ra e o l os a h / gs k A p o DuaWr! u id a2,00 bt e S mt My421 ITEM P.1: ORGANIZATIONAL DESCRIPTION Figure P.1-2: Arapahoe/Douglas Works! Service Delivery Methods Colorado Works Team RATE Facilitator P.1 a (1) Arapahoe/Douglas Works! helps people find jobs, get ready Parents to Work RATE Facilitators for jobs and helps businesses fill open jobs. It uses data on critical industries Employment First Facilitators in the community that allows for the highest possible return on public WIA Youth Staff Facilitators investment, and operates innovative federally funded workforce WIA Adult/Dislocated Worker Staff Facilitators development programming under a highly regulated environment. Intensive Talent Enhancement Work System Arapahoe/Douglas Works! is one of nine workforce development Services Website regions serving Colorado with federally funded labor exchange and re- Resource Center training programs. It serves the workforce development needs of Arapahoe TANF RATE Room Classrooms and Douglas counties, which together make up the southeast part of the CBMS and other state Human Service Databases greater Denver Metropolitan Area. Figure P1 defines core, intensive and Colorado Works (TANF) Program Team training services. Employment First Program Team Figure P.1-1: Arapahoe/Douglas Works! Key Service Offerings Parents to Work Program Team WorkNOW Coordinator Talent Development Work System Website Connecting Colorado/Job Link Resource Center Youth Resource Room Classrooms WIA AD/DW Program Team WIA Youth Program Team Technology Support Specialist (Liaison to Arapahoe County IT Department) Talent Placement Work System BAC Program Team offers GED preparation and work skill remediation for WIA, EF and Colorado Works customers Occupational Talent Enhancement Work System Training Colorado Works Program Team to limited number of customers Services Employment First Program Team to limited number of customers, plus referrals to WIA programming WorkNOW provides experiential occupational training through federally subsidized work experience positions Talent Development Work System WIA AD/DW Program Team through Individual Training Accounts and occupational training through TAA WIA Youth Program Team, older youth through Individual Training Accounts Figure P.1-2 shows services provided, and delivery mechanisms. It Talent Placement Work System HIRE Colorado Program Team provides experiential training may be cross referenced with Figure 3.1-1, which shows customer through OJT contracts with local employers segments and key mechanisms to support use of services; Figure 4.1-1, Veterans Program Team (LVER and DVOP) offer Individual which shows funding streams and key performance measures; and Figure Training Accounts through VWIP 6.1-1, which shows key requirements for various core, intensive, training and Business Talent Placement Work System business customer segments (target populations). Services BEDS Team Figure P.1-2: Arapahoe/Douglas Works! Service Delivery Methods LVER and staff liaisons from Talent Enhancement and Talent Services Delivery Mechanisms Development work system program teams are members of Provided BEDS Team Core Services Talent Placement Work System Compliance Administrative Services is a sister Division of Arapahoe County Website Oversight Community Resources Department, and provides fiscal compliance Connecting Colorado oversight to the three internal work systems EMSI Career Coach The Talent Development work system’s MIS Team provides Resource Center, 50+ and Youth Resource Rooms internal program compliance oversight for WIA and Discretionary Grant Funded programming Classrooms Applicant Services Program Team In addition to job seekers, Arapahoe/Douglas Works! offers a variety Business Assessment Center Team of services to businesses. Through Arapahoe/Douglas Works!, local ESL Coursework through Adult Learning Source (Partner) businesses have immediate access to a large inventory of available workers Disabled Veterans Outreach Program at all education levels and in all occupational families. Because it is publicly Local Veterans Employment Representative funded, businesses can list job openings in a statewide database Youth Resource Specialist and WIA Youth staff on call (Connecting Colorado) at no additional cost, and have qualified applicants 50+ Workforce Specialist identified, screened and referred by Arapahoe/Douglas Works! If no Disability Program Navigator Job Search workshop facilitators qualified applicants can be found, Arapahoe/Douglas Works! can work with Social Security Benefit Planning Team business leaders to identify the skills needed, and then provide that skill Reemployment by Design Coordinator training for available workers through its federally funded job training Kelly Services (on-site Partner) programs. It provides space to businesses or groups of businesses to meet Alignment with Other Work Systems and interview qualified applicants, and has developed processes that Staff from both Talent Development and Talent Enhancement significantly cut hiring cycle time and costs. These services are work systems rotate providing services in Resource Center communicated to business leaders through strategic memberships in local i Chambers of Commerce, Economic Development organizations and 1. 100% employability for those who want to work Industry Associations. In addition, Arapahoe/Douglas Works! supplies 2. Results that are best-in-class information to business decision makers on labor laws, wage scales, and 3. Be the regional workforce center of choice economic trends, and regularly develops site selection data for businesses 4. Exceptional delivery of services thinking of relocating to the Denver Metro Area. 5. Provide the highest return on public investment Business Services as described above are delivered through the Figure P.1-3 Illustrates the basic demographic profile of the workforce Talent Placement work system’s Business and Economic Development employed by Arapahoe/Douglas Works while P.1-4 depicts the breakdown Services (BEDS) team using an account management approach funded of employees by work unit. Additionally P.1-5 outlines the overall staffing through Wagner-Peyser, VETS Title 38 and Hire Colorado, and supported structure while P.1-6 profiles the educational levels of all staff. by agency-wide processes and policies designed to effectively market Figure P.1-3 – Staff Demographics general and program specific caseloads to local businesses. Demographic Number of Employees A fourth work system, called the Administrative Services Division, Female 66 (65%) ensures fiscal compliance, and is external to Arapahoe/Douglas Works! It is Male 36 (35%) Age Range a sister division under the Arapahoe County Community Resources 25 – 34 27 (26.4%) Department. This fourth, external work system is discussed at length in 35 – 44 28 (27.4%) section 6.1 a (1 & 2). 45 – 54 30 (29.4%) P.1 a (2) Arapahoe/Douglas Works! operates in a heavily regulated 55 – 64 13 (12.7%) environment. It is imperative it be results driven and accountable in all ways 65 and older 4 (3.9%) – to public, stakeholders, funding sources and customers. The culture at Ethnicity Arapahoe/Douglas Works! is characterized by its core competencies, White 70 (68.6%) listed below: African-American or Black 16 (15.6%) Asian or Pacific Islander 6 (5.8%) 1. Help people get ready for jobs, match people with jobs, and help Native American 1 (.9%) businesses find qualified workers to fill open jobs Mixed 9 (8.8%) 2. Comply with all statutes, regulations, policies and fiscal guidelines Hispanic 16 (15.6%) governing workforce development service delivery under formula, Arapahoe/Douglas Works! is one of the most diverse divisions within contract and grant funding Arapahoe County Government. It s staff speaks over 30 different 3. Combine a variety of federal, state and local funding to provide languages. seamless service delivery Employees can be grouped in several ways. Sixty-eight of the 4. Collect, analyze and combine labor market, economic, fiscal and present 96 employees are permanent while 28 (29%) are grant funded or performance data that allow management by fact, and lead to results temporary. Seventy-nine of the 96 are Arapahoe County employees, while with the highest possible return on public investment 15 are employed by the Colorado Department of Labor and Employment. 5. Build and maintain workforce development partnerships in the Figure P.1-4 – Work System Staff Segmentation community that meet results and achieve high returns on public Talent Placement; Core Services – 33 (32.3%) of Total Staff investment Disabled Services 3 Arapahoe/Douglas Works! is known regionally for its effectiveness in BAC Team 2 building and managing partnerships, and in acting as fiscal agent for multi- BEDS Team/HIRE Colorado 8 VETS Title 38 (DVOP & LVER) 2 regional workforce development partnerships. It is data driven, and is Applicant Services 13 recognized as a regional leader in combining data from a variety of sources Reemployment by Design Program Coordinator 1 to yield facts that can be used to improve the organization and better Program Team Supervisors 3 manage toward key results. Manager 1 With guidance from the WIB, and a variety of other inputs, senior Talent Development Work System; Intensive & Training Services – 35 (34.3%) leaders form expectations around key results, and communicate those to of Total Staff staff, partners and stakeholders, align expectations internally and externally Adult/Dislocated Worker Program Team 14 Youth Program Team 9 and inspect progress using a variety of internal and external data. MIS Team 4 Processes and policies are well defined, managed and improved using the Agency Administrative & Marketing Support 3 Oz Principle concepts of “See it, own it, solve it and do it.” Accountability is Technical Support 1 cascaded throughout the organization beginning with work-system level Program Team Supervisors 3 annual plans or contracts, program-level scopes of work and individual Manager 1 SMART goals addressing the key results. Accountability is cascaded to Talent Enhancement; Intensive & Training Services – 30 (29.4%) of Total Staff partners through Memorandums of Understanding and other prescribed TANF/Colorado Works Program Team 11 partnership agreements, such as those stipulated in the various grants it Employment First Program Team 8 Parents to Work Program Team 4 operates. TANF/Colorado Works & EF Technical Coordinator 1 The mission of Arapahoe/Douglas Works! is to create a best-in-class Employment First Program Coordinator 1 regional system that is responsive to the emerging needs of WorkNOW Coordinator 1 business/industry that results in a workforce adequate in numbers and Ex-Offender Coordinator 1 equipped with a work ethic, academic skills, and specific occupational skills Program Team Supervisors 2 that rivals our competition. Its vision is sustainable employment through Manager 1 strategic human capital investments that produce positive economic returns Agency-Wide/Regional Staff – 4 (3.9%) of Total Staff for our community. Its organizational values are results, professionalism, Administrative Support 1 Front Range New Energy Grant Coordinator 1 quality, productivity and diversity, and it operates in alignment with the overall Director, Colorado Urban Workforce Alliance 1 Arapahoe County Government strategic goal of enhancing quality of life Arapahoe/Douglas Works! Division Manager 1 within the community. It fulfills its purpose, mission and vision, and adheres to its values through focus on five key results: ii Key technologies and equipment for staff include desktop PCs Figure P.1-5 – Level Rankings of Staff with MS Office, Outlook and access to the statewide program databases, Professional Level Number Percent copiers, fax machines and laser printers. The CoBank facility boasts three Clerical/Administrative Support 12 11.7% state of the art staff meeting rooms with conference calling and computer Para-Professional (Case Aide) 3 2.9% Professional 65 63.7% projection capabilities, as well as three high tech training rooms for Coordinator 6 5.8% customers. The Lowry and Centre Point facilities also offer state of the art Regionally Shared Staff 4 3.9% training rooms for staff and clientele. Key staff may also access laptop Supervisor 8 7.8% computers for off site work, and may access the ACG network through a Manager 4 3.9% Citrix meta-frame. Figure P.1-6 – Education Levels of Staff Key technologies and equipment for customers include the Graduate Degree 13 website, job search through Connecting Colorado and EMSI Career Coach, Bachelor’s Degree 73 50 personal computers in its Resource Center, 37 in training rooms, 25 in Associate Level 9 High School Diploma or GED 7 the BAC and another 24 in the rooms devoted to youth and 50+. The The key factors that motivate Arapahoe/Douglas Works! staff to Lowry facility has 40 lap tops and 6 PCs, the Centre Point facility 5 and 3 in engage in accomplishing the mission are: Castle Rock. All PCs have MS Office, full internet access and customers 1. Genuine desire to help people on the part of virtually all have access to laser printers, fax machines and copiers to use in job search Arapahoe/Douglas Works! staff activities. Telephones are available training rooms for customers to call 2. The five key results which are based on MVV potential employers as part of supervised job search activities. P.1 a (5) Arapahoe/Douglas Works! operates federally funded 3. Quality of leadership programs, either as a direct provider, or under contract with partner 4. Accountability & improvement system (Oz Principle) agencies. Programs for which Arapahoe/Douglas Works! acts as a direct a. Work System Plan provider are regulated by the U.S. Department of Labor and the Colorado b. Program Team Scopes of Work Department of Labor and Employment. Contract programs are overseen c. Individual SMART Goals In terms of workforce and job diversity, employees have a variety by the Arapahoe County Department of Human Services and the Arapahoe County Sheriffs Department. They are regulated by the U.S. of choices in managing their career. In the Talent Placement work system, they may work with the general public, provide core services, job referrals, Department of Health and Human Services, Social Security Administration, facilitate workshops on job search skills, help customers in the resource U.S. Department of Agriculture and the Colorado Department of Human center or perform career assessments. Other talent placement staff work Services. with businesses to locate and screen qualified applicants for open positions, The Office of Management and Budget issues circulars which provide regulatory guidance around fiscal management. As a federally funded set up and conduct hiring events, approach businesses in key industries to validate data on critical occupations, and work with program teams workforce center, Arapahoe/Douglas Works! must provide equal throughout the agency to market program caseloads, and represent opportunity and comply with other public laws, such as the Americans with Disability Act and all labor laws. In addition, Arapahoe County Government Arapahoe/Douglas Works! in Chambers, Economic Development has its own policies and procedures regarding financial tracking and travel. organizations and industry associations. In a given year, Arapahoe/Douglas Works! may be monitored by USDOL, Staff in Talent Enhancement and Talent Development work systems USDHHS, OIG, GAO, CDLE, CDHS, the Arapahoe County Department of may build longer career guidance relationships with customers, perform Human Services, and independent auditors brought in by Arapahoe County comprehensive career assessment, provide supportive services and may help participants choose training that makes economic sense for the Government. Auditors and monitors look for statutory and fiscal compliance, community as well as the customer. ethical operations, transparency and adherence to current policy direction in Supervisors, clerical staff and MIS Team members must have a keen the various programs. eye for program detail, results and expenditures. Managers must plan for P.1 b (1) Arapahoe/Douglas Works! is a Division of the Community the future, diversify funding, oversee statutory compliance and innovate. Resources Department of Arapahoe County Government. Arapahoe Permanent and grant funded employees enjoy a flexible menu of key County Government is operated under the oversight of an elected Board of benefits, beginning with a variety of flexible scheduling options. Once each County Commissioners (BOCC). The Community Resources Department year, permanent employees can craft a major medical, dental, vision, life Director reports to the BOCC, and the Arapahoe/Douglas Works! Division and disability insurance, and retirement planning package that meets their Manager reports to the Community Resources Department Director. family or individual need. Grant funded staff enjoy all benefits but pension Arapahoe/Douglas Works! is also governed by the and retirement planning. Arapahoe/Douglas Workforce Board (WIB), made up of local private and Arapahoe/Douglas Works! also offers paid holidays, paid vacation, public sector leaders who apply to, and are approved by the BOCC for one- paid sick time and a mandatory 7% pre-tax pension deduction for year terms. The Arapahoe/Douglas Works! Division Manager serves under permanent employees. All staff, including employees classed as temporary the additional oversight of the WIB to ensure maximum local flexibility and enjoy the flex scheduling option. All employees attend risk management input in operating federally funded job training programs. Since classes in a variety of topics aligned with the Arapahoe/Douglas Works! Arapahoe/Douglas Works! also serves the workforce development needs Continuity of Operations Plan, and the county provides health and safety of Douglas County, a designated Douglas County Commissioner is a incentives. permanent member of the WIB. P.1.a.(4) Arapahoe/Douglas Works! operates one main, full-service Talent Placement, Enhancement and Development Managers, workforce center in 26,000 sq. ft. at the CoBank building, located at 5500 report to the Division Manager, and the Administrative Services Division S. Quebec St., and offers partial grant-related or program services out of Manager make up the senior leadership of Arapahoe/Douglas Works! three satellite offices. In partnership with Community College of Aurora, it The Arapahoe/Douglas Works! Division Manager and the Administrative operates the 4,000 sq. ft. Lowry Reemployment by Design program, which Services Division Manager are coequal, and both report to the Community serves dislocated workers with core services and Employment First Resources Department Director. clientele. A 500 sq. ft. office provides services in Castle Rock. iii P.1 b (2) Like most economic markets, the labor market is governed have felony convictions, or if disabled be blind, deaf, cognitively challenged, by supply and demand. Arapahoe/Douglas Works! serves the needs of mentally ill or physically impaired. They may have low self esteem or have given both. Key demand side market segments include the biosciences, health up after a long, fruitless job search. They may be on welfare and afraid to lose their health insurance by getting a job, or they simply may not have been in the Fig. P.1-7 Simplified Lines of Regulatory Authority job market for some time, and need to improve job search skills. Some may have difficulty producing eligibility to work. Their requirements include USDOL USDHHS information on services and programs available through Arapahoe/Douglas Works!, information on the local labor market, help with job search, job referrals, OMB information on partner and other community services, and general career guidance. These requirements are spelled out in more detail in Figure 6.1-1. CDLE CDHS Figure P.1-8– Stakeholder Requirements Stakeholder KeyRequirements Transparency Taxpayersandlocal Ethicaloperation citizens Highest possible return on publicinvestment Innovativeprogrammingthatmeetslocal need ACDHS Programandfiscalcompliance Knowledgeable input from agency to help form and support Administrative policylevel decisions Services Work Responsive to federal and/or state level changes in policy Funding Sources System direction, such as multi-regional urban approaches & partnerships Meet orexceedmandated outcomes In addition to federal and state regulatory Systematicallyshare best practices oversight, Arapahoe/ Arapahoe/Douglas Talent Relevant data for decision making Douglas Works! is Workforce Board and Placement and Talent subject to the rules, Technicalhelp localizing workforce development strategies Enhancement Youth Council Talent ethical guidelines and Chambers of Development Work System policies of Arapahoe Relevant economic andlabormarket data, trending Commerce County Government Inputonlocalizingservicestrategies through WIB and its various Economic Developers Statutes Statutes Departments, Participation on WIB W-P PRWORA LaborUnions WIA Food including its parent Supportforexisting apprenticeshipprogramming ARRA Stamp Act Community IndustryAssociations Relevant economicandlabormarket data/trending Resources VETS 38 Social Local Business Inputonlocalizingservicestrategies through WIB Department, and USDOL or Security Groups Support forcurrent and medium termstaffing strategies Act reflect the strategic CDLE direction of its WIB Mutuallybeneficial relationship governed byMOU Grants Support in meeting partner outcome goals Partners& Defined referral processes care, aerospace, aviation, homeland security, finance, information technology Collaborators Fiscal and program responsiveness and new energy/conservation industries, determined key by the WIB in 2004. In Cross training of staff a recent improvement cycle, the Board had Arapahoe/Douglas Works! conduct Regularmeetings a study of region-wide industries with the most potential for job creation. Now, key Updated training providerlistings Labormarketdatatovalidate programming industries have been expanded to include those industry groups that are shown Educators Participants referred fortraining through input-output analysis to have a substantial job multiplier effect on the local Defined bilingproceduresandtimelypayments economy. Education on localand regional workforce issues Arapahoe/Douglas Works! provides business services to all local Inputonlocalizingservicestrategies through WIB businesses, and premium services to businesses in key regional job creating Sustainable partnerships that serve community workforce Othercommunity industries. Demand side customers differ mainly in the occupational and soft development need leaders skills (i.e. basic work skills such as teamwork, communication, cooperation and Transparency of operations punctuality) mix demanded by each industry. Demand side customer Innovativeprogrammingthatmeetslocal need Highest possible return on publicinvestment requirements include access to wage scales and other local labor market information, the ability to list job openings and receive qualified candidate referrals. P.1 b (3) Key suppliers include those that supply Arapahoe/Douglas These requirements are shown in more detail in Figure 6.1-1. Works! with office machinery, supplies and other consumable goods that are Arapahoe/Douglas Works! serves its supply side customers through the necessary to its mission, as well as various funding sources, who supply monies three major work systems shown in Figure P.1-1. Supply side customer groups to run programming. Relationships with key vendors are governed by federal, include the general public, unemployment insurance recipients, adults and youth state and local procurement policies, and offer maximum transparency for eligible to work in the United States, dislocated workers, people who have lost taxpayers. In addition, vendors who are paid over $20,000 in a given year for their jobs as a result of the North American Free Trade Act, displaced services must be put under contract after competitive bidding. In these cases, the homemakers, veterans, special category veterans, workers over 50 years old, mission, vision, values and key results are communicated to the vendor through disabled persons, ex-offenders, welfare recipients, food stamp recipients and the text of the contract. The Arapahoe County Information Technology non-custodial parents behind in child support payments. These customers may Department has set forth a Computing Standard, which specifies acceptable be unsure of career direction, not know how to translate their military skills into a brands, capacities, licensing and warranty arrangements with computer and civilian job, lack a required certificate or degree for an occupation in which they related peripheral supply vendors. have substantial experience, may lack or have serious gaps in work history, Relationships with key partners, such as the Colorado Division of need training in order to be marketable, have experienced age discrimination, Vocational Rehabilitation (DVR), Kelly Services, Job Corps and area vocational have low basic skills or literacy, need English as a Second Language instruction, schools, are each governed by a Memorandum of Understanding, which sets iv forth mutual provision of services congruent with mission, vision, values and key Other competitors are community based organizations, such as Goodwill results. Mission driven partnerships are further strengthened by yearly staff cross Industries, which took over a substantial part of the TANF/Colorado Works training, coupled with specific referral processes and ongoing communication clientele contracted through Arapahoe County Department of Human Services with Arapahoe/Douglas Works! senior leadership and staff at all levels. when Arapahoe/Douglas Works! Divested non-job-ready TANF clientele in Funding sources communicate national policy to local workforce regions PY07, and private for-profit entities such as Arbor and Associates, which through guidance letters and policy changes through grant opportunities. Local Arapahoe/Douglas Works! benchmarked in PY07 through its involvement in the policy, including mission, vision, values and key results are communicated to National Business Learning Partnership, and used the information to improve local, state and federal funding sources through periodic Program Plans. WIA client flow processes. Item P.2: Organizational Situation Comparative data is relatively easy to obtain and comes from internal P.2 a (1 & 3) Arapahoe/Douglas Works! receives formula and sources, Colorado Departments of Labor and Employment, and Human discretionary federal funds, to carry out workforce development programming. Services, U.S. Department of Labor-Employment and Training Administration Since the state receives national funding based on its overall workforce Federal Research and Evaluation Databases (FRED), from direct contact with development outcomes, it would be unthinkable for an individual workforce competitors, and from industry literature review. region to conduct programming in such a way as to impede program results P.2 a (2) The key changes affecting the competitive situation of achieved by other regions within the state. Arapahoe/Douglas Works! are changes in U.S. executive branch policies, Its WIB has the power to open service delivery mandate to competition statutory changes, overall national performance of the workforce development through Request for Funding Proposal (RFP) as governed by federal, state and system, funding levels and national, state and local economic conditions. When local regulation. If the WIB determines that it is not extending services in ways the economy is good, qualified applicants (labor supply) are in short supply; when that best meet local need, a regional workforce center can be replaced. If it is it is recessed, jobs (labor demand) are in short supply. This necessitates strong unable to operate in compliance with statute or federal regulation, the state relationships with businesses, continuous improvement of customer flow and department of labor and employment can cause the workforce region to be numerous voice of customer listening posts, particularly on the demand side. replaced by another entity, public or private. This would be done in conjunction Globalization is driving a growing need for the United States to better manage its with the WIB using regulated procurement processes through an RFP. labor force for continued prosperity and competitiveness of American business. Eighty-five percent of WIA Adult and Youth funds are distributed by the The ultimate customer of the workforce system is the business who hires the Colorado Department of Labor and Employment to local regions according to program participant it has prepared. Soft skills, work skills and basic literacy, federally established formula, 5% held by the state for administration and 10% including computer literacy, make the workforce that will keep the United States held in reserve and released to local regions through discretionary grants. competitive. Current federal policy calls for the transition between the labor force Sixty percent of Dislocated Worker funds is distributed locally through formula, to training and back to employment to be easier for American workers, and and 30% is held in reserve for Rapid Response and discretionary grants. Ninety Arapahoe/Douglas Works! is part of a larger infrastructure that adds jobs, percent of Wagner-Peyser funding is distributed to local regions through formula increases wage earnings that go into the community and stimulate higher sales, and 10% is reserved for release through discretionary grants. Market share for economic growth and ongoing economic vitality. youth is geographically established, i.e. a youth must live in the region to obtain P.2 b (1-3) The key strategic challenges facing Arapahoe/Douglas services. Wagner-Peyser, WIA Adult and Dislocated Worker market share is Works! are maintaining continuity in funding levels and building strong not geographical unless designated so by the local region under regulatory relationships with businesses in key regional industries. Funding continuity and stipulations regarding dependent on public preference for services provided and organizational sustainability are ensured through maintaining a funding mix general effectiveness of the center in putting people to work. where WIA makes up half or less of the total. WIA formula allocations in PY09 Relative performance against sister workforce centers is the principal made up 41% of Arapahoe/Douglas Works! total funding, while grants and factor that determines success against competitors and funding contracts made up 40% and Wagner-Peyser was slightly over 18%. In addition, sustainability. Local workforce regions compete in terms of reputation. Regions nearly 29% of Arapahoe/Douglas Works! employees are grant funded, allowing that are effective in meeting program results with innovative programming tend to the agency to contract without sacrificing key talent. Building strong relationships be preferred recipients of discretionary dollars. If they can ramp up services with leaders in key regional industries is done through the BEDS team. quickly, they can receive excess funds other regions cannot spend. Regions that P.2 c The basis of Arapahoe/Douglas Works! continuous improvement are good fiscal agents tend to manage multi-regional federal and state system is the Oz Principle SOSD (see Figure 6.2-1) model for process discretionary grant efforts. Arapahoe/Douglas Works! is considered a state improvement. SOSD is an acronym that stands for "See It," "Own It," Solve It" leader in all these areas. For example, in PY08, Colorado was not meeting its and "Do It." Originally implemented to increase individual accountability, this veteran’s program results. Arapahoe/Douglas Works! ramped up services to model has been modified to serve as an organization mechanism to drive veterans and carried the state to mandated outcomes, for which it won an continuous improvement as well. award. In 2010, Arapahoe/Douglas Works! was asked to be fiscal agent for Workforce regions throughout Colorado are also required to create an both the American Waterworks Association (AWWA) and Front Range portion annual Continuous Improvement Management System (CIMS) of the Colorado New Energy multi-regional grants Implementation Plan, which is filed with the Colorado Department of Labor and Arapahoe/Douglas Works! was one of three regions in the state that Employment in the Office of Workforce Development and reported on quarterly. exceeded all performance standards at 100% or above in PY08, and one of only CIMS planning requires ongoing involvement with Colorado Performance two in PY07. It is consistently in the top two or three regions in terms of Excellence using the Malcolm Baldrige Criteria for Performance Excellence. In performance standard attainment year over year. 2004 Arapahoe/Douglas Works was the first workforce region in the state to In PY08, Arapahoe/Douglas Works! commissioned a study, which was receive the Foothills Award. In 2007 Arapahoe/Douglas Works applied at the conducted by Metropolitan State College of Denver, of key competitors. It Peak level and has since implemented many organizational changes based on found that staffing companies were the primary out-of-industry key competitor. the feedback it received. Arapahoe/Douglas Works! now benchmarks staffing company operations and Arapahoe/Douglas Works! is recognized as a state leader in data results through its partnerships with Kelly Services and Snelling, and through management. Mastery of data management and analysis allows for industry literature review. Through use of out-of-industry data, management by fact and more focused efforts at improvement. Innovative data Arapahoe/Douglas Works! been able to substantially improve its business sets that have been pioneered by Arapahoe/Douglas Works!, such occupational services policies and processes partly as a result of benchmarking the staffing saturation rates, inventory turn and economic impact calculations, are now in use industry. throughout Colorado. v CATEGORY 1: LEADERSHIP planning, contract negotiation and grant application, and are reviewed Item 1.1: Senior Leadership during each WIB biennial (every two years) strategic planning cycle. 1.1 a (1) Vision and values are established by the Through their internalization of the Oz Principle and a constant focus Arapahoe/Douglas Workforce Board (WIB), and revisited during each on achieving a positive return on their public investment, Senior leaders biennial strategic planning cycle. Key inputs to this cycle include input are clear with partners and stakeholders that Arapahoe/Douglas Works! from senior leaders around local, metro area, state and national is results driven. Senior leaders personally reflect a commitment to economic trends, as well as current federal and state policy direction. the organization’s values through active involvement with staff at all Figure 1.1 depicts the VMV formulation process of Arapahoe/Douglas levels, participation in staff and unit meetings, oral and written Works! while Figure 2.1-2 illustrates the overall planning cycle that communication, open door policies, respect and support for staff, and Arapahoe/Douglas Works! employs. focus on consistent results-driven messages by all levels of leadership within the organization. Leaders also offer backup support for each work system and frequently cross program boundaries to meet the needs of the various teams, staff and customers. 1.1 a (2) The WIB uses a variety of national, state, regional and local data, as well as input from senior leaders around statutory requirements, the latest regulatory guidance and system-wide and state level policy direction to determine how best to apply workforce development programming in the local region. The WIB strategic work plan then provides senior leaders important input in promoting an organizational environment that fosters, requires and results in legal and ethical behavior. Additionally, an accountability structure is in place that requires Arapahoe/Douglas Works! senior leaders to report back to the WIB every two months. Senior leaders personally promote legal behavior through an in- depth knowledge of rules, laws and regulations pertaining to all programs, which is then cascaded to staff at all levels through a strong internal policy structure, as well as partners and stakeholders through policies and processes that govern operations, such as the requirement Senior leaders embrace the concept of Key Results in conjunction for multiple signatures for program expenditures. with setting vision and values to staff, partners, customers, and other Professional and ethical behaviors in program interactions are stakeholders, including regional economic developers, educators, fostered through agency-wide adherence to the Arapahoe County business organizations, and industry associations. Ethical Guidelines, and the National Career Development Association Through its strategy development in 2006, the WIB formulated a Global Career Development Facilitator Code of Ethics, which promote strategic priority that concentrated on tangible workforce development confidentiality, respect for customers, fiscal integrity, and statutory ‘results that matter’ in the local community. To execute this strategic compliance in operating publicly funded programming. Senior leaders priority internally, Arapahoe/Douglas Workforce Center leadership model their commitment by applying the same standards and requiring introduced the Oz Principle of accountability to all staff. During this the same behavior of all staff at all levels of Arapahoe/Douglas Works! process the internal mission, vision and values were reviewed, and Four Additionally, ethical standards serve as a component of every Key Results were developed that reflect the purpose, mission, vision employee's formal performance evaluation through modeling and and values of Arapahoe/Douglas Works! to staff, partners, customers adherence to Arapahoe County's "Service First" core values. and stakeholders. This process was replicated in 2008 and 2010 and 1.1.a (3) Senior leaders create and maintain a sustainable the resulting in changes in the VMV and addition of a fifth Key Result organization through constant evaluation of staffing patterns, budgetary Area. oversight, a strong commitment to staff development and retaining All communications from leaders to staff, partners, stakeholders and bench strength, and by leveraging outside funding opportunities. An customers are centered on these Key Results. The Five Key Results additional mechanism for maintaining a sustainable organization is are posted throughout the office and are made a part of staff and unit through cascading SMART goals throughout the organization, For meetings. To align with the key result areas, each employee sets 4-5 example: SMART goals on an annual basis that that connect to key result areas. SMART Goals pertaining to grant acquisition and maintaining a SMART goals are reviewed quarterly, and annual performance reviews proper funding ratio are formulated at the Division Manager address key result attainment. Oz Principle accountability training is level provided by the leadership team to all new staff and reviewed with SMART Goals pertaining to grant acquisition and maintaining existing staff periodically. It reinforces the key results and ensures a proper fiscal carry in are formulated at the Work System positive, solution-oriented focus at all levels, which contributes to Manager level agency-wide alignment with the concepts of See It, Own It, Solve It and SMART Goals pertaining to maintaining proper policy and Do It (SOSD). The Oz Principle model of SOSD is used both on an program expenditures are formulated at the supervisory level individual accountability basis and as a guideline for overall SMART Goals pertaining to the effective execution of policy organizational planning and improvement. (See Figure 6.2-1) and the elimination of disallowed expenditures are formulated Mission, vision, values and key results are incorporated as at the professional staff level appropriate into public releases, reports, analyses, annual program 1 Performance connected to the above SMART Goals is monitored Arapahoe/Douglas Works was selected to serve as the fiscal agent on monthly through Leadership Team meetings and cascades to each two multi-million dollar statewide ARRA grant efforts. work system to the individual work unit. Each senior leader in the Senior leaders manage for innovation by rewarding excellence organization has a SMART goal that specifically reflects fiscal integrity, through a merit bonus system when funding is available, in addition to sustainability and organizational transparency. The Division Manager yearly pay for performance evaluations. This encourages staff to go works to maintain desired funding ratios so that formula funding does above and beyond the “usual” and strive for exceptional performance not exceed a certain portion of total revenue, and guides the and organizational improvements. Innovation is also embedded in each organization in locating and acquiring grants, contracts or in creating employee’s annual performance appraisal. Examples of employee financially sustainable partnerships. Managers work to identify grant contributions to innovation are the basic design of the BEDS team and partnership opportunities, and supervisors/coordinators exercise processes, the redesigned WIA intake process flow driven by customer strong policy and budget control oversight at the team level. input, the SEB voucher process and decreasing cycle time with WIA Senior leaders create a culture of performance improvement client flow through benchmarking how other workforce centers handle that is focused on key results by eliciting monthly information from each vouchers and other direct outlays to customers. work division and program unit. This information is posted in an agency In the workforce development system, the best approaches to dashboard, and supplemented with a fiscal dashboard, published managing for agility are situational. They may involve anticipation of, monthly by the Administrative Services Division of the Community or rapid response to changes in the local economy, or may involve Resources Department. This allows regular reflection by leaders and responses to statutory changes or other input from funding sources. staff on performance to key results. Units use this monthly performance Arapahoe/Douglas Works! uses aggregations of local, regional, data to monitor performance and modify processes or approaches that state and national labor market and economic data to anticipate do not move the organization toward realizing key results. When changes and redesign processes in the face of anticipated changes in adjustments are necessary the SOSD model is used to formulate the the local labor market. It also aggressively pursues grant opportunities appropriate approach. to address changes not covered by formula funding. Such examples The performance and continuing improvement culture at include the Health One Accelerated Registered Nurse Program and the Arapahoe/Douglas Works! is cascaded to all levels of the organization Registered Nurse Refresher Program, both of which ran on 10% WIA through SMART goals. Each employee, including senior leaders, Discretionary funds. Both were carried out in partnership with Health develops at least four SMART goals – one for each of the four key One, the Area Healthcare Education Center (AHEC), and Arapahoe results. Community College in anticipation of registered nurse shortages due to The introduction and consistent use of the key results and the Oz an expansion of Health One medical facilities. A more recent example Principle SOSD method by senior leaders has created work unit and is the Raytheon Layoff Aversion effort, where Arapahoe/Douglas program team alignment with mission and strategic objectives, and Works! obtained $143,000 in CDLE Layoff Aversion funding to prevent built a culture of continuous incremental improvement. This shift in the layoff of 25 aerospace engineers. This program averted an actual culture, combined with direct customer feedback and benchmarking loss to the community of 70 jobs, reductions in earnings of $6 million, has generated several breakthrough improvements. For example, and in aggregate regional sales of $10.5 million, and saved taxpayers Arapahoe/Douglas Works! used customer dissatisfaction data to drive an estimated $560,350 in unemployment payments. its benchmarking of WIA customer flow in other high-performing The most significant example of rapid work system and process workforce centers. This led to the complete retooling of WIA intake and changes in response to local economic conditions was the doubling of voucher flow processes, which resulted in measurably fewer customer organizational capacity over one program year. In PY08, complaints. The Parents to Work program used SOSD to work with Arapahoe/Douglas Works! was funded at $8.55 million; in PY09, due to ACDHS to streamline referral and intake processes and redefine the recession and the passage of the American Recovery and reporting criteria, which resulted in better contract performance. Reinvestment Act of 2009, funding expanded to $15 million. The Feedback from its 2004 Foothills and 2007 Peak CPEx agency was able to accomplish this rapid expansion of services by applications, as well as other benchmarking results, was used by the redesigning its work systems and retooling processes for alignment and leadership team to create breakthrough improvements in data staffing leverage. In PY08, Arapahoe/Douglas Works! had 87 staff; in aggregation and management, allowing senior leaders to increase PY09, staffing had grown to 107, only a 20% increase due to process return on public investment. Awards, regional partnerships and regular design and integration. In comparison, Arapahoe/Douglas Works sharing of innovative program design and best practices have put served 60,000 customers in PY08 and is on track to serve an estimated Arapahoe/Douglas Works! in a position of regional and multi-state 76,800 in PY09 handling a 28% increase in volume. role model performance leadership. Examples of agility in the face of statutory change include the Examples include the USDOL selection of Arapahoe/Douglas reauthorization of the Personal Responsibility and Work Opportunity Act Works! to provide technical assistance to workforce development in 2004. Arapahoe/Douglas Works! anticipated these changes by systems in New Mexico, Texas and Oklahoma. In addition, renegotiating its contract with ACDHS to better focus on its core Arapahoe/Douglas Works! staff provides regional training on data competency through serving TANF participants who are deemed job aggregation and management, developing and sharing new data sets, ready with its Rapid Attachment to Employment (RATE) program, such as occupational saturation rates, inventory turn, and demand side which places approximately 20 TANF recipients in unsubsidized jobs economic impact performance. Arapahoe/Douglas Works! has at the each month. Another example involving rapid response to a statutory request of its WIB also identified major job creating industries in the change was the process designed in response to Colorado Senate Bill Denver-Aurora-Boulder metro area using input/output modeling, and 09-247, known as SEB, which passed June 2, 2009, and provided has had increasing requests from economic developers to supply site extended unemployment benefits to an additional 1,400 people within selection data to bring new businesses into the area. Finally, because of the Arapahoe/Douglas workforce region. A process was rapidly its strong financial performance and fiscal accountability, designed by the Talent Placement work group on a week’s notice that 2 allowed these customers to be served with no disruptions to other core several locations where relevant articles are posted, and leaders often services. Policy or process guidance has also been developed for poll staff for input that can drive improvements. numerous rule changes resulting from program and fiscal monitoring, In addition to focus on results, commitment to staff development, including the change to multiple signature requirements for program open door policies and exposure to best practices through participation expenditures. in program planning and conferences, senior leaders engage staff Improvement cycles in managing for agility include: through a variety of performance incentives, which may include 1. Better aggregations and analysis of data as a result of proving performance bonuses, yearly pay increases based on performance need for grant funds, beginning in 2007 when funds are available, and several types of recognition awards for 2. Annual policy review and changes that address evolving attitude, customer service, innovations and performance which is needs, beginning agency wide in 2009 outlined in category 5.1a(3). 3. More thorough deployment of SOSD to retool processes for 1.1 b (2) Senior leaders encourage employee input through the Oz efficiency of service delivery, beginning 2008 Principle of "above the line communication." This practice reinforces the 4. Regular meetings of leadership team to communicate concept of welcoming the airing of problems as long as they are changes and create better alignment between programs, accompanied by a solution or options for improvement. Senior leaders beginning 2006 create a focus on action around the key results, which encompass 5. Reclassification of temporary grant funded positions to include mission, vision, values and strategic objectives at ground level benefits, beginning 2009 formulated using SOSD. A strong environment of workforce learning is created through a Statutory performance measures (for further detail refer to fig 4.1- formal system of knowledge management, work system specific new 1), including entered employment rate, six-month retention rate, hire training packages, and consistent focus on results in all earnings change, literacy/numeracy gain, entered communications. Senior leaders offer guidance to staff in the form of employment/education rate, attainment of degree/certificate, numbers process maps, additional visual cues connecting back to the Oz enrolled and exited, number placed in jobs, and work participation rate Principle, performance reviews, SMART goals, and regular are aggregated monthly and listed by key result area in a Dashboard, performance feedback. which is reviewed by the leadership team monthly, and used by work Senior leaders enhance their personal leadership skills through units and program teams to drive improvements and innovations ongoing involvement in a variety of local, statewide and national groups, around process design. Program expenditures are also reviewed by which allow extensive exposure to best practices in workforce the leadership team monthly to ensure spending is on schedule and development. Examples include Leadership Aurora, Director and monies will be available for carry-in to the next program year. Focus on Operators meetings, participation in regional workforce initiatives, meeting or exceeding performance measures is cascaded legislative updates, regional and national conferences. The Division throughout the organization through monthly budget reports, work unit Manager is the President of the Rocky Mountain Workforce Association plans, program scopes of service, grant narratives, service contracts, which shares statewide best practices and new policy guidance through and through individual SMART goals, which are reviewed quarterly and a yearly conference. Regular Pulse Team meetings allow senior are part of each staff member’s annual performance appraisal. leaders to build their bench strength and technical knowledge across In addition to the statutory performance measures senior leaders programs. and the Arapahoe/Douglas Workforce Board have driven the In a local government, succession planning and development development of selected measures that allow better stewardship over of future organizational leaders takes the form of building bench public funds and contribute to organizational sustainability. These strength at all levels. Senior leaders use the formal knowledge measures include the amount of enhanced funding acquired through management system, new staff training package, consistent use of Oz the Employment First Program, annual input/output analysis of the Principles of ‘above the line’ communication and SOSD, the informal economic impact of Arapahoe/Douglas Works! operations in the region, open door policy, working staff to strengths, and a continuous focus on and additional measures for the poverty prevention programs, such as key results to ensure a strong and competent staff throughout the number placed in jobs and wage at placement. organization. Senior leaders regularly review a variety of factors to identify Future organizational leaders are fostered through inclusion of needed actions. Besides the monthly dashboard and budget review, supervisor and coordinator level staff in monthly leadership team senior leaders use internal data on caseload size and customer meetings in which they are systematically exposed to an agency-wide complaints, benchmarking data from in- and outside workforce focus, and inclusion of line level staff in activities that familiarize them with development, current plans, contracts, grants and scopes of work, labor supervisory responsibilities and scopes of knowledge. Supervisors and market data aggregated monthly, number of job listings obtained, coordinators are also informally mentored by senior leaders in resolving reviews by county, state and federal monitors, and federal, state, county performance, process and personnel issues. All staff enjoy and internal audit results, U.S. Executive Branch policy guidance, and opportunities to participate in conferences at local, state and national strategic goals set forth in the Arapahoe/Douglas Workforce Board’s levels, annual program planning, and process improvement. Where biennial Work Plan to reveal actionable improvement items. These are practical, all staff are directly involved in designing and implementing cascaded throughout the organization using normal communication improvements when the opportunities arise. channels, as well as through leadership team, work unit and program 1.1 b (1) Key decisions are communicated through individual, unit team meetings. Actions taken may include staff discipline, staff and agency-wide emails, which might also be accompanied by policy reassignment, process redesign, policy development and internal staff revisions and/or re-mapped processes. Senior leaders encourage training. Each level of review has a specific format/structure frank two-way communication with the workforce through regular emphasizing key results and personal or team accountability. team and comprehensive meetings, regular one-on-one meetings, and Program services for customers are generally defined by statute. quarterly staff SMART goal reviews. Bulletin boards are in place in Senior leaders focus on creating and balancing value for customers 3 and other stakeholders through key results areas, which combine operate under a battery of local policies. Designated staff perform audits emphasis on internal and external customer satisfaction and service based on an established protocol which focuses on statutory while meeting or exceeding performance goals; numerous customer compliance, service delivery, expenditures, documentation of results listening posts, systematic benchmarking, use of comparative data, and and case notes. Policies and processes are in place that guide the a strong approach to labor market data aggregation and management. internal audit process. This allows senior leaders to increase value for both job seeker and Fiscal accountability is ensured through several levels of business customers. independent audits from the U.S. Department of Labor, General Senior leaders at Arapahoe/Douglas Works! create value for Accounting Office and Office of Inspector General, annual fiscal audits stakeholders through commitment to the organization’s vision, which through Colorado Department of Labor and Employment, internal calls for a regional approach to workforce development that aligns efforts audits from the Community Resources Administrative Division, and of workforce development organizations, economic developers, independent audits arranged by the County. The Administrative educators, community leaders, business organizations and industry Division supplies a monthly budget report for review by associations around workforce development strategies that benefit the Arapahoe/Douglas Works! managers. Expenditures are governed by a entire Denver-Aurora-Boulder metro area. Examples of regional variety of local, state and federal policies, and there is a multi-layered activities in which Arapahoe\Douglas Works! engages include: expense approval process. Procurement of single expenses over Strategic business, industry, economic development and $2,500 must be accompanied by three competitive bids, and for single education group memberships expenses over $5,000, Arapahoe/Douglas Works! must work with the Ongoing meetings with policy makers ACG Finance Department using a formal procurement process. Staff Forming an Arapahoe/Adams WIB joint venture around salaries and any other compensation are governed by the ACG Human regional energy and healthcare workforce development Resources Department, and have a grade range governed by policy, strategies and are published twice per year in local newspapers, by name. Charter membership in Urban Workforce Alliance, which Additionally, monthly dashboard reviews are conducted internally to serves a 13-county area along the northern Front Range ensure that Arapahoe/Douglas Works! is fiscally on track with its budget Active participation in the WIRED Initiative and spend downs. Dashboard components are also reviewed and Serving as fiscal agent in statewide new energy and water changed based on regional initiatives, local initiatives and WIB direction. supply/treatment grants Transparency in operations and protection of stakeholder Conducting presentations of data to statewide economic interests are ensured through formal agendas for the workforce board development and workforce development conferences that include fiscal and program updates, and staffing updates are published on the agency’s website for external reference. Actions items Conducting job multiplier and economic impact studies that may require board approval (i.e.; policy changes) require a voting The Arapahoe/Douglas Workforce Board, which is made up of quorum before formal vote. Arapahoe/Douglas Works! is audited local business, education and community leaders, has driven the numerous times each year, and all plans and other official documents development of economic impact and regional job creation data, and are public at the local and state level since the agency is federally senior leaders have tied all program outcomes both to key results and funded. If a monitoring or audit visit shows compliance issues or if impact on the community. Regular press releases are broadcasted planned performance goals are not met at least at the 80% level, a through the ACG Communications Department that educate workforce region may be put on corrective action, which includes stakeholders about programming available through, and results additional reporting requirements and closer state oversight. If the achieved by Arapahoe/Douglas Works! compliance or performance problems persist, funding can be cut, or in Senior leaders take the organizational performance worst case, the workforce region may be replaced. Staff and partners expectations of partners into account through Memorandums of can access a shared drive as appropriate and gain access to plans, Understanding. Regular meetings are held with partners, and staff scopes of work, grants and contractual agreements, the dashboard, cross training takes place at least annually. and a variety of aggregated labor market and economic data sets. For Item 1.2: Governance and Societal Responsibilities the general public, Arapahoe County Government releases a yearly 1.2 a (1) Arapahoe/Douglas Works! managers are held report, in which Arapahoe/Douglas Works! operations are included; the accountable for their actions by the Arapahoe County Board of ACG website has department by department explanations and there is Commissioners, the Community Resources Department Director, the an overall County Plan that can be easily accessed. Regular public Community Resources Administrative Division, other ACG communications and other press releases act to educate the public Departments such as IT and HR, and the Arapahoe/Douglas about specific initiatives and operational results, and program plans, Workforce Board. Statutory compliance in program and fiscal grants and contracts are available to the public on request at both local operations is overseen by the Colorado Department of Labor and and state levels. Employment and the U.S. Department of Labor. Contracted poverty 1.2 a (2) Performance of senior leaders is evaluated by quarterly prevention program operation and fiscal practices are overseen by the reviews of SMART goals, and annual performance reviews in ACG Department of Human Services and indirectly by the Colorado adherence to ACG performance evaluation processes. The Division Department of Human Services. The United States Department of Manager is responsible for aggregate performance toward key results; Labor, where funding originates, provides technical assistance, program managers are responsible for work system performance; program reviews, and random audits. The Colorado Department of Labor supervisors and coordinators are responsible for program, grant or provides quarterly reviews, ongoing technical assistance, annual contract performance. Audit and compliance monitoring results are also compliance reviews that include administrative operations, and fiscal taken into account, as is aggregate, work unit and program fiscal results. auditing. Internally, Arapahoe/Douglas Works! leaders are held Workforce Board members are volunteers and are appointed by accountable through a prescribed internal monitoring protocol and the Arapahoe County Board of Commissioners (BOCC). Board 4 member performance is gauged informally by tracking attendance through regular internal and external monitoring and audit visits. For and participation in WIB activities, committees, multi-WIB initiatives and workforce, laws governing employees, such as FLSA, FMLA, ADA are support for the biennial Workforce Board Work Plan. Bylaws govern the enforced through hiring and human resource policies overseen by the operation of the Arapahoe/Douglas Workforce Board, and members ACG Human Resources Department. may be removed for non performance by the BOCC with input from the Concerns are anticipated through strong partnerships with sister Arapahoe County Community Resources Department Director. workforce regions, economic developers, educators, community Senior leaders improve their performance and leadership leaders, business organizations, industry associations and the WIB. effectiveness using their performance reviews, information gained from Input from these partnerships is used by the WIB in its biennial strategic in and outside industry benchmarking data, comprehensive labor planning cycle, in developing annual plans and program scopes of market and economic data sets, current state and federal policy work, and in real time through process design and improvement using direction from the and regional initiatives to guide their participation in a SOSD. variety of local, statewide and national leadership activities. Additionally, 1.2 b (2) Ethical behavior in public service is governed by a Code leaders hone their skills through active participation in programs such as of Ethics set forth by Arapahoe County, which addresses internet and Leadership Aurora, Fellowships at the Aspen Institute, the Rotary Club, information use, confidentiality, computing, use of county funds and and completion of Arapahoe County management development equipment, and use of position for personal gain. Arapahoe/Douglas programs. Works! also requires all employees to attend Global Career Board members increase effectiveness by attending agency Development Facilitation and adhere to the National Career sponsored training activities, as well as by participation in local, statewide Development Association code of ethics for GCDF practitioners and and national leadership activities. Arapahoe/Douglas Works! ties its has set forth several specific policies governing ethical use of program strategic goals to the Workforce Board’s biennial strategic planning cycle funds. Other regular staff training is provided to ensure continued and concurrently developed Work Plan, which drives improvements compliance. in the leadership system. Examples include the development of key Key processes for monitoring ethical behavior are agency- results, agency-wide improvements in data aggregation and wide, and include group staffing for training requests, multiple internal management, incremental and breakthrough improvements in signature requirements for release of funds, fiscal oversight through the business services and increased regional involvement. Community Resources Administrative Division, and regular internal and 1.2 b (1) The major potential adverse impacts on society posed external compliance monitoring and audit visits. Senior leaders are held by Arapahoe/Douglas Works! involve unauthorized release of to ethical behavior through Department level and BOCC oversight, as confidential information, failure to follow statute and regulation properly, well as strong county-wide ethics and procurement guidelines. and the potential to create regional gluts in certain occupations through Numerous customer listening posts, both internal and independent, overtraining. track customer complaints, and formal grievance procedures ensure The danger of confidentiality breaches is addressed agency-wide customer complaints are systematically heard and acted upon. Senior through monitoring and audit oversight. At the individual level, leaders meet every two weeks and the entire leadership team meets confidentiality is addressed in three ways: monthly to discuss results and other issues, including those of ethical 1. Arapahoe/Douglas Works! Policy 2010-09 describes in detail what behavior. Board members adhere to the Arapahoe/Douglas Workforce customer information can be released, when and under what Board Bylaws. Strong internal and external checks and balances circumstances. It includes a Release and Disclosure form signed ensure stringent monitoring of ethical behavior. Breaches of ethics on off on by customers so they know how their information will be the part of any Arapahoe/Douglas Works! employee may be dealt with used by disciplinary action, up to and including termination, and may also 2. Each employee is required to read and sign off on the Arapahoe result in the introduction of new policy to preclude repeated occurrences. County Information Technology Department’s computing policy, Though its customer satisfaction process Arapahoe/Douglas Works! and agree with signature to keep customer information confidential, also tracks any ethics based complaints and staff are provided with and refrain from using any county property or information for whistleblower protection. Accompanying this system is an online personal gain incident reporting system that is independent of senior leaders and 3. Employees of each work system are required to read and sign off managed through the Arapahoe County legal department. on specific confidentiality and usage guidelines governing 1.2 c (1) In consideration of societal well-being, the information they put into and access from the statewide databases Arapahoe/Douglas Workforce Board and senior leaders at Arapahoe/ they are required to use for customer tracking Douglas Works! believe that investing in human capital should benefit The occupational saturation tables developed and deployed not only those people who received direct investments, but the agency-wide by Arapahoe/Douglas Works! in March 2009 help staff community at large. The Board used input-output analysis to determine prevent approving occupational training that will contribute to local gluts. those local industries that have potential for the highest economic After extensive validation by CDLE, use of this data set in approving impact. Key occupations have been identified for these industries, and Individual Training Accounts was added to Arapahoe/Douglas Works! incentives are given customers who wish to receive training assistance policy. Training on the use of occupational saturation has been done by in them, as opposed to other occupations. the organization with sister workforce centers in Boulder, Adams Arapahoe/Douglas Works! has developed measures beyond County, Jefferson County and Denver, and the tables were recognized compliance standards in order that it may exhibit role model leadership as a system best practice and presented to workforce professionals in workforce development, achieve its key results, and be a strong throughout Colorado at the RMWDA Conference in June 2010. regional partner (vision). Examples include economic impact Key compliance measures are regulated performance outcomes, assessments, occupational saturation tables, other labor market and fiscal and eligibility guidelines, document validation, and performance to economic data sets, and biennial Arapahoe County Employee Survey plan. Risks associated with misuse of public funds are minimized results. Arapahoe/Douglas Works! regularly receives statewide and 5 regional requests to provide technical assistance to other workforce CATEGORY 2: STRATEGIC PLANNING regions, and solicitations to share best practices among sister workforce Item 2.1: Strategy Development regions throughout Colorado. 2.1 a (1) Arapahoe/Douglas Works! carries out national workforce Arapahoe/Douglas Works! has received three national awards for development strategy as set forth in statute, regulatory guidance and its flexibility in workforce scheduling, which contributes to reductions in current U.S. Executive Branch policy. The national workforce strategy regimented commutes. cascades throughout the system via state-negotiated performance It is possible for the workforce system to over-train in critical standards, annual funding allocations from the U.S. Congress, occupations. Arapahoe/Douglas Works! uses its award-winning discretionary grant monies made available through states to workforce aggregations of data which are backed by strong policies to prevent regions, regulatory changes, and monitoring/audit oversight. creating labor market gluts caused by over-training. 1.2 c (2) Since it operates using public funds, key communities In 2009, the Arapahoe Board of County Commissioners invited include taxpayers, economic developers, business organizations, leadership from all departments and divisions within Arapahoe County industry associations, educators, community leaders, partners, sister Government to participate in a formal county-wide strategic planning workforce development centers throughout the region, the Arapahoe effort called ‘Align Arapahoe.’ This process delivered an overall county County Department of Human Services, Colorado Department of Labor mission of enhancing quality of life through exceptional delivery of and Employment and the U.S. Department of Labor. They are services and efficient use of public funds through 17 strategic objectives. identified through current administration policy guidance (U.S. Listed below is a high level example of how goals and directives Executive Branch), benchmarking, and active involvement in regional cascade down from the Federal to the local level. initiatives. Arapahoe/Douglas Works! capitalizes on its core Figure 2.1-1: Illustration of Broad Cascading Goals & Directives competencies and key result areas to support and strengthen its Federal Goals and Directives key communities as shown in Figure 1.2-1. Figure 1.2-1: Easy transition from work to training and back to work Arapahoe/Douglas Works! Core Competencies and Key Communities. Urban strategies with partnerships between education, Figure 1.2-1: Core Competencies Strengthening Key Communities economic development and multiple workforce regions Core Competencies That Support Employment focus and grant opportunities connected to new Key Community and Strengthen Key Communities energy Develop human capital for industries that Employment focus and grant opportunities connected to have the most job-creating potential; Healthcare, with an emphasis on Information Technology fiscal integrity and compliance with CDLE Goals and Directives Taxpayers statute, ethical operations, transparency; Effective implementation of federal policies and regulations attain key results; concentration on key Interface and execute governors initiatives such as WIRED, job creating industries state Energy office, and Gov’s job cabinet Attain discretionary grant opportunities Arapahoe/Douglas Works! Goals and Directives Supply labor force data to help bring in Develop and execute local programs based on federal and state Economic Developers new businesses; help cut hiring cycle goals and directives time and cost; attain key results Deploy WIB strategy Connect to BOCC direction through Align Arapahoe Key Strategic Objectives of: Cut hiring cycle time and cost; ‐ Enhancing Quality of Life Business and Industry strengthen skilled worker pipeline ‐ Fiscal Stewardship through training; attain key results Note - the term "Workforce Region in Figure 2.1-1 refers to the eleven- county Denver-Boulder Combined Statistical Area, which includes five Share knowledge on critical labor major Figure 2.1-2: Key Inputs to the Arapahoe/Douglas Works! Plan market needs gleaned from industry workforce regions, including Arapahoe/Douglas Works! Educators and business organizations and Against the backdrop of statutory compliance, policy, and funding associations allocation parameters, labor market and economic trending data, stakeholder input, and in alignment with strategic objectives set by Sister Workforce Strong regional partner, fiscal integrity, Arapahoe County Government through Align Arapahoe, the Arapahoe/ Development Centers, offer innovative services, share best Douglas Workforce Board fulfills its statutory mandate by determining Partners, Community practices; attain key results how to apply workforce development programming to best benefit the Leaders local region. Figure 2.1-2 depicts the major inputs to regional* workforce Meet performance criteria, comply with development strategy created for and implemented by ACDHS, CDLE, statute and regulation, offer innovative Arapahoe/Douglas Works! USDOL services, share best practices; attain key The WIB conducts strategic planning through a formal results biennial (two year) strategic planning cycle which yields a Work Plan that sets forth local and multi-regional strategies that will be pursued by the Board and its operator, Arapahoe/Douglas Works! The process begins with a white paper that aggregates relevant 6 global, national, state and regional workforce and economic data, and 2. Senior leaders receive planning guidance Pulse Team May presents an analysis on system and operator strengths, weaknesses, from CDLE opportunities, threats and trends; a report to the Board on successes 3. New Board Work Plan added to inputs even Workforce Board, May, even and challenges with its last Work Plan; and an online survey that collects years Pulse Team years Board members’ views on each element if its last Work Plan, and 4. Work system managers write plans, whether Mission, Vision, Values and Key Results are still relevant. renegotiate contracts with oversight from Pulse Team, June In a special extended Workforce Board meeting, held March even Division Manager and input from Program Leadership Team years, an outside consultant facilitates the Workforce Board’s discussion Supervisors on the white paper, its accomplishments from the last Work Plan, and 5. Plans submitted to CDLE; contracts survey results. Members spend the rest of the extended meeting renegotiated with ACDHS and Sheriffs Pulse Team June discussing views on what the next two-year Work Plan should contain Department during a special extended Board meeting held in early March of even 6. Program Supervisors complete scopes of years. Leadership Team, work for their respective programs with input The consultant, the Arapahoe/Douglas Works! Division Manager Key Staff, Pulse June-July from key staff under oversight of work group and the Board Chair or designee(s) then meet to draft the next Two Team Manager. Year Plan based on discussions during the extended meeting. The 7. SMART Goals drafted concurrently with draft is sent out electronically for Board member review and input, then December/ annual performance evaluation cycle is finalized and approved by formal vote in the May (even years) All staff January aligning staff to work system plans and Workforce Board meeting. Every Year program scopes of work Figure 2.1-3 illustrates key process steps and key participants in the 8. Grants are applied for and acquired to Leadership Team, Arapahoe/Douglas Workforce Board strategic planning process. Ongoing supplement any shortfalls in formula funding Pulse Team Senior leaders prepare their annual work system plans and 9. Performance assessed and adjustments/ Leadership Team, Figure 2.1-3: Key Planning Process Steps & Timeframes improvements executed through process Pulse Team, Ongoing Arapahoe/Douglas Workforce Board Formal Biennial Strategic Planning Process improvement or redesign, and policy Supervisors Steps adjustment Process Step Participants Timeframe Time horizons for program planning are annual, and set by 1. White Paper consisting of statute. The Arapahoe/ Douglas Workforce Board’s time horizon of SWOT analysis, economic Leadership, Pulse two years was set as part of improvement cycles in the process over the December, odd years past decade and a half. In 2007, the Board determined two years to be projections, and labor market Team information distributed to WIB the best time horizon because optimizing return on public investment Leadership, Pulse requires biennial reevaluation due to accelerated fluidity in the local labor 2. Online pre planning survey market. Team, February, even years distributed to all WIB members 2.1 a (2) Both the Workforce Board’s biennial strategic planning Facilitator 3. Facilitated strategic planning Workforce Board, cycle and the Arapahoe/Douglas Works! annual program planning March through May, cycles address the organization’s strengths, weaknesses, sessions, held during extended BOCC, Pulse even years opportunities, threats and trends. The Board considers external Board meetings Team, Facilitator 4. Two-Year Arapahoe/Douglas Workforce Board, SWOTT factors: the political and economic climate, national policy Workforce Board Work Plan Pulse Team, May, even years direction and funding projections, and labor market and economic ratified by Board vote BOCC trending data, as well as input from economic developers and business 5. Workforce Board members Workforce Board, leaders on the local economic picture. participate in committees to Arapahoe/ June, even year The agency’s senior leaders and leadership team consider execute strategic goals Douglas Works! through December, odd internal organizational SWOTT factors against local economic and labor Staff Liaison year market trends and multi-regional initiatives: staff workload, funding projections, customer satisfaction and dissatisfaction, customer flow to contract renegotiations based on projected funding allocations, Figure 2.1-2 depicts the major inputs to regional workforce regulatory and statutory changes, monitoring/audit results and development strategy created for and implemented by recommendations, current policy direction, multi-regional initiatives in the Arapahoe/Douglas Works! Denver Metro Area, labor force and economic trending data, the Board’s Two Year Work Plan, customer feedback, data from inside and outside industry benchmarking, and input from stakeholders. Key process steps for annual work system planning are shown in Figure 2.1- 4. Figure 2.1-4: Arapahoe/Douglas Works! Formal Annual Program Planning Process Steps Process Step Participants Timeframe 1. Senior leaders amass data inputs Pulse Team, March-April necessary for writing the Plans or Contracts Leadership Team 7 optimize cycle time to service delivery while remaining in compliance keep the mandate to provide program services. with statute and regulatory guidance, and monitoring/audit results. 2.1 b (1) Key biennial strategic objectives and goals for 2010- Early indications of major shifts in the local economy, state 2011 addressed in the Arapahoe/Douglas Workforce Board’s 2010- and national policy, and blind spots are identified through numerous 2011 Work Plan are outlined below in figure 2.1-5: customer, partner and stakeholder listening posts, benchmarking, and Figure 2.1-5: Arapahoe/Douglas Workforce Board Strategic Objectives: 2010-2011 regular analysis of regional labor force and economic trending data. 1. Local, regional, state and national workforce system advocacy Since 58% of WIB membership consists of private sector members, a. Create marketing ‘buzz’ many in critical regional industries such as healthcare, finance and b. Educate elected officials manufacturing, the WIB also serves a valuable role in determining blind c. Create community forum that highlights (both Board’s and agency’s) spots for Arapahoe/Douglas Works! Senior leaders and Board workforce knowledge and expertise members also consider information obtained through regional meetings 2. Increase business industry sector awareness and utilization (of such as the MIS, Operators and Directors groups, and through Arapahoe/Douglas Works!) memberships in regional, state and national organizations directly and a. Increase market share of Metro Denver job listings in Connecting indirectly related to workforce development. Colorado Long term organizational sustainability is addressed by the b. Become the workforce center that is sought out by both qualified job Board through system advocacy efforts using return on public seekers and local businesses in key job creating industries investment data, and local economic and labor market information and c. Create partnerships with key local industries that leverage private sector trending. This is accomplished tactically through the agency’s annual funding program planning cycle through careful oversight of funding ratios and 3. Collaborate with in-demand businesses and high growth aggressive grant acquisition efforts to address unfunded needs in the industries on local and regional education, economic and community and cover potential shortfalls in formula funding. employment and training (E3) efforts for the best return on The steps in both the Board’s biennial process and the agency’s investment (ROI) annual planning process address the ability to execute the annual a. Provide the best possible data to support economic development efforts plans and the Board’s biennial work plans, with the Board engaging b. Support initiatives that have regional focus in regional policy level efforts and the agency engaging in financial and c. Partner with other workforce boards in crosscutting industry initiatives staff workload planning as discussed in sections 4.1 a (1) and a (2), and d. Promote metro-wide integration of common workforce system in section 1.1 a (3). deliverables The current processes used for strategic planning and annual 4. Strategically focused, demand-driven training (referring to training program planning are the result of numerous improvement cycles. services provided by agency to job seekers) The first ever strategic planning by Arapahoe/Douglas Works! was a. Move unemployed people back into the workforce with combined focus conducted in 1991 and again in 1994. At that time, there was no on soft skills, academic skills and skill sets needed by key industries connection between the strategic plan and the required annual program b. Connect business/industry with educators and workforce plans. Also, the Arapahoe/Douglas Workforce Board was not included c. Develop and refine forecasting methods that identify drivers and indicators – the planning was strictly on the part of Arapahoe/Douglas Works! for future regional job growth Several key retirements and personnel changes resulted in a loss d. Identify and anticipate skills gaps in the local labor force and become the of institutional knowledge. This situation led to agency-wide recognized regional leader in workforce development performance problems and became acute by 2002. An outside 5. Driving creative and innovative approaches to meet job seeker facilitator was brought in to guide the Board to develop a work plan for and business needs 2003-2004. It completed that biennial work plan, which drove a. Use a variety of short term tactics to achieve results during ‘jobless fundamental agency improvements in services to business. Then, in recovery’ 2004, the process was repeated, this time with the introduction of the b. Go outside traditional reach and framework of workforce center white paper and SWOT analysis, and an overlapping 2004-2005 work programming to be innovative plan was produced. Another overlapping plan was delivered the next c. Become ‘essential’ to business/industry year for 2005-2006. d. Convene regional stakeholders around common economic strategies The existing planning process was formalized in 2007 for the 2.1 b (2) Key changes and key strategic challenges impacting 2008-2009 work plan. The now formalized processes connected Arapahoe/Douglas Works are outlined in sections P.2 a (2) and P.2 b (1 numerous inputs with both Board and agency planning processes, and & 3). The following narrative describes how each strategic objective aligned the biennial Board work plan with the agency’s annual program address these factors. Objective #1, system advocacy, addresses planning, contract renegotiation and grant acquisition efforts. One result many of the key changes facing the system, including changes in of this formalization was the Arapahoe/Douglas Works! divestiture of all administrative policy, statutory changes and funding levels. Objectives Colorado Works programming in favor of serving only those deemed by 3, 4 and 5, when combined with systematic sharing of best practices by ACDHS to be ‘job ready.’ In PY07 the agency complied with all required Arapahoe/Douglas Works!, and its influence through membership in program outcomes at 80% or above, and in PY08 met or exceeded all national policy making bodies such as the National Association of required program outcomes at the 100% level or greater. To provide Workforce Boards and the National Workforce Association, address context to the reader, it is acceptable to USDOL and CDLE if a the overall national performance of the workforce system. workforce center achieves its planned program outcomes at an 80% Objective #4 addresses the competitive skills gap in the workforce, and level or better. This allows the workforce center to sustain funding and with Objective #3 addresses current administrative policy that calls 8 for easy transition of American workers between work, education and and ends June 30, 2010, common themes in scopes of service back to work (a directive mandated at the national level through the US were to reduce complaint levels through process improvements that Executive Branch, and released through USDOL in a Training and reduce cycle time to service delivery, and to create better alignment Guidance Letter in 2009). between the various programs, contracts and grant-funded operations. Objectives 1, 2 and 5 addresses the key strategic challenge of If an annual work system plan, such as the WIA or Wagner- funding continuity, and Objectives 1-5 address the challenge of building Peyser Plan for that program year, must be changed, the change is strong relationships with businesses in key regional industries. made according to a formal process required by CDLE. If a contract, Item 2.2: Strategy Deployment such as Parents to Work, must be modified, those specific terms are 2.2 a (1) Key longer term action plans are embedded in each renegotiated. In all cases, annual plan modifications must be supported annual work system plan, contract and grant narrative. From time to by compelling data making the case for the modifications. time, the agency may be required by a state or federal entity to produce Short-term action plans do not modify annual plans, and do not a five-year plan, usually if there have been major changes in statute. necessarily modify scopes of work. They are determined by work Annual plans and contract narratives address overall program strategy, groups and teams based on the monthly dashboard and fiscal reviews, service delivery mechanisms, and specify enrollment/exit goals as well as well as other data from customers, labor market and economic as program outcome goals. They also include detailed line item trending, inside and outside industry benchmarking and stakeholder information about the program’s budget, and project quarterly input. Short term plans are cascaded through comprehensive work expenditures. These plans use very technical statutory and regulatory group and program team meetings, and to individual staff members language, and are prepared by senior leaders. They are submitted to through regularly scheduled one-on-one meetings and SMART goals. the funding source(s) prior to the beginning of the program year they They may be formally written as when an employee who is not address. These annual plans, combined with internal policies governing achieving desired results is put under a corrective action plan. Short a particular program’s operation, are used by external monitors and term action plans almost always involve process changes, and may auditors from Arapahoe County, CDLE, USDOL, U.S. Office of involve policy modifications, which are deployed through the leadership Inspector General, General Accounting Office or other audit authority to team, training in comprehensive work system meetings, program team gauge program and fiscal compliance with statute. meetings and individually. At the program team level, key longer term action plans are set Examples of short term action plans include the redesign of the forth in scopes of work that align with the annual plans on file with the WIA intake, voucher and internal monitoring processes, discussed at state, and define team-level program strategies, project customer more length in 3.2 a (3), and innovations in the BEDS team process, volume, and define services over a program year. They may change discussed toward the end of 6.1 a (1). A short term action plan based on monthly performance reviews at the leadership, work group designed to increase job seeker placements in targeted industries was and program team levels. These scopes of work are supported by implemented through a policy change in 2007. This enhancement process maps, policies, and cascaded through the performance system allowed more training assistance to be given for critical occupations in through SMART goals and annual performance appraisals. Any targeted industries, such as registered nurse or computer systems changes in the scope of work may be accompanied by process and/or analyst. This resulted in significant economic benefits to targeted policy changes. industries as shown in the PY08 Economic Impact of Workforce Scopes of work vary based on a program’s or contract’s System Operations study, and in increased percentage of training required outcomes and its specific strategies and short term goals. completed in support of targeted industries, as shown in the monthly For instance, the 2009 Scope of Service for ARRA WIA Adult/ Data for Employers report. Dislocated Workers calls for expenditures of $1.72 million in ARRA As an example, the 2008-2009 WIB Strategic Work Plan called AD/DW funds from March 6, 2009 through June 30, 2010, and another for Arapahoe/Douglas Works! to invest in training in critical occupations $1.72 million (less 30% allowable carry-in) in formula WIA AD/DW in regional industries with high growth potential. The corresponding dollars between July 1, 2009 and June 30, 2010. The ARRA monies Arapahoe/Douglas Works! PY08 WIA and Wagner-Peyser Annual are intended to serve 350 adults and 350 dislocated workers, while Plans called for an increased emphasis on training and placements in goals for the WIA formula programming are services to 550 adults and occupations critical to targeted industries. The PY08 Economic Impact 300 dislocated workers. Four specific goals are set forth: successful study found that overall, Arapahoe/Douglas Works! placed over 57% of recruitment of 1,550 participants, evaluation of customer flow to optimize its customers in key regional industries. The reader should note that the service delivery, increase training related placements in key industries, PY08 economic impact assessment was the first done by and increasing subsidized work experience and on-the-job-training Arapahoe/Douglas Works!, and was done in response to two other opportunities through better alignment with the BEDS team. Outcomes WIB 2008-2009 Plan goals, which were to address results that matter, fall into the key performance measures listed on the dashboard, and and to assemble the best possible labor market data allowing the address entered employment rate, six-month retention rate and agency to better support the staffing needs of key regional industries. earnings change. These outcomes are required under statute and are Corrective action plans with individual staff are very sensitive and can be embedded in the annual program plans, scopes of work, individual reviewed only at the site visit. SMART goals, and annual performance reviews. The scopes of work 2.2 a (2) Short term action plans are deployed throughout are flexible to an extent, though number of customers to be served in a the organization, and to partners as appropriate, via process scope of service will be reflected in the annual work system plan or improvements, policy changes, and may also include modifications of contract. SMART goals. As discussed in 2.2 a (1), they may also be deployed at During Program Year 2009 (PY09), which began July 1, 2009 a single point through an employee corrective action plan. 9 Longer term action plans are deployed through work systems with Kelly Services, provided strong guidance in business customer to program teams through program scopes of work, and process/policy relationship management for the BEDS team, which will increase changes as appropriate. Scopes of work can be found in the staff productivity by building a larger potential hiring base for supply side knowledge management resource on the shared drive, as indicated customers. in section 4.2 a (3). Finally, the quality of staff hired, even those temporary and grant- Improvement cycles in action plan deployment include the funded staff, is vital to the execution of the strategic plan. The hiring, mapping of major program processes in 2006, implementation of the on-boarding, staff development and knowledge management strategies Oz Principle SOSD process improvement model through agency-wide used to ensure optimal performance are outlined in 5.2 a (1), and the training, and complete revision of policies in 2007 with subsequent improvement cycle that resulted in providing benefits to grant-funded annual review. staff to secure higher quality new hires is detailed in 5.2 a (2) and 5.2 b 2.2 a (3) Careful fiscal oversight as discussed in 1.1 a (3), the (2). ability under statute to strategically move formula funds from one 2.2 a (4) Two basic scenarios exist where circumstances might program to another, and enhanced ability to obtain grant monies based require a shift in plans, and a rapid execution of new plans. The on its track record as a fiscally sound agency that delivers effective, first scenario is a change in the local economy such as the current innovative workforce development programs that get desired results recession, or a period of rapid economic expansion, as experienced in allows Arapahoe/Douglas Works! to receive and allocate sufficient the late 1990s. In these cases, the data collection, aggregation and resources to execute its strategic and annual plans, contracts and analysis methods discussed in 4.1 b and c are used to track local grant-funded programming. economic trends, and additional funds are almost always made In addition to sound fiscal management, it is vital in publicly funded available through USDOL or CDLE in the form of grants that fund programming to increase productivity wherever possible: every additional services to affected workers. By forecasting these changes dollar spent on staff, supplies and other equipment is one less dollar that Arapahoe/Douglas Works! places itself in a position to stay ahead of the can be spent on direct services for the customers it is mandated to trends and enable it to provide the most valuable and timely assistance serve. To this end, senior leaders track staff workloads as discussed in possible to its community. 1.1 a (3), review the latest technological innovations as discussed in 4.2 Examples of this include the National Emergency Grant in 2001, b (3), and benchmark inside and outside industry processes for ideas which helped workers in the Denver Metro Area who were affected by on increasing work system and program team productivity. Examples the 9/11 tragedy, and the more recent rapid process change in the face of inside-industry benchmarking include visits to workforce centers in of Colorado Senate Bill 09-247 (SEB), discussed in section 1.1 a (3). Portland, OR, and Vancouver, WA which resulted in WIA process This process change was made with no additional funding and using changes that yielded higher staff productivity as measured by participant existing staff. to staff ratio increases. Learning from the rapid development of the SEB process crossed This benchmark has been partly implemented through the two- work systems and helped the WIA program team develop and person WIA Follow-Up team, which is part of the overall WIA AD/DW implement a process to administer the also-new CEATP program with Program team. Since the follow-up productivity strategy, based on the no additional funds or staff. Lessons learned from these two rapid benchmarking, has been successful in terms of projected outcomes, the process redesigns helped Arapahoe/Douglas Works! roll out the new Talent Development work system Manager and her program team online MS software training program, called Elevate America, which supervisors are exploring ways to extend the model to WIA AD/DW and literally had to be done by Applicant Services staff over one workday, as Youth program teams. This model has crossed work systems, as well, CDLE inadvertently issued a press release about it prior to notifying to the EF Program Team in the Talent Enhancement work system. Its workforce centers of its availability. group case management efforts have allowed successful services to a 2.2 a (5) Key workforce plans to accomplish short and long- very high volume of customers and to earn record breaking quarterly term strategic objectives include the practice, implemented in 2009, of enhanced funding throughout the current program year. providing grant funded staff with benefits, grant acquisition to maintain Commitment to building staff bench strength through ongoing staff continuity and a systematic commitment to staff development and training and access to technology to leverage human productivity is also the staff knowledge management resource. vital in executing the strategic plan while reserving every dollar 2.2 a (6) The Arapahoe/Douglas Workforce Board measures its possible for direct services to participants. In late 2009, key staff made a progress toward strategic goals via goal committee reports given at training visit to Lancaster County, PA, which contributed to an each bi-monthly meeting, and annually. Key in-process and financial improvement made by the current BEDS team outreach and customer measures are embedded in its Work Plan, as discussed at the end of listening methods, which are discussed in 3.2 a (2) and 3.2 b (1), 2.2 a (1) above. The alignment of Arapahoe/Douglas Works! respectively, and increased alignment between the Talent programming with the Board’s Work Plan is assessed by the WIB at Enhancement and Development work systems and the Talent each meeting during the Director’s report, given by the Division Placement work system that will be measured by faster caseload Manager, and the Fiscal Report, given by the Community Resources turnover and higher numbers of participants entering employment. Administrative Services Division Manager. Outside industry resources, such as Workforce e-zine and direct training Annual program plans, contracts and grant-funded programs from staffing companies such as Kelly Services, and are used to drive have quarterly in-process goals built in, and these are cascaded through process improvements that enhance productivity and get better results. dashboard and fiscal review to program scopes of work, SMART goals Articles from the Workforce staffing industry journal, and on-site training and annual performance reviews. Figure 4.1-1 shows key conducted in April 2010 from a WIB member, serving as an executive performance measures. 10 Alignment with the Arapahoe/Douglas Workforce Board’s Basic product offerings for demand side (business) strategic goals is ensured through attendance of key staff in WIB customers are identified through statutory requirements set forth in meetings, and senior leadership liaisons with each WIB goal committee. the Wagner-Peyser Act of 1933. (see Figure 6.1-1) Arapahoe/Douglas Information and guidance is then passed through monthly leadership Works! has innovated its demand side offerings through numerous team meetings to work systems and program teams. The Workforce customer listening posts (see Fig. 3.2-1), which provide data that drive Board Plan is made accessible to staff on the shared drive. The improvements, as well as benchmarking best practices in demand side monthly performance review process described in 1.1 a (3) ensures that services with sister workforce regions at the regional, state and national the measurement system covers all key deployment areas; WIB levels; with national entities such as the National Association of meetings, press releases, staff memberships ensure deployment to Workforce Boards, National Association of County Governments, U.S. Chamber of Commerce, U.S. Department of Labor, Employment and stakeholders. Training Administration, and several outside-industry benchmarking 2.2 b Performance projections are negotiated annually with sources such as Workforce Magazine, an on-line industry journal USDOL by CDLE. Arapahoe/Douglas Works! benchmarks its serving staffing companies. performance against sister workforce regions in Colorado, and in terms Its WIB identified key industry segments for Arapahoe/Douglas of its national percentile performance rating (see Figure P6. Works! to target in 2004, based on Board member knowledge of the Arapahoe/Douglas Works! at the request of its WIB, has also region’s business base and upon data from the Southeast Business created baseline demand-side performance benchmarks in its first Partnership, a local economic development entity. annual Economic Impact of Workforce Center Operations study (see In a 2010 improvement cycle, the Arapahoe/Douglas WIB Figure 4.1-1). As part of this first annual study, existing economic impact enhanced its process for identifying targeted industries by asking assessments of workforce center operations throughout the United Arapahoe/Douglas Works! to provide better data. The agency States were benchmarked, as well as outside-industry economic impact consulted with Economic Modeling Specialists, Inc., the Colorado assessments. To its knowledge, this study is the first of its kind in the Department of Labor and Employment, Leeds School of Business at workforce system, and has been shared nationally through the the University of Colorado-Boulder, and a number of other groups, and Employment and Training Reporter, the workforce development conducted groundbreaking work for the eleven county Denver-Aurora- industry journal, the National Association of Workforce Boards, and to Boulder Combined Statistical Region. Arapahoe/Douglas Works! members of WIBs throughout Colorado in the Rocky Mountain identified key job creating industries based on multipliers derived using Workforce Development Association 2010 Conference, held in June economic input-output analysis. These research outcomes facilitated 2010. It is hoped the study will precipitate a national policy dialog that innovations in marketing outreach to regional businesses in key can contribute substantively to any reworking of existing workforce industries, and in enhanced service offerings. Additionally, programs development statute. such as WorkNOW and Hire Colorado, as well as Arapahoe/Douglas Works! representation in local chambers of commerce, task forces (such as STEM, sponsored by the South Denver Chamber of Commerce), and industry associations have accelerated positive CATEGORY 3: CUSTOMER FOCUS relationships with key job creating industries by the BEDS team. Item 3.1: Customer Focus Relationships are expanded, strengthened, and new 3.1 a (1) Product offerings are identified for supply side (job customers are attracted through direct input in service process design seeker) customers through program requirements set forth in various and improvement from key business customers, as well as salary statutes, including Wagner-Peyser, WIA, TAA, VETS Title 38, incentives through grant funded programming. For example, the hiring PRWORA, Social Security Act, as well as in the text of various contracts authority for United Launch Alliance and Sierra Nevada, both aerospace and grants. For a detailed breakdown of key service offerings refer to companies, helped Arapahoe/Douglas Works! build its current BEDS Figure 6.1-1. Incoming customers are routed by the Talent Placement team candidate identification and screening process. Additionally, the work system using a triage approach that identifies the optimal alignment of the HIRE Colorado OJT program with BEDS outreach programming service package. Offerings are innovated through strategy was also an outcome of customer based feedback. Through numerous customer listening posts, benchmarking best practices at the implementation of several strategic objectives the regional, state and national level, accessing policy direction input from Arapahoe/Douglas Workforce Board has been instrumental in current administration, the U.S. Department of Labor and the Colorado expanding the targeted demand side customer base through word-of- Department of Labor and Employment, U.S. Department of Health and mouth referrals, press releases, involvement in business associations Human Services, Colorado Department of Human Services and other and organizations and other ambassadorial activities defined in its relevant organizations, such as the National Career Development biennial strategic work plan. BEDS team staff also cold call local Association, National Workforce Development Association, National businesses in these key industries, and obtain other business leads Association of Workforce Boards, National Workforce Association, from EMSI Career Coach, which uses Indeed.com to display all area relevant academic articles and white papers. See Figure 3.1-2 for an job listings in critical occupations needed by key industries. In addition, overview of specific service innovations. Arapahoe/Douglas Works! is a charter member in Statewide Business Customer listening posts clarify customer expectations, and have Services Group which is tasked with aligning outreach & business driven innovations in process to reduce cycle time for service delivery services between sister workforce regions. as measured by complaint volume and trending, and in creating better 3.1 a (2) Many supply side customers are mandated to register alignment with demand side service delivery, such as providing quick with Arapahoe/Douglas Works! Unemployment Claimants must job interview refreshers to job seekers attending on-site hiring events register in order to receive payments. TANF/Colorado Works and EF and marketing specific populations aggressively through such programs customers must register with Arapahoe/Douglas Works! and receive as Hire Colorado. programming services in order to keep collecting their benefits. Key 11 mechanisms to support the use of services are developed beyond Customer Segment Key Mechanisms to Support Use of statutory requirement based on community need as assessed by Services Connecting Colorado customer, staff, WIB and stakeholder input, and benchmarking. Senior Career Village leaders and program team supervisors conduct ongoing benchmarking Enhanced service package and best practice studies to continually enhance key support Specially trained staff mechanisms. They also aggregate voice of the customer data in team meetings and work system meetings, as well as one-on-one meetings Figure 3.1-2: Improvement Cycles within Key Support Mechanisms with staff. Additionally, line staff listen to customers in workshops and Key Breakthrough Improvements Year Mechanism while working cases and bring improvement related ideas to meetings. Online registration available 1990s Senior leaders regularly interact with stakeholders and policy makers for Connecting Updated skills rubric 1996 further input as well. The SOSD process is then used to effect changes. Colorado BEDS process to reduce cycle time 2009 Key mechanisms to support the use of services are illustrated in Figure (coincided with our absorption of direct mgt 3.1-1, and relevant improvement cycles are highlighted in Figure 3.1- of Talent Placement.) 2. These figures may be cross referenced with Figure 6.1-1, which Initial development 1995 First update 2001 depicts customer requirements and Figure 4.1-1, which illustrates key Web site Latest update based on customer feedback performance measures. and benchmarking 2010 Figure 3.1-1: Key Mechanisms to Support Use of Services by Customer Segment Occupational wage scales 2008 Key Mechanisms to Support Use of Labor Market EMSI available 2009 Customer Segment Services Information Critical occupations 2007 General Public (applies to all supply-side Connecting Colorado Occupational saturation 2009 customer groups below) Web site Formal staff development model 2007 Current information on local labor market Specially trained New staff training packages 2009 conditions staff Knowledge management resource 2009 Training Business Associate and Applicant Services staff Upgraded with NOVA tables and PCs WFC orientation Classrooms Regular classrooms wired with PCs and 2003 projectors Unemployment Claimants (must register Resource Center 2008 in Connecting Colorado to receive Office machinery and PCs PCs first available 1993 benefits) Satellite locations # PCs expanded, with MS office 2001 PC classrooms Resource Center Applicant services staff in resource center Regular classrooms Program staff in resource center 2008 Media releases and other marketing 2009 outreach Castle Rock 2004 Other press coverage Satellite Castle Rock expanded full svc 2007 Mature Job Seeker 50+ resource center Locations Lowry Center opened 2009 Partner referrals Disabled Program Navigator provided to Disabled Disabled Program Navigator agency through partner grant 2000 Ex-Offender Ex-Offender Coordinator Pre-Release Program created by contract Specialty programming services through with ACSD and staffed by AD/DW Special Category Veterans trained staff Program Team 1996 Staff speak over 30 languages Specially trained Ex-Offender Coordinator Non-English Proficient Partner ESL class offerings hired 2003 Special Partner referrals Grant funded 50+ program opened 2003 populations Welfare Recipients (must participate if Program orientation Specially trained Disabled Program referred in order to continue receiving RATE program Navigator hired through internal funding 2005 benefits) Other program services 50+ program extended through set-aside Specially trained staff WIA Adult formula funding 2006 Partner referrals 50+ program funding moved to Wagner- Food Stamp Recipients (must participate Peyser, and resource room staffed with Program orientation 2009 if referred in order to continue receiving specially trained Applicant Services staff Program services benefits, unless determined exempt) Partnerships Job Ready CO Works only 2007 Specially trained staff Partner referrals Marketing group formed 2005 Program orientation Media/Marketing Aligned with ACG Comm. Dept 2008 Child Support Obligors Program services Comm. Dept. liaison assigned 2009 Specially trained staff Orientation WFC orientation upgraded 2010 Eligibility determination Career Village available 2008 Adult WIA Program orientation Business Enhanced services model for identification Dislocated Worker WIA Services and screening of qualified candidates 2010 Program services Youth Specially trained staff Eligibility Det. WIA Process upgraded 2010 Website Connecting Colorado In alignment with the overall Continuous Improvement Career Village Management System Implementation Plan and Marketing Plan/Scope Local Businesses Specially trained staff of Service required by CDLE of all workforce centers in Colorado, Hiring events improvement cycles in key mechanisms to support use of services Screened applicants are developed using voice of customer data, staff input using SOSD, Labor Market Information Businesses in Key Regional Industries Website stakeholder input, WIB input, extensive benchmarking both inside and 12 outside workforce development industry, and collection, aggregation Figure 3.1-3 – Key Customer Communication Mechanisms and analysis of relevant labor market and economic trending data. BEDS Team supervisor Work system manager Figure 3.1-3 outlines the key customer communication Division Manager mechanisms of Arapahoe/Douglas Works! and may be cross Department Manager referenced with Figure 3.2-1 for greater understanding of WIB and Youth Council members communication method and listening posts. Colorado Urban Workforce Alliance members Figure 3.1-3 may be cross referenced with Figure 3.2-1. Colorado Workforce Council Members Figure 3.1-3 – Key Customer Communication Mechanisms Agency to Customer Audience Mechanism Press releases Customer to Agency Local media coverage Web-based customer survey Statewide system marketing efforts Email to Applicant Services Supervisor available on web Customer to Agency survey Applicant Services Business Associates Applicant Services Program Team Designated BEDS Team staff BAC Team BEDS Team supervisor Core Service workshop facilitators Work system manager Workshop Evaluations Division Manager Periodic focus groups Department Manager Program Team Supervisors WIB and Youth Council members Work system Manager Colorado Urban Workforce Alliance members Division Manager Colorado Workforce Council Members General Public Department Manager Agency to Customer (these apply to all WIB Chair, members Designated BEDS Team staff supply-side BEDS Team supervisor BOCC Businesses in Key customer segments Regional Industries All work system managers listed below) CDLE Governor’s office Division Manager State and federal legislators Department Manager USDOL BOCC Federal Equal Employment Opportunity office WIB and Youth Council Members Agency to Customer Colorado Urban Workforce Alliance members IVR job and event announcements Colorado Workforce Council members Email communications about events and job openings Press releases Website resources, including event calendar Local media coverage Press releases to local media Statewide system marketing efforts Statewide system marketing efforts Agency staff representation in regional business, industry In person with staff, supervisors and managers and economic development groups Recovery.gov, CDLE and USDOL websites Regional and statewide professional conferences Unemployment Arapahoe/Douglas Works! ensures that customer support Unemployment office Claimants requirements are deployed to all people and processes involved 50+ Job Seekers Resource room staff in customer support through extensive staff training, beginning with Disability Program Navigator program specific new employee training packages, and continuing Disabled Social Security Benefits Planners Partner agencies serving disabled through the Arapahoe/Douglas Works! internal staff development Ex-Offender Coordinator model. Changes in statute and regulation are supported by Training Arapahoe County Sheriffs Department staff and Employment Guidance Letters issued by the U.S. Department of Ex-Offender Community Resources Department Judicial Services Labor Employment and Training Administration, OMB circulars, Division staff, supervisors, managers Planning and Guidance Letters issued by the Colorado Department of Judicial District staff (parole, probation officers) DVOP staff and LVER Labor and Employment, internal policies and management of program Community Resources Department Veterans Services processes. Protocols and policies are also in place to align supply-side Veterans Division and demand-side service delivery. Other communications methods Veteran’s Administration that may be used to ensure thorough deployment are outlined in 1.1 b Non-English Adult Learning Source staff (ESL classes provided by Adult (1). For further discussion on alignment, reference the end of 2.2 a (1). Proficient Learning Source, a partner 3.1 a (3) Arapahoe/Douglas Works! keeps its approaches for Welfare Recipients ACDHS TANF eligibility technicians, supervisors, managers Food Stamp ACDHS Food Stamp eligibility technicians, supervisors, identifying and innovating product and service offerings and providing Recipients managers customer support current with business needs and directions Child Support through extensive benchmarking of best practices inside and outside ACDHS Child Protection staff, supervisors, managers Obligors the workforce development industry, federal and state policy guidance, Program team staff, workshop facilitators grant and contract opportunities, extensive representation in workforce WIA AD/DW Formal complaint procedure Occupational Training vendor (school) staff development, business, economic development, professional and Resource Room and program team staff, workshop industry association groups at regional, state and national levels, facilitators numerous customer listening posts, and aggregation and analysis of Youth Formal complaint procedure current economic, demographic and labor market data. Secondary educators 3.1 b (1) Arapahoe/Douglas Works! creates an organizational Customer to Agency culture that ensures a consistently positive customer experience Local Businesses Applicant Services Business Associates Designated BEDS Team staff and contributes to customer engagement through a continued focus on its key results. The workforce performance management 13 system deploys key results throughout Arapahoe/Douglas Works! as Partner agencies, including those engaging Arapahoe/Douglas discussed extensively in section 1.1 b (2). Each employee has a set of Works! through contractual agreement, may also refer clientele using SMART goals that mirror the key results. One SMART goal directly specifically defined processes outlined in the contract, MOU or other addresses customer satisfaction and quality of services, and the yearly referral agreement. performance appraisal assesses customer service and quality of work. In the current recession, media coverage played a significant role In addition to key results tracking, leaders are supported by in boosting customer volume – according to data tracked by extensive training in communication, supervisory skills, accountability Arapahoe/Douglas Works! workforce center traffic increased in April of management, and performance planning and tracking. The Oz 2009 and remained consistently higher in relationship to the regional Principles of accountability have been deployed throughout the unemployment rate throughout the remainder of the year and into 2010. organization, and provide a common language for discussions centered Word of mouth referrals also happen on occasion, though on positive, solution oriented problem solving using the SOSD model. Arapahoe/Douglas Works! does not make a specific effort to solicit Besides Oz principle training, the comprehensive internal staff them. development model used by Arapahoe/Douglas Works! addresses all Though services provided are defined in statute, relationships groups of skills necessary to build bench strength around the core with supply side customers are built and managed from a variety of competencies. Figure 3.1-4 depicts elements of the tiered staff entry points into the system. Voluntary customers, including the general development system which are outlined in more length in 5.1 a (2) and public and unemployment claimants, who must register in Connecting 5.2 a (1). Various aspects of Customer and Market Knowledge are Colorado, but have no requirement to actually use the center, may covered in Tiers 1-4. In a recent improvement cycle, a four-part Staff access a great deal of information through the website, from program Knowledge Resource was created by the staff attending GCDF class in information to job listings to event calendars. 2009. This Resource consists of four parts: organization identity, supply- Those who choose to come to Arapahoe/Douglas Works! in side customer focus, demand side customer focus, and workforce person are greeted at the front desk by friendly well-trained staff who center programming. It was deployed agency-wide through the shared ensure they are registered in Connecting Colorado, issue them a drive, and is updated by each subsequent GCDF cohort as a class parking permit and a bar code key to access the center, and get them project. A more complete discussion of knowledge management started. A workforce center orientation, given several times per week, strategies, including the Staff Knowledge Resource, can be found in 4.2 gives incoming customers basic information on services and a (3). programming offered through Arapahoe/Douglas Works!, including Figure 3.1-4: Customer Focused Staff Development Curricula information on upcoming job search workshops and hiring events, and Tier Skill Elements Addressed on how to access Workforce Investment Act programming, veterans Tier 1 Personal Effectiveness, Academic and Workplace Competencies services, including VWIP, and other programming for which they might Tier 2 Industry-Wide Technical Competencies (community assistance) be eligible, including HIRE Colorado. Tier 3 Industry Specific Technical Competencies (workforce development) Tier 4 Occupation Specific Knowledge Areas Program staff also occupy the front desk so that customers with Tier 5 Occupation Specific Technical Skills program specific questions can be served expeditiously. They also Tier 6 Leadership Knowledge, Skills, Abilities serve as a recruitment point for the many intensive and occupational training services offered through Arapahoe/Douglas Works! Talent The culture of customer engagement is also reinforced and Enhancement and Talent Development work systems. kept current through numerous customer listening posts. Customer Applicant services staff help customers who are using the input is received, trended and used in making process improvements. resource center for their job search, see core services customers on Improvements can be driven at individual, team, work group and demand, and are well versed in local labor market demand. They are agency-wide levels. also knowledgeable regarding partner and community services that Employees can also be recognized with a variety of awards might be needed and how to access them. They review the customer’s recognizing excellence in work with customers, including the peer resume and job qualifications, provide job referrals and general advice nominated Oz Award, the Spirit Award and the Employee of the Month on effective job search techniques. They also encourage participation in Award. workshops and hiring events, and refer customers to the BAC and/or Extensive benchmarking inside and outside the workforce other programming as appropriate. development industry, and technical assistance through periodic Workshop presenters are knowledgeable, and well versed in monitoring visits ensure programming provides a positive experience for services offered through Arapahoe/Douglas Works! Workshops serve customers and keeps them engaged while remaining compliant with as a springboard for customers to make the workforce center a regular statute and regulatory guidance. part of their job search, attend other workshops and hiring events, 3.1 b (2 & 3) New supply-side customers are generally access special services as appropriate, including the Disability Program acquired through referral mechanisms set forth in statute or contract. Navigator, the 50+ and youth resource rooms, and serve as referral Unemployment claimants, welfare and food stamp recipients, those points for WIA and other program orientations. behind on child support payments, and persons on parole or probation BAC staff provide a variety of career and work skill assessments, are required to register with the workforce system at a minimum, and in and are knowledgeable about programming offered through the specific cases participate in workforce center programming. Workers workforce center, and serve as referral points for the various program affected by company layoffs requiring compliance with the Worker orientations. They also work closely with the Disability Program Adjustment & Retraining Notification Act must be apprised of options Navigator to determine work skill levels of disabled clientele to ensure available through workforce center programming prior to layoff. This is optimal Arapahoe/Douglas Works! and partner service mix. The BAC accomplished through CDLE-sponsored ‘Rapid Response’ activities in also serves as an entry point for English as a Second Language and which Arapahoe/Douglas Works! and its sister workforce centers GED preparation services, as well as referral to Adult Basic Education participate. services for those with literacy deficiencies. 14 Youth and 50+ resource rooms are staffed with friendly, well- competing regional workforce centers, 2) increases in listings in key job trained professionals who provide general job search assistance, and creating industries, and 3) increased engagement by businesses in serve as entry points for youth and adult/dislocated worker WIA key job creating industries as measured by repeat use of programming. The youth resource room also has a variety of Arapahoe/Douglas Works! to fill positions. information on post-secondary education and other youth-oriented Item 3.2: Voice of the Customer services within the agency, its partners and the general community. 3.2 a (1) Supply side customers (job seekers) can give feedback The Disability Program Navigator and Ex-Offender Coordinator on services and support in a variety of ways. First, professional staff see customers as appropriate, serve as consultants for workforce members are available to job seeking customers on demand (talent specialists in the Talent Enhancement and Talent Development work placement work group) or through regularly scheduled service meetings systems, and serve as referral points to workforce center, partner and (talent enhancement and development work groups). Feedback is other community services. Both provide regular training sessions for solicited as part of these meetings, and is analyzed, trended and acted Arapahoe/Douglas Works! staff, and have advanced training in serving upon in team and comprehensive staff meetings. their specific clientele. All customers can file a grievance or make formal complaint using WIA adult and dislocated worker staff align with Applicant Services defined procedures which are explained in the workforce center or and BAC staff to provide regular workshops for those interested in WIA program orientations. Supervisors and managers are available upon programming services. They work with MIS staff to provide regular request. Periodic focus groups and surveys are also made available. program orientations and eligibility determination for incoming Special facilities are available for customers over 50, youth, welfare, food customers. stamp and parents to work customers where they receive services in Non-voluntary customers, including welfare and food stamp group settings conducive to making service needs or shortfalls known to recipients, as well as child support obligors, enter via regularly scheduled staff. Any customers attending workshops give feedback on the program orientations with staff skilled in engaging these populations for workshop and may also give feedback on Arapahoe/Douglas Works! program success. They attend specially designed workshops with services in general, workshop evaluation of content, materials, and highly trained staff that lead to rapid employment. facilitation. Results are reviewed in one-on-one meetings. When Once engaged in Talent Enhancement or Talent Development implementing corrective actions SMART goals may be developed and work system programming, friendly staff specially trained and training curriculum may be revised. Additionally, benchmarking and credentialed in career development facilitation form a helping sharing of best practices also trigger innovations in training offerings. For relationship, assist the customer to explore career options, create a example, customer feedback improvement opportunity and two custom plan, provide supportive services and guide customers through Arapahoe/Douglas Works! facilitators developed a new workshop on the occupational training application procedure. Incentives keep job search through social networking. Best practice research also led to customers in contact with the workforce specialist and engaged in their several key improvements in resume and interview workshops as well. own program success. In WIA, when services are complete and the A customer survey is available on the website, and both supply- customer enters employment, they are transitioned to equally side Workforce Investment Act customers and demand-side business knowledgeable follow-up staff who ensure they get the services they customers are surveyed by the Colorado Department of Labor and need to retain employment. Employment. Listening methods and grievance procedures are On the demand side, new business customers in targeted generally similar for supply-side customers, though have minor industries within the region are courted through Arapahoe/Douglas differences in listening methods by program. Because all federally Works! memberships in local Chambers of Commerce, economic funded workforce development programs have specific eligibility and development entities, business and industry associations, and through service flow requirements, and are carefully monitored for statutory and its Workforce Board membership. Cold calling businesses in key fiscal compliance, Arapahoe/Douglas Works! has used customer industries by BEDS team members also plays a part. Engagement is feedback, extensive benchmarking and technical assistance from state created through a process developed by the BEDS Team with input and federal monitors to redesign processes to cut cycle time to service from leaders in finance, new energy and aerospace that can significantly delivery measured by complaint volume and trends. Figure 3.2-1 cut hiring cycle time and cost. This process is rechecked with each key shows customer listening posts by level of service and customer type. industry customer and improved or updated to meet that specific Figure 3.2-1: Customer Listening Posts by Customer Type industry’s needs. Business customers in key industries are kept Service Level Population Listening Method 1:1 meetings with Applicant Services engaged with a variety of other custom services, including targeted General Public, Staff, Ex-Offender, 50+ and Disability hiring events, wage subsidies available through Hire Colorado, Unemployment Program Navigator, workshop Core Claimants, Non-program- interviewing space and screening services. Business customer listening attached 50+, Ex- evaluations, website survey, periodic posts, labor market data analysis and ongoing benchmarking help keep focus groups, complaints, requested Offenders and Disabled meetings with supervisors or managers business and talent development services current with changing 1:1 meetings with Program Staff, needs. Workforce Investment program and work system meetings, Act Adult, Dislocated The approach to targeting businesses in key job creating Intensive Worker, Youth; Colorado consultations with Disability Program industries, helping them meet hiring needs at a variety of levels faster, Navigator, requested meetings with (Program Works; Employment supervisors or managers, program and at less cost is a radical departure from the way the workforce Attached) First; Parents to Work; specific grievance procedures, CDLE system worked in the past. The BEDS team was not fully staffed and various grant funded surveys of exiting WIA participants, including ARRA trained until February 2010. That month, the market share of recovery.gov website Connecting Colorado job listings in the Denver-Aurora Metro Area rose from 10% to 36%, indicating the effectiveness of the recent improvement effort. Subsequent data tracking on this new approach will include 1) market share of Connecting Colorado job listings versus 15 Figure 3.2-1: Customer Listening Posts by Customer Type sister workforce centers precipitated the benchmarking that caused Service Level Population Listening Method redesign of the WIA intake and voucher processes. Training 1:1 meetings with Program Staff, Services WIA Adult, Dislocated Disability Program Navigator, requested The needs of potential business customers are listened to in a (WIA, Hire Worker, Youth; Hire meetings with supervisors or managers, variety of ways; extensive multi-workforce-region focus groups were Colorado, Colorado and Work program specific grievance procedures, held with businesses in energy, manufacturing, aerospace, bioscience WorkNOW, NOW participants CDLE surveys of exiting WIA participants, and finance from 2005 through 2008. Additional focus group information ARRA recovery.gov website Self-listing job openings attained from the WIRED initiative has also served as valuable resource CDLE surveys of business customers in determining customer preferences. Finally, the BEDS customer on Connecting Colorado Receiving staff assisted Input from WIB; interactions with contact process allows direct input from key business customers. Applicant Services and designated Recent feedback attained by BEDS members from the United Launch business services; NOT BEDS team staff; post hiring event in key job creating debriefs; CDLE surveys of business Alliance drove improvement efforts to reduce staffing cycle time from 55 industry to 50 days. Memberships in regional Chambers of Commerce, customers Staff memberships in regional chambers, economic development entities, business and industry groups and Businesses economic development entities, associations, and feedback from the Workforce Board also provide professional associations, industry Arapahoe/Douglas Works! leaders and staff valuable opportunities to associations, and other business and Receiving staff assisted listen to stakeholders. Best practices, both inside and outside the community organizations; input from business services; PART workforce development industry, at regional, state and national levels WIB; follow up debriefs from business OF key job creating customers with BEDS team staff that are benchmarked regularly. Economic and labor force data is industry include feedback on hires, non-hires, aggregated, analyzed and trended, and involvement with policymaking quality of candidates, quality of hiring event or referral process, and cycle time; entities such as the National Association of County Governments, the CDLE surveys of business customers National Association of Workforce Boards and the National Workforce The approach to business services and disabled job seekers is Association also serve to predict potential business customer needs. set forth in the Arapahoe/Douglas Works! Continuous Improvement 3.2 a (3) Customer complaint processes differ by program and Management System Implementation (CIMS) Plan. Follow up is done are communicated in workforce center and program orientations. on all formal complaints that are lodged with supervisors or managers. Complaint resolution procedures for federally funded programs are These are discussed in regular meeting of senior leaders and may lead statutory. Cycle times for complaint resolution are more ambiguous, to process redesign. and for some complaints, such as those regarding discriminatory Methodology is case by case; generally the supervisor or practices, are investigated by state and/or federal entities and subject to manager handles complaint resolution personally, instructs existing or any existing backlog at the time of the complaint. newly assigned Workforce Specialist on resolution and then follows up Formal complaints that can be handled internally by with the customer by email or telephone. Resolution of complaints that Arapahoe/Douglas Works! generally fall into three categories. rise to the state or federal level must also be reported to those levels Complaints about services received at Arapahoe/Douglas Works! are through appropriate channels using specified procedures. Focus group handled most expeditiously, usually the same day or week. Complaints information from various sources is also utilized for improvement about services that were delayed because of backlogs in other purposes. A recent example are focus group results attained from agencies, such as the Arapahoe County Department of Human Arapahoe/Douglas Works! youth customers. In the focus group specific Services, are handled as quickly as Arapahoe/Douglas Works! can questions related to services needed most by youth were fielded and obtain the cooperation of the other agency in resolving the problem. service offerings were modified based on the focus group input Complaints on discrimination remain open until the investigating federal received. These modifications have put the number of youth in GED department acts, which can sometimes take months. preparation on track for a 15.5% increase in PY09 over the last program Generally a formal complaint goes to the program supervisor. If year. s/he cannot resolve the complaint, it then escalates to the manager 3.2 a (2) Former supply side customers and businesses that responsible for that particular program. If it cannot be resolved at that listed jobs on Connecting Colorado web only are listened to primarily level, it goes to the Division Manager. If he cannot resolve it, the through CDLE post-exit surveys of WIA participants. WIA customers complaint goes on to the appropriate state or federal entity, which receiving follow up services as specified in statute are regularly makes the decision. In the Colorado Works and Employment First contacted by designated staff; their comments are analyzed and programs, complaint resolution can involve a formal hearing, and trended in team and comprehensive staff meetings and may lead to possibly be referred to a court of law. All complaints that go to the process redesign. Former business customers who have received supervisor or manager level are aggregated, analyzed and trended direct services from Arapahoe/Douglas Works! BEDS team staff; their during bi-monthly senior leader, or PULSE, meetings. For instance, comments are aggregated, analyzed and trended by the BEDS team after extensive media coverage of ARRA, customer volume spiked and in comprehensive Applicant Services work group meetings, and resulting in increased complaint volume around cycle time to service may lead to process redesign. delivery. The Pulse team aggregated and analyzed the nature of the Since anyone in the state can register at any workforce center for complaints using the SOSD process and helped teams come up with services, regardless of residence, Applicant Services staff members several process breakthroughs, such as the new WIA intake process, solicit comments from competitor customers as appropriate. These which reduced average cycle time to service delivery by 3 days for are aggregated, analyzed and trended by supervisors and leaders, and AD/DW customers and significantly reduced complaint volume. The may result in benchmarking specific service delivery in sister workforce recent improvement of the WIA voucher process removed two centers leading to process redesign. An example is customer feedback unnecessary steps and reduced the time between ITA approval and from incoming WIA customers who had accessed services through funding by an average of 2 days. 16 Disabled customer dissatisfaction around services from the analysis of customer engagement leading to actionable items that Colorado Division of Vocational Rehabilitation resulted in the DPN drive process improvements for business customers. meeting with the local DVR manager and developing a new process for 3.2 b (2) Continued existence of the workforce development joint service delivery, and drove Arapahoe/Douglas Works! to apply to system in Colorado is contingent upon the state meeting performance become a Ticket to Work provider, which will expand service delivery to standards as an aggregate. Arapahoe/Douglas Works! routinely disabled clientele and create an alternate source of funding. shares best practices with, and solicits information on best practices Informal complaints are elicited from any of the listening posts from, its sister workforce centers throughout the state and nation. shown in Figure 3.2-1, and are generally solved through advocacy of Benchmarking demand-side customer satisfaction and the Workforce or Applicant Services Specialist, sometimes in engagement information from staffing companies and industry consultation with the Disability Program Navigator, Disabled Veterans associations provides Arapahoe/Douglas Works! with needed Outreach Program or the Ex Offender Coordinator. These complaints information on customer expectations regarding hiring cycle time and are brought up in team and comprehensive meetings, and result in staff cost, and in addition to direct input from business customers in key job using SOSD to improve customer flow and referral processes. creating industries, allowed development of the candidate identification Examples include the recent improvements made in the Parents to and screening process currently in use. Work customer referral process, the WIA intake process, the WIA 3.2 b (3) Customer dissatisfaction is determined through voucher process, the development of the workforce center orientation customer complaints, with other data coming in through the listening by Applicant Services, and improvements in general hiring event posts shown in Figure 3.2-1. This information is aggregated, trended protocol based on aggregated customer complaint data. and discussed by senior leaders, the leadership team, comprehensive 3.2 b (1) Customer satisfaction and engagement are work groups and program teams. When possible to address determined by volume of complaints and by program outcomes and dissatisfaction internally, it has led to numerous process improvements other listening posts shown in Figure 3.2-1, respectively. in a variety of programming. When dissatisfaction is caused by Determination methods vary based on statute or regulatory guidance regulatory requirements, such as eligibility documentation and training governing the specific program. Referrals to Colorado Works and request documentation, every internal effort possible is made to reduce Employment First must participate in prescribed activities at cycle time to service delivery (the main customer dissatisfier) through Arapahoe/Douglas Works! in order to receive their benefits. Parents to MIS and fiscal process redesigns. In cases where processes have Work customers must find work to avoid incarceration in many cases. been streamlined as much as possible, but dissatisfaction still exists, Engaging these customers requires a proactive group approach Arapahoe/Douglas Works! efforts are discussed in section 3.2 b (1) designed to promote willing and active participation. General customers above. and Unemployment Claimants are not required even to come into Increasing emphasis on transparency driven by recent stimulus Arapahoe/Douglas Works! for services. The primary efforts to engage spending and attendant media coverage have raised customer these customers are the website and a flyer mailed out by CDLE with expectations while at the same time creating additional bureaucratic their Unemployment Benefits Packet, respectively. When they do hoops necessary for clean compliance. Workforce development come in for services, the Applicant Services staff is trained to triage and centers throughout the United States and its territories wrestle with the route them as quickly as possible to the most appropriate services, issue of fast customer service versus statutory compliance on a daily where they are then engaged by knowledgeable staff. WIA customers basis. Regulators at the state and federal level are well aware of the are voluntary, and so programmatic efforts to engage them are issues, and Arapahoe/Douglas Works! and its Board are leaders in designed to identify marketability or training need and then help them efforts to educate Colorado’s state and national legislators and other find work as quickly as possible. Engagement measures are policy makers on system needs. generally shown in the monthly dashboard and keyed by 3.2 c (1) Arapahoe/Douglas Works! implements laws program to the four key results, which are cascaded throughout the passed by the U.S. Congress to make life better for the American labor agency through SMART goals and annual performance reviews. force, ref. P1a1, first paragraph, and is shown in Fig. P.1-7. Note the Actionable information is collected through the dashboard and customer segments and service offerings are determined by statute; through the listening posts shown in Figure 3.2-1. These are reviewed by some flexibility is offered in the system to expand services to new senior leaders, the leadership team, comprehensive work groups and groups through grant opportunities and discretionary funding. Section program teams and used to generate internal and partner process 1.1 a (3), 2nd paragraph, page 2, it talks about managing for agility, and improvements using SOSD. Beyond the several examples cited at the end partially answers the question in terms of identifying situational markets of section 3.1 a (3), this data generates action plans in the form of changes to that develop as a result of changes in the local economy. program scopes of work. Since most customer flow is prescribed by statute Arapahoe/Douglas Works! benchmarks offerings from other workforce and regulatory guidance, aggregated data may be discussed in statewide centers that are like us, i.e. urban, similar industry group concentrations. workforce MIS, Operators or Directors meetings, and recommendations for Examples include: modifications in statutory or regulatory interpretation go to CDLE and/or HIRE Colorado – Arapahoe/Douglas Works! used Denver’s SET USDOL who may make changes that are still compliant with existing law, or Team approach, and Jefferson County’s approach to refine our issue waivers allowing services or eligibility determination outside statute in approach to serving the segment, which was identified in special regional situations. regulation, but based on economic impact data. We chose to do The BEDS team determines engagement of both general and key OJT for HIRE Colorado even though we knew other workforce business customers through its market share of Connecting Colorado job centers in the area were doing work experience/CWEP listings, increases in listings in key job creating industries and repeat listings. development, because OJT actually helps businesses create jobs. These measurements, combined with benchmarking data and data from customer listening posts shown in Figure 3.2-1, enable aggregation and 17 Arapahoe/Douglas Works! collaborates with economic developers 3.2 c (3) Arapahoe/Douglas Works! implements to staff businesses that are growing or those that are newly benchmarking of other workforce center operations, stakeholder relocated within the region. Examples include: listening posts, and outside industry benchmarking. o Sierra Nevada 3.2 c (4) Arapahoe/Douglas Works! routinely listens to o Whipple Service Champions customers and stakeholders through numerous posts. We are involved o Connexa (hiring authority for United Launch Alliance) in many stakeholder, industry and business groups, and have access to o Satellite broadcast company was bought by a satellite other benchmarking sources. Combined, these give us insight as to telecommunications company and is expanding with 50 how we might refine our listening approaches. Data from customers new jobs in the area, which according to our data will and stakeholders are reviewed at all levels of the organization, along stimulate other businesses to create jobs at a primary with key fiscal and performance indicators. See It, Own It, Solve It and level (reference Job Multiplier Study for localized jobs, Do It (SOSD) is used to refine processes. We also benchmark several earnings and sales multipliers). Arapahoe/Douglas local and out-of-state workforce centers which showed us an endemic- Works! will assist in staffing this expansion using our to-our-system disconnect between business services and core- existing workforce inventory. intensive-training services and gave us insight into some promising Arapahoe/Douglas Works! gathers routine intelligence from customers approaches. To rectify our own shop, we used SOSD to create a who have visited other workforce centers, along with other customer systemic feedback loop that makes our BEDS team a reciprocal data from our center and online to refine our own processes. communications hub between stakeholders, businesses and the job 3.2 c (2) Senior leaders identify longer term shifts in policy seeker services. We have been told by stakeholders, customers and direction, national, state and local labor markets through active businesses that we need to offer a presence on Facebook and Linked involvement in policy level groups such as the National Association of In, and use Twitter to get the word out on events, changes, etc. Due to Workforce Boards, the State Directors, MIS and operators groups, current County policies, we are not quite ready to enter into the realm of various boards of directors in stakeholder organizations, and numerous social networking but have provided an alternative, by means of RSS industry and business groups. Shorter term shifts are identified through feeds from our website so customers can sign up to get calendar involvement in these same organizations, particularly those at the local updates and downloads. We were told by numerous customers that level. They also subscribe to websites such as workforce 3 one and they would like to be able to register for workshops on our website and National Skills Coalition, which clue them in about any upcoming we’ve implemented easy-to-use registration for many of our events. legislative or policy changes at the national level. In addition CDLE and CDHS keep leaders appraised of any local statutory or policy changes CATEGORY 4: MEASUREMENT, ANALYSIS, & resulting from rapid shifts in the local labor market. Examples inclue: KNOWLEDGE MANAGEMENT Recent SEB (Senate Employment Bill), which extended Item 4.1: Measurement, Analysis and Improvement of unemployment benefits for approximately 1,400 workers who had Organizational Performance run out of benefits; Arapahoe/Douglas Works! had time, based on 4.1 a (1) Data and information used for daily operations are information from these local stakeholder listening posts, to create selected on the basis of relevance to regional workforce development, an efficient and fast process for customer flow (on site see doc on key results, program, grant or contract outcomes and statutory SEB procedures) compliance. It is collected on-line or via written publications from a From observation of labor market data we’ve observed the percent variety of national, state, local and internal sources, including the Bureau (currently 25.6% in Denver MSA) of workers employed by contract of Labor Statistics, Bureau of Economic as opposed to having a traditional permanent job is growing. At the policy level we are working to educate our national legislators about Figure 4.1-1: Key Organizational Performance Measures by Customer Group creating provision for training in entrepreneurial skills. At the Demand Side Customer Grouping operational level, we are now offering workshops on starting your Taxpayers 1. Jobs added Stakeholders 2. Earnings change own business, and on referral partnerships to small business Regional Businesses 3. Aggregate sales change development organizations such as the Aurora Small Business Supply Side Customer Grouping Development Center. Customer Segment Key Performance Measures We have seen, based on inventory turn, and occupational People Staff Assisted saturation, that many persons have been unemployed past their Total customers served Talent Placement Work System Number Services capacity to cope economically; they have begun to lose homes (formula funded Core services, Entered Employment Rate and cars, are increasingly in need of clothing and other support, including business services) Six-Month Job Retention Rate such as food banks. The most recent GCDF cohort completely Wagner-Peyser Formula Earnings Change upgraded our community resources list, which included visiting the Wagner-Peyser ARRA Total Job Openings Received websites and calling the numbers to ensure they were still good; by VETS Title 38 Market share of Connecting Colorado job listings within Denver Area the time you visit, this new community resources list will be on the website, available to all staff and customers. This dynamic list is posted publicly on our website, www.adworks.org. Background references for this section can be found: 1.2 b (1), first complete paragraph in second column on page 5, under 2.1 a (2), first complete paragraph on page 8, and section on managing for agility beginning in the right column on page 2 18 Formula-Funded Number Enrolled sustainability in the long run. Excessive expenditures that jeopardize Intensive, Training Number Served allowable carry-in are met with short term program spending reductions. WIA AD/DW Formula Number Exited WIA AD/DW ARRA Program staff operate under policy structure designed to prevent Entered Employment Rate VWIP Job Retention Rate disallowed costs through multiple signature layers; internal audits find TAA Earnings Change and correct disallowed costs prior to discovery by external Enhanced Funding (EF) monitors/auditors. Demand side strategies are determined by Pulse Contract Funded Participation Rates (CW) team each year after economic impact is assessed. Employment First Consecutive Child Support Payments Made (PTW) 4.1 a (2) Generally, comparative data in workforce development Colorado Works Number Placements Parents to Work can be divided into performance benchmarks and best practices. Average Wage at Placement Pre-Release Job Retention Rate (PTW) Comparative performance benchmark data from regional, state and Number Workshops Held (PR) national levels is selected for relevance to general and program- Number Workshops Held (BRAC) specific key results and strategic goals set forth in annual plans, grant Number Placed in Subsidized Work Experience narratives, contracts, and scopes of work, as aligned with the Grant Funded (WorkNOW) Arapahoe/Douglas Workforce Board’s Strategic Work Plan. HIRE Colorado Number Placed in On-the-Job-Training (HIRE WorkNOW Colorado) Benchmarks are used by Arapahoe/Douglas Works! to rank itself in PY07 BRAC Enrollments comparison to other workforce centers, and some outside industry Disability Program Exits competitors, such as in the staffing industry. An example is the Navigator Expenditures discussion around comparative performance in Colorado in section P.2 Number Hired a (1 & 3). This data is used for deciding annual program goals set Grant specific outcomes Key Financial Measures forth on the dashboard, and is embedded in annual plans, grant Ratio WIA formula funds to entire budget (annual and longer term) narratives, scopes of work, contracts and SMART goals. Monthly expenditures on track to allow 30% carry-in Best practice data is extensively available through review of No disallowed costs workforce development and outside industry sources, such as industry Analysis, US Census Bureau, US Dept. of Education, US Dept. of journals, business groups and industry organizations. Best practices Health and Human Services, US Dept. of Labor, Employment and from sister workforce development centers are routinely reviewed, Training Administration, various national workforce and WIB discussed and implemented or innovated for use at associations, Colorado Department of Labor and Employment LMI, UI Arapahoe/Douglas Works! Examples of innovation include those and Workforce Development Divisions (Connecting Colorado), outlined in 3.2 a (2), where a combination of benchmarking, best Economic Modeling Specialists, Inc., state and local industry practice and customer dissatisfaction data was used to drive associations, chambers of commerce, economic developers, and local improvements in several key work processes. governments. Demand side results are very new in the workforce development Operational data is aligned around results called for in the system. To develop its approach for assessing its economic impact Arapahoe/Douglas Workforce Board’s Strategic Work Plan, Program annually, Arapahoe/Douglas Works! reviewed a variety of economic Plans, Scopes of Work and individual SMART goals. It is integrated impact reports both inside workforce development and outside industry. into agency-wide daily operations through deployment on the It consulted with a number of regional partners and data providers to Arapahoe/Douglas Works! shared drive, through the knowledge ensure its annual economic impact assessment is methodologically management system and website, emails, one-on-one meetings with sound, valid, accurate and reliable. This information is used by staff, comprehensive work group meetings, program team meetings, senior leaders to develop strategies to drive up returns on public quarterly SMART goal reviews and yearly performance appraisals. investment, a current WIB strategic goal. An example of innovation Figure 4.1-1 shows key organizational performance measures by rising from the first annual assessment of economic impact was the customer grouping and segment. Workforce Board driven Multiplier Study, which gives board members Key performance measures are determined annually, when the and regional economic development professionals insight into an urban statute is rewritten or reauthorized, when the grant is written or when the strategy that brings in businesses that create the most positive contract is negotiated. Combined performance measures, including economic impact on the community, thus maximizing return on entered employment rate, six-month employment retention and economic development expenditures. Additionally, the state economic earnings change are negotiated annually by CDLE with USDOL. development department has aligned with local economic developers, Supply side performance indicators are published on a monthly and Workforce Boards to create urban multi workforce region strategies. dashboard, which is aligned to the key results, and are reviewed and Colorado State University is now delivering economic development used agency-wide as listed in 1.1 b (2), and support innovation as coursework for economic development and workforce professionals detailed in 3.1 a (3). Shortfalls in supply side and financial performance throughout the state. The Arapahoe/Douglas Works! study on its indicators generate short term action plans that are carried out under the economic impact was groundbreaking and featured in the May 10 auspices of that program’s annual plan and scope of work. Trends may Employment and Training Reporter, the workforce development result in process and policy changes. industry journal and has been posted on the National Association of Out-of-balance funding ratios are rectified through the addition of Workforce Board’s website and is being analyzed by workforce boards grant funding. It is important to note that formula funds are simply throughout the nation. allocated by demographics, where grant funding is attained on a more Financial operations are overseen by the Community Resources competitive basis. Strong performance can attract additional grant Administrative Services Division, the fourth work system (see P.1a1), funding and these dollars can be leveraged to rectify out-of-balance which obtains comparative data through a number of sources, both funds when necessary. This practice also leads organizational inside and outside industry. Conferences, audit feedback and extensive benchmarking of best practices at local, state and national levels have 19 made Arapahoe/Douglas Works! a state and national leader in fiscal program teams using input from monitoring/audit reports, feedback from management of workforce development programming. More extensive funding sources, WIB, partners and other stakeholders, as well as content on its recognized expertise in operational financial management information from dashboard, information on economic impact, can be found in section P.2 a (1& 3). competitive data (state and federal), benchmarking and statewide 4.1 a (3) Arapahoe/Douglas Works! keeps its performance databases such as Connecting Colorado and CBMS and priorities for system abreast of current business needs and policy direction improvement set. through membership and participation in a variety of workforce Figure 4.1-2 – Data Driving Work Systems development organizations at the regional, state and national levels. As Work Data Source System federal policy, funding, statute and regulatory changes occur, the Internal 1. Stakeholder input 1. WIB Work Plan dashboard is modified as needed. Ongoing involvement Work 2. ACG strategic goals 2. Align Arapahoe with/memberships in workforce industry and outside-of-industry Systems 3. Key Results 3. Dashboard and Fiscal Reports, organizations, as well as analysis and trending of relevant data 4. Federal and state Connecting Colorado, CBMS, Annual Talent and county Economic Impact Analyses aggregations allow anticipation of external changes. Place- regulatory and policy 4. TEGL, PGL, grant application guidelines 4.1 b Performance is reviewed monthly using the dashboard, ment direction 5. IT warranty and replacement policies, which is aligned to the key results. This data is cascaded through the 5. Equipment and resource center, classroom and parking organization through senior leader (Pulse) meetings, leadership team Talent physical plant usage Enhance- optimization 6. Staff workloads, projected funding meetings, comprehensive work group meetings, program team ment 6. Staff capacity allocations meetings, and individually through one-on-one meetings, quarterly 7. Staff capability 7. Annual training gaps analysis SMART goal reviews and annual performance reviews. Refer to Talent 8. Customer input 8. VOC listening posts sections 1.1 a (3) and 1.1 b (2) for a more complete discussion of the Develop- 9. Staff input 9. Work system, program team, one to one ment 10. Partner input meetings; SMART goal reviews, annual review process, and data used in review. 11. Monitoring/ audit performance reviews Review of organizational capabilities is completed through guidance 10. Partner meetings, MOUs monthly, quarterly and annual performance results to plans, scopes of 12. Economic trends 11. Monitoring & audit reports work, grant narratives and contracts. Managers rely on past experience 13. Labor market data 12. CDLE, BLS, US Census, BEA, EMSI, and trends economic forecasts, media in operating a variety of workforce development programs, contracts 14. Benchmarking 13. CDLE, BLS, US Census, BEA, EMSI, and grants to gauge staffing and internal and external process capacity. media Analysis to support reviews and validate conclusions comes 14. Inside and outside industry best practices from state performance results rankings, FRED national percentile and performance reporting Adminis- 1. USDOL, CDLE, 1. Generally accepted government rankings, monitoring/audit reports generated by funding sources, trative CDHS and ACDHS accounting and audit standards, OMB monthly analysis of dashboard and fiscal reports as compared with Services fiscal compliance circulars, statute, final rule, TEGL, PGL, plans, grant narratives, contracts and scopes of work, meetings with expectations ACG policies, other federal and state staff and teams, and SMART goal reviews. Staff engagement and 2. Procurement guidance guidelines 2. OMB circulars, FCR and ORCA capacity are analyzed using data from the biennial Arapahoe County regulation, ACG Finance Department employee survey, and the yearly internal report of staff development rules and training activities, given to each manager and supervisor to help Examples of continuous improvements using SOSD include them identify training gaps on their teams and plan staff development recent process revisions of the Parents to Work referral, intake and moving forward. performance tracking process, which aligned reporting of program Feedback from job seekers, businesses and stakeholders is also results. The TANF/Colorado Works program team implemented an used in analysis to support reviews and conclusions, along with inside internal compliance monitoring system and staffed it with a specially and outside industry benchmarking sources. trained staff member in 2009. This incremental improvement crossed Organizational success and progress against strategic work systems in 2010, when the Talent Development work system objectives are measured via dashboard and monthly fiscal reporting adopted the practice. This resulted in two spotless USDOL monitoring against plans, scopes of work and SMART goals. Competitive reports, and an excellent report from CDLE. The WIA voucher process performance is gauged through state and national rankings of was redesigned in early 2010. This incremental improvement, based performance, as well as monitoring/audit reviews. on customer feedback, removed two unnecessary steps and reduced Agility, or ability to respond rapidly to changing organizational the time between ITA approval and funding by an average of 2 days. needs and challenges is ensured through monthly updates of labor Figure 4.1-3 – Innovations & Breakthrough Improvements market and economic trending data, monitoring and audit reviews, new Innovation or Breakthrough Effect grant application guidelines, and workforce development benchmarking, Occupational Saturation Rate Eased Dislocated Worker eligibility documentation requirement all of which generally introduce any new policy direction in time to Improved quality of ITA staffing, and position the organization for upcoming changes. The biennial Arapahoe improved career guidance practices County employee survey and other staff input from one-on-one, team Economic Impact Study Provided data for government officials to and comprehensive meetings also helps leaders assess generate confidence in Arapahoe County organizational agility. Internal challenges are assessed during the Government, an Align Arapahoe strategic goal regular monthly reviews of business results, process owner input from Job Multiplier Study Provided data to WIB and economic SOSD, and internal staff training gaps. development officials to improve focus and 4.1 c Shortfalls in performance are prioritized by Pulse, drive up return on economic development leadership and teams, and generate SOSD analysis (see figure 6.2-1) investment in region Provided Arapahoe/Douglas Works! data of process for continuous improvement. Opportunities for allowing more precise identification of critical innovation are identified and prioritized by Pulse, leadership and 20 industries and corresponding critical stipulate state data base confidentiality expectations, and breaches of occupations confidentiality can result in disciplinary action up to and including BEDS Team recruitment and Raised quality of job referrals screening process Lowered hiring cycle time for businesses in termination, as well as potential criminal charges. Additionally, each new key regional industries employee is required to review and acknowledge specific confidentiality Key decisions, including new priorities, are communicated guidelines governing his/her program. throughout the agency as discussed in section 1.1 b (1 & 2). They are 4.2 a (2) Needed data and information for daily operations deployed through comprehensive work group and team meetings, and includes performance and fiscal data, labor market and economic are cascaded to the individual level through changes in SMART goals. information, customer information, customer feedback, including At the functional level, teams use SOSD to review and improve dissatisfaction data, and policy direction at agency, state and national processes in the face of new priorities, and benchmarking data on best levels. Agency level policy direction is available on demand to all staff practices is introduced to encourage innovations and breakthrough through the shared drive. Client information is also available on improvements, ensuring effective organizational support for demand through Connecting Colorado, CBMS and several other state decision making. Changing priorities and improvement operated on-line databases. Performance, fiscal, labor market, and opportunities are deployed to suppliers through the Arapahoe economic data for daily operations is made available to all staff County procurement process (RFP), competitive bids, vendor contract monthly through the dashboard and fiscal report, which are cascaded modifications and vendor agreement changes. They are deployed to throughout the organization as discussed in sections 1.1 b (2) and 3.2 a partners and collaborators through Workforce Board publications, (2 & 3). Figure 4.2-1 provides comprehensive information on Arapahoe/ modification of Memoranda of Understanding, regular partner meetings, Douglas Works! multiple data sources and their use. email, website, regional meetings, announcements to groups Labor market and economic trending data, as well as other data Arapahoe/Douglas Works! staff members and leaders belong, and sets useful to customers, stakeholders, collaborators and partners are through regular sharing of best practices at local, state and national updated monthly and made available through scheduled partner cross levels. An example is the recent acquisition of EMSI Career Coach, training and meetings, the website and through hard copy, if which was acquired through a three-bid process. Acquisition was appropriate. driven by several priorities; more tools to help job seekers transfer their 4.2 a (3) Arapahoe/Douglas Works! manages its staff skills to other industries (WIA AD/DW & ARRA Programming priority), development and transfers organizational knowledge through a the need to raise the number of placements in BRAC and ETA formal internal process that was developed in 2006 by programs (supporting HIRE Colorado, BEDS outreach, BRAC and Arapahoe/Douglas Works! and sister workforce centers located in ETA grants), the need for better placements in Employment First and Washington and Oregon. A national survey on how workforce Colorado Works programming, and the general need to increase core development regions handled internal staff development and services placements (supporting Wagner-Peyser and VETS 38 knowledge management was conducted, followed by a baseline and programming). gaps analysis and the creation of a working staff development model. 4.2: Management of Information, Knowledge, and The model has been tested over a three year period, and has been Information Technology revised twice based on leader feedback and using the SOSD 4.2 a (1) Accuracy, integrity, reliability, and timeliness of improvement methodology. economic, labor market and workforce development data is ensured by The model is tiered, and begins with personal, academic and statute, and enforced through regular monitoring and audits. Data is workplace competencies, industry-wide and industry-specific technical reported by citizens and businesses as required by law and is released competencies, occupation-specific knowledge and technical at national, state and local levels according to specified timeframes. competencies and leadership knowledge, skills and abilities. Yearly staff Internal reports from state databases are available ‘on demand,’ and training reports are given to leaders so their team’s training and generate aggregations of customer inputs in real time. Custom reports knowledge gaps can be identified and managed through the SMART can be generated on request. Copyright laws govern EMSI’s use of goal process, and team scopes of work. public data, and this site is updated from BLS, Census, Economic The staff experience with building organizational knowledge Analysis and state departments of labor at specified time intervals. begins with the initial training given new hires on the organizational Benchmarking data is obtained from reliable sources such as business, culture (MVV, Key Results). They also receive formal training in the Oz industry and workforce development organizations, and is multiply Principle, the database(s) their program uses, and training in program sourced if possible to ensure credibility. statute, regulation and performance outcomes. New staff are also Security and confidentiality of labor market and workforce familiarized with the internal policies that govern the operation of the customer data is ensured by the State of Colorado and the United program in which they’ve been hired. States Government. Labor market and other economic data are made Following this, all employees must undergo the 120-hour National available to the public, including to Arapahoe/Douglas Works! through Career Development Association sponsored Global Career various web sites and databases. The Arapahoe/Douglas Works! MIS Development Facilitator course. As part of this course, the class must team uses scanning technology to download eligibility and program update a staff knowledge resource that includes elements on participation documentation into Colorado databases. Hard copies of organizational culture, programming, supply side services and demand eligibility documentation for contract programming are held by the side services. This knowledge resource, housed on the shared Arapahoe County Human Services and Sheriff’s Departments. computer drive, is accessible to all staff on demand, and is updated at Confidentiality of internal customer paper files is governed by least once per year by successive GCDF cohorts. Further information policy. Arapahoe/Douglas Works! staff keep paper customer files in related to the staff development system can be found in 5.1b(1). locking drawers and clear confidential materials from their desks each Knowledge is also built and shared through staff representation in night. All Arapahoe/Douglas Works! staff have signed documents which community and workforce development organizations, participation in conferences and other training opportunities. Arapahoe/Douglas 21 Works! routinely shares its best practices regionally, statewide and Figure 4.2-1: Arapahoe/Douglas Works Data Sources and Uses nationally, and benchmarks the best practices of sister workforce Talent Placement Work System Data How Used Who Uses How Deployed regions and other organizations extensively. This knowledge is made Workforce center Gauge Division Monthly dashboard accessible in Pulse, leadership, comprehensive work group and team volume compliance Manager meetings as part of the agency’s continuous improvement model. Total job seekers effectiveness Work system 4.2 b (1) The Arapahoe County Information Technology Web registrants Gauge staff manager Department ensures hardware and software are reliable, secure Job orders capacity Applicant Web job orders Gauge staff Services, and user-friendly. Hardware (including telephones and other Combined capability BEDS & technology) is purchased according to the Arapahoe County measures (EER, 6- Gauge changing BAC Government Computing Standard and is serviced under warranty. mo retention, avg. technology & supervisors Standard and specialty software are supported by the Arapahoe earnings) software needs Talent Guide process & placement County IT Department. Software interfaces with state databases, such scheduling work system as CUBS, Connecting Colorado and CBMS are managed through the design staff IT Department with Arapahoe/Douglas Works! liaisons who work with Drive annual state database managers to ensure their reliability, security and planning, development of user friendliness. scopes of work 4.2 b (2) In the event of an emergency the continued availability Expenditure rate Gauge Monthly fiscal report of hardware, software, data and information are ensured by the compliance Arapahoe County Continuity of Operations (COOP) Plan, which is effectiveness governed by federal policy, and managed by the Sheriff’s Department. Gauge staff capacity Department and Division continuity plans, including the one prepared by Guide process & Arapahoe/Douglas Works! are embedded in this general COOP. scheduling The Arapahoe County IT Department has a 2010 through 2014 design Strategic Plan, which is supported by its annual work plan and metrics. Gauge program needs The IT COOP is included in the IT Department’s strategic plan and its Drive grant yearly work plans. Continued availability of hardware, software and acquisition efforts data/information systems are ensured through these IT Department Drive annual plans. The IT Department’s Continuity of Operations Plan includes planning, regular emergency and tabletop drills. development of scopes of work Documents proving supply side customer eligibility for Monitoring/audit Gauge Periodic; WIB programming are housed in the appropriate Department (TANF, EF results compliance strategic work plan and PTW eligibility documents are housed with the ACDHS, for Policy input from effectiveness biennial instance). Arapahoe/Douglas Works! is currently scanning customer funding sources Gauge overall WIB strategic work program direction work and program eligibility documents into Arapahoe County servers plan Drive annual and Connecting Colorado, the statewide workforce development planning, system data base. development of 4.2 b (3) State and federal information databases are populated scopes of work according to statute, and are kept user friendly through feedback from # Entered Gauge staff Monthly dashboard employment capacity local workforce regions given during monitoring, audits and regularly # Services to Gauge staff scheduled meetings, such as the statewide MIS meetings and Regional disabled capability Director meetings, both held monthly. # Services to ex- Guide resource Arapahoe County network data and information are kept current offender allocation through feedback from Department directors and Division managers, Number & type of Determine which services provided services most which is given through regularly scheduled meetings. Employment data used; gauge staff on Arapahoe County staff is kept in People Soft, a web-based human capability resources program. Financial data is entered using SAP, and is saved Guide process on protected county servers. design When new technology is required by Arapahoe/Douglas Guide workshop development, Works!, such as assistive technology for disabled clients, or software improvement applications, such as the recently acquired EMSI Strategic Advantage BAC volume Gauge staff economic modeling engine, and its web-based Career Coach Youth GED capacity database, or the emergent use of social networking technology such as services & Guide process & completion scheduling Facebook and Linked In, technology and applications are supported by Number design the Arapahoe County IT Department and governed by the Arapahoe Assessments given Gauge program County Government Computing Policy. The Arapahoe County Number TABE needs Government Technology and Wireless Standards are updated as new tests given Number Prove It hardware and software technology upgrades occur, and warranty tests given support is purchased for hardware, software and other technology that Number attending falls under the purview of the Arapahoe County IT Department. ESL classes 22 Figure 4.2-1: Arapahoe/Douglas Works Data Sources and Uses Figure 4.2-1: Arapahoe/Douglas Works Data Sources and Uses Market share job Guide process & Division Shared Drive, Gauge program listings scheduling Manager Monthly integration with Job listings by design Work system BEDS team industry Guide outreach manager Drive contract Workforce Inventory efforts in targeted BEDS team renegotiation, Inventory Turnover industries supervisor development of Occupational Gauge alignment BEDS team scopes of work Saturation Rates with staff and Expenditure rate Gauge Monthly fiscal report Occupational wage programming program compliance scales Site selection liaisons effectiveness Outside and inside data sets for Gauge staff industry economic capacity benchmarking developers Guide process & Direct input from scheduling businesses design Input from program Gauge program staff, supervisors, needs managers Drive grant Website volume Bounce rate Division Monthly dashboard acquisition efforts Time in site Manager Drive contract Number pages Work renegotiation, visited systems development of Pages/sections managers scopes of work most visited Program Monitoring/audit Gauge Periodic; WIB team results compliance strategic work plan supervisors Policy input from effectiveness biennial Workshop Guide process Work system Work system, team funding sources Gauge overall evaluations design manager and individual WIB strategic work program direction Individual Guide process Program meetings; trends & plan Drive contract evaluations improvement supervisors best practices renegotiation, Customer Guide Program staff analyzed by senior development of complaints development of leaders and scopes of work Inside & outside program goals cascaded for process Customer feedback Guide process Work system, team industry improvement from workshops design and individual benchmarking Customer feedback Guide process meetings; trends & Occupational Build staff Applicant Website, available on from individual best practices Saturation Rates demand; updated improvement capacity Services, Workforce Inventory Build staff BEDS & periodically services Drive contract analyzed by senior Partner feedback renegotiation, leaders and Inventory Turnover capability BAC Staff feedback development of cascaded for process Occupational Wage Enable skill supervisors Inside & outside scopes of work improvement Scales transferability for Talent industry EMSI Career customers placement benchmarking Coach work system Economic impact Guide process & Annually, electronic staff and hard copy report scheduling Economic impact Guide process & Division Annually, electronic design scheduling Manager and hard copy report Gauge design Work system integration with Gauge manager BEDS team effectiveness of Applicant Talent Development Work System targeted industry Services, Data How Used Who Uses How Deployed outreach BEDS & Gauge BAC compliance supervisors effectiveness Talent Gauge staff placement Carry in capacity Division work system staff Enrollments Gauge staff Manager Exits capability Work system Talent Enhancement Work System Combined Gauge changing manager Data How Used Who Uses How Deployed measures (EER, 6- technology & Program Participation rate Gauge Division Dashboard, Monthly mo retention, avg. software needs supervisors Enhanced funding compliance Manager Dashboard, Monthly earnings) Guide process & and # Placements, p/t or effectiveness Work system Literacy/numeracy scheduling coordinators f/t Gauge staff manager gain (youth) design Talent Avg. wage, p/t or f/t capacity Program EER/Education Gauge program enhanceme Child support Gauge staff supervisors Rate (youth) integration with nt work payments made 3 capability and BEDS team system staff consecutive months Gauge changing coordinators Drive annual technology & Talent planning, software needs enhanceme development of Guide process & nt work scopes of work scheduling system staff design Expenditure rate Gauge Monthly fiscal report compliance 23 Figure 4.2-1: Arapahoe/Douglas Works Data Sources and Uses Figure 4.2-1: Arapahoe/Douglas Works Data Sources and Uses effectiveness Former strategic annually Gauge staff work plan White paper, capacity former strategic Guide process & plan reviewed scheduling during biennial design facilitated WIB Gauge program strategic planning needs session Drive grant acquisition efforts Drive annual CATEGORY 5: WORKFORCE FOCUS planning, Item 5.1: Workforce Engagement development of 5.1 a (1) Key factors affecting workforce engagement are scopes of work determined by an Arapahoe County Government employee Gauge survey, conducted periodically, at least every three years, through compliance effectiveness Mountain States Employers Council. Contents are reviewed by Connecting Identify in- the BOCC and Arapahoe County Human Resources Department Colorado Activity, process errors prior to each release of the survey and may be changed based on WHO, Drive grant Available on demand benchmarking done by Mountain States Employers Council. Key Characteristic and acquisition efforts other reports Drive annual factors affecting workforce satisfaction are determined using planning, data from the county survey results in conjunction with internal development of employee feedback, elicited in regularly scheduled one-on-one scopes of work meetings with supervisors, team and comprehensive work system Gauge meetings, quarterly SMART goal reviews and annual performance compliance Monitoring/audit effectiveness assessments. The Mountain States survey provides data to the results Division level and can be aggregated by position level as well. Gauge overall Periodic; WIB Policy input from funding sources program direction strategic work plan The internal feedback structure allows for data on differences in WIB strategic work Drive annual biennial key factors of employee engagement and satisfaction by planning, plan development of workforce groups and segments to be aggregated and scopes of work analyzed by senior leaders. In 2007, and again in 2008, Build staff Arapahoe/Douglas Works! applied for and received the Alfred Occupational Saturation Rates capacity Sloan award for business excellence in flexible scheduling. The Build staff Sloan Award is sponsored by a group called ‘Making Work Work’ Workforce Inventory Shared drive, capability Inventory Turnover Enable skill monthly; EMSI and reinforces the concept that flexible scheduling approaches, Occupational Wage Career Coach including start/end times, job sharing, telecommuting and transferability for Scales available on demand EMSI Career customers scheduling flexibility in case of illness, childbirth or adoption are Coach Drive process & highly valued by employees over monetary or other incentives. policy design The award process begins with a management and an employee Customer feedback from workshops Guide process Work system, team survey on factors connected to employee engagement and Customer feedback design and individual productivity. After the award selection cycle is complete survey from individual Guide process meetings; trends & results are released to participating organizations. Senior leaders services improvement best practices at Arapahoe/Douglas Works use these results as another Partner feedback Drive annual analyzed by senior Staff feedback planning, leaders and resource to assess factors affecting workforce engagement. Using Inside & outside development of cascaded for process best practices gained from this process in 2008 Arapahoe/Douglas industry scopes of work improvement benchmarking Guide process & scheduling design Gauge policy Annually, electronic Economic impact effectiveness and hard copy report Gauge integration with BEDS team Arapahoe/Douglas Workforce Board (WIB) Data How Used Who Uses How Deployed Dashboard BOCC Directors report, Fiscal report Department fiscal report, and White paper with Manager educational data SWOTT analysis Used during Division presentations Benchmarking and biennial strategic managers during bimonthly best practices data planning session Work system scheduled WIB Economic impact managers meetings report WIB Economic impact Multiplier study members report presented 24 Key Factors of Figure 5.1: Improvement Cycles Related to Employee Engagement and Satisfaction. Engagement & Improvement Cycles Satisfaction Management for high Dashboard developed – 1995 performance Current dashboard and fiscal reporting and cascading structure developed - 2007 References: Restructure from site to function management - 2005 - 1.1 a (1 & 3) Revision of annual performance review – 2006, 2009 - 1.1 b (1 & 2) Development of key results – 2006 - 2.1 a (1 & 2) Revision of key results driven by 2010-2011 biennial WIB strategic planning cycle – 2010 - 3.1 b (2 & 3) Alignment of WIB strategic plan with annual work system plans, program scopes of work and individual SMART goals – 2006-2010 - 4.1 a (1) Alignment with ACG strategic plan – 2010 - 4.1 b & c Development of SMART goals and review cycle at individual staff level – 2009 - 4.2 a (2) Improvement of data collection, aggregation and analysis in alignment with key results - 6.1 a (1 & 2) Facilities Management Alignment with ACG facilities management - 1997 Development of FIX program by ACG – 2004 References: - 6.1 c Alignment with current building management - 2008 Equipment & Software Alignment with ACG IT Department for PC purchase, upgrade and warranty – 1997 Workforce PCs networked with ACG – 1997 References: ACG Computing Standard developed – 2000 - 4.2 b (1) State databases networked on ACG servers - 2003 Open door policy instituted - 2006 Open communication Leadership team meetings instituted – 2006 Comprehensive work system meetings instituted – 2006 References: Oz Principle deployed to all staff – 2007 - 1.1 a (1) Internal communications standardized around key results - 2007 - 1.1 b (1) Meeting agendas standardized - 2007 Formal 1:1 meetings with staff instituted – 2008 Alignment with ACG Communications Department – 2009 Clear expectations Four key results instituted – 2006 Oz Principle training deployed to all staff – 2007 References: Employee work plans developed around key results – 2007 - 1.1 a (1) Annual review documents revised in alignment with ACG Mission, Vision and Values – 2007 - 1.1 b (1) Cascading of key results from monthly review formalized – 2007 - 2.2 a (1) SMART Goals developed for all staff, replacing work plans – 2009 - 4.2 a (2) Key results revised by WIB in strategic plan – 2010 - 6.2 a Clear processes & policies Policies revised and put into single sourcebook – 1993 Key value creation processes mapped, deployed to program teams along with SOSD – 2007 References: Annual policy review/revision instituted – 2007 - 2.2 a (1) Policies and process maps deployed to all staff through shared drive – 2008 - 6.2 b (1) & c Final interview with senior leaders instituted - 1988 Strong hiring process Panel first interviews instituted – 1994 Tri-Metrix adopted for hiring at all levels – 2006 References: Alignment with ACG Human Resources Department for initial recruitment and paper screening – 2006 - 5.2 a (2) Writing sample required for hiring at all levels – 2008 Presentations required for facilitation positions – 2009 Current hiring process formalized – 2009 County education benefit instituted – 1980s Internal staff development/ Arapahoe/Douglas Works! $500 employee training stipend introduced – 1980s training system Internal capability to teach GCDF credential class – 2005 Involvement with National Business Learning Program led to development and deployment of formal internal staff training References: management model – 2007 - 1.1 a (3) Annual reporting and gaps analysis instituted for leaders and managers – 2008 - 3.1 b (1) New employee training system, customized to work systems, developed, deployed – 2009 - Figure 3.1-3 Knowledge management resource developed by GCDF class, deployed on shared drive – 2009 Knowledge management resource reviewed and updated/upgraded by successive GCDF cohorts – ongoing from 2010 Recognition Kudos section of County Line newsletter opened to all departments – 2005 References: Employee of the Month award instituted – 2008 Spirit, Star and Oz awards developed and deployed to staff through policy – 2009 - 1.1 b (1) 9/8 and start/end flex scheduling introduced at Arapahoe/Douglas Works! – 1996 4/10 flextime introduced at Arapahoe/Douglas Works! – 2006 Pay & Benefits Arapahoe/Douglas Works! earns first Sloan Award for flexibility – 2007 Arapahoe/Douglas Works! earns second Sloan Award for flexibility – 2008 Reference: Benefits for temporary grant funded staff instituted – 2009 - 1.1 a (3) ACG surveys salary and benefits regularly and benchmarks levels to be competitive Sick Leave Donation program introduced by ACG - 2005 Intradepartmental safety committee formed – 1995 Safety Safety incentives based on training attendance began – 1997 Building evacuation plans deployed – 1999 Reference: Emergency Response Procedures deployed – 2005 - 6.1 c Security locks installed – 2000 TVAT team formed – 2005 Online incident reporting deployed on intranet – 2008 25 Works! began providing benefits to temporary grant funded Medium and short term action planning around performance employees. Another, workforce innovation based on best practice shortfalls is discussed in section 2.2 a (1). At the work system and research was the advent of the 4-10 work option, which rolled out program team level, performance is managed through scopes of in 2007. In addition the county created a telecommute policy in service and short term action plans which usually involve process 2007 and upgraded its Citrix portal in 2008 and 2010 which changes and may involve changes to policy. If an individual staff increases telecommuting flexibility for key employees, including member is not meeting performance goals, the shortfall may be senior leaders. addressed with training as appropriate, and may be formally addressed 5.1 a (2) For supplemental information on how senior leaders through a corrective action plan that outlines specific behaviors, create an organizational culture that is characterized by open strategies and timelines for getting performance back on track. Figure communication, high performance work and workforce engagement 5.1-2 illustrates the Arapahoe/Douglas Works! performance please refer to sections 1.1 b (1 & 2). Based on ACG survey results, management system at various organizational levels. best practices attained by Making Work Work, and its own internal Figure 5.1-2: Arapahoe/Douglas Works! Performance Management System communications with employees, Arapahoe/Douglas Works! believes Breakdown that the clearer the expectations, the more likely workers are to be both Organization Performance Management Oversight, Enforcement and satisfied and engaged. It has also found that workers need to feel safe, Level System Elements Incentive Mechanisms Oversight: BOCC, Community secure and work in a clean, well functioning physical environment, and Resources Department, WIB, have ready access to all tools, technology and software necessary to Overall agency funding sources achieve the results the employer asks for. Senior leaders, in performance as Enforcement: Loss of funding, measured by improvements based on the periodic county employee surveys, have dashboard, fiscal loss of mandate to provide found that a very strong hiring process, coupled with effectively services, senior leadership Agency-wide reports, compliance and changes managing staff development, allows the agency to build a fiscal audit results, Incentive: Performance bonus, knowledgeable, competent workforce at all levels. Alignment around customer input, and performance based salary other data requested by key results throughout the organization and the discipline to hold all staff WIB increase, additional funding accountable for high performance, promotes both satisfaction and available to agency if exceeds all performance goals engagement among staff at all levels of the organization. Recognition of Oversight: Division Manager, high performing employees through a variety of awards and other Work system funding sources incentives also contributes significantly to satisfaction and engagement. performance as Enforcement: Loss of funding, The key results are aligned with mission, vision, values and the agency’s measured against corrective action imposed by core competencies, and are cascaded throughout the organization’s leadership, annual plan by funding source, manager Work system dashboard, fiscal change work systems, program teams and individual employees. Improvement cycles reports, compliance and Incentive: Performance bonus, in managing for workforce engagement, as determined through the periodic fiscal audit results and salary increase, additional surveys and direct input from staff, are shown in Figure 5.1-1. customer input funding available to agency if Arapahoe/Douglas Works! benefits from the diverse ideas, cultures exceeds all performance goals Team performance as Oversight: Work system and thinking of its workforce through its communication system, Manager, funding sources measured against discussed in section 1.1 b (1), through its formal staff development scope of work, contract Enforcement: Loss of funding, system, discussed in sections 1.1 a (3) and 3.1 b (1), and through its or grant narrative by corrective action imposed by Program team Core Diversity Committee, which meets monthly and offers regular dashboard, fiscal funding source, supervisor workshops to staff members that help them deal more effectively with reports, compliance and change fiscal audit results and Incentive: Performance bonus, diversity in both colleagues and customers. A recent improvement customer input salary increase cycle to the Diversity Committee is the extension of GCDF continuing Oversight: Program Team system plans, program scopes of service, grant narratives education Supervisor under oversight of credit to staff attending diversity workshops. a (3) The organization’s Individual performance work system Manager as measured against Enforcement: Corrective action workforce performance management system supports high scope of work; plan, disciplinary action up to performance work and workforce engagement as discussed in 5.1 a Individual dashboard, audit results and including termination if (2), and shown in Figure 5.1-1. Statutory performance measures, and customer input corrective action plan fails including entered employment rate, six-month retention rate, earnings individualized Incentive: Performance bonus, change, literacy/numeracy gain, entered employment/education rate, recognition awards, salary increase attainment of degree/certificate, numbers enrolled and exited, number 5.1 b (1) The learning and staff development system employed placed in jobs, and work participation rate are aggregated monthly and by Arapahoe Douglas Works! was developed as a joint effort between listed by key result area in a Dashboard, which is reviewed by the Arapahoe/Douglas Works! and two sister workforce regions, located in leadership team monthly, and used by work systems and program Portland, OR and Vancouver, WA. In 2006 and 2007, teams to drive improvements and innovations around process design. Arapahoe/Douglas Works! became involved with the National Business Program expenditures are also reviewed by the leadership team Learning Partnership, a national USDOL-sponsored consortium of monthly to ensure spending is on schedule and monies will be available workforce development centers providing a platform for benchmarking for carry-in to the next program year. Focus on meeting or exceeding and formal sharing of best practices in the field. Arapahoe/Douglas performance measures is cascaded throughout the organization Works! chose to focus on creating an internal staff development model through monthly budget reports, work , service contracts, and through that would build staff bench strength at all levels of the organization. It, individual SMART goals, which are reviewed quarterly and are part of and its two sister workforce centers, conducted national research on each staff member’s annual performance appraisal. how workforce regions approach internal staff development and how 26 they manage staff training for optimal results. Based on research and improvement. Figure 5.1-3 outlines the Tier 6 leadership findings, baseline and gaps analyses were conducted, and an initial development curriculum. model was developed and implemented at Arapahoe/Douglas Works! Figure 5.1-3 Tier 6: Leadership Team Knowledge, Skills and Abilities Key in 2007. This model was improved in 2008 and again in 2009 based on 6.0 Basic Legal and risk management aspects of leadership feedback, and is now formally in place in the agency. Two Supervision supervising employees major improvement cycles were completed beyond basic adjustment of 6.1 Leadership The ability to effectively share mission, vision, the model. First, in 2008, an annual training management report was values and key results with staff to ensure the developed for use by leaders at all levels in managing training needs at success of both the team and individuals within individual, team, work system and leadership levels. Second, in 2009, a the team staff knowledge resource was developed and deployed agency-wide 6.2 Program Expertise in applying program law, regulations on the agency shared drive by the second GCDF cohort that year. Structure and and policies to ensure the success of both the Subsequent GCDF classes revisit, update and improve this knowledge Compliance team and individuals within the team in resource to keep it current and a process has been developed to compliance maintain consistent and reliable updates to the knowledge resource. 6.3 Program Expertise in applying program law, regulations The Arapahoe/Douglas Workforce Center learning system model is Outcome and policies to ensure favorable customer tiered as profiled in Figure 3.1-3 and detailed at length in 4.2 a (3). Tier Strategies outcomes that contribute to the success of the 4, Occupation Specific Knowledge Areas, and Tier 5, Occupation team in meeting performance outcome goals specific technical competencies, address the agency’s culture, 6.4 Customer In-depth expertise concerning the local labor including its core competencies, strategic challenges and the and Market market, needs and concerns of targeted completion of action plans. Tier 4 is subdivided into four areas of Knowledge industries and job seeker segments leading to learning: the success of both the team and individuals 1. Program structure and processes, which address annual work within the team in achieving positive program system plans, scopes of work and short term planning, which as outcomes aligned with mission, vision, values discussed in section 2.2 a (4), nearly always involve changing and key results; includes grant research and processes using the Oz Principle SOSD writing 2. Individual and team accountability, involving Oz Principle 6.5 Process Ability to create and use process maps with accountability training, which is deployed to all staff through initial Design, team; ability to lead team in applying Oz training and periodic refreshers, and is addressed with new Management and Principle SOSD model to process map to employees as part of their initial skill development package Improvement achieve process improvements that lead to 3. Mission, vision, values and key results, involving instruction around improved performance outcomes the agency’s mission, vision, values and key results. Key results, Organizational performance improvement and innovation is vision and mission are deployed throughout the agency in the form addressed through ongoing training in tier 4 section 2, and tier 5’s of wall hangings in each employee’s cube; the GCDF classes outcome based case management strategies. Management for address it in the form of updates to the ‘Organizational Culture’ innovation is cascaded throughout the organization through the staff portion of the staff knowledge resource with each successive development model, new staff training package, individual SMART cohort. Mission, Vision and Values are revisited in all staff goals, annual performance appraisals and meetings at all levels, and is meetings, held yearly, in comprehensive work system meetings, supported by extensive benchmarking and data from numerous and program team meetings. Key results are cascaded customer listening posts, as discussed in section 3.2. throughout the organization as outlined in sections 1.1 b (2), 4.1 a Ethics and ethical business practices are addressed through (1) and 4.1 c the ethics portion of Tier 2, which addresses industry-wide technical 4. Customer and market knowledge, which is deployed in several competencies. All staff must attend the GCDF class, which addresses sections of GCDF, and to new staff in the supervisor initial training Tiers 2 and 3. The class includes one full day of ethics in career package guidance, which includes formally exposing the students to the NCDA Tier 5 is subdivided into five areas of learning and directly GCDF code of ethics, and the Arapahoe County code of ethics. This is addresses the agency’s core competency of compliance through supported by staff signatures on the NCDA code of ethics, and on ongoing training, beginning with the new employee supervisor training computing and database confidentiality agreements. Additional package and continuing in team and work system meetings, formal organizational supports include the several policies which address one-on-one meetings, and adjustments made as a result of the new ethical programming practices. internal monitoring process. Specific areas of learning addressed Tier 5 The breadth of development opportunities are addressed in are: part as shown in Figure 5.5-1. Besides its own staff development 1. Regulatory compliance model, Arapahoe/Douglas Works! employees are exposed to many 2. Data and file management opportunities for learning. Arapahoe County Government allows 3. Outcome based case management strategies employees in post-secondary and graduate training up to $1,100 per 4. Referrals year in tuition reimbursement, based upon grades earned, and 5. Using vendors for training and supportive services to comply with Arapahoe/Douglas Works! allows each employee to apply for up to statute and regulation $500 in additional monies to support individual training goals, which are Tier 6 addresses leadership development and is subdivided into five included in each employee’s SMART goals. In addition, all employees areas ranging from basic supervision to process design, management have the opportunity to attend conferences and other training sessions deemed important by the agency, and not counted against their $500. 27 Leaders and key employees also learn through involvement in a variety assess the impact of training based on incremental improvements in of community, industry and business organizations, as outlined in 1.2 a performance the specific training was to address. (2), 3.1 b (1), and 3.1 b (2 & 3). Learning for innovation takes place 5.1 b (4) Career progression for the Arapahoe/Douglas Works! through extensive system-wide benchmarking and sharing of best workforce is managed in alignment with the Arapahoe County Human practices, as detailed in 3. 2 a (2) and 4.1 a (2), and through regular Resources Department, which requires the agency to maintain updated team and work system reviews of data from numerous customer job descriptions and defines pay grades and ranges. SMART goals listening posts, which are discussed at length in sections 3.2 a and 4.1 b. and input from formal one-on-one meetings, quarterly SMART goal 5.1 b (2) The learning and development needs of all staff are reviews and annual reviews allow staff mobility within the work systems addressed through the annual SMART goals process, which includes a to work to strengths, and provide leaders the opportunity to manage section on training and development goals. Self-identified goals of staff staff upward mobility through training and education planning, members, and manager/supervisor identified goals based on membership representing the agency in key community organizations, performance, one-on-one meetings, quarterly SMART goal reviews and formal post-secondary education planning. Individual core and the annual work system and program team training gaps analysis competencies are also outlined and are grounded to the core are addressed by each employee and their supervisor during the competencies of Arapahoe/Douglas Works! to ensure organizational annual performance appraisal. Flexibility is built into the staff training and alignment. development section of the SMART goals because they can change 5.1 c (1 & 2) Assessment of workforce engagement is periodically when/if other needs are discovered in the course of one-on- accomplished through reviewing results of the periodic Arapahoe one meetings, team meetings, workforce system meetings, and County Mountain States employee survey, and from feedback obtained quarterly SMART goal reviews. from staff through formal work system, team and individual meetings. The transfer of knowledge from retiring or departing workers Engagement factors vary slightly across different workforce segments is addressed indirectly through sharing best practices across work and over different levels within the organization. For instance, staff in the systems as discussed in 3.2 a (2), program integration as profiled in 4.1 Talent Placement work system tend to place more value on building c, the staff knowledge resource, and the new employee training security and safety than other groups, particularly those who are on the package, which includes assignment of new staff to an older, more front desk serving the general public. Professional level staff tend to experienced staff mentor for a finite training period. Bench strength place more value on training opportunities and continuing education for development among leaders is discussed at length in 1.1 a (3). A credentials. Para-professional and clerical staff may place more value strong policy and process management structure, outlined in 1.1 a (2) on promotional opportunities, and grant-funded staff on attaining and at more length in 2.2 a (1) and 2.2 a (2), contributes to the permanent employee status. Figure 5.1-1 shows factors of standardization of best practices throughout the organization. Policies engagement that senior leaders have found to be important, and are formally reviewed and improved annually, but both process and together these factors and systematic improvement cycles address policy may be changed with short term action planning, as indicated in engagement of the entire workforce. The process used to determine 2.2 a (1). the factors was analysis of the periodic county employee survey and New knowledge and skills are reinforced on the job through direct input from staff members in work system, program team ind policy and process adjustments using SOSD driven by shortfalls in individual meetings. Key business results, as discussed in 1.1 b (2) and results, benchmarking best practices and customer input; new staff in 4.1 a (1) and shown in Figure 4.1-1 are, in the view of senior leaders, mentoring, exposure to best practices through participation in the most valid measure of staff engagement, as they have noticed that conferences, team and work system meetings. Supervisors use formal when staff engagement is high as measured by the ACG employee one-on-one meetings with their staff to further reinforce any new training survey and informally through various meetings, results are also high. on the job. Regular staffings held in all work systems by program teams Staff turnover is not measured, as even in a tight labor market, many also serve to reinforce new skills, and the mandatory GCDF coursework applications come in for open positions. includes many experiential exercises in helping skills, labor market Item 5.2: Workforce Environment information, ethics, diversity and job search skills. 5.2 a (1)Arapahoe/Douglas Works! assesses workforce 5.1 b (3) Arapahoe/Douglas Works! evaluates the effectiveness capability and capacity needs through careful attention to business of its learning and development systems using the annual work results and budget levels as discussed in section 1.1 b (2), future budget system and program team training gaps analysis, the Arapahoe County projections, inside industry benchmarking data on best practices for staff Mountain States employee survey and feedback from staff in work productivity as discussed in 1.1 a (3), customer complaint volume and system, program team, one-on-one meetings, quarterly SMART goal content, input from staff and stakeholders, its annual plans, scopes of reviews and annual performance reviews to gauge the effectiveness of work and its WIB strategic work plan, and its annual staff training gaps its approach to staff development and the deployment of that approach analysis. Taken together, these factors give senior leaders an accurate throughout the organization. The system itself is revisited for picture of staff development needs and staffing levels needed over time. effectiveness by the leadership team each year after performance 5.2 a (2) Arapahoe/Douglas Works! formalized its current hiring appraisals and SMART goals are done, and components to the tiered process in 2009. Improvements to the hiring process began in 2005 system may be added or adjusted based on leadership team feedback. with the inclusion of the TriMetrix Talent assessment within the final Elements of the staff development system were changed as a result of candidate selection process. TriMetrix is a patented approach used this process improvement cycle between 2007 and 2008, and again world-wide that matches the intangible requirements of the job to between 2008 and 2009. No changes were advocated for 2010, behaviors, motivators and capacities that the candidate brings to the though specific training material has been added to GCDF regarding table. By identifying a good candidate/job fit up front, Arapahoe/Douglas teaching customers to navigate the new social networking sites, such as Works leverages their capacity to increase employee engagement and Linked In and Facebook, effectively in their job search. Supervisors overall productivity. This process begins with a formal benchmark of the position and to date Arapahoe/Douglas Works has benchmarked nine 28 positions. Figure 5.2-1 illustrates the process steps involved in programmed according to specifications set forth by the hiring manager, benchmarking a job. and learning about county benefits and services extended to all The overall Arapahoe/Douglas Works begins by the work system employees. Concurrently, the new employee’s PC and telephone are manager and program team supervisor reviewing the job description profiled by the IT Department, and installed in the reserved cube. Office and write a short paragraph specifying the program team and clientele supplies are also stocked in the cube, and training on that program’s the applicant will be working with, and then contact the Arapahoe database(s) is arranged with the appropriate state agency. County Human Resources Department to post the position. To recruit The first week of employment is spent with the program the new worker, the job opening is listed on the Arapahoe County supervisor, learning the new hire training package, which includes website, and ads are run in the Denver Post Sunday addition. technical training in statute, regulation and policy, client flow processes, Diversity may be addressed through preferences for multi-lingual case file set up, the Oz Principle, and instruction on that program’s people or skills working with certain populations expressed in the short demographics and local labor market need. The new hire is introduced paragraph narrative. to key staff, and is lined up to attend the next GCDF class. In an Candidates apply, and the hiring supervisor or manager reviews improvement cycle, the new staff knowledge resource has been the applications, online. The top seven to ten applicants are then deployed throughout the agency as an additional resource for both new contacted, given a specific writing assignment concerning the position, hires and existing staff. To encourage retention, new hires are then and then invited to a panel interview. Interview panels are usually assigned to shadow an experienced staff mentor so they can get a feel comprised of the program team supervisor and several staff members. for the job and apply learning from the supervisor training package. The work system manager may also choose to attend. When deemed appropriate, the new hire is cut loose from the mentor The panel reviews and scores the writing samples prior to and assumes full duties. Retention is addressed ongoing through the interviewing the candidates, and then scores the candidates on a multi-tiered methods shown in Figure 5.1-1. numeric scale for their answer to each interview question. Each 5.2 a (3) The workforce is organized into three major work candidate is asked the same questions, which are developed by the systems: Talent Placement, Enhancement and Development Work panel under the oversight of the work system manager prior to the systems are organized according to statute and funding stream as well interview. as customer type and requirements. Major improvement cycles The top three to five candidates are then asked to give permission evolved from a site based organization to a program based organization for Arapahoe County to conduct a criminal background check, and to a work system organization between 2000 and today. This given instructions on how to access the Tri-Metrix Talent Assessment. improvement was driven by results and the need to better map and Background checks are conducted and the Tri-Metrix scores are align processes and promote standardization which is a key driver for compared against established position benchmarks. The top three attaining program compliance. Staff in these work systems are divided candidates will then undergo a final interview with the work system by program, which may be formula, contract or grant funded. The Tri- manager and/or the Division Manager. When this is complete, the Metrix Talent Assessment, required writing samples and multiple senior leaders will interviews ensure new discuss the choices the hires are placed Position Key supervisor and staff Identify Key Accountabilities Key Time Values appropriately within the Identify Job to be panel have made, and Benchmarked Subject Matter Experts Developed by Subject Matter Accountabilities Prioritized Assigned to Key Accountabilities organization. SMART come to agreement on Experts goals, one-on-one the candidates and their meetings and annual potential placement performance Subject Matter within the organization. Experts Meet to Results Merged Subject Matter appraisals ensure that Job Benchmark Experts Respond to If agreement cannot be Finalized Review Results, and “Humanize” Into Preliminary Job Benchmark Online TriMetrix Job mobility exists within the Benchmark Survey reached, the job is Findings organization. Each reopened rather than work system is also making an inferior hire. populated vertically by Candidate Exact, Good, Fair In cases where Job Candidate Results & Poor Candidate staff at differing levels of Completes multiple job openings TriMetrix Talent Compared Against Job Matches are education and Determined (13 exist across program Assessment Benchmark areas) qualifications. The teams or work systems, formal staff training the initial interview panel management model, might be made up of Benchmark Results Used in Follow Up Interview Process and the education staff and supervisors to Help Determine Candidate benefits offered by Figure 5.2-1: TriMetrix Job Benchmarking & Screening Process Selection from both units. ACG and Alternately, work Arapahoe/Douglas system managers and program supervisors will share top applicants Works! ensure staff at lower levels within the organization can work with who were not chosen with the other team to save recruitment time, cost their supervisor on a training/education plan that will allow them to rise to and effort, as well as to reduce hiring cycle time. higher levels, either within their existing work system or across work Once a job offer is accepted, the new employee reports to work systems. on a specified date, usually on or around the 20th of the month for the The workforce is managed according to key results as convenience of the county payroll department. The first day is spent at discussed at length in 1.1 b (2), 2.2 a (4 & 5), 4.1 a (1) and 4 c, and 6.1 c. the Human Resources Department, documenting eligibility to work in Section 3.1 b (2 & 3) gives additional insight into how various program the United States, acquiring the photo security badge, having it teams are managed and aligned between program teams and work 29 systems. As shown in the organization chart, the Division Manager CATEGORY 6: PROCESS MANAGEMENT oversees the three work systems. Work system managers oversee Item 6.1: Work System Design program supervisors and coordinators, who oversee professional, para- 6.1 a (1 & 2) The work systems at Arapahoe/Douglas Works! are professional and clerical level staff. designed in accordance with the statutes and regulatory structure Limited use is made of volunteers in alignment with the of the various funding sources, with input from various Community Resources Department Volunteer Coordinator. Volunteers Departments and Divisions within Arapahoe County are interviewed, have background checks and are assigned specific Government. Work system performance is assessed on an ongoing work which may be overseen by staff at any level. An improvement basis and improvements are made using the SOSD process. Section cycle in working with the volunteers is that the Disability Program 5.2a(3) depicts the overall evolution of the work system moving Navigator now oversees and provides clinical supervision to a volunteer Arapahoe/Douglas Works! from a site based system to a program who is completing his Master’s level internship in Rehabilitation based system to the work system organization in place today. The Counseling. The DPN’s SMART goal training plan for 2010 is to overall work system and its four main sub-systems, or work groups, reinstate his Colorado Professional Counseling License (LPC) so that relate directly to the key results, and the agency’s core competency, he can provide clinical supervision to several existing graduate-level which is to operate innovative federally funded workforce development professional staff so they can obtain the LPC. In this way, programs in operational compliance with statute that meet or exceed Arapahoe/Douglas Works! can enhance recruitment of professional mandated performance outcomes. These programs help qualified job level staff through supervising interns from regional graduate counseling seekers find work, help employers locate qualified candidates and programs. provide training assistance for occupations critical to the local economy. 5.2 a (4) Arapahoe/Douglas Works! prepares its workforce for The work systems are comprised of four sub-systems, or work changing capability and capacity needs through its communication groups; three internal and one external. These groups are subdivided system, discussed in 1.1 b (1), and its formal staff development model. by program, and funded through formula, grant or contract. The three Extensive benchmarking, feedback from numerous customer listening internal work groups are discussed at length in P.1 a (1 & 2). posts, and representation in local, state and national workforce The Talent Placement work system serves the general public, development organizations positions leaders to systematically introduce unemployment claimants and special category veterans. It operates changing capability and capacity needs through training conducted in using formula funding from the Wagner-Peyser Act and VETS Title 38, work system and program team meetings, and staff have input in and offers core and business services, with intensive services delivered process redesign and improvement through SOSD. to special category veterans and disabled clientele. It also offers grant- 5.2 b (1) Workplace environmental factors and improvement funded experiential or classroom occupational training services to cycles are shown in several sections of Figure 5.1-1. Arapahoe County special category veterans through the Veterans Workforce Investment Government manages workplace safety and risk through its TVAT Program and to the general population, including WIA participants team. Workplace risk is managed through the ACG Human through HIRE Colorado. Regulatory oversight is provided through Resources Department under the oversight of the Risk Manager CDLE and USDOL. Social security benefits planners are regulated by through a Safety and Risk Management Manual and a strong policy the Social Security Administration. Key processes within this work group structure. Arapahoe/Douglas Works! work system managers are are internal, but interface with the CDLE Unemployment Division’s responsible for management of agency facilities, as discussed at length payment process. in 6.1 c. The Talent Enhancement work group serves welfare and food 5.2 b (2) Arapahoe/Douglas Works! supports its workforce stamp recipients, and non-custodial parents in arrears on child support through a strong internal policy structure, including travel, per diem, payments. It operates using contract funding from the Arapahoe educational benefits and agency training stipend. The agency is aligned County Human Services Department, and offers core, intensive and with the Arapahoe County IT, Human Resources, Sheriffs, Human limited occupational training services. It also offers grant-funded Services, Community Resources and Communications Departments. experiential training through WorkNOW. Experiential occupational Employees enjoy flexible benefits packages they can design to their training is offered through the Parents to Work program. Regulatory own needs. Basic benefits include paid holidays, vacation time, and oversight is through the Arapahoe County Human Services sick time, medical, vision, dental, and term life/disability insurance. Department, and indirectly through the Colorado Department of Human Employees may also opt for pre-paid legal and flexible spending Services, and the U.S. Department of Health and Human Services. accounts. Permanent employees also enjoy a 401a traditional ‘benefits Most key processes within this work group are internal, with the for life’ pension plan and may also opt to participate in a 457 Deferred exception of assessing job readiness for Colorado Works referrals and Compensation plan. Key employees may be cleared to work at home referrals to Parents to Work. from a county laptop networked with ACG servers through a Citrix The Talent Development work group serves adults, dislocated Meta-Frame. Pay scales are researched by Mountain States workers, displaced homemakers and youth. It operates using formula Employers Council and are adjusted to be competitive with similar funding from the Workforce Investment Act, and offers core (in positions within the region. Employees can donate sick time to alignment with the Talent Placement group), intensive and occupational colleagues, and there are regular preventive health initiatives available to training services to adults, dislocated workers, displaced homemakers all employees. Services to employees include free life/work balance, and older youth, and GED/High School Diploma completion to youth. It personal skill, risk and computing workshops. Arapahoe County is a offers a variety of core, intensive and training services through grants, very good, supportive place to work with benefits second to very few such as BRAC and ETA, as well as ARRA grants on new energy, organizations. healthcare and water utilities, and in alignment with the Talent Placement group, it also offers experiential on-the-job-training through the HIRE Colorado grant. Program compliance is overseen internally 30 by the group’s MIS team. Regulatory oversight comes from CDLE and This has allowed several programming innovations that increase USDOL. Key processes within this group are internal, but interface with alignment of the Talent Placement group with Talent Enhancement and the CDLE Unemployment Division’s payment process. Talent Development, including integration of WIA into HIRE Colorado, The Community Resources Department Administrative and integration of core services workshops and assessment services Services Division is the fourth work group. This external work into programming offered through Talent Enhancement and group provides fiscal compliance oversight, help with overall budget Development work groups. Business services (BEDS) team is aligning planning, and technical assistance in budget projections for grant with WIA through HIRE Colorado, and learning lessons that will help its acquisition for Arapahoe/Douglas Works! and its sister Divisions within overall goal of actively marketing caseloads from all programs. This the Arapahoe County Community Resources Department. It is funded work system innovation also raised the market share of Denver Metro in part through portions of all Arapahoe/Douglas Works! formula, grant Area Connecting Colorado job listings to 39% from performance and contract allocations. Regulatory oversight for this group comes ranging between 10% and 14% prior to the change. Another example through Arapahoe County Government Finance, Legal, and Human of work group innovation is the integration of the MIS (program Services Departments, independent auditors, CDLE, CDHS, USDOL, compliance) team into the Talent Development work group. Now, the USDHHS, Social Security Administration, and the Office of Budget MIS team conducts all WIA intakes, eligibility determinations, and Management (OMB). Key processes within this group are external to performs the 100% file audits for WIA customers mentioned above. Arapahoe/Douglas Works! but affect cycle time to service delivery, This move significantly increased the number of program applicants which is balanced against statutory compliance. converted to active participants, and it decreased cycle time to service Other external processes that assist Arapahoe/Douglas Works! in delivery as measured by significantly decreased customer complaint its operations are housed in Arapahoe County’s Finance, IT, Human volume. In addition, as measured by the internal monitoring process, Services, Sheriffs and Legal Departments, and the Procurement significantly fewer compliance errors in eligibility determination for WIA Division of Finance and the Weatherization and Housing Divisions of AD/DW and Youth program participants. Community Resources. 6.1 b (1) Key work processes at Arapahoe/Douglas Works! Work systems are innovated through extensive benchmarking differ by statute and by customer demographics within programs, but of performance and best practices, both within and outside the are geared to the key results. Generally, all supply-side key work workforce development industry. Examples are periodic reviews of fiscal processes take job seekers into the appropriate program, and provide and performance data, customer feedback from numerous listening services that lead to employment while remaining in compliance with posts, input from the Arapahoe/Douglas Workforce Board, alignment statute and innovating to meet community need. For businesses, key with the Board’s biennial strategic Work Plans. Additionally, input from work processes are geared to helping businesses find qualified workers the numerous business and economic development organizations to quickly and cheaply, or developing the skilled worker training pipeline in which Arapahoe/Douglas Works! belongs and reviews of relevant critical occupations that are difficult to fill. literature are also used to glean actionable data to drive systemic and For supply side customers, the value is in successfully finding process improvements. Regular meetings of the entire leadership team work. In Program Year 2008, which ended June 30, 2009, over 60,000 have also served to spur work group innovations through greater persons registered with Arapahoe/Douglas Works! Of these, 14,671 alignment between programming. found employment. The value-add inherent in the agency’s key Innovations in statutory compliance include multiple signature work processes is demonstrated by different rates of job entry; requirements for program expenditures, and recent 100% file audits in persons who merely registered on the web with Arapahoe/Douglas Talent Enhancement and Talent Development work groups, which in Works! to receive their unemployment checks, but never obtained any addition to enhancing compliance, serve to build bench strength at the services from the agency had only a 71% success rate in finding work. program supervision level. Whereas, registrants who came into the agency, used services and Primary innovations in programming include the move away were assisted by staff had an 81% success rate in finding work. from site management to a program management model in 2005, and Participants who lost their jobs and received Talent Development the implementation of the agency’s formal staff development model, services through the WIA program, which may include occupational which is designed to build bench strength across all work groups and training, had a 94% success rate in finding work. Figure 6.1-1 depicts enhance work group alignment. In addition, development of data the performance outcomes of Arapahoe/Douglas Works in comparison aggregations that better identify critical occupations in key regional to its sister workforce centers in the Denver Metro area. industries help all work groups and have caused changes in the occupational training approval process that have increased the economic impact of Arapahoe/Douglas Works! operations As a result of changes made, placements by WIA AD/DW in targeted industries, which have greater job creation potential in the community, rose 17.29% over the all-agency aggregate during Program Year 2008, which ran from 7/1/08 through 6/30/09. In addition, because of the quality of the 14,671 placements in PY08, the aggregate job multiplier was 1.91. In other words, for every one person Arapahoe/Douglas Works! placed, another 0.91 jobs were created in the community by peripheral industries. In July 2009, Arapahoe/Douglas Works! and its sister workforce regions on the front range took over local delivery core services under the Wagner-Peyser Act. Now, local workforce personnel deliver these services as opposed to state employees supervised remotely by CDLE. 31 Figure 6.1-1 – Relative Production in Denver Metro Area; Core Services Combined Measure Production Total Entered Percent Total Entered Workforce Region Six Month Retention Average Earnings Employment Employment Adams County WFC 14,328 24.5% 83.41% $ 14,559 Arapahoe/Douglas Works! 16,639 28.4% 82.92% $ 16,555 Denver OED 17,467 29.8% 80.40% $ 13,966 Tri-County WFC 10,145 17.3% 83.00% $ 16,098 Core Service Production Percent of Total Registrants Workforce Region People Staff Assisted Total Staff Assisted Services Average Services Per Person Staff Assisted Adams County WFC 35,686 55.13% 235,157 6.6 Arapahoe/Douglas Works! 15,389 24.85% 74,430 4.8 Denver OED 35,350 45.48% 166,648 4.7 Tri-County WFC 18,892 41.08% 78,810 4.2 Business Services Production Employers Contacted Workforce Region Total Job Listings Job Listings per Contact Percent of Total Job Listings by Staff Adams County WFC 288 2,805 9.74 8.0% Arapahoe/Douglas Works! 515 11,838 22.99 33.6% Denver OED 663 16,229 24.48 46.0% Tri-County WFC 408 4,383 10.74 12.4% Source: Connecting Colorado 9002 and A7 Reports for PY08 For business customers, benchmarking studies and customer Figure 6.1-2: Key Process and Requirements feedback suggest that businesses have difficulty finding qualified Process Key Requirements Talent Placement Work System candidates even in a high unemployment environment; cycle times Registration on Connecting Colorado from job listing to hire ranged from 50 days up, depending on the level of Information necessary for effective job search, including the position, according to Robert Half International’s 2009 Employment Core Services funded local labor market, skill transferability, career exploration, job Dynamics and Growth Expectations Report. The BEDS team search techniques, resume, interview, and networking through Wagner-Peyser continues to build relationships with local businesses and enlist their Act Information on program services available through Arapahoe/Douglas Works! continuous feedback in developing key work processes that reduce General Public Information on other community resources, such as hiring cycle time and cost. Because of several internal process Unemployment housing, food, clothing, disability, health care, dental, and Claimants improvements facilitated through a WIB member overall job placement Disabled education market share has doubled. Additionally, between January through April Resource area with internet access, ability to write, save Ex-Offender and print resumes and other job search materials 2010 44 people were permanently placed in area companies through 50+ workers 50+ and Youth resource rooms the HIRE Colorado Program using its on the job training approach. Of Youth Assistive technology for disabled clientele, and system the 44 positions, 25 were developed by Arapahoe/Douglas Works and navigation assistance another 19 were in peripheral industries. This created $1.2 million in new Access to job openings earnings in the community to buy goods and services and over $2 VETS Title 38 funded All key requirements for Wagner-Peyser funded services All veterans Triage to identify special category veterans million additional business sales.) Special Category Intensive service assistance for any veteran with priority Overall, a focus on the key results, which incorporate purpose, Veterans given to special category veterans mission, vision, values and core competencies, and process emphasis Information on employment laws and average wages by Business Services, on ethical programming, compliance and fiscal integrity, ensure key funded through Wagner- industry and occupation processes are aligned to contribute to the agency’s success and Ability to list jobs in Connecting Colorado Peyser Act Referrals of qualified candidates sustainability. All local businesses Access to job fairs and hiring events 6.1 b (2) Figure 6.1-2 illustrates key process requirements. Basic Local businesses in key regional Enhanced services for businesses in key regional process requirements are determined by statute and regulatory industries to cut hiring cycle time and cost, including rapid industries guidance. Inputs include funding sources, through monitoring, audits, identification and screening of qualified candidates technical assistance, conferences, and guidance in policy direction. Talent Enhancement Work System Inputs for key process innovations best serving the community Valid (job-ready) referral from ACDHS Core, Intensive and Referral of inmates about to be released from Arapahoe come from the Workforce Board, through its biennial strategic work Limited Training Services County Jail plans; stakeholders and partners, through regular meetings and through contracts with Access to Core Services Memoranda of Understanding; economic developers, business ACDHS and ACSD Clear information on how to comply with program organizations and industry associations through Arapahoe/Douglas Welfare recipients requirements so benefits continue Food stamp Customized service plan Works! staff involvement and membership; customers, through recipients Help addressing barriers to employment, including numerous customer listening posts; staff, through two way Child support obtaining necessary documents for legal employment communication discussed in section 1.1 b (1); and extensive obligors (Offenders), reinstatement of drivers license (PTW), benchmarking and review of best practices both inside and outside the Offenders information on life skills, employment skills, and supportive workforce development industry. services 32 Process Key Requirements CoBank building holds regular evacuation drills in which all staff and Help in transitioning off system or avoiding recidivism, customers participate. Each program team has a backup system for including information on community resources for childcare, health care, dental, transportation and housing case management, issuance of support services and other key process Talent Development Work System requirements. Core, Intensive and Access to Core Services Item 6.2: Work Processes Occupational Training Intake and eligibility determination 6.2 a Work processes are designed to meet all key Services funded through Complete information on program services and options requirements set forth in statute, regulation, contractual agreements Workforce Investment Customized service plan and grant narratives, and are innovated using aggregated labor market Act, ARRA, a variety of Comprehensive career assessment grants and the Wagner- Career guidance and economic trending data, customer input from numerous listening Peyser Act Help addressing barriers to employment, including posts, benchmarking of key results and best practices, and input from AD information on life skills (youth), employment skills and stakeholders, local business and industry leaders and the DW supportive services Arapahoe/Douglas Workforce Board! How input sources are aligned to Youth Access to occupational training services if appropriate address the need for agility is discussed in sections P.2 a (3), 1.1 a (3), 6.1 c Arapahoe/Douglas Works! continuity of operations on a 1.1 b (2), 3.1 b (2), 3.2 a, and 4.1 a & c. Cycle time to service delivery day-to-day basis means ensuring the workforce center is clean, must always be balanced with the need for transparency to taxpayers, accessible, parking is available, the technology and equipment works, and statutory compliance. This issue is discussed more extensively in and the restrooms and training rooms are ready for customer volume, sections 3.2 a (3), 3.2 b (3), and customer inputs are shown in Figure customers and staff are safe and secure, and staff are friendly, engaged 3.2-1. Customer feedback and benchmarking best practices has driven and knowledgeable. See Figure 5.1-1 for insight into improvement multiple incremental and several breakthrough improvements in cycle cycles in workforce and customer safety, facilities and time reduction. Figure 6.2-1below illustrates the process design equipment/technology management. process deployed by Arapahoe/Douglas Works. Arapahoe County Government ensures workforce preparedness for disasters through a Continuity of Operations Plan (COOP) developed under Federal Continuity Directive 1, issued by the U.S. Department of Homeland Security in February 2008. Operational oversight and management of the Arapahoe County COOP falls to the Arapahoe County Sheriffs Department. Each county department was required to develop its own COOP as part of the overall plan, and each division of each department was required to develop its own COOP as part of its overall department plan. Communication with the public during a disaster is addressed through the Arapahoe County Crisis Communications Manual, which supplements the COOP. The Arapahoe/Douglas Works! Divisional plan specifically addresses continuity of operations, management and recovery of the agency through addressing vital functions, key personnel duties and succession protocols through different levels of disaster. Disasters covered by the plan range from snowstorms causing late opening to events requiring several months recovery time. Tabletop drills and discussions have been deployed by the Sheriffs Department to other department and division leaders throughout the County. In the event of a city-wide disaster, the Arapahoe County Sheriffs Department would use department and division succession protocols to marshal county employees to work with sister county governments, municipalities, state and federal authorities in mitigation and recovery activities. Disaster preparedness has been deployed to all Arapahoe County staff, including Arapahoe/Douglas Works! through a Threat & Violence Assessment Team, led by the Risk Manger and made up of representatives from each department. The TVAT team has published Productivity from key processes is addressed using the key an emergency Response Procedures booklet to be used in case of fire, results, which are reported monthly and cascaded throughout the tornado, weapons, media protocol, intruder, person with a weapon, agency through Pulse, leadership, work group, program team hazardous material, bomb threats, explosion, gunfire, lightening strike, meetings, which drive process redesign and improvement. These suspicious package/mail, shelter-in-place, lockdown and evacuation. improvements are carried into the annual planning processes, the The threat/incident reporting system is online, and easily accessible to all scopes of work, and serve in part to guide in setting future performance Arapahoe/Douglas Works! staff. Other online resources include the goals. Safety and Risk Management Manual, Threat Assessment Policy, and New technology is generally reviewed by Arapahoe/Douglas Emergency Evacuation Plans for County-owned buildings. Works! and its sister workforce centers through sharing best practice Arapahoe/Douglas Works! is housed in the CoBank building, a privately benchmarking information, and exposure of staff to current workforce owned, multi-tenant facility that has its own evacuation plans, which development strategies through regional MIS, Operators and Directors have been deployed to all Arapahoe/Douglas Works! staff. The meetings, regional, state and national conferences, and membership in 33 state and national workforce development professional associations, such common language of improvement. Its process improvement model as the National Association of Workforce Boards, the National Workforce calls for staff to See It, Own It, Solve It and Do It (SOSD). All staff have Associations, National Career Development Association and the National had exposure to the Oz Principle, and the SOSD model is posted Association of Workforce Development Professionals. It is procured in throughout the organization. SOSD provides an accountability collaboration with the Arapahoe County Finance Department Procurement management and continuous improvement model that is used agency- Division according to federal, state and County procurement policies and wide, in the work systems, program teams and at the individual level. procedures, and is adopted in collaboration with the Arapahoe County IT Program results are reviewed monthly by leaders against elements of Department under auspices of the Arapahoe County Computing Standard. the WIB strategic Work Plan, the five Key Results, annual work system A recent example was the addition of EMSI Career Coach, an online skill plans, program team scopes of work, required compliance outcomes. transferability and job lead tool, and was reviewed by the Arapahoe County Discussion on results cascades throughout the agency through work IT Department prior to its rollout on the Arapahoe/Douglas Works! website. system leadership meetings, comprehensive work system staff 6.2 b (1) Key processes are managed using input from funding meetings, program team meetings, and one to one supervisor-staff sources, labor market and economic data aggregations, customer input, meetings. Many data elements are discussed with the Key Results as Board, stakeholder and partner input, and extensive benchmarking. All key a backdrop: system policy direction, Arapahoe County strategic goals, value creation processes have been mapped, along with a number of WIB member and other stakeholder input, partner input, customer input, peripheral or support processes, and are made accessible to all staff through staff ideas, inside- and outside-industry benchmarking data, relevant the shared drive. Using the multiple inputs mentioned above, process labor market and economic trending data, monitoring and audit results, changes are managed by projections in scopes of work leaders and/or staff in and annual plans, individual regularly scheduled meetings SMART goals, and potential using the SOSD continuous staff development gaps. improvement process. Actionable items may include Compliance Annual Plan modifications processes are generally set (rare), changes in program forth in policy with attendant team scopes of work, procedures/protocols, and are changes in individual SMART managed under the oversight goals, process improvement of the various funding sources. or redesign, and policy 6.2 b (2) Rework is changes. Improvement minimized through a management is reported to compliance policy structure that CDLE quarterly under the addresses support services, auspices of occupational training and all Arapahoe/Douglas Works! expenditures. This structure Continuous Improvement provides multiple in-process Management System PY09 quality reviews at different levels Implementation Plan, and its of the organization. Service errors are tracked through the statewide PY09 Marketing Plan/Scope of Work. The SOSD accountability databases, and are controlled through supervisory oversight, staffing system has resulted in increased work system and program team meetings, regularly scheduled work group and program team meetings, alignment, incremental, innovative and breakthrough improvements, one-on-one meetings with staff, quarterly SMART goal reviews that identify and helps Arapahoe/Douglas Works! identify gaps in its operation and individual and team training gaps so that common errors can be position itself for incremental and rapid changes in its competitive systematically addressed. environment. Generally SOSD is used at all levels of the agency to Costs of monitoring and audits are incorporated into the internal define problems, determine ownership of the solution, solve the problem budgets of funding sources and are generally a line item on state level and implement the solution. Usually, leaders obtain input from a variety allocations. Though audit authorities may differ slightly, there is generally a of sources, review the existing process map, and then implement formal protocol that includes an opening interview with senior leaders, file SOSD to generate improvements. This can be done with full staff review, and closing interview with senior leaders. Senior leaders (Pulse participation, limited staff participation or staff input. For a further Team) are exempt from the Fair Labor Standards Act, and generally illustration of how SOSD works within the organization refer to Figure prevent productivity loss on the part of line staff by taking on the onus of any 6.2-2 below. unanticipated work created by the audit while it is in progress. Audit findings Key lessons learned from process improvements are shared at are generally, though not always, sent back to the Pulse Team in draft form the semi-monthly Pulse, monthly leadership, semi-monthly work to permit findings to be challenged, or cleared if possible, then a final report is system, semi-monthly program team and periodic one-on-one issued. Findings are then used to create actionable process changes, as meetings, and the quarterly SMART Goal Reviews. Where possible, well as revisions of policies and other written procedures, if necessary. best practices are duplicated across work systems, such as program Rework is also minimized through many in-process checks that the MIS alignments HIRE with PTW, WIA and Reemployment By Design; and team performs on an ongoing basis. WorkNOW with EF. For example, internal monitoring processes 6.2 c Arapahoe/Douglas Works! uses the Oz Principles of implemented in the Talent Enhancement System have been replicated organizational accountability as a framework for its process in the WIA program through a new internal monitoring policy. improvement system. The Oz Principle provides a formal structure for keeping conversations focused on solutions and key results, and a 34 Term Definition 10% The 10% of the total federal allocation of WIA or Wagner-Peyser dollars held back by CDLE for Discretionary release in grant form. Funds 50+ Staffed room attached to the Talent Placement work system and located in the Arapahoe/Douglas Works! resource center; provides specialized core services to mature workers over age 50, referrals to programming and hiring events. Above the Line An Oz Principle concept. Above the line refers to keeping conversations focused on the positive. Below the line conversations include covering one's tail, finger pointing, denial of hard facts, and avoidance of responsibility. The concept of staying 'above the line' provides Arapahoe/Douglas Works! a common language around staying focused on key results. ACDHS Arapahoe County Department of Human Services. Arapahoe/Douglas Works! acts as a contract vendor to provide workforce development services in compliance with PRWORA for TANF/Colorado Works, Employment First and Parents to Work programming. ACDHS is overseen by the Colorado Department of Human Services, the U.S. Department of Health and Human Services, and to a lesser degree, the U.S. Department of Agriculture and the Social Security Administration. ACG Arapahoe County Government AD/DW team A program team attached to the Talent Development work system that delivers intensive and training services to Adult and Dislocated Worker job seekers under the Workforce Investment Act, American Recovery and Reinvestment Act, Trade Adjustment Act and various discretionary grants through CDLE. Administrative An external work system, housed in the Arapahoe County Community Resources Department Services (Fiscal) Administrative Services Division, that ensures fiscal compliance with the various statutes that Work System govern programming at Arapahoe/Douglas Works! Administrative A Division of the Arapahoe County Community Resources Department that provides fiscal Services Division compliance oversight, and manages funds from the various formula, grant and contract funded programming operated by Arapahoe/Douglas Works! Align Arapahoe Align Arapahoe is a strategic planning and management framework introduced by the BOCC in 2009 that is meant to boost performance and efficiency and help the Arapahoe County Government meet today’s priorities and tomorrow’s challenges. This framework serves to align and prioritize activities throughout the organization to the ACG mission, vision and values, as well as improve internal and external communication. The framework has four strategic themes: Effective and Efficient Government; Service Excellence; Culture of Engagement and Quality of Life. The mission of Arapahoe County Government is to enhance the quality of life of residents through exceptional delivery of services and efficient use of public funds. Its vision is to be first in Colorado, first in service; the county of choice. The five key results that govern Arapahoe/Douglas Works! are aligned with the Align Arapahoe framework through the Community Resources Department Strategy Map and through individual SMART goals for every employee. Applicant A program team attached to the Talent Placement work system that delivers basic core services Services to job seekers as discussed in P.1 a (1). Applicant services are funded by the Wagner-Peyser Act. Assistive Compensatory technology designed to enhance ability of disabled job seekers to access Technology workforce development information and services. BAC Team Business Assessment Center; a program team attached to the Talent Placement work system that delivers career assessments, career readiness certifications and remediation, GED preparation, and English as a Second Language (ESL) coursework through a partner, Adult Learning Source. Funded primarily by the Wagner-Peyser Act, with contributions from both Talent Development and Talent Enhancement funding bases. BEDS Team Business and Economic Development Services; a program team attached to the Talent Placement work system that delivers services to local businesses through the Wagner-Peyser Act. Tasked with proactive outreach to key job creating industries in the region. BOCC Board of County Commissioners. County Commissioners are elected in regular local elections, and serve finite terms. Since Arapahoe County Government has no overall manager, its Board of County Commissioners each oversee the operations of several county departments. BRAC Base Readjustment and Closure. Grant funded program that serves finance workers displaced from Buckly Airforce Base. Services are provided under the Talent Placement work system by the Applicant Services team supplemented by a program coordinator, who ensures alignment with other programming, such as WIA AD/DW and HIRE Colorado. Career Readiness Offered through BAC, the Colorado Career Readiness Certificate is awarded to job seekers taking Certificate the Work Keys assessment, a nationally-normed online instrument designed to prove job readiness. Tiered at Platinum, Gold, Silver and Bronze levels, the certificate measures the soft skills necessary for employability in 90%, 80%, 50% and 20% of jobs, respectively. Job seekers can remediate their career readiness skills through Key Train, also offered in the BAC. Carry In The amount of formula allocations that can be 'carried out,' i.e. held in reserve at the end of each Program Year. For W-P, WIA, Vets Title 38, and other programming overseen by USDOL and CDLE, up to 30% of a program's total annual formula allocation can be carried out and used to offset any shortfalls in subsequent annual formula allocations. Applies only to formula allocations; grant funded projects must be spent out at the end of the performance period unless an extension is granted by CDLE; contract funded programming is renegotiated and renewed each year. CCR Central Contractor Registration. System concurrent with ORCA to help vendors hoping to do business with the U.S. Government with guidance around documentation (representations and certifications) they must provide to be eligible for federal contract. CDLE The Colorado Department of Labor and Employment. Oversees Wagner-Peyser, WIA, VETS Title 38, TAA, VWIP and various discretionary and USDOL grant funded programming. Provides fiscal and compliance monitoring once per year at minimum, technical assistance if needed, and administers the statewide Connecting Colorado and labor market information databases. CEATP & SEB Colorado Extended Approved Training Program. This program is governed by the CDLE Unemployment Insurance Division, and gives policy direction to local workforce regions in enforcing the approved training portions of the Colorado Senate's recent Unemployment Extension Bill (known as SEB). Basically, a person whose unemployment payments were extended under the recent Colorado senate bill can receive extra funding up to half again their weekly payment if they are in state-approved training programs. CIMS Beginning in 2004, the Colorado Office Of Workforce Development, now a part of CDLE, required each local workforce region to develop a yearly Continuous Improvement Management System Implementation Plan, and then report on progress toward plan goals quarterly. Elements of CIMS include marketing the workforce system to businesses, involvement with Colorado's Baldrige affiliate, and service provision/outcomes for disabled customers. Citrix Metaframe The online resource, managed by the Arapahoe County IT Department, that allows key Arapahoe/Douglas Works! staff to access the county network, state databases and county intranet from remote locations using laptop or desktop computers. Colorado Works Work-ready TANF participants are referred by ACDHS to the Colorado Works program offered through the Talent Enhancement work system. This program provides intensive job search assistance through the Arapahoe/Douglas Works! RATE workshop, work activities to offset welfare payments, supportive services and limited occupational training. Combined Outcome measures that govern Wagner-Peyser, VETS Title 38, and Workforce Investment Act Measures formula programming. They include entered employment rate, 6-month employment retention rate, and earnings change. For youth programming, they include employment/education rate and literacy/numeracy gains. Combined measures are negotiated annually with USDOL by CDLE with input from local workforce regions. Community One of 18 departments of Arapahoe County Government. Arapahoe/Douglas Works! is a Division Resources of the Arapahoe County Community Resources Department, which also operates the county's Department CSU Extension, Housing and Community Development, Judicial Services, Senior Resources, Veterans Service Office, Volunteer Connections, Weatherization and Administrative Services Divisions. Connecting Statewide database designed to serve workforce development needs for all local regions in Colorado Colorado; used in listing open jobs, matching workers, tracking customer activities, and in tracking demographics and performance outcomes for Wagner-Peyser, VETS Title 38 and WIA customers. Administered by the Workforce Development Division of the Colorado Department of Labor and Employment. Contract Funded Refers to the TANF/Colorado Works, Employment First, and Parents to Work programs operated by Arapahoe/Douglas Works! under contract with the Arapahoe County Department of Human Services; also refers to the Pre-Release program, operated by Arapahoe/Douglas Works! at the Arapahoe County Jail under contract with the county Sheriffs Department. Core Services Defined in P.1 a (1), core services are delivered by the Applicant Services, BEDS and BAC teams under the Wagner-Peyser Act. Demand-Side Any business operating within the local labor shed, which comprises the Denver Metro Area, Customer including Adams, Arapahoe, Denver, Douglas, Jefferson and surround counties, including Boulder, which is its own Metro Area, but is also part of the Denver Metro labor shed as gauged by commuter patterns obtained from the U.S. Census Bureau. Demand side customers also include community stakeholders and the WIB. Disability A position now funded under the Wagner-Peyser Act designed to train professional staff to Program provide more effective services to disabled job seekers, provide professional consultation to Navigator (DPN) workforce specialists serving disabled job seekers on their caseloads, and oversee assistive technology. Also may provide direct career guidance services to disabled job seekers, and may act as a liaison to other community partners serving disabled. DVOP Disabled Veteran Outreach Program. A program team attached to the Talent Placement work system that provides intensive and training services to any veterans, with priority given to special category veterans, under VETS Title 38 and the Veterans Workforce Investment Program. Economic Impact Using input/output mathematical analysis, the actual results of placements made by Arapahoe/Douglas Works! in the Denver-Aurora Metro Area in terms of jobs added, increased earnings (wages and other compensation) injected into the community to purchase goods and services, and aggregate business sales increase in the region. The first annual Economic Impact of Workforce Center Operations study was done covering results obtained by Arapahoe/Douglas Works! in PY08 (July 1, 2008 through June 30, 2009). This study will be done each year to allow the Arapahoe/Douglas Workforce Board to set benchmarks and develop strategic goals around economic impact in the community in subsequent Program Years. This study was covered in the May 10, 2010 addition of the Employment and Training Reporter, the national professional journal for workforce development, and was posted on the National Association of Workforce Boards website on May 19, 2010. It was presented to workforce development professionals and WIB members throughout Colorado at the RMWDA Conference in June, 2010. Employment and The professional industry journal serving the national, state and local workforce development Training Reporter system. It is published weekly and generally offers articles on local or state best practices, or may introduce federal policy initiatives. Employment First Intensive job search program offered through the Talent Enhancement work system that assists (EF) food stamp recipients in finding work. Arapahoe/Douglas Works! earns 1.5 times one month's reduction in food stamp benefits for each Employment First participant it places. This reimbursement is called Enhanced Funding and is tracked quarterly on the dashboard. During the current program year, the Employment First program team captured enhanced funding for an average of 20 job placements per month. EMSI Economic Modeling Specialists, Inc. An online economic modeling resource, based in Moscow, ID, that offers current labor market and economic impact information through analysis and combination of data from over 80 different federal, state and local sources. EMSI's Strategic Advantage product is used by Arapahoe/Douglas Works! to project need in critical occupations, track growth of entrepreneurial workers, assess economic impact, determine multipliers for local industry groups, track occupational wage scales and wage corrections, and to map concentrations of employment by industry. Used by key staff at Arapahoe/Douglas Works! EMSI Career Online resource available on the Arapahoe/Douglas Works! website. Lists job openings by Coach occupation, and by related occupations. Can be used by customers or staff to find job leads in a certain occupation. Also lists job leads in related occupations, helping dislocated worker customers determine feasible career direction if they have been laid off from a declining industry. Fiscal Agent In the workforce development system a fiscal agent is an entity that manages the funding allocation for a multi-workforce-regional workforce development effort. For example, Arapahoe/Douglas Works! is the fiscal agent for the front range (Weld, Larimer, Boulder, Adams, Arapahoe/Douglas, Tri-County, Denver, and El Paso workforce regions - basically covering the front range from the WY border to Colorado Springs) portion of Colorado's New Energy Grant, which was obtained from USDOL and uses ARRA monies. Arapahoe/Douglas Works!, as fiscal agent, will work with the other seven workforce regions to track and reimburse regions for grant expenditures, ensure processes comply with federal financial requirements and report to CDLE quarterly on the multi-regional programming under the grant, outcomes and expenditures. Formula Funded Eighty-five percent of WIA Adult and Youth funds are distributed by the Colorado Department of Labor and Employment to local regions according to federally established formula, 5% held by the state for administration and 10% held in reserve and released to local regions through discretionary grants. Sixty percent of Dislocated Worker funds is distributed locally through formula, and 30% is held in reserve for Rapid Response and discretionary grants. Ninety percent of Wagner-Peyser funding is distributed to local regions through formula and 10% is reserved for release through discretionary grants. FY In the workforce development system, some funds are allocated according to the federal fiscal year, which begins October 1 and ends September 30 the following year. For example the BRAC funding covering workers laid off from the financial division at Buckley AFB is allocated by FY, and its performance must be reported by FY. GCDF Global Career Development Facilitator. 120 hour professional course in career guidance developed and overseen by the National Career Development Association. Curriculum provides instruction in ten areas necessary for success in workforce development; GCDF components make up Tiers 2 and 3 of the Arapahoe/Douglas Works! internal staff development model, and the training is mandatory for all staff. Grant Funded Monies brought in through federal or state level grant opportunities. The grant release process begins with an announcement by the funding body. This announcement will have an application format. Those who apply follow the format, which may include requirements such as percent of leveraged funds, number of partnerships, etc. Most grant programming operated by Arapahoe/Douglas Works! originates with CDLE 10% Discretionary funds or federal funding released by USDOL. Grant Funded Persons employed by Arapahoe/Douglas Works! who staff programs funded by grants that expire Employees after a finite performance period. An example is HIRE Colorado staff. HIRE Colorado was funded through a statewide ARRA grant from USDOL. Its performance period is from January 2010 through September 2010. When funds run out, the agency will try to absorb its staff into other programs, however if they cannot be absorbed, their jobs end. In a staffing improvement cycle, grant funded staff receive benefits, including health, vision and dental insurance during the term of their employment. HIRE Colorado Grant funded program offered through the Talent Placement work system that provides temporary wage reimbursements for businesses who hire participants, called On the Job Training (OJT) Hiring Event An on- or offsite event organized and hosted by Arapahoe/Douglas Works! that brings businesses that are hiring together with job seekers that have the skills they need. Input Output Mathematical analysis developed in the 20th Century by Wassily Leontief that measures the Analysis effects of changes in an industry on a local economy. Input/output analysis is used to determine the economic impact of overall operations at Arapahoe/Douglas Works! annually, and of each of its various programs, as well as its impact upon each key job creating industry. Also used by economic development entities to focus efforts on bringing in jobs in industries that will have the most beneficial effect on the local economy possible. Intensive Defined in P.1 a (1), intensive services are delivered primarily through the Talent Development Services and Talent Enhancement work systems. The Talent Placement work system offers intensive services through two program teams: HIRE Colorado and VETS Title 38 (DVOP and LVER). Job Creating A sub-set of demand side customers. Local industries who have job multipliers measured at over Industries 2.2. In other words, for every one person placed in a key job creating industry, at least 1.2 other jobs within the community are created in peripheral industries, at a minimum. Key Results Developed by Arapahoe/Douglas Works! in 2006 at the request of its WIB in consultation with Partners in Leaderhip. Key results were developed to be congruent with WIB strategic goals, and encompass the agency's mission, vision and values. initially were 100% employment for those who want to work; meet/exceed all performance goals, be the preferred workforce center for businesses and job seekers, and give 100% customer satisfaction/service. In a recent improvement cycle, in the WIB's 2010-2011 strategic planning cycle, mission, vision, values and key results were reviewed and changed. These changes were then cascaded throughout the agency. Currently there are five key results, which are posted throughout Arapahoe/Douglas Works! They are: 100% employability for those who want to work, results that are best in class, be the Metro Area workforce center of choice, exceptional delivery of services and provide the highest possible rate of return on public investment. Labor Exchange Services funded under the Wagner-Peyser Act; designed to match qualified workers with local job openings. Labor Market Information collected and published under statute by the U.S. Bureaus of Labor Statistics, Census Information and Economic Analysis that reflect occupational and industry information at federal, state and local levels. Includes unemployment rate, commuter patterns, demographics, occupational skills and a variety of other information that may be useful to job seekers, businesses, economic developers and workforce development organizations. Labor Shed Also known as 'commute shed.' A local labor market defined not by political boundaries, but by commuter patterns available through the U.S. Census Bureau. The Denver labor shed includes an ten county area loosely known as the Denver Metro area. Adams, Arapahoe, Broomfield, Clear Creek, Denver, Douglas, Elbert, Gilpin, Jefferson and Park counties make up the Denver labor shed. Layoff Aversion Special funding set aside by CDLE that is designed to help local businesses prevent layoffs. Available through informal grant application. LVER Local Veterans Employment Representative. Attached to the Talent Placement work system; proactively outreaches to local businesses to market recently separated veterans. Also facilitates TAPS workshop. Works with DVOP staff and operates under Veterans Title 38. Memoranda of Binding agreements which may be non-financial or financial that are made between workforce Understanding centers and partners and renegotiated periodically. Generally, MOUs define referral criteria and process, set forth financial contributions of the partner to the workforce center, designated office space on site if appropriate and outline partner representation on the WIB if appropriate. MIS Management of Information Systems. This program support team, run through the Talent Development work system, provides eligibility intake, data validation, customer tracking, and internal compliance monitoring for WIA AD/DW and Youth programming. Multipliers Measures of the impact a change in one local industry has on the surrounding economy; derived using input/output analysis. The primary multiplier is called the 'jobs multiplier,' and reflects how many jobs are added in peripheral industries as a result of adding a job in a certain industry. The earnings multiplier reflects heightened demand in the local economy as wages and other compensation are used by the newly employed people to purchase goods and services. The tertiary multiplier, called the 'sales multiplier,' reflects the aggregate increase in sales made by local businesses as a result of increased demand. Occupational The total number of persons in a geographic region who are registered in Connecting Colorado as Saturation Rates job seekers, by occupation, plus the total number of persons in that occupation receiving occupational training services under WIA, TAA or VWIP, divided by the total employment in that occupation in the designated geographic region. The percentage yielded is called Occupational Saturation Rate, and after validation by CDLE's LMI and Workforce Development Divisions, is used to determine 'unlikely to return' eligibility status for dislocated workers coming into WIA, and to better focus training expenditures to occupations needed in the community. It can also be used as a measure of 'shadow unemployment.' Arapahoe/Douglas Works! invented this data set in 2009, and won 2010 statewide Best Practice recognition from CDLE. Occupational Defined in P.1 a (1), occupational training services are delivered mainly through the Talent Training Services Development Work System, but both Talent Placement and Talent Enhancement work systems offer limited grant-funded training. OJT On the Job Training. Contract with a business who hires a program-attached participant whereby the wage is reimbursed for a temporary period at 50-100% while the newly hired employee is trained. Can be offered through formula funded programs such as TAA or WIA, or may be offered through grant funded programs such as HIRE Colorado. ORCA Online Representations and Certifications Application that is a web-based system that streamlines the solicitation and award process for both vendor and U.S. Government by collecting vendor representations and certifications of business information that is required by law for contract award. Oz Principle A book published in 2004 by Roger Conners, Tom Smith and Craig Hickman, all principals of the consulting firm, Partners in Leadership. Provides Arapahoe/Douglas Works! and its WIB a common language of individual, team, work system and organizational accountability. When its Board demanded results that matter in 2006, Partners in Leadership was brought in and helped Arapahoe/Douglas Works! develop key results that were congruent with the WIB's Strategic Work Plan goals, and the Arapahoe/Douglas Works! mission, vision and values. Partner A state or local government entity, faith based organization or other community based organization that has a relationship with Arapahoe/Douglas Works! defined by a Memorandum of Understanding, which may be financial or non-financial in nature. Performance The term performance outcomes refers to the combined measures, and other measures deemed Outcomes important by the WIB to assess workforce center performance. For example, the TANF/Colorado Works program measures Participation Rate, which means the percentage of the total caseload that is participating in 'work activities,' which might be employment or a volunteer position in the community for a set number of hours. Policy Direction While overall service delivery is governed by statute and standing regulations, the current (U.S. Executive Branch) administration may develop strategic goals for each cabinet department. In the workforce development system these goals are then cascaded throughout the states via federal policies called Training and Guidance Policy Letters (TEGL). These are then converted by states into Planning and Guidance Letters (PGL). In addition, federal grants, and state discretionary grant application and operating guidelines are often used to further federal policy goals. National and state goals are deployed at the local level through WIB strategic plans, annual plans, program scopes of work and individual performance goals. Procurement Regulatory guidance at federal, state and local levels governing how products and services are purchased by government entities. Specific elements of procurement govern contractual relationships with vendors; specific procedures for purchases over $5,000 and for purchases between $2,500 and $4,999. Program Team A supervised team at Arapahoe/Douglas Works made up of professional, para-professional and/or clerical staff who deliver services under formula funding, a grant or a contract. Examples include the BEDS, BAC, WIA AD/DW, Youth and Applicant services teams. Program teams may operate in any of the three internal work systems. Program- Job seeker being served through one of the several programs offered through Arapahoe/Douglas Attached Works! For example, a job seekers receiving services under the WIA AD/DW program, HIRE Colorado, or Parents to Work are program-attached. Members of the general public seeking core services in the resource center are not. Programming Core, Intensive and Training services operated by Arapahoe/Douglas Works! under specific funding streams. For example, services offered under the Workforce Investment Act formula allocation would be called 'WIA programming.' PRWORA Personal Responsibility and Work Opportunity Act, passed in 1994. Regulated at the national level through the U.S. Department of Health and Human Services. Defines activities and services for TANF, food stamp (also regulated through the U.S. Department of Agriculture) and child support obligors (who are also partially regulated through the Social Security Administration) PTW Parents to Work is a program team funded by contract with ACDHS and run through the Talent Enhancement work system. It is designed to help unemployed people who are behind in child support payments find work and successfully pay their child support obligation. Pulse team Senior leaders at Arapahoe/Douglas Works! Includes the Arapahoe/Douglas Works! Division Manager, Talent Placement, Development and Enhancement Managers, and the Community Resources Administrative Services Division Manager. PY In the workforce development system, the Program Year (PY) is a one-year period of time that begins July 1 and ends June 30 the following year. Most funds are allocated by Program Year, and the Annual Plans address outcomes using PY as their performance period for enrollments, exits, expenditures, and common measures. Rapid Response Statutory requirement for CDLE to provide pre-layoff services to those companies laying off a significant enough percentage of their workforce to fall under the WARN Act. Generally, Rapid Response involves personnel from CDLE and the local workforce region visiting the affected workers on-site and presenting information about how to file for Unemployment payments, register in Connecting Colorado, access workforce center and other community services prior to and after layoff. RATE Rapid Attachment to Employment. An intensive job search workshop designed from benchmarking state and national best practices in putting TANF recipients to work. The workshop includes two weeks of instruction in job search and life skills, and another two weeks of supervised job search. RATE, run through Colorado Works, is attached to the Talent Enhancement work system, and has placed an average of 24 welfare recipients in jobs per month during the current program year. See It, Own It, An Oz Principle concept. The performance and process improvement model used at all levels by Solve It, and Do It Arapahoe/Douglas Works! As described primarily in Categories 1, 4 and 6, SOSD is used agency (SOSD) wide during the monthly review of the organizational dashboard and fiscal reporting, with a variety of other inputs, and is cascaded through work system, program team and individual meetings, is embedded in each employee's SMART goals, and is an integral part of the annual performance appraisal. SOSD is also used as a process improvement model by Pulse, leadership, work system and program teams. Site Selection Compiled by economic developers with assistance from workforce centers for the purpose of Data attracting new businesses into the state or local region. Site selection data sets generally include data on the educational attainment and occupational skills of the workforce in the local labor shed, inventory of immediately available workers, local commercial and residential real estate markets, state and local financial incentives for new businesses, local school districts, transportation infrastructure, a localized competitive industry analysis, wage scales of critical occupations in the industry, and other information on request. Skilled Worker Internal data from Connecting Colorado kept by Arapahoe/Douglas Works! It consists of a list of Inventory all Connecting Colorado registrants in the Metro Denver region, which includes Adams, Arapahoe/Douglas, Denver and Tri-County workforce regions, by occupation. The skilled worker inventory is used to update the Occupational Saturation Rate tables, and to gauge layoff patterns through measuring month over month turnover by occupation. Skilled Worker Internal data from Connecting Colorado kept by Arapahoe/Douglas Works! It consists of a list of Inventory all Connecting Colorado registrants in the Metro Denver region, which includes Adams, Turnover Arapahoe/Douglas, Denver and Tri-County workforce regions, by occupation, kept month over month to track inventory shrinkage/growth. SMART Goals Individual work goals that are Specific, Measurable, Action-oriented, Relevant to key results, and Time bound. Each employee at Arapahoe/Douglas Works! has SMART goals which address the employee's individual contribution to the agency's key results and that employee's training/development plan. SMART goals are done annually, during November, and cover the individual performance year beginning December 1, and ending November 30 the following year, which is Arapahoe County Government's employee performance review period. SMART goals are flexible, and may change during the course of a year for individuals or for groups of employees. Social Security Grant funded positions housed at Arapahoe/Douglas Works! assisting disabled residents Benefits Planner statewide in application for disability payments under the Social Security Administration. Special Category Special categories include veterans with service related disabilities. Veteran Staffing Companies such as Kelly Services, Manpower International and Robert Half International who Companies serve businesses with temporary or temp-to-hire staff. These companies act as employer of record and are generally used by businesses who do not want to hire permanent staff to address temporary spikes in workload. STEM Science, Technology, Engineering and Mathematics. At national, state and local levels, there is a documented shortage of STEM workers; those workers with the skills needed to compete in key regional job creating industries, such as energy, advanced manufacturing, finance, computer sciences, bioscience and healthcare and aerospace. Supply-Side Any member of the general public who is looking for work. This group is then segmented by Customer statutory eligibility requirements into the various programming operated by Arapahoe/Douglas Works! Supply side customers can also be subdivided by other factors. For example, 50+, youth, disabled and ex-offender customers may be offered specialized services without attaching to a program within the Talent Development or Enhancement work systems. Talent One of four major work systems at Arapahoe/Douglas Works! Provides intensive and Development occupational training services under WIA, ARRA, TAA and various discretionary grants. Work System Talent One of four major work systems at Arapahoe/Douglas Works! Provides intensive and limited Enhancement occupational training services under PRWORA (TANF/Colorado Works!, Employment First, Work System Parents to Work, and various grants, including WorkNOW - a community block grant. Talent Placement One of four major work systems at Arapahoe/Douglas Works! Provides core and business Work System services under Wagner-Peyser and VETS Title 38. TANF Temporary Aid to Needy Families, also known as welfare assistance. Offered to economically eligible families with children under 18 years old with a five year lifetime limit. Includes child care, supportive services, basic cash and other assistance. Many TANF participants also access Section VIII low income housing assistance. TANF is funded through the Personal Responsibility and Work Opportunity Act (PRWORA), and services are delivered locally through the Arapahoe County Department of Human Services. TAPS Transition Assistance Program designed to help newly discharged veterans convert their military occupations into civilian occupations, and successfully market themselves in the local labor market. Technical Assistance for a workforce development region that is almost always provided through CDLE or Assistance USDOL personnel. It is mandatory for regions lagging in outcomes or in non-compliance with statute or regulations, though regions that are meeting outcomes and in compliance may voluntarily ask for technical assistance around some aspect of programming. In 2006 and 2007, Arapahoe/Douglas Works! was asked by USDOL to provide technical assistance to the entire state of NM, regions in OK and TX. In NM, the assistance was around integrating Wagner- Peyser, VETS 38 and WIA programming; in TX and OK, assistance was provided around Arapahoe/Douglas Works! Youth in the Works programming, regionally recognized for its excellence. Temporary Persons employed by Arapahoe/Douglas Works! whose work is temporary in nature. They have Employees no benefits, and remain employed as long as there is work. At this writing there are 2 such persons employed by the agency. Examiners should note that Arapahoe/Douglas Works! has also worked with its on site partner, Kelly Services, to staff peak load work efforts. As an example, three Kelly employees supplemented permanent employees at the front Resource Center desk when large numbers of newly laid off persons were visiting the agency in late 2008 and early 2009. Several of these employees were hired to permanent or grant funded positions by Arapahoe/Douglas Works! Trade Adjustment Federal statute designed to help workers displaced by the North American Free Trade Act access Assistance (TAA) occupational training services for up to two years while still receiving unemployment payments (called Trade Readjustment Assistance). USDOL The United States Department of Labor. Oversees Wagner-Peyser, WIA, VETS Title 38, TAA, VWIP and various discretionary and USDOL grant funded programming at state and sometimes local levels. Provides fiscal and compliance monitoring to CDLE annually at a minimum, and may monitor local workforce centers as part of its state level monitoring. Also provides technical assistance at regional, state and local levels as appropriate, and is the primary vehicle for cascading federal policy direction throughout states and to local workforce regions. Veterans Grant funded program offered through the Disabled Veterans Outreach Program. May provide Workforce occupational training to any veteran with priority given to special category veterans. Investment Program (VWIP) Wagner-Peyser Federal statute designed to create a labor exchange whereby unemployed workers can be Act matched with job openings in local businesses. Core services as discussed in P.1 a (1) are generally funded under the Wagner-Peyser Act. WARN Act The Worker Adjustment and Retraining Notification Act (WARN) was enacted on August 4, 1988 and became effective on February 4, 1989. It offers protection to workers, their families and communities by requiring employers to provide notice 60 days in advance of covered plant closings and covered mass layoffs. This notice must be provided to either affected workers or their representatives (e.g., a labor union); to the State dislocated worker unit; and to the appropriate unit of local government. Generally, companies are covered by the WARN Act if they have over 100 employees, and triggers for notifying the state of a pending layoff include: plant closure or layoff of 33% of workforce. WIB Workforce Investment Board. Every workforce development region throughout the United States and its territories must have a Workforce Investment Board. It is the Board's job to determine strategies that best apply workforce development programming in the local community. Public/private membership ratios are determined by statute. WIBs usually are made up of local leaders in education, community based organizations, labor unions, and private businesses. They may also have elected officials on the rolls, and courtesy memberships are extended to CDLE and USDOL personnel. Workforce National federally funded system designed to match unemployed workers with local job openings, Development and to provide unemployed workers with training in critical occupations. It operates primarily under the Wagner-Peyser Act, the Workforce Investment Act and VETS Title 38. At the national level, the workforce system is funded at nearly $3.3 billion. Monies are allocated each fiscal and program year by the U.S. Congress, and flow to the various states and territories, where they are allocated locally. Colorado received over $37 million, or 1.1% of the national allocation, in Program Year 2008 (PY08), which began July 1, 2008 and ended June 30, 2009. Workforce The professional industry online journal serving staffing companies. Used by Arapahoe/Douglas e-Journal Works! as a source of best practices for enhancing services to demand side customers. Workforce Federal statute designed to help unemployed adults, dislocated workers and economically Investment Act disadvantaged youth explore career options, get help with job search, and training designed to (WIA) help them rejoin (or join) the labor force. Youth participants may also gain high school equivalency diplomas and enter post-secondary training. WorkNOW A grant funded program offered through the Talent Enhancement work system that helps economically disadvantaged persons gain specific occupational experience in a completely subsidized, temporary position, usually at a non-profit or local government facility. Can also be done with a private sector business. Arapahoe County carries workers compensation coverage for WorkNOW participants. Subsidized WorkNOW positions are called 'work experiences.' Youth A program team attached to the Talent Development work system that delivers intensive and training services to eligible youth as defined under the Workforce Investment Act. The team also has a designated room in the Resource Center where any youth under 22 years old (24 years old for ARRA) can access core services. 2010 Intent to Apply Colorado Performance Excellence Also dba Rocky Mountain Performance Excellence These forms use text fields ( ) and check boxes ( ). Text fields appear small, but will expand as you type. To enter text, click the text field and begin typing. Use your TAB key to move from one field to the next. To mark a check box, point and click with your mouse or tab to the box of your choice and type an "x". To remove the "x", click the box or type "x" again. 2010 Intent to Apply Page 1 of 4 Colorado/Rocky Mountain Performance Performance Excellence 1. Applicant 3. Eligibility Contact Point Official Name Arapahoe/Douglas Works! Mr. Mrs. Ms. Dr. Other Name Arapahoe/Douglas Works! Name Patrick J. Holwell Prior Name Arapahoe/Douglas Works! Title Workforce Economist Headquarters Address Arapahoe/Douglas Works! Applicant Name Arapahoe/Douglas Works! 5500 S. Quebec St. Suite 175 Telephone No. 303-636-1251 Greenwood Village, CO 80111 Fax No. 303-636-1250 E-mail firstname.lastname@example.org Address 5500 S. Quebec St. Suite 175 2. Highest-Ranking Official Greenwood Village, CO 80111 Overnight Mailing Address (Do not use a P.O. Box number.) Arapahoe/Douglas Works! Mr. Mrs. Ms. Dr. 5500 S. Quebec St., Suite 175, Greenwood Village, CO 80111 Name Joseph M. Barela Title Division Manager Applicant Name Arapahoe/Douglas Works! Telephone No. 303-636-1225 4. Alternate Eligibility Contact Point Fax No. 303-636-1250 E-mail email@example.com Mr. Mrs. Ms. Dr. Address Arapahoe/Douglas Works! Name Kelly Folks 5500 S. Quebec St. Suite 175 Telephone No. 303-636-1252 Greenwood Village, CO 80111 Fax No. 303-636-1250 Email firstname.lastname@example.org 5. Applicant Status (Check one) Has the applicant officially or legally existed for at least one year? Yes No If you are unable to answer any questions or answer any questions “No,” please call the Colorado Excellence Program Office at (303) 893-2739 before submitting your form. 2010 Intent to Apply Page 2 of 4 6. Award Category/Recognition Designation (Check one) High Plains Foothills Timberline Peak Performance Criteria level being used: (Check one) Education Healthcare Business/Government/Non-profit 7. Size and Location of Applicant Total number of: employees (business/nonprofit) 105 faculty/staff (education) N/A staff (health care) N/A a. Preceding fiscal year: Check one financial descriptor: Sales Revenues Budgets Check amount: 0 - $1M $10M - $100M $500M - $1B $1M - $10M $100M - $500M Over $1B c. Number of sites in: Colorado 3 Other States, Please specify, State and Number of Employees: _________________________________Total 0 d. Percent employees in: Colorado 100% Other States. Please specify, State and Number of Employees: _________________________________Total 0% e. If some activities are performed outside the applicant’s organization (e.g., by a component of the applicant, the parent organization or its other subunits), will the applicant make available sufficient personnel, documentation, and facilities to allow full examination of its operational practices for all major functions of its worldwide operations? Yes No Not Applicable f. Does your organization provide the following and use a two alpha identifier for which states it is provided: Products or Services Yes No States ____________________ Health Care Yes No States ____________________ Education Yes No States____________________ Government Services Yes No States CO Military and Nonprofit Yes No States ____________________ g. Does your organization manufacture products or create its services? Yes No Specify States CO h. In the event the applicant qualifies for an award, will the organization accept an award at a lower level than for which it applied? For example, if the organization applied for a Timberline, would it accept a Foothills? Yes i. In the event the applicant receives an Award, can the applicant make available sufficient personnel and documentation to share its practices at the Annual Colorado/Rocky Mountain Performance Awards Conference? Yes No j. Attach a line and box organization chart for the applying organization, including the name of the head of each unit or division. k. In the event the applicant qualifies for an award, will the organization agree to be photographed, video-taped, and/or recorded and sign a mutually agreeable release to allow Colorado/Rocky Mountain Performance Excellence to promote its products/events utilizing the organization’s name, logo, and/or employees ? Yes No If you are unable to answer any question or answer any question “No”, please call Colorado/Rocky Mountain Performance Excellence Program Office at (303) 893-27 before submitting your form. 2010 Intent to Apply Page 3 of 4 001 Eligibility Certification Form Page 3 of 5 8. Subunits (If the applicant is not a subunit, please proceed to question 9.) a. Is the applicant check appropriate box below a larger parent or system? (Check all that apply.) a subsidiary of a unit of a school of a division of a like organization of owned by controlled by administered by b. Parent Organization Name Arapahoe County Government Highest-Ranking Official Address 1690 S. Littleton Blvd. #300 Name Don Klemme Littleton, CO 80120 Title Department Director, Community Resources Number of worldwide employees of the parent 1,900 c. Is the applicant the only subunit of the parent organization intending to apply? (Check one.) Yes No (Briefly explain) Do Not Know d. Name of the official document (e.g., dated Annual Report, press release) supporting the subunit designation. Arapahoe County Government website: Home>>about http://www.co.arapahoe.co.us/About/index.asp e. Briefly describe the organizational structure and relationship to the parent. Arapahoe/Douglas Works! is a Division of the Community Resources Department of Arapahoe County Government in Colorado. It operates federally funded workforce development programming in Arapahoe and Douglas counties which together make up the southeast portion of the Denver-Aurora Metropolitan Statistical Area. Attach line and box organization chart(s) showing the relationship of the applicant to the highest management level of the parent, including all intervening levels. Each box within the chart should include the name of the head of the unit or division. f. Is the applicant’s product or service unique within the parent organization? (Check one.) Yes No If “No,” do other units within the parent provide the same products or services to a different customer base? (Check one.) Yes No If “No,” please provide a brief explanation of how the applicant is distinguishable from the parent and its other subunits (e.g., market/location/name). If you are unable to answer any questions or answer any questions “No,” please call the Colorado/Rocky Mountain Performance Excellence Program Office at (303) 893- 2739 before submitting your form. 2010 Intent to Apply Page 4 of 4 9. Supplemental Sections (Check one.) The applicant has: (a) a single performance system that supports all of its product and/or service lines; and (b) products or services that are essentially similar in terms of customers/users, technology, types of employees, and planning. The applicant has: (a) multiple performance systems that support all of its product and/or service lines; and (b) products or services that are essentially similar in terms of customers/users, technology, types of employees, and planning. (If the second option is selected, briefly describe the differences in the products and/or services covered in terms of differences in customers, technology, types of employees, and planning. The Eligibility Contact Point will be asked for more information if necessary.) Fundamentally, Arapahoe/Douglas Works! matches people to work. It helps local businesses find qualified workers, and helps unemployed persons find work. It runs three distinct types of programs; formula funded, grant funded and contractual. All programs are governed by statute and regulated by federal and state cabinet level departments. Formula funded programs are regulated by the U.S. Department of Labor and overseen locally by the Colorado Department of Labor and Employment. These programs generally work to help people find jobs at a sustainable wage that fit their skills, or to develop skills through some type of occupational training. Eligibility for services is determined by statute. Planning for these programs is annual, and takes into account statute, regulatory guidance, funding projections and current policy guidance from the Administration (U.S. Executive Branch). Individual plans are subsumed into state plans which then help the U.S. Department of Labor project aggregate national program outcomes to the U.S. Congress. Grant funded programs are also statutory, and are regulated by the U.S. Department of Labor and overseen locally by the Colorado Department of Labor and Employment. The grant application structure itself takes into account, statute, regulatory guidance, current Administration policy direction and specific local needs. Grant operated programming serves specific populations and/or specific skill development needs within key regional industries. Arapahoe/Douglas Works! has also been contracted by the Arapahoe County Department of Human Services to operate several programs. These also are governed by statute, but are regulated by the U.S. Department of Health and Human Services and the Colorado Department of Human Services with other regulatory input from the Social Security Administration. Generally, these services require compliance on the part of specific populations, and are geared to reduce welfare and food stamp rolls, or to help non- custodial parents find work so they can meet child support payment obligations. Planning for these programs is done annually and/or at the time the contract is up for renewal. 10. Summary List of Questions Have all of the following questions been answered “Yes” or the applicable response checked? Answering a question “No,” or leaving a response blank means that the applicant is not eligible for the 2010 Colorado/Rocky Mountain Performance Performance Excellence Award. Question 5: Has the applicant officially or legally existed for at least one year, or prior to June 1, 2009? Question 6: Has an Award Level been checked? Question 7: Has a description of the size and location been provided? Is the applicant a Colorado/Rocky Mountain Performance organization? Question 8: Has the applicant described its relationship with its parent organization? 11. Waiver of right to bring Suit Colorado Performance Excellence/Rocky Mountain Performance Excellence employs an online software program to improve the productivity of its examiners. This program is provided to Colorado/Rocky Mountain Performance Performance Excellence by the Alliance for Performance Excellence (the Alliance), a nonprofit organization of state and local quality award programs. The Alliance has licensed this software from its copy right holder, Shaw Resources. The agreement between the Alliance and Shaw Resources requires that applicants to Colorado/Rocky Mountain Performance Performance Excellence waive their right to bring suit against the Alliance and/or Shaw Resources, their licensees, agents, or assigns and releases the Alliance and/or Shaw Resources, their licensees, agents, or assigns from any claims, action, or losses arising from use of the software in conjunction with evaluating the document submitted by the Applicant. 11.1 By submitting this Intent to Apply, the applicant waives its right to bring suit as defined in the paragraph 11 above Yes No 12. Self-Certification Statement, Signature – Highest-Ranking Official I certify that the answers provided are accurate. I understand that at any time during the Award Process cycle, if the information provided was inaccurate, my organization will no longer be eligible for the award and will only be eligible to receive a feedback report. 4/1/2010 Signature Date If you are unable to answer any questions or answer any questions “No,” please call the Colorado/Rocky Mountain Performance Excellence Program Office at (303) 893- 2010 Additional Information Needed Form Page 1 of 2 The following information is needed by the Colorado/Rocky Mountain Performance Excellence Award office to provide the most effective evaluation possible by the Board of Examiners. I. Site Listing and Descriptors Address of Site(s) Number Percentage Description of Products, Services, and/or Technologies for each site Employees, Sales Faculty, Revenues and/or Staff Budgets 5500 S. Quebec St. Suite 175 87 89% Full service workforce development center offering all Greenwood Village, CO 80111 programming services 9235 E. 10th Drive, Bldg. 859 10 5% Reemployment by Design program, serving long term Denver, CO 80230 Unemployment Insurance Claimants (ARRA W-P RES) One half Employment First Programming 14980 E. Alameda Dr. #038 3 5% 90% of Parents to Work Program Aurora, CO 80011 4400 Castleton Ct. #198 2 1% Applicant services under Wagner-Peyser Castle Rock, CO 80109 WIA Services by appointment Douglas County Colorado Works! Provide all the information for each site, except where multiple sites produce similar products or services. This form may continue onto as many pages as necessary to cover all sites. If you are unable to answer any questions, please call the Colorado/Rocky Mountain Performance Excellence Program Office at (303) 893-2739 before submitting your form. 2010 Additional Information Needed Form Page 2 of 2Natoal Quality Award 2. Key Business/Organization Factors – List or provide a brief description of the following key organization factors: A. List of key competitors Key competitors are staffing companies, web-based job boards, sister workforce centers, and for-profit workforce development companies such as Arbor Education and Training, and community colleges. B. List of key customers/users Local businesses, general public, adults, dislocated workers, youth, welfare and food stamp recipients, parents behind on child support payments C. List of key suppliers Key suppliers of formula and grant program funding include the U.S. Department of Labor and Colorado Department of Labor and Employment. Key suppliers of contractual program funding are Arapahoe County Department of Human Services and Arapahoe County Weatherization Division. Key suppliers of data include U.S. Bureau of Labor Statistics, Bureau of Economic Analysis, Census Bureau, Congressional Budget Office and Department of Commerce; the Colorado Department of Labor and Employment's Labor Market Information Division, and Colorado Demographics Office; Economic Modeling Systems, Inc.; local data suppliers include the County Assessors and Trustees Association, Spirling's Best Places, Lifestyle Colorado, Denver Council of Regional Governments; internal data suppliers include Connecting Colorado, CBMS, and CUBS. Suppliers of office equipment, computers and other office machines are governed by the Arapahoe County Purchasing Department. Current computer supplier is Dell, telephones Cisco, office machinery Ikon, and office supplies Eon. D. Description of the major markets (local, regional, national, and international) Arapahoe/Douglas Works! is one of four major publicly funded workforce centers serving the Denver-Aurora Metropolitan Statistical Area, which includes Adams, Arapahoe, Broomfield, Clear Creek, Denver, Douglas, Elbert, Gilpin, Jefferson, and Park counties. Current policy guidance from the Administration (U.S. Executive Branch) is calling for a more urbanized approach to workforce development. This means that in large urban areas, such as the Denver-Aurora MSA, which are served by multiple local workforce regions, workforce centers such as Arapahoe/Douglas Works! are being expected to work closely with sister workforce centers, economic developers, educators and business organizations to build partnerships that address the overall economic well-being of the greater urban area. The Colorado Urban Workforce Alliance was created in 2004 (as the Metro Denver Workforce Board) to build the partnerships necessary to address workforce development and labor supply management in the Denver-Aurora MSA, Weld and Larimer counties. On the demand side, the Arapahoe/Douglas Workforce Board defined key regional industries in 2004. These are aerospace, aviation, homeland security, biosciences, health care, information technology and finance and are also key industries within the Denver-Aurora MSA. Current policy guidance from the U.S. Executive Branch has also recently defined new energy and conservation as a key industry throughout the nation. In 2007, Arapahoe/Douglas Works! conducted extensive research of its economic base and found that 65% of the businesses in its targeted industries are in the I-25 corridor, so it moved its operation from Aurora to Greenwood Village in 2008. It maintains close ties with, and representation on, local chambers of commerce, economic development entities and key industry associations and validates its labor market data with customer input around critical labor force needs. On the supply side, the majority of programming offered through Arapahoe/Douglas Works! has no residency requirement. Commuter patterns show that 49% of Arapahoe County and 90% of Douglas County workers commute to other counties within the greater Denver area to work, so customers may be referred to job openings throughout the Denver-Aurora MSA, and labor market information provided covers the ten-county region. Arapahoe/Douglas Works! uses occupational saturation and analyses of critical occupations within targeted industries in the greater urban area to provide vocational guidance and occupational training assistance to its supply side customers. E. The name of the organization’s financial auditor Eide Bailly LLC If you are unable to answer any questions, please call the Colorado/Rocky Mountain Performance Excellence Program Office at (303) 893-2739 before submitting your form. 2010 Eligibility Certification Package Check List 1. Intent to Apply Form: a. Have all questions been answered completely? Yes No b. Is a line and box organization chart included that shows all components of the applicant organization and the name of the head of each unit or division? Yes No c. If the applicant is a subunit of a larger organization, are line and box organization charts included that show the relationship of the applicant to the highest management level of the parent, including all intervening levels? Yes No d. Is the Eligibility Certification Form signed by the Highest-Ranking Official? Yes No 2. Letter of Transmittal: Is the Eligibility Certification Package accompanied by a letter on the applicant’s stationery and signed by the Highest-Ranking Official? Yes No 3. Fee: Is a check or money order included for the $125 or $50 High Plains nonrefundable eligibility certification fee made payable to: Colorado Performance Excellence, Inc.? (For payment by credit card please see our website for details.) Yes No Do you wish to use a credit card for the letter of intent fee above and/or the application itself? Yes No If yes, CPEx will contact you for credit card information.
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