2018 MARICOPA COUNTY WORKFORCE DEVELOPMENT BOARD ANNUAL REPORT.PDF

Report Highlights
MARICOPA COUNTY WORKFORCE
DEVELOPMENT BOARD
ANNUAL REPORT COVERING:
JULY 1, 2017 – JUNE 30, 2018

This report, the first annual report on Maricopa County Workforce Development Board (MCWDB) activities,
represents all quarters of FY18. Report main messages:
WORKFORCE INNOVATION AND OPORTUNITY ACT (WIOA) COMPLIANCE
A majority of FY18 were spent on compliance activities required by WIOA.
Compliance achieved in the following areas:
● WIOA Shared Governance Agreement between Chief Elected Officials and MCWDB 7/1/2017
● WIOA Core Partner Memorandum of Understanding 7/1/2017
● Infrastructure Funding Agreement 7/1/2017
● One Stop Operator (OSO) Procurement 7/1/2017
● MCWDB Local Plan Amendment 10/1/2017
● MCWDB Re-Certification 10/31/2017
● AZ@WORK Job Center Certification Part I 11/30/2017
● Youth Performance Metrics Survey Completed 4/17/2018
● AZ@WORK MCWDB Re-Certification– State Approval Received 4/27/2018
BOARD MAKE UP AND GOVERNANCE ONE STOP OPERATOR – REGIONAL EFFORTS
● Conducted MCWDB Membership Audit ● OSO Vendor Selection & Implementation
● Completed MCWDB Board Self-Assessment ● OSO Status & Gap Evaluation Completed
● Prioritized MCWDB Board Development ● OSO Contract Management and Renewal
● Reviewed Board Application Materials ● Convened with City of Phoenix on Regionalism
● Revised Board Application Materials ● County/Phoenix Board Member Engagement
● Attended 2018 NAWB Conference ●
● Reviewed Bylaws & WIOA Policies/Procedures
● Identified Goals, Strategies and Priorities for FY19
WORKFORCE RESEARCH & ANALYSIS
● Reviewed and monitored Core Partner Data and Trends 2014-2017 throughout FY18
● Reviewed and monitored Regional Labor Market Data and Trends throughout FY18
● Researched and monitored Workforce Board National Best Practices throughout FY18
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Contents
Report Highlights _________________________________________________________________________________________ 2
Report Contents __________________________________________________________________________________________ 3
Foreword __________________________________________________________________________________________________ 4
Aim of Report _____________________________________________________________________________________________ 5
Jessica’s Journey __________________________________________________________________________________________ 6
MCWDB Accomplishments & Activities ________________________________________________________________ 7
Thirteen WIOA Local Workforce Board Functions _____________________________________________________ 8
Key Board Initiatives ____________________________________________________________________________________ 12
Conclusions: Building Effective Workforce Development Systems __________________________________ 17
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Foreword
In FY18, the Workforce Development Board achieved compliance in the areas of governance, re-
certification and One Stop Operator implementation.
Three areas of focus not only contributed to a very successful year but also promise to accelerate
performance that will improve capacity, cost of service, systemic efficiencies, and collective impact
going forward. They are:
Strategic Planning. We intentionally are looking for ways to best meet employers and job seeker
increasing demands for workforce services.
Integration. We’re building a system that can integrate multiple, complicated programs and platforms
to optimize employment outcomes and system performance.
Innovation. We’re advancing information-technology solutions targeting efficiency and customer
convenience.
You have appointed an amazing set of individuals who bring diverse and industry minded
experiences, skills and perspectives to the workforce board. With the addition of the seven new
Board members over the last year, we’ve significantly increased the average meetings with quorum.
That is well above the average of 50% for US workforce development boards. I am grateful for their
fresh point of view, insightful contributions and enthusiasm of service for all in Maricopa County.
Thank you for your partnership and support.
Sincerely,
Kelsie McClendon
Maricopa County Workforce Development Board, Chairman
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Aim of Report
THE MARICOPA COUNTY WORKFORCE
DEVELOPMENT BOARD
The overall aim of the report:
 To draw attention to the MCWDB
Local Business accomplishments during FY18
Kelsie McClendon, Total Transit, Chair
Angie Ferguson, Northern Trust  Identify critical factors facing the Maricopa
Drew Thorpe, Arizona Public Service
Neal Dauphin, Industrial Storage Material County Local Area in FY19
Handling Solutions
Mark Wagner, The Hartford
Robin Schaeffer, Arizona Nurses This report is a significant step to see where impact has
Association been made and where more work is to be done to not
Thomas Jenkins, Advanced Business
Learning only comply with WIOA but to leverage and maximize
regional impact for Maricopa County.
Workforce
Carlton Brooks, American Culinary
Federation/Chef’s Association of AZ
Reid Graser, Job Corps
Shawn Hutchinson, Phoenix Electrical
JATC
Sally Downey, East Valley Institute of [Grab your reader’s attention with a great
Technology quote from the document or use this space to
Education & Training emphasize a key point. To place this text box
Randall Kimmens, Maricopa County anywhere on the page, just drag it.]
Community College District
Governmental, Economic &
Community Development
Marla Lazere, AZ DES Administration
Gregg Ghelfi, Maricopa County IDA
Cherise Lea Sink, AZ DES Vocational
Rehabilitation
Did you know?
7 new members were appointed to the
MCWDB in FY18. Welcome new members!
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Jessica’s Journey
Jessica, a mother of 8, is a high school dropout. She’s
worked various retail jobs to make ends meet that
do not allow her to care for her family as they need.
Weekly Jessica and her husband have to choose
between buying groceries and paying their bills.
Jessica had little hope her future could change until
the day she accompanied a friend to a local
AZ@WORK – Maricopa County office.
This past Fall, Jessica learned she could not only get
her GED but she also qualified for occupational
training and child care assistance that would give
her the skills she needs to get on the career pathway
she had only dreamt of. Jessica spoke to her
husband who quickly supported her decision to quit
her low paying retail job and pursue an electrical
apprentice training program where she quickly rose
to the top of her class. As a new apprentice graduate
Jessica’s wages began at $14.36 which provided her
a 40% increase in her earnings compared to her
previous job. Jessica’s earning has the potential to
increase another 115% to the average journey
person’s wage of $30.89 per hour.
Jessica’s future is bright thanks to all the caring
people who helped Jessica see what was possible at
AZ@WORK – Maricopa County.
https://youtu.be/LCrB1LrjVfw
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MCWDB Accomplishments & Activities
As part of the ongoing WIOA implementation, the MCWDB played a vital role to strengthen
governance for the Maricopa County Local Workforce Development Area over the last 12 months.
In partnership with the Board of Supervisors three key agreements were developed and put in
place in the following areas:
Shared Governance 7/1/2017
Core Partner Memorandum of Understanding (MOU) 7/1/2017
Infrastructure Funding Agreement (IFA) 1/1/2018
The MCWDB put forth a FY19 budget to the BOS 12/20/2017
Re-certification for the MCWDB and AZ@WORK – Maricopa County 10/1/2017
Job Centers certification requested & approved by the State of Arizona
One Stop Operator vendor in place for first time 7/1/2017
MCWDB Local Plan Amendment 10/1/2017
MCWDB Re-Certification 10/31/2017
AZ@WORK Job Center Certification Part I 11/30/2017
Youth Performance Metrics Survey Completed 4/17/2018
AZ@WORK MCWDB Re-Certification– State Approval Received 4/27/2018
Did you know? The MCWDB went paperless in FY18 and saved
$11,000 which buys one million sheets of paper. WOW!
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Thirteen WIOA Local Workforce Board Functions
The MCWDB is responsible for ensuring the 13 mandated board functions under WIOA are
fulfilled. Please find a brief update below for each during this reporting period.
STRATEGIC FUNCTIONS
Workforce Research and regional
Labor Market Analysis
Negotiation of Local Performance
Accountability Measures
Budget and Administration
Career Pathways Development
 Labor Market Analysis completed by OEPS in Q1 and Q3 to prep for local plan updates1
Key findings: Maricopa County compared to AZ and US has higher median income, lower
unemployment and poverty which translates to a strong local economy
Growth sectors: Hospitality, Business Services, Retail and High Tech
 Local Area Plan submitted to State of AZ in Q2 as required
 Budget formulation and submission activity in Q2 and Q3
**FY 19 budget focus is on in-demand career pathways, technology platforms to increase
service delivery and performance management
 Pathway inventory completed by OSO in Q2 and refined in Q3 OSO Project Plan Report
Key findings: Duplicative Career Pathway creation and mapping is happening in the areas
of manufacturing, healthcare and IT across WIOA core partners, City of Phoenix WDB,
community colleges, local non-profits, and public schools.
Stakeholder entities will be convened to address and strategize ways to reduce duplication
and ensure compliance of growth sectors as stated in the MCWDB local area plan for 2016-
2020
 Annual bylaw review conducted in Q4 with recommendations to BOS to follow 2018-2019
1 Office of Employment and Population Statistics: Labor Market Information - Maricopa County LWIA
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 The MCWDB and Service Provider (HSD) began discussions on formulating standard and
intermediary outcome metrics in preparation for negotiations with DES.
 Youth performance metrics development continues and is taking longer than expected based
on youth service provider survey results. Further input will be gleaned from a focus group to
assist in development, benchmarking and analysis and alignment with written strategic plan
SYSTEM CAPACITY BUILDING
Proven and Promising Practices
Convening, Brokering,
Leveraging Local Stakeholders
Employer Engagement
 Hosted Ron Painter, CEO of National Association of Workforce Boards, for on-site joint board
education with City of Phoenix Workforce Board to discuss governance, strategy, data
management and performance measurement via national case studies/board trends,
challenges and successes
 One of the only 10 workforce boards invited nationally to attend 2017 Close IT Summit to
explore strategies to improve employer, education and stakeholder engagement
 One of the only 8 workforce boards invited nationally to attend Inaugural 2017 Google MIT
convening to explore how to use technology and emerging lifelong learning strategies in
human centered design systems under WIOA
Key learnings: Board development and strong strategic planning are critical keys to
building and sustaining high performing workforce boards/areas. As a result, the MCWDB
has prioritized strategic planning and board education efforts in FY18
 Request for Quote developed in Q2 for Strategic planning facilitator – plan completion by Q4
 WDB members and staff attended National Association of Workforce Boards (NAWB) annual
conference to explore proven and promising practices in the areas of program oversight,
employer engagement, performance and technology. Conference provided best practices and
technical assistance in the areas of governance, technology and board development used
throughout strategic planning for 2018-2019 to improve board efficiencies and effectiveness
 Strategic Planning vendor selection completed in Q3
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 Strategic Planning session held in Q4. Implementation expected in September 2018
 The MCWDB participated in the National Association of Workforce Development Professionals
(NAWDP) national conference held in Phoenix in May to learn about trends in OSO
implementation, service provider oversight and board development. AZ is ahead of the
learning curve as OSO procurement and implementation nationally has been challenging for
most states due DOL and State guidance. The MCWDB used learnings to modify
implementation strategies in Year 2 scope of work submitted for BOS approval in June 2018.
SYSTEM ALIGNMENT & EFFECTIVE OPERATIONS
Technology
Coordination with Education
Provider
Program Oversight
Accessibility for Individuals
with Disabilities
Selection of Operator and
Providers
Mandated WIOA items the Workforce Board must specifically address:
 One Stop Operators (OSO)
 Youth Providers
 Identification of Training Centers Providers
 Identification of Career Services Providers
 Preliminary Technology Environmental Scan Conducted by OSO in Q1 and Q2 detecting several
technologies related initiatives, projects and programs that require further evaluation. At this
time no current comprehensive management information system exists for all WIOA users;
Maricopa County IDA funded Pipeline AZ may provide functionality to address job
seeker/employer matching function; exploration needed to form technology plan
 MCWDB reviewed Youth and Career Services provider ability to meet compliance of WIOA
requirements in Q1 and Q2 in the following areas:
● Procurement of Youth Service Contract Renewals ● Provision of Career Services
 Youth Performance Metric Development initiated in Q2 by MCWDB and continued in Q3 & Q4
 OSO selection and contract completed by Q1 as required
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 Inventory Training Center Providers in Q2 and into Q3
Key findings: Existing provider list of trainings is extensive and several credentials do not
align with targeted sectors in the 2016-2020 local area plan. OSO Project Plan Report
 Education Provider Coordination assigned to OSO and began in Q2 continued into Q3 & Q4
 OSO initial accessibility assessment completed in Q2
 OSO contract preparation in Q3 with anticipated renewal in Q4
 Assisted BOS Liaison on board membership application updates & candidate solicitation in Q4
 Provided WDB Member Orientation to 7 new appointees in FY18
 The MCWDB and Service Provider (HSD) identified system requirements and conducted
preliminary research of existing technology solutions with the intent to determine appropriate
systemic scope of work/timeline that support strategic plan initiatives
Key Findings: The research group met on June 12, 2018, to debrief regarding Phase I
vendor presentations, discuss overall impressions, and share the scoring of each vendor
presentation. Overall, the group concluded that existing vendors can address the County’s
system requirements. The precise fit and alignment between vendor offerings and the
County’s requirements varied, with vendor rankings as follows: (1) TRICOR, (2) Monster
Government Solutions, (3) LaunchPad, (4) Victual OneStop, (5) Salesforce, and (6)
LiteracyPro. Having concluded the preliminary exploration and resolved that existing
solutions can address the needs of the County, the Technology Solutions Workgroup now
needs to convene (with full representation from the four core partners) to determine the
next steps.
 MCWDB staff in partnership with Career Service provider (HSD) staff reviewed 23 of 69
existing WIOA policies and procedures. Key findings:
A majority, 14 of the 23, were deemed operational procedures, not policies, requiring
moderate edits to ensure accuracy of current operational practices;
Five of the 23 were deemed MCWDB policies requiring minor edits to reflect WDB
role/language;
The remaining four policies will require revisions as they need to separate board and
operational functions.
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Key Board Initiatives
One Stop Operator Selection and Implementation
Since its enactment in 2014, the vision of the WIOA has been to craft a fully integrated public
workforce system specifically linking diverse talent that meets business needs.
A vast majority of the WIOA law focuses on system coordination which falls under the mandate to
procure and have in place an OSO (CFR 678.635). The MCWDB took diligent steps to research
national best practices, capacity of OSO roles in various metro regions as well as evaluate cost of
services in relation to value added of mandated role. A majority of the OSO contracts reviewed
averaged 50% or higher in cost compared to the managing role scope of the Maricopa County
$200,000 proposal. Six out of the 10 contracts reviewed included career services provision versus
systemic coordination.
The MCWDB and its staff worked closely with the Maricopa County Office of Procurement Services
to issue a carefully crafted procurement that aligned with the priorities of the local area to secure
an appropriate vendor. Maximus Inc. was selected to serve as the OSO vendor for Maricopa
County and is tasked with:
 Seamless integration and availability of services by ARIZONA@WORK Maricopa County
system partners;
 Convening One Stop Delivery meetings;
 Addressing and resolving issues relating to ARIZONA@WORK Maricopa County One Stop
Delivery System challenges;
 Continuous improvement based upon evaluation of customer needs, satisfaction and
performance;
 Ensuring meaningful accessibility for individuals with disabilities and Equal Opportunity
compliance;
 Building cross agency partnerships;
 Establish a shared mission, common goals and roles and responsibilities of each partner;
 Establish Career Pathways with Education Providers; and
 Ensure system coordination throughout Maricopa County.
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The OSO will achieve its work through a tiered, multi-year approach outlined below.
Year 1 – MCLWDA Status and Gaps Evaluation (FY18)
• Discovery Phase observations, gaps and opportunities will be identified to
inform the Planning & Implementation Phase to establish integrated service
delivery
Year 2 – Planning & Implementation (FY19)
• Based on Year 1 findings the OSO will lead design and launch of local and
regional MCWDB initiatives, support strategic planning as well as shared
measurement contributing to increased strategy, system alignment, access and
performance to develop cross partner standard operating procedures roadmap
for employer/talent match optimization
Year 3 & 4 – Evaluation & Continuous Improvement
(FY20 & FY21)
• Analysis Phase will determine effectiveness and impact of systemic
coordination as well as opportunities to iterate for Continuous Improvement
For the OSO, a majority of FY18 were spent on core partner individual and joint meetings,
reviewing core partner current process, procedures, policies and data as well as conducting
comprehensive SWOT analysis and access the State of Arizona’s data management system AZ Job
Connection (AJC). Key Activities were achieved in the following areas:
Reviewed all Memorandums of Understanding between MCWDB and Core Partners 8/28/2017
Initiated Core Partner Individual and Joint Convening 9/1/2017
Requested AJC Access to Begin Eligible Training Provider List (ETPL) Review 9/15/2017
Requested Core Partners Provide Performance Data for 2014-2017 for Review 9/19/2017
Initiated SWOT Analysis 9/19/2017
Conducted On-Site Core Partner Observation Visits 9/30/2017
Initiated National and Statewide Joint Call with OSOs to Share Best Practices 10/19/2017
Initiated Review of Service Delivery Systems, Technology and Tools 11/8/2017
Met with State Data Security Unit to Review AJC Access Request 11/22/2017
Initiated Individual Meetings with MCWDB Board Members for Board Education 12/7/2017
Met with AZ Office of Economic Opportunity for Labor Market Data Access 12/19/2017
Reviewed ADA Audit and Accessibility of Services for Individuals with Disabilities 12/23/2017
Compiled SWOT Analysis 12/7/2017
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Facilitated Core Partner Common Mission Statement 2/4/2018
Presented SWOT Analysis to MCWDB OSO Project Plan Report 2/12/2018
Gained Access to AJC to Begin ETPL Review 2/28/2018
Finalized Discovery Phase I Report 3/5/2018
Identified Core Partner Key Workgroups to Optimize Stakeholder Engagement 3/7/2018
OSO Quarter 4 - Planned Key Activities:
Finalize and Deliver Discovery I Phase Report 6/30/2018
Assemble Core Partner Key Workgroups 6/30/2018
Initiate WIOA Core Partner Program Overviews during Core Partner Meetings 6/30/2018
Ongoing Quarterly Activities for FY18:
Continue Core Partner Individual and Joint Convening Meetings Ongoing
Continue National and Statewide Joint Call with OSOs to Share Best Practices Ongoing
Continue Review of Service Delivery Systems, Technology and Tools Ongoing
The MCWDB recommended to extend the OSO contract for a one-year term for FY19.
BOS agreement and approval was received on 6/27/18 for the FY19 OSO contract extension.
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Strategic Planning
WIOA represents a new opportunity for our public workforce development system. In order to
connect employers with the skilled workers they need it will take intentional convening to bring
together all the necessary workforce stakeholders. The MCWDB is positioned to be the
recognized strategic convener of the region’s workforce development efforts to create a fully
integrated public workforce system in Maricopa County. The MCWDB issued a Request for a
Quote and undertook an evaluation process to select an external Strategic Planning consultant to
lead the local area through a full planning process in the spring of 2018.
The MCWDB Strategic Planning session was held on 6/27/2018. The full Strategic Planning
Report is expected by August 2018 with implementation in September 2018.
Governance, Administration and Compliance
High performing workforce boards that lead with strong governance experience long term
collaboration and innovation. The MCWDB recognizes how critical putting the right actions and
processes in place are to promote and stabilize optimal partner, board member and stakeholder
engagement to move purposeful work forward under WIOA. The MCWDB as part of its board
development work has been speaking with national and local leaders in its research efforts to
better understand the various governance and administration models/structures that exist with
plans to further evaluate how best to optimize WIOA implementation. As a result of these efforts
and ratings in the Local Board Certification Assessment the MCWDB Chair, Executive Committee
and full board will be more focused on understanding and fulfilling their roles in relation to the
Board of Supervisors, the State and the thirteen board functions required under WIOA. This shift
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has the MCWDB honing in on a full strategic planning process and ways to think through
performance, collective impact and regionalism. The MCWDB plans to continue exploring further
dialogue with additional workforce area leaders and conduct additional research to fully
understand how to best meet WIOA obligations.
In this reporting period the MCWDB ensured completion of the following key activities in
partnership with the Board of Supervisors as mandated by WIOA.
State of Arizona approval received:
•Shared Governance Agreement
Full •Core Partner MOU
•Local Plan Amendment
•Infrastructure Funding Agreement
Approval •One Stop Operator Procurement
•MCWDB Re-Certification
Conditional
•AZ@WORK Job Center Certification Part I & II
Approval*
*The above conditional approval are a result of the State of Arizona requesting additional
information or items impacted by policies under further review by the State of Arizona.
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Conclusions: Building Effective Workforce Development Systems
In conclusion, the Maricopa County Workforce Development Board is pleased it was able to assist
Maricopa County in meeting the goals and objectives of the Workforce Innovation and Opportunity
Act in Fiscal Year 2018.
The 19 members of the MCWDB truly took their task to heart and donated hundreds of volunteer
hours to understand the importance of the awesome role they play to ensure an effective workforce
system is available to the people of Maricopa County. By helping set the right priorities, targeting
finite federal resources and recognize the importance of measurement and marketing they have
helped Maricopa County be one step closer to having the best in class workforce system connecting
job seekers to career opportunities and employers to skilled talent, stimulating economic
prosperity and enhancing quality of life for all and look forward to continuing their work into 2019.
Contact Information:
AZ@WORK – Maricopa County Workforce Development Board
Patricia Wallace, Executive Director
701 W Jefferson Street
Phoenix, AZ 85004
(602) 506-4146
patricia.wallace@mail.maricopa.gov
http://arizonaatwork.com/maricopa
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