEVELOPMENT AGENCY
STRATEGIC PLAN
2016-2020
Revised 2019
TABLE OF CONTENTS
EXECUTIVE SUMMARY
SECTION 1: Analysis………………………………………………………………………………………………………………………………………
SECTION 2: Goals and Strategies…………………………………………………………………………………………………………………..
SECTION 3: Workforce System and Partners…………………………………………………………………………………………………
SECTION 4: Access………………………………………………………………………………………………………………………………………..
SECTION 5: Employer Engagement and Coordination of Economic Development………………………………………..
SECTION 6: Program and Service Delivery……………………………………………………………………………………………………
SECTION 7: Performance and Continuous Improvement……………………………………………………………………………..
SECTION 8: Complaint Procedure for Clients
SECTION 9: Plan Development………………………………………………..
APPENDICES…………………………………………………………………………………………………………………………………………………
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EXECUTIVE SUMMARY
To fully comply with the rules and regulations under the Workforce Innovation and Opportunity Act (WIOA),
ARIZONA@WORK: Maricopa County has compiled the following local strategic plan. This plan, once submitted and
approved, will be in effect from 2016-2020. This plan is comprised of several sections designed to give the reader
an in depth knowledge of the local workforce system of which ARIZONA@WORK: Maricopa County is a core
partner. These sections include:
An extensive analysis and overview of the local and regional economic landscape and the part Maricopa
County plays in it.
A section outlining the goals and strategies set by ARIZONA@WORK: Maricopa County in order to align
with the mission and vision of WIOA.
An overview of the workforce system in the region and the relationship between the core partners.
An explanation of how ARIZONA@WORK: Maricopa County plans to provide services to eligible
individuals, especially to those with barriers to employment (opportunity youth, veterans, justice involved
individuals, homeless individuals, etc.)
A section on business services and employer engagement.
Program details and service delivery models.
Performance metrics and a commitment to continuous improvement.
Complaint and grievance procedures for clients.
An explanation of the development of this plan and timeline for public comment, submission and
approval.
GOAL 1: Modify Existing Program Operations to Improve Regional Awareness & Access
GOAL 2: Establish Workforce Regional Planning Process to Ensure Coordinated and Efficient Service
Delivery
GOAL 3: Implement Workforce Development Regional Plan and Procedures
GOAL 4: Design Regional Service Delivery Model for
Youth Services Program with Priority for Disconnected Youth
GOAL 5: Redesign Business Services Unit to Improve Service Delivery to Employers
GOAL 6: Define and Coordinate Regional Function for
Seamless Regional Continuity and Quality
1. Ensure Full WIOA Implementation to Meet Final Federal Regulations
a. Assess and Finalize Interpretation on the 13 Mandated WDB Functions
b. Establish Policies and Procedures that Support Full WIOA Implementation
c. Fulfill One Stop Operator Requirements per Regulations
d. Establish WIOA BOS/WDB Agreement, Core Program MOUs and WDB Budget
2. Identify and Implement Technology Solutions
a. Research and Establish Focused Technology Plan
b. Target Resources to Support Focused Technology Plan
c. Improve and Expand Systemic Capabilities and Efficiencies
d. Evaluate Technology Solutions
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3. Improve Efficiency and Effectiveness of AZ@WORK –Maricopa County
a. Establish and Implement Focused Board Development Plan
b. Target Resources to Support Focused Board Development Plan
c. Set Strategic Mission/Vision with Targeted Priorities/Service Levels
d. Define Method of Delivery for Integrated Service Delivery Model
e. Provide Program Oversight that Aligns with Local Performance Accountability
f. Evaluate Service Delivery Outcomes
4. Redesign Business Services to Produce Required Outcomes
a. Research and Establish Focused Business Services Plan
b. Target Resources to support Focused Business Services Plan
c. Define Method of Delivery for Integrated Business Services Model
d. Evaluate Business Services Outcomes
5. Define and Establish a Regional Approach throughout Maricopa County
a. Identify and Develop a Joint Regional Plan with the City of Phoenix WDB
b. Target Resources to Support Joint Regional Plan
c. Engage Regional Chief Elected Officials with WDBs to Set Strategic Direction
d. Communicate Strategic Direction to all Stakeholders in a Transparent Fashion
ARIZONA@WORK: Maricopa County is committed to fully implementing WIOA and aligning its programs to meet
the needs of the 21st century workforce. ARIZONA@WORK: Maricopa County recognizes the need to be as
efficient as possible in order to serve the communities in which it operates. This plan will be continually reviewed
to ensure that both job seekers and employers are served in the most effective ways possible.
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PUBLIC COMMENTS
This draft is subject to change after input from the public. This draft of the plan will be available for public
comment for 30 days beginning on April 18, 2019. Formatting of this document may also change.
This plan was posted on the Maricopa County website home page for the period of April 18 - May 18, 2019.
In addition to the website posting, the Public Notice was published in the following newspaper in Maricopa
County (see Appendix 1):
Arizona Business Gazette, Class 1
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SECTION 1: ANALYSIS (A-D)
a. Analysis of regional economic conditions
i. Counties covered; brief description of the characteristics of the local area and list of
service access sites;
ARIZONA@WORK is Arizona’s statewide workforce development network. ARIZONA@WORK: Maricopa County is
one of the State’s 12 regional Local Workforce Development Area (LWDA)s which serves Maricopa County.
Maricopa County located in south-central Arizona, spans 9,224 square miles, measuring 132 miles from east to
west and 103 miles from north to south. The County’s outer geographical boundaries were set in 1881 and have
not changed since. Figure 1. outlines Maricopa County boundaries, and demonstrates the depth of service area
access site locations.
Maricopa County, with 4,088,549 million residents, is the most populous county in Arizona and the fourth most
populous county in the nation. Maricopa County makes up 60.7% of the State’s total population: 6,728,577.
Further, Maricopa County has the highest population per square mile in the state at 443.39 individuals per square
mile with Pima County coming in second with 109.2 individuals per square mile. The County continues to
recognize annual population growth, as demonstrated in Figure 2. In fact, according to U.S. Census Bureau data,
Maricopa County has encountered constant growth above the national rate every year. Table 1. reveals by 2020,
Maricopa County’s population is anticipated to increase by 1.9% or approximately 82,000.
FIGURE 1. MARICOPA COUNTY BOUNDARY MAP
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TABLE 1. MARICOPA COUNTY’S POPULATION SNAPSHOT
Year Population Population Change Population Percent
Change
2019 4,398,430 82,803 1.9%
2020 4,480,899 82,470 1.9%
2021 4,562,670 81,770 1.8%
Source: Office of Economic Opportunity 2015-2050 Population Projections, Medium Series
Consisting of rural, urban and suburban communities, Maricopa County is a diverse region. Each community is
served by one of five districts, shown in Figure 2. The five districts are led by elected Supervisors, shown in Figure
4., each bringing a specialized background and unique expertise to the County, and forming together as the Board
of Supervisors (BOS).
FIGURE 2. BOARD OF SUPERVISORS DISTRICTS
FIGURE 3. MARICOPA COUNTY BOARD OF SUPERVISORS
Bill Gates Clint Hickman Jack Sellers, Steve Chucri, Steve Gallardo,
(Chairman), (Vice-Chairman), District 1 District 2 District 5
District 3 District 4
To ensure Maricopa County is a great place for residents to live and work, county government funds positions to
serve the public in 40 departments, including: public health and health care; transportation infrastructure
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construction and maintenance; flood control; law enforcement and courts; education; parks and recreation
facilities; libraries; animal control; economic and community development; and elections. Because of the
effectiveness to enhance services for residents and the innovation of the programs offered by these departments,
Maricopa County has received 48 Achievement Awards from the National Association of Counties (NACo) for
2018.
The region’s diversity also offers myriad attractions for residents and visitors alike. The County offers lakes, parks,
hiking destinations, resorts, historical places, and much more. Maricopa County is home to professional athletic
teams such as the
Arizona Cardinals, Phoenix Suns, Arizona Diamondbacks, Arizona Coyotes, and the Phoenix Mercury. In addition,
there are a variety of sports venues and events that bring millions of visitors to Maricopa County including:
University of Phoenix Stadium which has hosted a number of college championship football games, and two NFL
Super Bowl events; Waste Management’s Phoenix Open annual PGA tour event; bi-annual NASCAR races at
Phoenix International Raceway; performances at Arizona’s Broadway Theater; and multiple Major League Baseball
spring training facilities and games. From the Queen Creek Olive Mill to the Wildlife World Zoo, there are a
number of activities to experience that showcase the region’s characteristics. And, there is surely more to come
over the next four years!
ii. In-demand industry sectors and occupations; and Commented [VS-HSD1]: WDB to determine if needed
As the population continues to grow and diversify, it drives exciting changes with the region’s economy. Maricopa WDB Staff Feedback: Keeping as is; this is part of original
structure of document based on requirements of local plan.
County keeps up on trends and changes in the region through direct contact with multiple stakeholders, and
through data. The Arizona Office of Economic Opportunity works directly with Maricopa County to ensure data is
“living” and relevant. To adequately capture the landscape for the next two years, the Arizona Office of Economic
Opportunity’s staff has produced lists to demonstrate existing and emerging in-demand industries and
occupations, in Maricopa County, using LAUS data in cooperation with the U.S. Department of Labor, Bureau of
Labor Statistics. The data identifies industries and occupations with favorable labor market traits that support the
local area’s economic and workforce strategies.
In-demand industries (i.e., sectors and subsectors) were selected based on their overall performance in each labor
market indicator category, including employment size; historical and projected two-year (2017-2019) employment
growth; wages; and local competitive advantage. Labor market variables were assigned different weights
depending on the importance of each variable when selecting for existing or emerging in-demand industries.
In-Demand Industry Sectors
Table 2. displays the MCWDB-selected existing and emerging in-demand industry sectors. The results reflect a
wide range of industries in Maricopa County and demonstrates the growth and high demand in the healthcare,
construction, and financial industries in Maricopa County. A complete listing of top-ranked industries can be
found in Appendix 4, Exhibit 1.
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TABLE 2. IN DEMAND INDUSTRY SECTORS
Selected In-Demand Industry Sectors
Information
Other services, except public administration Manufacturing
Health care and Social Assistance
Finance and Insurance
Construction
Arts, entertainment, and recreation Transportation & Warehousing
Real estate and rental and leasing
Administrative and waste services
Source: Arizona Office of Economic Opportunity Maricopa Workforce Area- In-Demand Existing & Emerging
Industry Sectors
In-Demand Subsectors
In addition, an analysis was conducted to identify the existing and emerging in-demand detailed industries. Table
3.below provides the top 10 detailed industries. Exhibit 2. included in Appendix 4. outlines the 20 highest ranked
in-demand detailed industries.
Rank Detailed Industry
1 Transit and ground passenger transportation
2 Chemical manufacturing
3 Construction of buildings
4 Miscellaneous manufacturing
5 Credit intermediation and related activities
6 Ambulatory health care services
7 Lessors of nonfinancial intangible assets
8 Specialty trade contractors
9 Administrative and support services
10 Other information services
Source: Arizona Office of Economic Opportunity Maricopa Workforce Area- In-Demand Existing & Emerging
Detailed Industries
iii. The employment needs of employers in those industry sectors and occupations;
Employment needs of the region are just as dynamic as industry trends. There is consistent annual growth for a
number of occupations, in multiple industries – providing myriad opportunities for a pipeline of workers. Exhibit 2.
and Exhibit 3. reveal the projected annual growth rate for local in-demand occupations during the period of 2017-
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2019. The top highest projected growth occupations in the in demand industries range in annual growth from
9.0%to 13.5%, and are shown in Table 3.
TABLE 3. IN DEMAND OCCUPATIONS – PROJECTED GROWTH
Occupation Projected Growth
Brokerage Clerks 13.5%
Personal Financial Advisors 11.4%
Physicians Assistants 9.1%
Insurance Sales Agents 9.0%
Source: Arizona Office of Economic Opportunity- In demand Occupations
ARIZONA@WORK: Maricopa County’s business unit will be proactively reaching out to companies and employers
with NAICS and SOC codes that align with the in demand industries and occupations analyses.
iv. Proposed Lower Living Standard Income Level (LLSIL) percentages and description of
how the local area will ensure that the LLSIL level is reflective of the current labor market
information;
The State of Arizona and ARIZONA@WORK: Maricopa County aim to get as many residents “job-ready” to meet
the needs of employers as possible; in turn, workers are self-sufficient and have valuable transferrable
occupational skills. Using the demographic and labor market data, the agencies can focus specific efforts to build
up quality pipelines, especially targeting low-income and underprepared individuals. Thus, the State and County
use the Lower Living Standard Income Level (LLSIL) for determining eligibility for youth and adults for certain
services, including Workforce Innovation and Opportunity Act (WIOA) funded programs and services.
In 2018, 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; 2018 levels are identified in Table 4.
TABLE 4. INCOME MATRIX FOR MARICOPA FOR 2018 70% LLSIL AND SELF-SUFFICIENCY
SELF-SUFFICIENCY
SELF-SUFFICIENCY
for
HHS 70% for
FAMILY Dislocated
Poverty LLSIL* Adults*
SIZE Workers*
Guidelines METRO AREA 450% LLSIL
450% LLSIL
METRO AREA
METRO AREA
1 $12,140 $10,900 $70,074.00 $70,074.00
2 $16,460 $17,864 $114,835.50 $114,835.50
3 $20,780 $24,526 $157,666.50 $157,666.50
4 $25,100 $30,277 $194,634.00 $194,634.00
5 $29,420 $35,727 $229,675.50 $229,675.50
6 $33,740 $41,787 $268,632.00 $268,632.00
7 $38,060 $47,847 $307,588.50 $307,588.50
8 $42,380 $53,907 $346,545.00 $346,545.00
Additional $4,320 $6,060 $38,956.50 $38,956.50
Per Person > 8
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The LLSIL is used by ARIZONA@WORK: Maricopa County to assess self-sufficiency. Self-sufficiency is defined as the
level of income needed to be financially self-sustaining without public assistance or other assistance, in Maricopa
County. As demonstrated in Table 5. below, there is a saturation of individuals ages 25 to 54 living below 70% of
the LLSIL.
TABLE 5. POPULATION BELOW 70% OF THE LOWER LIVING STANDARD INCOME LEVEL (LLSIL)
LLSIL BY POPULATION AGE GROUP, 2013*
0 – 13 14 & 15 16 to 21 22 to 24 25 to 54 55 to 64 65 to 72 73 and Total
Year over
214,770 24,445 82,675 33,700 212,685 32,520 14,450 20,075 635,320
WIOA allows Local Workforce Development Boards (LWDBs) to locally define self-sufficiency. WIOA mandates that
self-sufficiency, at a minimum, must exceed 100% of the LLSIL. Even then, Adults and Dislocated Workers may
access Maricopa County “self-help” services and WIOA core services regardless of their income level at the time of
WIOA application. The Maricopa County LLSIL reflects cost of living increases by calculating the percentage change
in the most recent Consumer Price Index for All Urban Consumers (CPI-U) for Maricopa County and then applying
this calculation to each of the previous year’s LLSIL figures. By analyzing regional position and wage information, a
threshold was determined that would reflect the local labor market. The LWDB approved a self-sufficiency
threshold of 450% of the current year’s LLSIL.
b. An analysis of the knowledge and skills needed to meet the employment needs of the
employers in the region, including employment needs in in-demand industry sectors and
occupations (an existing analysis may be used, per sec. 108(c) of WIOA)*;
To inform the ability of ARIZONA@WORK: Maricopa County to serve employers and workers, data is used to
strategically plan training and education that aligns with open and growth occupations. The Office of Employment
and Population Statistics conducted an analysis of knowledge, skills and abilities, and education levels required by
employers in the region to fulfill occupation functions and expectations. Exhibit 4 included in Appendix 4.
identifies the current job-specific requirements by Maricopa County employers. Based on the data:
The majority of existing and emerging industries are seeking Customer and Personal Service knowledge;
Reading Comprehension and Active Listening skills; and, Oral Expression and Comprehension abilities.
The majority of emerging industries are seeking Computers and Electronics knowledge; Reading
Comprehension skills; and, Oral Expression and Oral Comprehension abilities.
*Updated information will be included in the forthcoming holistic plan update, expected early 2019.
When reviewing educational attainment requirements, of the 172 129 in-demand demand occupations, 86114
occupations or 676% did not require a college degree, 3450 occupations (269%) require either an Associate’s
degree or Bachelor’s degree, and 6% 4% require a Master’s degree or higher. The analysis identifies a trend in less
educational attainment requirements, and more skill development and on-the-job training for employers hiring
for in-demand occupations.
The data provides a great outlook and foundation for short-term and long-term workforce goals, including the
need to develop communication skills trainings, and postsecondary credential opportunities. That said,
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ARIZONA@WORK: Maricopa County’s strategies for 2016-2020 rely on data, and by building relationships with
local employers which regional managers state is the best combination for yielding an understanding of the hiring
trends and needs of local employers.
c. An analysis of the workforce in the region, including current labor force employment
(and unemployment) data, and information on labor market trends, and the educational
and skill levels of the workforce in the region, including individuals with barriers to
employment;
In August 2018, Maricopa County’s unemployment rate was 4.6% (Figure 4). Maricopa County’s unemployment
rate is lower than that of the state, and is typically more on par with the unemployment rate of the U.S.
FIGURE 4. AUGUST UNEMPLOYMENT RATES
Source: Office of Economic Opportunity in cooperation with the US Department of Labor, Bureau of Labor Statistics
using Local Area Unemployment Statistics (LAUS)
Maricopa County as a whole is projected to account for 75.3% of total employment growth in Arizona from 2016-
2026. In this same timeframe, the Maricopa County Workforce Area is specifically projected to account for
approximately half (46.4%) of the employment growth (Figure 5). When looking short-term employment
projections (2017-2019), Table 6 demonstrates that through 2019, all Arizona regions are expected to experience
some job growth, with Maricopa County projected to increase the number of jobs by 123,121, or 3.0%.
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FIGURE 5. SHARE OF TOTAL PROJECTED EMPLOYMENT GROWTH (2016-2026) BY LOCAL AREA
Source: Arizona Office of Economic Share of Total Growth by Local Area (2016-2026 Projections)
TABLE 6. 2017-2019 PROJECTED JOB GROWTH BY REGION
Area 2017 2019 2-year 2-Year Annualized
Name Estimated Total Estimated Total Numeric Growth Percentage Growth
Employment Level Employment Level
Arizona 2,933,968 3,086,936 152,968 2.6%
Coconino County 70,107 72,350 2,243 1.6%
Maricopa County 2,067,036 2,190,157 123,121 3.0%
Mohave and La Paz 59,173 61,573 2,400 2.0%
Northeastern 74,509 76,772 2,263 1.5%
Arizona
Pima County 392,316 405,671 13,355 1.7%
Pinal County 66,356 69,239 2,883 2.1%
Santa Cruz County 15,080 15,156 76 0.3%
Southeastern 53,375 55,103 1,728 1.6%
Arizona
Yavapai County 69,233 72,103 2,870 2.1%
Yuma County 66,281 68,306 2,025 1.5%
Source: Arizona Office of Economic Opportunity 2017-2019 Industry Projections
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ARIZONA@WORK: Maricopa County serves a large, populous, and diverse region requiring significant resources
and efficiency. Table 7. provides a snapshot of various characteristics of Maricopa County’s population, according
to the 2017 American Community Survey (ACS) 1-year estimates. When comparing the County’s population
characteristics to the state and nation (Table 7.), Maricopa County has a higher median household income of
$62,223; a lower median age of 36.4; and a higher civilian labor force participation rate of 64.2%. Maricopa
County also has a lower poverty status rate of 13.4% compared to the state’s rate of 14.9%.
TABLE 7. POPULATION CHARACTERISTICS, 2017
Maricopa County Arizona United States
Median age 36.4 37.7 38.1
Individuals with disability between 18- 11.2% 10.5% 10.3%
64
Veterans 7.5% 9.0% 7.3%
Median household income $62,223 $56,581 $60,336
Persons in poverty 13.4% 14.9% 13.4%
Mean travel time to work 26:24 25:36 26:54
Civilian Labor Force Participation Rate 64.2% 59.6% 62.8%
Population over 16 3,383,598 5,571,583 260,564,248
Source: Produced by the Arizona Office of Economic Opportunity using 2017 ACS 1-Year Estimates (DP03, B01002,
S1810, S2101) in cooperation with the US Census Bureau
Further, the 2010 Census, the 2014 ACS, and 2016 ACS indicate Maricopa County’s Hispanic or Latino population,
29.6%, 29.9%, 30.3%, respectively, is greater than the national rate, 16.3%, 16.9%, and 17.3% respectively. In
2010, the Hispanic populace represented nearly one-third of Maricopa County’s total population. The side-by-side
comparison, in Figure 6, of the 2010 Census data and the ACS data, reveals the Hispanic growth trend in Maricopa
County’s population.
FIGURE 6. HISPANIC POPULATION COMPARISON
2,688,376 2,766,282 2,845,134
3,000,000 (70.4%) (70.1%) (69.7%)
2,500,000
2,000,000
1,128,741 1,181,100 1,238,292
1,500,000 (29.6%) (29.9%) (30.3%)
1,000,000
500,000
0
Hispanic Non-Hispanic
2010 2014 2016
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ARIZONA@WORK: Maricopa County’s demographic data for Program Year 2017 suggests approximately 36% of
the 16,698 unduplicated clients served were Hispanic and an estimated 64% were non-Hispanic, as shown in
Figure 7. Client data supports ARIZONA@WORK: Maricopa County staff efforts in successfully implementing
strategies that reach Hispanics and non-Hispanics proportionate to their representation in the community.
FIGURE 7. ARIZONA@WORK MARICOPA COUNTY CLIENTS – HISPANIC COMPARISON
100.0%
90.0%
80.0%
70.0% 64.2%
60.0%
50.0%
40.0% 35.9%
30.0%
20.0%
10.0%
0.0%
Hispanic or Latino NOT Hispanic or Latino
TABLE 8. MARICOPA COUNTY POPULATION BY AGE (ACS 2016)
Age Range Frequency Population %
Another significant demographic group in Maricopa County
19 and Under 1,131,449 27.7%
is the youth population. Table 8. provides a summary of
20-24 284,690 7.0% 2016 Maricopa County residents by age. For example,
25-34 581,921 14.2% aAccording to 2016 ACS data, 27.7% of the population is 19
35-44 542,527 13.3% and under, which provides the region with a large target
45-54 528,640 12.9% population for the future workforce pipeline. The
challenges faced with this population include that the rate
55-64 453,555 11.1%
of disconnected youth, or opportunity youth (OY)- youth
Over 64 565,767 13.8% who are 16-24 years of age, who do not go to school and
who do not work. There are an estimated 75,200 OY in the Greater Phoenix Metropolitan Area. Youth
disconnection hinders the economic opportunity and growth of youth, families, communities, and the state’s
economy, as OY are more likely to be involved in criminal activity, experience chronic homelessness, and face
social and labor exclusion. Each OY costs taxpayers $51,350 per year in increased use of governmental assistance,
lost earnings, reduced economic growth, and lower tax revenues. Further, economic inactivity and educational
dropout during young adulthood can prevent young people from independently taking on adult roles, limit their
development of new skills, and thwart their transition to the workforce. Such challenges can contribute to poor
adult outcomes, including low educational levels, high unemployment, criminal activity, mental illness and
substance use, intergenerational poverty, and receipt of public assistance. (OFY) is an initiative of the Watts
College of Public Service and Community Solutions that aims to address youth disconnection. OFY is a Maricopa
County-wide coalition of nearly 60 employers, public agencies, nonprofits, community colleges, and universities.
OFY uses a collective impact approach that draws on the knowledge, skills, and services of the community partner
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organizations to reduce the OY rate through implementing educational and career pathway programs. OFY
adopted this approach in 2015 since at the time, the existing youth workforce, behavioral health, juvenile/criminal
justice, child welfare, and homelessness systems were siloed in their approaches to working with youth. OFY
bridged these systems across Maricopa County by creating a common agenda (i.e., lower the rate of OY); shared
measures (i.e., eight common employment and educational indicators and demographic characteristics collected
by OFY partners); mutually reinforcing activities (e.g., priority youth referral system); continuous communication
(e.g., internal/external website); and collective coordination via a strong backbone. OFY’s goal is to achieve an
11% opportunity youth rate by 2020 through ongoing use of the collective impact model. To date, OFY has
contributed to lowering Phoenix Metro’s overall OY rate. In fact, in 2018, Measure of America reported that
Metro Phoenix improved its rate of OY from 19% in 2012 to 14% today. The report also highlighted OFY as a
national model of a cross-sectoral coalition with a collective vision and broad-based commitment to a concrete
goal to reduce youth disconnection.
In Maricopa County, there are approximately 69,900 (13.8%) disconnected youth. This is compared to the state
rate of 13.7% (117,000 disconnected youth), and the national average of 11.7%, according to 2016 data from the
Measure of America project. Further, the rate of disconnected Hispanic youth is a staggering 23.9%.
According to 2016 ACS data, in 2016, the Another significant age category includes adults aged 25 – 44 who age
range population in Maricopa County accounted for 27.5% of Maricopa County residents (Table 8). For this same
age group and year, Maricopa County’s unemployment was 7.6%, which was below the state average of 9.7%
(Figure 8). ARIZONA@WORK: Maricopa County’s client data accounts for 45% of clients served being 25 – 44 years
old. Hence, from the data, the conclusion can be made that this age group is effectively being reached through
workforce services. Expanded youth age eligibility and program changes through new WIOA provisions will create
opportunities to better reach and encourage young people to become connected and reconnected in the
community, including support toward entering relevant career pathways.
FIGURE 8. UNEMPLOYMENT RATE BY AGE
Source: Arizona Office of Economic Opportunity
Maricopa County’s unemployment rates also coincide with the population’s educational attainment levels. The
snapshot of educational attainment is found in Table 9. Maricopa County has higher levels of educational
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attainment beyond high school (41%) as compared to the state (38%); however, the percent of high school
graduates is lowest in Maricopa County (46.7%) as compared to the state (49.1%) and the nation (47.5%).
TABLE 9. MARICOPA COUNTY HIGHEST EDUCATIONAL LEVEL ACHIEVED (POPULATION OVER 25, 2017)
Maricopa County Arizona United States
Less than High School 12.4% 12.8% 12.0%
High School Graduate (includes equivalency) 46.7% 49.1% 47.5%
Associate’s Degree 8.7% 8.7% 8.5%
Bachelor’s Degree 20.6% 18.3% 19.7%
Graduate or Professional Degree 11.7% 11.0% 12.3%
Source: Produced by the Arizona Office of Economic Opportunity using 2017 ACS 1-Year Estimates (S1501) in
cooperation with the US Census Bureau
In Figure 9., the data reveals how elevated educational levels specifically impact the unemployment rate which
decreases with higher levels of education. The figure below also demonstrates that unemployment rates for
Maricopa County workers with less than a high school diploma (5.6%) are lower as compared to Arizona (7.1%),
and the United States (8.0%).
FIGURE 9. MARICOPA COUNTY UNEMPLOYMENT RATES BY EDUCATIONAL ATTAINMENT (AGES 25-64, 2014)*
Source: Office of Employment and Population Statistics using 2014 ACS 5-Year Estimates (B23006) in cooperation
with the U.S. Census Bureau
As of August 2018, the U.S. Bureau of Labor Statistics stated the Region’s labor force was approximately,
2,178,352 people of which 4.5% (or 96,939) are unemployed. Data from 2018 reveals the workforce is spread out
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across a wide variety of occupations (Figure 10.) with a larger saturation in Office and Administrative Support,
Sales and Related, and Food Preparation and Serving Related occupations.
FIGURE 10. MARICOPA COUNTY MAJOR OCCUPATIONAL GROUPS
Source: Arizona Office of Economic Opportunity
With a higher civilian labor force participation rate of 64.2% and a lower poverty rate as compared to the United
States rate, as previously mentioned, Table 10. shows Maricopa County Public Assistance Households, including
TANF, SSI and SNAP, coincides with this information as rates are below the state and national averages. It should
be noted that the Medicaid/AHCCCS participation rate is just slightly higher at 15.9% compared to 15.3%
nationally, while remaining below the state average.
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TABLE 10. MARICOPA COUNTY PUBLIC ASSISTANCE HOUSEHOLDS
Maricopa County Arizona United States
TANF (Temporary Assistance for Needy 1.3% 1.6% 2.3%
Families)
SSI (Supplemental Security Income) 3.6% 4.3% 5.3%
SNAP (Supplemental Nutrition 8.9% 10.8% 11.7%
Assistance Program)
Medicaid/AHCCCS (Arizona Health 15.9% 17.4% 15.3%
Care Cost Containment System)
Note: TANF, SSI, and SNAP proportions are based on households, while Medicaid/AHCCCS proportions are based
on individuals.
Source: Produced by the Arizona Office of Economic Opportunity using 2017 ACS 1-Year Estimates (DP03, B27010)
in cooperation with the US Census Bureau
The Maricopa County population depends on primarily on privately-provided health insurance (53.6%), followed
by public coverage (22.1%). The Maricopa County uninsured rate of 10.4% is significantly higher than the national
average of 8.7% and is slightly higher than the Arizona rate of 10.1%, as displayed in Table 11.
TABLE 11. MARICOPA COUNTY HEALTH INSURANCE SNAPSHOT
Maricopa County Arizona United States
Private Coverage Only (Employer, 53.6% 49.1% 54.1%
Direct-Purchase, TRICARE)
Public Coverage Only (Medicare, 22.1% 24.2% 20.9%
AHCCCS, Veteran’s Admin.)
More than one source of health 13.9% 16.6% 16.3%
care coverage
Uninsured 10.4% 10.1% 8.7%
Source: Produced by the Arizona Office of Economic Opportunity using 2017 ACS 1-Year Estimates (S27010) in
cooperation with the US Census Bureau
As outlined in the extant tables and figures, Maricopa County’s population has a wide array of needs, and whether
it is unemployment, individuals with high-needs, or those in vulnerable and underserved populations, WIOA
ensures access to enhanced workforce services. Maricopa County youth and adults with significant barriers to
employment, including public benefits recipients, disconnected youth, Hispanic individuals, other low-income
individuals, and those who are basic skills deficient, will be a priority for ARIZONA@WORK: Maricopa County
workforce services and workforce development activities.
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d. An analysis of the workforce development activities (including education and training) in
the region, including an analysis of the strengths and weaknesses of such services, and the
capacity to provide such services, to address the identified education and skill needs of the
workforce and the employment needs of employers in the region*.
Arizona is emerging as a national leader for business start-up and expansion. For example, Fast Company ranked
Arizona No. 1 in the country for “entrepreneurial activity”, in 2015; and, Chief Executive ranked Arizona No. 6 in
the country for “2016 best states for business”. Maricopa County is a main hub of this activity. According to the
Bureau of Labor Statistics, the region’s job growth has been a steady 2.3%. This job growth highlights employers’
increased demand for a specialized and/or highly skilled workforce. In support of this, there is a wide variety of
workforce development options and resources for local residents and employers:
According to the National Center for Education Statistics (NCES), 92 of the state’s 134 public and private
colleges (two-year, four-year and technical schools) are located in Maricopa County.
Maricopa County is home to 58 school districts that serve over 700,000 Kindergarten through 12th grade
students.
According to NCES, there are 174 elementary and secondary private school districts in Maricopa County.
Local directories reflect hundreds of private and non-profit training providers, serving Maricopa County.
There are 71 ARIZONA@WORK service access points in Maricopa County.
Among the public and private colleges are Arizona State University (ASU) and Maricopa County Community
College District (MCCCD) campuses. Arizona State University (ASU), a four-year institution, with a full-time
equivalent enrollment of 72,709072 students (ASU University Office of Institutional Analysis, Fall 2018)IPEDS,
2014-2015), 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.
*Updated information will be included in the forthcoming holistic plan update, expected early 2019.
ASU ranks number one on U.S. News & World Report’s “Most Innovative Schools” in America 2018 list. ASU
ranked ahead of MIT at number three and Stanford at number five, and other notables such as well as Duke,
Harvard and Cornell. 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 $10,158 per year for in-
state full-time tuition and fees to approximately $25,000 per year including books, supplies, room and board, and
other expenses (IPEDS, 2015-2016). These costs are 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. The colleges provide approximately 954 occupational programs with affordable degrees and
certificates, 31 academic certificates, and 9 academic associate degrees. 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 seeking education and job training. And, MCCCD has transfer agreements with public and private
colleges and universities that enables a seamless transition to a four-year institution.
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In 2014-2015, MCCCD served approximately 203,000 credit students and 27,000 special interest students. The
characteristics, interests, and intent of MCCCD’s student population are spread across the entire 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 a number of 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 joins in partnership with the Arizona Commerce Authority, AzTech
Council, ARIZONA@WORK: Maricopa County, and other stakeholders in a number of the region’s sector strategy
initiatives with a primary focus on Advanced Business Services, Advanced Manufacturing, Health Care, and
Information Technology.
Although MCCCD caters to both employers and individuals, some opportunities still exist. For example, classes
that do not meet enrollment numbers are cancelled, which poses a challenge for individuals who need or have
been waiting for the course/class; and, the colleges lack short-term workforce training programs. Further, and
most pressing, the college system is facing its own operational challenges with the elimination of state funding.
State funding for MCCCD went from $68.7 million in 2008 to $6.9 million in 2012, and finally to $0 in 2016 when
the Arizona Legislature eliminated funding for the system from its budget.
Individuals or employers opting for local training providers versus higher education options have a wide gamut of
groups to choose from. Because providers must also meet the demand of the local economy, financial, Microsoft,
Sage, safety, trades, healthcare and leadership skills development are examples of sought after private training
options, currently. Maricopa Corporate College (part of MCCCD), Alliance Safety, the Arizona Builder’s Alliance,
Arizona Small Business Association, Ledgerwood Associates, New Horizons, to name a few, and several local union
and trade associations specialize in these areas and serve Maricopa County. These organizations range in fees and
requirements, vary in the type of credential and certificates offered, and in some cases require membership for
participation.
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.
Within the region, there is a significant range of needs to address through workforce development services, and
an extensive menu of services to try and meet those needs. The individuals’ representing those needs range from
the incumbent worker needing to upgrade skills or who has experienced a layoff, to a person who is basic skills
deficient and other individuals with WIOA defined barriers to employment. The range extends even further
though because under WIOA all job seekers are required to have access to the workforce development system.
The breadth of workforce development services to meet these needs can be defined in two categories – Basic
Career Services and Individualized Career Services.
At a minimum, all individuals seeking workforce services must have access to Basic Career Services, which
include (but are not limited to) program eligibility determination, initial skills assessment, job search,
referral, and placement assistance, training provider information, and supportive services resources.
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Individualized Career Services are to be used on eligible program enrolled participants for those
individuals to obtain or retain employment. The scope of Individualized Career Services entails such
services as (but not limited to) case management, comprehensive and specialized assessments,
individualized employment plans, paid work experience, paid education and skills trainings and supportive
services funding.
LWDA’s, 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 to serve the
surrounding area. Even 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, 71
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. The locations consist of:
Four comprehensive American Job Centers 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.
Six Affiliate Sites throughout the region offer most basic services of the WIOA core partner programs, yet
staff for these core programs maintain itinerate schedules.
ARIZONA@WORK: Maricopa County and ARIZONA@WORK City of Phoenix have partnered with a total of
49 community and faith-based organizations to create Access Point locations throughout the region, so
that individuals may access the workforce development system via computer and direct referrals in their
own communities.
Twelve Youth Sites in the region provide service to the WIOA Youth program participants;
ARIZONA@WORK: Maricopa County’s locations are managed directly by County staff whereas each of the
ARIZONA@WORK City of Phoenix locations are subcontractors.
A tremendous amount of progress continues to occur in the region. This includes significant work and
achievements in sector strategies, community profiles for local communities quantifying workforce progress, work
to develop career pathways with the National Hotel and Restaurant Association, a pilot initiative for local
apprentices, and the SMART Justice Program that is linking those involved in the criminal justice system to
employment opportunities. Maricopa County works to convene partners on various projects, pilots, and activities,
and to exchange information on a regular basis to build a stronger and more integrated regional workforce
development system.
Even with great strides being made, there is always work to be done and ongoing continuous improvement to
consider. During the 2016-2020 period, Maricopa County will build on progress and aim to lead the region to 1)
achieve the true spirit of integrated workforce development service delivery and WIOA; and 2) address
opportunities identified through an extensive multi-stakeholder needs assessment including:
accessibility challenges serving such a large region;
limited funds for such a populous target population;
limited access to job seekers with moderate to advanced experience and proficiency in highly skilled
industries;
mismatch between preparing the workforce for the occupations based on labor market data versus what
local employers are actually hiring to fill positions;
limited, consistent post-secondary education collaboration;
need for a formal, systemic workforce system collaboration.
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The strategies for increasing access, enhancing and aligning services and addressing these opportunities is
detailed in the following sections of the 2016-2020 Strategic PlanLocal Plan.
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SECTION 2: GOALS AND STRATEGIES
a. A description of the local board’s strategic vision and goals for preparing an educated
and skilled workforce (including youth and individuals with barriers to employment),
including goals relating to the performance accountability measures based on primary
indicators of performance described in section 116(b)(2)(A) in order to support regional
economic growth and economic self- sufficiency; and
In February 2016, the state of Arizona launched ARIZONA@WORK, a statewide rebranding of workforce
development and workforce solutions demonstrating a common identifier and unified inter-agency cohesion of
initiatives to be more accountable to Arizona communities. An effective, efficient and cohesive workforce system
supports a strong regional economy and plays an active role in community and workforce development.
ARIZONA@WORK‘s statewide mission is to provide innovative workforce solutions to employers and job seekers.
Arizona Governor Doug Ducey has designated that the Maricopa County region be served by two LWDA’s:
Maricopa County and the City of Phoenix. ARIZONA@WORK: Maricopa County is led and directed by the Maricopa
County Board of Supervisors (BOS) (Figure 4., page 7.), the County’s Chief Local Elected Official (CLEO); and, both
the Maricopa County LWDA and the BOS are advised by the appointed Local Workforce Development Board
(LWDB).
The Maricopa County Workforce Development Board (MCWDB) is a 1920-member board which represents all
facets of the workforce system, including business and industry, youth, community, and government. The MWDB
drives initiatives for an educated and skilled workforce in the region.Board members are appointed by the CLEO,
and provide representation and knowledge of local cultures, climates, and critical issues, as well as provide insight
for strategic and innovative solutions. To understand the magnitude of their roles and learn about the workforce
system functions firsthand, each board member participates in a one-on-one orientation session with the
Executive Director of the MCWDB and is provided an opportunity to tour the American Job Center locations.
The MCWDB has established Board-developed vision, goals, and strategies to ensure integrated performance that
is aligned with federal and State of Arizona goals for implementing the law. Design and implementation includes
the active participation of board members and other subject matter experts representing core and other partners
who meet on a regularly scheduled basis to establish actions, metrics, and timelines. The MCWDB’s vision is to be
a best-in-class workforce system that connects job-seekers to career opportunities and employers to skilled talent,
stimulating economic prosperity and enhancing quality of life for all. Its overarching goal is to align resources
regionally across systems, and develop innovative initiatives for the benefit of employers and job seekers in the
local area to create an educated and skilled workforce in the region.
The MCWDB is committed to, and meaningfully involved in, strategic planning. The MCWDB has established five
goals, outlined in Table 12. These goals are specifically designed to align with performance measures to ensure
the Maricopa County local area meets and exceeds program year targets.
The mission that has been in place for an extended period of time for the MCWDB has been that of the Maricopa
County Human Services Department. Since the Maricopa County Human Services Department role has been that
of the fiscal agent and administrator this made sense until July of 2016. Over the last eight months as the MCWDB
embraces its new roles it has had extensive discussions and chose to establish a workgroup to specifically develop
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the MCWDB new mission and vision. The MCWDB expects to implement this new mission and vision by June 30,
2017.
The Board members are appointed, and provide representation and knowledge of local cultures, climates, and
critical issues, as well as provide insight for strategic and innovative solutions.
TABLE 12. MARICOPA WORKFORCE DEVELOPMENT BOARD STRATEGIC GOALS
Goal 1 Create a high-quality workforce development system
Goal 2 Build brand awareness of workforce development to increase utilization
Goal 3 Implement regional workforce entity
Goal 4 Build a self-sustaining system of workforce development
Goal 5 Design and utilize performance-based metrics that ensure capacity management and
improve system outcomes
TABLE 12. MARICOPA WORKFORCE DEVELOPMENT BOARD STRATEGIC GOALS
GOAL 1: Modify Existing Program Operations to Improve Regional Awareness & Access
GOAL 2: Establish Workforce Regional Planning Process to Ensure Coordinated and Efficient
Service Delivery
GOAL 3: Implement Workforce Development Regional Plan and Procedures
GOAL 4: Design Regional Service Delivery Model for Youth Services Program with Priority for
Disconnected Youth
GOAL 5: Redesign Business Services Unit to Improve Service Delivery to Employers
GOAL 6: Define and Coordinate Regional Function for Seamless Regional Continuity and Quality
To support the design and implementation of these goals, the MCWDB established four Goal Workgroups
composed of members of the MCWDB, subject matter experts representing core partners, operational leadership
and staff, and members of community and business organizations, equipped to contribute to the design of
actions, metrics, and milestones for realizing each of the Board’s strategic goals. The four workgroups include the
following: Quality Workforce, Marketing, Regionalism & Sustainability, and Performance Excellence. The work of
these groups will lead to a cohesive, quality workforce system that engages employers and prepares more
individuals for employment, especially those with barriers. The MCWDB’s overarching aim is to shape and
demonstrate a comprehensive workforce system, as shown in the diagram in Figure 11. and emerge as a model
for other workforce systems by 2020.
The outcome of these goals will lead to a cohesive, quality workforce system that prepares more individuals for
employment, especially those with barriers. Further, these goals are specifically designed to align with
performance measures to ensure Maricopa County meets and exceeds benchmarks for employment placement,
wages earned, job retention, etc.
The Board has charged a Joint Workforce Development Services Planning Committee (Planning Committee) to
carry out the workforce system redesign. The Planning Committee consists of:
Patricia Wallace, Maricopa County, Director of Workforce Development
Cynthia Spell Tweh, City of Phoenix, Deputy Economic Development Director
Sheryl Hart, Arizona Department of Adult Education, State Director
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Kristen Mackey, MS, CRC, Arizona Department of Economic Security, Policy and Support Unit Manager,
Rehabilitation Services
The redesigned workplan is a roadmap for the transition consisting of action items and deliverables to achieve
these goals as outlined in Goals and Strategies section b. The MWDB’s overarching aim is to shape and
demonstrate a comprehensive, workforce system, as shown in the diagram in Figure 11. by the end of 2017, and
emerge as a model for other workforce systems by 2020.
FIGURE 11. COMPREHENSIVE WORKFORCE DEVELOPMENT SYSTEM
Equal Access
Government
Working at Economic
the Speed of Growth
Business
ARIZONA@WORK
Maricopa County
Quality Opportunity
Customer Service for All
b. Taking into account analyses described in subparagraphs (A) through (D), a strategy to
work with the entities that carry out the core programs to align resources available to the
local area, to achieve the strategic vision and goals described in subparagraph (E).
The data analysis in Analysis sections a. through d. provides detailed insight into Maricopa County’s labor market
and industries, and target population. It is an exciting time in the region - the economy is thriving with new
companies emerging and existing companies expanding; and there are continued improvements in
unemployment rates. There is growth in a number of occupations that pay high-wages and wages above self-
sufficiency thresholds, as well as those that offer long-term employment and options for advancement.
Additionally, data reveals employers are seeking a variety of education levels and knowledge requirements for
positions.
Concurrently, ARIZONA@WORK: Maricopa County staff are able to inform the MCWDB on areas not conveyed
through data. For example, there can be a mismatch between the data and the actual “boots on the ground”
actions when it comes to what positions companies and industries are hiring to fill, what positions are the best fit
for and of interest to participants, and confusion of both in navigating the workforce system. Thus, it is critical for
the MWDBMCWDB to work closely with entities carrying out core programs.
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To make the system more efficient and effective, and one that reflects new WIOA provisions, MCWDB and
ARIZONA@WORK: Maricopa County are reaching out to core partners to design and implement strategies to
achieve the workforce system in Figure 11. above.
To ensure effective transition to the Workforce Innovation and Opportunity ActTo make the system more efficient
and effective, and one that reflects new WIOA provisions, MWDB and ARIZONA@WORK: Maricopa County are
reaching out to core partners to design and the MCWDB supported ARIZONA@WORK in two critical steps that
would be the underpinnings for the paradigm shift:
A comprehensive needs assessment was conducted that included extensive stakeholder feedback, a
detailed review of data, and a transparent internal review of strengths and opportunities. A detailed
report of the findings, and long-term and short-term strategies was developed and presented to the
community and stakeholders.
ARIZONA@WORK: Maricopa County launched the Integrated Service Delivery (ISD) model. ISD is a
workforce system validated model specifically designed for organizations already in operation, looking for
a new and improved way of doing business. The model integrates staff functions between multiple
agencies with similar missions, mandates and cultures. When implemented successfully and with fidelity,
ISD establishes a system that provides a broader range of workforce services available to a greater
number of job seekers and employers.
To cultivate policy and procedural improvements and integration of services, the four Goal Workgroups convene
on a regular basis to leverage expertise, resources, best practices and lessons learned to develop strategies to
achieve the strategic plan goals. A workplan for this process is detailed in Table 13. To continue cultivating policy
and procedural improvements and integration of services during 2016-2020, the Planning Committee is meeting
bi-weekly. Inter-agency participation is encouraged at the meetings to leverage expertise, resources, best
practices and lessons learned to plan strategies and activities to achieve the strategic plan goals. A workplan for
this process is detailed in Table 13.
Table 13. MARICOPA COUNTY WORKFORCE DEVELOPMENT BOARD GOALS AND STRATEGIES
Goal 1 Create a high-quality Workforce Development system
a. Identify in-demand industry sectors and relevant programs in the areas
of apprenticeships, trades, and industry certifications
b. Maintain a holistic approach featuring connection among multiple
providers, ensuring seamless delivery
c. Increase engagement with businesses for capabilities and skills needed
by employers
Goal 2 Build brand awareness to increase Workforce Development utilization
a. Identify the industry sectors that make sense for Maricopa County
b. Identify employers in those sectors
c. Convene employers and educational providers
d. Learn gaps and identify the skills necessary to fill them
e. Employ Human-Centered Design approaches to answer the question
“What’s in it for me?”
f. Ensure that job seekers know what the Workforce Development system
does and provides
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Goal 3
Implement regional Workforce Development entity
Strategic a. Establish the strategic advantage of a regional Workforce Development
Outcomes 3.1 entity
b. Explore best and promising practices for a regional system
c. Develop a business case for a regional system
d. Establish a roadmap for designing and implementing a regional
Workforce system
Goal 4 Build a self-sustaining system of Workforce Development
Strategic a. Establish approaches to sustaining the workforce development entity
Outcomes 4.1 b. Complete a landscape analysis of funding
c. Benchmark best in class workforce systems receiving desired funding
d. Design a system to maximize alternative funding capture
Goal 5 Design and utilize performance-based metrics that ensure capacity
management and improve system outcomes
Strategic a. Ensure capacity management by establishing the Performance-based
Outcomes 5.1 Metrics Goal Work Group as the centralized data-collection and data-
analysis entity for all Goal Work Groups of the Maricopa County
Workforce Development Board
b. Communicate the value of performance data and facilitate
understanding by all stakeholders of its relevance and use.
c. Identify WIOA based performance metrics, milestones, and progress
that support system outcomes
d. Integrate continuous process improvement
e. Align performance measures with in-demand occupations
Goal 1 Modify Existing Program Operations to Improve Regional Awareness & Access
Strategic d. Refine and Improve Data Collection Methodologies
Outcomes 1.1 e. Analyze Data to Streamline Process to Improve Outcomes
f. Institute Targeted Program Plans to Increase Job Seeker Placements and
Job Retention
g. Evaluate Service Delivery Efficiency and Effectiveness
Key Activities 1. Identify and capture pertinent data points on detailed dashboard
1.2 2. Use dashboard data to drive programmatic decisions
3. Develop and follow detailed spending plans
4. Digitized customer satisfaction surveys
Goal 2 Establish Workforce Regional Planning Process to Ensure Coordinated and
Efficient Service Delivery
Strategic g. Conduct Regional Assessment on Workforce Delivery Methods and
Outcomes 2.1 Policies with the CORE partners
h. Identify and Implement Policy and Procedural Improvements
i. Solicit Input and Inform Stakeholders on Regional Alignment of
Workforce Activities
Key Activities 1. Enter agreements as necessary
2.2 2. Bi-weekly meetings with key staff
3. Electronic survey
4. Convene Joint Workforce Development Services Planning Committee
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Goal 3 Implement Workforce Development Regional Plan and Procedures
Strategic e. Create Regional Plan and Procedure Recommendations to Meet
Outcomes 3.1 Updated Federal Requirements (WIOA)
f. Engage County Manager and Board of Supervisors Approval for Plan and
Procedures
Strategic 1. Craft new document that exceeds WIOA compliance
Outcomes 3.2 2. Chief of Staff briefings
Goal 4 Design Regional Service Delivery Model for Youth Services Program with Priority
for Disconnected Youth
Strategic e. Align Program Development to Meet Updated Federal Requirements
Outcomes 4.1 (WIOA)
f. Define Method of Delivery for Required Program Services
g. Determine Youth Recruitment Strategy
h. Implement Program Delivery to Meet Targeted Expenditure Rate
Key Activities 1. Program re-design that includes 14 WIOA elements
4.2 2. Annual RFP solicitation
3. Develop and follow detailed recruitment plan
4. Develop and follow detailed spending plan
Goal 5 Redesign Business Services Unit to Improve Service Delivery to Employers
Strategic f. Clearly Define Purpose, Roles, and Responsibilities of Business Services
Outcomes 5.1 Unit
g. Create and Implement Business Services Procedures and Processes
h. Communicate Expectations and Deliver Services to Business Community
Key Activities 1. Functional Re-design
5.2 2. Develop Strategic Plan
Goal 6 Define and Coordinate Regional Function for Seamless Regional Continuity and
Quality
Strategic a. Clearly Define Purpose, Roles, and Responsibilities
Outcomes 6.1 b. Create and Implement Regional Services Procedures and Processes
c. Communicate Expectations and Deliver Regional Services
Strategic 1. Regional Re-design
Outcomes 6.1 2. Functional Re-design
3. Develop Strategic Plan
The workplan is revised at each meeting with status on task assignments, new action items, updates, and
measurable progress, for achieving goals. By achieving these goals, the MCWDB and the ARIZONA@WORK:
Maricopa County workforce system will carry out meet and exceed the following WIOA provisions:
Prioritize services to out-of-school youth and vulnerable low-income adults
Increase the focus on training across core programs to help participants access good jobs and advance in
their careers
Encourage career pathway approaches that support postsecondary education and training for youth and
adults
Align planning and accountability policies across core programs to support more unified approaches to
serving low-income, low-skilled individuals.
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A Memorandum of Understanding (MOU) haswill been established with each core partner clearly defining and Commented [CA2]: The type of agreement may vary
formalizing roles, responsibilities and commitments of resources and infrastructure, to ensure realization of ward depending on whether it involves governmental agencies.
these outcomes. At the time of this plan, there are no final, executed MOUs. You could just state “Agreements have been established….”
WDB Staff: This language is based on WIOA. Keeping this as
is.
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SECTION 3: WORKFORCE SYSTEM
AND PARTNERS
A description of the workforce development system in the local area that identifies the
programs that are included in that system and how the local Board will work with the
entities carrying out core programs and other workforce development programs to
support alignment to provide services.
ARIZONA’S WORKFORCE DEVELOPMENT SYSTEM
ARIZONA@WORK is the statewide workforce development network that helps employers of all sizes and types
recruit, develop and retain the best employees that meet their needs. At the same time, ARIZONA@WORK
provides services and resources to job seekers to pursue employment opportunities. By developing the state’s
workforce and matching employers with job seekers, Arizona’s economy is strengthened. The statewide
workforce development network consists of 12 geographic areas (includes 19 Tribal Nations), each known as a
Local Workforce Development Area (LWDA). Arizona currently has 49 workforce development offices providing
programs related to WIOA’s six core programs, including:
Adult, Youth, and Dislocated Worker (Title I);
Adult Education and Literacy (Title II);
Programs authorized under the Wagner–Peyser Act (Title III [(Employment Service)]);
Vocational Rehabilitation (Title IV);
Career and technical education programs at the postsecondary level authorized under the Carl D. Perkins
Career and Technical Education Act of 2006;
Employment and training activities carried out under the community Services Block Grant Act;
Employment and training activities carried out by the Department of Housing and Urban Development;
Jobs for Veterans State Grants programs authorized under chapter 41 of title 38, United States Code;
Programs authorized under State unemployment compensation laws;
Programs authorized under section 212 of the Second Chance Act of 2007;
Programs authorized Part A of title IV of the Social Security Act;
The Senior Community Services Employment Program authorized under Title V of the Older Americans Act
of 1965; and
Trade Adjustment Assistance activities authorized under chapter 2 of title II of the Trade Act of 1974.
Governor Doug Ducey has determined that Temporary Assistance for Needy Families (TANF) will not be a required
partner in the State Plan. Commented [CA3]: I suggest reviewing this with the
Board or Chairman’s Office
MARICOPA COUNTY’S WORKFORCE DEVELOPMENT SYSTEM
WDB Staff: Integration of title program services is a
To achieve a high performing, integrated workforce system in Maricopa County, a strong framework is required. fundamental principle of the Workforce Innovation &
Opportunity Act. All local workforce development areas
This framework defines the unique role of each system contributor and acknowledges how the power of have to determine how this will be accomplished in order to
partnerships expands skills attainment and economic opportunity for the constituents of Maricopa County. The be in compliance with WIOA. However, MCWDB staff will
MCWDB and the Maricopa County Chief Elected Officials are committed to supporting partnerships that integrate contact the BOS Liaison, Lee Ann Bohn, and review this
statement with her to ensure commitment language can
WIOA Title I, II, III, and IV programs, along with other key components, to create a top-producing talent source remain in the document.
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that employers value. 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 LWDA. 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. Specifically, the ARIZONA@WORK: Maricopa County workforce
development system consists of:
MARICOPA COUNTY WORKFORCE PROGRAMS AND SERVICES
Each of the services offered by ARIZONA@WORK: Maricopa County are categorized as part of four major WIOA
Title IB programs, including:
THE ADULT PROGRAM provides workforce services that increase the employment, retention, earnings, and
attainment of recognized post-secondary credentials for adults age 18 and older. As a result of these activities,
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the quality of the workforce will be improved, economic self-sufficiency will be increased and productivity
enhanced in the region.
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.
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.
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.
Adult, DW and RR programs offer career and training services to eligible adults and dislocated workersIn 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. An individual is considered underemployed if
they are employed either full or part-time, and their current annualized wage rate does not exceed the highest of
either: 1) 80% of their wages at date of dislocation; or 2) The individual’s earned wages are at or below the
LWDA’s established self-sufficiency threshold., and youth programs offer services to in-school and out-of-school
youth, now expanded to ages 14-24.
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 region’s local area’s businesses and workers. These changes include implementing the priority of
services criteria and eligibility governed by WIOA, as well as the ISD model. At its core, ISD means that American
Job Center staff is organized by function into work teams, regardless of the resources that fund those staff. To this
end, the County’s workforce development system has transitioned to operate in three Functional Teams in
comprehensive
American Job Centers:
1. WELCOME TEAM that greets and directs customers, conducts a triage assessment, collects registration
information, and refers internally or externally for assistance. (Entry, Resource Room)
2. SKILLS AND CAREER DEVELOPMENT TEAM that does skills analysis, facilitates assessment and testing,
identifies support needs, provides career guidance, arranges for soft skills training, and refers to program
specific occupational training. (Resource Room, Case Management, Pre-Employment Training)
3. BUSINESS RETENTION TEAM that provide services to job ready customers and to employers including job
clubs, facilitating on-the-job training arrangements, job development, business development, job
matching and customized recruitment efforts.
An operations manual was created and distributed to each staff member. The manual contains information on the
purpose of ISD, a detailed description of the functions including the roles and responsibilities of staff, and other
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operational details critical to service delivery. To strengthen and sustain services, as a next step, each staff
member will receive training, and professional development to achieve the expectations of their role. American
Job Centers hold monthly meetings to review ISD experiences and continue to make improvements that benefit
customers.
KEY WORKFORCE DEVELOPMENT PERSONNEL
Central to the success of the implementation of ISD and a seamless coordinated customer flow, Regional
Managers and other key program staff are functional area champions. The genuine interest in helping others
succeed and the experience of key personnel is a driving factor for the continued ability to meet and exceed
performance measures, and in building relationships with businesses, individuals and partners. To build capacity
in the organization, and support individuals’ growth, Maricopa County is committed to regular team building
events and staff development opportunities throughout the year. Figure 12. Provides a visual of
ARIZONA@WORK: Maricopa County’s leadership and organizational structure.
FIGURE 12. ARIZONA@WORK MARICOPA COUNTY LEADERSHIP AND ORGANIZATION
REGIONAL ALIGNMENT OF CORE SERVICES
WIOA requires LWDAs to integrate with specific core programs to provide comprehensive and efficient services to
more participants. The ISD model braids and aligns the local resources of participating partners to seamlessly
address the training and employment needs of system customers, job seekers and businesses alike. With the
model chosen, and functional leadership and teams determined, moving forward aligned as one system is the
current redesign task at hand. Alignment will reduce duplicative and administrative activities in favor of a
customer experience, allowing 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. ARIZONA@WORK: Maricopa County will continue to
make this transformation during the 2016-2020 period, with the following core partners and services:
1. Adult, dislocated worker and youth programs (WIOA Title I) managed and delivered by ARIZONA@WORK
City of Phoenix;
2. Wagner-Peyser job search and placement services (WIOA Title III) administered by the Arizona
Department of Economic Security (DES);
3. Adult education and family literacy programs (WIOA Title II) administered by Arizona Department of
Education (ADE);
4. Vocational Rehabilitation (WIOA Title IV) administered by the Rehabilitation Services Administration
(RSA), which is part of DES; and
5. Workforce policy and investment directed at the state level by DES.
Additionally,The MCWDB will work to actively engage these and other partners required to provide access
through the comprehensive American Job Center locations, such includingas Job Corps, YouthBuild, Career and
Technical Education (CTE) programs, Veterans Employment and Training Services, and Unemployment Insurance
services., have been invited to participate in planning meetings.
Redesigning policies, operations and administrative systems. Integration strategies as part of an overall system
redesign will be methodical, research- and data-driven, and deliberate. As demonstration of such, Maricopa
County and the City of Phoenix entered into an Intergovernmental Agreement (IGA) on July 1, 2015 to establish
the Joint Regional Workforce Development planning process which established strategies for regional alignment,
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formalized in a Joint Regional Workforce Development Planning Report. The strategies are consistent with
national and state calls for increased integrated service delivery within the workforce development system.
The County will leverage the knowledge, experience and collaboration from the Joint Regional Workforce
Development planning process to carry forward this new endeavor, establishing policies, procedures, and
processes. As the County convenes the multi- disciplinary Planning Committee with the key decision makers from
each of the WIOA core partners, the collaborative will work towards achieving redesign Goals 1-6 through
operational-level strategies, outlined in Table 14. The Planning Committee will ensure the fidelity of the
implementation of new changes with WIOA provisions and hallmarks.
TABLE 14. ARIZONA@WORK MARICOPA COUNTY OPERATIONAL-LEVEL ALIGNMENT AND SERVICE DELIVERY
STRATEGIES
Goal 1 Modify Existing Program Operations to Improve Regional Awareness & Access
WIOA Alignment Accountability, Equal Access, Opportunity for All, Customer Service
Strategies 1.2 Collect and use data points to drive programmatic decisions and outreach
Expand outreach and awareness to be more feasible to target population
Co-facilitate enrollment with core partners
Communicate value of services and achievements/progress to community
Develop and follow detailed spending plans
Evaluate service delivery through satisfaction surveys
Improve service and flow efficiency getting more individuals through the system
Utilize priority of services eligibility
Provide accommodations and technology for individuals with disabilities and
other special needs
Goal 2 Establish Workforce Regional Planning Process to Ensure Coordinated and Efficient
Service Delivery
WIOA Alignment Accountability, Customer Service, Regional Economy
Strategies 2.1 Regional assessments with core partners
Identify, refine and implement policy and procedural improvements
Establish feedback loop
Multi-disciplinary planning committee
Goal 3 Implement Workforce Development Regional Plan and Procedures
WIOA Alignment Accountability, Customer Service, Regional Economy
Strategies 3.1 Regional 4-year strategic plan that exceeds WIOA expectations
LWDB and BOS briefings and feedback
Form task forces and sub-committees as needed
Goal 4 Design Regional Service Delivery Model for Youth Services Program with Priority for
Disconnected Youth
WIOA Alignment Customer Service, Equal Access, Opportunity for All
Strategies 4.1 • Implement priority for disconnected youth
• Develop relevant career pathways for future workforce
• Retention team follow through with youth to build protective factors
• Redesign program with 14 WIOA elements
• Fill vacant staff positions
• Implement long term outcome tracking
• Develop and follow detailed diverse recruitment plan
• Develop and follow detailed spending plan
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Goal 5 Redesign Business Services Unit to Improve Service Delivery to Employers
WIOA Alignment Customer Service, Government Working at the Speed of Business, Economic Growth
Strategies 5.1 • Clearly define purpose, roles and responsibilities
• Functional redesign of processes and procedures
• Work with MWDBMCWDB Industry Sector Committee to develop industry
relationships, and solicit feedback/advisory
• Establish and communicate important targets and summative benchmarks
Goal 6 Define and Coordinate Regional Function for Seamless Regional Continuity and Quality
WIOA Alignment Accountability, Regional Economy
Strategies 6.1 • Clearly define purpose, roles and responsibilities
• Functional redesign of processes and procedures
• Develop, update and continuously improve regional strategic plan
• Document lessons learned and best practices to support other systems in the
state and nationally
The Planning Committee plays a critical role in removal of barriers and the successful deployment of service
integration as they are liaisons between the MWDBMCWDB and the state and they collaborate with all partners
to make the integration of services a reality. Strategies will continue to evolve over the next four years as data
distinguishes effective practices.
Employing a combination of “bottom-up leadership” and “top-down leadership”, the MWDBMCWDB Executive
Committee will meet with the Planning Committee and other regional leadership throughout July 2016- July 2017.
In these meetings, strategies for the provision of workforce development services regionally will be reviewed as
well as the implementation of regional methodologies. ARIZONA@WORK: Maricopa County will use the Strategic
Plan workplan to document progress. As roles, resource commitments, strategies and performance goals are
established, MOU’s will formally document alignment of core services for 2016-2020.
SELECTING AN AMERICAN JOB CENTER OPERATOR
American Job Centers serve as the State’s delivery centers. The MWDBMCWDB will work to manage the American
Job Center operator competitive process in the regionlocal area, including certifying and designating operators. In
2019, the MCWDB followed Once tthe criteria and guidance for this process has been developed at the state level,
Maricopa County will move forward as required, including establishing any additional certification criteria and a
timeline for bi-annual to review and certify the American Job Center Operator (a process which will be repeated
every three years).ication at least every three years.
a. An identification of the entity responsible for the disbursal of grant funds described in
section 107(d)(12)(B)(i)(III), as determined by the chief elected official or the Governor
under section 107(d)(12)(B)(i).
The State of Arizona receives WIOA formula grant program funding from the U.S. Department of Labor; the
Arizona Department of Economic Security (DES) is the State’s WIOA administrator. In turn, DES grants WIOA funds
to Governor designated LWDA’s based on specific formulas in each service category (Adult, Dislocated Worker,
Rapid Response, and Youth).
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To provide WIOA workforce development services for all of Maricopa County, there are multiple dimensions of
governance, as shown in Figure 12. Maricopa County and the City of Phoenix LWDA’s each have their own
governmental body that is provided an allocation of WIOA program funds.
The Board of Supervisors (BOS) , identified in Analysis section a., are charged with the oversight of Maricopa
County, and have expertise in a number of specialized and relevant industries. As the Chief Local Elected Official
(CLEO), the Chairman of the Maricopa County Board of Supervisors bears the WIOA fiduciary and grant
responsibilities. The Board of Supervisors designated the Maricopa County Human Services Department to serve Commented [CA4]: IS there a reference for this
as the Fiscal Agent for the MCWDB, and be responsible for the receipt and disbursement of WIOA funds in the statement? I would like to review it.
Local Workforce Development Area. WDB Staff: Removed reference to Chairman and simply
maintained reference to BOS to align with the language in
SGA (see attached). Refer to VI.B. on p.4.
FIGURE 12. GOVERNANCE STRUCTURE FOR ARIZONA@WORK MARICOPA COUNTY Commented [CA5]: Was this designation accomplished
by Board action?
WDB Staff: Yes. This is included in the SGA (see attached;
VI.A.3. BOS Roles and Responsibilities; p.3), which was
signed and approved by the MCWDB and BOS.
b. A description of the competitive process to be used to award the subgrants and
contracts in the local area for activities carried out under this title.
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. The MCWDB will publically announce bid(s) and/or proposal(s) for adult,
dislocated worker, or youth services, and will award contracts based on a variety of factors as determined by the
MCWDB qualifications. In addition, when procuring youth service providers, the MCWDB will adhere to the DES’ Commented [CA6]: Do you consider any other criteria?
Youth Program policy and its procurement requirements noted under section 202. If so, state the other criteria, or make this statement more
broad.
ARIZONA@WORK: Maricopa County, and its Regional Managers, are responsible for a majority of services and
WDB Staff: Adjusted language to make it more broad, as
activities carried out under this title, directly or through core partners. For example, youth services are now suggested.
managed and implemented directly by the County. However, specialized services and experiences for youth are
still contracted out. If, and when, any services are contracted to external parties, County workforce staff works
directly with the Maricopa County Office of Procurement Services (OPS), as the designated procurement authority
by the BOS, to follow local, state and federal procurement policies. The OPS uses a strategic and systematic
approach to procurement to ensure county agencies’ needs are met in a manner that supports a fair and open
process and achieves value for money.
Over the next four years, ARIZONA@WORK: Maricopa County will hold annual solicitations for any specialized
services not handled internally, or by core partners. Depending on the value of services/products, there are
different competitive processes that will be used to award contracts that include and are not limited to:
• Sole source or emergency procurements
• Request for Quotations
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• Invitation for Bids
• Multi-step Sealed Bidding
• Review of Qualifications
The various process descriptions and thresholds can be found in Appendix 6.
External parties awarded contracts must meet specific performance benchmarks, participate in quality assurance
site visits or other observation, and are monitored through communication with, where appropriate, staff and
core partners, participants and local business representatives. This process will continue to be used during 2016-
2020, and will be clearly defined in each partner MOU, or vendor contract.
The Maricopa County Office of Procurement Services website, http://www.maricopa.gov/procurement/, includes
published solicitations, guidelines, and other important procurement resources, including:
• A searchable database of contracts.
• A list of currently available solicitations issued by Maricopa County. A searchable copy of the
Maricopa County Procurement Code.
c. A description of the roles and resource contributions of the one-stop partners;
For many years, American Job Centers (formerly one-stops) have had a silo mentality which is a barrier to a
collaborative approach. Clear lines were drawn to separate funding sources, not to allow crossing even to Commented [CA7]: Consider less emphatic language.
accomplish a specific task or function. Thus, operations have been confusing to both internal and external clients,
especially when there are redundant actions by more than one agency/partner. WDB Staff: Kept as is; typical language implemented by
workforce boards and WIOA.
With years of operating this way, the transition is complex. Using a proven model, centers can make the transition
to an integrated, efficient system with ISD functional teams, seamless referrals and common performance
measures. A great deal of research and review of ISD led up to its selection. ARIZONA@WORK: Maricopa County
not only conducted research on the efforts of agencies to integrate center services, but also conferred with and
conducted site visits with agencies that have begun or completed the process of integrating services, such as
Boston, Chicago, Denver, Los Angeles, New Orleans, Orlando and Philadelphia.
IThroughoutn the 2016-2020 strategic planning period, ARIZONA@WORK: Maricopa County is working toward all
partners having clearly defined roles and responsibilities that leverage their expertise; and for all partners to share
in the funding of services and infrastructure costs of, or provide an in-kind contribution for, the American Job
Center delivery system, where appropriate. A renewed The newly devised workforce system will consist of
regional approachre-design and a, functional re-design and a regional strategic plan, with all core partners
working together, taking ownership, and commendation, for common performance.
The multi-disciplinary Planning Committee is meeting every two weeks to drive integration forward. Specifically,
partners seek to 1) increase the focus on training across core programs; 2) develop a system that offers career
pathway approaches that support postsecondary education and training for youth and adults; and 3) align
planning and accountability policies, as prescribed by changes in WIOA. Progress towards defining American Job
Center partners’ roles for these objectives are outlined in Figure 13.
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FIGURE 13. PARTNER ROLES
• Operations • Case
• Case Management
Management • Support
• Job Readiness Services
Workshops • Training
• Skills Training
• Support Services
• Assessments ARIZONA@WORK ARIZONA@WORK
• Partnerships
• Business & Title I-B Title IV: VR
Retention (Co-Located) (2-Way Referral)
ARIZONA@WORK ARIZONA@WORK
Title III: Wagner Title II: Adult
Peyser Education
(Co-Located) (2-Way Referral)
• Job Referrals • Adult Ed - GED
• Customer • Assessments
Services • IET (Integrated
• Re-employment Education &
Orientations Training)
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.
A statewide professional development task force will work with all core partners to deploy consistent function
training and expectations. This will include training related to the six shared competencies identified for each
partner agency: community resources and knowledge of partner programs, teamwork, career exploration,
communication, WIOA laws and regulations for core programs, and customer service. DES is taking the lead in
creating the training infrastructure. The State Council also identified activities to assist with workforce staff
training.
38 | P a g e
d. Employment Service. A description of plans and strategies for, and assurances
concerning, maximizing coordination of services provided by the State employment service
under the Wagner- Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area
through the one-stop delivery system, to improve service delivery and avoid duplication of
services.
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
County staff, sharing a common physical space, but not the same functions.
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 completion of
functional re-design will offer a high level of coordination in strategies, particularly those focused on delivering
upfront job search and job readiness services, along with job development and placement functions that serve
individuals across the core programs. The system will benefit from a common, upfront registration process and by
sharing the staffing and financial resources needed to provide basic job search and readiness services.
A detailed training plan will be developed and implemented during 2017 to ensure WP staff deliver high quality
welcome services, not just for WP, but for the benefit of the whole system; provide important documentation in
shared systems; and understand and assign the appropriate next steps for clients. Electronic customer satisfaction
surveys and bi- weekly core partner meetings will be used on an ongoing basis to steer additional training and fine
tuning of service delivery.
e. Adult Education. A description of how the local Board will coordinate workforce
investment activities carried out under this title in the local area with the provision of adult
education and literacy activities under title II in the local area, including a description of
how the local Board will carry out, consistent with subparagraphs (A) and (B)(i) of section
107(d)(11) and section 232, the review of local applications submitted under title II.
From the welcome function, participants and job seekers will transition into more customized services, including
education and training. The MWDBMCWDB will look to the Planning Committee One-Stop-Operator to devise a
plan for coordinating workforce development activities with Arizona Department of Education (ADE) Adult
Education activities: adult education, literacy and English language skills. Adult Education programs in the region
are very effective and well established, including the programs’ continuous pipeline of participants. Education
options in the region include in-person, online and hybrid options.
Maricopa County is already leveraging the visibility of the Adult Education programs, which can be an asset to the
entire workforce system. During 2015- 2016In the past two years, ARIZONA@WORK: Maricopa County Title IB
case managers, especially particularly youth case managers, established relationshipscollaborated with Adult
Education activity program instructors and staff and Opportunity for Youth toinitiatives to provide outreach to,
and recruit clients from, the client base. This pilot has been a fruitful means for reaching more youth. Title I staff
have been successfully co-facilitating group enrollments with ADE. The partnership has yielded better completion
rates for those participants versus other cohorts because the County can offer the wrap-around services, and case
management, needed to support individuals - a full continuum of support exists.
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With new WIOA guidance, the MWDBMCWDB would like to leverage Adult Education’s exceptional assessments
and assessment processes for other core services, in addition to exposure to their pipeline of individuals. The Test
of Adult Basic Education (TABE) remains the most comprehensive and reliable academic assessment product in
adult basic education. Thus, the OSO is determining how to coordinate the delivery of the TABEAmerican Job
Center staff are learning to implement these assessments, to improve program delivery across all core programs.
Additionally, Maricopa County and Adult Education plan to work together toward revamping the education
activities to integrate or align with training for a transition to workforce and/or postsecondary education
pathways. This is currently being successfully implemented piloted as the Integrated Basic Education and Skills
Training (IBEST) program. Participants work toward a High School Equivalency (HSE) diploma and get started in an
occupational field at the same time. The combination improves an individual’s employability in a specific area of
study, especially with acquisition of industry recognized certificates. The length of each IETBEST 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, as well as an assigned career
advisor.
Therefore, over the next four two years, the Planning Committee and ARIZONA@WORK: Maricopa County will
work to increase co-enrollment options; increase outreach and marketing to Adult Education clients; and, to re-
design curriculum to be contextualized for seamless workforce entry and aligned with new WIOA guidelines.
f. Vocational Rehabilitation. A description of the replicated cooperative agreements (as
defined in section 107(d)(11)) between the local Board or other local entities described in
section 101(a)(11)(B) of the Rehabilitation Act of 1973 (29 U.S.C. 721(a)(11)(B)) and the
local office of a designated State agency or designated State unit administering programs
carried out under title I of such Act (29 U.S.C. 720 et seq.) (other than section 112 or part C
of that title (29 U.S.C. 732, 741) and subject to section 121(f)) in accordance with section
101(a)(11) of such Act (29 U.S.C. 721(a)(11)) with respect to efforts that will enhance the
provision of services to individuals with disabilities and to other individuals, such as cross
training of staff, technical assistance, use and sharing of information, cooperative efforts
with employers, and other efforts at cooperation, collaboration, and coordination.
The Rehabilitation Services Administration (RSA) assists individuals with disabilities to meet their goals for
employment and independence. RSA is physically located in three Arizona DES locations. RSA is responsible for
technical assistance and resources for individuals with disabilities; and for administering the Vocational
Rehabilitation (VR) programs. WIOA provisions require VR to provide:
Because of the extensive experience and expertise RSA has with working with and supporting individuals with
disabilities, ARIZONA@WORK: Maricopa County will work with RSA to train American Job Center staff to better
serving individuals with disabilities, as well as to establish processes for two-way referrals for services.
RSA will be having a staff member two times a week at the three (3) ARIZONA@WORK Maricopa County local
American Job Centers that will be available to meet with potential clients for the VR program. This VR staff
member will be available to take client referrals, provide on-site orientations, and other service, as needed. 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.
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RSA will 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.
Concurrently, American Job Center staff will have additional resources and services for client referrals out for
specialized services and training in order to better serve clients in reaching successful employment outcomes.
g. Programs of study authorized under the Carl D. Perkins Career and Technical Education
Act of 2006 (20 U.S.C. 2301 et seq.), that support the strategy identified in the State plan
under section 102(b)(1)(E).
Local planning will reorient existing education and workforce services into an integrated system. The integrated
system will have a greater focus on career pathways, industry credentials and workplace experiences.
ARIZONA@WORK: Maricopa County will avidly work with Arizona Department of Education (ADE) to align
workforce system services and Career and Technical Education (CTE) programs. Together, the agencies will use
labor market data to review current programming and plan future integrated program development.
WIOA requires states and local areas to develop career pathways – a combination of education, training, career
counseling, and support services that align with the skill needs of industries. In May 2016, the MWDBMCWDB
formed an Industry Sector Committee that will work to develop local and regional industry sector initiatives. Thus,
part of the Committee’s role will be to build out career pathways with feedback from employers and in
partnership with MCCCD CTE centers.
Currently, each CTE program has its own advisory committee consisting of employers and college faculty charged
with the responsibility to review and update curriculum to address local needs and relevancy. In an effort to
identify opportunities to better align community college programs with the needs of industry sectors that have
high demand for workers, MCCCD’s Office of Workforce Development (Workforce Development) has begun to
create district- and region-wide Business and Industry Leadership Teams (BILTs) to look at the needs of the region
as a whole in the highest demand areas of employment need and growth. As the local workforce leader, it will be
instrumental for the region for the County to participate in these initiatives, and align them with the workforce
system.
To ensure a healthy balance in developing sector strategies and building career pathways with short- and long-
term needs of individuals, there will also be a significant level of development over the next four two years to
establish 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. ARIZONA@WORK:
Maricopa County will work with ADE and CTE’s to create education programs and training options that lead to a
credential that is an industry- recognized certificate or certification, portable, and stackable or a recognized
alternative. And, by working together, ARIZONA@WORK: Maricopa County and CTE services will complement one-
another; for example, WIOA can help provide wrap-around support services for low-income postsecondary CTE
students.
h. Secondary and Postsecondary Education. A description of how the local Board will
coordinate education and workforce investment activities carried out in the local area with
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relevant secondary and postsecondary education programs and activities to coordinate
strategies, enhance services, and avoid duplication of services.
As part of the planning and re-design process, ARIZONA@WORK: Maricopa County aims to improve
communication and collaboration with both secondary and postsecondary education providers. For example, the
County will work with MCCCD and the Maricopa Corporate College, who on their own have made great progress
with career pathways, to map out pathways and create curriculum that aligns with educational goals for each
career path. Independently, there has been myriad disconnected programs. However, ARIZONA@WORK:
Maricopa County will aim to convene the 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
State Plan, including to:
• 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;
• Provide training to program developers in contextualization and standards–based instruction;
• 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; and,
• 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 (CLASP, 2014). The Planning Committee and the Industry Sector
Committee will communicate updates regularly to the full MWDBMCWDB and ARIZONA@WORK: Maricopa
County staff. The initiatives will be reviewed annually to highlight successes as well as revise strategies as
necessary
i. Transportation. A description of how the local Board will coordinate workforce
investment activities carried out under this title in the local area with the provision of
transportation, including public transportation, and other appropriate supportive services
in the local area.
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 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
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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.
To ensure ARIZONA@WORK: Maricopa County reaches and enrolls more individuals, WIOA program service
category (Adult, Dislocated Worker, Rapid Response, and Youth) staff are aggressively implementing the motto of
meeting people where they are at, 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 who have barriers to employment.
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SECTION 4: ACCESS
A description of how the local Board, working with the entities carrying out core programs,
will expand access to employment, training, education, and supportive services for eligible
individuals,
a. particularly eligible individuals with barriers to employment,
One of WIOA’s main charges for workforce systems is to break down barriers, expanding 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 fact, Maricopa County aims to stand-out by
effectively practicing this through innovative, outside-of-the-box , targeted pilots and activities, including:
• Shared satellite site pilot with a Workforce Development Coordinator (WDC) that targets remote and
rural locations;
• SMART Justice Program which targets individuals involved with the justice system;
• Strengthening Working Families Initiative (SWFI) pilot aimed at reaching individuals and families living
in poverty;
• Family Centered Employment which is designed to focus on creating opportunities for and addressing
needs of both children and the adults in their lives together; and
• The Maryvale Revitalization Project designed to reach a high saturation of unemployed individuals.;
• Skillful events to reach Veterans; and
• Training bootcamp to train volunteers to increase the volume served at access locations.
Over the next four two years ARIZONA@WORK: Maricopa County will build on to, enhance and duplicate
successful aspects of these programs. Additionally, the County and the core partners , together, as one workforce
system, will look at other means to serve the region’s local area’s most vulnerable workers – low-income or
underprepared adults and youth. As advised by the MWDBMCWDB, the system will implement strategies to
achieve re-design Goals 1-6, and specifically, related to access, Goal 1: Modify Existing Program Operations to
Improve Regional Awareness & Access; and, Goal 2: Establish Workforce Regional Planning Process to Ensure
Coordinated and Efficient Service Delivery.
To this end, the core partners will implement the following strategies during 2016-2020, to strategically expand
access while maintaining quality services:
• Utilize ISD functional teams and statewide training task force to create a system that serves a
participant consistently with a customer-centered flow, no matter where an individual enters the
system, in order to receive customized services and supports.
• Leverage awareness of high visibility events and programs to increase enrollment, including hard to
reach individuals (i.e. Adult Education enrollments, community college events).
• Expand eligibility to serve more vulnerable youth.
• Implement Priority of Service eligibility guidelines to provide services to all, and to give priority and
support services to those most in need, regardless of available funding.
• Create more touch-points with businesses to keep a constant cycle of cohorts getting trained and
employed and to open up resources for new cohorts.
• Share formative, real-time data reports to drive resources and outreach into specific areas.
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• Work towards common performance measures through shared goals and multi-agency collaboration
and support.
• Implement a Community Outreach Coordinator who is responsible for promoting and coordinating
activities, initiatives and services.
ARIZONA@WORK: Maricopa County and core partners will track clients served by subpopulations so that the
MWDBMCWDB can report specific breakdowns on the individuals served.
b. A description of how the local Board will facilitate access to services provided through
the one-stop delivery system, including in remote areas, through the use of technology
and through other means;
Workforce development locations are strategically positioned – geographically or targeted needs – throughout
the regionlocal area. However, with such a large and diverse service area, access to services for individuals in
remote and rural areas may be hindered. To facilitate access to services, Maricopa County will utilize such
strategies as:
• Meeting individuals where they are at;
• Access Point sites;
• Satellite and shared locations; and
• Leveraging technology.
MEETING PEOPLE WHERE THEY ARE AT
ARIZONA@WORK: Maricopa County staff will implement strategies to meet people in their communities, to
facilitate access to services. This means staff will drive to locations or hold events in specific areas of need,
whether it is one individual or for groups. Once individuals are enrolled in services, they may be eligible for
additional transportation assistance, bridging any transportation and distance gaps.
ACCESS POINT SITES
Another strategy Maricopa County is enhancing and growing are Access Point sites. Additional partnerships with
faith- and community-based organizations will be fostered to increase Access Points in the County.
ARIZONA@WORK: Maricopa County will look to partner with agencies that share a common workforce mission or
vision, or that can provide direct access to a vulnerable or hard-to-reach population. Access Point staff and
volunteers will be trained to provide a consistent system of tiered service delivery. For example, tiers would range
from basic information and material to occasional assistance with job search to full service operations which
would include hosted job fairs. The needs of each community and faith-based partner will also be evaluated to
determine the tier of service delivery to be established at a specific Access Point. These different levels of services
will be clearly defined with each community and faith-based partner as well as with job seekers. The Community
Outreach Coordinator is responsible for managing all access points. County Regional ManagersTitle IB staff will
hold regular meetings with Access Point partners to promote consistency, provide partners with additional
workforce service delivery training, and share best practices.
SATELLITE AND SHARED LOCATIONS
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A model that the MWDBMCWDB and ARIZONA@WORK: Maricopa County plans to replicate at more locations is
the satellite site with a Workforce Development Coordinator (WDC) that targets remote and rural locations. The
model has been warmly embraced by the community and there has been a high level of interest in the pilot, by
other Maricopa County communities.
ARIZONA@WORK: Maricopa County holds an Intergovernmental Agreement (IGA) with the Town of Wickenburg
(Wickenburg). The purpose of the collaborative relationship is, on a smaller scale, to replicate the wide spectrum
of services offered at a local Arizona Job Center, in Wickenburg. A WDC has been assigned to serve the
Wickenburg community, exclusively. The workspace area has been designated at the Wickenburg Library,
including computer stations dedicated for the sole use of Job Seekers.
With the inception of the initiative spearheading in June 2016, in two short months, staff has interfaced with 160
Job Seekers. This success is based on establishing community partnerships with organizations such as Goodwill
who has sponsored community events in Wickenburg.
Moving forward, tThe WDC is establishing a training calendar for Job Seekers and beginning to establishing
collaborative relationships with local employers. For instance, Wickenburg Ranch, a Shea Homes affiliate, offers a
wide menu of employment opportunities including and not limited to: hospitality, landscaping, food services,
spa/wellness services, and construction. For instance, Tthe Town of Wickenburg, Wickenburg Community
Hospital, and Wickenburg Unified School District are long standing employers in this rural community. Lastly,
tourism offers seasonal employment opportunities. Hence, establishing a cadre of local employers as part of the
model is key in connecting Job Seekers with local employers.
LEVERAGING TECHNOLOGY
The use of technology will be explored to provide virtual Access Points to job seekers who cannot access in-person
assistance due to various barriers, including work schedules and proximity to any workforce physical location.
These virtual Access Points would provide one-on-one immediate assistance online to job seekers. Additionally, as
part of a comprehensive 21st century integration, ARIZONA@WORK: Maricopa County will work to cultivate
technology throughout the centers, including: launching online recruitments for the benefit of employers and job
seekers alike; developing mobile technology to increase staff’s connectivity outside of Career Center locations;
facilitating job seeker online real- time and self-paced workforce trainings that can be accessed conveniently with
limited barriers; and transitioning to a standardized tool, (e.g., WorkKeys), as the primary assessment tool for
measuring basic foundational skills for all Adult and Dislocated Worker participants in the region.
c. A description of how entities within the one-stop delivery system, including one-stop
operators and the ARIZONA@WORK partners, will comply with section 188, if applicable,
and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et
seq.) regarding the physical and programmatic accessibility of facilities, programs and
services, technology, and materials for individuals with disabilities, including providing staff
training and support for addressing the needs of individuals with disabilities;
WIOA complies with and strengthens the non-discrimination requirements of Section 188 and other applicable Commented [CA8]: Complies with and
provisions of the ADA, and requires American Job Centers and Affiliate sites to provide physical and programmatic
accessibility to individuals with disabilities. ARIZONA@WORK: Maricopa County takes accessibility seriously and WDB Staff: Adjusted language based on suggestion.
will continue to ensure programmatic and physical access to services, and appropriate staff training on providing
supports for, accommodations to, and finding employment opportunities for individuals with disabilities.
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Individuals with a disability are registered on the WIOA registration website. Staff are trained to make appropriate
notes in case files, that are not inappropriate, subjective, or against regulations. Each individual registered for
workforce services signs a copy of the Equal Opportunity is the Law notice, which is retained in their respective
file.
ARIZONA@WORK: Maricopa County offers and provides a broad range of assistive technology services and
devices provided to individuals with disabilities at each stage of their participation in workforce development
activities. American Job Centers, access, affiliate and youth service provider sites are equipped with some assistive
technology options, including closed captioning, book holders, enlarged print materials, and screen readers.
Further, a statewide network of qualified contractors is available as a resource for additional options. The State
employs a Statewide Assistive Technology Coordinator who is available to provide consultation and technical
assistance to counselors, staff, and contractors, if needed.
Employment opportunities that engage and utilize the potential of individuals with disabilities is just as important
as accommodations and assistive technology during training and education programs. Case managers and
business services staff are mindful of finding and matching employment for individuals with disabilities, as well as
to ensure any special needs are met to fulfill job functions.
ARIZONA@WORK: Maricopa CountyThe One-Stop-Operator (OSO) conducts bi-annual quality assurance visits to
verify physical and programmatic compliance. Further, the OSO during 2016-2020, ARIZONA@WORK: Maricopa
County will communicate with DES relevant stakeholders on new research, best practices and lessons learned
from a diverse partnership base with expertise in ADA compliance. This communication will inform efforts to
expand and improve services to individuals with disabilities, and identify potential assistive technology needs in
the region. As per the State Unified Plan, DES/Rehabilitation Services will maintain cooperative agreements and
contracts with the following entities:
• Division of Behavioral Health Services;
• Tribal entities, including the Native American 121 programs;
• Division of Developmental Disabilities;
• Veterans Administration Vocational Rehabilitation program;
• Arizona Department of Education;
• Spinal and Head Injury Council; and
• Community Rehabilitation Programs
i. Describe a system that includes compliance with Workforce Innovation & Opportunity
Act (WIOA) Section 188, Title IV of Civil Rights Act of 1964, Section 504 of Rehabilitation
Act of 1973, Age Discrimination Act of 1975 and Title IX of the Education Act of 1972, and
the current State of Arizona Method of Administration (MOA);
The LWDA ARIZONA@WORK: Maricopa County employs an Equal Opportunity Compliance Officer (EO) who on a
bi-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;
the EO conducts a client file review and client interviews; and the EO assesses the physical structure for
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compliance. The evaluation recourse and findings are tracked on a WIOA compliant, compliance monitoring tool
form.
ii. Reference policies in process;
ARIZONA@WORK: Maricopa CountyIn the past year, the LWDA conducted a thorough review of all current
policies. As a result, the LWDA will be revising and drafting new policies in the upcoming year to reflect and
support its vision. has up-to-date and current policies to reflect WIOA mandates and standards.
AFFIRMATIVE ACTION POLICY
In compliance with the WIOA Section 188(a)(1),(2),(4), and (5), the MWDBMCWDB has an Affirmative Action
Policy which ensures that no individual shall be excluded from participation in, denied benefit of, subjected to
discrimination under, or denied employment in the administration of, or in connection with any such program
under the title. The EO Officer monitors files on a quarterly basis to ensure that ARIZONA@WORK: Maricopa
County and all youth service providers adhere to the Affirmative Action Policy.
AMERICANS WITH DISABILITIES ACT
The MWDBMCWDB is in compliance with the Americans with Disabilities Act of 1990, all requirements imposed
by or pursuant to the implementing regulations. The MWDBMCWDB works in collaboration with mandated
partner programs to ensure that Americans with disabilities receive timely and appropriate services.
EQUAL OPPORTUNITY EMPLOYMENT POLICY
The MWDBMCWDB has an Equal Opportunity Employment Policy in compliance with Section 188(a)(1) and (2)
which ensures that no individual shall be subjected to discrimination relating to employment in the administration
of or in connection with any such program under this title. The MWDBMCWDB works closely with its various
partners to ensure that services are delivered on a non-discriminatory basis. No person shall be discriminated
against on the grounds of age, gender, disability religion, race, color, national origin, citizenship and participation.
iii. Describe how each access site identified in the plan will ensure compliance with all
elements in the State’s MOA (i.e., Equal Opportunity and Americans with Disabilities Act
requirements, including meeting LEP communication requirements);
Every two years the State of Arizona updates the MOA to provide a reasonable guarantee of the compliance of Commented [CA9]: This sounds vague. Does it mirror
WIOA Section 188. As mentioned, bi-annual site visits are conducted at each access site to ensure compliance required language? If not, perhaps eliminate the word
with all elements in the State’s MOA. Specific compliance methods and actions for each of the State’s nine MOE “reasonable.”
elements are provided in Appendix 67.
WDB Staff: Removed word based on suggestion.
iv. Provide contact information and identification of the local, state, and federal EO
Officers. Explain how it’s available in all facilities that are used to conduct WIOA Title I
funded activities or trainings;
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The contact information and identification of the current local, state and federal EO Officers is provided in
Appendix 87. ARIZONA@WORK: Maricopa County has EEO notices posted in every American Job Center, Affiliate
and Access site and youth service provider site in both English and Spanish. Additionally, the notice is available in
digital form on the County’s website: http://www.arizonaatwork.com/maricopa/.
v. Include a discrimination complaint process that ensures that no individual is excluded
from participation in or with a WIOA Title I funded activity, training or employment for any
reason.
Section 188 of the Workforce Innovation and Opportunity Act (WIOA) prohibits discrimination on the grounds of
race, color, religion, sex, national origin, age, disability, political affiliation or belief, and for beneficiaries only,
citizenship or participation in a WIOA Title I-financially assisted program or activity, or 29 CFR Code Of Federal
Regulations Part 37 which implements Section 188 of WIOA. ARIZONA@WORK: Maricopa County strives to serve
all individuals, equally. Yet, any person who believes that he/she, or any specific class of individuals, has been or is
being subjected to discrimination may file a written complaint, either by him/herself or through a representative.
A complainant may file a discrimination complaint with Maricopa County Workforce Division, the State of Arizona
WIOA Office, or with the United States Department of Labor Civil Rights Center (CRC).
A complaint must be filed within 180 days of the alleged discrimination. The time limits for complaints are
measured in calendar weeks. Time limits begin upon receipt of a written complaint whether or not the complaint
received has insufficient information. Should a complainant neglect to adhere to the time requirements, the
complainant is considered to have abandoned his/her complaint and the matter shall be considered resolved. In
turn, failure by management to render a decision within the allotted time at any step constitutes denial and the
complainant may proceed to the next step.
Complaints must be submitted in writing. The Workforce Development Division Discrimination Complaint form is
available at Career Centers or available on the website: http://www.arizonaatwork.com/maricopa/about/.
Completed forms may be dropped off, faxed, mailed or emailed to the EO Officer.
The discrimination complaint form contains, but is not limited to the following information:
• The complainant’s name and address (or another means of contacting the complainant);
• The identity of the respondent (the individual or entity that the complainant alleges is responsible for
the discrimination);
• The complainant’s signature or the signature of the complainant’s authorized representative; and
• A description of the complainant’s allegations must include enough detail to allow the WIOA Equal
Opportunity Officer to determine whether he/she has jurisdiction over the complaint; whether the
complaint was filed within 180 days of the alleged discrimination; and if the complaint has apparent
merit.
Upon receipt of a discrimination complaint form, the WIOA Equal Opportunity officer will: Send the complainant a
written acknowledgement of receipt of the complaint within five (5) days of receipt of the complaint with the
following information; notice that the complainant has the right to be represented in the complaint process; and a
statement of the specific issue(s) raised in the complaint. The complainant will be issued a written notice within
14 calendar days of receipt of the complaint with the following information: whether the local workforce area will
accept the issue(s) for investigation or reject the issue(s), and the reasons for each rejection; establish a period for
fact finding or investigation of the circumstances underlying the complaint; and determine if the complainant is
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willing to mediate using Alternative Dispute Resolution (ADR) procedures in an attempt to resolve the complaint.
The EO Officer will provide a written Notice of Final Action within 90 days of the date the complaint was filed.
INTIMIDATION AND RETALIATION PROHIBITED
It isWIOA prohibits intimidation and retaliation, including ed to discharginge, intimidatione, retaliateion,
threatsen, coercione or discriminatione against any person for filing a complaint alleging a violation of WIOA or
the regulations or involved in the investigation of a complaint.
CONFIDENTIALITY
All information related to the complaint will be kept confidential to the maximum extent possible, consistent with
applicable laws and fair determination of the complaint. The identity of the complainant will only be disclosed to
individuals providing information or assistance in the investigation of the complaint to the extent necessary to
investigate and fairly determine the issues raised in the complaint.
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SECTION 5: EMPLOYER
ENGAGEMENT/ COORDINATION
WITH ECONOMIC DEVELOPMENT
Provide a description of how the local Board/local area will:
a. Coordinate workforce investment activities carried out in the local area with economic
development activities carried out in the region in which the local area is located (or
planning region)
The BOS has established the MWDBMCWDB to represent a wide variety of individuals, businesses, and
organizations throughout Maricopa County. The MWDBMCWDB 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
MWDBMCWDB and ARIZONA@WORK: Maricopa County work with a number of agencies in the local area,
including, and not limited to:
• Arizona Association for Economic Developers;
• Arizona Commerce Authority;
• Arizona Nurses Association;
• Arizona Public Service and Salt River Project Economic Development Teams;
• Arizona State Board;
• East Valley Partnership;
• Greater Phoenix Economic Council;
• Maricopa County Community College District Economic Development/Workforce Development Team;
• Phoenix Chamber;
• Valley Partnership (coalition of construction and site developers);
• Valley Young Professional Group; and
• Westmarc.
Additionally, Maricopa County works with economic development teams from each of its 23 municipalities.
All these partner agencies support business attraction, business re-location and expansion, advocacy, resources,
and support and incentives services, based on industry sectors or geographic locations. Maricopa County does not
have a specific economic development department. Businesses work with the Business Retention Services Team
related specifically to workforce development needs. Hence, partnerships with these agencies are vital for a
comprehensive workforce system. ARIZONA@WORK: Maricopa County has shared data and trends, participated
in events, and been connected with businesses via these local partners.
To become more active in economic development activities, the MWDBMCWDB has encouraged a partnership
between ARIZONA@WORK: Maricopa County and the Arizona Commerce Authority (ACA), the State’s leading
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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 Doug Ducey.
The partnership with ACA is a natural fit for and strengthens business expansion and relocation projects, in
Maricopa County. Thus, ACA prepares an overview of the project, and an ARIZONA@WORK: Maricopa County
Business Services staffRegional Manager customizes resources that may fit the respective business’ needs (i.e. job
fairs, recruitment, labor market and demographic information) as needs arise. Over the next four years, this
partnership will be cultivated as additional joint endeavors arise.
The MWDBMCWDB will not only continue to explore economic development initiatives at the local level, but with
partners on statewide initiatives and policies, as well. This will include continuing to working closely with the
Economic Office of Economic Opportunity Office (EOEO). To better coordinate the statewide economic
development efforts, in 2016, under the directive of Governor Ducey, the State of Arizona is implementing the
EOO. The goal of this office is to align multiple agencies to advance the State’s sales and marketing efforts with
workforce and business development while streamlining regulations, including compliance with WIOA.
The EOEO will consolidates and improves analytic capacity with the goal of identifying the State’s economic
advantages and deficiencies. Through rigorous evaluation and benchmarking, EOEO will continuously provides
state leaders the data to drive down regulatory burdens, increase tax competitiveness and streamline the State’s
workforce programs. To boost communication of competitive advantages EOO identifies, the ACA, Arizona Office
of Tourism and the Arizona-Mexico Commission will co-locate, increasing collaboration and alignment when
promoting the state to each of their core audiences. ARIZONA@WORK: Maricopa County’s Director The MCWDB
will work with the EOEO office to collaborate on economic development initiatives and streamlining programs, as
well as to review analytics for economic conditions and participant characteristics that will impact local
performance expectations, levels and assessments.
As the MCWDB completes their strategic plan, the Quality Workforce Workgroup will develop strategies to
coordinate with economic development entities in the local area to design effective and relevant sector
strategies.
b. Focus on sector strategies (include a description); include statewide sectors that exist in
the local area plus local area specific sectors;
WIOA highlights sector partnerships as a key strategy 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. Critical factors include employment
opportunities, wage levels, and the economic impact of the industry. As the MCWDB develops its strategic plan,
the Board will review regional and statewide priority sectors to devise and implement its sector strategies for the
local area. The state of Arizona has identified seven (7) priority sectors shown in Table 14. As shown below, the
Maricopa County local area has an opportunity to closely align its efforts with the state and contribute to an
effective workforce system in Arizona.
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TABLE 14. ARIZONA AND MARICOPA COUNTY LWDA PRIORITY SECTORS
Sector Statewide Sector Maricopa County Sector
Finance & Professional Services X X
Manufacturing X X
Healthcare X X
Information Technology X X
Construction X X
Transportation & Logistics X X
Trade X
The State of Arizona provides guidance on how regions and local areas can identify key sectors, including the
expectation that they will use the Arizona Sector Selection Tool. The Tool assesses sectors based on employment
size and concentration, recent and projected growth, worker earnings, and business growth patterns. Thus,
ARIZONA@WORK: Maricopa County sectors are determined using the State’s Tool. Table 15. identifies current
statewide sectors, and local area sectors. These sectors can be changed as the economic outlook changes and
under the direction of the MWDBMCWDB.
Sector Statewide Sector Maricopa County Sector
Advanced Business Services X X
Advanced Manufacturing X X
Aerospace and Defense X X
Bioscience and Healthcare X X
Construction and Trades X
Information Technology X X
Optics/Photonics X
Renewable Energy X
Transportation and Logistics X
Of the nine sectors outlined, six, or 67%, are recognized statewide and locally. Please refer to Analysis sections
a.ii. and a.iii, and the related tables in Appendix 4., which provide an in- depth look at trends in emerging and
existing industries and occupations.
c. Facilitate engagement of employers, including small employers and employers in in-
demand industry sectors and occupations, in workforce development programs;
ARIZONA@WORK: Maricopa County proactively identifies, leverages and convenes key players in each in-demand
industry sector focus sector through events and meetings and fosters other channels of communications. The
Business Retention Services Team works either directly or through business intermediaries to establish and
maintain ongoing relationships with employers within the sectors. And, t In addition, the diverse membership of
the MWDBMCWDB provides direct access to a number of local employers and organizations. Through these
opportunities, ARIZONA@WORK: Maricopa County employs specific processes to support a healthy workforce
system and pipeline, including:
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• Determine sector/employer pain points;
• Analyze labor market information and employer input;
• Create and execute strategies, initiatives, programs, etc. that maximize employment opportunities
and business growth in sectors;
• Lead Development ofin career pathways - connect pathways back to job seekers and special
populations; and
• Measure and report performance results within sectors and for each intervention invested in.; and
• Make adjustments as needed.
Table 16. identifies local sector/employer challenges; and, outlines respective active strategies to support each
sector.
Advanced Manufacturing and Aerospace Defense
Challenges Shortage of experienced skilled machinists.
Strategies Engage Industry leaders through: Associations, Economic Development partners, business
forums, and Rapid Response projects. Provide community education to young adults.
Construction / Trades
Challenges Lack of a talent pool of qualified workers.
Strategies Create a sustainable talent pipeline through work-training programs (apprenticeships, youth
programs, on-the-job training).
Transportation, Logistics and Warehouse
Challenges Lack of a talent pool for experienced drivers OTR & local.
Strategies Bringing industry partnerships together, create customized solutions for the Transportation,
Warehouse, and Logistics industry, promote the competitiveness of industries, and advance
the employment of low- and middle-income workers.
Bio-Science & Healthcare
Challenges Shortage of RN/BSN positions.
Strategies Continue to build/strengthen relationships with Associations and Employers bridging the
Strategies training and years of experience component employers are requiring for RN’s and
BSN
To further develop capabilities to engage employers, during 2016-2020the next two years, the MCWDB and its
workgroups ARIZONA@WORK: Maricopa County will develop and implement the following strategies to address
the following:
• Quality Workforce Workgroup: Upgrade the capabilities of Business Services and MWDBMCWDB
members to lead in business engagement and solicit business feedback to design effective career
pathway initiativesprograms;, including building capacity in MWDBMCWDB’s Industry Sector
Committee;
• Regionalism & Sustainability Workgroup: Work with the State of Arizona, City of Phoenix, and
educational partners, and other relevant stakeholders to create a true regional approach founded
upon the connecting via the priority industry sectors;
• Performance Excellence Workgroup: Track level of performance with employers through online
surveys and County dashboard;
• Marketing Workgroup: Operationalize a continuous process of Iidentifying sector/employer needs,
determine outreach efforts, and , deploying targeted interventions, and measuring results/ROI; and,
• Information Technology Workgroup: Leverage technology to help in the execution of strategy,
processes, and specific interventions.
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d. Support a local workforce development system that meets the needs of businesses in
the local area;
ARIZONA@WORK: Maricopa County’s Business Retention Services Team is constantly in contact with local
businesses in an effort to be the linchpin for connecting employers with qualified employee candidates. The Team
maintains a high level of understanding of the region local area’s and the State’s recruiting trends and economy,
as well as those of surrounding related competing regions. throughout the U.S. Contact with local businesses is
made through via phone calls, site visits, social media, Wanted Analytics market information, and other targeted
events.
Even with specific expectations for contacts and number of individuals enrolled and placed, tThe Business
Retention 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 efforts of the Business
Retention Services Team such as to:
• Collaborate with economic developers and partners with new valley employers;
• Leverage training provider relationships for employer introductions to workforce;
• Partner with City of Phoenix on events to offer exposure to workforce efforts;
• Offer all employers introductions to key community leaders;
• Refer employers to other resources;
• Provide On-site Recruitments 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;
• Detail research on specific employers that 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 Job Blast Newsletter;
• Offer live networking in efforts 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 labor market; and
• Review Federal and International events and technology trends as they relate to local Industry.
The work of the Business Retention Team is tracked in ARIZONA@WORK: Maricopa County’s contact
management database, as well as through regular employer surveys.
Over the next four two years, the MCWDB and Business Retention Services Team will strive to build more
meaningful relationships with small and large, local employers in the in-demand industry sectors. Further, the
Team will expand the County’s capabilities and services to employers, become more efficient regionally, and
exceed employee placement expectations. Strategies to do accomplish this include:
• Increase sharing contact information, performance indicators, and outcomes, between local partners
to ensure duplication of effort is not occurring;
• Develop a regional message to communicate with employers;
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• Business Retention sStaff will receive specific 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 meet-ups; and
• Determine if the WorkKeys National Career Readiness Certificate provides value to businesses in
validating the basic foundational skill sets of job applicants; and
• Establish quality standards and requirements for the participation of job fairs to ensure event quality
is maintained.
e. That may include the implementation of initiatives such as incumbent worker training
programs, on-the-job training programs, customized training programs, industry and
sector strategies, career pathways initiatives, utilization of effective business
intermediaries, and other business services and strategies, designed to meet the needs of
employers in the corresponding region in support of the strategy described in paragraph
(1)(F).
WIOA puts more emphasis on service to individuals with barriers as well as alternative training and education
models. While historically, these models Many of these arehave not beencurrently offeredunder-utilized, the
MCWDB’s strategic plan includes the and will be considered to obtain better results development of incumbent
worker training programs, on-the-job training programs, and customized training. The Quality Workforce
Workgroup is investigating 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. For example, work–based training, such as on–the–job training, internships, and
apprenticeships are effective training options for individuals with barriers.
Currently, the County works with business intermediaries and training programs to supplement ARIZONA@WORK:
Maricopa County’s offerings, including:
• ARIZONA TRUCKING ASSOCIATION - committed to promoting, advocating and defending Arizona’s
trucking industry;
• ARIZONA TRANSIT AUTHORITY - statewide organization that provides leadership in the funding,
advocacy and education for public transportation services throughout Arizona;
• WESTERN APPRENTICESHIP COORDINATORS ASSOCIATION OF ARIZONA - administrators and
training coordinators of apprenticeship training programs registered with the State of Arizona. The
Association also promotes and educates the community about the value and benefits of careers
through apprenticeship;
• HONORHEALTH - MA program through Estrella Mountain Community College that allows candidates
to be trained and hired through HonorHealth directly;
• ABBOTT - candidates needing training/education will be referred to Manpower and then will be hired
by Abbott;
• ARIZONA BUILDERS ASSOCIATION - committed to apprenticeships and other work-training programs;
• WEST-MEC - offers two-years of hands-on training in various industries (including construction, auto
body repair, veterinary medicine, and welding) for high-school students. Students are employable
upon graduation;
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• INDEPENDENT ELECTRICAL CONTRACTORS ASSOCIATION - represents Journeyman Electricians,
Apprentices, Suppliers and Distributors; and
• EAST VALLEY INSTITUTE OF TECHNOLOGY - provides a career and college preparatory training
experience that produces a qualified workforce, meeting the market-driven needs of business and
industry.
f. Strengthen linkages between the one-stop delivery system and unemployment
insurance programs;
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 MWDBMCWDB 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)
targeting 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 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.
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SECTION 6: PROGRAMS AND
SERVICE DELIVERY
A description of how the local Board and partners will make available programs and
Services
In Program Year 2015 (7/1/2015 - 6/30/2016), ARIZONA@WORK: Maricopa County made programs and services
available to 20,122 individuals. Of those individuals, 3298 were officially enrolled in the workforce system. An
individual’s employment and 6 month wage information is not counted until that individual exits from the
program, which occurs 90 days after services have ended. Of the 3298 who were enrolled, 1165 individuals exited
during this time frame. Therefore, those clients that became employed within 6 months of utilizing center services
totaled 883. With 883 individuals employed at exit, Maricopa County has a 75% success rate with an average six
month earnings of $17,839.86. The strategic planning the County and its partners are doing over the next four
years will only improve these results.
The MWDBMCWDB’s strategic planning, oversight, and evaluation of the LWDA ensures ARIZONA@WORK:
Maricopa County has diverse perspectives and resources to provide comprehensive workforce development
services. WIOA provisions have catalyzed a renewed focus on what truly drives the workforce system – matching
employers with job seekers. Through integrated service delivery, Maricopa County is redesigning and aligning
programs and service delivery, in collaboration with core partners, to increase access to and improve the journey
for potential clients and clients. During 2016-2017, the Planning Committee will continue to design and
implement strategies towards achieving redesign Goals 2, 4 and 5:
The ARIZONA@WORK: Maricopa County workforce system is comprised of four types of organizations/programs:
One Stop Workforce Centers: High-capacity sites serving the general job-seeking population as well as
businesses that have active participation from core WIOA partners.
One Stop Workforce Youth Centers: Mid to small capacity sites serving opportunity youth.
Youth Providers: Provide services to assist youth ages 14-24 in achieving academic and employment
success.
Career Pathway Training Programs: Cohort-based, skills training programs that are demand driven within
the MCWDB’s focus industry sectors and may also include bridge programs designed to serve individuals
with basic skills deficiency and/or limited English skills.
These four types of organizations/programs, core partners, and the MCWDB staff work together to create and
maintain a comprehensive workforce development system that effectively and efficiently serves job seekers and
businesses throughout Maricopa County. This collaborative system includes multiple entry points for both
businesses and job seekers to access the full range of workforce development services and benefits.
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The MCWDB ensures that ARIZONA@WORK: Maricopa County Job Centers are geographically dispersed
throughout the County and accessible via public transit lines. The ARIZONA@WORK: Maricopa County Job
Centers are supplemented by satellite access points that provide workforce services in additional locations.
ARIZONA@WORK: Maricopa County Job Centers have a customer service focus and open resource rooms that
ensure public accessibility. Through a combination of title partners and participating key program staff, services
are promoted throughout the local community to ensure accessibility through a variety of means, including the
following:
Operate Monday thru Friday, 8:00 a.m. to 5:00 p.m.
Collaborate with community-based and faith-based organizations, libraries, government services, and
other entities throughout the region to recruit individuals and businesses that can benefit from WIOA
services.
Encourage all job-seekers to attend orientation sessions that provide knowledge of the WIOA service
delivery system.
Conduct regular outreach activities and develop recruitment strategies to inform the community of
services available and ensure a steady pipeline of participants coming to the center.
Ensure sufficient Spanish-speaking staff to serve the County's Spanish-speaking population. Other
language capacity as appropriate to each ARIZONA@WORK: Maricopa County Job Center’s location and
potential jobseeker customer population are required.
Respond to projects and events as assigned by the MCWDB. These may include job fairs, service fairs,
large scale hiring events, customized training projects for employers, hosting tables at conferences or
other public events, and participating in other County-sponsored projects and activities.
The journey and program service delivery flow ARIZONA@WORK: Maricopa County and core partners are
implementing, enhancing and refining is outlined in Figure 15. The image includes a variety of supports, options
and priorities. Yet, the graphic specifically omits identifying the service provider in order to demonstrate a
cohesive, integrated system working toward shared outcomes.
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a. A description and assessment of the type and availability of adult and dislocated worker
employment and training activities in the local area.
At any of the employment and training locations, the Welcome Team engages each customer immediately. An
initial greeting by staff is followed by a one-to-one, 15- to 20-minute welcome meeting to educate them about the
system’s high-value resources and products. The Welcome Team administers internal or external referrals,
depending on the individual’s needs and Priority of Services eligibility.
The ARIZONA@WORK: Maricopa County workforce system provides a variety of services to its customers, job
seekers and employers. Employment and training services are made available in various locations and modalities,
including:
ARIZONA@WORK: Maricopa County Job Centers
Perform WIOA eligibility that is timely, thorough and meets State and MCWDB policy requirements
including unnecessary delays in providing access to career services. Suitability for Adult and Dislocated
Worker services is determined by an assessment of the applicant’s skill level, education, aptitudes,
abilities, work and wage history, supportive service needs, goals and aspirations. If a customer is deemed
inappropriate for WIOA services, he or she is referred to an appropriate educational entity or social
service agency for assistance. WIOA and the Workforce Arizona Council give priority of service to several
populations including adult recipients of public assistance, low-income individuals, individuals who are
basic skills deficient, and veterans.
Resource Rooms
Publicly accessible resource area (including access for disabled persons). The resource areas are staffed
with knowledgeable staff and/or core partners to assist with customer questions. Resource rooms have
computers with internet access, tutorials for career exploration, job search and resume writing assistance,
provision of job postings, periodicals, information on Unemployment Insurance eligibility, availability of
services and financial aid information for local non-WIOA training, labor market reports, and information
on education programs and partner programs.
Workshops
Informational sessions (i.e., workshops) are made available to job seekers as part of their career services
offerings. These workshops focus on job search and soft skills development, such as interviewing
techniques, resume preparation, networking, effective communication, conflict resolution, computer
literacy and job readiness training. These workshops generally follow a weekly or monthly schedule.
Under WIOA, the Department of Labor classifies Career Services into two categories: Basic Career Services and
Individualized Career Services.
Career Services
All County residents are eligible to take advantage of WIOA Basic Career Services, which consist of general
services to assist job-seekers in finding gainful employment, orienting customers to WIOA services and
procedures, and providing information about the labor market and unemployment insurance. These services are
generally provided by a combination of Title I, II, III or IV staff depending on the location and includes the
following:
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Determination of whether the individual is able to receive assistance from the adult, dislocated worker or
youth programs;
Outreach, intake and other individualized services, and orientation to the workforce delivery system;
Initial assessment of skill levels including literacy, numeracy and English language proficiency, as well as
aptitudes, abilities (including skill gaps) and supportive service needs;
Advanced Assessments may include facilitated assessments and testing prescribed based customer need.
Examples include, but are not limited to: O*Net My Next Move, Arizona Career Information System, Office
Proficiency Assessment & Certification, Test of Adult Basic Education.
Labor exchange services including:
o Job search, placement assistance and individual career counseling as needed, including;
o Provision of information on in-demand sectors and occupations
o Provision of information on non-traditional employment
Appropriate recruitment and other business services on behalf of employers including information and
referrals to specialized business services;
Provision of referrals to, and coordination of activities with, other programs and services including
programs and services within the One Stop delivery system and when appropriate, other workforce
development or human services programs;
Provision of workforce and labor market information, including the provision of accurate data relating to
local regional and national labor market areas including:
o Job vacancy listings in labor market areas;
o Information on job skills necessary to obtain vacant jobs listed; and
o Information related to local occupations in demand and the earnings, skill requirements and
opportunities for advancement for those jobs;
Information on training provider performance outcomes;
Information about how the local area performance accountability measures, as well as additional
performance information relating to the entire WIOA workforce system and the One Stop;
Information on the availability of supportive services or assistance and appropriate referrals to those
services including child care, child support, medical or child health assistance available through the State,
SNAP benefits, assistance with earned income tax credits, and assistance from TANF including supportive
services and transportation;
Assistance in establishing eligibility for programs of financial aid assistance for training and or education
programs not provided under WIOA; and
Unemployment Claims filing assistance.
Individualized Career Services
Individualized Career Services are comprehensive, personalized supports for job seekers and typically involve
interactions with a case manager. For iIndividuals that are best served through Individualized Services, the next
step is for the individual to work with the Skills and Career Development Team. The Skills and Career
Development 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.
Assessments that are administered through Individualized Services include:
• O*Net My Next Move - Interest Profiler;
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• Arizona Career Information System (AZCIS) - Interest and Skills Profiler; Myers & Briggs - Career
Assessment;
• Office Proficiency Assessment & Certification (OPAC) - Office Proficiency Exams;
• Test of Adult Basic Education (TABE) - Grade level equivalency assessment;
• Choices - Interest and Skills Assessment;
• CareerOneStop - Skills Profiler (used for the Skillful Program)
• Barriers to Employment Success Inventory (BESI) (SMART Justice Program Participants only)
In addition to completing comprehensive and specialized assessments of the skill levels and service needs of
adults and dislocated workers, participants receiving Individualized Career Services receive the following services:
Development of an Individual Employment Plan (IEP), to identify the employment goals, appropriate
achievement objectives and the appropriate combination of services for the participant to achieve his or
her employment goals. One key role of the career coach is working with the customer to develop the IEP.
The IEP is an agreement between the career coach and the customer of the plan of action they will take
together to overcome any barriers to employment and secure employment leading to self-sufficiency. The
IEP includes short and long term goals and the steps and supports necessary to achieve those goals. The
IEP focuses on a career pathway that can provide a guide beyond initial employment, and is updated
regularly as a customer progresses. All WIOA services provided to a customer are identified and the need
justified in the IEP. A hard copy case file is maintained on each participant containing eligibility documents
and pertinent case file information. Customers are provided with a signed copy of the IEP. The IEP is
updated as goals and milestones are met and routinely discussed with customers. In cases where needs
and services change, the IEP is updated;
Provision and coordination of Supportive Services: Supportive services address those life issues impacting
the jobseeker’s ability to get or retain adequate employment. Depending on funding availability, The
MCWDB may award funds to assist with basic supportive services such as transportation, work equipment
and uniforms, and child care services.
In cases where customers must be referred, all referrals of WIOA customers are tracked to ensure that
the customer is receiving the service. If the service cannot be provided per that referral, it is the
expectation that alternate plans for securing that service will be initiated;
Provision of group counseling, individual counseling and career planning;
Provision of short term pre-vocational services including the development of learning skills,
communications skills, interview skills, punctuality, personal maintenance skills, and professional conduct
to prepare individuals for unsubsidized employment or training;
Internships and work experiences that are linked to careers;
Workforce preparation activities;
Financial literacy services such as financial aid applications, income tax credits and counseling;
Out of-area job search assistance and relocation assistance;
English Language acquisition and integrated education and training programs.
Training Services
Training may be made available to individuals including those who are underemployed (not having enough work
or not doing work that makes full use of one’s skills and abilities) if, after an interview, assessment or evaluation
and career planning it is determined that the individual is unlikely or unable to obtain or retain employment that
leads to self-sufficiency or to comparable or higher wages from previous employment.
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The selection of training services is conducted in a manner that maximizes customer choice and is linked to in-
demand occupations. Career Coaches ensure that job seekers explore other funding options and research
performance of relevant training providers.
The following training options 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 coach assist job seekers with
researching and selecting training programs that align with the job seeker’s IEP. Current MCWDB ITA
limits are set at a maximum amount of $4000 for Adults, Dislocated Workers and Youth and in accordance
with WIOA Chapter 2 – Section 504.02.A.2.
The MCWDB is in the process of updating policies for the local area. It is noted a policy needs to be
created for the local area that addressed 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 industry, 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 CBO with demonstrated capacity to effectively serve
participants with multiple barriers to employment. Informed consumer choice would be ensured through
the use of the State’s eligible training provider list and that of MCWDB’s sub-set training provider list
which would 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 gain entry into a registered apprenticeship program;
On-the-Job Training (OJT): OJT services involve “hands on” training in occupational skills for a specific
occupation. Training is provided by a private, nonprofit, or public sector employer for an individual who
needs additional skill training for a specific job. The participant is an employee of the company and, in
order to offset the cost of the training, the employer can be reimbursed up to 75% of wages.
Customized Training: Customized training is industry and occupation specific skills training delivered
through a curriculum designed collaboratively by a ARIZONA@WORK - Maricopa County Job Center and
(an) identified employer(s). The employer pays a significant share of the cost of the training.
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 postsecondary education options, and include counseling
to support an individual in achieving the individual’s education and career goals. ARIZONA@WORK:
Maricopa County Job Centers apply a Career Pathway approach throughout their service delivery.
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Follow-up Services
Activities of individuals who have exited from the program for up to one year. Follow-up services are of two major
types: (1) retention and advancement services for employed customers; and (2) reemployment services for
customers who lose their jobs.
Business Services
Business Services are a critical component of WIOA service delivery, providing direct value to employers, business
associations or other such organizations. Customized business services may include the following services and
activities:
Customized Recruiting and Screening Services
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.
Information and Technical Assistance
Provide Workforce Education: Educate businesses about services available through the MCLWDA, and
how to access these services. In particular, this includes providing businesses in targeted MCWDB sectors.
Advise on Workforce Issues: Providing informational services to businesses on a variety of workforce
topics, including workforce-related and economic development tax incentives; unemployment insurance;
labor market statistics; and other workforce-related information identified as providing value to
businesses.
Provide Layoff Aversion, Downsizing Services and Outplacement: Work with employers making layoffs,
and with employees being laid-off, to create re-employment plans.
Provide Human Resource Consultation: Assistance with writing and/or reviewing job descriptions,
orientations for new workers, analyzing employee turnover and customized labor market data.
Employer Development Services: Educate businesses on various training offerings available throughout
Maricopa County; Develop and deliver incumbent worker training programs to up-skill existing
employees; as well as provide retention services; Work with employers to design strategies and provide
support that helps employees stay on the job or advance after placement.
Based on needs, assessments and interests, a customized plan of action is established for each individual. Follow-
up and regular touch-points are instituted to encourage and engage individuals to build resilience and work
towards their goals. The extensive menu of Employment and training activities are outlined in Figure 15., above.
ARIZONA@WORK: Maricopa County’s expansive service offerings go beyond the menu of Basic Career and
Individualized Career services. The County strives to be a leader and an innovator when it comes to recognizing an
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area of need and launching a program to address it. Maricopa County utilizes labor market data, model program
research findings, local needs assessment data, and pure innovation as the foundation for pilot initiatives. The
MWDBMCWDB members, BOS and workforce staff have extensive experience and forward-thinking abilities
which are instrumental during this process. Thus, the workforce system has successfully launched a number of
pilots, and subsequently instituted many as programs. These programs are designed to meet underserved needs
of local communities and to reach underrepresented subgroups of individuals.
Examples of ARIZONA@WORK: Maricopa County’s innovative adult and dislocated worker programs include, and
are not limited to:
SMART JUSTICE PROGRAM
In order to address the needs of individuals involved in the justice system and the barriers they encounter,
ARIZONA@WORK: Maricopa County partnered with other Maricopa County departments (Maricopa County
Sheriff’s Office (MCSO), Maricopa County Adult Probation (MCAPD), and Public Defense Offices), to implement a
workforce re-entry service model, at the local level. To initiate the program, in 2014, ARIZONA@WORK: Maricopa
County created the SMART Justice Employment Program (SMART Justice) and allocated funds from their U.S.
Department of Labor Workforce Investment Act grant, to provide services to individuals involved in the justice
system that face barriers to employment and education.
SMART Justice has assigned staff to provide intensive case management and employment services to include:
career guidance services; coordination of specific services to assist in meeting the needs of the individuals
enrolled in the program. Staff also connects with local businesses for On-the-Job training opportunities and
eventual job placement of program participants. SMART Justice Team staff work to create a friendly labor market
for participants, and continues to define pathways and occupations that are accepting to this population. Staff
currently meets with program participants at three MCAPD Education Centers in Mesa, Phoenix and Glendale.
CLEAN START
The Clean Start Program is one of the Maricopa County Justice Council (McJustice) and ARIZONA@WORK:
Maricopa County strategic initiatives to reduce recidivism; it is one of several new initiatives under SMART Justice
program. People on probation often struggle to gain basic job skills and successfully re-enter the workforce and
re-integrate into the community. With that in mind, Maricopa County initiated Clean Start in March 2016.
The County’s Adult Probation Department recommends up to 30 female probationers to work in the jail laundry
operation for 13 weeks. They are paid for 40 hours a week while gaining access to occupational skills training,
cognitive behavioral change training, career guidance, and job placement services. Participants gain transferable
skills such as appearing for work on time, time management and getting along with co-workers. They also learn
how to operate industrial equipment and utilize shipping and inventory systems.
Workers that complete the program gain confidence in their abilities to hold full-time jobs, and learn the skills
necessary to prove to their next employers that they are prepared for the rigors of employment. As a full
continuum of services ARIZONA@WORK: Maricopa County’s SMART Justice Team works with employers to help
participants secure permanent employment.
THINKING FOR A CHANGE
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Thinking for a Change (T4C) is an integrated, cognitive behavioral change program for ex-offenders that includes:
cognitive restructuring, social skills development, and development of problem solving skills. Designed for delivery
to small groups in 25 lessons, the T4C program can be expanded to meet the needs of specific participant groups.
Participants can include adults and youth or males and females. The program is used as part of a continuum of
interventions and education to address the needs of offender populations.
STRENGTHENING WORKING FAMILIES INITIATIVE
The Strengthening Working Families Initiative (SWFI) is a new multi-agency collaborative partnership funded by
the
U.S. Department of Labor, and lead by the City of Phoenix.
SWFI will recruit, train and assist low income parents with dependent children who qualify for Head Start,
Temporary Assistance for Needy Families and/or WIOA programs in securing and retaining employment in
targeted middle to high skilled H-1B occupations. H-1B occupations are occupations in which U.S. companies
typically hire foreign workers to fill the unique skill requirements; SWFI targets Healthcare, Information
Technology and Business H-1B occupations.
Low income families with young children residing in the City of Mesa to the east and in the community of
Maryvale to the west are prioritized under this partnership. However, Maricopa County communities are eligible
as well. Utilizing a coordinated co-case management approach, the project aims to achieve sustainable systemic
change by implementing and improving system coordination between city and county workforce, Head Start,
TANF and child care organizations. The project will work to remove barriers to training encountered by low
income parents, specifically access to quality child care and support services that lead to job placement with
livable wages.
MARYVALE COMMUNITY DEVELOPMENT PROGRAM
The Maryvale Community Development Program is a revitalization project in Maryvale that aims to develop
strategies that build on the community’s uniqueness. Maryvale population accounts for 20% of Maricopa County’s
poverty rate (2014 ACS). The community is home to: a saturation of Maricopa County’s unemployed population,
with an unemployment rate of 14.3%; a large population of County residents that “speak English less than well”
(14%); and, a high rate of disabled individuals ages 0-64 (8%). Multiple agencies and businesses are participating
in brainstorming sessions to collaboratively design programs and services to meet the needs of the Maryvale
Community. Thus, ARIZONA@WORK: Maricopa County plans to support the project in moving forward by:
identifying high wage, high growth occupations within top industries with an emphasis on career advancement;
identifying gaps between the current skill set of potential workforce and the required skill set for desired
occupations; identifying occupations within each educational level offering high return on educational
investments; and, identifying current employers and their desired employee attributes. Additional services will be
developed as more planning sessions ensue.
SKILLFUL
Skillful is a new skills-based platform that values people’s skills, not just degrees. Skillful is geared toward middle-
skill job seekers and supports lifelong learning in today’s rapidly changing economy.
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Skillful is a network of online tools and on-the-ground resources that connects job seekers to fast growing and
well-paying jobs and to the educators who can help them get training, acquire new skills, and advance their
careers. The blended learning format meets job seekers where they are and provides job seekers access to career
navigators who can help guide them through their job search. Concurrently, Skillful works with employers to offer
innovative tools and advisors to broaden the talent pipeline by helping employers create skills-based job
descriptions and to hire workers based on the core skills needed for the job.
Skillful is a collaboration of partners like LinkedIn, edX, Arizona State University, the City of Phoenix, Maricopa
County, Arizona Manufacturing Partnership, Arizona Technology Council, and Arizona Commerce Authority. The
collaborative also includes anchor navigators such as Maricopa Community College District, Goodwill of Central
Arizona and ARIZONA@WORK to expand paths for job seekers to advance their careers.
To ensure adequate resources are devoted to the array of Adult and Dislocated Worker workforce programs,
ARIZONA@WORK: Maricopa County has established two Regional Managers charged with their oversight of two
key areas: Adult and Dislocated Worker training and education; and, the SMART Justice initiatives.
b. A description of how the local Board will coordinate workforce investment activities
carried out in the local area with statewide rapid response activities, as described in
section 134(a)(2) (A).
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. 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.
Rapid response may also be triggered when an employer voluntarily notifies the State Rapid Response Unit 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 State Rapid Response Unit coordinates (as appropriate) and supports the rapid response activities provided
locally by LWDBs. The State Rapid Response Unit 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.
Rapid Response activities are time sensitive and critical, for employees, employers and the economy. With varied
notification 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 will identify a RR contact to coordinate with the State Rapid Response Unit.
Both, Maricopa County and the State Unit 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.
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To be more coordinated and efficient at the local level, over the next four two years, ARIZONA@WORK Maricopa
County will employ a comprehensive set of strategies, including to:
• Work with the 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 require job descriptions and updated resumes for
those workers experiencing a layoff or termination; and
• Tailor RR sessions to the workers affected with potential employers hiring in the same field invited to
potentially mitigate the affected workers’ time unemployed.
c. A description and assessment of the type and availability of youth workforce investment
activities in the local area, including activities for youth who are individuals with
disabilities, which description and assessment shall include an identification of successful
models of such youth workforce investment activities. Please indicate which youth services
are provided through competitively secured providers, sole sourcing, or other means.
Describe the process for selecting youth providers on a competitive basis, including criteria
used to identify youth providers (see WIOA sec. 123, draft regulations 681.400, and the
WIOA State Plan section VI.c.). Include a list of services and providers in the appendix.
Over the past year, ARIZONA@WORK: Maricopa County Youth Services has made significant changes to the
operations and services offered to local youth. Changes have not only been driven by new WIOA rule-making, but
also as a result of building internal capacity for more efficient and effective services and outcomes.
In January 2016, Maricopa County launched a new Youth Services program model. Over a year in the making,
ARIZONA@WORK: Maricopa County developed an internal team to provide recruitment, enrollment and case
management. Prior to the new model, all youth services were subcontracted out to other organizations.
Previously, organizations responded to the RFP process, awards were administered, and funding was provided in
advance of work. Now, only specialized services (i.e. work experiences, leadership, financial literacy, etc.) are
subcontracted out. A list of the services and providers is included in Appendix 89. Vendors can provide one or all
of the scope of work elements in order to apply, opening the competition up to a more diverse group, including
small organizations that may have an expert niche. Please find the provider selection criteria used in the 2017-
2018 competitive Youth Services Selection Criteria in Appendix 9. And, once awarded and contracted with
Maricopa County, vendors’ funds are allocated as performance goals are met. This new process gives
ARIZONA@WORK Maricopa County more control over quality of services. and the ability to ensure performance
goals are aligned with Maricopa County goals.
Much of the first part of 2016 has entailed staffing the Youth Services Team, and employing new ways to find and
reach disconnected youth. For example, Youth Services is visiting and networking with Adult Education programs
to inform and recruit participants. Formative results thus far are mainly qualitative. Maricopa County youth are
recognizing that they are receiving services from ARIZONA@WORK: Maricopa County. Before, youth had no idea
that the origin of their services was the County. Feedback from families and the community is positive, and the
Youth Services Team feels much closer to what is going on.
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ARIZONA@WORK: Maricopa County Job Centers provide services to youth aged 14-24. Youth served must meet
program eligibility criteria. Youth Program policy specifies that youth who “require additional assistance to
complete an educational program or to secure and hold employment” are those eligible youth who face serious
barriers to employment and are defined as at risk based upon assessment of skill needs, barriers and/or referrals
from Juvenile Justice Court System, youth services program providers, and local education agencies. The policy
further delineates more specific barriers that youth may experience to qualify as an individual who requires
additional assistance, which include:
Work History Barriers
o Age 16 – 24 with no work history or poor work history
o Has been fired from 1 or more jobs within the last 6 months
o Sporadic employment
o Other Barriers to Employment
A youth with at least one parent who has been or is currently incarcerated
Chronic Health Conditions (e.g. diabetes, asthma, obesity)
Substance Abuse
The new Youth Services model areis accessible through four Youth Services Hubs, each located in Maricopa
County. The following 14 elements are available to youth program Participants:
1. Tutoring study skills training, instruction that lead to the obtainment of a high school diploma or
equivalent;
2. Alternative high school services, or drop out services;
3. Occupational skills training;
4. Paid and unpaid work experiences;
5. Workforce preparation or basic academic skills education;
6. Adult mentoring;
7. Comprehensive guidance and counseling;
8. Entrepreneurial skills training;
9. Financial literacy education;
10. Leadership development, to include community service and peer-centered activities;
11. Supportive services;
12. Follow-up services;
13. Services that provide labor market and employment information about in-demand industry sectors or
occupations; and
14. Activities that help youth prepare for post-secondary education and training.
A specific Case Manager has been assigned to work with youth who are individuals with disabilities.
The program is managed by the Youth Program Supervisor and the Youth Regional Manager. Staff members have
clearly defined roles and functions for delivering services, including:
PROGRAM SERVICE REPRESENTATIVES are responsible for greeting customers at Youth Hubs and introducing
customers to services – much like the Welcome Team for Adult and Dislocated Worker programs. Further, the
Program Service Representatives assist with customer sign-in, registration and enrollment data entry, as well as
assist customers in the resource lab.
YOUTH CAREER GUIDANCE SPECIALISTS’ main role is to perform career development activities in a case
management relationship for youth enrolled in WIOA activities. Specialists perform outreach and recruitment
activities; provide program information; assess participant’s interests, skills and academic levels; determine
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eligibility; enter enrollments; provide ongoing case management services; coordinate service referrals; monitor
participant progress; update case notes and services; and provide links to community based service providers.
BUSINESS ACCOUNT SERVICE COORDINATOR REPRESENTATIVES(BAC)’S are responsible for performing employer
outreach to develop job leads for participants, ages 14-24. Additionally, theyBAC’s 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.
Over the next four years, ARIZONA@WORK: Maricopa County aims to create a consistency in overall program
delivery, in the region. Redesign Goal 4: Design Regional Service Delivery Model for Youth Services Program with
Priority for Disconnected Youth, is reflective of such. An important part of this process will be to review and
update individual policies and procedures that have an overall impact on the provision of Youth services. Plans to
achieve Goal 4 consist of the following strategies:
REVISE the occupational training funding caps for youth participants to provide a funding range available for
youth participants’ entire enrollment period;
Revise the various Individual Service Strategy forms (to capture participant’s goals and challenges) to create a
form which best meets the needs of the youth participants in the region;
BUILD on the use of the Test of Adult Basic Education (TABE) for a youth participant’s basic skills assessment, and
review the different options (e.g. AZCIS and ONET Interest Profiler) to assess a participant’s work skills and
interests;
SHARE resources between local agencies regarding available youth resources throughout the region to ensure all
youth participants are knowledgeable about all services;
IMPLEMENT a Youth Forum to present services available and participant eligibility information to the workforce
development network and other youth service providers to inform, collaborate, and increase the number
partnerships;
UTILIZE labor market information to make more data-driven decisions regarding relevant job skills and
preparation for available careers; and
TRAIN regional youth program staff and subcontractors quarterly on best practices to ensure programs are
consistent with consistent messages.
The new direction for Maricopa County will prompt Youth Services to actively participate in regional coordination
(i.e. planning, service delivery, data collection, and outcome reporting) through the Opportunities for Youth
Board. Opportunities for Youth is a Maricopa County- wide collaborative of over 120 agencies committed to
harnessing the power of cross-sector collaboration to create a comprehensive system of opportunity that re-
engages the Valley’s disconnected youth age 16-24 who are not working or in school. A 42-member Board of
Directors has committed to organize for action around five components: 1) A common agenda; 2) Agreed upon
shared measurements; 3) Mutually reinforcing activities;
4) Continuous Communication; and 5) Support from a backbone entity. Maricopa County Education Service
Agency (MCESA) & Tri-Caucus Board Development Association have been chosen to jointly provide Backbone
services.
To document the progress of the transition and inform the MWDBMCWDB and stakeholders on regional
partnerships, ARIZONA@WORK: Maricopa County will prepare reports on the impact made on youth in the region
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through the new model and redesigned program delivery. Reports will include the number of enrolled
participants, the number accessing training, the number employed, and the average wage at employment.
d. A description of how training services under chapter 3 of subtitle B will be provided in
accordance with section 134(c)(3)(G), including, if contracts for the training services will be
used, how the use of such contracts will be coordinated with the use of individual training
accounts under that chapter and how the local Board will ensure informed customer
choice in the selection of training programs regardless of how the training services are to
be provided.
As per DES WIOA Training Services Policy, targeted training prepares individuals with the in-demand skills that
meet employers’ needs based on labor market information, LWDA and tribal entity sector strategies, career
pathways, and business outreach. In accordance with Chapter 3, B, 134(c)(3)(G) – Use of Individual Training
Accounts, eligible WIOA adult or dislocated worker participants may take advantage of training opportunities
offered through the American Job Center delivery system based on needs identified on their Individual
Employment Plan (IEP).
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; Pell Grants; duration of the ITA Plan;
IEP to document the participant’s ability to complete the training; and labor market information relevant to the
training. ITAs may also support program participants in pre-apprenticeship training including tuition for the
Registered Apprenticeship program to the training provider and for related supportive services.
Contracts for services provide another option for training when:
• Services provided are OJT, customized training, incumbent worker training, or transitional jobs;
• MCWDB LWDA or tribal entities determine there are an insufficient number of eligible providers in
the LWDA to issue an ITA;
• The LWDA 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;
• LWDA 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; or
• The LWDA MCWDB enters into a pay-for-performance contract.
Despite the training option, consumer choice in selecting a training provider must be maximized. 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. A cap of $4,000 per participant per program year for ITAs has been established for adults
and dislocated workers; for youth, a cap of $8,000 per participant per program year has been established.
e. How the local Board will facilitate co-enrollment, as appropriate, in core programs.
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In Maricopa County, co-enrollment previously meant out of school youth between the ages of 18 - 21 could be
enrolled in youth programming and concurrently in adult workforce programs. Federal regulations allow co-
enrollment of youth who meet the eligibility requirements of the adult and dislocated worker program, and can
benefit by a combination of services from different funding streams. For example, an individual may receive wrap-
around youth development services to complement the more employment-related adult and dislocated worker
services.
With new WIOA rules, co-enrollment has been expanded. To remove barriers across programs, when a customer
qualifies for two or more services, the programs will work together to create one common menu of options for
determining how skill gains will be measured that is based on each individual participant’s starting point, not their
funding source. Creating a common menu of options, rather than using separate definitions, 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 VR services will
expand vocational training and employment options and resources, allowing both programs to achieve a greater
impact, stretch limited funds, and avoid duplication in effort, benefitting all clients served.
Services from co-enrolled programs for each participant will be recorded in Arizona Job Connection (AJC), case
managers from both WIOA programs will maintain regular communication (monthly at a minimum), including to
discuss and agree upon an exit strategy. 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.
f. A description of how the local area will promote entrepreneurial skills training and
microenterprise services.
The MCWDB is currently working to strategically align workforce systems within the local area. The MCWDB
through its strategic planning process has formulated a Regionalism & Sustainability Workgroup that is charged to
evaluate and recommend strategies to increase business utilization to bring more visibility to entrepreneurial and
microenterprise employment opportunities that the MCWDB can develop and promote.
Currently, Maricopa County’s business support menu of services includes resources such as labor market insight,
recruitment services, information and expertise on tax credits and incentives, and rapid response services. There
are myriad training options available, and being developed, for employers, workers and job seekers. While there
are no specific entrepreneurial skills trainings at this time, ARIZONA@WORK: Maricopa County will work with
economic development partners and the MWDBMCWDB Industry Sector Committee to develop and promote
entrepreneurism and microenterprise services. Maricopa County will work collaboratively with its partners by
leveraging resources, share intelligence, coordinating outreach efforts and co-hosting business events. Maricopa
County will also develop a focused entrepreneurship and microenterprise service plan and will target resources to
support, establish and evaluate such plan. In the meantime, the Maricopa Small Business Development Center
Network (SBDC) who provides advising, training, online courses and resources for start-up, new and existing
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businesses throughout eight locations in the valley. Part of the SBDC’s services to start-ups is a Business 101
workshop with subsequent counseling, at no cost to the individual.
g. How the local Board will facilitate the development of career pathways.
The MCWDB is committed to adopting evidenced based and evidence informed program models that aid
individuals in obtaining and maintaining employment. The MCWDB’s Quality Workforce Workgroup strategies are
focusing on determining how to address industry needs in order to properly advise job seekers. The MCWDB is
responsible for ensuring ample providers are available in the local area. In order to do so, the MCWDB must first
assess current availability and how it relates to its selected target sectors. The MCWDB is researching
performance metrics on various local and national education and training models, including apprenticeships, work
based learning and career pathways to define, design and stand up career pathways in at least one target industry
by June 2020. The MCWDB will then evaluate and make adjustments to best iterate the model for replication
across other target sectors.
As stated in the Arizona State Plan:
Arizona has successfully piloted career pathway models for adult learner cohorts for several years. Under WIOA,
Arizona recognizes the need to expand opportunities statewide and develop robust career pathways that allow
individuals with barriers and disabilities to participate and gain industry recognized credentials. Arizona will
develop career pathways that include multiple aligned programs with funding by a variety of sources and driven
by industry needs as defined through sector strategies and partnerships.
Career pathways will be developed using CLASP’s Alliance for Quality Career Pathways Framework. This means,
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; and
4. Employment services and work experiences.
Each individual, youth and adults, will have an Individual Employment Plan identifying career pathways to obtain
career objectives.
ARIZONA@WORK: Maricopa County will focus on specific industries that offer employment opportunities at
various levels, and clear pathways with multiple entry points that lead to progressively higher skill wage levels
within a specific industry. Career pathways in existing and emerging demand occupations will begin at lower
educational attainment levels to provide opportunities for individuals with barriers and disabilities. To do this,
Maricopa County will need to engage the business community to inform training development. Further, pathways
will be designed in a manner that clearly identifies industry-recognized credentials. The goal is to create pathways
for job seekers to ultimately access and attain good jobs, wages, and careers.
ARIZONA@WORK: Maricopa County will utilize the resources selected by the State during design and
development. These resources consist of the U.S. Department of Labor’s Career Pathways Toolkit and the Shared
Vision, Strong Systems Framework (CLASP, June 2014). Recognizing and evaluating career pathways programs will
align with the processes determined by the State.
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h. How the local Board will improve access to activities leading to a recognized post-
secondary credential (including a credential that is an industry-recognized certificate or
certification, portable, and stackable).
In December 2018, the MCWDB selected the following target sectors: Manufacturing, Healthcare & Social
Assistance, Transportation & Warehousing, Construction, Finance & Insurance, and Information. This was based
on the recommendation of the Quality Workforce Workgroup who convened key stakeholders such as the
economists from the Office of Economic Opportunity, Core Partners, service providers and other key stakeholders
to review, discuss and determine which industry sectors best positioned the local area for success. In the coming
months, the Quality Workforce Workgroup will be identifying industry-recognized post-secondary credentials
which align with evidenced based career pathways programs in each target sector.
Workers with higher levels of education consistently fare better in the labor market; they experience lower rates
and shorter durations of unemployment and earn higher incomes (CLASP, 2014). This research is reflected in
Analysis section c. which demonstrates that Maricopa County’s unemployment rates coincide with the
population’s educational attainment levels. Therefore, there will be a significant level of development over the
next four years to establish a full range of programs and processes for individuals, including those with disabilities
and other barriers (i.e. English Learners), to gain access to and attain industry-recognized credentials. Maricopa
County will collaborate with local education agencies, institutes of higher education, local industry
representatives and education policymakers to design articulation strategies and goals. As a result, industry-
recognized credentials will be transferrable, portable and stackable.
As career pathways are developed, the MWDBMCWDB’s Industry Sector Committee and the Planning Committee
will ensure each consists of progressive levels of education, training, credentials, and support services for locally
relevant occupations. Individuals will be immersed in contextualized education that coincides with the workplace;
and work experiences and occupational training will be learning experiences that allow for practical application of
knowledge gained. This strategy will benefit and encourage participation of individuals with varying levels of
abilities and needs. Upon completion, individuals should have a seamless transition into employment, without the
need for remediation (i.e. skill gap training).
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SECTION 7: PERFORMANCE AND
CONTINUOUS IMPROVEMENT
a. A description of the local levels of performance negotiated with the Governor and chief
elected official pursuant to section 116(c), to be used to measure the performance of the
local area and to be used by the local Board for measuring the performance of the local
fiscal agent (where appropriate), eligible providers under subtitle B, and the one-stop
delivery system, in the local area.
The MWDBMCWDB was established to assist the BOS in strategic planning, oversight, and evaluation of the
LWDA, and 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, and continuously improve services, and the
MWDB’s ability to achieve its vision and mission, the MWDBMCWDB, ARIZONA@WORK Maricopa County, and the
BOS and Governor Ducey negotiate with the State to establish local performance and accountability measures.
These measures include employment rate 2nd quarter after exit and 4th quarter after exit; median earnings;
credential attainment; and measureable 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 2018-2019 for the
Adult, Dislocated Worker, Youth, Wagner– Peyser, Adult Education, and Rehabilitation Services programs, the
core partners compiled historical data and identified the trends for the performance indicators, reviewed the
Government Performance and Results Act goals, and utilized statistical models that the U.S. Department of Labor
(as available).
Each ARIZONA@WORK: Maricopa County Regional Manager - Youth, Adult and Dislocated Worker, and Felony
Offender Adult and Dislocated Worker - can review the: 1) service performance; and 2) Wanted Analytics real-
time workforce data, during weekly, monthly and quarterly intervals. Subsequently, Regional Managers can work
with Quality Assurance staff to launch remedial strategies, additional outreach, training, etc., where and when it is
needed. The MWDB reviews performance measures and progress towards measures during Full Board meetings
making recommendations as needed to fine tune delivery or processes, which may even include assigning a task
force.
The agreed upon metrics displayed on Table 15 are utilized by the MCWDB to provide oversight of 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 report will be reported on the standard template that the State uses
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 Ducey has requested to be reported.
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Maricopa County’s data driven process is effective as evident by the continued ability to meet or exceed
workforce performance goals, as demonstrated below in Table 17.
TABLE 15. MARICOPA COUNTY LOCAL AREA NEGOTIATED PERFORMANCE LEVELS PY18-PY19
PY 2018 PY 2019
Performance Indicator Targets Targets
ADULT
Employment 2nd Quarter After Exit 75.0% 76.0%
Employment 4th Quarter After Exit 67.0% 68.0%
Median Earnings 2nd Quarter After Exit $6,300 $6,400
Credential Attainment 66.0% 67.0%
DISLOCATED WORKERS
Employment 2nd Quarter After Exit 77.5% 78.5%
Employment 4th Quarter After Exit 71.0% 72.0%
Median Earnings 2nd Quarter After Exit $8,100 $8,200
Credential Attainment 65.0% 66.0%
YOUTH
Employment 2nd Quarter After Exit 68.5% 69.5%
Employment 4th Quarter After Exit 70.0% 71.0%
Median Earnings 2nd Quarter After Exit Baseline Baseline
Credential Attainment 38.0% 44.5%
ADULT EDUCATION SERVICES*
Measurable Skills Gain 58.0% 58.0%
WAGNER PEYSER**
Employment 2nd Quarter After Exit 63.0% 64.0%
Employment 4th Quarter After Exit 59.0% 61.0%
Median Earnings 2nd Quarter After Exit $4,600 $4,800
*For Title II, Adult Education and Family Literacy programs, the only performance indicator
negotiated was measurable skill gains, and it was negotiated with the Department of
Education.
** For Title III, Wagner Peyser, metrics were not negotiated by the MCWDB.
No levels of performance will be negotiated for the Vocational Rehabilitation programs for
PY 2018 and PY 2019.
Performance Measure Maricopa State Maricopa State
County PY2014 County PY2015
PY2014 Annual PY2015 QE
Annual Report QE 3/31/2016
Report 3/31/2016
Youth (14-21)
Placement in Employment/ Education Exceed Exceed Exceed Exceed
Attainment of Degree/Certificate Met Exceed Met Exceed
Literacy/Numeracy Gains Exceed Exceed Exceed Exceed
Entered Employment
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Adult Exceed Exceed Exceed Exceed
Dislocated Worker Exceed Exceed Exceed Met 90%
Wagner-Peyser N/A N/A Exceed Exceed
TAA N/A N/A Met Exceed
Employment Retention
Adult Exceed Exceed Exceed Met 90%
Dislocated Worker Exceed Met 90% Exceed Met 90%
Wagner-Peyser N/A N/A Exceed Met 90%
TAA N/A N/A Met Met 90%
Average Earnings
Adults Exceed Exceed Exceed Exceed
Dislocated Workers Met Met 90% Exceed Exceed
Wagner-Peyser N/A N/A Exceed Met 90%
TAA N/A N/A Met Met 90%
During 2016, new accountability processes across all core programs will be developed and disseminated by
Governor Ducey. Governor Ducey will collaborate/negotiate with the MWDB and BOS during development.
Negotiations must reach an agreement on local targets and adjusted levels of performance prior to the start of
each program year. According to WIOA rules, this process will include applying a statistical adjustment model. The
model must be run at the beginning of a program year and at the end of the program year to revise adjusted
levels of performance based on actual conditions experienced and the characteristics of participants. Additionally,
the MWDB will have the authority to establish performance targets for service providers in a Maricopa County to
help evaluate and manage the performance of service providers.
In preparation for negotiations of common performance goals and measures for program years 2016-2020 for the
Adult, Dislocated Worker, Youth, Wagner– Peyser, Adult Education, and Rehabilitation Services programs, each of
the core partners will compile data consisting of the program outcomes for the last three years. Statewide,
partners will look at the trends for those outcomes, review the Government Performance and Results Act goals
and any statistical models that the
U.S. Department of Labor has prepared for the States to use. In addition to reviewing the past three years, the
programs will conduct research, collect baseline data and create additional tracking means to document and
monitor WIOA’s expanded performance criteria (i.e. skill gains, credential attainment, employer measures,
economic factors etc.). Common and expanded performance measures establish a performance accountability
system that serves all core programs and their targeted populations in a manner that is customer-focused and
that supports an integrated service design and delivery model.
b. A description of the actions the local Board will take toward becoming or remaining a
high- performing Board, consistent with the factors developed by the State Board
pursuant to section 101(d)(6).
Creating a high performing board takes time, focus and dedication. ARIZONA@WORK: Maricopa County is
committed to crafting effective and efficient structures, communication and leadership to drive the catalytic work
of WIOA for the Phoenix local region.
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Successful high performing boards have certain characteristics. Many of these characteristics can be tied to three
pillars of maturation: governance, engagement and convening. These pillars represent the foundation on which
the work of the MCWDB will be based in order to ensure that WIOA is implemented, integrated and advanced to
the fullest extent possible for Phoenix and the state of Arizona.
ARIZONA@WORK: Maricopa County is organizing itself to become a high performing board through the following
work:
GOVERNANCE:
Strong focus on performance, results and measures of success
Clear, effective bylaws that are referenced frequently to create a healthy culture
Focus on talent and active committees
Performance management and continual process improvement
ENGAGEMENT:
Interactive and thorough onboarding process of new members
Regular, proactive communication with MWDBMCWDB members and stakeholders
Committee & Workgroup assignments: helping members connect with areas that matter to them
Regular one- on- one meetings between board members and Workforce Executive Director
MWDBMCWDB professional development to help members grow, learn and excel
CONVENING:
Lead regional focus/strategy
Focus on sector strategies
Conduct rigorous research, best practice evaluation and proof concepts/model scaling
Connector of local/national resources/opportunities to advance WIOA for Phoenix and Arizona
ARIZONA@WORK: Maricopa County’sThe MCWDB is excited and fully committed to working towards achieving
that the status of a high performing workforce development board. It is the goal of this board to be a champion of
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innovation, management and implementation for the local area Phoenix region and the state of Arizona as we
fully launch WIOA.
c. A description of how the local Board will ensure the continuous improvement of eligible
providers of services through the system and ensure that such providers meet the
employment needs of local employers, and workers and jobseekers.
The MCWDB receives a quarterly report from Title partners to ensure that the needs of local employers, workers
and jobseekers are met. ARIZONA@WORK: Maricopa CountyIn addition, the MCWDB is establishing has
established policyicies and procedures that delineate processes for conducting on-going quality assurance
administrative and programmatic reviews to ensure continuous improvement and compliance within its program.
ARIZONA@WORK: Maricopa CountyThe MCWDB negotiates and regularly reviews an MOU with every American
Job Center partner to describe operations, services provided and coordinated, funding, and referrals.
Furthermore, ARIZONA@WORK: Maricopathe MCWDB County will certifiesy American Job Centers every three
years, using criteria written established by DES that covers effectiveness, programmatic and physical accessibility,
and continuous improvement.
On-site quality assurance reviews include and are not limited to review of a randomly selected ten percent file
sample. The random sample is comprised of active and follow-up files. Using a standardized process, each
component of the file is scored with findings and concerns captured in the Quality Assurance File Review Form.
The review process may include interviewing worksite supervisors, training providers, and employers. Feedback
from interviews with staff and participants offers insight as to the quality of customer service, the need for
additional resources and training to improve the effectiveness of service delivery. Work Experience and OJT on-
site monitoring ensure compliance with:
• WIOA Public Law and regulations;
• Child Labor Laws;
• Worksite safety;
• Review of Worksite Agreement or OJT contract for consistency with job duties, dates of employment,
wages, hours, benefits, and supervisor information;
• Review of payroll and time/ attendance records;
• Participant’s need for support services are being addressed by the vendor;
• Ensure that employer is not displacing or laying off workers in the same occupation;
• Equal Opportunity Compliance; and
• Satisfaction level from worksite supervisor and youth participant.
Desktop review may be conducted to address performance issues, timely data entry, and overall program
compliance. The Quality Assurance Team compiles and summarizes the findings. As needed, Corrective Action
Reports are offered to assist contractors to move towards compliance. In this capacity, ARIZONA@WORK:
Maricopa County supports contractors by providing technical assistance, training and/or other recognized best
practices.
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d. A description of how one-stop centers are implementing and transitioning to an
integrated, technology-enabled intake and case management information system for
programs carried out under this Act and programs carried out by one-stop partners.
ARIZONA@WORK agencies jointly 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 severely limited in its capabilities and local entities
do not have full functionality of the system. Due to its AJC’s limitations, ARIZONA@WORK: Maricopa County
through its One Stop Operator (OSO), is creating a universal intake and referral process in coordination with title
partners. has had to supplement AJC with an internal database, as well as by keeping hard copy files. Additionally,
there is no connectivity between LWDA systems, which complicates Arizona’s ability to diminish overlap and
effectively communicate. Compounding the issue, AJC is part of a multi-state consortium, and approval by the
consortium for systemic technological changes creates unnecessary barriers.
The State and each of the LWDA’s will align investments to explore and grow technological infrastructure for
efficient and effective data collection and reporting for participants and service delivery. Extensive vetting,
including demonstrations and evidence of effectiveness, and analysis of not only the infrastructure needs, but also
of a variety of software solutions, etc. will precede a viable selection. The desired mechanism will be accessible
fluidly by each organization, one-stop centers and one-stop partners, and utilized to improve service delivery,
reduce redundancy and support accurate financial planning/reporting. Further, the technology will have the
capability to grow and adapt more easily to meet future needs.
To address some of the technological gaps, the MCWDB created the Technology Solutions Workgroup (TSW) in
April 2018 to investigate and address the challenges experienced by the Maricopa County Workforce
Development Area in achieving WIOA's Technology Vision. During the course of this work, the group learned that
the challenges identified by stakeholders are not unique to the region. Many of the concerns with extant
technology in the County are similar to those identified by states throughout the nation. Due in large part to the
dedicated efforts of the workgroup lead, Mr. Tom Jenkins, the TSW has garnered support for this initiative from
stakeholders throughout the state of Arizona, including local boards, the Board of Supervisors Chairman, and the
Workforce Arizona Council. As a result, the project will shift from a local (Maricopa County) initiative, to a
statewide effort.
Currently, representatives from ARIZONA@WORK: Maricopa County are participating in a variety of technology
conferences (i.e. NAB Show®, Close it, and International Conference on Data Management Technologies and
Applications (DATA)), to explore technology options. The information gathered will be shared with the Planning
Committee and the MWDB, for further review.
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SECTION 8: COMPLAINT GRIEVANCE
PROCEDURE FOR CLIENTS
ARIZONA@WORK: Maricopa County strives to provide opportunity for all by making sure quality services are
available to individuals who need them, no matter what barriers they face.
This procedure defines the process for receiving, reviewing, documenting and acting on customer complaints,
excluding alleged discrimination or denial of WIOA training funds. A customer complaint is defined as any written
or verbal communication from a customer that is addressed to any staff member or partner that expresses
dissatisfaction with a service provided by ARIZONA@WORK: Maricopa County and requires further investigation
and possible corrective action. Complaints include, but are not limited to, staff interactions, technology or facility
issues, quality of service, and media descriptions.
PROCESS DESCRIPTION
1. Any Arizona @ Work Maricopa County employee or partner staff can receive a customer
complaint. Phone calls, faxes, e-mails, letters and interpersonal conversations are all forms of
customer complaints.
2. The person who receives the complaint will email or deliver the following information in
writing to the center manager by the end of the same business day:
i. A brief summary of the complaint, including causes and actions taken
ii. Any supporting documents
iii. The name and contact information of the complainant.
2. In the event that the center manager is unavailable, the responsibilities of the center manager in this
policy will fall on the second in command.
3. Within two business days of receiving the complaint, the center manager will:
a. Complete an initial review of the complaint and, if applicable, contact a partner supervisor to
work with the center manager to resolve the complaint.
b. Request any necessary additional information from the staff person communicating the
complaint.
c. Document the complaint in the customer complaint log.
d. Gather information needed for the resolution of the complaint from the complainant.
4. The center manager will review the information, interview pertinent persons, and communicate the
findings to appropriate partner supervisors before making a determination regarding the complaint and
any necessary plan of corrective action.
5. The center manager will inform the complainant and all other pertinent parties of the resolution of the
complaint within seven working days of the complaint.
6. The center manager will ensure that any plan of corrective action regarding the complaint is implemented
in a timely manner, and that documentation of corrective action is added to the complaint file.
7. All records of the complaint, including supporting evidence, will be maintained on site for six years from
the date of receipt.
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However, if WIOA training services are denied to a participant, it is the responsibility of their Career Guidance
Specialist (CGS) to inform the participant of the reason(s) for denial of services and inform them of their right for a
higher review with the WIOA Program Supervisor.
Participants requesting a higher review must inform their CGS or in the absence of their CGS, the WIOA Program
Supervisor within seven working days of the date service(s) was denied. The CGS will provide the participant with
written contact information for the WIOA Program Supervisor and will document such in the case file. It is the
responsibility of the participant to contact the WIOA Program Supervisor to schedule a higher review.
The WIOA Program Supervisor will meet with the participant within seven working days of request for higher
review. At the conclusion of the meeting, the Program Supervisor will inform the participant that a written
determination will be provided within seven working days. The determination letter will contain the following
information:
• Nature of the complaint (i.e. denial of training request)
• Reason(s) for denial of service(s)
• Participant’s recourse
The Program Supervisor will place a copy of the determination letter in the case file and document the meeting
and all pertinent information in the case notes. If the participant desires to appeal the decision, after receipt of
the determination letter, the participant must complete the “Appeal Request” form. This form and information /
documentation related to the complaint will be forwarded by the Program Supervisor to the Assistant Director for
Workforce Development for review within seven working days. The Assistant Director, at his/her discretion may
meet with the participant if she/he determines it is necessary to make an informed decision.
Once the Assistant Director has reviewed the case she/he will issue a final and binding written determination to
the participant within ten working days of the review. A copy will be placed in the participant’s case file with any
other relevant information. The decision of the Assistant Director is final.
Only complaints of a discriminatory nature may be aggrieved to the DES WIOA Section EEO Officer if the
participant disagrees with the determination made by ARIZONA@WORK: Maricopa County’s EEO Officer.
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SECTION 9: PLAN DEVELOPMENT
a. Describe the involvement of the Chief Local Elected official (CLEO), the Local Workforce
Investment Board (LWIB) and the stakeholders in the development of the plan.
The MWDBMCWDB and ARIZONA@WORK: Maricopa County have worked together during the initial
development of the local plan via a Planning Committee, and through the Planning Committee, to create the road
map for the workforce system to capitalize on its strengths, identify and address obstacles, and promote
continuous improvement of services through actionable recommendations and guidance. A planning process was
chosen that was interactive and focused on input from a variety of stakeholders across the region to ensure buy-
in and ownership from those who will share responsibility for implementing the plan’s strategies.
The For the development of the original plan, extensive planning process began in 2015 between the region’s
workforce development system staff, partners and other stakeholders. The planning consisted of: 12 bi-weekly
meetings from September 2015 to March 2016, stakeholder surveys, workforce partner forums and a culmination
report reflecting findings and strategies.
Building on this progress, a timeline was developed, as shown in Table 16., for the development of the Strategic
Plan, and a workplan was developed, as shown in Goals and Strategies Section 2.b. Table 13., for implementing
new strategies, WIOA provisions and integrating core services. Local Plan. The MWDB MCWDB, stakeholders and
core partners werehave been meaningfully involved in the development of the plan through meetings, action
items and deliverables, and through a continuous feedback loop. The CLEO was briefed at specific
accomplishments and milestones to remain active in the process.
TABLE 16. STRATEGIC INITIAL LOCAL PLAN TIMELINE, 2016 KEY DATES
April – May Review Guidance
Develop Plan Structure
Board and BOS Update
Engage Core Partners for Reoccurring Meetings
Develop a workplan for 2016-2017
June – July First Draft of Strategic Plan for staff review and feedback
Board and BOS Briefings
Board orientations (new and existing members)
Form industry sector task force
August – September Circulate final draft and do final edits
Public Comment period
Legal review
Department Chief and Board review and approval
BOS presentations and approval
After receiving approval by the Director and the Department Chief, the initialoriginal Strategic Local Plan was
distributed to the LMCWDB and presented at the LMCWDB’s Chief of Staff meeting for final approval. The Local
Plan was then presented to the BOS for the CLEO’s final review and approval. A final copy of the approved
Strategic Plan will be shared with all interested partners, as well as the distribution list members.
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NEXT STEPS
Even though goals and strategies have been identified, the planning process is not complete. The CLEO and
MWDB will continue to work with ARIZONA@WORK: Maricopa County to continue to coordinate and fine-tune
integrated service delivery, develop lessons learned and best practices, communicate with other systems to build
communities of effective practices, and to organize strategic planning subcommittees to define strategies and
activities for new innovations and addressing challenges.
The CLEO and MCWDB will continue to work with ARIZONA@WORK: Maricopa County to create a seamless
integrate service delivery for employers and job seekers; develop lessons learned and best practices; and
communicate with other entities to build communities of practices.
2019 REVISION
MCWDB staff revised applicable sections of the local plan in accordance with WIOA Section 108 and the State
Unified Plan. On behalf of the BOS, the Assistant County Manager was provided a copy of the revised plan to
review and recommend for BOS approval.
b. A description of the process used by the local Board, consistent with subsection (d), to
provide an opportunity for public comment, including comment by representatives of
businesses and comment by representatives of labor organizations, and input into the
development of the local plan, prior to submission of the plan.
Because Since workers, employers, and the Maricopa County communities drive workforce solutions, their input
to ARIZONA@WORK: Maricopa County’s Local Strategic Plan was a critical step for transparency and validity. To
solicit feedback from diverse constituents and stakeholders, the public was given a 30-day review period to
examine and provide feedback regarding the Strategic Plan contents, as well as the ability to address the criteria
and WIOA’s new tenets. To ensure equitable access, MCWDB staff ARIZONA@WORK: Maricopa County
distributed the Strategic Local Plan via proven established methods: email delivery, hard copy review and on the
website for download. Specific instructions for the public to provide feedback were included. A copy of the
published notice is included in Appendix 1.
This distribution list, included in Appendix 2, consists of partners and vendors, other local ARIZONA@WORK
agencies, employer representatives, educational institution representatives, consultants, and interested
community members.
At the conclusion of the 30-day review period, MCWDB ARIZONA@WORK: Maricopa County’s Planning
Committee staff compiled the comments, suggestions and recommendations for consideration in the
development of a final Strategic Local Plan. Recommendations and/ or comments in disagreement are included in
Appendix 3.
Legal review was conducted of the feedback and the Strategic Plan by Maricopa County’s legal counsel. Then, the
constructive input provided was incorporated into a final Strategic Local Plan, as deemed appropriate by the
Executive Director of Workforce Development , regional managers and legal counsel.
The process outlined above will the process followed throughout all future iterations of the local plan.
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APPENDICES
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APPENDIX 1 – COPY OF THE PUBLISHED NOTICE FOR PUBLIC
COMMENT
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APPENDIX 2 – COPY OF DISTRIBUTION LIST
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APPENDIX 3 – PUBLIC NOTICE RESPONSE COMMENTS
No public comments were received.
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APPENDIX 4 – IN-DEMAND INDUSTRIES AND OCCUPATIONS TABLES
The following tables, referenced in the Strategic Plan Analysis section were compiled by the Arizona Department
of Administration's Office of Employment and Population Statistics and reflect Maricopa County labor marking
information.
Exhibit 1. Top In-Demand Industry Sectors
Projected
Industry Employment Wage Growth
NAICS Title Growth ('17- Average Wages
Rank Level ('14-'17)
'19)
Transportation &
1 25,719 7.9% $ 51,636 1.1%
Warehousing
2 Information 21,800 3.0% $ 73,684 4.0%
Other services,
3 except public 26,955 2.3% $ 39,104 3.0%
administration
Finance &
4 66,724 7.0% $ 73,112 2.7%
Insurance
Health care &
5 140,533 7.7% $ 54,808 0.4%
Social Assistance
Administrative and
6 91,547 5.5% $ 39,468 2.5%
waste services
7 Construction 62,782 8.2% $ 61,568 3.3%
Real estate and
8 19,994 1.9% $ 58,916 3.8%
rental and leasing
9 Manufacturing 74,190 3.0% $ 74,360 1.3%
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Exhibit 2. In-Demand Occupations: Top Ranked (3-5 Stars) Occupations
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Exhibit 3. In Demand Occupations: Top Ranked (1-2 Stars) Occupations
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Source: Arizona Office of Economic Opportunity
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Exhibit 4. Top-Ranked (5-Star) Occupations in In-Demand Industries – Employment Needs
SOC Knowledg
Code Occupation Title e Skills Abilities
Active
43-3021 Billing and posting clerks Clerical Listening Oral Comprehension
Customer
and
Personal Active Oral Comprehension &
43-4011 Brokerage clerks Service Listening Oral Expression
Customer
and Reading Oral Comprehension,
Personal Comprehensi Written Expression, Oral
13-1199 Business operations specialists, all other Service on Expression
Building
and Static Strength, Oral
Constructio Comprehension, &
47-2031 Carpenters n Coordination Visualization
English
47-2051 Cement masons and concrete finishers Language Monitoring Trunk Strength
Customer
and Reading
Claims adjusters, examiners, and Personal Comprehensi
13-1031 investigators Service on Oral Comprehension
Reading
Comprehensi
Computers on, Active
and Listening, Oral Comprehension &
15-1151 Computer user support specialists Electronics Speaking Oral Expression
Building
and
Constructio Active
47-2061 Construction laborers n Listening Static Strength
Mathematic
13-1051 Cost estimators s Mathematics Deductive Reasoning
Customer Oral Comprehension,
and Oral Expression,
Personal Active Problem Sensitivity, &
29-2021 Dental hygienists Service Listening Near Vision
Customer
and Oral Comprehension,
Personal Active Oral Expression, & Near
29-2032 Diagnostic medical sonographers Service Listening Vision
Building
and
Constructio
47-2081 Drywall and ceiling tile installers n Coordination Extent Flexibility
Customer Problem Sensitivity,
and Arm-Hand Steadiness,
Electrical power-line installers and Personal Operation Multilimb Coordination,
49-9051 repairers Service Monitoring & Near Vision
Building
and
Constructio Troubleshoot
47-2111 Electricians n ing Near Vision
Economics
and Critical
13-2051 Financial analysts Accounting Thinking Written Comprehension
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SOC Knowledg
Code Occupation Title e Skills Abilities
Customer
and
Health technologists and technicians, all Personal Active
29-2099 other Service Listening Oral Comprehension
Heating, air conditioning, and refrigeration Troubleshoot Oral Comprehension &
49-9021 mechanics and installers Mechanical ing Visualization
Transportat Operation Control Precision & Far
53-3032 Heavy and tractor-trailer truck drivers ion and Control Vision
Customer
and
Personal Active
31-1011 Home health aides Service Listening Oral Expression
Customer
and
Insurance claims and policy processing Personal Active
43-9041 clerks Service Listening Oral Comprehension
Customer
and Reading
Personal Comprehensi Oral Comprehension &
41-3021 Insurance sales agents Service on Oral Expression
Laborers and freight, stock, and material English
53-7062 movers, hand Language Coordination Static Strength
Reading
Comprehensi
on, Active
Education Listening,
and Critical
13-1111 Management analysts Training Thinking Oral Expression
Customer Oral Comprehension,
and Reading Written Comprehension,
Market research analysts and marketing Personal Comprehensi Oral Expression, Written
13-1161 specialists Service on Expression
Active
43-6013 Medical secretaries Clerical Listening Oral Comprehension
Building
and
Operating engineers and other Constructio Operation
47-2073 construction equipment operators n and Control Control Precision
Oral Comprehension,
Written Comprehension,
Mathematic Mathematical
15-2031 Operations research analysts s Mathematics Reasoning
Customer
and
Personal Active
47-2141 Painters, construction and maintenance Service Listening Arm-Hand Steadiness
Customer
and
Personal Service
39-9021 Personal care aides Service Orientation Oral Comprehension
Customer
and Reading
Personal Comprehensi
13-2052 Personal financial advisors Service on Oral Expression
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SOC Knowledg
Code Occupation Title e Skills Abilities
Medicine Reading
and Comprehensi
29-1071 Physician assistants Dentistry on Oral Comprehension
Medicine Reading
and Comprehensi
29-1069 Physicians and surgeons, all other Dentistry on Inductive Reasoning
Critical
47-2152 Plumbers, pipefitters, and steamfitters Mechanical Thinking Extent Flexibility
Production Reading
Production, planning, and expediting and Comprehensi Oral Comprehension &
43-5061 clerks Processing on Written Comprehension
Customer
and Active Oral Comprehension,
Personal Listening & Written Comprehension,
29-2034 Radiologic technologists Service Speaking & Oral Expression
Social
Perceptivene
29-1141 Registered nurses Psychology ss Problem Sensitivity
Building
and
Constructio
47-2181 Roofers n Coordination Gross Body Equilibrium
Sales and Critical
41-3099 Sales representatives, services, all other Marketing Thinking Oral Expression
Economics Reading
Securities, commodities, and financial and Comprehensi
41-3031 services sales agents Accounting on Oral Expression
47-2211 Sheet metal workers Mechanical Mathematics Visualization
Computers
and
15-1132 Software developers, applications Electronics Programming Oral Comprehension
Building
and
Constructio
47-2221 Structural iron and steel workers n Coordination Static Strength
Source: O*NET
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APPENDIX 5 – ACCESS SITE LOCATIONS
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APPENDIX 6 – ADDRESSING THE MOA ELEMENTS
MOA Element Compliance
Element One – Designation of
Local Level Equal Opportunity A local EO Officer is assigned.
(EO) Officers
The Equal Opportunity (EO) tagline is included on all emails, the website:
http://www.arizonaatwork.com/maricopa/about/, and all recruitment
brochures and other materials that are ordinarily distributed or communicated
in written and/or oral form, electronically and or on paper, to staff, clients, or
the public at large.
The “Equal Opportunity is the Law” notice is posted in each office and is
available on the website: http://www.arizonaatwork.com/maricopa/about/.
Element Two – Notice and
Communication The Limited English Proficiency Policy (LEP) and procedures are posted at
each office, and on the website:
http://www.arizonaatwork.com/maricopa/about/. Staff at Maricopa
Workforce Center(s) shall provide at no cost accurate and timely language
assistance and effective communication to persons with limited English
proficiency. These language services will be provided to current and
prospective customers of our services, and other interested persons to
ensure them equal access to our services.
Maricopa County includes the required equal opportunity assurance, and other
Element Three – Review WIOA assurances/policies, in the submission of the Local Business Plan and all
Assurances, Job Training Plans,
contracts, grant and cooperative agreements.
Contracts and Policies and
Procedures Further, policies regarding non-discrimination and equal opportunity are
updated to adhere to federal and state policy modifications.
All forms, policies and notices are available in English and Spanish, this includes
Element Four – Universal the Limited English Proficiency policy notice, Reasonable Accommodation
Access notice, EO is the Law notice, the WIOA Discrimination Complaint Form, etc.
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Maricopa County has a Reasonable Accommodation & Modification Policy
which is posted at each office, and on the website:
http://www.arizonaatwork.com/maricopa/about/.
Workforce centers provide accommodations for the visually and hearing
Element Five – Compliance impaired clients, including large print, American Sign Language Interpreters,
with Section 504 of the computer screen readers, adjusted chair height, test modifications, etc.
Rehabilitation Act of 1973 Customers complete a “Reasonable Accommodation Request Card” and
return it to the front desk. As needed, customers are referred to the Assistive
Technology Lab.
The facility and program accessibility is monitored by the EO, biannually.
ARIZONA@WORK Maricopa County collects and maintains electronic and
hard files on each customer. Data entry into the statewide Arizona Job
Connection (AJC) is completed in adherence with the State Timely Data Entry
policy issued in February 2014 and the recent Adult/Dislocated
Worker/Youth policies revised April 2016.
All participant information is kept confidential and staff lock their file drawers
at the close of each business day.
Element Six – Data and The EO representative maintains a discrimination complaint log and forwards
Information Collection and the log on a quarterly basis to the State EO Officer. The LWDA EO
Maintenance representative informs the State EO Officer of any discrimination complaints
filed in accordance with the Civil Rights Center time frames and deadlines.
Participant record retention is for a period of three years and is disposed of in
accordance with State standards.
The EO Officer conducts bi-annual site visits to observe and document
Element Seven – Monitoring
compliance. A compliance monitoring form is completed for each visit, at each
Recipients for Compliance
site.
Maricopa County has a process for a participant to express a program
Element Eight – Complaint
complaint or a discriminatory complaint. Each client signs a notice of their
Processing Procedures
rights to file a complaint if they feel discrimination has occurred.
ARIZONA@WORK Maricopa County abides by any corrective
actions/sanctions received in relation to any violation of Section 188 of WIOA.
Element Nine – Correction is done immediately and policies are revised to ensure violations
Corrective are not repetitive.
Actions/Sanctions Corrective actions/sanctions are issued to subcontractors who, during on-site
monitoring, are found to be in violation of Section 188 of WIOA.
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APPENDIX 7 – EO OFFICERS
EO Officers Contact Information and Identification
Maricopa County (local) Diana Shepherd
EO Officer Maricopa County Workforce Development Division.
735 N Gilbert Rd. Ste. 134
Gilbert, Arizona 85234
Phone: (602) 372-9700
Fax: (602) 372-9794
TTY/TTD: (602) 372-9792
dshepherd@mail.maricopa.gov
State of Arizona (state) Kerry Bernard
Office of Equal Employment Opportunity
Department of Economic Security
1789 W. Jefferson Ave, MD 15H3
Phoenix, AZ 85007
(602) 364-3976
(602) 364-3982
TTY/TDD: 7-1-1
E-mail: WIOASTATEEOOFFICER@azdes.govLynn A. Nedella
State WIOA EO Officer
Employment Administration / WIOA Section
Arizona Department of Economic Security
4000 N Central Ave
Ste 1150
Phoenix, AZ 85012
Phone: (602) 542-2487
Fax: (602) 542-2491
TTY/TTD 711
LNedella@azdes.gov
Federal Naomi M. Barry-Perez
Director Civil Rights Center (CRC)
U.S. Department of Labor
200 Constitution Avenue NW, Room N-4123
Washington, DC 20210
Phone: (202) 693-6500
Fax: (202) 693-6505
TTY: (202) 693-6516
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APPENDIX 8 – YOUTH SERVICES PROVIDER LIST
Maricopa
Arizona Chicanos County
Center for
Youth por la Youth
Resources DK Causa Workforce
# Element Description (ACYR ) ResCare Advocates Year up (CPLC) Services
Tutoring, study skills training,
instruction, dropout prevention X X
1 and recovery
Alternative secondary school
services or dropout recovery X
2 services
Paid and Unpaid Work
Experience (summer
X X X
employment, pre-
3 apprenticeship, internships, job
4 Occupational skill training X X
Education offered concurrently
with workforce preparation X X
activities for a specific
5 occupation or cluster
Leadership development
(community service, peer X X
6 centered activities)
7 Supportive Services X X X X X
Adult mentoring for not less
X
8 than 12 months
9 Follow up Services - 12 months X X X X X
X
(Received
waiver
from state
Comprehensive guidance and to use
couseling (drug and alcohol county
10 counseling and referral) vendors)
11 Financial Literacy education X X X X
12 Entrepreneurial Skills training X
X X X
Labor Market Information and
13 Career Exploration
Activities to help youth
transition to postsecondary X
14 education and training X
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APPENDIX 9 – YOUTH SERVICES SELECTION CRITERIA
An annual Request for Proposal (RFP) is used to competitively solicit proposals and select Youth Services providers
for the service elements mandated under WIOA. Providers may submit proposals for one or more service
elements.
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, respondent must allow for services
to be provided at either their facility or a facility provided by Maricopa County.
Service Providers will be responsible for the following:
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
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 for the RFP were 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
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