City of Richmond
Workforce Development Board
Program Year 2025- 2028
Local Plan
Contact:
Tamara Walker
Deputy Director, Community Services, Employment & Training Phone: (510) 307-8006
E-Mail [email protected]
Richmond WDB PY 2025-2028 Local Plan
2 TABLE OF CONTENTS
PAGE
I. INTRODUCTION AND OVERVIEW 4
A Workforce Innovation and Opportunity Act 4
B. City of Richmond Local Workforce Development Area 4
C. Richmond Workforce Development Board 4
D. Local Plans and the WIOA Planning Structure 5
E. California’s Strategic Workforce Priorities 6
F. Development of the Program Year 2025-28 Local Plan 7 G. Workforce Development Board Strategic Initiatives 7 H.. PY 2025-28 System Priorities 9
II. WIOA CORE AND REQUIRED PARTNER COORDINATION 10 A. Coordination with AJCC Partners and WIOA Memorandum of Understanding
10 B. Partners’ Efforts to Collaborate on Co-Enrollment and Case Management
14 C. One-Stop System’s Service Delivery Platforms Including Use of Technology
15 D. Coordination of Workforce Activities and Support Services 16 E. Physical and Programmatic Accessibility for Individuals with Disabilities
17 III. STATE STRATEGIC PARTNER COORINDATION 19 A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services
19 B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non-Custodial Parents 19 C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities 20 D. Coordination with Community-Based Organizations and Other Local Partners That Serve Individuals Who Are English
Language Learners, Foreign Born, and/or Refugees
21 E. Coordination with Local Veteran Affairs, Community-Based Organizations, and Other Local Partners That Serve Veterans 22 F. Collaboration with the Strategic Planning Partners to Address Environmental Sustainability
22 IV. WIOA TITLE I COORDINATION 24 A. Staff Training and Professional Development to Increase Digital Technology Skills
24 Richmond WDB PY 2025-2028 Local Plan
3 B. Frontline Staff Training and Professional Development to Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma 24 C. Coordination of Rapid Response and Layoff Aversion Activities 25 D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs
26 E. Services and Activities Available under WIOA Title I Youth Program
28 F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities
30 G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers
31 V. PROGRAM YEAR 2025-28 SYSTEM PRIORITIES 33
VI. ATTACHMENTS 37 A. Stakeholder and Community Engagement Summary
(Attachment 1)
38 B. Public Comments Received that Disagree with the Local Plan (Attachment 2)
41 C. Signature Page (Attachment 3) 42
Richmond WDB PY 2025-2028 Local Plan
4 I. INTRODUCTION AND OVERVIEW
In accordance with the requirements of the Workforce Innovation and Opportunity Act (WIOA) of 2014 and guidance published by California Workforce Development Board (CWDB) and California Employment Development Department (EDD), the Richmon d Workforce Development Board (WDB) has developed a four -year Local Plan covering program years (PYs) 202 5-2028. Following approval by state officials representing the Governor, the plan will become effective from July 1, 2025 through June 30, 2029.
A. Workforce Innovation and Opportunity Act
Passed by Congress with a wide bipartisan majority, WIOA was signed into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in a global economy. WIOA represents the most recent version of federal workforce legislation providing funding to states and local areas to administer and operate workforce development programs. WIOA was preceded by the Job Training Partnership Act (active from 1982 to 2000) and the Workforce Investment Act (active from 2000 to 2015).
WIOA promotes accountability and transparency through negotiated performance goals that are publicly available; fosters regional collaboration within states through local workforce areas; and supports a nationwide network of career centers, which are branded within the state as America’s Job Centers of California (AJCCs) and locally as RichmondWORKS.
While the PY 2025- 28 Local Plan addresses collaboration among many organizations that derive their primary funding from a wide range of federal, state, and private programs, it is WIOA that requires the development and publication of the plan and that pres cribes it core content.
B. The City of Richmond Local Workforce Development Area
Pursuant to the requirements of WIOA, Local Workforce Development Areas (LWDAs) are jurisdictions that administer workforce development programs and services. The Governor designates LWDAs based on factors including location, population, and commonality of labor market areas. California is home to forty -five LWDAs. The City of Richmond LWDA serves local businesses and the city’s 114,000 residents . The City of Richmond is one of only six single city LWDAs in California.
C. Richmond Workforce Development Board
WIOA requires that a workforce development board (WDB) be established in each local workforce development area ( LWDA). The area’s chief local elected officials appoint members to the WDB. Locally, the Mayor and City Council fulfill this function. Local workforce development boards are business-led and the majority of members must come Richmond WDB PY 2025-2028 Local Plan
5 from the business community. Required WDB members also include representatives from labor, education, economic development, and specific federally funded workforce programs. The chief local elected officials may also select representatives from other groups, such community-based organizations, to sit on the WDB.
WDBs drive the vision for the workforce system and maintain the critical role of leading and providing oversight for local WIOA programs. WDBs also play a critical role in promoting, sustaining, and growing regional economies. They are responsible for aligning investments in job training, integrating service delivery across programs, and ensuring that workforce investments are job-driven and match skilled workers with employers.
WIOA indicates that development of the local plan, along with the associated regional plan, is a primary responsibility of the workforce development board.
It should be noted the term “Richmond Workforce D evelopment Board” and its abbreviation “RWDB” can alternately refer to the board of directors described above or to the entity that administers programs and serves and supports the board. R WDB and RichmondWORKS are situated within the City’s Community Services Department.
D. Local Plans and the WIOA Planning Structure
Richmond WDB’s Local Plan is best understood within the context of a three- tiered planning structure envisioned by WIOA that requires development of plans at the state, regional, and local levels.
State Plans: Under WIOA, state plans communicate the vision for the statewide workforce development system. WIOA planning requirements aim to foster effective alignment of federal investments across job training and education programs, in order to coordinate service delivery among programs for shared customers; improve efficiency; and ensure that the workforce system connects individuals with high- quality job opportunities and employers. Cross-program planning promotes a shared understanding of the workforce needs within each state. California’s PY 2024- 2027 Unified Str ategic Workforce Development Plan represents agreement among the WIOA core program and other partners and serves as the framework for the development of public policy, fiscal investment, and operation of the state workforce and education systems.
Regional Plans : In states such as California, where Governors have established workforce planning regions encompassing one or more LWDAs, regional plans are required. Local WDBs within the region participate in a planning process that describes elements such as: analysi s of regional labor market data, development and implementation of sector initiatives for targeted industries and in- demand occupations; coordination of workforce services with regional economic development services and providers; and establishment of regional service strategies, including use of cooperative service delivery agreements. Along with three other local workforce development areas, the Richmond LWDA is part of the Easy Bay Regional Planning Unit (also referred to as EASTBAYWorks), which is one of California’s fifteen workforce regions.
Richmond WDB PY 2025-2028 Local Plan
6 Local Plans: The local plan is intended to serve as a four -year action plan to develop, align, and integrate the local area’s job- driven workforce development systems and provide a platform to achieve the local area’s vision and strategic and operational goals.
Features of the local plan include: coordination among economic development, education, and workforce partners to build a skilled workforce through innovation in, and alignment of, employment, training and education programs; implementation of job-driven strategies and services through the local career center system; and delivery of education and training to ensure that individuals, including youth and individuals with barriers to employment, have skills necessary to compete in the job market and that employers have a ready supply of skilled workers.
WIOA requires that local plans be incorporated into the regional plan. Therefore, the PY 2025-28 Richmond WDB Local Plan is officially part of the PY 2025- 28 East Bay RPU Regional Plan.
E. California’s Strategic Workforce Priorities
California’s Unified Strategic Workforce Development Plan describes the state’s priorities for the public workforce system. Under the leadership of the Governor and the Secretary of the Labor and Workforce Development Agency, California’s vision for the future of workforce development is centered on the establishment and growth of a workforce system that promotes opportunity, job quality, and environmental sustainability for all Californians. The state is committed to developing a workforce system that enables economic growth and shared prosperity for employers and employees, especially those with barriers to employment, by investing in industry partnerships, job quality, and meaningful skills attainment. One area in which the CWDB pursues these aims is through its “High Road” programming. High Road refers to a “family of strategies” for achieving a participatory economy and society by aligning workforce, economic policy, and different interests with long- term goals of environmental sustainability, high- quality jobs, and a resilient economy.
High Road emphasizes the complementary nature of these aims over the long term. In practice, High Road policy builds upon areas where the interest of employers (in trained and productive workers), workers and jobseekers (in good quality and accessible jobs ), and environmental protection (for a sustainable future for all) overlap to create pathways to high-quality jobs while raising the profile of existing ones.
In consideration of the practical implementation of High Road principles in workforce development policy, the CWDB describes in the current State Plan four distinct “flavors” or styles of intervention. These interventions are directly relevant to High Road projects but also inform, to a greater or lesser extent, all of CWDB’s workforce efforts. They include: (1) lifting all workers to the “High Road;” (2) professionalizing precarious work (i.e., employment that is temporary, non-standard, and insecure, often with poor pay and no protection); (3) democratizing access to high- quality, middle -skill jobs; and (4) participatory planning for a low-carbon economy.
Richmond WDB PY 2025-2028 Local Plan
7 In accordance with the requirements of WIOA, both the Richmond WDB PY 2025 -28 Local Plan and the PY 2025- 28 East Bay RPU Regional Plan support the State Plan priorities by:
• Maintaining a dual focus on providing programs and services that meet the needs and support the goals of businesses and job seekers/workers. • Concentrating on industry sectors which drive growth and prosperity within local labor markets and regional economies.
• Targeting jobs that offer career advancement opportunities and that lead to positions that pay family-sustaining wages and provide pathways to the middle class. • Committing to the adoption and implementation of strategies and processes that support environmental sustainability and climate resilience through workforce development.
F. Development of the Program Year 2025-28 Local Plan
On behalf of the Richmond Workforce Development Board, the WDB’s management team led the development of the Plan. They held internal discussions and hosted a community and stakeholder forum to secure input on key issues concerning the content and focus of the Local Plan. This session is described in Attachment 1 to this Plan. Plan development also entailed a review of partnerships, services, and systems, along with an assessment of where improvements can be made. Completing the Plan took several months, after which it was made available for public review and comment, prior to being forwarded to the California Workforce Development Board, as part of the Regional Plan, for approval.
G. Workforce Development Board Strategic Initiatives
In 2024, members of the Richmond Workforce Development Board engaged in planning and strategy discussions facilitated by representatives of the California Workforce Association. These sessions were focused on identifying critical areas for improvement.
Strategic priorities were identified and an initial Action Plan was developed to drive progress on the following priorities:
1. Promote Community Knowledge about Education Leading to Careers
Many individuals in the city would be better prepared and could position themselves for careers that are well paid and offer advancement potential, if they had access to comprehensive information about a wide range of career opportunities and local educati on and training programs leading to such careers.
While RichmondWORKS provides customers with access to information on all career opportunities in and around the Bay Area, the availability of such information should be widely broadcast throughout the city, acting as a magnet for residents, including employed individuals looking for career advancement opportunities, to seek out information and services at the career center. All city residents should have the information and tools necessary to chart a path to a Richmond WDB PY 2025-2028 Local Plan
8 career that pays family -supporting wages and the opportunity for stability and prosperity.
2. Provide Critical Support by Job Seekers
Readiness for work requires much more than employment preparation training, job-specific skills, and career coaching. The goals and aspirations of many local residents are thwarted by the lack of access to essential services that would enable them to stabilize and prepare for careers. Access to housing, transportation, child care, health services, counseling, nutrition, and other critical services are not just beneficial. They are essential to success in training for, searching for, starting, and keeping a job and to taking advantage of opportunities for career advancement.
The workforce development board, city leaders, system partners, and community stakeholders should work together to develop precise strategies and approaches to meeting the full range of customers’ support needs, both while they are actively engaged in RWDB-sponsored or partner workforce services and after they become employed.
3. Ensure that Partnerships Are Meaningful and Effective
Too often, the partnerships that are required by WIOA and normally associated with the workforce development system are simply about a willingness to collaborate and share information. While such relationships have value, they may lack commitments to a shared purpose in moving residents into paths leading to well-paid careers. Such partnerships will require participation from the public workforce system, education and training providers, business and industry , organized labor, and support agencies, along with strategic efforts to ensure that programs meet business needs and correspond to the needs of workers.
4. Build Stronger Relationships with Businesses and Industry
The most successful workforce programs are those that have developed strong partnerships with businesses. Among these partnerships, those that produce the best results for job seekers are ones where businesses communicate in advance the types of jobs for w hich they are hiring, the skills they are looking for in new workers, and the numbers of workers they are planning to hire within a prescribed timeframe. Businesses should lead discussions regarding the design of workforce services and, especially, program s that train candidates for employment in the skills companies need most. RWDB should develop and implement strategic approaches to building relationships with businesses that lead to the employment of residents in good jobs.
5. Contribute to Bridging the Digital Divide
Access to digital information, content, platforms, and services varies significantly among communities, neighborhoods, and individuals throughout the East Bay and Richmond WDB PY 2025-2028 Local Plan
9 within the City of Richmond. In part, these differences are attributable to infrastructure, but it is more likely that lack of access is due to socio- economic factors. The RWDB seeks to bridge and, ultimately, close the divide in digital access. This objectives will require collaboration with other municipal efforts and those of county and state government agencies. It will also rely on coordination with initiatives within the private sector and those of local non-profit and community organizations. Approaches must address not only access to broadband services, but increasing digital skills of all city residents and developing strategies to make hardware more readily available to low income individuals and families.
Discussions are continuing and some initial efforts are underway in connection with the WDB’s strategic priorities. The WDB intends to elaborate on the Action Plan by including activities and accomplishments which it will target over the next two years. This timeframe corresponds to the first portion of the four -year period represented by the PY 2025- 28 Local Plan. The WDB’s strategic priorities are incorporated into the Plan, as they will be instrumental in shaping workforce priorities for the City of Richmond LDWA.
H. Program Year 2025-28 System Priorities
During the process used to develop the PY 2025- 28 Local Plan, community members, local stakeholders, and system partners were invited to participate in a discussion regarding the direction of the local workforce system over the next four years. As a result of this discussion, the following priorities have been identified:
• Expand business engagement
• Build a pipeline of workers for businesses
• Continue to utilize hybrid delivery strategies
• Promote workforce services through an array of strategies • Increase use of work-based learning models
• Identify and address core employment skills
• Prepare workers in digital literacy and the use of advanced technology skills • Create opportunities for youth employment
Section V of this plan summarizes these and other issues, strategies, approaches, and key considerations that the Richmond WDB and the system partners will examine over the four-year course of this plan.
Richmond WDB PY 2025-2028 Local Plan
10 II. WIOA CORE AND REQUIRED PARTNER COORDINATION
The Workforce Innovation and Opportunity Act includes requirements for Local Boards to establish a framework for collaborat ion among state and local programs that are financially supported by nineteen distinct federal fund sources. Six of these programs constitute the four “core partners:” the WIOA Title I Adult, Dislocated Worker and Youth Programs; the WIOA Title II Adult Education and Family Literacy Act Program; the WIOA Title III Wagner -Peyser Act Program; and the WIOA Title IV State Vocational Rehabilitation Services Program.
The core partners, together with thirteen other federally supported programs, make- up the WIOA-mandated one- stop partners. The Richmond WDB has entered into a memorandum of understanding (MOU) with the organizations managing each federal program at the local level , except where such programs are not present. The narrative that follows describes coordination with the WIOA core and other required program partners as prescribed by the Act.
A. Coordination with AJCC Partners and WIOA Memorandum of Understanding
Richmond WDB has built strong and effective relationships with state and local agencies that represent the one-stop partner programs. Over the next four years, the WDB looks forward to further enhancing coordination with each of the workforce system partners.
Overview of Local One-Stop System Partners
Following is a summary of the local/regional organizations representing the federal one- stop partner programs, with which RWDB has entered into an MOU.
Federal Partner Programs MOU Partner
Title I Adult
Title I Dislocated Worker
Title I Youth
Richmond Workforce Development Board
Title II Adult Education and
Literacy
• City of Richmond Literacy for Every Adult Program
• West Contra Costa Unified School District, West
Contra Costa Adult Education
• Contra Costa Community College District
Title III Wagner-Peyser
California Employment Development Department
Title IV Vocational
Rehabilitation
California Department of Rehabilitation (DOR)
Carl Perkins Career
Technical Education
Contra Costa Community College District
Title V Older Americans Act
Senior Community Service
Self-Help for the Elderly
Richmond WDB PY 2025-2028 Local Plan
11 Employment Program
(SCSEP)
Job Corps Jobs Corps – Northern California Outreach and Admissions
Native American Programs
(WIOA Section 166)
Not applicable. There is no WIOA Section 166 Native
American Program grant recipient designated to serve
the City of Richmond.
Migrant and Seasonal
Farmworkers (WIOA Section
167)
Not applicable. There is no WIOA Section 167 Migrant
and Seasonal Farmworker Program grant recipient
designated to serve the City of Richmond.
Jobs for Veterans State
Grants
California Employment Development Department
Youth Build Richmond Workforce Development Board: Richmond YouthBuild
Trade Adjustment Assistance
(TAA)
California Employment Development Department
Community Services Block
Grant
Contra Costa County, Employment and Human
Services
Housing and Urban
Development Employment
and Training
Richmond Housing Authority
Unemployment Insurance
(UI) California Employment Development Department
Second Chance Rubicon Programs, Inc.
Temporary Assistance for
Needy Families
(TANF)/CalWORKs
Contra Costa County, Employment and Human
Services
Memorandum of Understanding with System Partners
The Richmond WDB has entered into a memorandum of understanding (MOU) with the AJCC partners that outlines their joint planning and system coordination efforts. The MOU describes the following priorities:
Purpose of the MOU
Under WIOA, the organizations administering or operating prescribed federal partner programs are required develop an MOU to establish a cooperative working relationship, define roles and responsibilities, and create a framework for providing services to job seekers and businesses. The MOU ensur es a unified and efficient workforce development system.
The MOU is the product of local discussion and negotiation, and serves as an agreement, which is developed and executed between R WDB and the local workforce system partners relating to the operation of the AJCC (RichmondWORKS) and the system.
Richmond WDB PY 2025-2028 Local Plan
12 Responsibilities of the MOU Partners
The primary responsibilities of the local workforce system partners include the following:
1. Participation in joint planning and development of the Local Plan , which may include:
• Continuous partnership building.
• Ongoing planning in response to state and federal requirements. • Responsiveness to local and economic conditions, including employer needs. • Adherence to common data collection and reporting needs.
2. Make services available to individuals through the local workforce system.
3. Participation, as appropriate, in infrastructure resource sharing activities to create and maintain the local workforce development system and provide career services.
4. Participation in the operation of the system.
In addition, the MOU requires that the partners notify the Richmond WDB of any changes to the rules governing their programs and services that impact their responsibilities under the MOU.
Infrastructure Funding Agreement
The MOU includes a resource sharing agreement between the RichmondWORKS Comprehensive AJCC and applicable partner agencies. The MOU describes the basis and methodology of pooling and sharing costs and outlines the frequency and process for the billing and payment of shared costs. The resource sharing agreement does not constitute a binding financial commitment, but rather an intention to commit spec ific resources as the parties' allocations and budgets are known from year to year. For purposes of calculating infrastructure costs, costs are defined as workspace designated to co-located staff for full-time use within the AJCC. Support may be in the form of in-kind service.
Coordination with AJCC Partner Programs
The following information summarizes partner programs and some of the ways in which the WDB and the local workforce system collaborate with organizations managing the federally mandated one-stop partner programs.
WIOA Title I – Adult, Dislocated Worker and Youth Programs : Services under the three WIOA Title I programs are offered through RichmondWORKS, the local AJCC operated by the City of Richmond. Services provided to adults, dislocated workers, and youth (ages 16-24) include, but are not limited to, orientation, WIOA eligibility and intake, Richmond WDB PY 2025-2028 Local Plan
13 individualized assessment, counseling, supportive services, internships, work experience, vocational training, and on-the-job training.
WIOA Title II – Adult Education and Literacy : Programs are offered through state - approved grantees including adult education providers. Services are provided to individuals aged 18 years and older and include instruction in adult basic education skills, high school equivalency test preparation, classes leading to a high school diploma, English-as-a-second language instruction, and citizenship classes, as well as other related training.
WIOA Title III – Wagner-Peyser: EDD’s Wagner-Peyser staff fulfills the labor exchange function and coordinates marketing and outreach to UI claimants, ensuring full access to all available WIOA services. Wa gner-Peyser services include orientation, intake, initial assessment, partner referrals, workshops, typing certificates, California Training Benefits information, bonding assistance, and networking clubs. EDD and WDB staff may collaborate on Rapid Response orientations and services for laid off workers.
WIOA Title IV – Vocational Rehabilitation: DOR assists individuals with disabilities with employment and related services. DOR provides job readiness services, workshops, and vocational training, resulting in employment in an integrated work setting. Technology assistance is also provided as required to support participation in training and work.
Carl Perkins Career Technical Education: The Carl D. Perkins Career and Technical Education Act of 2006 (Perkins IV) is a principal source of federal funding to states and discretionary grantees for the improvement of secondary and postsecondary career and technical education programs across the nation. The purpose of the Act is to develop the academic, career, and technical skills of secondary and postsecondary students who elect to enroll in career and technical education programs. L ocal recipients of Perkins funding include community colleges and local education agencies.
Title V Older Americans Act : The Senior Community Services Employment Program (SCSEP) offers short -term pre-vocational services to eligible seniors who are 55+, low income, and have barriers to employment . It provides part-time, temporary on the job training through community service assignments at local nonprofits and government agencies.
Job Corps : The Job Corps programs serves individuals ages 16- 24. This tuition-free residential vocational program connects eligible youth and young adults with skills and educational opportunities they need to pursue careers in high demand and growing industries. Job Corps participants can earn industry-recognized credentials and acquire the professional skills needed to compete successfully in the job market.
Jobs for Veterans State Grants (JVSG): The JVSG program is administered by EDD and serves veterans, eligible spouses , and transitional service members. Services include, but are not limited to, outreach, veteran's service navigator assessments, veteran screening, referral to partners and supportive services. Two EDD job classifications are Richmond WDB PY 2025-2028 Local Plan
14 funded by this program: the Local Veterans Employment Representative (LVER) and the Disabled Veterans Outreach Program (DVOP) representative.
YouthBuild: Richmond YouthBuild is a community-based pre-apprenticeship program that provides job training and educational services for opportunity youth ages 16- 24 who left school without a secondary diploma. YouthBuild uses construction projects as a launch pad for youth to develop confidence, life skills, and career skills.
Trade Adjustment Assistance Act : Trade Adjustment Assistance Act (TAA) is a federal program intended to provide aid to workers who lose their jobs or whose hours of work and wages are reduced as a result of increased imports. The TAA program has offered a variety of benefits and reemployment services to help unemployed workers prepare for and obtain suitable employment. Under TAA, workers were eligible for training, job search, and other reemployment services. Coordination with TAA generally included co- enrollment into WIOA, which provided multiple benefits, including TAA funds being used to cover all training costs. While TAA is technically a required partner program, it is currently an unfunded initiative and, except for work that exhausts the final federal allocation of funds, services have been suspended.
Community Services Block Grant (CSBG): CSBG grant programs address a wide range of community needs and services often f ocus on areas such as low-income housing, entrepreneurship, job training, and job placement assistance.
Housing and Urban Development Employment and Training Program : The Richmond Housing Authority is RichmondWORKS public housing program partner. For individuals seeking workforce assistance, h ousing representatives will make referrals to the AJCC and to system partners.
Unemployment Compensation: The Unemployment Insurance program is operated by EDD online and by telephone. A JCC staff works with EDD to coordinate marketing and outreach to UI claimants, ensuring full access to all available WIOA services.
Temporary Assistance for Needy Families (TANF)/CalWORKs: TANF/CalWORKs programs and services are provided by Contra Costa County Employment and Human Services. Services include, but are not limited, assistance with child day care, employment services, job training, transportation assistance, and adult educational services.
B. Partners’ Efforts to Collaborate on Co -enrollment and Case Management
Co-enrollment is enrollment of a RichmondWORKS participant in two or more WIOA programs or workforce system partner programs. Co-enrollments will always be for the benefit of the participant and will be used to access needed services that are available for eligible participants and will promote a positive outcome. Co- enrollment is meant to supplement and/or enhance services, rather than to duplicate them. C o-enrollments Richmond WDB PY 2025-2028 Local Plan
15 require coordination between staff representing the programs in which a participant is enrolled. It must be clear at all times what services are being provided and by whom.
Coordination involves:
• Determination at intake about whether a client is enrolled in another program. • If a client is enrolled in another program, co-enrollment will first be discussed with individuals representing that program. Additionally, if a WIOA Employment Specialist seeks to refer a client to another WIOA or partner program, the possibility of co- enrollment will be discussed with individuals representing the additional program . All information regarding the co- enrollment will be documented in the participant ’s case notes.
• There is one lead program. This is normally the first to enroll the participant. • The primary program representative coordinates activities and ensures all services are documented in the client’s Individual Employment Plan and case notes. • Normally, a co-enrolled client may receive only one Individual Training Account , but may receive other training, such as on-the-job training that is linked to the vocational training provided by the ITA. Maximum training expenditures must be maintained per individual enrollment period, in accordance with RWDB’s ITA Policy. • Placement information will be shared among staff from all programs serving the participant. The lead program representative officially records such information. • Exit decisions must be coordinated between programs.
• Follow-up activities and services will be coordinated among all programs serving the participant.
C. One-Stop System’s Service Delivery Platforms Including Use of Technology
RWDB utilizes various strategies to provide customers with convenient access to services:
Physical One-Stop Career Center
The Richmond Workforce Development Board operates a full service, comprehensive AJCC at 330 25th St, Richmond, CA 94801. This brick -and-mortar facility offers a resource room for career exploration and job search, and provide a space for meetings with workforce staff, access to partner services, meetings, workshops, and more.
Virtual Services and Information
RWDB has implemented and continues to explore, test and pilot a number of virtual strategies, such as:
• Videoconferencing via Zoom to deliver services ranging from orientations to the AJCC to workshops and individual meetings between participants and staff.
Richmond WDB PY 2025-2028 Local Plan
16 • A strong Richmond YouthWORKS web presence through the use of multiple social media platforms that are more likely to be accessed by young people.
• Access to virtual reality as a tool for career exploration.
• Use of Career Hub as a tool to provide rapid communication to participants, including texts.
• Permissibility of electronic signatures to facilitate completion or forms when participants could not be present in person.
• Subscription to Metrix Learning, which offers a wide range of online training.
Community-Based Strategies
RichmondWORKS can deploy staff to sites in communities where services are most needed. These sites may include municipal facilities, schools, locations where partner services are delivered, or community events, where potential participants can be informed about local workforce programs and services.
D. Coordination of Workforce Activities and Support Services
Supportive services are made available to eligible individuals enrolled in the WIOA Adult, Dislocated Worker, and Youth programs. Supportive services are made available to address a participant’s needs and barriers as identified during initial and on- going individual assessment processes. Services are provided to enable an individual to participate in activities authorized under WIOA Title I. To qualify for WIOA-funded support, all efforts to secure supportive services from other sources must first be exhausted and documented in the participant’s case file.
Determining the Need for WIOA-Funded Supportive Services
Supportive services are allowable only after a participant has been assessed for the need of such services to successfully take part in WIOA -funded Adult, Dislocated Worker or Youth career and/or training services, or to obtain or retain employment.
RichmondWORKS staff must seek services from other community resources, as appropriate, prior to authorizing supportive services from by RWDB WIOA resources.
Referrals are made to local agencies for needed assistance. A Partner Agency Referral Form must be used to document referrals, indicating agencies and resources. This information is noted in the participant’s case file. Individuals who are unable to obtain services from other sources may be provided with RWDB supportive services. WIOA Title I-funded supportive services include:
Richmond WDB PY 2025-2028 Local Plan
17 Services Available to WIOA Participants
RWDB has developed a policy governing the use WIOA funds for participant support services, which generally include the following:
Transportation: Client’s may be issued an all -in-one transit card, which is used for contactless fare payments throughout the San Francisco Bay Area. Day tokens may be issued with management approval. Reimbursements for mileage and BART may also be available and must be appropriately documented. The purchase of a bicycle is allowable in appropriate situations.
Training/Work Clothes: Financial assistance for training/work clothes is available on a limited basis. The clothes must be for training- or work-related needs.
Minor Tools or Supplies: Tools or supplies needed for training or to become employed may be approved. Supplies such as books, fees, and school supplies are allowed, if they are a training provider requirement. If a participant quits a job or drops out of training, the tools or supplies must be returned to the RWDB.
Certification, Screening and Testing : One -time union initiation fees and dues are allowable. Employment-related fees (e.g., testing, drug screening, background checks, security clearance, first aid/CPR, fingerprinting) required by law and not paid by the employer are allowed, if the participant can document that it is a requirement. A license or certification or test is also allowable if the need, has been validated by RichmondWORKS staff. PSAT/ACT/GED test fees are also allowable.
Driver’s License or State Identification Card: A participant may receive supportive service funds for a single instance of obtaining a state driver’s license or identification card.
Supportive service funds may not be used to pay for the costs of fines, penalties, or legal fees associated with obtaining or reinstating a driver’s license.
Housing Assistance: One -time rental utilities assistance are allowed if it is deemed necessary for an individual to participate in individualized career services or training.
Internet and Digital Tools : Allowable expenditures include those for lap- tops, Chromebooks, and software or for access to the Internet. Such items must be necessary for an individual to participate in training or employment.
Reasonable Accommodations for Individuals with Disabilities: WIOA supportive services may only be used for such accommodations when all other options have been exhausted.
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18 E. Physical and Programmatic Accessibility for Individuals with Disabilities
RWDB provides physical and programmatic access to employment and training services for individuals with disabilities and all other customers. RichmondWORKS representatives make every attempt to provide reasonable accommodations for those with disabilities with regard to aid, benefits, services, training, and employment, unless providing the accommodation. These accommodations may be available through various resources, including partner organizations or WIOA Title I program resources. DOR remains RWDB’s central partner in providing services to individuals with disabilities. DOR is represented on the Richmond Workforce Development Board, and Rehabilitation Act programs are a federally -mandated workforce system partner. Within the RichmondWORKS AJCC, participants will encounter auxiliary aids, services , and assistive technology and RWDB continues to collaborate with DOR in efforts to ensure the AJCC is capable of effectively serving individuals with disabilities.
The RWDB has a designated Equal Opportunity (EO) Officer who coordinates and updates accessibility requirements with appropriate state representatives. In addition, RWDB's EO Officer works with the City of Richmond's Public Works Department and the building owner to assess the RichmondWORKS facility for access compliance. The RWDB works to continually improve facility access and maintain compliance with all federal and state requirements, including those of the Americans with Disabilities Act (ADA) and sect ion 188 of WIOA. The physical and programmatic accessibility of the building undergo a required assessment at least every three years.
Periodically, training is provided to staff and partners on disability etiquette, as well as, ensuring that staff and partners are informed and updated on promoting disability access.
RWDB will continue to collaborate with the DOR to coordinate future trai ning on issues that concern accessibility.
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19 III. STATE STRATEGIC PARTNER COORDINATION
In 2018, the State completed and published a biennial modification to California’s Unified Strategic Workforce Development Plan for Program Years 2016 -19. Within th at modification, the California Workforce Development Board identified several new strategic partnerships with state- level agencies and initiatives. Guidance issued by the State Board in 2018 to Local Boards regarding two- year modifications to their PY 20 17- 20 Plans required that WDBs pursue these partnerships within their jurisdictions. In the 2019 modification to the Local Plan, Richmond WDB first described these efforts toward developing local level relationships, some of which were in an early stage of development.
State guidance published in 2024 added requirements for two new partnerships.
Following is a summary of the evolution and status of six state -mandated strategic partnerships as well as approaches under consideration to further strengthen collaboration with local providers and programs.
A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services
The CalFresh Employment and Training ( CFET) program seeks to increase the employment and earning capacity of CalFresh recipients by providing them with access to supportive services, skills, and credentialing.
CFET’s strategic goals seek to:
• Increase job placement, retention, and wages;
• Increase CalFresh E&T participation across a dynamic mix of people, communities and cultures;
• Increase employability by removing barriers to employment; • Increase skills attainment and credentialing; and
• Lead an efficient and effective customer focused E&T program.
RWDB collaborates with two local community -based organizations that provide CFET services: Rubicon Programs and Lao Family Community Development, which offers these services to English language learners and other .
B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non-Custodial Parents
The state-level partnership between the California Workforce Development Board and the California Department of Child Support Services (CSSD) creates opportunities for collaboration between local workforce development boards and local child support services agencies to serve non-custodial parents (NCPs) who are in arrears on support Richmond WDB PY 2025-2028 Local Plan
20 payments. Many individuals in this category could benefit from workforce development services and support in securing and retaining employment.
As part of the implementation of this four-year plan, RWDB intends to establish closer ties with the Contra Costa County Department of Child Support Services and to formalize procedures for the referral of customers.
C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities.
In 2019, RWDB leadership and staff first became aware of the state -level blueprint for competitive integrated employment (CIE) that was crafted by and led to the formalization of a partnership among DOR, the California Department of Development Services (DDS) and the California Department of Education (CDE). An agreement among these state- level partners makes employment in an integrated setting at a competitive wage for individuals with intellectual disabilities and developmental disabilities (ID/DD) its highest priority. RWDB representatives also learned of the requirement that local agencies representing the state level partners develop agreements to meet CIE goals. State Workforce Board guidance indicated that local boards must connect to these partnerships to support CIE objectives. The following information summarizes local LPA efforts.
Local Partnership Agreement
An LPA has been implemented in Alameda and Contra Costa Counties. The purpose of the Alameda and Contra Costa
Local Partnership Agreement ( ACCLPA) is to enhance
and strengthen partnerships that promote career preparation and successful placement of youth and adults with disabilities into competitive, integrated employment. This primarily includes youth and adults identified as having an intellec tual and/or developmental disability and may include others whose disability creates similar barriers to employment. The LPA’s participating core partners are:
• California Department of Rehabilitation (DOR), Greater East Bay District • Regional Center of the East Bay
• Special Education divisions of the following local education agencies: Acalanes Union High School District, Alameda Unified School District, Berkeley Unified School District, Contra Costa County Office of Education, Mount Diablo Unified School District, Oakland Unified School District, San Ramon Valley Unified School District, Spectrum Schools, and West Contra Costa Unified School District.
The ACCLPA also identifies community partners, which are local entities whose mission, goals, and primary purpose are aligned with that of the AC CLPA, thereby increasing opportunities for youth and adults with disabilities to be successfully employed in an integrated setting while earning a competitive wage, and in a career or job that meets their vocational desires or goals. Among the community partners listed in the LPA are the Richmond WDB PY 2025-2028 Local Plan
21 “America’s Job Centers and Local Workforce Development Boards (Alameda County.
Oakland, Richmond, Contra Costs County) . The ACCLPA also states that “the core partners will expand and develop additional community partnerships aimed at providing access to all resources and workforce systems not historically utilized.”
Collaboration with the LPA Partners
The LPA partners meet periodically throughout the year and local workforce board programs are presented as such meetings. RWDB collaborates with DOR to serve customers with disabilities of all ages . Supporting DOR’s and the LPA’s business outreach efforts to expand the use of CIE would be a natural extension of the current, productive working relationship. R WDB staff could support CIE efforts in several ways.
These include:
● Identifying businesses within the City of Richmond that employ individuals in jobs that would be suitable for CIE, ensuring that opportunities are identified that complement the various capabilities of individuals in the ID/DD target group; ● Developing a CIE-specific business outreach plan for RichmondWORKS; ● Establishing a unified strategy for promoting CIE candidates to local businesses, again taking into consideration individual capabilities and needs; ● Making direct contact with business representatives on behalf of LPA customers; and ● Orienting employers to CIE, developing a work -based learning agreement and ensuring the necessary services and supports are in place to promote successful job placement.
D. Coordination with Community -Based Organizations and Other Local Partners That Serve Individuals Who are English Language Learners, Foreign Born, and/or Refugees
English language learners (ELLs), foreign- born individuals, refugees and immigrants make up a substantial share of the population of the City of Richmond and the East Bay and they are diverse in their experience and skills, including individuals who have completed college in their home countries, as well as immigrants with limited literacy in their native languages. Workforce system partners and stakeholders understand the importance of balancing immediate income needs and the need to develop language and technical skills that will qualify individuals from this target group for well -paying jobs. As a result, many individuals in these categories of job seekers simultaneously engage in both work and educational activities.
RWDB meets on a regular basis with CBOs that serve ELLs. RichmondWORKS staff also make presentations at community events, such as the West Contra Costa Concilio Latino, a monthly meeting where organizations present their services and coordinate activities.
RWDB continues to work to establish a referral process with partners that serve ELLs, foreign-born individuals, and refugees. These partners include the Latina Center, Catholic Charities, Rescue Mission, International Rescue Committee, Lao Family Community Development, Weigh of Life, Familias Unidas, and Asian Pacific Environmental Network.
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22 E. Coordination with Local Veteran Affairs, Community -Based Organizations, and Other Local Partners That Serve Veterans
More than two decades ago, the Jobs for Veterans Act (JVA) was signed into law to improve employment, training, and job placement services available to veterans. JVA mandates priority of service for veterans and eligible spouses who otherwise meet the eligibility requirements for participation in programs administered by the U.S. Department of Labor. California has consistently assured that the public workforce system focuses on outreach and the delivery of services and support to veterans, and, in 2025, EDD issued a new Workforce Services Directive on “ Priority of Services for Veterans and Eligible Spouses,” which updated guidelines to correspond to requirements published in WIOA.
Section IV-D of this Plan describes how RWDB ensure that veterans are given priority in the provision of Title I services.
As stated in Section II of this plan, WIOA Core and Required Partner Coordination, RWDB recognizes the federal Jobs for Veterans State Grant program operated by EDD as a WIOA-mandated partner. RWDB also collaborates with Swords to Plowshares, a Bay Area-based nonprofit organization dedicated to supporting all veterans in all aspects of their lives.
As RWDB moves into the new four -year cycle represented by this plan, it will work to identify and implement new strategies for improving services for veterans.
F. Collaboration with the Strategic Planning Partners to Address Environmental Sustainability
The Richmond WDB’s PY 2025-28 Local Plan marks the first formal statement of intent to work in collaboration with system partners to address environmental sustainability through workforce development system programs and services. Over the period covered by the Plan, the R WDB intends to initiate work in this area by addressing measures adopted by the c ity in response to climate change and in support of environmental sustainability. Some of the focus will be on the following:
Research, Learning, and Adoption of Local Priorities
RWDB leadership aims to deepen its engagement in state- administered projects and programs related to environmental and climate issues, enhancing the organization’s knowledge and capacity in this space. Additional efforts to strengthen system capacity will include participation by management, staff, and board members in state and regional conferences, as well as online seminars and training. The local board will seek opportunities to learn from organizations that can share models and best practices for adapting workforce development services to align with the evolving job requirements of environmental sustainability.
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23 City of Richmond City Climate Action Plan
The City of Richmond has developed a climate action plan that is intended to serve as a roadmap to reduce greenhouse gas (GHG) emissions, create jobs, and prepare for the impacts of climate change on public health, infrastructure, the economy, ecosystems, and public spaces in the community. Supporting green business and industry is one of the key objectives of the plan. This objective seeks to reduce and mitigate carbon dioxide and other GHG emissions from large commercial and industrial sources. The plan s eeks to promote “green” industries, while providing jobs and training to Richmond residents. It encourages existing businesses and industries to become environmentally advanced and to continue making positive contributions to the community. Richmond will w ork with businesses and industry, residents, and regulatory agencies to reduce the impact of direct, indirect, and cumulative impacts of pollution from industry, the Port, railroads, diesel trucks, and busy roadways.
The plan highlights efforts of the workforce development system and seeks to expand existing initiatives in tandem with efforts to green existing businesses and attract sustainable jobs. RWDB supports training in the construction trades that are focused on green processes and is poised to develop programs that support a burgeoning blue-green economy in connection with the city’s shoreline.
Blue Green New Deal
In 2021, the City Council in Richmond passed Resolution 88- 21, launching the development of a Richmond Green- Blue New Deal. This plan describes a “five zero” future: 1) a zero- carbon grid 2) zero- carbon transportation 3) zero -carbon buildings 4) zero waste and 5) zero wasted water. The subsequent Richmond Green-Blue New Deal (RGBND) Opportunities Report provides a blueprint for the creation of 1,000 new green- blue jobs to help the City Council realize the future it envisions. The intent of the report is to speed up the transition to a clean- energy and zero- waste economy, with restored environmental and human health and without leaving fossil fuel industry workers and its community behind.
RichmondWORKS will develop training focused on seven sectors includ ing renewable energy; b uilding electrification and energy efficiency ; s ustainable transportation; z ero waste; green infrastructure and urban forestry; land use; and water.
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24 IV. WIOA TITLE I COORDINATION
The following narrative addresses services, activities, and administrative requirements of the Richmond WDB under the WIOA Title I formula programs, along with strategies for staff preparation, training, and ongoing professional development to effectively respond to participant needs.
A. Staff Training and Professional Development to Increase Digital Technology Skills
As workplace technology continue to evolve, RWDB strives to keep pace with updates to software, hardware, and web applications. Acquisition of new technology is followed by training to ensure that staff is able to take full advantage of and effectively uti lize new tools. Training can be executed through various formats including online tutorials, group training by an external provider (either in-person or by way of videoconferencing), or on- on-one, depending on the subject being addressed. Because various s taff are highly experienced in the use of certain tools, such staff members may train their colleagues. All front line staff are trained in the use of the state CalJOBS system.
Overall, RWDB staff have a requisite level of digital proficiency and are able to effectively utilize tools such as Microsoft Office products to carry out the core functions and responsibilities of their jobs. However, moving forward into the period covere d by this four-year Plan, RWDB will continue to offer regular training to staff that reflects changing technology and changes in the local business environment that may affect what products we use and how we use them. This will include training in AI tools and technologies.
B. Frontline Staff Training and Professional Development to Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma
The local workforce development system is focused on making services accessible to all eligible job seekers irrespective of the past experiences, circumstances, or barriers to employment.
Cultural Competency Training
Workforce system experience, both locally and elsewhere, has shown that culturally aware individuals are more likely to recognize and address biases that can impact service delivery. Specific topics that would support staff in developing cultural competenc y and humility, could include: understanding culture; understanding cultural competency; understanding cultural humility; the importance of cultural competency in the workplace; factors and characteristics that affect one’s cultural identity; overcoming cultural barriers; and actions for improving cultural competency
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25 RWDB staff have participated in various training and information sessions that address cultural competency and awareness. These have been sponsored by RWDB, system partners, and EASTBAYWorks, the regional workforce entity, among others.
Training to Increase Staff Understanding of the Impacts of Trauma
As trauma is experienced across all vulnerable populations and by many individuals, RWDB has identified various topics that could be addressed through staff training, including: understanding trauma; situations that can be traumatic; types of trauma; impact of trauma on development and behavior; understanding traumatic stress; and treating customers in a trauma-sensitive manner. EASTBAYWorks has hosted training on trauma- informed services for RichmondWORKS staff and partners.
C. Coordination of Rapid Response and Layoff Aversion Activities
Richmond WDB has been providing WIOA-funded Rapid Response services to displaced workers for more than 30 years. Working with state and local partners, staff provides the following Rapid Response and Layoff Aversion services.
Rapid Response Services
RWDB’s Rapid Response services assist workers affected by business closures or downsizing. WARN notices, along with other announcements of significant numbers of workers being laid off, trigger Rapid Response activities. Planning meetings with company officials and organized labor representatives, as applicable, are scheduled to coordinate orientations and services needed for affected employees. On-site orientations are conducted by a team consisting of representatives from RWDB, EDD, and other resource organizations, as needed. Workers receive may job leads, information on recruitment events, labor market information, and des criptions of available training programs. Surveys are distributed to gather as names, phone numbers, addresses, and interests of affected workers. Information is shared with adjacent WDBs to facilitate their outreach to individuals who have been laid off.
Lay Off Aversion
Over the last several years, local boards have increasingly shifted the focus of services for distressed companies to proactive business retention and layoff aversion strategies.
Layoff Aversion services include a comprehensive strategy that may include interventions such as pre-feasibility studies, asset mapping, business turnaround services, Incumbent Worker Training, employment assessments, education/training, financial consultation, and employee recruitment.
Rapid Response Roundtable
Staff participate in the Greater East Bay Rapid Response Roundtable meetings. The RoundTable convenes quarterly to share business information, including notices of Richmond WDB PY 2025-2028 Local Plan
26 closure or downsizing, and to identify regional trends. These g atherings build positive relationships with internal and external partners.
D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs
The Richmond WDB offers a wide range of services for job seekers enrolled in the WIOA Title I Adult and Dislocated Worker programs. Services meet the needs of individuals with various levels of education and work experience and job seekers from vulnerable populations who may have one or more barriers to employment. Services are designed to prepare participants for entry-level and higher positions with businesses in and around the East Bay. Training and services focus on preparing job seekers for career pathway employment in priority sectors that are outlined in the East Bay Regional Planning Unit’s PY 2024-28 Regional Plan.
One-Stop Delivery System
RWDB operates one comprehensive AJCC. The AJCC is the portal to WIOA Adult and Dislocated Worker Program Services, offering basic career services, individualized career services, access to training services, and follow-up.
WIOA Adult and Dislocated Worker Services
The AJCC offers service along the three levels indicated above. These are supplemented
by follow-up services. The content of these services includes the following:
Basic Career Services: Basic career services are made available to all individuals, and include:
• Determinations of eligibility;
• Outreach, intake, and orientation;
• Initial assessment;
• Labor exchange services;
• Referrals;
• Workforce and labor market employment information;
• Performance information and program cost information; • Information on performance accountability measures;
• Information on the availability of supportive services or assistance; • Assistance in establishing eligibility for programs of financial aid assistance for training and education programs not provided under WIOA; and
• Information and assistance regarding filing claims under Ul programs.
Individualized Career Services: Individualized career services are provided when they are needed for a participant to obtain or retain employment. AJCC staff rely principally on Richmond WDB PY 2025-2028 Local Plan
27 assessments to determine the need for and appropriateness of individualized career services. These services include:
• Comprehensive and specialized assessments;
• Development of an individual employment plan;
• Group and/or individual counseling and mentoring;
• Career planning (e.g., case management);
• Short-term pre-vocational services;
• Internships and work experiences that are linked to careers; • Workforce preparation activities;
• Financial literacy services;
• Out-of-area job search assistance and relocation assistance; and • English language acquisition and integrated education and training programs.
Training Services: RWDB provides access to a wide range of training programs, which fall broadly into two types: institutional (classroom) training programs, and work -based training programs, which are developed directly with employers and include activities such as on-the-job training, transitional jobs, or customized training.
• Occupational skills training, including training for nontraditional employment. • On-the-job training
• Incumbent worker training
• Programs that combine workplace training with related instruction, which may include cooperative education programs.
• Training programs operated by the private sector
• Skill upgrading and retraining
• Entrepreneurial training
• Transitional jobs
• Adult education and literacy activities
• Customized training conducted with a commitment by an employer
The precise services provided to job seekers enrolled in WIOA Adult and Dislocated Worker Programs reflect individual needs and are determined as a result of a comprehensive assessment process and preparation of an individual employment plan, which is developed in collaboration with program staff.
Priority of Service
RWBD enforces WIOA priority of service requirements in accordance with state and local policies, which specify:
As stated in the WIOA Section 134(c)(3)(E), with respect to individualized career services and training services funded with WIOA A dult funds, priority of service must be given to recipients of public assistance, other low-income individuals, or individuals who are basic skills deficient.
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28 Priority of service status is established at the time of eligibility determination and does not change during the period of participation. Priority does not apply to the dislocated worker population.
Veterans and eligible spouses continue to receive priority of service among all eligible
individuals; however, they must meet the WIOA adult program eligibility criteria and meet the criteria under WIOA Section 134(c)(3)(E). As described in U.S. Department of Labor Training and Employment Guidance Latter ( TEGL) 10-09, when programs are statutorily required to provide priority, such as the WIOA adult program, then priority must be provided in the following order:
1. Veterans and eligible spouses who are also recipients of public assistance, other low-income individuals, or individuals who are basic skills deficient.
2. Individuals who are the recipient of public assistance, other low-income individuals, or individuals who are basic skills deficient.
3. Veterans and eligible spouses who are not included in WIOA’s priority groups.
E. Services and Activities Available under WIOA Title I Youth Program
The WIOA Title I Youth Program provides comprehensive services that focus on assisting out-of-school youth (OSY) and in-school youth (ISY), who have one or more barriers to employment, to prepare for employment and postsecondary education opportunities; attain educational and/or skills training credentials; and secure employment with career/promotional opportunities. RWDB provides youth ages 16-24 with the knowledge and experience they need to be successful in real-world work environments. Core Youth Program services include work-based learning, financial literacy training, work-readiness workshops, and personalized one- on-one career counseling. Workforce services for youth are promoted in the community under the “YouthWORKS Richmond” brand.
WIOA Youth Service Elements
Both WIOA ISY and OSY programs require an objective assessment of the participant’s strengths and challenges to inform and develop an Individual Service Strategy (ISS). The ISS outlines services from among the fourteen WIOA elements that a participant needs to prepare for employment and/or employment-related education and training:
1. Tutoring, study skills training, instruction, and evidence- based prevention and recovery strategies that lead to completion of secondary school, its recognized equivalent, or for a recognized post-secondary credential.
2. Alternative secondary school services that assist youth who have struggled in traditional secondary education settings.
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29 3. Paid and unpaid work experiences that have academic and occupational education as a component of the work experience, which may include the following: Summer employment opportunities and other employment opportunities available throughout the school year; pre -apprenticeship programs; internships and job shadowing; on-the-job training opportunities; and apprenticeships.
4. Occupational skills training which leads to recognized post -secondary credentials that align with in-demand industry sectors or occupations.
5. Education offered concurrently with workforce preparation to integrate education and training to prepare participants for workforce preparation and for the cultivation of basic and occupational skills.
6. Leadership development opportunities that encourage community service, peer - centered activities, responsibility, and other positive social and civic behaviors.
7. Supportive services enable an individual to successfully participate in WIOA activities.
8. Adult mentoring is a formal relationship between a youth participant and a trusted adult that provides structured activities, leading to guidance, support, and encouragement. Mentoring helps to develop competence and character of the mentee. Mentoring i s at least 12 months in duration and may occur both during and after-program participation.
9. Follow-up services may include regular contact with the participant for no fewer than 12 months after completion of WIOA participation.
10. Comprehensive guidance and counseling provide individualized counseling to participants, including drug and alcohol abuse, and mental health counseling.
11. Financial literacy education provides youth with the knowledge and skills needed to achieve long-term financial stability.
12. Entrepreneurial skills training provides the basics of starting and operating a small business while developing entrepreneurial and self-employment skills.
13. Services that provide labor market and employment information about in- demand industry sectors or occupations available in the local area, such as career awareness, career counseling, and career exploration services.
14. Post-secondary preparation and transition activities help youth prepare for and transition to post-secondary education and training.
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30 Services for Youth with Disabilities
The program ensures that all youth participants, including youth with disabilities, receive the same types and quality of services and level of support to achieve their career planning, education, skills training and employment goals. For those who are att ending school, one or more accommodations can be provided to correspond to a student’s Individual Education Plan. To ensure that services for individuals with disabilities meet their full range of needs, Richmond works staff may collaborate with DOR, instructors and staff from local special education programs, and community -based organizations to develop effective service strategies. Such collaboration may include efforts linked to the local CIE LPA described in Section III.C of this Plan.
Digital Literacy Services for Youth
Of the youth and young adults who seek RWDB services, many have strong digital literacy skills, while others are solely proficient in skills associated with services and applications accessible through mobile devices. A more common problem for Youth Program participants is often access to an electronic device larger than a cell phone, such as a tablet, laptop, or desktop computer. In addition, digital access problems for some communities are persistent and may include poor or no internet connection. To address these challenges, we provide laptops, hotspots, and virtual training through Metrix Learning. The city, RWDB, and local partners and stakeholders remain committed to improving residents’ access to digital skills training, hardware, and broadband.
F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities
As the administrative entity for the Richmond Workforce Development Board, the City of Richmond is responsible for the disbursement of grant funds.
The RWDB conducts all procurements in compliance with federal and state regulations governing WIOA. All WIOA -funded programs and activities comply with applicable provisions set forth in the requirements provided by the Office of Management and Budget Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. Furthermore, the City of Richmond LWDA conducts all procurements in compliance with WIOA regulations promulgated by the U.S. Department of Labor.
Procurements are conducted as often as necessary to meet the needs of participants and the requirements of the RWDB’s one- stop delivery system. The City of Richmond procurement practices encourage the utilization of small businesses, minority -owned firms, and women's business enterprises , whenever possible. The City conducts all procurements in accordance with its Conflict of Interest Policy, and in a manner that ensures open and free competition. Procurement records are retained for three years
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31 following the date on which the City of Richmond Local Area submits its final expenditure report for a given funding period.
G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers
The responsibilities of the AJCC/One- Stop Operator (OSO) function is met by an individual selected through a competitive process. The Career Services Provider function is the responsibility of the City of Richmond and its AJCC, RichmondWORKS.
AJCC/One-Stop Operator
The Richmond WDB competitively procures the AJCC Operator. Currently the contractor is an individual, Cheryl Maier, who is an experienced workforce development professional.
The principal role of the AJCC/One-Stop Operator (OSO) is to coordinate service delivery among participating one- stop partners and service providers. To that end, the OSO addresses the following services:
• Establish and maintain relationships between all WIOA mandated one-stop partners, as well as other partners that support the mission, vision, and values of the Richmond Workforce Development Board.
• Create and maintain an up- to-date list of partners and the agreed- upon service offering and referral processes.
• Create and manage an innovative solution to educate partners (and internal staff) on the services provided by RWDB and the other one-stop partners’ organizations. • Coordinate and schedule quarterly meetings with one-stop partners to:
Discuss ways to reach common goals (i.e. performance, financial, customer satisfaction).
Leverage resources across partner organizations for the greater good of those served. In particular, this includes those with barriers to employment (i.e. individuals with disabilities, returning citizens, older workers) and individuals who may require long-term services towards gaining employment. Discuss how to improve and maintain an effective and successful one-stop system. Discuss opportunities for collaboration on potential grant opportunities that serve the core mission of the one-stop system and partner organizations. Share details on flagship programs, events, and initiatives. • Assist RWDB with ensuring that MOUs are executed with all one- stop partners, contain the appropriate clauses, and support the goals of WIOA and the RWDB. • Work with RWDB leadership to determine which core partners share a mutual customer base to leverage resources.
• Provide reports to the Workforce Development Board at its quarterly meetings; Richmond WDB PY 2025-2028 Local Plan
32 • Manage, track and oversee a customer satisfaction program to allow for informed business decision-making by the RWDB to include:
Recommend customer satisfaction tools, delivery systems and procedures for consideration by RWDB.
Provide monthly reports on the results/responses from the approved customer satisfaction tools sorted by staff and program (if possible). Review customer comments identifying trend data to allow for continuous improvement; making recommendations to RWDB for service delivery process changes that address unfavorable customer experiences/comments. Recommend methods of continuous improvement to RWDB.
Career Services Provider
The career service provider function required by WIOA for the Title I Adult and Dislocated Worker programs, as described earlier in this section, is fulfilled by RichmondWORKS. In 2021, the City of Richmond received a renewal of its state waiver to continue serving as the WIOA Title I Adult and Dislocated Worker career services provider. In 2025, the City of Richmond, submitted a new application, signed by the local board chair and the Mayor, requesting approval to further continue to fulfill the function of the career services provider.
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33 V. PROGRAM YEAR 2025-28 SYSTEM PRIORITIES
As the Local Plan concerns not just the work of the WIOA Title I programs administered by the Richmond WDB, but all of the organizations, programs, and services that comprise the local workforce development system, WDB leadership sought input from a range of system partners and stakeholders. As described in Attachment I, a public input session was held to gather information, ideas, and input on key issues affecting the delivery of services to job seekers and businesses.
The priorities described below capture key issues, i nsight, and recommendations expressed during the community input session. Rather than articulating comments made by individuals, they represent key themes that emerged from the overall commentary. It is noteworthy that many of the themes addressed in priorities identified by system partners and stakeholders are closely related to the strategic priorities of the Richmond WDB that are summarized in Section I of the Local Plan. The following eight priority areas will be examined by the Richmond WDB and partner representatives throughout the four- year period covered by this plan.
A. Expand Business Engagement
With rapid changes in workplace technology, rising costs of operations, an insufficient supply of talent, and myriad other challenges facing businesses throughout the East Bay, the needs of some local companies can at shift at record speed. To ensure that workforce development system services and career technical education keep pace with changes in the marketplace, mechanisms should be in place for workforce and education leaders to frequently dialog directly with business representatives about emerging needs and trends. This may take the form of the Richmond WDB leading a sector partnership or more streamlined efforts, where the board or system partners engage with one or more business es about current and future workforce needs. The goal of all such efforts should be to ensure the businesses have access to job ready workers and city residents have access to good jobs.
B. Build a Pipeline of Workers for Businesses
With the need for talent continuing to outstrip supply, the local board and system partners must develop strategies to expand the pool of available workers.
Stakeholders have identified individuals from various under-resourced populations as strong candidates for jobs, even in positions for which they have not traditionally been hired in large numbers. These populations include, but are not limited to, individuals with disabilities, older workers, justice- involved individuals, English language learners, and young workers. Businesses and workforce leaders should work together to identify the training and services that will best prepare such individuals to be strong candidates for in-demand jobs. At the same time, the WDB should develop and implement plans that will ensure that local and regional Richmond WDB PY 2025-2028 Local Plan
34 businesses can access a pipeline of talent both today and well into the future. This will require not only strategies around under -resourced populations, but detailed plans to work with civic leaders, education, and community representatives to prepare city residents for core and emerging industries.
C. Continue to Utilize Hybrid Delivery Strategies
Prior to the onset of the pandemic in 2020, the majority of RichmondWORKS services were delivered in- person. During the pandemic, the principal method of service delivery was virtual, and, as the pandemic subsided, hybrid service strategies became the norm, enabling customers to select between services that they could access in person and services available online and through remote platforms. As time has passed, certain services and processes now exist principally in virtual formats. While this appeals to many job seekers, there are some that express a strong preference for in-person and one-to-one services. The workforce system partners should remain aware that some customers (including inexperienced workers, older individuals, persons with disabilities, and displaced workers) may prefer and do better in environments where services are offered in traditional formats.
D. Promote Workforce Services through an Array of Strategies
Among the workforce system’s target audience are several generations of current and potential workers, individuals with a wide range of professional and personal experiences, city residents from many different cultures who are native speakers of various la nguages, and individuals from many groups with barriers to employment. The varied nature of these customers means that no single message or form of messaging will resonate with all. Therefore, RichmondWORKS and the local workforce system partners should co nsider development and use of a multifaceted approach to outreach and recruitment that makes use of in- person contact with potential customers at community events and through organizations that may serve them; print media, through which older workers and m any foreign born individuals are likely to seek information; and an array of web- based platforms, including social media, which is where many consumers now access the majority of their news and other information.
E. Increase Use of Work-Based Learning Models
While high quality job training programs offered by community colleges, adult education, private institutions, and community -based organizations are widely available in and around Richmond, these programs do not prepare residents for every job for which lo cal businesses are hiring. However, opportunities to learn job-specific skills is nearly limitless with the use of work -based learning models.
On-the-job training, customized training for one or more companies, and registered apprenticeships are just some of the models that the RWDB and system partners can utilize to assist job seekers in preparing for in- demand careers in growth Richmond WDB PY 2025-2028 Local Plan
35 industries. Work -based learning can also be combined or sequenced with classroom instruction to create highly effective models for learning and the acquisition of work -related skills. Many of the city’s small businesses, which express difficulty in attract ing talent, may be prime candidates for hosting work - based learning programs.
F. Identify and Address Core Employment Skills
Some businesses express an interest in candidates who may lack job- specific skills, but demonstrate strong underlying skills and abilities that can be built upon through training and experience in the workplace. These core skills likely include a combination of essential work readiness skills (e.g., critical thinking, teamwork, time management, problem solving, job retention) and basic skills, such as English literacy, numeracy, communication, and digital literacy. Individuals who possess these skills are g enerally best prepared to think and act independently, without extensive need for external support. WDB leadership and system partners should consider what core skills would make job seekers strong candidates for employment and how development of these skills could best be incorporated into the system’s portfolio of career services.
G. Prepare Workers in Digital Literacy and The Use of Advanced Technology Skills
A focus on developing the digital skills of job seekers has been ongoing for several years. However, stakeholders point out that the type and range of skills needed to apply for, secure, and succeed in a job is ever evolving. The ability to utilize digital processes is now a requirement to apply for employment with most companies.
Even for job classifications that require few digital technology skills, companies utilize digital processes for time and record keeping, payment of wages, human resources functio ns, and more. In addition, technology tools themselves are changing and the introduction of AI tools is altering the ways jobs are done and skills required to secure and keep jobs. The RWDB, RichmondWORKS managers and staff, training providers, and partner s must regularly reexamine and update the content of and approach to digital skills training. This work should include close collaboration with businesses that use advanced technology and education partners, who are working consistently to develop curricula that addresses current and future needs.
H. Create Opportunities for Youth Employment
First jobs matter and are essential to youth’s development of foundational skills and work habits that will shape their success throughout their careers. Many challenges exist to making youth employment opportunities widely available. Chief among these challenges are: an insufficient number of suitable part-time and entry- level jobs, as many are now occupied by adults; insufficient funding to subsidize all or part of needed work experience programs; and the increased elimination of such jobs as they are replaced by automation. The RWDB and the workforce Richmond WDB PY 2025-2028 Local Plan
36 system partners should develop long- term strategies and options to promote access to first jobs for local youth. Such options may include opportunities for youth to participate in or try out various positions to help inform their knowledge of jobs and the labor market. The RWDB should activate its Youth Council, which has made significant recommendations in past, to lead the youth focus of the local workforce development system.
Richmond WDB PY 2025-2028 Local Plan
37 VI. ATTACHMENTS
The following Items are included as part of the Local Plan.
Attachment 1: Stakeholder and Community Engagement Summary
Attachment 2: Public Comments Received that Disagree with the Local Plan
Attachment 3: Signature Page
Richmond WDB PY 2025-2028 Local Plan
38 Attachment 1
Stakeholder and Community Engagement Summary
To facilitate the engagement of stakeholders in planning for the local workforce development delivery system and in the development of the PY 2025- 2028 Local Plan, the Richmond WDB hosted a community and stakeholder listening session focused on topics affecting strategies and services across the system.
The community and stakeholder engagement session was held via videoconference on January 23, 2025, to gather input for the development of the Richmond Workforce Development Board (WDB) Program Year (PY) 2025-28 Local Plan.
To ensure broad participation, outreach efforts included:
Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Social Media
(Instagram, Facebook)
Community Members See the summary below
Advertisement in the
City Manager’s Weekly
newsletter
Community Members, local
businesses, Community-
Based Organizations, and
local government
See the summary below
Email to Richmond
Chamber of
Commerce
Entrepreneurs and
small/medium businesses
See the summary below
Email to West Contra
Costa Council of
Industries
West Contra Costa County
businesses and industries
See the summary below
Invite on Eventbrite Community Members, local
businesses, community-
based organizations, and
local government
See the summary below
Email and
Presentation to
Richmond Workforce
Development Board
Community-based
organizations, Department
of Rehabilitation, Labor
Unions, Local Education
Agencies, and local
government agencies
See the summary below
Emailed invitation and
collateral material on
All businesses with licenses
in the City of Richmond
36 See the summary below
Richmond WDB PY 2025-2028 Local Plan
39 Bludot – Business
CRM
Email to Richmond
Mainstreet
Community Members and
businesses in the
downtown Richmond Area
See the summary below
Email to 23rd Street
Merchants Association
Local merchants that are
located on the 23rd Street
corridor. Specifically,
Hispanic-owned businesses
See the summary below
Presentation
Neighborhood
Coordinating Council
Presidents of the Richmond
Neighborhood Councils
10 See the summary below
Posted draft plan on
City of Richmond
Website
Community-at-Large See the summary below
David Schinder, the session facilitator, emphasized the significance of community participation and introduced key topics for discussion to identify community needs and priorities.
Overview of the Workforce System: The local workforce system, predominantly funded by the Federal Workforce Innovation Opportunity Act (WIOA), necessitates the creation of a local plan that addresses specific topics outlined in the legislation.
This plan is developed in conjunction with a regional plan that includes the broader Oakland, Richmond, Contra Costa, and Alameda County regions. Both plans will be subject to a 30-day review period for community feedback upon completion.
Key Discussion Topics: The session highlighted several discussion questions to engage participants in identifying workforce priorities:
• Services for New Workers: Identification of essential services for individuals entering the workforce or those unemployed.
• Training Programs: Exploration of training programs of interest to local job seekers and their alignment with available jobs.
• Collaboration Opportunities: Opportunities for local workforce, education, and community agencies to collaborate more effectively.
• Modernization Needs: Modernization of services to meet the evolving needs of workers and businesses.
Community Input and Feedback: Participants were encouraged to share their insights, resulting in several key themes:
Richmond WDB PY 2025-2028 Local Plan
40 • Della Randolph emphasized the inclusion of individuals with disabilities in workforce conversations and suggested the establishment of focus groups to gather feedback from service users.
• Richard Johnson highlighted the need for better communication with businesses to develop talent pipelines and fill training programs at community colleges.
• Evan Decker noted the importance of timely communication between educational institutions and workforce needs, advocating for curriculum development that keeps pace with industry demands.
Youth Engagement and Development:
• Johanna Gurdian stressed the need for increased services for youth, particularly those with disabilities, and the importance of mentorship programs. • Cynthia Mendez underscored the necessity of cultural competency and humility in workforce development, given the changing demographics of Richmond.
Conclusion and Next Steps: The session concluded with a call for continued community engagement. Participants were reminded to submit additional feedback via email, and the draft plan will be available for public comment. The focus remains on ensuring that the workforce development strategy aligns with community needs and adapts to changing labor market dynamics.
Overall, the listening session facilitated collaboration among community members, workforce representatives, and educational institutions to shape an inclusive and effective workforce development plan for Richmond
A total of 36 participants attended the session, representing diverse perspectives from workforce development, local businesses, community-based organizations, and other key stakeholders. The feedback collected played a critical role in shaping the Local Plan to address workforce needs and priorities in Richmond.
Richmond WDB PY 2025-2028 Local Plan
41 Attachment 2
Public Comments Received That Disagree With The
PY 2025-28 Local Plan
1. From:
N/A
Date:
Comment:
2. From:
N/A
Date:
Comment:
There were no comments received during the public comment period for the PY 25- 28 Local Plan.
Richmond WDB PY 2025-2028 Local Plan
42 Attachment 3
Signature Page
The following signatures represent approval of the Local Plan by the Richmond Workforce Development Board and the Chief Elected Official for the City of Richmond Local Workforce Development Area.
For the Richmond Workforce Development Board:
4/23/2025
______________
Date Date
For the City of Richmond Local Workforce Development Area:
____________________________________________ ______________ Eduardo Martinez, Mayor Date
City of Richmond