Narrative: II. a. 2.

A. The State’s Workforce Development Activities

Each Comprehensive One-Stop Center (includes the presence of all partners) offers an extensive array of services which include for job seekers:

• Outreach, common intake and assessment, orientation and referral to other services.
• Initial and Comprehensive assessment of skills, aptitudes, interests and abilities, both in a self-service and staff assisted service context, based on the specific needs of the job seeker.
• Career Counseling, job search and placement assistance.

• Provision of Labor Market Information by location, region, and national areas – job vacancy listings, information on skills relating to local occupations in demand and the earnings and skill requirements for those occupations.

• Provision of performance information and program cost information on eligible training providers. Provision of information relating to the availability of supportive services such as child care and transportation.

Comprehensive One-Stop Centers offer employers:

• Screening and referral of qualified job candidates.
• Outreach and assistance in developing effective recruiting job orders.
• Access to the State’s “talent bank”.
• Coordination of job fairs and recruitment events.
• Connection with community service organizations and tax credit opportunities.
• Training for Incumbent Workers.
• Connections to Registered Apprenticeship programs.
• Provision of information regarding the availability of OJT and Customized Training, including referral of employers to sources of funding for worker training.
• Coordination with economic development and other programs that assist business.
• Assistance with layoff aversion.

Due to the global pandemic, we have expanded upon the service delivery model to incorporate a more equitable and accessible platform.  This expansion of service delivery has included virtual services,  enhanced customer interaction via multimedia sources, and video conferencing. 

Adult, Dislocated Worker and Youth

The WIOA Title I Adult program provides workforce activities that increase, (particularly for individuals with barriers to employment), the employment, retention, earnings, and attainment of recognized postsecondary credentials of adults age 18 and older, and as a result, improving the quality of the workforce, reducing dependency on public assistance and increasing economic self-sufficiency.

LWC has formally eliminated the sequence of service provision in Title I programs through development of a new service delivery model. The new model connects all partners to clients at any entry point where assessment occurs. The process is further driven by co-enrollment across all active Partner Programs.

LWC, under WIOA codification, and through its policy guidance, clarifies to all partners that participants are not required to pass through multiple layers of assessments and services before entering into training. The state service delivery model has effectively combined core and intensive services into career services, giving all partner staff in One-Stop Centers the flexibility to provide access to training based on assessed need. The redefined service model:

• Provides more flexible training delivery options to meet the needs of low-income individuals.
• Allows Local Workforce Development Boards (LWDBs) to contract directly with colleges or eligible training providers to supply training for high-demand occupations and/or industry sectors.
• Expands reliance beyond Individual Training Accounts and increases flexibility to help local boards use WIOA funds to a better scale.
• LWDBs continue to develop and refine innovative and effective models for obtaining industry-recognized credentials, including:
  • Integrated education and training approaches; career pathways, industry or sector partnerships, including those pertaining to Registered Apprenticeship programs and opportunities.
  • Cohort-based approaches.
  • Evidence-based approaches that reflect best practices including Registered Apprenticeship programs, and
  • Development of interim credentials for longer-term Registered Apprenticeship programs, which Louisiana can do as an “SAA State” (State Apprenticeship Agency).

In addition, LWDBs may use a portion of local funds to fund pay-for-performance contracts as a form of training delivery under Title I, with continuous evaluation of how target populations are chosen, to fairly serve individuals who face barriers to employment and economic success.

LWDBs may consider the full cost of participating in training services, including expenses related to dependent care, transportation and other essential needs for individuals who need additional assistance.

Louisiana uses a broad range of training programs as part of its workforce development strategy. These programs involve collaborating with local boards, companies and education/training providers to improve training.

LWC requires:

Local boards and/or One-Stop operators to specifically report on expenditures for career and training services and on the number of participants who received career and training services. This requirement is specifically designed to make planning and funding decisions more transparent, and to provide better opportunities for public oversight.

Eligible training providers to report results for all of their students for common measures for each program of study, not just participants whose training costs were paid for through the use of WIOA funds, in order to improve transparency of results for programs and for disadvantaged persons.

Adult

The Louisiana Workforce Commission recognizes that for many low-skilled and disadvantaged youth and adults, improved economic opportunity depends on their ability to access education and training necessary to prepare them for college and career success. Evaluation of job training programs for adults finds that postsecondary education, in particular a degree or industry-recognized credential related to in-demand jobs, is the primary determinant of lifetime earnings. Education and training provides opportunities for increasing a family’s financial resources, helps parents stay employed and establishes a solid foundation for the next generation (youth).

Emphasis shall be placed on work based learning strategies that align with business needs. Incorporating Registered Apprenticeship into service design and delivery is one way LWC expects LWDBs to address the middle skill jobs that account for over half of Louisiana’s labor market as noted in an earlier section, and it likewise addresses the need to focus on in-demand occupations and recognized credentials. One way to accomplish this is by having American Job Center staff involved and engaged in screening and assessment for current registered programs.

LWC operates its Adult Training Program to identify workers who currently need or will need higher levels of education to fare better in the labor market to reduce the incidence and duration of unemployment while supporting higher earnings and job stability. Louisiana honors the Title I Priority of Service requirement by leveraging all available funding streams and partnerships, regardless of state or local funding availability, in providing priority access to higher-intensity career services and training to:

• Public assistance recipients.
• Other low-income individuals.

• Individuals who are deficient in basic skills.
• Individuals with barriers to employment

LWC in its continued implementation of WIOA requires LWDBs to:

• Report the number of individuals with barriers to employment served by each core program, with specific breakdowns by subpopulation.
• Report on the number of individuals with barriers to employment that are served by the Adult and Dislocated Worker program, with specific breakdowns by subpopulation, race, ethnicity, gender, and age.

WIOA establishes a priority requirement with respect to funds allocated to a local area for adult employment and training activities. AJC staff, when using WIOA Adult funds to provide individualized career services, training services, or both, must give priority to recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient. Under WIOA, priority must be implemented regardless of the amount of funds available to provide services in the local area.

For the purpose of determining eligibility of adult under WIOA, individualized career or training services shall constitute a minimum of 51% of adults served meeting the priority target groups.  This minimum threshold will ensure that local one-stops are targeting adults in most need of services beyond “basic career services while developing talent pools that meet the short term as well as long term workforce needs of businesses.

DocumentingLow-Income Status for Priority of Service

LWDA staff must properly document low-income status when an adult is enrolled in the WIOA Adult program and meets any one criterion under “WIOA Adult Priority of Service Criteria” Section. All attempts to gather this information, including calls, letters, and email messages to the participant must be documented in HiRE Case Notes.

LWDA Priority of Service Policy

LWDAs must develop policies which describe how this priority of service will be applied.

1. This policy may include the:

• Availability of other funds for providing employment and training-related services in the local area;
• Needs of the specific groups in the local area; and
• Other appropriate factors.

2. LWDAs may not establish policies that undermine WIOAs focus on providing services to targeted priority of service populations. LWDAs must not set a percentage of funds that will be used to serve priority populations
3. LWDAs may establish a process that gives priority to other individuals eligible to receive such services, provided that it is consistent with priority of services to veterans and other targeted priority of services groups listed above.
4. Local area policy must clearly state how LWDAs serve adults who do not meet the priority of service criteria and how this information is tracked

Dislocated Worker

Layoffs are always challenging for workers and employers. LWC provides Rapid Response Services designed to help employers proceed in an orderly and legal way by guiding them through the process. LWC works with LWDBs and other partners (training and supportive-service providers) to help both.

Direct services to workers facing a plant shutdown or large-scale lay-off, are focused on preparing them to find suitable new employment, and get them back to work as quickly as possible by helping them overcome such difficult barriers to employment as:

• Transferring and/or upgrading specialized skills to other jobs, occupations or industries.
• A decline in the market demand for certain skills.
• Age or length of work experience.
• Need for formal training or education.
• Lack of jobs with earnings at a level comparable to their previous positions.

Dislocated worker services are custom-tailored to meet an individual worker's specific needs. Working one-on-one with a case manager, workers are guided through the process of developing an Individualized Employment Plan that includes as a minimum:

• Career planning and counseling.
• Job search and placement.
• Approved training, which include Registered Apprenticeship programs.
• Other needed support services.

WIOA Dislocated Worker Verification of Layoff or Termination

Methods to verify layoff include verification from the employer, a WARN notice, a public announcement with a follow-up cross-match with the UI system, or a Rapid Response list showing names of affected employees. When gathering verification documentation becomes a hardship, the LWDA may accept the WIOA Title I Applicant Statement

Youth

Louisiana does not have a defined service delivery model for WIOA Youth Services. Each LWDB has the autonomy to develop their local youth service model. However, these models must support the implementation of Career Pathways that support postsecondary education, and address the needs of low-income in school youth as well as out of school youth, and support pre-apprenticeship to Registered Apprenticeship opportunities. LWC encourages each LWDB to competitively procure and provide all fourteen of the program service elements. LWC has committed to assisting the LWDB’s through the One Stop partners, to develop and provide age and developmentally appropriate models for out of school youth.

LWC will work with local areas to ensure they:

• Will not require out-of-school youth in high-risk categories to prove low-income status to receive services.
• Will provide services to individuals who have dropped out of high school, have not attended school for at least one calendar quarter of the most recent school year, or are subject to the juvenile or adult justice systems under the out-of-school youth program.
• Will target and provide services to homeless individuals, runaways, current or former foster care youth and individuals who or are pregnant or parenting.
• Will provide services to youth who are not attending school, hold a secondary credential, and are either basic-skills deficient or an English language learner.
• Will consider youth living in a high-poverty area to meet the low-income criterion for youth activities funding and services.

The state will monitor and guide local boards such that at least 75 percent of available statewide funds and 75 percent of funds available to local areas are spent on workforce investment services for out-of-school youth.  The state was approved for a waiver to use up to 50 percent of available statewide funds and 50 percent of funds available to local areas for out-of-school youth up through June 30, 2022.  The state anticipates requesting a continuation of this waiver for future program years.

Local Boards may directly provide some or all of the youth workforce service activities. If a Local Board serves as the youth service provider and performs other roles such as fiscal agent or AJC Operator, the Local Board must have appropriate firewalls in place between the staff providing services, the staff responsible for oversight and monitoring of services, and the Local Board. The firewalls must conform to Title 20 CFR Section 679.430 for demonstrating internal controls and preventing conflicts of interest.

Local Workforce Development Areas may follow their local procurement rules provided those rules are not less stringent than the Louisiana State Contract and Procurement Policies, otherwise local areas must adhere to State procurement policies. (Louisiana Title 34 Government Contracts, Procurement, and Property Control)

Local Boards must also identify youth service providers based on criteria in the State Plan (Title 20 CFR Section 681.400). The State Plan establishes that Local Boards should select service providers that do the following:

1. Employ proven recruitment strategies of effective outreach, engagement, enrollment, and retention of OSY.
2. Demonstrate meaningful partnerships with eligible training providers, institutions of higher education, and employers from in-demand industries.
3. Offer a continuum of services that allow participants to obtain an alternate high school diploma such as a GED/HiSET, enroll into postsecondary education, and obtain employment within their chosen career path.
4. Utilize career pathways and sector strategy models with a structured sequence of activities, as well as multiple entry and exit points that provide adequate supportive services.
5. Use structured work-based learning, such as paid and unpaid work experiences and career exploration that leads to gainful employment.
6. Provide intensive case management and support services to help youth overcome complex barriers, successfully complete the program, and retain employment.

1. Competitive Basis

If a Local Board chooses to award, grant or contract youth service providers for some or all activities, the Local Board must award such grants or contracts through a competitive process that does the following:

1. Takes into consideration the ability of the youth service provider to meet performance accountability measures.
2. Meets the procurement standards specified in Uniform Guidance and the DOL Exceptions.
3. Follows state and local procurement laws.

2. Sole Source Exception

The local board may award, grant, or contract on a sole-source basis if such board determines there are an insufficient number of eligible providers of youth workforce investment activities in the local area.

When the Local Board awards a grant or contract to a youth service provider who also fulfills another role in the Local Area, a written agreement with Local Board and the Chief Elected Official must provide clarity on the expectation for those roles and clear methods of tracking execution and accountability for the distinct roles.

Adult Education

In 2010, the Louisiana Legislature finalized the transference of responsibility of Louisiana's adult education delivery system from the Louisiana Department of Education (LADOE) to Louisiana Community and Technical College System (LCTCS). This effort was not simply about moving a program's administration from one agency to another. It was about reconsidering completely the goals, outcomes, and direction of adult education in Louisiana. LCTCS developed a new policy framework whose primary focus is putting Louisiana adults to work by providing high-quality basic skills instruction, in addition to wrap-around student services that lead to a seamless transition to postsecondary enrollment, technical skill training, credentialing, and family-sustaining employment. As a symbol of the new vision, the Louisiana Adult Education Progam was re-branded "WorkReady U." Adult education programs have progressively adjusted educational services and delivery models and are well-positioned to provide/deliver/coordinate the required activities under Title II-WIOA.

Adult Education connects with the One-Stop system through the intake and assessment process to identify adults with limited basic skills and use innovative instructional models as necessary to prepare adult learners for transition to postsecondary training or careers. The LCTCS Adult Education and Family Literacy Program (WorkReady U), administers and provides program performance oversight to eligible local entities that provide adult education services. These services include academic instruction and education services that increase the individual's ability to:

• read, write, and speak English and perform mathematics or other activities necessary for the attainment of a secondary school diploma or its recognized equivalent;
• transition to postsecondary education and training: and
• obtain employment. 

The LCTCS provided all of Louisiana's Comprehensive One-Stop Centers with the technological linkage that provides customers with more accessibility to adult education services and information.

Wagner-Peyser

Louisiana meets the WIOA requirement of co-locating Wagner-Peyser Employment Services in its American Job Centers, in particular, the Comprehensive One Stop Centers in each LWDA statewide. Jobseekers, including unemployment insurance claimants and priority populations receive the same services, which include career counseling, labor exchange referrals, and customized labor market information as well as referrals to WIOA mandated partners and community specific resources. Unemployment Insurance claimants also receive unemployment insurance eligibility assessments and general assistance with claims.

Vocational Rehabilitation Services

Louisiana Rehabilitation Services (LRS) is present in all Comprehensive One-Stop centers and in affiliate locations as necessary to assure effective service to individuals with disabilities through participant’s skills training which enhances participant ability to obtain employment in their desired field, in particular “high demand jobs”.  LRS consistently places clients in high demand jobs.

The LRS Program Coordinator for rehabilitation technology provides consultation to Comprehensive One-Stop Center staff and affiliate locations to improve knowledge regarding assistive technology and address other accessibility issues.  In addition, the agency’s Rehabilitation Employment Development Specialists (REDS) serve as LRS liaisons for all Comprehensive One-Stop centers and affiliate locations within their region, providing public awareness and services to consumers such as building job-seeking skills and employment development.  The State is committed to the success of individuals with disabilities and leads the collaboration effort across all Partner Programs.

LRS continues to renew and revise existing local cooperative agreements, as applicable, with all school districts in Louisiana.  The Department of Education (LDOE) and LRS continue to work together to establish regional core teams throughout the state.   LRS collaborates with LDOE, the Office for Citizens with Developmental Disabilities (OCDD), Work Incentive Planning Program, the Office of Community Services, and the Office of Youth Development in an effort to network, share information and utilize comparable benefits to enhance VR services to transitioning students.  The primary focus of LRS’ collaboration is to identify and address barriers (e.g. policies, eligibility process, resource allocation), assure effective service provision through support of local interagency core teams, provide cross-agency training, outreach, engage in capacity building of young adults and family outreach efforts, provide continued support of innovative models and practices related to transition and provide information and technical assistance. 

Temporary Assistance for Needy Families (TANF)

TheLouisiana Department of Children and Family Services (DCFS) is committed to providing cash assistance and supportive services to needy families meeting specific financial criteria and to provide services necessary to accomplish the goals and purposes of Section 401 of the Social Security Act (42 USC 601) in order to:

•     Provide assistance to needy families so that children may be cared for in their own homes or in the homes of relatives.

•     End dependence of needy parents on government benefits by promoting job preparation, work and marriage.

• Prevent and reduce the incidence of out-of-wedlock pregnancy.
   
• Encourage the formation and maintenance of two-parent families.

The Trade Adjustment Assistance (TAA)

The state continues to administer the Trade Adjustment Assistance (TAA) program, which is available to workers who lose their jobs or experience reduced hours or income as a result of increased foreign trade activity. Local boards in areas where TAA petitions exist will actively work with the TAA program to provide the necessary co-enrollment tools to allow Trade participants to reach their future employment goals as they would any dislocated worker.

 The Trade Unit is committed to assisting participants and recommending training and services which encourage and respect not only people of different genders, race and ethnicities, abilities and disabilities, religions, cultures and sexual orientations, but also those with diverse backgrounds, experiences, skills and expertise. The Unit adjusted to the challenges wrought by the pandemic by initiating the completion of Trade payment requests and enrollment documentation using DocuSign. Additionally, the Unit provides regularly scheduled trainings to the local areas via Zoom.

Trade services are considered an integral part of the One-Stop Center’s service delivery and may involve any and all partners based on the particular needs of individual clients. As such, trade- affected workers may be eligible for:

• Training services.

• Job-search allowances.

• Relocation allowances.

• Re-employment services.

• Funded training.

• On-the-job training.

Like the dislocated worker program, TAA-funded training helps trade-impacted workers obtain the skills necessary to gain suitable employment. TAA will pay tuition, course fees, books and required supplies and equipment, transportation and other items or services deemed necessary for completion of an approved occupational skills training program, including Registered Apprenticeship programs.

Jobs for Veterans State Grant (JVSG)

Louisiana provides employment, training and placement services to all veterans through a network of strategically located American Job Centers, and supported by HiRE. JVSG provides services to veterans and eligible persons according to need, and significant barriers to employment. LWC Jobs for Veterans State Grant-funded activities are co-located within the state’s American Job Centers.  JVSG staff referred to as Local Veteran Employment Representative (LVER) and Disabled Veteran Outreach Program (DVOP) Specialist are essential parts of and fully integrated into the workforce development network.  The veterans program is operating a fully functional re-entry program.  Due to COVID, we have enhanced our virtual platforms to provide services to include Zoom.  Every DVOP and LVER has a laptop/cell phone to ensure service is not hindered virtually.

Senior Community Service Employment Program (SCSEP) 

The goal of the planning process is to design a long-term strategic view of the senior citizen employment opportunities, inclusive of SCSEP and measurable strategies to achieve the defined goals.

Currently the Louisiana Senior Community Service Employment Program is operated by both the state and national non-profit organizations. The program serves low-income persons who are 55 years of age and older who have poor employment prospects by placing them in part-time community service positions and by assisting them to transition to unsubsidized employment. This does not include individuals who are seeking employment and are not eligible for program services.

Louisiana is committed to bringing SCSEP together with diverse stakeholders (including local boards and One-Stop operators) to develop and expand employment and training opportunities for the state’s senior citizens. The goal of the planning process is to design a long-term strategic view of the senior citizen employment opportunities, inclusive of SCSEP and measurable strategies to achieve the defined goals.

Community Services Block Grant (CSBG)

Louisiana is committed to providing resources to combat poverty and fostering partnerships within low-income communities that promote self-sufficiency, enhance family stability and encourage communal revitalization. This commitment is the charge of the LWC’s CSBG Unit within the Office of Workforce Development. As a partner in the Louisiana Combined Plan, the CSBG Unit collaborates with forty-two (42) public and non-profit Community Action Agencies (CAAs) throughout the State’s sixty-four (64) parishes to implement locally designed programs that provide a range of services and activities resulting in measurable outcomes in the reduction of poverty and the increase of self-sufficiency and independence. Programs vary depending on the locally assessed needs and circumstances of each community, but generally include emergency rental/mortgage assistance, emergency shelter, emergency utility assistance, transportation, job training, work uniforms, TWIC cards, food pantries, medical prescriptions, credit counseling, income management, first-time homebuyer education, high school equivalency testing, parenting education, fatherhood initiatives, re-entering citizens and health services. The programs and services of the CSBG Unit and Community Action Agencies are a major component of the Louisiana Workforce continuum of services.

B. The Strengths and Weaknesses of Workforce Development Activities

C. State Workforce Development Capacity

The Louisiana Combined State Plan Partners have defined “capacity” in three categories of service:  efficiency, connectivity, and funding.  LWC has a solid foundation in efficiently providing employer and job-seeker services.  The implementation and operation of a continuous process improvement strategy shows promise in continuing to create efficiencies in these processes.

 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.

 LWDA leadership continues to rely on the use of Wagner-Peyser and WIOA Adult, to support their operations.  LWDAs must begin to take a leadership role by enrolling Dislocated Worker and Youth participants in the appropriate funded programs, even though services under those programs are more complex to manage and require more effort.  This is the only way to bring Louisiana into true compliance with the intent of WIOA.  LWDAs coming into compliance with the intent of WIOA, as identified in the State’s Co-enrollment and Service Delivery Policies, will provide broader opportunity and greater success for the client (potential WIOA program participant) population. 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 effectively 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 capital as its greatest challenge in meeting the requirements of WIOA. This is due, largely, to current vacancies and attrition. 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.