DEPARMENT OF LABOR AND EMPLOYMENT PERFORMANCE PLAN FY 2016-2017 MISSION STATEMENT The mission of the Colorado Department of Labor and Employment (CDLE) is to protect and promote the integrity and vitality of Colorado’s employment environment. This statement encompasses every function of the Department as we serve Colorado’ employers and workers to help our state thrive VISION CDLE’s vision is quality and excellence in all we do, which means fulfilling our mission while providing an exceptional customer experience. By: Consistently delivering exceptional service Building and strengthening stakeholder relationships Continuously improving processes Implementing optimal technology solutions, and Embracing a culture of engagement and accountability Values In order to have quality and excellence in all we do, CDLE is creating a values-based organization. Our core values are: Integrity Excellence Accountability Adaptability Collaboration Teamwork Respect
payment detection Accuracy Management review Federally mandated caseload of total claims reviewed per quarter Q1=120 paid; 123 denied Q1=126 paid; 124 denied Q1=115 paid; 113 denied Q1=120 paid; 115 denied Q2=118 paid; 116 denied Q2=122 paid; 113 denied Q2=127 paid; 118 denied Q2=125 paid; 115denied Q3=118 paid; 123 denied Q3= 122 paid; 127 denied Q3=125 paid; 118 denied Q3=125 paid; 120denied Q4=125 paid; 120 denied Q4= 114 paid; 120 denied Q4= 120 paid; 120 denied Q4= 120 paid; 120 denied Performance Measure Outcome FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Estimate Metric Change Metric Change Metric Change Metric Change Meet or exceed federal performance metrics for First Payment Promptness* National Benchmark >= 87% 87% 0% 87% 0% 87% 0% 87% 0% Actual 76% -7.9% 66.2% -9.8% 81.1% +22.5% *Percent of all 1st payments made within 14/21 days after the week ending date of the first compensable week in the benefit year. Strategic Policy Initiative: Process Improvement
Federal systems are being used to verify legal-immigration status, validate social security numbers, and conduct cross-match audits. In January 2013 we began utilizing the Treasury Offset Program, which allows benefit overpayments caused by unreported earnings and/or fraud to be collected by intercepting federal income-tax returns, which resulted in more than $5 million recovered since its inception BPC began accepting credit-card payments as an additional method for an individual to make a payment towards an overpayment debt. More than $4 million has been recovered. In addition to our collections work internally, state statute enables the UI Division to receive offsets from state tax refunds, lottery winnings, and gaming proceeds on accounts referred to Department of Personnel and Administration’s Central Collection Services. Key Workload Indicators: Number of Weeks Claimed Calendar Year 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Forecast* 2016 Forecast* UI Weeks Claimed 1,562,509 3,673,371 3,386,823 2,692,331 2,345,180 2,082,500 1,869,087 1,849,367 1,890,977 *Forecast assumes moderate growth in the economy. Employment and Training and the Colorado Workforce Development Council Employment and Training includes Workforce Development Programs and the Rural Workforce Consortium. Its mission is to provide administration and delivery of workforce initiatives that enhance Colorado’s economic vitality. The Colorado Workforce Development Council (CWDC) provides leadership and direction for workforce programs and career pathways development in the state. Its mission is to create and sustain a business-led Colorado talent system that appropriately integrates the work of economic development, education, training and workforce development to meet the needs of businesses, students and job-seekers, in creation of and access to a highly competitive workforce. Workforce Development Programs and Rural Workforce Consortium Process In alignment with the strategic direction of the Colorado Workforce Development Council, Workforce Development Programs administers, oversees, disseminates funding, creates policies, and develops virtual technologies to support the statewide network of workforce centers who are primarily responsible for direct services to job seekers. Workforce centers, including those in the Rural Workforce Consortium, offer both one-on-one and self-service options to job seekers, who may choose to access these services on-line through Connecting