HomeMy WebLinkAbout03/20/2024 - Economic Advisory Board - AGENDA - Regular Meeting
Economic Advisory Board
REGULAR MEETING
March 20, 2024, 4:00 p.m. - 6:00 p.m.
HYBRID MEETING OPTIONS
Physical Location: CIC Room @ 300 LaPorte Ave.
Virtual option via Zoom: https://us02web.zoom.us/j/84688470753
1. CALL TO ORDER
2. ROLL CALL
3. AGENDA REVIEW
4. CITIZEN PARTICIPATION
5. APPROVAL OF MINUTES
6. NEW BUSINESS
a. Small Business Ecosystem Overview & Multicultural Business & Entrepreneur
Center (MBEC) Update
i. Shannon Hein, City Economic Health Manager
ii. Presentation and Q&A Discussion – 45 minutes
BREAK FOR DINNER (~5 min break)
b. NoCo Works Update
i. Kelsey Baun, NoCo Works Project Manager and Jillian Fresa, City
Economic Health Manager (NoCo Works Steering Committee Member)
ii. Presentation and Q&A Discussion – 45 minutes
7. UNFINISHED BUSINESS
a. IEDC AEDO Letter of Support
8. BOARD MEMBER REPORTS
9. OTHER BUSINESS
10. ADJOURNMENT
02/21/2024 – AGENDA
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Economic Advisory Board
REGULAR MEETING
Wednesday, February 21, 2024 – 4:00 PM
300 LaPorte Avenue, Council Information Center
1. CALL TO ORDER: 4:05 PM
2. ROLL CALL
a. Board Members Present –
• Denny Coleman
• Thierry Dossou
• Erin Gray
• John Parks
• Braulio Rojas
• Richard Waal
• Renee Walkup
•
b. Board Members Absent –
• Mistene Nugent
c. Staff Members Present –
• Jillian Fresa, Economic Health Manager, Economic Health Office
• Erin Sporer, Business Support, Economic Health Office
• Brittany Depew, Homelessness Lead Specialist, Social Sustainability
• Kat Hart, Economic Specialist, Economic Health Office
d. Guest(s) –
3. AGENDA REVIEW
4. CITIZEN PARTICIPATION
5. APPROVAL OF MINUTES
a. Renee motioned and Richard seconded to approve the January minutes.
Motion carried unanimously. 7-0.
6. UNFINISHED BUSINESS
7. NEW BUSINESS
a. Homelessness and Businesses Conversation
• State and local conditions
• An estimated 10,000 people are homeless on a given night.
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• Local context 2023 Q4
• 530 people experiencing chronic homelessness.
• 2,955 people enrolled in supportive services.
• 42 people who had been chronically homeless were permanently
housed.
• In 2023 135 people experiencing chronic homelessness housed;
decreased 16% (unique to Fort Collins – not a trend statewide)
• City does:
• Funding and support for homelessness prevention programs,
convene partners to address systemic issues, research best
practices, enforcement/compliance/oversight, respond to resident
and business concerns, emergency weather shelter plan activation.
• City does not:
• Own and operate shelter, provide direct homeless services, provide
housing vouchers to people experiencing homelessness, conduct
street outreach, provide mental or behavioral health services.
• Current projects:
• Seasonal overflow shelter, countywide strategic plan, tactical team,
future 24/7 shelter, Homeless Outreach and Proactive Engagement
(HOPE) Team, extreme heat response plan, alternatives to shelter,
camp cleanup pilot, and community hot breakfast.
• HOPE Team
• Out of police services
• Tasked with any police-oriented response to homelessness, build
trust and relationships, proactive work, walk streets, engage with
folks, and educate about services.
• Been a wonderful asset.
• Not enforcement first
• Tactical Team
• Tactical Team lives between coordination/policy and
cleanup/enforcement
• Made up of
• City of Fort Collins: park rangers, uniformed officers,
Transfort officers, HOPE team, and recreation.
• external partners: Outreach Fort Collins, Poudre Fire
Authority, and Larimer County
• Meet every week to decide and assign what needs to happen.
• Urgent rapid response, people centered and housing first, hot spots
and mitigation, and weekly cleanups.
• Collaboration is critical.
• Future 24/7 shelter
• Not a City project but an interest
• Operated by Fort Collin Rescue Mission
• City’s role: regulatory and funding
• Entered development process Nov 2023, target open date Nov 2025
• 200 beds for men, day shelter, and other services.
• 1311 N. College (Hibdon & Mason)
• Owned by Bohemian Foundation
• Outreach Fort Collins (OFC)
• Street based outreach program that serves as a mobile response
team to address and deescalate disruptive behaviors.
• Not City owned/run.
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• Group of social workers: don’t kick people out, write tickets, or
enforce.
• Proactively engaged clients who are at risk of or currently
experiencing homelessness.
• You can call them if you are feeling unsafe but nothing illegal is
occurring. If something illegal is occurring call the police. Police can
decide if it is illegal or not and dispatch OFC if needed.
• Tensions and challenges
• Natural spaces
• Maintaining safe and accessible spaces for all residents.
• Visibility
• The visibility of unsheltered homelessness can lead to rushed
solutions.
• Housing first
• Housing first challenges in a community with high cost of
living, balance with harm reduction
• Strategy
• Aligning partners to shared goals and outcomes.
• Assumptions
• Root cause of homelessness, response system, and
enforcement.
Questions
• Of those unsheltered, was it because the shelters were full?
• Shelters are full 100% of the time. We don’t have enough shelter
space for the current population. It is an interesting time to do this
count because people are more comfortable to be unsheltered in the
summer.
• Is the HOPE team made of actual police offers or social workers?
• They are uniformed police officers. Their badge says HOPE. They
have training in trauma, negotiation, and counseling type of police
work.
• Is that their full-time job?
• Yes, the team does not operate 24/7 so if there is a 2am call, it is
not going to be the HOPE Team, but they do operate 6 days a week.
It is their full-time assignment.
• Do we know what the root cause of homelessness is in Fort Collins?
• When we look at root causes, there are so many. How many
systems have failed a person to lead to it? Substance is often not a
cause but a result of homelessness. It can lead to it, but they fall into
addiction because of homelessness. For women a lot of time it is
because they are fleeing domestic violence and abuse. The final
straw for a most folks is a loss of community. For example, divorce
or medical bankruptcy; there are no more safety nets or people they
can rely on.
• Do we have a path to get them back into the workforce?
• Yes, but any sort of path like that is their choice. There is no
mandatory requirements in these services. Our main services offer
employment services and workforce skill development. There are
also services through the VA for veterans. So yes, but it is an
optional path if they want to. Some businesses in town specifically
work with shelters to hire like Ginger and Baker and the Union. It is
not a formal program.
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• We always hear about how the men are being housed, what about the
women and families. Where are they going and what facilities are
available to them?
• There are a couple of options. For men, there is the Rescue Mission
which has 41 beds and we added 70 for the winter. For women and
families, the needs are different. Catholic Charities has an
emergency shelter near New Belgium which has rooms for families
and bunks for women. The Crossroads Safe House is available for
those fleeing from abuse. It is open to men, women, and families.
The Family Housing network is not a shelter, but they do have 7
rooms/two houses on Sherwood for families that are transitioning
into permanent housing. Typically, they can get into permanent
housing within 6 months.
• How do we reach Outreach? Is there an app?
• That is a wonderful idea. They have a website that has all their
information. They also have a phone number, 970 -658-0088.
• Can you talk a bit about the unhoused residents vs the unhouse transients
and how they are treated differently?
• It is incredibly hard data to know. It is all self-reported data. Close to
80% of people are from Larimer County that are homeless and using
services. Out of state is 5-6% but I think the amount of people that
leave and go to other communities is about the same. They believe
transient in and out is close to 1:1. People who are more transient
don’t seek services or stay for long. If you ask someone where they
are from, you don’t know what they are basing it on ; was it where
they were born, where they grew up, or where they have been for
the past 6 months.
• Regarding your statement about asking 20 times and someone not
wanting help but then you ask one more time and they say yes. In New
York City they are not waiting for a yes. They just remove them. Do you
know if that program is working?
• New York is a right to shelter state. Nobody can be turned away
from a shelter. I am not familiar with their housing process, but I
know it is a billion-dollar system.
• Wondering if not taking no as an answer has been successful. If someone
is in a certain situation, they might not know what is best for them. I know
they have civil rights and have a choice so you can go both ways on that.
• We operate under a housing first framework. You would always take
no for an answer. That person is the expert in their own life. If the
answer is no, it’s no. That is the general practice you will see. We do
have conversations about repeat offenders but that is a very small
percentage, however that one can be the most disruptive. There is
no simple answer. Do we keep moving the same camp or take no
every week? Is there a way off that? Under our philosophy, we
would take no for an answer. We don’t have an alternative; we don’t
have a house for them.
• What are your thoughts on how to address the affordable housing issue.
How are other cities addressing that challenge?
• The Land Use Code. Some suggested updates could help us get to
that. If we don’t have density, you won’t have affordable housing. It
won’t solve it. An affordable one bed could be $1,300 or
$1,400/month and that is not affordable for a lot of people, and they
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need more than one bedroom. Landlord engagement is happening
but if someone has a voucher, they can use it anywhere. It doesn’t
have to be a certain company or catalyst project. You get housing
vouchers through the housing authority, and they pay part of your
rent for life. You can take it with you if you move to a different state.
If the apartment is above market rate, you can’t use a voucher and
most apartments here are. If the voucher is not being used, it
expires. Even if we build affordable housing, affordable for who?
Vouchers and landlords are a promising area and there is a lot
happening in this space, but nothing has moved forward.
• It could be a huge cost reduction savings in emergency services, could
that money be used to address it?
• It is estimated to cost about $38,000 per person who is unhoused
using those services. It would be a huge cost saving to house
people but that is saving tax dollars so I am not sure how that would
work.
• Are you looking at empty buildings to convert into housing?
• We don’t really have empty buildings. We have explored it but there
is not a lot of inventory. One thing that gets in the way of that is
zoning. For places that are zoned for housing there is not a lot of
stock. There is talk about converting hotels, but it would not be a
project that is led by the City. There is not a lot of return on
investment. Between inventory and developers there is not a lot of
funding to do it. To change zoning, you must change the code which
can be too expensive.
• Is CSU involved or collaborating?
• Yes and no. I wouldn’t say we work super closely. CSU Police is a
strong partner and are part of the weekly tactical team. CSU as a
bigger entity talked about student, staff, and faculty affordable
housing and a safe parking program which would allow for people to
legally sleep in their vehicles (which did not get approved at its final
level). There is some student help. They have 10 -15 units that are
partially paid for, for unhoused students. There are some restrictions
with our occupancy ordinances, and it is more than that, but they are
having conversations.
• Curious where you got the data that states substance is a result not a
cause of homelessness.
• I don’t know the numbers specifically but that is based on national
trends. It does cause it sometimes but the rations and how people
fall into it is based on HUD nationwide.
• You mentioned that land use and the Land Use Code can have an impact
on homelessness. What are the specifics that would help reduce
homelessness and were those included in the last rendition? What are you
tracking at state level and what do/don’t you support?
• The longer someone is homeless the harder it is to house them. The
Land Use Code addresses density (duplexes, accessory dwellings)
and those type of units are typically lower cost. I am not sure how it
ties into the State Codes but in theory allowing homes to have
second unites could have an immediate impact on homelessness.
Some could still charge more for those units. Many people in the
shelters have jobs but can’t afford to get an apartment. More density
leads to fewer people becoming unhoused; the more housing
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choices we have, the more people that can be housed.
• The board requested more data however it can be hard to track the type of
index they were requesting. There will not be no homelessness ever. The
goal is that nobody is homeless for more than 30 days and can be put into
housing.
• How many section 8 vouchers does the City get on an annual basis?
• Hundreds but the City does not handle them. The process is
cumbersome.
• From a food standpoint, do you have a relationship with the FOCO Café?
• I would say so. I think not only are we lucky to have so many non-
profits, but we also have a lot of collaboration with them. The tactical
teams host breakfast every month with services and resources they
can connect to. Sometimes the FOCO Café hosts. There is overlap
with them and other partners as well.
b. International Economic Development Council (IEDC) Accredited
Economic Development Organization (AEDO) Update
• Awarded to highest performing economic development organizations.
• 70 organizations have it right now.
• Only other place in CO that has it is Arvada.
• Benefits: continual improvement process for department, increased
credibility for business attraction efforts, stability during leadership
transitions, organization of key department documents to make grant
applications and reporting easier, talent recruitment tool, and showcases
we are a high performing team.
• Department has received other awards from IEDC and EDCC.
• Process
• Documentation and review
• 17 defined categories they want to see documentation on
• Does this organization have the resources necessary to
accomplish their defined goals?
• Not pass or fail.
• Site visit
• Team who reviewed documentation will visit Fort Collins for 2
days.
• Will meet with community stakeholders for interviews.
• Does this organization have all the community relationships
and working environment to accomplish their defined goals?
• 3 year re-accreditation cycle
• The first cycle is documentation only.
• The second cycle is documentation and site visit.
• Best practices learned from other AEDO is to continually update the
documents to make re accreditation easier.
• Cycle to cycle IEDC can shift which priorities they are emphasizing.
• Timeline
• Q1: gather existing and create documentation, early stakeholder
engagement.
• Q2: April application target, provide supplemental information
requested, secondary stakeholder engagement.
• Q3: late July/early August target for site visit (sept award target)
• Q4: community celebration at Business Appreciation Celebration.
• Needs support letters for application.
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Questions
• Once we get the accreditation, will SeonAh be involved accrediting others
around the country or in Colorado? Where will she be going? It could be
beneficial for some role modeling.
o We don’t know just like we don’t know who will accredit us yet. It is
based on scheduling, but it will most likely be domestic.
• Is it the City of Fort Collins or your department that gets accredited?
o Our department, specifically, the Economic Health Office.
• How are you going to measure if this is a successful accreditation that you
want to renew? Have you put in parameters to say this is worth our time
and effort vs just a piece of paper?
o One will be what kind of information and feedback we get from this
process. It is supposed to be a process improvement. Other things
will be what did we get invited to, what is the feedback on our current
programs and how valuable was it?
• Did you already learn what you want to improve?
o We have already seen a lot of things we can do better in terms of
metrics and tracking. We have a lot of data. I am working with Katie
to get some good metrics going.
• Are there any costs associated?
o The application fee is $300, and the actual accreditation fee is about
$3,000/ 3 years.
• The board thought it was worthwhile and was interested in a letter of
support.
• Barulio motions and Denny seconds to draft a letter for support of
accreditation. Motion passes 7-0.
• Denny has offered to provide input during the process.
• Kat mentioned they would be awarded at the conference in Denver in
September. Highly recommended anyone attend if they have time or are
interested as it is a comprehensive conference.
8. BOARD MEMBER REPORTS
9. STAFF REPORTS
10. OTHER BUSINESS
a. Council Calendar
• Interested topics:
• Would love a presentation on the award the City received on behalf of the
region from the National Science Foundation.
b. Questions/Interest/Update
• Mayor Arndt will be the Council Liaison for EAB
• The Chair and Vice Chair want to meet with her.
• EAB will have 3 new members in April – this might be a good time to invite the
Council Liaison.
• Beijing Noodle was awarded as one of the top 10 places to eat in the nation.
11. ADJOURNMENT
a. (5:45 PM)
Minutes approved by a vote of the Board/Commission on XX/XX/XX
Headline Copy Goes Here
Shannon Hein
Michael Bussmann
Edgar Ramos
Small Business
Update
Headline Copy Goes Here
2
Small Business Team
Michael Bussmann,
Capital Projects
Business Liaison
Tommy Meritt,
Bilingual
Business Connector
Leisha Talley,
Business Connector
Edgar Ramos,
Sr. Bilingual
Business Connector
Economic Makeup
Headline Copy Goes HereCapital Projects
4
•The impacts related to capital
construction can be manageable
through better project navigation
•The Businesses and the Project
Managers are stakeholders in
good engagement.
•Providing information and
resources is key to success
Headline Copy Goes Here
5
Capital Projects
Major Current Projects
Utilities
•Oak St. Storm Water
Engineering
•Laporte Ave.
•College and Trilby Intersection
Streets
•Harmony Rd.
•Mason St.
•Centre Ave.
Headline Copy Goes Here
6
Capital Projects
Other duties as assigned
•Development Review
•Heavy Hitters
•Linden Street
•Etc …
Headline Copy Goes Here
7
MBEC
•Free business support
•Currently available in English and
Spanish
•No limit on number of appointments
•Funded by the American Rescue Plan
Act (ARPA)
•Includes three Business
Connectors
•Programming
•Alignment with the Economic Health
Strategic Plan and the City Recovery
Plan
Headline Copy Goes Here
8
2023 MBEC Report
2023 TL:DR
• 248 Total Appointments
• 37 Businesses Created
•40% of our customer base are Spanish
monolingual.
Headline Copy Goes Here
9
Internal Work
Internal
navigation
Business
engagement
internal
coordination
Business
Engagement
Executive Team
Restaurant
Roadmap
Barriers to
Business
Lease agreement
education ForFortCollins.com Power of the
P-Card
Headline Copy Goes HereBroader Business Resources
10
Larimer Small Business Development Center
Founded in FoCo
Poudre River Library District Business Librarian
NOCO Biz Connect
Restaurant Roadmap
Outgrow Your Garage
Revolving Loan Fund
Year 1 Review
Kelsey Baun | Regional Talent Program Manager | NoCo Works Project Manager
Jillian Fresa | Economic Health Manager | NoCo Works Steering Committee Member
City of Fort Collins Economic Advisory Board (EAB)
Wednesday, March 20, 2024
Northern Colorado
Mission
To create an effective, efficient,
and aligned talent and
workforce ecosystem for NoCo
that can show measurable
results
Vision
A regional coalition to foster an
inclusive and economically
healthy community
Commitments
1. Streamlining access to resources and services
2. Minimizing duplication of efforts
Elevating best practices and rally support for 3.
existing efforts
Guiding Pillars
1. Support NoCo employers in attracting, retaining
and growing their workforce
2. Support workforce (future and current) in
obtaining and retaining Quality Jobs in NoCo*
3. Support NoCo ecosystem to improve the
prosperity of our talent and workforce systems
NoCo Works History
Formation
•Talent 2.0 (2015-2022)
•Virtual Regional Convening (January 2022, nearly 200 participants)
•Regional “Purple Wall” Facilitation (April 2022, over 50 participants)
•Regional Strategic Alignment Data Dive (Fall 2022)
•B-TAC Business Testing (Fall 2022)
•Memorandum of Understanding (September 2022)
•First NoCo Works Steering Committee Meeting (2.7.2023)
Regionalism Success’s
•Joint Regional Workforce Development Board Meetings
•Workforce Symposium
•Work -based Learning Alliance (NoCo Inspire)
•Sector Partnerships
•REDI (Regional Economic Development Initiative)
•Memorandum of Understanding between Larimer & Weld County
Timeline
NoCo Works Structure
Steering Committee
Organization Representative
City of Fort Collins Jillian Fresa
City of Greeley Ben Snow through May 2023
John Hall
City of Loveland Jack Hill through June 2023
Marcie Willard
Community College - AIMS Nicholas Spezza
*elected co-chair
Community College - FRCC Janel Highfill
Community Foundation of
Northern Colorado
Kristin Todd
Fort Collins Area Chamber Yvonne Myers
Four-Year Education
Institution - UNC
Lyndsey Crum
Four-Year Education
Institution - CSU
Emily Seems
Greeley Area Chamber Jaime Henning
K-12 partner Larimer (large)Tanya Alcaraz
K-12 partner Weld (medium)Michelle Smith
K-12 partner Weld (rural)Becky Langlois
Larimer Workforce
Development Board
Eric Lea
Organization Representative
Employment Services of Weld
County
Karina Amaya-Ragland
Weld Workforce Development
Board
Lisa Taylor
Larimer County Economic &
Workforce Development
Mark Johnston
Hospitality Sector Partnership Randi Johnson & Jeff Brown
Construction Sector
Partnership
Travis Slisher
Healthcare Sector Partnership Anjanette Mosebar
Manufacturing Sector
Partnership
John Sage
Nonprofit Sector Partnership Kim Ackley-Charon
United Way of Larimer County Joy Sullivan
United Way of Weld County Lyle SmitGraybeal
Loveland Chamber of
Commerce
Mindy McCloughan
The Fort Collins Area
Chamber of Commerce
Yvonne Myers
The Weld Trust Doug Elliott
Subcommittees
Theme Definition Actions Participation &
Acknowledgements
Business
Resources
Launched:
July 2023
Provide a one-stop shop with resources,
tangible services, and information to help
local businesses accomplish necessary goals.
- Website taxonomy strategy
development
- Meeting spaces resource list
- Job Board resource list
- Catalogue business service
providers, within specific priority
areas
- Resources for business capital
- 25 members
- 8-person executive team
- survey & data
partnership with NoCo
Redi
- facilitated session at
Workforce Symposium
Economic
Inclusion
Launched:
August 2023
Build accountability structures for NoCo Works to
lead with inclusive practices within this regional
effort. Furthermore, the region aligns with the
desire to provide all community members with
equal access and opportunity to utilize workforce
and talent services, digital literacy, bilingual and
monolingual Spanish upskilling, and reskilling
- Diversity, Equity, Inclusion and
Access(DEIA) Checklists
- Outreach & communication strategies
- Organizing & facilitation strategies
- NoCo Works Inclusion Commitment
Statement
- DEIA Community engagement strategy
- Regional Definitions
- 20+ members across diverse
sectors
- 7-person executive team
- cross-functional
collaboration across
subcommittees
Subcommittees continued…
Theme Definition Actions Participation &
Acknowledgements
External
Barriers
Hired
Consultant:
October
2023
Advocacy and policy reform to address
Transportation, Childcare, and
Housing which affect access to job
opportunities and limit how people can thrive
in the community
- Hired consultant to conduct
an ecosystem analysis
- Interviewed 20 key regional
stakeholders
- Asset mapping of key
organizations & initiatives
- Gap analysis & public policy
activities analysis
- Funding through Weld
County’s United Way Early
Childhood Council
- Fort Collins Area Chamber of
Commerce
- Findings report in Q1 2024
Talent
Pipeline
Launched:
September
2023
Holistic strategy for attracting and
retaining the future workforce, thereby
increasing the labor pool and positively
contributing to the local economy. The
aim is to generate career pathways and
sector talent pipeline models.
- Definitions list
- Development of Sector
Pipeline Toolkit
- Education roadshows
- 9 executive members
- 40 members
- Feedback loop session with
Sector Partnership leadership
- Collaborate with NoCo Redi
for economic & industry data
Subcommittees continued…
Theme Definition Actions Participation &
Acknowledgements
Training &
Development
Launched:
August 2023
Create regional access for businesses to
provide training and development
opportunities for Northern Colorado’s labor
force, including both incumbent employees
and job seekers. This includes upskilling and
reskilling through access to certifications and
credentials, as well as customized soft skills
and technical skills training.
- Culture of Training – educational
roadshow
- Strategic matrix of elevated
categories (*utilizing taxonomy)
- Sustainable strategy for training
& development resource
providers
- Strategy for Business to
Education
relationships/partnerships
- 7 executive members
- 30+ members
- Facilitated two sessions at
Workforce Symposium to 43
businesses
Work -Based
Learning
Merged with
NoCo Inspire:
August 2023
Regional commitment to expanding
internships, pre-apprenticeships,
apprenticeships, on-site career learning
opportunities, and more.
- Two Handshake Events through the
Higher Ed work group, engaging 33
businesses
- K12 WBL Collaborative work group
established two county shared
employer-engagement system
- Apprenticeship celebration attended
by 80 people, Apprenticeship work
group
- WBL educational roadshow sessions
- Merged with the existing
Work -based Learning Alliance
(NoCo Inspire)
- 11 executive members
- Avg attendance of 31, list
serve of 125
The Weld Trust Funding
$75,000 through the end of 2024
Website Development - $50,000
• Develop one-stop shop for business resources and regional engagement
Talent Pipeline - $5,000
•Build and enhance career pathways within our key industries
•Create pipeline tools for the NoCo Sector Partnerships
•Increase labor participation and WIOA enrollment by 5%
Work -based Learning - $10,000
•Expansion of Work-based learning opportunities
•Increase by 5%
External Barriers - $10,000
•Develop a Resource Guide
•Asset Map
•Establish long term regional goals to reduce barriers to employment
What’s next?
2024 Goals
•Publish & distribute the Annual Report
•Roll out Marketing and Communications
•Launch intranet landing page for NoCo Works participants
•NoCo Works calendar
•Host External Barriers Findings Event
•Launch External Barriers subcommittee
•Phase 2 deliverables – develop a resource guide and asset map
•Launch Website – NoCoWorks.com by Q4 2024
•Create a finance committee & pursue ongoing project funding
•Develop Talent pipeline toolkit for regional sectors
How EAB can help?
•Is your company or organization interested in participating?
•Plug into any of the 6 subcommittees
•Spread the word amongst your networks
•Share the Annual Report
•Do you know of any examples of similar, successful initiatives
you’ve seen in other communities that we can learn from?
•Do you know of any local companies that are making positive
contributions in the workforce space?
Thank you!