Cobb Workforce Investment Board Local Area Plan Update Program Years 2007-2008

Comprehensive Local WIA Plan PY 2005 - 2006 Area Contacts 1. 2. Name of Area: Cobb County (Region 3, Area 4) Name, address, and phone number for Chief Local Elected Official Honorable Samuel S. Olens, Chairman Cobb County Board of Commissioners 100 Cherokee Street Marietta, Georgia 30090-9612 770-528-3300 3. Name of organization administering the grant: CobbWorks, Inc. Name, address, and phone number for Local Area Director John Helton, Executive Director 463 Commerce Park Drive, Suite 100 Marietta, GA 30060 770-528-8072 Fax Number: Email Address: 4. 770-528-8078 jhelton@cobbworks.org

Name, address, and organization of the Workforce Investment Board (WIB) Chairperson Pamela Teague, Senior Project Manager IBM Global Technology Services 3100 Windy Hill Rd. Atlanta, GA 30339 (770) 835-3311 (w) (770) 835-3915 (f) pteague@us.ibm.com

5.

Name, address, and organization of the Youth Council Chairperson Mark Justice, Director of Education and Community Relations Cobb EMC 1000 EMC Parkway Marietta, GA 30060 678-355-3124 (w) mark.justice@cobbenergy.com

6.

Name, address, and phone 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 CobbWorks Operator Consortium 463 Commerce Park Drive, Suite 100 Marietta, Georgia 30060

CobbWorks Workforce Development Center* Ms. Alisa Jackson, Center Coordinator (Staff support for Consortium Operator) 770-528-8066 (O) 770-528-8078 (F) ajackson@cobbworks.org 7. Web site address for the area (if any) www.cobbworks.org 8. Name and phone number of the individual(s) with primary responsibility for plan development Mr. John Helton, Executive Director CobbWorks Workforce Investment Board 770-528-8072

Plan Signatures

Name of Area:

Chief Local Elected Official: Samuel S. Olens

_______________________________ Name

____________________ Date

Local Area Director: John Helton

_______________________________ Name

____________________ Date

Local Workforce Investment Board Chairperson: Pamela Teague

_______________________________ Name

___________________ Date

Comprehensive Local WIA Plan PY 2005 - 2006

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. Attachment A lists the state's Workforce Vision and Guiding Principles; the local vision and goals should be consistent with the state's while addressing local priorities. Mission The mission of Cobb Workforce Investment Board (WIB) is to strengthen the competitiveness of jobseekers and businesses by promoting and providing workforce development resources, tools, and opportunities. Vision We envision a dynamic, integrated, and responsive workforce system in which businesses are connected with skilled workers and individuals have ready access to career development information, opportunities, and supportive services. Value Propositions We value collaboration and community involvement: Building relationships, developing partnerships, and leveraging resources are vital to our effectiveness and sustainability. We value customer Satisfaction and Providing Valued, Accessible Services: Proactively addressing customers’ needs within policy and resource parameters establishes our value as a community resource. We value relationships with the Business Community: Supporting businesses strengthens our economy and our labor market. We value life-long learning: Promoting the continuous skill and educational development of our customers, staff, and community is paramount to strengthening our workforce at large. We value excellence: Continuous improvement validated by meaningful metrics and customer feedback is our measurement of success. We value board, staff, and partner agency team members: Recruiting, retaining and developing team members is crucial to achieving our mission.

Goals Seeking and leveraging opportunities to coordinate and collaborate on a regional level, CobbWorks will:

1. Focus on business customers with enhanced services and outreach campaign. 2. Further integrate WIA service delivery across program lines. 3. Effectively market system services to business and individual customers in a regional context. 4. Provide regular, meaningful opportunities for board development. 5. Increase the availability and quality of workforce development opportunities for youth. 6. Identify and implement metrics to measure effectiveness and efficiencies of operations, customer satisfaction, and board activities. 7. Develop and execute a marketing and communications plan. 8. Provide quality, courteous and professional career advisement, training, and placement services.

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 and the board's oversight activities. Describe how GDOL career centers and other WIA partners have worked together to promote service integration. Cobb Workforce Investment Board will continue to be governed in a manner that ensures it is comprehensive, integrated, responsive, and customerfocused: Comprehensive Since its creation in July 2000, CobbWorks has continued its efforts to ensure that a wide range of agencies, organizations, businesses, and community groups are involved in planning and delivering services through the workforce development system. A “continuum of services” is envisioned to provide opportunities for all customers regardless of background, skills, or abilities. This conceptualization makes many options available to residents. For example, residents entering the system through CobbWorks will have access to work readiness training through existing programs operated by organizations such as Center for Family Resources and other human services agencies. Similarly, they will have access to literacy classes through the Cobb Adult Education Center and the Cobb Literacy Council, which became a Council within the CobbWorks Workforce Development System in 2005. They can also access literacy training for their lower functioning employees through the Adult Education Center as well as non-WIA funded GED and literacy classes at the CobbWorks Workforce Development Center. Integrated Cobb has drawn on its history of strong interorganization relationships to ensure that its Workforce Development System is integrated. CobbWorks enjoys positive relationships with the Georgia Department of Labor’s Cobb/Cherokee Career Center, the Cobb Community Collaborative, the Cobb Chamber of Commerce, and the Cobb Educational Consortium. All are linked through the Workforce Development System. This structure connects the resources of each of these segments of the community, as well as increasing the access of residents and businesses to the varied services of the system. Effective Effectiveness is based on maximizing Cobb’s ability to identify the best job opportunities for each individual, offer a full range of job readiness and training services, and facilitate referrals to appropriate employers. For businesses, the System will provide access to the broadest number of potential employees and information about their skills and potential, as well as access to supportive training services. Further, CobbWorks will continue to develop methods of tracking and capturing service data to non-WIA registrants served through the local workforce system. The Georgia Workforce System only captures performance data for those customers who are registered; it does not account for the larger number of customers served through the resource area at the one-stop, special initiatives, or services by partners that comprise the system. Manual systems must be utilized to gather information on such customers. Responsive

The System will ensure responsiveness by regularly measuring the satisfaction of its customers, both individuals and businesses. Through surveys, analysis of performance data and discussions with customers and community groups, Cobb will determine if components of the system are working properly, and where the need for improvement exists. The system will be monitored by the One-Stop Operator Consortium and community-based groups representing residents and special populations. Customer focused From its inception in 2000, the Cobb Workforce Investment Board has placed a priority upon customer satisfaction. System operator and contractor staff are advised to demonstrate flexibility in meeting the needs of customers while maintaining compliance with WIA regulations and local area policies. Notably, GDOL and CobbWorks staff have examined several opportunities for further service integration with the Cobb/Cherokee career center. Co-location of WIA staff at the Cobb Cherokee Career Center is imminent. Further, state DOL representatives have been advised of Cobb’s willingness to pilot any initiatives that systemically and institutionally integrate services through innovative staffing and/or shared program responsibilities.

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.

Position

Executive Director/CEO of CobbWorks Provides staff support to the Cobb WIB

Person Currently Occupying Position John Helton

General Duties/Roles

Interim Youth Services Coordinator

Michelle Baker

Communications Nicole Carsten Coordinator

Administrative and Financial Coordinator Center Coordinator Interim Adult Program Services Coordinator Literacy Council Coordinator

David Cormier

-Overall responsibility for WIA management and oversight -Lead Procurement and Contracting Officer -Media Relations -Contract Monitoring -Partner Development -Resource Development/Grant Writing -Primary Staff for WIB, Executive Committee, Finance and Admin Committee -Grants Management -Financial Administration -Primary staff for Youth Council -Contract Monitoring -Youth System Development -Partner Development -Community Liaison -Contractor Support and Training -Provides support Executive Director with all identified functions -Responsible for board and community communications. Manages financial and administrative functions of the organization Manages facilities and general operations of the workforce development center. Supervises adult and dislocated worker service delivery staff.

Alisa Jackson

Gloria Joseph

Paige Pushkin

Provides support to the Cobb Literacy Council, a division of CobbWorks

CobbWorks, Inc. administers the WIA grant on behalf of Cobb County Government and the Cobb Workforce Investment Board. Although CobbWorks is not a Cobb County department, it receives administrative and physical support from various local government divisions including Finance, Property Management, Economic Development, and Purchasing. This cooperative relationship between CobbWorks and Cobb County Government maximizes the available WIA resources to serve the largest number of individuals possible in the most efficient manner.

Staff are employees of CobbWorks, Inc. and provide staff support to the Cobb Workforce Investment Board.

3.

Describe the connection and cross-membership between the Youth Council and the local Workforce Investment Board. List the responsibilities the local Board has vested in the Youth Council. Cross-membership between the full WIB and Youth Council is encouraged and prevalent. Often, full board members serve in an advisory or supportive capacity to the Youth Council although they are not designated members. The Youth Council chair is also a business sector representative of the full WIB. The WIB has vested primary responsibility for the development of Cobb’s youth workforce system to the Youth Council. The Youth Council is responsible for convening relevant youth service agencies, needs assessment and gap analysis, service strategy development, and implementation of WIA and nonWIA funded activities and events. The Youth Council also oversees procurement of WIA youth services, selection of providers, monitoring of contractors and services, and youth performance measures as defined by the WIA.

4.

Describe any linkages the area has established with other local boards in the region (workforce boards and related boards). The “Greater Atlanta Workforce Boards”, the unifying name adopted by the Atlanta Regional Commission, City of Atlanta, Cobb County, DeKalb County, and Fulton County Workforce Investment Boards, consistently and effectively collaborate on initiatives and coordinate regional activities. Notably: 1) In February 2007, the Greater Atlanta Workforce Boards jointly sponsored the Southern Growth Policies Board’s “Building the Next Workforce” event yielding in excess of 160 attendees, the largest such forum in the state. 2) Directors of the comprising boards meet regularly to share information and resources and strategize joint initiatives. 3) The Greater Atlanta Workforce Boards coordinate Rapid Response activities that have regional impact. For example, all boards were involved or availed themselves for the recent Ford and GM plant lay-offs. Local areas regularly work together on such activities. 4) CobbWorks has coordinated with the Atlanta Workforce Development Agency regarding its involvement in the “Atlanta’s Promise” initiative spearheaded by Mayor Shirley Franklin. Inspired by Mayor Franklin’s program that assists Atlanta’s graduating seniors with post secondary education planning and financing, Cobb Board of Commission Chairman Sam Olens has charged his Economic Development Department and CobbWorks in assessing the viability of duplicating these efforts locally.

III.

Plan Development and Implementation 1. Describe the process used by the area staff and board to update this comprehensive service plan. Describe your strategic planning efforts and explain how the results of these efforts have been incorporated into the WIA Plan update. Local area staff have utilized the planning directions and instructions provided by GDOL for the specific plan update. In 2006, the Cobb WIB engaged in a strategic planning process from which content for this update was derived.

IV.

Needs Assessment 1. 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. NOTE: The customized CDs, which are being distributed to local areas by GDOL Workforce Information and Analysis under separate cover, will probably already have been received by local areas prior to the receipt of this guidance. Referenced data sources include Labor Market Information and Local Area Labor Profiles produced by the Georgia Department of Labor, Labor Market Information and Analysis Division. These documents are included as Attachments F-1 and F-2. Several notable facts and statistics which affect planning and service delivery are derived from those reports: (All data is derived from the GDOL “Data Tools 2, Second Edition”). • • • • • • • • Cobb County had an estimated 2005 population of 663,818 residents (source: US Census Bureau) with a projected 2010 population of 775,877; Cobb’s 2005 labor force numbers 379,353 individuals (source: Georgia Department of Labor); In 2005, Cobb experienced an average unemployment rate of 4.7% compared to 5.3% experienced by the state of Georgia and 5.1% nationally; Cobb’s Industry Mix is overwhelmingly Service Producing related (source: Georgia Department of Labor); Cobb’s five largest private employers include: Home Depot USA, IBM Corporation, Lockheed Martin, Publix Supermarkets, and Wellstar Health System, Inc. Cobb County is home to a major aircraft manufacturer (Lockheed), a military base (Dobbins Air Reserve), two amusement parks, and several colleges and universities. Key industries include transportation equipment manufacturing, amusement and recreation services, health services, higher education, and to a lesser extent, trucking and warehousing. The occupations with the largest job growth (in excess of 40%) 2004 to 2014 include: o Customer Service Representatives o Janitors and Cleaners o Construction Laborers o Registered Nurses o Carpenters o First-Line Supervisors/Managers o Landscaping and Grounds Workers o Accountants and Auditors o

The percent of persons age 25 and over in the Cobb area with bachelors degrees or higher is 39.8% compared with 24.3% for the state of Georgia (source: www.fedstats.gov 2000)

V.

Workforce Delivery System 1. Using the matrix in Attachment B, 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. Please reference Attachment B. 2. Describe methods of coordinating with partners and services not available at the comprehensive sites. For programs and services not available at the comprehensive site, significant information about those programs is available in hard copy and electronic format. Customers inquiring about those services are preferably directed to the web-sites of the relevant organizations for complete information and often, to complete on-line inquiries or applications. For example, unemployment insurance representatives are not available at the comprehensive one-stop and therefore, customers are unable to apply for unemployment benefits. In cases where a customer needs to complete an application, they are given information on the application process with the Georgia Department of Labor and directed to the Cobb/Cherokee Career Center. The same example applies to individuals identified as veterans with potential services available due to their veteran status. In other instances, organizations without a regular presence at the One-Stop provide a part-time representative to provide services in this venue on specified, scheduled days during the week. Group information sessions and orientations are also utilized to provide access to information and services without a full-time One-Stop presence. 3. If your comprehensive sites are not GDOL career centers, describe how services at the area's site(s) and GDOL services are integrated to provide seamless customer service. The GDOL Career Center and Workforce Development Center work diligently to address the complicated issue of providing WIA and GDOL services to customers in a seamless manner. Two GDOL Career Center staff are assigned to the Workforce Development Center. One provides services exclusively to TANF applicants and recipients referred to the One-Stop by the Cobb Department of Family and Children Services. The other staff assists performs similar functions, but also provides labor exchange services to customers at the One-Stop on an “as available” basis. This staff also provides assistance to customers requiring other GDOL-related services such as veterans, migrant and seasonal farm workers, etc. Staff at each center are assigned the responsibility of advising customers of the most efficient and expeditious ways to receive services provided by the other partner agency, but not available at the customer’s current location. 4. Summarize the functions performed by the area's One-Stop operator(s).

The CobbWorks One-Stop Operator Consortium serves as the Center’s operator. Staffed by a Center Coordinator, the Consortium has responsibility for day-to-day operations of the facility, partner scheduling, maintenance of Resource Sharing Agreements (RSA’s) and Memoranda of Understanding (MOU’s), ensuring quality customer service by partner and contractor staff, and community outreach regarding the services available at the One-Stop. The Center Coordinator also serves as the Equal Opportunity Officer for the Center. 5. Indicate which partners are providing core and intensive services for adults and dislocated workers in your area. A variety of WIA funded and non-WIA funded organizations provide the array of services defined as core and intensive by the WIA. They include: • CobbWorks Workforce Development Center (WIA) • GDOL Cobb/Cherokee Career Center (non-WIA) • The Center for Family Resources, Inc. (non-WIA) • Ministries United in Service and Training (non-WIA) • North Metro Technical College (non-WIA) • Chattahoochee Technical College (non-WIA) • Southern Polytechnic State University (non-WIA) • Kennesaw State University (non-WIA) • Cobb County Extension Service (non-WIA) • Cobb MicroEnterprise Center (non-WIA) • Cobb Douglas Community Services Board (non-WIA) 6. Provide a copy of all current Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements accurately reflecting local area arrangements as Attachment C. Please see Attachment C. 7. List the board-established policies regarding: a. b. c. d. e. priority of service for intensive and training services, where adult funds are determined to be limited service to individuals who do not reside in the area target groups served in the area supportive service policies for adults, dislocated workers and youth demand occupations (please list)

Please reference Attachment G for information on items 7a-7e. 8. Describe the local Individual Training Account (ITA) system, including: a. b. public notification to prospective providers how the board evaluates providers and proposed training programs for initial eligibility, based on (at a minimum) criteria of proven effectiveness, local employer/industry demand, accreditation, and customer accessibility formal appeals process for aggrieved ITA customers and providers of unapproved training programs ongoing process used to update the data on the eligible provider list (exclusive of the state-conducted annual subsequent eligibility process) any regional policies or agreements for ITA’s or training providers

c. d. e.

f. g. h.

access of customers to the eligible provider list and process for determining which customers receive ITA’s process to track and manage all ITA activity board policy on use of statewide eligible provider list (including financial and duration limits, demand occupations, out-of-area training, service to out-of-area customers, restrictions on use of statewide list, etc.)

CobbWorks coordinates with the Atlanta Regional Workforce Board and Fulton County Workforce Board to publicize and manage the Eligible Provider List and applications process to prospective training providers. Since 2004, CobbWorks has assumed responsibility for its application process for prospective training providers. Each of the three aforementioned workforce areas has responsibility for processing applications of training providers residing within their geographic service areas. ARWB also manages the application process for the City of Atlanta and DeKalb County. The local One Stop Operator Consortium has responsibility for reviewing applications and considering staff recommendations to approve or deny applications. If approved, the training provider information is added to the state Eligible Provider List. CobbWorks utilizes an system of Excel spreadsheets to manage the financial aspects of ITA’s. CobbWorks remains interested in and encourages the development of a GWS integrated financial tracking and ITA management system. Decisions regarding the issuance of ITA’s to customers are based upon local area policy. Please see Attachment G for relevant excerpts addressing the above questions. 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 CobbWorks to pursue all relevant financial resources and programs for which customers may be eligible prior to obligation of WIA funds. 10. Discuss the role of faith- and community-based providers within the local system. Discuss board policies regarding training contracts with communitybased organizations or other training providers with proven expertise in serving special populations with multiple barriers to employment. If the board has established any such contracts, list which populations are served through these contracts and list the criteria by which the area determines the proven effectiveness of such programs. CobbWorks has developed significant relationships with faith-based organizations. The WIB values the formal and informal efforts of faith-based organizations in providing job search assistance, supportive services, and even job training to their community members. In 2002, CobbWorks executive director John Helton served as the principal grant writer and primary partner for an intermediary grant issued by the United States Department of Labor Center for Faith Based Initiatives. This allowed faith-based organizations in Cobb, Douglas, and Cherokee Counties to receive sub-grants to deliver a variety of workforce development services. This grant allowed for a strong foundation and partnership between CobbWorks and the local faith-based community.

CobbWorks currently has a youth service contract with Mt. Bethel United Methodist Church. 11. Describe the area's process and procedures for contracting with intensive service providers, support service providers, and other contractors for adults and dislocated worker services. If the area has no such contracts, simply write in "N/A." N/A 12. Describe the area’s process and procedures for contracting with youth service providers. Describe the area's youth strategies. Discuss how the area's workforce system is addressing the ten local youth program elements described in the Workforce Investment Act, 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 with out-of-school youth. CobbWorks competitively procures youth services through issuance of annual or biannual Requests for Proposals (RFP’s). The Cobb Workforce Investment Board Youth Council is addressing the ten local youth program elements by: 1. 2. 3. Soliciting for expertise in youth services providers through the Request for Proposal procurement process. CobbWorks, through the referral process, refers participants to other community programs for program element activities. Establishing and maintaining a provider listing of agencies, community groups, sororities and fraternities as well as consultants (paid and unpaid) offering academic, work-related, supportive services.

The Cobb Workforce Investment Board Youth Council has instituted subcommittees which receive their directives from the Council, youth participants, and community partners. The subcommittees’ main objectives are to address the needs and concerns of youth ages 14-21 by communicating with other community partners and/or youth services agencies. Consistent with the USDOL ETA’s vision for the delivery of youth services, CobbWorks will expand and concentrate its focus on serving out-of-school youth by partnering with the Cobb Adult Education Center, the primary provider of GED services for high school dropouts. CobbWorks intends to dedicate a staff person to co-enrolling and serving eligible youth pursuing their GED’s. 13. If the area has chosen to use ITA’s 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 "N/A." Once an Older Youth, ages 19-21, has been determined eligible for the Workforce Investment Act (WIA) program training services, they may select a provider and/or training facility from the State approved Eligible Provider Listing. The participant meets with a WIA career advisor to determine labor market demands, one’s experience, education, work history and skills set. The

approved ITA’s will only be issued for training in growth occupations identified by the area. Approval or issuance of an ITA will be based on several factors evaluated by the Career Advisors. Those factors include: • • • • • • • • The possible increase of wages toward participant self-sufficiency, Facility location The acceptance into a certificate or diploma program or into occupationalspecific training. Length of training. The total course study will not take longer than 104 weeks to complete. If training is longer than the specified weeks, then the participants must demonstrate financial capability. Participants who have been accepted on a “provisional” basis into a training facility. Any expenses related to approved training. Expenses may include but are limited to books, tuition, supplies, tools, uniforms, testing fees, and any other required expenses indicated prior training. Application for Pell and HOPE funds. All participants interested in college or a vocational technical school must apply for Pell and HOPE unless a valid reason is given. Programs that do not exceed 2 years or 104 weeks. Funds are limited up to $5,000 for training cost for the first year and for training extending for more than a year, may not exceed $8,000.

14.

Describe dislocated worker service strategies, including coordination with statelevel Rapid Response, GDOL career centers, and state/local Trade Act activities. CobbWorks closely coordinates with both the local career center and the GDOL Rapid Response Unit in responding to large lay-offs and dislocations. Staff from CobbWorks participate in all employer and employee meetings when advised by the Rapid Response Unit. Tasks and areas of expertise are defined and assigned based on the unique circumstances of each situation.

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 farm workers, individuals with disabilities, public assistance recipients, offenders, customers with limited English proficiency, and other groups. Discuss the local area’s services to older workers. CobbWorks is involved in targeted outreach to a variety of special population groups. Through the Customized Employment Grant received from the Office of Disability Employment Policy, CobbWorks and its partners provide specialized services to people with disabilities who would like or require specialized services such as job carving, job coaching, and micro-enterprise development. Additionally, CobbWorks partners with the Cobb Literacy Council and Cobb Adult Education to provide GED classes at the Workforce Development Center. Historically, Jewish Family and Career Services has placed Title V Older Workers at the One-Stop for work experience and to also represent the program to other potential older workers utilizing the facility.

16.

Discuss the area’s workforce services to businesses, and how business and organized labor representatives on the local Workforce Investment Board contributed to the development 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. CobbWorks operates under the concept that workforce development is a function of the community’s overall economic development and embraces the USDOL’s recent introduction of “Demand-Driven Workforce Systems”. To that end, CobbWorks is highly involved with the Cobb Chamber of Commerce as well as the Cobb County Government Economic Development Division. Business representatives on the board have expressed their desire that CobbWorks be the first place employers think of in terms of recruitment when they need new employees. To date, CobbWorks has focused primarily on being a referral source for employee/employer matching. Recently, business services have expanded to include business utilization of the facilities at the One-Stop Center for private businesses’ use in their internal workforce development strategies. Planned activities include technical assistance and training sessions on the public resources available to businesses. Specific services either currently offered or to be offered in the upcoming program year include: • • • • • Posting of job vacancies Assistance with recruitment Information on employer incentives for hiring special populations Labor market and comparative wage information Meeting and training room space for workforce development activities

CobbWorks also regularly hosts business services workshops targeted towards entrepreneurs who may lack human resource expertise or infrastructure. Recent workshop titles have included: “Writing Job Descriptions”, “Effective Criticism-Employee Discipline”, “Interviewing and Hiring Legalities”, “Overcoming Negativity in The Workplace”, and “Starting a Small Business”. 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. Please reference the response to question II.4 for a representative list of coordinated efforts in the region. 18. Discuss how the local area is using various fund sources to develop integrated service strategies for adult customers, especially for TANF and other lowincome individuals, including the GoodWorks service strategy. Of particular interest in this regard is the collaborative relationship between CobbWorks, GDOL, and the Cobb County Department of Family and Children Services. CobbWorks provides significant space in the One-Stop free of charge to the GDOL Cobb Career Center to provide GoodWorks Services to recipients of Temporary Assistance to Needy Families (TANF). Each Monday, a new class begins for TANF applicants from the previous week. The GDOL

staff provides fast-paced, intensive instruction on job search skills. Customers attending this class are supervised during their job searches with the goal of assisting the customer in becoming employed before the first “welfare” check is received. Customers are able to access the wide range of other resources at the One-Stop during this period. CobbWorks continues to identify and pursue other non-WIA funding sources which complement the organizational mission. 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 at various sites within your system. A primary feature of the CobbWorks service delivery strategy is the provision of comprehensive self-service resources to customers. Customers may utilize the resource area at the CobbWorks Workforce Development Center and the GDOL Career Center much like they use a public library. Whereas, a customer may visit a library and use an array of computers, programs, and resource materials, they use the workforce centers for job search, skill development, and career development functions. Through the Faith-Based Initiative, several other sites were established across the workforce area. Similarly, CobbWorks coordinates with many other local community-based organizations that have similar resources in their facilities. CobbWorks is considering the use of “minigrants” to create affiliate one-stop sites that capitalize upon the resources of such community organizations. CobbWorks utilizes a comprehensive orientation as an intake point for customers seeking WIA-funded training. Rather than simply describing the ITA award process, other local resources are emphasized and several alternate funding sources are explained.

VI.

Performance Accountability 1. Pending additional instructions.

2.

Describe local strategies for obtaining and using customer feedback. CobbWorks, has begun using a web-based survey instrument called “Survey Monkey” to measure customer service and satisfaction on a quarterly basis. Additionally, CobbWorks utilizes a customer feedback card in the resource area of the facility. Questions include the three American Customer Service Index (ACSI) utilized by the GDOL in determining customer satisfaction.

Additionally, several other questions regarding the customer’s experience are posed. Staff actively distribute these cards to customers and encourage completion. All participants of the myriad of workshops conducted at the resource center also complete standardized evaluations. Customer responses are tabulated on a monthly basis and are used to direct staff training and service delivery. 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. Primarily, the board utilizes the above-referenced evaluations of customer experiences to evaluate whether or not needs are being met. The WIB is currently working on the development of real-time metrics that will allow for better management and evaluation of operations and services.

VII.

Equal Access and Opportunity 1. In 1-2 paragraphs, briefly describe local procedures and staffing to address grievances and complaint resolution. General Service Complaints General complaints are defined as customer service issues, service provider issues, and inappropriate treatment of customers. General complaints are submitted to the Center Coordinator. A customer complaint poster is located in the lobby of the Resource Center to provide customers with contact information if they are dissatisfied with services for any reason while utilizing the Resource Center. Customers applying for the WIA training programs receive a grievance/complaint form as a part of the application packet. The grievance/complaint process is outlined in the form, and customers receive a copy of the form upon completion of the application process. Any customer wishing to file a complaint must complete a customer complaint form or submit a written complaint. The Center Coordinator investigates the complaint and makes a determination. A determination letter is issued within 30 days. If a customer is not satisfied with the determination, an appeal can be filed with the Executive Director of CobbWorks Workforce Investment Board. Upon completion of the investigation of the appeal, a determination letter will be issued within 30 days. If a customer is not satisfied with the determination made by the Director, an appeal can be filed with the Chairperson of CobbWorks Workforce Investment Board. Upon completion of the investigation of the appeal, a determination letter will be issued within 30 days. The determination made by the Chairperson is final. Discrimination Complaints Discrimination complaints must be submitted in writing to the Equal Opportunity Officer who serves as the One-Stop Coordinator. Only complaints submitted in writing will be investigated. Customers have 180 days from the date of the incident to file a complaint. A determination letter is issued within 90 days of the date of the complaint. If the customer is dissatisfied with the determination, a complaint may be filed within 30 days of the determination to the Georgia Department of Labor, Equal Opportunity Officer, Suite 230 Sussex Place, 148 International Blvd, NE, Atlanta, GA 30303. 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. The LWIB staff and all service providers are required to attend training on accommodating customers with disabilities via a web course provided by the ADA Technical Assistance Center. Staff and service providers are trained at the onset of their contract on equal opportunity laws and regulations. The Equal Opportunity Officer provides the training. The Equal Opportunity Officer maintains a schedule to track those attending training. The One-Stop provides push-button door access into the facility, its restrooms, and ADA accessible workstations. We have a partner organization on site, Project Exceed that provides employment services to disabled individuals.

The GDOL Cobb Career Center is out-fitted with a comprehensive array of accessibility technology that may be utilized by customers. CobbWorks was successful in securing the previously discussed Workforce Incentive Grant (WIG) that assisted not only the Cobb Workforce Area, but areas across the state in increasing accessibility to persons with disabilities. 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. Consistent with the Jobs for Veterans Act, CobbWorks will ensure that eligible veteran workers are given priority over non-veterans for all available services. Currently, service applications ask whether a customer is a veteran or not. If so, staff are directed to evaluate whether the customer should be given priority based on limited funding. To date, CobbWorks has not invoked limited funding priority for service provision and therefore no priority action for otherwise eligible veterans has been enacted. The GDOL Cobb Career Center maintains designated staff to address the needs of customers with veteran status. CobbWorks staff are made aware of the available services and contact information for the staff person. This information is posted in the comprehensive One-Stop and referrals are made as appropriate. 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. Cobb County has experienced tremendous growth in its Spanish-speaking population over the past five years. In response, CobbWorks has forged a relationship with the Cobb Latin American Association (LAA). The LAA provides CobbWorks with a variety of resource materials. CobbWorks strives to provide comparable foreign language materials in its resource area and uses internet-based translation web-sites to assist with accessibility issues. Through its newly formalized relationship with the Cobb Literacy Council, CobbWorks is actively involved in the development of adult literacy and English as a Second Language (ESL) classes across the county. 5. Where applicable, describe how services to Migrant and Seasonal Farm workers (MSFWs) are integrated into the local workforce system. Describe any specific local or regional service strategies for migrant workers. The MSFW population is not prevalent in the Cobb County workforce area; therefore, integration for this population has not been identified as a service priority. VIII. Plan Attachments Attachment A: Area Sites and Services Please complete and submit the matrix. Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements Performance Worksheets Please complete your area worksheet.

Attachment B:

Attachment C:

NOTE: Instructions for estimating performance levels for PY2007 and PY2008 will be transmitted to local areas separately. Attachment D: Local Area Assurances The attached 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 A Area Sites and Services List the name, address, and phone number of each comprehensive WIA service site. For each comprehensive One-Stop site, specify the lead partner or One-Stop operator in bold type, followed by the other partners that provide services at that site. In the third column, indicate the major services (e.g., career counseling, assistance with training, vocational rehabilitation, UI, employment services, etc.) provided at the site by the partners specified in the second column. Add rows for additional sites as needed.

Comprehensive Service Sites
Comprehensive Service Sites

Lead Partner/One-Stop Operator Other Partners
Lead Partner/One-Stop Operator

Major Services Provided by Each Partner
Major Services Provided by

Other Partners

Each Partner

CobbWorks Workforce Development Center 463 Commerce Park Drive Suite 100 Marietta, Georgia 30060 770-528-4300 770-528-8078 (F) info@cobbworks.org

-CobbWorks One-Stop Operator Consortium -Georgia Department of Labor -Project Exceed (Vocational Rehabilitation, Customized Employment for People with Disabilities) -Job Corp -Title V (Jewish Family and Career Services -Cobb Adult Education -Cobb Literacy Council

Partners provide core, intensive, and training services to individuals eligible under the following populations: Programs authorized under title I of WIA including services to: -adults -dislocated workers -youth -Job Corps Wagner Peyser Services (labor exchange) Adult Education and Literacy Services to individuals with disabilities through Project Exceed and Department of Rehabilitative Services Title V Trade Adjustment Assistance

Attachment A (Continued) Area Sites and Services List the name, address, and phone number of each additional WIA service site. (Some local areas refer to these sites that are not comprehensive One-Stops as satellites, specialized sites, or simply workforce service access points.) For each site, specify the lead partner in bold type, followed by the other partners that provide services at that site. In the second column, indicate the partners that provide services at that site. In the third column, indicate the major services (e.g., career counseling, assistance with training, vocational rehabilitation, UI, employment services, etc.) provided at the site by the partners specified in the second column. Add rows for additional sites as needed.

Additional Service Sites

Georgia Department of Labor Career Center

Lead Partner/One-Stop Operator Other Partners Georgia Department of Labor

Major Services Provided by Each Partner Wagner Peyser Services (labor exchange) Career counseling Assistance with training Vocational rehabilitation Unemployment Insurance Employment services Trade Adjustment Assistance

Attachment B CobbWorks Memoranda of Understanding Resource Sharing Agreements Chief Local elected Official Agreement

Attachment

PY 2007-PY 2008 Performance Targets Local Area Name: Cobb County (Local Area 04) Performance Measures Customer Satisfaction Index Participants – ACSI Score Employers – ACSI Score Entered Employment Rate Adults Dislocated Workers Older Youth Retention Rate Adults Dislocated Workers Older Youth Younger Youth Earnings Gain/Replacement Rate Adults Dislocated Workers Older Youth Credentials Rate Adults Dislocated Workers Older Youth Younger Youth Diploma/GED Rate Younger Youth Skills Attainment Rate PY2007 Target PY2008 Target

Attachment D Local Administrative Assurances PY 2007 - 2008 Local workforce areas must ensure that area staff, contractors, and partners are accountable to all state and federal laws, regulations and policies. By signatures on the local Workforce Plan, the area assures the state that the following provisions will be met for PY 2007 - 2008: 1. Policies and procedures will be developed for soliciting and contracting with training providers for adult and dislocated worker training services that are not part of the Individual Training Account (ITA) system. [WIA Sec. 118 (b)(9)]

2.

Policies and procedures will be developed for identifying and competitively procuring youth activity providers. Policies will include evaluation criteria used and desired program elements, as required by WIA. [WIA Sec. 118 (b)(9)] Memoranda of Understanding (MOU’s) have been established between the local Workforce Investment Board and: a) all required WIA partners; and b) other partners participating in the local One-Stop system. [WIA Sec. 118 (b)(2)(B)] The MOUs will be considered part of the area's comprehensive WIA plan and will be available locally for review upon request. Area staff, partners and subcontractors will comply fully with the nondiscrimination and equal opportunity provisions of the following laws: • Section 188 of the WIA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title I-financially assisted program or activity; Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination on the bases of race, color, and national origin; Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities; The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs.

3.

4.

• • • •

5.

No funds received under the WIA will be used to assist, promote, or deter union organizing. [WIA Sec.181 (b)(7)] The local Workforce Investment Board assures that all awards of federal and state funds shall be accounted for using generally accepted accounting principles, and treated in accordance with federal cost principles that apply to the type of entity receiving funds, including OMB Circular A-87 for units of state or local government; A21 for institutions of higher learning; A-122 for private, non-profit organizations; and 48 CFR, Part 31 for private, for-profit organizations. The local Workforce Investment Board assures that audits of covered organizations shall conform to the federal Single Audit Act and OMB Circular A-133. The area's financial management system will satisfactorily account for and document the receipt and disbursement of all WIA funds. Further, effective internal controls in place will safeguard assets and ensure their proper usage (including property location and usage). [WIA Sec. 184 (a)(1)] The local area's financial system will permit the tracking of program income and potential stand-in costs. [WIA Sec. 185 (f)(1)&(2)] The local area will prepare and submit required financial reports in a timely manner, and WIA operations funded wholly or in part with state and/or federal funds will maintain financial and program records with all supporting documents for at least three

6.

7.

8.

9.

10.

years from the date of submission of the closeout reports for each program. [WIA Sec. 185 (e)(1)] 11. Any information or records concerning an individual or employing unit obtained by the Georgia Department of Labor in the administration of the Employment Security Law or other federally funded programs for which the department has responsibility are, by law, private and confidential [O.C.G.A. 34-8-120 et seq.]. The area agrees to abide by all state and federal laws, rules, and regulations regarding the confidentiality of such records. There are criminal sanctions for unauthorized release of such information. The area further agrees not to divulge any private or confidential information concerning any individual or employing unit to any unauthorized person without the informed consent of both the individual employee and the related employing unit, or, when applicable, of a particular customer. The Georgia Open Records Act requires government agencies and their private contractors to allow inspection of "public records" by citizens who request such inspection [O.C.G.A. 50-18-70 et seq.]. Georgia Department of Labor information and records on individuals and employing units described above are exempt from the disclosure requirements of the Georgia Open Records Act. The area agrees to fully comply with the Georgia Open Records Act, which may require a timely written response (within three days of the inspection request) denying inspection of such records and stating the applicable statutory authority for denying the request. Local areas will comply with the security and privacy standards of Public Law 104-191 - the Health Insurance Portability and Accountability Act of 1996. Veterans and other qualified persons will be provided priority in all USDOL-funded workforce services in accordance with the Jobs for Veterans Act (P.L. 107-288), (38 USC 4215). Migrant and seasonal farm workers will be provided the same range and quality of services as non-migrants, and equity of service will be afforded to migrant and seasonal farm workers in all labor exchange services provided in the area. [20 C.F.R., Part 653]

12.

13.

14.

15. Local areas will comply with section 101 of Public Law 109-149 which limits the salary and bonus compensation for individuals who are paid by funds appropriated to the Employment and Training Administration and provided to recipients and sub-recipients

Attachment E CobbWorks! Policy Excerpts And Demand Occupation List On July 1, 2000, the Workforce Investment Act (WIA) replaced the Job Training Partnership Act (JTPA) and the purpose of the Cobb County Workforce Investment Board (WIB) is to create and support effective local systems while maintaining statewide quality. The WIA system was designed to provide the framework for a unique workforce preparation and employment system to meet the needs of both program participants and potential employers. The new system is based on the “One-Stop” concept where information concerning job training, education and employment services are available to customers at a single location. Due to the limited funding, services to eligible adults, youth and dislocated workers in need of services to enter or re-enter the labor market. This WIA services guidance will be utilized by staff, partner agencies and providers to identify potential customers and to determine eligibility for core, intensive and training services. The minimum core service to be provided as an initial service or informational session to both the client and career advisor concerning an individuals work history. If work history information has been completed by a partner agency, a copy of that information, either paper of computer printout will initiate the service request. If work history information is not available, Part I of the Employment Development Plan must be completed.

Intensive services provide WIA training and/or supportive services is as followed: 1. Completion of Employment Development Plan, Part 1& 2 2. Completion of appropriate assessment for the training school and program desired. This may include one or more of the following dependent on the client’s skills and entry level requirements for training desired: A. Entrance and placement exams for technical schools and institutions of higher learning. B. Basic Skills Testing C. Comprehensive assessment of abilities, aptitudes and interests D. Transferability of Skills of Analysis based on client’s previous work history and education level. E. Professional Review F. Other industry/occupational specific related criteria such as physical requirements, drug testing, etc.

Eligible adults, older youth and dislocated workers who have been determined eligible for WIA and have completed the required intensive services are considered for training if the following criteria have been met. 1. The participant must apply and receive a letter of acceptance into a training institution program of study. Generally, acceptance must be without conditions and not require remedial courses. 2. The training institution and course of study must be listed on the Georgia Eligible Provider List (EPL) and in accordance with the Demand Occupation Listing. The EPL was designed to help customers make informed training choices by providing detailed information on public colleges, universities technical schools and other training provider organizations. Also included is information describing labor market demands and past performance data for each listed program. 3. The participant must apply for HOPE and PELL grant assistance or demonstrate that they would not qualify for assistance. 4. Participants must reside in Cobb County to be eligible for services. If the participant is a dislocated worker and resides outside of the service area, he/she may receive training if dislocation employment is located within the county. Priority of training services for adults may be implemented by Cobb WIB during periods of limited funding for training services. Level I priority will be given to individuals who have met the minimum eligibility requirements and have one or more characteristics that indicate they have low income and/or receive public assistance. These include: An individual who has a personal or family income that is at or below 100% of the poverty level (Lower Living Standard Income Level) for the area. An individual who is employed, but in a job earning $8.50 an hour or less, or An individual who is employed, but in a job earning $12.00 an hour with no medical benefits, or Food stamps or TANF recipient (current or within last six months), or Supplemental Social Security recipient, or Is incarcerated in a prison, correctional setting, and/or other courtordered 24-hour residential facility. Further priority (Level II) for services may be implemented when funding for training is extremely limited. Individuals must meet the above low-income criteria and have one or more of the following characteristics that act as barriers to employment or other factors that may limit one’s ability to seek and maintain employment. The include: Unemployed, Underemployed Discouraged Worker Offender Food stamp or TANF recipient Disabled Older Worker Dislocated Workers Lack a high school diploma or GED Poor employability skills Poor work history Poor basic skills

Limited English proficiency Lack self-sufficiency 5. Applicants must be determined “in-need of training” prior to evaluation. “In-need of training” will be decided through assessment information, labor market analysis and a review of the desired training course to establish that the participant’s likelihood of securing and/or maintaining regular full-time employment. Listed below is a brief description of the Cobb WIB forms that have been designed to walk clients and staff through the intake and eligibility process.

Form Name Training Interest Questionnaire

Who Completes Client initiates and completes Used by staff for notes and possible WIA funding

Supplemental Training Interest Questionnaire

Clients completes Staff makes notes concerning direction of services

Career Advisor’s Summary

Staff

WIA Eligibility Checklist

Staff

WIA Registration Form

Staff completes upon registration for intensive or training services Staff with input from client

Purpose Used to gauge client interest in training Initial service request by client Used to direct clients to other funding sources and training options. Used as gauge client interest and training path Used to move client from core to intensive training, if necessary Records assessment information and recommends or justifies training and supportive needs Indicates title of eligibility Completed during assessment and intensive period, but before the EDP is completed obligating funds and voucher for training is authorized Registers clients for services and records eligibility for WIA Completes clients training plan Establishes financial obligation of training and support dollars

WIA Employment Plan

Establishes goals and objectives for training Eligibility determination, MIS Verification Procedures: Collection of information to determination eligibility for WIA will begin at the point an individual request intensive and/or training services. As a customer request services, an Interest Questionnaire should be completed to record work history. When Intensive and Training services are provided, the appropriate customer information must be input into the statewide WIA tracking system. Career Resource Center staff will implement the following eligibility documentation procedures for individuals requesting intensive and training services: Citizenship/Authorization to Work: Obtain a copy of a birth certificate or social security card, and/or other appropriate documentation to complete a I-9 Form. Social Security Number: Obtain a copy of the Social Security Card or obtain verification through employer records and/or governmental sources. Selective Service Registration: Obtain verification from Selective Services via internet (www.sss.gov) or phone verification at 1-847-688-6888. In the event that individuals have not registered, but are younger than age 26, CRC staff should assist customers in registering with the post office or online. In circumstances where individuals are not registered and are age 26 or older and cannot register, CRC staff may request that WIB make an exemption for those individuals. Rationale for granting exceptions may include: customer was incarcerated and not able to register, customer is an immigrant and was not residing in the U.S. before turning age 26, customer is disabled (must document), etc. Verification of Income: The WIB will accept customers attestation of income (supported by customer documentation of income) and/or consistent information recorded in the UI wage file. If the UI wage file indicates no wages and/or if the information is consistent with the income reported by the customer, no additional documentation will be required. In circumstances where the wage file indicates additional employers and/or significant increases in the amount of wages reported, more precise documentation of earning will be required. This may include written employer verification and/or written attempts to verify income. Verification of Dislocated Worker Status (Notice of Layoff): Obtain documentation of layoff status (separation notice) or verification of UI status through the WIA tracking system. Unlikely to Return and Need for WIA Training Services: Appropriate rationale for justification for training should be recorded in page 9 of the customer ISS, Part II Career Advisor’s Summary of Skills and Abilities and the “Unlikely to Return, page 9a of the ISS. Grievance/Complaint Procedures: All one-stop system staff must be familiar with the Grievance/Compliant Procedures and Equal Opportunity Policy. There are two Grievance/Compliant Procedures and Equal Opportunity Policy Pages: (1) One for the Applicants and Participants and (2) for WIA and WtW program staff. All one-stop system operators must implement procedures to advise all individuals requesting assistance of the policies and procedures. At a minimum, all individuals requesting intensive and training services must be maintained in the participant file. I will not be necessary to distribute copies of the revised policy and procedures to all applicants and participants who receive service prior to this issuance. The Grievance/Compliant Policy Page with WIB contact information and telephone numbers must be posted in

every one-stop center. It is also recommended that a copy of the Grievance/Compliant Policy and Procedures for Program Staff be distributed to all staff and signed copies are maintained by the employer. Anyone with a grievance/compliant must have the Grievance/Compliant Procedures and Equal Opportunity Policy for Applicants and Participants made available to them. DEFINATIONS Lack self-sufficiency: is defined as an individual who has one or more of the following characteristics: 1. An individual who has a personal or family income that is at or below 100% of the Lower Living Standard Income Level for Cobb County, or 2. Food stamps or TANF recipient (current or within last six months), or 3. Supplemental Social Security Income recipient, or 4. An individual who is employed, but in a job earning$8.50 an hour or less, or 5. An individual who is employed, but in a job earning $12.00 an hour less with no medical benefits, or 6. Dislocated workers may be considered to lack self-sufficiency if they are employed, but in a job/occupation that is at a wage or skill level that is significantly less than the job of dislocation. Underemployed: Adults and Youth: An individual who is currently employed, meets the definition of “lack selfsufficiency” and whose employment has one or more of the following characteristics: Is temporary, seasonal or interim in nature Is in an occupation/industry that is subject to or has a history of repeat layoffs Is in an industry/occupation that is listed as declining Is with a company that offers no health insurance benefits Is with a company that offers little or no career advancement opportunities Is working part-time, but desires full-time employment Is working in employment not commensurate with the individual’s demonstrated level of education Dislocated Worker: An individual who is employed in a position that is interim or for the purpose of income maintenance, but is at a wage or skill that is significantly less than the job dislocation: Is working part-time, but desires full-time employment; Is working in employment not commensurate with individual’s demonstrated level of education Demonstrate ability to successfully participate in training: An individual may demonstrate ability to successfully participate in training by meeting all entry-level criteria for specified employees of companies whose place of employment is/was within the Cobb County service area. Informational and core services will be available to all eligible applicants. Residents of other services areas will be referred to apply for training services areas will be referred to apply for training services with other service delivery areas. Unlikely to Return to Previous Occupation/Industry and/or limited opportunities for reemployment in the area in which he/she resides will be document on page 9a of the ISS for all dislocated workers requesting training services. Completion of this document will record rationale of one-stop staff for this eligibility item. Listed below are examples of

Insufficient job opening in the customer’s occupation or industry within the customer’s commuting distance. Insufficient job opening on work shifts appropriate for the customer. Customer lacks personal transportation or access to public transportation and there are insufficient job opening within walking distance of the customer’s residence. The customer’s occupation is listed as one of the area’s declining industries or occupations. The customer’s occupation ahs changed such that the customers no longer has the skills needed for that occupation. The customer’s industry or occupation has been subject too, or is expected to be subject to, repeated layoff or frequent business closings. Recent layoffs have occurred or been announced during the last six months with the customer’s industry/occupation and commuting area that significantly reduce reemployment opportunities, The customer’s age and/or medical condition is such that the customer can no longer perform his/her previous occupation. The customer lacks skills currently in demand in the local labor market. The customer lacks appropriate industry and/or national certification or accreditation for re-hire or reemployment in the industry/occupation of lay off. The customer is experiencing difficulty in obtaining suitable comparable reemployment. Indicators may include: being unemployed for 13 or more weeks, completed or exhausted a long-term job search with no appropriate job offers, etc. Customer lacks strong basic skill or English speaking/writing skills for employment.

Lower Living Standard Index Level (LLSIL) for the Cobb County Workforce Service Area Level I priority for services will be based on family income as indicated on the chart below. Income for the last six months will be used to calculate an annualized income for eligibility purposes.

Adult Low-Income WIA Guidelines Family Size Annual Income Six Month Eligibility Period Income

One Two Three Four Five Six Eligibility for youth services will be based on poverty guidelines, 70% of the Lower Living Standard Index Level (LLSIL) as noted in the chart below:

Youth Low-Income WIA Guidelines Family Size Annual Income Six Month Eligibility

Period Income One Two Three Four Five Six Case Management, Client Tracking and Termination of Services Case management is provided through the sharing of general information of services and training options, the presentation of eligibility requirements, the connection of program and/or available services, and follow-up on services outcomes. All customers are entered into the Georgia Workforce System and are track through the WIA Individual Training Account (ITA) system. Verification of employment must be gathered at the time of initial placement. Verification may include written and/or phone response from employer, a copy of check stub and selfattestation from client. Termination of services should occur for all participants after the second quarter of employment earnings have been reported to the Department of Labor and there is evidence that the client is stable in his/her position of employment. Terminating customers from WIA services should occur after careful consideration of several factors. Some possible factors for appropriate termination may include: A. Completion of probationary period. A probationary period is defined as that time period established by the employer and the time period in which the client has exhibited skills and performed the necessary duties to maintain that employment. B. Earning a raise or job promotion. C. D. E. Becoming eligible for other employer benefits Resolving all work-related issues. Never exit anyone until you are sure they will be working a year later!

Remember to establish customer expectations for life-long job placement assistance. Holding terminations until the end of the quarter will probably not give increased performance, but may counter negatively against retention measures. Exit clients when staff seems to think they are stable. Operators may want to look at some joint file review and decision making before exiting a client. Be careful of seasonal trends for existing clients, ie, retail workers at Christmas. The training plan must also address other occupational or industry related criteria that may preclude an individual from securing gainful employment. Some examples may include: driving records for individuals interested in commercial truck driver training, felony conviction and/or arrest relating to positions in childcare settings, or clean criminal background checks for positions with the aviation industry. In instances where training schools and/or training programs do not indicated specific entrylevel requirement for applicants, Career Advisors will establish a minimum guidelines for educational levels, reading and math skills and basic computer skills based on industry and/or occupational skill level.

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 receive that assistance. A copy of the application for notification of financial aid must be presented or verified electronically. Individuals who have recently applied for assistance, but have not received an award notice, may be approved for training with WIA fund. Applicants are required to provide a copy of the award letter within 45 days of the start of training or before the next registration to be considered for additional funding. Occupational demand for training: Training will be offered in demand occupational areas that offer living wages leading to self-sufficiency or movement from poverty. (See Attachment A - List of Demand Occupations) Services to individuals who do not reside in the Cobb County area: Priority of intensive, training and supportive services for adult, youth and dislocated workers will be given to residents of Cobb County. Priority of services for dislocated workers will also be given to employees of companies whose place of employment is/was within the Cobb County area. Informational and core services will be available to all eligible applicants. Residents of other service delivery area will be referred to that specific county for additional service. Job readiness: Staff, along with partner agencies, works with clients that have been evaluated and assessed to determine their “readiness” for employment. Services include job survival skills, job search Assessment Methods and Guided Customer Choice CobbWorks will deliver a variety of services, including training and supportive services through a process titled “guided choice”. With customer choice and customer satisfaction being major components of WIA, eligible customers are still in need of program guidance and assistance in making training decisions. Career advisors will work individuals seeking services by providing them with information to make informed decisions about training and employment opportunities. Customers are introduced to a variety of approved programs based on client’s interests, skills and aptitudes. This enables customers to choose and successfully complete training and find gainful employment in a training related field. While customer satisfaction is a top priority, the customer must meet all entry-level criteria for intake and eligibility, program choice and in of training according to the local labor market data. Individuals seeking training assistance will be encouraged to become “well-informed” before selecting a school. This may include visits and interviews with potential schools and instructors, job availability and the program’s past performance. Adult and older youth are also encouraged to build on existing skills determined through the assessment period when choosing a training program. Assessments are used to determine one’s skill and ability levels. Information gathered is generally recorded on the Applicant Questionnaire which is completed by the applicant before, during and after orientation. Factors to consider include work history and training goals. Service provider staff should schedule individuals for assessment testing. Dislocated workers may be assessed at different levels based on fore mentioned factors. Depending on the level of education and work history, dislocated workers may be given the opportunity to decline the assessment testing unless a request is made for a more extensive view of their strengths and needs. Customers wanting to enhance existing skills are not required to be assessed, but based on previous skills and work history, the client may be instructed to complete a partial assessment.

If assessment results do not support the customer’s training interest, then the customers with guided support from staff will identify alternative training programs in similar occupations or industries. In the event that training options and/or services are not available under WIA, staff must maintain a list of resources to assist the customer with other financial and educational opportunities. Other Assessment Options: Other sources of assessment and/or evaluation may be used whenever appropriate in conjunction with one’s skills and abilities. For example, a customer’s completion of college or technical school entrance exam, along with full acceptance into a specific course of study may be a sufficient assessment on a case-by-case basis. Support Policy CobbWorks does not provide meals, transportation, or childcare assistance. Emergency payments for rent, utilities, or other living expenses may be authorized by the Executive Director on an as needed basis not to exceed $750.00.

Demand Occupations List
Revised 12/01/06

Occupations in Administrative Specialization Accounting Bookkeeping Paralegal Administrative Assisting – MOUS Certification

Occupations in Education Child Development Specialist Teachers: Preschool/Elementary/Secondary/ Special Education Occupations in Machine Trade Automotive Specialist Technician Industrial Maintenance Machinist Occupations in Medicine and Health Dental Assistants Pharmacy Technician

Computer Related Occupations Software Engineers Computer Programmers Computer Security Analysts Computer Systems Analysts Network Specialists Computer Support Specialists Multi-media & Graphic Design Electrical & Electronics Technicians

Emergency Medical Technicians Personal Care Aides Medical & Clinical Laboratory Technicians Medical Assistants Medical Billing/Coding Respiratory Therapist Radiology Technician Nursing Physical Therapists Assistants Service Related Occupations Culinary Arts Horticulture Occupations Structural Work Brick Masons Carpenters Construction (building) Certified HWY Work Drywall Installers/ Acoustical Drywall Installation Plumber/Pipefitter Electricians HVAC Technician Sheet Metal Workers Welders & Cutters Occupations in Transportation Truck Drivers/ Delivery & Route – CDL A/B Occupations in Management Human Resources Management – PHR Certification Project Management Six Sigma Training

Job opportunities may be limited in some areas of construction although projections are for higher than average growth in 2007.

The CobbWorks Workforce Investment Board provides occupational skills training in Demand Occupations for industries that are stable or growing. Skills training will not be provided in declining industries. At present, skills training is only provided for jobs and careers where hourly rates and salaries are paid. Training is not provided for careers or jobs with commissions and fees (this includes real estate, cosmetology, massage therapy and nail technician). Lists of additional sources of financial aid are available for clients who wish to pursue these careers. This listing serves as a guide, and is not meant to be all-inclusive. There may be additional occupations in which demand occurs based on the job market or specific opportunities within the broad spectrum of occupations. CobbWorks may provide training for a job where demand is limited, but current openings exist. Bona fide job offers may be required for training in limited demand areas.

Cobb Workforce Investment Board Local Area Plan Update: PY 2007 and PY 2008 Page 1 of 24