Local Workforce Development Plan Section 1: Strategic Planning (A) An analysis of the regional economic conditions including existing and emerging in-demand industry sectors and occupations;

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Local Workforce Development Plan

November 6, 2017

DRAFT

11-6-2017

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Table of Contents

Section Page

Section 1: Strategic Planning 3

Section 2: Alignment of the Local Workforce Development System 27

Section 3 – American Job Center Delivery System 40

Section 4 – Title I – Adult, Youth and Dislocated Worker Functions 48

Section 5 – Wagner-Peyser Functions 56

Section 6- Vocational Rehabilitation 57

Section 7- Temporary Assistance for Needy Families 58

Section 8- Jobs for Veterans Grant Functions 60

Section 9– Fiscal, Performance, and Other Functions 62

Attachments

• Feedback from Adult Education Provider on Plan

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Section 1: Strategic Planning

(A) An analysis of the regional economic conditions including existing and emerging in-demand industry sectors and occupations; and the employment needs of businesses in those industry sectors and occupations. The analysis should identify local priority industries based on employer (and WIOA partner) input.

Rhode Island’s workforce climate today is far different than it was five short years ago. The front page of the

local paper will tell you that the unemployment is 4.3% (August), but that number alone does not share the whole story. More than a few employers claim they are having a problem filling jobs. In RI, the recession is finally

over—and better days are certainly ahead for those seeking new opportunities—but we must remain diligent and

continue to build a strong, vibrant economy. This process begins with analysis and concludes by addressing growing industries and emerging job sectors based on employer (and WIOA partner) input.

The Workforce Partnership of Greater Rhode Island (WPGRI) supports

and oversees a collaborative and coordinated system of workforce

programs, resources, and initiatives in Greater Rhode Island that meet

the diverse needs of the region’s labor force and employers. This system has;

• Clear goals understood and shared by stakeholders;

• Meaningful opportunities for stakeholder involvement in shaping program direction;

• Aligned and blended funding streams from multiple sources;

• Seamless multi-agency collaboration on program development, outreach, and service delivery;

• Services that are appropriate and effective for individuals of diverse backgrounds and abilities;

• A focus on jobs and careers that provide a family sustaining wage, provide opportunities for career development and wage growth, and enhance the quality of life for individuals and families;

• Shared standards of quality programming, with a commitment to using data regarding program activities, customer satisfaction, and outcomes to drive continuous improvement;

• Shared responsibility and mutual accountability among stakeholders.

WPGRI is one of the two state Workforce Development Boards (WDB) charged with partnering with local

industries to increase labor and training initiatives within the state. WPGRI collaborates with business, labor, education leaders and community-based organizations to establish a dynamic, outcome driven, visible resource

providing measurable and comprehensive market-driven based employment and training services.

In developing this plan, WPGRI conducted several workforce analyses to determine needs and growth trends

within the region and the state. WPGRI utilized the software, Economic Modeling Specialists Inc. (EMSI). EMSI uses O*Net data to provide knowledge for in-demand industries that drive the region as well as the occupations

and skills needed in those industries. WPGRI also took into account both the Rhode Island 2016 WIOA State Plan and the Brookings Institute/Monitor Deloitte/Battelle Tech Partnership a study entitled, “Rhode Island

Innovates” into the analysis of the WDB region.

Rhode Island was the only New England

state with a statistically significant

unemployment rate change. (2016 to

2017)Rhode Island (-1.0 percentage

point) was among the 21 states with

unemployment rate decreases from

August 2016.

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According to the Rhode Island 2016 WIOA State Plan, the following clusters have been identified as the leading

economic drivers in the state.

• Biomedical Innovation

• Information Technology/Software and Cyber-Physical Systems/Data Analytics

• Defense Shipbuilding and Maritime

• Advanced Business Services

• Design, Food, and Custom Manufacturing

• Transportation, Distribution and Logistics

• Arts, Education, Hospitality, and Tourism

• Healthcare

• Construction

Among the findings of that study, Battelle reported that:

• Thirteen clusters that do well on all three measures of industry performance are: arts; hospitality

and tourism; biopharmaceuticals; boat and shipbuilding; corporate and administrative offices; finance and insurance; food services; industrial machines; metal reefing and metalworking; plastic

laminates and films; specialty chemicals and resins; packaging; perishable food products; and retail

displays and signs.

• Six emerging industry clusters that are growing jobs at a pace

faster than the nation, but are not highly concentrated in Rhode Island: freight transportation; glass and stone

products; medical devices; R & D and medical labs;

warehousing; and wholesale distribution.

• Two industry groups that are doing well on two measures of performance: fabricated metals (high relative concentration

and growing jobs, but at a pace slower than the national

average) and textile mills (high relative concentration but losing jobs, though at a rate below the national average)

WPGRI training programs will support and reflect the findings from the Battelle study as well as support

industries that present as growing.

Area

Aug

2016 Aug

2017

Civilian labor force

552.5 (P)556.4

Employed

523.0 (P)532.7

Unemployed

29.5 (P)23.7

Unemployment rate 5.3 (P)4.3

https://www.bls.gov/regions/new-england/news-release/unemployment_newengland.htm%23ro1lausft.f.p














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Area

2017 Population

2027 Population

Change % Change

WPGRI Area 774,443 769,449 -4,994 -1%

RI 1,056,892 1,060,186 3,294 0%

Nation 325,401,909 337,684,077 12,282,168 4%

Total 327,233,244 339,513,712 12,280,468 4%

The region is poised to see a 1% reduction in population of the next ten years. The State as a whole will see a 0% change while the Nation is expected to see a 4% increase over the next ten years.

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Region 2017 Jobs 2027 Jobs Change % Change 2016 Average

Earnings

● WPGRI 342,112 359,689 17,577 5% $61,744

● Rhode Island 501,902 528,265 26,363 5% $62,165

● United States 150,942,318 164,225,262 13,282,944 9% $64,554

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Below is a table of growing and declining industries in the Local Area.

Growing & Declining Industries

Industry Change in Jobs (2011-

2016)

Corporate, Subsidiary, and Regional Managing Offices 3,571

Full-Service Restaurants 2,739

Limited-Service Restaurants 1,779

Vocational Rehabilitation Services -957

Private Households -1,005

Discount Department Stores -1,223

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Below is a table that displays total jobs by industry in 2016. A gender breakdown of the working population is

included.

Jobs by Industry

496,708 48.3% 51.7%

Total Jobs (2016) Male Female

(National: 50.7%) (National: 49.3%)

NAICS Industry 2016 Jobs

11 Crop and Animal Production 856

21 Mining, Quarrying, and Oil and Gas

Extraction 212

22 Utilities 1,081

23 Construction 18,579

31 Manufacturing 40,421

42 Wholesale Trade 16,659

44 Retail Trade 48,188

48 Transportation and Warehousing 10,382

51 Information 8,066

52 Finance and Insurance 24,892

53 Real Estate and Rental and Leasing 6,163

54 Professional, Scientific, and Technical

Services 24,438

55 Management of Companies and

Enterprises 13,377

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Administrative and Support and Waste Management and Remediation

Services 27,868

61 Educational Services 30,491

62 Health Care and Social Assistance 80,463

71 Arts, Entertainment, and Recreation 9,309

72 Accommodation and Food Services 48,202

81 Other Services (except Public

Administration) 19,632

90 Government 67,364

99 Unclassified Industry 65

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The table shows industries by average earnings in 2016.

NAICS Industry Avg. Earnings (2016)

11 Crop and Animal Production $41,081

21 Mining, Quarrying, and Oil and Gas Extraction $71,420

22 Utilities $134,317

23 Construction $71,098

31 Manufacturing $71,548

42 Wholesale Trade $82,641

44 Retail Trade $36,316

48 Transportation and Warehousing $51,445

51 Information $90,529

52 Finance and Insurance $112,034

53 Real Estate and Rental and Leasing $54,295

54 Professional, Scientific, and Technical Services $86,659

55 Management of Companies and Enterprises $137,922

56 Administrative and Support and Waste Management and Remediation Services $42,108

61 Educational Services $45,255

62 Health Care and Social Assistance $55,780

71 Arts, Entertainment, and Recreation $36,764

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72 Accommodation and Food Services $23,134

81 Other Services (except Public Administration) $36,302

90 Government $85,752

99 Unclassified Industry $62,211

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The following table identifies unemployment by industry as well as the percentage of regional unemployment.

Unemployment by Industry

24,764 Total Unemployment (1/2017)

NAICS Industry Unemployed

(1/2017) % of Regional

Unemployment

11 Crop and Animal Production 170 1%

21 Mining, Quarrying, and Oil and Gas Extraction 51 0%

22 Utilities 28 0%

23 Construction 3,072 12%

31 Manufacturing 1,694 7%

42 Wholesale Trade 417 2%

44 Retail Trade 2,283 9%

48 Transportation and Warehousing 480 2%

51 Information 106 0%

52 Finance and Insurance 591 2%

53 Real Estate and Rental and Leasing 381 2%

54 Professional, Scientific, and Technical Services 714 3%

55 Management of Companies and Enterprises 103 0%

56 Administrative and Support and Waste Management and

Remediation Services 2,928 12%

61 Educational Services 387 2%

62 Health Care and Social Assistance 1,936 8%

71 Arts, Entertainment, and Recreation 1,326 5%

72 Accommodation and Food Services 4,076 16%

81 Other Services (except Public Administration) 914 4%

90 Government 517 2%

99 No Previous Work Experience/Unspecified 2,591 10%

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Below is a table of population divided by age cohorts.

Age Cohort 2016

Population 2016 Percent

Under 20 years 243,496 23.0%

20 to 39 years 285,069 27.0%

40 to 59 years 284,949 27.0%

60 to 79 years 193,557 18.3%

80 years and over 49,346 4.7%

The following table depicts give top regional businesses.

Top Regional Businesses

Business Name Business

Size

Lifespan Health Connection Large (250+)

United States Dept. Of Navy Large (250+)

Rhode Island Hospital Large (250+)

Applied Industrial Tech Inc Large (250+)

Corp Of Brown University Large (250+)

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(B) An analysis of the knowledge and skills needed to meet the employment needs of the businesses in the Local Area, including employment needs in in-demand industry sectors and occupations.

The following charts detail the skills required by occupations from the in-demand industry sectors in the Local Area. These charts were generated by conducting an analysis of job posting in the local area and reflect the post

requested hard and soft skills as well as qualifications mentioned by employers when they are actually posting

open positons.

County Unique Postings (Jan 2017 - Sep 2017)

Kent County, RI 38,664

Washington County, RI 32,649

Newport County, RI 26,534

Bristol County, RI 9,448

[Rhode Island, county not reported] 4,179

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The following page contains a list of total/unique jobs by company, accompanied by a postings trend of company

employment.

Company Total/Unique (Jan

2017 - Sep 2017) Unique Postings Trend

(Jan 2017 - Sep 2017)

Lyft, Inc. 72,680 / 7,673

Oracle Corporation 94,011 / 4,111

United States Department of the Air Force 10,276 / 2,278

United States Department of the Army 7,588 / 2,127

CRST International, Inc. 17,563 / 1,417

CVS Health Corporation 9,312 / 1,373

Super Service Holdings, LLC 22,982 / 1,080

Soliant Health, Inc 10,347 / 1,032

Citizens Financial Group, Inc. 6,721 / 1,001

C.R. England, Inc. 6,501 / 979

The Home Depot Inc 4,550 / 913

BJ's Wholesale Club, Inc. 2,428 / 806

Prime Inc 3,110 / 801

Ocean State Job Lot 2,028 / 791

Lifespan Corporation 4,732 / 785

Avon Products, Inc. 4,960 / 775

Werner Enterprises, Inc 7,552 / 741

Marriott International, Inc. 3,084 / 712

Combined Transport, Inc. 5,721 / 708

Comphealth Associates, Inc 4,731 / 689

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The following table shows total/unique jobs by twenty posted occupations. Each figure is accompanied by posting

intensity and a unique posting trend.

Top 20 Posted Occupations

Occupation (SOC) Total/Unique

(Jan 2017 - Sep

2017) Posting Intensity

Unique Postings Trend (Jan 2017 - Sep 2017)

Heavy and Tractor- Trailer Truck Drivers

188,836 /

21,911

9 : 1

Registered Nurses 31,877 / 4,668

7 : 1

Retail Salespersons 23,763 / 4,015

6 : 1

Taxi Drivers and

Chauffeurs 85,184 / 3,764

23 : 1

First-Line Supervisors of Retail Sales

Workers 16,064 / 3,257

5 : 1

Stock Clerks and

Order Fillers 10,093 / 1,994

5 : 1

Customer Service

Representatives 11,066 / 1,756

6 : 1

Cashiers 11,538 / 1,702

7 : 1

First-Line Supervisors

of Food Preparation

and Serving Workers 8,677 / 1,657

5 : 1

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Computer Occupations, All Other

12,644 / 1,100

11 : 1

Sales Representatives,

Services, All Other 12,084 / 1,099

11 : 1

First-Line Supervisors of Office and Administrative Support Workers

4,633 / 1,091

4 : 1

Combined Food Preparation and Serving Workers, Including Fast Food

5,583 / 980

6 : 1

Software Developers,

Applications 11,745 / 948

12 : 1

Marketing Managers 9,452 / 873

11 : 1

Nursing Assistants 6,541 / 866

8 : 1

Maids and Housekeeping Cleaners

4,398 / 804

5 : 1

Insurance Sales

Agents 11,251 / 791

14 : 1

General and Operations Managers

3,732 / 786

5 : 1

Waiters and

Waitresses 3,915 / 781

5 : 1

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Below is a chart depicting postings related to the top twenty hard skills in the Local Area.

Top 20 Hard Skills

Skill Postings with Skill

Finance 8,158

Merchandising 7,440

Selling Techniques 6,664

Nursing 6,278

Restaurant Operation 5,014

Hazardous Materials 4,262

Purchasing 3,249

Food Services 3,231

Warehousing 2,533

Customer Experience 2,525

Microsoft Access 2,235

Accounting 2,153

Customer Satisfaction 1,985

Clinical Works 1,725

Customer Relationship Management 1,645

Business Development 1,535

Rehabilitations 1,412

Mental Health 1,387

Wholesaling 1,377

Sales Management 1,314

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The following chart shows postings by the top twenty common skills in the Local Area.

Top 20 Common Skills

Skill Postings with Skill

Management 24,123

Sales 17,741

Customer Service 15,819

Communications 10,612

Operations 10,076

Driving 8,425

Leadership 7,830

Android (Operating System) 7,675

Apple IPhone 7,593

Innovation 4,828

Problem Solving 4,175

Presentations 4,059

Research 3,732

Information Technology 3,643

Mentorship 3,508

Interpersonal Skills 2,602

Coordinating 2,600

Listening 2,581

Written Communication 2,573

Retail Sales 2,502

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The following chart shows the number of postings by the top twenty professional qualifications in the Local

Area.

Top 20 Qualifications

Qualification Postings with Qualification

Commercial Driver's License (CDL) 12,787

Registered Nurse 3,072

Nurse Practitioner 1,290

Licensed Practical Nurse 745

Certified Nursing Assistant 514

Advanced Practice Registered Nurse 480

Family Nursing Practitioner 402

Transportation Worker Identification Credential

(TWIC) Card 373

Master Of Business Administration (MBA) 218

Help Desk Certification 205

Certified Benefits Professional 194

Certified Safety Auditor 179

Certified Information Systems Security Professional 159

CompTIA A+ Certification 154

Licensed Vocational Nurses 153

Certified Information Security Manager 127

Psychiatric-Mental Health Nurse Practitioner 126

Registered Dental Assistant 125

Licensed Clinical Social Worker (LCSW) 124

Certified Registered Nurse Anesthetist (CRNA) 123

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(C) An analysis of the workforce in the Local Area, including current labor force employment (and unemployment) data, and information on labor market trends, and the educational and skill levels of the workforce in the Local Area, including individuals with barriers to employment.

The below chart reflects the ethnicity of the 2017 population as compared to the projected 2027 population.

This following chart identifies the overall populations for 2017 and 2027 broken down by age groups.

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The table below depicts population statistics, job statistics, average earning, and the unemployed population—as

well as population by age group—in 2016 for the Local Area.

Population (2016) 1,056.4K

Jobs (2016) 496.7K

Average Earnings (2016) $62.2K

Unemployed (1/2017) 24.8K

Age Group 2016

Population % of

Population

Under 5 years 54,707 5.2%

5 to 9 years 55,833 5.3%

10 to 14 years 59,854 5.7%

15 to 19 years 73,101 6.9%

20 to 24 years 79,252 7.5%

25 to 29 years 75,560 7.2%

30 to 34 years 67,547 6.4%

35 to 39 years 62,710 5.9%

40 to 44 years 60,236 5.7%

45 to 49 years 69,949 6.6%

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50 to 54 years 76,808 7.3%

55 to 59 years 77,956 7.4%

60 to 64 years 68,939 6.5%

65 to 69 years 57,038 5.4%

70 to 74 years 39,895 3.8%

75 to 79 years 27,685 2.6%

80 to 84 years 20,986 2.0%

85 years and over 28,360 2.7%

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The following table shows population by educational attainment in 2016 for the Local Area.

2016 Educational Attainment

Education Level 2016

Population %

● Less Than 9th Grade 47,541 6.5%

● 9th Grade to 12th Grade 60,582 8.3%

● High School Diploma 203,274 27.7%

● Some College 133,113 18.1%

● Associate's Degree 59,060 8.0%

● Bachelor's Degree 137,337 18.7%

● Graduate Degree and Higher 92,764 12.6%

Educational attainment is still a pressing problem in RI. ESMI data, formulated with estimates from the U.S. Census Bureau and internal reports, states that only 31.3% of residents above age 25 held a Bachelor’s Degree or higher. In 2016, as the chart above details, only 18.7% hold a Bachelor’s Degree while 8% hold an Associate’s Degree. About 18% report having some college while a staggering 27.7% report having only a high school diploma. The U.S. News & World Report ranks RI 31st in the nation for Overall Education. This educational attainment will lead to stagnated competitiveness in national markets.

(D) An analysis of the workforce development activities for the Adult, Dislocated Worker, and Youth Programs in the Local

Area, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services, to

address the identified education and skill needs of the workforce and the employment needs of employers in the Local

Area.

WPGRI has a network of partner agencies that are committed to addressing the needs of the workforce and

employers. Partners, including, Adult, Dislocated Worker, and Youth programs, Adult Education and Literacy,

Wagner-Peyser, Rehabilitation Act programs, TANF, Career and Technical Education, Community Services Block

Grant, HUD Employment and Training Programs, Job Corps, National Farmworker Jobs Program, Senior

Community Service Employment Program, and Unemployment Compensation, are working together closely to

meet the needs of employers and the workforce. As the region moves forward with sector strategies and career

pathways, workforce partners will focus their efforts in a targeted approach. Since the enactment of WIOA, the

region has witnessed the willingness of system partners to collaborate and combine efforts and resources.

Business partners are being engaged to determine their workforce needs, education partners are involved to

ensure that needed education and training are available, and other partners are providing resources such as

supportive services to participants.

The following is an analysis of WPGRI’s workforce development activities for the Adult, Dislocated Worker,

and Youth Programs. The analysis includes both the strengths and weaknesses of such services, and the

capacity to provide such services and the employment needs of employers.

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Category Strengths Weaknesses Capacity Employer

Needs

Adult • Seamless progression of customer centered services: employment, education, training and supportive services

• Ability to obtain skills and credentials that lead to employment with sustainable wage

• Provision of high quality labor market data to make informed decisions

• American Job Center (AJC) center based services and robust virtual services through employRI.org

• Trained AJC

employment

counselors

• Need to increase outreach/recruitment efforts for job seekers

• Connect to other

workforce activities

• Need better

integration with Business Workforce Center

• No financial literacy

workshop

• Connect with RJRI

Connection

• Comprehensive

AJC: West Warwick Satellite AJCs:

Woonsocket RI

Wakefield RI

Including 9 FTE’s

• Virtual One-Stop:

EmployRI.org

• Customized screening and referral of qualified participants

• Recruitment events and job fairs

Dislocated Same as Adult see above

Youth

• Centralized case

management

• Established vendors

• Strong referral

process

• Statewide Youth

System

• Ability to provide a wide array of services in education, workforce, and supportive services customized for youth population

• Blending of state and

federal funds

• Shortage of employers in highwage industries

• Need to further educate employers on youth population and find ones willing to mentor

• Better integration

with adult system

12 YouthWORKS411

Centers: Woonsocket, Pawtucket, North Providence, Johnston,

East Providence,

Bristol, Newport,

West Warwick, North

Kingstown, Wakefield,

Charlestown, and

Westerly

• Youth with

strong soft skills

• Mostly

older youth

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(E) A description of the Local Board’s strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment), including goals

relating to the performance accountability measures based on primary indicators of performance described in Section 116(b)(2)(A) of WIOA in order to support Local Area economic growth and economic

self-sufficiency.

The WPGRI’s strategic vision for preparing an educated and skilled workforce, including youth and

individuals with barriers to employment are as follows:

The Workforce Partnership of Greater Rhode Island will collaborate with business, labor, education leaders and community based organizations to establish dynamic, outcomes driven, visible resource

providing measurable and comprehensive market based employment and training services. These services will include the provision of information, technical assistance and lifelong training opportunities

to customers. Employers will have access to a well-trained, dependable workforce.

The mission of the WPGRI is:

"The mission of the Workforce Partnership of Greater Rhode Island is to provide strategic leadership to meet the

current and future human resource needs of Rhode Island’s employers and to ensure a well-trained, self-sufficient

and adaptable workforce.”

WPGRI’s goals are as follows:

• Build awareness of workforce development programs and services within the business community, with

elected officials, and other stakeholders

• Develop alternative resources and the capacity to serve an additional 500 youth through the

YouthWORKS411 system

• Provide training, technical assistance, and professional development for Youth Program providers on an

ongoing basis and as needed

• Continue relationship with Career and Technical Centers and expand upon the after school contextualized

training program for the out of school population

Create a dashboard of key performance indicators to measure program effectiveness and return on investment

Evaluate performance of WIOA training programs to inform recommended policy and/or contract changes

Align efforts of WPGRI Board with the Governor’s Workforce Board RI (GWB)

These goals are correlated to the performance accountability measures based on primary indicators of

WIOA performance and are in support to the Local Areas’ economic growth and self-sufficiency.

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(F) Taking into account analyses described in subparagraphs (A) through (D), 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 of the State.

WPGRI is committed to working with its Partners to develop strategies to carry out core programs and to

align resources within the Local Area to achieve the strategic vision of the State. To that end, WPGRI will continue to engage partners and focus on bringing services to the AJC. WPGRI believes that an opportunity

to serve a wider audience at its American Job Centers (AJC) is possible through increased staff training, a

streamlined assessment process, stronger referral mechanisms and enhanced case management model to serve RI job seekers.

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Section 2: Alignment of the Local Workforce Development System.

(A) 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 workforce

development core programs identified in the State Plan. The description should also include how the Local

Board and the programs identified plan to align and integrate to provide services to customers. The description should also include programs of study authorized under the Carl D. Perkins Career and Technical

Education Act of 2006 (20 U.S.C. 2301 et seq.);

WPGRI works with a variety of entities to implement WIOA funding in the region. WPGRI works to align and

integrate services to customers by offering timely programs that address a holistic or person centered

approach to the job seeker. Core program partners include the following:

• Department of Labor & Training

• Department of Education

• Office of Rehabilitation Services

• Exeter Job Corp

• Youth Build Providence

• RI Indian Council

• Central Falls Housing Authority

• Department of Human Services

• Comprehensive Community Action Plan

WPGRI has recently begun planning activities with entities that are authorized under the Carl D. Perkins

Career and Technical Education Act of 2006. These efforts will increase coordination of resources and referrals for appropriate services.

(B) A description of how the Local Board, working with the entities identified in A, 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, and improve access to activities leading to a

recognized postsecondary credential (including a credential that is an industry recognized certificate

or certification.

The WPGRI will provide recruitment and referrals to the Real Jobs RI (RJRI) partners which is an additional training option/job opportunity for the customers of the AJCs. The customer will be enrolled in RJRI and as

a WIOA customer that receives training.

Staff meetings of the partners at the AJC will be facilitated by the AJC operator manager(s) to collectively

discuss customers that have come in to the AJCs and decide how they are best served. This will ensure that all customers are directed to the best services for the individual.

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The One-Stop Operator will provide training on an ongoing basis to the partners at the AJCs.

(C) A description of the steps taken by the Local Board to engage entities identified in A in the formulation of its Local Plan. Local areas should include information on how Real Jobs Rhode Island partnerships were engaged in the planning process.

WPGRI will continue to work with the entities identified above to formulate the Local Plan. WPGRI will

engage with RJRI partners to invite them to planning and information sessions that are scheduled throughout the region in the coming months. WPGRI will also be convening a committee of reviewers to

conduct the AJC Certification process. WPGRI envisions this to be an opportune time to invite RJRI providers

and partners into the AJC so that they can experience the services and offering of said centers.

(D) A description of the strategies and services that will be used in the Local Area— To facilitate engagement of businesses, including small businesses and businesses in in-demand industry sectors and occupations, in workforce development programs to support a local workforce development system that meets the needs of businesses in the Local Area to better coordinate workforce development programs and economic development, including activities aligned with Real Jobs Rhode Island.

WPGRI facilitates engagement with businesses including small businesses and in-demand

sectors/occupations via the following mechanisms:

• Refer appropriate businesses to the Business Workforce Center at RIDLT

• Provide information on OJT

• Attend and hold local job fairs with employers

• Engage and train staff to be ambassadors of how to assist businesses with appropriate menus of

programs and services. (ie. refer to hard skill training providers, recruit target populations, etc.)

• Expand Registered Apprenticeship opportunities to offer a proven, high caliber training strategy for workers to learn the skills employers need to grow and thrive in a competitive environment.

• Create customizable and flexible Registered Apprenticeship programs to match employers' changing

demands.

(E) A description regarding the implementation or coordination of initiatives such as Real Jobs Rhode Island, apprenticeship, incumbent worker training programs, on-the-job training programs, customized training

programs, industry and sector strategies, integrated education and training, career pathways initiatives,

utilization of effective business intermediaries, and other business services and strategies, designed to meet the needs of businesses in support of the strategy

described in Section 1.

WPGRI works to coordinate the implementation of multiple activities to meet the needs of both job seekers and businesses. The following represents said activities:

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Real Jobs Rhode Island and Real Pathways

WPGRI will continue to develop and strengthen relationships with the Real Jobs and Real Pathways

programs in RI and will seek ways to include the programs in its outreach and marketing efforts. WPGRI will

promote Real Jobs and Real Pathways as a workforce development initiative designed to address

employment challenges of individuals with barriers to employment through education and training that will lead to sustainable employment opportunities. Recognize career pathways as an industry-focused approach

to workforce and economic development that improve access to good jobs and increase job quality in ways

that strengthen an industry’s workforce.

Registered Apprenticeship

The Apprenticeship Grant that RI was awarded in 2014 and will continue through 2020. Included a part time

position for an Apprenticeship Liaison. This position works with both WPGRI and WSPC in promoting and

recruiting for new apprenticeship programs.

Background

The American Apprenticeship Initiative aims to double the number of apprentices in the United States within five years. As part of this initiative, Apprenticeship RI (ARI) provides technical assistance to

employers to design, register, and launch their own Registered Apprenticeship programs. We also support capacity building for the DLT Office of Apprenticeship and integration of apprenticeship with the workforce

development system. Our five-year grant outcomes include launching new apprenticeship programs in 15

different occupations with a goal of placing 1200 apprentices within five years. At least 400 apprentices must be from underrepresented groups. Some of our employer partners include: Care New England, Atrion,

CVS Health, Rhode Island Manufacturers Association and Rhode Island Marine Trades Association.

Apprenticeship RI is an initiative funded by the U.S. Department of Labor.

Workforce Partnership-Greater RI - Role of Apprenticeship Liaison

• Act as the primary liaison between ARI and public workforce system and ensure America’s

Job Centers (AJC) in RI function as one of the pipelines to Registered Apprenticeship

programs.

• Develop, with ARI assistance, an appropriate AJC front end assessment and referral protocol

for apprenticeship/pre-apprenticeship pipeline.

• Ensure AJC staff understand apprenticeship as a workforce development model, the specific

industries that are gearing up apprenticeships/pre-apprenticeships programs, and the client referral process (i.e. staff training).

• Meet with AJC referrals interested in apprenticeship and connect them to opportunities.

• Understand the various funding streams that can support an apprentice/pre-apprentice

(ETPL/ITA, WIOA, OJT funds, etc.) and ensure clients have access.

• Attend client information sessions, job fairs and other related recruitment events to promote apprenticeship in general and within specific sectors.

• Manage/Track participant data and contribute to preparing quarterly reports for ARI.

• Strategize with ARI team about ways to increase placement of persons from

underrepresented populations into apprenticeship.

• Assist with other duties as needed to support the ARI team in meeting the outcomes.

30

In the grant for ARI it states 16 new non-trade apprenticeship programs will be created as a goal, we have

registered 21 to date. We are starting to work on recruitments as needed but to date most of the programs

are using current employees and incumbent worker or work immersion grants. Some of the programs are

working with Real Jobs grants as well. We have utilized OJT grants for the Providence Police Apprentices

only so far.

The grant is looking for 1,200 apprentices registered currently we have 166. We are working the BSU on

recruitments and other job fairs as needed.

ARI also assists with the DLT apprenticeship team and attends the State Apprentice Committee and policy

meetings.

ARI continues to assist in creating new apprenticeship programs and work with those programs on recruitment pipelines.

We are also continuing with outreach to bring attention to Apprenticeship both traditional and non-traditional. We will be attending Job fairs starting with 8 graders to show apprenticeship is a career

pathway.

Incumbent Worker Training

WPGRI does not provide Incumbent Worker Training, but refers inquires to the Governor‘s Workforce

Board RI.

Customized Training Programs and On-the-Job Training (OJT)

Customized Training and On-the-Job Training [OJT] is available to eligible Adults and Dislocated Workers in

compliance with WIOA. These employer-driven programs allow WPGRI to respond to the needs of the local

employer community with training that directly responds to their identified skills and occupational needs,

while creating viable employment opportunities for Greater Rhode Island's unemployed and under-employed labor pool. Customized Training and OJT motivates trainees to perform as training leads directly

to pre-determined employment opportunities.

Customized and OJT matching grants also help local businesses subsidize the cost of training new hires and

leverage funds to accelerate the hiring process. In many cases, OJT's also allow companies to hire locally and train internally, rather than conduct an extended recruitment campaign outside the state in order to get an

exact skills match. Employers that have difficulty filling positions requiring specialized skills are among the

ideal applicants for on-the-job training. For up to six months of an approved curriculum, during which time

they will be reimbursed 50 percent of a participant's salary.

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Industry and Sector Strategies

By developing career pathways for workers that are aligned with the needs of industry, people can become

and remain employed, industry grows, and the overall economies benefit. The success of industry and

sector strategies is based upon active partnerships between WPGRI and target industry sector educators, training providers, labor unions, community organizations, and other key stakeholders. These

collaborations identify industry needs for workers with specific skills, education, and credentials. WPGRI will ensure that educational and training opportunities are available to help people gain those skills and

meet employer needs. WPGRI will act as the convener, bringing together these stakeholders and facilitating

the process of industry leaders articulating their workforce needs.

Career Pathways Initiatives

WPGRI will ensure focus on industry-driven sector partnerships through collaboration with community

colleges and other education and training providers to reflect the skill requirements for employment and

career progression in high demand occupations. Career Pathways help to ensure that workers are trained in the skills employers require and provide opportunities for workers to advance in the industry. This creates

more satisfied employees and healthier industries, which improves economies.

WPGRI’s Executive Director is a member with on the Governor’s Workforce Board’s Career Pathways

Committee (CP). The intent of the Committee is to develop effective CP for students.

Utilization of Effective Business Intermediaries

WPGRI will foster partnerships, initiatives, and associations that bring together stakeholders representing

the needs of the workforce as well as employers and facilitate collaboration among industries, education

and training providers, and nonprofit service providers. Through collaboration with workforce intermediaries, WPGRI will work to align training and services for workers to acquire needed skills.

WPGRI will use local labor market and workforce system data to assess performance and develop strategies

for improvement. These assessments include identifying key characteristics of unemployed or

underemployed workers, as well as skilled positions for which employers are having difficulty recruiting.

Business Services

WPGRI will coordinate with businesses and employers to easily identify and hire skilled workers and access

other human resource assistance, including education and training for their current workforce, which may

include assistance with pre-screening applicants, writing job descriptions, offering rooms for interviewing,

and consultation services on topics like succession planning and career ladder development, and other

forms of assistance. AJC partners will work together to deliver services that assist businesses and industry

sectors in overcoming the challenges of recruiting, retaining, and developing talent.

To support area employers and industry sectors most effectively, the AJC, including designated partner program staff, will identify appropriate strategies for assisting employers, and coordinate business services

activities across AJC partner programs. WPGRI seeks to incorporate an integrated and aligned business services strategy among AJC partners to present a unified voice in its communications with employers.

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(F) A description of how the Local Board will coordinate workforce development activities carried out in

the Local Area with economic development activities carried out in the Local Area in which the Local

Area is located, and promote entrepreneurial skills training and microenterprise services. Additionally,

local areas should describe how future activities will align with statewide initiatives such as Real Jobs Rhode Island.

WPGRI coordinates workforce development activities carried out in the Local Area with economic development activities by working closely with established community-based organizations engaged in

economic development activities. These include, but are not limited to local Chambers of Commerce.

(G) A description of how the Local Board will leverage and coordinate supportive services in the delivery of workforce development activities carried out in the Local Area. Specifically, the Local Plan should address how the Local Board will work with WIOA core partners including Vocational Rehabilitation, Adult Education and TANF, as well as any other optional partner outlined in the RI WIOA state

Currently, WPGRI works with RI Family Literacy Initiative (RIFLI) at the West Warwick location to provide Adult Education programming and services. WPGRI is seeking to expand services to its Woonsocket AJC in

the near future to increase programming to individuals in need in that community. RIDE is purchasing a seat in our WW Comp Center that can be used by the providers serving the area. This should extend WPGRI’s

ability to serve more Rhode Islanders that need Adult Education services.

(H) A description of how the Local Board intends to provide a greater business voice in the delivery

of workforce development activities carried out in the Local Area. The description should include how

the Local Board will engage businesses on decisions regarding the type and content of training

activities;

The WPGRI intends to continue to engage business and create innovative and timely programs that service businesses by relying on its diverse Board and the reach they have within their industry. The WPGRI’s Board

of Directors (See members below) represent RI’s critical business sectors and include sectors from

education, government, maritime, financial, and manufacturing. The Board is served by two local Chambers of Commerce; Northern RI Chamber of Commerce and the Central RI Chamber of Commerce where

collectedly they represent over 1,000 small/medium size businesses. The WPRGI will continue to work with its Board and other business partners to expand the opportunity for business/industry to provide input on

training, job readiness and other workforce development activities.

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Company/Organization

Andy, Jill Amica Mutual Insurance Company

Anthes, Deborah Woonsocket Head Start Child Development Association

Bettencourt, Kevin Interplex Engineered Products

Cardosi Jr., John J. J. Cardosi, Inc.

Cooley, Vanessa RIDE/Post-Secondary

Cooper, Bob Governor's Commission on Disabilities

DeSantis, Joseph Tri-County Community Action Agency/CBO

Fay, Thomas Kirshenbaum & Kirshenbaum

Findlay, Ken Department of Corrections

Gaillard-Garrick, Victoria Davies Career & Technical High School

Greco, Scott Department of Labor and Training

Grygiel, Kathleen Office of Rehabilitative Services (ORS)

Houle, John JH Communications

Kitchin, Steven New England Institute of Technology

Mackie, Wendy Rhode Island Marine Trades Association

Mancinho, Mark Rhode Island AFL-CIO

Ouellette, Paul Northern RI Chamber of Commerce

Parella, Mary Child Opportunity Zone/Pawtucket School Dept.

Patry, Gail Healthcentric Advisors

Pingitore, Raymond Code3Interventions

Seaback, Scott RI Temps, RI Personnel, Inc.

Slocum, Lauren Central RI Chamber of Commerce

Tabron, Karalee Hope Global

Wielgus, Paul Coastway Community Bank

34

(I) A description of how the Local Board will promote and align with industry-led partnerships, such as Real Jobs Rhode Island, in the delivery of workforce training opportunities

WPGRI promotes and aligns with industry-led promote partnerships via the following items:

• Advertised RJRI

• Recruit for RJRI

• Co-Enroll with WIOA to provide additional services

(J) The representative responsible for the disbursement of grant and contract funds as described in WIOA Section 107(d)(12)(B)(i)(iii)

As the fiduciary for the WPGRI, the RI Department of Labor and Training (RIDLT) has responsibility for the

disbursement of grant and contract funds.

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(K) A description of negotiated performance measures

The following performance measures have been presented by the GWB. WIOA Titles I and III Final

Performance Goals Summary Program Year (PY) 2016 and PY 2017

Performance Measures Final Goals PY

2016

Final Goals PY

2017

WIOA Title I Adults

Employment (Second Quarter after Exit) 72.7% 73.0%

Employment (Fourth Quarter after Exit) 71.2% 72.0%

Median Earnings $ 5,200.00 $5,600.00

Credential Attainment Rate 66.0% 67.0%

Measurable Skill Gains Baseline Baseline

Effectiveness in Serving Employers Baseline Baseline

WIOA Title I Dislocated Workers



Median Earnings $6,800.00 $6,900.00




WIOA Title I Youth



Median Earnings Baseline Baseline




WIOA Title III Labor Exchange (LEX)*



Median Earnings $5,078.00 $5,100.00


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(L) A description of the actions of the local board will take to remain a high performance board in order to remain an active local area. Include prior performance strengths and weaknesses and the areas of

improvement.

WPGRI intends to remain a high performance Board in RI by following safeguards and mechanisms in its overall management.

• Engaged in a comprehensive accountability model that aims to ensure a service delivery strategy

that positions the customer at the forefront. WPGRI will continue to seek innovative approaches to

service delivery that align with the rapid growth, generational and technological changes in our workforce.

• Develop a monitoring plan, review Board policies, practices, and fiscal and programmatic operations.

• WPGRI has a Data and Performance Manager to provide real-time feedback on performance targets

across all funding elements. Results will be shared with the Board of Directors for full review and comment on a monthly basis.

The following represents the outcomes for Adult, Dislocated and Youth services Program Performance

Report for the Period ending June 30, 2016.

ADULT PROGRAM

Entered Employment

Rate Employment and

Credential Rate Retention Rate Average Earnings

Of the 207 Participants

Who Completed Services Of the 143 Training Participants Who

Completed Services

Of the 214 Participants Who Found Employment


Who Kept Their Jobs

168 Obtained

Employment 90 Obtained

Employment and Attained a Credential

192 Were Still Working 9

months later Their Subsequent

Average (6 month) Wage Was

81.2% 62.9% 89.7% $14,854

Goal = 64.8% Goal = 54.4% Goal = 71.2% Goal = $9,600

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DISLOCATED WORKER PROGRAM

Entered Employment

Rate Employment and

Credential Rate Retention Rate Average Earnings


Who Completed Services Of the 160 Training Participants Who

Completed Services

Of the 280 Participants Who Found Employment


Who Kept Their Jobs

272 Obtained

Employment 129 Obtained

Employment and Attained a Credential


Months Later Their Subsequent

Average (6 month) Wage Was

93.8% 80.6% 94.6% $17,804


OLDER YOUTH PROGRAM (19 – 21 Years Old)

Entered Employment Rate Credential Rate Retention Rate Earnings Change


Who Completed Services Of the 101 Participants

Who Completed Services

Of the 77 Participants Who

Found Employment Of the 77 Participants

Who Kept Their Jobs

58 Obtained Employment 45 Were Employed or in School and Attained a

Credential


Months Later Their Wages

(6 month period) Increased By

78.4% 44.6% 80.5% $3,115


YOUNGER YOUTH PROGRAM (14 – 18 Years Old)

Diploma or Equivalent Rate Retention Rate Skill Attainment

Of the 55 Participants Who

Completed Services Of the 67 Participants Who Completed

Services Of the 234 Goals Set

(Basic Skills, Work Readiness or Occupational Skills)

33 Attained a High School

Diploma or GED 42 Were Employed, In College, In the

Military or In Training 228 Goals Were

Met

60.0% 62.7% 97.4%

Goal = 56.0% Goal = 54.4% Goal = 77.4%

38

The following are the job responsibilities for the newly hired Data and Performance Manager under the

AJC’s operator contract:

• Analyze data from agency programs and grants to evaluate program performance and opportunities for continuous improvement.

• Monitor the performance to ensure contract compliance, quality of services provided, and positive

outcomes.

• Identify industry best practices and recommend program design and implementation

methodologies.

Essential duties and responsibilities include the following. Other duties may be assigned.

1. Track performance and deliverables and reviews results with senior level staff to ensure program

outcomes and benchmarks are obtained.

2. Understand the various reporting systems (Federal, State, Internal)

3. Design and develops internal reposting systems.

4. Review program service contracts and grants for program compliance.

5. Generate reports for all programs as required.

6. Develop and implement a communication strategy for the delivery of grant and compliance related information.

7. Establish policies and procedures to ensure compliance with all Federal and State administrations.

8. Train staff on case management and case maintenance using multiple reporting systems.

9. Prepare, reconcile, and maintain statistical data, information and reports.

10. Assist in the generation of reports to local, state and federal funders as needed.

11. Forecast local performance outcomes to ensure goal attainment.

12. Recommend methodologies for continuous improvement.

13. Remain knowledgeable and up-to-date on changes and developments in funding.

14. Interpret laws and regulations regarding funding contracts and performance.

15. Train staff in grant management data collection techniques.

16. Design, develop and implement quality control procedures.

(M) A description of the process used by the Local Board to provide an opportunity for public comment, including comments by representatives of business and comment by representatives of labor

organizations, and input into the development of the local plan prior to submission.

WPGRI hosted a public comment opportunity on October 25, 2017, to solicit feedback from the community which

included labor organizations, community members, trade associations and business association entities.

Feedback will be incorporated into the final draft submitted to the GWB.

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(N) A Description of the methods and activities that will be utilized to align and coordinate activities in order to streamline delivery with other LWDBs within the state. This should include an identification of possible areas of collaboration and alignment.

In 2017, the WPGRI and the Workforce Solutions of Providence/Cranston (WSPC) selected The WorkPlace,

Inc. to serve the Operator of each AJC. The WorkPlace is a national workforce development entity with vast

experience in operating programming and services to the benefit of job seekers and the business community. This move has resulted in several items that will ultimately streamline the delivery of services

for job seekers. These include the following items:

• Shared Project Management across the two LWDBs

• Shared Data/Performance Manager

• Single customer flow across all AJCs

• Better coordination with Title V providers (Note The WorkPlace operates the MaturityWorks

program under the required Title V provider status state-wide in RI)

In addition, the WPGRI and WSPC have experienced years of good relations including working on joint grant

applications for funding; participating in statewide youth RFP’s for programming/planning and other administrative/programmatic collaborations.

40

Section 3 – American Job Center Delivery System

(A) List the American Job Centers in your Local Area, including address and phone numbers. Indicate the One-Stop Operator for each site and whether it is a comprehensive or satellite center.

1330 Main Street

West Warwick, RI 02893

401-462-4100

Type: Comprehensive Center

219 Pond Street

Woonsocket, RI 02895

401-235-1201

Type: Satellite Center

4808 Tower Hill Road (only open Tuesday, Wednesday and Thursday)

Wakefield, RI 02879

401-782-4362

Type: Satellite Center

41

(B) Customer Flow System - Describe or show the customer flow process used in the Local Area. This

description should include eligibility assessment, individualized training plans and case management.

(C) Describe how the Local Board will ensure meaningful access to all customers including expansion of technological accessibility.

The WPGRI is in full compliance with the provisions of the American with Disabilities Act and to that end

supports physical and programmatic access to services for individuals with disabilities. WPGRI has

coordinated with all partners to provide access to program services for customers with disabilities through

our Assistive Services Unit. The Assisted Services Unit provides access to a wide variety of equipment,

technology and partnerships. These enhancements are intended to increase accessibility to customers with visual, auditory, mobility, cognitive or language impairments. Equipment available consists of computers

available with large monitors, magnification capacity, audio enhancements, scanners, reader technology,

speech recognition and adjustable height workstations and telecommunication devices for individuals with

hearing impairments. Staff is also available to assist with language translation and interpretation as well as

access to the language line coordinated through the State. When an accommodation is necessary staff works to align resources and services to maximize accessibility and participation.

42

(D) A description on the process the Local Board intends to provide for the solicitation and selection of a One-Stop Operator and the delivery of WIOA Title IB services as identified in Section 107 of WIOA.

The WPGRI has recently completed a competitive solicitation of the AJC Operator and Provider of

Adult and Dislocated program and services. In December 2016, The WPGRI issued a Request for Proposal

(RFP) soliciting proposals for the AJC operator. The RFP articulated the responsibilities of the AJC operator/provider, including the coordination of AJC partners and service providers, an accurate description

of the technical requirements for the services being procured, proposal submission requirements, and the

factors to be used in evaluating proposals.

The following were the key dates and activities of the RFP Schedule:

December 18, 2016 Public Notice regarding dates of RFP release and Bidders Conference

December 19, 2016 RFP released

January 10, 2017 Letter of Intent to Bid

January 13, 2017 Mandatory Bidders Conference

January 20, 2017 Written Question Deadline

January 27, 2017 Responses issued to written questions

February 10, 2017 Proposals due at WPGRI by 4 pm

February 14, 2017 Proposals distributed to review team

February 28, 2017 Proposal Review/Recommendations

March – May, 2017 Proposal Selection and Contract Negotiation

May – June 30, 2017 Transition Period

July 1, 2017 New Contract in Place*

*The WorkPlace, a national workforce development entity was awarded the contract and has commenced

services as of July 1, 2017. A copy of the RFP can be found in the Appendix section to this document.

(E) 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 businesses, and workers and jobseekers;

WPGRI takes great steps to guarantee systemic, continuous improvement of the area’s AJC system.

Continuous improvement is an ongoing cycle of identifying, planning, executing, and reviewing improvements to service delivery. Successfully serving the customers requires sustained collaboration and

coordination over the long term with system partners, service providers, employers, and community leaders. WPGRI’s commitment to continuous improvement is supported by the staff’s constant awareness

of evolving Federal, State, regional, local policies and daily engagement with customers. Information

gathered from customer satisfaction surveys, employer feedback, provider feedback, and staff brainstorming will be used to identify inefficiencies, points of customer dissatisfaction, areas of customer

need, unmet performance measures, and staffing challenges.

43

Through customer contact and the above mentioned collaborations, WPGRI will identify successes,

implementation barriers, and unsuccessful strategies. WPGRI will adjust existing service strategies as well as

develop new, informed service delivery designs, which will then be continuously monitored and outcomes

evaluated to support better services going forward.

(F) A description of how the Local Board will facilitate access to services provided through the American Job Center delivery system, including in remote areas, through the use of technology and through other means;

WPGRI facilitates access to services provided through the AJC delivery system, including remote areas

through the use of technology and specialized programs.

One such example is the Employment Network (EN) and the Ticket to Work program. WPGRI serves as an

Employment Network (EN) site and DLT administers the Ticket to Work Program which allows for enhanced

outreach to the adult disabled community. WPGRI increases job seeker capacity by addressing barriers such

as transportation, housing, and education by utilizing ALISON (free on-line training), EmployRI.org, or on-line webinars which offer remote access to training and job development resources. By developing partnerships

with employers and educating them on services, programs, and hiring incentives, RIDLT will increase the

number of employment opportunities available to adults with disabilities. By becoming an EN, the AJCs conducts outreach to Ticket to Work holders and other disabled adults and uses AJC services to:

• Assess and assist customers in defining their goals for employment

• Recommend training that will result in industry credentials/certifications

• Acquire work experience and increase access to long term employment supports

• Allow for a broader access to a network of resources that increases opportunities for success such as

support services and remote access to training programs

As an EN an opportunity for meaningful engagement with disabled adults in their employment processes and ultimately improve training, employment opportunities and outcomes. The uniqueness of this project is

the infusion of remote access technology that delivers training and employment activities and a robust plan

to increase job seeker and employer capacity. Special emphasis has been placed on individuals with developmental and behavioral disabilities, veterans with brain injuries, TANF, SSI and SSDI recipients.

In addition to the services that offered at the AJCs, WPGRI provides the following for individuals that reside in rural areas of the state:

• Provide on-line resources for job seekers

• Work with community-based and faith-based organizations to conduct outreach

• Provide outreach and services utilizing local libraries (G) A description of how entities within the American Job Center delivery system, including American Job Center operators and the American Job Center partners, will comply with Section 188 of WIOA, 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;

44

WPGRI’s ACJs are all accessible for individuals with disabilities and meet or exceed the requirements 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.

• Facilities are checked for ADA compliance as part of periodic Local Equal Opportunity monitoring

using the ADA Self-Assessment Tool.

• Customers are provided reasonable accommodations upon request at the AJC.

• Assistive technology is available at all AJCs in the region.

• Sign language interpretation service is available for persons with hearing loss upon request.

• Staff are trained as part of new hire orientation on serving customers with accommodations and

assistive technology.

(H) An acknowledgment that the Local Board understands that, while Section 188 of WIOA ensure

equal opportunity for individuals with disabilities, sub-recipients may also be subject to the

requirements of:

a. Section 504 of the Rehabilitation Act, which prohibits discrimination against

individuals with disabilities by recipients of Federal financial assistance;

b. Title I of the ADA, which prohibits discrimination in employment based on

disability;

c. Title II of the ADA, which prohibits State and local governments from

discriminating on the basis of disability;

d. Section 427 of the General Education Provisions Act; and

e. Rhode Island Anti-Discrimination laws;

WPGRI acknowledges and understands that sub-recipients may be subject to the above requirements as it

pertains to individuals with disabilities.

45

(I) A description of the roles and resource contributions of the American Job Center partners;

NAME OF PARTNER PARTNER PROGRAMS

Workforce Partnership of

Greater Rhode Island • WIOA Adult Programs under WIOA Title I

• WIOA Dislocated Worker Programs under WIOA Title I

• WIOA Youth Programs under WIOA Title I

• Programs Authorized Section 212 of the Second Chance Act

of 2007

Rhode Island Department of

Labor and Training • Employment Services under the Wagner-Peyser Act

• Programs under State Unemployment Compensation Laws

• Migrant and Seasonal Farmworker Programs under WIOA Title I

• Programs under Title V of the Older Americans Act of 1965

• Programs Authorized under Chapter 41 of Title 38, U.S.C. Veterans Employment Representatives and Disabled Veterans’ Outreach Programs

• Activities Authorized under Chapter 2 of Title II of the Trade

Act of 1974

• Ticket to Work


Education • Adult Education and Literacy Programs under Title II of

WIOA

• Postsecondary Vocational Education Activities under the Carl

D. Perkins Vocational and Applied Technology Education Act

Rhode Island Office of

Rehabilitation Services • Programs Authorized under Parts A and B of Title I of the

Rehabilitation Act of 1973 WIOA Title IV

Exeter Job Corps Academy • Job Corps Programs Authorized under WIOA Title I

Youth Build Providence • Youth Build Programs Authorized under WIOA Title I

Rhode Island Indian Council • Native American Programs Authorized under WIOA Title I

Central Falls Housing Authority • Employment and Training Activities Carried Out by the

Department of Housing and Urban Development


Human Services • TANF Programs Authorized under Part A of Title IV of the

Social Security Act

Comprehensive Community

Action Program • Community Service Block Grant Programs

46

(J) A description of how the Local Board will use Individualized Training Accounts based on high demand,

difficult to fill positions identified within local priority industries identified in Section 1(A); and,

WPGRI will utilize Individual Training Accounts (ITAs) based on high demand, difficult to fill positions identified within local priority industries following its policy on ITAs in concert with input from local

businesses that have specific needs. Priority for ITAs will be focused on the following industries which are

aligned with the State’s overall growth strategy:

1. Biomedical innovation

2. IT/software, cyber-physical systems and data analytics

3. Defense shipbuilding and maritime

4. Advanced business services

5. Design, food and custom manufacturing

(K) A description of how the Local Board will provide priority of service that conforms to the State Plan. This should include a description of additional local requirements or discretionary priorities including data to support the need and how the local requirement and/or priority will be documented and implemented for the Adult program.

WPGRI conforms to the State of RI’s State Plan as it relates to the priority of service. Per the plan as

required by 38 U.S.C 4215 (b) and 20 CFR part 1001 and 1010, priority of service is provided to ensure that veterans and eligible persons receive consideration for all opportunities for which they qualify within the

employment service delivery system and any sub-grantee funded in whole or in part by the US Department

of Labor.

(L) A description of how the Local Board will utilize funding to create Incumbent Worker Training opportunities.

WPGRI refers customers to GWB.

(M) A description of how the Local Board will train and equip staff to provide quality training while

being WIOA Complaint.

To provide quality service to the local area population, WPGRI provides WIOA training and technical

assistance on-site to employment counselors. For example, guidance on LWDB Polices, instruction on case

management, calculating family income, suitability for WIOA services, income documentation, selective service requirements and performance measures has been provided. WIOA employment counselors

regularly contact WPGRI staff directly for individual case technical assistance. A WPGRI intranet contains

training documents for immediate staff access.

(N) A description of how the local board will coordinate between the provision of WIOA title 1

programs and title 2 programs in addition to reviewing applications of youth providers

47

WPGRI will coordinate between the provision of WIOA Title I programs and Title II programs in addition to

reviewing applications of youth providers by continuing to engage RIFLI in the AJCs.

(O) The competitive process to be used to award grants and contracts to sub recipients

WPGRI will continue to use a competitive process to award grants and contracts to sub recipients. Most

recently, the WPGRI issued an RFP for the selection of its AJC Operator/Provider of its AJCs as well as WIOA Title I: Youth services.

(P) Provide the safeguards that will be implemented that will ensure universal access and equitable

intake processes that will include all populations in services and programs, especially those individuals with significant barriers to training and employment

WPGRI seeks to include members of varying demographic groups in its work. WPGRI follows universal access principles in accordance with 29 CFR Part 37. WPGRI has developed a system that is customer oriented and makes maximum use of technology to reach the greatest number of customers. Employers and job seekers have direct access through internet technology or person contact with WPGRI staff to assist in the employment and training process. A broad range of information is currently available to customers through Internet access located on the WPGRI and RIDLT homepage. Job seekers have ready access to labor market information, employment opportunities, application for unemployment insurance, employment guidance and counseling, training information, as well as a single point of contact for employment and training information.

WPGRI braids multiple funds, multiple partners and the continued improvement of recipients’ outreach

efforts for universal access to provide the broadest possible menu for access to all jobseekers, including

those with special needs, such as:

• Veterans;

• Public assistance recipients;

• Migrant and seasonal farmworkers;

• Older individuals;

• Individuals training for non-traditional employment;

• Low income adult learners who are educationally disadvantaged;

• Limited English proficient (LEP) persons;

• Individuals with disabilities;

• Displaced homemakers and single mothers (parents);

• Long-term unemployed individuals;

• Individuals with multiple barriers to educationally enhancement;

• Offenders; and

• Underemployed individuals

48

Section 4 – Title I – Adult, Youth and Dislocated Worker Functions

(A) A description and assessment of the type and availability of Adult and Dislocated worker employment and training activities in the Local Area;

Workforce investment activities in the WPGRI are provided through the AJC system. Employment through

job development and job matching is the major focus. When a customer visits a AJC center for the first time,

they complete a questionnaire which guides staff in determining the appropriate WIOA services.

Customers can also independently access AJC services through a self-service option. Self-service customers

are offered use of the Resource Area where they obtain access to a full array of services including job

matching, job referrals, labor market information, internet access, phone and fax lines, etc. The Resource

Area is staffed by an employment counselor ensuring that job seekers are able to ask questions or obtain

referrals to workshops, websites, or receive the necessary services to assist them in obtaining employment.

Individuals requiring staff assistance in utilizing the resources and services of the AJC will first receive WIOA

Basic and Individualized Career services. This may include job search and job club activities, job placement

assistance, initial assessment of skills, career counseling, job retention services and information on

programs, services and the labor market.

An employment counselor will determine the most appropriate Basic and Individualized Career services

activity for the customer. An initial assessment serves as the basis to determine the employment counseling

needed for job development services. A comprehensive assessment, development of an IEP, case

management and short term prevocational services may be provided. Employment counseling may be in

group settings with other customers with like needs. Group workshops, referral to other partner agencies,

and individual employment counseling services are provided. If the customer is unable to secure

employment that leads to economic self-sufficiency, he or she may be referred to training services.

Since WIOA funding has receded to close to pre-stimulus levels (and projections are that additional

reductions are forthcoming), the availability of training funds has decreased. WPGRI has developed the

“work-first” model of service delivery described above.

Training opportunities available for Adults and Dislocated Workers in the WPGRI local area provided to

individuals who have progressed through Basic and Individualized Career services and are still unable to

obtain employment that leads to economic self-sufficiency. These training opportunities include Individual

Training Accounts (ITA) and On-the-Job Training (OJT).

ITA’s are provided by a variety of occupational skills training programs offered by providers on the Eligible

Training Provider List (ETPL) approved by the RI DLT Workforce Development.

OJT’s provide WIOA customers with training where the employer hires and trains at the worksite. Unlike an

ITA which is primarily classroom training, OJT customers are hired and trained on-the-job while receiving paid wages. This type of training especially benefits customers who require income during their training

period. OJT programs are written in occupational areas and for employers with labor market shortages.

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Throughout the provision of individualized Career and Training services, customers are eligible to obtain

supportive services referrals. These referrals to state and local agencies focus on providing an array of

supports that may be needed by customers in order to become employed. Areas where customers may

need assistance may include, but are not limited to, child care, transportation, medical services, legal

services, substance abuse counseling and/or treatment, and family and domestic issues.

(B) A description and assessment of the type and availability of youth workforce development 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;

The WPGRI conducts several different types of assessments for its youth programming, including the

following:

• Youth Literacy and Numeracy Assessment

• Career Cluster Interest Survey

• Self-Sufficiency Scales and Ladders Assessment

• All youth participants have an Individual Service Strategy (ISS) created, which identifies the participant’s educational goals, employment goals, achievement objectives, needs assessment for

supportive service, and the appropriate mix of services. The ISS is formulated via the information

documented through the assessments, the program application, an applicant interview, recently given assessments from another education or workforce program, applicable background

information, and other service provider tools, for the purpose of identifying appropriate services and career pathways.

Youth who are identified as having a disability are referred to Office of Rehabilitative Services (ORS) where

they can receive case management services while co-enrolled in WIOA programming.

(C) A description of how the Local Board will coordinate workforce development activities carried out in the

Local Area with statewide rapid response activities, as described in Section 134(a)(2)(A).

WPGRI coordinates workforce development activities carried out in the region with RIDLT’s Business

Workforce Center (BWC) as it relates to providing rapid response activities to local employers. When a

WARN notice has been issued, WPGRI and BWC staff mobilize to provide on-site information sessions for employees impacted by a layoff or plant closure. Information surrounding the eligibility and process for

applying for Unemployment Compensation (UC) benefits as well as resources available to impacted employees are provided at the initial Rapid Response orientation. Additionally, information surrounding

workshops, training opportunities, job locator program services, counseling services for those affected by

the loss of their job and information surrounding financial planning and navigation services are made available at the orientation.

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(D) A description of how the Local Board will coordinate education and workforce development 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;

WPGRI engages with secondary education program through its Youth Services programming.

See page 49 for detailed description of youth program being funded by WIOA. At the present time, no postseco1ndary education program or activities are in place, but plan to develop programming to enhance

existing services and avoid duplication where possible.

(E) A description of how the Local Board will coordinate workforce development activities carried out in

the Local Area with the provision of transportation, including public transportation, and other appropriate supportive services in the Local Area;

Transportation continues to be a challenge in some of the rural areas of the state. WPGRI does refer

participants to a variety of resources found in the region to assist with transportation. Currently, the WPGRI is working with its new AJC operator, the WorkPlace, to develop formal partnership with such entities to

offer participants additional support services when it comes to transportation challenges.

(F) A description of how the Local Board will utilize Local Adult Funding, based on adult priority groups as

specified in the State Plan.

WPGRI will continue to provide workforce services to all eligible Adults following the State of RI’s priority of

service plan and guidance. According to the draft Priority of Service policy, priority of service would be applied in the following order:

1. Veterans and eligible spouses who also meet a statutory priority (public assistance recipient, low-

income, or basic skills deficient);

2. Other individuals (not veterans or eligible spouses) who meet a statutory priority (public

assistance recipient, low-income, or basic skills deficient);

3. All other veterans and eligible spouses;

4. Other individuals (not veterans or eligible spouses) who do not meet a statutory priority (public

assistance recipient, low-income, or basic skills deficient), but do face a barrier to employment or

meet a local discretionary priority;

5. All other individuals (not veterans or eligible spouses) who do not meet any of the above criteria.

(G) A description of how the Local Board will utilize Local Dislocated Worker Funding;

WPGRI utilizes Dislocated Worker funding for qualified individuals, but also makes referrals to a number of organizations that have federal and/or state resources to assist Dislocated Workers. Two such partners are

the Platform to Employment program and the TechForceRI. Both programs seek to serve Dislocated

Workers who are “long-term unemployed” and have developed innovative ways to address the challenges of being down-sized in industries impacted by lay-offs.

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(H) A description of how the Local Board will interpret and document eligibility criteria for “requires

additional assistance to complete an educational program or to secure or hold employment” as set

forth in the State’s Youth Policy and WIOA Sections 129(a)(1)(B)(iii)(VII) and (a)(1)(C)(iv)(VII);

Eligibility is interpreted and determined for any individual requiring additional assistance to complete an educational program or to secure or hold employment as set forth in the State’s Youth Policy and WIOA

Sections 129(a)(1)(B)(iii)(VII) and (a)(1)(C)(iv)(VII). WPGRI interprets the factors which define “requiring

additional assistance” as follows. Acceptable forms of verification are in brackets.

For In-School Youth--educational factors:

• Has missed 18 or more days of school in the most recent academic year (secondary only) [School Records of Attendance]

• In school (secondary or postsecondary) with a GPA of less than 2.0. [Current Transcript]

For Out-of-School Youth--educational factors:

• Has left educational program because of transportation or financial situation

(secondary only)

[Letter from High School Counselor]

For both In-School and Out-of-School Youth:

Educational Factors

• One or more grade levels below age appropriate level

[Assessed by a Generally Accepted Standardized Test]

Employment Factors

• Has never held a job [Self-attestation]

• Has had two or more employment interviews without being hired in past 60 days [Self-attestation]

• Has lost employment placement in past 30 days

[Termination Documentation]

• Has a family history of chronic unemployment, including long-term public assistance [Self-attestation]

(I) A description of the documentation required to demonstrate a “need for training.”

The documentation required to demonstrate a need for training will provide sufficient evidence of the customer’s educational achievement, basic skills (literacy and numeracy) levels, and work history. This may

include school records, results of basic skills assessments, the customer’s resume (if jobs can be verified) or other documentation of work history (pay stubs, W-2s, etc.) The documentation should also include any

certifications or other factors that will support the customer in securing self-sufficient employment in the

occupation for which training is provided.

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(J) A description of the steps the Local Board will take to ensure at least 20% of Youth Funds are used for work-based training activities;

WPGRI requires all youth contractors to provide 20% of youth funding for work-based training activities.

Work-based experiences include but is not limited to the following:

• Paid Work Experience

• Paid internships

• On-the-Job Training

• Paid externship components of training programs

• Pre-apprenticeship/registered apprenticeship training

(K) A description of the Local Board’s plan to serve 75%+ out of school youth and identify specific steps that have been taken to meet this new goal; and

The WPGRI has specifically contracted with its’ youth provider network to ensure that 75% of the funds are

used to serve out of school youth. WPGRI will continue to set this benchmark in its contracting and will encourage partners to continue its effective recruitment techniques in the future. Youth providers have

developed a referral mechanism with local school departments and are certified adult education providers and approved alternative education programs for drop-out students. Furthermore, all youth providers are

Community Action Program providers that have a network of services and a referral system in place. Due to

the positive experience youth have in our program, many of our youth referrals are word of mouth from youth to their peers.

(L) If the Local Area has contracted with youth service providers, provide a list and description of

services.

WPGRI has contracted with five (5) local youth providers under its WIOA Youth programming.

Workforce development services are available for all youth ages 14-24 years of age, through many YouthWORKS411 Centers around the state. Services provided are based upon individual need and range

from educational offerings to occupational skills training, job placement services and connection to needed social services.

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Entity Description of Services

Tri-County Community Action Agency 1126 Hartford Ave. Johnston, RI 02919

Tri-County Community Action Agency leads a comprehensive coalition of

employment, training, education, and social service agencies in the coordinated

operation of the Youth Opportunity Centers (YouthWORKS411) for residents of

Northern RI, West Bay, and Washington County service delivery areas. Services

will be delivered out of six Youth Opportunity Centers located in Johnston, North

Providence, Charlestown, South Kingston, North Kingston, and Westerly. The

Primary goal of all Centers is to provide youth with a seamless, single point of

entry to access the services necessary to achieve their long-term education,

employment, training and overall career goals.

East Bay Community

Action Program

(EBCAP)

100 Bullocks Point Ave.

Riverside RI 02915

EBCAP and consortium partners operate Youth Centers located at Weaver House, 31 Grove Ave. East Providence RI, Mt. Hope High School located at 199 Chestnut St. Bristol RI, and Newport Boys and Girls Club located at 96 Church St. Newport RI. EBCAP provides numerous activities and services to participants including: Intake and Eligibility, Assessment and Referral, Case Management, Follow-Up Services, Tutoring, Study Skills, and Instruction, Alternative Secondary Schools, Work Experience, Occupational Skills Training, Education Concurrent with Workforce Prep, Leadership Development, Comprehensive Guidance and Counseling, Support Services, Adult Mentoring, Financial Literacy,

Entrepreneurship Skills Training, Labor Market Information, and Transition to

Post-Secondary Education. EBCAP has the organizational capacity, expertise, and

trained staff in place to continue to operate the East Bay Youth Centers.

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Comprehensive

Community Action

Program (CCAP)

311 Doric Avenue

Cranston, RI 02910

(Pawtucket site)

CCAP and consortium partners operate the Pawtucket Youth Center located at 120 High Street Pawtucket, RI. CCAP has a proven track record and has been a

Workforce Partnership of Greater Rhode Island youth program vendor since

2006 and has met or exceeded all WIOA performance benchmarks and

contractual obligations. In addition to educational and occupational skills

training, CCAP provides comprehensive health and social wrap-around services

including transportation, mental health and substance abuse counseling, food

pantry, energy assistance, Head Start, health centers, dental care, family

community care programs, youth diversionary programs, truancy prevention,

and financial literacy education. CCAP has the organizational capacity, expertise,

and trained staff in place to operate the Pawtucket Youth Center.

Comprehensive

Community Action

Program (CCAP)

311 Doric Avenue

Cranston, RI 02910

(Kent County site)

CCAP and consortium operate the Kent County Youth Center located at 289

Cowesett Ave. West Warwick, RI. CCAP has a proven track record and has been a

Workforce Partnership of Greater Rhode Island youth program vendor since

2006 and has met or exceeded all WIOA performance benchmarks and

contractual obligations. In addition to educational and occupational skills

training, CCAP provides comprehensive health and social wrap-around services

including transportation, mental health and substance abuse counseling, food

pantry, energy assistance, Head Start, health centers, dental care, family

community care programs, youth diversionary programs, truancy prevention,

and financial literacy education. CCAP has the organizational capacity, expertise,

and trained staff in place to operate the West Warwick Youth Center.

Community Care

Alliance

800 Clinton Street

Community Care Alliance will build on the experience and expertise of its well

respected YouthWORKS411 center, The Harbour Youth Center, to provide high

quality comprehensive work readiness and career development services to 52 in

Woonsocket, RI 02895

and out of school youth residing in northern RI. A consortium of youth –serving,

education, business and service organizations, will provide WIOA –eligible youth

diverse, challenging and engaging experiences designed to prepare them for

both the work world and life as a productive confident adult.

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(M) A description of how the Local Board will provide basic and individualized career services to

customers. The description should explain how individualized career services will be coordinated

across program/partners in the American Job Centers, including Vocational Rehabilitation, TANF, and

Adult Education and Literacy activities. This description should specify how the Local Area will

coordinate with these programs to prevent duplication and improve services to customers.

AJC partners are working toward a common intake form to improve customer service/flow in the AJC. Once the common intake form is completed, the customer will meet with one of the partners to determine the

best way to assist that individual and refer to that partner. Partners will meet to discuss “shared” customers.

(N) Provide a description of how the local board will coordinate the WIOA Title I workforce

investment activities with adult education and literacy activities under the WIOA Title II. This

description shall include how the local board will carry out the review of local applications

submitted under Title II consistent with the WIOA Sections 107(d)(11)(A) and (B)(i) and the

WIOA

Section 232

The local board and/or staff will participate in the review of responses to the Adult Education RFP to ensure there is coordination of services.

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Section 5 – Wagner-Peyser Functions

(A) 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 American Job Center delivery system, to improve service delivery and avoid duplication of services.

WPGRI maximizes services provided by Wagner-Peyser staff, starting at the initial point of contact with

individuals who are seeking employment and employers who are seeking employees. WPGRI presents the delivery of services as a seamless system to all individuals. In striving to provide the best services to

customers, trained staff to assist customers and make their participation experience effective, and provides

excellent customer service during their participation in AJC activities. WPGRI provides orientation to the services available through the AJC and assesses customer’s skills levels and abilities to determine job

readiness and provide immediate assistance with job matching of employer job requirements and screening

for supportive service needs. Services are provided to all customers who are primarily seeking employment assistance, both self-service and assisted, including customers seeking veteran’s services that have no

identified significant barriers.

In order to improve the service delivery and avoid duplication of services, WPGRI maximizes its resources by

working cohesively with partners. Partner’s staff participates in cross training sessions related to customer service, eligibility, resources, referrals and performance issues, which empowers them to effectively identify

and assist customers according to their needs.

(B) A description of how the Local Board will utilize the Wagner-Peyser program to provide access to local workforce development services for Unemployment Insurance claimants

The following are services that RIDLT continues to provide to job seekers in the AJC:

• Implementation of the provisions of the WIOA related to UI programs.

• Provide in-person UI assistance (dedicated area) in the AJC.

• Provide UI assistance in the AJC using a dedicated phone line which prioritize calls to the front of the

line to our trained UI Call Center staff.

• Referring UI claimants for training, education resources and all other programs provided by RIDLT and partner staff. Therefore, increasing reemployment of UI claimants and providing employers with

skilled workers matching the labor market needs.

• Expose claimants to other UI programs offered by RIDLT. These include military and federal civilians

programs to veterans, Reemployment Eligibility Assistance, Enhanced Reemployment Services, Rapid

Responses, Temporary Disability Insurance, WorkShare, etc.

• Improve efficiencies in the UI process by answering in-person customer questions/inquiries in lieu of

long wait times with the Tele-Serve line. Inquiries include: assistance in filing appeals, on-line

account assistance, provide UI status letters, identity verification, address changes, processing continued UI claims, and providing desk aids for web assistance.

• Provide UI assistance including new claims taking for individuals with special needs.

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(C) If applicable, a description of how the Local Board will ensure that migrant and seasonal farm

WPGRI works with the RIDLT on programing and services aimed at serving the specific needs of migrants and seasonal farm workers.

Section 6- Vocational Rehabilitation

WPGRI is fortunate in that Robert Cooper, the Executive Secretary for the RI Governor Commission on

Disabilities as an active Board member. Recently, an Employment for Individuals with Disabilities

Committee was formed of the WPGRI’s Board to more closely examine the needs of individuals with

disabilities and to align the cooperative agreement to further detail how cross training of staff, technical

assistance, use and sharing of information, cooperative efforts with employers, and other efforts at

cooperation, collaboration, and coordination will be enhanced in the AJC.

(B) A description of how individuals with disabilities will be served through the American Job Center system in the Local Area.

WPGRI has invested funding to ensure that each of their three AJCs have ADA approved accommodations

accessible to assist individuals with disabilities. Staff are trained to assist customers in the use of ADA

equipment. Functional Leaders ensure that agencies such as Vocational Rehabilitation and Rehabilitation Services for the Blind are informed of available services to assist individuals with disabilities and encourage

these agencies to refer disabled customers to the AJC to access services and to utilize the AJC when meeting with individuals with disabilities.

AJC staff are trained to ask all registrants (including individuals with disabilities) whether they need

assistance during the application/registration process. Staff offers assistance to all individuals, including

individuals with disabilities, in filling out forms and application materials. All customers are asked if they will need some type of accommodations or assistance to take full advantage of services and supports. Front

desks are partially lowered, so job seekers with a lower line of sight (e.g., individuals using wheelchairs or

small-statured individuals are welcomed eye-to-eye.

The AJCs are equipped with the UbiDuo, a communication device that enables deaf, and hearing impaired (partially and fully) customers to communicate face-to-face with appropriate staff. At each job center, a text

telephone, or TTY, is also available for use. The AJCs offer assistive technology to assist individuals with

disabilities, including WindowEyes screen reader, ZoomText screen enlarger, CCTV, height adjustable table and other assistive technologies. All equipment is utilized when assisting customers (individually and during

group participation) to ensure service delivery is effective and beneficial.

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Section 7- Temporary Assistance for Needy Families

(A) A description of the Local Board’s implementation timeline and planning activities for TANF (e.g., strategies for improving customer intake, service coordination, client monitoring and tracking,

targeting employment services to low-skill, low-wage workers, etc.).

RI’s WIOA Combined Plan calls for mandated partnerships between TANF and other WIOA Partners to be

implemented. WPGRI expects to begin strategic planning for these partnerships in the first quarter of 2018. WPRGI will hold strategic planning meetings to discuss practices to make services more efficient for both

WIOA and TANF customers. WPGRI and its WIOA Partners will search for opportunities to streamline access to both sets of services and will attempt to identify practices that can be measured to determine the impact

on customer experience and levels of usage in both WIOA and TANF.

(B) A description of the implementation and coordination process to enhance the provision of services to individuals on TANF that includes:

• Potential co-location of LDSS and/or WIOA Partners at AJCs or LDSS depending on the nature of local

partnerships and operations.

Currently, DHS does not have a presence at the AJC. WPGRI is open to exploring co-location of DHS services along with other WIOA Partners at their AJCs.

• Leverage existing financial and in-kind contributions to the WIOA system to ensure coordination of

services provided by multiple programs, creating a seamless approach to delivering services

WPGRI supports efforts to leverage existing financial and in-kind contributions to the WIOA system to ensure coordination of services provided by multiple programs to job seekers. WPGRI believes that

delivering services seamlessly is the best way to ensure that both WIOA and TANF customers have access to

the entire range of programs and supports they need to successfully train for and secure employment.

• Cross train and provide technical assistance to all WIOA Partners about TANF.

WPGRI’s Operator, The WorkPlace implements cross training for AJC staff and all WIOA Partners so that

knowledgeable staff can assist customers in accessing all available services to help them overcome barriers to employment. Cross training includes TANF and its eligibility criteria and how to begin enrollment.

• Ensure that activities are countable and tracked for the TANF Work Participation Rate (WPR).

WPGRI and the WorkPlace will include countable and trackable data elements in the records of all customers co-enrolled in TANF so that data can be included in the TANF WPR.

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• Access to business services and employer initiatives to attract and better serve employers by

marketing joint services, minimizing the burden on employers who use the centers, and provide

employer-focused services through a single point of entry rather than through all partnering

programs.

In collaboration with the WorkPlace, WPGRI will ensure that the business services team understands that

individuals on TANF are to be included in all business services and initiatives. WPGRI intends for there to be a single “front door” for employer focused services that connect TANF recipients and all partnering

programs, participants to the same pool of training and job opportunities.

• Contribute and provide baseline outcomes data to the WIOA system through strategies for collecting

and reporting varied program reporting requirements. WPGRI and the WorkPlace will collect common baseline outcomes data for the WIOA system through

a streamlined data collection process that includes measures and outcomes for all relevant customers of the

AJC and its partners, especially TANF recipient.

(C) A description of the LDSS representation on the Local Board to ensure that TANF expectations, roles, and responsibilities are addressed in the Local Area.

WPGRI has historically had a Board member serving from DHS and has a recommendation pending approval.

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Section 8- Jobs for Veterans Grant Functions

(A) A description of how the Local Board will provide priority of service to veterans and their eligible spouse

A full array of services is available to Veterans throughout the AJC system. Disabled Veteran Outreach

Program (DVOP) and Local Veteran Employment Representatives (LVER) are located at the AJCs to provide

individualized services to the veteran customer in need of support. In addition, new programming and service initiatives to support veterans are continually developed and designed. During the past year

initiatives were focused in the following areas: collaboration with the RI National Guard, including

partnering for job fairs; and translating military skills to the civilian workforce as described below. These initiatives will continue into subsequent program years.

The Veterans team continues to be actively engaged with the Rhode Island National Guard Headquarters

and is supporting reintegration / Yellow Ribbon events, for all recently demobilized unit members and their families. At Yellow Ribbon events, the Veterans team provides formal presentations on available AJC

services and Priority of Service to Veterans, operates an information table to respond to questions, and

directs Veterans to a AJC center near their home for training and job placement support.

To meet the training and employment needs of Veterans, the WPGRI administers employment and training services to meet the workforce needs of veterans and spouses. These programs are universally accessible to

all eligible job seekers; however, certain veterans and eligible spouses receive Priority of Service. Priority of

Service is to give first consideration for program participation to covered veterans and eligible spouses who also meet the eligibility criteria of a USDOL training, employment, or placement service in any workforce

preparation program.

Priority of Service may mean:

• A covered person gains access to services or resources earlier than the non-covered persons.

• A covered person receives service or resources instead of a non-covered person when resources are

limited

• A covered person is placed at the top of a waiting list for the formation of a training class.

Veterans Priority of Service should take precedence before applying WIOA Priority of Service for recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient. For

universal access programs, such as Wagner-Peyser services, covered persons must receive Priority of Service

over all other program participants.

Eligible Veterans: For WIOA programs, Priority of Service is available to any Veteran who has served at least one day in the active military, naval, or air service, and who was discharged or released under conditions

other than dishonorable, as defined by 38 U.S.C. 101(2). This definition includes Reserve units and National

Guard units activated for Federal Service.

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Eligible Spouses

Priority of Service is also available to any “eligible spouse” of a Veteran. As defined by 38 U.S.C. 4215(a)(B)(i-

iv), a spouse is eligible if he or she meets any of the following four categories:

1. A spouse of any Veteran who died of a service-connected disability;

2. A spouse of any member of the Armed Forces serving on active duty who, at the time of application for

the priority, is listed in one or more of the following categories and has been so listed for a total of more than 90 days:

• Missing in action;

• Captured in the line of duty by a hostile force; or

• Forcibly detained or interned in the line of duty by foreign government or power.

3. Spouse of any Veteran who has a total disability resulting from a service-connected disability, as

evaluated by the Department of Veterans Affairs; or,

4. A spouse of any Veteran who died while a disability was in existence.

(B) A description of how the Local Board will engage Local Veterans Employment Representatives in

engaging and providing services to local businesses.

WPGRI utilizes both Local Veterans Employment Representative (LVERs) and Disabled Veteran Outreach Coordinator (DVOPs) in the coordination of local business engagement. The LVER is the primary resource at

the American Job Center that will advocate for employment and training opportunities and connect

veterans with employers with meaningful employment. LVER’s are represented in every county; they each perform outreach to more than 50 employers per month by contacting them via email, telephone calls, and

job fairs and /or face-to-face contact. With this in mind, by partnering with the Veterans Program, the Local

board will be privy to the state, local and federal businesses and individual contacts, who have also partnered with the veterans program via industry specific hiring events, diversity and recruitment, resource

fairs, community driven employer events as well as chamber meetings. The DVOP specialist facilitates

intensive services to those veterans with significant barriers to employment (SBE) including special disabled veterans, disabled veterans, economically or educationally disadvantaged veterans, and veterans with other

barriers to employment, especially homeless veterans. The DVOP will provide career counseling; create Individual Employment Plans (IEP) with objectives and goals. The DVOP conducts relationship building,

outreach and recruitment activities with other service providers in the local area to assist qualified veterans

with significant barriers to employment and provide follow-up services with the goal of obtaining viable

employment.

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Section 9– Fiscal, Performance, and Other Functions

(A) An identification of the entity responsible for the disbursal of grant funds described in section 107(d)(12)(B)(i)(III), as determined by the chief elected official or the Governor under section

107(d)(12)(B)(i)

The WPGRI utilizes the State of RI’s Department of Labor and Training (RIDLT) for the disbursal of grant

funds.

(B) A description of financial sustainability of the American Job Center services with current funding levels, and a description of the ability to make adjustments should funding levels change.

WPGRI is funded 100% by WIOA funding and is reliant on said funds to operate the AJC. Should funding

levels change, the WPGRI Board would need to develop a funding strategy to support any reduction in

funding. It is WPGRI’s intent with its new One-Stop Operator to pursue private and philanthropic support of programming services to supplement WIOA funding using WPGRI’s 501(c)(3) non-profit

status.

(C) 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, including risk assessment of potential sub

grantees and contractors;

WPGRI utilizes an open and competitive award process for all its programs and follows industry

accepted principles for operating completions. Risk assessment of potential sub-grantees and contracts include the following due diligence efforts following RIDLT guidance and protocol.

(D) 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 American Job Center delivery system, in

the Local Area;

Please see Section 2 Item K for detailed explanation of local performance negotiation.

(E) 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); This should

include a description of the process used by the Local Board to review and evaluate performance of the

local American Job Center(s) and the One-Stop Operator.

WPGRI will use the AJC Certification process as opportunity to develop high performing operations that

are consistent with the State’s Board pursuant to Section 101(d)(6). The AJC Certification process is scheduled to begin in January 2018.

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(F) A description, including a copy of, of the Local Area’s Individual Training Account policy. The

description should include information such as selection process, dollar limits, duration, etc.

WPGRI is in the process of approving the following draft as it relates to its Individual Training Account

(ITA) policy:

A. Purpose

This policy is intended to define and establish parameters for Individual Training Account (ITA) development and expenditures.

B. Background

Under the WIOA, training assistance is primarily arranged through the issuance of an ITA. The purpose of

training is to provide eligible customers with the means to obtain the necessary skills to become gainfully employed or re-employed.

C. Policy

ITAs are established on behalf of the participant. WIOA Title IB Adult, Dislocated Worker participants will use ITAs to purchase training services from eligible providers they select in consultation with the employment counselor.

ITA services may be made available to employed and unemployed Adults, Dislocated Workers and Youth who have met the eligibility requirements for Individualized Career Services, and have been determined to be unable to obtain or retain employment leading to self-sufficiency through such services.

The participant must have a completed an Individual Employment Plan/ Individual Service Strategy that indicates that, through interview, evaluation or assessment, the participant has been determined to be in need of training and has the necessary skills and qualifications to successfully complete the selected training program.

Selection of a training program must include the identification that the training is directly linked to occupations that are in demand in the local area, or in another area to which an Adult, Dislocated Worker or Youth is willing to relocate. In determining local demand occupation(s), providers may allow for training in occupations that may have high potential for sustained demand or growth in the local area.

Limitations

ITAs are limited to participants who (134(c)(3)(A); 20 CFR 680.470):

1. Are unable to obtain grant assistance from other sources (including Federal Pell and other federal

grants) to pay the cost of their training; or

2. Require assistance beyond that available under grant assistance from other sources (including Federal Pell, GI Bill and other federal grants) to pay the cost of their training.

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3. Service providers and training providers must coordinate funds available and make funding arrangements with partner agencies so that WIOA ITA funds supplement Pell and other grant sources to pay for the cost of training.

4. Participants may enroll in ITA funded training while their application for a Pell Grant is pending provided that the service provider has made arrangements with the training provider and the participant regarding the allocation of the Pell Grant, if it is subsequently awarded. If a Pell Grant is awarded, the training provider must reimburse the service provider the ITA funds used to underwrite the tuition portion of the training costs from the PELL Grant.

5. Service providers should consider all available sources of funds, excluding loans, in determining an individual’s overall need for WIOA funds. Resources such as PELL, GI Bill and other federal grants should not be included in calculations of the level of WIOA assistance until the grant has been awarded.

20 CFR 680 et al. Part II. Summary & Explanation [Note: Tuition is the sum charged for instruction and does not include fees, books, supplies, equipment and other training related expenses]. Reimbursement is not required from the portion of Pell Grant assistance disbursed to the participant for education-related expense.

Duration, Cost Limits and Availability

1. There is a $5,500 monetary limit on ITAs.

2. ITAs are awarded per semester, quarter or for uninterrupted training coursework.

3. An individual who has been determined eligible for an ITA may select a training institution/program from the Eligible Training Provider List (ETPL). Unless the program has exhausted funds for the program year.

4. Payments may not be made to a training provider until the service provider ensures that the training provider selected is on the ETPL at time of payment for tuition and fees under WIOA ITAs.

(G) 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;

Training services under chapter 3 of subtitle B will be provided for all eligible Adult and Dislocated

Worker customers of the AJCs. The AJC staff will arrange for training services based on the customer’s

need and the local availability of open or growing number of positions. Vendors from the ETPL will be

discussed with the customer. Based on the customer’s preferences, use of an ITA will be arranged with a provider from the ETPL. The Local Board will ensure informed customer choice by providing the

customer with all viable options from the ETPL, as well as any available data on completion rates and

placement rates in local jobs following completion of the training.

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(H) A description of the Local Board’s procedures for conducting oversight and monitoring of its WIOA activities and those of its subgrantee and contractors. The monitoring plan shall address the monitoring

scope and frequency and shall include the following:

WPGRI conducts service provider monitoring and oversight on several levels. Formal monitoring of all

programs is comprehensive and includes, among other processes, a review of participant enrollment and

exit data, participant eligibility documentation, assessment data, participant file content, and interviews

with program staff and participants. In addition to on-site monitoring, staff members conduct desk

reviews of programs on a monthly basis.

WPGRl's monitoring procedures are guided by Workforce Investment Notice 05-05, which states:

"Monitoring --- The local Workforce Development Boards shall conduct on a semi-annual basis both

internal and on-site monitoring to ensure compliance with the uniform administrative requirements. The

Workforce Investment Boards will forward a copy of the monitoring report to the SWIO along with

documented corrective action."

Youth contracts are cost-reimbursement and procured for a two-year period. Vendors may have partnership agreements, but cannot subcontract. WIAO Youth contract monitoring occurs twice annually to insure compliance as well as identify and resolve findings. Program monitoring includes a review of programmatic management, a desk review to determine whether the participants are meeting expectations, a review of case management files and EmployRI documentation, a review of case manager job responsibilities, and a participant interview that provides feedback from youth. Any resultant findings are documented and reported in writing to the vendor with a corrective action response required in writing within twenty (20) calendar days. A follow-up monitoring to ensure corrective action implementation may be conducted. Fiscal monitoring of WIA Youth contracts is conducted monthly through desk audits as invoices are submitted. Site visits to vendors are made at least once during the contract period. Fiscal reviews check on cost-allocation methods used as well as substantiating costs through proper documentation. Any questioned costs that cannot be properly documented are not reimbursed.

Whether programmatic or financial, formal monitoring conducted by the WDB is reported in writing to the service provider and includes findings and recommendations. Technical assistance is provided when necessary. Providers are expected to respond within twenty days. All reports are shared with the WDB's Board of Directors.

The WPGRI will review, monitor, and evaluate the effectiveness of performance by the One-Stop

Operator with respect to implementation of activities under WIOA. WPGRI may staff conducts site visits

or electronic monitoring at the One-Stops semiannually to ensure the following:

• WIOA files are complete and standardized forms are being used

• WIOA eligibility has been verified by the One-Stop Manager

• WIOA services are entered into EmployRI within 15 days of activity/service

• Case notes and EmployRI data entry reflect accurate WIOA participation, training, and exit dates

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• Counselors are contacting customers prior to the conclusion of training to schedule an appointment

within two weeks of program completion. The purpose of the meeting is to obtain a copy of the

training credential and entered employment information. If the customer has not yet gained

employment, the counselor will assist customer with job search/placement in the occupation for which

the individual has just been trained.

WIOA performance is provided by the GWB to the two local WDBS on a quarterly basis. Adult and

Dislocated Worker performance data is reviewed by WPGRI staff and the Strategic Development &

Quality Committee in conjunction with One-Stop Operator staff. Youth performance is reviewed by

WPGRI staff and the Youth Committee in conjunction with youth service providers. If data indicates a

decrease in performance in any particular area or a trend towards declining performance, appropriate

WPGRI staff will work with the youth service provider or One-Stop operator to take corrective action.

WPGRl's Strategic Development and Evaluation Committee conducts an annual review of the One-Stop

System. This monitoring ensures that AJC in accordance with policies and procedures set forth in the

WIAO plan for the local workforce investment area. The review will specifically focus on service delivery,

achievement of service level enrollment targets, WIOA performance measures, and customer

satisfaction. Fiscal monitoring of the One-Stops is conducted primarily through desk-review. Staff time

charges are cost-allocated and reviewed monthly through RIDLT's Financial Accounting Record System

(FARS). Authorized expenditures are limited to the contract amount for the program year and are

tracked monthly through FARS. Obligational control of training contracts is also maintained by WPGRI.

Training vendors and employers are paid upon receipt of a properly prepared invoice with supporting

documentation and provided that the vendor is in compliance with all contract provisions. Authorization

for payment of invoices must be made by both the program manager and fiscal monitor. Purchase orders

are obtained through RIDLT's Business Affairs department and payments are made through the State

controller's office.

(I) A description of the Local Board’s policy and procedures regarding the handling of personally identifiable and confidential information

The following is WPGRI’s policy and procedures regarding the handling of identifiable and confidential information. This policy was issued on October 2, 2015 by the Executive Director of the WPGRI.

Purpose: To provide guidance and instruction to the Rhode Island Department of Labor and Training,

Workforce Development, AJC Centers with regard to the security of personal and confidential

information received from individuals applying for or receiving services as participants through the

WIOA.

Background: Federal agencies and their grantees are required to take aggressive measures to protect

personal information of participants whose loss, misuse or unauthorized access to could adversely affect the individual associated with that information.

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Policy: Protected Personally Identifiable Information (PII) is information that if disclosed could result in

harm to the individual whose name or identify is linked to that information.

PII and other sensitive information must be protected. Examples of protected PII include, but are not limited to:

a. Social security numbers (SSNs)

b. Credit card numbers

c. Bank account numbers

d. Home telephone numbers

e. Ages

f. Birthdates

g. Marital status

h. Spouse names

i. Educational history

j. Biometric identifiers (fingerprints, voiceprints, iris scans, etc.)

k. Medical history I. Financial information

m. Computer passwords

Before collecting Pll from participants, participants must sign a release acknowledging the use of personal information for program purposes only.

All personal information must be stored in an area that is physically safe from access by unauthorized

persons at all times.

Accessing, storing or processing personal information on personally owned equipment at off-site

locations, or on non-secure IT services is prohibited.

Access to personal information is restricted to only those staff members who need the information in their official capacity to perform duties in connection to the scope of work in the grant.

If Social Security Numbers (SSNs) are to be used for performance tracking purposes, they must be stored

or displayed in a way that is not attributable to a particular individual, such as using a truncated SSN

(last four digits only).

Any paperwork containing personal information must be shredded and not discarded in trash or

recycling bins.

Participant files should not be left open and/or unattended.

Participant files must be stored in locked cabinets when not in use.

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Any breach or suspected breach of personal information protocol must be reported to the AJC Center

Manager immediately.

(J) A description of the Local Board’s procedures for handling grievances and complaints from participants and other interested parties affected by the local American Job Center system, including partners and service providers.

WPGRI has a policy and procedure for addressing grievances and complaints. The policy is articulated in the application for services for participant and can be found in contracts for partners.

a. For complaints alleging discrimination on the ground of race, color, religion, sex, national origin, age,

disability, political affiliation or belief, and for beneficiaries only, citizenship or participation in any WIOA

Title I – financially assisted program or activity the process for grieving is outlined below:

Applicants and participants of the WIOA program, including applicants for employment, and employees, have the right to enter into the grievance process to resolve disputes. Complaints and grievances from

participants and other interested parties affected by the local Workforce Development System,

including AJC partners and service providers may file a complaint/grievance. Individuals in grievance investigations are protected from retaliation and are permitted to have translators, interpreters, readers

and/or a representative of their choice during the grievance process.

Per Section 181 of the Workforce Innovation and Opportunity Act (WIOA), WPGRI provides the following

procedure outlined below for registering complaints/grievances:

To file a complaint/grievance with the Workforce Partnership of Greater Rhode Island (WPGRI), please

use the grievance form outlined below. Complaints/grievances must be filed in writing within one year

after the alleged violation took place. A decision must be made within 60 days from the date the

complaint/grievance is filed.

Complaints/grievances filed with WPGRI, will be acknowledged within 5 business days. WPGRI will schedule an informal hearing within 15 business days with the complainant/grievant and representative

when applicable to attempt to resolve the matter. WPGRI’s Executive Director will issue a written decision within 30 days. Grievant/complainants who do not receive a decision from WPGRI within 30

days or who receive an adverse decision may file an appeal at the State level.

1. All grievances/complaints must be filed within one year of the alleged violation.

2. All grievances/complaints must be in writing and shall contain the following information:

a. The full name, telephone number, and address of the person making the complaint;

b. A description of your grievance/complaint;

c. The regulations or policies violated, if known;

d. The date(s) of the alleged unfair act(s); and

e. The name(s) and address(es) of any other(s) involved in the situation.

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3. The grievance/complaint must be submitted to the following individual:

Executive Director

Workforce Partnership of Greater Rhode Island

1511 Pontiac Avenue, Building 73

Cranston, Rhode Island 02920

4. The WPGRI Executive Director will receive the complaint, investigate and render a decision

within 30 (thirty) days of the filing of the complaint.

5. If you are not satisfied with the decision you receive from the WPGRI Director and you wish to file an appeal at the State level, you must do so within ten (10) days. You must send the written

appeal to the following individual:

Rhode Island State WIOA Liaison Officer

Rhode Island Department of Labor and Training

1511 Pontiac Avenue, Building 73 Cranston,

Rhode Island 02920

b. For complaints and grievances not alleging illegal forms of discrimination. This includes

grievances from individuals alleging labor standards violations.

For complaints and grievances not alleging illegal forms of discrimination must be made in writing to the

WPGRI Executive Director within 60 days of the date of the alleged incident. All individuals alleging labor

standards violations can contact RIDLT staff. Postings are available in the AJC with appropriate contact

information for such complaints.

c. Related to remedies that may be imposed for a violation of any requirement under WIOA Title I,

limited to, suspension or termination of payments under the title; prohibition of placement of a

participant with an employer that has violated any requirement under WIOA Title I; reinstatement of an employee, payment of lost wages and benefits, and reestablishment of

other relevant terms, conditions, and privileges of employment (where applicable); and other

equitable relief as appropriate.

Remedies shall be tailored to the specific circumstances and violations and may include, but not limited to the following:

• Disciplinary action(s) against the individual(s) found to have discriminated,

• Monetary payment for loss of employment opportunity or benefit,

• Suspension or termination of payments to or contract with an employer who has violated any

requirement under WIOA Title 1.

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• Provision of service, benefit or employment opportunity denied,

• Efforts toward reinstatement of an employee when applicable.

• Suspension or termination of payments to a program participant or vendor under WIOA

Title 1.

• Training for individual(s) found to have discriminated and for other appropriate individuals and

• Removal of adverse records or documents from client/personnel files

(K) A description of the Local Board’s policy and procedures with regard to aid, benefits, services, training, and employment, include a statement of assurance that you will provide reasonable

accommodation to qualified individuals with disabilities.

The WPGRI is committed to providing any and all reasonable accommodation to qualified individuals with disabilities. WPGRI further attest that all facilities are both programmatically and architecturally

accessible to individuals with disabilities.

WPGRI’s AJCs are fully accessible and in compliance with both WIOA Section 188 regulations on non-

discrimination and Rhode Island General Laws Section 28-5 Fair Employment Practices. Each AJC Career Center has been monitored and inspected bi-annually by the Rhode Island Governor’s Commission on

Disabilities and has been found to be in compliance.

AJCs provide universal access to their services including registration, skills assessment, career counseling, job search, assistance in filling out unemployment claims and evaluation of eligibility for

training programs to people with disabilities. Alternate formats for all information and application

materials are offered. These include large print documents and use of various assisted technology

devices and tools including TTY, Captel, Zoom Text, Magnifier, Pocket Talkers, Jaws and Magic. All staff

in the AJCs have been trained on the use of these tools and educated as to methods of communicating

all services to individuals with disabilities.

(L) A description of the Local Board’s policy and procedures in place to ensure that communications with

individuals with disabilities, including individuals with visual or hearing impairments, are as effective as

communications with others.

WPGRI will continue to ensure that individuals with disabilities, including individuals with visual or

hearing impairments, are as effective as communications with others through its newly formed committee, the Employment for Individuals with Disabilities Committee.

(M) A description of the steps the Local Board will take to meet the language needs of limited English speaking individuals who seek services or information. The description should include how

the Local Board proposes that information will be disseminated to limited-English speaking individuals.

WPGRI is committed to the needs of limited-English speaking individuals and to that end have taken the

following steps to meet the needs of said individual:

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In-take: The services provided to an individual are always based on the initial, individual assessment. When an AJC staff member determines, through the assessment, that an individual may need to improve his or her ability to communicate in English in order to secure employment, a referral to a community based organization providing those services is made. The staff in the AJC are knowledgeable of the resources available in their communities to better serve their participants.

Eligibility: Another factor that plays a role in the development of an individual's employment plan is program eligibility. Multiple programs are administered in the AJC and participants must meet the requirements of the specific program, which may offer services not available to other individuals. For example, for those participants who have been determined to be Trade impacted and who are in need of English language skills, RIDLT has a standing contract with a literacy provider (currently Dorcas Place Adult and Family Learning Center). The benefit of this arrangement is that classes are specifically dedicated to Trade impacted participants, there is rarely a waiting list and participants are able to avail themselves of these services to decrease the time of their unemployment.

Services: Each AJC must design its services for the benefit of the demographics of the individuals being served. Taking this into consideration and pointing again to the “work first” service delivery model, plans are to offer workshops delivered in the Spanish language. These workshops will familiarize Spanish speaking customers with EmployRI and other job search techniques.

(N) A description of the Local Board’s procurement system, including a statement of assurance that the

procedures conform to the standards in DOL regulations set forth in 29 CFR Part 95, Part 97 and 2 CFR

200.

WPGRI adheres to the policies and procedures set forth by RIDLT in relation to procurement and assures that it is in compliance with 29 CFR Part 95, Part 97 and 2 CFR 20029 CFR Part 97 and 29 CFR Part 95.

(O) A description of any documentation to demonstrate that the acquisition, management, and disposition of property adhere to the Property Management Procedures taken from DOL regulations

29 CFR Part 97 and 29 CFR Part 95.

WPGRI adheres to the policies and procedures set forth by RIDLT in relation to the acquisition,

management, and disposition of property as outlined in 29 CFR Part 97 and 29 CFR Part 95.

(P) A description of any policies or procedures the Local Board adopted to avoid conflicts of interest or the appearance of such conflicts in the exercise of their responsibilities, particularly those related to the awarding of contracts.

WPGRI follows the State of RIDLT and Training policy as it pertains to the conflicts of interest. The State has established and is enforcing standards and procedures to ensure against program fraud and abuse,

including standards and procedures concerning nepotism, conflicts of interest among individuals

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responsible for the administration and supervision of the State program, kickbacks, and the use of

political patronage in accordance with RIGL 36-14-5.

(Q) A description of the Local Board or fiscal agent’s accounting procedures, including the procedures

used in preparing reports to the State. In addition to the requirement that all financial transactions be

conducted in compliance with Generally Accepted Accounting Principles (GAAP), the fiscal

management system must include the following in the accounting procedures.

WPGRI relies on the RIDLT for its fiscal accounting practices. To that end, RIDLT follows and is in compliance with Generally Accepted Accounting Principles (GAAP) for its fiscal management systems.

WPGRI follows RIDLT internal policies for all accounting procedures.

(R) Provide a brief description of the following:

• Fiscal reporting system

• Obligation control system

• ITA payment system

• Chart of account system

• Accounts payable system

• Staff payroll system

• Participant payroll system

• Participant stipend payment system

The RIDLT is the fiscal agent for the WPGRI. While subject to all the federal rules and regulations

associated with being a recipient of federal resources, this relationship also requires adherence to the

rules and regulations of the State of RI. This includes all rules and regulations related to procurement, invoice processing and payroll. All financial transactions for WPGRI are recorded in RIDLT’s Financial

Accounting and Reporting System (FARS). This system is audited annually and is the basis for all federal financial reports.

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(S) A description of the Local Board’s cost allocation procedures including:

• Identification of different cost pools

• Procedures for distribution of staff costs between cost categories (Administrative cost,

program cost and indirect cost).

• Procedures used for distribution of funds from each cost pool.

• Description of funds included in each cost pool.

• Description of cost allocation plans for American Job Centers.

The RIDLT uses FARS to allocate all costs, including indirect costs. This includes the utilization of a federally approved cost allocation plan. Project codes are established for each funding source further

delineated between administration and program charges. Staff completes monthly time distribution

reports, charging hours worked by the project code representing the work performed. This information

is used to calculate the cost of the staff by project code. This same process is followed for the allocation

of costs for the AJCs.

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Attachments

Feedback from Adult Education Provider on Plan

Documents

Local Workforce Development Plan Section 1: Strategic Planning (A) An analysis of the regional economic conditions including existing and emerging in-demand industry sectors and occupations;