Comprehensive Local WIA Plan PY 2007 – 2008

Area Contacts
1.

Name of Area East Central Georgia

2.

Name, address, and phone number for Chief Local Elected Official Walker T. Norman, Chairman Lincoln County Board of Commissioners PO Box 340 Lincolnton, GA 30817 Name of organization administering the grant East Central Georgia Consortium, Inc. Name, address, and phone number for Local Area Director Joyce Blevins PO Box 179 Thomson, GA 30824 706-595-8941 Fax Number: 706-597-9713 Email Address: jblevins@classicsouth.net

3.

4.

Name, address, and organization of the Workforce Investment Board Chairperson Ken Williams, Manager; Thomson Construction Supply Company 141 Ansley Drive Thomson, Georgia 30824 Thomson Construction Company, Inc., a cement company, headquartered in Thomson, with facilities located in surrounding counties. Ken is a member of the Thomson-McDuffie Chamber of Commerce and Rotary Club. Name, address, and organization of the Youth Council Chairperson Sue Richards 2575 Gilpin Road Thomson, GA 30824 1

5.

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 Partner: AARP Foundation (SCSEP) 337 Telfair Street Augusta, Georgia 30901 (706) 722-4700 Augusta Technical College 3116 Deans Bridge Road Augusta, Georgia 30906 (706) 771-4000 Georgia DOL Div. of Rehabilitation Services 1220 Wheeler West Parkway P.O. Box 15747 Augusta, Georgia 30917 (706) 650-5600 East Central Georgia Consortium, Inc. P.O. Box 179 674 Washington Road Thomson, Georgia 30824 (706) 595-8941 Georgia DOL - Thomson Career Center 232 Main Street Thomson, Georgia 30824 (706) 595-3578 Georgia DOL – Augusta Career Center 601 Green Street Augusta, Georgia 30901 (706) 721-3131 Sandersville Technical College 1189 Deepstep Road Sandersville, Georgia 31082 (478) 553-2050 Contact: Bill Collins, Project Director

Terry Elam, President

Ava Searce, Director

Joyce Blevins, Director

Michael Boardman, Manager

Wayne Beaty, Manager

Lloyd Horadan President

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Athens Area Technical College 800 U.S. Highway 29 North Athens, Georgia 30601 (706) 355-5005 Ogeechee Technical College One Joe Kennedy Blvd. Statesboro, Georgia 30458 (912) 871-1638 Swainsboro Technical College 346 Kite Road Swainsboro, Georgia 30401 (478) 289-2200

Flora Tydings, President

Dawn Cartee, President

Glenn Deibert, President

*Comprehensive One-Stop for East Central Georgia 674 Washington Road PO Box 179 Thomson, GA 30824 (706) 595-8941

Joyce R. Blevins, Director

7.

Web site address for the area (if any) www.ecgwdc.org

8.

Name and phone number of the individual(s) with primary responsibility for plan development Joyce Blevins, Director ECGC, Inc. (706) 595-8941 Angela Collins, Youth Program Coordinator, ECGC, Inc. (706) 595-8941 Michael Boardman, Thomson Career Center, Workforce Investment board Planning Committee (706) 595-3578 Ava Scearce, Div. of Vocational Rehabilitation, Workforce Investment Board Planning Committee. (706) 650-5600 Sharon Wilson, Dept. of Human Resources Planning Committee, Workforce Investment Board Planning Committee. (706) 547-9766

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Plan Signatures

Name of Area: East Central Georgia

Chief Local Elected Official Walker T. Norman, Chairman

_______________________________ Name

_____ _______________ Date

Local Area Director Joyce Blevins

_______________________________ Name

____________________ Date

Local Workforce Investment Board Chairperson Kenneth A. Williams _______________________________ Name ____________________ Date

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Comprehensive Local WIA Plan PY 2007 - 2008

I.

Vision and Goals Provide the vision for the area's Workforce Investment 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.

II.

Local Governance 1. Describe how the local Workforce Investment 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. In previous years, efforts were made to increase the level of regional involvement by the Workforce Investment Board. In keeping with the ETA’s National Strategic Direction, we continue to seek additional representation from all areas of the region for WIB membership. We have seen an improvement in collaborative efforts of local Chambers of Commerce and Economic Developers. Since private sector representatives face a challenge when making time for meetings during day hours, our WIB meets in the late afternoon, and we release a quarterly newsletter to help keep members up to date. To continue to create greater regional level interest, our newsletter issues a spotlight on a different county each quarter. To grow private business and industry interest the newsletter also features topics relevant to the industries of the different counties. As interest in the WIB activities continues to grow, the WIB continues efforts to provide research-based proven strategies for services. The WIB has incorporated such entities as the National Science Center in youth services strategies and sought out ideas from state facilitators with knowledge of various programs around the state for examples of bestpractices. Our WIB continues to support lifelong learning opportunities. The ECGWIB is an active participant in TAA/TRA activities to increase the number of participants that are eligible for training services. Employers have encouraged their employees to receive more computer training. The local technical college has been crucial in assisting ECGC in providing the computer literacy training to the employees of such businesses. The WIB will continue to support this technology training and is looking to increase the technology skill level of all participants served.

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In general, our area must continue to increase the knowledge of computers and technology, and increase the postsecondary education of the workforce in order to keep our local businesses competitive in this global economy. In this way, our WIB has become the regional gateway to improving our economy with the private sector driving the programs and services as they seek the talent they need to fill the jobs not yet defined. The WIB has begun to take on a new look and overall structure:

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. East Central Georgia’s Workforce Investment Board and the East Central Georgia’s Chief Elected Officials are the policy makers who have laid the foundation for the Workforce Investment System and provided guidance and oversight of the system. The Chief Elected Officials appointed East Central Georgia Consortium, Inc. to provide the WIA administrative functions to include disbursement of funds, to assist both the CEOs and WIB with oversight, planning, and contracting. East Central Georgia Consortium, Inc. is assisting in implementing the policies of the Board. Also, East Central Georgia Consortium, Inc. has a customer service division which is operating WIA training and services under the One-Stop system as a partner in the One Stop operation. The Workforce Investment Board has provided the option for the East Central Georgia Consortium, Inc.’s Customer Service Division to provide for On-the-Job Training and Customized Training. The Workforce Investment Board/Youth Council/CEOs policy indicates that no member shall engage in any activity, including participation in the selection, award or administration of a sub-grant or contract supported by WIA funds, if a conflict of 6

interest, real or apparent, would be involved. Members will be asked to divulge if a conflict of interest exists. The individual member shall divulge the existence and the reasons for the potential conflict and refrain from voting on or participating in related discussions regarding the funding award. If a member is unsure of the direct conflict of interest, the Board will be asked to decide if they feel a conflict exists. Also, recipients of WIA funds are not permitted to hire or contract with anyone who has an immediate family member in a decision making administrative or staff position, if funding or employment decisions involving that person may be affected by virtue of that family relationship. East Central Georgia Consortium, Inc.’s Director is directly responsible for developing the support staff to the WORKFORCE INVESTMENT BOARD. The Director is informed by the Chairman of the Chief Elected Officials’ Chairperson and the WORKFORCE INVESTMENT BOARD Chairperson of the amount of support needed. Different East Central Georgia Consortium, Inc. staff members are assigned as support to each of the WORKFORCE INVESTMENT BOARD subcommittees to provide support, and then additional staff is assigned by department as needed. 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. The Youth Council has two members from the Workforce Investment Board. One represents the private sector and the other is a DOL Career Center Manager. The Youth Council is made up of the required partners to include Housing, Service Agencies, and Family Connections. The Chief Elected Officials tried to obtain a good cross section of youth advocates from the area with various perspectives on the issue. The Youth Council also has representation from the McDuffie County Youth Apprenticeship Program, The CSRA RESA Apprenticeship Program, a local bank representative, and other partners are called for expertise in specific youth areas. Since it convened on October 24, 2000, the Youth Council has engaged in the continuous task of determining the need of youth in the area and designing the youth employment and training system. The Youth Council is responsible for coordinating youth activities; developing the youth part of the plan; recommending eligible youth service providers; conducting oversight with respect to eligible providers of youth activities; and establishing a link between the Board and educational agencies and other youth entities in the area. 4. Describe any linkages the area has established with other local boards in the region (workforce boards and related boards). The Workforce Investment Board has begun focusing on efforts to drive a connection between private sector and local education agencies. ECGC is involved in the Industry Education Council of Columbia County which is working to increase the participation of industry in the education system. Also, ECGC has representation on the Youth 7

Leadership McDuffie committee which is providing support to the youth of the area who show leadership ability and hosts the career day activities for the 4th and 5th graders in McDuffie County. The Chambers of Commerce and Economic developers throughout our region are creating Entrepreneurial counties. ECGC, inc. is involved in these efforts and continues to promote this in the entire region through its youth programs and other projects. ECGC also stands on the committee for the Juvenile Justice Fast Track program at a regional level. This program helps work with the youth offenders and determining the needs of the whole family. The Regional Resource team from DFCS also serves on the WIB and Youth Council. The WIB is using all regional resources available to become the talent agent for the workforce pipeline.

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. Representatives of Economic Development, Local Educational Agencies, Industry CEO’s, local elected officials, and all one-stop partners as well as many others were invited and participated in a day-long working retreat to develop a new Demand-Driven Vision and goals. Several Planning sessions followed and from these sessions several new benchmarks arose. These benchmarks were to: a. achieve better informed and more dedicated WORKFORCE INVESTMENT BOARD members b. achieve a greater understanding of partner referral processes, partner services and resources c. achieve a higher level of customer feedback. The action steps taken by the Planning Committee to begin to reach these benchmarks were: □ Develop a new member packet for new WORKFORCE INVESTMENT BOARD members (ON GOING) □ Develop regular Regional Collaborative Meetings (IN PROGRESS) □ Hold a Georgia Workforce System training at a regional level for all who have access to this system (IN PROGRESS) □ Develop a system-wide customer survey received at all service access points. (IN PROGRESS) □ Newsletter (SUBMITTED QUARTERLY) □ Website (UPDATED QUARTERLY) 8

The Workforce Investment Board, in cooperation with ECGC Staff, has developed a Demand Driven Vision which includes the implementation of the WorkKeys system. The WorkKeys system is comprised of two components— job profiling (which establishes skill requirements for specific jobs) and related WorkKeys assessments. ECGC offers both components. In ECGC’s One-Stop/Satellite offices, interested individuals have an opportunity to take WorkKeys assessments. Upon completing three different WorkKeys assessments (Reading for Information, Applied Mathematics, and Locating Information), individuals who obtain a prescribed minimum score on all three assessments will be awarded a Work Ready certificate by Governor Sonny Perdue. KeyTrain, a computer-based training curriculum designed to assist individuals in upgrading their WorkKeys skill levels, is available to ECGC customers. Through job profiling, area employers will know the requirements of the jobs they offer. By using the related WorkKeys assessments, area employers will learn both the skill levels of their existing employees and the skill levels of the area workforce. By serving as practitioners of the WorkKeys system, ECGC strives to play an active role in the Economic Development initiatives of the area. Information packets with service updates are given to New Board Members. Quarterly meeting are held for CEO, Youth, WIB and Collaborative boards. A newsletter is mailed to each board member in the 12 County area. The ECGC website is continually updated to provide information on other links and services. 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. The Governor, under his Commission for a New Georgia, has developed the Strategic Industries Task Force. At a listening session held on April 14, 2004, the life sciences industries suggested that a central coordinated effort to support existing companies is very much needed in the state of Georgia. The concern was that larger companies have access to resources, human and other, while smaller companies most in need of that support have less access to centralized information. Of course, this is only one instance of company representatives suggesting this information. However, this is also true at the local level. The position of Economic Developer is established in most of our communities to offer support to incoming industries. At our retreat, we found that our Economic Developers did not fully know what we had to offer to business and industry. We have since begun to better inform

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them. Our business people are now responding. We are busy filling the service requests of our local industry and formulating OJT projects throughout our 12 counties. As stated throughout this plan, our services now extend to offering the WorkKeys System with KeyTrain curriculum to assist our labor force in developing the skills they need. We have looked at the skill levels required in the fastest growing occupations listed by the Georgia Department of Labor as provided by the KeyTrain Job Database. We have compared these occupational skills levels with the levels of the customers walking through our One-Stop doors before training. These comparisons reflect the need for this type of training in our area. Observation Locating Information Reading for Information Applied Technology Teamwork
4 4 4 4 4 4 4 3 3 3 4 4 4 4 4 6

Listening

Applied Math

Occupation

Machinists Cutting, Punching, & Press Mach Setters, Oper., & Tend, Metal & Plastic Welders, Cutters, Solderers, & Brazers Helpers-Production Workers First-Line Supervisors/Mgrs. Of Prod. & Operating Wokers Team Assemblers Tellers Industrial Truck & Tractor Operators Correctional Officers and Jailers Comb. Food Prep & Serving Wkrs, Incl. Fast Food Sales Representatives, Wholesale and Manfg, Except Technical and Scientific Produc Maintenance & Repair Workers, General Registered Nurses (Scores given are referring to Supervisory Work) Food Preparation Workers Waiters & Waitresses Average Scores of Our Clients Before Training Remediation Clients OJT Clients

5 3 4 3 4

4 3 4 3 4

4 4 3 3 4

5 4 4 3 5 3 4 3 4 5

4 4 5 4 4 4 4 4 5 4

4 3 4 3 4 3 4 3 4 0

2 3 3 2 3 2 3 2 4 0

3 3 3 4 3 3 3 3 3 3 3 5 4 0 2 No Scores Given 3 4 3 3 3 3 4 0 3 3
No attempts No attempts

3 3 3 4 3 2

4 4 4 3 3 4

4 4 4 4 3 5

4 4 3 3 5 4

2 3 1 2 1 3

At first our average client would not have been recommended for any of these positions without being referred to skill building sessions in the KeyTrain curriculum. We can look at individual areas of competencies and find participants with some skill; however, when reviewing the combinations required for the occupations, more are meeting the criteria. Employers are now asking that we assess their current and future employees with WorkKeys. 10

Writing

In addition to the WorkKeys System and KeyTrain sessions, we are continuing to add intensive training through the Technical Colleges. When looking at these occupational areas, however, the need for this type of formal education is decreasing. To illustrate this decrease we can look at the Georgia Department of Labor data for 2002, 2004 and projections through 2012. The total number of employees located in East Central Georgia Workforce Investment Area in 2006 was 63,379. The largest major industry sector was manufacturing with 17 percent of the employment, followed by Retail Trade (44 & 445) with 12 percent, and Education Services with 12 percent. The following table lists major industries in the East Central Georgia Workforce Investment Area based on the second quarter of 2006.
Industry Group Manufacturing (31-33) Retail Trade (44 & 45) Education Services Health Care and Social Assistance Accommodation and Food Services Construction Public Administration Admin., Support, Waste Mgmt, Remediation Transportation and Warehousing (48 & 49) Finance and Insurance Other Services (except Public Admin.) Professional, Scientific & Technical Svc Mining Agriculture, Forestry, Fishing & Hunting Wholesale Trade Management of Companies and Enterprises Information Real Estate and Rental and Leasing Utilities Arts, Entertainment, and Recreation Establishments Employees 198 697 129 382 289 619 186 210 198 231 446 300 23 141 179 12 53 129 21 45 10,534 7,612 7,575 6,942 4,669 4,474 4,296 3,482 2,383 1,743 1,605 1,546 1,507 1,237 1,061 695 613 504 451 450

We can compare the 2nd quarter, 2006 figures with the projections from 2002-2012 and see the increase in manufacturing and Retail Trade occupations. The two top occupations will not require formal education, but will require a high school diploma.

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Occupation Group Title

2002 Estimated Number of Employed 64,791 8,796 6,806 6,027 5,458 4,669 4,375 4,359 4,189 2,792 2,646 2,261 2,104 2,002 1,743 1,695 1,386 892 856 570 536 323 306

2012 Projected Number of Employed 67,711 8,373 9,231 6,298 5,473 4,653 4,183 4,505 4,469 2,960 2,040 2,301 2,306 1,697 1,848 1,854 1,591 1,039 987 773 524 305 301

Total All occupations Office and Administrative Support Occupations Production Occupations Sales and Related Occupations Transportation and Material Moving Occupations Education, Training, and Library Occupations Construction and Extraction Occupations Management Occupations Food Preparation and Serving Related Occupations Installation, Maintenance, and Repair Occupations Farming, Fishing, and Forestry Occupations Personal Care and Service Occupations Healthcare Practitioners and Technical Occupations Building and Grounds Cleaning and Maintenance Occu Protective Service Occupations Business and Financial Operations Occupations Healthcare Support Occupations Computer and Mathematical Occupations Community and Social Services Occupations Architecture and Engineering Occupations Arts, Design, Entertainment, Sports, and Media Occ Life, Physical, and Social Science Occupations Legal Occupations

We can compare this information to the 2000 Census information on the education status of the population in East Central Georgia Workforce Investment Area to see the need. The largest industry and the occupation with the largest potential for growth only require a high school diploma, and yet the percentages of the population in the counties that make up East Central Georgia Workforce Investment range from 13.7% to 43.9% of the total population ages 18-65 in the year 2000 with some high school, while 26.3% to 39.3 have a high school diploma. The chart below indicates the county breakdown of those figures.

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County Columbia Glascock Hancock Jefferson Jenkins Lincoln McDuffie Screven Taliaferro Warren Washington Wilkes

Percentage of 18-65 yr olds Not a High School Graduate

Percentage of 18-65 year olds who are High School Graduates

13.7 33.8 37.5 41.6 29.5 37.2 33.5 33.0 43.9 41.8 33.1 35.3

26.3 39.3 36.2 34.5 36.1 33.4 35.1 38.7 33.8 35.5 38.4 35.9

In order to meet the needs of the business customer as well as the services customer, the East Central Georgia Workforce Investment Area will have to strengthen the education level of those included in the labor pool for the area and increase the trainability of that population. Our focus will be on the level of skill that individuals have the ability to achieve and demonstrate to potential employers. For a customer who does not have a high school diploma, we will be able to demonstrate to potential employers the customer’s ability to be trained based on the results from the customer’s WorkKeys Assessment, and then we can continue to work with this customer on obtaining his/her GED while he/she is earning wages; thereby creating a greater potential for earnings increase in the future for that customer. ECGC has software (AZTEC) in each One-Stop/Satellite office to help customers study and upgrade their skills to take the GED. In the Thomson office, a GED instructor is on staff. 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 area, i.e., locations that are not considered comprehensive One-Stops. See Attachment B 2. Describe methods of coordinating with partners and services not available at the comprehensive sites. The WIA mandatory partners have developed a referral system to ensure that customers are referred to the appropriate agencies for the services they need. If a customer is in need of a service WIA cannot provide, the WIA Skills Center Specialist completes a Partners’ Referral Form to the appropriate agency. The Skills Center Specialist calls the agency to notify them that a customer has been referred for their services. The Skills Center 13

Specialist will either mail the referral form or have the customer give the agency the form at the time of service. We have contacted our local Career Center and other collaborative partners to increase the coordination of services. 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. WIA and the local GDOL work together to provide services to the customer and business community. Whatever service is provided to a customer is entered into the GWS so that each site can track the services received. 4. Summarize the functions performed by the area's One-Stop operator(s). The One-Stop Subcommittee recommended the following which was approved by the Workforce Investment Board and the Local Chief Elected Officials: The One-Stop Operator is a consortium of Augusta Technical College, Thomson campus, Thomson Career Center, and East Central Georgia Consortium, Inc. (WIA) as equal partners. The three agency managers oversee the One-Stop operations. Until a One-Stop Manager is hired by the Workforce Investment Board, the three agencies will continue to perform the following duties: a. Design the integration of system and coordination of services for the site partners; b. Manage fiscal responsibility for the system or site; c. Evaluate performance and implement required actions to meet standards; d. Evaluate customer needs and satisfaction data, to continually refine and improve standard strategies; e. Plan and report responsibilities; f. Write and maintain a business plan; g. Act as liaison with local Workforce Investment Board and site; h. Monitor adherence to provisions of the Memoranda of Understanding (MOU); i. Market services; j. Recruit additional partners; k. Define and provide means to meet common operational needs; i.e.: training, technical services, etc.; l. Plan for additional resources; m. Facilitate the sharing and maintenance of data – site and state system; n. Define clearly and communicate the strategic objectives of the Workforce Investment Board; o. Continually assess customer needs and make recommendations regarding the need for additional sites to the Workforce Investment Board; p. Respond to community needs; q. Facilitate groups/teams on common issues – what works, what does not work; r. Select site manager; s. Define the site manager’s responsibilities and scope of duties in conjunction with the operator and partners. t. Assessments with WorkKeys 14

A comprehensive full-service One Stop Center has been established at 674 Washington Road, Thomson, Georgia. The AARP Foundation Senior Community Service Employment Program provides a part-time senior employee 20 hours each week to assist clients with their core services. The Department of Rehabilitation Services and Augusta Technical College provide part-time staff to assist clients at least one day per week as does a representative from Job Corps. The technical colleges and the Department of Rehabilitation Services have provided their websites to be used by clients that might require their services. We are in the process of identifying additional partners to work out of the center at least on a part-time basis. The services that are available at the Comprehensive One Stop Center are: Core Services include general information; resource materials and videos; Labor Market information, Consumer Report information; Training provider Information on performance; Information on filing UI claims; orientation to the One Stop Center; Resources on-line; information on job availability including various job search sites; fact sheets on various agencies and other community services; information on support services; information on financial aid; labor market information; internet registration. Other services offered are assistance with résumés, cover letters and computer upgrade tutorials, including Office 2003, XP and Office 2000, Word, Excel, PowerPoint, Outlook, Access, Publisher, and Web Design, for the beginner or the advanced. Work Keys testing, along with KeyTrain (computer-based WorkKeys skills tutorials), is also available. Mavis Beacon (computer-based timed typing tutorial) is also available. Staff-assisted core services include the initial assessment; service needs evaluation; job matching, job referrals, and job search assistance. If a partner is not located at the One Stop Center, the Partner Referral form is used to refer a client to the appropriate agency. The goal is to fax the referral form to the other agency daily. The client is directed to the appropriate agency for service. 5. Indicate which partners are providing core and intensive services for adults and dislocated workers in your area. AARP – Core Services; Augusta Technical College – Core and Intensive; DOL Voc. Rehab – Core Services; East Central Georgia Consortium, Inc. – Core and Intensive; Job Corps – Core; and DOL Thomson Career Center – Core Services 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.

6.

7.

List the board-established policies regarding:

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a.

priority of service for intensive and training services, where adult funds are determined to be limited Priority of service for intensive and training services is based on the following: For adults; must be 18 years of age or older; priority will be given to those who receive public assistance or low income (low income is defined as 200% of the poverty level) and to Veterans. Dislocated services are as defined in the WIA regulations. Youth services follow the WIA regulations and include members of welfare families who receive cash assistance. To receive intensive services: Adults and Dislocated Workers who are underemployed and are unable to obtain employment through core services, and have been determined by a one-stop operator to be in need of more intensive services in order to obtain employment; OR are employed, who are determined by a one stop operator to be in need of such intensive services in order to obtain employment that allows for self-sufficiency. Underemployed is defined as works at a job below his/her skill or experience level or is working part-time and wants full time employment. Unable to obtain employment is defined as has been unable to obtain a job through core services (applying for a minimum of 3 jobs and getting no interviews or going to a minimum of 3 job interviews and getting no job offer). In need of more intensive services is defined as has been through at least one (1) core service and been referred by core services staff based on documented assessment that intensive services are needed to obtain employment. Self-sufficiency for adults is defined as 200% of poverty level income based on family size and not receiving public assistance to include housing, transportation, child care, and food stamps. Self-sufficiency for dislocated worker is defined as 80% of previous compensation level or Adult Self Sufficiency definition whichever is higher. For training services, an adult or dislocated worker is unable to obtain other grant assistance for such services, including Federal PELL grants and HOPE grants or require assistance beyond the assistance made available under other grant assistance programs, and have met the requirements for intensive services and who are unable to obtain or retain employment through such services; or after an interview, evaluation or assessment, and case management, have been determined by a one-stop operator 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; or select programs of training services that are 16

directly linked to the employment opportunities in the local area involved or in another area in which the adults or dislocated workers receiving such services are willing to relocate. The Board voted to allow the PELL grant to be used for living expenses. Customer’s tuition will be paid unless HOPE pays tuition. All customers seeking individualized training must apply for PELL and HOPE if school is in Georgia and PELL if not.

b.

service to individuals who do not reside in the area The Workforce Investment Board voted to serve residents of the WIA Area 13 exclusively. target groups served in the area At this time, the Boards voted to serve all groups who meet the eligibility requirements as stated in the Act. supportive service policies for adults, dislocated workers and youth No support services payments are made to the youth by ECGC, Inc.; however, incentive payments, curriculum needs, and some other program based support is allowed under the youth contracts if approved by the WIB during contract negotiation. Supportive Services are those payments that are necessary to enable our customers to continue in training or work. The case manager/contractor must complete a cost of attendance worksheet at the beginning of each quarter/semester to determine a customer's needs (if client is adult or Dislocated Worker). In all situations, the case manager/contractor should determine that the assistance can not be provided through DFCS (if customer receives TANF). This information shall be provided with the Request for Assistance form (611S). No check will be cut for incomplete applications for assistance. No payment will be reimbursed for services obtained prior to request for assistance being approved. Prior written approval must be obtained before work or services can be performed. There will be no exception to the rule. For items requiring three (3) quotes, lowest bid will be used. Effective date of this policy revision will be July 1, 2004. A Maximum $500.00 (One Time Only) limit has been placed on Other Supportive Services. A participant continues to be eligible for support services only as long as he/she remains active in the program with a 2.5 or better Overall GPA. Failure to participate fully, without good cause, will result in termination of assistance. No new WIA client can exceed $4,000 total in training including supportive services costs during one program year. Maximum lifetime training for clients enrolled on or after 7/01/04 may not exceed $8,000.

c.

d.

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Client needs which threaten the completion of training or loss of employment not specifically covered in this policy may be available on a case by case basis with prior approval of the ECGC Administrator not to exceed $1500.00.

5.0.1 Supportive Service Process: 1. 2. 3. 4. 5. 6. Collect all required documentation for the service indicated. Complete the appropriate Submission Form. Attach all relevant documentation. Submit documentation packet within five days of customer signature to Client Services Manager/ Youth Program Coordinator for approval. Fiscal requires paperwork completion seven days prior to payday. Fiscal will forward a copy of the Purchase Order with transmittal letter to the appropriate Case Manager/Contractor and the Vendor.

Documentation packets that are incomplete will be returned to the originator without signature. This will create a needless delay in the client receiving payment.

5.1 Transportation Reimbursement Policy for WIA Clients

Rev 03/30/04

Transportation may be reimbursed at a rate of $6.00 per day for each day the client attends a training program outside of a three (3) mile radius of residence they are currently domiciled/living. Required documentation (in order indicated): Transportation Reimbursement Submission Form. Copy of Form 611-1 (Daily Supportive Services Authorization Form for WIA Customers) updated as needed. Proof that the customer attends training outside of a three mile radius of their current residence, home, dormitory, apartment currently residing (ex: a map from the internet including street address or Case Manager/Contractor odometer reading from address to training site, if internet map is not available.) Proof of Current Enrollment Status in GWS Current copy of the Cost of Attendance Form updated each quarter/semester. Copy of Attendance Report. Copy of Cost Commitment Sheet. 5.2 Day Care Reimbursement Policy for WIA Clients Rev 12/16/03

WIA - Day care is provided to customers, who are in a training program, through a Licensed Day Care provider or in home day care provider on a pre-approved In18

home Provider list provided by the Department of Family and Children’s Services. The provider can not be a family member who is not a Licensed Day Care provider (Licensed by the State or DFCS) and the client must be in training 3 class hours or more each day. A fee of $ 10.00 per day will be reimbursed for child care for each child up to 6 years of age. Any child age 4 or older must be enrolled in Head Start, or the Skills Center Specialist must obtain proof that the child was not able to enroll in Head Start. If the customer is receiving day care allowances from another agency, the amount received will be deducted from the $10 limit. For children age 5 to 13, $5.00 per day will be reimbursed for after school care only. If the customer is receiving day care from another agency, this amount will be deducted from the $5.00 limit. Child care will be reimbursed to the WIA customer. WIA customers can be provided child care for the duration of active participation in training or until the child(ren) reach 14 years of age. 611-2 forms are completed each Quarter/Semester. During the Summer Quarter only, for children age 5 to 13, $10.00 per day will be reimbursed to customers who are in training 3 class hours or more each day. The child care must be provided through a Licensed Day Care. Form 611-3 is used for the Summer Quarter/Semester only. Documentation for reimbursement of Child Care (in order to be submitted): Proof of age of child(ren) to be covered (submitted at beginning) Attendance Report Proof of registration of child(ren) with provider Proof of monitoring visit if new provider never been used by customers Cost of attendance form (submitted quarterly/semester). Copy of Daily Supportive Services Day Care Authorization Form (611-2) for WIA Customers submitted quarterly/semester. Use the 611-3 for Summer Quarter/Semester Proof of Registration in the GWS Copy of Cost Commitment Sheet Proof that no other agency is paying child care or amount of child care being reimbursed and/or Head Start Status. Proof of non-availability of Head Start, for all children age 4 (only applies if in Day Care all day). The provider can not be a family member who is not a Licensed Day Care provider Licensed by the State or DFCS a. demand occupations (please list) The board identified the following demand occupations in the area. These Occupations are considered the fastest growing in the area. It was also identified to determine demand occupations or jobs available in each county. It was also approved that if a customer can identify a particular employer in the area that was seeking a trained person for a job that the customer could train in that field. 19

Occupations
Machinists

Potential Wages
14.92 12.97 13.03 10.10 20.99 9.65 8.70 11.56 12.44 6.45 29.23

Cutting, Punching, & Press Mach Setters, Oper., & Tend, Metal & Plastic Welders, Cutters, Solderers, & Brazers Helpers-Production Workers First-Line Supervisors/Mgrs. Of Prod. & Operating Wrkrs Team Assemblers Tellers Industrial Truck & Tractor Operators Correctional Officers and Jailers Comb. Food Prep & Serving Wrkrs, Incl. Fast Food Sales Representatives, Wholesale and Manfg, Except Technical and Scientific Produc Maintenance & Repair Workers, General Registered Nurses Food Preparation Workers Waiters & Waitresses

13.40 21.94 8.98 7.12

8.

Describe the local Individual Training Account (ITA) system, including: a. public notification to prospective providers

A generic application and instructions can be accessed on our Web site at: http://www.ecgwdc.org . The Web site at http://www.dol.state.ga.us/pdf/wia/wia_administrators.pdf identifies the local WIBs with whom providers may apply. b. 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 For Providers wishing to have an occupational skills training program approved for ITA funds, the East Central Georgia Workforce Investment Board requires applications be first submitted to the board for evaluation and approval. If approved by the LWIB, the application and recommendation of the program will be sent to GDOL for statewide review and approval. ECGC requires that providers must submit an application for each course of study to be approved for 20

ITAs. The application will request information on programs, cost and past performance. The LWIB may require more information depending on the program. Once approved by the GDOL, the provider, along with the program approved, will be added State Providers List.

c.

formal appeals process for aggrieved ITA customers and providers of unapproved training programs Currently, the Workforce Investment Board has not approved an appeals process for aggrieved ITA customers and providers of unapproved training programs. The Board plans to look at this item in the coming year.

d.

ongoing process used to update the data on the eligible provider list (exclusive of the state-conducted annual subsequent eligibility process) The process will be used as outlined in the Individual Training Account Technical Assistance Guide.

e.

any regional policies or agreements for ITAs or training providers None at this time.

f.

access of customers to the eligible provider list and process for determining which customers receive ITAs Customers who have met eligibility criteria and are deemed to be in need of training services will be counseled on their needs and potential for success in the program based on the criteria for the program. Upon meeting the eligibility criteria, the customer will be afforded the opportunity to enroll in a training program with a provider on the Eligible Provider List. The customer must also meet the provider’s criteria for acceptance into the training program.

g.

process to track and manage all ITA activity Through the Entre Solutions Tracksource Management Systems, ITA cost commitment worksheets are submitted by Consortium Skills Center Specialists to obligate WIA funds for Adult and Dislocated Workers attending training. The Consortium’s ITA approver is responsible for ensuring training costs do not exceed local board ITA policy.

h.

board policy on use of statewide eligible provider list (including financial and duration limits, demand occupations, out-of-area training, service to out-ofarea customers, restrictions on use of statewide list, etc.)

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Adult or dislocated workers determined eligible for WIA funded services may select a provider from the STATE approved listing after consultation with a WIA Skills Center Specialist. If a customer receives career advisement and support services and the program of study is funded by Pell/HOPE/WIA funds, the ITA policies will apply. The following policies may be utilized to establish local parameters for service. POLICIES: (1) Training must be in occupations identified as demand in the county of residency or in the local WIA Plan as demand occupations or documentation of employment prospects for areas not listed in the plan should be provided. (2) Training must result in an employment wage sufficient to attain self-sufficiency without the aid of public assistance. (3) Training must be at least 12 quarter hours per week to accommodate existing Unemployment Insurance requirements. Exceptions to this policy may be approved, in writing, on a case-by-case basis by the Customer Services Manager. (4) Programs should not exceed 104 weeks (two years). Maximum training time must not be more than 1 ½ times the catalog projected training period. Exceptions to this policy may be approved on a case-by-case basis and requests should include evidence that financial support is available during extended training periods. (5) In general, all training programs must be within a reasonable commute of the WIA local area that may include out-of-the-area and out-of-state training institutions. Out-of-the-area training programs that are not within commuting distance to the WIA local area or whose service area is not one of the East Central Georgia Area 13 counties may be approved based on the unavailability of training in the local area and demand occupation within the local commuting area. All approved training must be located within the contiguous United States. (6) All applicants must apply for the Pell Grant and/or HOPE Scholarship/Grant program. HOPE must be utilized first for tuition cost. Depending on the need and availability of WIA funding, Pell funds may be combined with WIA funds to cover total living expenses while customer is in school. HOPE Book Allowance must be used first. Individual Training Accounts (ITA) may be used for expenses related to training, including but not limited to books, tuition and fees, supplies, tools, uniforms and shoes, certification, licensing, testing fees, drug testing for entrance into training, medical requirements for training entrances, etc. as outlined in the school syllabus. (7) WIA funding may be provided for college level and post baccalaureate instruction only if all of the following conditions have been met: (a) The customer must be accepted into a certificate or diploma program, and the course of study must be occupation-specific (i.e., radiology technician, accounting, 22

teacher certification). No funds shall be provided for general academic programs (i.e. General Studies, Bachelor of Business Administration, etc.). (b) Total course of study will take no longer than 104 weeks (2 years) to complete and be a certificate or degree program. (c) The customer must demonstrate that he/she has the financial resources to attend long-term training. (8) Continuing Education and other similar courses will be approved if the following conditions apply: (a) The customer must have a specific occupational goal.

(b) The customer must have a work history or educational background that relates to the occupational goal. (c) The customer must present evidence describing how the proposed training will increase his/her employment marketability. (9) Customers accepted on a provisional basis may receive assistance on a case-bycase basis. (10) ITAs will not be used for payment of late fees caused by customer error or delay. The customer will be responsible for these fees, as he/she is responsible for other fines or penalties. (11) East Central Georgia Workforce Investment Board will determine funding limitations. Funds are limited to the following: (a) Up to $ 4,000 in training costs, including support, may be expended for each customer in any one year of training. (b) For training that extends beyond one year, total training costs may not exceed $8,000, including support. If the cost of training exceeds funds limitation guidelines, Skills Center Specialists should assist in developing a financial plan to cover total costs of training. Customers shall not be required to apply for or access student loans, or incur personal debt as a condition of participation. Training costs includes tuition and fees and all other costs identified on the school syllabus as noted under Item 6 above. If a client drops classes during the drop/add period without official notification to the training institution or drops a course(s) during the quarter/semester without legitimate 23

medical reason or official recommendation by the instructor, the client will be responsible for the tuition for the course(s) dropped and the books/supplies procured through the bookstore. 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. See section 6 above for information regarding the PELL and HOPE grant/scholarship. Customers eligible for TANF resources are served in coordination with the Department of Family and Children Services. Any customer eligible for other programs is served in coordination with those agencies. First, an attempt is made to determine if the agencies can assist the customer through their resources. Coordination also ensures that funds are not duplicated. A goal is to assist the customer in a manner that is effective and cost efficient.

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. 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.

We partner with the local FBCO’s via a referral system and monthly collaborative meetings, where we provide and obtain support services, mentoring, tutoring and volunteers for our clients and the community. Family Connections - assist communities in addressing the serious challenges facing Georgia's children and families. They serve as a resource to state agencies across Georgia that work to improve the conditions of children and families. AARP - Help older job seekers find the skills and self-confidence they need to reenter the workforce and earn much-needed income. Job Corp – Assist in training youth in obtaining marketable skills to enter the workforce. Manna, Inc. – gives temporary & emergency aid to persons in need in our 8 rural county areas. They are a referral source for social, educational, medical, and psychological services, providing emergency food supplies, clothing, house-wares and furniture, limited assistance with bills, financial and nutritional counseling.

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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."

East Central Georgia Consortium, Inc. Policy and Procedure: WIA Service and Program Procurement Effective: 8/25/06 I. Bidder’s List a. The Contract Representative will maintain a list with contact names, agencies, full addresses and phone numbers for all parties interested in competing for programs and Services through ECGC, Inc. for Youth, Adult, and Dislocated Worker Services. All bidders must be non profit organizations, public or private, minority and women owned. b. A Request for Proposal will be issued to all parties on the Bidder’s List, as well as having an announcement published to the Website at www.ecgwdc.org and the local newspaper. Revised: 2/20/07 Revision No.: 1

II. Competitive Proposals in accordance with 29 CFR 95.41-48 a. The Request for Proposal must include an explanation of all required services, contract elements, staffing requirements, collaboration efforts, the budget requirements, and the evaluation criteria. b. All agencies interested in submitting a proposal must attend a Bidder’s Conference to be eligible for evaluation. c. A timeline of due dates, conference dates, and evaluation dates will be included with the RFP. d. All proposals must be submitted to the designated location (stated on timeline and in RFP) at the appropriate time in a sealed envelope in order to be considered for evaluation. III. Sole Source/Non-competitive in accordance with 29 CFR 95.41-48 a. In the case of single source, a proposal will be accepted only if the source is documented as being the only source for the program or service for our area.

25

b. Services are not normally accepted under single source unless well documented and with approval from the awarding agency (GADOL). This may also be a viable option in the event that insufficient proposals were received during a Request for Proposals. c. In all cases of noncompetitive procurement, a cost analysis is required. This entails verification of the proposed cost data and evaluation of the specific elements of costs, including comparison with the agency’s prior independent price estimate. Profits are not allowed. IV. Mandatory Bidders Conference a. ECGC, Inc. will host a mandatory bidder’s conference once the RFP has been published. b. There will be a secretary present to record the minutes. All minutes including Q&A will be published and submitted to all Bidder’s in attendance and published to the website. c. No proposals will be accepted from an agency NOT represented at the bidder’s conference. d. Any questions and answers received by ECGC, Inc. after the conference must be submitted to the Contract Representative in writing prior to the cutoff date for questions on the timeline. All written questions will be answered in writing and submitted to all bidder’s who attended the conference. No questions will be answered after the cutoff date.

V. Proposal Evaluation/Contract Approval a. Proposals will have a submittal deadline including an exact time for them to be received. No proposals will be accepted after that time. b. The ECGC, Inc. Youth Council will designate a committee to evaluate the eligible proposals based on the published criteria in the RFP and make a recommendation to the WIB. c. The WIB will approve the contracts and have the staff of ECGC, Inc. to begin any necessary negotiations. d. CEO approval will be requested when negotiations bring forth issues not addressed by the WIB. VI. Contingency List 26

a. In the case that a contract is approved for funding, but the program allocation does not allow for enough funds for all contracts, the programs will be ranked by their evaluation scores. Funds will be awarded starting with the contract receiving the highest score until funds are exhausted. b. Any remaining contracts will be posted to the contingency list. If additional funds are received within that program year, the additional contracts will be awarded in the order they are ranked. VII. Review and Resolution of Protests a. The Executive Committee of the East Central Georgia Workforce Investment Board will review and resolve all protests under this policy. b. Any bidder or contractor has a right to seek resolution of any concerns, issues, or perceived wrongs associated with the procurement process. c. All protest by such bidder or contractor must be in writing and i. Must be received within the specified time limits given below; ii. Should include the name and address of the protester; iii. Should identify solicitation/contract number or description of the procurement; iv. Should state the grounds for the protest; and the relief sought; v. Be sent to the address given in the solicitation/contract document. d. Time Limits for Protest i. Protest Prior to Proposal Opening 1. Any interested party who has an objection to any procurement document or process prior to the opening of proposals for procurement, should lodge a protest with the Executive Committee, no less than three (3) working days before the scheduled date of the opening of proposals. 2. All prospective proposers of record will be notified that a protest has been filed, and that the date for opening of proposals has been postponed until further notice. ii. Protest Prior to Award 1. All proposers to procurement should be mailed a copy of the Award Letter for a contract to the successful proposer. Any interested party who has an 27

objection to the award of a contract for the procurement, should lodge a complaint with the Executive Committee, no later than seven (7) full working days from the date of the Award Letter. 2. All proposers will be notified that a protest has been filed, and that ward of the contract will not be made prior to resolution of the protest. iii. Protest Subsequent to Award 1. Any interested party who has an objection to the procurement process subsequent to the award of a contract for procurement to the successful proposer, should lodge a complaint with the Executive Committee, no later than ten (10) calendar days after date of the award of the contract. 2. All proposers to this solicitation will be notified that a protest has been filed. e. Resolution of Protest i. Upon receipt of a written protest, the Executive Committee should review and respond in writing within five (5) working days by: 1. Issuing a determination dismissing the protest, because: a. The protest does not state a valid basis for protest; or b. The protest is untimely pursuant to these guidelines. 2. Issuing a determination with a detailed written response to each substantive issue raised in the protest. 3. Determining that an informal hearing is appropriate and issuing written notification to the protestor of the time and place set for a hearing on the protest. ii. The Executive Committee may also give notice of the hearing to any other persons involved in the solicitation whose interests may be affected by the ruling requested from the Executive Committee. Any person whose interest is affected shall be permitted to intervene and participate in such hearing. iii. If a protestor fails to appear and participate in the hearing, the Executive Committee may summarily rule upon the protest based upon information then available. iv. The Executive Committee should issue a written determination within five (5) working days after the conclusion of the hearing. 28

f. Reconsideration i. The protestor may file a Request for Reconsideration of the Executive Committee’s determination with the Executive Committee if: 1. New or additional data becomes available that was not previously known at the time the determination was rendered. 2. There has been an error in law or regulation. g. Remedies i. If the Executive Committee sustains the protest in whole or part and determines that a solicitation or proposed contract award does not comply with the procurement statutes, applicable grant requirements or these guidelines, the Executive Committee should consider all the circumstances surrounding the procurement or proposed procurement including, but not limited to, the seriousness of the procurement deficiency, the degree of prejudice to other interested parties or to the integrity of the procurement system, the good faith of the parties, costs to the East Central Georgia Workforce Board, the urgency of the procurement and the impact of the relief. ii. An appropriate remedy may include on or more of the following: 1. Re-issuance of the solicitation; 2. Issuance of a new solicitation; 3. Award of a contract consistent with procurement statutes, applicable grant requirements or these guidelines; or 4. Such other relief as is determined necessary to ensure compliance with procurement statues, applicable grant requirements or guidelines. h. Appeal to GADOL i. The Executive Committee’s determination is final and may be appealed to GADOL. i. Protest to GADOL i. Under certain limited circumstances, an interested party may protest procurement to the GADOL. The GADOL’s review of any protest shall be limited to the alleged failure of the East Central Georgia Workforce Board to maintain written protest procedures or its alleged failure to follow those procedures. 29

ii. Protests may be submitted to the Commissioner of the Georgia Department of Labor at 148 Andrew Young International Blvd, N.E. Suite 600, Atlanta, GA 30303-1751. iii. Protestor must file a protest in a manner that allows it to be received by the GADOL within ten (10) working days after receipt of the notice of the Executive Committee’s final determination. iv. It is suggested that the protest should include, at a minimum, the following: 1. Protestor name and address; 2. The name of the ECGWIB, solicitation/contract number and/or description of the procurement; 3. A statement of the grounds for the protest and any supporting documentation; and 4. A copy of the protest documents filed with the ECGWIB and a copy of ECGWIB’s decision, if any. j. Appeal to USDOL i. An appeal can be made to USDOL when; 1. A decision on a protest has not been reached within 60 days of receipt or 2. A decision has been reached and the party to which such decision is an adverse appeal to the Secretary of USDOL. k. Basis of Protest i. USDOL 29 CFR 97.36(B)(12) provides the following basis for filing a USDOL protest: “Grantees and sub grantees will have protest procedures to handle and resolve disputes relating to their procurements and shall in all instances disclose information regarding the protest to the awarding agency. A protestor must exhaust all administrative remedies with the grantee and sub grantee before pursuing a protest with the Federal agency. Reviews of protests by the Federal agency will be limited to: Violations of Federal law or regulations and the standards of this section (violations of State or local law will be under the jurisdiction of State or local authorities) and Violations of the grantee’s or sub grantee’s protest procedures for failure to review a complaint or protest. Protests received 30

by the Federal agency other than those specified above will be referred to the grantee or sub grantee.” l. Submission i. Protestor must file a protest in a manner that allows it to be received by the USDOL within five (5) working days after receipt of the notice of the Executive Committee’s final determination. Send the protest to US Department of Labor, Employment and Training Administration, Headquarters with a concurrent copy to East Central Georgia Workforce Board. It is suggested that the protest should include, at a minimum, the following: 1. Protestor name and address; 2. The name of the ECGWIB, solicitation/contract number and/or description of the procurement; 3. A statement of the grounds for the protest and any supporting documentation; and 4. A copy of the protest documents filed with the ECGWIB and a copy of ECGWIB’s decision, if any. ii. A copy should be forwarded to the USDOL Region III ETA Regional Administrator. m. Reference i. USDOL 29 CFR 97.36(b)(12) VIII. Additional Requirements a. All contracts awarded will be Cost-Reimbursement contracts. b. All contracts must include the necessary clauses as required under 29 CFR 95.48. 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. Every three years our Youth Council devises a Request for Proposal that best suits the needs for filling gaps in the upcoming years for the competitive procurement process as 31

described in 29 CFR 97.36. Contracts awarded through this process are monitored for performance and financial processes. The current youth contracts include the following: Arnett Enrichment and Recreation Center-Targeting the in-school population as a means of alternative education by working with the local board of education’s alternative school; providing mentoring, alternative curriculum; paid work experience; counceling to provide “whole family” advisement in Screven County Columbia County Family Connection- Targeting the in-school population to work on after school tutoring, and mentoring; and with both in-school and out of school youth offer life skills, and leadership skills through community involvement; youth will participate in a summer project; siblings and parents of the participants will also be targeted by the counselor to provide “whole life” advisement for the students; this will allow for some additional out-of-school case management as well to address those siblings who have already dropped out of school. Glascock Action Partners, Inc. - Tutoring; work experience, with work readiness training; leadership development; adult mentoring for in-school and out-of-school Hancock County Community Partners– Program assistance with alternative secondary school through the local Technical College; work experience; job development and placement for out-of-school Jefferson County Board of Education- Tutoring for in school participants; paid work experience in partnership with the Georgia Apprenticeship program for Jefferson County Jenkins County Family Enrichment- Targeting the in-school population as a means of alternative education by working with the local board of education’s alternative school; providing mentoring, alternative curriculum; paid work experience; counceling to provide “whole family” advisement in Jenkins County

Lincoln County Family Connection- Tutoring; program assistance with alternative secondary school through the local Technical College; occupational skills training through computer instruction; Work Experience; and leadership development for inschool and out-of-school McDuffie County Board of Education - Extended work experience for disabled inschool youth in conjunction with Division of Rehabilitation Services; a job coach will be on hand for on the job instruction and increased mentoring. McDuffie County Partners for Success – Targeting the in-school population as a means of alternative education by working with the local board of education’s alternative school; providing mentoring, alternative curriculum; paid work experience; counceling to provide “whole family” advisement in McDuffie County

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Quality of Life Association - Tutoring; dropout recovery; work readiness training; leadership development; survival skills; post secondary school assistance; computer training; career planning assistance; and adult mentoring for in-school and out-of-school Taliaferro County Family Connections – Tutoring, work experience, with work readiness training, leadership development, and adult mentoring with the in-school population; occupational skills training in the form of CNA training provided by Athens Area Technical College for the out-of-school youth Washington County Family Connection – Targeting the out-of-school population coordinated with Sandersville Technical College with GED preparation, KeyTrain Skills Upgrade with WorkKeys assessments, Career Planning by the Sandersville Tech Career Counselor, Life Skills, Job Readiness, Financial Management, and Work Experience Wilkes County Family Connections - Tutoring; work experience, with work readiness training; leadership development; adult mentoring; occupational skills training for inschool and out-of-school All of the service providers integrate the 10 youth elements, while additional efforts are made by Job Corp to schedule meetings for our youth at the comprehensive One-Stop. Job Corp does not maintain an office in our area, but when a youth expresses interest, staff contacts the Job Corp office of Augusta, GA to schedule a meeting at the Thomson One-Stop. Under the ETA’s new vision of youth services, the service providers have been making every effort to serve those youth considered most in need. Every local DFCS office has been called upon as a true partner in youth services in tracking and enrolling foster youth. Also, the Department of Juvenile Justice is represented as part of the Youth Council in order to ensure appropriate services to youth offenders. The local adult probation officers have also been engaged in youth services as a means to gain access to youth of offenders. Also, there is now an adult contractor for adult offenders working in partnership with the youth service providers of that county. Together they are targeting the “whole family” approach to services. In order to meet the needs of the children of migrant and seasonal workers, ECGC maintains full time Spanish Speaking staff. If any service provider or One-stop staff encounters a language barrier, we have someone available to go in field and meet with those individuals. As well as engaging those most in need, the youth service providers are working towards a more Demand Driven delivery of services to the youth. In doing so, the local area is working to do training on Education Rocks. The area as also subscribed to the Georgia Career Information System as well as the KeyTrain Curriculum. The area has now administered the WorkKeys assessments to two groups of high school aged students. The goal is to provide the youth with as much information about the industry in their area as possible to show them opportunities are available without having to leave their home town and to help them see the possibilities that lay before them. Also, ECGC is giving employers the opportunity to see that the upcoming workforce will be capable of doing 33

the tasks of the local jobs if given the chance. The youth WorkKeys scores have been in line with the jobs available in the area. They will leave high school knowing that there is no local job that they can’t do if willing to do it.

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 "N/A." The ITA has been invaluable to our youth services. Many of our youth have transitioned into adult training services. A youth who demonstrates progress in their youth program and has an interest in additional training, may apply for those services and may be given priority in being considered for the services where funding is available.

14.

Describe dislocated worker service strategies, including coordination with state-level Rapid Response, GDOL career centers, and state/local Trade Act activities. The local administrative entity works with the state-level Rapid Response unit to develop service strategies as layoffs occur to ensure that dislocated workers are served as needed. The Skills Center Specialist meets with the plant officials along with the Rapid Response team to determine the types of employees to be served and to identify the needs of these clients. WIA also works to assist these potential clients as deemed necessary and works with local staff in the referral process.

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. (1) A grant from Cobb Works! Project Access was used to purchase a computer along with installing entrance and exit doors for the handicapped. This grant has also provided us with a Disabilities Navigator in the One-Stop facility. This person is now available to assist individuals who have a disability with all of their accessibility needs. (2) Hire Vets First Campaign was initiated by the US Department of Labor Veterans Employment Training Services in September 2005. The Hire Vets First gives veterans first priority to jobs listed with the GDOL. (3) Since the Hispanic population has been growing, Rhoda Gotay has been kind enough to translate for the Spanish speaking population. In the ECGC Resource Center, run by Delamya Thomas, there is available to the Spanish speaking population the opportunity to learn the English language by working with the ESOL instructor for Augusta Technical College as well as by working with on-line curriculum and other resources within the facility. 34

(4) Our services to older workers include a partnership with the AARP Foundation SCSEP, Title V (Older Americans Act of 1965) provider for our area. We coordinate training services for older workers with the AARP Foundation SCSEP. The AARP Foundation SCSEP has 19 paid training slots in the counties we serve and during the Grant Year just completed on 6/30/05 they were able to find permanent employment for 9 of their enrollees from our service area. We are a Host Agency for enrollees of the AARP Foundation SCSEP and we provide One-Stop services to older workers. The AARP Foundation SCSEP Project Director is an active WIB member and uses the services of our One-Stop for applicants and enrollees of the program. 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. East Central Georgia Consortium, Inc Staff: The Skills Center Specialists are equipped with Resource Rooms, Computer-Based training software, and unique training for the services offered. The Business Resource Manager can assist employers with needs relating to: Hiring and Training, Technical Assistance, and other Business Services designed by the employers. We are at the mercy of the employer. Our Training and Information Services: Self-taught Computer-based Training for Employees: 1) Aztec Software Programs - Prepare for the G.E.D. 2) Computer Skills Programs - Become proficient in various Microsoft Office Products, etc. 3) KeyTrain Software - upgrade skill levels in WorkKeys Skills WorkKeys Assessments: 1) Pre-Assessments using KeyTrain Software 2) Post-Assessment testing used to certify WorkKeys Skill levels. WorkKeys Job Profiling: Detailed job analysis enables superior job/employee match to reduce the amount of job turnover. On-the Job Training: Can pay up to 50% of hourly wage rate for contracted training period (Includes free Job Profile of a contracted OJT Slot). Customized Training: 35

Can pay up to 50% of costs spent training existing employees to upgrade or enhance Job Skill levels. Labor Market Information: Search Occupational Wages, Find Industry Data, View Workforce Data, etc. Our Board Representatives from Industry, Economic Development, and Organized Labor were major contributors at our Board Retreat, where strategies for business services were enhanced. These groups represent a newer and stronger board membership and attend regular committee meetings as well. One-Stop Career Center: □ Recruits, screens and refers veterans ranging from entry-level workers to highly skilled professional □ Recruits full-time, part-time and seasonal workers □ Posts job openings □ Hosts job fairs □ Partners with businesses to clarify job descriptions and eligibility criteria □ Screens veterans to ensure that the right workers with the right skills are selected for interviews □ Provides training that supports the human resource needs of business □ Increases the potential labor pool, expands job retention and enhances workforce quality □ Provides employers with access to the veteran labor pool □ Provides information about wages and employment trends, as well as national comparisons □ Provides state demographic and economic information, as well as links to education, cultural and recreational resources □ Provides office space for on-site screening, interviewing and training □ Supports employee retention by offering services such as transportation, childcare assistance and mentoring programs 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 Workforce Board Planning Committee has identified the following benchmarks for more uniformity in services with multiple service access points: e. achieve better informed and more dedicated WORKFORCE INVESTMENT BOARD members f. achieve a greater understanding of partner referral processes, partner services and resources 36

g. achieve a higher level of customer feedback. The action steps taken by the Planning Committee to begin to reach these benchmarks were: □ Develop a new member packet for new WORKFORCE INVESTMENT BOARD members □ Develop regular Regional Collaborative Meetings □ Hold a Georgia Workforce System training at a regional level for all who have access to this system □ Develop a system-wide customer survey received at all service access points. 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. The Career Advisors work with local DFCS offices, local Career Centers, and other agencies to identify resources for TANF families and other low income individuals.

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. Our area has been trying to consolidate the offices of the GDOL Thomson Career Center, GDOL Division of Vocational Rehabilitative Services and the East Central Georgia Consortium, Inc. to form a true comprehensive One-Stop for the 12 counties being served. Currently, the One-Stop offers self-taught computer-based training for customers: Aztec Software Programs - Prepare for the G.E.D. Computer Skills Programs - Become proficient in various Microsoft Office Products, etc. KeyTrain Software - upgrade skill levels in WorkKeys Skills. Two additional offices have been established, one in Sandersville, Georgia and one in Sylvania, Georgia, with this computer-based software to provide services in the outlying counties. The GDOL Career Centers have on-line registrations available for customers unable to visit the offices and staff visiting the individual counties.

VI.

Performance Accountability

37

1.

The plan update includes the process of estimating performance levels for PY 2007 and 2008. USDOL has announced its intention to substitute Common Measures methodology for many of the WIA performance measures effective July 1, 2005. At this time, however, USDOL has not issued guidance that would enable the state and local areas to perform necessary performance planning. Therefore, instructions for estimating performance levels for PY2007 and PY2008 will be transmitted to local areas as soon as federal guidance becomes available. Describe local strategies for obtaining and using customer feedback. The Workforce Investment Board has begun the process for establishing a system-wide customer satisfaction survey for all partners to utilize and individualize as needed, while maintaining valuable information about the customer’s entire system experience. There are two main types of customers for the Workforce Investment Area. One is the business customer. Our Business Resource Manager meets with area industries and business owners regularly to determine the needs of the local businesses and how well they are satisfied with the services offered. We have also diligently worked at increasing the representation of the business customer on the Workforce Investment Board. The second type of customer is the customer receiving core and/or intensive services and training services. Our customer satisfaction survey has aided us in knowing where we might improve. We have also strived at increasing the participation of youth on the youth council for additional feedback. Most of our information comes from what the customer tells the case manager. That information is gathered and given to the youth and adult managers to assist in the development of policies and planning.

2.

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. The Board reviews performance information, programmatic and financial, and customer satisfaction information on a regular basis to determine the effectiveness of the system. The youth, business resource and adult managers share any information gathered with the WIB for policy and planning (see above). The youth council has also scheduled a community focus group, including DFCS, DJJ, VR, parents, youth, migrant workers, etc., to determine the needs of the youth in the surrounding counties. This information will be used to improve the strategic plan for youth services.

VII.

Equal Access and Opportunity 1. In 1-2 paragraphs, briefly describe local procedures and staffing to address grievances and complaint resolution. Grievances and complaints shall be processed through the following stages: 1. Formal Written Complaint 38

2. 3. 4. 5.

Fact Finding Hearing Determination (decision) Appeal

The Director of the Consortium shall be advised upon the initial filing of a complaint and shall be kept abreast at each stage thereafter. An individual who feels that a grievance or complaint is appropriate may seek remedy by contacting the Consortium Office. Individuals will be provided with procedures that must be followed. East Central Georgia Consortium, Inc. 674 Washington Road P.O. Box 179 Thomson, Georgia 30824

Attn: Equal Opportunity Officer (706) 595-8941/ 1-(800)-251-3882 As notified and required by the State, a listing of complaints and the status thereof will be provided. During every step of the process, informal attempts will be made to resolve the complaint 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. At this time, East Central Georgia Consortium, Inc. is fully accessible including the latest technology for computer and telephone access and on-going accessibility improvements for training services in coordination with the Dept. of Vocational Rehabilitation. However, the GDOL Thomson Career Center and the Office of Vocational Rehabilitation are not fully accessible at this time. Efforts are currently being made to merge all offices into the East Central Georgia Consortium, Inc. office to better serve the customers. 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. Work with other service providers to promote veterans as job seekers who have highly marketable skills and experience.

39

Advocate for veterans for employment and training opportunities with local businesses and industry by conducting job fairs and collaborating with unions and apprenticeship programs to promote veterans. Maintain regular contact with employers and coordinating with local WIA to include veterans in their marketing programs. Provide services in employment, training and placement to meet the needs of veterans to include appropriate priority status. Provide services such as job search workshops, job development and referrals, vocational guidance, labor market information and referrals to training and supportive services. Assist Career Center Manager in the preparation of the Manager's Report on Services to Veterans on a quarterly basis.

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. The Department of Family and Children Services for this area has established a Limited English Proficiency program that identifies members of the community who are willing to work as instructors and interpreters in this area and offers those individuals various resources for instruction. They offer assistance in the multiple languages. The Augusta Technical College also offers English for Speakers of Other Languages programs. Currently, the Augusta Tech instructor provides assistance to Spanish speakers and visits the One-Stop to use the Computer Lab and Aztec software.

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. All data regarding this population indicates the seasonal jobs are located in other workforce areas. We have seen occasional opportunities for seasonal/migrant workers in the Screven Co. area; however, this is not enough need as of yet to pursue strategies for services to this population.

VII.

Plan Attachments Attachment A: State Workforce Vision and Guiding Principles Provided as a reference; no action needed by local areas. Attachment B: Area Sites and Services Please complete and submit the matrix. 40

Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements Please submit all current MOUs, CEO Agreements, and RSAs here. Attachment D: Performance Worksheets Please complete your area worksheet. NOTE: Instructions for estimating performance levels for PY2007 and PY2008 will be transmitted to local areas as soon as guidance becomes available. Attachment E: 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 C:

41

Attachment A Georgia's Workforce Vision and Guiding Principles The vision for Georgia's workforce system is to build a world-class workforce. This will be achieved through the following goals:
• • • To enable individuals to achieve their highest potential To ensure employers have the skilled workers they need to compete effectively in the global economy To capitalize on the untapped potential of underemployed and discouraged workers, youth and other job seekers with special needs

Guiding Principles • • • • • • • Customers include individuals, employers and all community partners seeking workforce information and/or services. The system will provide services and information to all customers based on their informed choice and need. The system will include many service access points and methods, with services tailored to meet the needs of individual communities. The customer defines service quality; customer feedback will be obtained and used. Staff will provide quality services in a timely and positive manner. Policy, operations and procedures will support flexibility in local design of service delivery, use of staff and use of facilities, while adhering to applicable laws and regulations. The system may offer specialized services beyond those paid for with public funds.

Attachment B 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 One-Stop for East Central Georgia 674 Washington Road, Thomson, GA 30824 (706) 595-8941

Lead Partner/One-Stop Operator Other Partners
East Central Georgia Consortium, Inc.

Major Services Provided by Each Partner
Internships, work experience, on the job training, placement assistance, and occupational skills training through individual training accounts, skills upgrading and GED practice assistance, business services, WorkKeys Assessments, and KeyTrain Curriculum Add skills and paid work experience to transition into paid unsubsidized jobs. Occupational Skills training, placement services, financial aid assistance, case management. Occupational Skills training, placement services, financial aid assistance, case management. Occupational Skills training, placement services, financial aid assistance. Occupational Skills training, placement services, financial aid assistance. Occupational Skills training, placement services, financial aid assistance. Provide vocational counseling career planning, work readiness training Job training, job readiness training, employment services.

AARP

Augusta Technical College

Sandersville Technical College

Ogeechee Technical College

Swainsboro Technical College

Athens Area Technical College

DOL – Voc. Rehab Services

DOL – Thomson Career Center

Attachment B (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 Jefferson County 431 West 9th Street Louisville, GA 30434 Lead Partner/One-Stop Operator Other Partners East Central Georgia Consortium, Inc. Major Services Provided by Each Partner Internships, work experience, on the job training, placement assistance, and occupational skills training through individual training accounts, skills upgrading and GED practice assistance, business services, WorkKeys Assessments and KeyTrain Curriculum Occupational Skills training, placement services, financial aid assistance, case management. placement assistance, upgrading and GED practice assistance, business assistance, WorkKeys Assessments and KeyTrain Curriculum

Sandersville Technical College 1189 Deepstep Road Sandersville, GA 31082

Sandersville Technical College

Screven County 111 N. Main Street Sylvania, GA 30467

East Central Georgia Consortium, Inc.

Internships, work experience, onthe-job training, placement assistance, and occupational skills training through individual training accounts, skills upgrading and GED practice assistance, business services, WorkKeys Assessment and KeyTrain Curriculum

Attachment C Memoranda of Understanding and Resource Sharing Agreements

East Central Georgia Workforce Investment RESOURCE SHARING AGREEMENT In accordance with the Workforce Investment Act of 1998 (hereinafter WIA), this Resource Sharing Agreement (hereinafter RSA) is entered into by and between the East Central Georgia Workforce Investment Board (hereinafter WIB) and the Partner Agencies listed below for the Comprehensive One-Stop at 674 Washington Road, Thomson, Georgia. 1. Partner Agencies: a. East Central Georgia Consortium, Inc. b. Georgia Department of Labor -Thomson Career Center c. Georgia Department of Labor - Augusta Career Center d. Augusta Technical College (ATC) e. Athens Area Technical College f, Georgia Department of Labor - Rehabilitation Services g Sandersville Technical College h. AARP Foundation (SCSEP) ' i. Ogeechee Technical College j. Swainsboro Technical College 2. Purpose: The WIA regulations provide that the responsibility for the provision of and financing for applicable core services and One-Stop operations is to be proportionate to the use of services at the center by individuals attributable to the Partners' programs. The purpose of this RSA is to provide a framework for each of the Partners' commitments regarding the allocation and sharing of operational costs and resources in the One-Stop system serving East Central Georgia. The One-Stop Operator, East Central Georgia Consortium, Inc., has been designated by the WIB and will be responsible for the coordination of services and ensuring that Partner Agencies adhere to the terms of this Agreement. Details of the One-Stop Operator's responsibilities will be more specifically outlined in the Operational Plan that is developed by the parties to this Agreement. 3. Duration: This RSA shall remain in effect from July 1. 2006 until June 30. 2007 4. Modification: The Partners recognize that modifications to the RSA may be necessary during the period of performance. Any party may make a written request for modification to the WIB through the One-Stop Operator. In order to be valid, any modification to the RSA must be in writing and signed by all of the parties. Assignment of any responsibilities under this RSA by any of the parties shall be effective upon written notice to the other parties.

5. Termination: Notwithstanding any other provision of this contract, in the event that any of the sources of Partner funds for services under this contract no longer exist or in the event the sum of all obligations by the Partner incurred under this and all other contracts entered into exceeds the balance of available funds, then the Partner's obligations under this Agreement shall immediately terminate upon receipt of written notification to the WIB through the One-Stop Operator. The certification by the legal signatory of the Partner that occurrence of either of the events above shall be conclusive.

Attachment D
PY2007-PY2008 Performance Targets Local Area Name: _____East Central Georgia_____________________ 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

75.5 75.4

75.5 75.4

83.5 90.0 68.0

83.5 90.0 68.0

86.0 91.6 81.5 60.0

86.0 91.6 81.5 60.0

4200 95.0 3800

4200 95.0 3800

63.0 74.0 54.0 64.0 80.0

63.0 74.0 54.0 64.0 80.0

Attachment E 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 PY2007-2008: 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)] 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 (MOUs) 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.

2.

3.

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• • • •

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; A-21 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 years from the date of submission of the closeout reports for each program. [WIA Sec. 185 (e)(1)] 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.

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13.

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]

14.