MARICOPA COUNTY WIOA LOCAL PLAN PY 2020-2023.PDF

Maricopa County — Informal (2020-11-02)

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WIOA Local Plan
Program Years 2020-2023

Table of Contents
Table of Contents .................................................................................................................................... 2
Table of Tables ........................................................................................................................................ 7
Tale of Figures ......................................................................................................................................... 8
Introduction ............................................................................................................................................ 9
Statement on the Impact of COVID-19 ................................................................................................... 14
Section 1.1 Infrastructure ...................................................................................................................... 15
1.1.1 Description of the ARIZONA@WORK system in Maricopa County .............................................. 15
1.1.1.1 Name of the county(ies), city, and/or tribes included in the LWDA. ................................................... 15
1.1.1.2 Name of the entity(ies) designated as the Chief Elected Official(s) (e.g., the name of the County, the
Tribe, or other entity carrying out the functions of the CEO) ............................................................. 17
1.1.1.3 The names of the entities (e.g., county/city/tribe/non-profit/for profit) that provide the following
WIOA functions:............................................................................................................................... 19
1.1.1.3.1 Local fiscal agent (See 20 CFR 679.420 for functions).................................................................. 19
1.1.1.3.2 LWDB Director and other LWDB staff (20 CFR 679.400 for roles). ............................................... 20
1.1.1.3.3 Provider(s) selected by the LWDB .............................................................................................. 20
1.1.1.4 Procured contracts or written agreements for subgrants or contractors (20 CFR 679.420(c)(1)); ........ 20
1.1.1.5 Monitoring, audit, and other oversight of the following WIOA functions (See 20 CFR 679.420(c)(2) - (3)
and 20 CFR 683.410(a)): ................................................................................................................... 21
1.1.1.5.1 Fiscal, ........................................................................................................................................ 21
1.1.1.5.2 Equal opportunity, ..................................................................................................................... 21
1.1.1.5.3 Programmatic (Title I-B, including eligible training providers) ..................................................... 21
1.1.1.2 Overall operations (Administration, fiscal operations, board membership. ........................................ 23
1.1.1.3 The ARIZONA@WORK partner programs that are included in the ARIZONA@WORK system in the
LWDA (e.g., core, required, and other partners) ............................................................................... 24
1.1.2 Describe regional planning efforts if the LWDB is engaging in regional planning and/or
coordination with other LWDAs (such as for sector strategies, coordination with education
providers, or other service planning activities). (See 20 CFR 679.540). Include a description of
any regional service strategies that include the use of cooperative service delivery agreements
including the entities in which the agreements are with. ......................................................... 26
Section 1.2 Strategic Planning Elements ................................................................................................ 27
1.2.1 Economic Analysis ..................................................................................................................... 27
1.2.1.1 Economic conditions, including existing and emerging in‐demand industry sectors and occupations . 27
1.2.1.1.1 To include explanation of industries and occupations, and full list available as appendix ............ 27

1.2.1.2 Employment needs of businesses in existing and emerging in‐demand industry sectors and
occupations ..................................................................................................................................... 31
Section 1.2.2: Workforce Analysis ...................................................................................................... 33
1.2.2.1 Description of knowledge and skills needed to meet employment needs of the businesses in Maricopa
County, including employment needs in in‐demand industries and sectors ....................................... 33
1.2.2.2 Regional workforce needs including: ................................................................................................. 36
1.2.2.2.1 Current labor force employment and unemployment data ......................................................... 36
1.2.2.2.2 and information on labor market trends, ................................................................................... 39
1.2.2.2.3 and the educational and skill levels of the workforce in the region, including individuals with
barriers to employment; .......................................................................................................................... 41
Section 1.2.3 Workforce development, education and training activities analysis .............................. 44
Section 1.2.3.1 Description of Current Activities ........................................................................................... 45
1.2.3.2 Assessment of strengths and weaknesses with regard to the education and skill needs of the
workforce in general, but also with specific regard to: ...................................................................... 47
1.2.3.2.1 Individuals with barriers to employment .................................................................................... 51
1.2.3.2.2 Employment needs of businesses .............................................................................................. 54
Section 1.2.4 Vision to support growth and economic self‐sufficiency ................................................ 55
Section 1.2.5 Workforce development capacity ................................................................................. 58
1.2.5.1 Assessment of workforce development capacity ............................................................................... 61
1.2.5.2 Description of the strategy to work with the entities that carry out the core programs and required
ARIZONA@WORK partners to align resources available to achieve the strategic vision and goals ...... 62
Section 1.2.6 Statewide strategy assurances ...................................................................................... 66
Section 1.2.7 Statewide strategy support ........................................................................................... 67
1.2.7.1 Description of plan to implement the state strategies over the next four years including: ................. 68
1.2.7.1.1 Entities the board will work with to implement the state strategies ........................................... 68
Section 1.3 System Coordination ........................................................................................................... 70
1.3.1 How the WDB will work with the entities carrying out the core programs in order to: ............. 70
1.3.1.1 Expand access to employment, training, education, and supportive services for eligible individuals,
particularly eligible individuals with barriers to employment ............................................................ 70
1.3.1.2 Facilitate the development of career pathways ................................................................................. 77
1.3.1.3 Facilitate the coordination of co‐enrollment with ARIZONA@WORK partners ................................... 77
1.3.1.4 Improve access to activities leading to a recognized postsecondary credential (including a credential
that is an industry‐recognized certificate or certification, portable, and stackable) ........................... 78
1.3.2 The WDB’s strategies and services and how they will be used within the local area to: ............. 81
1.3.2.1 Facilitate engagement of businesses, including small businesses and businesses in in‐
demand industry sectors and occupations, in workforce development programs ............................. 81
1.3.2.2 Support a local ARIZONA@WORK system that meets the needs of businesses in the local area ......... 82

1.3.2.3 Better coordinate workforce development programs and economic development ............................ 83
1.3.2.4 Strengthen linkages between the local ARIZONA@WORK system and Unemployment Insurance
programs ......................................................................................................................................... 85
1.3.2.5 Implement the following initiatives to support the strategies described above: ................................. 85
1.3.2.5.1 Incumbent worker training programs:........................................................................................ 86
1.3.2.5.2 Customized training programs ................................................................................................... 87
1.3.2.5.3 Industry and sector strategies .................................................................................................... 87
1.3.2.5.4 Utilization of effective business intermediaries .......................................................................... 89
1.3.2.5.5 On‐the‐job training programs .................................................................................................... 90
1.3.2.5.6 Registered apprenticeships ........................................................................................................ 92
1.3.2.5.7 Work experience programs ........................................................................................................ 94
1.3.2.5.8 Other business services and strategies designed to meet the needs of regional employers......... 95
1.3.3 Explanation of the role of the WDB in the Eligible Training Provider (ETP) program approval
process to include: .................................................................................................................. 96
1.3.3.1 Local ETP program requirements or performance standards ............................................................. 96
1.3.3.2 Description of WDB’s outreach to employers and training providers to identify and develop training
program related to in‐demand occupations in the local area ............................................................ 96
1.3.4 Description of how the WDB will coordinate local workforce investment activities with regional
economic development activities that are carried out in the local area, and how the WDB will
promote entrepreneurial skills training and microenterprise services ...................................... 98
1.3.5 Description of how the LWDB will evaluate if the ARIZONA@WORK Job Centers in the local area
need to be open beyond normal business hours to provide services to meet the workforce
need ........................................................................................................................................ 99
1.3.6 Copies or link to executed cooperative agreements (MOU) which define how all local service
providers, including additional providers, will carry out the requirements for integration of and
access to the entire set of services available in the local one‐stop delivery system ............... 100
1.3.7 Definition for the following for the WIOA Title I‐B Dislocated Worker Program: ...................... 101
1.3.7.1 General announcement .................................................................................................................. 101
1.3.7.2 Unlikely to return to previous occupation or industry...................................................................... 101
1.3.7.3 Unemployed as a result of general economic conditions in the local area, or as result of a natural
disaster .......................................................................................................................................... 102
1.3.8 Description of how the LWDB will coordinate workforce investment activities carried out in the
local area with state‐wide rapid response activities, including layoff aversion activities ......... 103
1.3.9 Description and Assessment of the type and Availability of youth workforce investment activities
in the local area ..................................................................................................................... 105
1.3.9.1 Description of activities for youth who are individuals with disabilities, which must include an
identification of successful models of such activities ...................................................................... 107

1.3.9.2 Design framework for youth programs and how the 14 program elements required in 20 CFR 681.460
are to be made available within that framework ............................................................................ 109
1.3.10 Description of how training services will be provided, including: ........................................... 111
1.3.10.1 Limitations for ITA amount and duration, if included in policies ..................................................... 112
1.3.10.2 Whether contracts for training services will be used and the process for their use ........................ 112
1.3.10.3 Description of how the LWDB will ensure informed consumer choice in the selection of training
programs regardless of how the training services are to be provided .............................................. 113
1.3.11 Description of how the LWDB will coordinate Title I workforce investment activities with the
provision of transportation (including public transportation), and other appropriate supportive
services in the local area and region ...................................................................................... 114
1.3.12 Description of how the LWDB determines if a youth or adult “is unable to compute or solve
problems, or read, write, or speak English, at a level necessary to function on the job, in the
individual’s family, or in society” as included in the definition of “basic skills deficient” in WIOA
3(5) ....................................................................................................................................... 115
1.3.13 Description of how the LWDB will ensure the WIOA Title I‐B Adult Program for priority of
service to low‐income individuals, recipients of public assistance, and individuals who are basic
skills deficient ........................................................................................................................ 117
1.3.14 Description of how the LWDB will provide Veterans Priority of Service; strategies must include
processes in place to ensure that veterans and eligible spouses are identified at the point of
entry and given an opportunity to take full advantage of priority of service for all types of
career and training services ................................................................................................... 118
1.3.15 Definition of “underemployed” ............................................................................................. 119
1.3.16 Definition and eligibility documentation for “requires additional assistance to enter or
complete an education program, or to secure and hold employment for:.............................. 120
1.3.16.1 Out-of-school youth and ............................................................................................................... 120
1.3.16.2 in-school youth ............................................................................................................................. 121
1.3.17 Describe competitive procurement processes for subgrants and contracts ........................... 122
1.3.18 Description of how the LWDB will coordinate relevant secondary and postsecondary education
programs and activities, including Adult Education and Literacy programs, to coordinate
strategies, enhance services, promote participation in Integrated Education & Training
programs, and avoid duplication of services .......................................................................... 124
1.3.18.1 Name of the Title II adult education provider grantee(s) in the local area that were included in this
coordination .................................................................................................................................. 124
1.3.18.2 Description of how the LWDB will coordinate WIOA Title I workforce investment activities with adult
education and literacy activities under WIOA Title II, to include how the LWDB will carry out the
review of local applications submitted under Title II consistent with WIOA secs. 107(d)(11)(A) and
(B)(i) and WIOA Sec. 232. (20 CFR 679.560(b)(12) ........................................................................... 124
1.3.19 Description of plans and strategies for, and assurances concerning, maximizing coordination,
improving service delivery, and avoiding duplication of Title III ‐ Wagner‐Peyser Act (29 U.S.C.
49 et seq.) services (20 CFR 679.560(b)(11)) .......................................................................... 127

1.3.19.1 Plans and strategies should specifically include how the broader one‐stop delivery system and LWDB
will incorporate Title III services into the service delivery system .................................................... 128
1.3.20 Description of how the LWDB will coordinate relevant programs and activities, to support
strategies, enhance services, promote cross‐partner referrals with Title IV services, and avoid
duplication of services ........................................................................................................... 129
Section 1.4 Performance and Continuous Improvement ...................................................................... 131
1.4.1 Descriptions of how the ARIZONA@WORK Job Centers are implementing an integrated,
technology‐enabled intake and case management information system for programs carried out
under WIOA and by one‐stop partners .................................................................................. 131
1.4.2 Local levels of performance for Title I‐B for Program Years 2020‐2021 .................................... 132
1.4.2.1 Provide proposed local levels of performance for Title I-B for Program Years 2020- 2021 in the format
provided in Appendix I and describe the economic conditions experienced in the LWDA and the
characteristics of the actual individuals served supporting the proposed levels of performance. ..... 133
1.4.3 Expected levels of performance relating to the performance accountability measures based on
primary indicators of performance ........................................................................................ 135
1.4.3.1 Including the expected levels of performance relating to the performance accountability measures
based on primary indicators of performance .................................................................................. 136
Section 1.5 Public Comment ................................................................................................................ 139
1.5.1 Description of process used to provide public comment prior to submission of plan, including
opportunity to have input into development of the plan ....................................................... 139
1.5.1.1 Emphasis on public comment opportunities for representatives of businesses, education, and labor
organizations ................................................................................................................................. 139
1.5.2 Inclusion of any comments received expressing disagreement with local plan ........................ 139
Appendices.......................................................................................................................................... 140
Appendix One: Industries in Maricopa County ................................................................................. 141
Appendix Two: DES Adult and Dislocated Worker Eligibility Policy ................................................... 143
Appendix Three: Maricopa County Priority of Service Policy ............................................................ 160
Appendix Four: Incumbent Worker Training Policy .......................................................................... 162
Appendix Five: Target Occupations .................................................................................................. 168

Table of Tables
1
Maricopa County Supervisor Districts……………………………………………………………………………………
18
2
MCWDB Membership as of October 2020……………………………………………………………………………
23
3
In Demand Industry Sectors…………………………………………………………………………………………………
28
4
5-Star Occupations, Ten Highest Average Annual Wages, Maricopa County Workforce Area..
29
5
5-Star Occupations, Ten Largest Projected Growth, Maricopa County Workforce Area…………
30
6
Job Posting Information, Maricopa County (Jan - Aug 2020…………………………………………………..
31
7
Table 7. Top 20 Employers by Job Postings, Maricopa County (Jan - Aug 2020) ……………………
32
8
Education Requirements in Job Postings, Maricopa County (Jan - Aug 2020) ……………………….
33
9
20 Most Frequent Qualifications, Job Postings, Maricopa County (Jan - Aug 2020)
……………….
34
10 Labor Force Characteristics, Maricopa County………………………………………………………………………
36
11 Arizona Counties by Labor Force Participation Rate………………………………………………………………
36
12 Labor Force Participation by Race…………………………………………………………………………………………
37
13 Labor Force Participation by Age………………………………………………………………………………………….
37
14 Projected Short-Term Employment Growth (2019-2021) By Local Workforce Area……………….
40
15 Educational Attainment, Population 25 Years and Over……………………………………………………….
41
16 Disability levels…………………………………………………………………………………………………………………….
42
17 Labor Force Participation by Poverty Status………………………………………………………………………….
43
18 Maricopa Workforce Development Board Strategic Goals……………………………………………………
45
19 Maricopa County Community College District, 2018-2019 Awards……………………………………….
48
20 Goals and Strategies…………………………………………………………………………………………………………….
56
21 Arizona And Maricopa County LWDA Priority
Sectors…………………………………………………………….
83
22 Registered Apprenticeships with Immediate Openings as of This Writing…………………………….
91
23 Registered Apprenticeships Accepting Applications as of This Writing………………………………….
91
24 Pre-Apprenticeship Programs Accepting Applications as of This Writing……………………………….
92
25 Youth Services Providers……………………………………………………………………………………………………….
104
26 Income Matrix for Maricopa for 2020 70% LLSIL And Self-Sufficiency…………………………………
117
27 Out-of-School Youth Additional Assistance Criteria………………………………………………………………
118
28 In-School Youth Additional Assistance Criteria…………………………………………………………………….
119
29 Maricopa County Local Area Negotiated Performance Levels PY20-PY21, WIOA Title IB………
134
30
Industries in Maricopa County…………………………………………………………………………………………………………….
139
31 Target Occupations……………………………………………………………………………………………………………….
164

Tale of Figures
1
Maricopa County Boundary Map
15
2
Maricopa County Population, Annual Estimated and Projected Growth Rates, 2010-2030
16
3
Maricopa County Supervisor Districts
18
4
Maricopa County Supervisors
19
5
WIOA Core Programs
25
6
Top Common Skills Vs. Top Hard Skills, Job Postings, Maricopa County (Jan - Aug 2020)
35
7
Unemployment rate, Maricopa County, August, 2010-2020
37
8
Unemployment Rates by Educational Attainment, Ages 25-64
38
9
Share of Total Projected Long-Term Employment Growth by Local Workforce Area
39
10 Unemployment Rates by Educational Attainment, Ages 25-64
41
11 Percentage of Population with a Disability
42
12 Comprehensive Workforce Development System
46
13 ARIZONA@WORK Authority
58
14 Core Partners Roles
63
15 The Four Features of Sector Strategies
86
16 Unemployment Rates, United States, Arizona and Maricopa County, 2019-2020
131
17 Labor Force Participation Rate, Arizona & United States, 2018-2020
132
18 Number of Employed Persons, United States and Arizona
132

Introduction
The Maricopa County Workforce Development Board and the Local Plan
The Maricopa County Workforce Development Board (MCWDB) was established to assist the Maricopa
County Board of Supervisors as the Chief Local Elected Officials in strategic planning, oversight and
evaluation of the local workforce development area, as well as to promote effective outcomes
consistent with statewide goals, objectives and negotiated local performance.
The MCWDB receives its authority in accordance with the Workforce Innovation and Opportunity Act
(WIOA) and is comprised of leaders representing the area’s geographic and business demographics in
private business and in the public sector.
The MCWDB is required every four years to author a
unified Local plan describing its strategies for
implementing the Workforce Innovation and
Opportunity Act in the region.
The MCWDB expresses gratitude to the state-level
resources who play such a significant leadership role in
the delivery of workforce development services in
Maricopa County, including the Department of Economic
Security and the Workforce Arizona Council. The state’s
vision for workforce development flows through these
entities and the MCWDB intends to deploy all possible
resources and effort to align Maricopa County’s vision
and strategies to the state’s direction while also making
regional services as directly aligned to the needs of
regional jobseekers and employers.
Within its Vision for the One Stop Delivery System, the Workforce Arizona Council established ideal
characteristics of local boards and delivery systems, and the MCWDB remains committed to aligning its
priorities and strategies to these twelve standards.1
1. Extensive Knowledge of Local Economy: Local Workforce Development Boards and
ARIZONA@WORK Job Centers have extensive knowledge about the local and regional economy
they serve and use labor market, economic, and employer data to inform decision-making about
how to maximize the impact of the public workforce system on the local and regional economy.
2. Business Engagement: Local Workforce Development Board's and ARIZONA@WORK Job Centers
efforts to engage business partners are robust and comprehensive. Business Services

1 https://arizonaatwork.com/sites/default/files/media/SWP%20%232%20Vision%20for%20One-
Stop%20Delivery%20System%20Policy%20Adopted%2002%2016%2017.pdf

representatives in the local areas will possess the knowledge, expertise and capacity to design
and deploy custom workforce solutions for employers.
3. Sector Partnerships: Local Workforce Development Boards and ARIZONA@WORK Job Centers
convene and/or participate in one or more sector partnerships that are rooted in economic and
labor market data analysis and driven by industry.
4. Work-Based Learning Opportunities: Local Workforce Development Boards and
ARIZONA@WORK Job Centers collaborate with employers to increase the availability of work-
based learning opportunities such as on-the-job training, work experiences, pre-apprenticeships,
and Registered Apprenticeship as training paths to employment.
5. Job Seekers Trained for In-Demand Jobs: Local Workforce Development Boards and
ARIZONA@WORK Job Centers focus education and training efforts on equipping job seekers and
workers with skills and credentials directly connected to job placements along career pathways
in high-growth/high-wage industries to the greatest extent possible.
6. Industry-recognized Credentials: Local Workforce Development Boards and ARIZONA@WORK
Job Centers increase the number of participants who attain personal, portable, industry
recognized credentials.
7. Career Pathways: Local Workforce Development Boards and ARIZONA@WORK Job Centers
perpetually work to create new career pathways and promote existing employer-validated
career pathways.
8. Access to Services: Local Workforce Development Boards and ARIZONA@WORK Job Centers
ensure access to skill development and employment services for all job seekers including access
to supportive services and relevant guidance for those with barriers to employment.
9. Actively Engage Veterans and Other Priority and Special Populations: Local Workforce
Development Boards and ARIZONA@WORK Job Centers, working collaboratively with other
community or statewide efforts when available, implement effective strategies to engage
Veterans and other priority and special populations (as defined in WIOA) in workforce
development services.
10. Highly Integrated Service Delivery System: Local Workforce Development Boards and
ARIZONA@WORK Job Centers ensure that service delivery and resources are fully integrated,
coordinated between all job center partners, and centered on meeting the needs of job seekers,
workers, and business customers. An integrated model of service delivery and resources
includes policies that enable partners to share and use captured information across multiple
programs; cross-program staffing and customer flow management that optimizes efficiency and
enhances customer experiences; and a management information system that effectively shares
customer information across programs.
11. Continuous Evaluation and Improvement of Services: Local Workforce Development Boards
and ARIZONA@WORK Job Centers continuously evaluate and improve services and processes to

increase job seeker, worker, and business customer access and satisfaction, and achieve
performance measures.
12. Use Evidence-based, Best and Promising Practices for Service Delivery: Local Workforce
Development Boards and ARIZONA@WORK Job Centers provide comprehensive business and
skill development services using best and promising practices and/or evidence-based practices
when available.
The production of this report involved the work of many stakeholders, including MCWDB staff, Human
Services Department leadership and staff, board members, core partners, service providers, state
resources and other stakeholder. It strives to provide as comprehensive a view as possible of workforce
development activities in the region and to establish a vision for coming years.
The MCWDB recognizes the critical value of the core WIOA partners and expresses appreciation for the
indispensable work they provide to the jobseekers and employers served by the region’s workforce
system. One of the primary changes wrought in the workforce system by the passage of WIOA in 2014
was a deeper alignment of core partners in the system, and the MCWDB remains committed to
continuously improving that alignment and developing new and innovative methods for leveraging the
world-class expertise of its core partners: Arizona Adult Education, the Department of Economic Security
and the Rehabilitative Services Administration.
The MCWDB further recognizes the value of labor market analysis to the delivery of workforce
development services and remains committed to continuous analysis of labor market data related to
understand economic trends that affect jobseekers and
service providers and to strive for nimbleness and agility
as it reacts to these shifting dynamics.
The report includes analysis of the labor market in
Maricopa County in general and the service area of the
MCWDB in particular. It then reiterates goals for the
2020-2023 program years, details strategies, both
continuing and novel, that will better align regional
workforce development services to state objectives and
regional labor market realities. Finally, the report will
detail the county’s commitment to performance and
continuous improvement.
The overarching theme of the report is the continuing
commitment of the MCWDB to service, effective service
to jobseekers that improves the economic well-being of
the families we serve and effective service to employers
that creates pipelines of talent to support the industries
on which the region’s economy depends and through
which higher-quality career opportunities will be
created.
MCWDB Goals
#1: Create a high-quality workforce
development system
#2: Build brand awareness of workforce
development to increase utilization
#3: Reinforce efforts to build a regional
approach to delivery of workforce services
#4: Build a self-sustaining system of
workforce development
#5: Design and utilize performance-based
metrics that ensure capacity management
and improve system outcomes

The Workforce Innovation and Opportunity Act and Local Boards
The Workforce Innovation and Opportunity Act (WIOA) is designed to help job seekers access
employment, education, training, and support services to succeed in the labor market and to match
employers with the skilled workers they need to compete in the global economy. Congress passed the
Act by a wide bipartisan majority in 2014, and it was the first legislative reform of the public workforce
system in 15 years.
WIOA superseded the Workforce Investment Act of 1998 and amended the Adult Education and Family
Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. WIOA brings together, in
strategic coordination, the core programs of Federal investment in skills development:
•
Employment and training services for adults, dislocated workers, and youth; and Wagner-
Peyser employment services administered by the U.S. Department of Labor (DOL) through
formula grants to states; and
•
Adult education and family literacy programs as well as State Vocational Rehabilitation
Services programs that assist eligible individuals with disabilities in obtaining employment;
both core programs are administered by the U.S. Department of Education.
WIOA also authorizes programs for specific vulnerable populations, including the Job Corps, YouthBuild,
Indian and Native Americans, and Migrant and Seasonal Farmworker programs as well as evaluation and
multistate projects administered by DOL. In addition, WIOA authorizes other programs administered by
U.S. Department of Education and the U.S. Department of Health and Human Services.
According to the United States Department of Labor, WIOA effected ten primary reforms.2 The
description of one of the identified reforms was particularly relevant to the establishment of the
MCWDB’s vision for service delivery in the Maricopa County region:
#1: Streamlines and Strengthens the Strategic Roles of Workforce Development
Boards: WIOA makes state and local boards more agile and well-positioned to meet
local and regional employers' workforce needs.
•
State and local boards must coordinate and align workforce programs to provide
coordinated, complementary, and consistent services to job seekers and
employers.
•
Business continues to contribute to strategic development and other activities by
maintaining a leadership role on the boards and forming the majority of
workforce board members.
State and locals boards are more strategic and flexible as board membership is
streamlined.
The other reforms:
2. Requires States to Strategically Align Workforce Development Programs

2 https://www.dol.gov/agencies/eta/wioa/about

3. Promotes Accountability and Transparency
4. Improves Services to Employers and Promotes Work-Based Training
5. Provides Access to High-Quality Training
6. Enhances Workforce Services for the Unemployed and Other Job Seekers
7. Improves Services to Individuals with Disabilities
8. Makes Key Investments in Serving Disconnected Youth and Other Vulnerable Populations
9. Enhances the Job Corps Program

Statement on the Impact of COVID-19
In January 2020, an unseen invader hit the shores of the United States. A novel coronavirus, related to
the common cold and seasonal influenza, but extremely contagious and deadly to at-risk populations,
tore through communities across the country and left trails of devastation, both human and economic.
According to the Arizona Department of Health Services, as of this writing in early October, the number
of COVID-19 cases in Arizona has topped 220,000, with approximately 144,000 of those in Maricopa
County. More than 5,700 deaths in the state in 2020 have been attributed to COVID-19, with 3,450 of
those coming from Maricopa County. At its peak in mid-July, more than 300 people were being
hospitalized due to this illness every day. Altogether, around 12,500 individuals were hospitalized in
Maricopa County, and around 7,700 of them were older than 65 years.
In addition to the human toll wreaked by the virus on health and quality of life, the economic downturn
that threatened to derail the regional economy was unprecedented in its both its precipitous nature and
the depth of its impact. Businesses were ordered to close. Unemployment soared. Uncertainty was the
order of the day. The impact on much of our business community approached catastrophic levels, but
while some businesses did not survive, and others are operating at a fraction of normal capacity, the
resilience and determination of Maricopa County’s employers, workers, jobseekers and service
providers are found everywhere one looks.
A recent analysis of the impact of the pandemic by the Greater Phoenix Chamber Foundation sought to
quantify the impact of the pandemic on the regional labor market. Its three key findings underscore the
challenges of this crisis:
1. The speed at which the pandemic impacted our economy was unprecedented. Businesses and
workers reeled under the dramatic economic downturn, and the long-term effects are yet to be
understood.
2. The number of people who are dropping out of the labor force risks reversing years of hard-
fought gains.
3. The impact of the crisis was uneven, with sectors like Accommodation and Food Services, Retail
Trade and Health Care deeply impacted by the constrictions of the labor market.
The situation had particularly challenging impacts on the delivery of workforce development services.
The system’s leadership is still working to understand the immediate impact on our customers and the
long-term changes in the world of work that are still unfolding. In the short term, it is apparent that an
unusual percentage of our customers are in crisis mode with immediacies that must be addressed
before any intentional career planning or skills development can even be considered. Employers are
struggling to recapture their workforces displaced by business closures and lessened demand for
services.
ARIZONA@WORK: Maricopa County is committed to understanding these impacts and adjusting service
delivery models that maintain its value proposition regardless the evolving nature of the world of work.

Section 1.1 Infrastructure

1.1.1 Description of the ARIZONA@WORK system in Maricopa County
1.1.1.1 Name of the county(ies), city, and/or tribes included in the LWDA.
Maricopa County located in south-central Arizona, spans 9,224 square miles, measuring 132 miles from
east to west and 103 miles from north to south, making it geographically larger than four American
states. The County’s outer geographical boundaries were set in 1881 and have not changed since. Figure
1 outlines Maricopa County boundaries and demonstrates the depth of service area access site
locations. The governor has designated two workforce areas within Maricopa County, one serving the
City of Phoenix and the other the balance of Maricopa County.
Figure 1. Maricopa County Boundary Map

Maricopa County, with 4,485,414 residents, is the most populous county in Arizona and the fourth most
populous county in the nation. Maricopa County makes up 61.6% of the State’s total population:
7,278,717. Further, Maricopa County has the highest population per square mile in the state at 414.9

individuals per square mile with Pima County coming in second with 106.7 individuals per square mile.
Maricopa County added more new residents than any county in the country from 2010-2019, according
to a March 26, 2020 press release from the U.S. Census Bureau.3 The State of Arizona’s Office of
Economic Opportunity projects that the County will continue to grow at an average rate of 1.6% over
the next four years.
Figure 2. Maricopa County Population, Annual Estimated and Projected Growth Rates 2010 – 2030
Shaded area=Projections

-Arizona Office of Economic Opportunity
Maricopa County comprises 24 cities and towns and several unincorporated communities. More than
half (53%) of the land in Maricopa County is owned by the federal government. Private land accounts for
29%, and 13% belongs to the state.
Cities
Avondale
Buckeye
Chandler
El Mirage
Glendale
Goodyear
Litchfield Park
Mesa
Peoria (partly in Yavapai
County)
Phoenix
Scottsdale
Surprise
Tempe
Tolleson

3 https://www.census.gov/newsroom/press-releases/2020/pop-estimates-county-metro.html
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Projection
Rate of Change

Towns
Carefree
Cave Creek
Fountain Hills
Gila Bend
Gilbert
Guadalupe
Paradise Valley
Queen Creek (partly in Pinal
County)
Wickenburg (partly in Yavapai
County)
Youngtown

Census-Designated Places
Aguila
Anthem
Arlington
Citrus Park
Gila Crossing
Kaka
Komatke
Maricopa Colony
Morristown
New River
Rio Verde
San Tan Valley
St. Johns
Sun City
Sun City West
Sun Lakes
Theba
Tonopah
Wintersburg
Wittman

Tribal Areas
•
Fort McDowell Yavapai Nation
•
Gila River Indian Community
•
Salt River Pima–Maricopa Indian Community
•
Tohono O'odham Indian Reservation

1.1.1.2 Name of the entity(ies) designated as the Chief Elected Official(s) (e.g., the name of the
County, the Tribe, or other entity carrying out the functions of the CEO)
Consisting of rural, urban and suburban communities, Maricopa County is a diverse region. Each
community is served by one of five districts, shown in Table 2. The five districts are led by elected
Supervisors, each of whom brings a specialized background and unique expertise to the County, and
together serve as the Board of Supervisors (BOS).

Table 1: Maricopa County Supervisor Districts:
District One
District Two
District Three
District Four
District Five
Chandler
Apache Junction
Paradise Valley
Aguila
Avondale
Gilbert
Carefree
Peoria
Avondale
Buckeye
Mesa
Cave Creek
Phoenix
Buckeye
Gila Bend
Phoenix
Fort McDowell
Yavapai Nation

El Mirage
Gila River Indian
Community
Queen Creek
Fountain Hills

Glendale
Glendale
Scottsdale
Gilbert

Goodyear
Goodyear
Sun Lakes
Mesa

Litchfield Park
Guadalupe
Tempe
Paradise Valley

Peoria
Phoenix

Phoenix

Phoenix
Sentinel

Salt River Pima-
Maricopa Indian
Community

Sun City
Tohono O’ Odham
Nation

Scottsdale

Sun City West
Tolleson

Surprise

Wickenburg

Youngtown

Figure 3: Maricopa County Supervisor Districts

Figure 4: Maricopa County Board of Supervisors

Clint Hickman
(Chairman), District 4
Jack Sellers
(Vice Chairman), District 1
Steve Chucri, District 2
Bill Gates, District 3
Steve Gallardo, District 5
To ensure Maricopa County is a great place for residents to live and work, county government funds
positions to serve the public in 40 departments, including: public health and health care; transportation
infrastructure construction and maintenance; flood control; law enforcement and courts; education;
parks and recreation facilities; libraries; animal control; economic and community development; and
elections. Because of the effectiveness to enhance services for residents and the innovation of the
programs offered by these departments, Maricopa County has received 32 Achievement Awards from
the National Association of Counties (NACo) for 2020.
The region’s diversity also offers myriad attractions for residents and visitors alike. The County offers
lakes, parks, hiking destinations, resorts, historical places, and much more. Maricopa County is home to
professional athletic teams such as the
Arizona Cardinals, Phoenix Suns, Arizona Diamondbacks, Arizona Coyotes, and the Phoenix Mercury. In
addition, there are a variety of sports venues and events that bring millions of visitors to Maricopa
County including: University of Phoenix Stadium which has hosted a number of college championship
football games, and two NFL Super Bowl events; Waste Management’s Phoenix Open annual PGA tour
event; bi-annual NASCAR races at Phoenix International Raceway; performances at Arizona’s Broadway
Theater; and multiple Major League Baseball spring training facilities and games. From the Queen Creek
Olive Mill to the Wildlife World Zoo, there are a number of activities to experience that showcase the
region’s character!

1.1.1.3 The names of the entities (e.g., county/city/tribe/non-profit/for profit) that provide the
following WIOA functions:
1.1.1.3.1 Local fiscal agent (See 20 CFR 679.420 for functions).
As described in WIOA Section 107(d)(12)(B)(i)(III) and as determined by the chief local elected official or
governor under section 107(d)(12)(B)(i), the designee responsible for performing accounting and funds
management of the WIOA grant, at the direction of the Maricopa County Board of Supervisors, is the
Maricopa County Human Services Department, Administration, Policy and Planning Division.

1.1.1.3.2 LWDB Director and other LWDB staff (20 CFR 679.400 for roles).
The Interim Executive Director of the Local Workforce Development Board is Bill Wiley.
Currently, there is one other staff member, Nancy Avina, who provides staffing and
administrative support to the Executive Director and the MCWDB.
1.1.1.3.3 Provider(s) selected by the LWDB
In collaboration with local partners, ARIZONA@WORK: Maricopa County is the workforce network of
business and employment-related service providers for the Maricopa County Local Workforce
Development Area (LWDA). Multiple providers have subcontracts with Maricopa County Human Services
Department to deliver adult and youth services. The Maricopa County LWDA provides services through a
seamless customer-focused service delivery network that enhances access to the programs’ services to
create long-term employment outcomes for individuals receiving assistance.
All service provider agreements are to be in place through June 30, 2023 and subject to decisions at that
time.
Adult Program
Maricopa County Human Services Department, Workforce Development Division provides services to
individuals who are 18 and older and who have been chronically unemployed or underemployed, have
barriers to getting and keeping a job, and need assistance with job search and/or training.
Dislocated Worker Program
Maricopa County Human Services Department, Workforce Development Division provides services to
Services target individuals who have lost jobs due to closure or downsizing through no fault of their
own.
Youth Program (list the entities that provide design framework services and each of the fourteen
elements)
The Maricopa County Human Services Department is the provider of services to youth 14 years to 24
years of age who have barriers to getting and keeping a job and need educational and employment
services. A number of vendors are used to provide services aligned with the fourteen elements, and
their services are detailed in a matrix in Section 1.3.9.
One Stop Operator
MAXIMUS Human Services Inc.
1.1.1.4 Procured contracts or written agreements for subgrants or contractors (20 CFR
679.420(c)(1));
In compliance with WIOA requirements, the MCWDB must determine the selection for the one stop
operator, and adult, dislocated worker, and youth services providers. In partnership with the CEO, the
MCWDB shall maximize performance outcomes by ensuring sufficient number and types of eligible
service providers who are consistent with the criteria established by the Governor and WIOA. All

competitive awards and contracts will be publicly noticed as required by the MCWDB procurement
policies.
The MCWDB has established criteria for selecting eligible providers of services to support workforce in
the local service area of Maricopa County. The Eligible Training Provider List (ETPL) for
ARIZONA@WORK: Maricopa County facilitates the selection of well-qualified providers who serve the
training needs of job seekers in the interest of employers throughout the local workforce development
area.
Governance of the relationships among partners who perform critical roles on behalf of the unified
workforce system serving ARIZONA@WORK: Maricopa County rest with two documents:
•
Memorandum of Understanding (MOU), and
•
Shared Local Governance Agreement.
These documents specify resource sharing agreements, performance expectation, and responsibilities
associated with the performance of tasks and the expenditure of funds according to the Workforce
Innovation and Opportunity Act.
The Eligible Training Providers List anchors and integrates the constellation of community partners that
comprise the regional workforce development system. The strategic endeavors of multiple organizations
represent a fusion of targeted economic development and workforce development to serve employers
and job seekers in the local workforce area.
Current contracts may be found at https://www.maricopa.gov/3916/County-Contracts.

1.1.1.5 Monitoring, audit, and other oversight of the following WIOA functions (See 20 CFR
679.420(c)(2) - (3) and 20 CFR 683.410(a)):
1.1.1.5.1 Fiscal,
1.1.1.5.2 Equal opportunity,
1.1.1.5.3 Programmatic (Title I-B, including eligible training providers)
The State’s Methods of Administration (MOA) includes nine elements that the Board has addressed to
ensure that WIOA Title 1 financially assisted programs, activities, and recipients are complying, and will
continue to comply, with the nondiscrimination and equal opportunity requirements of WIOA and its
associated regulations. The required elements of MOA are:
1. Element 1: Designation of State and Local-level EO Officer (29 CFR 37.54 (d) (1) (ii))
2. Element 2: Notice of Communication (29 CFR 37.54 (d) (1) (iii))
3. Element 3: Review Assurances, Job Training Plan, Contract, & Policies and Procedures (29 CFR
37.54 (d) (l) (i) and (d) (2) (i) (iii) and (iv))
4. Element 4: Universal Access (29 CFR 37.54 (d) (l) (vi))

5. Element 5: Compliance with Section 504 of the Rehabilitation Act of 1973 (as amended) and 29
CFR Part 37 (29 CFR 37.54 (d) (2) (v))
6. Element 6: Data & Information Collection and Maintenance (29 CFR 37.54 (d) (l) (iv) and vi))
7. Element 7: Monitoring Recipients for Compliance (29 CFR 37.54 (d) (2) (ii))
8. Element 8: Complaint Processing Procedures (29 CFR 37.54 (d) (l) (vii))
9. Element 9: Corrective Actions/Sanctions Procedures (29 CFR 37.54 (d) (2) (vii))
To ensure compliance with the 9 required elements of the State Methods of Administration (MOA), the
local board directs County staff and partners to maintain compliance with all regulations.
The Maricopa County Workforce Development Board Executive Director and staff provide monitoring,
audit, and oversight activities for Adult, Dislocated Worker and Youth program services and the One-
Stop Operator.
Additionally, the Arizona Department of Economic Security monitors the Maricopa County Workforce
Innovation and Opportunity Act Adult, Dislocated Worker, and Youth program services, Equal
Opportunity compliance and the Workforce Innovation and Opportunity Act fiscal records on an annual
basis.
Policies to Ensure Compliance
The MCWDB Board follows the Americans with Disabilities Act of 1990 and all requirements imposed by
or pursuant to the implementing regulations. The MCWDB Board works in collaboration with partner
programs to ensure that customers with disabilities receive timely and appropriate services.
The MCWDB Board works closely with its various partners to ensure that services are delivered on a
non-discriminatory basis without regard to race, ethnicity, color, religion, age, gender or any other
protected characteristic.
The MCWDB Board provides information in a language other than English for clients with limited English
proficiency to effectively inform or enable those individuals to participate in core partner programs or
activities. The guidance in serving ELL individuals is pursuant to Title IV of the Civil Rights Act of 1964 and
Section 188 of the WIOA. The MCWDB Board ensures that persons of limited English-speaking abilities
have equal and meaningful access equal to those who are proficient in English. The MCWDB Board and
partner programs must translate written program materials into the language in question and provide
effective interpretation services to clients of the significant ELL group.

1.1.1.2 Overall operations (Administration, fiscal operations, board membership.
The team that makes ARIZONA@WORK: Maricopa County possible includes the staff of the Human
Services Department, the members of the board, the core partners and the Maricopa County Board of
Supervisors. Each plays a critical role in the integrated service delivery system, and the roles are detailed
in section 1.3.
Table 2: MCWDB Membership as of October 2020:
Business
Education and Training
Government, Economic
and Community
Development
Workforce
Neal Dauphin
Elizabeth Cole
Gregg Ghelfi
Shawn Hutchinson
Mark Wagner
Erik Edward Cole
Christopher Tafoya
Dr. Tina Crews
Vaness Andersen

Christine Colon
Stan Chavira
Matthew McGuire

Brent Downs
Loren Granger

Bonnie Schirato

Collin Stewart

Marcia J Veidmark

1.1.1.3 The ARIZONA@WORK partner programs that are included in the ARIZONA@WORK
system in the LWDA (e.g., core, required, and other partners)
Workforce Innovation and Opportunity Act Title IB core programs and Title 1 programs include:
Core and Required Programs
U.S. Department of Labor
•
Title IA Youth Program - Services for youth 14 years to 24 years of age who have barriers to
getting and keeping a job and need educational and employment services. Maricopa County
Human Services Department is the current service provider.
•
Title IB Adult Program - Services target individuals who are 18 and older and who have been
chronically unemployed or underemployed, have barriers to getting and keeping a job, and need
assistance with job search and/or training. Maricopa County Human Services Department is the
current service provider.
•
Title IB Dislocated Worker Program - Services target individuals who have lost jobs due to
closure or downsizing through no fault of their own. Maricopa County Human Services
Department is the current service provider.
•
Adult Education and Family Literacy Act program (authorized under Workforce Innovation and
Opportunity Act Title II) services individuals in need of basic education with low basic skills and
low educational attainment; English language acquisition for eligible learners to achieve
competence in reading, writing, speaking and comprehension of the English language; and math
skills needed to attain a high school credential and transition to post-secondary education and
employment. Arizona Adult Education is the current provider.
•
Wagner-Peyser Act Employment Service program, authorized under the Wagner-Peyser Act (29
U.S.C. 49 et seq.), as amended by Workforce Innovation and Opportunity Act Title III -Services
target individuals who need help with updating or developing a resume and labor exchange
assistance that connects them to employment. Arizona Department of Economic Security
Employment Services is the service provider.
•
The State Vocational Rehabilitation Services program, authorized under Title I of the
Rehabilitation Act of 1973 (29 U.S.C. 720 et seq.) and amended by the Workforce Innovation and
Opportunity Act Title IV, services target individuals with disabilities. Arizona Department of
Economic Security is the provider for Maricopa County.
•
The Senior Community Service Employment Program authorized under Title V of the Older
Americans Act of 1965 - services older adults with employment and training assistance.
•
Trade Adjustment Assistance activities authorized under Chapter 2 of Title II of the Trade Act of
1974 services individuals who are eligible workers who lose their jobs, or whose hours of work
and wages are reduced, because of increased imports or production transfers abroad.

•
Unemployment Compensation programs - Services individuals who are unemployed and eligible
to receive unemployment compensation. Arizona Department of Economic Security is the
provider.
•
Jobs for Veterans State Grant programs authorized under chapter 41 of Title 38, U.S.C. - services
individuals who are veterans with significant barriers to employment to receive tailored
employment and training services.
Career and Technical Education programs at the postsecondary level are authorized under the Carl D.
Perkins Career and Technical Education Act of 2006 (Perkins IV).
US Department of Health and Human Services
Employment and training activities are carried out under the Community Services Block Grant programs
(42 U.S.C. 9901 et seq.).
Temporary Assistance for Needy Families program is authorized under part A of Title IV of the Social
Security Act (42 U.S.C. 601 et seq.) unless exempted by the Governor under 20 CFR 678.405(b), 34 CFR
361.405(b), and 34 CFR 463.405(b).
Figure 5: WIOA Core Programs

1.1.2 Describe regional planning efforts if the LWDB is engaging in regional planning and/or
coordination with other LWDAs (such as for sector strategies, coordination with education providers,
or other service planning activities). (See 20 CFR 679.540). Include a description of any regional service
strategies that include the use of cooperative service delivery agreements including the entities in
which the agreements are with.
While Maricopa County and the City of Phoenix are not formally joined as a Planning Region, efforts to
optimize the regional delivery of workforce development services are longstanding. In 2015 the two
regions entered into an Intergovernmental Service Agreement that called for a Joint Regional Planning
Committee to review and develop policy and procedural improvements.
The vision that emerged from that effort comprised six elements and remains a framework for regional
collaboration today:
1.
Jointly coordinate planning efforts
2.
Target funding
3.
Invest in technological infrastructure
4.
Pursue joint procurement for services
5.
Improve clarity of service delivery communications
6.
Implement standardized staff professional development
Over the past two years, board members representing the two local workforce development boards
have attended meetings reciprocally to explore opportunities of mutual benefit in serving employers
and job seekers. Such issues as data gathering, data integration, and service innovation have been focal
in discussions and presentations shared by both boards.
A current focal example of coordination and collaboration for regional benefit is the Client Referral
System. ARIZONA@WORK City of Phoenix and ARIZONA@WORK: Maricopa County are partnering on
the design and implementation of a client referral system in common. Both local workforce
development areas have drafted approaches to referral. The two local workforce development area
boards recognize the importance of ensuring that job-seeking customers are provided objective
information that informs the choice of training providers that support job seekers’ educational and
career goals.
In addition to the idea-sharing of these two local workforce boards, board and staff members of
ARIZONA@WORK City of Phoenix interact on a regular basis with different board representatives in the
State.
The nature of regional service connection is informal and coordinative, rather than established in a
formal cooperative service delivery agreement.

Section 1.2 Strategic Planning Elements

1.2.1 Economic Analysis
1.2.1.1 Economic conditions, including existing and emerging in‐demand industry sectors and
occupations
1.2.1.1.1 To include explanation of industries and occupations, and full list available as
appendix
Maricopa County continues to diversify, grow and evolve, and exciting changes in the County’s
population are driving exciting changes with its economy. Maricopa County maintains a current
perspective on trends and changes in the region through regular data analysis and direct contact with
multiple stakeholders. The Arizona Office of Economic Opportunity works directly with Maricopa County
to ensure the data on which it relies is comprehensive, relevant and as current as possible. To
adequately evaluate a rapidly changing economic landscape for the next two years, the Arizona Office of
Economic Opportunity has leveraged multiple data series it produces in partnership with the United
States Department of Labor to designate existing and emerging in-demand industries and occupations in
Maricopa County. These designations indicated that certain industries and occupations have favorable
labor market traits including recent and projected growth and high earning potential, and they serve as
strategic targets for the local area’s economic and workforce strategies.
Labor market variables were assigned different weights as part of the formula used by OEO to designate
existing and emerging in-demand industries and occupations. In-demand industries (i.e., sectors and
subsectors) were selected based on their overall performance in these primary labor market indicator
categories:
•
Employment size
•
Historical two-year employment growth
•
Projected two-year employment growth
•
Wages
•
Local competitive advantage
In-Demand Industry Sectors
Table X displays the MCWDB-selected existing and emerging in-demand industry sectors. The results
reflect a wide range of industries in Maricopa County and demonstrate the growth and high demand in
the healthcare, construction, and financial industries in Maricopa County. A complete listing of top-
ranked industries can be found in Appendix X

Table 3. In Demand Industry Sectors
Industry Sectors
Information
Manufacturing
Health care and Social Assistance
Finance and Insurance
Construction
Transportation & Warehousing
Source: Arizona Office of Economic Opportunity Maricopa Workforce Area- In-Demand Existing & Emerging Industry Sectors
In-Demand Occupations
In addition to these industry designations, in 2018, the Office of Economic Opportunity established a
rating system for existing and emerging in-demand occupations based on four primary factors:
•
Employment level
•
Projected employment growth
•
Average wage level
•
Educational requirement
Occupations were compared against those with the same educational requirement and assigned a
“Star” rating from one to five (five being the highest rating). MCWDB staff were provided with the
dataset and identified 129 occupations for the Maricopa County Workforce Area, rated from three to
five stars, within the six target industries.
Occupations are an element that exists entirely separately from industries. While occupations are not
subsets of industries, a comprehensive crosswalk from the United States Department of Labor estimates
the rates at which each occupation is employed by each industry. It is expected that any given
occupation is employed frequently by multiple industries.
Occupations commonly employed in the Health Care and Social Assistance, Finance and Insurance, and
Information industries made up the majority of the table of highest-paying occupations. Several in-
demand occupations are commonly employed in multiple industries. Table X displays the ten highest-
paying, 5-star rated occupations and their associated industries.

Table 4. 5-Star Rated Occupations, Ten Highest Average Annual Wages, Maricopa County Workforce Area:
In-Demand Occupation
Common Industries
Average
Annual Wages
Projected 2-
Year Growth
Physicians and Surgeons, All Other
Health Care and Social Assistance
$237,213
309
Personal Financial Advisors
Finance and Insurance
$102,455
452
Software Developers, Applications
Finance and Insurance
Information
Manufacturing
$97,995
805
Physician Assistants
Health Care and Social Assistance
$96,602
196
Dental Hygienists
Health Care and Social Assistance
$86,778
151
Management Analysts
Finance and Insurance
Information
Manufacturing
$82,976
482
Diagnostic Medical Sonographers
Health Care and Social Assistance
$82,261
107
Financial Analysts
Finance and Insurance
Information
Manufacturing
$78,929
385
Electrical Power-Line Installers & Repairers
Construction
$77,293
82
Registered Nurses
Health Care and Social Assistance
$76,178
2,925

While the Transportation and Warehousing and Construction industries may not appear as frequently
among the higher-paying in-demand occupations, they do account for a significant number of projected
job openings. The growth within the Health Care and Social Assistance industry is evident from this
perspective, as well. Table 3 displays the ten 5-star rated occupations with the highest projected annual
numeric growth.

Table 5. 5-Star Rated Occupations, Ten Largest Projected Growth, Maricopa County Workforce Area:
In-Demand Occupation
Common Industries
Average
Annual
Wages
Projected 2-
Year Growth
Registered Nurses
Health Care and Social Assistance
$76,178
2,925
Personal Care Aides
Health Care and Social Assistance
$23,449
2,655
Laborers and Freight,Stock & Material
Movers, Hand
Manufacturing
Transportation and Warehousing
$80,828
1,679
Construction Laborers
Construction
$34,130
1,260
Home Health Aides
Health Care and Social Assistance
Transportation and Warehousing
$23,836
1,235
Heavy and Tractor-Trailer Truck Drivers
Construction
Manufacturing
Transportation and Warehousing
$45,519
1,211
Medical Secretaries
Health Care and Social Assistance
$36,281
933
Sales Representatives, Services, All
Other
Construction
Finance and Insurance
Health Care and Social Assistance
Information
$52,377
902
Insurance Sales Agents
Finance and Insurance
$67,974
847
Carpenters
Construction
Manufacturing
$44,599
832

One of the Maricopa County Workforce Development Board’s four workgroups, the Quality Workforce
Workgroup was established to further research these occupations and present findings to the full Board
to identify Targeted In-Demand Occupations. The targeted occupations will serve as the basis for WIOA-
funded services such as Occupational Skills Training, Apprenticeships, and On-the-Job Training. The
research included analysis of 2018-2025 projected occupational growth, 2018 employment and wage
estimates, living wage calculations (based on Massachusetts Institute of Technology Living Wage
Calculator), and PY2018 WIOA participant demographics and training outcomes. This research
established the following selection criteria for Maricopa County’s Targeted In-Demand Occupations:
●
Educational Attainment: Bachelor’s Degree or below
●
Living Wages: $11.90 or above
●
Faster Growth Rate: 9.1% or above
●
Projected Annual Openings: 75 or more
●
Overriding Labor Market Conditions
The selection criteria resulted in 83 diverse targeted occupations in the existing and emerging industries.
These in-demand occupations have varying educational requirements, lead to living wages ranging from
$12.78 to $49.54 an hour, and meet the needs of employers in the Maricopa County Workforce Area. A
full list of the 83 Targeted Occupations can be found in Appendix X.

1.2.1.2 Employment needs of businesses in existing and emerging in‐demand industry sectors
and occupations
The skills profiles required by employers in the region are just as dynamic as industry employment
trends. There is consistent annual growth for a number of occupations, in multiple industries – providing
myriad opportunities for a pipeline of workers.
It is the intent of the Maricopa County Workforce Development Board in the program years covered by
this Plan to remain committed to regular, sophisticated analysis of the labor market from as many
perspectives as possible. There is no single view of a reality as complex as the labor market of one of
America’s largest counties, so the board intends to approach the issue of labor market intelligence via as
many different angles as possible.
•
Labor market data
•
Quarterly Census of Employment and Wages
•
Employment Projections
•
Occupational Employment Statistics
•
Local Area Unemployment Statistics
•
Unemployment Insurance Claims Data
•
Job Postings Analysis
•
Industry and Employer Summits and Sector Strategies
Job Postings
An analysis of job postings in Maricopa County for the time period of January 2020 through August 2020
was conducted to identify needs of local businesses, as well as the skills, education and experience
levels most commonly required. The data used in the following analysis was sourced from Economic
Modeling Specialists International (EMSI).
Table 6. Job Posting Information, Maricopa County (Jan - Aug 2020):
Unique Postings
Total Postings
Median Posting Duration
504,726
2,537,706
36 days
During the timeframe, 17 of the 20 companies with the most job postings were within the existing and
emerging in-demand industries. This includes companies that provide staffing services for specific
industries. The job posting data supports the strategic direction of the MCWDB and its partners. Table X
displays the top 20 companies by job postings.

Table 7. Top 20 Employers by Job Postings, Maricopa County (Jan - Aug 2020):
Company
Unique Postings
Industry
Wells Fargo & Company
7,526
Finance and Insurance
Banner Health
4,363
Healthcare and Social Assistance
United Services Automobile Association
3,562
Finance and Insurance
Aerotek, Inc.
3,416
Manufacturing
Robert Half International Inc.
2,956
Finance and Insurance
Dignity Health
2,827
Healthcare and Social Assistance
Honorhealth
2,596
Healthcare and Social Assistance
Soliant Health, Inc
2,547
Healthcare and Social Assistance
International Business Machines Corporation
2,420
Information
Randstad N.V.
2,418
Administrative and Waste Services
CVS Health Corporation
2,361
Healthcare and Social Assistance
Growing People and Companies
2,093
Administrative and Waste Services
Sunbelt Staffing
2,051
Healthcare and Social Assistance
UnitedHealth Group Incorporated
1,925
Healthcare and Social Assistance
Kforce Inc.
1,925
Information
Amazon.com, Inc.
1,871
Transportation and Warehousing
Kelly Services, Inc.
1,820
Administrative and Waste Services
Oracle Corporation
1,750
Information
Honeywell International Inc.
1,728
Manufacturing
Procare Therapy, Inc.
1,551
Healthcare and Social Assistance
The majority (54%) of job postings did not include a requirement for years of work experience. The most
frequently required levels of experience were 0-1 years (19%) and 2-3 years (17%). These figures are
encouraging, as many job seekers utilizing the Maricopa County workforce system may be changing
careers and lack work experience in their careers of choice. It may also be a reflection of the labor
market prior to the COVID-19 pandemic. At a time of low unemployment in Maricopa County, employers
may have relaxed work experience requirements to fill positions.

Table 8. Education Requirements in Job Postings, Maricopa County (Jan - Aug 2020):
Minimum Experience
Unique Postings
% of Total
No experience listed
271,161
54%
0 - 1 Years
95,659
19%
2 - 3 Years
85,684
17%
4 - 6 Years
39,063
8%
7 - 9 Years
7,807
2%
10+ Years
5,352
1%

Section 1.2.2: Workforce Analysis
1.2.2.1 Description of knowledge and skills needed to meet employment needs of the businesses
in Maricopa County, including employment needs in in‐demand industries and sectors
The analysis of job postings data from EMSI provided valuable insight into the knowledge, skills, and
qualifications being sought after by businesses in Maricopa County. The most common educational
attainment requirements were a bachelor’s degree (25%) or a high school diploma/GED (19%).
However, more than half (56%) of postings did not identify a required education level.
Perhaps more informative were the results of research into the most common qualifications listed in
postings. Of the 20 most commonly required qualifications, 16 were postsecondary nondegree
credentials. The qualifications that appeared most frequently on job postings in Maricopa County were
Commercial Driver’s License (13,257 postings), Food Handler’s Card (4,369) and Certified Nurse Assistant
(4,120). Table 3 displays the full list of the 20 most commonly required qualifications. The emphasis on
postsecondary nondegree credentials in these job openings aligns very well with the strategic direction
of the MCWDB.

Table 9. 20 Most Frequent Qualifications, Job Postings, Maricopa County (Jan - Aug 2020):
Qualification
Postings
Commercial Driver's License (CDL)
13,257
Food Handler's Card
4,369
Certified Nursing Assistant
4,120
Master of Business Administration (MBA)
3,960
Licensed Practical Nurse
3,568
Bachelor of Science in Nursing (BSN)
3,519
Certified Pharmacy Technician
2,353
Nurse Practitioner
2,336
Certified Public Accountant
2,190
Certified Information Systems Security Professional
2,127
Project Management Professional Certification
1,899
Associates Degree in Nursing
1,626
Certified Information System Auditor (CISA)
1,513
Automotive Service Excellence (ASE) Certification
1,346
Certified Internal Auditor
1,265
Series 7 General Securities Representative License (Stockbroker)
1,148
Certificate of Clinical Competence in Speech-Language Pathology (CCC-SLP)
1,144
Licensed Vocational Nurses
1,132
Licensed Clinical Social Worker (LCSW)
1,083
Certified Forklift Operator
1,073

A final piece of the job posting analysis identified the types of skills employers are requiring. The
research separated these skills into two categories: hard skills and common skills. Hard skills tend to be
associated with specific occupational knowledge or training. Common skills, sometimes referred to as
soft skills, include interpersonal competencies, character traits, or skills that are not as occupation
specific. While WIOA-funded services tend to emphasize hard skills, such as credential attainment and
on-the-job training, the MCWDB and its partners have also emphasized the importance of common skills
based on feedback from the business community and stakeholders. When compared side-by-side with
hard skills, it is clear that common skills are a high priority for regional employers.
FIGURE 6. Top Common Skills Vs. Top Hard Skills, Job Postings, Maricopa County (Jan - Aug 2020)

A solution that targets priority skills
ARIZONA@WORK Maricopa County was one of the first workforce areas in the state to implement the
Arizona Career Readiness Credential (ACRC) curriculum and assessments at its American Job Centers.
The ACRC was developed at the direction of the Governor’s office as an effort to improve Arizona’s
economy and workforce. The development included extensive research into the needs of Arizona’s
employers and the identification of high-demand skills. The curriculum centers around three
foundational academic skills and four personal/interpersonal skills:
● Applied Mathematics
● Reading for Information
● Workplace Data and Graphics
● Communicating Effectively
● Teamwork and Collaboration
● Professionalism
● Critical Thinking and Problem Solving
The skills being developed and/or validated by ACRC participants align closely with those identified by
this analysis of job postings data.

1.2.2.2 Regional workforce needs including:
This analysis of the regional workforce provides perspective on trends in the Maricopa County
workforce, and specifically the impacts of the COVID-19 pandemic. Labor force, employment and
unemployment data in this section were produced by the Arizona Office of Economic Opportunity, and
the Maricopa County Workforce Development Board is grateful for the consistently excellent work of
the team that has provided these invaluable data consistently and without interruption during the
COVID-19 crisis.

1.2.2.2.1 Current labor force employment and unemployment data
Local Area Unemployment Statistics (LAUS) provide perspective on the participation of the people of
Maricopa County in the region’s workforce. The labor force comprises the employed (those working in
any capacity) and the unemployed (those looking for work). The Labor Force Participation Rate (LFPR)
estimates the percentage of the civilian noninstitutional population that is in the labor force. This
section looks at the most recent complete profile of labor force data (2018) and a number of
observations can be drawn from the data. Maricopa County’s LFPR is higher that the state average
(59.5%) and is the highest among Arizona counties.

All labor force data in the following tables are from the United States Census Bureau, American
Community Survey, 2018 One-year estimates.

Table 10: Labor Force Characteristics, Maricopa
County
Measure
Level
Labor Force Population
2,246,965
Labor Force Participation Rate
64.6%

Table 11: Arizona Counties by Labor Force
Participation Rate
County
Labor Force
Participation Rate
(2018)
Maricopa
64.6%
Coconino
61.6%
Yuma
52.7%
Pinal
49.3%
Pima
49.3%
Cochise
48.9%
Yavapai
47.7%
Mohave
45.3%
Navajo
44.9%
Apache
36.0%
Graham
N/A
Greenlee
N/A
La Paz
N/A
Gila
N/A
Santa Cruz
N/A

Table 12: Labor Force Participation by Race
Race
Labor Force Participation
Rate (2018)
White
63.3%
Black or African American
71.2%
Asian
66.2%
Other
72.3%

Table 13: Labor Force Participation by Age
Age Band
Labor Force Participation
Rate (2018)
16-19
41.1%
20-24
49.9%
25-34
41.8%
35-54
82.4%
55-64
32.9%
65+
13.4%
Unemployment
The COVID-19 pandemic interrupted a period of historically low unemployment in Maricopa County and
across the country. The figures in this section are current as of September 2020, when the Arizona Office
of Economic Opportunity released its August 2020 report. While the long-term impacts of COVID-19 are
still unknown, the MCWDB and its partners remain committed to analyzing the data as it becomes
available and developing strategies in response. Future updates to this plan will include any actions
taken in this respect.
In the immediate aftermath of the economic upheaval caused by COVID-19, the unemployment rate
reached 12.5% in April 2020. State and local governments were forced to implement restrictions on
businesses. As these restrictions were lifted and adjusted throughout the summer and legislation was
passed to support employers, employment levels began to increase again. At the time of this plan’s
publishing, measures are still in place to support businesses in retaining employees. As those measures
expire, MCWDB and its partners will monitor the effects on the labor force.
Figure 7: Unemployment rate, Maricopa County, August, 2010-2020

In Figure x, the data reveal how educational levels impact the unemployment rate. Maricopa County’s
unemployment rate among individuals with less than a High School education remains lower than that
of Arizona and the nation, but the overall correlation between educational attainment and employment
remains apparent.
Note: These figures are derived from the American Community Survey 2019 1-Year Estimates. At the
time of this Plan’s publishing, impacts of the COVID-19 pandemic were not yet available at this level of
analysis. The MCWDB will continue to monitor employment trends among various groups and develop
strategies accordingly.
Figure 8: Unemployment Rates by Educational Attainment, Ages 25-64 (2019)

Source: American Community Survey 1-Year Estimates (2019)

1.2.2.2.2 and information on labor market trends,
Maricopa County as a whole is projected to account for 84.9% of total employment growth in Arizona
from 2018-2028. In this same timeframe, the Maricopa County Workforce Area (excluding the City of
Phoenix) is projected to account for 58.7% of the employment growth (Figure X).
Figure 9: Share of Total Projected Long-Term Employment Growth (2018-2028) By Local Workforce Area

Source: Arizona Office of Economic Opportunity 2018-2028 Industry Projections

Balance of Maricopa
59%
City of Phoenix
26%
Pima
6%
Yavapai
3%
Mohave and La Paz
2%
Coconino County
2%
Pinal
1%
Yuma
1%
Northeastern
0%
Southeastern
0%
Santa Cruz
0%

Table X returns Arizona’s short-term (2019-2021) employment projections by Local Workforce Area.
Among all areas, the Maricopa Workforce Area is projected to increase the most in total employment by
a wide margin (8.3%).
Table 14. Projected Short-Term Employment Growth (2019-2021) By Local Workforce Area:
Area
2019 Estimated
Total Employment
Level
2021 Projected
Total Employment
Level
2-Year
Numeric
Change
2-Year
Percentage
Change
Arizona
3,087,523
3,246,996
159,473
5.2%
Maricopa Workforce Area
1,190,454
1,289,007
98,553
8.3%
City of Phoenix
1,004,167
1,038,262
34,095
3.4%
Pima County
406,294
420,396
14,102
3.5%
Yavapai County
71,958
74,995
3,037
4.2%
Coconino County
71,293
72,518
1225
1.7%
Yuma County
68,868
70,779
1,911
2.8%
Pinal County
68,402
70,704
2302
3.4%
Northeastern Arizona
65,006
65,218
212
0.3%
Mohave and La Paz Counties
62,912
65,396
2,484
3.9%
Southeastern Arizona
62,807
63,954
1,147
1.8%
Santa Cruz County
15,322
15,704
382
2.5%
Source: Arizona Office of Economic Opportunity 2019-2021 Industry Projections

1.2.2.2.3 and the educational and skill levels of the workforce in the region, including
individuals with barriers to employment;
Educational Attainment
Slightly more than 88% of people have at least a high school diploma, and around a third (33.5%) hold at
least a bachelor’s degree. The percentage of the population in Maricopa County with less education
than a high school diploma is roughly equal to the nation as a whole and is slightly lower than the state
average. The percentage of people with some college experience, but no degree, in both Maricopa
County and Arizona is significantly higher than the national rate.
Table 15. Educational Attainment, Population 25 Years and Over
Education Level
Maricopa
County
Arizona
United States
Less than High School
11.8%
12.4%
11.4%
High School Graduate (includes equivalency)
22.3%
23.7%
26.9%
Some College, No Degree
23.6%
25.0%
20.0%
Associate’s Degree
8.8%
8.7%
8.6%
Bachelor’s Degree
21.3%
18.8%
20.3%
Graduate or Professional Degree
12.3%
11.3%
12.8%
Source: American Community Survey 1-Year Estimates (2019)
Low levels of educational attainment have a direct impact on an individual’s capacity for securing and
maintaining high-quality employment and resilience for surviving economic downturns like the one
produced by the COVID-19 crisis. Unemployment rates tend to be higher at any time among populations
with limited educational attainment.
Figure 10. Unemployment Rates by Educational Attainment, Ages 25-64 (2019)

Source: American Community Survey 1-Year Estimates (2019)

Disability
According to the Arizona Office of Economic Opportunity, the labor force participation rate for Maricopa
County residents with a disability is 46.9%. Those living below the poverty line participate at a rate of
48.8%. Women show a rate of 73.0%, compared to an 85.3% rate among men.
Table 16: Disability levels
Disability
United States
Arizona
Maricopa County
Total
41,089,958
12.7%
946,481
13.2%
507,555
11.4%
Vision
7,467,040
2.3%
178,769
2.5%
97,485
0.9%
Hearing
11,495,247
3.6%
288,727
4.0%
49,949
3.3%
Ambulatory
20,843,415
6.9%
471,418
7.0%
246,280
5.9%
Cognitive
15,797,245
5.2%
346,196
5.1%
187,825
4.5%
Self-Care Difficulty
8,004,156
2.6%
161,011
2.4%
88,045
2.1%
Independent Living Difficulty
14,690,563
5.9%
315,400
5.7%
166,215
4.9%
Source: American Community Survey 1-Year Estimates (2019)

Figure 11: Percentage of Population with a Disability

0%
2%
4%
6%
8%
10%
12%
14%
Vision
Hearing
Ambulatory
Cognitive
Self-Care
Difficulty
Independent
Living Difficulty
Total
United States
Arizona
Maricopa County

Poverty
The roles of cause and effect can be debated, but the bottom line is that the people of Maricopa County
who could benefit the most from participation in the labor force do not. The reasons behind this
“disconnected population” has been the subject of significant research by a number of entities, but no
consensus has ever been reached. Less than half of the population with a disability are currently
participating in the labor force.
Table 17: Labor Force Participation by Poverty Status
Status
Labor Force
Participation Rate
At or Above the Poverty Level
83.6%
Below the Poverty Level
48.8%
Source: American Community Survey, 1-Year Estimates (2019)

Section 1.2.3 Workforce development, education and training activities analysis
Arizona’s workforce development system is united under a single, recognizable brand. In February 2016,
the state of Arizona launched ARIZONA@WORK, a statewide rebranding of workforce development and
workforce solutions demonstrating a common identifier and unified inter-agency cohesion of initiatives
to be more accountable to Arizona communities. An effective, efficient and cohesive workforce system
supports a strong regional economy and plays an active role in community and workforce development.
ARIZONA@WORK‘s statewide mission is to provide innovative workforce solutions to employers and job
seekers.
Arizona Governor Doug Ducey has designated that the Maricopa County region be served by two
LWDAs: Maricopa County and the City of Phoenix. ARIZONA@WORK: Maricopa County is led and
directed by the Maricopa County Board of Supervisors (BOS), the County’s Chief Local Elected Official
(CLEO); and, both the Maricopa County LWDA and the BOS are advised by the appointed Local
Workforce Development Board (LWDB).
The Maricopa County Workforce Development Board (MCWDB) is a 19-member board which represents
all facets of the workforce system, including business and industry, youth, community, and government.
Board members are appointed by the CLEO, and provide representation and knowledge of local
cultures, climates, and critical issues, as well as insight for strategic and innovative solutions. To
understand the magnitude of their roles and learn about the workforce system functions firsthand, each
board member participates in a one-on-one orientation session with the Executive Director of the
MCWDB and is provided an opportunity to tour the American Job Center locations.

Section 1.2.3.1 Description of Current Activities
ARIZONA@WORK: Maricopa County provides career services, occupational skills training, adult
education and vocational rehabilitation services to a broad spectrum of Maricopa County residents, with
priority of service being extended to populations identified by the Workforce Innovation and
Opportunity Act, including those who are deficient in basic skills, veterans and the unemployed. The
MCWDB has an established vision, goals, and strategies to ensure integrated performance that is aligned
with federal and State of Arizona goals for the regional workforce. Design and implementation include
the active participation of board members and other subject matter experts representing core and other
partners who meet on a regularly scheduled basis to establish actions, metrics, and timelines.
The MCWDB’s vision is to be
a best-in-class workforce system that connects jobseekers to career opportunities and
employers to skilled talent, stimulating economic prosperity and enhancing quality of life for all.
Its overarching goal is to
align resources regionally across systems and develop innovative initiatives for the benefit of
employers and job seekers in the local area to create an educated and skilled workforce in the
region.
The MCWDB is committed to, and meaningfully involved in, strategic planning. The MCWDB has
established five goals, outlined in Table X. These goals are specifically designed to align with
performance measures to ensure the Maricopa County local area meets and exceeds program year
targets.
Table 18: Maricopa Workforce Development Board Strategic Goals
Goal
Description
1
Create a high-quality workforce development system
2
Build brand awareness of workforce development to increase utilization
3
Reinforce efforts to build a regional approach to delivery of workforce services
4
Build a self-sustaining system of workforce development
5
Design and utilize performance-based metrics that ensure capacity management and improve system
outcomes

To support the design and implementation of these goals, the MCWDB established four Goal
Workgroups composed of members of the MCWDB, subject matter experts representing core partners,
operational leadership and staff, and members of community and business organizations, equipped to

contribute to the design of actions, metrics, and milestones for realizing each of the Board’s strategic
goals. The four workgroups are:
•
Quality Workforce
•
Marketing
•
Regionalism & Sustainability
•
Performance Excellence
The organization and commission of these workgroups was informed by the structure of the Workforce
Arizona Council’s standing committees, and this alignment of the work of the MCWDB to the state’s
committee structure further illustrates the county’s commitment to the implementation of the state’s
vision of a workforce development system that provides opportunity for all
The work of these groups, while uneven at times as a result of changes in county and MCWDB
leadership, remains critical to the success of ARIZONA@WORK: Maricopa County, and they will remain
active during the program years covered by this Plan. It is hoped that the outputs of these workgroups
will lead to a cohesive, high-quality workforce system that engages employers and prepares more
individuals for employment, especially those with barriers. The MCWDB’s overarching aim is to shape
and demonstrate a comprehensive workforce system, as shown in the diagram in Figure 11. and to
emerge as a model for other workforce systems by 2023.

Figure 12. Comprehensive Workforce Development System

ARIZONA@WORK
Maricopa County
Equal Access
Economic
Growth
Opportunity
for All
Quality
Customer
Service
Government
Working at
the Speed of
Business

1.2.3.2 Assessment of strengths and weaknesses with regard to the education and skill needs of
the workforce in general, but also with specific regard to:
Strengths
Maricopa County is the heart of the region’s economic growth and is projected to continue in that role
for years to come. The job growth highlights employers’ increased demand for an appropriately talented
and highly skilled workforce. Maricopa County is home to an array of assets, both within and without
the county, that provide services targeted to the needs of the region’s jobseekers and employers.
•
According to the National Center for Education Statistics, 81 of the state’s 115 public and private
colleges are located in Maricopa County.
•
Maricopa County is home to 58 school districts that serve more than 700,000 Kindergarten
through 12th grade students.
•
Local directories reflect hundreds of private and non-profit training providers, serving Maricopa
County. These providers form the foundation of the Maricopa County Workforce Board’s
capacity to provide training services to jobseekers.
•
There are 71 ARIZONA@WORK service access points in Maricopa County.

Postsecondary Institutions
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 74,878 students (ASU University Office of Institutional Analysis,
Fall 2019), is one of the largest public universities in the nation. ASU is physically accessible with all four
of its college campuses located in Maricopa County. Through both certificate and degree programs, ASU
offers hundreds of accredited industry and globally recognized academic programs.
ASU ranks number one on U.S. News & World Report’s “Most Innovative Schools” in America 2020 list.
ASU is ranked ahead of MIT at number two, Purdue at number five, and Stanford at number six, plus
other notables such 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 $11,338 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). While these costs make ASU a cost-effective option for many students, it is not necessarily
conducive to an unemployed individual or underemployed individual looking to increase their skill level
or earn a degree for career advancement.
Maricopa County Community College District (MCCCD) is one of the nation’s largest community college
systems with ten college locations, two skill centers and numerous education centers; each college is
individually accredited. Overall, MCCCD offers a total of 981 training programs and courses, many in
high-demand occupational areas, and priority industry clusters that align with existing and emerging
demand industry data. For example, MCCCD is the largest provider of health care workers and job
training in Arizona, making the colleges a major resource for business and industry and the place to be
for seeking education and job training. Also, MCCCD’s articulation agreements with public and private
colleges and universities enables a seamless transition to a four-year institution.

In the Spring 2020 Semester, MCCCD reported enrollment of 102,127 students, of whom 37% were
studying with intent to enter a four-year program and 25% were preparing to directly enter the
workforce. During the 2018-2019 academic year, 27,045 awards were issued.
Table 19: Maricopa County Community College District, 2018-2019 Awards
Award Type
Number
Transfer degrees
8,662
Transfer certificates
7,952
Occupational awards
10,431
Total
27,045

The characteristics, interests, and intent of MCCCD’s student population are spread across the spectrum
of higher education and include high school students, re-careering adults, students with a declared
intent to transfer to a university, and those who wish to enter or advance in a specific job market. No
matter a student’s objective, courses are offered in multiple accessible formats, i.e. field based, hybrid,
in person, independent study, Internet, mixed media, print based, private instruction, evening, weekend
and open-entry/open-exit choices.
MCCCD participates in 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 the region’s
high-priority industry sectors.
Partnerships and a New Spirit of Collaboration
In recent years, the Maricopa County Workforce Board has experienced significant flux and changes in
personnel in both the board itself and its administrative leadership. Leadership in the Maricopa County
Board of Supervisors, the workforce board, the Maricopa County Human Services Department and key
partner organizations have breathed into the workforce system a palpable spirit of optimism. A new
chair of the board was seated in 2020, and a new Executive Director is being recruited as of this writing.
The board remains committed to collaborative service models that will improve the experiences of
jobseekers and employers who seek the services of ARIZONA@WORK: Maricopa County. In the years
covered by this Plan, it is the intention of the board to further pursue collaborative efforts with
ARIZONA@WORK: City of Phoenix, the Workforce Arizona Council, the Office of Economic Opportunity,
the Arizona Department of Education, Maximus and other key partners to leverage the values of
partnership and cooperation as we pursue excellence in workforce service.

Weaknesses
According to the Bureau of Labor Statistics, the region’s job growth has been a steady 3.3% since 2012;
however, the labor force has increased by an annual average of only 3.0%.
Pressures on the Community College system
The Maricopa County Community College District caters to both employers and individuals, and is one of
the largest and most respected systems in the country. Some opportunities still exist, however. In terms
of working with the ARIZONA@WORK system, 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 a full spectrum of 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.
An Array of Private Training Providers and Inconsistent Standards
Both jobseekers and employers opting for local training providers versus traditional higher education
have a wide range of groups to choose from. These providers are driven by the demands of the labor
market and offer a diverse and constantly evolving spectrum of training and skills development
programs. Everything from Data Analysis to Microsoft PowerPoint can be found in the offerings of
Maricopa County’s private training providers, and while that breadth is a good thing, it presents some
challenges in ensuring ARIZONA@WORK clients receive a consistent, high-quality experience from every
provider.
Alliance Safety, the Arizona Builder’s Alliance, the Arizona Small Business Association, Ledgerwood
Associates, New Horizons, and several local unions and trade associations offer these specialized
programs in Maricopa County, and these organizations vary widely in fees and requirements, as well as
in the type of credential and certificates offered. In some cases, membership is required for
participation.
Motivating Those Who Need It Most
Maricopa County employers are well positioned to attract talent from educational institutions; however,
the reality is, as also stated by CLASP’s WIOA GAME PLAN for LOW- INCOME PEOPLE, “low-skilled and
low-income workers face more barriers than ever to securing an education and getting a good job”.
Thus, the outreach, data analysis, and services provided by the LWDA and the LWDB are vital.
Operational Capacity
The scale of workforce services needed by the jobseekers and employers in a region as massive as
Maricopa County is always an immense undertaking. The Maricopa County Workforce Development
Board, the Maricopa County Human Services Department, all the system’s core partners and the
providers and programs funded by this program relish the opportunity to provide these services. Under
the strategic direction of the board, the system is committed to continuously evaluating its ability to
deliver the most valuable services to the most people in the most efficient manner possible.

Even with great strides being made, there is always work to be done and ongoing continuous
improvement to consider. During the 2020-2023 period, Maricopa County will build on its progress and
aim to lead the region to:
1) achieve the true spirit of integrated workforce development service delivery and WIOA; and
2) address opportunities identified through an extensive multi-stakeholder needs assessment in early
2021, which will include:
•
accessibility challenges;
•
limited funds;
•
limited access to job seekers with moderate to advanced experience and proficiency in highly
skilled industries;
•
mismatch between skills profiles that are synthesized from labor market data and the priorities
of regional employers;
•
collaboration with the Arizona Department of Education, Adult Education Unit;
•
the need for a formal, systemic workforce system collaboration.

1.2.3.2.1 Individuals with barriers to employment
ARIZONA@WORK: Maricopa County will sustain access to services for eligible individuals, including and
particularly those with barriers to employment. In fact, Maricopa County aims to stand-out by
effectively practicing this through innovative, outside-of-the-box activities, including:
•
Family Centered Coaching:
Family-Centered Coaching is a relationship and strength-based practice designed toward improving
long-term whole-family functioning and its objective is to integrate meaningful relationship-based
services that support transformational whole-family well-being. The Maricopa County Human
Services Department (HSD) is committed to FCC as an effective tool that is central to the delivery of
high-quality support services that foster strong client outcomes. HSD utilizes research-based staff
assessments and coordinated coaching strategies to support the professional development of its
staff. The model builds upon staff's knowledge, experience, and competencies to improve client-
based relationships and outcomes. HSD established a comprehensive implementation model to
provide staff with shared vision to successfully execute their job duties. The implementation model
is designed to provide staff with multiple levels of support and to help them attain successful
performance. The model includes assessments, professional development in an array of topics such
as; Trauma Informed Care, Coaching, Executive Function, Behavioral Economics and Internal Bias, as
well as support in the form of labs, webinars and coaching clubs.
•
Maryvale Initiative:
The Maryvale Workforce Initiative is a collaborative started at the State of Arizona and includes the
Arizona Office of Economic Opportunity, ARIZONA@WORK Maricopa County, ARIZONA@WORK City
of Phoenix, Goodwill of Central and Northern Arizona, Chicanos por la Causa, and the Center for the
Future of Arizona/Retail Works Program. The project focuses on addressing the needs of the high
poverty area in the Maryvale Neighborhood in Southwest Phoenix, roughly bordered by 35th Ave in
the East, 75th Ave in the West, Camelback Rd in the North, and McDowell Rd in the South.
ARIZONA@WORK: Maricopa County helps support the initiative by coordinating client services and
employer connectivity to enhance the workforce efforts of this area. In June, the Office of Economic
Opportunity, in partnership with Arizona State University Watts, convened a workforce partners
meeting to discuss data collection to support a “Smarter Community Grants” application from the
National Science Foundation. ARIZONA@WORK Maricopa County participated in the meeting to
support and provide input and has not yet been tasked with a follow-up assignment.
•
Smart Justice:
Smart Justice is a Maricopa County initiative developed from the Board of Supervisors interest in
reducing recidivism in Maricopa County. The Human Services Department established the Smart
Justice team to address the employment needs of individuals who are on probation or are involved
the County’s justice system. The Smart Justice (SJ) Employment Team, through evidence-based case
management practices, promotes pro-social roles within the workplace, families, and communities.
The SJ Employment Team guides and provides supportive services to returning citizens as they
transition into the workforce. For the duration of program participation, the SJ Employment Team
works towards accountability and self-empowerment to help the reentrants navigate the seemingly

insurmountable pressures of rebuilding their lives and reentering the community as law abiding
citizens. The Smart Justice Program provides educational and vocational assistance to justice
involved participants from both East and West Valley Career Centers. Services offered include career
exploration, resume assistance, computer access, job leads, interview techniques and occupational
skills training. Participants may enroll in services through self-engagement or a referral from
Maricopa County Adult Probation offices. Eligible participants must be 18 years of age, meet military
selective service registration requirements and have a medium to high risk classification through
assessment.
▪
Clean Start 2.0 (Food Factory) - In January of 2019 the Smart Justice Employment Team,
Maricopa County Sheriff’s Office, Adult Probation Services and community providers
launched Clean Start 2.0. Clean Start 2.0 prepares participants for employment, while
incarcerated in the Maricopa County Jail system. During their time in custody, clients
begin learning skills in the jail’s 3-week food service program through Community
Kitchen. For successful participants, the training and experience continue with an
additional 9 weeks upon release. Post program completion, participants are placed with
employers around Maricopa County for full time employment.
▪
Work Experience (WEX) (Community Kitchen) – Participants gain skills related to food
preparation while providing a product to serve the homeless population. Upon
completion of this work experience, participants receive their food handler’s card, which
in turn provides employment opportunities in the food industry.
▪
Occupational Skills Training (OST)- During the 4th quarter of 2019, ARIZONA@WORK
Maricopa County obligated $66,715 in approved funding for 17 participants to begin
training programs in efforts to re-engage in long-term employment in the transportation
industry. 11 successfully obtained a commercial driver’s license, and 5 have either had
training extended or were unsuccessful.
•
SWIFI:
SWFI is a collaborative partnership between the City of Phoenix and Maricopa County. The City of
Phoenix was awarded a grant funded by the Department of Labor to deliver workforce and support
services to 600 parents living in Maricopa County. Through an interdisciplinary team that includes:
ARIZONA@WORK American Job Centers City of Phoenix and Maricopa County; City of Phoenix
Human Services Department; Maricopa County Human Services Department (Head Start); Maricopa
County Community College District, Arizona Department of Economic Security Child Care
Administration; MAXIMUS Human Services and the Association for Supportive Child Care. The
project recruits, trains and assists low income parents with dependent children who qualify for Head
Start, TANF and/or WIOA programs in securing and retaining employment in targeted middle to high
skilled H-1B occupations, specifically in Healthcare, Information Technology and Business. During
the 4th quarter, Maricopa County co-enrolled 2 participants in the SWFI program. Both participants
were approved for occupational skills training in healthcare sector. One was for Certified Nursing
Assistant and the other was enrolled in a Medical Assisting program. Maricopa County obligated
$6,120.00 for the approved Occupational Skills Training. During this quarter, COVID-19 continued to
have an impact on center traffic and community training programs. During this quarter training

providers and Maricopa County evolved to find creative ways to deliver services virtually to
participants.
Over the years covered by this Plan, ARIZONA@WORK: Maricopa County intends to evaluate and build
on the successful aspects of these programs. Additionally, the County and the core partners will look at
other means to serve the local area’s most vulnerable workers, those with barriers to employment.
ARIZONA@WORK: Maricopa County and core partners will track clients served by subpopulations so the
MCWDB can report specific breakdowns on the individuals served.

1.2.3.2.2 Employment needs of businesses
ARIZONA@WORK: Maricopa County’s Business Services Team is constantly in contact with local
businesses in an effort to be the linchpin for connecting employers with qualified employee candidates.
The Team maintains a high level of understanding of the local area’s recruiting trends and economy, as
well as those of surrounding regions. Contact with local businesses is made via phone calls, site visits,
social media, and other targeted events.
The Business Services Team is driven by building solid relationships with local employers. As a result, the
workforce system reflects the needs of the area’s businesses, and will continue to benefit from efforts of
the Business Services Team such as:
•
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.

Section 1.2.4 Vision to support growth and economic self‐sufficiency
In 2018, the MCWDB engaged in an extensive exercise to establish a vision for the ARIZONA@WORK:
Maricopa County system. Interviews were conducted with stakeholders, both internal and external, to
gain as broad a perspective as possible. Participants included:
•
Maricopa County Chief Elected Officials
•
Maricopa County Workforce Development Board members
•
Staff to the Workforce Board
•
Fiscal and Administrative Entity
•
Career Services Provider
•
Other stakeholders, including representatives of the Workforce Arizona Council, the City of
Phoenix Workforce Development Board and the One Stop Operator
An aspirational vision was approved to serve as the NorthStar for the delivery of workforce development
services in Maricopa County:
We are a best-in-class workforce system that connects jobseekers to
career opportunities and employers to skilled talent, stimulating
economic prosperity and enhancing the quality of life for all.
Four values support that vision:
•
Customer-Centric Service
•
Public Trust and Accountability
•
Data-Driven and Performance-Based
•
Responsive to a Changing Environment
Five goals were established to map a path to the board’s vision, using the established values as
parameters, and multiple strategies were identified to support each strategy:

Table 20: Goals and Strategies
Goal
Strategies
Create a high-quality workforce
development system
Identify programs in the areas of apprenticeships, trades and industry
certifications
Maintain a holistic approach featuring connection among multiple
providers, ensuring seamless delivery
Increase engagement with businesses for capabilities and skills needed by
employers
Increase digital access to information
Build brand awareness of workforce
development to increase utilization
Identify the industry sectors that make sense for Maricopa County
Identify employers in these sectors
Convene employers and educational providers
Learn gaps and identify the skills necessary to fill them
Employ human-centered design approaches to answer the question
“What’s In It For Me?” for employers
Target an 80% net promoter score
Ensure that jobseekers know what the workforce development system
does and does not provide
Employ human-centered design approaches to answer the question
“What’s In It For Me?” for jobseekers
Identify what related stakeholder resources are available to jobseekers
Identify training pertinent to skills and aptitude to serve jobseekers
Specify where there are jobs needing to be filled
Determine how the average jobseeker finds out about ARIZONA@WORK
Establish how ARIZONA@WORK connects with jobseekers who are not
finding us
Reinforce efforts to build a regional
approach to delivery of workforce
services
Assess opportunities for a regional approach to delivery of workforce
development services
Explore best and promising practices for regional delivery of workforce
development services
Develop a business case for regional delivery of workforce development
services
Develop a roadmap for regional delivery of workforce development
services

Goals
Strategies
Build a self-sustaining system of
workforce development
Complete a landscape analysis of all available funding opportunities in
alignment with workforce objectives
Benchmark best-in-class workforce systems obtaining desired funding
Design a system to maximize alternative funding capture
Drive private sector money to this system
Seek private foundation money
Partner with private companies and industry associations in seeking
funding sources for their needs
Design and utilize performance-
based metrics that ensure capacity
management and improve system
outcomes
Map the customer experience
Utilize value-stream mapping
Perform a gap analysis
Establish capacity building
Increase funding for in-demand occupations
Increase the availability and utilization of industry certifications and
apprenticeships
Establish and utilize outcome-based performance metrics
Commit to continuous process improvement

Section 1.2.5 Workforce development capacity
ARIZONA@WORK: Maricopa County and ARIZONA@WORK City of Phoenix both service the region. The
City of Phoenix service area is in the center of Maricopa County; the County is responsible 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, service delivery locations have been established to provide job seekers (both
adults and youth), as well as employers, access to workforce programs and services; each location
provides a different level of services based on the type of site established. Four comprehensive
American Job Centers (two operated by Maricopa County and two by the City of Phoenix) where all basic
services from each of the WIOA core partner programs are available as well as access to the staff of
these programs through co-location.
•
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.
To achieve a high performing, integrated workforce system in Maricopa County, an expansive
framework is required. This framework defines the unique role of each system contributor and
acknowledges how the power of partnerships expands skills attainment and economic opportunity for
the constituents of Maricopa County. The MCWDB and the Maricopa County Chief Elected Officials
remain committed to supporting partnerships that integrate WIOA Title I, II, III, and IV programs, along
with other key components, to create a top-producing talent source that employers value.
Figure 13: ARIZONA@WORK Authority

ARIZONA@WORK: Maricopa County, in collaboration with local community-based organizations, makes
up the current workforce network of business and employment-related service providers for the
Maricopa County Local Workforce Development Area. The system is responsible for providing services
to 2.8 million residents within the 8,707 square mile area. The City of Phoenix, which jointly serves
Maricopa County, serves nearly 1.5 million people within its 517 square mile boundary.
In addition to the ARIZONA@WORK: Maricopa County assets detailed below, residents of Maricopa
County may also receive service from the City of Phoenix locations.

Assets that are counted in the capacity of the ARIZONA@WORK: Maricopa County system are detailed
below.

American Job Centers (2) provide all basic services from each of the WIOA core partner programs,
including access to each program’s respective staff.

East Valley Career Center
735 N. Gilbert Rd., Ste 134,
Gilbert, AZ 85234
West Valley Career Center (Glendale)
4425 W. Olive Ave., Ste 109/ 200
Phoenix, AZ 85302

Youth Centers (3) provide Title 1-A services for youth 14-24 years old.
Mesa Library
64 E 1st St.
Mesa, AZ 85201
Tempe Escalante Center
2150 E Orange St.
Tempe, AZ 85281
Peoria Community Center
8335 West Jefferson St.
Peoria, AZ 85346

Workforce Partnership Centers

Surprise Resource Center
12425 W. Bell Rd, Ste 124
Surprise, AZ 85378
Tempe Community Action Agency
2146 E. Apache Blvd.
Tempe, AZ 85281
Tempe Library
3500 S Rural Rd, Ste 202
Tempe, AZ 85281
Vista Del Camino Community Center
7700 E. Roosevelt St.
Scottsdale, AZ 85257
Wickenburg Career Office
164 East Apache St.
Wickenburg, AZ 85390
VOCATIONAL REHABILITATION (11) provides services for jobseekers with disabilities.

Admin Office
3221 N. 16th St., Ste 200
Phoenix, AZ 85016-7159

North 16th Street
3221 N. 16th Str, Ste 200
Phoenix, AZ 85016

Mesa
120 W. 1st Avenue
Mesa, AZ 85210

Van Buren
3425 E. Van Buren St., Ste 102
Phoenix, AZ 85008

Surprise
11526 W. Bell Rd
Surprise, AZ 85374-9801

Chandler Gilbert - Chandler Tempe
125 E. Elliot Rd
Chandler, AZ 85225

95th Avenue
1850 N. 95th Ave, Suite 192
Phoenix, AZ 85029

Washington Street
5328 E. Washington St., Bldg. C
Phoenix, AZ 85034
Scottsdale
8930 E. Raintree Dr, Ste 300
Scottsdale, AZ 85260

7th Street
2455 S.7th St.
Phoenix, AZ 85034

19th Avenue
11420 N 19th Ave
Phoenix, AZ 85029
ADULT EDUCATION (8) provides education services to adults, including high school equivalency classes
and assessments.

Friendly House Inc.
Phoenix, Glendale

Gilbert Adult Learning Center
Mesa

Frank X. Gordon Adult Education
Glendale, Phoenix, Mesa

Mesa Public Schools Adult Education
Mesa

Queen Creek Unified School District Adult
Education
Queen Creek

Rio Salado College Bridge Pathway
Tempe, Avondale, Phoenix, Surprise

East Valley Institute of Technology
Mesa

Arizona Center for Youth Resources
Phoenix
Another strategy Maricopa County has deployed and looks to expand are Access Point sites. Additional
partnerships with faith- and community-based organizations will continue to 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. As seen in the table below, these Access Points are strategically positioned in
communities across the Valley.
Access Point staff and volunteers will be trained to provide a consistent system of tiered service
delivery. These tiers range from basic information and material to occasional assistance with job
searches to full-service operations like 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. Title IB staff will hold

regular meetings with Access Point partners to promote consistency, provide partners with additional
workforce service delivery training, and share best practices.
ACCESS POINTS (38) provide access to the workforce development system via computer and direct
referrals, in partnership with community and faith-based organizations.

AVONDALE
Avondale Civic Center Library
11350 Civic Center Dr
Avondale, AZ 85323

BUCKEYE
Buckeye Library-Coyote Branch
21699 W Yuma Rd. Ste 116
Buckeye, AZ 85326

CHANDLER
AZCEND
345 S California St.
Chandler, AZ 85225

EL MIRAGE
El Mirage Library
14011 N. 1st Ave.
El Mirage, AZ 85335

GLENDALE
Glendale Community College Career Center
6000 W. Olive Avenue
Glendale, AZ 85302

GOODYEAR
Goodyear Library
14455 W. Van Buren St, C-101
Goodyear, AZ 85338

GUADALUPE
Guadalupe Library
9241 S. Avenida del Yaqui
Guadalupe, AZ 85283
MESA
MesaCAN (A New Leaf)
635 E. Broadway Road
Mesa, AZ 85204

PEORIA
City of Peoria Community Center
8335 W Jefferson St.
Peoria, AZ 85204

PHOENIX
DK Advocates
23335 N. 18th Dr, Ste B-124
Phoenix, AZ 85027

Paradise Valley Community College (Career Center)
18401 N. 32nd Street
Phoenix, AZ 85032

St Joseph the Worker
1125 W. Jackson St.
Phoenix, AZ 85007

TOLLESON
City of Tolleson Library
9555 W. Van Buren
Tolleson, AZ 85353
1.2.5.1 Assessment of workforce development capacity
The Maricopa County Workforce Development Board finds the capacity of the system to be sufficient for
delivery of WIOA services. Jobseekers physically access the system via the American Job Centers, the
Youth facilities, the Affiliate Sites and the Access Points. However, digital access to these services is

growing in importance, especially in light of the COVID-19 pandemic. As the crisis arose, partners moved
much of the system’s operations to virtual environments. It is assumed that live, personal interactions
will be generally allowed again soon; however, trends now indicate that many people, especially the
medically fragile may never return to the norm of physically entering buildings when it is not necessary.
As more of the individuals we seek to serve turn to safer and more accessible digital environments, it
will be incumbent on workforce leadership to expand our capacity in those areas.

1.2.5.2 Description of the strategy to work with the entities that carry out the core programs and
required ARIZONA@WORK partners to align resources available to achieve the strategic vision
and goals
Integrated Service Delivery Model
ARIZONA@WORK: Maricopa County is proactively implementing strategies toward a delivery model that
more closely resonates with WIOA’s Hallmarks of Excellence in that workforce services are directly
aligned with the needs of the local area’s businesses and workers. These changes include implementing
the priority of services criteria and eligibility standards governed by WIOA, as well as the Integrated
Service Delivery (ISD) model.
Having long ago rejected its siloed approach to service delivery, ARIZONA@WORK: Maricopa County
remains committed to the idea of a more effective, more efficient, more collaborative approach that
results in a seamless customer experience. Rather than navigating separate teams defined by their
separate funding sources, customers now move seamlessly from one team to another.
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 provides 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.
The transition to an ISD model was not simple. Its value proposition, however, has validated its
selection. Customers have a less confusing, more effective experience, and the Maricopa County
Workforce Development Board remains committed to this Integrated Service Delivery model and
commits during these program years to evaluating current results and identifying options for more
deeply integrating this framework into the daily work of the workforce development system.

Figure 14: Core Partners Roles

Regional Alignment of Core Services
One of the fundamental changes wrought by the Workforce Innovation and Opportunity Act is the
requirement to integrate core programs to provide comprehensive and efficient services more
efficiently to more participants. The ISD model used by ARIZONA@WORK: Maricopa County braids and
aligns the local resources of participating partners to seamlessly address the training and employment
needs of system customers, job seekers and businesses.
Within the framework of the ISD system, alignment of services is an essential and ongoing process.
Regular analysis, evaluation and realignment of the services reduces duplicative and administrative
activities in favor of a customer experience and allows partners to use their resources for value-added
services to ensure job seekers have the skills to access good jobs and advance in their careers.
ARIZONA@WORK: Maricopa County will continue its commitment to this transformation during the
2020-2023 period, with the following core partners and services:
1.
Adult, dislocated worker and youth programs (WIOA Title I) managed and delivered by
ARIZONA@WORK: Maricopa County.
A. The Adult Program provides workforce services that increase the employment, retention,
earnings, and attainment of recognized post-secondary credentials for adults 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.
B. The Dislocated Worker (DW) Program provides services to individuals who have been
terminated, laid off, or have received notice of termination or layoff, from employment,
generally, due to employer downsizing or plant closures. Self- employed individuals who are
unemployed due to economic conditions as well as displaced homemakers may also receive DW
program services.
C. The Rapid Response (Rr) Program is the cooperative effort of ARIZONA@WORK Maricopa
County staff, and other partner programs. RR provides assistance and services to workers
affected by layoffs, plant closures, or natural or other disasters resulting in a mass job
dislocation. The intent of RR activities is to aid affected workers and help them transition to a
new employment opportunity as quickly as possible.
D. The Youth Program provides a comprehensive array of services (i.e. occupational skills training,
work experiences, basic academic skills education, adult mentoring, etc.). The goal is for youth
program participants to obtain a job in a career pathway, enroll in post-secondary education, or
register in an apprenticeship prior to the end of their participation in the program. Youth
programs offer services to in-school and out-of-school youth, now expanded to ages 14-24.
E. the highest of either: 1) 80% of their wages at date of dislocation; or 2) The individual’s earned
wages are at or below the LWDA’s established self-sufficiency threshold.
2. Wagner-Peyser job search and placement services (WIOA Title III) administered by the Arizona
Department of Economic Security (DES) brings together individuals seeking employment with employers
seeking workers;
3. Adult education and family literacy programs (WIOA Title II) administered by Arizona
Department of Education (ADE) offer adult education and skills development programs that accelerate
achievement of diplomas and credentials among workers;
4. Vocational Rehabilitation (WIOA Title IV) administered by the Rehabilitation Services
Administration (RSA), which is part of DES, enables eligible individuals with disabilities to achieve an
employment outcome consistent with their strengths, priorities, needs, abilities and capabilities.; and
In addition to providing career and training services to individuals who are unemployed, the Adult and
DW programs offer career and training services to job seekers who are underemployed. As defined in
Section 1.3.15, an individual is considered underemployed if they are employed either full or part-time,
and their current annualized wage rate does not exceed
The MCWDB will implement Workforce policy and investment directed at the state level by DES and will
work to actively engage partners required to provide access through the comprehensive American Job
Center locations, including Job Corps, YouthBuild, Career and Technical Education (CTE) programs,
Veterans Employment and Training Services, and Unemployment Insurance services.

Together, core partners will share knowledge across programs and work to eliminate confusion
regarding missions, services or methods of service delivery, whether they are co-located or not co-
located. Roles will be clearly defined so that partners will not need to be co-located in the American Job
Center buildings to be an effective part of the integrated system or flow of service delivery. Specific
expectations (i.e. number of new business relationships per week, number of participants placed in
employment per week, etc.) will also be clearly defined and be designated and documented in a partner
MOU, for each functional team to contribute towards common performance measures.
One of the most critical components of the Integrated Service Delivery model which forms the
framework of the ARIZONA@WORK: Maricopa County delivery system is the One Stop Operator.
MCWDB’s OSO, Maximus is tasked with seven key performance areas in Program Year 2020-2021:
1. Facilitating Integrated Service Delivery (ISD)
2. Act as a liaison between MCWDB and service providers and partners
3. Delivery of ongoing training and technical assistance
4. Development of standard operation procedures
5. Innovative technologies
6. Ensure target level of effort needed to match jobseekers with employer need
7. OSO reporting requirements

Section 1.2.6 Statewide strategy assurances
The Maricopa County Workforce Development Board will support statewide workforce strategies
identified in the state workforce plan and will actively work to implement the vision and strategic
recommendations of the Workforce Arizona Council. The MCWDB will also participate in the fullest
extent practical in statewide workgroups and initiatives intended to improve workforce services across
the state.

Section 1.2.7 Statewide strategy support
The Governor’s vision for Arizona is “to build a pro-growth economy that provides opportunity for all and
creates prosperous communities.”
Arizona’s state workforce board, the Workforce Arizona Council, has established 10 statewide strategies
for these program years, and the Maricopa County Workforce Development Board commits to
supporting them all and aligning local strategies with the state framework. As identified in the Arizona
State Plan, the state’s four goals are:
1. Promote a strong Arizona economy
Build Arizona’s capacity to attract, retain and grow thriving businesses
2. Serve business needs
Serve Arizona job creators by understanding, anticipating and helping them meet workforce
needs, including meeting the skilled workforce needs of employers
3. Prepare jobseekers
Prepare and match job seekers to a job creator for a successful career that provides amply
(preparing an educated and skilled workforce, including youth and individuals with barriers to
employment and other populations)
4. Protect taxpayers by providing efficient, accountable government service
Accelerate measurable impact and performance for less cost
ARIZONA@WORK developed strategies based on the goals and strengths and weaknesses identified by a
cross-functional team, including representatives from the Workforce Arizona Council, core programs,
and the LWDBs. Arizona’s goals are interdependent, with many strategies affecting more than one goal
to create and promote a holistic system to benefit ARIZONA@WORK customers.
The ten strategies are:
1. Promote industry sector partnerships/projects
2. Develop and implement a communication and outreach plan to promote awareness and
utilization of the ARIZONA@WORK system
3. Increase and improve coordination between workforce, education, and economic development
efforts at the state and local level
4. Ensure training provided to job seekers and workers has a focus on transferable skills
5. Create a comprehensive business engagement plan to support consistency and availability of
services
6. Implement framework for supporting a statewide model for career pathways based on the
identified In-Demand industries and occupations, connecting the education and incorporating
appropriate flexibility for regional variation

7. Improve processes for co-enrollment across partners to share costs and case management to
better serve customers
8. Enhance initiatives supporting populations with barriers to employment to ensure customers
are receiving needed services efficiently including populations identified in section (a)
9. Create a consistent system for continuous improvement
10. Identify data system solutions to enhance the interoperability and quality of data for use across
ARIZONA@WORK programs

1.2.7.1 Description of plan to implement the state strategies over the next four years including:
1.2.7.1.1 Entities the board will work with to implement the state strategies
Maricopa County does not have a dedicated economic development department. ARIZONA@WORK:
Maricopa County, however, is home to the Business Retention Services Team, which supports business
growth, attraction and retention efforts by providing workforce development services to businesses and
potential businesses in the area. Partnerships with regional economic development agencies are vital for
a comprehensive workforce system. ARIZONA@WORK: Maricopa County has shared data and trends,
participated in events, and been connected with businesses via these local partners.
To become more active in economic development activities, the MCWDB intends to explore options for
deepening the partnership between ARIZONA@WORK: Maricopa County and the Arizona Commerce
Authority (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.
While partnering with and exploring options for deepening ties with the Arizona Commerce Authority,
the MCWDB also intends to develop and strengthen partnerships with other economic development
entities, including the economic development departments of the county’s 23 municipalities. In
particular, ARIZONA@WORK: Maricopa County has the potential to bring value on business attraction
projects. These prospective employers often explore multiple locations before deciding on homes for
their relocation and expansion projects. Often the single most critical factor in the decision-making
process for these employers is the quality and availability of the workforce available at a certain
location. ARIZONA@WORK intends to provide data analysis, demographic information and custom
proposal support in any way possible to regional economic development entities in efforts to broaden
and deepen the regional economic base.
The Arizona Office of Economic Opportunity was created in 2016 to serve as Arizona’s hub for labor
market information and workforce policy. In addition to being home to the state’s labor market
information office (in partnership with the United States Department of Labor) and the state
demographer’s office (in partnership with the United States Census Bureau), OEO also staffs the state

workforce board, the Workforce Arizona Council. OEO is housed at the Arizona Commerce Authority,
where its perspectives on Arizona’s economy and labor market contribute to the data-driven economic
development strategies that have made Arizona’s economy the envy of the country. MCWDB intends
1) to pursue opportunities for collaboration with the OEO on the development and
implementation of data-driven statewide workforce development and economic development
initiatives
2) to increase its capacity for contributing to economic development projects via professional
development for the business retention services team.
Other economic development entities with which the MCWDB intends to partner include:
Economic Development
•
Arizona Association for Economic Developers
•
East Valley Partnership
•
Arizona Public Service and Salt River Project Economic Development Teams
•
Greater Phoenix Economic Council
•
Westmarc
•
Economic Development entities within the county’s 23 municipalities
Business Intermediaries
•
Phoenix Chamber
•
Arizona Nurses Association
•
Valley Young Professional Group
•
Valley Partnership (coalition of construction and site developers)
Workforce Development
•
Arizona State Board
•
Phoenix Business and Workforce Board
Education
•
Maricopa County Community College District Economic Development/Workforce
Development Team

Section 1.3 System Coordination
1.3.1 Description of how WDB will work with the entities carrying out the core programs in order
to:
The Workforce Innovation and Opportunity Act (WIOA) fundamentally altered the concept of workforce
development in many ways. In particular WIOA sought to better align the core partners in the system to
improve the quality of services, optimize efficiency, and limit duplication of services. ARIZONA@WORK:
Maricopa County remains committed to these concepts and intends to continuously pursue
opportunities to make the relationships between the core partners more equitable, more effective and
more efficient. To this end, the core partners will implement the following strategies during 2020-2023:
ARIZONA@WORK: Maricopa County has organized its intentions to improve the manner in which it
works with the program’s core partners:
•
Establish working groups consisting of ARIZONA@WORK: Maricopa County resources and
representatives from each of the core partners to explore opportunities for improved
collaboration.
•
Deploy new and/or improved technological solutions that enable ARIZONA@WORK: Maricopa
County to manage cases and record activities.
•
Commit to tracking and evaluating services in a consistent and valuable format that provides
perspective on the activities of the core partners, including effectiveness of services provided to
specific subpopulations.

1.3.1.1 Expand access to employment, training, education, and supportive services for eligible
individuals, particularly eligible individuals with barriers to employment
The “I” in WIOA stands for Innovation. Both the letter and the spirit of WIOA charge the workforce
system to break down barriers and expand access to programs and services. ARIZONA@WORK:
Maricopa County is well-positioned to expand access to services for eligible individuals, particularly
those with barriers to employment, in the coming years. In fact, Maricopa County aims to stand-out by
effectively practicing this through a number of innovative strategies:

Shared satellite sites with Workforce Development Coordinators
ARIZONA@WORK: Maricopa County has implemented, and intends to expand, an innovative model of
satellite locations shared with the municipalities across the Maricopa County service area. In these
partnerships, the cost of operations and of a shared Workforce Development Coordinator (WDC) are
shared between ARIZONA@WORK: Maricopa County and the cities and towns in which the satellite
locations are located. This effort puts workforce resources closer to the communities they are trying to
serve and allows for the integration of “extreme local flair.”

•
Wickenburg focuses on business engagement.
•
Surprise is located in the local Community Action Program (CAP) office and focuses on program
referrals that result in a full spectrum of services. The location also leveraged funds from a
Community Development Block Grant (CDBG).
•
Scottsdale is also located in the local CAP office.
•
Tempe focuses on the connection to early education and is located in the local library.
As of this writing, discussions are underway for additional satellite locations in Tolleson and Gilbert.

Smart Justice
Smart Justice (SJ) is a Maricopa County initiative developed from the Board of Supervisors’ interest in
reducing recidivism in Maricopa County. The Human Services Department established the Smart Justice
team to address the employment needs of individuals who are on probation or are involved the
County’s justice system.
The Smart Justice Employment Team (SJET), through evidence-based case management practices,
promotes pro-social roles within the workplace, families, and communities. The SJ Employment Team
guides and provides supportive services to returning citizens as they transition into the workforce. For
the duration of program participation, the SJ Employment Team works towards accountability and self-
empowerment to help the reentrants navigate the seemingly insurmountable pressures of rebuilding
their lives and reentering the community as law abiding citizens.
The Smart Justice Program provides educational and vocational assistance to justice involved
participants from both East and West Valley Career Centers. Services offered include career exploration,
resume assistance, computer access, job leads, interview techniques and occupational skills training.
Participants may enroll in services through self-engagement or a referral from Maricopa County Adult
Probation offices. Eligible participants must be 18 years of age, meet military selective service
registration requirements and have a medium to high risk classification through assessment. It is the
intention of ARIZONA@WORK: Maricopa County to deepen relationships with the probation system in
these program years.
Strategies implemented within the Smart Justice initiative include:
•
Clean Start 2.0 (Food Factory) - In January of 2019, the SJET, Maricopa County Sheriff’s Office,
Adult Probation Services and community providers launched Clean Start 2.0. This innovative
initiative prepares participants for employment while incarcerated in the Maricopa County Jail
system. During their time in custody, clients begin learning skills in the jail’s 3-week food service
program through Community Kitchen, a program of St. Vincent De Paul. For successful
participants, the training and experience continue with an additional 9 weeks after release.
After program completion, participants are placed with employers around Maricopa County for
full time employment.
•
Work Experience (Community Kitchen) - Participants gain skills related to food preparation while
providing a product to serve the homeless population. Upon completion of this work

experience, participants receive their food handler’s card, which in turn provides employment
opportunities in the food industry.
•
Occupational Skills Training (OST) - During the 4th quarter of 2019, ARIZONA@WORK: Maricopa
County obligated $66,715 in approved funding for 17 participants to begin training programs in
efforts to re-engage in long-term employment in the transportation industry. Eleven successfully
obtained a Commercial Driver’s License (CDL).
Primary objectives for the coming program years center around integrating apprenticeships into the
reentry model.

Strengthening Working Families Initiative
The Strengthening Working Families Initiative (SWFI) is one component of the collaborative partnership
between the City of Phoenix and Maricopa County. The City of Phoenix was awarded a United States
Department of Labor grant to deliver workforce and support services to 600 parents living in Maricopa
County. The interdisciplinary team that collaborates on SWFI includes
•
American Job Centers of the City of Phoenix and Maricopa County
•
the City of Phoenix Human Services Department
•
Maricopa County Community College District
•
Arizona Department of Economic Security Child Care Administration
•
MAXIMUS Human Services, Incorporated
•
Association for Supportive Child Care
The project recruits, trains and assists low income parents with dependent children who qualify for
Head Start, TANF and/or WIOA programs in securing and retaining employment in targeted middle to
high skilled H-1B occupations, specifically in Healthcare, Information Technology and Business. During
the 4th quarter, Maricopa County co-enrolled 2 participants in the SWFI program. Both participants
were approved for occupational skills training in the healthcare sector. One was for Certified Nursing
Assistant and the other was enrolled in a Medical Assisting program. Maricopa County obligated $6,120
for the Occupational Skills Training.
During this quarter, COVID-19 continued to have an impact on center traffic and community training
programs. In response, training providers and ARIZONA@WORK: Maricopa County evolved to find
creative ways to deliver services virtually to our participants.
In this final year of the grant period, SWFI stakeholders intend to continue expanding the universe of
occupations and Occupational Skills Training programs eligible for funding through the program. After
the expiration of the program in September 2021, the MCWDB intends to continue developing
innovative approaches to the Family Centered Employment concept. This promising model is focused on
advancing new pathways to employment for parents and families with children while providing linkages

between early childhood development and employment, leading to economic advancement. Using the
2GEN approach as the foundational strategy, the Family Centered Employment initiative is designed to:
•
Identify promising practices in implementing family-centered employment approaches in
workforce development;
•
Create awareness about family-centered employment approaches amongst workforce boards;
•
Promote stronger relationships and collaboration with community organizations, child care
providers, and other agencies;
•
Assess system-level changes to promote a family-centered employment approach to advance
families and meet workforce demands.4
The 2Gen approach holds great promise for effective intervention in the multi-generational poverty
cycle, and the MCWDB is committed to exploring options and optimizing the value of this model for
Maricopa County families. The five key components of the 2GEN approach are:
1. Postsecondary Education and Employment Pathways;
2. Early Childhood Education and Development;
3. Economic Assets;
4. Health and Well-Being; and
5. Social Capital.
As the National Association of Workforce Boards opined in 2017,
Workforce development boards are in a unique position to make an impact on family
stability through providing workforce services for parents while connecting parents to
support services such as child care providers. As businesses continue to look for and hire
qualified talent, lack of consistent quality childcare can impact parents’ ability to accept
employment or advancement. Parents looking to enter and remain in the workforce may
require additional assistance with securing quality childcare. Lastly, quality childcare
provides foundational skills for young children that is imperative to their growth and
preparation to be a skilled generation entering the workforce in the future. Workforce
development boards have an opportunity to address these challenges and improve
employment outcomes by engaging in new partnerships, leveraging resources, and
serving clients from a whole family approach. 4

Family Centered Coaching
Family-Centered Coaching (FCC), a component of the Family Centered Employment concept, is a
relationship and strength-based practice designed toward improving long-term whole-family

4 https://www.nawb.org/two_generation_workforce.asp

functioning. Its objective is to integrate meaningful relationship-based services to support
transformational whole-family well-being.
The Maricopa County Human Services Department is committed to FCC as an effective tool that is
central to the delivery of high-quality support services that foster strong client outcomes. HSD is working
to integrate FCC into all aspects of service delivery, and it utilizes research-based staff assessments and
coordinated coaching strategies to support the professional development of its staff. The model builds
upon staff's knowledge, experience, and competencies to improve client-based relationships and
outcomes. HSD established a comprehensive implementation model to provide staff with shared vision
to successfully execute their job duties. The implementation model is designed to provide staff with
multiple levels of support and to help them attain successful performance. The model includes
assessments, professional development in an array of topics, including Trauma Informed Care, Coaching,
Executive Function, Behavioral Economics and Internal Bias, as well as support in the form of labs,
webinars and coaching clubs.

Maryvale Workforce Initiative
Arizona’s poverty and employment-related challenges are centered in the Maryvale community in West
Phoenix. According to a 2016 analysis by Arizona Office of Economic Opportunity, approximately one of
every nine unemployed Arizonans lived in a 6 X 10 mile rectangle centered over the Maryvale
community. Populations in the area receive public assistance at a much higher rate than the rest of
Maricopa County, language barriers are significant, and a disproportionate percentage of felons are
released into the community. In spite of significant assets, including arts and entertainment assets, a
very large event venue and a unique sense of community, the economic challenges that face the
community are significant.
The Maryvale Workforce Initiative is a collaborative started by the State of Arizona and including
•
Arizona Office of Economic Opportunity
•
ARIZONA@WORK: Maricopa County
•
ARIZONA@WORK City of Phoenix
•
Goodwill of Central and Northern Arizona
•
Chicanos por la Causa
•
Center for the Future of Arizona/Retail Works Program
ARIZONA@WORK: Maricopa County supports the initiative by coordinating client services and employer
connectivity to enhance the workforce efforts of this area. In June 2019, the Office of Economic
Opportunity, in partnership with Arizona State University-Watts College, convened a workforce partners
meeting to discuss data collection to support a “Smarter Community Grants” application from the
National Science Foundation. ARIZONA@WORK: Maricopa County participated in the meeting to
support and provide input and anticipates supporting the concept as it moves forward.

Incumbent Worker Training
The one constant in the world of business is that it changes. Technologies evolve. Standards change.
Regulations are revised. The MCWDB is committed to implementing an Incumbent Worker Training
(IWT) program that will provide training to workers who need to update or improve their skills to
maintain employment or move into higher-value positions. Incumbent Worker training can be used to
avoid layoff of employees and/or to increase the skill levels of employees. The Maricopa County
Workforce Development Board (MCWDB) can approve up to 20 percent of the adult and dislocated
worker funds to provide for the federal share of the cost of providing Incumbent Worker Training. The
MCWDB intends to model its IWT program after the extant program of the City of Phoenix.

The Arizona Career Readiness Credential
The Arizona Career Readiness Credential is a system of instruction, assessment and validation that
prioritizes seven foundational skills identified by Arizona employers:
•
Applied Mathematics
•
Workplace Reading
•
Workplace Data and Graphics
•
Teamwork and Collaboration
•
Critical Thinking and Problem-Solving
•
Effective Communication
•
Professionalism
The program, sponsored by the office of Governor Ducey, and funded by the Governor’s WIOA set-aside
funds, provides access to online asynchronous instructional content, facilitator resources for traditional
instructor-led training, proctored assessments and a personal, portable credential that is recognized and
requested by hundreds of employers across Arizona. It has a particular value proposition for populations
that often struggle with employer bias: the justice-involved, the long-term unemployed, the marginally
skilled and the young, by assuring employers these candidates have at least a cognitive command of the
foundational academic, personal and interpersonal competencies that matter most in the world of
work.

Expansion
Over the coming program years ARIZONA@WORK: Maricopa County will build on, enhance and
duplicate successful aspects of these programs. Additionally, the County and the core partners will look
at other means to serve the region’s most vulnerable workers, particularly low-income or
underprepared adults and youth. To this end, the core partners will implement the following strategies
to strategically expand access while maintaining quality services:
•
Utilize ISD functional teams and statewide training task force to improve capacity to deliver a
seamless, consistent, no-wrong-door experience for jobseekers.

•
Leverage awareness of high visibility events and programs to increase enrollment, including
hard to reach individuals (i.e. Adult Education enrollments, community college events).
•
Evaluate, and if necessary, reconsider Priority of Service eligibility guidelines to ensure priority
and support services go to those most in need, regardless of available funding.
•
Create more touchpoints with businesses to sustain a constant cycle of cohorts getting trained
and employed and subsequently to open up resources for new cohorts.
•
Share formative, real-time data reports to drive resources and outreach into target areas.

1.3.1.2 Facilitate the development of career pathways
WIOA defines a career pathway as:
A combination of rigorous and high quality education, training and other services that align with
the skill needs of industries in the state or regional economy, prepare an individual to be
successful in any of a full range of secondary or postsecondary education options, and include
counseling to support an individual in achieving the individual’s education and career goals.5
The Maricopa County Workforce Development Board (MCWDB) is committed to adopting evidence-
based and evidence-informed program models that map to the ultimate goal of individuals obtaining
and maintaining employment. The MCWDB’s Quality Workforce Workgroup (QWW) intends to focus on
determining how to address industry needs in order to properly advise job seekers. The MCWDB is
responsible for ensuring ample providers are available in the local area. To do so, the MCWDB must first
assess current availability and how it relates to target industry sectors. The QWW intends to continue
evaluating performance metrics on various local and national education and training models, including
apprenticeships, work-based learning and career pathways to define, design and stand up career
pathways in at least one target industry by June 2021. The MCWDB will then evaluate and make
adjustments to best iterate the model for replication across other target sectors.
Individuals served by ARIZONA@WORK: Maricopa County will have an Individual Employment Plan
identifying career pathways that map to career objectives.
Career pathways will be developed using CLASP’s Alliance for Quality Career Pathways Framework.
These 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.

1.3.1.3 Facilitate the coordination of co‐enrollment with ARIZONA@WORK partners
Customers of the ARIZONA@WORK system should be able to receive the services that will best equip
them for success in the world of work without any need to navigate multiple funding streams and
enrolling in multiple programs. To that end, ARIZONA@WORK: Maricopa County supports a co-
enrollment model.
It is acknowledged that several factors enable any successful co-enrollment model:
•
Evaluation of current enrollment models

5 https://cte.ed.gov/initiatives/career-pathways-systems

•
Understanding of the jobseeker experience
•
Commitment of the MCWDB and core program partners to a common reporting protocol
Strategic implementation of a co-enrollment model requires the coordination of several moving parts.
To remove barriers across programs, when a customer qualifies for two or more services, the programs
will work together to create one common menu of options for determining how skill gains will be
measured based on each participant’s starting point, not a 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 Vocational Rehabilitation
services will expand vocational training and employment options and resources, allowing both programs
to achieve a greater impact, optimize limited funds, and avoid duplication of efforts, improving the
quality and efficiency of services.
Services from co-enrolled programs for each participant will be recorded in Arizona Job Connection
(AJC), case managers from all WIOA programs will maintain regular communication (monthly at a
minimum) to discuss and agree upon exit strategies. The exit outcome and date of exit will be the same
for both WIOA programs.
To ensure strategic expansion of co-enrollment, ARIZONA@WORK: Maricopa County will seek guidance
from the State to: develop universal intake policies among partner programs; develop policies that
ensure data sharing among partner programs; and, develop policies that support co–enrollment and
braided funding as essential elements of the career pathways model.

1.3.1.4 Improve access to activities leading to a recognized postsecondary credential (including a
credential that is an industry‐recognized certificate or certification, portable, and stackable)
Collaboration with Institutions of Higher Learning
As part of the planning and re-design process, ARIZONA@WORK: Maricopa County intends to improve
communication and collaboration with both secondary and postsecondary education providers. For
example, the County intends to work with the Maricopa County Community College District, who on
their own have made great progress with career pathways, to map out pathways and create curriculum
that aligns with educational goals for each career path.
Pathways Design
ARIZONA@WORK: Maricopa County applauds the work of the Center for the Future of Arizona in the
area of pathways design. The concurrent and dual enrollment models that have arisen from their
Pathways to Prosperity initiative serve as a template for successfully mapping the path from intent to
education to employment. ARIZONA@WORK: Maricopa County aims to participate in efforts to convene
stakeholders to avoid duplication of efforts and create industry-informed, seamless articulation from
secondary, to post-secondary education and workforce. Development of pathways and training will

include differentiated instruction methods to help all youth and adults earn marketable credentials,
engage in further education and employment, and achieve economic success.
ARIZONA@WORK: Maricopa County’s efforts will be guided by strategies outlined by the State of
Arizona in the WIOA 2020-2024 State Plan, including:
•
Ensure that pathways include multiple entry points for both well–prepared individuals and those
with barriers to employment, such as low basic skills;
•
Define outreach and marketing techniques for recruitment;
•
Determine specific strategies to recruit out–of–school youth, individuals with disabilities, non–
native English speakers, individuals with low basic academic skills, and other populations with
barriers to employment;
•
Provide training to program developers in contextualization and standards–based instruction;
•
Work with employers to develop competency models with identified knowledge, skills and
abilities;
•
Determine clear sequences of education courses and credentials that meet the needs of
targeted sectors;
•
Work with community colleges to build standardized pathways that are stackable and portable
at all Arizona colleges; and,
•
Highlight programs, including those on the ETPL, that qualify as career pathway programs.
As a function of the County, and by using a research-based and state-guided framework,
ARIZONA@WORK: Maricopa County, together with secondary and postsecondary education, can
cohesively combine public and private partnerships, resources and funding, policies, data, and shared
performance measures to successfully develop and scale quality, sustainable pathways.
Pathways Within Target Sectors
In December 2018, the MCWDB’s Quality Workforce Workgroup convened key stakeholders, including
economists from the Office of Economic Opportunity, the core partners, service providers and other key
stakeholders to review, discuss and determine which industry sectors best positioned the local area for
success.
One output of the effort was the designation of a number of sectors as priorities in the regional
economy:
•
Manufacturing
•
Healthcare & Social Assistance
•
Transportation & Warehousing
•
Construction
•
Finance & Insurance
•
Information (specifically Information Technology)

Today, the Quality Workforce Workgroup continues efforts to identify industry-recognized post-
secondary credentials which align with evidenced based career pathways programs in each target
sector.
Maricopa County will collaborate with local education agencies, institutions of higher learning, local
industry representatives, business intermediaries and education policymakers to design articulation
strategies and goals. As a result, industry-recognized credentials will be transferrable, portable and
stackable.

1.3.2 Description of the WDB’s strategies and services and how they will be used within the local area
to:
1.3.2.1 Facilitate engagement of businesses, including small businesses and businesses in in‐
demand industry sectors and occupations, in workforce development programs
The MCWDB is committed to increasing its reach into the employer community and deepening
relationships there. The board remains aware of the immense value of developing relationships with the
business community and integrating their perspectives on the talent-related issues facing today’s
employers into the career readiness and skills training offered by ARIZONA@WORK: Maricopa County.
ARIZONA@WORK: Maricopa County proactively identifies, leverages and convenes key players in each
in-demand industry sector through events and meetings and fosters other channels of communications.
The Business Services Team works either directly or through business intermediaries to establish and
maintain ongoing relationships with employers within these sectors. In addition, the diverse
membership of the MCWDB provides direct access to a number of local employers and organizations.
ARIZONA@WORK: Maricopa County intends to deploy a number of strategies to support a healthy
workforce system and a pipeline of appropriately skilled talent to support regional employers and the
regional economy:
•
Engage in extensive and regular labor market analysis and employer outreach to inventory and
understand sector/employer pain points;
•
Standardize a regional message that ARIZONA@WORK: Maricopa County will communicate to
employers;
•
Create and execute initiatives, programs and projects. that maximize employment opportunities
and business growth in sectors;
•
Develop career pathways that connect education and training to job seekers and special
populations;
•
Facilitate improved sharing of employer-related information, performance indicators, and
outcomes between local partners;
•
Provide staff training on communication techniques, marketing, and project management to
better serve employers;
•
Utilize new methods to increase the talent pool from hosting targeted talent events based on
population or employer needs to hosting virtual recruitments and social meetups; and
•
Measure and report performance results within sectors and for each intervention invested in.
•
Establish quality standards and requirements for the participation of job fairs to ensure event
quality is maintained.

To further develop capabilities to engage employers, during the next two years, the MCWDB and its
workgroups will develop and implement strategies that better facilitate the engagement of businesses,
including small businesses:
•
Quality Workforce Workgroup: Upgrade the capabilities of the Business Services Team and
solicit business feedback to design effective career pathway programs;
•
Regionalism & Sustainability Workgroup: Work with the State of Arizona, City of Phoenix,
educational partners, and other relevant stakeholders to refine the regional approach to
support of priority industry sectors;
•
Performance Excellence Workgroup: Track level of performance with employers;
•
Marketing Workgroup: Develop and deploy public relations and communications initiatives that
persuasively define and describe available business services; and,
•
Information Technology Workgroup: Leverage technology to help in the execution of strategy,
processes, and specific interventions.

1.3.2.2 Support a local ARIZONA@WORK system that meets the needs of businesses in the local
area
ARIZONA@WORK: Maricopa County’s BST maintains contact with local businesses in an effort to be the
linchpin for connecting employers with qualified candidates. The team maintains a current
understanding of the area’s recruiting trends and its economy, as well as those of surrounding regions.
Contact with local businesses is made via phone calls, site visits, social media, and other targeted events.
The success of the Business Services Team is built on a foundation of having gained the trust of and
having established solid relationships with local employers. As a result, the workforce system reflects
the needs of the area’s businesses and will continue to benefit from efforts of the Business Services
Team. Strategies to be engaged in the 2020-2023 program years include:
•
Collaborate with economic developers
•
Connect as soon as possible with new valley employers;
•
Leverage training provider relationships for employer introductions;
•
Partner with ARIZONA@WORK: City of Phoenix on events that promote the workforce
development system;
•
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.

1.3.2.3 Better coordinate workforce development programs and economic development
The MCWDB serves as a strategic convener to promote and broker effective relationships between the
County and economic, education, and workforce partners. Economic development, education and
workforce development are each an important component when working towards community and
economic growth. To stay abreast of and participate in economic development initiatives, the MCWDB
and ARIZONA@WORK: Maricopa County work with a number of economic development organizations
and other entities focused on the economic success of the region, including:
•
Greater Phoenix Economic Council;
•
Westmarc
•
East Valley Partnership;
•
Arizona Commerce Authority;
•
Arizona Association for Economic Developers;
•
Arizona Public Service and Salt River Project Economic Development Teams;
•
Maricopa County Community College District Economic Development/Workforce
Development Team;
•
Greater Phoenix Chamber of Commerce and other local Chambers;
•
Valley Partnership; and
•
Valley Young Professional Group.
Additionally, Maricopa County works with the economic development teams from each of its 23
municipalities. All these partner agencies support business attraction, business relocation and business
expansion. They engage in advocacy, distribute resources, and manage public incentives based on

industry sectors or geographic locations. Maricopa County does not have a dedicated economic
development department, and many regional businesses work with the Business Services Team for
workforce development needs. Hence, partnerships with these agencies are vital for a comprehensive
workforce system.
To become more active in economic development activities, the MCWDB has encouraged a partnership
between 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 invest in the region and create new jobs in targeted industries. The ACA is supervised by a
public-private sector Board composed of Arizona leaders in business and policy; the Board is chaired by
the governor of Arizona.
The partnership with ACA is a natural fit for ARIZONA@WORK: Maricopa County. It strengthens business
expansion and relocation projects in Maricopa County and connects growing employers to the human
capital they need. ACA’s business attraction and business retention projects often require specific labor
market information or custom resources, and ARIZONA@WORK: Maricopa County remains committed
to partnering to the fullest extent possible with the ACA’s economic development efforts in Maricopa
County.
The MCWDB will not only partner with the ACA, but also with local and regional economic development
initiatives and policy development. This will include continuing to work closely with the Office of
Economic Opportunity (OEO). OEO consolidates and improves Arizona’s analytic capacity with the goal
of identifying the state’s economic advantages and deficiencies. OEO provides state leaders the data to
drive down regulatory burdens, increase tax competitiveness and streamline the State’s workforce
programs. The MCWDB will continue to collaborate with OEO on economic development initiatives and
to rely on OEO’s data and analysis of local labor market conditions to develop informed economic
development strategy for Maricopa County.
The MCWDB’s Quality Workforce Workgroup has been tasked with developing strategies to better
coordinate with economic development entities in the local area and with establishing protocols for
participating in regional sector strategies.
WIOA highlights sector partnerships as a key strategy for meeting the needs of employers, workers, and
jobseekers, and the MCWDB intends to convene or participate in at least one sector partnership related
to each of the region’s priority industry sectors.

Arizona’s 2020-2024 WIOA State Plan identifies seven (7) priority sectors. As shown below, the
Maricopa County local area has an opportunity to closely align its efforts with the state and contribute
to an effective system of sector partnerships in Arizona.
Table 21. Arizona And Maricopa County LWDA Priority Sectors
Maricopa County Sector
Statewide Sector
Construction
✓
Health Care and Social Assistance
✓
Finance and Insurance
✓
Manufacturing
✓
Transportation and Warehousing
✓
Information
✓

1.3.2.4 Strengthen linkages between the local ARIZONA@WORK system and Unemployment
Insurance programs
Unemployment insurance claimants can receive eligibility assessments and referrals to a wide variety of
training and education resources through Wagner-Peyser Employment Services. The MCWDB 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 facilitation of filing UI claims
and connecting to job placement services.

1.3.2.5 Implement the following initiatives to support the strategies described above:
ARIZONA@WORK: Maricopa County’s commitment to providing for the needs of employers and collaborating
with regional economic development organizations will permeate the delivery of workforce development
services. In particular, the MCWDB intends to task the Quality Workforce Workgroup with formulating plans
for supporting businesses and economic development organizations.

1.3.2.5.1 Incumbent worker training programs:
The purpose of Incumbent Worker Training is to provide workers and employers the opportunity to
build and maintain a quality workforce. Incumbent Worker training can be used to:
1. Avoid layoff of employees; and
2. Increase the skill levels of employees so they can be promoted within the company and create
backfill opportunities for the employers.
Training is designed to help the local employer’s workforce obtain the skills necessary to advance in a
career, retain employment and/or prevent job loss. Section 134(d)(4) of the Workforce Innovation and
Opportunity Act (WIOA), states Incumbent Worker Training (IWT) must increase the competitiveness of
the employee and/or employer. The Maricopa County Workforce Development Board (MCWDB) can
approve up to 20 percent of the adult and dislocated worker funds to provide for the federal share of
the cost of providing Incumbent Worker Training.
Employer Criteria
When determining the employer’s eligibility for participating in Incumbent Working training, the
following factors will be considered:
1. The characteristics of the participants in the program (e.g. individuals with barriers to
employment);
2. The relationship to the occupational competitiveness of the employer and the
employees; and
3. Other factors the MCWDB may use to determine employer eligibility may include the
number of employees participating, wage and benefit levels (pre-and post), and
existence of other training and advancement opportunities by the employer.
Worker Criteria
To qualify as an incumbent worker, the individual must:
1. Live in the State of Arizona;
2. Meet the Fair Labor Standards Act for an employer-employee relationship; and
3. Be employed by the contract employer with an established work history for at least six months.
Note: When a cohort of incumbent workers is being evaluated, WIOA 20 CFR Section 680.780 states not
every employee in the cohort must have an established employment history with the employer for six
months or more as long as a majority of those employees being trained do meet the employment
history requirement.
If the incumbent worker is enrolled in WIOA Title IB Adult and Dislocated Worker program, eligibility
standards will need to be met. If the incumbent worker is not currently enrolled in WIOA Title IB Adult
and Dislocated Worker program, eligibility standards will not be required. However, this incumbent
worker is considered a “reportable individual” according to policy 400.403, Data Integrity and the

Customer Participation Cycle, Section III., Definitions. The definition of a reportable individual is listed in
Section IV. DEFINITIONS of this policy.
Training Criteria
OJT applications will specify one or more of the following training criteria that creates benefit to the
individual workers participating in training:
•
Layoff aversion;
•
Attainment of self-sufficiency as measured by 450% of the Lower Living Standard Income Level
(LLSIL);
•
Individual job pathing via promotion pending successful completion of training;
•
Increased wage pending successful completion of training;
•
Number of employees participating in the training;
•
Relationship to the competitiveness of the employer and the employees; or
•
If essential skills training that addresses abilities, traits and behavior rather than formal
technical knowledge training, is required, then the submitted application should demonstrate a
programmatic approach that results in an increase in competitiveness of the employee.
Historically, Incumbent Worker Training programs have been under-utilized in Maricopa County.
Realizing this, the MCWDB’s strategic plan includes investigation by the Quality Workforce Workgroup of
training and education options which meet the needs of employers in the in-demand industry sectors. In
addition, the MCWDB will explore the use of business intermediaries and other business services and
strategies to communicate the availability and value proposition of IWT programs to regional employers.
The Maricopa County Incumbent Worker Training Policy is attached as Appendix Four.

1.3.2.5.2 Customized training programs
The MCWDB remains committed to exploring all high-value models for service delivery, including
customized training programs, a model in which training that is aligned to the demands of a particular
employer is offered to jobseekers in exchange for a commitment from the employer to hire program
completers and to fund a significant portion of the program costs.

1.3.2.5.3 Industry and sector strategies
According to the United States Department of Labor’s Issue Brief Sector Strategies: Aligning the Skills of
the Workforce with the Needs of Employers, Sector strategies are an employer-driven workforce

development approach that directly aligns occupational skills training and other workforce development
services with the needs of businesses.6 It identifies four primary features that define the approach:
1. Sector strategies target a particular industry or cluster of occupations with high demand for
employees or projected growth.
2. Key stakeholders—such as workforce and economic development agencies, education and
training providers, employers, employer associations, and unions—partner to develop and
execute sector strategies, typically under the leadership of an intermediary agency (such as an
LWIB) that facilitates communication between the groups.
3. Together, these partners comprehensively assess the human resource needs of regional
businesses from the target sector and identify the specific challenges they face in recruiting and
retaining a qualified workforce. Such assessments might identify, for example, that businesses
from the target sector cannot find workers with requisite industry skills and experience, or that
they need to utilize new technologies to compete with other businesses but cannot afford to
train their employees accordingly.
4. The partners design and execute customized, employer driven solutions to these challenges and
ensure that the workforce has the specialized skills necessary to meet identified business needs.
Figure 15: The Four Features of Sector Strategies
MCWBD strongly supports this concept of sector partnerships as a key tool for meeting the needs of
employers, workers, and jobseekers. A sector partnership organizes multiple employers and key
stakeholders in an industry cluster into a working group that collectively focuses on the common
opportunities and challenges. Businesses are connected with workforce, education, and economic

6 https://wdr.doleta.gov/research/FullText_Documents/ETAOP-2016-05_Sector%20Strategies%20-
%20Aligning%20the%20Skills%20of%20the%20Workforce%20with%20the%20Needs%20of%20Employers.pdf

development partners. MCWDB will regularly review regional and statewide priority sectors to devise
and implement sector strategies for the local area.
Significant effort will also be spent to evaluate and revise a full range of programs and processes for
individuals, including those with disabilities and other barriers, to gain access to and attain industry-
recognized credentials and work experiences through the industry and sector strategies developed by
ARIZONA@WORK: Maricopa County.
ARIZONA@WORK: Maricopa County has actively pursued sector strategies on several fronts in recent
years. This includes developing career pathways with the 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. Plus, staff use the occupational profiles created by
the Arizona Office of Economic Opportunity to future identify skills and other criteria used in those
careers. There are also more than 600 profiles aligned to the standards of the Arizona Career Readiness
program and Credential (ACRC), and the MCWDB sees the ACRC as a foundational asset that brings value
to careers in any sector.
As ARIZONA@WORK: Maricopa County gains experience with sector strategies the MCWDB’s Quality
Workforce Workgroup continues to improve ways to coordinate with economic development entities in
the local area to design effective and relevant sector strategies.

1.3.2.5.4 Utilization of effective business intermediaries
The MCWDB intends for the services offered in the region to be as valuable as possible to individual
jobseekers, employers and the regional economy. To this end, it is imperative that ARIZONA@WORK:
Maricopa County have working relationships with as many employers as possible. Utilizing effective
business intermediaries allows ARIZONA@WORK: Maricopa County to reach the largest possible number
of employers and to gain the perspectives of organizations who serve as the voice of the business
community in certain communities or for certain industry sectors.
During these program years, ARIZONA@WORK: Maricopa County will directly engage with a number of
effective business intermediaries, seeking out opportunities for mutual benefit. Examples of these
intermediaries include:
•
Arizona Chamber of Commerce and Industry
•
Maricopa County Chamber of Commerce
•
Ahwatukee Foothills Chamber of Commerce
•
Buckeye Valley Chamber of Commerce
•
Carefree-Cave Creek Chamber
•
Cave Creek Arizona Chamber of Commerce
•
Chandler Chamber of Commerce
•
Fountain Hills Arizona Chamber of Commerce
•
Gilbert Chamber of Commerce
•
Glendale Chamber of Commerce
•
Greater Phoenix Chamber of Commerce
•
Litchfield Park Chamber of Commerce
•
Mesa Chamber of Commerce
•
Paradise Valley Arizona Chamber of Commerce
•
Peoria Chamber of Commerce
•
Scottsdale Area Chamber of Commerce
•
Southwest Valley Chamber
•
Sun Lakes Arizona Chamber of Commerce
•
Surprise Chamber of Commerce
•
Tempe Chamber of Commerce

•
Wickenburg Chamber of Commerce
•
Arizona Tech Council
•
East Valley Partnership

1.3.2.5.5 On‐the‐job training programs
On-the-Job Training (OJT) carries a significant value proposition for the low-income adults, dislocated
workers, and youth who are most in need and face the most barriers to employment. During the
training period, the trainee worker is engaged in productive, paid work that develops the knowledge
and/or skills essential to the full and adequate performance of the job and leading to unsubsidized
employment. OJT may be provided by an employer in the public, private or non-profit sectors. In order
to offset the cost of the training, the employer can be reimbursed up to 75% of wages.
Of the 129 in-demand occupations identified in this plan,
•
86 occupations, (67%) did not require a college degree,
•
34 occupations (26%) require either an Associate’s degree or Bachelor’s degree, and
•
7% require a Master’s degree or higher.

There are high-value, in-demand careers and career pathways that do not necessarily require advanced
levels of formal postsecondary education; however, it is generally accepted that jobs in the 21st Century
workplace are more technologically advanced and require more technical skill than those from any
other period of our history. That speaks to the importance of On-The-Job Training. Employers often
require some form of OJT, especially for new employees, and the WIOA version of this concept seeks to
support the concept and make the model more widely available, especially for workers who will benefit
from targeted skills development, but cannot afford not to work.
On-the-Job Training (OJT) serves low-income adults, dislocated workers, and youth who are most in
need and face barriers to employment. Additionally, WIOA expands on the education and training
options that are available to job seekers and businesses, with the goal of increasing access to better
careers and professional advancement. These programs also help disadvantaged & unemployed adults,
as well as eligible youth, earn wages while learning through support services and effective employment-
based activities. Work-based learning activities involve building worker skills and establishing pathways
to higher wages and career opportunities. Work-based learning strategies emphasize business
engagement, incorporate training objectives while job-seeking participants are working, and lead to
unsubsidized employment. A key advantage of work-based learning is that job seekers and participants
can “earn while they learn” and achieve improved employment and earnings outcomes. In addition to
the advantages for job seekers, work-based learning opportunities provide businesses with occasions to
help develop and retain a skilled workforce utilizing WIOA resources.
ARIZONA@WORK: Maricopa County’s OJT program policies are mostly informed by the United States
Department of Labor’s TEGL 19-16, “Guidance on Services provided through the Adult and Dislocated
Worker Programs under the Workforce Innovation and Opportunity Act (WIOA) and the Wagner-Peyser

Act Employment Service (ES), as amended by title III of WIOA, and for Implementation of the WIOA Final
Rules.“
Eligibility for OJT Participant
An individual’s need and his/her ability to benefit from WIOA funds must be established, and the
participant must have the skills and qualifications to successfully complete the training program. An
individual’s need for training will be determined through an assessment. Participants with marketable
skills within an in-demand occupation shall not be deemed eligible for WIOA funded training.
Eligibility for Employer
OJT is provided under an agreement with an employer in the public, private non-profit, or private sector.
Prior to entering into an OJT agreement, a pre-screening should be conducted to ensure that the
employer meets the minimum standards and can provide both training and employment to an OJT
participant. If additional training is needed, the Service Provider should ensure that a third-party training
provider is included in the agreement.
The employer checklist must include at a minimum:
•
The business has not exhibited a pattern of failing to provide OJT participants with
continued employment;
•
The business verifies WIOA funds will not be used to relocate operations in whole or in part;
•
The business has operated at its current location for at least 120 days. If less than 120 days
and the business relocated from another area in the U.S and individual(s)/employees were
not laid off at the previous location as a result of the relocation;
•
The business is not utilizing OJT participants to fill job openings as a result of a labor dispute;
•
OJT funds will not be used to directly or indirectly assist, promote, or deter union organizing;
•
The OJT will not result in the full or partial displacement of employed workers;
•
Participant wages shall be at the same rate, including periodic increases, as other
participants or employees who are similarly situated in comparable occupations with the
same employer, and who have equivalent training, experience, and skills;
•
Participants must be provided benefits (e.g., workers’ compensation, health insurance,
unemployment insurance, retirement benefits) or working conditions at the same level and
to the same extent as other participants or employees working a similar length of time and
doing the same type of work; and
•
The employer will comply with the non-discrimination and equal opportunity provisions of
WIOA law and regulations;

1.3.2.5.6 Registered apprenticeships
A registered apprenticeship is a career that allows the apprentices to earn a salary as they train. An
apprentice starts working from day one and earns incremental wage increases as he or she becomes
more proficient in the profession.
Apprenticeship is an industry-driven, high-quality career pathway where employers can develop and
prepare their future workforce, and individuals can obtain paid work experience, classroom instruction,
and a portable, nationally recognized credential. Elements of a Registered Apprenticeship program
include:
•
Paid Job: Apprentices are paid employees who produce high-quality work while they learn
skills that enhance their employers' needs.
•
On-the-Job Learning: Develops skilled workers through structured learning in a work
setting.
•
Classroom Learning: Improves job-related skills through education in a classroom setting
(virtual or in-person).
•
Mentorship: Provides apprentices with the support of a skilled worker to assist and enhance
critical hands-on learning.
•
Credentials: Offers a portable, nationally recognized credential to be issued at the
completion of the program.
Occupations within many industries offer apprenticeships, including healthcare, construction,
information technology, cyber security, advanced manufacturing and business services. Apprenticeships
are hard work and enrollment is competitive. Some apprenticeships last from one to six years, but most
last three to four.
Table 22: Registered Apprenticeships with Immediate Openings as of This Writing
Occupation
Program
City
Barber
Atarashii Apprentice Program
Statewide
Carpenter, Drywall Applicator, Millwright
Southwest Carpenters Training Fund
Phoenix
Direct Support Professional (healthcare)
A Caring Heart
Scottsdale
Electrician
ABA-AGC Education Fund
Phoenix
Electrician
Independent Electrical Contractors
Association
Tempe
Arizona Department of Economic Security, https://des.az.gov/sites/default/files/Registered-Apprenticeship-Program-List.pdf?time=1602019222475

Table 23: Registered Apprenticeships Accepting Applications as of This Writing
Occupation
Program
City
Anodize Plater, Electroplater
ChemResearch Corporation
Phoenix
Bricklayer
Phoenix Bricklaying and Tile Setting
JA&TC
Phoenix
Cement Mason
Plasterers and Cement Masons JAC
Phoenix
Construction Craft Laborer
Arizona Laborers Training and
Apprenticeship
Mesa
Diesel Mechanic, Class A Commercial Driver
CTI Apprenticeship Program
Statewide
Drilling Machine Operator, Fiber Optic Splicing
Technician
Hylan West Inc
Phoenix
General Insurance Associate
Liberty Mutual Insurance
Phoenix
Inside Wireman
Phoenix Electrical JATC
Phoenix
Insulation Worker
Arizona Heat & Frost Insulators & Allied
Workers JATC
Phoenix
Ironworker
Ironworkers Apprenticeship & Training
Program
Phoenix,
Statewide
Machinist, CNC Set-Up Programmer, Tool & Die
Maker
Arizona Precision Manufacturing
Tempe
Operating Engineer, Heavy Construction Equipment
Mechanic, Construction Craft Laborer
Rummel Construction
Scottsdale
Pharmacy Technician
CVS Health
Phoenix
Sprinkler Fitter
Simplex Grinnell, Johnson Controls Fire
Protection
Phoenix

Table 24: Pre-Apprenticeship Programs Accepting Applications as of This Writing:
Occupation
Program
City
Line Maintainer, Substation Electrician,
Electric Meter Repairer
Arizona Public Service Company Apprenticeship
Program
Phoenix
Reinforcing Metal Worker
Regional District Council Training Trust (Ironworkers
Local 847)
Phoenix,
Tucson

1.3.2.5.7 Work experience programs
ARIZONA@WORK: Maricopa County intends to expand its use of Work Experience (WEX) programs. This
highly effective model is a planned, structured learning experience that takes place in a work
environment for a limited period of time. Work experience may be paid or unpaid, as appropriate. A
WEX may take place in the private for-profit sector, the non-profit sector, or the public sector.
A Work Experience can include:
• internships not limited to summers months,
• internships during summer months (Youth only),
• Pre-Apprenticeship programs
• Job Shadows
• On-the-Job training opportunities
While entry-level work experience has universal value as an introduction to the world of work and to the
general expectations of employers, ARIZONA@WORK: Maricopa County’s use of the WEX program
should be related to the participant’s long-term employment goal. The assessment process and
development of an Individual Employment Plan will help to identify appropriate opportunities for each
participant. The assessment process may identify concerns or issues that should be addressed prior to or
concurrently with a work experience. Such situations may include completing a High School Equivalency
Diploma, attending work-readiness workshops, completing preliminary skills-building programs, etc...
Appropriate referrals should be made if issues are identified that indicate the custome would benefit
from other services.
Employers provide supervision and training to the participant as outlined in the Work-Based Training
Plan Agreement. For WIOA Youth participants, it is encouraged to identify a worksite mentor the
participant can meet with on a structured basis with questions or concerns. The mentor should be
someone comfortable offering guidance, support and encouragement to develop the competence and
character of the participant.
Labor standards apply in any Work Experience with an employee/employer relationship, as defined by
the Fair Labor Standards Act and Arizona law.

1.3.2.5.8 Other business services and strategies designed to meet the needs of regional
employers
The Arizona Career Readiness program
ARIZONA@WORK Maricopa County offers training and assessment services leading to the Arizona
Career Readiness Credential (ACRC). The ACRC is an economic development tool built on the express
priorities of Arizona employers and focusing on a ready workforce. Arizona employers use it to validate
candidates’ readiness for the workforce and reduce costs by streamlining hiring, improving retention,
and preventing Workers Compensation claims. Workers complete the program to gain the basic
academic and personal skills they need to earn better jobs. The program is managed by the Governor’s
Office of Economic Opportunity (OEO) and is available from ARIZONA@WORK Maricopa County and
many of its partners.
Customized Recruiting and Screening Services
A broad range of custom services are offered to Maricopa County employers through ARIZONA@WORK:
Maricopa County:
•
Advertise Job Openings: Provide employers with the opportunity to post employment
opportunities throughout the workforce system. ARIZONA@WORK: Maricopa County Job Center
staff must post job orders through the Arizona Job Connection (AJC) job order portal.
•
Provide Access to Space: Provide or secure space for businesses to interview candidates, hold
recruiting events, conduct informational meetings, etc.
•
Customized Recruitments: Provide employers with an in-person opportunity to inform job
seekers (screened and/or unscreened) about available job openings within their organization.
•
Customized Screening of Applicants: Thoroughly screen job seekers (based on employer skill
requirements) and prepare them for interviews, saving businesses time and increasing the
likelihood that business will return for more candidates in the future.
•
Conduct Job Fairs: Offer multiple employers the opportunity to meet WIOA enrolled and non-
enrolled job seekers.

1.3.3 Explanation of the role of the WDB in the Eligible Training Provider (ETP) program approval
process to include:
The Maricopa County Workforce Development Board establishes the criteria and information
requirements, aligned with those established by the Governor, on a biannual basis to determine the
eligibility of providers in training services to receive funding from the Workforce Innovation and
Opportunity Act.
Training services are provided in a manner that maximizes consumer choice in the selection of a
provider of such services. The MCWDB established target industries and in-demand occupations, and
priority is given to those services that lead to recognized postsecondary credentials aligned with those
in-demand industry sectors and occupations in the local workforce development area.
The MCWDB makes available the list of eligible providers of training services authorized by the State of
Arizona, the Eligible Training Provider List (ETPL) and in accordance with WIOA section 122(d). The list of
Eligible Training Providers can be found on the Arizona Job Connection website
(https://azjobconnection.org) to ensure consumers have complete access to provider profiles before
selection.

1.3.3.1 Local ETP program requirements or performance standards
Per the Arizona Department of Economic Security, the following standards have been identified for
training programs to continue to be included on the ETPL.
•
The completion rate must be equal to or greater than 50 percent
•
The employment rate during the second quarter after exit must be equal to or great than 50
percent
•
The employment rate during the fourth quarter after exit must be equal to 65 percent

1.3.3.2 Description of WDB’s outreach to employers and training providers to identify and
develop training program related to in‐demand occupations in the local area
The MCWDB is committed to the concept of training programs and services that align with the demands
of regional employers, and believes that only by requiring a training program to be rigorous and relevant
will the participant develop validated skills that lead to high-quality employment.
The strategies established by the MCWDG around outreach to the business community, including sector
strategies and the activities of the Business Services Team, are all aligned to the concept of identifying
employer needs and leveraging that understanding to make training programs in the area more deeply
aligned to the skills profiles required for success in Maricopa County’s 21st Century workforce. The board
will continue to engage in sector strategies, employer outreach and labor market research to
understand the needs of the community.

ARIZONA@WORK: Maricopa County’s One Stop Operator recently recommended a number of strategies
for increasing the scope and scale of the ETPL. The MCWDB endorses and commits to these
recommendations. It remains focused on outreach to providers and leveraging business intelligence to
improve options in the ETPL:
•
Recruit ETPL providers by establishing standards of quality for local or regional training providers
•
Establish standard practices to engage active ETPL providers
•
Develop methods to increase awareness of the ETPL to participants and partners
•
Commit to expanding apprenticeship and training options for participants annually
•
Ensure best practices are followed for building partnerships with training providers that do not
offer industry recognized credentials but offer quality programming for participants.

1.3.4 Description of how the WDB will coordinate local workforce investment activities with regional
economic development activities that are carried out in the local area, and how the WDB will promote
entrepreneurial skills training and microenterprise services
The MCWDB serves as a strategic convener to promote and broker effective relationships between the
County and economic, education, and workforce partners. Economic development, education and
workforce development are each an important component when working towards community and
economic growth. To stay abreast of and participate in economic development initiatives, the MCWDB
and ARIZONA@WORK: Maricopa County work with a number of economic development organizations
and other entities focused on the economic success of the region, including:
•
Greater Phoenix Economic Council;
•
Westmarc
•
East Valley Partnership;
•
Arizona Commerce Authority;
•
Arizona Association for Economic Developers;
•
Arizona Public Service and Salt River Project Economic Development Teams;
•
Maricopa County Community College District Economic Development/Workforce
Development Team;
•
Greater Phoenix Chamber of Commerce and other local Chambers;
•
Valley Partnership; and
•
Valley Young Professional Group.
Additionally, Maricopa County works with the economic development teams from each of its 23
municipalities. All these partner agencies support business attraction, business relocation and business
expansion. They engage in advocacy, distribute resources, and manage public incentives based on
industry sectors or geographic locations. Maricopa County does not have a dedicated economic
development department, so many regional businesses work with the BST for workforce and economic
development needs. Hence, partnerships with these agencies are vital for a comprehensive workforce
system.
More detail about the MCWDB’s intentions regarding partnering with economic development
organizations can be found in Section 1.3.2.3-Better Coordinate Workforce Development Programs with
Economic Development.
The MCWDB’s work to strategically align workforce systems within the local area includes the
Regionalism & Sustainability Workgroup, which is charged with evaluating and recommending strategies
to bring more visibility to entrepreneurial and microenterprise employment opportunities that the
MCWDB can develop and promote.

1.3.5 Description of how the LWDB will evaluate if the ARIZONA@WORK Job Centers in the local area
need to be open beyond normal business hours to provide services to meet the workforce need
The MCWDB understands the shifting demands of the importance of serving individuals in a manner
that responds to their needs. MCWDB’s One-Stop Operator continues to evaluate the potential need for
American Job Centers to remain physically open after normal business hours. The impact of the 2020
COVID-19 pandemic required the delivery of many services, including all Title III services to temporarily
move to an entirely online format. As the region recovers and life begins to settle into new paradigms,
the demand for in-person services is likely to change. Demand for extended service hours will be
evaluated by the local board on the basis of customer demand.
Factors that will be considered in the evaluation include the number of individuals within a 5-10-mile
radius of job centers who are underemployed or enrolled in school. The One Stop Operator will also
collect data from partners in the job center on customer requests for extended Job Center hours,
include questions regarding customers’ ability to access the Job Centers during normal business hours
on customer satisfaction surveys, and will conduct studies at each Job Center to assess walk-in traffic by
time of day.
Of immense (and growing) value to individual job seekers is the virtual platform of services accessible to
job seekers 24 hours per day. In accordance with the current COVID-19 restrictions, job center staff are
mindful of the opportunity to continue to make training and information available to job seekers
virtually.
The LWDB will evaluate Job Center hours on an annual basis and adjust as needed to best meet
customer needs.

100

1.3.6 Copies or link to executed cooperative agreements (MOU) which define how all local service
providers, including additional providers, will carry out the requirements for integration of and access
to the entire set of services available in the local one‐stop delivery system
Current cooperative agreements with local service providers can be found at
https://arizonaatwork.com/locations/maricopa-county/local-board/policies-and-reports

101

1.3.7 Definition for the following for the WIOA Title I‐B Dislocated Worker Program:
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 Dislocated Worker program is designed to help workers get back to work as quickly as possible and
overcome barriers to employment. When individuals become dislocated workers as a result of job loss,
mass layoffs, global trade dynamics, or transitions in economic sectors, the Dislocated Worker program
provides services to assist them in re-entering the workforce.
Terms related to the DW program are defined in ensuing sections.

1.3.7.1 General announcement
The MCWDB defines a General Announcement as any announcement made by a company of impending
closure and/or layoffs. This is either a WARN notice, or an announcement that is made directly to
employees via mail, e-mail, or verbal conversation, or an announcement published in media outlets.

1.3.7.2 Unlikely to return to previous occupation or industry
The MCWDB defines an individual as “unlikely to return to previous occupation or industry” when:
•
Market information for the occupation shows a zero or negative growth rate;
•
The local Chamber of Commerce, Economic Development representative, or other credible
sources of regional economic information confirm the occupation or industry has shown a
significant employment decline in the local labor market area;
•
Employment Service confirms that, in the previous sixty days, there was a notable scarcity of job
orders for that occupation;
•
A plant closure or substantial layoff within the labor market area in the same industry or
occupation has occurred in the last six months from the date of plant closure or substantial
layoff;
•
The individual has been actively seeking but are unable to find employment in a previous
industry or occupation for a period of 90 days or more from employment separation;
•
Does not have the education and/or the necessary skills or can no longer meet the minimum
requirements for reentry into the former industry or occupation, as documented through the
assessment of the customer's educational achievement levels, testing, or other suitable means

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or
•
Has a physical limitation or an injury which limits the individual's ability to perform the job from
which they were dislocated or other problems which would preclude reentry into the former
industry;

1.3.7.3 Unemployed as a result of general economic conditions in the local area, or as result of a
natural disaster
The MCWDB defines an individual as “unemployed as a result of general economic conditions in the
local area” when:
An individual became unemployed during a period in which there is a marked increase in the
unemployment rate over the prior quarter or the local economy has sustained unemployment or
poverty rates that are above state or national averages
Additionally, the MCWDB defines an individual as “unemployed as result of a natural disaster” when:
An individual became unemployed because of a natural disaster that occurred in the region
including a wildfire or a public health or safety emergency that has led to business closures.

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1.3.8 Description of how the LWDB will coordinate workforce investment activities carried out in the
local area with state‐wide rapid response activities, including layoff aversion activities
WIOA requires states to implement statewide rapid response activities to assist employers and impacted
workers as quickly as possible following the announcement of a permanent closure, mass layoff, or
natural or other disaster resulting in a mass job dislocation. Primarily, two major events trigger initial
rapid response activity by the state’s Rapid Response Unit:
•
The filing of a Worker Adjustment and Retraining Notification Act (WARN) notice.
•
The filing of a Trade Adjustment Assistance (TAA) petition authorized under the Trade
Adjustment Assistance Act.
Rapid response may also be triggered when an employer voluntarily notifies the State Rapid Response
Unit (SRRU) or local partners of an impending event or the state Rapid Response Unit becomes aware of
an event through public notices or other sources.
The SSRU coordinates (as appropriate) and supports the rapid response activities provided locally by
LWDBs. The SRRU is the focal point in assisting local rapid response teams, local government officials,
employers and workers by providing resources such as funding, technical assistance, and labor market
information.
The MCWDB Rapid Response (MCRR) Program is the cooperative effort of ARIZONA@WORK Maricopa
County staff, and other partner programs. MCRR provides assistance and services to workers affected by
layoffs, plant closures, or natural or other disasters resulting in a mass job dislocation. The intent of
MCRR activities is to aid affected workers and help them transition to a new employment opportunity as
quickly as possible.
Rapid Response activities are time sensitive and critical, for employees, employers and the economy.
With varied notification processes and multiple partners involved, there is potential for inconsistent and
overlapping layoff assistance service delivery in the region. Thus, ARIZONA@WORK: Maricopa County
encourages local employers to provide early notification to, at a minimum, ensure a timely response to
workers affected and, at best, minimize or avoid worker dislocations. Maricopa County will identify an
MCRR contact to coordinate with the SRRU. 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 these program years, ARIZONA@WORK
Maricopa County will employ a broad set of strategies, including:
•
Work with the City of Phoenix to perform RR events ensuring both agencies are informed
with RR notifications, and can jointly establish a 48-hour response time;

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•
Lead RR sessions in which the State provides the UI and benefits presentations, and invite
other partners, as applicable, to take part in the process;
•
Utilize a standardized format for RR sessions throughout the region, which will include a
checklist for procedures, prioritization of larger entities, and will require job descriptions
and updated resumes for those workers experiencing a layoff or termination; and
•
Tailor RR sessions to the workers affected with potential employers hiring in the same field
invited to potentially mitigate the affected workers’ time unemployed.

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1.3.9 Description and Assessment of the type and Availability of youth workforce investment activities
in the local area
The Maricopa County Workforce Development Board has committed to the design and delivery of
programs that address the needs of youth. ARIZONA@WORK Maricopa County centers its program
services to both out-of-school and in-school youth around the 14 Required Elements for Youth Programs
specified by WIOA. Contracted service providers deliver services to youth, including youth with
disabilities. Service emphasis is family-centered, for the purpose of facilitating an integrated approach to
learning and service that supports each family.
The challenges faced with this population include a relatively high rate of disconnected youth, or
opportunity youth (OY), those who are 16-24 years of age, do not go to school, do not work and are not
looking for work. According to Opportunity for Youth, a nonprofit focused on the challenges facing
disconnected youth, there are an estimated 67,100 OY in Maricopa County. The 11.9% of youth in
Maricopa County who are disengaged is slightly lower than the state (14%) and national (12.3%) rates.7
Youth disconnection hinders the economic opportunity and growth of youth, families, communities, and
the regional economy. Opportunity Youth are more likely to be involved in criminal activity, experience
chronic homelessness, and face social and labor exclusion.
Opportunities For Youth is an initiative of Arizona State University Watts College of Public Service and
Community Solutions. Their mission is to harness the power of cross-sector collaboration with Maricopa
County and other organizations to create a comprehensive system of opportunity that reengages the
valley’s disconnected youth. OFY’s Leadership Council provides strategic guidance, vision, and oversight
for the Opportunities for Youth Initiative. This includes developing and refining the common agenda,
defining strategy, community engagement, and shared measurement. Additionally, members of the
Leadership Council serve as vocal champions of the collective impact effort in the community and
advocate for Opportunity Youth in their respective organizations.
Other challenges faced by youth in Maricopa County include an historically high unemployment rate of
17.6% among those 16-19 years old.8

7 https://oppforyouth.org/about
8 United States Census Bureau, American Community Survey, 2019 One-Year Estimate

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ARIZONA@WORK: Maricopa County provides a broad spectrum of youth services, partnering with
several highly effective partners to deliver the 14 elements of youth workforce services to Maricopa
County:
Table 25: Youth Services Providers
Element
Rio Salado
Behavioral
Health
System
ResCare
DK
Advocates
Year-Up
Chicanos
por la
Causa
MC Youth
Workforce
Services
Tutoring, study skills training,
instruction that leads to the
obtainment of a high school
diploma or equivalent

Alternative high school services,
or drop out services

X
Paid and unpaid work
experiences
X
X

Occupational skills training

X
Education offered concurrently
with workforce activities for a
specific occupation or cluster

X
Leadership development, to
include community service and
peer-centered activities
X

Supportive services
X
X

Adult mentoring

X
Follow-up services
X
X
X

X
Comprehensive guidance and
counseling

Financial literacy education

Entrepreneurial skills training
X
X

X
Labor market and employment
information about in-demand
industry sectors or occupations
X
X

X
Activities to help youth prepare
for post-secondary education
and training

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1.3.9.1 Description of activities for youth who are individuals with disabilities, which must
include an identification of successful models of such activities
ARIZONA@WORK: Maricopa County Job Centers provide services to youth aged 14-24. Youth served
must meet program eligibility criteria. The Youth Program policy defines an eligible youth as one who
“requires additional assistance to complete an educational program or to secure and hold employment.”
These youth face serious barriers to employment and are defined as at risk based upon assessment of
skill needs, barriers and/or referrals from the Juvenile Justice Court System, youth services program
providers, and/or local education agencies. The policy further delineates more specific barriers that
youth may experience to qualify as an individual who requires additional assistance. These include:
•
Work History Barriers
o Age 16 – 24 with no work history or poor work history
o Has been fired from 1 or more jobs within the last 6 months
o Sporadic employment
o Other Barriers to Employment
•
A youth with at least one parent who has been or is currently incarcerated
•
Chronic Health Conditions (e.g. diabetes, asthma, obesity)
•
Substance Abuse
ARIZONA@WORK: Maricopa County has developed an internal team to provide recruitment, enrollment
and case management for youth. Prior to this 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 was
presented in the preceding section. Vendors can apply to provide one or all of the work elements,
opening the competition up to a more diverse group, including small organizations that may have an
expert niche. A Case Manager is assigned to work with youth with disabilities.
The criteria for the selection of youth services providers are rigorous. Where applicable, responses to
the RFP must include effective and innovative program designs that meet the educational and
employment needs of the community’s eligible youth. Providers must have a demonstrated record of
success in providing services to youth. The programs and services must be accessible to all eligible
participants. The provider must demonstrate an ability to provide services within Maricopa County.
To improve access to services and depending on the needs of the participant, respondents must allow
for services to be provided at either their facility or a facility provided by Maricopa County.
Service Providers are responsible for the following:
•
Delivery of Program Service Elements

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•
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 are evaluated on the following criteria, which are listed descending order of
importance.
•
Experience/Expertise of Key Personnel
•
Service Delivery Methodology
•
Performance Outcomes & Results
•
Experience/Expertise of Company
•
Price/Cost
The program is managed by the Youth Program Supervisor. Staff members have clearly defined roles
and functions for delivering services, including:
PROGRAM SERVICE REPRESENTATIVES are responsible for greeting customers at Youth Hubs and
introducing customers to services. Further, the Program Service Representatives assist with customer
sign-in, registration and enrollment data entry, as well as assist customers in the resource lab.
The YOUTH CAREER ADVISOR’S 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 SERVICE REPRESENTATIVES are responsible for performing employer outreach to develop job
leads for participants, ages 14-24. Additionally, they coordinate Youth Services job fairs; promote Youth
Services at partner job fairs; cultivate relationships with employers to develop short-term, subsidized
Work Experience opportunities as well as opportunities for long-term, unsubsidized employment.

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1.3.9.2 Design framework for youth programs and how the 14 program elements required in 20
CFR 681.460 are to be made available within that framework
ARIZONA@WORK Maricopa County has youth hubs located throughout the county for better access to
services. These hubs are situated in Tempe, Mesa, Peoria, and Avondale. 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 Case Manager is assigned to work with youth who are individuals with disabilities. The program is
managed by the Youth Program Manager and Youth Program Supervisors. 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. 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 ADVISORS 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.

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BUSINESS SERVICE REPRESENTATIVES responsible for performing employer outreach to develop job
leads for participants, ages 14-24. Additionally, they coordinate Youth Services job fairs; promote Youth
Services at partner job fairs; cultivate relationships with employers to develop short-term, subsidized
Work Experience opportunities as well as opportunities for long-term, unsubsidized employment.

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1.3.10 Description of how training services will be provided, including:
Training may be made available to individuals including those who are underemployed (as defined in
Section 1.3.15). The selection of training services is conducted in a manner that maximizes customer
choice and is linked to in-demand industries and occupations. Career Coaches ensure that job seekers
explore other funding options and research performance of relevant training providers.
The following training options are available to participants:
Individual Training Accounts (ITAs): ITAs are tuition vouchers to be redeemed at an approved training
provider. The ARIZONA@WORK: Maricopa County Job Center facilitates the ITA application and
selection process with the jobseeker based on customer choice. One Stop career coaches assist job
seekers with researching and selecting training programs that align with the job seeker’s Individual
Employment Plan. It is noted a policy needs to be created for the local area that addressed informed
customer choice in the selection of training programs and conforms to WIOA Section 134(c)(3)(G).
The MCWDB will primarily utilize ITAs to assist job seekers with training, however, the MCWDB may
elect to provide contracted training services for specific industries, sector partnerships, or career
pathways according to the supply and demand of the local area. One such use, for example, could be an
innovative transitional job training program through a local Community-Based Organization (CBO) with
demonstrated capacity to effectively serve participants with multiple barriers to employment. Informed
consumer choice will be enhanced through the combined use of the state’s Eligible Training Provider List
and MCWDB’s sub-set training provider list. These will be made available to all participants seeking
training, as well as all stakeholders.
Internships/Work Experience: Work experience is a planned, structured learning experience that takes
place in a work environment for a limited period of time. Work experience may be paid or unpaid, as
appropriate. A work experience may take place in the private for-profit sector, the non-profit sector, or
the public sector. Fair Labor standards apply;
Pre-Apprentice Training: Pre-apprenticeship programs provide training to increase math, literacy, and
other vocational skills needed to gain entry into a registered apprenticeship program;
On-the-Job Training (OJT): OJT services involve “hands on” training in occupational skills for a specific
occupation. Training is provided by a private, nonprofit, or public sector employer for an individual who
needs additional skill training for a specific job. The participant is an employee of the company and, in
order to offset the cost of the training, the employer can be reimbursed up to 75% of wages.
Customized Training: Customized training is industry and occupation specific skills training delivered
through a curriculum designed collaboratively by an ARIZONA@WORK - Maricopa County Job Center
and (an) identified employer(s). The employer pays a significant share of the cost of this training.
Career Pathways: A combination of rigorous and high quality education, training and other services that
align with the skill needs of industries in the state or regional economy, prepare an individual to be
successful in any of a full range of secondary or postsecondary education options, and include
counseling to support an individual in achieving the individual’s education and career goals.

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ARIZONA@WORK: Maricopa County Job Centers apply a Career Pathway approach throughout their
service delivery.

1.3.10.1 Limitations for ITA amount and duration, if included in policies
•
Adults and dislocated workers are allowed $4,000 for targeted industries and $3,000 for non-
targeted industries.
•
Youth are allowed $6,000.00 for targeted industries, and $3,000.00 for non-targeted industries.

1.3.10.2 Whether contracts for training services will be used and the process for their use
Participants issued an Individual Training Account (ITA) must establish an ITA Plan which will outline:
•
total cost of the training program
•
other funding streams that will offset the training cost
•
Pell Grants
•
duration of the ITA Plan
•
IEP to document the participant’s ability to complete the training
•
labor market information relevant to the training
Contracts for services provide another option for training when:
•
Services provided are OJT, customized training, incumbent worker training, or transitional jobs;
•
MCWDB or tribal entities determine there are an insufficient number of eligible providers in the
LWDA to issue an ITA;
•
The MCWDB and tribal entities determine there is a training services program offered by a
community-based organization or another private organization in the area that has
demonstrated effectiveness in serving individuals with barriers to employment;
•
MCWDB determines that it is most appropriate to contract with an institution of higher learning
or other eligible training provider of training services will facilitate training of multiple
individuals in-demand industry sectors or occupations, provided that the contract does not limit
consumer choice; or
•
The MCWDB enters into a pay-for-performance contract

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1.3.10.3 Description of how the LWDB will ensure informed consumer choice in the selection of
training programs regardless of how the training services are to be provided
Consumer choice in selecting a training provider must be maximized. Career Advisors review training
provider options with job seekers to ensure analysis based on quality and appropriateness for the
individual job seeker in his/her choice of vendor. While staff are not to recommend particular providers,
they facilitate decision analysis by job seekers as the job seekers evaluate quality, competence, duration
of programming, outcomes reported by the provider, and job acquisition by individuals who complete
programs.
An individual who has been determined eligible for WIOA training services may select any Eligible
Training Provider (ETP) on the state ETP List, regardless of the LWDA that originally approved the
training program. The selected training program must be in- demand in the local area or in-demand in a
location where the training participant is willing to commute or relocate.

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1.3.11 Description of how the LWDB will coordinate Title I workforce investment activities with the
provision of transportation (including public transportation), and other appropriate supportive
services in the local area and region
An integrated system will only be effective if clients can reach and access services. ARIZONA@WORK:
Maricopa County’s service area consists of 23 urban, suburban, and rural cities and towns. The large and
sometimes remote region served is a challenge for delivering services to all of the individuals who need
access. As such, County Access Points are and will be chosen based on data-driven methodology, such as
communities with high unemployment or youth disconnection, distance from established
comprehensive American Job Centers, and/or a high propensity of a targeted population. Once
individuals are enrolled in intensive services, the County provides public bus and light rail pass subsidies
and gas cards to support participant retention. Transportation assistance to WIOA-enrolled participants
in the ARIZONA@WORK Maricopa County One-Stop system. The Job Centers, access points and Youth
hubs are located on or near bus routes.
To ensure ARIZONA@WORK: Maricopa County reaches and enrolls more individuals, WIOA program
service category (Adult, Dislocated Worker, Rapid Response, and Youth) staff have wholeheartedly
embraced the motto of “meeting people where they are,” eliminating barriers to participation in
activities and services, especially barriers related to transportation.
Staff are not only recruiting at more events/locations that are reflective of the target audience, but they
are also driving to meet and enroll individuals in their communities. This concept will continue to grow
over the next four years as electronic survey data and formative performance measure tracking related
to effectiveness, retention, etc. is examined. Further, to bridge any transportation gaps,
ARIZONA@WORK: Maricopa County is building and leveraging relationships with like-minded
organizations that can provide access and outreach to participants with barriers to employment.
WIOA-funded supportive services are available to individuals in need, as determined when developing
Individualized Employment Plans. The ARIZONA@WORK Maricopa County Title IB program purchases
gas cards and bus passes, distributing them to participants actively seeking employment or attending
training and education services. Additional WIOA-funded services include, but are not limited to
childcare, licensing/testing, tools, uniforms and interview clothing.
Job seekers are also provided with information on supportive services available elsewhere in the
community and via partners. For example, Maricopa County residents may access assistance with rental
and utility payments through Maricopa County Human Services Department’s Community Services
division or local Community Assistance Programs (CAP). A wide variety of supportive services and
resources are available in the local area.

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1.3.12 Description of how the LWDB determines if a youth or adult “is unable to compute or solve
problems, or read, write, or speak English, at a level necessary to function on the job, in the
individual’s family, or in society” as included in the definition of “basic skills deficient” in WIOA 3(5)

As stated in the Maricopa County policy on Basic Skills Deficiency (BSD), BSD is one of the barriers to
employment for determining WIOA Youth program eligibility and is also a determinant for Priority of
Service for the Adult program.
All Youth program applicants must be given the TABE (Test of Adult Basic Education) pre-test or another
acceptable assessment prior to enrollment to determine basic skills deficiencies in reading, language or
math.
Adults may be assessed to determine priority of need for Individualized Career and Training services.
Individuals do not need to be deficient in all areas – reading, language or math to be considered BSD.
Definition:
The term basic skills deficiency is defined as an individual –
1. Who is a youth that has English reading, writing or computing skills at or below the 8th grade
level on a generally accepted standardized test; or
2. Who is a youth or adult unable to compute or solve problems, or read, write, or speak English,
at a level necessary to function on the job, in the individual’s family, or in society.
Youth
All youth will be tested using the TABE or other approved assessment tool at the time of eligibility to
determine reading, math and language levels. Assessment scores will be recorded in the Testing link in
the Arizona Job Connection system. Youth determined to be basic skills deficient (BSD) will be referred
to the appropriate education or training-related service and will have a Measurable Skills Gain goal set.
Only Out of School youth who are BSD at enrollment are required to post test within one year using the
same assessment tool. BSD Youth are only required to post test once, not every year.
Adults
Basic skills assessment is not required for all Adults applying for Individualized Career and Training
Services.
Individuals will be assessed on a case by case basis to determine the need for basic skills assessments.
Individuals that do not have a high school diploma, GED / HSE, post-secondary credential/certificate or a
college degree may be required to take the TABE or other acceptable basic skills assessment prior to
enrollment into individualized career or training services. Assessment results will be entered in the
Testing link in AJC.
Individuals with a college degree (associate’s, bachelor’s or above) or with a post-secondary
credential/certificate may be exempted from testing during the eligibility determination process but

116

may be required to provide documentation of their degree or credential / certificate. However, once the
individual is enrolled the Career Guidance Specialist may determine the individual’s basic skills need to
be assessed especially if the individual is determined to be in need of training services.
Local areas may use previous basic skills assessment results if the assessment was conducted within the
past six months.
Testing Youth and Adults with Disabilities:
When administering assessment tools, individual with disabilities are to be provided with reasonable
accommodations, as appropriate, according to:
•
Section 188 of the WIOA (implementing regulations at 29 CFR Part 37)
•
Section 504 of the Rehabilitation Act of 1973 (DOL implementing regulations at 29 CFR Part 32)
•
Title II off the Americans with Disabilities Act, if applicable (implementing regulations at 28 CFR
Part 35) taking into consideration The Individual Assessment(s) Guidelines for Inclusive Test
Administration*
Accommodations for the assessment process can include any of the following categories:
•
Changes to the methods of Presentations of the test used as an assessment tool
•
Changes to the methods of Response to the test questions
•
Changes to the Setting in which the test is provided
•
Changes to the Timing/ Scheduling of the test
*Documentation for TABE may include the individual’s IEP, 504 Plan, LEP / ELL team recommendations
for both instructional and testing accommodation and details about the actual use of accommodations
in both instruction and testing.
Individualized Career Services are comprehensive, personalized supports for job seekers and typically
involve interactions with a case manager. Individuals that are best served through Individualized
Services work with the 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.

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1.3.13 Description of how the LWDB will ensure the WIOA Title I‐B Adult Program for priority of
service to low‐income individuals, recipients of public assistance, and individuals who are basic skills
deficient
The MCWDB enacted Policy #17-31 to ensure priority of service to the populations to whom it is entitled
under the Workforce Innovation and Opportunity Act. The MCWDB is committed to establishing priority
of service for adults in the following order:
•
1st Priority: Veterans and eligible spouses of veterans who are determined to be low income or
basic skills deficient
•
2nd Priority: Non-veterans or eligible spouses of veterans who are considered low income or
basic skills deficient
•
3rd Priority: Veterans and eligible spouses of veterans who are not low income
•
4th Priority: All other WIOA eligible Adults who are not low income
Standard procedure requires that ARIZONA@WORK: Maricopa County staff must determine priority of
service prior to providing any individualized career or training services. The MCWDB annually monitors
priority of service requirements of its service providers to ensure the requirements are being
implemented in accordance with WIOA and State and Local policies and procedures.

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1.3.14 Description of how the LWDB will provide Veterans Priority of Service; strategies must include
processes in place to ensure that veterans and eligible spouses are identified at the point of entry and
given an opportunity to take full advantage of priority of service for all types of career and training
services
The MCWDB is committed to ensuring veterans and eligible spouses receive priority of service for all
DOL-funded job training programs, including WIOA programs. ARIZONA@WORK: Maricopa County
adheres to this priority of service by ensuring every customer that enters the job center is asked
whether they are a veteran or a spouse of a veteran.
Veterans and their spouses are made aware of their entitlement to priority of service and the benefits of
that priority as they pursue employment, training, and placement services.
The LWDB annually monitors priority of service requirements of its service providers to ensure the
requirements are being implemented in accordance with WIOA and state and local policies and
procedures. Monitoring activities may include file reviews, onsite inspections and interviews, and review
of AJC data.

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1.3.15 Definition of “underemployed”
An individual is considered underemployed if they are employed either full or part-time, and their
current annualized wage rate does not exceed the highest of either:
1) 80% of their wages at date of dislocation; or
2) The individual’s earned wages are at or below the LWDA’s established self-sufficiency threshold.
The Lower Living Standard Income Level (LLSIL) is used for determining eligibility for youth and adults for
certain services, including Workforce Innovation and Opportunity Act (WIOA) funded programs and
services. The self-sufficiency threshold is established using the LLSIL.
In April 2020, 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; 2020 levels are identified in the table below.
Table 26. Income Matrix for Maricopa for 2020 70% LLSIL And Self-Sufficiency
FAMILY
SIZE
HHS Poverty
Guidelines
70% LLSIL*
SELF- SUFFICIENCY
for Adults*
450% LLSIL
SELF-SUFFICIENCY for
Dislocated Workers*
450% LLSIL
1
$12,760
$11,609
$74,628
$74,628
2
$17,240
$19,025
$122,301
$122,301
3
$21,720
$26,121
$167,918
$167,918
4
$26,200
$32,245
$207,288
$207,288
5
$30,680
$38,050
$244,607
$244,607
6
$35,160
$44,504
$286,097
$286,097
7
$39,640
$50,958
$327,587
$327,587
8
$44,120
$57,412
$369,077
$369,077
Additional
Per
Person > 8
$4,480
$6,454
$41,490
$41,490
* All figures represent annual figures.

Poverty Effect Date:01/14/2020
LLSIL Effective Date:04/30/2020
Revised: 06/02/2020

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1.3.16 Definition and eligibility documentation for “requires additional assistance to enter or
complete an education program, or to secure and hold employment for:
1.3.16.1 Out-of-school youth and
ARIZONA@WORK: Maricopa County defines the “youth who requires additional assistance” as an
individual who needs assistance beyond that typically offered to a youth with no barriers to
employment to complete an educational program, or to secure and hold employment.
Out-of-School Youth may be eligible for WIOA Youth Services if one of the following criteria are met:
Table 27: Out-of-School Youth Additional Assistance Criteria
Category
Description
Required
Documentation
Work History Barriers
Has poor, limited or no work history and/or sporadic
employment and is no longer employed or has not
been seeking employment for the last 2 months, but
remains unemployed or underemployed.
• Work history form
• Case notes
Incarcerated Parents
One or both parents is incarcerated.
• Legal document
• Self-attestation
Occupational
Skills/Education Attainment
Lack of documented educational, occupational and/or
technical training that reduces opportunities for gainful
employment and causes income poverty; poor access
to quality education and job opportunities
• Work history form
• Self-attestation
• Case notes
Counseling Services
Is receiving or has received additional services through
a licensed counseling/rehabilitation agency
Referral from agency

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1.3.16.2 in-school youth
Not more than five percent of all In-school Youth enrolled in the program each year are eligible only
based on the “requires additional assistance” criterion.
Table 28: In-School Youth Additional Assistance Criteria
Category
Description
Required
Documentation
Poor School Attendance
Has displayed chronic poor attendance within the last school
quarter and/or has an attendance rate of less than 85%.
School Records
Alternative Schooling
Is currently attending an alternative school/education program
that leads to a High School Diploma or High School Equivalency.
School Records
At Risk of Dropping Out
Is currently at risk of dropping out of school, as determined by
referral from a school staff person, probation officer, or other
responsible person with proper documentation and/or
possesses unsatisfactory grades, GPA, and/or number of credits.
School Records
School Discipline
Has received or is receiving continuous disciplinary actions
and/or is under a type of academic probation
School Records
Counseling Services
Is receiving or has received additional services through a
licensed counseling/rehabilitation agency
Referral from
agency

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1.3.17 Describe competitive procurement processes for subgrants and contracts
The Board of Supervisors (BOS) are charged with the oversight of Maricopa County, and as the Chief
Local Elected Official (CLEO), the BOS bears the WIOA fiduciary and grant responsibilities. The Board of
Supervisors designated the Maricopa County Human Services Department to serve as the Fiscal Agent
for the MCWDB and be responsible for the receipt and disbursement of WIOA funds in the Local
Workforce Development Area.
In partnership with the Maricopa County Chief Elected Official, the MCWDB commits to following all
federal, local, and state procurement laws, regulations and policies that support a fair and open process
when awarding grants or contracts to service providers.
An annual Request for Proposal (RFP) is used to competitively solicit proposals and select service
providers for the services authorized under WIOA. The MCWDB will publicly announce bid(s) and/or
proposal(s) for adult, dislocated worker, or youth services, and will award contracts based on a variety
of factors and in accordance with WIOA 107(d)(10)(A) through (E) and Workforce Arizona Council policy,
including CEO agreement on selections.
Selecting an American Job Center Operator
American Job Centers serve as the State’s delivery centers. The MCWDB will continue to manage the
American Job Center operator competitive process in the local area, including certifying and designating
operators. In 2019, the MCWDB followed the criteria and guidance developed at the state level to
review and certify the American Job Center Operator in a process which will be repeated every three
years. The process includes a number of elements, including:
•
The MCWDB Board with the assistance of its staff will determine the scope of work for the OSO
and manage the contract.
•
The MCWDB Board will competitively procure the OSO with the County Procurement Manager
and in compliance with County’s procurement policies.
•
The designation of an OSO must be approved by a majority vote of the MCWDB Board or
designated committee.
•
Once approved by the MCWDB Board, the OSO contract award shall be forwarded to the
Maricopa County Board of Supervisors. The OSO contract shall be effective only when approved
by the Maricopa County Board of Supervisors.
Selecting Service Providers
Where applicable, responses to the RFP must include descriptions of effective and innovative program
designs that meet the educational and employment needs of Maricopa County’s eligible residents.
Providers must have a demonstrated record of success in providing services. The programs and services
must be accessible to all eligible participants. The provider must demonstrate an ability to provide
services within Maricopa County.
In addition, when procuring youth service providers, the MCWDB will adhere to the DES Youth Program
policy and its procurement requirements.

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Career Services may be provided directly by the one stop operator or through contracts with direct
service providers that are approved by the MCWDB. (WIOA, 20 CFR 680.160).
MCWDB has entered into an agreement with the County’s Human Services Department, Workforce
Development Division for Career Services (“Service Provider Agreement”). According to the Service
Provider Agreement, the Service Provider provides Career Services directly and through subcontracts
with other service providers. These services may be self-performed or performed by a subcontractor.
For the subcontracts, the Service Provider manages those contracts and provides quarterly updates to
the MCWDB. Any amendments to the Service Provider Agreement, or any subsequent agreement with
the County’s Service Provider regarding career services, shall be sent to all of the Parties to this
agreement and added as a supplement to the Agreement.

Selecting Youth Services Providers
Pursuant to CFR 681.400(a), the County has exercised its option to directly provide all youth workforce
investment activities in Maricopa County. Should the County cease exercising its option to provide youth
workforce investment activities directly, the WDB could chose to award grants or contracts to youth
service providers pursuant to the requirements set forth is CFR 681.400(b), including, but not limited to,
requiring said grants and contracts be awarded on a competitive basis.
The Youth Services Provider receives strategic direction from the WDB and must present its design
framework to the Youth Committee and provide an opportunity for feedback from Youth Committee
members to include:
1. An overview of the objective assessment of each youth participant, including a review of the
academic and occupational skill level, as well as the service needs and strengths, of each youth
for the purpose of identifying appropriate services and career pathways.
2. An overview of the an individual service strategy based on the needs of each youth participant
that is directly linked to one or more indicators of performance described in WIOA sec.
116(b)(2)(A)(ii), that identifies career pathways that include education and employment goals,
that considers career planning and the results of the objective assessment and that prescribes
achievement objectives and services for the participant.
3. A description of case management and follow-up services provided to youth participants.
Provider Outcomes
In partnership with the CLEO, the MCWDB Board will maximize performance outcomes by working to
ensure sufficient number and types of eligible service providers who are consistent with the criteria
established by WIOA, the Governor and the Workforce Arizona Council. All competitive awards and
contracts will be publicly noticed as required by Maricopa County procurement policies.

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1.3.18 Description of how the LWDB will coordinate relevant secondary and postsecondary education
programs and activities, including Adult Education and Literacy programs, to coordinate strategies,
enhance services, promote participation in Integrated Education & Training programs, and avoid
duplication of services
1.3.18.1 Name of the Title II adult education provider grantee(s) in the local area that were
included in this coordination
In Maricopa County, the Title II provider of Adult Education and Literacy Services is the Arizona
Department of Education (ADE) Adult Education Services

1.3.18.2 Description of how the LWDB will coordinate WIOA Title I workforce investment
activities with adult education and literacy activities under WIOA Title II, to include how the
LWDB will carry out the review of local applications submitted under Title II consistent with
WIOA secs. 107(d)(11)(A) and (B)(i) and WIOA Sec. 232. (20 CFR 679.560(b)(12)
Adult Education and Literacy (AEL) is a core program within the ARIZONA@WORK: Maricopa County
system, and MCWDB commits to preserving and improving the critical interoperabilities of Title II
services with other core partners, including and especially Title I.
Along with the other core program partners, Adult Education and Literacy participates in the “no wrong
door” approach to serving individuals in Maricopa County. From the welcome function at an American
Job Center, participants and job seekers often transition into more customized services, including
education and training. The MCWDB will look to the One-Stop-Operator to devise a plan for
coordinating workforce development activities with Arizona Adult Education’s core activities:
•
Adult education
•
Literacy
•
English language skills
Adult Education programs in the region are highly effective and well established, including the
programs’ continuous pipelines of participants. Maricopa County and Adult Education plan to work
together to optimize the alignment of adult education activities with training for a transition to the
workforce and/or postsecondary education pathways. This collaboration seeks to optimize the
Integrated Education and Training (IET) program. In this model, participants work toward a High School
Equivalency (HSE) diploma and get started in an occupational field at the same time. Ideally, this model
improves an individual’s employability in a specific field, especially with acquisition of industry
recognized certificates. The length of each IET program is determined by each certificate program, but
typically run from five months to nine months in length. Participants can receive support services and/or
transportation assistance through the County.
Over these program years, ARIZONA@WORK: Maricopa County will work to increase co-enrollment
options; improve outreach and marketing to Adult Education clients; and re-design curriculum to be
contextualized for seamless workforce entry.

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Adult Education and Literacy is a key participant in the inter-partner referral process and initial
screening to identify potential services for jobseekers.
Profile of Arizona Adult Education
Mission and Goals
The Mission of Arizona Adult Education is to:
Prepare learners for success in college, career and life
Arizona Adult Education works toward an overarching goal in each of three categories: System,
Profession and Instruction:
• System Goal: The Arizona Adult Education System is an integral component of Arizona’s
educational pipeline leading to postsecondary education and career pathways.
• Profession Goal: Arizona Adult Educators empower adult learners to transition to postsecondary
education and livable-wage employment.
• Instruction Goal: Arizona Adult Education instruction prepares adult learners for success in
postsecondary education and the workforce.
Eligibility
Adult Education students must be 16 years of age or older, not enrolled or required to be enrolled in
secondary school under A.R.S. § 15-802, and basic skills deficient, lack a secondary school diploma or its
equivalent, or are English Language Learners. Additionally, adult education students must meet the
eligibility requirements in A.R.S.§ 15-232 of being lawfully present in the United States.
Services
Adult education and literacy services assist adults to become literate and obtain the knowledge and
skills needed for employment and economic self-sufficiency.
Allowable Activities:
•
Adult Basic Education (ABE)
•
Adult Secondary Education (ASE)
•
English Language Acquisition for Adults (ELAA)
•
Integrated English Literacy and Civics Education (IELCE)
•
Workforce Preparation
•
Integrated Education and Training (IET)
In the development of this plan participants from Arizona Adult Education expressed a commitment to
deeper collaboration and partnership with Title I services in Maricopa County. Specific goals identified
by the Title II participants included:

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•
A shared referral and tracking system with our Title I, III, and IV providers to better serve our
students. Multiple tracking systems between two local areas is problematic for Title II when
many of us serve City of Phoenix and Maricopa County. Queen Creek also serves Pinal County.
•
The Workforce Development Boards of Maricopa County and City of Phoenix agreed to the Title
II addendum for shared system costs. However, the agreement did not pass legal review of
either the City of Phoenix or Maricopa County. Title II supports an agreement (addendum to IFA)
between Title IB to utilize the funding to benefit Title II students in the workforce system.
•
More education is needed for Title IB and local boards regarding the services Title II provinces
and to elevate recognition of the expertise Title II’s providers have in educating and training the
workforce.
Arizona Adult Education offers a range of services that contribute to the ultimate success of
ARIZONA@WORK: Maricopa County:
•
Common performance measures (i.e. measurable skills gains, industry recognized credentials)
•
Ability to serve individuals that are identified as “basic skills deficient”
•
Ability to identify the resources and partnerships in place to provide education services to
eligible individuals with disabilities, including learning disabilities;
•
Implementation of Universal Design for Learning (UDL) strategies and assistive technology tools
into curriculum to support ABE/ASE and ELAA students.
•
Development of career pathways that begin at lower educational attainment levels with
contextualized industry-specific curriculum that motivates students to persist, achieve success,
and transition to postsecondary education
•
Implementation of digital literacy tools and instructional strategies to promote the integration
of digital tools and increase the digital literacy for all students
•
Expertise in conducting initial and follow-up standardized assessments to document student
educational outcomes
•
Resources and activities to facilitate workforce preparation and the exploration of
careers/occupations for adult learners at all skill levels
•
Identified processes and strategies to follow up on student success in employment and/or
transition to postsecondary/training after exit
•
Integrated Education and Training provided in in-demand industries leading to industry-
recognized credentials
ARIZONA@WORK: Maricopa County’s partnership with Adult Basic Education and Literacy is absolutely
essential. The MCWDB reviews applications that are submitted to the Arizona Department of Education
and makes recommendations regarding each applicant’s current alignment with the workforce
development plan and steps each applicant can take to enhance alignment with the MCWDB and the
local plan.

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1.3.19 Description of plans and strategies for, and assurances concerning, maximizing coordination,
improving service delivery, and avoiding duplication of Title III ‐ Wagner‐Peyser Act (29 U.S.C. 49 et
seq.) services (20 CFR 679.560(b)(11))
As a core partner within ARIZONA@WORK: Maricopa County, the Arizona Department of Economic
Security (DES) oversees and provides Title III services at Maricopa County Job Centers. Employment
Services provides basic and individualized career services to job seekers and job development services to
Arizona employers.
In the delivery of Title III services, Employment Services contributes to improving the functioning of the
local area labor markets. Title III services bring together individuals seeking employment with employers
seeking qualified workers. Employment Services are co-located within Maricopa County Job Centers.
Services and performance accountability indicators are integrated with other federal workforce
programs.
Basic Employment Services provided include skill assessment, labor market information, referrals to
support service programs, and assistance with job search and placement. Individualized services include
career and vocational counseling. Wagner-Peyser staff make referrals to employer job openings and
Title IB training opportunities, conduct employment-related workshops, deliver program presentations,
and resolve customer issues.
Services offered to employers, in addition to referral of job seekers to available job openings, include
assistance in development of job order requirements, matching job seeker experience with job
requirements and skills, assisting employers with special recruitment needs, arranging job fairs, assisting
employers to analyze hard-to-fill job orders, assisting with job restructuring, and helping employers deal
with layoffs.
Job seekers who are veterans receive priority referrals to jobs and training as well as special
employment services and assistance. In addition, the system provides specialized attention and service
to individuals with disabilities, migrant and seasonal farmworkers, justice-involved individuals, youth,
minorities, and older workers.
Wagner-Peyser has staff available either on site or through virtual means to assist the Comprehensive
ARIZONA@WORK Job Center Sites. During the COVID-19 health crisis, all Title III services were moved to
a virtual format, and the return to in-person services will be driven by customer demand.
The Arizona Department of Economic Security, as the critical Title III provider, has agreed, along with the
other core partners, to a “no wrong door” approach to serving clients in Maricopa County, including the
referral process and initial screening to identify potential services for all Center clients. Wagner-Peyser,
along with partner staff, will provide resource room coverage and basic career service workshops to all
workforce system clients.
Wagner-Peyser staff will participate on the local integrated Business Services Team to ensure employers
are served according to an Integrated System Design and that partners are not duplicating efforts.

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1.3.19.1 Plans and strategies should specifically include how the broader one‐stop delivery
system and LWDB will incorporate Title III services into the service delivery system
WIOA eliminates stand-alone Wagner-Peyser (WP) Employment Service offices. The Wagner-Peyser
Employment Service is co-located within ARIZONA@WORK Maricopa County American Job Centers, with
services provided alongside partner programs. Currently, this includes two agencies providing welcome
services: DES WP staff and Maricopa County staff. These staff share a common physical space, but not
the same functions.
Employment Service has been an integral part of the Maricopa County ISD model since its launch in the
region’s American Job Centers. Utilizing the ISD functional teams, the Welcome Team is the first
exposure clients have with the workforce development system. WP services are already designed for a
broad range of job seekers.
The Welcome Team asks that participants complete a Job Seeker Inquiry Form to assess their needs and
direct them to the appropriate team.
•
Adults who are interested in OST, WEX, etc. will attend an orientation and then be placed with a
Career Advisor for the next steps.
•
If an individual is unsure of the route they want to take, they can meet with a Resource
Navigator to find out what services WDD has to offer, and the RN can guide them in the right
direction.
•
If a participant is interested in any of our workshops, they can select that option and will then be
contacted by the training team for workshop dates/times.
•
Youth participants are sent to a Youth PSR so they can talk in depth with the participant to
ensure they qualify for the youth program. The youth participants then complete an orientation
and enrollment.
Unemployment insurance claimants can receive eligibility assessments and referrals to a wide variety of
training and education resources through the Wagner-Peyser Employment Service plan. The MCWDB
will support the State’s strategy to provide better linkages between ARIZONA@WORK Job Centers and
unemployment insurance (UI) by continuing to implement the Reemployment Services and Eligibility
Assessment (RESEA) 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 customers who might need other services. RESEA orientations will also provide information
about the programs offered throughout the one-stop system (including the Dislocated Worker program)
and instructions for registering in Arizona Job Connection (AJC). Employment services staff will begin
following up with RESEA participants who do not enroll in a program to make sure that they have
registered and entered their resume in AJC. Further assistance will include connecting to job placement
services. Individuals seeking UI will receive assistance in claims filing.

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1.3.20 Description of how the LWDB will coordinate relevant programs and activities, to support
strategies, enhance services, promote cross‐partner referrals with Title IV services, and avoid
duplication of services
Priority of Services
WIOA specifically indicates that individuals with barriers to employment and those most
vulnerable are given priority access to services. ARIZONA@WORK Maricopa County utilizes a
Priority of Service policy to ensure those most in need are the first to gain access to services.
Additionally, the MCWDB leverages partner programs to serve a higher volume of customers to
provide comprehensive, wrap-around services to ensure all customers’ needs are met. Title I-B
internal policies exist for determining priority of service and are documented in Arizona Job
Connection at the time of enrollment.
First priority are Veterans and eligible spouses of veterans who:
A. Are currently receiving public assistance;
B. Have received public assistance in the last 6 months;
C. Is a member of a family whose total family income does not exceed either the poverty
line or 70 percent of the Lower Living Standard Income Level (LLSIL);
D. Is a homeless individual, as defined in 42 U.S.C. 14043e-2 (6); or
E. Is an individual with a disability whose own income meets the income requirement
but is a member of a family whose income does not meet this requirement; or
F. Is basic skills deficient, as defined in WIOA Section 3 (5)
Second priority are Non-veterans, or eligible spouses of veterans, using the criteria above (A - F) listed
under the First priority.
Third priority are Veterans and eligible spouses of veterans who are not included in WIOA
priority groups.
Fourth priority are Non-veterans, or eligible spouses of veterans, who are not included in
WIOA priority groups.
A Title IV representative has been assigned as the liaison for participants who will be co-enrolled
and received dual case management services. These participants utilize Title IV and Title I-B
individualized and/or training services.

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The Rehabilitation Services Administration (RSA) assists individuals with disabilities to meet their goals
for employment and independence. RSA is physically located in three Arizona DES locations. RSA is
responsible for technical assistance and resources for individuals with disabilities; and for administering
the Vocational Rehabilitation (VR) programs.
Because of the extensive experience and expertise RSA has working with and supporting individuals with
disabilities, ARIZONA@WORK: Maricopa County will work with RSA to train American Job Center staff to
better serve individuals with disabilities, as well as utilize the One Stop Operator referral dashboard.
RSA co-locates a staff member two times a week at the ARIZONA@WORK Maricopa County local
American Job Centers that will be available to meet with potential clients for the VR program. This VR
staff member will be available to take client referrals, provide on-site orientations, and other service, as
needed. The RSA staff member will be available to provide information regarding the RSA programs,
accept referrals and facilitate orientations to those interested in receiving services through RSA.
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.
The LWDA 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
monitoring tool form.

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Section 1.4 Performance and Continuous
Improvement

1.4.1 Descriptions of how the ARIZONA@WORK Job Centers are implementing an integrated,
technology‐enabled intake and case management information system for programs carried out under
WIOA and 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
limited in its capabilities, and local entities do not have access to the full functionality of the system.
To address some of the technological gaps, the MCWDB created the Technology Solutions Workgroup
(TSW) in April 2018 to investigate and address the challenges experienced by the Maricopa County
Workforce Development Area in achieving WIOA's Technology Vision. During the course of this work,
the group learned that the challenges identified by stakeholders are not unique to the region. Many of
the concerns with extant technology in the County are similar to those identified by states throughout
the nation. The TSW has garnered support for this initiative from stakeholders throughout Arizona,
including local boards, the Board of Supervisors Chairman, and the Workforce Arizona Council. As a
result, the project shifted from a local initiative to a statewide effort.
ARIZONA@WORK: Maricopa County, through its One Stop Operator (OSO), is creating a universal
referral process in coordination with title partners. The platform is being tested through all four title
partners to ensure efficient and effective handoffs for WIOA participants once it is implemented.
The MCWDB intends to align these investments with the state and other ARIZONA@WORK regions to
explore and grow technological infrastructure for efficient and effective data collection and reporting for
participants and service delivery. The Performance Excellence Workgroup is being tasked with leading
efforts on this front.

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1.4.2 Local levels of performance for Title I‐B for Program Years 2020‐2021
The MCWDB is committed to promoting effective outcomes consistent with statewide goals, objectives,
and negotiated local performance. In order to assess ARIZONA@WORK: Maricopa County’s
performance, and continuously improve services, and the MCWDB’s ability to achieve its vision and
mission, the MCWDB, ARIZONA@WORK Maricopa County, and the BOS negotiate with the State to
establish local performance and accountability measures.
These measures include
•
Employment rate 2nd quarter after exit
•
Employment rate 4th quarter after exit
•
Median earnings
•
Credential attainment
•
Measurable skill gains
By establishing, tracking, and reporting on formative and summative measures, the State can deliver a
consistent level of quality service to stakeholders throughout the Maricopa County region.
In preparation for negotiations of common performance goals and measures for program years 2020-21
for the Adult, Dislocated Worker, Youth, Wagner-Peyser, Adult Education, and Rehabilitation Services
programs, the core partners compiled historical data and identified trends for the performance
indicators, reviewed the Government Performance and Results Act goals, and utilized statistical models
from the U.S. Department of Labor.
The agreed upon metrics displayed in Table 29 are utilized by the MCWDB to set strategic direction and
measure performance. The MCWDB reviews performance measures and progress towards measures
during Full Board meetings on a quarterly basis, making recommendations to operations staff to fine-
tune service delivery or processes.
Maricopa County’s local area performance will be reported on the state’s standard template and will be
made available to the public on an annual basis, including by electronic means. The report will include,
at a minimum, ARIZONA@WORK: Maricopa County’s performance levels achieved with respect to the
WIOA primary indicators, as well as additional information Governor Ducey has requested.

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1.4.2.1 Provide proposed local levels of performance for Title I-B for Program Years 2020- 2021 in
the format provided in Appendix I and describe the economic conditions experienced in the
LWDA and the characteristics of the actual individuals served supporting the proposed levels of
performance.
Negotiated targets are returned in Table 29.
A number of economic conditions are affecting Maricopa County’s workforce. Chief among them is the
COVID-19 pandemic. Econometric indicators, including the unemployment rate, the size of the labor
force and the number of employed persons, all illustrate two unusual challenges. This onset of this
economic downturn was precipitous in nature, with little warning. Second, this downturn was
extraordinarily deep, costing thousands of jobs, impacting industries that are usually recession-proof,
and causing many displaced workers to give up hope of finding a job.
Figure 16: Unemployment Rates, United States, Arizona and Maricopa County, 2019-2020

4.5%
5.3%
12.5%
5.9%
5.1%
6.1%
13.1%
6.3%
4.4%
4.5%
14.4%
8.5%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Maricopa County
Arizona
United States

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Figure 17: Labor Force Participation Rate, Arizona & United States, 2018-2020

Figure 18: Number of Employed Persons, United States and Arizona

61.8%
62.1%
62.8%
58.4%
62.8%
63.6%
63.3%
60.0%
62.0%
57.0%
58.0%
59.0%
60.0%
61.0%
62.0%
63.0%
64.0%
Arizona
United States
152,848
158,017
133,326
3,193,011
3,475,066
3,070,772
2,800,000
2,900,000
3,000,000
3,100,000
3,200,000
3,300,000
3,400,000
3,500,000
3,600,000
120,000
125,000
130,000
135,000
140,000
145,000
150,000
155,000
160,000
165,000
Thousands
United States
Arizona

135

Additionally, the number of initial unemployment insurance claims filed in late March (48,000 in one
week) was so large it threatened to overwhelm the system. While initial claims have leveled off, it is
notable that the number of continued claims, as of this writing, remains at record highs.
These factors combine to indicate that many individuals who seek workforce services now are likely in a
crisis mode and may have little motivation to complete training or education services once they regain
employment.

1.4.3 Expected levels of performance relating to the performance accountability measures based on
primary indicators of performance

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1.4.3.1 Including the expected levels of performance relating to the performance accountability
measures based on primary indicators of performance
Table 29: Maricopa County Local Area Negotiated Performance Levels PY20-PY21, WIOA Title IB
Performance Indicator
Final Negotiated Targets-
PY 20
Final Negotiated Targets-
PY 21
Adult
Employment 2nd Quarter after exit
71.4%
71.4%
Employment 4th Quarter after exit
67.5%
67.5%
Median Earnings in the 2nd quarter after exit
$7,158
$7,158
Credential attainment rate
74.8%
74.8%
Measurable Skills Gain
59.2%
59.2%
Dislocated Worker
Employment 2nd Quarter after exit
77.0%
77.0%
Employment 4th Quarter after exit
71.3%
71.3%
Median Earnings in the 2nd quarter after exit
$8,795
$8,795
Credential attainment rate
79.7%
79.7%
Measurable Skills Gain
50.0%
50.0%
Youth
Employment 2nd Quarter after exit
75.0%
75.0%
Employment 4th Quarter after exit
67.8%
67.8%
Median Earnings in the 2nd quarter after exit
$4,500
$4,500
Credential attainment rate
59.0%
59.0%
Measurable Skills Gain
52.8%
52.8%

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Arizona Management System (AMS)
To ensure continuous improvement, AMS is used to monitor performance and improve processes that
benefit participants. Process updates are identified and created with input from staff and partners.
The Arizona Management System is a professional, results-driven management system that focuses on
customer value and vital mission outcomes. The system is based on principles of Lean Management, a
proven people-centered approach that has delivered effective results in both public and private sectors.
Lean Management focuses on customer value, continuous improvement and engaged employees to
improve productivity, quality and service.
Long-term benefits for Maricopa County are maximized by delivering value to customers, and by
engaging partners and employees who do the work to reflect daily on how they did, find where the
waste occurred, and figure out how they can do better going forward. The Arizona Management System
(AMS) provides the methods, support and tools to accomplish those objectives.
The three main components of the management system are Visual Performance Management, Problem
Solving and Leader Standard Behaviors.
Visual Performance Management tools include:
Huddle Boards - where teams routinely gather to discuss progress on their goals and metrics
(service, quality, people and cost) and identify roadblocks to achieving success. Team huddles
drive performance, identify problems and continuously improve business processes. Huddles
are brief, structured check-ins conducted at regularly scheduled times and intervals (usually
daily or weekly) to assess the team’s performance since the last meeting, surface problems,
determine countermeasures, and plan the team’s work to be completed by the next meeting.
Problem Tracking and Success Tracking – trackers are posted at the Huddle Boards and used to
collect and manage problems associated with a team's metrics, daily activities, internal and
external customer feedback, cascading/ escalating issues and problems solved. Gaps between
actual and expected performance are logged on the huddle board’s problem tracker with an
assigned owner, action and due date.
Standard Work - the documented, current, one best way, to perform a process.
Leader Standard Behaviors:
Leader behaviors include standard work, one-on-one coaching and Gemba walks (i.e., intentional
opportunities for leaders to “go and see” how the work is done).
Standard Work - is the foundation for the Plan-Do-Check-Act cycle of continuous improvement
and ensures that we sustain our gains over time. Staff and leaders develop standard work to
document the current, best process for completing tasks and continuously update them as
needed.
One-on-one Coaching – is the regular cadence of discussion between managers and staff for the
purpose of developing employees and providing regular, structured feedback on performance.

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Recurring one-on-ones at all levels ensures that two-way communication is happening
consistently.
Gemba Walks - intentional opportunities for leaders to go and see how the work is actually
being done, with an eye for opportunities to improve. Regular Gemba walks allow leaders the
opportunity to determine if standard work is being followed, identify process improvement,
identify problems for the Huddle Board, and identify training opportunities.
As a people-centered approach, the Arizona Management System is done with the team, not to the
team. Employees have great influence in solving problems and improving processes.

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Section 1.5 Public Comment
1.5.1 Description of process used to provide public comment prior to submission of plan, including
opportunity to have input into development of the plan

1.5.1.1 Emphasis on public comment opportunities for representatives of businesses, education,
and labor organizations
This document was posted for public comment pursuant to the policies of Maricopa County. This draft is
subject to change after input from the public. This draft of the plan will be available for public comment
beginning on October 15, 2020. Formatting of this document may also change.
Notice was sent directly to the MCWDB’s standard distribution list, including select representatives of
business, education and labor organizations.
•
This plan will be posted on the Maricopa County website home page for public comment.
•
The Public Notice was published in the following newspapers in Maricopa County
o Arizona Republic
o Arizona Business Gazette, Class 1
See Appendix Six for an image of the posting.

1.5.2 Inclusion of any comments received expressing disagreement with local plan

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Appendices

Appendix One: Industries in Maricopa County
Appendix Two: Adult and Dislocated Worker Eligibility Policy
Appendix Three: Maricopa County Priority of Service Policy
Appendix Four: Incumbent Worker Training Policy
Appendix Five: Target Occupations
Appendix Six: Public Posting Image

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Appendix One: Industries in Maricopa County
Table X: Industries in Maricopa County, 2020 Q1
Industry Sector
Establish
ments
Jobs
Key Subsectors
Establish
ments
Jobs
Agriculture, Forestry, Fishing
and Hunting
373
7,192
Crop Production
2,968

Animal Production and
Aquaculture
2,424

Support Activities for
Agriculture and Forestry
1,766

Mining, Quarrying, and Oil
and Gas Extraction
81
2,179
Mining (except Oil and Gas)
1,913

Utilities
101
8,008

Construction
8,504
158,753
Construction of Buildings
34,152
$69,850
Heavy and Civil Engineering
Construction
16,010
$68,610
Specialty Trade Contractors
108,591
$54,490
Manufacturing
3,476
133,731
Computer and Electronic
Product Manufacturing
28,643
$126,963
Transportation Equipment
Manufacturing
20,506
$94,583
Fabricated Metal Product
Manufacturing
16,591
$63,244
Food Manufacturing
12,905
$44,500
Machinery Manufacturing
6,066
$74,587
Chemical Manufacturing
6,008
$76,923
Furniture and Related Product
Manufacturing
5,094
$44,435
Nonmetallic Mineral Product
Manufacturing
4,942
$61,516
Wholesale Trade
8,186
79,120

Retail Trade
10,055
235,590
General Merchandise Stores
39,818
$26,969
Food and Beverage Stores
39,742
$28,670
Motor Vehicle and Parts
Dealers
35,785
$56,236
Building Material & Garden
Equipment & Supplies Dealers
18,168
$37,690
Nonstore Retailers
18,095
$56,698
Miscellaneous Store Retailers
17,775
$30,626
Clothing and Clothing
Accessories Stores
16,563
$21,633
Health and Personal Care
Stores
15,269
$44,575
Transportation and
Warehousing
2,361
93,044
Air Transportation
13,763
$78,969

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Industry Sector
Establish
ments
Jobs
Key Subsectors
Establish
ments
Jobs
Information
2,217
41,414
Publishing Industries (except
Internet)
6,099
$102,972
Motion Picture and Sound
Recording Industries
5,694
$23,860
Broadcasting (except
Internet)
2,984
$92,159
Telecommunications
12,963
$75,554
Data Processing, Hosting, and
Related Services
9,927
$93,048
Other Information Services
3,747
$76,628
Finance and Insurance
6,964
162,495
Securities, Commodities, and
Other and Related Activities
19,256
$109,687
Credit Intermediation and
Related Activities
80,483
$83,938
Insurance Carriers and
Related Activities
62,524
$74,443
Real Estate and Rental and
Leasing
6,873
56,520

Professional, Scientific, and
Technical Services
18,011
144,510

Management of Companies
and Enterprises
886
28,102

Administrative/Support and
Waste Management Services
7,498
221,390

Educational Services
1,864
59,659

Health Care and Social
Assistance
11,523
289,882
Hospitals
64,269
$70,595
Ambulatory Health Care
Services
134,807
$67,006
Nursing and Residential Care
Facilities
40,441
$35,217
Social Assistance
50,366
$27,178
Arts, Entertainment, and
Recreation
1,516
42,211

Accommodation and Food
Services
7,602
195,143

Other Services (except Public
Administration)
6,902
90,730

Government
745
241,482

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Appendix Two: DES Adult and Dislocated Worker Eligibility Policy
ARIZONA DEPARTMENT OF ECONOMIC SECURITY
WORKFORCE INNOVATION AND OPPORTUNITY ACT POLICY MANUAL
CHAPTER 2 - SECTION 100
SUBJECT: ADULT & DISLOCATED WORKER PROGRAMS
1 Issue Date: July 1, 2014
Revision Date: January 17, 2017
100 BACKGROUND AND PURPOSE
This section provides policy and procedures for the Local Workforce Development Areas (LWDAs) to use
when determining eligibility and providing services governed by the Workforce Innovation and
Opportunity Act (WIOA) for both Adult and Dislocated Worker clients.
References: Workforce Innovation and Opportunity Act (WIOA) of 2013 (P.L. 113-128), WIOA Final Rules
20 CFR 678.430, 20 CFR 680, Training and Employment Guidance Letters (TEGLs) 17-05, 15-10, and 03-
15, Section 3 of the Military Selective Service Act, as amended at 50 U.S.C. Appendix 453.
101 ADULT AND DISLOCATED WORKER PROGRAMS
The WIOA Title IB Adult program provides workforce activities that increase, particularly for individuals
with barriers to employment, the employment, retention, earnings, and attainment of recognized
postsecondary credentials of adults age 18 and older, and as a result, improving the quality of the
workforce, reducing dependency on public assistance, increasing economic self-sufficiency, and
enhancing the productivity and competitiveness of the nation.
The WIOA Title IB Dislocated Worker (DW) program provides services to individuals who have been
terminated through no fault of their own, laid off, or have received notice of termination or layoff, from
employment generally due to plant closures or downsizing. Self-employed individuals who are
unemployed due to general economic conditions and individuals who meet the WIOA definition of a
displaced homemaker may also be eligible for services.
102 WIOA ADULT PROGRAM PRIORITY OF SERVICE
LWDAs must observe the priority of service provision for all Adult program formula funds for
individualized career and training activities.
.01 WIOA Priority Groups: Priority of service is to be determined, in order, by the following priority
groups:
1) A veteran or an eligible spouse of a veteran who:
a) Is currently receiving public assistance, or has received public assistance in the last six months,
b) Is low-income, as defined in Section 102.03(A), or
c) Is basic skills deficient, as defined in Section 102.03(B).

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d) Eligible Spouse means the spouse of any of the following:
i)
A person who died of a service-connected disability.
ii) Any member of the Armed Forces serving on active duty who at the time of application for
the priority is listed, as one of the following;
(1) Missing in action;
(2) Captured in line of duty by hostile force;
(3) Forcibly detained or interned in line of duty by foreign government or power;
iii) Any veteran who has a total disability resulting from a service-connected disability.
iv) Any veteran who died while a disability as evaluated was in existence.
2) A non-veteran who:
a) Is currently receiving public assistance, or has received public assistance in the last 6 months,
b) Is low-income, as defined in Section 102.03(A), or
c) Is basic skills deficient, as defined in Section 102.03(B).
3) A veteran or an eligible spouse of a veteran who is not included in WIOA priority groups identified in
102.03(A) or 102.03(B) below.
4) A non-veteran who is not included in WIOA priority groups identified in 102.03(A) or 102.03(B)
below.

.02 LWDA Priority of Service Policy: LWDAs must develop policy which describes how this priority of
service will be applied.
1) This policy may include the:
a) Availability of other funds for providing employment and training-related services in the local
area;
b) Needs of the specific groups in the local area; and
c) Other appropriate factors.
2) LWDAs may not establish policies that undermine WIOAs focus on providing services to targeted
priority of service populations. LWDAs must not set a percentage of funds that will be used to serve
priority populations
3) LWDAs may establish a process that gives priority to other individuals eligible to receive such
services, provided that it is consistent with priority of services to veterans and the other targeted
priority of services groups listed above.
4) Local area policy must clearly state how LWDAs serve adults who do not meet priority of service
criteria and how this information is tracked.

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.03 WIOA Adult Priority of Service Criteria: The criteria that an adult must meet to be considered for
priority of service include low-income status or basic skills deficiency.
1) An adult is low-income when he or she is:
a) Currently receiving or has received public assistance in the last six months, either solely or as a
member of a family;
b) A member of a family whose total family income does not exceed the higher of either the
poverty line or 70 percent of the Lower Living Standard (LLSIL);
c) A homeless individual, as defined in 42 U.S.C. 14043e2(6) of the Violence Against Women Act of
1994, or 42 U.S.C. 11434a(2) of the McKinney-Vento Homeless Assistance Act; or
d) An individual with a disability whose own income meets the income requirement in Section
104.02(A)(2) but is a member of a family whose income does not meet this requirement.
2) An adult is basic skills deficient when he or she is unable to:
a) Compute or solve problems; or
b) Is unable to read, write, or speak English at a level necessary to function on the job, in his or her
family, or in society.

.04 Documenting Low-Income Status for Priority of Service: LWDA staff must properly document low-
income status when an adult is enrolled in the WIOA Adult program and meets any one criterion in
Section 102.03. All attempts to gather this information, including calls, letters, and e-mail messages to
the participant must be documented in AJC Case Notes.
1) Documentation related to income verification as outlined on the WIOA Eligibility and Verification
Checklist (Exhibit 100A) must be collected and uploaded into AJC. Uploading documentation into
AJC is a new process and is still being phased in by LWDAs. Until further guidance is provided,
LWDAs must retain original documentation in each participant’s program file.
2) Low-income documentation for priority of service must be collected. Acceptable forms of
documentation may be found on the WIOA Eligibility & Verification Checklist (Exhibit 100A).
3) Military earnings are not included when calculating income for veterans or transitioning service
members for priority of service.
4) LWDA staff must request medical documentation for program eligibility determination when an
individual with a disability requests accommodation or the individual is counted as a family of one.
All medical information must be kept in a sealed confidential envelope separate from the files of
eligible applicants, registrants, and participants.
5) When an individual with a disability does not want to provide medical documentation to
substantiate a disability, the individual must not be counted as a person with a disability.

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6) When a verification document cannot be obtained, the WIOA Applicant Statement (WIA-1027) may
be accepted only as a last resort. The form must contain the signatures of the participant and a
witness. Every attempt used to gather information for verification must be documented in AJC Case
Notes. The WIOA Applicant Statement (WIA-1027) must be uploaded into AJC. The WIOA Applicant
Statement (WIOA- 1027) may only be used as verification when listed as an acceptable document
for eligibility criteria on the WIOA Title I-B Eligibility Checklist (Exhibit 100A), as such the participant’
s social security number, citizenship/ right to work, Selective Service registration, date of birth must
not be verified using the WIOA Title I-B Applicant Statement (WIA-1027).
7) LWDA staff may verify Social Security benefits through Social Security Consent-Based SSN
Verification Services. Fees associated with this verification are an allowable cost under WIOA Adult
program funds and can be paid by the LWDA. Applicants must not be charged for this verification.
8) Individuals who are recipients of Temporary Assistance for Needy Families (TANF), Supplemental
Nutrition Assistance Program (SNAP), Supplemental Security Income (SSI), or Refugee Cash
Assistance (RCA) may automatically be income eligible and require no further income verification if
the individual provides acceptable documentation.
(1) SNAP documentation must be current and indicate the individual is receiving, or is a
member of a family who is receiving or has received in the past six months, SNAP
payments at the time of application to the WIOA program.
(2) TANF documentation must be current and indicate the individual is receiving, or is a
member of a family who is receiving or has received in the past six months, TANF
payments at the time of application to the WIOA Adult program.
(3) SSI documentation must be current and indicate the individual is receiving, or has
received SSI in the past six months and indicate that payments were made to a single
recipient. The individual applying to WIOA must be the recipient at the time of
application to a WIOA program in order to be considered as a family of one.
(4) RCA documentation must be current and indicate the individual is receiving, or has
received RCA in the past six months and indicate that payments were made to a single
recipient. The individual applying to the WIOA Adult program must be the recipient at
the time of application to a WIOA program in order to be considered as receiving public
assistance.
103 PROGRAM ELIGIBILITY
Adults must meet eligibility requirements in order to receive WIOA individualized career and training
services in the WIOA Adult program.
Dislocated workers, who are unemployed through no fault of their own or who have received an official
layoff notice, must meet basic eligibility requirements in order to receive WIOA individualized career
and training services in the WIOA DW program.

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There are no geographical boundaries in providing services to individuals in any WIOA program.
Individuals may apply for services at any ARIZONA@WORK Job Center in Arizona. LWDAs may not create
policies that prohibit serving individuals who live outside their local area.
.01 WIOA Adult Eligibility: An individual is eligible for the WIOA Adult program when he or she:
A. Is 18 years of age or older;
B. Is a citizen or national of the United States, or a lawfully admitted permanent resident alien,
refugee, asylee, parolee, or other immigrant authorized by the United States Attorney General
to work in the United States; and
C. Meets Section 3 of the Military Selective Service Act, as amended at 50 U.S.C. Appendix 453, to
register for Selective Service.
a. Each LWDA is responsible for determining Selective Service status of males prior to
program enrollment.
b. Every male citizen, or any male residing in the United States, born on or after January 1,
1960, unless exempt, is required to register with the Selective Service System (SSS)
between their 18th and 26th birthdays. Registration with SSS can occur within 30 days of
a male’s 18th birthday and prior to attaining his 26th birthday.
c. A detailed list of males who are and who are not required to register with Selective
Service due to an exemption may be found online at https://www.sss.gov/Registration-
Info/WhoRegistration.
d. Selective Service registration can be verified online at
https://www.sss.gov/Home/Verification. The male’s name, date of birth, and social
security number is needed to verify registration.
e. If a male who is required to register with Selective Service has failed to do so and has
attained his 26th birthday, he must provide the LWDA with a Status Information Letter. A
male must complete a Status Information Letter Request form, which can be found at
https://www.sss.gov/Portals/0/PDFs/Status.pdf. When he receives the Status
Information Letter from Selective Service, he must provide the documentation to the
LWDA and the form may be uploaded into AJC. If documentation is not uploaded into
AJC, the documentation must be kept in the participant’s program file.
f. The LWDA must develop a policy for determining whether a male knowingly and
willfully failed to register with Selective Service. When a male was required to register
but failed to do so as determined by the Status Information Letter, or by his own
acknowledgement, he may only receive WIOA Adult or DW program services if he can
establish by a preponderance of evidence, which he presents to the LWDA, that his
failure to register was not knowing and willful.

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g. LWDAs are responsible for evaluating the evidence presented by the individual and
determining whether a male’s failure to register was knowing and willful. LWDA staff
must enter AJC Case Notes documenting the evaluation of evidence.
h. When the LWDA determines that a male’s failure to register was knowing and willful,
WIOA services must be denied and the reason for the decision must be entered into AJC
Case Notes. Individuals denied services must be advised of available WIOA grievance
procedures.
.02 WIOA Dislocated Worker Eligibility: Eligibility of a dislocated worker is determined at the time of
enrollment. This determination remains intact for the period of participation in the Dislocated Worker
(DW) program. A dislocated worker is an eligible adult (see Section 103.01) who meets one of the
following four categories.
A. Category I includes an individual (non-retiree), including recently separated U.S. veterans within
48 months after discharge or release from active duty, who has been terminated through no
fault of their own or laid off, or has received a notice of termination or layoff from employment;
and
a. Is eligible for or has exhausted entitlement to Unemployment Insurance (UI)
compensation, or
b. Has been employed for a duration sufficient to demonstrate attachment to the
workforce (determined on a case-by-case basis by the LWDA), but is not eligible for
unemployment compensation due to insufficient earning or having performed services
for an employer that was not covered under state unemployment compensation law;
and
c. Is unlikely to return to a previous industry or occupation. An individual is considered
unlikely to return to a previous industry or occupation when:
i.
Labor market information for the occupation shows a zero or negative growth
rate;
ii.
The local Chamber of Commerce, Economic Development representative, or
other credible sources of regional economic information confirm the occupation
or industry has shown a significant employment decline in the local labor
market area; c. Employment Service confirms that, in the previous sixty days,
there was a lack of job orders for that occupation to qualified job seekers, as
determined by the LWDA;
iii.
A plant closure or substantial layoff within the labor market area in the same
industry or occupation has occurred in the last six months from the date of plant
closure or substantial layoff;
iv.
The individuals have been actively seeking but are unable to find employment in
their previous industry or occupation for a period of 90 days or more from
employment separation; or

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v.
A person is laid off from a job due to lack of certification.
vi.
The separating service member is separating from the Armed Forces with a
discharge that is anything other than dishonorable who qualifies for dislocated
worker activities when he or she:
1. Has received a notice of separation, a DD-214 from the Department of
Defense, or other documentation showing a separation or imminent
separation from the Armed Forces to satisfy the termination or layoff
part of the dislocated worker eligibility criteria in WIOA sec. 3(15)(A)(i);
2. Qualifies for the dislocated worker eligibility criteria on eligibility for or
exhaustion of unemployment compensation in WIOA sec. 3(15)(A)(ii)(I)
or (II); and
3. Meets the dislocated worker eligibility criteria that the individual is
unlikely to return to a previous industry or occupation in WIOA Section
3(15)(A)(iii).
Note: Veterans do not automatically qualify as dislocated workers under
this category. Only recently separated service members who have been
released within the past 48 months from active military, naval or air
duty, and service members who have an imminent separation date.
Veterans who are voluntarily retiring from the military are not eligible
as Dislocated Workers. However, Veterans who are “forced to retire” by
the military (within the past 48 months or have imminent separation
date) are considered to be terminated at no fault of their own and must
meet the other requirements for Category I Dislocated Worker to be
eligible.
vii.
Reemployment Services and Eligibility Assessment (RESEA) eligibility is not an
automatic qualifier for the Dislocated Worker program.
B. Category II includes an individual who:
a. Has been terminated through no fault of their own or laid off or has received a notice of
termination or layoff from employment as a result of any permanent closure of, or any
substantial layoff at, a plant, facility, or enterprise. A substantial layoff is defined as an
extended mass layoffs that either involve 500 or more workers or in which the number
of separations is at least one-third of the employment prior to the separation, excluding
those employees that work less than 20 hours a week (U.S. Bureau of Labor Statistics);
or
b. Is employed at a facility at which the employer has made a general announcement that
such facility will close within 180 days; or

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c. For purposes of eligibility to receive services other than training services, career
services, or supportive services, is employed at a facility at which the employer has
made a general announcement that such facility will close.
C. Category III includes an individual who was self-employed (including employment as a farmer,
rancher, or fisherman) but is unemployed as a result of general economic conditions in the
community in which the individual resides or because of natural disasters.
D. Category IV includes an individual who:
a. Is a displaced homemaker (an individual who has been providing unpaid services to
family members in the home);
b. Is the spouse of a member of the Armed Forces on active duty, as defined in U.S.C. Title
10 Section 101 (d) (1), and who has experienced a loss of employment as a direct result
of relocation to accommodate a permanent change in duty station of such member; or
c. Is the spouse of a member of the Armed Forces on active duty, or who has been
discharged from the military, and is unemployed or underemployed and is experiencing
difficulty in obtaining or upgrading employment. A person is considered underemployed
if they are employed either full or part-time, whose current annualized wage does not
exceed the highest of either:
i.
80% of their wages at the date dislocation; or
ii.
The individual’s earned wages are at or below the self-sufficiency threshold
established by the LWDA.
.03 WIOA Dislocated Worker Verification of Layoff or Termination
Methods to verify layoff include verification from the employer, a WARN notice, a public announcement
with a follow-up cross-match with the UI system, or a Rapid Response list showing names of affected
employees.
When gathering verification documentation becomes a hardship, the LWDA may accept the WIOA Title
IB Applicant Statement (WIA-1027A).
A list of acceptable documentation that satisfies verification requirements for veterans and spouses of
veterans can be found in the WIOA Title IB Eligibility Checklist (WIA-1027B).
The term “terminated” does not include workers who were terminated for cause, left voluntarily, or
voluntarily retired. The status of an individual must be determined prior to providing services.
A. If an individual is fired for cause by their employer or quits their job they are not considered to
be terminated at no fault of their own.
B. Individuals who accept early “forced” retirement as a part of reduction in workforce are
considered terminated at “no fault of their own” and must meet other Dislocated Worker
eligibility requirements.

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C. A termination is a permanent situation, where the employer does not plan on rehiring the
individual. If an employee is issued a written notice of termination with a possibility of a recall at
some future date, the individual is not eligible. However, a layoff notice for a period of twenty-
six or more weeks is considered terminated for the purposes of determining eligibility.
D. Individuals who are likely to remain with the employer through the layoff, or those who are
retiring and leaving the workforce instead of seeking new employment, are not considered
dislocated workers,

.04 Interim Employment
An otherwise eligible dislocated worker remains eligible if, prior or during participation in the dislocated
worker program, interim employment is obtained for the purpose of income maintenance. Interim
employment is defined as employment that is accepted by the individual for the purpose of transitory
income prior to participation in individualized career services or training services with the intention of
ending such employment at the completion of the individualized career services or training services.
Earnings from Interim employment must not be more than:
A. 80 % of their wages at the date of dislocation; or
B. The self-sufficiency threshold established by the LWDA.
Documents uploaded into AJC must show why the individual’s current employment is considered
interim employment. If documentation is not uploaded into AJC, the documentation must be retained in
the participant’s program file.

104 SERVICES FOR ADULTS AND DISLOCATED WORKERS
WIOA establishes two levels of employment and training services for adults and dislocated workers:
career services and training services.
.01 Career Services
Career services for eligible adults and DWs must be available in the onestop delivery system in each
LWDA. There are three types of career services, which include basic career services, individualized
career services, and follow-up services.
A. Basic Career Services
Basic career services must be made available to all adults and DWs accessing the one-stop
delivery system in each LWDA; however, not all individuals will receive all services. When an
adult or DW receives a basic career service that requires significant staff assistance, he or she
must be enrolled in either the WIOA Adult or DW program. Basic career services must include:
a. Determination of whether the individual is eligible to receive assistance from the adult,
dislocated worker, or youth programs;
b. Outreach, intake (including identification of unemployment insurance claimants likely to
exhaust benefits through the state’s Reemployment Service and Eligibility Assessment

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program), and orientation to information and other services available through the One-
Stop system. LWDAs must provide individuals the webpage link to apply for Temporary
Assistance for Needy Families part of this service, as appropriate. Individuals may apply
online at https://des.az.gov/services/basic-needs/financialsupport/cash-assistance;
c. Initial assessment of skill levels to determine literacy, numeracy, and English language
proficiency, as well as other assessment tools to determine aptitudes, abilities (including
skills gaps), and support service needs;
d. Labor exchange services, including job search, placement assistance and career
counseling, when needed. This includes providing information on nontraditional
employment and in-demand industry sectors and occupations;
e. Provision of referrals to and coordination of activities with other programs and services,
including programs and services within the one-stop delivery system and, when
appropriate, other workforce development programs. This includes co-enrollments in
more than one program. The LWDA must collaborate and work closely with partner
programs to address the needs of these co-enrolled customers;
f. Provision of workforce and labor market information, including information relating to
local, regional, and national labor market areas, such as:
i.
Job vacancy listings in labor market areas,
ii.
Information on job skills necessary to obtain the vacant jobs listed, and
iii.
Information relating to local occupations in demand and their earnings, skills
requirements, and
g. opportunities for advancement;
h. Provision of performance information and program cost information on eligible
providers of training services by program and provider type;
i.
Provision of information, in usable and understandable format and languages, about
how the LWDA is performing on local performance accountability measures, as well as
any additional performance information related to the OneStop system;
j.
Provision of information, in usable and understandable format and languages, about the
availability of supportive services or other programs that provide assistance and
appropriate referrals to those services and programs including, but not limited to:
i.
Child care,
ii.
Child support services,
iii.
Medical and child health assistance (KidsCareArizona’s Children’s Health
Insurance Program (CHIP) through the Arizona Health Care Cost Containment
System (AHCCCS),
iv.
Benefits through the SNAP Program,
v.
Assistance through the TANF program and other support services and
transportation provided through TANF,
vi.
Assistance through the earned income tax credit;
vii.
Housing counseling and assistance services sponsored through the U.S.
Department of Housing and Urban Development (HUD); and
viii.
Other Supportive Services, including transportation.

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k. Provision of information regarding filing claims for unemployment insurance benefits,
including meaningful assistance to individuals seeking assistance in filing a claim;
l.
Assistance in establishing eligibility for programs of financial aid assistance for training
and education programs not provided under WIOA.
B. Individualized Career Services
Individualized career services must be made available to eligible adults and DWs accessing the
one-stop delivery system in each LWDA when a LWDA determines additional services beyond
basic career services are required to obtain or retain employment; however, not all individuals
will receive all services. Adults and DWs must be enrolled in order to receive individualized
career services, and LWDAs must collect documentation for priority of service for adults
enrolled in the WIOA Adult program. Individualized career services must include:
a. Comprehensive and specialized assessments of the skills levels and service needs of
adults and dislocated workers, which may include diagnostic testing, to include basic
skills assessment tests approved by the U.S. Department of Education (DOE) identified
at 80 FR 48304-48306, such as the Test for Adult Basic Education (TABE 9/10) and in-
depth interviewing and evaluation to identify employment barriers and appropriate
employment goals, and the use of other specialized assessment tools, as determined by
the LWDA.
When LWDAs decide not to provide comprehensive and specialized assessments for
individuals who have college degrees, LWDA policy must clearly define the reason(s) to
not provide specialized assessments and how the LWDA determines these clients do not
require further testing.
Comprehensive and specialized assessment of skills levels must be provided prior to
other individualized career services and training services as the results are used to
confirm if an individual is Basic Skills deficient, which in turn is used to determine the
participant’s priority of service. Once the comprehensive assessment has been
completed, other individualized career services and training services may be provided.
b. Development of an Individual Employment Plan (IEP), which is an ongoing strategy to
identify the employment goals, appropriate achievement objectives, associated
strategies, and appropriate combination of services for the participant to achieve his or
her employment goals, including information about eligible training providers and
programs from the Eligible Training Provider List (ETPL). All services provided to a client
must be entered on the IEP and Case Notes in Arizona Job Connection (AJC), and must
be updated whenever there is a change made;
c. Group and/or individual counseling and mentoring;
d. Career planning;
e. Case management;
f. Short-term pre-vocational services, including development of learning skills,
communication skills, punctuality, personal maintenance skills and professional conduct
services to prepare individuals for unsubsidized employment or training. In some

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instances, pre-apprenticeship programs may be considered as short-term pre-vocational
services;
g. Internships and Work Experiences (WEX) linked to careers.
i.
An internship or work experience is a planned learning experience that takes
place in a workplace for a limited period of time. Internships and work
experiences can be paid or unpaid;
ii.
Labor standards apply to internships and work experiences where there is an
employee/ employer relationship, as defined by the Fair Labor Standards Act;
iii.
Transitional jobs are a type of work experience that is wage-paid and subsidized
for those individuals with barriers to employment who are chronically
unemployed or have an inconsistent work history, as determined by the LWDA.
These jobs are designed to enable an individual to establish a work history,
demonstrate work success in an employer-employee relationship, and to
develop skills that lead to unsubsidized employment.
iv.
LWDAs may use up to 10 percent of their combined total adult and dislocated
worker allocations for transitional jobs.
v.
Transitional jobs must be combined with comprehensive career services and
supportive services.
h. Workforce preparation activities that help an individual acquire a combination of basic
skill necessary for the successful transition into and completion of postsecondary
education, training, or employment;
i.
Financial literacy services;
j.
Out-of-area job search assistance and relocation assistance; and
k. English language acquisition and integrated education and training programs.
C. Follow-up Services
Follow-up services are provided to clients who have obtained unsubsidized employment and
exit the WIOA Adult or DW program to promote job retention, wage gains, and career progress.
a. Follow-up services vary and are determined on a case-by-case basis. The LWDA may
provide follow-up services to other individuals who exit the program who have not
obtained unsubsidized employment per local area policy. Follow-up services may
include:
i.
Additional career planning and counseling;
ii.
Contact with the participant’s employer, including assistance with work related
problems that may arise;
iii.
Peer support groups;
iv.
Information pertaining to additional educational opportunities; and
v.
Referral to supportive services available in the participant’s community.
b. Follow-up services must be made available to clients who exit the WIOA Adult or DW
program into unsubsidized employment for a minimum of 12 months following the first
day of employment. Follow-up services do not extend the date of exit in performance
reporting.

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c. Adult or DW program clients may decline follow-up services if they so choose.
d. The participant’s case file notes must contain documentation substantiating that follow-
up services were offered. This may include, but is not limited to, a letter, an e-mail, or
case notes based on a telephone or face-to-face conversation.
e. A minimum of three attempts must be made to contact the individual to offer follow-up
services.
f. Re-enrollment into WIOA Adult or DW program is required when it becomes necessary
during the follow-up period to utilize WIOA services beyond those available in follow-up
services.
g. Supportive Services must not be provided after the WIOA Title I-B Adult or Dislocated
Worker program participant exits the program, if the individual is need of supportive
services the individual must be re-enrolled in the WIOA Title I-B Adult or Dislocated
Worker Program. Supportive services, with exception needs-related payments, may be
provided as a follow-up service for WIOA Title I-B youth participants.

.02 Training Services
Training services are available to assist individuals in gaining the skills and knowledge to obtain and
retain employment. Training is administered by public and private sector employers, as well as
institutions of higher education, registered apprenticeships, and other public and private providers of
programs of training services. The training must be directly linked to the employment opportunities in
either the LWDA in which the participant resides or in another local area where the participant is willing
to relocate. For more information on training services, please see the Training Service Policy, Section
500.
105 REGISTRATION, ENROLLMENT, AND DATA ENTRY
WIOA addresses an important distinction between registration and enrollment.
1. A registration in AJC occurs when an adult or dislocated worker creates an account that includes
complete data demographics and work history. However, documentation or verification of
income is not required.
2. Registration in AJC must occur when an adult or dislocated worker has taken action that
demonstrates an intent to use program services and who meets specific reporting criteria for
the program, including adults or dislocated workers who:
a. Provide identifying information;
b. Use the self-service system;
i. The self-service system includes adults and dislocated workers who
independently access any workforce development system program’s
information either in a physical location, such as a One-stop resource room or
partner agency or remotely via use of electronic technologies.

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ii. Virtual services that provide a level of service beyond independent job search or
information seeking on the part of an adult or DW would qualify as not self-
service.
c. Receive information-only services or activities; Informational-only services include
providing readily available information that does not require assessment by a staff
member of the individual’s skills, education, and career objective. Examples of
informational services include providing:
i. Labor market information;
d. The unemployment rate;
e. Information on businesses that are hiring or reducing their workforce;
f. Information on high growth industries; and
g. Referrals other than referrals to employment.
3. Enrollment into either the Adult or Dislocated Worker program must occur when an individual
requires services beyond self-service, or services beyond simply providing the individual
information. The program enrollment will depend on the participant’s eligibility (see Section
103). It is not acceptable to delay registration or enrollment in AJC until individualized career
services or training services are provided or determined necessary. LWDAs must verify income
related documents for adults receiving individualized career or training services. Verification of
income-related documents is not required for basic career services.
a. Enrollments are pending in AJC until they are approved by designated LWDA staff.
Pending enrollments must be approved promptly and accurately to ensure expediency
of services.
b. If a pending enrollment is not approved within 30 calendar days, the AJC System
requires that the participant’s eligibility be re-determined for its respective program.
This includes collecting new/updated verification documentation for eligibility
determination. LWDAs must develop local policies that address timely entry of
enrollments and run the WIA No Participation report to monitor the timeliness of the
pending client record.
4. Until reporting systems are in place to report career services, LWDAs must report basic career
services as core services, and individualized career services as intensive services. Further
guidance on reporting transition will be provided as it becomes available.
5. Transactions relating to WIOA Adult and DW program-provided activities and services must be
entered or updated in AJC promptly and accurately to ensure expediency of services.
6. LWDAs must run the AJC Report 8 – Case Manager Reports/Local Workforce Area – on a
monthly basis to ensure timely follow-ups and accurate data recording.
7. For Arizona Address Confidentiality Program (ACP) participants, LWDAs must accept and use the
substitute address in AJC and in all other documents that contain the participant’s address. The
Secretary of State’s ACP is a program that helps victims of domestic violence, sexual offenses,
and/ or stalking. The Secretary of State’s ACP Office issues a substitute address to be used
instead of the person’s home, work, and school address. The Secretary of State’s ACP office
accepts all first class, registered and election mail for the participant and forwards to her/ his
real address at no cost. LWDAs must verify the individuals ACP participation by:

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a. Contacting the Secretary of State’s ACP Office; or
b. Viewing the ACP authorization card. When possible the LWDA must make a copy of the
ACP authorization card for the WIOA Title I-B participant’s file.

106 CO-ENROLLMENT
Co-enrollment occurs when a participant is simultaneously enrolled in more than one employment and
training program. The LWDA must work closely to address the needs of co-enrolled customers and
ensure services are made available to eligible individuals who are referred by partner programs based
on priority of service criteria.
Programs that WIOA Title I-B Adult and Dislocated Worker Program may have co-enrollments with
include:
1. Migrant Seasonal Farmworker (MSFW)
MSFWs must be identified at the point of entry to assure equity of services is provided.
2. Jobs Program (TANF Work Program)
Jobs Program clients must be identified at the point of entry to assure both priority of service
and equity of services is provided.
3. Supplemental Nutrition Assistance Employment and Training (SNA E&T)
SNA E&T clients must be identified at the point of entry to assure both priority of service and
equity of services are provided.
4. Trade Adjustment Assistance (TAA)
Individuals who are dislocated from an employer that is certified for TAA must be co-enrolled in
the WIOA DW program.
5. Programs under the Second Chance Act
Currently incarcerated individuals who are soon-to-be released from prison, or recently released
prisoners may be enrolled in programs under the Second Chance Act. These programs are still
being developed and further guidance will be provided as it becomes available.
6. Other employment related programs.
Additionally, youth who have continued to be co-enrolled in WIOA Adult or DW programs or
who have been adopted and are now adults must remain eligible for WIOA Adult or DW services
and do not require re-determination of eligibility.

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107 PROGRAM EXITS
Clients who have not received a service funded by the WIOA Adult or Dislocated Worker program or a
partner program for 90 consecutive calendar days and are not scheduled for future services are
considered to have exited the program.
1. Program Exit Requirements
The date of exit is the last date a service was provided to a participant. Case notes in AJC must
include the reason for exit and documentation may be uploaded into AJC. If the documentation
is not uploaded into AJC, the documentation must be retained in the participant’s program file.
a. The participant will not be counted in performance if they exit the program for any of
the following reasons:
i. Deceased – participant died during participation in either the WIOA Adult or
Dislocated Worker program;
ii. Institutionalized – participant is residing in an institution or facility providing 24-
hour support, such as a prison or hospital, and is expected to remain
institutionalized for at least 90 days;
iii. Health/Medical – participant is receiving medical treatment that precludes entry
into unsubsidized employment or continued participation in a WIOA program.
This does not include temporary conditions expected to last for less than 90
days;
iv. Entered into Active Military duty-participant who is a reservist and has been
called to active duty or participant enlists and reports for active duty which
prevents participation in WIOA Title I-B Youth program; or e. Found Ineligible
After Registration – participant is determined ineligible to participate in either
the WIOA Adult or DW program.
v. When a participant receives services from multiple programs, the most recent
service end date is the date of exit. Follow-up services provided to clients do not
extend the exit date.
b. If an individual retires, retirement must be recorded in AJC as the reason for the exit for
reporting purposes. However, individual is not excluded from the performance
measures.
2. Gaps in Service
A participant in the WIOA Adult or DW program may be placed in a “gap in service” when a
situation arises that will temporarily prevent program participation for greater than 90
consecutive calendar days. The gap in service will provide time for clients to address barriers to
continued participation without exiting the program. In addition to scheduling the participant
for a gap in service, the participant must have an in-progress service open in the S & T plan page
in AJC to extend the program participation.

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a. A gap in service extends a participant’s exit date for 90 calendar days from the time he
or she is placed into the gap. The gap in service must be related to:
i. A delay before the beginning of training;
ii. A health/medical condition, or providing care for a family member with a
health/medical condition; or
iii. A temporary move from the area that prevents the individual from participation
in services, including National Guard or other related military service.
b. A gap in service may be extended for an additional 90 consecutive calendar days (for a
total of 180 consecutive calendar days) to resolve the issue that is preventing a
participant from completing program services. The extended gap in service must be
related to:
i. A health/medical condition, or providing care for a family member with a
health/medical condition; or
ii. A temporary move from the area that prevents the individual from participation
in services, including National Guard or other related military service.
c. All gaps in service must be referenced in case notes detailing the reason for the gap in
service.

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Appendix 3: Maricopa County Priority of Service Policy
AUTHORIZED BY: Tom Colombo, Assistant Director
SUBJECT: Priority of Service WIOA Title 1B
Purpose: To ensure compliance with WIOA Priority of Service requirements local workforce areas must
establish a priority of service policy for Title 1B Adult programs for Individualized Career and Training
Services. This policy does not apply to Basic services, or to Dislocated Workers and is no longer based on
limited funding.
This Priority of Service policy is effective immediately. Once the individual’s priority of service status is
determined it will be documented in case notes using the priority levels below.
Responsibility of: ARIZONA@WORK – MARICOPA COUNTY staff, partners, contractors, subcontractors
and subgrantees
Process Description: Calculation of priority of service is determined in the following order:
•
1st Priority: Veterans and eligible spouses of veterans who are determined to be low income or
basic skills deficient
•
2nd Priority: Non-veterans or eligible spouses of veterans who are considered low income or
basic skills deficient
•
3rd Priority: Veterans and eligible spouses of veterans who are not low income
•
4th Priority: All other WIOA eligible Adults who are not low income
Definitions:
Eligible Veteran:
1. A person who served in the active military, naval, or air service and was discharged or released
under conditions other than dishonorable;
2. Active service includes full-time duty in the National Guard or a Reserve component, other than
full-time duty for training purposes.
Eligible Spouse is the spouse of any of the following:
1. Any veteran who died of a service-connected disability;
2. Any member of the Armed Forces serving on active duty who, at the time of application for the
priority, is listed in one or more of the following categories and has been so listed for a total of
more than 90 days:
a. Missing in action;
b. Captured in the line of duty by a hostile force; or
c. Forcibly detained or interned in the line of duty by a foreign government or power

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3. Any veteran who has a total disability resulting from a service-connected disability, as evaluated
by the Department of Veterans Affairs; or
4. Any veteran who died while a disability was in existence

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Appendix Four: Incumbent Worker Training Policy
I. APPLICABILITY/SCOPE
This policy applies to Incumbent Worker Training services delivered through the Workforce Innovation
and Opportunity Act (WIOA) Title IB grant by staff and contracted providers of ARIZONA@WORK:
Maricopa County.

II. PURPOSE
The purpose of Incumbent Worker Training is to provide workers and employers the opportunity to build
and maintain a quality workforce. This policy is to establish the rationale and criteria for use and provision
of service for the business customer. Incumbent Worker training can be used to:
1. Avoid layoff of employees; and
2. Increase the skill levels of employees so they can be promoted within the company and create backfill
opportunities for the employers.

III. BACKGROUND
A. Training is designed to help the local area employer’s workforce obtain the skills necessary to retain
employment and prevent job loss. The training activities are carried out by the local board in
conjunction with employers or a group of employers (which may include employers in partnership with
other entities for delivering such training) to assist such workers in obtaining the skills necessary to
retain employment or avert layoffs.
Section 134(d)(4) of the Workforce Innovation Opportunity Act (WIOA), states Incumbent Worker
Training (IWT) must increase the competitiveness of the employee and/or employer. The Maricopa
County Workforce Development Board (MCWDB) can approve up to 20 percent of the adult and
dislocated worker funds to provide for the federal share of cost of providing Incumbent Worker
Training. When determining the employer’s eligibility for participating in Incumbent Working training,
the following factors need to be considered:
1. The characteristics of the participants in the program (e.g. individuals with barriers to
employment);
2. The relationship to the occupational competitiveness of the employer and the employees; and
3. Other factors the MCWDB may use to determine employer eligibility may include the number of
employees participating, wage and benefit levels (pre-and post), and existence of other training
and advancement opportunities by the employer.

IV. DEFINITIONS

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INCUMBENT WORKER TRAINING - WIOA Section 134(d)(4)(B) defines Incumbent Worker Training as training
that is designed to meet the special requirements of an employer (including a group of employers) to retain
a skilled workforce or avert the need to lay off employees by assisting the workers in obtaining the skills
necessary to retain employment and is conducted with a commitment by the employer to retain or avert
the layoffs of the incumbent worker(s) trained.

REPORTABLE INDIVIDUAL – is an individual who has taken action that demonstrates an intent to use
program services and who meets specific reporting criteria for the program described below in Section
IV.A.2, items a-c. Reportable individuals are not Participants and are not part of performance measures
but must have an AJC registration.

V. POLICY
A. Worker Criteria
To qualify as an incumbent worker, the individual must:
1. Live in the State of Arizona;
2. Meet the Fair Labor Standards Act for an employer-employee relationship; and
3. Be employed by the contract employer with an established work history for at least six months.
4. When a cohort of incumbent workers is being provided WIOA 20 CFR Section 680.780 states not every
employee in the cohort must have an established employment history with the employer for six
months or more as long as a majority of those employees being trained do meet the employment
history requirement.

If the incumbent worker is enrolled in WIOA Title IB Adult and Dislocated Worker program, eligibility
standards will need to be met. If the incumbent worker is not currently enrolled in WIOA Title IB Adult
and Dislocated Worker program, eligibility standards will not be required. However, this incumbent
worker is considered a “reportable individual” according to policy 400.403, Data Integrity and the
Customer Participation Cycle, Section III., Definitions. The definition of a reportable individual is listed in
Section IV. DEFINITIONS of this policy.

B. Business Criteria
All businesses must be located and conducting business within the State of Arizona. Incumbent Worker
Training contracts will not be provided to any business that has relocated within the previous 120 days of
its application if the relocation has resulted in any employee losing his or her job at the original location.
Each business agrees to:

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1. Complete an application that meets the Incumbent Worker Training Assessment Rubric and enter into
a contract with Maricopa County;
2. Demonstrate why and how the training will provide skills necessary to retain or avert layoffs;
3. Adhere to applicable WIOA Title 1B administrative requirements as well as WIOA Section 188
nondiscrimination and equal opportunity provisions of the law;
4. Provide a Training Development Plan that identifies the training need and competencies that will be
achieved for everyone selected to receive the training (provided in application package);
5. Provide copies of a “Certificate of Completion” for everyone who successfully completes the
prescribed training program. Such certificates must contain the individual’s name and the class or
course completed through training;
6. Continue to employ the individual upon successful completion of training;
7. Be available for program monitoring on a scheduled basis; and
8. Provide quarterly post-training reports, including information on the retention and/or promotions of
trainees and the impact training made on the business, for one year after the completion of the
training.

C. Training Criteria
1. Requested Incumbent Worker Training must not:
a.
Displace any currently employed workers (including a partial displacement such as a reduction in
non-overtime work, wage, or employment benefits);
b.
Impair an existing contract for services or a collective bargaining agreement;
c.
Procure, contract for, or incur costs to be paid from WIOA Title IB program funds prior to the start
date, as determined by the date when all parties sign the contract;
d.
Include proprietary training specific to a company, unless skills are determined to be transferable to
other businesses or industries;
e.
Be used to directly or indirectly assist, promote, or deter union organizing; and
f.
Be used if the organization has internal training programs and/or employee reimbursement
programs that are provided to the employees for the requested training.

2. Application process will identify one or more of the following training criteria that creates benefit to the
individual workers participating in training:
a.
Layoff aversion;
b.
Attainment of self-sufficiency as measured by 450% of the Lower Living Standard Income Level
(LLSIL);

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c.
Individual job pathing via promotion pending successful completion of training;
d.
Increased wage pending successful completion of training;
e.
Number of employees participating in the training;
f.
Relationship to the competitiveness of the employer and the employees; or
g.
If essential skills training that addresses abilities, traits and behavior rather than formal technical
knowledge training, is required, then the submitted application should demonstrate a
programmatic approach that results in an increase in competitiveness of the employee.

I.
Maricopa County may reserve up to 20 percent of the total adult and dislocated worker
allocations for Incumbent Worker Training through the Maricopa County Workforce
Development Board’s (MCWDB’s) approval of the budget. Maximum contract per company is
up to $50,000 per fiscal year with an option for the MCWDB to approve additional funds based
on the employer’s extraordinary ability to impact job seekers. Additional funding
determinations are based on the eight training criteria listed in the Business Criteria section
V.B. of this policy.
II.
The Incumbent Worker Training Assessment Rubric, as well as the application form, will be
used as sources for the MCWDB to establish relevancy for extension of funds beyond the
$50,000 maximum contract amount.
III.
Staff should evaluate the employee impact including training criteria, the number of
employees assisted and competitive factors when considering consecutive contracts.
Staggered start contracts are contracts that have not demonstrated successful completion
because the first contract has not reached the contract completion date. Staff may consider
extending a request to withhold executing a second contract allowing a successful completion
history to be demonstrated.
D. Employer Match
Employers participating in Incumbent Worker Training must pay a significant portion of cost of the training
for those participants in Incumbent Worker Training. This can be done through both cash and/or in-kind
payments. In-kind funds are defined as hourly wages paid to participants while in training. Rules for
matching funds are provided in the Uniform Guidance and Department of Labor (DOL) exceptions at 2 CFR
200.306 and 2 CFR 2900.8 respectively.

Section 134(d)(4)(D)(ii) of WIOA provides the minimum amount of employer share in the Incumbent
Worker Training is dependent on the size of the employer:
1. The non-federal share depends on the size of the employer and must not be less than:
a. Ten percent of the cost for employers with not more than 50 employees;

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b. Twenty-five percent of the cost for employers with more than 50 employees, but not more than
100 employees; and
c. Fifty percent of the cost for employers with more than 100 employees.
E. Performance Reports
Performance data will be collected at the end of the contract to ensure employers who are participating
in Incumbent Worker Training are fulfilling their commitment to retain training participants after they
complete the training program. Tracking will include variables defined in the application form including:
1. Layoff aversion;
2. Attainment of self-sufficiency;
3. Individual job pathing via promotion pending successful completion of training;
4. Increased wage pending successful completion of training;
5. Number of employees participating in the training;
6. Relationship to the competitiveness of the employer and the employees;
7. Confirmation of successful skills completion;
8. Within 30 days of completion of training, submit invoices for reimbursement and provide copies of
certifications of training completions for each trainee/employee; and
9. Within 60 days of completion of training, provide work related outcomes (promotions, salary increase,
etc.) of employees that participated in training.

VI. POLICY MANAGEMENT REQUIREMENTS
Administrative revisions to the policy may be made by the MCWDB’s Executive Director, with notice
to the MCWDB’s Executive Leadership Committee. All other substantive revisions will go to the
Executive Leadership Committee for review and recommendation to the MCWDB for approval.
VII. ADDITIONAL OR MISCELLANEOUS INFORMATION
A. Incumbent Worker Training Application Assessment Rubric – See Below

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COMPANY NAME
<Insert Company Name Here>
Rubric
Data
Rating
Point
Potential
Is the received application complete, including how the training will avert
layoffs of applicable employees?
- if the application is incomplete, the application will not be approved for
review.

No point
value
Employer Size
-if 1-50 = 5 pts, 51-100 = 4 pts, 101+ = 3 pts

5
Is the employer inside Maricopa County, and outside of Phoenix?
- if yes = 5 pts, no = 0

0
5
Program to target group with barriers
Populations for barriers to employment defined by WIOA Sec. 3(24) may
include: 1) older individuals, 2) previously justice involved, 3) homeless, 4)
long-term unemployed, 5) individuals with a disability, 6) youth who are in
or have aged out of foster care, 7) English language learners, low levels of
literacy, and individuals facing substantial cultural barriers.
- if yes = 5, if no = 0

5
Enter the number of potential variables the proposed training will attain:
1. Will a result of the training Increase any participant wages to over
$13.00 per hour, and/or;
2. Will a result of the training increase in wages of all participants, and/or;
3. Will result in a credential versus skills gain, and / or,
4. Will a result of the training increase competitiveness evident by
completer(s) receiving a promotion?
(4 variables 10 pts; 3 variables 9 pts; 2 variables 7 pts, 1 variable 5 pts, 0
variables 0 pts)

10
Sector is Construction, Finance & Insurance, Healthcare & Social
Assistance, Information, Manufacturing, or Transportation & Warehousing
- if yes = 5, if no = 0.

5
Will the program serve participants with an average wage under $69,000
if yes = +10 pts, no = 0

10
Total rating for new application:

0
40
Maricopa County reserves the right to take any course of action the County deems appropriate at the County's
sole and absolute discretion which may include:
- Accepting or rejecting any or all applications or any part of any or all applications;
- Requesting additional information regarding the application
If the employer is a previous WIOA grant recipient, staff is to verify previous contract compliance. If the
previous WIOA grant contract was not in compliance, the current grant application will be rejected.
If the employer has received WIOA funds in the past, were the following
criteria of the contract met?

Rating
Layoffs averted, and/or increase of average wages, and/or any
participants earned a promotion.

Equal Opportunity Training Completion

Quarterly Reports Provided

Form revision: 6.11.2020 Additional Information per Incumbent Worker
Training Policy 300.310
Equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with
disabilities.

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Appendix Five: Target Occupations
Table 31: Target Occupations
SOC Title
ITA Limit
Median
Wage
Hourly
Carpenters
$3,000
$20.59
Cement masons and concrete finishers
$3,000
$20.05
Cost estimators
$3,000
$30.79
Dispatchers, except police, fire, and ambulance
$3,000
$18.46
Electrical power-line installers and repairers
$7,000
$41.95
Electricians
$7,000
$22.53
Heating, air conditioning, and refrigeration mechanics and installers
$7,000
$20.67
Operating engineers and other construction equipment operators
$7,000
$22.89
Plumbers, pipefitters, and steamfitters
$7,000
$22.37
Real estate sales agents
$3,000
$28.17
Roofers
$3,000
$17.93
Security and fire alarm systems installers
$5,000
$23.47
Sheet metal workers
$5,000
$19.87
Accountants and auditors
$5,000
$31.73
Billing and posting clerks
$5,000
$18.02
Brokerage clerks
$5,000
$22.82
Business operations specialists, all other
$5,000
$30.50
Claims adjusters examiners and investigators
$3,000
$32.64
Compliance officers
$3,000
$28.50
Financial analysts
$5,000
$35.70
Financial examiners
$5,000
$24.38
Insurance claims and policy processing clerks
$3,000
$19.56
Insurance sales agents
$3,000
$22.22
Insurance underwriters
$3,000
$34.83
Loan interviewers and clerks
$5,000
$19.84
Loan officers
$5,000
$25.91
Personal financial advisors
$5,000
$38.25
Securities, commodities, and financial services sales agents
$5,000
$25.23
Dental assistants
$7,000
$21.15
Dental hygienists
$7,000
$43.88
Diagnostic medical sonographers
$7,000
$42.43
Health technologists and technicians, all other
$5,000
$21.00
Pharmacy Technicians
$5,000
$16.74
Medical and Clinical Laboratory Technologists
$7,000
$26.18
Medical and Clinical Laboratory Technicians
$7,000
$26.18
Licensed practical and licensed vocational nurses
$7,000
$27.00
Medical assistants
$7,000
$16.17
Medical equipment preparers
$7,000
$17.47
Medical records and health information technicians
$7,000
$17.98
Medical secretaries
$7,000
$17.47
Nursing assistants
$3,000
$14.99
Physical therapist assistants
$5,000
$22.41
Radiologic technologists
$7,000
$32.09
Registered nurses
$7,000
$37.04

169

SOC Title
ITA Limit
Median
Wage
Hourly
Respiratory therapists
$7,000
$28.33
Self-enrichment education teachers
$3,000
$18.70
Social and human service assistants
$3,000
$14.59
Surgical technologists
$7,000
$25.10
Phlebotomist
$3,000
$15.56
Computer network architects
$5,000
$49.54
Computer systems analysts
$5,000
$42.80
Computer user support specialists
$5,000
$22.81
Database administrators
$5,000
$44.55
Information security analysts
$5,000
$46.86
Network and computer systems administrators
$5,000
$39.55
Software developers, applications
$5,000
$48.45
Web developers
$5,000
$30.74
Software developers, systems software
$5,000
$49.16
Computer network support specialist
$5,000
$29.41
Computer Programmer
$5,000
$47.56
Aircraft mechanics and service technicians
$7,000
$31.37
Assemblers and fabricators, all other, including team assemblers
$7,000
$14.82
Computer numerically controlled machine tool programmers, metal & plastic
$7,000
$27.85
Computer-controlled machine tool operators, metal and plastic
$7,000
$17.69
Industrial machinery mechanics
$7,000
$22.52
Inspectors, testers, sorters, samplers, and weighers
$7,000
$19.53
Machinists
$7,000
$23.81
Maintenance and repair workers, general
$7,000
$17.59
Sales representatives, wholesale and manufacturing, except technical and
scientific products
$3,000
$26.75
Welders, cutters, solderers, and brazers
$7,000
$19.06
Management analysts
$7,000
$35.94
Market research analysts and marketing specialists
$7,000
$28.13
Receptionists and information clerks
$3,000
$14.18
Customer service representatives
$3,000
$16.28
Training and development specialists
$5,000
$27.25
Cooks, institution and cafeteria
$3,000
$12.78
Sales representatives, services, all other
$3,000
$23.21
Bus and truck mechanics and diesel engine specialists
$5,000
$21.70
Bus drivers, transit and intercity
$5,000
$19.53
Cargo and freight agents
$5,000
$22.35
Heavy and tractor-trailer truck drivers
$5,000
$20.77
Industrial truck and tractor operators
$5,000
$16.84
Light truck or delivery services drivers
$5,000
$16.84