Narrative: II. a. 2. C.

There is opportunity for stronger coordination and consistency between Partner Programs, through the use of a Common Intake Process and Co–enrollment strategy that will improve efficiencies across the board for all partners. This “any door” approach will enable any job seeker to enter the system with a consistent approach, which will result in seamless transition among Partner Programs and Supportive Services providers. LWC is also engaged in developing a “data warehouse” that will make data sharing more instantaneous and homogenous to all partners.

The situation that has evolved is one of One–Stop Centers being supported primarily by Wagner–Peyser and WIOA Adult, where ever the dwindling resources are forcing service choices to be made based on cost, and not on job–seeker need, or employer demand. LWC will guide LWDAs in leveraging additional Partner Program funding in order to overcome this shortfall.

The capacity of the State’s education and training services varies from region to region and is based on the needs of individuals and funding availability by the LWDA. The State has adopted a Career Pathway approach to address efficiency issues related to how timely and responsive it is in developing plans and entering job–seekers into training. This will allow employers and job–seekers to focus on a stepped approach to earning education and training.

The State is determined to meet the need of “market connection” by identifying and providing "working learners", with greater flexibility and broader opportunities in education and training in order to overcome limited funding. The State’s goal is to develop capacity to assist job–seekers, who find training and education at odds with making a “family sustaining wage.” This can be accomplished through closely managed and leveraged resources.

LWC is quickly building capacity in Business Services through the use of a combination of “Industry Sector Coordinators” and “Business Consultants” One of which focuses on specific industries (chemical, medical, etc.) while the other focuses on providing service to specific employers within an industry. Together they connect with Program Partners who are enrolling, assessing, and providing career and individualized services to job–seekers in order to meet anticipate and meet labor market demands in a timely manner.

LWC’s Apprenticeship Division is working statewide to improve the capacity of the workforce system relative to incorporating Registered Apprenticeship in service design and delivery, as well as to support the emphasis on career pathways. The engagement of State apprenticeship staff with the Office of Apprenticeship in Dallas has also been robust, and we expect that partnership to continue. As noted earlier in this plan, LWC believes Registered Apprenticeship is a model that strikes “…the critical balance between serving individuals and employers in a manner that will produce strategies that in the long run are good for both.”

LWC’s service platform is proven, and is a solid foundation on which to broaden its use. However, there are still challenges with the state’s larger communities and metropolitan areas. These are difficult to serve consistently, due to the varying size of firms and industry concentrations.

Because of the complexity of adopting new laws, in the context of waning budgets and moving industry targets, the State and its LWDAs face a series of strategic challenges to the workforce system both in services to job seekers and employers. Together, these challenges are high, but the opportunities to address these challenges are even greater. The State is building a coalition of Partner Programs, researching and designing support structures, and shall effective address the next stage of The State’s workforce development system through strategic realignment, simplified navigation and an integrated approach to serving all its customers.

LWC’s Office of Workforce Development has realigned staffing and its operational strategy to provide effective guidance and support to Local Workforce Areas identified in the plan, and in support of regional business engagement strategies. One partner, Vocational Rehabilitation Services, has identified human resources as its greatest challenge in meeting the requirements of WIOA. This is due, largely, to current vacancies and attrition. However, the greatest challenge Louisiana faces is the state’s budget deficit. Currently, Louisiana is facing a reported $70 million deficit thru June 30, 2016, and an estimated $700m–1 billion dollars deficit next fiscal year (July 1, 2016–June 30, 2017, Of greatest concern is that the inevitable cuts in services and belt tightening will negatively impact those individuals in which WIOA targets; out of school youth, individuals receiving public assistance, the unemployed, basic skills deficient, and those with significant barriers to employment. The State’s service delivery models are a solid foundation for striking the critical balance between serving individuals and employers in a manner that will produce strategies that in the long run are good for both.