Comprehensive WIA Plan Atlanta Regional Workforce Board Region 3 Area 7

*Revised March 2007

*State Revisions to the Plan are highlighted in Bold Print *ARWB Revisions to the Plan are highlighted in Bold Print/Italics

Revision to the Comprehensive WIA Plan PY 2007 - 2009 Area Contacts
1.
2. Atlanta Regional Workforce Board (ARWB) – Region 3, Area 7 Chief Local Elected Official: Charles Bannister, Chairman Gwinnett County Commission c/o Jock Connell, County Administrator 75 Langley Drive Lawrenceville, GA 30045 Grant Administrator: Area Director: Address: Phone Number: 4. Atlanta Regional Commission (ARC) Mary Margaret Garrett, Chief Workforce Development Division 40 Courtland Street, Atlanta, Georgia 30303 404-463-3326 Fax Number: 404-463-3310

3.

Name, address and organization of the Workforce Investment Board Co-Chairs: Randy Hayes, President Hayes Development Corporation 795 East Lanier Avenue, Suite C Fayetteville, GA 30214 Randy Mills, Mayor City of Conyers P. O. Drawer 1259 Conyers, GA 30012

5.

Name, address and organization of the Youth Council Chairperson Kenny Atha Henry County Board of Education 33 North Zack Hinton Parkway McDonough, GA 30253

6.

Name, address, phone number and fax number of the area's one-stop operator(s). List all the sites the organization manages and indicate with an asterisk sites that are WIA comprehensive service sites. Clayton College and State University, One Stop Operator *Career Resource Center, Clayton Branch 409 Arrowhead Boulevard, Suite C-5 Jonesboro, GA 30236 770-473-2121 FAX 770-473-2141

Corvel Corporation, Inc., One Stop Operator *Career Resource Center, Norcross Branch 1835 Shackleford Court, Suite 150 Norcross, GA 30093 770-806-2020 FAX 770-806-2025 Appalachian Technical College, One Stop Operator *Career Resource Center Cherokee Branch 160 Lee Street, Suite A Canton, GA 30169 770-479-7550 FAX 770-479-7905 Career Resource Center, Gwinnett County Correctional Services Branch, (One Stop Operator, special prison population) PO Box 47 Lawrenceville, GA 30245 678-407-6065 FAX 678-407-6082 Corvel Corporation, Inc., One Stop Operator *Career Resource Center, Douglas 8460 Courthouse Square East, 2nd Floor Douglasville, GA 30134 770-806-2020 Corvel Corporation, Inc., One Stop Operator *Career Resource Center, Rockdale Rockdale County Emergency Relief, Inc. PO Box 80369, 350 Tall Oaks Drive Conyers, GA 30013-8369 770-806-2020 Gwinnett Technical College, One Stop Operator *Career Resource Center – Gwinnett GDOL Gwinnett Career Center – Georgia Department of Labor 2211 Beaver Ruin Road, Suite 160, Norcross, GA 30093 770-840-2200- x307 Gwinnett Technical College – One Stop Operator *Career Resource Center – Gwinnett Tech 5150 Sugarloaf Parkway, Bldg., 100, Lawrenceville, GA 30043 678-226-6664 Clayton State University – One-Stop Operator *Career Resource Center, Henry Connecting Henry 333 Phillips Dr., Ste. D McDonough, GA 30253 678-583-3515

7.

Electronic one-stop or website addresses www.atlantaregional.com/workforcesolutions e-mail: workforce@atlantaregional.com

8.

Name and phone number of individual(s) with primary responsibility for plan development Mary Margaret Garrett, 404-463-3326

Comprehensive Local WIA Plan Revision March 2007
I. Vision and Goals Provide the vision for the area's workforce development system and list the goals that have been established to achieve the vision. Review and incorporate the priorities from ETA’s National Strategic Directions to address local vision and goals, as appropriate. ETA’s National Strategic Directions include moving the state workforce system to a new level of transformation, i.e., developing and implementing talent development strategies that support economic growth in regional economies, contributing to the overall competitiveness of the nation. State and regional economies are continuously in transition in response to globalization and other factors. In addition, the skills needs of business and industry are changing as a result of innovation and technology. An important component of the transformation is the alignment of workforce development and economic development. During the past two years, the Atlanta Regional Workforce Board has taken major steps to align with Economic Development and expand the scope of the Board’s activities in relation to regional competitiveness. Examples of current initiatives follow: National Business Learning Partnership The ARC/ARWB was selected to participate in the second round of the National Business Learning Partnership in October 2006. This is a national peer-to-peer mentoring project designed for workforce investment boards engaged in transformational approaches to workforce development. As a workforce area that is committed to talent development as an asset for regional workforce and economic development, the ARC/ARWB will have the opportunity to learn from areas that have made sustained and significant process in the transition. ARC/ARWB’s application was two-fold: 1. To develop a strategy/plan for becoming recognized as the key player that it is involved in the demand driven economic development in the Metro Atlanta region. 2. To facilitate opportunities for leveraged resources and allow development of proactive as well as reactive solutions to regional workforce development and related issues. To enhance Board and other partner participation, including capturing private sector expertise and resource sharing. At the Match meeting in November 2006, ARWB was partnered with the Gulf Coast Workforce Board in Houston, Texas. The Gulf Coast Board has undergone major transformation in the last 6 years and has become a model for a demand driven, business centered workforce system. ARWB board members will be developing and implementing this initiative. Southern Growth Policies Board “Building the Next Workforce” Forums Through the Southern Growth Policies Board, Governors of 14 states jointly investigate economic development issues of high priority across the South. Each year, an issue is selected for in-depth research that results in policy and action recommendations for implementation at local, state and regional levels. For the 2007 initiative, Georgia took a collaborative approach to hold citizen discussion forums statewide and produce a written report on “building the next workforce”. The five Metro Atlanta Workforce Boards hosted the metro forum on February 28, 2007 with over 100 attendees. Discussion groups themes included: Educational achievement, workforce traits, serving industry, the aging workforce, diversity and workforce

issues in metro Atlanta, and qualify of life issues affecting the workforce/workplace. Initial responses were positive and a formal report on outcomes will be completed in April 2007. USDOL CAA Demonstration Grant for Automotive Workers in the Region (Pending award) The USDOL CAA Demonstration Grant award for the Ford and GM plant closings in metro area will have a regional/statewide affect on support for dislocated workers. The CAA proposal represents an implementation of the State Workforce Investment Board’s strategic recommendation to provide a coordinated approach in meeting the needs of Georgia’s workforce. With the involvement of the Governor’s Office of Workforce Development, the Department of Economic Development, the Department of Labor, local WIBs, the Department of Technical and Adult Education, Georgia Institute of Technology and Clayton State University, these grant funds provide the opportunity to develop innovative ways to maintain economic strength for the automotive supplier sector through a coordinated effort that truly links education, employment and economic development to serve the needs of those individuals who have or could lose their jobs or businesses as a result of the closing of the Ford and GM plants. Those individuals that qualify for the demonstration CAA accounts would be able to expend existing funds they may be eligible to receive and fully fund tuition costs. They will be able to afford to complete the degrees needed to transition into new and higher skilled jobs. The CAA candidates will be encouraged to strongly consider obtaining certificates, diplomas or degrees in areas of study that are aligned with the growth industries of their region and the state. In addition, the newly announced Georgia Work Ready Certificate that assesses an individual’s skill level and aligns it with skill level needed for profiled jobs and occupations is now available at all Georgia technical colleges and all CAA demo applicants will be able to take this voluntary assessment at no additional cost. The piloting of several adult Accelerated Learning Centers will enable qualifying CAA recipients to participate in a ‘fast-track’ program where they will be prepared for post secondary education aligned to regional strategic industries. By earning both a GED and a Georgia Work Ready Certificate, they will complete the program ready to enter a college certificate, diploma or degree program. A component of the CAA Demonstration Grant is support for existing small businesses in and around the community of Hapeville that was the area most adversely impacted by the closure of the Ford facility. Small business owners will learn how to retool their businesses to align with the overall economic development plans to transform the town and ensure it remains a viable community. Additionally, a major redevelopment plan for Atlanta's GM plant is underway. This involves partners across the spectrum of education, economic development and workforce development that will ultimately promote micro-enterprise, additional housing and area transportation opportunities. Sector Strategies Sector strategies build partnerships of employers, training providers, community organizations, and other key stakeholders around specific industries to address the workforce needs of employers and the training, employment, and career advancement needs of workers. The defining elements of state sector initiatives include a focus on customized solutions for a specific industry at a regional level, a central role for a workforce intermediary in bringing the industry partnerships together, and the dual goals of promoting the competitiveness of industries and advancing the employment of low- and middle-income workers.

As experimentation with and implementation of sector initiatives shows promising results, governors in several states are making sector initiatives a central element of their workforce and economic development strategies. In response to this trend, the National Governors Association partnered with the National Network of Sector Partners and the Corporation for a Skilled Workforce to launch a new project on Accelerating State Adoption of Sector Strategies. A year-long Policy Academy provides participating states with the opportunity to learn about important research, promising practices, and state policy options for establishing sector strategies. As part of the Academy, state teams will receive an in-state orientation and customized technical assistance from Academy faculty, participate in a national Policy Academy meeting, and develop a state action plan. The Policy Academy states are Georgia, Minnesota, North Carolina, Oklahoma, and Oregon. A Learning Network convenes high-level policy teams from six experienced states (Arkansas, Illinois, Massachusetts, Michigan, Pennsylvania, and Washington) to engage in peer-to-peer sharing of best practices for managing and expanding sector programs. Georgia was selected to develop and implement two Sector Strategies, Advanced Manufacturing and Biotechnology, as both were at critical junctures in economic growth within the state. The Advanced Manufacturing sector strategy focuses on the West Georgia area and the 5600 jobs that the new KIA plant and KIA suppliers will bring to an area which has experienced several plant closings in the past few years. Components of the strategy include an Accelerated Learning Center where individuals can “brush up” on basic skills and career readiness skills prior to employment interviews, in addition to receiving a GED. The strategy also includes development of an Industry Council composed of industry representatives, a Quick Start training program in Certified Manufacturing Specialist and an ongoing home team responsible for ensuring successful implementation. ARC was asked to provide assistance to the two local areas involved in the West Georgia project and ARC staff serve on the state core team for Sector Strategy development. The Life Sciences (Biotechnology) sector strategy, modeled after the Advanced Manufacturing strategy, focuses on the Gwinnett/Athens/Clarke 316 corridor, already the home of numerous Biotechnology employers. Of the 252 Bioscience companies in Georgia, 77% are in metro Atlanta and 26% are in the Gwinnett/Athens corridor. The state bid for the National Bio and Agro Defense Facility in the Athens area will serve to increase the importance of Life Sciences in the corridor. The University incubator program has generated 98 companies with 425 jobs since its inception. Goals of the project include: Articulation agreements for the Life Sciences program between the Universities and the Technical Colleges, sustainable communication between the Life Sciences industry and education, and the establishment of a Life Sciences Industry Consortium. The ultimate goal is to develop a workforce pipeline, from K-12 through Technical Colleges to area Universities and to recruit emerging Life Sciences industries to the area. A recent USDOL Community Job Training Grant received by Gwinnett Technical College and Athens Technical College in conjunction with the Atlanta Regional Workforce Board to develop a workforce pipeline and expand biotechnology curriculum offerings will serve as the springboard for the strategy. Both strategies will serve as models for other sectors within the state. WIRED applications are also being developed for each of the Sector initiatives. Workforce Boards will have a major role in oversight, implementation and reporting. Work Ready Certificate Program/Certified Work Ready Community Initiative The Governor announced on August 23, 2006, the Georgia Work Ready initiative. This voluntary program is in support of the Governor’s vision to link workforce development and

education and align it with economic development of the State. The Work Ready effort will enable Georgia’s communities to have a process to develop a documented workforce pipeline whose skill level can be matched to occupation or job profiles and to demonstrate their commitment to improving their high school graduation rates. The program is two fold and consists of both an individual earning a Work Ready Certificate and a county becoming a Certified Work Ready Community. Only those recipients who assess at a minimum work ready level or above will receive a Work Ready Certificate. Counties that validate a county high school graduation rate at or above 70% will attain a Certified Work Ready Community of Excellence status. For a more detailed description of this initiative, visit www.gaworkready.org. ARC offered to assist each of the metro counties with the application for Certified Work Ready Community and encouraged Rockdale County to apply as a demonstration county. Rockdale County’s application was submitted to the Governor on March 14, 2007. Gwinnett and Cherokee Counties are in process of submitting applications on April 30, 2007. BRAC (Fort Gillem) The ARC/ARWB was awarded a BRAC planning grant for $200,000 in 2006. While actual closures and realignment activities are not immediate, the planning grant provided support for identifying workforce needs. DoD estimated that the realignment of Fort Gillem could result in a maximum potential reduction of 1,824 jobs (1,067 direct and 737 indirect jobs) over the 2006 – 2011 period in the Atlanta metropolitan statistical area. ARC met with staff at Fort Gillem and were unable to gather demographic information regarding the potential reduction population. ARC then began meeting with the Local Redevelopment Authority in Forest Park to begin planning activities. The LRA encountered massive changes during 2006, with the election of a new city mayor and the resignation of the City Manager. A contract was signed with the City, to engage the Clayton Chamber and other community partners in a workforce analysis, an employer impact study and GIS mapping. Additional activities related to Entrepreneurial programs are described below. As part of the BRAC for Fort Gillem, ARWB has been working with the Local Redevelopment Authority, the City of Forest Park and the Clayton Chamber of Commerce in forming a team to develop an entrepreneur friendly application for state designation. Due to the unique situation of the Clayton Chamber of Commerce in the BRAC planning (LRA Chair), the Clayton Chamber in conjunction with the City of Forest Park, the ARC, Leadership Clayton, the Clayton County Development Authority and other Georgia Department of Economic Development required partners, will jointly develop the Entrepreneurial Program as a team effort. The initial effort will focus on completing the requirements for designation as an “Entrepreneur Friendly” community under the Georgia Department of Economic Development and to develop a locally-based Entrepreneurial Development Program. Components of the project may include: (1) conducting studies of current programs in other areas/Chambers. (2) developing/collecting small business development resources materials, (3) organizing a committee to support the Entrepreneurial initiative, (4) increasing community awareness of and support for strategies, needs and resources, (5) creating a “How to start your own Business” book or webpage, (6) completing a minimum of 50 Employer Interviews for the “Entrepreneur Friendly” Initiative designation, and (7) completing the “Entrepreneur Friendly” application to GDED. Promoting Entrepreneurship A comprehensive “Starting Your Own Business” Resource Manual was developed in conjunction with the Ford Motor Company on-site transition center. The focus of the manual was to provide those employees interested in exploring starting their own business a guide on local, state and federal resources for entrepreneurs. The manual provides basic information

such as: Is Entrepreneurship for you? to in-depth information on becoming a Federal Contractor. All ARWB Career Resource Centers have a copy of the manual and the RockdaleConyers and Douglas Chambers have used the manual in their Entrepreneur programs. Henry County Chamber will have link from their soon to be released on-line Entrepreneur Resource Center to the ARWB website and provide information on availability of the manual at local Career Resource Center. At a recent meeting of the Global Atlanta Works, five diverse population groups expressed interest in ARC providing technical assistance and manuals to diverse community groups. WIRED Proposals ARWB is assisting in two WIRED proposals for the State of Georgia. The West Georgia “Globaling our Expectations” and the Metro Atlanta/NE Georgia Innovation Crescent proposals will be submitted to USDOL on April 13, 2007. The process of creating the proposals has also created new partnerships with Economic Development and Education agencies in creating a vision for transforming both areas into economic growth engines. II. Local Governance 1. Describe how the local workforce development system will be governed to ensure that it is comprehensive, integrated, effective, responsive and customer-focused. Examples of items you may wish to describe include: the local board committee structure, the board's oversight activities. Describe how GDOL career centers and other WIA partners have worked together to promote service integration. ARWB Bylaws, which outline Board and Chief Elected Official responsibilities including oversight and liabilities, were originally approved in 2000 and have been updated as of April 2005. The following committees continue based on system needs: Executive Committee, Regional Planning to address Skills Shortages, Youth Council and One-Stop Committee. Each committee’s responsibilities are defined and members are assigned based on interest. The OneStop Committee, which includes several GDOL Career Center Managers, was expanded to include other interested board members, including business members. The committee also addresses partner service integration, with issues such as memorandums of understanding, resource sharing agreements and one-stop business plans. A meeting was held in March 2007 with the metro Atlanta Career Center district manager and a career center manager to discuss how to improve services and increase co-location. A follow-up meeting will be held after the submission date of the plan to devise a plan that will address Career Resource Center in the service area. The ARWB is searching for a new location for the Career Resource Center in Clayton. Once that site is selected further discussion and strategic planning will occur to streamline and increases services in the southern portion of the service area. A Memorandum of Understanding continues to designate the Gwinnett Career Center as an affiliate one-stop center. Staff from Gwinnett Technical College are assigned to work at the Gwinnett Career Center four days per week to provide WIA assistance, recruitment and one-stop services. Discussion is on-going about opportunities to expand services in the Gwinnett Career Center and Clayton Career Center. 2. Describe how the local area's staffing is organized with regard to local Workforce Investment Board support and WIA administrative functions. Provide the titles and major activities/roles of the area’s key staff as Attachment J. The Chief Elected Officials selected the Atlanta Regional Commission as the Grant Administrator and fiscal agent to accomplish administrative, board support and fiscal functions. Staff functions

are consistent with the law and regulations and involve direct charging to the activity, either administration or program. The ARC provides neither direct participant services nor one stop operation. A listing of staff roles/activities is included as Attachment K. 3. Describe the connection and cross-membership between the Youth Council and the local WorkforceInvestment Board. List the responsibilities the local Board has vested in the Youth Council. Key members of the Workforce Board with an interest in youth issues are also members of the Youth Council. These members and organizations include: The Coordinator of Work-Based Learning Programs (Henry County Schools) is the current Youth Council Chair, the Cherokee county Family Connections Director, and the CEO of Inner Harbour Hospital. The Youth Council serves as a sub-committee of the Board and members provide guidance to the full board on youth issues. Coordinate youth activities in a local area, The roles of the Youth Council as determined by the ARWB are described both in the ARWB ByLaws and in the Youth Council ByLaws themselves. The Youth Council, under guidance of the Workforce Board and in accordance with an agreement with the CEO and Boards, shall: Develop and submit a youth plan for serving youth 14-21 years of age. Recommend eligible youth providers through a competitive process, subject to approval by the Workforce Board. Conduct program oversight with respect to eligible providers of youth activities in the local area, subject to approval by the Workforce Board. Promote the participation of private employers in the youth system and assist these employers in meeting hiring needs through the local youth system. Build on existing local youth service organizations in identifying un-met youth needs in the Boards service area. Actively encourage and support development and funding for new and additional youth development services in Area communities. Participate and stay informed regarding statewide initiatives related to youth development; keep local communities informed of these initiatives. 4. Describe any linkages the area has established with other local boards in the region (workforce boards and related boards). Since the inception of WIA, ARC has served as staff for the regional eligible service provider/individual training account system. ARC contracts with DeKalb, Fulton County and City of Atlanta to administer the process for the regional area. Cobb County opted out of the regional system, but continues to be involved in monthly meetings related to the topic area. The five workforce boards have established a Regional Committee which meets bi-monthly to discuss issues, such as ITAs, training providers, policies/procedures, reporting, program issues, etc. Beginning in April, 2005, the ARWB became an official committee of the Atlanta Regional Commission. This transition entailed the appointment by the ARC CEO of four additional members to the ARWB. The four ARC members represent the business sector.

The Workforce Board Director serves on the United Way Economic Development Council as well as additional United Way committees. Staff serve on local boards and councils such as: the Clayton County Collaborative, the Gwinnett Employer Committee, The Gwinnett Collaborative, etc. III. Plan Development and Implementation Describe the process used by the area staff and board to update this strategic plan. (Describe your strategic planning effort and explain how the WIA Plan update incorporates the results of these efforts. Incorporate in the discussion local efforts for building a demand driven workforce within a regional economic system from ETA’s National Strategic Directions, as appropriate.) All Board Committees have been involved in strategic planning discussions. Policy or planning issues are generally approved by the pertinent committee and are submitted to the full Board for approval. The Regional Planning to Address Skills Shortage Committee has focused on business needs in a changing the economy. This Committee is responsible for strategic planning and policy development in preparation of the Plan and continues to be involved in discussions such as Work Ready Communities, etc. This Committee is also responsible for collaboration with four additional Workforce Investment Boards in the metro area. The One-Stop Committee has focused on ways to improve customer service, including improvements at the Career Resource Centers and additional sites. The board has continued to focus on developing affiliate sites in the smaller counties. In 2006, an affiliate center was developed and is now operational in Henry County one day per week. Services in Douglas County have been moved to a larger facility and have been expanded to 4 days per week to accommodate demand and interest. Meetings have been conducted with the regional district manager of the metro area for the Georgia Department of Labor Career Centers to explore and expand services. Currently staff are located in the Gwinnett Field Services Office. An Individual Training Account (ITA) Committee, made up of two representatives from three metropolitan Atlanta workforce Boards, is responsible for a regional Individual Training Account system. Training provider applications are reviewed by the Committee. The Committee also discusses occupations and training in demand. Since 2003, Youth Council members and staff have taken the lead in the statewide comprehensive youth development system-building efforts, whatever shape they have taken. Leadership in these efforts have been in behalf of Region Three, as well as Workforce Area Seven. Current activity revolves around the Georgia Afterschool Investment Council, the successor to the earlier initiatives. Youth Council members and staff continue to be involved in efforts to increase youth development services in local communities in the Area, such as through State DHR funding that has become available through competitive procurement over the last two years. Special participation in meetings and retreats focusing on services to target populations has continued (youth in the juvenile justice system, foster youth, disabled youth, etc.). Typically, a Youth Council meeting will include presentations by area youth development service providers – Job Corps, Independent Living Program, Apprenticeship programs, etc. IV. Needs Assessment Using the CD containing the most recent labor market information for your area and the results of your strategic planning activities, please describe the demand (current and projected employment and skill needs of businesses) and supply (availability of skilled workers) aspects of your local

labor market. List data sources used in your analysis. (Review ETA’s National Strategic Directions “Increased Economic and Workforce Information Data Integration and Analysis” and incorporate, as appropriate.) Atlanta Region Labor Market Trends: The Atlanta Metropolitan area continues to be recognized nationally as a leader in multiple economic areas, which will continue to foster high growth in population, business expansion and migration of workers. In 2006 Atlanta was: ranked as #1 in Least Expensive Major Cities for Business by KPMG’s Competitive Alternative study, ranked most wired of 30 American cities surveyed by Forbes magazine 2006 study, ranked #3 as Top Cities with most Fortune 500 Headquarters and ranked #3 as Expansion magazines Hottest Cities for Business Expansion and Relocation. From 1995 to 2005 more than 2000 companies relocated or expanded in Metro Atlanta. Statistics for metro Atlanta reveal continued population growth. Since 2000 Atlanta has been the fastest growing MSA in the country adding a total of 670,000 new residents. The ARC forecast for 2030 for a 10 county metropolitan area shows a 53.4% increase with population totaling over 5 million. Growth in excess of 100% in expected in the more rural counties of Cherokee, Douglas and Henry. From 1995 to 2005 the seven county Metro Atlanta workforce area had a 50% increase in population, compared to a 24% for the state. The diversity of the Atlanta economy has served it well in the past and helped to buffer the effects of recession, but it is not exempt from the same factors that influence the nation as a whole. Georgia began to see the first signs of a slowdown in the later half of 2006 with only 35% (28,700) of the yearly job growth (80,100) occurring in the last half of the year. According to Dr. Rajeev Dhawan, Director of Economic Forecasting Center at Georgia State University, this trend will continue into 2007, making for a subdued job creation rate. Georgia will mirror the US economy over the next several years, which will show a slower rate of job growth in 2007 and will pick up in 2008 and 2009. While Atlanta is recognized as a major driver in the state’s economy, it is predicted that all Georgia MSAs will have increased job growth in 2007 and 2008. The February 2007, Georgia and Atlanta Forecast by the Georgia State University Economic Forecasting Center predicts Atlanta will add a total 48,200 jobs in 2007, 67,300 in 2008 and 63,500 in 2009. Job quality is expected to improve to 20% for Atlanta by 2008 and to 20% for the state by 2009. During the next three years, the metro area will add an average of 33,900 high paying jobs. High paying or premium jobs are those paying more than $45,000 a year and include Utilities, Professional and Business Services, Information, Air Transport, Management, Accounting, Scientific, Finance and Government. Many of the jobs added since 2000 have been in lower paying service related occupation like Administrative Support, Retail and Leisure and Hospitality. This coupled with the loss of high paying positions such as Air Transport, Manufacturing and Insurance has placed Atlanta behind other large metro area in Per Capita Income. Since 2001 private sector and service producing industries have added 22,402 and 18,902 new businesses, respectively in metro Atlanta producing a combined total increase of nearly 21%. The 2006 Data Pamphlet produced for the Metro Atlanta Chamber by Woods & Poole Economics projects that Metro Atlanta’s employment will hit 3.5 million by 2115 with over 37% in service related industry. Most of the large firms are expected to hold steady in job growth for 2007 and start to hire in greater number in 2008. The exception to this will be the hiring back by Delta of over 700 mechanics and 1200 flight attendants over the next year and Home Depot’s anticipated hiring of 2,500 workers in the metro Atlanta area.

Atlanta’s Leisure and Hospitality industry benefited initially from the relocation of conventions after Hurricane Katrina, but hiring has slowed during the end of 2006 and beginning of 2007. New jobs will decrease in 2008 and level out to 2007 levels in 2009. Transportation Warehousing and Utilities are expected to gain momentum and increase steadily through 2009. Georgia is considered a transportation, distribution and logistic hub and as such is significantly impacted by the movement of fuel cost. Increases in this area have the potential to influence job growth. The overall prospects for trucking, rail and port industries are strong, while the airlines continue to struggle. The prospect of Delta emerging from bankruptcy as a successfully reorganized company minimizes any additional impact on job growth, as most of the direct and indirect job losses have been absorbed. The Government sector in Georgia is expected to hire over 50% less workers in 2007 than 2006 but will return to 2006 levels for 2008 and show modest growth in 2009. Dr. Dhawan indicates that Financial Service, Healthcare and Information have only positive news for the next few years. Sarbanes-Oxley law will continue to increase the need for financial planners and accountants and there will be significant increase through 2009 after a slight decrease in 2007 based on the impact of the real estate market in 2007. Healthcare jobs continue to grow and will be fueled by the expansion of local health care facilities like Children Healthcare of Atlanta and DeKalb Medical Center. Over 43,000 jobs will be created in healthcare over the next three years. Information will create 1300 jobs in 2007, 3100 in 2008 and 3200 in 2009. Considering that the industry has lost over 30,000 jobs since 2000 and the merger of AT&T and BellSouth will result in mid-management layoffs, these increases are a positive sign of growth in this sector. Manufacturing remains in the negative column on job growth with a combined loss of over 9000 job in 2007 and 2008. The automotive industry has a direct impact on the manufacturing with the closing of the Ford and GM plants. The new KIA plant in West Point, Georgia will not be operational for several more years and will be working with a non-union, lower salaried work force. Jobs outsourcing continues as a state, regional and national trend and has impacted some of the larger plant closing in the metro Atlanta, most significantly in the manufacturing arena. Employment across most technology sectors will post a year over year employment growth for the first time since 2000. The increases will be relatively small but the Selig Center expects for the demand for information to grow more briskly. It is projecting that even with the higher growth levels; it may take more than a decade for Georgia to recover the 30,000 information jobs lost from 2000 to 2005. Employment statistics by GDOL for the 7 county area indicate that 887,468 workers are employed, with the high concentration of jobs in the retail trade sector. The unemployment rate is 3.9%, which is below the state and national level of 4.3. ARC Predictions for 2030 indicate that employment for the 10 county area is forecast at 3 million with an average annual increase of 53,000 jobs. According to ARC, the population in the 20 county metro region has grown in a decentralized manner with the outer regions garnering an increasing number of residents. Job growth has remained relatively centralized, but this pattern is expected to change. In 2000 88% of all jobs were within the core 10 county metro region. By 2030 that share is expected to decline to 80%. The job density will tend to be grouped in the metro area and along the interstates and in the Gwinnett, Forsyth and Hall counties.

GDOL Occupational Trends for Georgia through 2012 indicate that 7 of the fastest growing occupations will be in the healthcare industry and the Metro Atlanta area will have 4 of the fastest growing occupation in the healthcare industry. The aging population and increased facility development in local healthcare settings, and aging of the healthcare workforce are just three factors, which impact this growth. The Atlanta Regional WIA projections through 2014 indicate that the highest growth will be in the Administrative Support occupations with annual growth rate of 6.29%, health care follows with 5.37%, Professional, Scientific and Technical is third with 4.91%, followed by Wholesale and Retail Trade, and construction. Although a relatively small part of the state’s economy, Georgia‘s Life Science industry as a whole grew more quickly than the rest of the state’s economy, showing a 38.4 % increase from 2001 to 2005. The sector continued to expand in 2005 but at a slower annual rate of growth. The fastest growth has taken place in the R&D sub-sector and is driven primarily by biotechnology. In 2006, Ernest & Young reported over 50 Biotechnology firms in Georgia advancing the states rank from eleventh to seventh in the nation. While 2007 will show slowing in job growth for the metro Atlanta region, 2008 and 2009 are expected to provide a return to modest job growth and an increase in demand for higher skilled, higher salaried positions. The governor’s new sector initiatives in advanced manufacturing and biotech will provide the foundation for continued growth in skill and job development alignment and enhance the collaboration across county and state lines. They also will demand a definitive set of skills that are not readily available in the current labor pool. Metro Atlanta’s position as the fastest growing metropolitan area in the country requires continued job and skill growth to meet the demand of both employer and employee and continue the growth of higher wage, higher skill jobs. Atlanta, like the nation is expected to experience unprecedented labor shortages in the not too distant future which will require new approaches to skill development and economic growth. V. Workforce Delivery System 1. Using the matrix in Attachment A, outline the structure of the area's One-Stop system, identifying partners at each comprehensive site and the major services provided at those locations. (Provide the same basic information about additional workforce service locations in the local are, i.e., locations that are not considered comprehensive One-Stops. Describe enhanced integration through the One-Stop system to improve service delivery and increase efficiency as discussed in ETA’s National Strategic Directions, as appropriate.) The ARWB has developed an umbrella Memorandum of Understanding (MOU) with the regional WIA partners. The MOU specifies minimum services to be provided in the ARWB’s one-stop system. Separate Resource Sharing Agreements are in place for the one-stops located in Clayton County, in Cherokee County, Rockdale County, and a new agreement that serves the four centers in Gwinnett County that includes Gwinnett Technical College, the Norcross Career Resource Center, The Gwinnett Career Center and Gwinnett County Corrections. Resource Sharing Agreements have been executed. Each Resource Sharing Agreement includes a section on Resource Contributions and includes each partner’s contribution. The Career Resource Center, Jonesboro Branch, includes contributions of 14 partners/funding sources. The Career Resource Center, Cherokee Branch, RSA includes financial contributions from three partner agencies. Resource Sharing Agreements for both Douglas and Henry counties are being circulated to

partner agencies for review and comment. Listed below are excerpts from the MOU describing services to be offered. Core, intensive and training services may be provided by any partner agency with funding from non-WIA grant sources. The MOU details minimum services provided at Career Resource Centers. Career Resource Centers provide services to individuals who are adults, youth or dislocated workers through the delivery system and shall at a minimum, include: A. Core Services • determination of eligibility to receive assistance • outreach, intake (which may include worker profiling), and orientation to the information and other services available through the Career Resource Center • initial assessment of skill levels, aptitudes, abilities, and supportive service needs • job search and placement assistance, and where appropriate, career counseling • provision of employment statistics information, including the provision of accurate information relating to local, regional, and national labor market areas including job vacancy listings in such labor market areas, information on job skills necessary to obtain the jobs, and information relating to local occupations in demand and the earnings and skill requirements for such occupations • provisions of performance information and program cost information on eligible providers of training services provided by programs and eligible providers of youth activities, providers of adult education, providers of post-secondary vocational education activities and vocational education activities available to school dropouts under the Carl D. Perkins Vocational and Applied Technology Education Act and providers of vocational rehabilitation program activities described in title I of the Rehabilitation Act • provision of information regarding how the local area is performing on the local performance measures and any additional performance information with respect to the Career Resource Center delivery system in the local area • provision of accurate information relating to the availability of supportive services, including child care and transportation, available in the local area, and referral to such services as appropriate • provision of information regarding filing claims for unemployment compensation • assistance in establishing eligibility for Welfare-to-Work activities, programs of financial aid assistance for training and education programs that are not funded under the Workforce Investment Act (WIA) and are available in the local area and • follow-up services including counseling regarding the workplace for participants in Workforce Investment Act (WIA) activities who are placed in unsubsidized employment for not less than 12 months after the first day of employment as appropriate B. Intensive Services These services are for individuals: 1. who are unemployed and are unable to obtain employment through core services 2. who have been determined by a Career Resource Center to be in need of more intensive services in order to obtain employment or, 3. who are employed, but who are determined by the Career Resource Center to be in need of such intensive services in order to obtain or retain employment that allows for self-sufficiency.

Such intensive services shall be provided: • directly through the Career Resource Center • through contracts with service providers which may include contracts with public, private-for-profit and private-non-profit service providers approved by the ARWB Such intensive services may include: • comprehensive and specialized assessments of the skill levels and service needs of adults and dislocated workers, which may include diagnostic testing and use of other assessment tools and in depth interviewing and evaluation to identify employment barriers and appropriate employment goals • development of an individual employment plan to identify the employment goals, appropriate achievement objectives, and appropriate combination of services for the participant to achieve the employment goals • group counseling • individual counseling and career planning • case management for participants seeking training services • short term prevocational services including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, and professional conduct to prepare individuals for unsubsidized employment or training C. Training Services These services are for individuals: • who have met the eligibility requirements for intensive services and who are unable to obtain or retain employment through such services • who after an interview, evaluation, or assessment, and case management, have been determined by a Career Resource Center or partner, as appropriate, to be in need of training services and to have the skills and qualifications to successfully participate in the selected program of training services • who select programs of training services that are directly linked to the employment opportunities in the local area involved • who meet the qualification requirements, and • who are determined to be eligible in accordance with the priority system established by the ARWB. Qualification requirements include: Through an interview, evaluation, assessment, or case management process, customers may be determined to be in need of training services and having the skills and qualifications to successfully participate in the selected program of training services. However, provision of WIA funding for training shall be limited to individuals who are unable to obtain other grant assistance for such services, including Federal Pell Grants, HOPE scholarships or who require assistance beyond the assistance made available under other grant assistance programs. The Career Resource Center will make the State list of approved eligible training providers (EPL) available to all individuals seeking training information. The EPL includes eligible program descriptions and information identifying providers of on-thejob training and customized training. Performance cost information relating to providers is also available to all individuals seeking training information.

Training Services may include: • occupational skills training, including training for nontraditional employment • on-the-job 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 • job readiness training • adult education and literacy activities provided in combination with services described above, and • customized training conducted with a commitment by an employer or group of employers to employ and individual upon successful completion of the training Training services shall be provided in a manner that maximizes consumer choice in the selection of an eligible provider of such services. Training services shall be provided to eligible adults and dislocated workers through the use of Individual Training Accounts (ITAs), through which a participant chooses among qualified training providers with the exception of on-the-job training, customized training or where the ARWB determines there are an insufficient number of eligible providers of training services in the local area involved to accomplish the purposes of a system of individual training accounts, or the local board determines that there is a training services program of demonstrated effectiveness offered in the local area by a community-based organization or another private organization to serve special participant populations that face multiple barriers to employment. Training services will be provided in accordance with all state and local procedures. 2. Describe methods of coordinating with partners and services not available at the comprehensive sites. Each local Career Resource Center holds quarterly management meetings with local community partners. These meetings offer an opportunity to share agency service information and provide customer referrals for services not available at the center. 3. If your comprehensives sites are not GDOL career centers, describe how services at the area’s site and GDOL services are integrated to provide seamless customer services. The Metro Area DOL Career Centers struggle with staff cuts and vacancies, therefore, it has often been difficult to maintain at DOL staff presence at all ARWB sites. At the Career Resource Centers in Clayton, Cherokee and Norcross, a representative from the GDOL has been or is housed on site. Staff assisted and internet Services are available. Referrals are made between the Gwinnett, Cobb-Cherokee, Clayton, Covington, and South Metro GDOL Career Centers and ARWB Career Resource Centers. One-stop staff maintain a weekly presence at the Gwinnett Career Center. Recent meetings with the District Director of Metro Atlanta have resulted in renewed discussions for a closer working relationship.

4.

Summarize the functions performed by the area’s one-stop operator(s). ARWB designated one-stop operators will be responsible for the following: • • • • • • Ensuring that the one-stop meets performance measurements Manage resource sharing within the one-stop following principals and guidelines established by the MOU and local resource sharing agreements Market the one-stop to the community and local labor market Continually expand the resources and the offerings of the one-stop Report on services and activities of the one-stop to the ARWB Convene the local Career Resource Center Management Team to provide a forum for continuous improvement for services offered at the one-stop

5.

Indicate which partners are providing core and intensive services for adults and dislocated workers in your area. See chart listed as Attachment A.

6.

Provide a copy of all current Memoranda of Understanding (MOUs), Local Chief Elected Officials Agreements and Resource Sharing Agreements accurately reflecting local area arrangement as Attachment B. See Attachment B1 - Memorandum of Understanding developed between the one-stop partners, which include revisions and new Signature page. See comments under III.1. See Attachment B2 - Resource Sharing Agreement for the Career Resource Center, Clayton Branch See Attachment B3 - Resource Sharing Agreement for Gwinnett County which includes the Career Resource Center, Norcross Branch, Gwinnett Technical College, Gwinnett Career Center (GDOL) and the Career Resource Center, Gwinnett County Corrections Branch. See Attachment B4 - Resource Sharing Agreement for Rockdale County See Attachment B5 - Resource Sharing Agreement for Cherokee County See Attachment B6 - Draft Resource Sharing Agreement for Career Resource Center, Douglas Branch – currently under review by the County Legal Department See Attachment B7 – Draft Resource Sharing Agreement for the Career Resource Center, Henry Branch – currently under review by the County Legal Department See Attachments B8-B10 – CEO/LEO/WIB Agreements

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7.

List the board-established policies regarding: a. Priority of service for intensive and training services, where adult funds are determined to be limited is included as Attachment L. b. service to individuals who do not reside in the area: Priority for intensive, training and support services will be given to residents of the metropolitan Atlanta service area for adult, youth and dislocated worker applicants. Services for dislocated workers will also be given to employees of companies whose place of employment is/was within the metropolitan Atlanta service area. Informational, core and intensive services will be available to all eligible applicants. When funds are

sufficient, residents of other service may be served by the ARWB or referred to apply for training services with the other WIB offices if more convenient and feasible. c. Target groups served in the area. Target Groups are listed on Attachment L under Priority of Service. d. Supportive services policies for adults, dislocated workers and youth are included as Attachment F. e. Demand Occupations are included as Attachment G. 8. Describe the local ITA system, including: a. Public notification to prospective providers ARC, as agent for the ARWB, with input from three participating LWIBs, solicits bids through a public invitation process by posting of a training provider application on the ARC website. The GDOL website also directs interested applicants to the ARWB as well as the ARWB website application. Letters of notice of application are forwarded to any agency that requests to be placed on a bidders list. The solicitation is an open solicitation. b. How the Board evaluates providers and proposed training programs for initial eligibility, based on criteria of proven effectiveness, local employer/industry demand, accreditation, and customer accessibility. Receipt, logging of applications and evaluation of responsiveness occur upon application transmittal to ARC. Applications are reviewed for responsiveness and letter/electronic notification of non-responsiveness are forwarded to training providers, if necessary. Letters/electronic responses denote reasons for non-responsiveness and information needed to resolve and resubmit the application. Training provider applications are reviewed and evaluated by two staff persons. The evaluation includes the application evaluation elements in the evaluation criteria, such as accreditation, accessibility, employer advisory committees, etc. Also included are pre-award visits to new providers, verification of performance information (including GDL reporting), employee interviews, participant/student interviews, etc. State WIA performance goals, regional goals and ARC goals are reviewed against provider performance outcome goals. UI Wage Reports may be used to verify employment, employment dates, and wages Letters/electronic responses are forwarded to training providers who fail to submit adequate information and applications may be reviewed upon submittal of additional information. If fraudulent or faulty information is received, the application is denied and an appeal ensures, the Regional ITA Committee hears the appeal. ARC prepares summary reports on evaluation of training provider applications and submits to the Regional ITA Committee for approval. Information is transmitted electronically to the GDOL for approval. Following state approval and listing of eligible providers on the state list, LWIBs are responsible for rejecting/restricting use through local policies and parameters. ARC provides letter notification to state-approved training providers. If a training provider is rejected during the initial ARC review and subsequently appeals, ARC will utilize the Regional ITA Committee in the appeals process. Any appeals based on local policies will be handled by the individual LWIB.

c. Formal Appeals process for aggrieved ITA customers and providers of unapproved training programs. See Attachment J for the ARWB Appeals Process to provide recourse to providers who think that they did not receive proper consideration for initial eligibility determination for a program of training services. Also included as Attachment I, is the ARC/ARWB Grievance /Complaint Procedures and Equal Opportunity Policy, which also can be utilized by training providers for grievances. Attachment I, also details Grievance/Complaint Procedures and EO Policy for WIA applicants and participants. d. Ongoing process used to update the data on the eligible provider list (exclusive of the state-conducted annual subsequent eligibility process) A quarterly desk review of each eligible provider determines performance outcome measures compared to ARWB plan performance outcomes. Criteria are outlined in the Training Provider Agreement. ARC requires that each provider’s performance meet and/or exceed established ARC performance measure goals. If the goals are met, the training provider agreement continues. For providers that do not meet minimum performance, providers are given a 30 day “pending Hold” status, in order to submit verifiable information regarding customer’s performance. For new providers a “limited slot” requirement is instituted. Under this restriction, a limited number of customers are allowed to attend the provider’s training; however, once the number has been reached, no other customers may attend training until a review of performance is conducted. Depending on the results of the review, the limited slots requirement is lifted or continues until performance is met. If the review determines that the provider’s status has changed, i.e., moved location, termination business, etc, an immediate notification is provided to GDOL. Procedures for review and approval of additional programs and price changes for approved training providers are provided in the Training Provider Agreement. Submittal of program changes/additional programs/price increases are reviewed by the ITA Committee and if approved, transmitted to GDL. For requested programs not associated with demand occupations, training providers submit the items listed above and three statements from employers verifying they would employ an individual who completes training. e. Any regional policies or agreements for ITAs or training providers For 2006, three workforce areas agreed that ARC, as agent for the ARWB, is responsible for a regional eligible training provider/individual training account (ITA) system and contracted with ARC to provide services, such as application review and evaluation, reference and performance checks, monitoring, reporting, etc. Each metro WIB is responsible for developing local policies and parameters, approving local training providers, executing a training provider agreement, maintaining a participant tracking system, and maintaining financial obligations versus expenditures of the ITA system. Regional meetings are held bi-monthly and include an agenda item regarding ITA providers. Each WIB is provided a reporting of performance for all metro area training providers in addition to providers with local WIB enrollments. Any discrepancies or potential problem areas are highlighted in the reports to the WIBs.

All policies regarding ITAs are discussed by the Regional Committee and presented to the respective boards for approved. In most cases, regional policies are the same for tuition and support. f. Access of customers to the eligible provider list and process for determining which customers receive ITAs. A customer determined eligible for WIA training services may select a provider from the State-approved listing after consultation with a WIA career advisor. If a customer receives career advisement and support services and the program of study is funded by Pell/HOPE funds, the ITA policies will apply. Access to the eligible provider listing is provided through the one-stop system, through GDL’s website and through ARC's website. Customers are encouraged to review on-line information as well as handouts including web addresses and one-line resources during Rapid Response sessions as well as during Orientation or drop-in visits to the Career Resource Centers. Priority for intensive and training services will be given to individuals who have met the minimum eligibility, but have one or more characteristics that often act as barriers to employment or other factors that may limit an individual’s ability to seek and maintain employment. Priority for services groups are listed in Section V. 7. and on Attachment L. The ARWB implemented several policies to increase the availability of training to certain targeted industry training sectors and made changes to service policies for dislocated workers. Policies for high demand targeted industry training and priority for dislocated worker services are attached. Training funds are generally used to build on existing skills. If an individual can be trained for a quality job more quickly and economically by building on existing skills first, that may take precedence overt training the individual for an entirely new occupation. The customer’s interests, the demands of the labor market and limited training dollars are considered. Criteria for determining “in need of training”: “In need of training” will be the summary result of the assessment information, labor market analysis, and review of the desired training course to establish that the customer’s likelihood of securing and /or maintaining regular full-time employment will be significantly improved with additional skills obtained from training. Customers applying for training services with recent training or attainment of a recognized technical school certificate, college degree or diploma (2 years or less) may not be considered “most in need” of training services. This is particularly relevant for customers with recent training or education in areas considered to be “indemand”. Demonstrate ability to successfully participate in training: An individual may demonstrate ability to successfully participate in training by meeting all entry level criteria for a specified training program; being accepted by the school and/or program without conditions; having a training plan that indicates the individual has a reasonable likelihood of successfully attending and completing desired training and securing training-related employment upon completion of training. At a minimum, the training plan should address issues that affect the individual’s ability to attend/complete training such as: availability to attend classes offered (time and/or location of training); need and

likelihood of part-time or interim employment while attending training; other financial support mechanisms (how is the individual going to live while in training?) such as unemployment benefits, public assistance, severance pay, other family member employment income and support; and an indication that assessment results indicate a match between the individual’s interests and aptitudes for the training area and training related occupations. The training plan must also address other occupational or industry related criteria that may preclude an individual from securing employment. Some examples may include: driving record for individuals interested in commercial truck driver training; felony conviction or patters of arrest or conviction for some positions with education or childcare settings; clean criminal background check for positions with the aviation industry, etc. Customers may be required to demonstrate that current job openings exist, and/or are projected in the region for occupational clusters that have been the target of major layoffs or pending announced layoffs. Customers may be required to assist with researching employment options related to their desired training and provide reasonable verifiable information concerning job openings and/or documentation that the customer has a bona fide job offer pending the completion of specific training activities. An example might include requests for training in the telecommunications area. Due to large recent layoffs, training requests would need to indicate that viable job openings are available and that the customers have the necessary experience to compliment the proposed training to qualify for the available openings. Documentation of efforts to obtain other financial assistance: Individuals must demonstrate that they have applied for federal and state financial aid with schools or organizations that received federal or state financial aid. A copy of the application or notification of financial aid must be presented or verified electronically. Individuals who have recently applied for assistance, but have not received an award of notice, may be approved to begin training with WIA fund. They will be required to provide a copy of the award within 45 days of the beginning of training or before the start of the next registration period for continued training, or prior to the issuance of an additional voucher for training/training expenses. g. process to track and manage all ITA activity The Georgia Workforce System and Entre are utilized to track customer activity, both programmatic as well as financial. Obligations and cost commitments, as well as expenditures are tracked through Entre. The GWS tracks enrollments and performance outcomes. GWS reports determine enrollments and performance results for training providers and reports are utilized during quarterly reviews. Reports are made available to all workforce boards during meetings. h. Board policy on use of statewide eligible provider list, including financial and duration limits, demand occupations, out-of area training, service to out-of-are customers, restriction on use of statewide list, etc. Individual Training Account Policies are included as Attachment H. The Demand Occupation list is included as Attachment G. Service to individuals who do not reside in the area is addressed in Section V.7.

9.

Describe local policies that ensure that other financial resources for training (e.g. Pell, HOPE Grant or Scholarship, TANF, etc.) are considered before expending WIA funds. Describe any coordinated efforts regarding training across areas within the region. It is the policy of the ARWB to coordinate WIA training funds with Pell and HOPE funding. All customers must apply for Pell and HOPE funding, if eligible. Customers should apply as soon as a school is selected. Customers may begin training while these applications are in process. This policy applies to those customers who are seeking assistance for funding for schools that provide financial assistance under Title IV of the Higher Education Act and the Georgia HOPE Scholarship Program. If Pell and HOPE funding is denied, documentation of the denial must be included in the customer’s file. The ARWB will equally share costs of training and related approved expenses for Trade Act programs. Career advisor staff will develop a training plan for customers eligible for trade related programs that splits the costs 50/50 between WIA and Trade, up to the limits set by the ARWB. In the event that 50% of the training costs exceed limits, the remainder of training expenses will be charged to the Trade program. During time of limited WIA funding, Trade Act may cover the costs of training. Staff also will encourage customers to review funding assistance listed on the Georgia Career Information System and on the ARC website. ARC maintains a current listing of Financial Aid/Scholarships websites. Customized Training Programs are often a Regional effort with prospective employees recruited from the appropriate Workforce Board. For example, for a BellSouth Training Program in Marietta sponsored by the ARWB, ARWB worked closely with both CobbWorks and the Cobb/Cherokee Career Center. For a Bank of America Customized Training Program with offices in both College Park and Tucker, ARWB worked closely with DeKalb Workforce Board, Atlanta Workforce Development Agency and the Fulton Workforce Board.

10.

Discuss the role of faith- and community-based providers within the local system. Discuss board policies regarding training contracts with community-based organizations or other training providers with proven expertise in serving special populations with multiple barriers to employment and populations. If the board has established such contracts, list which populations will be served through these contracts and list the criteria by which the area determines the proven effectiveness of such programs. See ETA’s National Strategic Directions, encouraging effective utilization of faith-based and community based organizations, and incorporate as appropriate. Faith-Based Community Organizations (FBCOs) may apply to become eligible training providers by completing and submitting a training provider application. The same method used to evaluate applications submitted by other types of entities will be used for applications submitted by FBCOs. Faith-Based and Community Organizations serving as Training Providers are reviewed quarterly using the same method of review as other eligible training providers. In addition to a small number of youth WIA contracts, ARWB staff developed initial contacts and dialogues with FBCOs in the census tracts stipulated by The Touching Lives & Communities SGA. ARWB interacted with the FBCOs during the grant preparation

period, and since that time have maintained contact by serving as an intermediary conduit for forwarding email and other information from CFBCI including announcements and information. After an initial community meeting at one FBCO, telephone and email have been the primary communication strategies to date; this process was satisfactory for conducting the necessary communication and business during the proposal-preparation process. Prior to that time, there were no particular strategies for dealing with FBCOs which set them apart from other providers. Also, ARWB participated in a technical assistance initiative provided by the Center for Faith-Based and Community initiatives. Technical Assistance efforts were focused in four areas: (1) establishing access points of mini-Career Centers at FBCOs (2) creating resource directories/referral systems with FBCOs (3) developing contracting mechanisms for small organizations and (4) identifying and addressing barriers which hinder effective partnerships with FBCOs. The ARWB has chosen to serve special populations through contracts and services that are components of the One-Stop system. These contracts include services to the offender population through a contract with Gwinnett County and its Gwinnett Corrections site. Additional special population services (disabled, Hispanic, Juvenile Justice, foster care, for example) are also provided by Youth contract service providers, most of whom are community-based/grass roots organizations. Focusing on community-based organizations as providers of youth services has been a Youth Council priority since the beginning of WIA. Prevention Plus, a current contractor for services to youth, is a faithbased organization. 11. Describe the area’s process and procedures for contracting with intensive service providers, support service providers and other contractors for adult and dislocated worker services. If the area has no such contracts, simply write in NA. Contracts for One-Stop Operators, whose selection was based on a collaborative process in each area, include intensive services and support payments. 12. Describe the area’s process and procedures for contracting with youth service providers. Describe the area's youth service strategies. Discuss how the area’s workforce system is addressing the ten local youth program elements described in the WIA, as well as the integration of other initiatives such as School-to-Work, Jobs for Georgia Graduates, Job Corps, and High School/High Tech. Describe the specific strategies the area is using to meet ETA’s New Strategic Vision for the Delivery of Youth Services under WIA. Youth service providers are independent organizations selected through a competitive RFP by the Youth Council and recommended to the ARWB for approval. ARC then contracts with the selected organizations, whose contracts may be extended up to three years. In addition to WIA youth service requirements; RFPs address target groups and seek certain types of service organizations, as determined prior to the issuance by the Youth Council. From the beginning of WIA, the Youth Council has emphasized service to out-of-school youth (primarily dropouts) through RFPs which emphasize that service in the request, and has selected contractors whose ability and experience in services to that population

are appropriate. Contracts are written with specific out-of-school service goals. Current year contracts include Prevention Plus, an alternative street school through which dropouts are brought back into organized education, and Hearts to Nourish Hope, which receives numerous referrals of dropouts from the Juvenile Justice system. Meetings with existing contractors also have emphasized the importance of this service target. Several contract organizations have visited successful providers of out-of-school service, and have attended training sessions and conferences to learn better how to serve this target population. The Area’s yearly percentages of service to out-of-school youth ranges around 50% or somewhat higher. However, the Youth Council has also continued to support funding for some primarily in-school youth projects, taking the position that WIA should fund model projects for both in and out-of-school youth populations. Program strategies include the recruitment of eligible youth ages 14-21 attending secondary school or a dropout prior to graduation. Youth must be ages 14-21, low income, and meet at least one of six specific barriers to employment. Five percent may be non-low income if they have one or more specified barriers to school completion or employment. At least 30 percent of the funds must be spent on out-of-school youth. Services include school, work and community-based learning, summer youth activities, job shadowing, mentoring and work readiness skills training. Continual case management and follow-up activities which last for at least twelve (12) months include a career plan, preparation for post-secondary opportunities and linkages to employers in the area. The ten program elements of the Workforce Investment Act are included in the ARWB strategic plan for youth services, and have been part of the three Requests for Youth Service Proposals (RFPs) issued in December 2000, in December 2001, in April 2004, and in April 2007. Highlights of the April, 2007 RFP that reflect ETA’s new strategic vision for the delivery of youth services include: Youth target populations are dropouts, disabled youth, youth in the Juvenile Justice system, Hispanics, youth in the foster care system, etc. The RFP focuses on youth in the transition years of high school, if an inschool project, and basic skill deficient out-of-school youth. The ARWB may negotiate with all proposers for State of Georgia selected targets (and desired activities) if requested and this supports cost efficiencies (dropout prevention activities aimed at Middle School to High School transition, for example). This RFP will especially look at the relation of proposers to “occupational skills training,” the relation of proposers to “GED instruction,” integration of youth projects with area One-Stops, a Business focus (developing the emerging workforce), the relation of proposers to the business community and employment placement, the possibility of community youth resource development activity beyond WIA funding, leading to additional youth funding for communities. Youth activities will: 1) provide to eligible youth seeking assistance in achieving academic and employment success, effective and comprehensive activities, which shall include a variety of options for improving educational and skill competencies and provide effective connections to employers ensure on-going mentoring opportunities for eligible youth with adults committed to providing such opportunities provide opportunities for training to eligible youth provide continued supportive services for eligible youth provide incentives for recognition and achievement to eligible youth, and

2) 3) 4) 5)

6)

provide opportunities for eligible youth in activities related to leadership, development, decision making, citizenship, and community service

Program designs for eligible youth will: 1) provide an objective assessment of the academic levels, skill levels, and service needs of each participant which assessment shall include a review of basic skills, occupational skills, prior work experience, employability interests, aptitudes (including interests and aptitudes for nontraditional jobs), supportive service needs, and developmental needs of such participant, except that a new assessment of a participant is not required if the provider carrying out such program determines it appropriate to use a recent assessment of the participant conducted pursuant to another education or training program develop service strategies for each participant that shall identify an employment goal (including in appropriate circumstances nontraditional employment), appropriate achievement objectives, and appropriate services for the participant taking into account the objective assessment conducted, except that a new service strategy for a participant is not required if the provider carrying out such a program determines it is appropriate to use a recent service strategy developed for the participant under another education or training program provide preparation for postsecondary educational opportunities in appropriate cases provide strong linkages between academic and occupational learning provide preparation for unsubsidized employment opportunities in appropriate cases, provide effective connections to intermediaries with strong links to the job market and local and regional employers provide job search and job placement assistance

2)

3) 4) 5) 6) 7)

Program elements for eligible youth will consist of the ten required WIA elements: 1) 2) 3) 4) 5) 6) tutoring, study skills training, and instruction, leading to completion of secondary school, including dropout prevention strategies alternative secondary school services, as appropriate summer employment opportunities that are directly linked to academic and occupational learning as appropriate, paid and unpaid work experiences, including internships and job shadowing occupational skill training as appropriate leadership development opportunities which may include community service and peer centered activities encouraging responsibility and other positive social behaviors during non-school hours, as appropriate supportive services adult mentoring for the period of participation and a subsequent period, for a total of not less than 12 months follow up services for not less than 12 months after the completion of participation as appropriate and comprehensive guidance and counseling, which may include drug and alcohol abuse counseling and referral as appropriate

7) 8) 9) 10)

Current active providers of all or some of the ten WIA youth program elements are funded by WIA, through the competitive RFP process employed in December, 2000, and in December, 2002, and in April, 2004, and again in April 2007 by the Youth Council and the ARWB/ARC. Contracts from these RFPs have been extendable for up to three years, based on acceptable performance. All elements are provided directly by each ARWB/ARC contract, or through referrals to a combination of programs and services which are part of the area’s workforce system. Future WIA contracts will be expected to fill needs and gaps, or will target services to specific youth populations. Current contract service providers include WORKTEC (Clayton County Board of Education), Hearts-toNourish Hope, Cherokee Youth FOCUS (Cherokee Schools), Prevention Plus, Inc, and CorVel Corporation. Each eligible youth participant will be provided information on the various applicable or appropriate services that are available through contract providers or Career Resource Center partners. Participants will receive referral to appropriate training and educational programs that have the capacity to serve the participant or applicant either on a sequential or concurrent basis. Services for in-school participants will include remediation, career exploration, tutoring, internships or work-based learning. Out-of-school program design will include vocational skills training in high demand occupations and referrals to GED preparation or high school completion programs. Work Experience will include paid and unpaid employment for youth ages 14-21. Work experience jobs may include internships, job shadowing positions and career exploration opportunities involving local public, non-profit and for-profit employers. Students are taught work readiness and work maturity skills. Occupational Skills Training includes activities to assist in the achievement of academic and employment successes. If appropriate, participants are enrolled into post-secondary training at local colleges and technical schools. Supportive Services: Linkages with community for services such as transportation, childcare, housing, referrals to medical services, and clothes closets will be provided as needed. Mentoring: Adult mentoring will occur during participation of training and will continue for a period not less than 12 months. Guidance and Counseling: Referrals will be given to youth participants who are in need of counseling in such areas as substance abuse, training and post-secondary training. Follow-up services are offered to eligible youth as defined in the Individual Strategy Plan for a period not less than twelve months after the completion on program activities. Services may include but not limited to: core and intensive training, post-secondary occupational skills training, and employment-based activities such as job clubs and job shadowing, adult mentoring and tutoring. Leadership Development and Citizenship Training: As part of the follow-up process, youth ages 16-21 will be exposed to post-secondary educational opportunities through the local colleges, tech schools and universities. Citizenship training includes life skill

training such as parenting, work ethics, financial budgeting, self-esteem building, decision-making and work simulation activities. Leadership development and citizenship training also includes guidance from Youth Council, youth advisors and community agencies. The ARWB continues to build partnerships with community agencies and local school systems to provide adequate and career enhancing programs. Partnerships also assist in the development of academic standards in successfully preparing students for careers and job placement. Employers working with this partnership will have access to well-trained, competent and motivated workers. Several key Board and Youth Council members are already involved in integrating services within respective counties. Integration with area employers is led, in part, by members who represent work-based learning for local school systems, and by local school systems themselves which have contracts to provide WIA services (WORKTEC for Clayton County Board of Education, and the Cherokee FOCUS project for Cherokee Schools). The challenge remains to integrate services on a regional basis. The Job Corps serves as an alternative learning program for disadvantaged youth ages 16-24. This program gives youth the opportunity to advance in their academic and vocational training beyond local school systems. With training, individuals are given the opportunity to work in entry-level positions, join the military, and attend classes for GED preparation. Job Corps also provides continual community outreach and teaches their students citizenship skills by working on community projects. Referrals to the Job Corps are frequently provided based on individualized assessment. School-to-Work (STW), or “transition services,” includes services for applied and projects based-learning, comprehensive career counseling, a variety of work-based activities such as job shadowing and structured work experiences. With STW activities, students are exposed to a broad variety of career options and provided with the knowledge for academic training that may lead to post-secondary activities or a wellpaying job directly out of high school. School-to-work providers and representatives are included on the Youth Council and function to integrate services into the continuum. Members of the Youth Council have taken a leadership role for the Workforce Area and Region Three in STW-funded comprehensive youth development system-building efforts. Efforts to work with foster youth have increased. Staff have participated in meetings and a retreat for Independent Living Program staff. Local ILP coordinators are having initial or update meeting with ARWB provider staff, to further strengthen their working relationships, and to possibly increase the number of foster youth served by the ARWB. The Youth Challenge Academy in Georgia provides “at-risk” youth academic and life skill training to improve employment opportunities and leadership skills. Youth participants are introduced to military life, GED preparation, and post-secondary instruction. Participants are given the opportunity to enroll into college-level courses and identify their work skills and job search abilities through job shadowing with local employers in the area. Referrals to this resource occurred in the beginning of WIA as a special, funded project. Referrals have continued, but not funded by WIA. Hearts to Nourish Hope, an ARWB WIA provider, actively engages youth from the Youth Challenge Academy in Augusta as a local entity supporting their return to metro-Atlanta, often connecting them to employers or local mentors.

Youth Apprenticeship programs are sponsored by local employer and labor groups to combine on-the-job training and classroom instruction for highly skilled occupations. ARWB continues to work with local employers and labor groups in placing 16 to 21 years old in these activities. Efforts continue to be made to bring this youth resource into the system mix, with some significant success through the efforts of Hearts to Nourish Hope with the IBEW. 13. If the area has chosen to use ITAs for older youth (per the state waiver under WIA Section 189(i) (4) (B), please describe the criteria that will be used for determining appropriateness and how youth will be assisted in choosing appropriate service providers/programs. If the area does not plan to use the ITA option for older youth, simply write in NA. ITA-age youth, 18-21, are provided ITA funding primarily through adult monies, for which this group is eligible, and when it is available. Using this funding approach, there may be participants who are 18-21 who are WIA-registered as Adults-only, or as both Adults and Youth (if Youth services are also received through Youth contract service providers.) When adult funds are not available, the State waiver will be employed (as of February, 2005). For the Youth ITA Waiver the Area, these guidelines will be followed: a. The parameters for the Youth ITAs would be the same as those for Adult ITAs regarding training length, allowable funding, demand occupations, etc., as found elsewhere in the Plan. b. ITAs for youth will be deemed appropriate on an individual basis, following full assessment and career exploration with each affected Youth ITAs will be used only in conjunction with WIA youth programs, which will assist the youth in making wellguided career decisions. These same programs will be responsible for counseling and support services, placement and follow-up services, to assure that youth benefit from the ITA training. c. This program option for youth will not supplant the availability and use of the ten required WIA youth elements. NOTE: In addition to the Youth ITA waiver, all current waivers granted to Georgia should be continued, including those related to services to hurricane victims. 14. Describe dislocated worker service strategies, including coordination with state-level Rapid Response, including GDOL career centers and state/local Trade Act activities. ARC serves as part of the Rapid Response team during employer and employee layoff meetings and participates in the strategic planning of activities. In cases of mass layoffs, ARC staff, one-stop staff or a combination of agencies join the Rapid Response team in on-site visits to employers/employees. For layoffs of fewer than 50 affected employees identified by the local Career Center, staff may schedule employer and employee meetings, if appropriate. In cases where employer/employee meetings are not conducted, information will be mailed to the employer, if appropriate, or directly to the employees, if their addresses are available.

Special services are generally provided for layoffs that involve 100 or more employees. Specific training programs also may be designed to meet the needs of an individual mass layoff or closing. One-stop staff are available to provide core and intensive services both for satellite access points and for larger layoffs. Teams, involving one-stop staff, GDL Career Center staff, and Rapid Response staff, may be assembled to assist with large layoffs to provide on-site services either at layoff sites or at another local setting. Training providers also may assist with large layoffs in order to quickly process appropriate candidates for training. Dislocated Worker funding is utilized for core, intensive and training services, with the majority of training services accomplished through the individual training account system. When an employee/employer is designated as affected by the Trade Act, one-stop staff complete the assessment for training suitability and process the submittal to receive Reemployment Benefits. ARWB and other metro WIBs participated in a pilot project in which staff provided the assessment and career advisement for Trade Act participants and a procedure was developed to share costs of training. 15. Describe how WIA and other funds available in the area are used to conduct outreach and recruitment for individuals in special populations, including veterans, migrant and seasonal farmworkers, individuals with disabilities, older workers, public assistance recipients, offenders, customers with limited English proficiency and other groups. Discuss the local area’s services to older workers. Please see section 18 for a description of services to older workers. Services to special populations at providers including: Gwinnett Corrections/Center of Industry and Technology occupational training programs for offenders (welding, HVAC, commercial maintenance), and WORKTEC/Clayton Board of Education’s work-based training of disabled Youth individuals continues. Youth programs funded by WIA continue to focus efforts on behalf of individuals who are in the State Juvenile Justice System, Hispanics, foster care and public assistance. Migrant and seasonal farmworkers are not a special service population for the metroAtlanta area although the full range of WIA and Partner services is available to them. Staff in the ARC office are former employees of Telamon, the Georgia MSFW grantee for Georgia, so that special services may be easily identified if needed, from time to time. Special outreach and recruitment responsibilities are assigned to any contractor for special population’s services. Partners who use the One-Stop center to provide special population’s services also conduct their own, specialized recruitment for their targeted populations. 16. Discuss the area’s workforce services to businesses, and how business and organized labor representatives on the Workforce Investment Board contributed to the developed of these strategies. Provide a listing of business services available through the area’s One-Stop(s), such as planned employer workshops, tax credit assistance and assessment and screening of potential employees. Additionally, describe the involvement of your economic development community in developing these strategies.

Business Services for the area continue under development. Potential services are listed below. Local Career Resource Center Management teams will work to develop local business services to be provided by each one-stop. Input from business representatives on the ARWB will continue as a menu of business services is developed. • General information for businesses including: orientation to the one-stop system for businesses; employment statistics; performance information; regulatory information; ADA compliance and accommodation information; unemployment information; tax credit information, application and processing Employee recruitment services including: job bank/labor exchange; listing and/or matching job listing; job orders by phone, fax, mail or electronic register; job fairs; interview space New employee follow-up services including: support services for eligible employees; employee assistance programs for one-stop hires; on-going “job readiness” workshops One-stop system information and services: single point of contact for all system services; human resource consultation Employee recruitment/retention services: screening (no-fee or fee, pre-hire testing, credential verification, referral of “best” candidates); positive recruitment, job development; assistance in providing appropriate accommodations for employees with disabilities; turnover climate surveys Employee skills information and services: information on skill standards and skill certification; assessment of incumbent worker skills; information on incumbent worker training resources Downsizing/lay-off services: rapid response; outplacement assistance Economic development information and services: relocation or expansion information, small business incubators One-stop system training services: one-stop access to partner and WIA training; pre-and post-employment skills training; workplace training combined with related skills instruction; workplace literacy, basic skills, and work English New hire training services: pre and post-hire job readiness training; preemployment vocational training; try-out employment; on-the-job training; supported work and job coaching; customized training; apprenticeships

• • • •

• • • • •

Members of the International Brotherhood of Electrical Workers (IBEW - Local 613) and the Georgia AFL-CIO serve as ARWB representatives. Input was solicited from these unions and other business/community representatives on the Regional Skills Shortages Committee in the development of the plan, including demand occupations and service strategies. In addition, area labor unions may provide assistance as a source of referral for training activities, as they are now listed on the Eligible Training Provider Listing. Labor unions provide information to the Career Resource Centers concerning the application process for apprenticeship training in areas such as electrical work, plumbing and pipefitting to allow customers to apply for apprenticeship training, if deemed appropriate during assessment. The ARWB, GDL Employer Committees, business organizations and the employer community have been integrally involved in strategic planning. Chamber of Commerce Economic Development Directors and an Economic Development Authority Director

serve on the ARWB. County Chamber of Commerce organizations have been involved in one-stop implementation within their respective counties. The Regional Planning to Address Skills Shortages Committee (Skills Shortages Committee) is charged with guiding continued development /refinement of business services with the ARWB and staff. This committee will be using the tools gathered from the National Business Learning Partnership. The ARC Business Services Network was established to provide a forum for Career Resource Center Job Developers and Business Service Representative with opportunity to share information and keep up with business development in and around their counties. In 2004 marketing to businesses was also led by a Youth Council subcommittee. The emphasis was on youth as the “emerging workforce” (the title of the April, 2005 RFP), and offered businesses good youth workers in return for employment opportunities ranging from subsidized work experience to internships to permanent employment. Summer projects and summer collaborations with businesses for the last two years have vastly increased youth program visibility in the business community. A substantial association with CVS is began in 2004, with participation by five of the six current WIA youth contractors. 17. The Local Government Services Delivery Act of 1997 defines ways in which jurisdictions will work together to reduce duplication by promoting coordinated service delivery. Discuss any regional service delivery strategies planned within your region. Examples of relevant strategies are: uniformity in eligible training providers, or uniformity in maximum allowable training and supportive service amounts. The Local Workforce Investment Areas within the Metropolitan Atlanta Region (Region 3) have participated in several coordinated efforts to reduce duplication and to minimize confusion that inherently may occur with several workforce areas existing within a single labor market. The Local Workforce Areas have established through a contractual relationship the Atlanta Regional Workforce Board/ Atlanta Regional Commission as the single point of contact for vendors interested in applying for inclusion on the State Eligible Providers List. The vendor application process, application review, and approval are discussed earlier in Section V.8. of this plan. In addition, the Local Workforce Investment Area Workforce Boards have adopted similar maximum allowable training amounts and approved duration of training via their respective Individual Training Account policies. Since the implementation of the Workforce Investment Act, there have been several instances where the metro Workforce Areas within Region 3 have collaborated. In those instances, metro Workforce Areas contributed staff and resources to establish One Stop Centers specifically for the effected workers Each area had affected workers that needed assistance available through the Workforce Investment Act. By working together, the Workforce Areas in Region 3 jointly provided services in a manner convenient for the customers. ARWB and DeKalb WIB have collaborated in several workforce related projects which provided employment/ training opportunities for incumbent workers interested in healthcare careers. Currently, the DeKalb and ARWB are collaborating to serve incumbent workers at five area hospitals. The project addresses skill upgrades for entry

level employees in non medical/ healthcare positions within the participating hospitals. Through School at Work (SAW) curriculum, employees are provided academic instruction to increase their academic proficiency, an introduction to medical terminology and physiology which often are stumbling blocks for persons entering healthcare related occupations. Upon successful completion of the SAW curriculum, employees have the opportunity to enroll in occupational training through the ITA system to obtain necessary skills and certifications to move into healthcare and healthcare related support positions within the hospitals. ARWB continues to address the Healthcare Sector Skills Shortage by participating in additional Health Care initiatives. DeKalb WIB and Atlanta Regional Workforce Board are partners with Georgia Perimeter College and many community partners in Community Based Job Training Grant to educate healthcare professionals with a focus on Nursing. Training is provided for WIA-eligible students pre-nursing students who select alternative health career careers. Special attention is directed to assisting students with development of alternative healthcare career choices when they are not awarded a training slot in Nursing. Staff serve on the Advisory Council for a CNA Career Ladder project with the Georgia Healthcare Association long term care employers and Georgia Department of Labor to provide Advanced Practice CNA training using USDOL Apprenticeships and Distance Learning class-based training provided by Georgia Department of Technical and Adult Education. Previously, the five Local Workforce Investment Areas in Region 3 worked together to assess the state and future needs of the Information Technology industry in the metropolitan Atlanta Area. Information gained through roundtable discussions with businesses, IT employees, training organizations and other interested parties coupled with existing data sources, resulted in a better understanding of the workforce development issues and opportunities within the IT industry. With that information, the Workforce Boards within Region 3 were better positioned to formulate strategies to address the issues, and benefits from the opportunities identified. The Regional Directors continue to meet on a regular basis to discuss relevant issues, such as performance standards, customized training and Business Partnerships, etc. 18. Discuss how the local area is using various fund sources to develop integrated service strategies for adult customers, especially for TANF and other low-income individuals, including the GoodWorks service strategy. Adult customers are provided Core, Intensive and Training services through the regular operation of One-Stop system sites, and through the ITA system of training services. In addition, adults who are members of special barriered population groups are served in the following ways: Offenders – An ongoing special project with Gwinnett County at the Gwinnett Correctional Institute provides Core, Intensive and occupational skills training (welding, HVAC, commercial maintenance) to current inmates. This project is funded by a combination of WIA and Gwinnett County funds. The project is a Partner and component of the Gwinnett County One-Stop Consortium. Activities under WIA include offering Core and Intensive services coordinated with the GDOL/Department of Corrections TopStep program.

TANF recipients – Services to TANF recipients have centered on WIA-sponsored onestops, which coordinates their training services emphasis and resources with other TANF population service providers and partners. Career Resource Center computer labs are often used as resources for the TANF population, which may or may not be enrolled into WIA for this Core service. Long-Term TANF recipients – GoodWorks provides a system of services for the longestterm TANF recipients who are in danger of losing benefits due to TANF time limits. Each county in the ARWB Area has established its own directions for service under the GoodWorks initiative. Older Workers – Older Worker Partner representatives are working closely with ARC and WIA-funded One-Stop system components to establish an older worker presence and special effort for services at each One-Stop site. Several sites have become Older Worker subsidized employment sites. Particular effort is being given to purchasing library resources to assist older workers interested in entering the work force or returning after a period of retirement. Tips for writing resumes, outlining skills and marketing their special set of skills and expertise for the workplace are available through books, computer programs and videos. Resources for training opportunities and skills upgrades, many of which are free, are made available in the Career Resource Centers, including tuition free attendance at state universities and technical colleges. Staff participated in “Mapping Your Future” conference for seniors produced by Area Agency on Aging. Employers discussed flex, contract and part time opportunities being explored to attract aging Boomers and older senior back into the workforce. Persons with Disabilities – Services to this population are available through the ITA system. Additional, non-WIA funding is regularly sought by WIA partners and existing contract providers of one-stop and Youth services. Though not Ticket-to-Work Network providers, ARWB one-stops provide information and referral for this nationwide initiative. Adult Dropouts – On-site Adult Education services have been and will be, at times, available in several One-Stop locations. Active solicitation of ITA training providers whose entry criteria does not require a high school diploma, connected to GED preparation, ensures that this special population has appropriate services available. Staff are participating in development of a pilot Accelerated Learning Center to assist Adult Dropouts who are also Dislocated Workers to earn a GED and prepare for Work Ready Assessment and employment in the Advanced Manufacturing and Automotive Industry Sectors. Georgia Department of Labor Career Centers are partners in the development of local One-Stop sites; GDOL staff are often located in ARWB one-stops, and ARWB one-stop staff are often located in GDOL Career Centers. 19. An important feature of the customer-focused system under WIA is increased options for accessing workforce services. Discuss steps your area is taking to address increased options, such as: alternative access points; self-directed and electronic services; development of resource areas; orientation to services; enhanced reception/greeter functions; or service referral mechanisms for various customer groups and at various sites within your system. Review and incorporate ETA’s National Strategic Directions-

“System Reform and an Increased Focus on Workforce Education and Training,” as appropriate. At each chartered one-stop center, or Career Resource Center, a local Resource Sharing Agreement is developed and executed. The RSA includes the establishment of a local Career Resource Center Management Team with representatives from each partner agency as well representatives from the business community. These teams work out details on the local level on referral mechanisms, improving services, sharing client data, building business services, etc., in an effort to provide continuous improvement of services offered at the one-stops. ARC will work closely with each Center to provide efficient and effectiveness customer service, including assistance with computer systems, software enhancements, motivational posters and library resources. With the award of a sub grant ARWB increased access to services for individuals with disabilities and developed additional in-service training for all staff in disability awareness and resource development. Centers now have specific workstations with adaptive technology and software, additional adaptive equipment for individual use within the center, resource manual, TTY, a designated disability advocate, and have had modifications to facilities as recommended in an ADA accessibility study. Outreach has been made to other community organizations to provide information on current resources. VI. Performance Accountability 1. See Attachment C for proposed performance measures for Adult, Youth and Dislocated Workers. Please indicate if there are any changes to populations served, to the economy or other mitigating factors when developing your performance targets. Describe proposed local strategies for obtaining and using customer feedback. Close cooperation and coordination with the State-based “customer satisfaction” measurement contractor ensures that information gathered for this purpose is as compete and accurate as it can be Additional information will be obtained from a variety of resources, including: Overwhelmingly, through the customer service Hotline Number, which serves the Atlanta region as well as the ARWB workforce area. Comment boxes in local one-stop sites. Questionnaires distributed after information sessions and other workshops. Continuous-improvement based interviews with partner customers, including employers. End-of-year surveys for several customer groups: participants, employers, training providers. Input from the local Career Resource Center Management Teams for continuous improvement. Annual web-based Customer surveys issued as a component of the Regional ITA system. 3. Describe the board’s strategies and process for evaluating the system’s progress in meeting the needs of employers and individuals in the community, including how the board is promoting continuous improvement of the local system.

2.

At regularly scheduled Board and Committee meetings performance information related to WIA and other ARWB/ARC grants is made available. This information ranges from statistical reports to anecdotal information involving experiences and outcomes of participants, employers and various partners. Special projects are reviewed in-depth through special reports and briefing papers. Regular monitoring of all components, initially those funded by ARWB/ARC grants, will ensure that problems are identified early, so that solutions can be initiated in a timely manner. Continuous improvement will be insured through open and regularly scheduled, as well as informal, partner interactions. Board members also review results of a yearly Regional Customer Survey, which identifies strengths and weaknesses. Corrective action for each weakness is discussed. VII. Equal Access and Opportunity 1. Briefly describe local procedures and staffing to address grievances and complaint resolution. The local procedures for handling grievances are described in Attachment I, Grievance/Complaint Procedures and Equal Opportunity Policy. The WIA Equal Opportunity Officer handles all staff responsibilities for grievances and complaint resolution. A Grievance/Complaint Procedures for youth under age 18 and their parents is now available. 2. Describe how the local area is ensuring full accessibility of sites and services. Examples include an accessibility checklist on which staff have been trained, assistive technology in resource rooms, and ongoing coordination, training and mutual referrals with community rehabilitation providers. All ARWB Career Resource Centers delivering WIA services provide full accessibility to sites and services. Staff have received training and written instructions regarding assistive technology in resource rooms including a list of items available for under $200 to provide the individual assistance a specific customer may require. Program information is available in Braille, and through TTY. Rehabilitation Services of the Georgia Department of Labor is the primary community rehabilitation provider with whom training and mutual referrals are conducted. 3. Describe the local area’s policy for ensuring priority of service for veterans and how GDOL employment services to veterans are integrated into the local workforce system. Implementation of the USDOL Hire Veterans First Campaign is in place at the Career Resource Centers. Partners, employers and veterans are being provided information on the full range of services available to veterans through the Career Resource Center System as well as veteran priority for all federally funded employment and training programs. Veterans are served as either low-income Adults or Dislocated Workers; they are provided the complete compliment of Core and Intensive Services at the Career Resource Centers prior to entering training. Services to Veterans are coordinated with the Georgia Department of Labor/Veterans Administration liaison whose offices are at the Veterans Administration complex in Atlanta. A link to the veterans’ services web site appears on the Atlanta Regional Commission web site. The area will support and

participate in any region wide meetings to help local Career Center and understand better the resources for Veterans each has to offer, and to establish local working relationships. One-Stops will also devise procedures through which Veterans are identified as quickly as possible whenever they seek One-Stop services. When funds are seen to be running out, of those applicants already in the “application pipeline,” Veterans will receive priority for remaining funds as long as they meet the usual program and training requirements. 4. Describe the area's efforts to address the needs of customers with Limited English proficiency (LEP). Key elements include staff, technology and availability of materials in languages prevalent in the area. To address the needs of customers with limited English proficiency, information brochures and posters regarding the ARWB program and services are available in Spanish. Staff uses the automated translation software on the Alta Vista web site, and Career Resource Centers have the Basic English Skills Test (BEST) for English as a Second Language customers. Brochures and information are available En Espanol at the Atlanta Regional Commission web site: www.atlantaregional.com/workforce. Resources are available at the Reception Desk in each Career Resource Center to assist staff with addressing language barriers resulting from increasingly diverse populations seeking services. Language translation cards and a free translation telephone line are available, and the USDOL Career Infonet web site can be translated Online into ten languages. Special basic skills assessments are available for customers with Limited English Proficiency 5. Where applicable, describe how services to Migrant and Seasonal Farmworkers (MSFWs) are integrated into the local workforce system. Describe any specific local or regional service strategies for migrant workers. The number of Migrant and Seasonal Farmworkers (MSFWs) in the metropolitan Atlanta Area counties is so small that no regional service strategies are required for this population. All one-stop services are available to this group, and a list of addresses of Career Resource Centers is available in Spanish.

VII.

Plan Attachments Attachment A: Attachment B1: Attachment B2: Attachment B3: Area Sites and Services Memorandum of Understanding Resource Sharing Agreement for Career Resource Center, Clayton Branch Resource Sharing Agreement for Career Resource Center, Gwinnett County which includes the Career Resource Center, Norcross Branch, Career Resource Center Gwinnett Technical College Branch, Gwinnett Career Center (Georgia Department of Labor) and the Career Resource Center, Gwinnett Corrections Branch Resource Sharing Agreement for the Career Resource Center, Rockdale County Resource Sharing Agreement for the Career Resource Center, Cherokee County Draft Resource Sharing Agreement for the Career Resource Center, Douglas County Draft Resource Sharing Agreement for the Career Resource Center, Henry County CEO/WIB Agreement LEO Agreement CEO Agreement Performance Worksheets Local Area Assurances*

Attachment B4: Attachment B5: Attachment B6: Attachment B7: Attachment B8: Attachment B9: Attachment B10: Attachment C: Attachment D:

*Local assurances were developed to address provisions of the Workforce Investment Act and the Final Rule. By virtue of original signatures with submission of the plan, the local area agrees to abide by these provisions. Attachment E: Attachment F: Attachment G: Attachment H: Attachment I: Attachment J: Attachment K: Priority of Service ARWB Support Policies Demand Occupations List ARWB ITA Policies ARWB Grievance Policies WIB Appeals Process Workforce Development Division Staff