Retraining Programs in Colorado for Older Workers by orj60062


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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
                                                                                                          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
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
                                                                                      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:
                                                                                        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.

      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 &
                                                                                                                     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
                                                                                            Youth Council
                 Talent                                 ethical guidelines and              Chambers of
              Development            Work System
                                                        policies of Arapahoe                                         Relevant economic andlabormarket data, trending
                                                        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
              VETS 38                 Social                                              Local Business           Inputonlocalizingservicestrategies through WIB
                                                        Department, and
              USDOL or                 Security                                            Groups                   Support forcurrent and medium termstaffing strategies
                                        Act             reflect the strategic
                                                        direction of its WIB                                         Mutuallybeneficial relationship governed byMOU
                                                                                                                     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
industries. Demand side customers differ mainly in the occupational and soft                                             development need
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

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.
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

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

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

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

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

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
                             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
                             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!
                             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
                                                                              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
                                                                              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

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,
       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
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
 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
 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-
  Figure 2.1-4: Arapahoe/Douglas Works! Formal Annual Program Planning Process
  Process Step                                               Participants          Timeframe
  1.     Senior leaders amass data inputs                    Pulse Team,
         necessary for writing the Plans or Contracts        Leadership Team

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

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.

       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.

        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
                                                                              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 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

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
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
                                                                                             staff               Knowledge management resource
                                              Training Business Associate and
                                                Applicant Services staff                                            Upgraded with NOVA tables and PCs
                                              WFC orientation                              Classrooms              Regular classrooms wired with PCs and           2003
  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 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
                                              Partner referrals                                                      Grant funded 50+ program opened               2003
  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
                                              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
                                              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

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
                        , 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
                            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
                         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

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
                                                                                      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
                                                                                      services for those with literacy deficiencies.

       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                                                      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

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                              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,
                                             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
                                             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.

        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

     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,
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

 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
                                                                                           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

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
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
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

                                   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

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
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
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
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

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
                                                                                                              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
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
                                                                                       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
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
                                              Talent
                                                                                                              Gauge staff
                                                                                       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
                                                                                       Expenditure rate     Gauge                                   Monthly fiscal report

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
                         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
                         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
                         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
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,
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
                       Guide process &
                       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

      Key Factors of
                                            Figure 5.1: Improvement Cycles Related to Employee Engagement and Satisfaction.
      Engagement &
                                                                                 Improvement Cycles
Management for high
                                 Dashboard developed – 1995
                                 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 –
-     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
- 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
                                 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
                                 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
                                 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
                                 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
       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
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
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

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.

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

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
                                                                              Developed by
                                                                              Subject Matter
                                                                                                                               Assigned to Key
                                                                                                                                                 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
multiple job openings                                 TriMetrix Talent
                                                                            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

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

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.

 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
improvements facilitated through a WIB member overall job placement                           Disabled
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
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

       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
        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

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

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.
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
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
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
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
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
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
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
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.
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
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
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.
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
                                                                         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                                           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

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
2010 Intent to Apply                                                                                  Page 2 of 4

6. Award Category/Recognition Designation (Check one)
     High Plains
     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

    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
                    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.

                                         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

     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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