REVISED AZ@WORK MC - STRATEGIC PLAN 2018.PDF

M A R I C O P A C O U N T Y
LOCAL WORKFORCE
DEVELOPMENT AGENCY
STRATEGIC PLAN
2016-2020

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M A R I C O P A C O U N T Y
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 and Grievance Procedure for Clients
SECTION 9: Plan Development
APPENDICES
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M A R I C O P A C O U N T Y
EXECUTIVE SUMMARY
1. Ensure Full WIOA Implementation to Meet Final Federal
Regulations
To fully comply with the rules and regulations under the Workforce
a. Assess and Finalize Interpretation on the 13 Mandated WDB
Innovation and Opportunity Act (WIOA), ARIZONA@WORK:
Functions
Maricopa County has compiled the following local strategic plan. This b. Establish Policies and Procedures that Support Full WIOA
plan, once submitted and approved, will be in effect from 2016-2020. Implementation
This plan is comprised of several sections designed to give the reader c. Fulfill One Stop Operator Requirements per Regulations
an in depth knowledge of the local workforce system of which d. Establish WIOA BOS/WDB Agreement, Core Program MOUs
ARIZONA@WORK: Maricopa County is a core partner. These and WDB Budget
sections include:
2. Identify and Implement Technology Solutions
a. Research and Establish Focused Technology Plan
An extensive analysis and overview of the local and regional b. Target Resources to Support Focused Technology Plan
economic landscape and the part Maricopa County plays in it. c. Improve and Expand Systemic Capabilities and Efficiencies
d. Evaluate Technology Solutions
A section outlining the goals and strategies set by
3. Improve Efficiency and Effectiveness of AZ@WORK –
ARIZONA@WORK: Maricopa County in order to align with
Maricopa County
the mission and vision of WIOA. a. Establish and Implement Focused Board Development Plan
b. Target Resources to Support Focused Board Development Plan
An overview of the workforce system in the region and the
c. Set Strategic Mission/Vision with Targeted Priorities/Service
relationship between the core partners. Levels
An explanation of how ARIZONA@WORK: Maricopa d. Define Method of Delivery for Integrated Service Delivery
Model
County plans to provide services to eligible individuals,
e. Provide Program Oversight that Aligns with Local Performance
especially to those with barriers to employment (opportunity Accountability
youth, veterans, justice involved individuals, homeless f. Evaluate Service Delivery Outcomes
individuals, etc.)
4. Redesign Business Services to Produce Required
A section on business services and employer engagement. Outcomes
a. Research and Establish Focused Business Services Plan
Program details and service delivery models. b. Target Resources to support Focused Business Services Plan
c. Define Method of Delivery for Integrated Business Services
Performance metrics and a commitment to continuous Model
improvement. d. Evaluate Business Services Outcomes
Complaint and grievance procedures for clients. 5. Define and Establish a Regional Approach throughout
Maricopa County
An explanation of the development of this plan and timeline for a. Identify and Develop a Joint Regional Plan with the City of
public comment, submission and approval. Phoenix WDB
b. Target Resources to Support Joint Regional Plan
c. Engage Regional Chief Elected Officials with WDBs to Set
Strategic Direction
GOAL 1: Modify Existing Program Operations to Improve d. Communicate Strategic Direction to all Stakeholders in a
Regional Awareness & Access Transparent Fashion
GOAL 2: Establish Workforce Regional Planning Process to ARIZONA@WORK: Maricopa County is committed to fully
Ensure Coordinated and Efficient Service Delivery implementing WIOA and aligning its programs to meet the needs of the
21st century workforce. ARIZONA@WORK: Maricopa County
GOAL 3: Implement Workforce Development Regional Plan and recognizes the need to be as efficient as possible in order to serve the
Procedures communities in which it operates. This plan will be continually reviewed
to ensure that both job seekers and employers are served in the most
GOAL 4: Design Regional Service Delivery Model for effective ways possible.
Youth Services Program with Priority for Disconnected Youth *A note on formatting and public comments: this draft is subject to change
after input from the public. This draft of the plan will be available for public
GOAL 5: Redesign Business Services Unit to Improve Service comment for 30 days beginning on September 28, 2016. Formatting of this
Delivery to Employers document may also change.
GOAL 6: Define and Coordinate Regional Function for
Seamless Regional Continuity and Quality
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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 Maricopa County, with 4,088,549 million residents, is the
development network. ARIZONA@WORK: Maricopa most populous county in Arizona and the fourth most
County is one of the State’s 12 regional Local Workforce populous county in the nation. Maricopa County makes up
Development Area (LWDA)’s which serves Maricopa 60.7% of the State’s total population: 6,728,577. Further,
County. Maricopa County located in south-central Maricopa County has the highest population per square
Arizona, spans 9,224 square miles, measuring 132 miles mile in the state at
from east to west and 103 miles from north to south. The 443.39 individuals per square mile with Pima County
County’s outer geographical boundaries were set in 1881 coming in second with 109.2 individuals per square mile.
and have not changed since. Figure 1. outlines Maricopa The County continues to recognize annual population
County boundaries, and demonstrates the depth of service growth, as demonstrated in Figure 2. In fact, according
area access site locations. A full list of access sites can to U.S. Census Bureau data, Maricopa County has
be found on 113. 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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M A R I C O P A C O U N T Y
TABLE 1. MARICOPA COUNTY’S POPULATION SNAPSHOT
Year Population Percent
Population Population Change
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
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FIGURE 3. MARICOPA COUNTY BOARD OF SUPERVISORS
Steve Chucri, Bill Gates, Denny Barney, Clint Hickman, Steve Gallardo,
District 2 District 3 District 1 District 4 District 5
Arizona Cardinals, Phoenix Suns, Arizona
To ensure Maricopa County is a great place for
Diamondbacks, Arizona Coyotes, and the Phoenix
residents to live and work, county government funds
Mercury. In addition, there are a variety of sports
positions to serve the public in 40 departments,
venues and events that bring millions of visitors to
including: public health and health care;
Maricopa County including: University of Phoenix
transportation infrastructure construction and
Stadium which has hosted a number of college
maintenance; flood control; law enforcement and
championship football games, and two NFL Super
courts; education; parks and recreation facilities;
Bowl events; Waste Management’s Phoenix Open
libraries; animal control; economic and community
annual PGA tour event; bi-annual NASCAR races
development; and elections. Because of the
at Phoenix International Raceway; performances at
effectiveness to enhance services for residents and
Arizona’s Broadway Theater; and multiple Major
the innovation of the programs offered by these
League Baseball spring training facilities and
departments, Maricopa County has received 48
games. From the Queen Creek Olive Mill to the
Achievement Awards from the National Association
Wildlife World Zoo, there are a number of activities
of Counties (NACo) for 2018.
to experience that showcase the region’s
characteristics. And, there is surely more to come
The region’s diversity also offers myriad attractions
over the next four years!
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
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ii. In-demand industry sectors and occupations; and M A R I C O P A C O U N T Y
As the population continues to grow and diversify, it drives exciting changes with the region’s economy. Maricopa 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 existing and emerging in-demand industry sectors with their corresponding rankings. 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.
TABLE 2. IN DEMAND INDUSTRY SECTORS
Rank Industry Sector
1 Information
2 Other services, except public administration
3 Health care and social assistance
4 Finance and insurance
5 Construction
6 Arts, entertainment, and recreation
7 Real estate and rental and leasing
8 Administrative and waste services
Source: Arizona Office of Economic Opportunity Maricopa Workforce Area- In-Demand Existing & Emerging Industry Sectors
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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.
TABLE 3. 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
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M A R I C O P A C O U N T Y
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 3. and Exhibit 4.
included in Appendix 4. reveal the projected annual growth rate for local in-demand occupations during the period of
2017-2019. 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 4.
TABLE 4. 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 5.
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TABLE 5. INCOME MATRIX FOR MARICOPA FOR 2018
70% LLSIL AND SELF-SUFFICIENCY
SELF-SUFFICIENCY for SELF-SUFFICIENCY for
70%
HHS Adults* Dislocated Workers*
FAMILY LLSIL*
Poverty 450% LLSIL 450% LLSIL
SIZE
Guidelines
METRO AREA
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
Per $4,320 $6,060 $38,956.50 $38,956.50
Person > 8
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 6. below, there is a saturation of individuals ages 25 to 54 living below 70% of
the LLSIL.
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M A R I C O P A C O U N T Y

M A R I C O P A C O U N T Y
TABLE 6. POPULATION BELOW 70% OF THE LOWER LIVING
STANDARD INCOME LEVEL (LLSIL)
LLSIL BY POPULATION AGE GROUP, 2013*
0 – 13 73 and
14 & 15 16 to 21 22 to 24 25 to 54 55 to 64 65 to 72 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 5. and Exhibit 6. included in Appendix 4. identify the
current job-specific requirements by Maricopa County employers. Based on the data:
The majority of existing industries are seeking Customer and Personal Service knowledge; Reading Comprehension
skills; and, Oral 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.
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M A R I C O P A C O U N T Y

When reviewing educational attainment requirements, of the The data provides a great outlook and foundation for short-
172 in-demand demand occupations, 114 occupations or 66% term and long-term workforce goals, including the need to
did not require a college degree, 50 occupations (29%) require develop communication skills trainings, and postsecondary
either an Associate’s degree or Bachelor’s degree, and 4% credential opportunities. That said, ARIZONA@WORK:
require a Master’s degree or higher. The analysis identifies a Maricopa County’s strategies for 2016-2020 rely on data,
trend in less educational attainment requirements, and more and by building relationships with local employers which
skill development and on-the-job training for employers hiring regional managers state is the best combination for yielding
for in-demand occupations. 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)
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M A R I C O P A C O U N T Y
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 7 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%.
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)
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TABLE 7. 2017-2019 PROJECTED JOB GROWTH BY
REGION
2017 2019 2-year
Area Estimated Total Estimated Total Numeric 2-Year Annualized
Name Employment Employment Level Growth Percentage Growth
Level
Arizona 2,933,968 3,086,936 152,968 2.6%
Coconino 70,107 72,350 2,243 1.6%
County
Maricopa 2,067,036 2,190,157 123,121 3.0%
County
Mohave and La 59,173 61,573 2,400 2.0%
Paz
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 15,080 15,156 76 0.3%
County
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
ARIZONA@WORK: Maricopa County serves a large, populous, and diverse region requiring significant
resources and efficiency. Table 8. 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 8.), Maricopa County has a higher median household
income of $62,223; a lower median age of 36.3; 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%.
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TABLE 8. POPULATION CHARACTERISTICS, 2017
Maricopa County Arizona United States
Median age 36.4 37.7 38.1
Individuals with disability
11.2% 10.5% 10.3%
between 18-64
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
64.2% 59.6% 62.8%
Participation Rate
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
3,000,000 2,688,376 2,766,282 2,845,134
(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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M A R I C O P A C O U N T Y

ARIZONA@WORK: Maricopa County’s Maricopa County demographic data for Program Year 2017
suggests approximately 36% of the 19,698 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
Another significant demographic group in Maricopa County is the youth population. Table 9. provides a
summary of 2016 Maricopa County residents by age. For example, according to 2016 ACS data, 27.7% of
the population is 19 and under which provides the region with a large target population for the future
workforce pipeline. The challenges faced with this population include that the rate of disconnected youth-
youth who are 16-24 years of age, who do not go to school and who do not work. In Maricopa Count, 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%.
TABLE 9. MARICOPA COUNTY POPULATION BY AGE (ACS 2016)
Age Range Frequency Population %
19 and Under 1,131,449 27.7%
20-24 284,690 7.0%
25-34 581,921 14.2%
35-44 542,527 13.3%
45-54 528,640 12.9%
55-64 453,555 11.1%
Over 64 565,767 13.8%
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ARIZONA@WORK: Maricopa County’s client data accounts for 45% of clients served being 25 – 44
years old. According to 2016 ACS data, in 2016, the 25 – 44 age range population in Maricopa County
accounted for 27.5% of residents. 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). 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 10. Maricopa County has higher levels
of educational 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 10. 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 46.7% 49.1% 47.5%
(includes equivalency)
Associate’s Degree 8.7% 8.7% 8.5%
Bachelor’s Degree 20.6% 18.3% 19.7%
Graduate or Professional 11.7% 11.0% 12.3%
Degree
Source: Produced by the Arizona Office of Economic Opportunity using 2017 ACS 1-Year Estimates (S1501) in cooperation
with the US Census Bureau
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M A R I C O P A C O U N T Y

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
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.
*Updated information will be included in the forthcoming holistic plan update, expected early 2019.
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FIGURE 10. MARICOPA COUNTY MAJOR OCCUPATIONAL GROUPS
Source: Arizona Office of Economic Opportunity
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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 11. 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.
TABLE 11. 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
3.6% 4.3% 5.3%
Income)
SNAP (Supplemental
Nutrition Assistance 8.9% 10.8% 11.7%
Program)
Medicaid/AHCCCS (Arizona
Health Care Cost 15.9% 17.4% 15.3%
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 12.
TABLE 12. MARICOPA COUNTY HEALTH INSURANCE SNAPSHOT
Maricopa County Arizona United States
Private Coverage Only
(Employer, Direct-Purchase, 53.6% 49.1% 54.1%
TRICARE)
Public Coverage Only
(Medicare, AHCCCS, 22.1% 24.2% 20.9%
Veteran’s Admin.)
More than one source of
13.9% 16.6% 16.3%
health 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
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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.
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:
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 72,072 students (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.
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ASU ranks number one on U.S. News & World Report’s “Most Innovative Schools” in America 2016
list. ASU ranked ahead of Stanford at number two and MIT at number three, 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.
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.
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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.
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
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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.
The strategies for increasing access, enhancing and aligning services and addressing these
opportunities is detailed in the following sections of the 2016-2020 Strategic Plan.
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M A R I C O P A C O U N T Y
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 The Maricopa County Workforce Development Board
ARIZONA@WORK, a statewide rebranding of workforce (MWDB) is a 20-member board which represents all
development and workforce solutions demonstrating a facets of the workforce system, including business and
common identifier and unified inter-agency cohesion of
industry, youth, community, and government. The
initiatives to be more accountable to Arizona communities.
An effective, efficient and cohesive workforce system MWDB drives initiatives for an educated and skilled
supports a strong regional economy and plays an active workforce in the region.
role in community and workforce development.
ARIZONA@WORK‘s statewide mission is to provide The mission that has been in place for an extended
innovative workforce solutions to employers and job period of time for the MCWDB has been that of the
seekers. Maricopa County Human Services Department. Since
the Maricopa County Human Services Department role
Arizona Governor Doug Ducey has d e s i g n a t e d that
has been that of the fiscal agent and administrator this
t h e M a r i c o p a C o u n t y region be served by
two LWDA’s: Maricopa County and the City of Phoenix. made sense until July of 2016. Over the last eight
ARIZONA@WORK: Maricopa County is led and months as the MCWDB embraces its new roles it has
directed by the Maricopa County Board of Supervisors had extensive discussions and chose to establish a
(BOS) (Figure 4., page 7.), the County’s Chief Local workgroup to specifically develop the MCWDB new
Elected Official (CLEO); and, both the Maricopa County mission and vision. The MCWDB expects to implement
LWDA and the BOS are advised by the appointed Local this new mission and vision by June 30, 2017.
Workforce Development Board (LWDB).
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. The MWDB Executive Committee
and the Full Board convene bi-monthly, with committees (i.e. Youth, Nominations, and Industry Sector) meeting
at least monthly, to:

To understand the magnitude of their roles and learn workforce system functions firsthand, each
board member participates in an annual orientation at one of the American Job Center locations.
The MWDB is committed to, and meaningfully involved in, strategic planning. As a result of new
WIOA guidance, and a desire to build capacity as a system and a region, the MWDB has established
six goals, outlined in Table 12. to work towards during 2016 and 2017.
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
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.
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M A R I C O P A C O U N T Y
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
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
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M A R I C O P A C O U N T Y
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 Regional Managers are able to inform the
MWDB 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 MWDB to work
closely with entities carrying out core programs.
To 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
implement strategies to achieve the workforce system in Figure 11. Above.
To come to the table prepared for the transition, the MWDB supported ARIZONA@WORK:
Maricopa County 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 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.
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M A R I C O P A C O U N T Y
Modify Existing Program Operations to Improve Regional
Goal 1
Awareness & Access
a. Refine and Improve Data Collection Methodologies
b. Analyze Data to Streamline Process to Improve Outcomes
Strategic Outcomes 1.1 c. Institute Targeted Program Plans to Increase Job Seeker Placements and Job
Retention
d. Evaluate Service Delivery Efficiency and Effectiveness
1. Identify and capture pertinent data points on detailed dashboard
2. Use dashboard data to drive programmatic decisions
Key Activities 1.2
3. Develop and follow detailed spending plans
4. Digitized customer satisfaction surveys
Establish Workforce Regional Planning Process to
Goal 2
Ensure Coordinated and Efficient Service Delivery
a. Conduct Regional Assessment on Workforce Delivery Methods and Policies with the
CORE partners
Strategic Outcomes 2.1 b. Identify and Implement Policy and Procedural Improvements
c. Solicit Input and Inform Stakeholders on Regional Alignment of Workforce
Activities
1. Enter agreements as necessary
2. Bi-weekly meetings with key staff
Key Activities 2.2
3. Electronic survey
4. Convene Joint Workforce Development Services Planning Committee
Goal 3 Implement Workforce Development Regional Plan and Procedures
a. Create Regional Plan and Procedure Recommendations to Meet Updated Federal
Requirements (WIOA)
Strategic Outcomes 3.1
b. Engage County Manager and Board of Supervisors Approval for Plan and
Procedures
1. Craft new document that exceeds WIOA compliance
Strategic Outcomes 3.2
2. Chief of Staff briefings
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Design Regional Service Delivery Model for Youth Services
Goal 4
Program with Priority for Disconnected Youth
a. Align Program Development to Meet Updated Federal Requirements (WIOA)
b. Define Method of Delivery for Required Program Services
Strategic Outcomes 4.1
c. Determine Youth Recruitment Strategy
d. Implement Program Delivery to Meet Targeted Expenditure Rate
1. Program re-design that includes 14 WIOA elements
2. Annual RFP solicitation
Key Activities 4.2
3. Develop and follow detailed recruitment plan
4. Develop and follow detailed spending plan
Redesign Business Services Unit to Improve Service Delivery to
Goal 5
Employers
a. Clearly Define Purpose, Roles, and Responsibilities of Business Services Unit
Strategic Outcomes 5.1 b. Create and Implement Business Services Procedures and Processes
c. Communicate Expectations and Deliver Services to Business Community
1. Functional Re-design
Key Activities 5.2
2. Develop Strategic Plan
Define and Coordinate Regional Function for Seamless Regional
Goal 6
Continuity and Quality
a. Clearly Define Purpose, Roles, and Responsibilities
Strategic Outcomes 6.1 b. Create and Implement Regional Services Procedures and Processes
c. Communicate Expectations and Deliver Regional Services
1. Regional Re-design
Strategic Outcomes 6.1 2. Functional Re-design
3. Develop Strategic Plan
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M A R I C O P A C O U N T Y
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, MWDB and
ARIZONA@WORK: Maricopa County will 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.
A Memorandum of Understanding (MOU) will be established with each core partner clearly defining
and formalizing roles, responsibilities and commitments of resources and infrastructure, toward these
outcomes. At the time of this plan, there are no final, executed MOUs.
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M A R I C O P A C O U N T Y
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 Employment and training activities carried out under
development network that helps employers of all sizes the community Services Block Grant Act;
and types recruit, develop and retain the best Employment and training activities carried out by
employees that meet their needs. At the same time, the Department of Housing and Urban Development;
ARIZONA@WORK provides services and resources
to job seekers to pursue employment opportunities. By Jobs for Veterans State Grants programs authorized
under chapter 41 of title 38, United States Code;
developing the state’s workforce and matching
employers with job seekers, Arizona’s economy is Programs authorized under State unemployment
strengthened. The statewide workforce development compensation laws;
network consists of 12 geographic areas (includes 19 Programs authorized under section 212 of the Second
Tribal Nations), each known as a Local Workforce Chance Act of 2007;
Development Area (LWDA). Arizona currently has 49
workforce development offices providing programs Programs authorized Part A of title IV of the Social
Security Act;
related to WIOA’s six core programs, including:
The Senior Community Services Employment
Program authorized under Title V of the Older
Adult, Youth, and Dislocated Worker (Title I); Americans Act of 1965; and
Adult Education and Literacy (Title II); Trade Adjustment Assistance activities authorized
under chapter 2 of title II of the Trade Act of 1974.
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;
Governor Doug Ducey has determined that Temporary Assistance for Needy Families (TANF) will not be a
required partner in the State Plan.
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M A R I C O P A C O U N T Y
MARICOPA COUNTY’S WORKFORCE DEVELOPMENT SYSTEM
ARIZONA@WORK: Maricopa County in to 2.8 million residents within the 8,707 square mile area.
collaboration with local community based organizations The City of Phoenix, which jointly serves Maricopa
makes- up the current workforce network o f business County, serves nearly 1.5 million people within its 517
and employment-related service providers for the square mile boundary. Specifically, the
Maricopa County LWDA. The system is responsible for ARIZONA@WORK: Maricopa County workforce
providing services development system consists of:
ACCESS POINTS
(38)
Provide access to the workforce
development system via computer
and direct referrals, in partnership with
community and faith-based
organizations.
A list of current Access Sites can be
found in Appendix 5.
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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, 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.
Adult, DW and RR programs offer career and training services to
eligible adults and dislocated workers, and youth programs offer
services to in-school and out-of-school youth, now expanded to ages
14-24.
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M A R I C O P A C O U N T Y
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 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 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.
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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
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M A R I C O P A C O U N T Y
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, other partners required to provide access through the comprehensive American Job
Center locations, such as 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, 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.
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TABLE 14. ARIZONA@WORK MARICOPA COUNTY OPERATIONAL-LEVEL
ALIGNMENT AND SERVICE DELIVERY STRATEGIES
Modify Existing Program Operations to Improve Regional
Goal 1
Awareness & Access
WIOA Alignment Accountability, Equal Access, Opportunity for All, Customer Service
• 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
Strategies 1.2
• 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
Establish Workforce Regional Planning Process to
Goal 2
Ensure Coordinated and Efficient Service Delivery
WIOA Alignment Accountability, Customer Service, Regional Economy
• Regional assessments with core partners
• Identify, refine and implement policy and procedural improvements
Strategies 2.1
• Establish feedback loop
• Multi-disciplinary planning committee
Goal 3 Implement Workforce Development Regional Plan and
WIOA Alignment Accountability, Customer Service, Regional Economy
• Regional 4-year strategic plan that exceeds WIOA expectations
Strategies 3.1
• LWDB and BOS briefings and feedback
• Form task forces and sub-committees as needed
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Design Regional Service Delivery Model for Youth Services
Goal 4
Program with Priority for Disconnected Youth
WIOA Alignment Customer Service, Equal Access, Opportunity for All
• 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
Strategies 4.1
• Fill vacant staff positions
• Implement long term outcome tracking
• Develop and follow detailed diverse recruitment plan
• Develop and follow detailed spending plan
Redesign Business Services Unit to Improve Service
Goal 5
Delivery to Employers
WIOA Alignment Customer Service, Government Working at the Speed of Business, Economic Growth
• Clearly define purpose, roles and responsibilities
• Functional redesign of processes and procedures
Strategies 5.1 • Work with MWDB Industry Sector Committee to develop industry relationships, and
solicit feedback/advisory
• Establish and communicate important targets and summative benchmarks
Define and Coordinate Regional Function for Seamless
Goal 6
Regional Continuity and Quality
WIOA Alignment Accountability, Regional Economy
• Clearly define purpose, roles and responsibilities
• Functional redesign of processes and procedures
Strategies 6.1 • Develop, update and continuously improve regional strategic plan
• Document lessons learned and best practices to support other systems in the state and
nationally
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The Planning Committee plays a critical role in removal of barriers and the successful deployment
of service integration as they are liaisons between the MWDB 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 MWDB
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 MWDB will work to manage the
American Job Center operator competitive process in the region, including certifying and
designating operators. Once the 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 review and certification 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).
To provide WIOA workforce development services for all of Maricopa County, there are multiple
dimensions of governance, as shown in Figure 13. 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.
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M A R I C O P A C O U N T Y
FIGURE 13. GOVERNANCE STRUCTURE FOR
ARIZONA@WORK MARICOPA COUNTY
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.
ARIZONA@WORK: Maricopa County, and its Regional Managers, are responsible for a
majority of services and activities carried out under this title, directly or through core partners. For
example, youth services are now 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
Invitation for Bids
Multi-step Sealed Bidding
Request for Proposals
Written quotes and bids
Review of Qualifications
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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 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.
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.
In 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 workforce
system will consist of regional re-design, functional re-design and a regional strategic plan, with all
core partners working together, taking ownership, and commendation, for common performance.
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M A R I C O P A C O U N T Y
The multi-disciplinary Planning Committee is meeting every adults; and 3) align planning and accountability policies, as
two weeks to drive integration forward. Specifically, partners prescribed by changes in WIOA. Progress towards defining
seek to 1) increase the focus on training across core programs; American Job Center partners’ roles for these objectives are
2) develop a system that offers career pathway approaches outlined in Figure 14.
that support postsecondary education and training for
youth and
FIGURE 14. PARTNER ROLES
• Adult ED-HSE
• Assessments
• English Language
Acquisition
Together, core partners will share knowledge across work with all core partners to deploy consistent function
programs and work to eliminate confusion regarding training and expectations. This will include training related
missions, services or methods of service delivery, whether to the six shared competencies identified for each partner
they are co-located or not co-located. Roles will be clearly agency: community resources and knowledge of partner
defined so that partners will not need to be co-located in the programs, teamwork, career exploration, communication,
American Job Center buildings to be an effective part of the WIOA laws and regulations for core programs, and customer
integrated system or flow of service delivery. Specific service. DES is taking the lead in creating the training
expectations (i.e. number of new business relationships per infrastructure. The State Council also identified activities to
week, number of participants placed in employment per assist with workforce staff training.
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

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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 in 2017 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 MWDB will look to the Planning Committee 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.
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Maricopa County is already leveraging the visibility of the Additionally, Maricopa County and Adult Education plan to
Adult Education programs, which can be an asset to the entire work together toward revamping the education activities to
workforce system. During 2015- 2016, integrate or align with training for a transition to workforce
ARIZONA@WORK: Maricopa County Title I case and/or postsecondary education pathways. This is currently
managers, especially youth case managers, established being successfully piloted as the Integrated Basic Education
relationships with Adult Education activity program and Skills Training (IBEST) program. Participants work
instructors and staff to provide outreach to, and recruit from, toward a High School Equivalency (HSE) diploma and get
the client base. This pilot has been a fruitful means for started in an occupational field at the same time. The
reaching more youth. Title I staff have been successfully co- combination improves an individual’s employability in a
facilitating group enrollments with ADE. The partnership has specific area of study, especially with acquisition of industry
yielded better completion rates for those participants versus recognized certificates. The length of each IBEST program is
other cohorts because the County can offer the wrap-around determined by each certificate program, but typically run
services, and case management, needed to support from five months to nine months in length. Participants can
individuals - a full continuum of support exists. receive support services and/ or transportation assistance
through the County, as well as an assigned career advisor.
With new WIOA guidance, the MWDB would like to
leverage Adult Education’s exceptional assessments and Therefore, over the next four years, the Planning Committee
assessment processes for other core services, in addition to and ARIZONA@WORK: Maricopa County will work to
exposure to their pipeline of individuals. The Test of Adult increase co-enrollment options; increase outreach and
Basic Education (TABE) remains the most comprehensive marketing to Adult Education clients; and, to re-design
and reliable academic assessment product in adult basic curriculum to be contextualized for seamless workforce entry
education. Thus, American Job Center staff are learning to and aligned with new WIOA guidelines.
implement these assessments, to improve program delivery
across all core programs.
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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 Development (Workforce Development) has
workforce services into an integrated system. The integrated begun to create district- and region-wide Business and
system will have a greater focus on career pathways, industry Industry Leadership Teams (BILTs) to look at the needs of the
credentials and workplace experiences. region as a whole in the highest demand areas of employment
ARIZONA@WORK: Maricopa County will avidly work need and growth. As the local workforce leader, it will be
with Arizona Department of Education (ADE) to align instrumental for the region for the County to participate in
workforce system services and Career and Technical these initiatives, and align them with the workforce system.
Education (CTE) programs. Together, the agencies will use
labor market data to review current programming and plan To ensure a healthy balance in developing sector strategies
future integrated program development. and building career pathways with short- and long-term needs
of individuals, there will also be a significant level of
WIOA requires states and local areas to develop career development over the next four years to establish a full range
pathways – a combination of education, training, career of programs and processes for individuals, including those
counseling, and support services that align with the skill with disabilities and other barriers, to gain access to and attain
needs of industries. In May 2016, the MWDB formed an industry- recognized credentials and work experiences.
Industry Sector Committee that will work to develop local ARIZONA@WORK: Maricopa County will work with
and regional industry sector initiatives. Thus, part of the ADE and CTE’s to create education programs and training
Committee’s role will be to build out career pathways with options that lead to a credential that is an industry-
feedback from employers and in partnership with MCCCD recognized certificate or certification, portable, and stackable
CTE centers. or a recognized alternative. And, by working together,
ARIZONA@WORK: Maricopa County and CTE
Currently, each CTE program has its own advisory services will complement one-another; for example, WIOA
committee consisting of employers and college faculty can help provide wrap-around support services for low-
charged with the responsibility to review and update income postsecondary CTE students.
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
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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 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.
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As a function of the County, and by using a research- based sustainable pathways (CLASP, 2014). The Planning
and state-guided framework, ARIZONA@WORK: Committee and the Industry Sector Committee will
Maricopa County, together with secondary and communicate updates regularly to the full MWDB and
postsecondary education, can cohesively combine public and ARIZONA@WORK: Maricopa County staff. The
private partnerships, resources and funding, policies, data, initiatives will be reviewed annually to highlight successes as
and shared performance measures to successfully develop well as revise strategies as necessary
and scale quality,
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 Youth) staff are aggressively implementing the motto of
and access services. ARIZONA@WORK: Maricopa meeting people where they are at, eliminating barriers to
County’s service area consists of 23 urban, suburban, and participation in activities and services, especially barriers
rural cities and towns. The large and sometimes remote related to transportation. Staff are not only recruiting at more
region served is a challenge for delivering services to all of events/locations that are reflective of the target audience, but
the individuals who need access. As such, County Access they are also driving to meet and enroll individuals in their
Points are and will be chosen based on data-driven communities. This concept will continue to grow over the
methodology, such as communities with high unemployment next four years as electronic survey data and formative
or youth disconnection, distance from established performance measure tracking related to effectiveness,
comprehensive American Job Centers, and/or a high retention, etc. is examined. Further, to bridge any
propensity of a targeted population. Once individuals are transportation gaps, ARIZONA@WORK: Maricopa
enrolled in intensive services, the County provides public bus County is building and leveraging relationships with like-
and light rail pass subsidies and gas cards to support minded organizations that can provide access and outreach to
participant retention. participants who have barriers to employment.
To ensure ARIZONA@WORK: Maricopa County
reaches and enrolls more individuals, WIOA program service
category (Adult, Dislocated Worker, Rapid Response,
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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;
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 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 most vulnerable workers – low-income or
underprepared adults and youth. As advised by the MWDB, 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.
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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.
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 MWDB 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 region. 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.
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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 Managers 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
A model that the MWDB 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, the WDC is establishing a training calendar for Job Seekers and beginning to
establish 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. The 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.
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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 standard tool, 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 strengthens the non-discrimination requirements of Section 188 and other applicable
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 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.
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.
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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 County conducts bi-annual quality assurance visits to verify
physical and programmatic compliance.
Further, during 2016-2020, ARIZONA@WORK: Maricopa County will communicate with DES
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
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);
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 compliance.
The evaluation recourse and findings are tracked on a WIOA compliant, compliance monitoring tool
form.
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ii. Reference policies in process;
ARIZONA@WORK: Maricopa County 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 MWDB 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 MWDB is in compliance with the Americans with Disabilities Act of 1990, all requirements
imposed by or pursuant to the implementing regulations. The MWDB works in collaboration with
mandated partner programs to ensure that Americans with disabilities receive timely and appropriate
services.
EQUAL OPPORTUNITY EMPLOYMENT POLICY
The MWDB 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
MWDB 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 WIOA Section 188. As mentioned, bi-annual site visits are conducted at each access
site to ensure compliance with all elements in the State’s MOA. Specific compliance methods and
actions for each of the State’s nine MOE elements are provided in Appendix 7.
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 8. 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
| ARIZONA@WORK | Strategic Plan 2016-2020 57

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 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 is prohibited to discharge, intimidate, retaliate, threaten, coerce or discriminate 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 law 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 MWDB to represent a wide variety of individuals, businesses, and
organizations throughout Maricopa County. The MWDB 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 MWDB 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.
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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 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 MWDB has encouraged a
partnership between ARIZONA@WORK: Maricopa County and the Arizona Commerce
Authority (ACA), the State’s leading economic development organization. The ACA grows and
strengthens Arizona’s economy by recruiting out-of-state companies to expand their operations in
Arizona; working with existing companies to grow their business in Arizona and beyond; and
partnering with entrepreneurs and companies to 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 Regional Manager customizes resources that may fit the
respective business’ needs (i.e. job fairs, recruitment, labor market and demographic information).
Over the next four years, this partnership will be cultivated as additional joint endeavors arise.
The MWDB 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 working closely
with the Economic Opportunity Office (EOO). 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 EOO will consolidate and improve analytic capacity with the goal of identifying the State’s
economic advantages and deficiencies. Through rigorous evaluation and benchmarking, EOO will
continuously provide 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 will
work with the EOO 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.
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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.
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 MWDB.
TABLE 15. STATEWIDE AND LOCAL SECTOR STRATEGIES
Statewide Maricopa County
Sector Sector 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.
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M A R I C O P A C O U N T Y
c. Facilitate engagement of employers, including small employers and employers in indemand
industry sectors and occupations, in workforce development programs;
ARIZONA@WORK: Maricopa County proactively identifies, leverages and convenes key
players in each focus sector through events and meetings and fosters other channels of
communications. The Business Retention Team works either directly or through business
intermediaries to establish and maintain ongoing relationships with employers within the sectors.
And, the diverse membership of the MWDB 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:
Table 16. identifies local sector/employer challenges; and, outlines respective active strategies to
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 in career pathways - connect pathways back to job seekers and special populations; Measure and
report performance results within sectors and for each intervention invested in; and
Make adjustments as needed.
support each sector.
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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.
Engage Industry leaders through: Associations, Economic Development partners, business forums,
Strategies
and Rapid Response projects. Provide community education to youngadults.
Construction / Trades
Challenges Lack of a talent pool of qualified workers.
Create a sustainable talent pipeline through work-training programs (apprenticeships, youth programs,
Strategies
on-the-job training).
Transportation, Logistics and Warehouse
Challenges Lack of a talent pool for experienced drivers OTR & local.
Bringing industry partnerships together, create customized solutions for the Transportation,
Strategies 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.
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
positions.
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To further develop capabilities to engage employers, during 2016-2020, ARIZONA@WORK:
Maricopa County will implement the following strategies:
Upgrade the capabilities of Business Services and MWDB members to
lead in business engagement and career pathway initiatives, including building capacity
in MWDB’s Industry Sector Committee;
Work with the State of Arizona, City of Phoenix, and educational partners to
create a true regional approach connecting via the industry sectors;
Track level of performance with employers through online surveys and County
dashboard;
Operationalize a continuous process of identifying sector/employer needs,
deploying interventions, and measuring results/ROI; and,
Leverage technology to help in the execution of strategy, processes, and specific
interventions.
d. Support a local workforce development system that meets the needs of businesses in the local
area;
ARIZONA@WORK: Maricopa County’s Business Retention 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 and the State’s recruiting
trends and economy, as well as those of related competing regions throughout the U.S. Contact with
local businesses is made through phone calls, site visits, social media, Wanted Analytics market
information, and other targeted events.
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ARIZONA@WORK: Maricopa County’s Business Retention 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 and the State’s recruiting
trends and economy, as well as those of related competing regions throughout the U.S. Contact with
local businesses is made through 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, the
Business Retention 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 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.
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M A R I C O P A C O U N T Y
M A R I C O P A C O U N T Y
Over the next four years, the Business Retention Team will strive to build more meaningful
relationships with small and large, local employers. 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 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;
Business Retention staff 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;
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.
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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. Many of these are not currently offered and will be considered to obtain better
results. 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;
INDEPENDENTELECTRICALCONTRACTORSASSOCIATION
- 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.
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ARIZONA@WORK: Maricopa County and the MWDB will look at other alternative training
and education models as the system works toward redesign Goal 5: Redesign Business Retention
Team to Improve Service Delivery to Employers.
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 MWDB 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), The MWDB’s strategic planning, oversight, and evaluation
ARIZONA@WORK: Maricopa County made programs of the LWDA ensures ARIZONA@WORK: Maricopa
and services available to 20,122 individuals. Of those County has diverse perspectives and resources to provide
individuals, 3298 were officially enrolled in the workforce comprehensive workforce development services. WIOA
system. An individual’s employment and provisions have catalyzed a renewed focus on what truly
6 month wage information is not counted until that individual drives the workforce system – matching employers with job
exits from the program, which occurs 90 days after services seekers. Through integrated service delivery, Maricopa
have ended. Of the 3298 who were enrolled, 1165 individuals County is redesigning and aligning programs and service
exited during this time frame. Therefore, those clients that delivery, in collaboration with core partners, to increase
became employed within 6 months of utilizing center access to and improve the journey for potential clients and
services totaled 883. With 883 individuals employed at exit, clients. During 2016-2017, the Planning Committee will
Maricopa County has a 75% success rate with an average six continue to design and implement strategies towards
month earnings of $17,839.86. The strategic planning the achieving redesign Goals 2, 4 and 5:
County and its partners are doing over the next four years will
only improve these results.
GOAL 2: Establish GOAL 4: Design GOAL 5: Redesign
Workforce Regional Planning Regional Service Delivery Business Retention Team to
Process to Ensure Coordinated Model for Youth Services Improve Service Delivery to
and Efficient Service Delivery Program with Priority for Employers.
Disconnected Youth
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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FIGURE 15. ARIZONA@WORK MARICOPA COUNTY PROGRAMS
AND SERVICE DELIVERY FLOW
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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.
An individual can then participate in self-assisted Basic Career Services or Individualized Career
Services and Training Services/Occupational Training. For individuals 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;
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)
Assessments that are administered specifically for the SMART Justice Program participants include:
Proxy - Risk to Recidivate Score administered by MCSO Jail Classification Specialist
Offender Screening Tool (OST)/ Field Reassessment Offender Screening Tool (FROST) administered by Maricopa
County Adult Probation to assess risk to reoffend and criminogenic needs
Public Safety Assessment (PSA) administered by Public Defense Offices
Barriers to Employment Success Inventory (BESI)
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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 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 MWDB 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.
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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
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.
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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.
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.
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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.
To be more coordinated and efficient at the local level, over the next four years, ARIZONA@WORK Maricopa County
will employ a comprehensive set of strategies, including to:
Work with the City of Phoenix to perform RR Utilize a standardized format for RR sessions throughout
events ensuring both agencies are informed the region, which will include a checklist for procedures,
with RR notifications, and can jointly establish prioritization of larger entities, and will require job
a 48-hour response time; descriptions and updated resumes for those workers
Lead RR sessions in which the State provides experiencing a layoff or termination; and
the UI and benefits presentations, and invite Tailor RR sessions to the workers affected with potential
other partners, as applicable, to take part in the employers hiring in the same field invited to potentially
process; mitigate the affected workers’ time unemployed.
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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 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 9.
A competitive RFP process is still used to select service providers. However, a vendor 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 2015-2016 competitive Youth Services Selection Criteria in Appendix
10. 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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The new Youth Services model is accessible through four Youth Services Hubs, each located in
Maricopa County. The following 14 elements are available to youth program
Participants:
Tutoring,
1.
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.
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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 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 COORDINATOR (BAC)’S are responsible for performing employer outreach to develop job
leads for participants, ages 14-24. Additionally, BAC’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.
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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 MWDB and stakeholders on regional
partnerships, ARIZONA@WORK: Maricopa County will prepare reports on the impact made
on youth in the region 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).
Participant 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.
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Contracts for services provide another option for training when:
Services provided are OJT, customized training, incumbent worker
training, or transitional jobs;
LWDA or tribal entities determine there are an insufficient number of
eligible providers in the LWDA to issue an ITA;
The LWDA 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 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 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.
e. How the local Board will facilitate co-enrollment, as appropriate, in core programs.
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.
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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.
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 MWDB 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 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.
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g. How the local Board will facilitate the development of career pathways.
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.
Local planning will reorient existing education and workforce services into an integrated system
which will have a greater focus on career pathways, industry credentials and workplace experiences.
The MWDB’s Industry Sector Committee will work with the Planning Committee to lead this
charge.
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).
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 MWDB’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 MWDB was established to assist the BOS in Each ARIZONA@WORK: Maricopa County Regional
strategic planning, oversight, and evaluation of the Manager - Youth, Adult and Dislocated Worker, and
LWDA, and is committed to promoting effective Felony Offender Adult and Dislocated Worker - can review
outcomes consistent with statewide goals, objectives, and the: 1) service performance; and 2) Wanted Analytics real-
negotiated local performance. time workforce data, during weekly, monthly and
quarterly intervals. Subsequently, Regional Managers can
In order to assess ARIZONA@WORK: Maricopa work with Quality Assurance staff to launch remedial
County’s performance, and continuously improve strategies, additional outreach, training, etc., where and
services and the MWDB’s ability to achieve its vision and when it is needed. The MWDB reviews performance
mission, the MWDB, ARIZONA@WORK Maricopa measures and progress towards measures during Full
County, the BOS and Governor Ducey negotiate local Board meetings making recommendations as needed to
performance and accountability measures. These measures fine tune delivery or processes, which may even include
include employment placement, job retention, average assigning a task force.
earning, and attainment of a diploma or a training
certificate. By establishing, tracking, and reporting on Maricopa County’s data driven process is effective as
formative and summative measures, the State can deliver evident by the continued ability to meet or exceed
a consistent level of quality service to stakeholders workforce performance goals, as demonstrated below in
throughout the Maricopa County region. Table 17.
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TABLE 12. MARICOPA WORKFORCE DEVELOPMENT BOARD
STRATEGIC GOALS
Maricopa Maricopa
State PY2014 State
Performance Measure County Annual County PY2015 QE
PY2014 PY2015 QE
Report 3/31/2016
Annual 3/31/2016
Report
Youth (14 – 21)
Placement in Employment/
Exceed Exceed Exceed Exceed
Education
Attainment of Degree/Certificate Met Exceed Met Exceed
Literacy/Numeracy Gains Exceed Exceed Exceed Exceed
Entered Employment
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%
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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.
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
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 region.
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 WDB 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.
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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
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ENGAGEMENT:
Interactive and thorough onboarding process of new members
Regular, proactive communication with MWDB members and stakeholders
Committee assignments: helping members connect with areas that matter to them
Regular one on one meetings between board members and Workforce Director
MWDB professional development to help members grow, learn and excel
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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
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ARIZONA@WORK: Maricopa County’s WDB is excited and fully committed to working
towards achieving that status of a high performing workforce development board. It is the goal of
this board to be a champion of innovation, management and implementation for the 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.
ARIZONA@WORK: Maricopa County has established policy 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 County negotiates and regularly reviews an MOU with
every American Job Center partner to describe operations, services provided and coordinated,
funding, and referrals. MOUs are reviewed semi-annually. Furthermore,
ARIZONA@WORK: Maricopa County will certify American Job Centers every three
years, using criteria written 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.
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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.
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 limitations, ARIZONA@WORK: Maricopa County 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.
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 The Program Supervisor will place a copy of the
provide opportunity for all by making sure quality services determination letter in the case file and document the
are available to individuals who need them, no matter what meeting and all pertinent information in the case notes. If
barriers they face. However, if WIOA training services are the participant desires to appeal the decision, after receipt
denied to a participant, it is the responsibility of their of the determination letter, the participant must complete
Career Guidance Specialist (CGS) to inform the
the “Appeal Request” form. This form and information /
participant of the reason(s) for denial of services and
documentation related to the complaint will be forwarded
inform them of their right for a higher review with the
WIOA Program Supervisor. by the Program Supervisor to the Assistant Director for
Workforce Development for review within seven working
Participants requesting a higher review must inform their days. The Assistant Director, at his/her discretion may
CGS or in the absence of their CGS, the WIOA Program meet with the participant if she/he determines it is
Supervisor within seven working days of the date necessary to make an informed decision.
service(s) was denied. The CGS will provide the
participant with written contact information for the WIOA Once the Assistant Director has reviewed the case
Program Supervisor and will document such in the case she/he will issue a final and binding written determination
file. It is the responsibility of the participant to contact the to the participant within ten working days of the review. A
WIOA Program Supervisor to schedule a higher review.
copy will be placed in the participant’s case file with any
other relevant information. The decision of the Assistant
The WIOA Program Supervisor will meet with the
participant within seven working days of request for Director is final.
higher review. At the conclusion of the meeting, the
Program Supervisor will inform the participant that a Only complaints of a discriminatory nature may be aggrieved
written determination will be provided within seven to the DES WIOA Section EEO Officer if the participant
working days. The determination letter will contain the disagrees with the determination made by
following information: ARIZONA@WORK: Maricopa County’s EEO Officer.
Nature of the complaint (i.e. denial
of training request)
Reason(s) for denial of service(s)
Participant’s recourse
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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 MWDB and ARIZONA@WORK: Maricopa County partner forums and a culmination report reflecting findings
have worked together, and through the Planning Committee, and strategies.
to create the road map for the workforce system to capitalize
on its strengths, identify and address obstacles, and promote Building on this progress, a timeline was developed, as shown
continuous improvement of services through actionable in Figure 16., for the development of the Strategic Plan, and a
recommendations and guidance. A planning process was workplan was developed, as shown in Goals and Strategies
chosen that was interactive and focused on input from a Section 2.b. Table 13., for implementing new strategies,
variety of stakeholders across the region to ensure buy-in and WIOA provisions and integrating core services. The MWDB,
ownership from those who will share responsibility for stakeholders and core partners have been meaningfully
implementing the plan’s strategies. involved in the development of the plan through meetings,
action items and deliverables, and through a continuous
The extensive planning process began in 2015 between the feedback loop. The CLEO was briefed at specific
region’s workforce development system staff, partners and accomplishments and milestones to remain active in the
other stakeholders. The planning consisted of: 12 bi-weekly process.
meetings from September 2015 to March 2016, stakeholder
surveys, workforce
FIGURE 16. STRATEGIC PLAN TIMELINE, 2016 KEY DATES
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After receiving approval by the Director and the Department Chief, the Strategic Plan was
distributed to the LWDB and presented at the LWDB’s Chief of Staff meeting for final approval.
The 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.
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.
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 workers, employers and the Maricopa County communities drive workforce solutions,
their input to ARIZONA@WORK: Maricopa County’s 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, ARIZONA@WORK: Maricopa County distributed the Strategic
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 more than 300 partners and vendors,
other local ARIZONA@WORK agencies, employer representatives, educational institution
representatives, consultants, service participants and interested community members.
At the conclusion of the 30-day review period, ARIZONA@WORK: Maricopa County’s
Planning Committee staff compiled the comments, suggestions and recommendations for
consideration in the development of a final Strategic 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 Plan, as
deemed appropriate by the Director of Workforce Development, regional managers and legal
counsel.
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APPENDICES


APPENDIX 1 – COPY OF THE PUBLISHED NOTICE FOR PUBLIC COMMENT
Public Notice (Page Referenced in Strategic Plan: 94)
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APPENDIX 2 – COPY OF DISTRIBUTION LIST
Distribution list of key stakeholders (Page Referenced in Strategic Plan: 94)
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APPENDIX 3 – PUBLIC NOTICE RESPONSE COMMENTS
Comments received as a result of the public notice (Page Referenced in Strategic Plan: 94)
No comments were received during the review period.
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APPENDIX 4 – 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. In Demand Industry Sectors
Projected
Industry Employment Wage Growth
NAICS Title Growth ('17- Average Wages
Rank Level ('14-'17)
'19)
1 Information 21,800 3.0% $ 73,684 4.0%
Other services,
2 except public 26,955 2.3% $ 39,104 3.0%
administration
Health care and
3 140,533 7.7% $ 54,808 0.4%
social assistance
Finance and
4 66,724 7.0% $ 73,112 2.7%
insurance
5 Construction 62,782 8.2% $ 61,568 3.3%
Arts, entertainment,
6 22,630 3.4% $ 44,824 -0.9%
and recreation
Real estate and
7 19,994 1.9% $ 58,916 3.8%
rental and leasing
Administrative and
8 91,547 5.5% $ 39,468 2.5%
waste services
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Exhibit 2. In Demand Detailed Industries
Industry Wage
Projected
Rank Employment Average Growth
NAICS Title Growth
Level Wages ('14-
('17-'19)
'17)
1 Transit and ground passenger
3,815 6.7% $ 39,780 3.2%
transportation
2 Chemical manufacturing 3,061 7.9% $ 67,860 5.5%
3 Construction of buildings 13,613 6.6% $ 78,156 2.4%
4 Miscellaneous manufacturing 3,704 5.9% $ 63,232 5.9%
5 Credit intermediation and related
39,507 4.2% $ 69,836 3.4%
activities
6 Ambulatory health care services 69,094 8.2% $ 66,716 0.3%
7 Lessors of nonfinancial intangible
318 6.2% $ 106,912 5.9%
assets
8 Specialty trade contractors 41,513 9.2% $ 56,108 3.9%
9 Administrative and support services 89,436 5.6% $ 39,156 2.8%
10 Other information services 2,099 4.3% $ 82,264 7.9%
11 Support activities for transportation 3,056 6.9% $ 52,572 1.8%
12 Computer and electronic product
23,307 2.2% $ 117,468 2.7%
manufacturing
13 Motor vehicle and parts dealers 22,960 4.1% $ 52,572 0.7%
14 Electrical equipment and appliance
1,538 4.9% $ 69,212 4.1%
mfg.
15 Insurance carriers and related
20,107 9.1% $ 67,236 1.7%
activities
16 Data processing, hosting and related
7,594 4.4% $ 91,156 6.4%
services
17 Merchant wholesalers, durable goods 18,858 2.4% $ 82,524 3.2%
18 Nursing and residential care facilities 24,869 7.8% $ 32,656 2.6%
19 Hospitals 29,203 7.0% $ 63,544 1.3%
20 Real estate 14,215 2.2% $ 62,972 4.4%
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Exhibit 3. In Demand Occupations: Top Ranked (3-5 Stars) Occupations
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108 | ARIZONA@WORK | Strategic Plan 2016-2020

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110 | ARIZONA@WORK | Strategic Plan 2016-2020

Source: Arizona Office of Economic Opportunity
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Exhibit 4. In Demand Occupations: Top Ranked (1-2 Stars) Occupations
112 | ARIZONA@WORK | Strategic Plan 2016-2020

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114 | ARIZONA@W ORK | Strategic Plan 2016-2020

Source: Arizona Office of Economic Opportunity
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Exhibit 5. Leading Occupations within the Top Five Existing Industries in Maricopa
County – Employment Needs*
Source: Arizona Department of Administration's Office of Employment and Population Statistics
*Updated information will be included in the forthcoming holistic plan update, expected early 2019.
1166 | ARIZONA@WORK | Strategic Plan 2016-20

Exhibit 6. Leading Occupations within the Top Five Emerging Industries in
Maricopa County – Employment Needs*
Source: Arizona Department of Administration's Office of Employment and Population Statistics
*Updated information will be included in the forthcoming holistic plan update, expected early 2019.
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APPENDIX 5 – ACCESS SITE LOCATIONS
List of Access Sites (Page Referenced in Strategic Plan: 5 and Page 34)
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APPENDIX 6 – PROCUREMENT METHOD THRESHOLDS
Subcontract and subgrant process (Page Referenced in Strategic Plan: 43)
Primary Procurement Methods
✓ Request for Quotations. An informal solicitation process, either verbal or written, used for purchase
of less than $100,000, and determined by the dollar value of the p u r c h a s e .
✓ Invitation of Bids (IFB) (MC1-316). A formal solicitation method where price is the determining factor
after it has been determined the bidder offer meets the minimum specifications of the solicitation and the
bid is both responsive and responsible.
✓ Multi-step Sealed Bidding (MSB) (MC1-325). A multi-step formal solicitation method where phase I entails
the evaluation of technical proposals to meet minimum specifications and only those meeting the minimum
specifications are invited to participate in a phase II price competition.
✓ Request for Proposals (RFP) (MC1-330). A formal solicitation method where price is not the primary
consideration in determining an award. RFP’s are used when it is advantageous to Maricopa County to
conduct oral or written negotiations with vendors or to permit vendors to modify or revise their offers.
✓ Invitation to Negotiate (ITN) (MC1-344). A formal solicitation method used when it is determined it is
advantageous to Maricopa County to conduct oral or written negotiations with vendors to obtain “best value.”
✓ Review of Qualifications (ROQ) (MC1-351). A formal procurement method which is limited for use to
professional services uses the qualifications of the vendor as the primary selection criteria and price is
negotiated.
Procurement Thresholds
✓ $100,000 and Greater – Statutory for bid limit. Procurements with an aggregate value of $100,000 and greater,
not available on an approved County contract, are required to be formally solicited using one of the approved
procurement methods, except for approved sole source or emergency procurements.
✓ $50,000 or Greater but not Exceeding $100,000. Purchases shall be made by soliciting written quotations
from a minimum of five vendors, if possible, identified as being capable for providing the commodity or
service required.
✓ $25,000 or Greater but not Exceeding $50,000. Purchases shall be made by soliciting written quotations from
a minimum of three vendors, if possible, identified as being capable of providing the commodity or service
required.
✓ $5,000 or Greater but not Exceeding $25,000. Purchases shall be made through soliciting verbal or written
quotations from a minimum of three vendors, if possible, identified as being capable of providing the
commodity or service required.
✓ Less than $5,000 (Nominal Value). Purchases shall be made with adequate and reasonable competition
in the judgment of the CAPA or Procurement Officer.
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APPENDIX 7 – ADDRESSING THE MOA ELEMENTS
MOA Elements (Page Referenced in Strategic Plan: 56)
MOA Element Compliance
Element One –
Designation of Local A local EO Officer is assigned.
Level Equal Opportunity
(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:
Element Two – Notice http://www.arizonaatwork.com/maricopa/about/.
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 WIOA assurances/policies, in the
Element Three – Review submission of the Local Business Plan and all contracts, grant and cooperative agreements.
Assurances, Job Training Further, policies regarding non-discrimination and equal opportunity are updated to adhere to federal and state
Plans, Contracts and policy modifications.
Policies and Procedures
All forms, policies and notices are available in English and Spanish, this includes the Limited English Proficiency
Element Four –
policy notice, Reasonable Accommodation notice, EO is the Law notice, the WIOA Discrimination Complaint
Universal Access
Form, etc.
Maricopa County has a Reasonable Accommodation & Modification Policy which is posted at each office, and
on the website: http://www.arizonaatwork.com/maricopa/about/.
Element Five –
Compliance with Section Workforce centers provide accommodations for the visually and hearing impaired clients, including large print,
504 of the Rehabilitation American Sign Language Interpreters, computer screen readers, adjusted chair height, test modifications, etc.
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.
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.
Element Six – Data and All participant information is kept confidential and staff lock their file drawers at the close of each business day.
Information Collection The EO representative maintains a discrimination complaint log and forwards the log on a quarterly basis to the
and Maintenance State EO Officer. The LWDA EO 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.
Element Seven – The EO Officer conducts bi-annual site visits to observe and document compliance. A compliance monitoring
Monitoring Recipients form is completed for each visit, at each site.
for Compliance
Element Eight – Maricopa County has a process for a participant to express a program complaint or a discriminatory complaint.
Complaint Processing Each client signs a notice of their rights to file a complaint if they feel discrimination has occurred.
Procedures
ARIZONA@WORK Maricopa County abides by any corrective actions/sanctions received in relation to any
Element Nine – violation of Section 188 of WIOA. 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 8 – EO OFFICERS
EO Officer Contact Information and Identification (Page Referenced in Strategic Plan: 57)
EO Officers Contact Information and Identification
Diana Shepherd
EO Officer Maricopa County Workforce
Development Division.
735 N Gilbert Rd. Ste. 134
Maricopa County (local) Gilbert, Arizona 85234
Phone: (602) 372-9700
Fax: (602) 372-9794
TTY/TTD: (602) 372-9792
dshepherd@mail.maricopa.gov
Lynn A. Nedella
State WIOA EO Officer
Employment Administration / WIOA Section
Arizona Department of Economic Security
4000 N Central Ave
State of Arizona (state) Ste 1150
Phoenix, AZ 85012
Phone: (602) 542-2487
Fax: (602) 542-2491
TTY/TTD 711
LNedella@azdes.gov
Naomi M. Barry-Perez
Director Civil Rights Center (CRC)
U.S. Department of Labor
200 Constitution Avenue NW, Room N-4123
Federal Washington, DC 20210
Phone: (202) 693-6500
Fax: (202) 693-6505
TTY: (202) 693-6516
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APPENDIX 9 – YOUTH PROVIDER LIST
Youth Provider List for Each Element (Page Referenced in Strategic Plan: 76)
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APPENDIX 10 – YOUTH SERVICES SELECTION CRITERIA
Youth Services Criteria to Identify Providers (Page Referenced in Strategic Plan: 76)
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 C o u n t y.
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 2015-2016 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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