Narrative: II. c.

(1) Describe the strategies the State will implement, including industry or sector partnerships related to in-demand industry sectors and occupations and career pathways,  as required by WIOA section 101(d)(3)(B), (D). “Career pathway” is defined at WIOA section 3(7) and includes registered apprenticeship.  “In-demand industry sector or occupation” is defined at WIOA section 3(23). 

Sector Strategies 

Colorado industry-led sector partnerships continue to be a proven strategy for growing Colorado’s regional economies. Colorado sector partnerships are highly effective when they are operated in a regional labor market, led by business, focused on industry identified priorities, supported by public partners from multiple organizations, organized for long term success, and achieve meaningful and measurable results. Businesses, job seekers, and students thrive exponentially when systems come together to solve challenges facing their communities. 

Colorado sector partnerships are tackling tough challenges in their communities, including early childhood education, K-12 and postsecondary education, workforce development, economic development, transportation, and housing. These challenges are met with a proven methodology of next-generation sector partnerships to not only address the workforce, but also other competitive and community needs. 

With Colorado’s strong sector strategies approach to building and sustaining 25 sector partnerships since 2015, it is no surprise that businesses and public partners continue to engage in building the talent pipeline for future workers. Ten industries in Colorado have recognized that in order for their industry to thrive they must be actively involved in creating a talented workforce that meets their demand for a high-quality workforce. As a result, sector partnerships are experiencing an increase in work-based learning programs and initiatives. 

More than 880 business partners and 360 public partners are involved with sector partnerships by either participating as a convener, industry champion, adviser, or sponsor or by attending a variety of sector partnership events. In 2023 sector partnerships collaborated on industry-led initiatives with businesses, workforce, education, and economic development. 

Building Industry-Driven Career Pathways Systems in Colorado 

The Colorado Model: In Colorado, industry-driven career pathways ensure that education, training, and workforce systems stay deeply attuned and responsive to the needs of the labor market, preparing students and workers with the skills and credentials they need for jobs and careers. Career pathways are designed to support individuals of all skill levels and capabilities and are therefore an effective tool for all core programs in Colorado’s talent development network. The information presented here shares the overall approach and methodology used for career pathway development. The CWDC expects that programs who target specific populations, including title II Adult Education and title IV Vocational Rehabilitation, will apply a final level of customization to pathways so that they are tailored to the customers served by those programs. 

• What is a career pathway system?  

A career pathway system aligns public partners and engages them in a continuous conversation that is led by industry to ensure that job seekers and students move seamlessly through and among support programs, educational institutions, training opportunities, and work-based experiences to build skills and credentials that meet industry demand and prepare them for jobs and careers. In Colorado, a sector partnership is the vehicle for building industry-driven career pathway systems, providing a forum for productive and ongoing collaboration with industry and among workforce, education, training partners, and other community partners. In Colorado, the statewide career pathway system aligns career pathway programs and systems developed throughout high demand industries in each economic development region of the state. 

• What’s the difference between a career pathway system and a career pathway program?  

A career pathway program offers a clear sequence of stackable credits and credentials, combined with support services, that enables students and job seekers to secure industry-relevant skills, certifications, and credentials and advance to higher levels of education and employment in high demand occupations. A career pathway system is made up of multiple career pathway programs that span educational institutions, workforce and support service partners. These programs are all oriented around a shared understanding of the needs of industry. Often, tools like career pathway maps are used to talk with students and job seekers about how they can progress through education and training experiences to obtain employment that meets his or her goals. Statewide career pathway maps focusing on the top industries in Colorado will be accessed on Careers in Colorado and My Colorado Journey. 

• What is a sector partnership and why do they matter for career pathway systems?  

In Colorado we’ve defined a sector partnership as an industry-specific regional partnership led by business in partnership with public partners in economic development, education, workforce development and community support partners. In Colorado, industry-led sector partnerships are the vehicle for aligning public partners with industries’ needs in an effective, results-driven manner. They provide the “home” for career pathway systems-building, engaging industry leaders and public partners in a continuous dialogue to ensure that education and training systems respond to industry needs. 

Summary: Step-by-Step Guide to Building Regional Career Pathway Systems 

(1) Build a regional, industry-led sector partnership  

Sector Partnerships are the vehicle for productive engagement with industry leaders and the starting place for career pathways systems-building. Use the sector partnership specifically, the education, talent or workforce committee as the driver of career pathways systems-building efforts. 

• Goal: Establish strong industry ownership over career pathway development. Beyond asking for one-time input into a program, engage industry as full partners in building and contributing to a talent development system that will prepare the workforce they need, now and in the future. 
• Outcome: A core group of committed industry leaders willing to champion the development of a career pathway system for industry. 
• Role of business leaders: Identify and champion talent development as an important priority for the growth and competitiveness of their sector. 
• Role of public partners: Working as a regional team, partners from education, workforce, and economic development collaborate with industry to launch and support an industry-led partnership. 

(2) Build out a career pathway support team of non-industry partners  

Prepare the non-industry public partners with the right expectations. These partners might include key decision makers in workforce development, secondary education, postsecondary education and training, human services, vocational rehabilitation, and other community partners. This step includes clarifying expectations about what the non-industry partners will get from employers: real-time information on critical occupations and competencies as well as a willingness to partner in providing work-based learning and other training resources. It also includes providing a clear explanation of how they are expected to work together to respond to industry demand. 

• Goal: Build buy-in and support among workforce, education, training partners, and other community support partners preparing them to develop a coordinated response to industry’s talent needs. 
• Outcome: A career pathway “support team” made up of workforce, education and training partners, human service, vocational rehabilitation, and other community support partners. This team will act as the joint decision-making body for responding to industry needs and determining how systems and programs should connect to one another at each level of a career pathway to collectively meet the needs of the targeted industry. 
• Role of business leaders: None at this stage.
• Role of public partners: Recruit workforce, education and training partners to participate on the career pathway support team, ensuring participation from key programs that prepare students and workers for in-demand careers in the targeted industry and provide them with the necessary supports to be successful in the career pathway. 

(3) Identify critical occupations  

Partners work to identify critical occupations through the synthesis of labor market data and qualitative input from employers.  

• Goal: Target a set of occupations that industry leaders agree are critical. 
• Outcome: A list of occupations that industry agrees are critical; new support team members, drawing from education and training programs that relate to the targeted occupations. 
• Role of business leaders: Convene business leaders from industries that have notable hiring shortages, as well as anticipated increased hiring needs, to gain qualitative input on talent related pain points, while also highlighting workforce-related state resources that support employers and encourage work-based learning alternatives.
• Role of public partners: Listen to industry-led conversations and consider opportunities to adapt programs to more closely align with industry needs as well as potential linkages across programs. 

(4) Inventory relevant education, training, and workforce programs  

Partners inventory the education, training, and workforce programs that prepare students and workers for the identified occupations, mapping any existing linkages among those programs. 

• Goal: Identify what programs already exist and start to identify gaps that need to be filled in order to best meet the demands of industry, students, and workers. Build out the career pathway support team with leaders from those programs. 
• Outcome: An inventory of education and training programs that prepare students and job seekers for the critical occupations identified by industry. A support team including relevant workforce, education, training and support programs. 
• Role of business leaders: Vet the program inventory to ensure key partners are included. 
• Role of public partners: Inventory and document all education, training and workforce programs that have a role to play in preparing students and job seekers for the targeted industry. Take stock of any existing linkages among programs (e.g. articulation agreements or dual enrollment) and begin to identify opportunities for stronger linkages among programs. Recruit new support team members, drawing from those programs. 

(5) Understand critical competencies required to perform effectively on the job  

Industry-defined competencies are the specific knowledge, skills, and abilities that industry leaders have collectively identified as being critical to performing a specific occupation or group of occupations effectively. Based on these competencies, partners develop occupational descriptions that both inform employers’ hiring practices as well as education and training partners in modifying curriculum and assessing students. 

• Goal: Get the real story from employers about what is required to perform on the job, identifying both foundational and task-specific competencies. 
• Outcome: Occupational descriptions for each targeted occupation, written to inform employer hiring practices as well as curriculum, program design, and program offerings. 
• Role of business leaders: For each targeted occupation, hiring managers and high performing employees convene to identify competencies. Business leaders also identify ways to contribute work-based learning experiences to pathways. 
• Role of community partners: Partners listen in to sessions with hiring managers and high-performing employees to identify specific opportunities to strengthen existing programs and build stronger linkages across programs to align with industry needs. 

(6) Build career pathway programs that prepare students and job seekers with critical competencies 

Based on an understanding of what competencies are required to perform effectively and advance in the industry, partners build career pathway programs that prepare students and job seekers with those critical competencies. This includes building linkages among programs and institutions, integrating support services into programs, and augmenting classroom training with work-based experiences throughout the pathway. 

• Goal: Develop seamless linkages among programs and institutions that support students and job seekers in building the competencies, credits, credentials they need to secure jobs and careers in the targeted industry. 
• Outcome: Career pathway programs that target high-demand occupations or groups of occupations. 
• Role of business leaders: Advise community support partners on career pathway program development. Contribute work-based learning opportunities. 
• Role of community partners: Build stronger connections across programs and institutions to help students move seamlessly through pathways and ensure that competencies are developed that meet the needs of businesses. Advise students and job seekers on pathways that include training and supports needed to successful in critical occupations. 

(7) Share career pathway with students and job seekers 

Partners collaborate in sharing the career pathway with students and job seekers so they may access the information and user it to inform their choices.

• Goal: Use career pathway system to equip students and job seekers with the relevant critical skills for high demand jobs. Use assessments and career pathway maps to help students and job seekers identify industries of interest and map out a path that includes the relevant training and work experience to be successful in their chosen career. 
• Outcomes: Training, support and guidance for students and job seekers that aligns with the needs of industry. 
• Role of business leaders: Hire students and job seekers for critical occupations. Provide public partners feedback about incoming skills and preparation of new employees. 
• Role of public partners: Implement career pathways and help students and job seekers effectively navigate career pathways, incorporating support as needed. Collect and apply feedback from business, students, job seekers to refine programs and ensure they maintain alignment with the needs of industry and are relevant and accessible for students. 

(8) Create a system for continuous improvement  

Partners leverage the associated sector partnership as the place to continuously develop and update career pathways systems. This includes ongoing conversations with employers to identify and understand high-priority workforce needs as they evolve, and continued collaboration among public partners to develop and update a systems approach in response. 

• Goal: Keep career pathways updated and relevant, ensuring education and training systems stay attuned and respond to the changing needs of the labor market. 
• Outcome: Career Pathways Action Plan, with employer champions and support partners committed to specific actions that align education and training with industry needs and support students in building skills and earning credentials with labor market value. 
• Role of business leaders: Provide on-going feedback to ensure career pathways programs are aligned with the current needs of industry. Continue to contribute to career pathway programs through work-based learning. 
• Role of public partners: Update career pathway programs to maintain relevance and alignment with industry needs. Continue dialog with other public partners to continue building and refining career pathway programs to ensure that they are responsive to the needs of industry and relevant and accessible to students and job seekers. 

Defining Terms 

Career Pathway System - A career pathway system engages education and training providers in a continuous conversation with one another and with industry to ensure that students move seamlessly through and among educational institutions and work-based experiences to build skills and credentials that meet industry demand and prepare them for jobs and careers. 

Career Pathway Program - A career pathway program is a set of stackable credits and credentials, combined with support services, that enables students to secure industry-relevant skills, certifications, and credentials and advance to higher levels of education and employment. 

Career Pathway Map - An online or paper map of how occupations connect to one another and what education and training is needed to prepare students or job seekers for occupations. 

Sector Partnership - An industry-specific regional partnership led by industry in partnership with public partners. 

Public Partners - A regional group of non-industry partners engaged in a sector partnership who work together to develop a coordinated response to the needs of industry. Partners include decision makers in workforce development, secondary education, post-secondary education, human services, vocational rehabilitation, and other community partners. 

Industry-defined competencies - The specific knowledge, skills and abilities that industry leaders have collectively identified as being critical to performing a specific occupation or group of occupations effectively. These competencies are both foundational and task specific. 

Work-based Learning - A critical component of career pathway programs is work-based learning. Embedding work-based learning opportunities into the context of a guided program that comes with supportive services and yields stackable credentials creates the best outcomes for job seekers. This component is critical enough that it requires a specialized focus in this state plan. Colorado’s labor market is evolving faster than ever, demanding a labor force with a flexible and continuous approach to developing and upgrading skills. Addressing the evolving needs of businesses and ensuring Coloradans have pathways to the middle class requires: 

• Ongoing learning and skill development opportunities for individuals 
• Building and leveraging cross-sector public-private partnerships 
• Support for the education and training system in the development of stackable credentials aligned with the demands of industry 

We know that one of the most effective ways to prepare individuals for jobs is to give them real world experience. Work-based learning is a strategy that combines skill development with real world training opportunities. Apprenticeships and other work-based learning activities create opportunities for youth and adults to develop the skills needed to succeed. 

Colorado has designed a Work-based Learning Continuum that illustrates the variety of work-based learning activities that can be pursued, as well as the dynamics of which activities are housed primarily within educational entities, which are located on a job site. As practitioners have begun utilizing this tool, it has brought clarity about the roles of different stakeholders and enhanced communication between the partners. 

The number of initiatives focused on accelerating the creation of work-based learning opportunities continues to grow. To highlight a few of the key initiatives underway in Colorado: 

• On June 23, 2021, Governor Polis signed HB21-1007: State Apprenticeship Agency into law, codifying the state's commitment to increase access to earn-and-learn programs that lead to high quality jobs and to build the talent pipeline that industry needs. In August 2021, CDLE announced the Office of the Future of Work (OFW) will lead the implementation of HB21-1007 and the apprenticeship expansion efforts currently funded through CDLE’s federal discretionary apprenticeship expansion grants. The OFW also administers the CO Apprenticeship Resource Directory established by SB 19-171 and the Apprenticeship K12 Contact Directory established in SB20-081. These resources provide job seekers, workforce staff, employers, RAP sponsors, and other stakeholders with timely and accurate information about apprenticeship programs in their areas.  
• Registered apprenticeship programs (RAPs) through the National Registered Apprenticeship System, are working to expand the types of occupations and the number of opportunities in high demand fields. USDOL has recognized Colorado’s leadership in RA growth by awarding the State Apprenticeship Expansion (SAE) continuation grant ($1,089,989) in June 2018, the Apprenticeship State Expansion (ASE) grant ($1,356,234.35) in July 2019, the State Apprenticeship Expansion 2020 (SAE2020) grant ($450,000), and the State Apprenticeship Expansion, Equity,  Innovation (SAEEI) grant in July 2021 ($10,000,000), and the State Apprenticeship Expansion Formula Grant in 2023 . Through the department’s expansion efforts, the apprenticeship grants have significantly increased the number and industry diversification of RAPs. Expansion grants have placed over 1,782 participants in registered apprenticeship programs, pre-apprenticeships, and youth apprenticeship programs. Colorado is committed to co-enrollment between WIOA and apprenticeship grants where appropriate, and increasing the use of WIOA funds for registered apprenticeship activities.
• Youth registered apprenticeship (YRAP) and quality pre-apprenticeship programs for high school youth continue to expand. Two national apprenticeship intermediaries, CareerWise and the National Restaurant Association Education Foundation, were awarded federal Youth Apprenticeship Readiness Grants (YARG) in 2020. These entities collaborate with the CO Department of Labor and Employment and the state’s Apprenticeship Hub to align resources and identify local employers interested in partnership.
• Senate Bill 22-140 charged CDLE to provide experiential learning opportunities to youth and adults through partnerships with businesses and colleges that facilitate hands-on real-life work experience and training for skills development. Monetary incentives will be given to employers that provide these high quality WBL opportunities. The program is intended to assist the following target populations: Less than 150% Federal Poverty Level, 50+, Incarcerated or formerly incarcerated, Veterans, Individuals with Disabilities, Immigrants, ESL learners, Low level of literacy, Rural Areas, Homeless, Youth (16-24). Work based learning activities that may be eligible for the incentives include the following: Job shadowing, Internship, Externship, Pre- apprenticeships, Apprenticeships, Residencies, and Incumbent Worker Training. This $3,000,000 grant is active January 6, 2023 through June 30, 2024 with $2,643,954 available for incentives. The employer incentives will be coordinated through work-based learning intermediaries. An intermediary may be a chamber of commerce, a nonprofit, an industry association, a local workforce area, a registered apprenticeship program, or a local government entity.
• Considering Youth Of Color - Apprenticeships are a useful tool for enhancing youth development and improving employment prospects for youth of color. Apprenticeships have been shown to help participants obtain high-wage jobs with career potential (Reed et al. 2011; Workforce Training and Education Coordinating Board 2014). Though a general expanding of apprenticeship does not guarantee slots for youth of color, targeting the initiatives in urban cities will enhance their opportunities significantly. Moreover, using apprenticeship to widen routes to rewarding careers is likely to do most for those who have not thrived in a pure classroom-based system, including large numbers of low-income youth of color.

Finally, Colorado has created a definition of a Thriving Work-Based Learning Community. This concept is defined as a community that understands the problems plaguing their talent pipeline, recognizes the value in business-led work-based learning as a solution, and works collaboratively to effect systemic change. Work-based Learning Communities can exist in one of four phases: Exploring, Emerging, Demonstrating, and Thriving. The phase a specific community is in, is based on the activities that are in place across seven domains: Leadership, Needs Analysis, Asset Mapping, Stakeholders, Resources, Communications, and Evaluation. Financial resources are being devoted to local communities seeking to build the infrastructure necessary to make this work happen. 

Two-Generation Approaches 

Career Pathway Programs are also more sustainable and effective for job seekers when a two-generation approach is taken and the entire family is served through programming and relevant resources. Colorado joined an NGA Policy Academy on two-generation strategies in 2017 and has created a state guide that supports the implementation of best practices. Workforce Development Boards are encouraged to consider two-generation approaches within their programs to design partnerships with other agencies and service providers that can seamlessly meet the needs of the whole family. 

Early Childhood Education 

A component of two-generation approaches often involves meeting the childcare needs of children ages 0 - 5. When a parent does not have a trusted, affordable provider of care for their children, they cannot engage effectively in work, education, or training programs. Research has also shown that use of paid early care and education is highly correlated with women’s labor force participation.  In Colorado alone, more than $640 million in direct output is generated within the child care sector. The industry is estimated to support about $720 million in additional indirect and induced output in other industry sectors, for an estimated combined total of $1.4 billion in output in Colorado’s Economy. Yet, many communities do not have adequate childcare space available due in part to a lack of access to an effective, consistent childcare workforce in whom families can place their trust, and with whom young children can thrive. The lack of affordable childcare has become an economic issue in Colorado, as it is a contributing factor to the supply issue that companies are facing for talent. 

Solutions are best designed by local communities that take into account the unique circumstances of an area. Workforce Development Boards are encouraged to partner with Early Childhood Councils and local programs to examine ways they can impact this issue in their community. Colorado’s Early Childhood Workforce 2020 Plan specifically names local boards as potential partners in the efforts to recruit and retain a high quality workforce. Starting in 2023, the Colorado Department of Early Childhood and the Early Childhood Leadership Commission, in partnership with Early Milestones Colorado, began updating and expanding upon the Early Childhood Workforce 2020 Plan. The new plan will take a broad view of the early childhood workforce including home visiting, early childhood mental health, and early intervention. CDEC’s Division of Early Childhood Workforce is also spearheading interagency efforts to recruit and retain diverse early childhood professionals, and will be an asset in supporting local, regional and statewide efforts to build the child care workforce that supports the broader Colorado workforce. 

Employment First 

Career Pathways will fall short of meeting the talent needs in Colorado if they are not available to all potential employees, including individuals with disabilities. Colorado has enhanced its focus on mobilizing the untapped talent of individuals with disabilities by enacting state legislation regarding the concept of Employment First for people with disabilities. Employment First for people with disabilities is based upon the premise that all people, including people with the most significant disabilities, are capable of full participation in employment and community life. It includes: 

• The prioritization of employment as the first and preferred outcome for all working-age persons with disabilities, regardless of level of disability; 
• A state-level systems change framework, resulting in increased, successful employment outcomes for people with disabilities; 
• The alignment of employment-related policies, service delivery practices, and service funding structures between state agencies; and 
• Promoting employment as defined by Workforce Innovation and Opportunity Act language describing Competitive Integrated Employment (employment within businesses typically found in the community with regular compensation, the same opportunities for advancement and interaction with nondisabled coworkers to the same extent as other employees in comparable positions interact, i.e., a fully integrated workplace). 

In 2016, the Employment First Advisory Partnership (EFAP) was established through SB16-077, representing a multi-disciplinary state team with a focus on implementing the Employment First approach for people with disabilities with fidelity through the alignment of policies, coordination of resources, and updating of service delivery models to facilitate increased integrated employment outcomes for people with disabilities, including people with the most significant disabilities. 

A strategic plan was released by the partnership that includes recommendations for actions that the state and local communities can take to make Employment First for people with disabilities a reality throughout Colorado. Several of these recommendations have already been acted on:

• SB18-145 Implement Employment First Recommendations
  • Established certification requirements for supported employment professionals
  • Established data collection requirements to better understand the utilization of subminimum wage and group employment, as well as hours individuals with disabilities are working and at what wages
• SB21-039 Elimination of Subminimum Wage Employment
  • Section 14(c) of the Fair Labor Standards Act allows some individuals with disabilities to be paid less than minimum wage
  • This bill prohibits this federally legal practice in Colorado no later than July 1, 2025
  • The bill also increased access to benefits counseling, supported employment,  job coaching, and job development through Medicaid waivers under the Department of Hea;th Care Policy and Financing
  • By July 2023 all subminimum wage employment of Coloradans with disabilities had been eliminated
• SB21-095 Sunset Employment First Advisory Partnership
  • Continued the Employment First Advisory Partnership indefinitely under the State Rehabilitation Council at the Division of Vocational Rehabilitation at the Department of Labor and Employment
  • Established a disability hiring preference pilot at the Colorado Department of Labor and Employment modeled after the veterans hiring preference
• A 2023 budget request established a temporary position in the Division of Vocational Rehabilitation at the Department of Labor and Employment to collaborate with state agencies to make recommendations on additional ways the state can reduce barriers to employment for Coloradans with disabilities

As state and local plans and programs are developed, these concepts should be taken into consideration in order to design the best workforce system possible that works for all Coloradans. 

2. Describe the strategies the State will use to align the core programs, any Combined State Plan partner programs included in this Plan, required and optional one-stop partner programs, and any other resources available to the State to achieve fully integrated customer services consistent with the strategic vision and goals described above.  Also describe strategies to strengthen workforce development activities in regard to weaknesses identified in section II(a)(2). 

The CWDC’s adopted value of Integration speaks to the understanding that multiple sectors and organizations must work together to achieve the vision outlined in this plan. Colorado’s talent development network relies upon the structures that exist within the CWDC to coordinate action and maintain alignment on an ongoing basis. These structures include the leadership of all core programs being active in the state council; steering committees that include staff from all core programs; and statewide alignment meetings that include local and state leaders from all core programs. The Education and Training Steering Committee of the CWDC has a leadership role in career pathway efforts, which includes selecting the industries of focus on an annual basis and promoting existing career pathways with all programs. The Committee ensures that information is delivered to customers consistently through workforce centers, adult education providers, TANF and SNAP staff, vocational rehabilitation providers, and other local partners. Technology platforms including My Colorado Journey are promoted through this steering committee so that all programs can access the same resources and provide the best possible experience to customers.

The Advocacy Steering Committee focuses on data analysis and raising awareness of program availability. The Sectors Steering Committee ensures that all work in the ecosystem is business-led and demand driven. The work of these committees largely emphasizes human connections and strengthens the relationship, as well as goal alignment, of all core and required programs under WIOA. As a state we are also focused on enhancing the technology environment of the talent development network so that programs are better connected. There are multiple modernization efforts underway to update the state’s labor exchange and the case management systems for titles I, III, and IV. These projects include a focus on interoperability so that information can be shared across systems for the benefit of consolidated reporting and a streamlined customer experience.  The details on these processes can be shared in updates to this four-year plan as vendor agreements are finalized and development work gets underway. 

 As new federal and state legislation is passed, the system incorporates new approaches and communicates with task forces to create the best results for the state. Moving forward, the coordination with new federal acts and the state laws referenced below is critical.

Infrastructure Investment and Jobs Act - Colorado has implemented a collaborative approach across local governments, the public workforce system, and multiple state agencies to ensure we have a prepared workforce to implement new projects funded by this act. During 2023 the CWDC worked with the Department of Local Affairs and the Office of Economic Development and International Trade to hold IIJA Summits in all regions of Colorado. These events encouraged communities to build a local team to plan for, win funding for, and implement critical investments; while focusing on collaboration across the public, non-profit and civic sectors. State experts also shared the most recent information on statewide resources and supports for planning successful projects. The CWDC further augmented this work by supporting the creation of a data dashboard that is tracking all investments in Colorado through IIJA and their workforce implications. This dashboard can be viewed publicly.  

Significant projects include: 

• Roads and bridges
  • Colorado is expected to receive approximately $4 billion over five years in federal funding for highways and bridges. To date, $1.5 billion has been announced in Colorado for roads, bridges, roadway safety, and major projects. 
• Internet
  • High-speed internet is necessary for Coloradans to do their jobs, participate in school, access health care, and stay connected. Yet nearly 16% of Coloradans do not have an internet subscription. 

The Colorado Broadband Office (CBO) and the Office of Future Work (OFW), a Colorado Department of Labor and Employment division, have jointly unveiled their plans to tackle a major obstacle hindering broadband deployment across the state. The Broadband Workforce Plan is vital to successfully distributing $826.5 million from the federal Broadband, Equity, Access and Deployment (BEAD) funding program.

Over the next five to seven years, BEAD-funded projects will create more than 3,000 jobs in Colorado. By 2026, the BEAD program will create about 2,000 construction and 1,600 telecommunications jobs. Colorado will join 49 states and six U.S. territories to find and train workers for these jobs.

As the Colorado Broadband Office deploys broadband infrastructure, the Digital Equity Team will implement the Colorado Digital Access Plan, building a digital inclusion ecosystem that will increase broadband adoption for low-income households, aging populations, incarcerated individuals, veterans, people with disabilities, people with language barriers, racial and ethnic minorities, and rural inhabitants. Within the plan, defined measurable objectives address the digital divide for these populations. In November 2022, the Office of the Future of Work received $897,000 in Digital Equity Act planning funds. Since then, the Digital Equity Team heard from over 15,000 Coloradans through surveys and listening sessions, and invested more than half a million dollars into Colorado community organizations and companies to shape Colorado's first Digital Access Plan. 

CHIPS and Science Act - This investment is expected to support Colorado to: 

• strengthen manufacturing, supply chains, and national security;
• invest in regional innovation and technology hubs - create jobs, spur regional economic development, and position communities to lead in high-growth, high-wage sectors such as artificial intelligence, advanced manufacturing, and clean energy technology
• provide Science, technology, engineering, and mathematics (STEM) education and workforce development activities
• support learners, educators, and researchers at minority-serving and emerging research institutions and in rural communities, as well as broaden participation to include people of all backgrounds and experiences, driving the creation of a STEM ecosystem
• boost semiconductor research, development, and production, ensuring leadership in the technology that forms the foundation of everything from automobiles to household appliances to defense systems.
• the workforce of the future to keep the United States the leader in the industries of tomorrow, including nanotechnology, clean energy, quantum computing, and artificial intelligence.  

The spirit of collaboration that exists has already created new partnerships leading to Tech Hub applications and the designation of Colorado as a Tech Hub for Quantum. Success in technology is dependent upon a quality workforce, and the strengths of the workforce system are being utilized to analyze data, develop career pathways, and expand the talent pipeline for these emerging and growing fields.

Inflation Reduction Act -  This historic commitment to build a new clean energy economy, powered by American innovators, American workers, and American manufacturers, is already creating demand for new jobs in Colorado. Companies who work in wind and solar energy are expanding their operations and adding workers to meet demand. The public workforce system is partnering with these employers to find individuals and equip them with the needed skills for success. The state incorporated IRA occupation demand data into the dashboard that also includes IIJA occupation demand data.

Colorado House Bill 22-1215 - This legislation created the Secondary, Postsecondary and Work-Based Learning Integration Task Force charged with developing and recommending policies, laws and rules to support the equitable and sustainable expansion and alignment of programs that integrate secondary, postsecondary, and work-based learning opportunities in every region of the state. The primary responsibilities of the Task Force was to coordinate the Education Leadership Council and the State Workforce Development Council in completing its duties. Together,  policy recommendations were made to increase the number, coordination, and collaboration of these programs to expand innovative postsecondary and workforce credential options and career pathways available through secondary, postsecondary, and work-based learning integration programs, with a focus on career pathways leading to credentials associated with high-need, in-demand, high-value businesses and industries. The Task Force has worked to identify boundaries between key transition points along the learner-to-worker journey and create a singular, more flexible system so that Colorado Youth by the time they turn 21 years of age, have no-cost access to in-demand industry credential attainment, college credit that is part of and defied post-secondary workforce readiness (PWR) pathways, and high-quality work-based learning (WBL) opportunities. The Task Force released its Final Report in December 2023.

Colorado State Bill 22-140 - This legislation expands experiential learning opportunities through relationships with employers, and, in connection therewith, establishing a work-based learning incentive program, a digital navigation program, a career-aligned English as a second language program, a global talent task force to study in-demand occupations, and making an appropriation.

Colorado House Bill 21-1150 - This legislation created the Office of New Americans in Colorado’s Department of Labor and Employment. The bill expands the work of the New American Integration Initiative which launched in November of 2019. The bill requires the implementation of a statewide strategy to facilitate economic stability and promote successful economic, social, linguistic, and cultural integration by investing in the success of immigrants in Colorado. Populations served include refugees, asylees, Special Immigrant Visa holders, victims of trafficking, Deferred Action for Childhood Arrival (DACA) recipients, and all other immigrants and aspiring citizens seeking opportunity, safety, and/or reunification with their families. 

Colorado House Bill 21-1007 - This legislation created the State Apprenticeship Agency (SAA) and codified the state’s commitment to increase access to earn-and-learn programs that lead to high quality jobs and to build the talent pipeline that industry needs. 

Colorado State Bill 23-051 - This legislation codifies the relationship between the SAA and the Office of the Future of Work and the establishment of two industry committees on the advisory State Apprenticeship Council to address both the Building and Construction Trades and New and Emerging Industries.

HB 21-1007 and SB 23-051 ensure the quality of the registered apprenticeship system, by overseeing the registration and compliance with federal and state laws and providing technical assistance to ensure the return on investment for apprentices and employers. Moreover, the legislation accelerates high-quality apprenticeship growth, especially in in-demand occupations and focuses on increasing equity in apprenticeship, through policies, funding, and systems to ensure all Coloradans have access to high-quality career pathways through apprenticeship. The State Apprenticeship Agency was formally launched in July 2023.

In addition to legislated activities, Colorado’s talent development network is attuned to emerging issues and demographic trends that require a workforce response. Throughout 2023 Colorado has experienced an increase in individuals coming to the state from other countries, commonly referred to as migrants. In order to support those seeking employment, and work authorization in the United States, Colorado affirms what can be provided through federal funds. 

Individuals without work authorization can receive Wagner-Peyser (WP) services through our public workforce centers. The Career Services that an individual may receive through Wagner-Peyser services include, but are not limited,to the following: 

• Assistance with resume preparation
• Assistance with career exploration
• Assistance with understanding the competitive job market through job analysis and labor market data analysis
• Assessment Tools: Skill Assessment, Aptitude Assessment, Personality Assessment, Interest Profiler Assessment, and Upskilling Assessment
• Attending work readiness workshops such as interviewing, job search, resume writing, networking, salary negotiation, LinkedIn, etc.
• Assistance with employment service or employment related law complaints

Individuals without work authorization may not receive referrals to job openings. As new guidance is received from federal partners, such as TEGL 10-23 that was issued after the public comment period on this plan had already closed, Colorado develops or updates fact sheets so that staff in all programs can act on the best and latest information. For newcomers to Colorado, the Office of New Americans has established a specific outreach network of organizations and employers that is used to quickly disseminate information about allowable activities and opportunities to support individuals with or without work authorization. 

Mitigating Weakness

Five weaknesses were identified previously in this document that can be summarized as:

1. Technology
2. Staff training
3. Equity and diversity of customers
4. Role definition
5. Service delivery efficiency

Steps are planned to address each of these weaknesses during the implementation phase of this four-year plan. Technology and service delivery efficiency are being addressed through the modernization of the state labor exchange and the case management system for Titles I and III. The new vendors will provide robust solutions that will increase partnerships across other programs as well through connected data sources. Efforts are also underway to update the ETPL platform so that it is both easier to navigate for customers and better connected to existing tools. Role definition and staff training are being addressed through monthly system alignment meetings that began in 2024 and through a structured technical assistance program and schedule of statewide training events. The training will be delivered in partnership with the Rocky Mountain Workforce Development Association and includes events for all system staff and dedicated training for business services, career services, and youth program staff. These events are done in connection with title II and IV staff as well as with human services program partners.

Finally, the equity and diversity of customers will be directly addressed through the strategic priority on equity. Expanding Colorado’s Talent Equity Agenda will identify strategies to support various populations and integrate the most appropriate services into existing work.