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1
REGION 2
Demand Driven regional / LOCAL
WORKFORCE development
Four year PLAN
For the period July 1, 2016 – June 30, 2020
Govenor John Bel Edwards
Executive Director Ava Dejoie
2
For Title I of the Workforce Innovation and Opportunity Act
Section I Regional Workforce Development Plan – Region 2
(1) Regional Economic and Workforce Analysis
(A) Economic Analysis
The Baton Rouge Regional Labor Market Area (RLMA) is composed of eleven parishes in the southeast corner of
Louisiana. Nine of the eleven parishes – Ascension, East Baton Rouge, East Feliciana, Iberville, Livingston, Pointe
Coupee, St. Helena, West Baton Rouge, and West Feliciana – compose the Baton Rouge Metropolitan Statistical
Area (MSA). A tenth parish, Tangipahoa, is the single parish in the Hammond MSA. Washington Parish, the
eleventh in the RLMA, is not part of any MSA. Data was used for the Baton Rouge RLMA when possible and for
the Baton Rouge and Hammond MSAs when regional data was not available.
The Louisiana Economic Outlook (LEO): 2016 and 2017, published by the Division of Economic Development at
the E.J. Ourso College of Business at Louisiana State University (LSU), was released in October 2015. The LEO
considers the Baton Rouge region one of two rapidly expanding regions in the state, and predicts a positive
economic outlook in the Baton Rouge and Hammond MSAs over the next two years.
After cracking the 400,000 employment level for the first time, the 9-parish Baton Rouge MSA is
posted to enjoy two good years of growth, the Louisiana Economic Outlook predicts. The MSA is
expected to add 8,900 jobs (+2.2%) in 2016 and 6,200 (+1.5%) in 2017. This MSA has about $8
billion in industrial projects under construction. The slightly slower growth rate in 2017 is due to
several of those winding down and few firms at the FEED stage in this MSA. Several high tech
firms are entering this market led by IBM – and the remarkable 125 percent growth in tonnage
at the Port will be repeated as the pellet exports evolve. The loss of two significant headquarters
and threats from the EPA will stifle growth here.
Louisiana’s newest and smallest MSA is Hammond. Composed of only Tangipahoa Parish, this
university town is enjoying a very good 2015 due to enrollment and budget boosts at SLU and
from an energetic healthcare sector. These same factors should enable the region to add an
expected 700 jobs a year over 2016-17.
The U.S. Census Bureau Center for Economic Studies pilots the Longitudinal Employer-Household Dynamics
(LEHD) program, which produces public-use information combining federal, state, and Census Bureau data
on employers and employees via online tools. On the Map, a mapping and reporting tool, shows where
people work and workers live. QWI Explorer provides visuals of economic indicators and employment flows.
On the Map suggests that the Baton Rouge MSA is a “hub” area, with 73 percent of those
employed in the MSA also living there. Only 20.1 percent of workers living in the Baton Rouge
MSA commute to work outside the 9-parish region. The single-parish Hammond MSA shows
slightly different results, with 48.4 percent of workers employed in the MSA living elsewhere.
Only 45.3 percent of workers living in Tangipahoa Parish are also employed there.
Turnover is the rate at which stable jobs begin and end, according to QWI Explorer. A high
turnover rate can indicate industries with excessive employment churning.
3
Nine of 21 industries in the Baton Rouge MSA show a quarterly turnover rate less than ten
percent, over an average of 18 quarters studied, from 2010 Quarter 4 to 2015 Quarter 1.
Accommodation and Food Services boasts the highest average quarterly turnover at 19.3
percent, while Utilities exhibits the lowest at only 3.6 percent. Wholesale Trade and Finance and
Insurance both exhibit a slight downward trend in turnover over the four and a half years
studied.
Educational Services and Utilities tie for the lowest average quarterly turnover rate in the
Hammond MSA at 5.8 percent for the 18 quarters studied. Accommodation and Food Services is
the highest-turnover industry in Hammond, closely followed by Administrative and Support and
Waste Management and Remediation Services.
The Baton Rouge region focuses on four main industry sectors: Construction, Manufacturing, Transportation
and Warehousing, and Health Care and Social Assistance.
Quarterly turnover in the Manufacturing industry is well below the regional average for the past
five years in the Baton Rouge and Hammond MSAs; it averaged 6.7 percent over 21 quarters, as
compared to the regional average of 10.7 percent.
The Transportation and Warehousing industry predicts an 8.8 percent increase in employment
through 2016 and a 22.2 percent increase in employment through 2022 for the Baton Rouge
region. This represents the addition of 1,270 jobs through 2016 and 3,213 jobs through 2022.
The Construction industry exhibits strong job growth, having added 1,000 jobs over the month
and 5,000 jobs over the year in March 2016 for the Baton Rouge MSA.
Health Care and Social Assistance is the highest-employing industry in the Baton Rouge RLMA
and should continue to grow, with an 18.5 percent increase in employment expected through
2022.
The Louisiana Workforce Commission’s Labor Market Information (LMI) Louisiana Occupational Information
System (LOIS) Scorecard is the state’s Virtual Labor Market Information Web Portal. This interactive site
provides users with access to the latest state and sub-state labor force, wages, population, industry
employment, training schools, training programs, Scorecard for completion rates, Youth Web Portal,
projections, demographics, nonfarm employment, employer database, unemployment claimants, industry
staffing patterns, licensed occupations, demand occupations and career products. The LMI tables, charts,
and figures that follow provide long term industry growth projections for the Baton Rouge region.
4
(i) Existing Demand Industry Sectors and Occupations
Baton Rouge’s short term and long term employment projections suggest that the annual average workforce will
increase at 1.29 percent, outpacing the state annual average workforce demand of 1.27 percent. Table 1 below shows
that the Baton Rouge region exhibits the third-highest growth of all regions statewide. The region expects growth in
excess of the state average as well.
Table 1: Short-Term and Long-Term Industry Growth by Region
RLMA Region 2014 Employment
2016 Projected Employment
Short Term Growth
2022 Projected
Employment
Long Term Growth
0 Statewide 2,027,088 2,106,704 3.9% 2,262,767 11.6%
1 New Orleans 572,766 590,968 3.2% 620,508 8.3%
2 Baton Rouge 453,473 470,470 3.7% 513,709 13.3%
3 Houma 108,906 115,415 6.0% 125,838 15.5%
4 Lafayette 294,281 300,552 2.1% 328,733 11.7%
5 Lake Charles 123,404 141,963 15.0% 123,404 15.0%
6 Alexandria 113,526 117,655 3.6% 127,209 12.1%
7 Shreveport 243,517 248,696 2.1% 275,604 13.2%
8 Monroe 117,215 120,985 3.2% 129,242 10.3%
Table 2: Top Industry Subsectors by Employment Outpacing State Growth, 2014-2016
Industry NAICS Code
2014 Employment
2016 Projected Employment
Employment Growth
Percent Growth
Food services and drinking places 722 32,704 34,364 1,660 5.1%
Ambulatory health care services 621 22,848 24,830 1,982 8.7%
Specialty trade contractors 238 22,542 24,816 2,274 10.1%
Professional and technical services 541 20,871 22,841 1,970 9.4%
Hospitals 622 18,681 19,762 1,081 5.8%
Heavy and civil engineering construction 237 16,011 17,626 1,615 10.1%
Chemical manufacturing 325 9,805 10,372 567 5.8%
Motor vehicle and parts dealers 441 6,588 6,935 347 5.3%
Management of companies and enterprises 551 5,972 6,254 282 4.7%
Fabricated metal product manufacturing 332 4,624 5,014 390 8.43%
Table 2 depicts the largest ten industry subsectors by employment in the Baton Rouge region with a projected
employment growth greater than that of the state average of 3.9 percent. Specialty trade contractors, a subsector of the
Construction industry, enjoy double digit percentage growth in employment through 2022. This subsector saw an over-
the-year increase of 1,700 jobs in April 2016.
5
The state predicts an 11.6 percent increase in employment through 2022, and the ten high-employment Baton Rouge
region subsectors shown in Table 3 should surpass that growth. Three of the four subsectors if the Health Care and
Social Assistance industry are displayed below; the industry is expected to grow by 18.5 percent through 2022. Chemical
Manufacturing, the largest of the 21 manufacturing industry subsectors, is shown below as it predicts a 17.3 percent
increase in employment.
Table 3: Top Industry Subsectors by Employment Outpacing State Growth, 2012-2022
Industry NAICS Code
2014 Employment
2022 Projected Employment
Employment Growth
Percent Growth
Educational Services 611 40,922 46,963 6,041 14.8%
Food Services and Drinking Places 722 32,704 40,082 7,378 22.6%
Ambulatory Health Care Services 621 22,848 26,340 3,492 15.3%
Professional and Technical Services 541 20,871 27,045 6,174 29.6%
Hospitals 622 18,681 22,721 4,040 21.6%
Administrative and Support Services 561 18,006 23,745 5,739 31.9%
General Merchandise Stores 452 11,282 12,876 1,594 14.1%
Chemical Manufacturing 325 9,805 11,500 1,695 17.3%
Social Assistance 624 9,752 12,977 3,225 33.1%
Amusements, Gambling, and Recreation 713 5,444 6,378 934 17.2%
6
Table 4: Top 20 High-Demand Occupations by Employment
High demand occupations are those with three, four, or five star rankings as determined by the Louisiana Workforce
Commission. LWC’s star ratings system takes into account wages, job openings, employment, and projected growth for
over six hundred occupations, both statewide and regionally. Table 4 shows some of the highest-rated occupations
sorted by employment.
Star Rating
Occupational Title 2013 Estimate
2022 Projected
Annual Total
Openings
2014 Annual Average
Wage Registered Nurses 8,190 9,830 380 $57,718 General and Operations Managers 6,500 7,410 210 $108,438 Maintenance and Repair Workers, General 5,880 6,610 190 $37,186 Heavy and Tractor-Trailer Truck Drivers 5,730 6,500 170 $41,848 Sales Representatives, Wholesale and Manufacturing,
Except Technical and Scientific Products 5,310 5,680 140 $61,931 First-Line Supervisors of Office and Administrative
Support Workers 4,710 5,330 170 $47,717 Accountants and Auditors 3,270 3,790 150 $62,161 Middle School Teachers, Except Special and
Career/Technical Education 3,150 3,760 130 $51,312 First-Line Supervisors of Construction Trades and
Extraction Workers 3,410 3,740 70 $62,318 Carpenters 6,180 6,810 250 $39,307 Bookkeeping, Accounting, and Auditing Clerks 5,830 6,600 130 $35,454 First-Line Supervisors of Retail Sales Workers 5,910 6,430 180 $39,088 Licensed Practical and Licensed Vocational Nurses 5,230 6,120 220 $38,344 Executive Secretaries and Executive Administrative
Assistants 4,600 4,500 60 $39,531 Correctional Officers and Jailers 3,610 3,770 110 $34,144 Secondary School Teachers, Except Special and
Career/Technical Education 3,180 3,560 120 $52,124 Secretaries and Administrative Assistants, Except
Legal, Medical, and Executive 8,280 9,510 220 $29,844 Customer Service Representatives 5,310 6,370 250 $29,856 Security Guards 4,310 5,230 160 $30,241 First-Line Supervisors of Food Preparation and Serving
Workers 2,780 3,500 150 $28,567
Figure 1 on the following page provides projections on industries expected to have the greatest growth by 2022. The
highest growth industry according to these projections will be the health care field. The aging of baby boomers will
require more people working to care for this population. These projections show the health care and social assistance
industry growing by 10,996 employees through 2022.
7
(ii) Emerging Demand Industry Sectors and Occupations
Figure 1: 2022 Industry Projections for Baton Rouge, Two-Digit NAICS
Table 5 displays the ten industries with the highest long-term growth rates in the Baton Rouge region. Eight of the ten
industries show growth greater than that of the state, which predicts an 11.6 percent increase in employment over the
same time period.
Table 5: 2022 Industry Projections for Baton Rouge, Highest Forecasted Growth
Industry Employment Change
Percent Change
Administrative and Waste Services 6,301 30.45%
Professional, Scientific, and Technical Services 6,174 29.58%
Transportation and Warehousing 3,213 22.16%
Accommodation and Food Services 7,626 21.33%
Health Care and Social Assistance 10,996 18.54%
Arts, Entertainment and Recreation 940 15.38%
Educational Services 6,041 14.76%
Finance and Insurance 1,505 11.67%
Retail Trade 5,398 11.04%
Manufacturing 3,014 9.75%
0 20,000 40,000 60,000 80,000 100,000 120,000 140,000
Health Care and Social Assistance
Retail Trade
Construction
Educational Services
Other Services, Except Public Administration
Government
Accommodation and Food Services
Manufacturing
Professional, Scientific, and Technical Services
Administrative and Waste Services
Wholesale Trade
Transportation and Warehousing
Finance and Insurance
Information
Arts, Entertainment and Recreation
Management of Companies and Enterprises
Real Estate and Rental and Leasing
Utilities
Agriculture, Fishing, Forestry, and Hunting
Mining
2012 Average Employment 2022 Projected Employment
8
Table 6: 2022 Occupational Projections for Baton Rouge, Highest Forecasted Growth Jobs
Star Rating Occupation Code
Occupation Title Growth Rate
49-9041 Industrial Machinery Mechanics 28.05% 15-1121 Computer Systems Analysts 28.00% 17-2051 Civil Engineers 23.39% 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers 23.20% 51-4041 Machinists 20.91% 29-1141 Registered Nurses 19.90% 15-1151 Computer User Support Specialists 19.85% 47-2132 Insulation Workers, Mechanical 23.28% 43-5052 Postal Service Mail Carriers 20.34% 41-3021 Insurance Sales Agents 19.28%
Many of the highest forecasted growth jobs (Table 6) are skilled trades found in the Manufacturing or Construction
industries. The ten occupations shown above represent a wide range of educational requirements, running the gamut
from a high school diploma or equivalent to a Bachelor’s degree, and all have entry-level salaries in excess of
$25,000/year.
Source (Tables 1-5, Fig 1-2): The Industry and Occupational Projections are produced by an analyst in the Labor Market Information Unit of the
Research and Statistics Division of the Louisiana Workforce Commission.
9
Figure 2: Projected Employment in 2022 for the Health Care and Social Assistance Industry
(iii) Employers’ Employment Needs
The Louisiana Job Vacancy Survey gathers targeted information from Louisiana employers to provide a detailed snapshot
of labor demand within the state. The survey was conducted during the second quarter of 2015, from the middle of May
through the end of June, and included businesses located in all eight Regional Labor Market Areas (RLMAs).
Figure 3 shows job vacancies sorted by the industry in which the vacancy occurred. The industry sector Education and
Health Services leads the Baton Rouge region in number of vacancies (3,690 vacancies), followed by Leisure and
Hospitality (3,660) and Trade, Transportation, and Utilities (2,550). The substantial drop in oil prices is evident – Natural
Resources and Mining (not shown) has the lowest vacancy rate of any industry group with less than 0.5 percent of
positions open at the time of the survey.
26,340
22,721
8,270
12,977 Ambulatory
Health Care
Services
Hospitals
Social
Assistance
Nursing and
Residential
Care Facilities
Quick Facts
Fueled by the aging of baby boomers, the
health care and social assistance industry is
projected to grow by 10,966 workers over
the ten year period between 2012 and
2022. This growth is further divided into
ambulatory health services, hospitals,
nursing and residential care facilities, and
social assistance industries. Over 35 percent
of the growth is attributable to nursing
occupations – RNs, LPNs, and LVNs. The
number of job vacancies in this sector also
shows strong demand for workers in the
education and health services sector.
10
Figure 3: Number of Job Vacancies across Industry Sectors in the Baton Rouge Region, Second Quarter 2015
410
460
540
590
830
890
1,120
2,550
3,660
3,690
0 500 1000 1500 2000 2500 3000 3500 4000
Other Services
Financial Activities
Information
Public Administration
Manufacturing
Construction
Professional and Business Services
Trade, Transportation, and Utilities
Leisure and Hospitality
Education and Health Services
2015 Number of Vacancies
11
(B) Knowledge and Skills Needs
In the 2015 Job Vacancy Survey, employers were asked the open-ended question, “What is your greatest
challenge in meeting your workforce needs?” Figure 4 summarizes these responses into the most
common responses. It is encouraging that the most common response was “No difficulty”.
Figure 4: Employers’ Greatest Challenges in Meeting Workforce Needs in the Baton Rouge Region
The second most common response to the question asked in Figure 4 involved a shortage of qualified applicants based
on experience. Table 7 breaks down experience requirements for these positions.
Table 7: Experience Requirements of Job Vacancies in the Baton Rouge Region
Experience Requirements Percent
No work experience 41%
Some work experience in any field 14%
Up to 2 years of experience in the same field 31%
More than 2 years of experience in the same field 14%
Source: Louisiana Job Vacancy Survey, 2nd
Quarter 2015
2%
2%
3%
3%
3%
4%
5%
14%
19%
20%
25%
0% 5% 10% 15% 20% 25% 30%
Some aspect of job is undesirable
Applicants’ availability/location of job
Lack of applicants that pass pre-screening
Lack of applicants
Shortage of people in occupation
Lack of applicants with adequate education
High turnover rate
Other
Lack of applicants with desired work ethic
Lack of applications with adequate experience
No difficulty
Percent of Responses
12
(C) Workforce Analysis
(i) Employment and Unemployment
Figure 5: Total Nonfarm Employment, Not Seasonally Adjusted, Baton Rouge MSA (2012-2016)
Figure 6: Total Nonfarm Employment, Not Seasonally Adjusted, Hammond MSA (2012-2016)
369,000
412,200
340,000
350,000
360,000
370,000
380,000
390,000
400,000
410,000
420,000
Jan
uar
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01
2
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ch, 2
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2
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, 20
12
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42,800
43,300
41,500
42,000
42,500
43,000
43,500
44,000
44,500
45,000
Jan
, 20
12
Mar
, 20
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Jul,
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, 20
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No
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Jul,
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No
v, 2
01
3
Jan
, 20
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May
, 20
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Jul,
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Sep
, 20
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No
v, 2
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4
Jan
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Mar
, 20
15
May
, 20
15
Jul,
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15
Sep
, 20
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No
v, 2
01
5
Jan
, 20
16
Mar
, 20
16
13
Figure 7: Total Employment for Selected Sectors, Not Seasonally Adjusted, Baton Rouge MSA (2015)
Education and Health Services
Trade, Transportation, and Utilities
Construction
January 397,800 January 69,500 January 47,500 February 401,100 February 69,100 February 48,300 March 401,900 March 69,400 March 49,000 April 402,400 April 69,600 April 48,100 May 405,400 May 69,600 May 48,500 June 403,300 June 69,500 June 49,600 July 402,400 July 69,500 July 51,000 August 404,800 August 69,900 August 51,000 September 406,200 September 69,800 September 51,400 October 407,400 October 69,700 October 52,400 November 410,300 November 71,100 November 53,000 December 410,800 December 71,400 December 53,600 Annual Average 404,483 Annual Average 69,842 Annual Average 50,283
Figures 5 and 6 on the preceding page show the total nonfarm employment in the Baton Rouge and Hammond MSAs.
The Baton Rouge MSA shows a distinct upward trend in employment; the March 2016 estimate of 412,200 jobs was the
highest in series history. The Hammond MSA, meanwhile, appears relatively static over the past four years, with minor
employment gains over the period.
Figure 7 illustrates three of the four top industries in the Baton Rouge MSA, as well as their 2015 employment by month.
These industries all boast four-digit over-the-year growth for March 2016.
55,100
47,000
48,000
49,000
50,000
51,000
52,000
53,000
54,000
55,000
56,000Ja
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20
12
July
, 20
12
Jan
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3
July
, 20
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70,900
63,000
64,000
65,000
66,000
67,000
68,000
69,000
70,000
71,000
72,000
Jan
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July
, 20
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Jan
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July
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53,600
30,000
35,000
40,000
45,000
50,000
55,000
60,000
Jan
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2
July
, 20
12
Jan
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, 20
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July
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14
Figure 8: Over-the-Year Change in Total Nonfarm and Private Sector Jobs (NSA), Baton Rouge MSA
Figure 9: Year over Year Change in Total Government Jobs (NSA)
Source (Fig. 5-9): Nonfarm, private, and government employment data from the Current Employment Statistics (CES) program.
0
2
4
6
8
10
12
14
16
Total Nonfarm Total Private
-4 -3 -2 -1 0
January, 2012
April, 2012
July, 2012
October, 2012
January, 2013
April, 2013
July, 2013
October, 2013
January, 2014
April, 2014
July, 2014
October, 2014
January, 2015
April, 2015
July, 2015
October, 2015
January, 2016
April, 2016
Change in Payroll Jobs (Thousands)
The nonfarm payroll data shows an
overall positive trend in job growth in the
Baton Rouge region. Figure 8 shows the
over-the-year change in total nonfarm
jobs in the Baton Rouge region. The
region has consistently added jobs year-
over-year since January 2011, despite a
sharp drop in gains in October 2015.
Another trend evident in Figure 9 is the
decline in the number of jobs in the
public sector. The difference between
these data series represents the over-
the-year change in all government
employment in the Baton Rouge region.
More clearly, Figure 9 demonstrates the
year-over-year change in the number of
total government employees (federal,
state, and local) over the past four-plus
years.
Quick Facts
15
Figure 10: Louisiana and Baton Rouge MSA Employed-to-Unemployed Ratio
18.9 19.6
15.3
0
5
10
15
20
25
30Ja
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ary,
20
08
Ap
ril,
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08
July
, 20
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Oct
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er,
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08
Jan
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00
9
Ap
ril,
20
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July
, 20
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Oct
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er,
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ril,
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July
, 20
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er,
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1
Ap
ril,
20
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July
, 20
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er,
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, 20
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, 20
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ril,
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, 20
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July
, 20
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Oct
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er,
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Pe
rce
nt
Baton Rouge MSA Louisiana
Related Figures
Date Baton Rouge Employment
Baton Rouge Unemployment
Jan 2012 354,875 29,673 Jan 2013 362,873 29,202 Jan 2014 374,934 20,753 Jan 2015 390,211 27,499 Jan 2016 397,130 22,157
(Not Seasonally Adjusted)
Quick Facts
The Baton Rouge MSA’s employed-to-
unemployed ratio, which compares the rate
at which people are finding jobs to the rate
at which they are being separated, reflects
the state trend but at a higher level (Figure
10). Over the past few years, the ratio’s
upward trend is encouraging, indicating that
people are finding jobs at a faster pace than
they are losing them.
Source: Employment and Unemployment data from the Local Area Unemployment Statistics (LAUS) Program
16
Figure 11: Total Unemployment Insurance Claims, January 2009 to October 2015
Figure 11 illustrates the number of total unemployment insurance claims in the Baton Rouge Regional Labor Market
Area from January 2009 through October 2015. The general trend in unemployment insurance claims suggests
improving labor market conditions in the region. (RECESSION )
Figures 12 and 13 on the following page represent the breakout of initial and continued unemployment insurance claims
for the RLMA.
8,434
3,883
0
5,000
10,000
15,000
20,000
25,000
1/1
/20
09
5/1
/20
09
9/1
/20
09
1/1
/20
10
5/1
/20
10
9/1
/20
10
1/1
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5/1
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11
1/1
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5/1
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5/1
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9/1
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1/1
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5/1
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9/1
/20
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1/1
/20
15
5/1
/20
15
9/1
/20
15
Tota
l Un
em
plo
yme
nt
Insu
ran
ce C
laim
s
Total Unemployment Insurance Claims
Worker Profiling and Re-employment Services (WPRS) Model
Changes to the U.S. economy – including the contraction of entire industries as a result of changes in
technology and overseas competition – have led to increases in the length of unemployment. Unemployed
workers are now less likely to be rehired by their previous employers and are at a greater risk of long-term
unemployment than in the past. As a result, the Worker Profiling and Reemployment Services (WPRS) system
was established nationwide following the 1993 enactment of PL 103-152. Profiling is designed to identify UI
claimants who are most likely to exhaust their regular benefits, so that they may receive re-employment
services that will help them find a job more quickly.
The Louisiana Workforce Commission’s Labor Market Information division is developing a model for profiling all
new claimants for regular US benefits. The WPRS system strengthens the link between unemployment
insurance and employment services for those most likely to exhaust benefits. The new worker profiling model
for Louisiana will help us achieve the objectives of reducing the weeks of UI benefits, reducing UI benefits per
beneficiary, increasing earnings per beneficiary and providing a management tool for targeting resources and
aiding staff in understanding the customers they serve.
17
Figure 12: Initial Weekly Unemployment Insurance Claims, August 2013 to October 2015
Figure 13: Continued Weekly Unemployment Insurance Claims, August 2013 to October 2015
562
435
0
100
200
300
400
500
600
700
800
8/3
/20
13
9/3
/20
13
10
/3/2
01
3
11
/3/2
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12
/3/2
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/20
14
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/20
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/20
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9/3
/20
15
10
/3/2
01
5
Init
ial W
ee
kly
UI
Cla
ims
Initial Weekly UI Claims
5,268
3,618
0
1,000
2,000
3,000
4,000
5,000
6,000
8/3
/20
13
9/3
/20
13
10
/3/2
01
3
11
/3/2
01
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/3/2
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/20
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/20
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/20
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/20
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/20
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/20
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/3/2
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/3/2
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/3/2
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4
1/3
/20
15
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/20
15
3/3
/20
15
4/3
/20
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5/3
/20
15
6/3
/20
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/20
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/20
15
10
/3/2
01
5
Co
nti
nu
ied
We
ekl
y U
I Cla
ims
Continued Weekly UI Claims
Source (Fig. 11-13): LWC Unemployment Insurance Claims
18
Labor Market Trends
Figure 14: State and Baton Rouge Region Parishes Labor Force Participation Rates, 2010-20141
1 ACS 2010-2014 5-Year Estimates, published in 2015
60.7%
68.7% 66.2%
48.3% 52.7%
64.8%
57.2%
51.6%
61.9%
49.8%
64.4%
43.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Labor Force Participation Rate
Related Figures
Date RLMA 2 Population
RLMA 2 Labor Force
2011 750,132 479,643
2012 757,862 485,501
2013 765,122 488,556
2014 772,591 489,345
Quick Facts
The labor force participation rate is a
measure of how well labor force growth has
kept pace with population growth.
Participation rates in the most populated
parishes in the Baton Rouge region are
higher than for the state as a whole, while
the more rural parishes display lower-than-
average participation rates.
19
Figure 15: Unemployment Rate in the Baton Rouge MSA and Hammond MSA (1990-2016)
Figure 16: Unemployment Rate in Louisiana (1990-2016)
5.3%
5.3%
8.5% 7.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%Ja
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Sep
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92
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Sep
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97
May
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Sep
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Baton Rouge Hammond
6.5% 6.3%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Jan
-90
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v-9
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92
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v-1
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Sep
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v-1
5
Quick Facts
The charts above show the unemployment rate from 1990 to 2016. This time period covers the last three U.S.
recessions (shown in red) as designated by the National Bureau of Economic Research (NBER). During the latest
recession, Louisiana and the MSAs experienced a steady increase in unemployment with the peak rate occurring in late
2010 after the recession had officially ended.
20
Figure 17: Turnover Rates of the Top Four Industries, Baton Rouge and Hammond MSAs, 2009-2015
Figure 17 displays the turnover rates of the top four industries in the Baton Rouge and Hammond MSAs as compared to
the average of all industries in the region. Construction shows higher quarterly turnover than the region, while
healthcare shows a decided downward trend, with turnover rates falling below the regional average in 2013. Despite
two spikes in turnover in 2012 Quarter 1 and 2013 Quarter 2, transportation and warehousing also exhibits low turnover
rates of employees.
16.3%
12.4%
7.3%
5.8%
8.85%
13.0%
8.8%
15.1%
10.3%
0%2%4%6%8%
10%12%14%16%18%20%
Construction Manufacturing
Transportation and Warehousing Health Care and Social Assistance
All NAICS Sectors Average
21
Table 8: Employment Status of the Civilian Non-Institutional Population, Baton Rouge RLMA (2014)
White Men
Black Men
Hispanic Men
White Women
Black Women
Hispanic Women
Civilian Non-Institutional Population 203,014 107,304 13,229 200,982 118,785 9,890
Percent of Population 31.1% 16.4% 2.0% 30.8% 18.2% 1.5%
Civilian Labor Force Participation Rate 79.3% 65.3% 87.0% 67.6% 69.9% 67.1%
Civilian Labor Force 161,043 70,088 11,505 135,810 83,043 6,636
Percent of Labor Force 24.7% 10.7% 1.8% 20.8% 12.7% 1.0%
Total Employment 151,192 59,004 10,963 126,380 73,693 5,527
Total Unemployment 9,851 11,084 542 9,430 9,350 1,109
The American Community Survey (ACS) is an ongoing survey that provides vital information on a yearly basis about the
United States and its people. Results are published as one-year and five-year estimates. The most recent data, the ACS
5-year 2010-2014 estimates, were published in 2015. Through the ACS, we know more about jobs and occupations,
educational attainment, veterans, home ownership, poverty, and a variety of other topics. ACS data is available at the
parish level, making it some of the most granular data available.
Table 8 provides some information on how different ethnic groups and genders are represented in the Baton Rouge
region’s workforce. From this information, the proportion of men of each race in the labor force is approximately equal
to the proportion of men of each race in the population. The proportion of women by race in the labor force is
significantly smaller than the proportion of women by race in the population.
Table 9 on the following page shows the year-round work status of those living in the Baton Rouge region by age. As
expected, the data follow a rough bell curve, with the percentage of the population working first increasing then
decreasing with age. Full-time work follows this same pattern, but less than full-time work plateaus from age 25 on.
Table 9: Full-time, Year-round Work Status in the Past 12 Months by Age for the Population 16 Years and Over
Work Status 16 to 19 Year
20 to 24 Years
25 to 44 Years
45 to 54 Years
55 to 64 Years
65 to 69 Years
70 Years and over
Worked in the past 12 months 40.4% 78.0% 82.4% 76.7% 60.3% 34.1% 12.8%
Worked full-time, year-round 2.7% 25.2% 59.3% 58.2% 42.5% 17.1% 4.6%
Worked less than full-time, year-round
37.7% 52.8% 23.1% 18.4% 17.7% 17.0% 8.1%
Did not work in the past 12 months 59.6% 22.0% 17.6% 23.3% 39.7% 65.9% 87.2%
22
Figure 18: Regional Household Income Distribution
Green poverty line represents household of four making less than $23,850/year.
Figure 17 above suggests that more than 73 percent of Baton Rouge RLMA households earn above the poverty line each
year.
Source (Fig. 14, 18, Tables 8-9): 2010-2014 American Community Survey 5-Year Estimates
Source (Fig. 15-16): Local Area Unemployment Statistics (LAUS)
Source: (Fig. 17): QWI Explorer, U.S. Census Bureau
33,507
22,039
42,026
36,942
48,396
59,911
43,753
46,903
15,855
12,440
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more
23
(ii) Education and Skill Levels of the Workforce
Baton Rouge’s Emerging Workforce
Addressing the education and skills gaps of our emerging workforce is critical. While the Baton Rouge region
fares slightly better than the state, the state’s performance lags in comparison to the rest of the nation.
23.7 percent of the Baton Rouge region aged 25 or older has a terminal high school diploma or equivalency;
12.2 percent has completed Bachelor’s degrees
o 6.8 percent of women in the Baton Rouge region hold a Master’s degree, as compared to only 4.3
percent of men in the Baton Rouge region
o Less than 10 percent of Baton Rouge region residents have not completed high school
18 percent of the residents in the Baton Rouge region live below the poverty level, as compared to 20
percent of the population statewide
o 29 percent of Black residents, 24 percent of Hispanic residents, and 12 percent of white residents
live below the poverty line in the Baton Rouge region
Only 35.8 percent of those Baton Rouge residents with disabilities are employed
o Nearly 30 percent of those people not in the labor force have a disability
For the past decade, Louisiana has shifted toward a knowledge-based economy. Employers increasing require
postsecondary credentials when hiring workers for good jobs that provide family-supporting wages and career
advancements opportunities. Nearly 88 percent of the Baton Rouge region’s four and five star high demand
occupations require some postsecondary credential, and only 14 percent of occupations that will accept a high
school degree or less are rated as high demand.
Table 11: Public Postsecondary Education Program Completers by Degree Level with Projected Annual Openings in the
Baton Rouge Region*
Degree Level 2010 2011 2012 2013 2014 Annual Projected Openings
Some Postsecondary, no degree 1,828 1,760 1,669 2,561 2,612 5,270
Associate degree 606 527 495 528 551 1,550
Baccalaureate degree 7,222 7,367 7,350 7,432 7,234 2,240
Graduate or professional degree 2,548 2,776 2,768 2,296 2,639 480
Northshore Technical Community College has two campus locations outside of the Baton Rouge RLMA that have
been included in the data shown in Table 11.
The preceding table shows the number of completers from the Baton Rouge RLMA’s public postsecondary
education programs by degree level. Academic years 2010 through 2014 are included. The academic years are
labeled by the year in which they begin, so 2014 is the school year beginning in June 2014 and ending in May
“It’s been proven time and again that a more educated and trained workforce is our greatest long-term economic generator.” Governor John Bel Edwards, January 11, 2016
24
2015. This is compared to the number of annual openings from LWC’s long-term regional projections. This
comparison shows a gap in the “some postsecondary” category, which includes short-duration training
programs such as certificates and diplomas, and the Associate’s Degree category.
High demand occupations span all education levels, from occupations requiring a high school degree or less to
those that require extensive post-secondary study. The occupations in Table 5 exhibit extensive educational
diversity, with all levels of educational attainment represented. They also show large numbers of annual total
openings, suggesting that job seekers for those occupations may have an easier time finding a job.
Skill Gaps
WIOA mandates the State to implement models and best practices that support and expand job opportunities
for people with significant barriers to employment; barriers such as those described herein. Innovative
strategies must be implemented to address the education and employment needs of these targeted
populations, meeting them where they are and moving them to where they need to be educationally and
economically.
Louisiana is on the cusp of a manufacturing renaissance. The shortage of skilled labor, often referred to as
“Louisiana’s Forgotten Middle”, make up the largest part of Louisiana’s labor market. Key industries in Louisiana
are unable to find sufficiently trained workers to fill these jobs. Middle skill jobs account for 58 percent of
Louisiana’s labor market, but only 46 percent of the state’s workers are trained to the middle-skill level. The
economic analysis forecasts that the demand for middle skills jobs will remain strong; noting between the years
2012-2022, 56 percent of the Louisiana job openings will require middle skills. Therefore this regional plan will
address accommodation for citizens facing barriers to employment with middle skill level and training to fill
workforce gaps.
(D) Skills Gap Methodology
The Louisiana’s Workforce and Innovation for a Strong Economy initiative, (WISE), Gap Analysis was created as a
measure of the supply and demand balance between occupations in certain fields. LWC and the Workforce
Investment Council (WIC) have partnered with sister agencies and educational systems to create a Tiered Job
Analysis and a Workforce Supply-Demand Gap Analysis. The demand gap analysis helped provide the basis for
the Tiered Job Analysis methodology, approved by the Occupational Forecasting Conference, which identifies
jobs critical to economic growth in Louisiana.
The WIC established the Star Jobs system to identify occupations that provide the best opportunities in terms of
current job opportunities, future growth, and wages, based on the Tiered Jobs Analysis. This analysis provides a
basis for targeting educational resources on programs of study that will produce economic benefits to students,
their communities, and the state as a whole. The WISE GAP Analysis provides a framework to narrow the focus
of workforce development efforts to programs that will achieve maximum impact on economic growth and,
crucially, on the well-being of job-seekers and the community as a whole.
Closing the gap between the skills required by business and industry is the priority of combined partners in the
Baton Rouge WIOA plan. The Louisiana WIOA Combined State Plan identifies and addresses how, collectively,
the partner agencies in coordination with business and industry will meet the challenges of closing the Louisiana
skill gaps.
25
(E) Regional Strategic Vision and Goals
Region Two’s vision is aligned with the State’s vision of a workforce system that will provide pathways to
sustained employment opportunities for all Louisianans. Individuals who are receiving public assistance, the
unemployed or underemployed, those who are deficient in basic skills, as well as, persons with disabilities,
including disabled veterans, and others with barriers to employment will be the targeted population. All should
have access to education, training, and supportive services needed to prepare for the secure high-demand
occupations that pay family-sustaining wages.
Further, Region Two agrees with the Louisiana Workforce Investment Council’s (LWIC) support for the
development of an employer-led, demand-driven workforce system based on occupational forecasts in which
training, education, and services for job-seekers prepare Region Two and other Louisiana residents for high-
wage, high-demand career opportunities in Louisiana.
Regional Vision and Goals
No one system (education, employment and training, public assistance nor economic development) operating alone can fully address job seekers and employer need. Region Two is maximizing integration of services through partner co-location and cross functioning staff positions in the Business and Career Solution Centers (BCSC). Through effective partnering the programs and services of partners are integrated into the Business and Career Solution Centers and provide accessible and comprehensive information and referral to the array of services available, through the system, to the clients of each respective partner. Partners participate in a collaborative effort to provide a seamless delivery of services that help prepare the local workforce for today’s jobs. We will continue working with all partners within our area to develop solutions and to provide services to meet the needs of the local citizens while pursuing the objectives of driving employment, improving the business climate and providing excellent customer service.
In support of the state’s economic development needs and the employment and training needs of all working
youth and adults in the state, Region Two has five strategic goals. Goal 1 will be to continue collaborating with
Economic Development, Chambers of Commerce and Industry within the region to determine industries’
greatest needs and to address those needs. The integration of WIOA training services and Wagner Peyser
employment services in the Business and Career Solution Centers eliminates duplication of services and ensures
that business requirements shape the goals and services of the system. By determining the need of new and
existing industries and producing a skilled and resilient workforce to fill those needs, the region will accomplish
Goal 2, providing job opportunities for citizens that will provide a high quality of life through financial and career
opportunities. Goal 3 is to close the gap between structural unemployment and traditional unemployment.
Structural unemployment is that resulting from workers lacking the necessary skills, rather than traditional
unemployment due to the lack of jobs. Rapid changes in the skill requirements of today’s workers and those of
the future require constant evaluation and upgrading of workers skills in a lifelong learning environment.
Realizing that work habits are a major part of obtaining and retaining employment, Goal 4 will be to provide
access to job readiness skill training as needed. Re-Employment and Eligibility Assessment (RESEA) services to
those receiving unemployment benefits will create an opportunity for skilled workers to return to the workforce
in a shorter time frame to meet industry needs. Lastly, Goal 5 will be to establish career pathways, regional
sector partnerships, and strengthened alignments with Jump Start and Work Ready U, for in and out-of-school
youth, contributing towards a better prepared workforce.
26
The Regional Plan has been developed through regional planning efforts. The LWDAs jointly approve Service
Providers listed on the Eligible Training Provider List. Service provider information is also shared by the LWDAs,
including monitoring concerns and/or performance. The LWDAs review and discuss labor market information to
determine demand occupations within the region for use in providing training to WIOA participants. The LWDAs
will enter into agreements to accommodate employers who hire residents of both LWIAs.
Regional Business Service Team (RBST) model is a sector-based approach to business and industry collaboration
with the LWC, local workforce development boards, core programs and other partners in each region. The RBST
consists of:
• Wagner – Peyser
• Veterans/LVER
• Adult/Dislocated Worker Youth Program
• Louisiana Rehabilitation Services /RED
• Incumbent Worker Training Program
• Rapid Response Team
• Area Chambers’ of Commerce
RBST meets regularly with key workforce development stakeholders to develop strategies to market and
promote business solutions.
Regional Strategies
Region Two's goal is to have a system that responds quickly to the immediate and long-term needs of employers
by connecting skilled and credentialed job seekers to employers in demand occupations. To achieve this goal,
Region Two will strive to better align training/education and workforce development activities to the skill and
competency requirements identified by business customers, particularly those in high growth industry sectors.
We will utilize input from business to build a package of services and strategies to meet their current and future
needs. We will work with regional and local partners to build a continuum of quality education, training and re-
training programs that address skill shortages and provide for skills certification. By implementing regional
industry sector partnerships, Region Two will address core challenges for employers and job seekers to ensure
effective and efficient utilization of limited resources.
The state's Occupational Forecasting Conference will be used to identify high growth/high demand occupations
in the region to ensure effective and efficient leveraging of training dollars to address those areas of high growth
and high demand. The local Board's approval of training providers can determine programs to be funded that
better prepare students for demand occupations to meet the needs of today's employers.
The Business and Career Solutions Centers make available to the participants of all workforce development
programs, WIOA, TAA, Rapid Response, Strategies to Empower People (STEP), Supplemental Nutrition Assistance
Program (SNAP), Veterans, Wagner Peyser, Adult Education and Vocational Rehabilitation, basic literacy and
comprehensive assessments. Assessment results are used to match participants to the appropriate employment
and training opportunities, thus enabling employers to identify job seekers who possess the basic cognitive skills
for specific jobs. Any workforce literacy skills gaps are addressed through various partnerships (Adult Education
and LCTCS).
27
The Re-employment Services and Eligibility Assessment initiative is focused on connecting Unemployment
Insurance (UI) claimants with re-employment and training services delivered through the workforce system,
specifically the local Business and Career Solutions Centers (BCSC). The intent is to make sure claimants have
access to the full array of re-employment and training services available at career centers, enabling a quick
return to work, while ensuring accountability for UI program requirements.
Eligible job seekers will receive notification to come into a career center to complete UI eligibility components to
continue receiving their UI benefits. Components of this program include one-on-one assessment of barriers to
employment, benefits eligibility review, customized employment plans based on the unemployed claimant’s
needs, and ongoing follow-up. A similar program being initiated with Department of Children and Family
Services (DCFS) clients involves able bodied adults without dependents who are receiving SNAP benefits.
Performance Goals
The program goals in this section support the five strategic goals and desired outcomes of Region Two which are
consistent with those of the State, including increasing the number of new and repeat business customers,
reducing the time to fill job vacancies, increasing outreach to employers in regional demand industries,
increasing the percentage of hires that result from staff-assisted services and providing adequate and
appropriate services and training opportunities for the job seeker. The creation of an environment in which our
businesses can grow and our people prosper will be the overarching outcome.
Some of the measurements, resulting data and its use in demonstrating achievement of these goals and outcomes will include:
The performance data obtained from HIRE to measure the effectiveness of each workforce development activity and to formulate a plan for continuous improvement.
Convene regular meetings of the RBST and document the effective working relationship with Economic Development Agencies and Chambers of Commerce in the region:
Encourage business participation in the workforce system, assess industries’ greatest needs and to address those needs using a variety of strategies.
Utilize the Business Service Representatives as the single point of entry to establish the relationship and meet the needs of the business customers;
Through focused marketing, coordination of job development and placement activities; a customized menu of employer services and use of employer surveys will assist in determining an Increase of employer awareness, involvement in, and satisfaction with the BCSC .
Using prescribed assessments to determine and address the job seekers’ education and training needs.
Continue the coordination and collaboration of educational and training programs with regional partners/agencies.
28
The WIOA performance measures are as follows:
WIOA Adult, Dislocated Worker and Youth
Entered Employment Rate at 2nd Quarter after Exit
Entered Employment Rate at 4th Quarter after Exit
Median Earnings at 2nd Quarter after Exit
Credential Attainment Rate
Measurable Skills Gain
The State Business Services measures include:
Market Penetration
Demand Occupations with Staff Referrals
Repeat Customers
Employer Based Training
LWDAs 20 & 21 will participate fully in negotiations with the State regarding both Regional and Local numeric performance goals on the performance measures indicated above whenever notified of such negotiations.
(F) Strategy to Align Resources
The LWDBs of Region Two work collaboratively and with other workforce partners within our eleven parish area
to create a comprehensive service delivery system that provides solutions and services to meet the needs of
employers and job seekers. The Title V Older Workers Program, Louisiana Rehabilitation Services, Migrant
Seasonal Farm Workers Program, Veterans Program, and Wagner-Peyser, WIOA and Rapid Response staffs are
located in most BCSC centers. To facilitate this coordination and provision of services available, the sharing of
staff and use of technology is utilized in areas where co-location is not possible. Clients have access to an array
of partner programs through this effective collaboration integrated into the BCSC.
The LWDB’s recognize the importance of education and training in creating a skilled and trained workforce to
meet the needs of employers in Region Two. By working closely with area school systems, community and
technical colleges, universities and training providers, there is a unified effort to develop programs with clearly
defined pathways and recognized credentials to close the skills gaps of job seekers in our region.
To maximize and leverage youth resources and extend services across the region, the LWDAs will continue partnerships with regional and local agencies and programs, such as LSYOU, LCTCs, Adult Education, Colleges, Community Based Organizations and Youth Service Organizations. These coordinated efforts and integrated services provide youth with the skills and resources necessary to be competitive and successful in today’s workforce, thus impacting the economy.
Through regional coordination with other federally funded programs, the LWDBs will maximize and leverage resources. Such programs include: Trade Adjustment Act (TAA) Program, Incumbent Worker Training (IWTP) Program, On-the Job-Training (OJT) Program, Adult Education and Student Financial Assistance Programs. These programs have been integrated into the WIOA system to provide additional services and funding to eligible participants. The On-the-Job Training and Incumbent Worker Training Programs create an employer-led framework that meets the goal of providing a highly skilled workforce. The Boards will continue working with training providers in the region to coordinate funding of training activities with other resources such as Pell
29
Grants and TAA to maximize WIOA funds to increase the number of credentialed individuals in our region. Adult Education programs will be utilized to provide basic education skills needed to achieve the academic levels required to be competitive in the workforce. Individuals participating in education and training activities have access to supportive services through WIOA funds and coordination with other agencies within the region.
Region 2’s plan is evidence-based with strategies and activities engaging all significant partners. The strength of
this plan is that it is a customer-centric approach seeking to meet the job seekers needs as well as the employer
needs. This plan acknowledges that middle level skills will be the gateway to employment that provides
sustainable wages. Lastly, this plan creates the footprint to successfully address the broadening of the economic
base for Region 2.
30
Workforce Innovation and Opportunity Act (WIOA)
Regional/Local Combined Plan
Local Workforce Development Board-21
July 1, 2016-June 30, 2020
31
3 Strategic Elements
Because Employ BR understands that workforce development is pivotal to the continuation of an
economically vibrant region and parish, we continue to forge deep partnerships on a local level, aligning workforce
priorities with education and economic development. Employ BR achieves its mission through a focus on five strategic
goals aligned with the State’s Strategic Goals (page 41 of State Plan).
State (S) & State Board (SB) Strategic Goals Region2 / Local Strategic Goals
(S) Goal 1: Establish career Pathways as a model for skill, credential and degree attainment for Louisiana citizens to secure jobs that provide opportunities for economic independence and family stability.
(Goal 5) To establish career pathways, regional sector partnerships, and strengthened alignments with Jump Start and Work Ready U, for in and out-of-school youth, contributing towards a better prepared workforce.
(S) Goal 2: Expand career services and opportunities for populations facing multiple barriers to close the gap in educational attainment and economic advancement through career pathways and improved career services and the expansion of the bridge programs.
(Goal 2) Provide job opportunities for citizens that will provide a high quality of life through financial and career opportunities;
(S) Goal 3: Increase the participation and utilization of the workforce system by employers and job seekers.
(Goal 4) To provide access to job readiness skill training as needed
(SB) Goal 1: Forecasting (Goal 1) To continue collaborating with Economic Development, Chambers of Commerce and Industry within the region to determine industries’ greatest needs and to address those needs;
(SB) Goal 2: Growth & Alignment (Goal 3) To close the gap between structural unemployment and traditional unemployment;
Employ BR will continue to seek out partners and services and collaborate in a manner that aligns and braids the local
resources of participating partners to seamlessly address the training and employment needs of system customers, job
seekers and businesses. Integrated service delivery (ISD) reduces duplicative and administrative activities in favor of a
(1) Taking into account analyses described in subparagraphs (a) (1), a strategy to work with
the entities that carry out the core programs to align resources available to the local area,
to achieve the strategic vision and goals described in subparagraph (b) (1) (2).
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positive customer experience, allowing partners to use their resources for value added services to ensure that job
seekers have the skills to succeed in the local economy. ISD creates a quick connection to resources for the job seeker as
well as the business customer. Rather than simply providing a countable service, ISD immediately connects the customer
to a robust set of high value system resources relevant to the local and regional economy including screening,
assessment, skill development, work-readiness, skill validation and certification. Staff working
in an integrated environment are organized into functional teams to meet the needs of customers,
rather than to administer specific programs.
The partners are convened and led by Employ BR, the designated operator of the One-Stop Center and the administrator
of the WIOA funded programs. The mandated core programs include:
• WIOA, Adult, Dislocated Worker and Youth programs
• Wagner-Peyser Act Program and Agriculture Outreach Program
• Adult Education and Family Literacy Programs
• Vocational Rehabilitation Program
Other partner programs and agencies providing integrated services include:
Jobs for Veterans Program
Capital Area Re-Entry Coalition
Rapid Response
Unemployment Insurance
Community Service Block Grant Program
Older Worker Program
Carville Job Corps
Baton Rouge Community College
The local workforce development system is comprised of four main groups of stakeholders with mutual goals. The four
entities of the workforce development system are job seekers (both youth and adult), training providers, community-
based organizations, and employers. Each of these organizations plays a clear and critical role in the dual workforce
goals of establishing a job seeker’s career path and meeting the needs of the current and prospective employers.
The WDB provides leadership and coordination of partnering entities to ensure that an aligned workforce system serves
the needs of job seekers and employers. All partners in the local area support the coordination and alignment of the
local area’s workforce programs; and have chosen to co-locate their programs/activities/services in the One-Stop Center
where feasible or through a formalized referral process.
The core programs work together to effectively serve job seekers and employers. While each program has clearly
defined activities to carry-out, as defined by law, it is through leveraging services and resources that optimum outcomes
(2) A description of the workforce development system in the local area that identifies the
programs that are included in that system and how the local board will work with the entities
carrying out core programs and other workforce development programs to support alignment to
provide services, including programs of study authorized under the Carl D. Perkins Career and
technical education Act of 2006 (20 USC 2301 et seq), that support the strategy identified in the
State plan under section 102 (b)(1)(E).
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can be achieved. Employ BR’s alignment of core programs includes establishing effective career pathways that combine
guidance, education, training, and support services to prepare individuals for careers. Given individuals’ needs and
career goals, the pathway system helps to guide individuals to appropriate programs and services. Employ BR promotes
co-enrollment when appropriate to align services and to prevent duplication of services among the core programs, this
encourages shared guidance and support services within each career pathway program.
The partnering providers throughout East Baton Rouge (EBR) parish will expand access to a seamless service delivery to
eligible individuals through an integrated service delivery system (ISD), collaboration and partnership with mandated
and other partner agencies and programs. The development of career pathways in key areas of Healthcare and Social
Assistance, Manufacturing, Transportation and Warehousing and Construction will be utilized to improve the successful
participation in postsecondary and vocational education activities leading to an industry recognized
certificate/certification.
EBR’s workforce development strategies will not only take a sector based approach but also follow the ISD model with a
strengths-based, customer-centric approach seeking to “meet job seekers where they are” in terms of work experience,
skills and education. Through this model we will broker relationships with employers that will focus on creating a variety
of entry points for entry-, mid-, and intermediate level job seekers including: work experience, transitional jobs,
internships, apprenticeships and on-the-job training programs. Employ BR will focus on middle skilled jobs in high
demand sectors, as well as on career pathways in areas such as nursing, welding, logistic and carpentry with entry-level
opportunities for individuals just entering employment or with limited employment history.
Employ BR will leverage this partnership to expand access to workforce services and explore co-enrollment for eligible
individuals. The core partners will work together to identify individuals eligible for priority of service at the point of entry
in each One-Stop center and to ensure individuals with barriers to employment receive the services they need to be
successful in their job searches.
To further expand the access to employment, training, education, and supportive services for eligible individuals, Employ
BR will remove barriers to enrollment where possible. Employ BR will utilize self-registration in accordance with HIRE to
facilitate eligibility validation for individuals with barriers to employment. Where possible, Employ BR will use self-
attestation, only as a last resort, for adult, dislocated worker, and youth populations.
Employ BR is also working with the core programs to explore models for increasing co-enrollment where appropriate.
Job seekers who enter the One-Stop without a high school diploma or HiSET will be referred to Adult Education services
before participating in occupational skills training. Basic skill deficient job seekers are also referred to Adult Education
services to increase English, computational, or computer skills. Additionally, Employ BR is working closely with staff to
identify models for co-enrollment of both youth and adult participants in order to ensure that individuals with a
disability have robust employment services.
(3) Describe how the local board, working with the entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, including how the local board will facilitate the development of career pathways and co-enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable:
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Recognizing that the One-Stop is the entry point to the public workforce system for a large share of job seekers, all
group workshops include a discussion of the WIOA services available to our customers. Employ BR is exploring both
face-to-face and virtual solutions to further expand access for job seekers unable to reach the One-Stop center in Baton
Rouge. Services will be made available through alternative technologies and virtual solutions.
Employ BR is engaging employers through the services of an Industry Coordinator who meets with professional/industry
association representatives on a regular basis, as well as attends business associations meetings. The primary purpose
of this position is to create interest and introduce to the business community and association members the services
offered by Employ BR. Businesses who express interest in the services will be referred to Employ BR for the
development of contracts.
To conduct business outreach strategies that advance employer-driven engagement, Employ BR and WDB #20 created
the Regional Business Service Team (RBST) to develop strategies to market and promote business solutions. Through this
team, Employ BR targets in-demand industries of Construction, Healthcare, Transportation and Manufacturing. Employ
BR services for businesses are targeted for businesses with high priority occupations as well as challenges to acquire and
retain skilled talent. Utilizing WIOA funding, Employ BR has policies to ensure that smaller employers, which have more
limited resources, are reimbursed at a higher percentage than larger employers in the On-the-Job Training Program.
Employer engagement Starts with a discussion about business’ hiring and development needs and then moves into the
“solutions” involving services and programs that Employ BR either coordinates with RBST or offers directly. Outreach
activities results in closer ties with businesses. To meet the hiring demands of businesses, Employ BR in coordination
with LWC and some of its partners, provides hiring assistance and workforce readiness, work based training, talent
pipeline and diversity, on-site recruitment events and labor market information. At the heart of The RBST’s approach is
moving from transactional to transformational opportunities with multiple touches or solutions for businesses across
the services that Employ BR provides. Employ BR is represented on community business council / committees. Employ
BR interfaces with businesses for research on targeted industry sectors’ careers and occupations. To engage with
employers, RBST also promotes Employ BR’s services and programs with organizations that have business customers or
members. Some examples of this type of engagement are Capital Area Reentry Coalition Employer’s Council, the Baton
Rouge Area Chamber‘s Education and Workforce Issues Council, North Baton Rouge training Initiative and East Baton
Rouge Jump Start Advisory Committee.
Employ BR also engages with employers through our private/public collaborative of more than 80 businesses. LWC
serves employers by creating an aligned continuum of workforce development providers that use evidence-based tools
to screen, assess, and match job seekers with hiring employers. Through the RBST, Employ BR will begin hosting regular
“Employer Talks “as a regular agenda item where employers in key industries present to the collaborative on career
opportunities and their hiring needs. These events offer an opportunity for workforce development organizations across
(4) (a) (i) Describe the strategies and services that will be used in Employ BR’s area in order to
facilitate engagement of employers, including small employers and employers in in-demand
industry sectors and occupations, in workforce development programs.
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EBR region to engage and interact with employers in high-demand industries, developing connections that benefit the
job seekers they serve.
Special programs provide opportunities for businesses to work with the youth population. Through internships,
companies provide youth with work experience and mentoring which impacts their career and education decisions.
Another special program helps employers connect with untapped pools of talent among veterans. Employ BR also has
veteran counselors and case managers who work to increase the number of “veteran-friendly” companies with
programs to recruit and retain veterans. Employ BR conducts Lunch & Learns for business attendees during the Annual
Job Fair and throughout the year. Employ BR ‘s staff meets with businesses from the four sectors on an on-going basis.
As a strategy Employ BR will meet with employers in a particular sector once a quarterly resulting in four meetings a
year.
Employers need access to a steady pipeline of qualified talent, assistance in recruitment, retention and
up-skilling of the existing workforce. Employ BR collaborates with the LWC partners to increase engagement with
businesses to customize services to meet employer-driven demand for talent. Through the One-Stop, Employ BR
facilitates employers’ connection to qualified talent and increases awareness of public workforce system and other
workforce development partners. Utilizing Employ BR’s job readiness services including career counseling, workshops,
assessments, and individual training accounts through on-site recruitments, access to pre-screened prospective
employees and job matching process, employers have the ability to reach new pools of qualified candidates at a cost
savings. Louisiana Rehabilitation Services (LRS) provides case management, assistance to job seekers with disabilities to
meet employer needs.
After engaging an employer and discussing their workforce and hiring priorities, Employ BR assesses current needs and
suggests company-specific solutions that coordinates services. Recommendations to participate in talent pipeline
development through work-based trainings including On-the-Job, Customized, and Incumbent Trainings to improve
employers’ talent acquisition with untapped pools of prospective employees, decrease talent development costs, and
increase retention of quality employees. Employer-driven career pathways consist of required skills and credentials for
high priority occupations. Job seekers receiving these WIOA trainings are registered in HIRE and are recruited, assessed,
and counseled by Employ BR staff. To promote employer-requested credentials and career pathways, Employ BR
engages employers through programs such as the work experience activities. Based on hiring issues and priorities and
initiatives that are common to a specific industry, Employ BR has also established industry specific initiatives.
(4) (a) (ii) Describe the strategies and services that will be used in Employ BR’s area in order to
support a local workforce development system that meets the needs of businesses in the local area.
(4) (a) (iii) Describe the strategies and services that will be used in Employ BR’s area in order to
better coordinate workforce development programs and economic development.
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Our partnerships with economic development partners are well-developed and include frequent and strategic
interactions. We work closely with economic development agencies at both the city/parish and the state level because
Employ BR is located in the state’s capital. We are engaged in the efforts of
regional partnership and industry organizations. Our collaboration with economic development partners and programs
aims to:
Increase awareness among employers about resources available through the public workforce
development system. For example, through regular interactions we ensure our colleagues in
economic development understands well the capabilities of Employ BR and programs such as on-the-job training,
customized training, work-based learning, and incumbent worker training, and are able to effectively market them to
their stakeholders.
Streamline workforce development efforts and holistically address employers’ needs. For
example, we have included economic development partners in our sector strategies for healthcare, manufacturing,
construction and transportation. We leverage the capacity of business intermediaries for outreach and convening
purposes as well as often utilizing their know-how for the delivery of consortium-based employment and training
initiatives. We also collaborate with economic development partners to identify and address challenges and solutions to
key workforce issues. For example, we have identified critical shortages in manufacturing occupations that raise the
need to create accelerated training pathways for these jobs.
Employ BR will continue to implement UI special initiatives. More specifically, The Reemployment Services and
Eligibility Assessment (RESEA) , involves selected UI claimants required to attend sessions conducted by Employ BR.
Claimants attend an orientation and receive one-on-one counseling with a case manager. The claimant is required to
complete assessments, job search contacts and other services to create an individualized job search plan to be reviewed
by program staff. Employ BR also has case managers that provide services to any UI claimant. The services range from
assisting them during their application for UI benefits to giving general UI information.
Employ BR is in a prime position to continue to align workforce services strategically with economic development
activities. The partnerships with local chambers, industry and trade associations in the target sectors are valuable to the
successful execution of the strategies and services.
(4) (a) (iv) Describe the strategies and services that will be used in Employ BR’s area in order to
strengthen linkages between the One-Stop delivery system and unemployment insurance programs.
(4) (b) Describe the strategies and services that will be used in Employ BR’s area that may include
the implementation of initiatives such as incumbent worker training programs, on-the-job training
programs, customized training programs, industry and sector strategies, career pathways initiatives,
utilization of effective business intermediaries, and other business services and strategies, designed
to meet the needs of employers in the corresponding region in support of the strategy described in
paragraph (1) (F).
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Strategies Services
On-the-Job Training Employer based, hands on learning leading to job experiences through internships or apprenticeships
Incumbent Worker Training Program Training by selected providers to raise skill levels of current employees to meet quality industry standards
Career Pathways Initiatives A prescriptive path allowing an individual to progress through stackable credentials in a program of study leading to employment in a high wage, high demand career.
Utilizing Business Intermediaries Job opportunities of different skill levels from entry level positions to middle level positions
Customized Training Programs Addressing employers expressed needs for a group of new or current employees where the employers contribute at least 50% of the cost for the training.
The Regional Business Service Team (RBST) works with economic development agencies in
sharing, informing, serving common business customers and developing key industry engagement tactics. In addition,
Employ BR will, through the efforts of the Industry Coordinator, broaden the relationship with Southern University’s
Louisiana Small Business Development Center and Louisiana State University’s Business and Technology Center.
East Baton Rouge’s Local Workforce Development Board has expanded its membership in 2016 to include more labor
representatives, as well as representatives from higher education, reentry and a local entrepreneurial/small business
owner. By engaging the entrepreneurship community, there is potential for Employ BR to more strategically support
entrepreneurship in East Baton Rouge Parish.
Operational Planning Elements
(5) A description of how the local board will coordinate workforce investment activities carried out
in the local area with economic development activities carried out in the region in which the local
area is located (or planning region), and promote entrepreneurial skills training and microenterprise
services.
(a) Regional/Local Strategy Implementation
(1) A description of the One –Stop delivery system in the local area, including
(A) A description of how the local board will ensure the continuous improvement of
eligible providers of services through the system and ensure that such providers meet
the employment needs of local employers, and workers and jobseekers.
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See Attachment A for Employ BR’s schematic of the One –Stop delivery system.
Employ BR diligently works to ensure the quality and continuous improvement of contracted service providers and
eligible training providers in the One-Stop delivery system. To ensure quality of providers, training providers must meet
a list of requirements to be approved for initial eligibility by the LWC. The One-Stop operator and all funded service
providers must develop procedures to meet and implement performance management practices to ensure strong
program evaluation. These procedures should evaluate program effectiveness and performance outcomes to ensure
programmatic interventions achieve optimal results that meet local needs. Providers for must submit monthly and
quarterly status reports on programming and the use of funds to Employ BR.
Through workshops, speaker series and one-on-one meetings, Employ BR provides assistance and support to broaden
the knowledge base about WIOA and furnish resources for on-going technical support to training providers. Topics and
issues to be covered include, but will not be limited to: best practices in workforce development, labor market analysis,
building employer partnerships, data-driven decision-making, and WIOA implementation.
A key priority for Employ BR is ensuring universal access to the entire array of education, training, and
support services offered through the One-Stop system. Through utilization of Helping Individual Reach Employment
(HIRE), potential and existing customers can access One-Stop services with this powerful on-line tool. HIRE is also
accessible via smart phones and Employ BR’s website, http://www.employbr.com facilitating use by residents in remote
areas. Employ BR works to ensure that every resident of East Baton Rouge Parish has the opportunity to progress along
a clearly defined and guided career pathway that leads to economic self-sufficiency. While access is improved for all job
seekers and incumbent workers, services are focused on those most in need and hardest to serve. Employ BR provides
the highest quality of service to job seekers, incumbent workers and employers through the use of strategically located
centers and creative partnerships with community organizations and other service providers.
Employ BR reaches those remote areas of the parish through sponsoring on-air radio job fairs through buying air time
with local media broadcasting companies. These radio stations reach all East Baton Rouge communities and the
surrounding parishes inclusive of urban areas with high unemployment rates and rural areas with less access. The other
strategy used is reserving the Louisiana Workforce Commission’s mobile unit for events throughout the city. The mobile
unit is equipped with computers and Wi-Fi providing access to Employ BR and LWC’s website and on line services.
(1) A description of the One –Stop delivery system in the local area, including
(B) A description of how the local board will facilitate access to services provided through the
one-stop delivery system, including remote areas, through the use of technology and through
other means.
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Employ BR will take steps to ensure the appropriate auxiliary aids and services are made available
when necessary to afford an individual with a disability an equal opportunity to participate in and benefit from our
services. Employ BR will work closely with LRS to provide cross-training on technology tools, resources and accessibility.
Both Employ BR offices and the Youth Center are universally accessible for individuals with disabilities including the
visually and hearing impaired.
Partner and Role Resource Contributions
WIOA – Adult, Dislocated & Youth The WIOA Program, administered by Employ BR through the City of Baton Rouge, is the operator of the One-Stop Center. As such, staff provides services through WIOA Adult, Dislocated Worker and Youth funding to all eligible customers. Services include basic & individualized career services, based on individualized needs.
Wagner Peyser (W-P) W-P staff is fully integrated into the One-Stop and assists in providing the full array of employment and training services to customers. This co-location allows for seamless delivery in the public Workforce system to all individuals accessing services and programs. There is a continuous exchange of information and cross-training of staff that occurs and contributes to ongoing improvement to the One-Stop Customer flow and service delivery. This has been a proven partnership with successful outcomes in both training and employment for our local area.
Louisiana Rehabilitation Services (LRS) LRS provides services to persons with disabilities. Services will be provided through a referral system. WIOA staff will provide services, but as an additional resource, anyone who self discloses information about their disability will be referred to the assumed point of contract at LRS via email from the WIOA case manager. LRS staff will also
(1) A description of the One –Stop delivery system in the local area, including
(C) A description of how entities within the one-stop delivery system, including one-stop
operators and the one-stop partners, will comply with section 188, if applicable, and
applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et
seq.) regarding the physical and programmatic accessibility of facilities, programs and
services, technology and materials for individuals with disabilities, including providing
staff training and support for addressing the needs of individuals with disabilities.
(1) A description of the One –Stop delivery system in the local area, including
(D) A description of the roles and resource contributions of the One-Stop Partners.
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make referrals to the One-Stop using the same process by referring to designated points of contact. A database will be maintained by the points of contact with referral results for reporting purposes. In-office staff availability shall be arranged on an as needed basis to ensure customers’ needs are being met. Staff cross-training will be scheduled initially to assure clear understanding of each other’s programs & services. Ongoing training will be arranged as needed.
Department of Children & Family Services (DCFS) DCFS is partnering with the One-Stop to implement a new program for Supplemental Nutrition Assistance Program recipients. SNAP recipients DCFS identified as Able Bodied Adults without dependents who have registered in the state’s HIRE system will be referred for assessments to determine their need for basic & individualized career services in the One-Stop Center. Employ BR staff will provide these services as a means to assist these individuals in becoming self-supporting through employment and training opportunities. Individuals not complying with this referral requirement will be reported back to DCFS by the One-Stop. Employ BR staff shall refer all individuals in need cash through Temporary Assistance for Needy Families or nutrition assistance through Supplemental Nutrition Assistance Program to DCFS for application.
Unemployment Insurance – Re-employment Services & Eligibility Assessment (UI-RESEA)
RESEA implements mandatory orientations to WIOA services & programs and required service points to UI recipients in an effort to assist in returning to work more quickly. Staff assesses the needs of these individuals to assist them in creating their Employment Plans and case manages them while they access services to address deficiencies hindering their employment opportunities.
Adult Education Employ BR collaborates with multiple entities providing adult education services including East Baton Rouge Parish School System, Up Alliance and Baton Rouge Community College. Referrals are made to all of these entities for basic education skills training or HiSET preparation. Participants from these entities are also referred to Employ BR for information and provision of appropriate services based on assessed needs. Additional services are being coordinated through Adult Education in the One-Stop Center.
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Computer literacy skills are a major barrier for many customers accessing basic career services in the One-Stop. Adult Education will provide community education classes to address this deficiency, especially if it relates to the use of HIRE to post resumes, conduct job searches, file US claims and create an email account. Adult Education will also conduct an on-site HiSET preparation class in the One-Stop. This will allow greater access to educational services by One-Stop customers to address their immediate needs to increase their market ability.
Jobs for Veterans Disabled Veteran Outreach Program (DVOP) Representatives are co-located in the One-Stop to provide services to Veterans with specific barriers to employment. DVOPs conduct outreach to various programs and agencies serving veterans. Employ BR staff partner with DVOPs to do outreach to ensure that all veterans are provided services. This also allows for non-veterans to receive services since federal law prohibits DVOPs from serving anyone other than veterans with identifiable barriers. Local Veteran Employment Representatives collaborate with Local Business Service team staff to provide services to employers and educate them on the advantages of hiring veterans who provide a highly skilled, trained workforce.
Rapid Response The Regional Rapid Response Team coordinates employee events for area employers announcing layoffs. Rapid Response coordinates with other agencies, including Employ BR and UI to provide information and services to affected workers as quickly as possible to minimize the effects of their job loss. In addition to initial employee orientation sessions, the collaborative team will assist with RESEA workshops and may also coordinate on-site workshops to assist with resume writing and job search if the employer’s facility can accommodate such provisions. Rapid Response is also an integral part of the Regional Business Service Team which serves local employers. The RBST works with employers to identify their needs and create solutions to address these needs.
Community Services Block Grant (CSBG) CSBG is a partner co-located in the same building with our One-Stop Centers. They provide supports to individuals in the community such as emergency food, rental and energy assistance.
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This program is a great referral source for customers in need of WIOA services, as well as being a wonderful resource for customers needing supports.
Capital Area Re-Entry Coalition (CAPARC) Individuals returning to the community after incarceration face numerous barriers. CAPARC engages and provides assistance and supports to remove these barriers and make this transition easier. CAPARC and Employ BR partner on services for the returning citizen, but also work together to educate employers on the advantages of hiring these individuals and incentives available for doing so. The two partners frequently refer customers to each other for services and collaborate on projects to serve this target population.
Older Worker Program Catholic Community Services administers the Older Worker Program which serves qualifying 55+ year olds wanting to remain in the workforce. This program serves as another referral resource for these senior workers. They provide assistance in part-time job placement and all appropriate job readiness programs. Employ BR acts as a host site for older workers to gain work experiences. Employ BR also collaborates with the OWP to sponsor workshops to educate their participants about programs and services available through the One-Stop Center and HIRE.
Carville – Job Corps The Regional Job Corps Program partners with the One-Stop to serve youth in multiple capacities. Both programs serve as a source for cross referrals. The One-Stop through our youth services provides additional supports to Job Corps by providing a local facility in which they conduct group orientation sessions and hold individual interviews for admission into their program. Weekly workshops are facilitated for Job Corps newly enrolled participants to introduce them to Employ BR services, provide financial literacy instruction and raise awareness of selective service registration requirements. Employ BR also engages participants nearing exit with Job Corps by conducting sessions to include HIRE registration, posting on-live resume and creating a virtual recruiter in preparation for job placement. They are assisted with job search and job readiness resource materials. Each participant is provided copies of their resume for their active
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job search. This group from Job Corp is invited to participate in Employ BR career fairs and recruitment events.
Baton Rouge Community College BRCC provide workshops on the programs of study that lead to jobs high demand, high wage, high growth industry sectors. Workshops will be offered monthly on programs, career planning, and transition to college. Career pathway maps and other tools will be used as resources to help increase participants’ knowledge of the training and career opportunities available in the region. BRCC provides career counseling, transition to the workforce, and juggling college and work. These services can be offered in small group settings or workshops with 15 or more participants. Services will be available on a monthly basis or as needed at the One-Stop.
Employ BR provides both career and training services as required under WIOA. Those services are integrated so
individuals are prepared both for the general workplace and for specific in-demand occupations.
Employ BR provides the following adult and dislocated worker employment training activities:
• Occupational skills training (Individual Training Accounts) – This service benefits adult and dislocated workers by
providing them training in another field so they can gain employment in an in-demand occupation. Employ BR
targets high demand, 3 to 5 Star Jobs in the following key sectors: Healthcare, Construction, Manufacturing, and
Transportation/Warehouse/Logistics. These occupations were chosen due to current and forecast demand by
businesses, LWC projections, and third-party projections.
• Occupational skills training (general) – Interview skills, computer skills
• Supportive services – reimbursement for mileage, child care during class
• Remedial/pre-vocational training – career exploration workshops, basic math, reading in addition to the
remediation program for WorkKeys - WIN.
• Work experience/internships
• On-the-job training – A dislocated worker and adult education can be trained in a new industry or profession by
the employer
• Follow-up services, including counseling about the workplace
Employ BR will determine eligibility for assistance under WIOA and also introduce individuals to the core partner
services available at the One-Stop Center, based on their specific needs. Employ BR also provides information through its
website and partner websites, and conducts outreach activities through partners and community groups. Employ BR and
(2) A description and assessment of the type and availability of adult and dislocated worker
employment and training activities in the local area.
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core partners conduct initial assessments of skill levels, aptitudes, abilities, and supportive services. Employ BR and core
partners also provide a variety of job search and placement assistance, including career counseling, skills testing and
other guidance.
Employ BR through the Louisiana Star Jobs system, provides employment statistics to help individuals make decisions on
career and job choices. These statistics include job vacancy listings, skills needed for those jobs, earnings, occupational
outlooks and training availability. Employ BR provides a detailed application packet for prospective WIOA training
participants on its website and at the One-Stop Center. Applicants can submit their applications at Employ BR. Due to
the confidential nature of this information, packets are required to be brought into the Center. Applicants who need
career guidance to choose an occupation for training are provided that help by Employ BR.
Generally, the State Rapid Response Unit is the first point of contact for employers for major dislocation events,
including Trade Adjustment Act (TAA) petition notification. Employ BR shares information with the State Rapid Response
team in cases where Employ BR first becomes aware of pending closures or curtailment that may not be yet reported to
the state team. The charge of the pre-layoff system is to provide comprehensive information and technical assistance
leading to employment of dislocated workers affected by layoff, closure and or disaster. Rapid Response activities are
time-sensitive and the State’s Rapid Response Unit will develop local protocols to ensure contact with affected
employers within 48 hours of receiving notice of a layoff, closure or crisis event.
The Rapid Response Team includes a staff member from Employ BR. The majority of Rapid Response activity is
conducted at employer sites and includes partner information, workforce information, including WIOA services, and job
search workshops. Under WIOA, the Rapid Response team has also shifted their model to serve businesses as customers
in order to maximize reemployment and minimize consumption of UI benefits.
The Rapid Response Unit has designated an administrative staff person to be the state’s point of contact to coordinate
rapid response activities. Employ BR works in conjunction with the state Rapid Response team to provide rapid
response activities which generally include:
• Consulting with the State Rapid Response Unit, state and local economic development organizations and other
entities to avert potential layoffs;
• proposed layoff schedule and what employer plans are to assist the dislocated workers, including the status of
any collective bargaining negotiations affecting layoff benefits;
• Ascertaining and providing the State Rapid Response Unit with information related to severance, separation pay,
retirement incentives, and voluntary layoffs so the Unemployment Office handling UI benefits can review and
determine eligibility for unemployment insurance benefits;
• Coordinating the delivery of rapid response layoff orientations for affected workers in conjunction with the State
Rapid Response Unit.
• Ensuring procedures are in place for the timely access and referral to Employ BR programs, services and
information offered by WIOA, UI, TAA, Wagner-Peyser and other programs.
(3) A description of how the local board will coordinate workforce investment activities carried out
in the local area with statewide rapid response activities, as described in section 134 (a) (2) (A).
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Employ BR Youth Services has developed a host of educational, skills-based learning opportunities and work support
services for East Baton Rouge Parish youth. These include efforts to help youth obtain their HiSET, access to
scholarships, postsecondary learning preparation, and opportunities to develop their skills through employer based
internships. The Plank Road and Wooddale sites have limited physical space. Therefore, the Youth Center is located at a
separate site, the McKinley Alumni Center, where there is adequate space to house all of the youth programming.
The planning process begins with determining youth’s needs to include: An initial assessment for determining eligibility,
leading to developing an Individual Service Strategy (ISS) created by both the youth and case manager. Eligible youth
are enrolled and benefit from the array of services available through the joint collaboration of the service provider and
youth services staff. Youth remain engaged in follow-up services for one year following program completion. Youth
determined ineligible for services are referred to appropriate partner agencies.
Employ BR Youth Services has solicited a Request for Proposal (RFP) meeting the requirements of the federally
mandated Workforce Innovation Opportunity Act (WIOA) procurement process. The RFP seeks to establish
collaborations to provide services that will offer:
• Basic Education and Instruction for HiSET development or
• Occupational Skills and Job Readiness Training
Additional services made available to youth through the RFP may include:
• Alternative Secondary School: Participants are referred for alternative secondary school services or dropout
recovery services, designed to improve academic performance leading to continuation in secondary school or
graduation.
• Tutoring & Study Skills Training: Designed to improve basic academic and study skills. Tutoring and/or study
skills training, instruction and evidence-based dropout prevention and recovery strategies lead to completion of
the requirements for a secondary school diploma or its recognized equivalent (including a recognized certificate
of attendance or similar document for individuals with disabilities) or for a recognized post-secondary
credential.
• Comprehensive Guidance and Counseling: Provides eligible youth with intensive guidance and counseling
related to career exploration, goal setting, personal counseling; which may include drug and alcohol abuse
counseling, as well as, referrals to counseling, as appropriate to the needs of the individual youth. Specialized
counseling and services may be conducted through a referral to an appropriate organization or counselor
experienced in counseling and guidance in the particular area of concern. This may be an ongoing activity
throughout the duration of services and follow-up.
• Paid/Unpaid Work Experience: Work experience is planned, structured learning experiences that take place in a
workplace for a limited period of time. Work experience is designed to enable youth to gain exposure to the
world of work and its requirements.
• Occupational Skills & Job Readiness Training: Occupational skills training, includes priority consideration for
training programs that lead to recognized postsecondary credentials that are aligned with in-demand industry
sectors or occupations in the local area. Youth may be eligible for assistance with the cost of occupational skills
(4) A description and assessment of the type and availability of youth workforce investment
activities in the local area, including activities for youth who are individuals with disabilities, which
description and assessment shall include an identification of successful models of such youth
workforce investment activities.
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training which may be available through WIOA Youth funds. Occupational skills training includes programs not
exceeding 2 years in duration.
• Leadership Development Opportunities: Includes community service and peer-centered activities encouraging
responsibility and other positive social and civic behaviors for youth.
• Adult Mentoring: Provides a means of career exploration and personal development. Adult mentoring activities
include job shadowing, goal-setting, career explorations assistance and social skills improvement.
• Supportive Services: Provides supports based on the needs of the individual if other sources of funding or
services can be documented as not available. Supportive services are available to assist youth in completing
education or entering or retaining employment.
• Financial Literacy Education: Workshops to assist youth in understanding personal financial responsibilities and
includes an introduction to My Life, My Way, which is a component of the HiRE System.
• Entrepreneurial skills training: Provides information on entrepreneurship and microenterprise.
• Labor Market Information: Used to help youth identify career pathways and understand local industry and
occupational trends.
Employ BR Youth Services maintains successful relationships with its partner agencies. For example, we have partnered
with East Baton Rouge Parish Juvenile Services - Evening Reporting Center (ERC) offering youth in detention an
opportunity to develop effective decision-making and social skills. This program has become a model for the juvenile
justice system for potential replication in other areas. Additionally, it serves as the basis for the City of Baton Rouge’s
recently awarded Performance Partnership Pilot (P3) grant to work with disconnected youth.
In addition to education and skills related opportunities, Employ BR Youth Services offers other activities designed to
support youth over the course of their employment preparation and acquisition efforts. Employ BR provides workshops
to high school students in Special Education Programs, participates in individual education plan (IEP) sessions, provides
training and workshops for resume preparation and interviewing skill development for agencies such as the Harmony
Center, Youth with a Mission Vision and Carville-Job Corps. We also offer leadership development and mentoring
opportunities to youth within Big Buddy’s Level-Up Program.
Employ BR Youth services is focusing recruitment efforts on out-of-school youth and connecting with community
partners that serve this population. A strategy of pairing HiSET or post-secondary preparation activities alongside career
exploration and work-based learning/work experiences is a primary focus for youth services.
The focus of Employ BR is maximizing tools, communication, and partnerships in support of the board’s strategic
initiatives to serve customers. The Board supports Business Services, Sector Partnerships, Career Pathways, and Work-
Based learning by engaging with business partners to provide organized, evidence-based strategies. This allows Employ
BR to guide job-seeking customers to in-demand occupations, growing industries, and opportunities for career
identification, development, and growth. Employ BR is committed to promoting youth career development
opportunities in Baton Rouge’s key industries for integration and seamless services to youth around educational
opportunities for in- demand occupations, including soft skills training for youth populations and utilizing local
businesses for work-based learning openings.
(5) A description of how the local board will coordinate education and workforce investment
activities carried out in the local area with relevant secondary and postsecondary education
programs and activities to coordinate strategies, enhance services, and avoid duplication of services.
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Employ BR has strong long-standing partnerships with Baton Rouge Community College, East Baton Rouge Parish Public
School System (EBRPPSS) and the Regional JumpStart team. Employ BR staff has actively engaged in the JumpStart
initiative to address the training and career development needs of youth in school and those who leave high school
without earning a diploma. This regional team aims to meet regularly to develop strategies that assist young adults in
moving through the employment continuum toward sustainable careers. Employ BR Workforce Programs can support
work-based learning opportunities in demand industry sectors, provide career guidance and job search assistance. The
collaborative will help to build a strong, systematic approach through the development of local career pathways and
each partner will support student career development through education and work-based learning opportunities.
Workforce development programming, activities and investments will be designed and created based upon current local
labor market and business demand. Employ BR will utilize economic reports, LWC data, and local board knowledge in
order to inform the development of services, investments in secondary and post-secondary training and identification of
industry areas for work-based learning opportunities.
Employ BR in partnership with a network of providers recognizes the value of supportive services in helping people
overcome barriers and successfully complete training, obtain and/or retain employment.
Employ BR is accessible via public transportation. Based on a case-by-case needs assessment, Employ BR provides public
transportation passes for use throughout Baton Rouge. These passes can eliminate a transportation barrier that would
prohibit an eligible adult, dislocated worker or youth the access to training or employment opportunities that would
lead to self-sufficiency.
Recognizing that the success of the one-stop delivery system depends on effective coordination among program
partners, East Baton Rouge workforce partners have begun working together to develop an intake process that
eliminates redundant assessments and streamlines the customer experience. Our goal of integrated services requires all
service providers to quickly identify needs and then match resources to those needs. Increased collaboration and
coordination among system partners ensures that the best of what the system has to offer comes forward with a
minimum of duplication. Participants will receive a range of services via various providers and funding streams that may
be braided together to meet their specific needs.
Employers, at minimum can receive general or specialized recruitment services through self- service or staff assisted job
orders. Employers receive a range of services, including job posting, applicant screening, job fairs, access to on-the-job
(6) A description of how the local board will coordinate workforce investment activities carried out
under this title in the local area with the provision of transportation, including public transportation,
and other appropriate supportive services in the local area.
(7) Provide a description of plans and strategies for, and assurances concerning, maximizing
coordination of services provided by the State employment service under the Wagner-Peyser
Act (29 U.S.C. 49 et seq.) and services provided in the local area through the one-stop delivery
system, to improve service delivery and avoid duplication of services.
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training reimbursement, tax credits for hiring workers with specific barriers, and assistance to avoid or minimize layoffs.
Business Services staff funded through Wagner-Peyser and those funded through WIOA will be co-located and will
coordinate their service delivery to avoid duplication to ensure that employers receive quality service, including
providing customized training for incumbent workers and potential employees if appropriate.
Wagner-Peyser and WIOA funding provides all job seekers and unemployment insurance claimants access to job search
preparation and placement assistance. Job seekers have access to a wide range of job related services including skill
assessments, career counseling, job matching assistance, free job readiness and skill development workshops or online
course modules aimed at improving employability. All interested job seekers may receive guidance to assist toward a
productive work search.
Participants will meet, or be connected technologically to staff with a broad knowledge of available services, including
education, training, and support services. This streamlined, integrated approach requires staff to use technology in new
ways to simplify administrative processes, provide the participant with easy-to-use interfaces to access relevant
information, connect to resources, expand the options available for skill development certification, and portfolio
management.
Employ BR works with its contracted youth providers to ensure an appropriate referral network for youth program
participants, which makes workforce and supportive services available for program participants throughout the parish.
To avoid service duplication and to provide for the best match between program and participant, youth programs are
encouraged to work together. Further, to assist in best practices sharing to improve the services provided by the public
workforce system to youth participants, Employ BR hosts a training and technical assistance meeting for youth
providers. The Pre-Bidders conference is planned while the RFP is released and addresses all questions from potential
bidders. Before entering into a contract with the City, Employ BR host a technical assistance training before the provider
starts operating the program. Employ BR’s leadership managers will continue to meet with partner leadership staff to
identify ways in which all can strengthen their collaboration to better refer and serve participants. In addition, the One-
Stop Committee, comprised of employment and training organization leaders in the parish meets to refine the One- Stop
delivery system in East Baton Rouge.
East Baton Rouge WDB fully supports the vision of WIOA and the State for improved coordination and collaboration
across WIOA programs and partners, including Adult Education and Literacy. Just as Employ BR has engaged with adult
education providers through meetings during the development of this local plan, we will continue to engage with eligible
adult education providers throughout the implementation of WIOA. Employ BR will develop a process for reviewing
applications and proposals. This process may establish an evaluation panel that independently reviews applications and
has no conflict of interest. Clear scoring criteria will be in place to evaluate the quality of applications and for use in
submitting thoughtful and informed recommendations to the Louisiana Community and Technical College System.
(8) Provide a description of how the local board will coordinate workforce investment activities
carried out under this title in the local area with the provision of adult education and literacy
activities under title II in the local area, including a description of how the local board will
carry out, consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232,
the review of local applications submitted under title II.
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The local board follows confidentiality requirements for wage and education records as required by the Family
Educational Rights and Privacy Act of 1974 (FERPA), as amended, WIOA, and applicable
departmental regulations.
No confidential information will be used in open transmission or company distribution except where such transfer of
information is done by secure connection or encryption. All documents that include confidential information will be
housed in secured, locked areas. When documents are released for destruction, the documents will be shredded.
The manner in which the organization responds to media inquiries and shares customer
information is predicated by a wide variety of federal and state regulations. The local WDB is
responsible for the dissemination and proper implementation of privacy regulations.
Disclosure of information about a customer’s record is strictly prohibited by organizational
policies without the use of Waiver of Confidential Form. A customer may wish to withhold information or may choose
to allow limited or unlimited disclosure.
Employ BR will monitor and ensure that veterans have priority of service when they are triage or self-report upon
entering the One-Stop. Once these veterans have been identified, One-Stop staff may refer them to the Disabled
Veterans Outreach Program Specialists (DVOP) for targeted services based on their barriers. Posted in all Centers is the
priority of service notification making veterans aware that they will receive priority of service. At the Job Fair and at
special events veterans are given priority time allotments for engagement.
Employ BR has the Local Employment Veterans Representative (LEVR) as a member of the RBST. There are currently
four DVOPs, one female Specialist housed at the Plank Road site and three male Specialists housed at the Wooddale site.
All are funded by Jobs for Veterans Grant funds and work to disseminate information at all of the veterans’ agencies and
community service providers. They also visit homeless shelters and battered women shelters as part of their extensive
outreach efforts to recruit veterans who are in need of employment preparation services. All Specialists work with
veterans assisting with addressing specific barriers to employment accessing the services Employ BR has to offer.
(9) Describe the privacy safeguards incorporated in the One-Stop delivery system, across partners,
related to sharing and protecting personally identifiable information. This includes safeguards
required by section 444 of the general Education Provisions Act (20 U.S.C. 1232g) and other
applicable Federal laws.
(10) Describe how the local area will implement and monitor the priority of service provisions for
veterans in accordance with the requirements of the Jobs for Veterans Act, codified at section 4215 of
38 U.S.C., which applies to all employment and training programs funded in whole or in part by the
Department of Labor. Local areas should also describe the referral process for veterans determined
to have a significant barrier to employment to receive services from the Jobs for Veterans State
Grants (JVSG) program’s Disabled Veterans Outreach Program (DVOP) specialist.
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Employ BR has the customer registration program titled HIRE. This program converts to the language of the user
eliminating the barriers to registration for all potential customers. The majority of the ESL customers are bi-lingual and
currently have no challenge with working with the case managers to complete the WIOA application process. If there is
a Hispanic customer that request an interpreter, BRCC and Catholic Charities have individuals to assist with non-English
speakers. These individuals will be available to assist by appointment as needed.
As Employ BR follows through with the commitments from the MOUs, these agreements will enhance the provision of
service provided to the customers by Employ BR. The cooperative agreement or MOU is a comprehensive document
which outlines the requirements of the WIOA law as it pertains to those who cooperate, collaborate and/or coordinate
services with Employ BR. It includes strategic definitions; a detailed description of the terms of the commitment; the
targeted populations who are potential customers for Employ BR; description, parameters and specific involvements of
programs, services and activities hosted and sponsored by Employ BR; explanation of the resource sharing model;
details regarding the method of referral and required data sharing elements; budget information necessary for partners
to understand the full scope of the comprehensive offerings of services by Employ BR ; terms of termination, amending,
confidentiality, liability, disputing specifics of the MOU; and general provisions of the MOU.
The Chief Elected Official (CEO), the Mayor-President of the City of Baton Rouge, Parish of East Baton Rouge, shall serve
as the grant recipient and as such designates Local Workforce Development Board (LWDB) 21 as the local grant sub-
(13) Identify the administrator/administrative entity responsible for the disbursal of Title I and III
funds in the local area, as determined by the chief elected official or the Governor, and the
fiscal agent if different.
(11) Describe how the One-Stop delivery system (including One-Stop center operators and the One-
Stop delivery system partners) will ensure that each One-Stop center is able to meet the needs of
English language learners, such as through established procedures, staff training, resources, and
other materials.
(12) Describe the replicated cooperative agreements, as defined by WIOA 107(d)(11), in place
between the local board or other local entities described in section 101(a)(11)(b) of the
Rehabilitation Act of 1973 (29 U.S.C. 721 (a)(11)(B) and the local of a designated State agency or
designated State unit administering programs carried out under Title I of such Act (29 U.S.C. 720 et
seq.) (other than section 112 or part C of that title (29 U.S.C. 732, 741) and subject to section 121(f)
in accordance with section 101 (a)(11) of such Act (29 U.S.C. 721(a)(11)) with respect to efforts that
will enhance the provision of services to individuals with disabilities and to other individuals, such as
cross training of staff, technical assistance, use and sharing of information, cooperative efforts with
employers, and other efforts at cooperation, collaboration, and coordination.
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recipient to disburse the grant funds for workforce development activities at the direction of the local board through the
established programs.
Through the City of Baton Rouge, Parish of East Baton Rouge Council Budget Office, Purchasing and Finance Divisions,
LWDB 21 awards all sub-grants and contracts based on the ordinances, policies and procedures set forth by the
Metropolitan Council and each of these departments. The Council Budget Office serves as the division that oversees the
review process for all federal, state and local grants and contracts which are administered by LWDB 21. Local, state and
federal guidelines are strictly adhered to for the competitive procurement of goods and services for WIOA programs
administered by LWDB 21, as deemed appropriate and necessary to facilitate the successful operation of the program.
At this time, the performance levels have not been negotiated. WDA 21 will participate fully in negotiations with the
State regarding numeric performance goals for local performance measures when notified of such negotiations.
Employ BR will lead the overall coordination of business relationships monitored by its Board, making sure to maintain a
connection to the work of the LWC (to implement statewide changes, suggestions, and best practices) and regional
partnerships. In addition, Employ BR will continue:
• Marketing materials developed by Employ BR will be utilized to engage job seekers and employers.
• Convening a local “Business Services Summit” with other agencies and organizations
within East Baton Rouge Parish who work with the local business community. By having a united
community approach to employer development, Employ BR will increase employer connections and thus expand
career opportunities to customers.
• Continued use of available labor market data and workforce volume reports to identify
target areas for outreach.
• Employ BR’s Youth and Young Adult Committee meets on a regular basis. The Committee’s
role would be to provide information and assistance in carrying out activities within WIOA law and other issues
related to the provision of services to youth. The Committee would be chaired by a member of the WDB and would
include other members of the WDB and community partners such as ABE, EBR School District, Jump Start Initiative
(15) Provide a description of the local levels of performance negotiated with the Governor and
chief elected official pursuant to section 116(c), to be used to measure the performance of the
local area and to be used by the local board for measuring the performance of the local fiscal
agent (where appropriate), eligible providers under subtitle B, and the one-stop delivery
system, in the local area.
(16) A description of the actions the local board will take toward becoming or
remaining a high-performing board, consistent with the factors developed by the State Board
pursuant to section 101(d)(6).
(14) A description of the competitive process to be used to award the sub-grants and contracts in
the local area for activities carried out under this title.
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Committee, BRCC Career and Technical Education representative from the Perkins Grant and other appropriate
agencies and businesses.
Employ BR uses the State’s Eligible Training Provider list (ETPL) to identify local providers of training for in-demand
occupations identified by Louisiana STAR Jobs rating system. To secure the services of selected providers, contracts
must be entered into with the City of Baton Rouge per the required contractors’ process. All customers are afforded the
opportunity to review eligible training programs on-line and in the One-Stop Center and are advised of this service by
Employ BR staff. The case manager will work with the customer to arrive at a suitable provider based on the expressed
goals of the customer thus arriving at an informed customer choice for a training program.
Local Workforce Development Board 21 is in the process of preparing and submitting a four-year Regional/Local Plan,
hereafter known as the “plan” to provide information to the public on the utilization of the funds provided through the
Workforce Innovation and Opportunity Act (WIOA) for Adult, Dislocated Worker and Youth programs. The plan will be
available for public comment on the EMPLOY BR website or http://www.Employ BR.com/ for not less than 30 days. The
last day for the submission of comments will be July 28, 2016. For questions or comments regarding this plan, please
contact Cynthia Douglas at [email protected] or Penny Collins at [email protected] .
Employ BR will continue to work with the WIOA interagency workgroup to investigate opportunities for technology
enabled processes such as intake and case management.
(18) Describe the process used by the local board, consistent with subsection (d), to provide an
opportunity for public comment, including comment by representatives of businesses and comment
by representatives of labor organizations, and input into the development of the
local plan, prior to submission of the plan.
(17) Provide a description of how training services under chapter 3 of subtitle B will be provided
in accordance with section 134(c)(3)(G), including, if contracts for the training services will
be used, how the use of such contracts will be coordinated with the use of individual
training accounts under that chapter and how the local board will ensure informed
customer choice in the selection of training programs regardless of how the training
services are to be provided.
(19) A description of how One-Stop centers are implementing and transitioning to an integrated,
technology-enabled intake and case management information system for programs carried out
under this Act and programs carried out by One-Stop partners.
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IV. COORDINATION WITH REGIONAL/LOCAL PLAN PROGRAMS.
Describe the methods used for joint planning and coordination among the Core programs, and with the required one-
stop partner programs and other programs and activities included in the Combined Plan.
Employ BR and its partners are committed to a seamless and comprehensive approach to meeting the needs of
individuals seeking employment and or training support as well as employers looking for talent and or talent
development through the One-Stop Centers. To demonstrate this commitment to an integrated delivery system
approach to serving individuals and businesses, Core Partners as well as other required and supportive partners, have
agreed to sign a Memorandum of Understanding to work at the One-Stop Center. The One Stop Committee (OSC) has
been formed and will have representation from all strategic and Core Partners and will be led by an Employ BR board
member. OSC will meet monthly to ensure that coordination of services and service delivery is of high quality and
duplication of services and efforts does not occur. The OSC’s agenda will include discussions regarding service delivery,
processes, customer satisfaction, and modifications to services if needed. A joint planning workshop with all partners
will be held annually to ensure continued success of the partnership to meet the needs of all One-Stop Center customers
(individuals and employers).
There are 3 Employ BR locations, the comprehensive One Stop is at 4523 Plank Road and affiliate locations at 1991
Wooddale and the Youth Center at the McKinley Alumni Center. Employ BR has a plan in place to reach all residents
who express interest in services via the One Stops, technological and traditional outreach techniques with the initial step
of registration being on-line and accessible by smart phone or other electronic devices. The One Stop Offices are easily
accessible by public transportation as well.
Planning and partnering with agencies is under way. One-on-one meetings has been occurring and conversations on
how the service collaborations could occur is taking shape. The first OSC meeting, July 12, 2016, will provide a virtual
tour of all 3 locations, discuss procedures and determine the schedule of who will represent Core and other partnering
agencies/organizations, and when and how cross training will begin continuing to insure the One-Stop meets customer
needs.
Employ BR’s Local Plan will:
• Align workforce development and investment, education and training and economic development;
• Increase participation and utilization of the workforce system by job seekers and employers;
• Develop effective strategies, activities, processes, enterprises along with formative evaluation techniques that
will allow for adjustments leading to increased success rates in meeting the needs of job seekers and employers;
• Focus on innovative and creative solutions to address challenges highlighted by the One Stop Committee;
• Continue those strategies and activities that are successful such as Employer Lunch and Learns and On-Air Job
Fairs (on the radio); participate in the execution of new strategies and activities such as the CAPARC Employers Council
and City’s Youth Summit; and researching cutting edge strategies and activities that may have a greater impact on the
economic development of Baton Rouge.
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V. COMMON ASSURANCES (for all Core programs-)
Combined Plan must include assurances that: Required Policies for each local development area within a planning
region must be included as part of the Combined Plan.
Employ BR and the Workforce Development Board will update polices to meet the requirements of the new legislation
and the assurances below:
1. The Local Area has established a policy identifying circumstances that may present a conflict of interest for a
Local Board or the entity or class of officials that the member represents, and procedures to resolve such conflicts;
2. The Local Area has established a policy to provide to the public (including individuals with disabilities) access to
meetings of Local Boards and local boards, and information regarding activities of Local Boards, such as data on board
membership and minutes;
3. The Local Area has established a policy on fiscal control and fund accounting procedures that are necessary to
ensure proper accounting for, funds allotted to the local area (this applies to Title I and other discretionary funds
allotted to the local area);
4. The Local Area has established a policy which describes action to secure compliance with uniform administrative
requirements of this Act, including that the Local Area will annually monitor;
5. The Local Area has a policy taking the appropriate action to be in compliance with WIOA
section 188, Nondiscrimination, as applicable;
6. The Local Area has implemented a policy to ensure adult-program funds provide a priority in the delivery of
career and training services and individualized career services to individuals who are low income, public assistance
recipients or basic skills deficient; (The policy must align with State policy "Adult, Dislocated Worker and Youth
Eligibility"- OWD 2-24).
7. The Federal funds received to carry out a core programs will not be expended for any purpose other than for
activities authorized with respect to such funds under that core program. (Plan must include o statement attesting to
this assurance).
8. The Local Area will not use funds received under WIOA Title I to assist, promote or deter union organizing in
accordance with WIOA section 181(b)(7).
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