ARIZONA-AT-WORK MARICOPA-COUNTY-STRATEGIC-PLAN.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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EXECUTIVE SUMMARY
To fully comply with the rules and regulations under the Workforce Innovation and Opportunity
Act (WIOA), ARIZONA@WORK: Maricopa County has compiled the following local strategic plan.
This plan, once submitted and approved, will be in effect from 2016-2020. This plan is comprised
of several sections designed to give the reader an in depth knowledge of the local workforce
system of which ARIZONA@WORK: Maricopa County is a core partner. These sections include:
An extensive analysis and overview of the local and regional economic
landscape and the part Maricopa County plays in it.
A section outlining the goals and strategies set by ARIZONA@WORK:
Maricopa County in order to align with the mission and vision of WIOA.
An overview of the workforce system in the region and the relationship
between the core partners.
An explanation of how ARIZONA@WORK: Maricopa County plans
to provide services to eligible individuals, especially to those with
barriers to employment (opportunity youth, veterans, justice involved
individuals, homeless individuals, etc.)
A section on business services and employer engagement.
Program details and service delivery models.
Performance metrics and a commitment to continuous improvement.
Complaint and grievance procedures for clients.
An explanation of the development of this plan and timeline for public
comment, submission and approval.
ARIZONA@WORK: Maricopa County is committed to fully implementing WIOA and aligning its
programs to meet the needs of the 21st century workforce. ARIZONA@WORK: Maricopa County
recognizes the need to be as efficient as possible in order to serve the communities in which it
operates. This plan will be continually reviewed to ensure that both job seekers and employers
are served in the most effective ways possible.
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 comment for 30 days beginning on September 28, 2016.
Formatting of this document may also change.
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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 4.1 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 populous county in the nation. Maricopa County
Workforce Development Area (LWDA)’s which makes up 59.7% of the State’s total population:
serves Maricopa County. Maricopa County located 6,392,017. Further, Maricopa County has the
in south-central Arizona, spans 9,224 square highest population per square mile in the state at
miles, measuring 132 miles from east to west and 414.9 individuals per square mile with Pima County
103 miles from north to south. The County’s outer coming in second with 106.7 individuals per square
geographical boundaries were set in 1881 and have mile. The County continues to recognize annual
not changed since. Figure 1. outlines Maricopa population growth, as demonstrated in Figure 2.
County boundaries, and demonstrates the depth of In fact, according to U.S. Census Bureau data,
service are­a access site locations. A full list of access Maricopa County has encountered constant growth
sites can be found on 110. above the national rate every year. Figure 2. reveals
by 2017, Maricopa County’s population is anticipated
to increase by 1.9% or 80,000.
FIGURE 1. MARICOPA COUNTY BOUNDARY MAP
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FIGURE 2. MARICOPA COUNTY’S POPULATION SNAPSHOT
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 3. 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 3. BOARD OF SUPERVISORS DISTRICTS
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FIGURE 4. MARICOPA COUNTY BOARD OF SUPERVISORS
To ensure Maricopa County is a great place for Arizona Cardinals, Phoenix Suns, Arizona
residents to live and work, county government Diamondbacks, Arizona Coyotes, and the
funds positions to serve the public in 40 Phoenix Mercury. In addition, there are a
departments, including: public health and variety of sports venues and events that
health care; transportation infrastructure bring millions of visitors to Maricopa County
construction and maintenance; flood control; including: University of Phoenix Stadium
law enforcement and courts; education; which has hosted a number of college
parks and recreation facilities; libraries; championship football games, and two NFL
animal control; economic and community Super Bowl events; Waste Management’s
development; and elections. Because of Phoenix Open annual PGA tour event;
the effectiveness to enhance services for bi-annual NASCAR races at Phoenix
residents and the innovation of the programs International Raceway; performances at
offered by these departments, Maricopa Arizona’s Broadway Theater; and multiple
County has received 57 Achievement Awards Major League Baseball spring training
from the National Association of Counties facilities and games. From the Queen Creek
(NACo) for 2016. Olive Mill to the Wildlife World Zoo, there
are a number of activities to experience that
The region’s diversity also offers myriad showcase the region’s characteristics. And,
attractions for residents and visitors alike. there is surely more to come over the next
The County offers lakes, parks, hiking four years!
destinations, resorts, historical places,
and much more. Maricopa County is home
to professional athletic teams such as the
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ii. Existing and emerging in-demand industry sectors and occupations; and
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 Department
of Administration’s Office of Employment and Population Statistics works directly with
Maricopa County to ensure data is “living” and relevant.
To capture the landscape for the next four years, the Office of Employment and Population
Statistics’ staff has produced lists to demonstrate existing and emerging in-demand
industry sectors 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 long-term economic and
workforce strategies. Favorable labor market traits include:
Above-average employment and wage growth
Projected long-term employment growth
Competitive advantages in employment and wages
Existing and emerging demand industries were selected for the lists based on their overall
performance in each labor market indicator category, and an overall ranking score was
calculated and compared regionally, and nationally with a location quotient (LQ). Labor
market variables were given different weights depending on the importance of each variable
when defining existing and emerging demand industry requirements, as demonstrated in
Figure 5.
FIGURE 5. LABOR MARKET VARIABLE RANKINGS TRANSPARENCY
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Existing demand industries were identified as industries with large employment bases,
above-average wages, and high employment and wage location quotients. Exhibit 1.
included in Appendix 1. outlines the nine highest ranked existing demand industries,
including the respective top ranked occupations within those industries. The results reflect
the growth and demand in the healthcare, financial, and professional services industries
in Maricopa County; growth that is expected to continue. Table 1. highlights the top three
industries with the top ranked respective occupations.
TABLE 1. EXISTING DEMAND INDUSTRIES - OCCUPATION HIGHLIGHTS
Existing Demand
Rank Rank Occupations
Industry
Ambulatory health
1 1 Physicians Assistants
care services
2 Hospitals 1 Pharmacists
Insurance carriers
3 1 Computer Systems Analysts
and related activities
Arizona is a hotbed for entrepreneurs and innovative technology companies. These
companies are typically cast as emerging demand industries; emerging demand industries
were identified as industries with small employment levels and large short-term historic
employment and wage growth. Exhibit 2. included in Appendix 1. outlines the 25 highest
ranked emerging demand industries, including the respective top ranked occupations
within those industries. The results reflect a wide range of emerging industries and
occupations in Maricopa County. Figure 6. highlights the top three industries with the top
ranked respective occupations.
TABLE 2. EMERGING DEMAND INDUSTRIES - OCCUPATION HIGHLIGHTS
Rank Existing Demand Industry Rank Occupations
Securities, commodity
1 1 Personal Financial Advisors
contracts, investments
2 Real Estate 1 Real Estate Sales Agents
Data processing, hosting and
3 1 Computer Network Architects
related services
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Emerging demand industries and occupations by their inherent nature to pop-up and
grow rapidly over a short period of time can be a challenge for the workforce development
system to quickly get up to speed on their unique operations and employment needs. Thus,
leveraging the Maricopa Workforce Development Board’s expertise, and working with
economic development partners, and the Office of Employment and Population Statistics is
important for monitoring trends for ongoing strategic planning.
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 a mixed-bag
of opportunities for a pipeline of workers. Exhibit 3. and Exhibit 4. included in Appendix 1.
reveal the projected annual growth rate for local demand occupations during the period of
2012-2022.
The top five highest projected growth occupations in the existing demand industries range
in annual growth from 5.3% to 6.5%, and are shown in Table 3.
TABLE 3. EXISTING DEMAND INDUSTRIES – PROJECTED GROWTH
Occupation Projected Growth
Computer Systems Analyst 6.5%
Physicians Assistants 6.3%
Computer and Information Systems
5.6%
Managers
Industrial Machinery Mechanics 5.4%
Nurse Practitioners 5.3%
The top five highest projected growth occupations in the emerging demand industries
range in annual growth from 5.4% to 7.2%, and are shown in Table 4.
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TABLE 4. EMERGING DEMAND INDUSTRIES – PROJECTED GROWTH
Occupation Projected Growth
Market Research Analysts and
7.2%
Marketing Specialists
Computer numerically controlled
6.4%
machine tool programmers
Cost Estimators 5.8%
Personal Financial Advisors 5.5%
Industrial Machinery Mechanics 5.4%
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 analysis.
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 March 2016, 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; 2016 levels are identified in
Table 5.
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TABLE 5. INCOME MATRIX FOR 2016
ARIZONA DEPARTMENT OF ECONOMIC SECURITY
MARICOPA 70% LLSIL, 100% LLSIL AND SELF-SUFFICIENCY
70% 100% LLSIL SELF-SUFFICIENCY for SELF-SUFFICIENCY for
FAMILY HHS LLSIL* Used to determine Adults* Dislocated Workers*
SIZE Poverty self-sufficiency 450% LLSIL 450% LLSIL
Guidelines
METRO AREA METRO AREA METRO AREA METRO AREA
$11,880 $10,345 $14,778 $66,501 $66,501
1
2 $16,020 $16,953 $24,219 $108,986 $108,986
3 $20,160 $23,276 $33,252 $149,634 $149,634
4 $24,300 $28,734 $41,048 $184,716 $184,716
5 $28,440 $33,906 $48,438 $217,971 $217,971
6 $32,580 $39,658 $56,654 $254,943 $254,943
7 $36,730 $45,410 $64,870 $291,915 $291,915
8 $40,890 $51,162 $73,086 $328,887 $328,887
Additional
Per $4,160 $5,752 $8,216 $36,972 $36,972
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 0 to 13 and ages 25 to 54 living below 70%
of the LLSIL.
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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
Years 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
1. 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.
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When reviewing educational attainment The data provides a great outlook and foundation for
requirements, of the 124 emerging demand short-term and long-term workforce goals, including
occupations, 54 occupations or 44% did not require the need to develop communication skills trainings,
college degrees; however, concurrently, 40 of 45, and postsecondary credential opportunities. That said,
or 89%, of existing demand occupations require a ARIZONA@WORK: Maricopa County’s strategies for
college degree. The analysis identifies a trend in less 2016-2020 rely on data, and by building relationships
educational attainment requirements, and more skill with local employers which regional managers state
development and on-the-job training for employers is the best combination for yielding an understanding
hiring for emerging demand occupations. Those of the hiring trends and needs of local employers.
existing demand industry employers seeking higher
educational attainment, require less work experience
or on-the-job training giving significant weight to
the higher education credential and skills learned
through degree programs.
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;
ARIZONA@WORK: Maricopa County serves a large, populous and diverse region requiring
significant resources and efficiency. Table 7. Provides a snapshot of various characteristics
of Maricopa County’s population, according to the 2014 American Community Survey (ACS).
TABLE 7. POPULATION CHARACTERISTICS AND DEMOGRAPHIC DATA
Population Dataset Maricopa County Arizona United States
Median age 35.3 36.5 37.4
Individuals with a
8.4% 9.9% 10.2%
disability between 18-64
Veterans 8.8% 10.0% 8.3%
Median household
$53,689 $49,928 $53,482
income
Persons in poverty 17.1% 18.2% 15.6%
Mean travel time to work 25:24 24:42 25:42
In civilian labor force,
63.6% 59.7% 63.5%
total, percent of
Foreign born persons 14.9% 13.5% 13.1%
Source: Produced by the Arizona Office of Employment and Population Statistics using 2014 ACS 5-Year Estimates (DP03, S0501, S1810, S2101)
in cooperation with the U.S. Census Bureau
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When comparing the County’s population characteristics to the state and nation (Table 7.),
Maricopa County has a higher median household income of $53,689; a lower median age of
35.3; and a higher civilian labor force participation rate of 63.6%. Maricopa County also has
a higher poverty status rate of 17.1% compared to the nation’s rate of 15.6%, yet is lower
than the state’s rate.
Further, both the 2010 Census and the 2014 ACS indicates Maricopa County’s Hispanic or
Latino population, 29.6% and 29.9%, respectively, is greater than the national rate, 16.3%
and 16.9%, 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 2014 ACS data, reveals the rapid Hispanic growth trend in Maricopa
County’s population. During the four-year comparison period, Figure 6. reveals a 4.4%
increase in Hispanic residents, and a 2.8% increase in their non-Hispanic counterparts –
the Hispanic population is growing faster.
TABLE 5. HISPANIC POPULATION COMPARISON
ARIZONA@WORK: Maricopa County’s Maricopa County demographic data for Program
Year 2015-2016 suggests almost 35% of the 19,573 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.
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FIGURE 7. ARIZONA@WORK MARICOPA COUNTY CLIENTS –
HISPANIC COMPARISON
Another significant demographic group in Maricopa County is the youth population. Table
8. provides a summary of 2014 Maricopa County residents by age. For example, according
to 2014 ACS data, 28.3% 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 16-24 years of age who do
not go to school and who do not work - in Maricopa County (17.3%) is one of the highest
in the nation, according to the Measure of America project; the national average is 13.8%.
Further, the rate of disconnected Hispanic youth is a staggering 23.9%.
TABLE 8. MARICOPA COUNTY POPULATION BY AGE (ACS 2014)
Age Range Frequency Population %
19 and Under 1,117,572.00 28.3%
20-24 279,218.00 7.1%
25-34 558,791.00 14.2%
35-44 533,824.00 13.5%
45-54 516,327.00 13.1%
55-64 428,114.00 10.8%
Over 64 513,536.00 13.0%
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ARIZONA@WORK: Maricopa County’s client data accounts for 43.2% of clients served being
25 – 44 years old. According to 2014 ACS data, in 2014, the 25 – 44 age range population
in Maricopa County accounted for 27.7% 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%.
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
Maricopa County’s unemployment rates also coincide with the population’s educational
attainment levels. The snapshot of educational attainment, in Table 9., shows elevated
educational levels for Maricopa County’s population over age 25; compared to the U.S.,
Maricopa County has higher levels of education attainment beyond high school, 38.3% for
Maricopa County compared to 37.2% nationally.
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TABLE 9. MARICOPA COUNTY HIGHEST EDUCATIONAL LEVEL ACHIEVED
(POPULATION OVER 25, 2014)
Maricopa County Arizona United States
Less than High
13.4% 14.1% 13.6%
School
High School
Graduate (Includes 48.3% 50.4% 49.2%
equivalency)
Associate’s Degree 8.4% 8.4% 7.9%
Bachelor’s Degree 19.2% 17.1% 18.3%
Graduate or
10.7% 10.0% 11.0%
Professional Degree
Source: Produced by the Arizona Office of Employment and Population Statistics using 2014 ACS 5-Year Estimates
(51501) in cooperation with the U.S. Census Bureau
In Figure 9., the data reveals how Maricopa County’s elevated educational levels specifically
impacts the unemployment rate which decreases with higher levels of education. Both
Table 9. and Figure 9. indicate local companies have access to and are hiring a solid
foundation of a skilled and knowledgeable workforce.
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FIGURE 9. MARICOPA COUNTY UNEMPLOYMENT RATES BY EDUCATIONAL
ATTAINMENT (AGES 25-64, 2014)
Source: Produced by the Arizona Office of Employment and Population Statistics using 2014 ACS 5-Year Estimates
(B23006) in cooperation with the U.S. Census Bureau
As of November 2015, the U.S. Bureau of Labor Statistics stated the Region’s workforce
was approximately 2,180,500 people of which 5% (or 108,500) are unemployed. Data from
2015 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.
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FIGURE 10. MARICOPA COUNTY MAJOR OCCUPATIONAL GROUPS
Source: Produced by the Arizona Office of Employment and Population Statistics using 2014 ACS 5-Year
Estimates (51501) in cooperation with the U.S. Census Bureau
With a higher civilian labor force participation rate of 63.6% and a lower poverty rate as
compared to the state rate, as previously mentioned, Table 10. shows Maricopa County
Public Assistance Households, including TANF, SSI and SNAP, coincides with this as rates
are below the state and national averages. Yet, Medicaid/AHCCCS participation is slightly
above at 18% compared to 17.8% nationally while remaining below the state average.
Source: Produced by the Arizona Office of Employment and Population Statistics using 2014 ACS 5-Year Estimates
(51501) in cooperation with the U.S. Census Bureau
With a higher civilian labor force participation rate of 63.6% and a lower poverty rate as
compared to the state rate, as previously mentioned, Table 10. shows Maricopa County
Public Assistance Households, including TANF, SSI and SNAP, coincides with this as rates
are below the state and national averages. Yet, Medicaid/AHCCCS participation is slightly
above at 18% compared to 17.8% nationally while remaining below the state average.
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TABLE 10. MARICOPA COUNTY PUBLIC ASSISTANCE HOUSEHOLDS
Maricopa
Arizona United States
County
TANF (Temporary Assistance for Needy
2.2% 2.5% 2.8%
Families)
SSI (Supplemental Security Income) 3.5% 4.2% 5.3%
SNAP (Supplemental Nutrition Assistance
12.0% 13.6% 13.0%
Program)
Mediaid/AHCCCS (Arizona Health Care Cost
18% 20% 17.8%
Containment System)
Exhibit Note: TANF, SSI, and SNAP proportions are based on households, while Medicaid/AHCCCS proportions
are based on individuals.
Source: Arizona Department of Administration’s Office of Employment and Population Statistics
The Maricopa County population depends on privately-provided health insurance compared
to the state, although the rate is slightly less than the national rate. The Maricopa County
uninsured rate of 16.5% is significantly higher than the national average of 14.2% and is
slightly higher than the Arizona rate of 16.3%, as displayed in Table 11.
TABLE 11. MARICOPA COUNTY HEALTH INSURANCE SNAPSHOT
Maricopa
Arizona United States
County
Private Coverage Only (Employer, Direct-
50.7% 47.0% 52.7%
Purchase, TRICARE)
Public Coverage Only (Medicare, AHCCCS,
19.3% 21.1% 17.6%
Veteran’s Admin.)
Both Private and Public Coverage (Some
combination of the above, ex. TRICARE for Life 13.5% 15.6% 15.5%
and Medicare)
Uninsured 16.5% 16.3% 14.2%
Source: Arizona Department of Administration’s Office of Employment and Population Statistics
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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:
According to the National Center for Education Statistics (NCES), 92 of the state’s 134
public and private colleges (two-year, four-year and technical schools) are located in Maricopa
County.
Maricopa County is home to 58 school districts that serve over 700,000 Kindergarten through 12th grade
students.
According to NCES, there are 174 elementary and secondary private schools in Maricopa County.
Local directories reflect hundreds of private and non-profit training providers, serving Maricopa County.
There are 71 ARIZONA@WORK service access points in Maricopa County.
Among the public and private colleges are Arizona State University (ASU) and Maricopa
County Community College District (MCCCD) campuses.
Arizona State University (ASU), a four-year institution, with a full-time equivalent
enrollment of 72,072 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.
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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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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 two LWDA’s: Maricopa County and the City of
ARIZONA@WORK, a statewide rebranding of Phoenix. ARIZONA@WORK: Maricopa County is
workforce development and workforce solutions led and directed by the Maricopa County Board of
demonstrating a common identifier and unified Supervisors (BOS) (Figure 4., page 7.), the County’s
inter-agency cohesion of initiatives to be more Chief Local Elected Official (CLEO); and, both the
accountable to Arizona communities. An effective, Maricopa County LWDA and the BOS are advised by
efficient and cohesive workforce system supports the appointed Local Workforce Development Board
a strong regional economy and plays an active (LWDB).
role in community and workforce development.
ARIZONA@WORK‘s statewide mission is to provide The Maricopa County Workforce Development Board
innovative workforce solutions to employers and job (MWDB) is a 25-member board which represents all
seekers. facets of the workforce system, including business
and industry, youth, community, and government.
Arizona Governor Doug Ducey has designated The MWDB drives initiatives for an educated and
that the Maricopa County region be served by skilled workforce in the region.
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:
collaborate on enhancing service delivery;
advance youth programming;
ensure continuous improvement;
further the local mission; and
achieve performance measures.
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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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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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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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Modify Existing Program Operations to Improve Regional Awareness
Goal 1
& 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 Ensure
Goal 2
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 Program
Goal 4
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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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
development network that helps employers of under the community Services Block Grant Act;
all sizes and types recruit, develop and retain
the best employees that meet their needs. Employment and training activities carried
At the same time, ARIZONA@WORK provides out by the Department of Housing and Urban
services and resources to job seekers to pursue Development;
employment opportunities. By developing the
state’s workforce and matching employers with Jobs for Veterans State Grants programs
job seekers, Arizona’s economy is strengthened. authorized under chapter 41 of title 38, United
The statewide workforce development network States Code;
consists of 12 geographic areas (includes 19 Programs authorized under State unemployment
Tribal Nations), each known as a Local Workforce compensation laws;
Development Area (LWDA). Arizona currently
has 49 workforce development offices providing Programs authorized under section 212 of the
programs related to WIOA’s six core programs, Second Chance Act of 2007;
including:
Programs authorized Part A of title IV of the
Social Security Act;
Adult, Youth, and Dislocated Worker (Title I);
The Senior Community Services Employment
Adult Education and Literacy (Title II); Program authorized under Title V of the Older
Programs authorized under the Wagner–Peyser Americans Act of 1965; and
Act (Title III (Employment Service)); Trade Adjustment Assistance activities authorized
Vocational Rehabilitation (Title IV); under chapter 2 of title II of the Trade Act of 1974.
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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MARICOPA COUNTY’S WORKFORCE DEVELOPMENT SYSTEM
ARIZONA@WORK: Maricopa County in collaboration to 2.8 million residents within the 8,707 square
with local community based organizations makes- mile area. The City of Phoenix, which jointly serves
up the current workforce network of business Maricopa County, serves nearly 1.5 million people
and employment-related service providers for the within its 517 square mile boundary. Specifically,
Maricopa County LWDA. The system is responsible the ARIZONA@WORK: Maricopa County workforce
for providing services development system consists of:
AMERICAN JOB CENTERS (2) YOUTH SITES (4)
provide all basic services from each provide 14 service elements; services managed
of the WIOA core partner programs, directly by Maricopa County staff.
including access to each program’s
respective staff. Avondale,
124 S. 4th St.,
East Valley Career Center, Avondale, AZ 85323
735 N. Gilbert Rd., Suite 134,
Gilbert, AZ 85234 Mesa Library,
64 E. 1st St.,
West Valley Career Center, Mesa, AZ 85201
1840 N 95th Ave., Suite 160,
Phoenix, AZ 85037 Peoria Community Center,
8335 W. Jefferson St.,
Peoria, AZ 85346
Tempe Escalante Center,
2150 E. Orange St.,
AFFILIATE SITES (2) Tempe, AZ 85281
provide most basic services from each
of the WIOA core partner programs
with staff available on itinerate
schedules.
Arizona Department of Economic
Security, Employment Services, ACCESS POINTS (38)
120 W. 1st Ave., provide access to the workforce development
Mesa, AZ 85210 system via computer and direct referrals, in
partnership with community and faith-based
Wickenburg Public Library, organizations.
164 E. Apache St.,
Wickenburg, AZ 85390 A list of current Access Sites can be found
in Appendix 2.
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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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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 Awareness
Goal 1
& 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 Ensure
Goal 2
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 Procedures
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 Program
Goal 4
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 Delivery to
Goal 5
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 Regional
Goal 6
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 3.
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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The multi-disciplinary Planning Committee is adults; and 3) align planning and accountability policies,
meeting every two weeks to drive integration forward. as prescribed by changes in WIOA. Progress towards
Specifically, partners seek to 1) increase the focus on defining American Job Center partners’ roles for these
training across core programs; 2) develop a system objectives are outlined in Figure 14.
that offers career pathway approaches that support
postsecondary education and training for youth and
FIGURE 14. PARTNER ROLES
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
missions, services or methods of service delivery, related to the six shared competencies identified
whether they are co-located or not co-located. Roles for each partner agency: community resources and
will be clearly defined so that partners will not need knowledge of partner programs, teamwork, career
to be co-located in the American Job Center buildings exploration, communication, WIOA laws and regulations
to be an effective part of the integrated system or flow for core programs, and customer service. DES is taking
of service delivery. Specific expectations (i.e. number the lead in creating the training infrastructure. The
of new business relationships per week, number of State Council also identified activities to assist with
participants placed in employment per week, etc.) workforce staff training.
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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M A R I C O P A C O U N T Y
Maricopa County is already leveraging the visibility Additionally, Maricopa County and Adult Education
of the Adult Education programs, which can be an plan to work together toward revamping the education
asset to the entire workforce system. During 2015- activities to integrate or align with training for a
2016, ARIZONA@WORK: Maricopa County Title I case transition to workforce and/or postsecondary education
managers, especially youth case managers, established pathways. This is currently being successfully piloted
relationships with Adult Education activity program as the Integrated Basic Education and Skills Training
instructors and staff to provide outreach to, and recruit (IBEST) program. Participants work toward a High
from, the client base. This pilot has been a fruitful School Equivalency (HSE) diploma and get started in an
means for reaching more youth. Title I staff have been occupational field at the same time. The combination
successfully co-facilitating group enrollments with improves an individual’s employability in a specific
ADE. The partnership has yielded better completion area of study, especially with acquisition of industry
rates for those participants versus other cohorts recognized certificates. The length of each IBEST
because the County can offer the wrap-around services, program is determined by each certificate program,
and case management, needed to support individuals but typically run from five months to nine months in
- a full continuum of support exists. Subsequently, the length. Participants can receive support services and/
County can offer training or education for a career path or transportation assistance through the County, as
or certificate, once basic education goals are reached. well as an assigned career advisor.
With new WIOA guidance, the MWDB would like to Therefore, over the next four years, the Planning
leverage Adult Education’s exceptional assessments Committee and ARIZONA@WORK: Maricopa County
and assessment processes for other core services, in will work to increase co-enrollment options; increase
addition to exposure to their pipeline of individuals. The outreach and marketing to Adult Education clients;
Test of Adult Basic Education (TABE) remains the most and, to re-design curriculum to be contextualized for
comprehensive and reliable academic assessment seamless workforce entry and aligned with new WIOA
product in adult basic education. Thus, American guidelines.
Job Center staff are learning to 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 with meeting the accessibility
needs of individuals with disabilities. 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:
Job exploration counseling
Work based learning experiences
Counseling on opportunities for enrollment in comprehensive transition or
postsecondary educational program at institutions of higher education
Workplace readiness training to develop social skills and independent living skills
Instruction in self-advocacy
Additionally, WIOA authorizes VR to provide nine other service strategies.
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 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 youth with information
regarding the RSA programs, accept referrals and facilitate orientations to youth interested
in receiving services through RSA.
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M A R I C O P A C O U N T Y
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 Workforce Development (Workforce Development) has
and workforce services into an integrated system. begun to create district- and region-wide Business and
The integrated system will have a greater focus on Industry Leadership Teams (BILTs) to look at the needs
career pathways, industry credentials and workplace of the region as a whole in the highest demand areas of
experiences. ARIZONA@WORK: Maricopa County will employment need and growth. As the local workforce
avidly work with Arizona Department of Education leader, it will be instrumental for the region for the
(ADE) to align workforce system services and Career County to participate in these initiatives, and align them
and Technical Education (CTE) programs. Together, the with the workforce system.
agencies will use labor market data to review current
programming and plan future integrated program To ensure a healthy balance in developing sector
development. strategies and building career pathways with short-
and long-term needs of individuals, there will also be a
WIOA requires states and local areas to develop career significant level of development over the next four years
pathways – a combination of education, training, to establish a full range of programs and processes
career counseling, and support services that align with for individuals, including those with disabilities and
the skill needs of industries. In May 2016, the MWDB other barriers, to gain access to and attain industry-
formed an Industry Sector Committee that will work to recognized credentials and work experiences.
develop local and regional industry sector initiatives. ARIZONA@WORK: Maricopa County will work with ADE
Thus, part of the Committee’s role will be to build out and CTE’s to create education programs and training
career pathways with feedback from employers and in options that lead to a credential that is an industry-
partnership with MCCCD CTE centers. recognized certificate or certification, portable, and
stackable or a recognized alternative. And, by working
Currently, each CTE program has its own advisory together, ARIZONA@WORK: Maricopa County and CTE
committee consisting of employers and college faculty services will complement one-another; for example,
charged with the responsibility to review and update WIOA can help provide wrap-around support services
curriculum to address local needs and relevancy. In an for low-income postsecondary CTE students.
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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M A R I C O P A C O U N T Y
As a function of the County, and by using a research- sustainable pathways (CLASP, 2014). The Planning
based 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 ARIZONA@WORK: Maricopa County staff. The initiatives
public and private partnerships, resources and will be reviewed annually to highlight successes as well
funding, policies, data, and shared performance as revise strategies as necessary.
measures to successfully develop 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 and Youth) staff are aggressively implementing the
reach and access services. ARIZONA@WORK: Maricopa motto of meeting people where they are at, eliminating
County’s service area consists of 23 urban, suburban, barriers to participation in activities and services,
and rural cities and towns. The large and sometimes especially barriers related to transportation. Staff are
remote region served is a challenge for delivering not only recruiting at more events/locations that are
services to all of the individuals who need access. As reflective of the target audience, but they are also driving
such, County Access Points are and will be chosen based to meet and enroll individuals in their communities. This
on data-driven methodology, such as communities with concept will continue to grow over the next four years
high unemployment or youth disconnection, distance as electronic survey data and formative performance
from established comprehensive American Job Centers, measure tracking related to effectiveness, retention,
and/or a high propensity of a targeted population. etc. is examined. Further, to bridge any transportation
Once individuals are enrolled in intensive services, the gaps, ARIZONA@WORK: Maricopa County is building
County provides public bus and light rail pass subsidies and leveraging relationships with like-minded
and gas cards to support participant retention. organizations that can provide access and outreach to
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
Community Rehabilitation Programs.
i. Describe a system that includes compliance with Workforce Innovation & Opportunity Act
(WIOA) Section 188, Title IV of Civil Rights Act of 1964, Section 504 of Rehabilitation Act of 1973, Age
Discrimination Act of 1975 and Title IX of the Education Act of 1972, and the current State of Arizona
Method of Administration (MOA);
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 4.
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 5. ARIZONA@WORK: Maricopa County has EEO notices posted in
every American Job Center, Affiliate and Access site and youth service provider site in both
English and Spanish. Additionally, the notice is available in digital form on the County’s
website: http://www.arizonaatwork.com/maricopa/.
v. Include a discrimination complaint process that ensures that no individual is excluded from
participation in or with a WIOA Title I funded activity, training or employment for any reason.
Section 188 of the Workforce Innovation and Opportunity Act (WIOA) prohibits discrimination
on the grounds of race, color, religion, sex, national origin, age, disability, political
affiliation or belief, and for beneficiaries only, citizenship or participation in a WIOA Title
I-financially assisted program or activity, or 29 CFR Code Of Federal Regulations Part 37
which implements Section 188 of WIOA. ARIZONA@WORK: Maricopa County strives to
serve all individuals, equally. Yet, any person who believes that he/she, or any specific class
of individuals, has been or is being subjected to discrimination may file a written complaint,
either by him/herself or through a representative.
A complainant may file a discrimination complaint with Maricopa County Workforce
Division, the State of Arizona WIOA Office, or with the United States Department of Labor
Civil Rights Center (CRC).
A complaint must be filed within 180 days of the alleged discrimination. The time limits for
complaints are measured in calendar weeks. Time limits begin upon receipt of a written
complaint whether or not the complaint received has insufficient information. Should a
complainant neglect to adhere to the time requirements, the complainant is considered to
have abandoned his/her complaint and the matter shall be considered resolved. In turn,
failure by management to render a decision within the allotted time at any step constitutes
denial and the complainant may proceed to the next step.
Complaints must be submitted in writing. The Workforce Development Division
Discrimination Complaint form is available at Career Centers or available on the website:
http://www.arizonaatwork.com/maricopa/about/. Completed forms may be dropped off,
faxed, mailed or emailed to the EO Officer.
The discrimination complaint form contains, but is not limited to the following information:
The complainant’s name and address (or another means of contacting the complainant);
The identity of the respondent (the individual or entity that the complainant alleges is responsible for the
discrimination);
The complainant’s signature or the signature of the complainant’s authorized representative; and
A description of the complainant’s allegations must include enough detail to allow the WIOA Equal
Opportunity Officer to determine whether he/she has jurisdiction over the complaint; whether the complaint
was filed within 180 days of the alleged discrimination; and if the complaint has apparent merit.
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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 1., which provide an in-
depth look at trends in emerging and existing industries and occupations.
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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:
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.
Table 16. identifies local sector/employer challenges; and, outlines respective active
strategies to 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
Strategies
forums, and Rapid Response projects. Provide community education to young adults.
Construction / Trades
Challenges Lack of a talent pool of qualified workers.
Create a sustainable talent pipeline through work-training programs (apprenticeships, youth
Strategies
programs, 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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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;
INDEPENDENT ELECTRICAL CONTRACTORS ASSOCIATION
- represents Journeyman Electricians, Apprentices, Suppliers and Distributors;
and
EAST VALLEY INSTITUTE OF TECHNOLOGY - provides a career
and college preparatory training experience that produces a qualified workforce,
meeting the market-driven needs of business and industry.
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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
ARIZONA@WORK: Maricopa County made programs evaluation of the LWDA ensures ARIZONA@WORK:
and services available to 20,122 individuals. Of Maricopa County has diverse perspectives and
those individuals, 3298 were officially enrolled in the resources to provide comprehensive workforce
workforce system. An individual’s employment and development services. WIOA provisions have catalyzed
6 month wage information is not counted until that a renewed focus on what truly drives the workforce
individual exits from the program, which occurs 90 system – matching employers with job seekers.
days after services have ended. Of the 3298 who were Through integrated service delivery, Maricopa County is
enrolled, 1165 individuals exited during this time frame. redesigning and aligning programs and service delivery,
Therefore, those clients that became employed within in collaboration with core partners, to increase access
6 months of utilizing center services totaled 883. With to and improve the journey for potential clients and
883 individuals employed at exit, Maricopa County has clients. During 2016-2017, the Planning Committee will
a 75% success rate with an average six month earnings continue to design and implement strategies towards
of $17,839.86. The strategic planning the County and achieving redesign Goals 2, 4 and 5:
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 Regional Service Delivery Business Retention Team to
Planning Process to Ensure Model for Youth Services Improve Service Delivery to
Coordinated and Efficient Program with Priority for Employers.
Service Delivery 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 events Utilize a standardized format for RR sessions
ensuring both agencies are informed with RR throughout the region, which will include a
notifications, and can jointly establish a 48-hour checklist for procedures, prioritization of larger
response time; entities, and will require job descriptions and
updated resumes for those workers experiencing
Lead RR sessions in which the State provides the a layoff or termination; and
UI and benefits presentations, and invite other
partners, as applicable, to take part in the process; Tailor RR sessions to the workers affected with
potential employers hiring in the same field invited
to potentially 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 6.
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 7. 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:
1. Tutoring,
study skills training, instruction
that lead to the obtainment of a high
school diploma or equivalent;
2.
Alternative high school services, or drop out services;
3.
Occupational skills training;
4.
Paid and unpaid work experiences;
5.
Workforce preparation or basic academic skills education;
6.
Adult mentoring;
7.
Comprehensive guidance and counseling;
8.
Entrepreneurial skills training;
9.
Financial literacy education;
10.
Leadership development, to include community service and peer-centered activities;
11.
Supportive services;
12.
Follow-up services;
13.
Services that provide labor market and employment information about in-demand industry sectors or
occupations; and
14.
Activities that help youth prepare for post-secondary education and training.
A specific Case Manager has been assigned to work with youth who are individuals with disabilities.
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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. In the meantime, the
Maricopa Small Business Development Center Network (SBDC) 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 Each ARIZONA@WORK: Maricopa County Regional
in strategic planning, oversight, and evaluation Manager - Youth, Adult and Dislocated Worker, and
of the LWDA, and is committed to promoting Felony Offender Adult and Dislocated Worker - can
effective outcomes consistent with statewide goals, review the: 1) service performance; and 2) Wanted
objectives, and negotiated local performance. Analytics real-time workforce data, during weekly,
monthly and quarterly intervals. Subsequently,
In order to assess ARIZONA@WORK: Maricopa Regional Managers can work with Quality Assurance
County’s performance, and continuously improve staff to launch remedial strategies, additional
services and the MWDB’s ability to achieve its vision outreach, training, etc., where and when it is
and mission, the MWDB, ARIZONA@WORK Maricopa needed. The MWDB reviews performance measures
County, the BOS and Governor Ducey negotiate and progress towards measures during Full Board
local performance and accountability measures. meetings making recommendations as needed to
These measures include employment placement, fine tune delivery or processes, which may even
job retention, average earning, and attainment of include assigning a task force.
a diploma or a training certificate. By establishing,
tracking, and reporting on formative and summative Maricopa County’s data driven process is effective
measures, the State can deliver a consistent level as evident by the continued ability to meet or exceed
of quality service to stakeholders throughout the workforce performance goals, as demonstrated
Maricopa County region. below in Table 17.
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TABLE 12. MARICOPA WORKFORCE DEVELOPMENT BOARD
STRATEGIC GOALS
Maricopa Maricopa
State PY2014 State PY2015
Performance Measure County PY2014 County PY2015
Annual Report QE 3/31/2016
Annual Report QE 3/31/2016
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
Performance Review
Effective
People chairman Balanced Culture Individual
and strong team and behaviors performance
chairman/ CEO measurement
relationship
Board
Scope and Clarity of objectives, Key performance Performance
Role of Board targets and structures indicators Measures
Practices Agenda and Communication Structured Collective
and calendar and reporting engagement performance
Process measurement
Performance Review
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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 determination letter in the case file and document
services are available to individuals who need them, the meeting and all pertinent information in the
no matter what barriers they face. However, if WIOA case notes. If the participant desires to appeal the
training services are denied to a participant, it is the decision, after receipt of the determination letter,
responsibility of their Career Guidance Specialist the participant must complete the “Appeal Request”
(CGS) to inform the participant of the reason(s) for
denial of services and inform them of their right for form. This form and information / documentation
a higher review with the WIOA Program Supervisor. related to the complaint will be forwarded by the
Program Supervisor to the Assistant Director for
Participants requesting a higher review must inform Workforce Development for review within seven
their CGS or in the absence of their CGS, the WIOA working days. The Assistant Director, at his/her
Program Supervisor within seven working days of discretion may meet with the participant if she/he
the date service(s) was denied. The CGS will provide determines it is necessary to make an informed
the participant with written contact information for decision.
the WIOA Program Supervisor and will document
such in the case file. It is the responsibility of the Once the Assistant Director has reviewed the
participant to contact the WIOA Program Supervisor case she/he will issue a final and binding written
to schedule a higher review.
determination to the participant within ten working
The WIOA Program Supervisor will meet with the days of the review. A copy will be placed in the
participant within seven working days of request participant’s case file with any other relevant
for higher review. At the conclusion of the meeting, information. The decision of the Assistant Director
the Program Supervisor will inform the participant is final.
that a written determination will be provided within
seven working days. The determination letter will Only complaints of a discriminatory nature may be
contain the following information: aggrieved to the DES WIOA Section EEO Officer if the
participant disagrees with the determination made
by 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
have worked together, and through the Planning findings and strategies.
Committee, to create the road map for the workforce
system to capitalize on its strengths, identify and address Building on this progress, a timeline was developed, as
obstacles, and promote continuous improvement of shown in Figure 16., for the development of the Strategic
services through actionable recommendations and Plan, and a workplan was developed, as shown in Goals
guidance. A planning process was chosen that was and Strategies Section 2.b. Table 13., for implementing
interactive and focused on input from a variety of new strategies, WIOA provisions and integrating core
stakeholders across the region to ensure buy-in and services. The MWDB, stakeholders and core partners
ownership from those who will share responsibility for have been meaningfully involved in the development
implementing the plan’s strategies. of the plan through meetings, action items and
deliverables, and through a continuous feedback loop.
The extensive planning process began in 2015 The CLEO was briefed at specific accomplishments and
between the region’s workforce development system milestones to remain active in the process.
staff, partners and other stakeholders. The planning
consisted of: 12 bi-weekly 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 8.
This distribution list, included in Appendix 9, 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 10.
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 – 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.
Page Referenced in
Strategic Plan
9 Exhibit 1. Existing Demand Industries and Occupations
9 Exhibit 2. Emerging Demand Industries and Occupations
10 Exhibit 3. Existing Demand Industries and Occupations Projected Growth
10 Exhibit 4. Emerging Demand Industries and Occupations Projected Growth
13 Exhibit 5. Leading Occupations within the Top Five Existing Industries in
Maricopa County – Employment Needs
13 Exhibit 6. Leading Occupations within the Top Five Emerging Industries in
Maricopa County – Employment Needs
Exhibit 1. Existing Demand Industries and Occupations
Existing
Occupation SOC
Industry NAICS Title SOC Title
Rank Code
Rank
1 Physician assistants 29-1071
NAICS 621 2 Dental hygienists 29-2021
1 Ambulatory health 3 Physical Therapists 29-1123
care services
4 Nurse practitioners 29-1171
5 Medical and Health Services Managers 11-9111
1 Pharmacists 29-1051
2 Diagnostic Medical Sonographers 29-2032
2 NAICS 622 3 Nurse practitioners 29-1171
Hospitals
3 Registered Nurses 29-1141
5 Medical and Health Services Managers 11-9111
1 Computer Systems Analysts 15-1121
2 Computer and Information Systems 11-3021
NAICS 524 Managers
3 Insurance carriers 3 Business Operations Specialists, All 13-1199
and related Other
activities
4 Sales Managers 11-2022
5 Financial Managers 11-3031
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1 Computer Systems Analysts 15-1121
2 Financial Managers 11-3031
NAICS 522 Credit
4 intermediation and 3 Loan officers 13-2072
related activities
3 Personal Financial Advisors 13-2052
5 General and Operations Managers 11-1021
1 Sales Managers 11-2022
2 Automotive Body and Related Repairers 49-3021
NAICS 441 Motor
5 vehicle and parts 3 Financial Managers 11-3031
dealers 4 Sales representatives, services, all other 41-3099
5 First-Line Supervisors of Mechanics, 49-1011
Installers, and Repairers
1 Computer hardware engineers 17-2061
NAICS 334 2 Architectural and Engineering Managers 11-9041
6 Computer and 3 Software Developers, Systems Software 15-1133
electronic product
manufacturing 4 Electrical Engineers 17-2071
5 Electronics Engineers, Except Computer 17-2072
1 Software Developers, Applications 15-1132
2 Civil engineers 17-2051
NAICS 541
7 Professional and 3 Architectural and Engineering Managers 11-9041
technical services
4 Software Developers, Systems Software 15-1133
5 Accountants and Auditors 13-2011
1 Marketing Managers 11-2021
NAICS 551 2 Computer Systems Analysts 15-1121
8 Management of 3 Human Resources Managers 11-3121
companies and
enterprises 3 Pharmacists 29-1051
5 Operations Research Analysts 15-2031
1 Software Developers, Applications 15-1132
2 Sales Managers 11-2022
NAICS 423
Merchant 3 Industrial Machinery Mechanics 49-9041
9 wholesalers, Sales Representatives, Wholesale and
durable goods 4 Manufacturing, Technical and Scientific 41-4011
Products
5 Marketing Managers 11-2021
Source: Arizona Department of Administration's Office of Employment and Population Statistics
Exhibit 2. Emerging Demand Industries and Occupations
Emerging
Occupation SOC
Industry NAICS Title SOC Title
Rank Code
Rank
1 NAICS 523 1 Personal Financial Advisors 13-2052
Securities,
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commodity 2 Securities, commodities, and financial services 41-3031
contracts, sales agents
investments
3 Accountants and Auditors 13-2011
4 Financial Managers 11-3031
5 Computer Systems Analysts 15-1121
1 Real estate sales agents 41-9022
2 Market Research Analysts and Marketing 13-1161
Specialists
2 NAICS 531 Real 3 Accountants and Auditors 13-2011
estate
4 Sales Managers 11-2022
5 Financial Managers 11-3031
1 Computer Network Architects 15-1143
2 Software Developers, Applications 15-1132
NAICS 518 Data
3 processing, 3 Computer Systems Analysts 15-1121
hosting and
related services
4 Software Developers, Systems Software 15-1133
5 General and Operations Managers 11-1021
1 General and Operations Managers 11-1021
2 Audio and Video Equipment Technicians 27-4011
NAICS 711
4 Performing arts 3 Producers and Directors 27-2012
and spectator
sports
4 Meeting, Convention, and Event Planners 13-1121
5 Security Guards 33-9032
NAICS 213 First-Line Supervisors of Construction Trades
5 Support activities 1 and Extraction Workers 47-1011
for mining
1 Transportation inspectors 53-6051
2 First-Line Supervisors of Office and 43-1011
Administrative Support Workers
6 NAICS 481 Air 3 Aircraft cargo handling supervisors 53-1011
transportation
3 General and Operations Managers 11-1021
3 Reservation and Transportation Ticket Agents 43-4181
and Travel Clerks
1 Market Research Analysts and Marketing 13-1161
Specialists
2 Secretaries and Administrative Assistants, 43-6014
Except Legal, Medical, and Executive
3 Network and Computer Systems 15-1142
NAICS 454 Administrators
7 Nonstore retailers Wholesale and Retail Buyers, Except Farm
3 Products 13-1022
5 First-Line Supervisors of Office and 43-1011
Administrative Support Workers
5 Laborers and Freight, Stock, and Material 53-7062
Movers, Hand
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Sales Representatives, Wholesale and
5 Manufacturing, Except Technical and Scientific 41-4012
Products
1 First-Line Supervisors of Construction Trades 47-1011
and Extraction Workers
2 Sales Representatives, Services, All Other 41-3099
NAICS 562 Waste
8 management and 3 First-Line Supervisors of Office and 43-1011
remediation Administrative Support Workers
services 4 Bus and Truck Mechanics and Diesel Engine 49-3031
Specialists
5 Administrative Services Managers 11-3011
1 Electronics Engineers, Except Computer 17-2072
2 Software Developers, Systems Software 15-1133
9 NAICS 517 Tele- 3 Sales Representatives, Services, All Other 41-3099
communications
4 Computer Systems Analysts 15-1121
5 Sales Managers 11-2022
1 Aircraft Mechanics and Service Technicians 49-3011
2 Logisticians 13-1081
NAICS 488
10 Support activities 3 Cargo and Freight Agents 43-5011
for transportation
4 Financial Managers 11-3031
5 Transportation inspectors 53-6051
1 Editors 27-3041
2 Advertising sales agents 41-3011
NAICS 511
11 Publishing 3 Software Developers, Systems Software 15-1133
industries, except
internet
4 General and Operations Managers 11-1021
5 Software Developers, Applications 15-1132
1 First-Line Supervisors of Production and 51-1011
Operating Workers
1 General and Operations Managers 11-1021
NAICS 327
12 Nonmetallic 3 Industrial Machinery Mechanics 49-9041
mineral product
manufacturing Sales Representatives, Wholesale and
3 Manufacturing, Except Technical and Scientific 41-4012
Products
5 Industrial Production Managers 11-3051
1 Mechanical Engineers 17-2141
2 Machinists 51-4041
NAICS 333
13 Machinery 3 Tool and Die Makers 51-4111
manufacturing
4 Computer-Controlled Machine Tool Operators, 51-4011
Metal and Plastic
5 Industrial Production Managers 11-3051
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1 Architectural and engineering managers 11-9041
1 First-Line Supervisors of Construction Trades 47-1011
and Extraction Workers
14 NAICS 221 3 First-Line Supervisors of Office and 43-1011
Utilities Administrative Support Workers
4 General and Operations Managers 11-1021
5 Construction and building inspectors 47-4011
1 General and Operations Managers 11-1021
2 Software Developers, Applications 15-1132
NAICS 519 Other
15 information 3 Customer Service Representatives 43-4051
services First-Line Supervisors of Non-Retail Sales
3 Workers 41-1012
Sales Representatives, Wholesale and
5 Manufacturing, Except Technical and Scientific 41-4012
Products
1 Construction Managers 11-9021
1 Cost Estimators 13-1051
3 First-Line Supervisors of Construction Trades 47-1011
and Extraction Workers
NAICS 236
16 Construction of 4 Architectural and engineering managers 11-9041
buildings
4 Civil engineers 17-2051
4 General and Operations Managers 11-1021
4 Market Research Analysts and Marketing 13-1161
Specialists
1 Machinists 51-4041
2 General and Operations Managers 11-1021
NAICS 332
17 Fabricated metal 3 Computer-Controlled Machine Tool Operators, 51-4011
product Metal and Plastic
manufacturing Computer numerically controlled machine tool
3 programmers, metal and plastic 51-4012
5 Sales Managers 11-2022
NAICS 425 Sales Representatives, Wholesale and
Electronic 1 Manufacturing, Except Technical and Scientific 41-4012
18 markets and Products
agents and Sales Representatives, Wholesale and
brokers 2 Manufacturing, Technical and Scientific 41-4011
Products
NAICS 533
19 Lessors of not available not
nonfinancial available
intangible assets
1 First-Line Supervisors of Construction Trades 47-1011
and Extraction Workers
2 General and Operations Managers 11-1021
20 NAICS 212 Mining, 3 Industrial Production Managers 11-3051
except oil and gas
Sales Representatives, Wholesale and
4 Manufacturing, Except Technical and Scientific 41-4012
Products
5 First-Line Supervisors of Office and 43-1011
Administrative Support Workers
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5 Maintenance and Repair Workers, General 49-9071
1 Industrial Engineers 17-2112
2 Logisticians 13-1081
NAICS 336
21 Transportation 3 Architectural and engineering managers 11-9041
equipment
manufacturing
4 Aerospace engineers 17-2011
5 General and Operations Managers 11-1021
1 Producers and Directors 27-2012
2 General and Operations Managers 11-1021
NAICS 515 3 Sales Managers 11-2022
22 Broadcasting,
except internet 3 Reporters and correspondents 27-3022
5 Editors 27-3041
5 Photographers 27-4021
1 Industrial Production Managers 11-3051
2 Sales Managers 11-2022
3 Dental laboratory technicians 51-9081
4 Assemblers and Fabricators, All Other 51-2099
NAICS 339
23 Miscellaneous 5 Bookkeeping, Accounting, and Auditing Clerks 43-3031
manufacturing
5 First-Line Supervisors of Production and 51-1011
Operating Workers
5 Light Truck or Delivery Services Drivers 53-3033
5 Market Research Analysts and Marketing 13-1161
Specialists
5 Medical appliance technicians 51-9082
1 Industrial Production Managers 11-3051
1 Financial Managers 11-3031
NAICS 335
24 Electrical 3 Mechanical Engineers 17-2141
equipment and
appliance mfg. Electrical and Electronic Equipment
4 Assemblers 51-2022
5 Team Assemblers 51-2092
1 First-Line Supervisors of Construction Trades 47-1011
and Extraction Workers
2 Cost Estimators 13-1051
NAICS 237 Heavy
25 and civil 3 Construction Managers 11-9021
engineering
construction
4 General and Operations Managers 11-1021
5 Financial Managers 11-3031
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Exhibit 3. Existing Demand Industries and Occupations Projected Growth
Existing Projected Annual
Occupation
Industry NAICS Title SOC Title Growth Rate (2012-
Rank
Rank 2022)
1 Physician assistants 6.3%
2 Dental hygienists 4.9%
NAICS 621
1 Ambulatory 3 Physical Therapists 4.6%
health care
services
4 Nurse practitioners 5.3%
5 Medical and Health Services 4.4%
Managers
1 Pharmacists 3.4%
2 Diagnostic Medical Sonographers 4.8%
2 NAICS 622 3 Nurse practitioners 2.9%
Hospitals
3 Registered Nurses 2.4%
5 Medical and Health Services 2.3%
Managers
1 Computer Systems Analysts 6.5%
2 Computer and Information 5.6%
NAICS 524 Systems Managers
3 Insurance 3 Business Operations Specialists, 4.3%
carriers and All Other
related activities
4 Sales Managers 4.2%
5 Financial Managers 4.2%
1 Computer Systems Analysts 3.3%
NAICS 522 2 Financial Managers 2.2%
Credit
4 intermediation 3 Loan officers 2.3%
and related
activities 3 Personal Financial Advisors 3.1%
5 General and Operations Managers 2.3%
1 Sales Managers 2.3%
2 Automotive Body and Related 2.3%
Repairers
NAICS 441
5 Motor vehicle 3 Financial Managers 2.3%
and parts
dealers 4 Sales representatives, services, all 2.3%
other
First-Line Supervisors of
5 Mechanics, Installers, and 2.3%
Repairers
6 NAICS 334 1 Computer hardware engineers -0.3%
Computer and
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electronic 2 Architectural and Engineering -0.4%
product Managers
manufacturing Software Developers, Systems
3 Software 0.0%
4 Electrical Engineers -0.7%
5 Electronics Engineers, Except -0.5%
Computer
1 Software Developers, Applications 2.8%
2 Civil engineers 3.3%
NAICS 541
7 Professional 3 Architectural and Engineering 2.5%
and technical Managers
services Software Developers, Systems
4 Software 2.7%
5 Accountants and Auditors 3.0%
1 Marketing Managers 2.2%
2 Computer Systems Analysts 1.6%
NAICS 551
8 Management of 3 Human Resources Managers 3.2%
companies and
enterprises
3 Pharmacists 0.6%
5 Operations Research Analysts 2.2%
1 Software Developers, Applications 3.1%
2 Sales Managers 3.1%
NAICS 423
9 Merchant 3 Industrial Machinery Mechanics 5.4%
wholesalers,
durable goods Sales Representatives, Wholesale
4 and Manufacturing, Technical and 3.0%
Scientific Products
5 Marketing Managers 3.1%
Source: Arizona Department of Administration's Office of Employment and Population Statistics
Exhibit 4. Emerging Demand Industries and Occupations Projected Growth
Projected
Emerging
Occupation Annual Growth
Industry NAICS Title SOC Title
Rank Rate (2012-
Rank
2022)
1 Personal Financial Advisors 5.5%
NAICS 523 2 Securities, commodities, and financial 3.7%
Securities, services sales agents
1 commodity 3 Accountants and Auditors 3.8%
contracts,
investments 4 Financial Managers 3.5%
5 Computer Systems Analysts 5.2%
2 1 Real estate sales agents 3.4%
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2 Market Research Analysts and 5.3%
Marketing Specialists
NAICS 531 Real 3 Accountants and Auditors 3.4%
estate 4 Sales Managers 3.4%
5 Financial Managers 3.4%
1 Computer Network Architects 4.1%
NAICS 518 Data 2 Software Developers, Applications 1.8%
3 processing, 3 Computer Systems Analysts 1.8%
hosting and
related services 4 Software Developers, Systems 1.7%
Software
5 General and Operations Managers 1.8%
1 General and Operations Managers 2.0%
2 Audio and Video Equipment 2.5%
NAICS 711 Technicians
4 Performing arts 3 Producers and Directors 1.9%
and spectator
sports 4 Meeting, Convention, and Event 4.5%
Planners
5 Security Guards 2.0%
NAICS 213 First-Line Supervisors of Construction
5 Support activities 1 Trades and Extraction Workers 1.3%
for mining
1 Transportation inspectors 1.7%
2 First-Line Supervisors of Office and 0.6%
Administrative Support Workers
6 NAICS 481 Air 3 Aircraft cargo handling supervisors 0.6%
transportation
3 General and Operations Managers 1.0%
3 Reservation and Transportation Ticket -0.5%
Agents and Travel Clerks
1 Market Research Analysts and 2.7%
Marketing Specialists
Secretaries and Administrative
2 Assistants, Except Legal, Medical, and 1.6%
Executive
3 Network and Computer Systems 1.5%
Administrators
7 NAICS 454 3 Wholesale and Retail Buyers, Except 1.4%
Nonstore retailers Farm Products
5 First-Line Supervisors of Office and 1.3%
Administrative Support Workers
5 Laborers and Freight, Stock, and 1.4%
Material Movers, Hand
Sales Representatives, Wholesale and
5 Manufacturing, Except Technical and 1.3%
Scientific Products
1 First-Line Supervisors of Construction 3.9%
Trades and Extraction Workers
2 Sales Representatives, Services, All 3.3%
NAICS 562 Waste Other
8 management and 3 First-Line Supervisors of Office and 3.8%
remediation Administrative Support Workers
services 4 Bus and Truck Mechanics and Diesel 3.3%
Engine Specialists
5 Administrative Services Managers 3.3%
1 Electronics Engineers, Except 1.4%
Computer
9 NAICS 517 Tele- 2 Software Developers, Systems 0.5%
communications Software
3 Sales Representatives, Services, All 1.4%
Other
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M A R I C O P A C O U N T Y
4 Computer Systems Analysts 1.3%
5 Sales Managers 0.3%
1 Aircraft Mechanics and Service 2.9%
Technicians
2 Logisticians 4.3%
NAICS 488
10 Support activities 3 Cargo and Freight Agents 2.6%
for transportation
4 Financial Managers 2.6%
5 Transportation inspectors 2.9%
1 Editors 2.8%
NAICS 511 2 Advertising sales agents 2.3%
11 Publishing 3 Software Developers, Systems 1.6%
industries, except Software
internet 4 General and Operations Managers 1.6%
5 Software Developers, Applications 1.5%
1 First-Line Supervisors of Production 3.1%
and Operating Workers
1 General and Operations Managers 3.1%
NAICS 327
12 Nonmetallic 3 Industrial Machinery Mechanics 5.4%
mineral product Sales Representatives, Wholesale and
manufacturing 3 Manufacturing, Except Technical and 3.1%
Scientific Products
5 Industrial Production Managers 3.1%
1 Mechanical Engineers 3.5%
2 Machinists 3.8%
NAICS 333
13 Machinery 3 Tool and Die Makers 3.4%
manufacturing Computer-Controlled Machine Tool
4 Operators, Metal and Plastic 5.1%
5 Industrial Production Managers 3.0%
1 Architectural and engineering 0.0%
managers
1 First-Line Supervisors of Construction 0.4%
Trades and Extraction Workers
14 NAICS 221 First-Line Supervisors of Office and
Utilities 3 Administrative Support Workers 0.0%
4 General and Operations Managers -0.1%
5 Construction and building inspectors 0.0%
1 General and Operations Managers 1.3%
2 Software Developers, Applications 4.1%
NAICS 519 Other 3 Customer Service Representatives 1.3%
15 information
services 3 First-Line Supervisors of Non-Retail 1.3%
Sales Workers
Sales Representatives, Wholesale and
5 Manufacturing, Except Technical and 1.1%
Scientific Products
1 Construction Managers 5.0%
1 Cost Estimators 5.8%
NAICS 236 3 First-Line Supervisors of Construction 4.9%
16 Construction of Trades and Extraction Workers
buildings 4 Architectural and engineering 4.7%
managers
4 Civil engineers 4.7%
4 General and Operations Managers 4.6%
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4 Market Research Analysts and 7.2%
Marketing Specialists
1 Machinists 4.0%
2 General and Operations Managers 2.9%
NAICS 332 Computer-Controlled Machine Tool
17 Fabricated metal 3 Operators, Metal and Plastic 4.8%
product Computer numerically controlled
manufacturing 3 machine tool programmers, metal and 6.4%
plastic
5 Sales Managers 3.1%
NAICS 425 Sales Representatives, Wholesale and
Electronic 1 Manufacturing, Except Technical and 3.0%
18 markets and Scientific Products
agents and Sales Representatives, Wholesale and
brokers 2 Manufacturing, Technical and 3.0%
Scientific Products
NAICS 533
19 Lessors of not available not available
nonfinancial
intangible assets
1 First-Line Supervisors of Construction 1.0%
Trades and Extraction Workers
2 General and Operations Managers 0.7%
3 Industrial Production Managers 0.7%
20 NAICS 212 Mining, Sales Representatives, Wholesale and
except oil and gas 4 Manufacturing, Except Technical and 0.6%
Scientific Products
5 First-Line Supervisors of Office and 0.6%
Administrative Support Workers
5 Maintenance and Repair Workers, 0.5%
General
1 Industrial Engineers 1.4%
NAICS 336 2 Logisticians 3.3%
21 Transportation 3 Architectural and engineering 1.2%
equipment managers
manufacturing 4 Aerospace engineers 0.6%
5 General and Operations Managers 0.5%
1 Producers and Directors 1.7%
2 General and Operations Managers 1.4%
NAICS 515 3 Sales Managers 1.4%
22 Broadcasting,
except internet 3 Reporters and correspondents 1.8%
5 Editors 1.8%
5 Photographers 2.1%
1 Industrial Production Managers 3.3%
2 Sales Managers 3.5%
3 Dental laboratory technicians 3.1%
4 Assemblers and Fabricators, All Other 3.2%
NAICS 339 5 Bookkeeping, Accounting, and 3.0%
23 Miscellaneous Auditing Clerks
manufacturing 5 First-Line Supervisors of Production 2.9%
and Operating Workers
5 Light Truck or Delivery Services 3.1%
Drivers
5 Market Research Analysts and 4.7%
Marketing Specialists
5 Medical appliance technicians 3.0%
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1 Industrial Production Managers 3.6%
NAICS 335 1 Financial Managers 3.8%
24 Electrical 3 Mechanical Engineers 2.9%
equipment and
appliance mfg. 4 Electrical and Electronic Equipment 3.2%
Assemblers
5 Team Assemblers 3.2%
1 First-Line Supervisors of Construction 5.3%
Trades and Extraction Workers
NAICS 237 Heavy 2 Cost Estimators 5.7%
25 and civil 3 Construction Managers 5.0%
engineering
construction 4 General and Operations Managers 4.9%
5 Financial Managers 4.9%
Source: Arizona Department of Administration's Office of Employment and Population Statistics
Exhibit 5. Leading Occupations within the Top Five Existing Industries in
Maricopa County – Employment Needs
Employment Needs: Knowledge, Skills and Abilities
SOC Code Occupation Title Knowledge Skills Abilities
49-3021 Automotive Body and Related Mechanical Repairing Visual Color
Repairers Discrimination
11-3021 Computer and Information Computers and Monitoring Oral Expression
Systems Managers Electronics
15-1121 Computer Systems Analysts Computers and Critical Thinking Written
Electronics Comprehension
29-2021 Dental hygienists Customer and Active Listening Oral
Personal Service Comprehension
29-2032 Diagnostic Medical Customer and Active Listening Near Vision
Sonographers Personal Service
First-Line Supervisors of Oral
49-1011 Mechanics, Installers, and Mechanical Monitoring Comprehension
Repairers
11-1021 General and Operations Customer and Coordination Oral
Managers Personal Service Comprehension
13-2072 Loan officers Customer and Active Listening Near Vision
Personal Service
11-9111 Medical and Health Services Administration and Coordination Oral
Managers Management Comprehension
29-1171 Nurse practitioners Psychology Reading Problem
Comprehension Sensitivity
13-2052 Personal Financial Advisors Customer and Reading Oral Expression
Personal Service Comprehension
29-1051 Pharmacists Customer and Reading Oral
Personal Service Comprehension Comprehension
29-1123 Physical Therapists Education and Reading Oral Expression
Training Comprehension
29-1071 Physician assistants Medicine and Reading Oral
Dentistry Comprehension Comprehension
29-1141 Registered Nurses Psychology Social Problem
Perceptiveness Sensitivity
11-2022 Sales Managers Sales and Marketing Monitoring Oral
Comprehension
Source: Arizona Department of Administration's Office of Employment and Population Statistics
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Exhibit 6. Leading Occupations within the Top Five Emerging Industries in
Maricopa County – Employment Needs
Employment Needs: Knowledge, Skills and Abilities
SOC Code Occupation Title Knowledge Skills Abilities
15-1121 Computer Systems Analysts Computers and Critical Thinking Written
Electronics Comprehension
First-Line Supervisors of Customer and
47-1011 Construction Trades and Personal Service Active Listening Oral Expression
Extraction Workers
11-1021 General and Operations Customer and Coordination Oral Expression
Managers Personal Service
13-1161 Market Research Analysts English Language Reading Oral Expression
and Marketing Specialists Comprehension
13-2052 Personal Financial Advisors Customer and Reading Oral Expression
Personal Service Comprehension
41-9022 Real estate sales agents Customer and Persuasion Near Vision
Personal Service
11-2022 Sales Managers Sales and Marketing Monitoring Oral
Comprehension
15-1132 Software Developers, Computers and Troubleshooting Deductive
Applications Electronics Reasoning
15-1133 Software Developers, Computers and Reading Oral
Systems Software Electronics Comprehension Comprehension
33-9032 Security Guards Public Safety and Active Listening Oral
Security Comprehension
15-1143 Computer Network Computers and Operations Analysis Oral
Architects Electronics Comprehension
13-1121 Meeting, Convention, and Customer and Reading Oral
Event Planners Personal Service Comprehension Comprehension
27-4011 Audio and Video Equipment Computers and Reading Oral
Technicians Electronics Comprehension Comprehension
Source: Arizona Department of Administration's Office of Employment and Population Statistics
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APPENDIX 2 – ACCESS SITE LOCATIONS
List of Access Sites (Page Referenced in Strategic Plan: 5 and Page 34)
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APPENDIX 3 – PROCUREMENT METHOD THRESHOLDS
Subcontract and subgrant process (Page Referenced in Strategic Plan: 43)
Primary Procurement Methods
ü 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 purchase.
ü 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.
ü 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.
ü 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.
ü 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.”
ü 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
ü $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.
ü $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.
ü $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.
ü $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.
ü 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 4 – 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
Element Three – Review assurances/policies, in the submission of the Local Business Plan and all contracts, grant and
Assurances, Job cooperative agreements.
Training Plans, Further, policies regarding non-discrimination and equal opportunity are updated to adhere to
Contracts and Policies federal and state policy modifications.
and Procedures
Element Four – All forms, policies and notices are available in English and Spanish, this includes the Limited English
Universal Access Proficiency policy notice, Reasonable Accommodation notice, EO is the Law notice, the WIOA
Discrimination Complaint 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 – Workforce centers provide accommodations for the visually and hearing impaired clients, including
Compliance with Section large print, American Sign Language Interpreters, computer screen readers, adjusted chair height,
504 of the Rehabilitation test modifications, etc. Customers complete a “Reasonable Accommodation Request Card” and
Act of 1973 return it to the front desk. As needed, customers are referred to the Assistive Technology Lab.
The facility and program accessibility is monitored by the EO, biannually.
ARIZONA@WORK Maricopa County collects and maintains electronic and hard files on each
customer. Data entry into the statewide Arizona Job Connection (AJC) is completed in adherence
with the State Timely Data Entry policy issued in February 2014 and the recent Adult/Dislocated
Worker/Youth policies revised April 2016.
Element Six – Data and All participant information is kept confidential and staff lock their file drawers at the close of each
Information Collection business day.
and Maintenance The EO representative maintains a discrimination complaint log and forwards the log on a quarterly
basis to the 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 Recipients monitoring 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 Processing complaint. Each client signs a notice of their rights to file a complaint if they feel discrimination has
Procedures occurred.
ARIZONA@WORK Maricopa County abides by any corrective actions/sanctions received in relation to
Element Nine – any violation of Section 188 of WIOA. Correction is done immediately and policies are revised to
Corrective ensure violations 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 5 – 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
Gilbert, Arizona 85234
Maricopa County (local)
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
1789 West Jefferson
State of Arizona (state)
(Site Code 920Z)
Phoenix, AZ 85007
Phone: (602) 542-3957
Fax: (602) 542-2491
TTY/TTD 711 WIAStateEOOfficer@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 6 – YOUTH PROVIDER LIST
Youth Provider List for Each Element (Page Referenced in Strategic Plan: 76)
Arizona
Call a Maricopa Chicanos
# Element Teen Regional por la ResCare Worthy Year Maricopa County
Description Youth Schools Causa Institute up
Resources District
(ACYR )
Tutoring, study
skills training,
1 instruction, X X X
dropout
prevention and
recovery
Alternative
secondary
2 school services X X
or dropout
recovery
services
Paid and
Unpaid Work
Experience
(summer
employment,
3 pre- X X X
apprenticeship,
internships, job
shadowing, on-
the-job
training)
4 Occupational X X
skill training
Education
offered
concurrently
with workforce
5 preparation X X X
activities for a
specific
occupation or
cluster
Leadership
development
6 (community X
service, peer
centered
activities)
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7 Supportive X X X X X
Services
Adult
8 mentoring for X
not less than 12
months
Follow-up
9 Services - 12 X X X
months
Comprehensive
guidance and X (Received
counseling waiver from state
10 (drug and to use county
alcohol vendors)
counseling and
referral)
Financial
11 Literacy X X
education
12 Entrepreneurial X X
Skills training
Labor Market X (Received
13 Information and waiver from state
Career for WDD to
Exploration provide)
Activities to
help youth
14 transition to X
postsecondary
education and
training
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APPENDIX 7 – 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 County.
To improve access to services and depending on the needs of the participant, respondent must allow for
services to be provided at either their facility or a facility provided by Maricopa County.
Service Providers will be responsible for the following:
• Delivery of Program Service Elements
• Reporting Requirements
• Internal Monitoring
• Comply with Americans with Disabilities Act (ADA) Regulations
• Contractors must be licensed to conduct business in Arizona
• Contractors must adhere to Child Labor Laws
• Contractors must provide services in a safe environment
• Services will be tailored to the needs of the participant, as indicated by
assessments, report cards, and skills deficiencies identified through the
development of the youth’s Individualized Service Strategy.
• Contractors will confirm the appropriateness of the referral and service level
needs.
A Proposal Evaluation Committee, chaired by the Procurement Officer, evaluates each Youth Services
proposal. Proposals for the 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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APPENDIX 8 – COPY OF THE PUBLISHED NOTICE FOR PUBLIC COMMENT
Public Notice (Page Referenced in Strategic Plan: 94)
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APPENDIX 9 – DISTRIBUTION LIST
Distribution list of key stakeholders (Page Referenced in Strategic Plan: 94)
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APPENDIX 10 – PUBLIC NOTICE RESPONSE COMMENTS
Comments received as a result of the public notice (Page Referenced in Strategic Plan: 94)
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